City of Arvada Adopted 2012 Budget

CITY OF

ARVADA, COLORADO 2012 ADOPTED BUDGET

CITY OF

ARVADA

2012 ADOPTED BUDGET

Table of Contents

Budget Message ......................................................................................................................................... 1-7 Revenue and Expenditure Overview........................................................................................................ 9-19 Department Areas Arvada Center for the Arts and Humanities .................................................................................... 21-25 City Management and Public Representation ................................................................................. 27-30 Community Development ............................................................................................................... 31-34 Economic Development .................................................................................................................. 35-38 Finance ............................................................................................................................................ 39-43 Human Resources ............................................................................................................................ 45-48 Information Technology .................................................................................................................. 49-52 Judicial............................................................................................................................................. 53-56 Legal ................................................................................................................................................ 57-60 Parks, Golf and Hospitality Services ............................................................................................... 61-67 Public Safety.................................................................................................................................... 69-74 Public Works and Utilities............................................................................................................... 75-83 Capital Improvement Program ...................................................................................................... 85-103 Additional Information Pay Plan Schedules ...................................................................................................................... 105-113 2012 Budget Adoption Resolution ..................................................................................................... 115 2012 Appropriation Ordinance .................................................................................................... 116-117 Mill Levy Ordinance .......................................................................................................................... 118 Resolution Adopting 2012 Pay Plan................................................................................................... 119 2012 Capital Improvement Adoption Resolution............................................................................... 120

Cover Design Provided By: Steve Milke Special Thanks To: Lisa Yagi, Assistant Director of Finance Bryan Archer, Controller Arlene Martinez, Executive Secretary

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CITY OF

ARVADA

2012 ADOPTED BUDGET

City Officials Marc Williams Mayor (Term expires 2015) Don Allard Councilmember – At-Large (Term expires 2013) Bob Fifer Councilmember – At-Large (Term expires 2015) Rachel Zenzinger Mayor Pro Tem Councilmember – District 1 (Term expires 2013) Mark McGoff Councilmember - District 2 (Term expires 2015) Shelley Cook Councilmember - District 3 (Term expires 2013) Bob Dyer Councilmember - District 4 (Term expires 2015)

City Manager and Key Staff Mark G. Deven William Ray George Boyle Christopher K. Daly Michael Elms Hazel Hartbarger Michele Hovet Robert Manwaring Linda Haley Maureen Phair Gordon Reusink Victoria A. Runkle Clark Johnson James Sullivan Don Wick Chris Koch Vicky Reier

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

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CITY OF

ARVADA

2012 ADOPTED BUDGET

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CITY OF

ARVADA

2012 ADOPTED 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 for the fiscal years 2011-2012. 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.

We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award.

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OFFICE OF THE CITY MANAGER FACSIMILE: 720-898-7515  TDD: 720-898-7869 PHONE: 720-898-7500 January 13, 2012 Members of City Council City of Arvada 8101 Ralston Road Arvada, Colorado 80002 Members of City Council: Transmitted to you with this cover letter is the City Manager’s recommended 2012 Budget. This budget builds on the work of this council, the preceding city councils and the preceding city manager, who have been so dedicated to providing a high quality of life for Arvada residents.

However, this budget is also presented against the background of a global, national, regional and local economy that struggles to maintain equilibrium under challenging circumstances. The near collapse of the U.S. and international finance system in 2008 continues to reverberate through the economy with implications for Arvada, which continue to threaten our best efforts regarding jobs, economic development, municipal service levels, infrastructure conditions, neighborhood stability and vibrancy, and preservation of our housing stock. We are consistently challenged to remain competitive as a great place to live, work, and play (and should we say to be, “the community of choice”) in the metropolitan area by the consequences of being a first-ring suburb with our aging infrastructure and changing demographics.

In sharp contrast to this fiscal environment, Arvada’s best defenses are, without doubt, that it is blessed with an extraordinary skilled and dedicated staff, citizen volunteers who “have always been there” for this community and the fortunate circumstances of location and aesthetics.

Problematically, and urgently, none of this can be taken for granted. Each of these assets must be nurtured and maintained. Each is presently fragile, due to our demographic trends and our first and second generation infrastructure. We are at a pivotal point in Arvada’s history. The policy and fiscal decisions made by this and the next council will determine whether Arvada is positioned to take advantage of the economic recovery, when it is finally realized, and the opportunities which will present themselves with the realities of the Gold Line and the Parkway.

It is past time to rethink and recast a strategic vision and comprehensive plan for Arvada.

The 2012 budget is $192,109,969. Of this total, $95,533,217 is dedicated to providing basic services in the General, Debt, Parks, Arvada Center and Police Tax Increment Funds. These funds pay for police, streets, parks, buildings, code enforcement, arts, finance, information management and many other services for our citizens. We further dedicate an additional $21,194,400 to general capital expenditures. Of this total, $6,075,000 is comprised of available 2010-2011 cash surpluses and an additional $3,189,541 is specified by our Charter requirement to dedicate 60% of the first cent of sales tax to capital improvements and maintenance. The balance is from other previously approved appropriations. The next largest expenditure is $41,924,209 for the operations of our three utilities: water, wastewater and stormwater. We provide $6,116,229 for golf and hospitality services. These activities are effectively required to operate as private businesses and have little to no general tax support. We also have a variety of internal businesses which operate as enterprises. We require that each department pay for their rent, computer replacement, fleet maintenance and replacement and insurance needs. We place these transfers in their appropriate separate funds in order to measure the revenue and costs of their activities; the

2012 Operating and Capital Budget Members of City Council January 13, 2012 Page 2 total for the internal services funds is $11,908,199. Finally, the city operates a host of “other” activities. (Some examples of “other” include: Neighborhood Revitalization, Grants, Lands Dedicated, Drainage, Economic Development, Housing and Community Development.) These funds total $15,433,715.

The budget as presented recommends no reductions in service. No increase is proposed for stormwater rates. There are modest increases in water and wastewater services, reflecting the rise in costs being passed on from Denver Water and Metro Wastewater Reclamation District, respectively. In order to finance significant infrastructure needs, each of these agencies will be steadily raising rates, and affecting our rates, for years to come.

This set of recommendations is founded on the city’s operational and capital needs, and on the council’s previously adopted 2011-2012 targets. In the latter point of emphasis, each of the targets of that budget document is listed below, with both the successes of the 2011 budget and expected budgeting outcomes for 2012. There are additional recommendations, and these are listed in the supplement following the letter, in which all changes are noted. The following are those major policy decisions and initiatives.

Revitalize and Engage Our Neighborhoods In 2011, the city launched this program with $95,000. During the year, we provided $48,508 in neighborhood grants throughout the community. A total of 27 “Know Your Neighbor” grants ($100 each) and 8 neighborhood improvements grants have been awarded. In addition, the Memorial Park neighborhood was selected by council as a pilot project for our revitalization initiative. Staff has devoted considerable time to developing a collaboration with the residents and, in turn, they with each other. In 2012, we propose to expand this vital community-building program with an appropriation of $200,000. Parks and trails are an essential part of our neighborhoods. The area’s “main street,” Olde Wadsworth, will be renovated this fall and will be a significant physical enhancement for the community’s aesthetics, walkability and “bike-ability.”

Coincidental to this focused effort, dramatic improvements were made in parks throughout the city.

Playgrounds at these parks will all be renovated between 2011-2012: West Woods Yankee Doodle Leyden Creek Michael Northey Bridgeside Davis Lane

Homestead Sunrise Columbine Lew Walsh Ladybug Club Crest

In addition to playgrounds, the Parks Department will make improvements at a variety of parks including: Hills at Standley Lake Sunrise Ridge Spring Mesa Ralston Creek Trail

Van Bibber Trail Underpass Four Acre Park Thundercloud Park Club Crest Park

(Please see the Capital Improvements Plan for a list of all projects.)

2012 Operating and Capital Budget Members of City Council January 13, 2012 Page 3 The skateboard park by Apex was completed in December 2011. This regional facility was financed through a combination of local funds, grants and private fund raisers. We are also expanding the use of our parks and open space through urban agriculture (Majestic View, 82nd and Alkire areas.)

There is one additional request in the budget that addresses the revitalization of our neighborhoods. It is to be funded from our cash surpluses.

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The implementation of the traffic calming study for $250,000 which will also further our commitment to improving our neighborhoods for their residents’ peace and tranquility.

We will begin with a “pilot program” that will involve the selected neighborhood in meetings to determine the kinds of traffic calming measures desired. Evaluation of the pilot program will help us to determine the level of resources necessary to financially support the program over the long term.

The previous commitment of $900,000 ($700,000 for streets; $200,000 for parks) is not to be found in this budget. After three years of deep recession, and with a painfully slow economic recovery, the city’s fiscal position no longer permits that $900,000 “promise,” a commitment which was specifically tied to the economy and our year-end surpluses. In fairness and candor for our present situation, the street division needs a total budget of $5 million annually to restore the balance and maintain the streets. To increase from our current level of $3,549,153 to the $5,000,000 ongoing funding that the Streets Division recommends will require a discussion of priorities and expectations. As a side note, on January 6, 2012, council approved an additional $2,000,000 of one-time funds to be spent in 2012 on streets maintenance.

Maintain our Capacity to Provide for the Public’s Health, Safety, and Welfare Each year we analyze the internal service funds to determine the correct level of funding for those critical internal operations which support our community and field operations. There are no changes in the 2012 Budget in these areas as their funding will stay at 2011 levels.

Singularly, the most important resource to the successful fulfillment of the services in this focus area is our human resource, the staff. Throughout 2011 we have discussed the city’s total cost of compensation philosophy in terms of employee pay. In November, staff presented you with a new pay plan, which you subsequently adopted in December. The pay plan includes an overall 2.72% change made up of 1.47% for market adjustments, 0.14% for reclassifications and 1.11% for step increases. The plan also included an increase to the number of steps for all job families except Executive and Police.

This budget adds an additional $75,000 from the General Fund to the city's support of non-profits and charitable organizations which provide basic services. Last year, 18 agencies applied for funding with total requests of $280,000. Only $135,000 was available to allocate. We continue to be in the worst recession since the Great Depression. All agencies report that funding from other sources is lower than it was in 2009, but the demand for services is nearly double, particularly for agencies providing basic necessities such as food, shelter, and medical care. Also, while we still have some federal grant dollars, $60,000 in 2012, to use for these purposes, we expect these dollars to be eliminated by the next budget or sooner.

These agencies are our community partners. They have consistently presented us with the ability to leverage small contributions into significant community benefit. If they are not successful, then

2012 Operating and Capital Budget Members of City Council January 13, 2012 Page 4 our citizens in need, our most vulnerable populations, will suffer and the consequences will ultimately arrive at the doors of City Hall. With continuing reduction in federal and state contributions to human services, this small city contribution will return great value. In fact, the need for local government to seek creative, collaborative and “non-traditional” ways to fund agencies that can deliver these services will increase over the next 10 years.

Secure Our Water Supply As you are well aware, we are committed to the financial support in the completion of the Denver Water Board’s Northern Supply System Expansion. The project provides a once-in-a-generation opportunity, ensuring that there will be sufficient water available for the ultimate build-out of the city by mid-century. There will also be a significant financial obligation in the future for our water fund — estimated $84,000,000, of which $51,300,000 is reserved now.

Concurrently, our utilities department has worked diligently to limit the full impact of rate increases passed along by the Denver Water Board and the Metro Wastewater Reclamation District (unconfirmed 5% and 8% confirmed, respectively.) First, we lowered the transfers that the Water and Wastewater Funds pay the General Fund for internal services. These changes will save $325,000 and $100,000 for the Water and Wastewater Funds, respectively. The Wastewater Fund also eliminated three positions during 2011, resulting in over $200,000 in annual savings to our rate payers.

In the wake of our best attempts to balance the cost of service and the pass-through rates, the 2012 rate increases are at 4.5% for water, and at 5.5% for wastewater.

The latter increase is entirely due to the increase that Metro Wastewater Reclamation District is imposing to meet the Federal Clean Water Act compliance and growth demands in wastewater treatment for the region.

In stark contrast, the stormwater utility has no rate increase.

Build the Beltway The 2011 budget had over $2 million appropriated and reserved for the purpose of building this critical transportation facility. No additional funds were added to the 2012 budget for this project.

Increase Local and Regional Business Development Economic development continues to be a major focal point for the city manager’s office, AEDA, and, in fact, all of our departments. We will soon have three revitalized and thriving shopping areas at our eastern edge, with the renovation of one major store and the assurance that another one will remain. Our investments reinforce our commitment to the 80th Avenue corridor as the keystone for commercial and neighborhood revitalization in eastern Arvada; the financial and social health of the entire community is dependent on the success of our efforts. With the help of graduate students from the University of Colorado at Denver, the city now has a conceptual design for Wadsworth corridor improvements. However, it will be the work of the city staff — community development and AEDA — in partnership with the city council which will provide the muscle and flesh for a successful effort. One small but significant manifestation of our refocusing is the completed construction of an electronic marquee for the Arvada Center.

2012 Operating and Capital Budget Members of City Council January 13, 2012 Page 5 The city completed and adopted a new sign code in 2011. This new code intends to provide new alternatives for businesses to attract the attention of consumers. A major shopping center partnership is considering an entirely new sign program to identify its re-emerging center to I-70 travelers and to market retail opportunities in our city.

The 2012 budget includes the final $500,000 appropriation for the business incentive and retention programs proposed and implemented by AEDA. This is the last of three annual payments of $500,000. The programs were fully implemented in mid-2011 and, by the end of the year, we will have clear sense of the impacts of our investments in AEDA, and how we and they have intervened in “the market” to bend private investment toward our retail shopping areas.

Another major improvement identified under this target is to “Invest in Fences.” We all agree that the fences along many of our arterials are aged and inconsistently maintained by their owners, resulting in a much diminished impression of our community. At the council’s August 6 meeting, there was a proposal to establish a policy and seed money to try to make a difference in the appearance of the Wadsworth Corridor fences. The budget recommends $475,000 be set aside as a potential city contribution to help our neighbors with the costs of more permanent and more aesthetic fences; however, this is most likely a capital initiative which will require a longer term plan for funding. Depending upon the fence material composition, the costs can range from $50 a lineal foot (wood with brick columns) to $400 a lineal foot (masonry fence).

Also among our most important major initiatives is the next phase of the Ralston Road Corridor and Complex of projects. The Garrison Street improvements — a new bridge for flood relief, major park improvements along Ralston Creek, and a new park associated with our revitalized Arvada K-8 school — will all be completed next year. It is critical to focus our attention to the transportation challenges of the area. The council was briefed on the concepts that have had citizen input in late summer of 2011. This budget includes $300,000, again from our cash surplus, to contract for preliminary engineering for the entire corridor. This study will help determine if the overall implementation of a modern multimodal street cross-section can be accomplished in segments as property becomes available.

Increase Mass Transit Options for Arvada Citizens by Capitalizing on Emerging Opportunities We have made dramatic progress on this target in 2011. Building on our heartwarming and wildly successful Gold Line groundbreaking, this budget seeks to fund the city council’s commendable and bold initiatives to make sure that our rail stations are special urban spaces. On August 6, the council recommended that over $4.1 million be dedicated to improvements needed for the Gold Line. This funding includes $2,000,000 to create a safe, full-motion intersection on 56th Avenue for our park-n-ride garage, for bus access, and to maximize our T.O.C. (Transit Oriented Community — RTD’s newest turn of the phrase) development opportunities. Additional funding for the Gold Line is related to the plaza and station enhancements.

It would be an error of omission if I did not emphasize to you at some point that it is the day-today work of our departments and our employees which makes the difference – positive or negative – in our relationship with our community. If our work is less than excellent, our information not credible, our stewardship of the corporation and taxpayer dollar not trustworthy, then we should not expect community support for major initiatives. Our employees’ work is at the very center of our standing with our community. As you know and have heard from experts, this is an energetic staff, highly capable of multi-tasking, but you also know that it is lean. Our high

2012 Operating and Capital Budget Members of City Council January 13, 2012 Page 6 performance is powered by your confirmed support of the staff, especially through “technology accelerators” which help us maximize our effectiveness and our efficiency. Your funding of our recommendations here will help tremendously.

Future Challenges While this budget addresses many issues, there are several which remain. The first and most critical concern relates to our police department’s work environment. The department needs space. Their working conditions are unacceptable. They are working in 35 percent of the space that any of our neighboring communities provide for their safety personnel. A modern and contemporary model of community-oriented policing, combined with the Arvada Police Department’s need for space and our dramatic capital needs community-wide, converge to make a compelling argument for a present-day two substation solution, which would coincidentally and paradoxically be the least-cost solution to the APD’s space problem. One station would be located in the northeast area and the second would be located in the western edge of our geographic area. The police department, in partnership with facilities and finance, is developing a variety of options for your consideration during 2012. This issue needs a resolution sooner rather than later; indeed, as soon as possible.

The next challenge is space in general. We continue to keep an eye open for homes for sale along Balsam Street which, in turn, can provide space for our work units. The staff should be applauded for their incredible efforts in working together. Nonetheless, as you visit other cities, both regionally and nationally, you will not see many municipalities whose central offices — City Hall — are more physically disjointed. Our campus plan, adopted in 2005, was expensive and is now obsolete. Our debt service will be completely retired in 2018. This event and opportunity arrive during a 10-year capital planning horizon, and space should be considered among our critical needs.

In the near future, we will be addressing some major economic development opportunities. While the city has dedicated over $5,000,000 to maximize the development value of our transit centers and increase their quality, we have more work on the near horizon. Parking inventory and parking management, particularly in and around Olde Town, requires our immediate attention. While we have identified some land and money for a parking facility, the building will surely require some city investment. Separately, the successful redevelopment of the Ralston Fields area (Triangle) and the Wadsworth Corridor will compel the creative participation of the city. The city has invested over $19 million for a new bridge, park and several new amenities. Now the city will have to be helpful in supporting incentives for the private sector to provide this commercial neighborhood with new shopping and retail opportunities. If we are successful in these investments, then the return to the community should be substantial and transparent to our residents, taxpayers, and property owners.

Summary The City of Arvada has so many great assets and advantages. It is a place of great neighborhoods, an exceptional system of parks, trails and open space, involved citizenry, and the overall positive perception of personal safety. We have great schools, great partnerships with the school district, our non-profits, Apex, AFPD, our boards and commissions, and our volunteers. The city as an organization has an excellent reputation for being an active member of the regional community.

We will continue to be severely tested to maintain our reputation, our competitive position, and our ability to continue to provide the level of services people have come to expect. Arvada has

2012 Operating and Capital Budget Members of City Council January 13, 2012 Page 7 been tested in the past. We have not always been the best stewards of our strategic place in the metro region. Our central core, Olde Town Arvada, was once not the prosperous location it is now. The area known as City Center, where the big box retail stores are located, suffered some difficult years before the right mix of retail was identified and located here. Now we are presented with a new generation of opportunities and challenges: ensuring the Gold Line T.O.C. realizes its full potential; integrating the changes that will bring both to our retail and citizens in the Olde Town area as well as the other two station locations; building the parkway; creating a thriving environment in the Ralston Road and Wadsworth Corridors that builds on present and future investment; and working to make certain the city remains a spirited and cohesive community.

Through all of this and moving forward, we have had a skillful and dedicated staff, involved and committed citizens, and thoughtful and energetic council members. Our success will depend on us all working together to continue to build a great Arvada. You have three critically important and integrated policy duties. You must fairly allocate limited resources and develop land uses that support the opportunity for both residents and businesses to be successful. The latter generates the resources for the services and you must properly fund the operations of the City to serve our community qualitatively. Historically, this city has been blessed with having council members who have the vision to carry the city through more than a century of change. Arvada will dramatically change in the next decade. The national and international economic environment, demographic change, the Gold Line, the parkway, regional growth, fiscal pressures, and citizen expectations will impact public policy and our community in the next decade, perhaps more than any other since the location of Rocky Flats to our northwest.

This is, as always, a balanced budget. Balancing the budget is not a difficult task; indeed, the City Charter requires it. The greater challenge is balancing our priorities with a sense of fairness and equity, and measuring operations, administration, infrastructure, human services, and maintenance – each of which is in competition with the others – is a test of good intentions and public policy-making. No set of decisions nor public document states more clearly to our community and our critics the will and intent of the city council.

Respectfully submitted,

Mark G. Deven City Manager

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CITY OF

ARVADA

2012 ADOPTED BUDGET

Revenues

2012 Operating Revenue by Source Fines & Forfeits 0.85%

Miscellaneous 2.98% Other Financing Sources 0.18%

Licenses & Permits 3.41%

Transfers 12.61%

Intergovernmental Reveues 13.54%

Taxes 36.59%

Charges for Services 29.83%

The City receives revenue from a variety of sources. The majority of City revenues are either direct charges for services, or taxes. Total revenue for the City is projected at $163,894,708 for 2011 and $164,013,623 for 2012.

The following section provides additional information regarding projected revenue sources and is subtitled by major category.

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Taxes – Sales and use taxes account for the majority of the City's tax revenues. The City has a sales tax rate of 3.46%. The City earmarks 60% of the first cent of sales and use tax for capital improvements, debt service and administration. Another .46% is dedicated for expanded police operations. The remaining 2.4% pays for general City operations.

Grocery stores and utility companies collect approximately 28% of the City's general sales tax. Therefore, this revenue source is very stable from year to year and relatively insensitive to positive or negative economic fluctuations. The City does anticipate its general net sales tax revenues to grow at 2% in 2012 as the economy stabilizes and starts a slow recovery.

Property tax is based on a mill levy of 4.31 per $1,000 of assessed valuation. The City’s mill levy has not increased since 1992. The assessed valuation has grown from $546 million in 1996 to $1.12 billion in 2010.

This is a total growth of 103% or a year-over-year average growth of 7.3%.

Building use tax revenue has historically been budgeted based upon 450 new residential units. With the uncertainty of the economy, this number has been reduced to 225 new units.

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CITY OF

ARVADA

2012 ADOPTED BUDGET

The table below depicts the amount and type of taxes projected for the two budget years.

$

Sales and Use Tax Property Tax Auto Use Tax Building Use Tax Franchise Other Total Taxes

Actual 2009 42,292,231 $ 5,120,561 4,532,110 2,355,711 4,060,501 349,772 $58,710,886

$ Change % Change

Actual Revised Budget 2010 2011 43,320,293 $ 43,243,583 $ 4,960,681 5,163,266 4,593,311 4,590,850 1,999,800 1,643,286 4,327,453 4,400,000 345,945 376,075 $59,547,483 $59,417,060 836,597 -130,423 1.42% -0.22%

Budget 2012 43,666,796 4,872,531 4,881,500 1,557,700 4,659,000 379,597 $60,017,124 600,064 1.01%

The graph below illustrates the trends for the major tax revenue sources. $50,000,000 $45,000,000 $40,000,000 $35,000,000

Sales and Use Tax

$30,000,000

Property Tax

$25,000,000

Auto Use Tax

$20,000,000

Building Use Tax

$15,000,000

Franchise

$10,000,000

Other

$5,000,000 $2009

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2010

2011

2012

Charges for Services – The City attempts to charge customers directly for the entire cost of services provided. This revenue category primarily consists of water, sewer and stormwater charges. The City's policy is to increase these rates slightly each year to keep pace with the cost of operations and to adhere to federally mandated programs rather than to increase rates a large amount in any one year. The City's budget was prepared assuming a 4.5% increase in water rates, a 5.5% increase in wastewater rates, and a 0% increase in stormwater rates. The City expects demand for services at both the Arvada Center and the golf courses to remain fairly level. General services represent transfers from the Enterprise funds for reimbursement of city support services.

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CITY OF

ARVADA

2012 ADOPTED BUDGET

The table below depicts the amount and type of Charges for Services for the two budget years and the prior two years actuals.

Actual 2009 $6,979,563 4,904,894 44,681 11,929,138

Actual 2010 $8,776,621 4,536,880 58,853 13,372,354 12.10%

Revised Budget 2011 $8,795,473 5,567,957 64,784 14,428,214 7.90%

Budget 2012 $5,516,674 5,488,197 41,468 11,046,339 -23.44%

Water Wastewater Stormwater Golf Food Service Subtotal Enterprise Funds % Change

14,942,573 9,751,877 3,116,463 3,895,457 1,551,437 33,257,807

17,070,197 9,902,518 3,090,695 3,880,574 1,509,291 35,453,275 6.60%

17,668,716 10,536,379 3,059,027 3,743,950 1,568,609 36,576,681 3.17%

18,365,413 11,159,096 3,119,747 3,640,372 1,598,530 37,883,158 3.57%

Total Charges for Services $ Change % Change

$45,186,945

$48,825,629 3,638,684 8.05%

$51,004,895 2,179,266 4.46%

$48,929,497 -2,075,398 -4.07%

General Services Arvada Center Parks Subtotal Governmental Funds % Change

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Intergovernmental Revenues – Primary sources of intergovernmental revenue include Jefferson County Open Space funds, Federal Department of Housing and Urban Development monies, Jefferson County Road and Bridge revenues, State of Colorado Highway Users Tax Fund revenues, and amounts received from the Denver metropolitan area Scientific and Cultural Facilities District. Interfund charges represent funds received by one fund for services rendered to another.

Jefferson County collects a county sales tax of 0.1% which is used exclusively for the preservation and development of the area's open space. Jefferson County Open Space Advisory Committee collects these revenues and passes through the City's attributable share. The Advisory Committee also controls a portion of the tax collected which it distributes in the form of grants for land acquisition and development. The City predicts its attributable share of the tax to increase 3% per year.

The City's budget assumes that Federal funding for the Arvada Housing Authority will be fairly stable.

Federal funding for Community Development Block Grant is budgeted to remain at the same level as 2011.

The programs funded by these Federal revenue sources are entirely self-supporting.

The City anticipates revenues from Jefferson County Road and Bridge to remain stable in 2012 after a large reduction in 2011. These numbers are based on county estimates. The City anticipates revenues from the State of Colorado Highway Users Tax Fund to also remain stable.

All counties in the metropolitan Denver area collect a 0.1% sales tax to be used exclusively for the promotion of the scientific and cultural development in the area. The revenue is collected and distributed by the Scientific and Cultural Facilities District (SCFD). District-wide, this tax generates over $32 million annually. Entities must meet certain criteria to become eligible for distribution of SCFD funds. SCFD 11

CITY OF

ARVADA

2012 ADOPTED BUDGET

allocates these funds based on the entity's paid attendance and operating income. The Arvada Center for the Arts and Humanities qualifies for approximately $1,000,000 of these funds each year.

The table below depicts the amount and type of intergovernmental revenues projected for the two budget years.

Interfund Transfer CDBG Fund Housing Authority Highway Users Road and Bridge Open Space Scientific and Cultural Other Total Intergovernmental

Actual 2009 $9,148,636 527,260 3,724,689 3,340,063 1,251,677 3,018,670 911,636 2,804,062

Actual 2010 $9,484,507 1,279,811 3,761,524 3,791,075 970,358 4,001,617 923,361 2,146,265

Revised Budget 2011 $8,563,198 638,000 3,900,000 3,966,000 775,000 3,140,636 931,290 3,003,037

Budget 2012 $8,151,502 638,000 3,900,000 3,940,000 798,250 3,203,449 1,039,797 536,355

$24,726,693

$26,358,518 1,631,825 6.60%

$24,917,161 -1,441,357 -5.47%

$22,207,353 -2,709,808 -10.88%

$ Change % Change

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Transfers – This category represents operating and capital transfers made from one fund to another. The following funds receive operating and/or capital transfers in from other funds: Revised Budget 2011 Arvada Center Arvada Economic Development Bond Fund Buildings CDBG CIP Debt Service General Fund Golf Course Fund Housing Neighborhood Revitalization Parks Fund Wastewater Water Total Transfers

Budget 2012

$3,149,913 702,000 1,400,381 111,731 45,000 7,331,811 155,312 40,191 213,082 26,000 95,000 2,840,273 65,238 404,930

$3,610,392 1,226,000 1,398,731 112,849 45,000 10,505,777 41,397 219,474 26,000 200,000 2,808,044 67,195 416,027

$16,580,862

$20,676,886

The in-kind transfer of services to the Arvada Center is $1,967,270 in 2011 and 2012.

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CITY OF

ARVADA

2012 ADOPTED BUDGET

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Licenses and Permits – The largest revenues in this category are water and sewer taps, building permits, automobile fees, contractor license fees, inspections and plan review fees. The City expects these revenues to grow in 2011 and 2012 with a few new housing developments in the planning stages. Estimated revenue for 2011 is $5,520,033 and 2012 is $5,595,270.

•

Fines and Forfeits – These revenues consist primarily of court fines and fees. In the future, the City expects these revenues to grow slightly. The City anticipates collecting $1,648,000 for 2011 and $1,348,000 for 2012.

•

Miscellaneous – These revenues include interest on investments, gifts, donations and other miscellaneous revenues. The City earns interest on all of its idle cash, including its checking account. The revised 20112012 budget was prepared assuming interest revenue of $2,111,737 in 2011 and $2,397,116 in 2012 and assuming that interest rates will remain relatively low in the next two years.

The City's investment policy emphasizes investment safety and limits the city's investments to: • • • •

Fully insured and/or collateralized certificates of deposits issued by Colorado banks or savings and loans Direct obligations of the United States Government Obligations of certain U.S. Government agencies Repurchase agreements and commercial paper

The City anticipates that revenue from other sources will be $2,273,920 in 2011 and $2,495,775 in 2012.

•

Other Financing Sources – This revenue represents expected proceeds of $287,963 in 2011 and $296,602 in 2012 from the sale of surplus vehicles and equipment.

13

CITY OF

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2012 ADOPTED BUDGET

Expenditures

2012 Expenditures by Category

Miscellaneous 0.45%

Transfers 13.79%

Debt Service 4.21%

Personnel Costs 33.04%

Supplies 7.08%

Professional Services 9.30% Services & Charges 12.91%

Capital Improvement 19.22%

The City of Arvada budgeted expenditures for all funds totaling $185,679,470 in 2011 and $192,109,969 in 2012. The following section provides additional information regarding budgeted expenditures by category.

•

Personnel Costs – Personnel costs represent the largest expenditure category and account for 32% of all expenditures in 2012. Salaries and wages for both full-time and part-time employees account for more than 75% of total personnel costs. Employee benefits (retirement, health and dental insurance, worker’s compensation and unemployment insurance) represent 22% and overtime and other costs account for the remaining 3%. The table below shows details of personnel costs for the two budget years.

Actual 2009 $42,930,131 3,391,076 12,213,916 1,715,443 $60,250,566

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

Actual 2010 $42,506,869 3,093,468 12,095,431 1,585,736 $59,281,504 -969,062 -1.61%

Revised Budget 2011 $43,366,506 3,260,918 12,815,932 2,251,933 $61,695,289 2,413,785 4.07%

Budget 2012 $44,684,749 3,242,004 13,749,031 1,794,535 $63,470,319 1,775,030 2.88%

A schedule of all positions and the pay plan will be provided at a later date, but usually can be found in the “Additional Information” section of this document.

•

Capital Improvement Projects – Expenditures in this category represent funds used to complete major capital improvement projects and other capital-related expenditures. Expenditures are estimated at $33,603,440 in 2011 and $36,924,978 in 2012. This does include capital improvement expenditures for the 14

CITY OF

ARVADA

2012 ADOPTED BUDGET

Enterprise funds. Detail for capital improvement projects can be found in the “Capital Improvements” section of this document.

•

Services and Charges – This category includes expenditures for a variety of operations. The Housing Authority and the Community Development Block grant programs account for a majority of the expenditures. Charges to divisions for their share of the insurance costs including workers’ compensation, general and property liability and auto liability insurance are included in this category. The cost of electricity, gas and water to operate the City’s buildings, parks and open space are included in utilities.

Other operating expenditures in this category include charges for water obtained from Denver Water, water treatment expenses, snow and ice removal materials and training. The remaining expenditures in this category include expenditures for copiers, printing, dues and subscriptions, advertising and licenses. The table below includes the details for services and charges for the two budget years and the prior two years actuals.

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

Actual 2009 $3,408,481 1,729,608 264,191 6,422,982 2,017,866 532,603 1,136,794 5,525,676 $21,038,201

Actual 2010 $3,407,761 1,386,816 324,095 7,338,636 3,109,289 523,943 889,415 5,242,410 $22,222,365 1,184,164 5.63%

Revised Budget 2011 $3,544,424 1,742,349 384,064 7,661,178 2,107,572 827,315 1,080,121 6,058,669 $23,405,692 1,183,327 5.32%

Budget 2012 $3,596,809 1,789,695 389,049 8,435,295 3,046,774 912,774 1,102,531 5,524,193 $24,797,120 1,391,428 5.94%

•

Professional Services and Contracts – Expenditures in this category are budgeted at $19,720,003 in 2011 and $17,867,338 in 2012. The majority of the expenditures relate to charges incurred for sewer disposal, the street overlay program and payment for equity actors at the Arvada Center for the Arts and Humanities.

•

Supplies and Expense – Expenditures in this category are budgeted at $14,251,674 in 2011 and $13,598,729 in 2012. The majority of these expenditures represent the allocations from all divisions of the City for their share of computer replacement, vehicle replacement, vehicle maintenance and building maintenance and inventory purchases for resale.

•

Debt Service – This category accounts for the payment of principal and interest on the City’s outstanding revenue bonds, including debt recorded in the Water fund and the Series 2005 COP. Expenditures are budgeted at $8,245,531 in 2011 and $8,094,674 in 2012.

•

Miscellaneous – This category includes expenditures for repair and maintenance, inventory and purchases of equipment such as vehicles and computers. Expenditures are budgeted at $1,009,399 for 2011 and $870,855 for 2012.

•

Transfers – This category includes the operating and capital transfers made between the funds. Transfers are budgeted at $23,748,446 in 2011 and $26,485,956 in 2012.

15

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16

CITY OF

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

Funds General Fund

Beginning

2011

2011

2011

2012

2012

2012

Funds

Revised

Revised

Funds

Budgeted

Budgeted

Funds

Available

Revenues

Expenditures

Available

Revenues

Expenditures

Available

$ 21,057,773

$ 64,340,051

$ 69,335,180

$ 16,062,644

$ 63,883,931

$ 66,500,632

$ 13,445,943

Special Revenue Funds: Neighborhood Revitalization

179,282

122,500

220,000

81,782

225,000

225,000

81,782

3,232,410

585,840

823,764

2,994,486

586,355

600,000

2,980,841

Lands Dedicated

4,538,715

195,000

2,219,937

2,513,778

135,000

1,591,236

1,057,542

Drainage

1,956,942

20,000

-

1,976,942

-

1,956,941

20,001

259,009

10,275,581

10,275,581

259,009

10,843,836

10,843,836

259,009 6,832,055

Grants Fund

Arvada Center Community Development Arvada Housing Authority Parks Police Seizure Economic Development

7,094,011

813,895

932,637

6,975,269

817,237

960,451

429,736

3,949,924

3,882,158

497,502

3,950,642

3,941,197

506,947

3,830,033

7,028,898

7,519,827

3,339,104

7,091,518

7,289,653

3,140,969

243,780

28,500

25,000

247,280

28,500

25,000

250,780

1,061,007

705,000

701,591

1,064,416

1,229,000

725,149

1,568,267 5,617,743

Police Tax Increment Fund .21

5,917,039

3,055,413

3,212,512

5,759,940

3,117,683

3,259,880

Police Tax Increment Fund .25

5,543,815

3,573,201

3,455,925

5,661,091

3,680,012

3,600,097

5,741,006

Total Special Revenue Funds:

34,285,779

30,353,752

33,268,932

31,370,599

31,704,783

35,018,440

28,056,942

COP Series 2005 Debt Service

114,230

1,400,381

1,400,381

114,230

1,398,731

1,408,731

104,230

Debt Service Fund

384,797

4,190,743

4,190,743

384,797

4,039,119

4,039,119

384,797

Total Debt Service Funds

499,027

5,591,124

5,591,124

499,027

5,437,850

5,447,850

489,027

43,300,346

12,692,906

14,203,634

41,789,618

10,505,777

21,194,400

31,100,995

4,276,817

-

13,000

4,263,817

-

4,000,000

263,817

Debt Service Funds:

Capital Projects Funds: Capital Projects Fund Construction Fund Special Assessment

2,004,542

-

-

2,004,542

-

-

2,004,542

49,581,705

12,692,906

14,216,634

48,057,977

10,505,777

25,194,400

33,369,354

Water Fund

59,600,000

22,034,772

23,770,675

57,864,097

23,262,981

24,233,665

56,893,413

Wastewater Fund

10,232,000

10,961,069

10,990,075

10,202,994

11,709,170

11,399,220

10,512,944

3,969,721

3,960,304

3,869,604

3,874,445

Total Capital Projects Funds Enterprise Funds:

Golf Course Fund Stormwater Fund Food Service Fund Total Enterprise Funds

(146,000)

(136,583)

(141,424)

10,797,000

3,165,086

9,016,908

4,945,178

3,186,015

6,291,334

929,000

1,636,349

1,814,039

751,310

1,666,763

2,241,784

1,839,859 176,289

81,412,000

41,766,997

49,552,001

73,626,996

43,694,533

48,040,448

69,281,081

Internal Service Funds: Insurance Fund

4,606,000

2,747,159

2,896,435

4,456,724

2,376,582

2,519,896

4,313,410

Computers

8,862,000

1,886,318

4,188,216

6,560,102

1,857,153

3,753,215

4,664,040

Print Shop Vehicles Buildings Total Internal Service Funds: Total All Budgeted Funds

57,000

412,669

367,530

102,139

425,049

389,265

137,923

8,101,000

3,584,650

5,469,800

6,215,850

3,607,765

4,366,176

5,457,439

1,796,000

519,082

793,618

1,521,464

520,200

879,647

1,162,017

23,422,000

9,149,878

13,715,599

18,856,279

8,786,749

11,908,199

15,734,829

$210,258,284

$163,894,708

$ 185,679,470

$ 188,473,522

$164,013,623

$ 192,109,969

$ 160,377,176

17

CITY OF

ARVADA

2012 ADOPTED BUDGET

Revenue Trend Analysis 2009 and 2010 Actuals, 2011 Revised Budget, and 2012 Budget

General Fund Neighborhood Revitalization 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

$

2009 Actual 65,880,268 162,045 558,938 66,425 28,268 9,864,879 768,048 3,771,393 7,157,495 109,285 1,406,538 3,191,559 3,608,029 24,960,743 10,871,685 6,557 153,802 18,050,724 10,036,662 6,015,427 3,351,569 1,656,915 2,688,740 2,630,485 322,529 4,291,648 554,437 767,026 182,932,119

$

2010 Actual 66,273,623 75,762 510,666 43,686 18,836 9,739,991 1,427,724 3,821,188 8,248,181 2,473 1,406,849 3,389,617 3,628,173 4,355,809 25,555,326 3,640 184,205 20,485,672 10,175,552 4,046,796 3,359,553 1,588,682 2,930,480 2,827,724 302,530 4,206,593 535,957 1,235,887

$

2011 Revised Budget $ 64,340,051 $ 122,500 585,840 195,000 20,000 10,275,581 813,895 3,949,924 7,028,898 28,500 1,400,381 3,055,413 3,573,201 4,190,743 12,692,906 22,034,772 10,961,069 3,969,721 3,165,086 1,636,349 2,747,159 1,886,318 412,669 3,584,650 519,082 705,000

180,381,175 $

18

163,894,708

$

2012 Budget 63,883,931 225,000 586,355 135,000 10,843,836 817,237 3,950,642 7,091,518 28,500 1,398,731 3,117,683 3,680,012 4,039,119 10,505,777 23,262,981 11,709,170 3,869,604 3,186,015 1,666,763 2,376,582 1,857,153 425,049 3,607,765 520,200 1,229,000 164,013,623

CITY OF

ARVADA

2012 ADOPTED BUDGET

Expenditure Trend Analysis 2009 and 2010 Actuals, 2011 Revised Budget, and 2012 Budget

General Fund Neighborhood Revitalization 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

$

2009 Actual 62,775,623 1,141,718 390,000 127,037 12,000 10,340,773 619,386 3,718,581 7,054,944 4,607 1,398,325 2,915,831 3,003,768 25,231,301 6,421,168 9 27,184,925 9,337,712 4,115,574 2,716,779 1,626,125 4,786,545 1,306,923 301,085 4,361,739 1,032,227 769,458 182,694,163

$

2010 Actual 77,954,932 86,934 396,000 9,784,956 1,852,233 3,726,171 7,588,470 25,000 1,400,225 2,923,574 3,054,744 4,346,326 9,984,459 609,097 22,373,621 9,699,907 3,995,936 4,120,072 1,593,947 4,424,613 1,807,255 295,022 4,785,575 518,509 706,602

$

2011 Revised Budget $ 69,335,180 $ 220,000 823,764 2,219,937 10,275,581 932,637 3,882,158 7,519,827 25,000 1,400,381 3,212,512 3,455,925 4,190,743 14,203,634 13,000 23,770,675 10,990,075 3,960,304 9,016,908 1,814,039 2,896,435 4,188,216 367,530 5,469,800 793,618 701,591

178,054,180 $

19

185,679,470

$

2012 Budget 66,500,632 225,000 600,000 1,591,236 1,956,941 10,843,836 960,451 3,941,197 7,289,653 25,000 1,408,731 3,259,880 3,600,097 4,039,119 21,194,400 4,000,000 24,233,665 11,399,220 3,874,445 6,291,334 2,241,784 2,519,896 3,753,215 389,265 4,366,176 879,647 725,149 192,109,969

CITY OF

ARVADA

2012 ADOPTED BUDGET

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20

CITY OF

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ARVADA CENTER FOR THE ARTS AND HUMANITIES

PURPOSE: Making the arts an integral part of people’s lives and encouraging learning, innovation, and creativity through high quality arts experiences.

BUDGET CHANGES – 2011 and 2012:  None

PROGRAMS:

21

CITY OF

ARVADA

ARVADA CENTER FOR THE ARTS AND HUMANITIES

Expenditures by Division 2009 Actual 2,824,688 162,663 995,699 216,303 273,573 1,470,454 4,397,393 $ 10,340,773

Administration Development Education Facilities Management Gallery / Museum Marketing Performing Arts Total Arvada Center

$

2010 Actual 3,082,097 142,424 942,528 189,205 255,936 1,167,620 4,005,146 $ 9,784,956

$

2011 Revised 3,059,961 179,872 916,706 255,624 233,623 1,266,633 4,363,162 $ 10,275,581

$

2012 Budget 3,367,129 162,516 816,088 178,011 344,121 1,311,663 4,664,308 $ 10,843,836

$

Operating Expenditures by Division $14,000,000 $12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $0

2009

2010 Administration

Development

2011 Education

2012

Facilities Management

22

Gallery / Museum

2013 Marketing

2014 Performing Arts

CITY OF

ARVADA

ARVADA CENTER FOR THE ARTS AND HUMANITIES

Operating Expenditures by Category 2009 Actual 2010 Actual 2011 Revised 2012 Budget 4,283,982 $ 4,015,361 $ 4,153,404 $ 4,214,008 1,785,347 1,944,177 1,681,216 2,851,254 864,702 647,544 840,177 668,262 1,398,148 1,121,218 1,602,399 1,080,947 19,425 24,525 10,623 1,932 12,169 5,239 6,754 56,318 9,374 13,738 3,845 356 604 1,967,270 2,026,288 1,967,270 1,967,270 $ 10,340,773 $ 9,784,956 $ 10,275,581 $ 10,843,836

Personnel Services & Charges Supplies & Expenses Contracts & Leases Inventory Capital Maintenance Capital Outlay Other Financing Uses Transfers Total Arvada Center

$

2012 Operating Expenditures by Category

Transfers 18.14%

Capital Outlay 0.04%

Personnel 38.86%

Capital Maintenance 0.52%

Inventory 0.02% Contracts & Leases 9.97%

Supplies & Expenses 6.16%

Services & Charges 26.29%

23

CITY OF

ARVADA

ARVADA CENTER FOR THE ARTS AND HUMANITIES

Arvada Center Employee Positions 2009 0.00 0.50 0.00 1.00 2.00 0.00 1.00 1.00 1.00 1.00 0.50 0.00 0.50 0.00 0.00 3.00 0.50 1.00 1.00 1.00 0.00 0.00 0.00 0.75 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 1.00 0.00 1.00 0.75 0.00 1.00 1.00

Accountant Accounting Technician I AC Accounting Technician I Administrative Coordinator Administrative Specialist III Artistic Associate Arts Day Coordinator Associate Producer Box Office Supervisor Budget Analyst Center Shop Coordinator Chief Operating Officer Clay Programs Coordinator Corporate and Group Sales Specialist Costume Shop Manager Customer Service Representative Dance Coordinator Database / Direct Mail Specialist Development Coordinator Development Manager Development Officer Individual Giving Development Officer Institutional Giving Director of Institutional Operations Education Assistant Education Coordinator Education Manager Executive Director Arvada Center Exhibition Designer Facilities Manager Facility Coordinator / House Manager Gallery Museum Manager Graphic Designer Head of Wardrobe History Museum Curator / Gallery Assistant House Manager Lead Theater Technician Manager of Marketing and Patron Services Marketing and Patron Services Manager Marketing Assistant Online Marketing Coordinator Performing Arts Assistant Performing Arts Manager

24

2010 1.00 0.00 0.50 1.00 1.00 0.00 1.00 1.00 1.00 0.00 0.50 1.00 0.50 1.00 0.00 2.00 0.50 1.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 0.25 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 1.00 1.00 0.00 0.75 0.00 0.00 1.00

2011 1.00 0.00 0.50 1.00 1.00 0.00 1.00 1.00 1.00 0.00 0.00 1.00 0.50 1.00 0.00 2.00 0.50 1.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 1.00 1.00 1.00 0.00 1.00 1.00 1.00 0.00 1.00 1.00 1.00 0.00 0.75 0.00 0.00 1.00

2012 1.00 0.00 0.50 1.00 1.00 1.00 0.00 1.00 1.00 0.00 0.00 1.00 0.50 1.00 1.00 2.00 0.50 0.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 1.00 1.00 1.00 0.00 1.00 1.00 0.00 0.00 1.00 1.00 1.00 0.00 0.00 0.75 0.00 1.00

CITY OF

ARVADA

ARVADA CENTER FOR THE ARTS AND HUMANITIES Production Coordinator Production Manager Publicist School Programs Coordinator Security Operations Officer Senior Customer Service Representative Software Application Support Specialist Sound Technician Stage Manager Technical Director Technical Manager Theater Electrician Youth Symphony Coordinator

1.00 0.00 1.00 0.00 1.00 1.00 0.00 1.00 1.00 1.00 1.00 1.00 0.50

1.00 0.00 1.00 0.00 1.00 1.00 0.00 1.00 1.00 1.00 1.00 1.00 0.50

1.00 0.00 1.00 0.00 1.00 1.00 0.00 1.00 1.00 1.00 1.00 1.00 0.50

1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 1.00 0.00 1.00 0.50

Total Arvada Center Employees

40.00

40.50

38.75

38.75

25

CITY OF

ARVADA

ARVADA CENTER FOR THE ARTS AND HUMANITIES

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26

CITY OF

ARVADA

CITY MANAGEMENT AND PUBLIC REPRESENTATION

PURPOSE: To ensure proper management of City operations and public representation and participation.

BUDGET CHANGES – 2011 and 2012: City Council  Added $20,000 for the Mayor’s reception City Manager’s Office  Added $115,000 for the City’s reserve  Added $58,546 for an additional position in the City Manager’s office Fund Administration  Added $75,000 for city-wide employee training  Added $146,486 in contract incentives for economic development  Added $425,000 in additional cash transfers to the Arvada Center  Added $20,000 to transfer to the Police Defined Benefit fund to meet actuarial requirements  Added $40,000 for various fund administration contingency  Reduced Fund Administration budget by $586,000 to account for 2% attrition rate in salaries in the General Fund

PROGRAMS:

27

CITY OF

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CITY MANAGEMENT AND PUBLIC REPRESENTATION

Expenditures by Division 2009 Actual 2010 Actual 2011 Revised 2012 Budget 578,967 $ 526,951 $ 623,024 $ 644,383 277,737 288,592 262,818 286,684 1,251,111 1,176,379 1,135,996 1,607,765 2,412,848 4,567,014 4,463,293 1,356,655 529,199 555,920 464,128 471,029 $ 5,049,862 $ 7,114,856 $ 6,949,259 $ 4,366,516

City Clerk City Council City Managers General Administration KATV Total City Manager's Office

$

Operating Expenditures by Division $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

2009

2010

City Clerk

2011

City Council

2012

City M anagers

28

2013

General Adminis tration

2014

KATV

CITY OF

ARVADA

CITY MANAGEMENT AND PUBLIC REPRESENTATION

Operating Expenditures by Category 2009 Actual 2010 Actual 2011 Revised 2012 Budget 1,887,670 $ 1,805,601 $ 1,953,621 $ 1,722,688 810,457 816,982 1,055,313 1,243,993 327,979 386,058 411,639 411,110 1,998,204 3,478,406 3,521,470 981,293 26 2,846 140 387 2,435 2,508 22,177 604,034 4,781 4,924 3,209 20,542 $ 5,049,862 $ 7,114,856 $ 6,949,259 $ 4,366,516

Personnel Services & Charges Supplies & Expenses Contracts & Leases Debt Service Capital Maintenance Capital Outlay Other Financing Uses Total City Manager's Office

$

2012 Operating Expenditures by Category

Debt Service 0.00%

Capital Maintenance 0.06%

Capital Outlay 0.11%

Personnel 39.45% Contracts & Leases 22.47%

Supplies & Expenses 9.42% Services & Charges 28.49%

29

CITY OF

ARVADA

CITY MANAGEMENT AND PUBLIC REPRESENTATION City Manager’s Office Employee Positions

Administrative Specialist III Administrative Specialist IV Assistant City Manager Assistant to City Manager City Clerk City Manager Deputy City Clerk Deputy City Manager Document Management Systems Administrator Executive Assistant Executive Assistant CMO Multi Media Technician Sustainability Coordinator Television Services Administrator

2009 2.00 2.00 0.00 3.00 1.00 1.00 1.00 1.00 1.00 0.00 1.00 3.00 0.00 1.00

2010 2.00 2.00 3.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 3.00 1.00 1.00

2011 1.75 2.00 2.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 3.00 1.00 1.00

2012 1.75 2.00 2.00 0.00 1.00 1.00 1.00 2.00 1.00 1.00 0.00 3.00 1.00 1.00

Total City Managers Office Employees

17.00

18.00

16.75

17.75

30

CITY OF

ARVADA

COMMUNITY DEVELOPMENT DEPARTMENT

PURPOSE: To sustain a planned and balanced community that provides affordable housing while preserving existing neighborhoods and the related housing stock, enhance the image of the community, and provides quality jobs for citizens, generates additional revenue and insures the economic health and financial stability for the City of Arvada. Responsible for coordinating development activities to conform to City policies and regulations.

BUDGET CHANGES – 2011 and 2012:  Added $75,000 for the Human Services grant program  Added $200,000 for the Neighborhood Revitalization Program

PROGRAMS:

31

CITY OF

ARVADA

COMMUNITY DEVELOPMENT DEPARTMENT

Expenditures by Division 2009 Actual 2010 Actual 2011 Revised 2012 Budget 535,656 $ 544,031 $ 552,311 $ 565,395 334,321 337,617 351,605 434,966 1,274,200 1,339,138 1,350,926 1,282,568 619,386 1,852,233 932,637 960,451 3,718,581 3,726,171 3,882,158 3,941,197 $ 6,482,144 $ 7,799,190 $ 7,069,637 $ 7,184,577

Code Enforcement Housing and Community Development Planning Community Development Arvada Housing Authority Total Community Development

$

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 $0

2009

2010 Code Enfo rcement

2011

Housing and Community Develo pment

32

2012 Planning

Community Develop ment

2013

2014

Arvada Hou sing Au thority

CITY OF

ARVADA

COMMUNITY DEVELOPMENT DEPARTMENT

Operating Expenditures by Category 2009 Actual General Fund Personnel Services & Charges Supplies & Expenses Contracts & Leases Capital Maintenance Capital Outlay Community Development Personnel Services & Charges Supplies & Expenses Contracts & Leases Capital Maintenance Other Financing Uses Transfers Arvada Housing Authority Personnel Services & Charges Supplies & Expenses Contracts & Leases Capital Maintenance Other Financing Uses Transfers Total Community Development Department

$

$

1,812,644 $ 74,545 153,748 103,073 167 -

2010 Actual

2011 Revised

1,798,953 $ 105,744 159,581 156,284 224 -

2012 Budget

1,752,118 $ 153,562 162,217 185,196 688 1,061

168,329 264,191 7,122 31,876 74,976 72,892

166,251 324,095 10,125 425,197 458 48,414 877,693

166,135 384,064 39,297 125,307 909 17,911 199,014

253,680 3,408,481 17,994 4,457 115 33,854 6,482,144 $

262,197 3,407,761 13,334 6,570 36,309 7,799,190 $

272,122 3,544,424 22,892 6,213 1,168 7,500 27,839 7,069,637 $

2012 Operating Expenditures by Category

Capital Maintenance 0.03% Transfers 2.74%

Capital Outlay 0.01%

Contracts & Leases 1.41%

Other Financing Uses 0.29%

Supplies & Expenses 2.84%

Personnel 27.48%

Services & Charges 65.20%

33

1,814,319 115,632 238,546 112,630 709 1,093 184,427 389,049 41,319 125,307 936 18,448 200,965 277,153 3,596,809 23,459 6,399 1,203 7,500 28,674 7,184,577

CITY OF

ARVADA

COMMUNITY DEVELOPMENT DEPARTMENT

Community Development Employee Positions

Administrative Specialist III Administrative Specialist IV Administrative Supervisor Code Enforcement Manager Code Enforcement Officer Director of Community Development Housing / Neighborhood Revitalization Manager Management Aide Planning Manager Senior Planner

2009 2.00 0.00 1.00 1.00 5.00 1.00 1.00 1.00 1.00 6.00

2010 1.00 1.00 1.00 1.00 5.00 1.00 1.00 1.00 1.00 6.00

2011 1.00 1.00 1.00 1.00 5.00 1.00 1.00 0.00 1.00 6.00

2012 1.00 1.00 1.00 1.00 5.00 1.00 1.00 0.00 1.00 6.00

Total General Fund Employees

19.00

19.00

18.00

18.00

Administrative Specialist II Housing Rehabilitation / Loan Specialist Housing Services Specialist

0.00 1.00 0.92

0.50 1.00 0.92

0.50 1.00 0.92

0.50 1.00 0.92

Total Community Development Fund Employees

1.92

2.42

2.42

2.42

Administrative Specialist II Housing Services Specialist Housing Specialist Section 8 Program Supervisor

1.00 0.08 3.00 1.00

0.50 0.08 2.00 1.00

0.50 0.08 2.00 1.00

0.50 0.08 2.00 1.00

Total Housing Authority Employees

5.08

3.58

3.58

3.58

Total Community Development Employees

26.00

25.00

24.00

24.00

34

CITY OF

ARVADA

ECONOMIC DEVELOPMENT DEPARTMENT

PURPOSE: To sustain a planned and balanced community that provides quality, cost-effective service by facilitating industrial, business and retail development that enhances the community and creates new, well-paying jobs; helps existing businesses grow; and generates additional revenue to the City.

BUDGET CHANGES – 2011 and 2012:  Added $500,000 for the final payment to the AEDA loan program

PROGRAMS:

35

CITY OF

ARVADA

ECONOMIC DEVELOPMENT DEPARTMENT

Expenditures by Division AEDA Total Economic Development

$ $

2009 Actual 769,458 769,458

$ $

2010 Actual 706,602 706,602

$ $

2011 Revised 701,591 701,591

$ $

2012 Budget 725,149 725,149

Operating Expenditures by Division $800,000 $780,000 $760,000 $740,000 $720,000 $700,000 $680,000 $660,000

2009

2010

2011

36

2012

2013

2014

CITY OF

ARVADA

ECONOMIC DEVELOPMENT DEPARTMENT

Expenditures by Category 2009 Actual 380,185 244,263 29,958 110,918 90 4,044 $ 769,458

Personnel Services & Charges Supplies & Expenses Contracts & Leases Capital Maintenance Transfers Total Economic Development

$

2010 Actual 371,377 176,166 20,543 134,117 234 4,165 $ 706,602 $

2011 Revised 383,317 141,617 39,385 132,275 707 4,290 $ 701,591 $

2012 Budget 400,054 143,422 40,283 136,243 728 4,419 $ 725,149 $

2012 Operating Expenditures by Category Capital Maintenance 0.10%

Transfers 0.61%

Contracts & Leases 18.79%

Personnel 55.17%

Supplies & Expenses 5.56%

Services & Charges 19.78%

37

CITY OF

ARVADA

ECONOMIC DEVELOPMENT DEPARTMENT

Economic Development Employee Positions Administrative Specialist IV Business Marketing Coordinator Deputy Director of Economic Development Director of Economic Development Economic Development and Marketing Specialist Economic Development Manager Manager of Economic Development Market Research Specialist Marketing Specialist

2009 1.00 0.00 0.00 1.00 0.00 0.00 1.00 1.00 1.00

2010 1.00 0.00 1.00 1.00 0.00 0.00 0.00 0.00 1.00

2011 1.00 0.00 0.00 1.00 0.00 1.00 0.00 0.00 1.00

2012 0.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00

Total AEDA Employees

5.00

4.00

4.00

4.00

38

CITY OF

ARVADA

FINANCE DEPARTMENT

PURPOSE: Performs, manages, develops and oversees the financial operations for the City and various related organizations. This includes financial reporting, fiscal analysis, budgeting, transaction processing, compliance, debt management, cash and investment management, grants writing and administration, purchasing, tax and audit programs, utility billing and accounting, purchasing, risk management programs and financial software technical maintenance and support.

BUDGET CHANGES – 2011 and 2012:  None

PROGRAMS:

39

CITY OF

ARVADA

FINANCE DEPARTMENT

Expenditures by Division 2009 Actual General Fund General Services Purchasing Revenue Division of Finance Treasury Water Revenue Division of Water Insurance Benefits Administration Risk Management Total Finance

2010 Actual

2011 Revised

2012 Budget $

$

422,523 704,426 1,558,440

363,428 731,145 1,618,723

281,319 725,760 1,834,557

29,276 287,878 708,140 1,828,037

2,129,943

1,607,127

3,144,223

3,272,030

4,201,901 584,644 9,601,877 $

3,872,426 552,187 8,745,036 $

2,222,742 673,693 8,882,294 $

1,916,248 603,648 8,645,257

Operating Expenditures by Division $12,000,000

$10,000,000

$8,000,000

$6,000,000

$4,000,000

$2,000,000

$0

2009

2010

2011

2012

General Services

Purchasin g

Revenue Division of Fin ance

Revenue Division of Water

Benefits Admin istratio n

Risk M anagement

40

2013 Treasury

2014

CITY OF

ARVADA

FINANCE DEPARTMENT

Expenditures by Category 2009 Actual General Fund Personnel Services & Charges Supplies & Expenses Contracts & Leases Inventory Capital Maintenance Capital Outlay Other Financing Uses Water Personnel Services & Charges Supplies & Expenses Contracts & Leases Debt Service Inventory Capital Maintenance Capital Outlay Insurance Personnel Services & Charges Supplies & Expenses Contracts & Leases Transfers Total Finance Department

$

2010 Actual

2,310,349 $ 190,077 108,075 68,987 5,401 365 2,135

2,252,559 $ 232,893 103,407 114,728 9,709 -

709,363 99,492 185,478 69,120 1,063,998 2,492 -

$

2011 Revised

576,401 117,588 187,820 21,897 697,288 (82) 6,215 -

540,405 1,729,608 81,222 95,310 2,340,000 9,601,877 $

496,764 1,386,816 45,172 145,861 2,350,000 8,745,036 $

2012 Budget

2,335,885 $ 255,458 122,625 126,218 1,450 -

2,407,748 214,771 124,548 104,770 1,494 -

485,563 113,756 179,431 25,000 2,264,600 5,019 70,854

523,499 111,818 183,142 25,000 2,265,700 5,170 157,701

552,899 1,742,349 156,185 85,002 360,000 8,882,294 $

549,546 1,789,695 93,103 87,552 8,645,257

2012 Operating Expenditures by Category Transfers 0.00%

Capital Maintenance 0.06%

Capital Outlay 1.82% Contracts & Leases 6.72%

Supplies & Expenses 4.64% Services & Charges 24.48%

Debt Service 26.21%

Personnel 40.27%

41

CITY OF

ARVADA

FINANCE DEPARTMENT

Finance Department Employee Positions

Accountant Accounting Manager Accounting Technician II Accounts Payable Technician Administrative Specialist II Assistant Finance Director Budget Specialist Collections Agent Controller Director of Finance Executive Secretary Financial Systems Analyst Grants Accountant Grants Administrator Investment Manager License and Revenue Specialist Payroll Administrator Payroll Technician Procurement Specialist Purchasing Manager Revenue Manager Revenue Technician Sales Tax Auditor Sales Tax Auditor Lead Senior Accountant Storeskeeper Tax Audit Manager

2009 2.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 1.00 1.00 0.50 1.00 0.50 2.00 1.00 0.00 0.00 3.00 0.00 1.00 0.50 1.00

2010 2.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 1.00 1.00 0.50 1.00 0.25 2.00 1.00 0.50 0.00 3.00 0.00 1.00 0.50 0.00

2011 2.00 1.00 2.00 1.00 0.00 1.00 2.00 1.00 1.00 1.00 0.75 1.00 1.00 1.00 1.00 0.00 1.00 0.00 1.00 1.00 0.50 1.50 2.00 1.00 1.00 0.50 0.00

2012 2.00 1.00 2.00 1.00 0.00 1.00 2.00 1.00 1.00 1.00 0.75 1.00 1.00 1.00 1.00 0.00 1.00 0.00 1.00 1.00 0.50 1.50 2.00 1.00 1.00 0.50 0.00

Total General Fund Employees

26.50

25.75

26.25

26.25

Accounting Specialist Accounting Technician I Financial Systems Analyst Revenue Manager Revenue Technician Revenue Technician Lead Utility Accounts Manager Utility Billing Specialist Utility Billing Technician Utility Service Representative Utility Service Representative Lead

0.00 1.00 1.00 0.00 0.00 0.00 1.00 1.00 4.00 3.00 1.00

0.00 1.00 1.00 0.50 0.00 0.00 1.00 1.00 4.00 3.00 1.00

0.00 1.00 1.00 0.50 4.00 1.00 0.00 0.00 0.00 0.00 0.00

1.00 0.00 1.00 0.50 4.00 1.00 0.00 0.00 0.00 0.00 0.00

Total Water Fund Employees

12.00

12.50

7.50

7.50

42

CITY OF

ARVADA

FINANCE DEPARTMENT

Environmental Health and Safety Officer Executive Secretary Property and Casualty Analyst Property and Casualty Claims Manager Risk Management Analyst Risk Management Analyst Property and Casualty Claims Manager Risk Management Analyst Workers Compensation Claims Manager Risk Management Technician Risk Management and Wellness Technician Risk Manager Safety and Loss Control Analyst Safety and Loss Control Analyst - Environmental/Health Manager

0.00 0.00 1.00 0.00 1.00 0.00

0.00 0.00 0.00 0.00 0.00 1.00

0.00 0.25 0.00 0.00 0.00 1.00

1.00 0.25 0.00 1.00 0.00 0.00

0.00 0.75 0.00 1.00 1.00 0.00

1.00 0.75 0.00 1.00 0.00 1.00

1.00 0.00 0.00 1.00 0.00 1.00

0.00 0.00 1.00 1.00 0.00 0.00

Total Insurance Fund Employees

4.75

4.75

4.25

4.25

Total Finance Department Employees

43.25

43.00

38.00

38.00

43

CITY OF

ARVADA

FINANCE DEPARTMENT

This Page Intentionally Left Blank

44

CITY OF

ARVADA

HUMAN RESOURCES DEPARTMENT

PURPOSE: Human Resources (HR) is responsible for establishing and maintaining an effective work force to meet the needs of the citizens of Arvada. The department functions as an internal consultant to other City departments in all areas of employee relations and assists departments in promoting and fostering professional growth, teamwork, pride and leadership throughout the organization.

BUDGET CHANGES – 2011 and 2012:  None

PROGRAMS:

45

CITY OF

ARVADA

HUMAN RESOURCES DEPARTMENT

Expenditures by Division Human Resources Total Human Resources

$ $

2009 Actual 2010 Actual 2011 Revised 2012 Budget 1,226,468 $ 1,341,207 $ 1,176,919 $ 1,147,121 1,226,468 $ 1,341,207 $ 1,176,919 $ 1,147,121

Operating Expenditures by Division $1,400,000 $1,350,000 $1,300,000 $1,250,000 $1,200,000 $1,150,000 $1,100,000 $1,050,000

2009

2010

2011

46

2012

2013

2014

CITY OF

ARVADA

HUMAN RESOURCES DEPARTMENT

Expenditures by Category 2009 Actual 2010 Actual 2011 Revised 2012 Budget 784,252 $ 816,865 $ 840,019 $ 844,120 149,255 134,919 196,236 180,315 56,433 47,778 42,506 43,213 236,364 341,645 97,097 78,380 164 1,061 1,093 $ 1,226,468 $ 1,341,207 $ 1,176,919 $ 1,147,121

Personnel Services & Charges Supplies & Expenses Contracts & Leases Inventory Capital Maintenance Total Human Resources

$

2012 Operating Expenditures by Category

Contracts & Leases 6.83% Supplies & Expenses 3.77%

Capital Maintenance 0.10%

Services & Charges 15.72%

Personnel 73.59%

47

CITY OF

ARVADA

HUMAN RESOURCES DEPARTMENT

Human Resources Employee Positions

Administrative Specialist III Benefits Administrator Benefits Analyst Compensation and Benefits Manager Compensation Technician Director of Human Resources Employment Manager Executive Secretary Human Resources Analyst Senior Compensation Consultant Senior Human Resources Analyst

2009 1.00 1.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 1.00

2010 1.00 0.00 1.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00

2011 1.00 0.00 1.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00

2012 1.00 0.00 1.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00

Total Human Resources Employees

9.00

9.00

9.00

9.00

48

CITY OF

ARVADA

INFORMATION TECHNOLOGY DEPARTMENT

PURPOSE: To create and maintain the computer infrastructure including hardware, software and telecommunications equipment necessary to support needs of the City of Arvada. Additionally, the Information Technology Department operates all internal mail, print and main reception services for the City.

BUDGET CHANGES – 2011 and 2012:  Added $15,930 for temporary wages and related social security  Added $26,400 in various line items for technology purchases for KATV (to be offset with rental income)  Addition $95,842 for the Virtualization position for 2012 only

PROGRAMS:

49

CITY OF

ARVADA

INFORMATION TECHNOLOGY DEPARTMENT

Expenditures by Division 2007 Actual General Fund General Services Information Systems Computers Computer Maintenance Computer Replacement Print Shop Print Shop Total Information Technology Department

$

202,573 2,731,955

2008 Actual $

354,406 952,517

$

301,085 4,542,536

2009 Revised

208,414 2,724,954

$

1,129,723 677,532

$

295,022 5,035,645

2010 Budget

219,271 2,782,511

$

185,323 2,868,933

1,069,666 3,118,550

$

367,530 7,557,528

1,259,365 2,493,850 389,265 7,196,736

$

Operating Expenditures by Division $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

2007

2008

General Services

2009

Information Systems

2010

Computer Maintenance

50

2011

Computer Replacement

2012

Print Shop

CITY OF

ARVADA

INFORMATION TECHNOLOGY DEPARTMENT

Operating Expenditures by Category 2009 Actual General Fund Personnel Services & Charges Supplies & Expenses Contracts & Leases Capital Maintenance Computers Personnel Services & Charges Supplies & Expenses Capital Maintenance Capital Outlay Print Shop Personnel Supplies & Expenses Contracts & Leases Deb Service Capital Maintenance Capital Outlay Total Information Technology Department

$

$

2,473,931 277,613 116,970 40,036 25,978

2010 Actual $

2,381,432 325,768 140,191 58,720 27,257

2011 Revised $

2,508,868 308,390 120,912 32,890 30,722

2012 Budget $

2,564,083 301,685 122,967 33,877 31,644

82,568 2,218 1,120,622 101,515

89,684 323 1,590,311 126,937

85,733 4,102,483 -

95,842 3,630,973 26,400 -

155,167 33,000 101,595 10,123 1,200 4,542,536

156,007 31,286 98,984 2,035 3,937 2,773 5,035,645

160,011 55,596 129,662 9,828 12,433 7,557,528

165,705 57,250 143,675 9,829 12,806 7,196,736

$

$

2012 Operating Expenditures by Category Contracts & Leases 2.47%

Debt Service 0.14%

Capital Maintenance 0.98% Personnel 39.26%

Supplies & Expenses 52.96% Services & Charges 4.19%

51

$

CITY OF

ARVADA

INFORMATION TECHNOLOGY DEPARTMENT

Information Technology Employee Positions Administrative Supervisor Administrative Specialist IV Application Administrator Associate Database Administrator Associate Project Manager Chief Information Officer Community Communications Coordinator Computer Support Specialist Customer Service Specialist Director of Information Technology Information Systems Manager Network Administrator Network System Manager Oracle Software Administrator Police Systems Analyst Police Systems Manager Senior Database Administrator Senior Network Administrator Service Desk Manager Services Technician Storeskeeper Systems Administrator Technical Systems Project Manager Telecommunication Network Administrator Web Systems Administrator Web Systems Project Manager

2009 1.00 0.00 1.00 1.00 1.00 0.00 0.00 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 0.00 3.00 1.00 1.00 1.00 1.00

2010 1.00 0.00 1.00 0.00 1.00 0.00 0.00 2.50 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 3.00 1.00 1.00 1.00 1.00

2011 0.00 1.00 1.00 0.00 1.00 0.00 0.00 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 0.00 3.00 1.00 1.00 1.00 1.00

2012 0.00 1.00 1.00 0.00 1.00 1.00 1.00 2.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.50 0.50 3.00 1.00 1.00 1.00 1.00

Total General Fund Employees

25.00

24.50

24.00

24.00

Police Business Analyst Police Systems Technician

1.00 1.00

1.00 1.00

1.00 1.00

1.00 1.00

Total Tax Initiative 22 Employees

2.00

2.00

2.00

2.00

Computer Support Specialist Desktop Virtualization Administrator

1.00 0.00

0.50 0.00

1.00 0.00

0.00 1.00

Total Computer Replacement Fund Employees

0.00

0.00

1.00

1.00

Creative Services Designer Printing Technician

1.00 1.00

1.00 1.00

1.00 1.00

1.00 1.00

Total Print Shop Fund Employees

2.00

2.00

2.00

2.00

Total Information Technology Employees

29.00

28.50

28.00

29.00

52

CITY OF

ARVADA

JUDICIAL DEPARTMENT

PURPOSE: The municipal court acts as an impartial tribunal.

BUDGET CHANGES – 2011 and 2012:  None

PROGRAMS:

53

CITY OF

ARVADA

JUDICIAL DEPARTMENT

Expenditures by Division Judicial Total Judicial Department

$ $

2009 Actual 859,133 859,133

$ $

2010 Actual 845,774 845,774

$ $

2011 Revised 907,820 907,820

$ $

2012 Budget 941,337 941,337

Operating Expenditures by Division $1,200,000

$1,000,000

$800,000

$600,000

2009

2010

2011

54

2012

2013

2014

CITY OF

ARVADA

JUDICIAL DEPARTMENT

Expenditures by Category

Personnel Services & Charges Supplies & Expenses Capital Maintenance Capital Outlay Total Judicial Department

2009 Actual 670,874 109,248 79,011 $ 859,133 $

2010 Actual 683,748 87,185 74,841 $ 845,774 $

2011 Revised 736,367 95,301 75,870 282 $ 907,820 $

2012 Operating Expenditures by Category

Capital Outlay 0.03% Supplies & Expenses 8.10% Services & Charges 9.91%

Personnel 81.96%

55

2012 Budget 771,474 93,296 76,276 291 $ 941,337 $

CITY OF

ARVADA

JUDICIAL DEPARTMENT

Judicial Employee Positions

Administrative Court Clerk Court Administrator Court Marshal Municipal Judge Teen Court Coordinator / Administrative Court Clerk

2009 5.00 1.00 1.00 1.00 1.00

2010 6.00 1.00 1.00 1.00 1.00

2011 6.00 1.00 1.00 1.00 1.00

2012 6.00 1.00 1.00 1.00 1.00

Total Judicial Employees

9.00

10.00

10.00

10.00

56

CITY OF

ARVADA

LEGAL DEPARTMENT

PURPOSE: The City Attorney’s office prosecutes municipal court violations, performs general legal services, provides counsel to City Council, the City Manager and all departments, offices, agencies, boards, commissions and authorities, and when necessary acts as liaison to outside legal counsel.

BUDGET CHANGES – 2011 and 2012:  None

PROGRAMS:

57

CITY OF

ARVADA

LEGAL DEPARTMENT

Expenditures by Division City Attorney Total Legal Department

$ $

2009 Actual 1,267,588 1,267,588

$ $

2010 Actual 1,323,921 1,323,921

$ $

2011 Revised 1,392,636 1,392,636

$ $

2012 Budget 1,477,202 1,477,202

Operating Expenditures by Division $1,800,000 $1,600,000 $1,400,000 $1,200,000 $1,000,000 $800,000 $600,000 $400,000 $200,000 $0

2009

2010

2011

58

2012

2013

2014

CITY OF

ARVADA

LEGAL DEPARTMENT

Expenditures by Category 2009 Actual 1,114,082 83,238 34,607 34,957 704 $ 1,267,588

Personnel Services & Charges Supplies & Expenses Contracts & Leases Capital Maintenance Capital Outlay Total Legal Department

$

2010 Actual 1,155,871 92,142 37,722 38,186 $ 1,323,921 $

2011 Revised 1,220,830 102,380 33,976 33,440 1,727 283 $ 1,392,636 $

2012 Budget 1,307,759 98,731 34,198 34,443 1,779 292 $ 1,477,202 $

2012 Operating Expenditures by Category

Supplies & Expenses 2.32%

Contracts & Leases 2.33%

Capital Maintenance 0.12% Capital Outlay 0.02%

Services & Charges 6.68%

Personnel 88.53%

59

CITY OF

ARVADA

LEGAL DEPARTMENT

Legal Department Employee Positions

Assistant City Attorney City Attorney Deputy City Attorney Legal Assistant Legal Secretary Legal Support Supervisor Senior Assistant City Attorney

2009 1.00 1.00 1.00 1.00 2.00 1.00 3.00

2010 1.00 1.00 1.00 1.00 1.00 1.00 4.00

2011 1.00 1.00 1.00 1.00 1.00 1.00 4.00

2012 1.00 1.00 1.00 1.00 1.00 1.00 4.00

Total General Fund Employees

10.00

10.00

10.00

10.00

Litigation Support Specialist Senior Assistant City Attorney

1.00 1.00

1.00 1.00

1.00 1.00

1.00 1.00

Total Insurance Fund Employees

2.00

2.00

2.00

2.00

Total Legal Department Employees

12.00

12.00

12.00

12.00

60

CITY OF

ARVADA

PARKS, GOLF, AND HOSPITALITY SERVICES DEPARTMENT

PURPOSE: Parks, Golf and Hospitality Services delivers essential services, programs and opportunities that enrich Arvada’s quality of life experience. The department acquires, develops and maintains Arvada’s parks, trails, open spaces and recreational amenities; manages the city’s golf, banquet, conference and concession business enterprises; coordinates special projects; and provides communitywide celebrations.

BUDGET CHANGES – 2011 and 2012:  Added $21,068 for increases in electricity for sports complexes  Added $13,637 for increases in electricity at Stenger/Lutz  Added $23,340 in various line items for maintenance at Sunrise Ridge, Saddlebrook, Spring Mesa and Gibbs West Skate park  Added $9,340 for increases in water charges  Added $10,927 for temporary wages  Added $200,000 for a transfer to Capital Projects Fund in 2012 for improvement projects

PROGRAMS:

61

CITY OF

ARVADA

PARKS, GOLF, AND HOSPITALITY SERVICES DEPARTMENT

Expenditures by Division 2009 Actual Food Services Banquet Facility Food Service General Administration Lands Dedicated Lands Dedicated Parks Arvada Reservoir Athletic Facilities District 1 District 2 District 3 Forestry/Open Space Joint Parks Administration Nature Center Park & Urban Design 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 Parks, Golf & Hospitality Services

$

$

1,132,148 $ 493,975

2010 Actual

2011 Revised

1,176,915 $ 417,031

2012 Budget

1,312,497 $ 501,542

1,526,502 715,282

127,037

-

2,219,937

1,591,236

18,939 427,237 291,453 222,872 232,526 252,355 4,676,750 142,646 790,166

21,759 454,891 330,602 267,698 303,406 284,137 5,072,793 133,324 719,860

24,221 473,106 330,220 286,942 304,095 286,314 4,914,508 147,785 752,639

21,121 500,747 351,716 288,502 343,104 298,330 4,567,862 135,693 782,578

750,590 422,038 570,073 207,900 520,092 628,949 806,026 12,713,772 $

706,960 417,518 532,205 217,115 480,657 639,457 781,342 12,957,670 $

966,481 415,168 510,196 196,567 516,412 525,620 829,861 15,514,111 $

62

869,698 333,358 600,486 205,296 656,571 458,497 750,539 14,997,118

CITY OF

ARVADA

PARKS, GOLF, AND HOSPITALITY SERVICES DEPARTMENT

Operating Expenditures by Fund 18000000 16000000 14000000 12000000 Food Services

10000000

Golf Courses Parks

8000000

Lands Dedicated

6000000 4000000 2000000 0 2009

Note:

2010

2011

2012

2013

2014

Because of the complicated nature of the Parks, Golf, and Hospitality Services Department’s structure, the Operating Expenditure graph is calculated by fund rather than division.

63

CITY OF

ARVADA

PARKS, GOLF, AND HOSPITALITY SERVICES DEPARTMENT Expenditures by Category 2009 Actual Lands Dedicated Transfers Parks Personnel Services & Charges Supplies & Expenses Contracts & Leases Inventory Capital Maintenance Capital Outlay Other Financing Uses Transfers Golf Courses Personnel Services & Charges Supplies & Expenses Contracts & Leases Debt Service Inventory Capital Maintenance Capital Outlay Other Financing Uses Transfers Food Services Personnel Services & Charges Supplies & Expenses Inventory Capital Maintenance Capital Outlay Other Financing Uses Transfers Total Parks, Golf & Hospitality Services

$

2010 Actual

2011 Revised

2012 Budget

127,037

-

2,219,937

1,591,236

3,833,324 1,064,274 1,209,094 121,839 3,054 105,955 717,404

3,921,138 1,206,626 1,333,854 111,679 2,675 89,785 34,155 151 888,407

4,094,418 1,311,433 1,188,095 146,553 4,984 96,747 12,759 664,841

4,151,037 1,443,717 1,226,336 150,949 5,134 108,008 1,299 203,173

2,042,194 496,545 581,183 29,461 63,035 558,998 55,940 17 78,295

1,992,163 462,537 564,989 29,992 40,721 542,956 86,510 51,933 3,453

1,874,564 414,366 577,153 54,004 273,248 644,548 74,500 7,962 39,960

1,969,153 389,106 539,526 34,476 273,447 510,297 54,927 100,000 3,513

833,235 167,099 125,817 343,573 11,388 11 145,000 12,713,772 $

850,619 194,076 129,249 359,390 12,202 7,410 41,000 12,957,670 $

926,909 157,267 142,836 341,000 15,117 102,910 3,000 125,000 15,514,111 $

64

1,187,741 152,029 144,708 345,000 18,210 263,096 3,000 128,000 14,997,118

CITY OF

ARVADA

PARKS, GOLF, AND HOSPITALITY SERVICES DEPARTMENT

2012 Operating Expenditures by Category

Capital Maintenance 3.34%

Capital Outlay 2.39%

Contracts & Leases 1.22% Debt Service 1.80%

Transfers 11.83%

Inventory 5.66% Supplies & Expenses 12.58%

Services & Charges 13.07%

Personnel 48.11%

65

CITY OF

ARVADA

PARKS, GOLF, AND HOSPITALITY SERVICES DEPARTMENT

Parks, Golf and Hospitality Employee Positions Administrative and Special Events Coordinator Administrative Specialist IV City Forester Computerized Irrigation Specialist Computerized Irrigation Supervisor Director of Parks, Golf and Hospitality Services Environmental Education Specialist Executive Secretary Forestry Supervisor Irrigation Crew Supervisor Irrigation Maintenance Leadworker Irrigation Maintenance Worker Municipal Services Worker Nature Center Director Parks and Urban Design Manager Parks Maintenance Leadworker Parks Manager Parks Supervisor Parks Worker II Senior Landscape Architect

2009 0.00 1.00 0.00 1.00 1.00 1.00 0.00 1.00 1.00 1.00 1.00 4.00 1.00 1.00 1.00 5.00 1.00 4.00 19.00 3.00

2010 0.00 1.00 0.00 1.00 1.00 1.00 0.25 1.00 1.00 1.00 1.00 4.00 1.00 1.00 1.00 5.00 1.00 4.00 19.00 2.00

2011 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 1.00 1.00 4.00 1.00 1.00 1.00 6.00 1.00 4.00 18.00 2.00

2012 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 1.00 1.00 4.00 1.00 1.00 1.00 6.00 1.00 4.00 18.00 2.00

Total Parks Fund Employees

47.00

46.25

46.00

46.00

Environmental Education Specialist

1.00

0.75

0.75

0.75

Total Water Fund Employees

1.00

0.75

0.75

0.75

Assistant Golf Manager Assistant Golf Professional Golf Course Computerized Irrigation Technician Golf Course Equipment Mechanic Golf Course Equipment Mechanic Leadworker Golf Course Irrigation Technician Golf Course Maintenance Leadworker Golf Course Maintenance Worker Golf Course Manager Golf Course Superintendent Golf Professional Head Golf Professional Hospitality Services Supervisor Manager of Golf Course Operations Sous Chef

0.00 2.00 0.00 2.00 0.00 2.00 0.00 2.00 1.00 2.00 2.00 0.00 2.00 1.00 1.00

0.00 2.00 0.00 2.00 0.00 1.00 0.00 2.00 1.00 2.00 2.00 0.00 2.00 1.00 1.00

0.00 2.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 0.00 2.00 1.00 0.00

1.00 1.00 2.00 1.00 1.00 0.00 1.00 0.00 1.00 1.00 1.00 1.00 2.00 1.00 0.00

Total Golf Course Fund Employees

17.00

16.00

14.00

14.00

66

CITY OF

ARVADA

PARKS, GOLF, AND HOSPITALITY SERVICES DEPARTMENT

Environmental Education Specialist

0.00

0.00

0.25

0.25

Total Stormwater Fund Employees

0.00

0.00

0.25

0.25

Administrative Specialist IV Assistant Banquet Manager Business Analyst Business Development Coordinator Business Development Manager Executive Chef Food Services Manager Hospitality Services Supervisor

1.00 1.00 1.00 2.00 1.00 1.00 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 2.00 1.00 1.00 1.00 1.00

1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00

Total Food Service Fund Employees

9.00

9.00

9.00

9.00

Total Parks, Golf, and Hospitality Employees

74.00

72.00

70.00

70.00

67

CITY OF

ARVADA

PARKS, GOLF, AND HOSPITALITY SERVICES DEPARTMENT

This Page Intentionally Left Blank

68

CITY OF

ARVADA

PUBLIC SAFETY DEPARTMENT

PURPOSE: Public Safety programs provide responsive and customer-oriented service to the citizens of Arvada through strategies and concepts, which include emergency response, criminal apprehension, community problem solving, youth and adult education, animal management, and criminal investigation.

These services reduce crime and disorder and fear of crime, maintain and improve traffic and pedestrian safety, educate our youth and other community members and retain a high quality of life in the City.

BUDGET CHANGES – 2011 and 2012:  Eliminated $5,797 in temporary wages and related social security

PROGRAMS:

69

CITY OF

ARVADA

PUBLIC SAFETY DEPARTMENT

Expenditures by Division 2009 Actual General Fund Administration Bureau Animal Management Communications Bureau Criminal Investigations Bureau Office of the Chief Patrol Bureau Records Bureau Special Investigations Unit Police Seizure Office of the Chief Police Tax Increment .21 Administration Bureau Animal Management Communications Bureau Criminal Investigations Bureau Office of the Chief Patrol Bureau Records Bureau Police Tax Increment .25 Administration Bureau Animal Management Communications Bureau Criminal Investigations Bureau Office of the Chief Patrol Bureau Records Bureau Total Public Safety Department

$

$

821,073 $ 462,044 1,104,544 2,501,177 953,052 10,411,774 1,130,903 799,479

2010 Actual

2011 Revised

2012 Division

849,777 $ 463,434 1,027,016 2,540,016 1,138,618 10,306,617 935,414 609,579

845,960 $ 513,446 1,159,816 2,636,532 1,111,757 11,106,254 1,026,647 783,857

4,607

25,000

25,000

25,000

96,226 65,525 275,310 332,072 331,851 1,603,835 211,012

92,189 68,023 288,931 311,392 280,950 1,672,440 209,649

202,844 74,641 287,886 336,983 331,734 1,735,911 242,513

209,122 78,147 312,112 342,962 277,482 1,791,314 248,741

22,599 50,427 307,459 911,483 166,695 1,545,022 83 24,108,252 $

5,688 52,027 318,233 885,754 166,960 1,626,082 23,873,789 $

50,594 58,381 334,469 899,766 211,001 1,783,494 1,688 25,761,174 $

70

899,227 548,008 1,159,805 2,959,082 1,095,289 11,551,442 1,015,202 387,902

52,111 61,754 343,021 1,041,983 220,358 1,769,196 1,738 26,390,998

CITY OF

ARVADA

PUBLIC SAFETY DEPARTMENT

Operating Expenditures by Division 30000000

25000000

20000000

15000000

10000000

5000000

0 2009

2010

2011

2012

2013

Administration Bureau

Animal Management

Communications Bureau

#REF!

Criminal Investigatio ns Bu reau

Office of th e Chief

Patrol Bureau

Records Bureau

Special Investigation s Unit

71

2014

CITY OF

ARVADA

PUBLIC SAFETY DEPARTMENT

Expenditures by Category 2009 Actual General Fund Personnel Services & Charges Supplies & Expenses Contracts & Leases Capital Maintenance Capital Outlay Other Financing Uses Police Seizure Supplies & Expenses Police Tax Increment .21 Personnel Services & Charges Supplies & Expenses Contracts & Leases Capital Maintenance Capital Outlay Transfers Police Tax Increment .25 Personnel Services & Charges Supplies & Expenses Contracts & Leases Capital Outlay Transfers Total Public Safety Department

$

$

15,051,958 $ 666,857 1,992,903 451,831 5,758 14,707 32

2010 Actual

2011 Revised

2012 Budget

14,346,525 $ 653,597 2,218,276 645,907 6,166 -

15,577,361 $ 745,493 2,138,065 681,704 14,969 26,677 -

16,068,116 676,688 2,117,104 711,153 15,419 27,477 -

4,607

25,000

25,000

25,000

2,186,602 111,781 542,626 34,679 40,143

2,264,723 126,072 471,889 31,812 29,078

2,389,479 179,317 452,795 67,805 2,493 26,589 94,034

2,527,708 169,123 458,730 69,238 2,567

2,773,558 104,469 125,019 722 24,108,252 $

2,852,882 96,040 105,822 23,873,789 $

2,945,592 162,833 186,771 10,654 601 32,942 25,761,174 $

32,514 3,104,056 150,728 189,732 10,973 619 34,053 26,390,998

2012 Operating Expenditures by Category Transfers 0.25%

Capital Maintenance 0.07% Capital Outlay 0.11%

Supplies & Expenses 11.77%

Contracts & Leases 3.00%

Services & Charges 3.78% Personnel 82.22%

72

CITY OF

ARVADA

PUBLIC SAFETY DEPARTMENT

Public Safety Employee Positions Administrative Specialist I Administrative Specialist III Administrative Specialist IV Administrative Supervisor Animal Management Officer Animal Management Supervisor Chief of Police Communications Specialist Communications Supervisor Crime Analyst Criminalist Deputy Police Chief Emergency Management Coordinator Evidence Technician Executive Secretary Liquor Licensing Control Administrator Patrol Investigative Specialist Police Commander Police Dispatcher Police Officer Police Records Specialist Police Sergeant Police Services Technician Records and Evidence Supervisor Support Specialist

2009 0.00 5.00 0.00 1.00 4.00 1.00 1.00 0.00 3.00 1.00 2.00 2.00 0.90 2.00 1.00 1.00 0.50 6.00 12.00 99.00 12.00 18.00 2.00 1.00 0.00

2010 0.00 0.00 0.00 1.00 4.00 1.00 1.00 12.00 3.00 1.00 2.00 2.00 0.90 2.00 1.00 1.00 0.50 6.00 0.00 99.00 0.00 18.00 2.00 0.00 11.00

2011 0.00 0.00 1.00 0.00 4.00 1.00 1.00 12.00 3.00 1.00 2.00 2.00 0.90 3.00 1.00 1.00 0.50 6.00 0.00 99.00 0.00 18.00 2.00 0.00 8.00

2012 0.00 0.00 1.00 0.00 4.00 1.00 1.00 12.00 3.00 1.00 2.00 2.00 0.90 3.00 1.00 1.00 0.50 6.00 0.00 99.00 0.00 18.00 2.00 0.00 8.00

Total General Fund Employees

175.40

168.40

166.40

166.40

Accreditation Specialist Animal Management Officer Communications Specialist Crime Analyst Investigations Specialist Police Dispatcher Police Officer Police Records Specialist Police Services Technician Public Information Officer Records and Evidence Supervisor Support Specialist

1.00 1.00 0.00 1.00 1.00 4.00 14.00 2.00 4.00 1.00 1.00 0.00

1.00 1.00 4.00 1.00 1.00 0.00 14.00 0.00 4.00 1.00 1.00 2.00

1.00 1.00 4.00 1.00 1.00 0.00 14.00 0.00 4.00 1.00 1.00 2.00

1.00 1.00 4.00 1.00 1.00 0.00 14.00 0.00 4.00 1.00 1.00 2.00

Total Tax Initiative 21 Employees

30.00

30.00

30.00

30.00

73

CITY OF

ARVADA

PUBLIC SAFETY DEPARTMENT

Animal Management Officer Communications Center Manager Communications Specialist Police Dispatcher Police Officer Police Sergeant

1.00 1.00 0.00 3.00 23.00 3.00

1.00 1.00 3.00 0.00 23.00 3.00

1.00 1.00 3.00 0.00 23.00 3.00

1.00 1.00 3.00 0.00 23.00 3.00

Total Tax Initiative 22 Employees

31.00

31.00

31.00

31.00

Total Public Safety Employees

236.40

229.40

227.40

227.40

74

CITY OF

ARVADA

PUBLIC WORKS AND UTILITIES DEPARTMENTS

PURPOSE: To provide infrastructure, facilities, and services for the citizens and customers.

BUDGET CHANGES – 2011 and 2012: Public Works General Fund  Added $46,000 for the recycling program (to be offset with $32,680 in rebates)  Added $20,400 in temporary wages to complete the parking study Water Fund  Reduced the transfer from the Water Fund to the General Fund by $325,000  Added $84,721 to add electronic utility bills to the Customer Information System  Added $50,000 for Water Treatment Plant repairs  The Water Fund budget was prepared assuming a 4.5% increase in water rates for 2012 Wastewater Fund  Reduced the transfer from the Wastewater Fund to the General Fund by $100,000  Added $35,793 for increases in payments to Metro Wastewater  The Wastewater Fund budget was prepared assuming a 5.5% increase in wastewater rates for 2012 Stormwater Fund  The Stormwater Fund budget was prepared assuming a 0% increase in stormwater rates for 2012

75

CITY OF

ARVADA

PUBLIC WORKS AND UTILITIES DEPARTMENTS PROGRAMS:

76

CITY OF

ARVADA

PUBLIC WORKS AND UTILITIES DEPARTMENTS Expenditures by Division 2009 Actual General Fund Building Inspection Engineering Facilities Management GIS Public Works Administration Streets Traffic Drainage Drainage Water Drinking Water Compliance Park Taps Parks Irrigation Ralston Treatment Plant Utility Administration Water General Administration Water Supply/Operations/Conservation Water System Operations Wastewater Wastewater Collection System Wastewater Disposal Wastewater General Administration Stormwater Stormwater and Environmental Compliance Vehicles Vehicle Maintenance Vehicle Replacement Buildings Building Maintenance Total Public Works

$

$

1,436,260 $ 2,048,350 2,347,987 539,470 430,011 7,257,146 3,068,358

2010 Actual

2011 Revised

1,575,248 $ 2,050,962 2,400,707 546,450 442,297 7,128,622 3,143,013

2012 Budget

1,298,737 $ 2,082,951 2,578,464 571,481 445,330 8,729,096 3,354,245

1,338,403 2,146,372 2,701,686 519,203 287,465 7,256,734 3,503,662

12,000

-

-

1,956,941

455,517 915,748 347,102 5,177,466 768,954 7,405,412 942,576 4,009,126

422,662 84,152 5,939,822 670,752 4,010,697 526,158 4,581,737

486,755 6,030,704 715,646 4,720,652 726,466 7,946,229

507,121 6,614,166 763,629 4,966,639 690,588 7,419,492

1,855,110 5,041,389 1,234,817

1,878,565 5,465,165 1,001,458

3,787,935 5,888,619 1,313,521

3,748,223 6,536,367 1,114,630

2,716,781

4,120,073

9,016,908

6,291,334

1,895,871 1,273,795

3,707,393 318,814

2,095,515 3,374,285

2,240,356 2,125,820

794,010 51,973,256 $

259,015 50,273,762 $

793,618 65,957,157 $

77

879,647 63,608,478

CITY OF

ARVADA

PUBLIC WORKS AND UTILITIES DEPARTMENTS

Operating Expenditures by Fund 100000000 90000000 80000000 70000000

Buildings Vehicles

60000000

Stormwater

50000000

Wastewater Water

40000000

Drainage General Fund

30000000 20000000 10000000 0 2009

Note:

2010

2011

2012

2013

2014

Because of the complicated nature of the Public Works and Utilities Department’s structure, the Operating Expenditure graph is calculated by fund rather than division.

78

CITY OF

ARVADA

PUBLIC WORKS AND UTILITIES DEPARTMENTS Expenditures by Category 2009 Actual General Fund Personnel Services & Charges Supplies & Expenses Contracts & Leases Capital Maintenance Capital Outlay Other Financing Uses Drainage Contracts & Leases Water Personnel Services & Charges Supplies & Expenses Contracts & Leases Capital Maintenance Capital Outlay Other Financing Uses Transfers Wastewater Personnel Services & Charges Supplies & Expenses Contracts & Leases Capital Maintenance Capital Outlay Other Financing Uses Transfers Stormwater Personnel Services & Charges Supplies & Expenses Contracts & Leases Inventory Capital Maintenance Capital Outlay Other Financing Uses Transfers Vehicles Personnel Services & Charges Supplies & Expenses Contracts & Leases Inventory Capital Maintenance Capital Outlay Transfers Buildings Debt Service Capital Maintenance Capital Outlay Transfers Total Public Works

$

$

8,160,774 $ 3,562,055 1,971,074 3,086,891 344,930 1,858

2010 Actual

2011 Revised

8,188,899 $ 3,583,567 2,008,314 3,175,124 330,074 1,321

2012 Budget

8,352,478 $ 4,197,027 1,844,254 4,366,102 294,980 2,280 3,183

8,506,368 4,123,891 1,813,407 3,000,732 303,501 2,348 3,278

12,000

-

-

1,956,941

4,500,891 4,979,668 574,109 614,511 809,596 5,280,657 24,373 3,238,096

4,605,702 6,275,167 604,961 215,017 325,576 2,087,023 2,308 2,120,226

4,909,592 5,738,540 629,076 396,460 4,225,419 2,628,730

5,169,317 5,887,016 616,269 390,927 3,924,687 3,136,959

2,098,635

1,836,460

1,221,236 127,272 451,960 5,042,011 44,855 295,136 10,504 938,342

1,202,030 148,438 454,987 5,468,025 70,071 150 1,001,487

1,240,609 278,306 429,692 7,687,488 61,429 262,073 1,030,478

1,140,959 212,950 454,120 8,388,172 57,901 184,779 960,339

329,853 43,155 36,610 90,506 51 228,062 628,488 1,013 1,359,043

339,628 57,722 19,366 148,263 1,515,502 35 2,039,557

346,999 79,022 19,253 150,726 6,969,000 1,451,908

370,390 79,706 19,633 155,248 4,200,000 1,466,357

1,204,827 133,387 105,655 17,480 20,057 448,187 1,240,073

1,225,893 150,973 128,164 17,454 (10,476) 522,013 292,186 1,700,000

1,304,414 165,867 212,143 27,793 8,244 458,225 3,281,887 11,227

1,323,113 151,696 205,515 11,613 8,492 505,681 2,073,066 87,000

28,951 401,627 288,432 75,000 51,973,256 $

25,645 233,370 50,273,762 $

111,731 681,887 65,957,157 $

79

112,848 766,799 63,608,478

CITY OF

ARVADA

PUBLIC WORKS AND UTILITIES DEPARTMENTS

2012 Operating Expenditures by Category

Supplies & Expenses 4.89%

Capital Maintenance 8.74%

Transfers 6.84%

Capital Outlay 15.09%

Services & Charges 16.44%

Contracts & Leases 21.86% Personnel 25.96%

Debt Service 0.18% Inventory 0.01%

Other Financing Uses 0.01%

80

CITY OF

ARVADA

PUBLIC WORKS AND UTILITIES DEPARTMENTS

Public Works Employee Positions 2009 8.00 1.00 1.00 1.00 1.00 8.00 2.00 3.00 1.00 0.00 1.00 1.00 1.00 0.00 1.00 3.00 1.00 1.00 2.00 1.00 11.00 1.00 0.00 0.00 1.00 1.00 1.50 19.00 1.00 1.00 1.00 2.00 0.00 0.00 1.00 1.00 6.00 1.00 1.00 4.00 0.00 1.00 0.00

Administrative Specialist III Assistant Building Official Assistant City Engineer Associate Transportation Engineer Building Craftsworker Building Inspector Building Maintenance Leadworker Building Maintenance Worker Building Permit Coordinator Building Permit Technician CAD / GIS Supervisor Chief Building Official Chief Surveyor City Engineer Civil Engineer III Civil Engineer IV Construction and Maintenance Supervisor Construction Engineer Crew Supervisor Streets Crew Supervisor Custodian Deputy Director of Public Works / City Engineer Deputy Director of Public Works Director of Public Works Director of Public Works and Utilities Electrician Engineering Technician II Equipment Operator Executive Secretary GEO Data Services Manager GIS Specialist GIS Technician GIS Technician I GIS Technician II HVAC Specialist Manager of City Facilities Municipal Inspector II Pavement Manager Plan Review Technician Senior Equipment Operator Senior GIS Analyst Soils Technician Streets Foreman

81

2010 7.00 1.00 0.00 1.00 1.00 8.00 2.00 3.00 1.00 0.00 1.00 1.00 1.00 1.00 2.00 3.00 1.00 0.00 3.00 1.00 11.00 0.00 1.00 0.00 1.00 1.00 1.50 0.00 1.00 1.00 0.00 0.00 1.00 1.00 1.00 1.00 6.00 1.00 1.00 0.00 1.00 1.00 0.00

2011 7.00 1.00 0.00 1.00 1.00 7.00 2.00 3.00 1.00 0.00 1.00 1.00 1.00 1.00 2.00 3.00 1.00 0.00 0.00 1.00 10.00 0.00 1.00 0.00 1.00 1.00 1.50 0.00 1.00 1.00 0.00 0.00 0.00 1.00 1.00 1.00 6.00 1.00 0.00 0.00 1.00 1.00 6.00

2012 6.00 1.00 0.00 1.00 1.00 7.00 2.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 3.00 1.00 0.00 0.00 1.00 10.00 0.00 0.00 1.00 0.00 1.00 1.50 0.00 1.00 1.00 0.00 0.00 0.00 1.00 1.00 1.00 6.00 1.00 0.00 0.00 1.00 1.00 6.00

CITY OF

ARVADA

PUBLIC WORKS AND UTILITIES DEPARTMENTS Streets Maintenance Leadworker Streets Manager Streets Superintendent Streets Supervisor Streets Technician Survey Party Chief Survey Technician II Survey Technician III Traffic Engineer Traffic Engineering Manager Traffic Engineering Technician Traffic Sign and Marking Technician Traffic Technician Transportation Engineer

4.00 0.00 1.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00

6.00 1.00 0.00 0.00 18.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00

0.00 1.00 0.00 3.00 21.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00

0.00 1.00 0.00 3.00 21.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00

107.50

104.50

102.50

101.50

Craftsworker

1.00

1.00

1.00

1.00

Total Parks Fund Employees

1.00

1.00

1.00

1.00

Administrative Specialist III Chief Plant Operator Civil Engineer III Custodian Deputy Director of Utilities Deputy Utilities Manager Director of Utilities Drafting Technician Electro Mechanical Technician Engineering Technician II GIS Technician I Plant Operator Public Works Project Manager Regulatory and Environmental Compliance Manager Utility Foreman Utilities Manager Utility Service Representative Utility Service Representative Lead Utility Supervisor Utility System Control Technician Utility System Senior Technician Utility System Technician Water Quality Administrator Water Quality Analyst Water Quality Technician Water Resources Administrator

2.00 6.00 1.00 1.00 0.00 1.00 0.00 1.00 6.00 1.50 0.00 5.00 1.00 0.00 0.00 1.00 0.00 0.00 4.00 1.00 7.00 12.00 1.00 0.00 2.00 1.00

1.00 6.00 1.00 1.00 1.00 0.00 0.00 0.00 5.00 1.50 0.00 5.00 1.00 1.00 8.00 0.00 0.00 0.00 5.00 0.00 0.00 12.00 1.00 0.00 2.00 1.00

1.00 6.00 1.00 1.00 1.00 0.00 0.00 0.00 5.00 1.50 1.00 5.00 1.00 1.00 8.00 0.00 3.00 1.00 5.00 0.00 0.00 12.00 1.00 0.00 2.00 1.00

1.00 6.00 1.00 1.00 0.00 0.00 1.00 0.00 5.00 1.00 0.50 5.00 1.00 0.50 8.00 0.00 2.00 1.00 5.00 0.00 0.00 13.00 1.00 2.00 0.00 1.00

Total General Fund Employees

82

CITY OF

ARVADA

PUBLIC WORKS AND UTILITIES DEPARTMENTS Water Resources Analyst Water System Manager Water Transmission and Distribution Superintendent Water Treatment Manager Water Treatment Superintendent

0.50 0.00 1.00 0.00 1.00

0.50 1.00 0.00 0.00 1.00

0.50 1.00 0.00 1.00 0.00

0.50 1.00 0.00 1.00 0.00

Total Water Fund Employees

57.00

55.00

60.00

58.50

Administrative Specialist III Engineering Technician II GIS Technician I Regulatory and Environmental Compliance Manager Utility Foreman Utility Supervisor Utility System Senior Technician Utility System Technician Wastewater Collection Manager Wastewater Superintendent

1.00 0.00 0.00 0.00 0.00 2.00 3.00 12.00 0.00 1.00

0.00 0.00 0.00 0.00 3.00 2.00 0.00 12.00 1.00 0.00

0.00 0.00 0.00 0.00 3.00 2.00 0.00 11.00 1.00 0.00

0.00 0.50 0.50 0.50 0.00 2.00 0.00 11.00 1.00 0.00

Total Waste Water Fund Employees

19.00

18.00

17.00

15.50

Municipal Inspector II Stormwater Administrator Stormwater and Environmental Compliance Administrator Utility Supervisor Utility System Technicians Water Quality Technician

0.00 1.00 0.00 1.00 1.00 1.00

0.00 1.00 0.00 1.00 1.00 1.00

1.00 1.00 0.00 1.00 1.00 0.00

1.00 0.00 1.00 0.00 2.00 0.00

Total Stormwater Fund Employees

4.00

4.00

4.00

4.00

Assistant Fleet Equipment Technician Fleet Equipment Technician Fleet Manager Fleet Services Coordinator Parts Specialist Police Courier Police Property and Equipment Specialist Shop Supervisor

1.00 10.00 1.00 1.00 1.00 0.75 1.00 2.00

1.00 10.00 1.00 1.00 1.00 0.75 1.00 2.00

1.00 10.00 1.00 1.00 1.00 0.75 1.00 2.00

1.00 10.00 1.00 1.00 1.00 0.75 1.00 2.00

Total Vehicle Employees

17.75

17.75

17.75

17.75

Total Public Works Employees

206.25

200.25

202.25

198.25

83

CITY OF

ARVADA

PUBLIC WORKS AND UTILITIES DEPARTMENTS

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84

CITY OF

ARVADA

CAPITAL IMPROVEMENTS

Streets & Traffic Parks Arvada Center Utilities Golf Courses

$ $ $ $ $

TLC 96,950 3,086,203 50,000 100,000

2011 IMPROVEMENTS $ 1,294,310 $ 6,594,352 $ $ 2,580,000 $ 100,000

TOTAL

$

3,333,153

$

$ $ $ $ $

60,000 4,150,000 -

$ $ $ $ $

TOTAL 9,954,095 3,230,000 310,000 7,312,500 100,000

$

4,210,000

$

20,906,595

10,568,662

Streets & Traffic Parks Arvada Center Utilities Golf Courses

$ $ $ $ $

TLC 101,959 2,380,000 250,000 50,000 -

2012 IMPROVEMENTS $ 9,852,136 $ 850,000 $ $ 3,112,500 $ 100,000

TOTAL

$

2,781,959

$

13,914,636

BLENDED $ $ $ $ $

60,000 6,900,000 -

$ $ $ $ $

TOTAL 1,391,260 9,680,555 110,000 9,480,000 200,000

$

6,960,000

$

20,861,815

BLENDED

BUDGET CHANGES – 2011 and 2012: Capital Improvement MAJOR CHANGES – 2012  Eliminated $700,000 for street maintenance and $200,000 for parks maintenance  Added $250,000 to construct missing sidewalks throughout the City based on recommendations of the Transportation Committee  Added $150,000 to prepare the final design for the intersection of Indiana and 72nd Avenue  Added $300,000 for preliminary engineering for the Ralston Road corridor  Added $200,000 to replace seats at the Arvada Center Amphitheater  Added $1,400,000 for Gold Line parking and enhancements to the station  Added $250,000 for the purchase of a permitting system  Added $750,000 for the purchase of property for the Gold Line  Added $300,000 for the purchase of property for JPPHA

85

CITY OF

ARVADA

CAPITAL IMPROVEMENTS

PURPOSE: Each budget cycle, the City of Arvada prepares a five-year capital improvement projects plan (CIP). The capital improvement five-year budget is the primary policy and management tool used for planning the direction of the City’s capital projects. The capital improvement budget enables the City to determine, in advance, the expenditures needed to complete expensive projects over several years.

The projects for water, wastewater, and stormwater portions of the CIP are determined by a masterplan.

Revenues for these three functions are derived from the collection of various water, sewer, and stormwater fees The capital improvement program also receives funding from a general fund transfer to the capital improvement fund based on the following formula: 60 percent of the first cent of sales tax must be transferred for debt service or capital improvements. The estimated transfer, including debt service is over $8.3 million each year. Other funding sources include developer fees, the stormwater fund, federal and state agencies, the City’s share of Jefferson County Open Space (JCOS) funds, lottery funds, and more.

The capital budget includes one-time costs for projects that may last several years. Wide fluctuations are expected from year to year, depending on the phasing of projects. In spite of these differences, the operating and capital budgets are closely linked.

Each year, as capital projects are planned and others are completed, the costs related to maintaining those capital assets are looked at. Many times we are able to absorb these costs into our operations. There are situations where we need to add additional staff and supplies to maintain these projects. An example of this in the 2011 budget was the creation of three new Streets Maintenance workers. With the increase in budget and focus on street maintenance the need was too great for the current staff to handle. These employees have 2-year costs, including equipment and supplies, of $342,330. Another example is the increase in the electrical budget, $33,500 for each year, needed for the new lights that were installed at Long Lake Ranch Regional Park.

In 2011 and 2012, there will be many new Capital Projects funded. Each one will be looked at individually to see the effects they will have on the operational budget. Specifically, each time a new Park is finished the average cost to maintain it is $20,000 to $25,000. With 6 new Parks scheduled to be completed in 2011 or 2012, this will be an area of focus and an on-going need.

Many of the other projects for 2011 and 2012 should have minimal operational costs as many of them are replacement projects. Some of these replacement projects will actually save us resources that can then be used for maintaining other items. An example of this is the updating of our irrigation systems. As we continue to upgrade the older systems throughout the City of Arvada, we are able to save water and electricity.

What follows is an outline of the proposed CIP revenues and expenditures for 2011 and 2012.

86

CITY OF

ARVADA

CAPITAL IMPROVEMENTS

PROGRAMS: Streets & Traffic Parks and Trails Facilities

Utilities Golf Courses

CRITERIA: Many more capital projects are listed in the five-year capital plan than can be funded in any one budget cycle. Therefore, prioritization of projects is done as part of the biennial budget process. The criteria used for each priority is outlined as follows: Priority 1: A. Eliminates a hazard B. Satisfies an obligation (i.e. federal and state mandates, City Council goals, developer agreements and legal contracts) C. Funded entirely by sources other than CIP dollars (i.e. open space funds, developer escrow, CDBG funds, Regional Transportation District, etc) Priority 2: A. Eliminates a hazard B. Satisfies an obligation (i.e. federal and state mandates, City Council goals, developer agreements and legal contracts) C. Receives funding from other sources and/or CIP dollar revenue Priority 3: A. May eliminate a hazard B. Does not satisfy an obligation C. Does not have funding available other than CIP dollars

PERFORMANCE MEASURES – 2011 and 2012 • • •

Realize 98% of revenues identified for specific projects.

Projects are completed at or below original budget estimates.

Start and complete 90% of projects in accordance with the time line indicated in the budget.

MAJOR ACCOMPLISHMENTS: • • • • • • •

In 2009, improved 97.13 lane miles and added 2.12 new lane miles In 2010, improved 113.10 lane miles and added 11.35 new lane miles Completed the restoration of the Churches Ranch Barn Completed the landscaping of the Van Bibber Creek project Completed the installation of the traffic signal at 64th and Lloyd Completed the cart paths at West Woods Golf Course Completed the low water usage gardens at the Majestic View Nature Center

87

CITY OF

ARVADA

CAPITAL IMPROVEMENTS

• • • •

Completed the installation of the new CIS software Completed the Olde Wadsworth Sanitary Sewer extension Completed the Ralston Valley High School round about Completed the Kipling Street Bridge replacement

CIP RELATED CITY COUNCIL OBJECTIVES: • Develop and maintain resource management plans for all city-owned open space properties that define appropriate public use and ecosystem management strategies.

• Provide parks and recreational facilities to meet the programmed and un-programmed recreational needs of Arvada area residents by acquiring and developing an adequate amount of parkland to meet the diverse needs of the community.

• Protect important open space areas in and around the City by targeting and protecting open space areas that are priorities for protection, including, riparian areas and drainage corridors, important wildlife habitat and corridors, areas with threatened or endangered species, areas of unique natural vegetation, water bodies, community buffers, scenic areas, view corridors, strategically located undeveloped land within already developed areas of the City Of Arvada, and historic and cultural resources sites; and, work with other public and private organizations to study and identify critical natural areas for preservation.

• Develop an adequate level of funding for planning, acquiring, developing, enhancing, and maintaining parks, trails, and open spaces.

• Provide long-term financial sustainability for on-going operations and capital improvements by developing and maintaining a coordinated strategic funding plan.

• Maintain an internal and external communications program • Manage Arvada Reservoir and Welton Reservoir as places protected through on-going management and stewardship.

• Ensure that existing demands and future demands are met through the development of new golf recreational facilities.

• Identify alternative long-term funding sources for park maintenance • Provide effective and efficient golf course administration that excels at financial resource management and personnel management.

• Plan for future expansion needs, and improve and maintain physical appearance and efficiency of existing City facilities.

• Maximize use of available technology for efficiency, effectiveness, and/or public safety.

• Complete and maintain a safe and well-planned transportation system to meet community needs, including vehicle, pedestrian, bicycle, commuter rail, and mass transit.

• Maintain clear and safe streets for the entire City.

• Preserve transportation rights-of-way throughout the City.

88

CITY OF

ARVADA

CAPITAL IMPROVEMENTS

STREETS AND TRAFFIC CAPITAL PROJECTS Description of Revenues General CIP: Per the Charter, 60% of the first cent of general sales tax revenue (20%) Intergovernmental: Funding from counties, state, and federal governments Developer & Private Contributions: Park Development Fees, Lands Dedicated, grants, etc.

Enterprise Revenues: Water tap fees, 3¢ charged per 1,000 gallons of water sold, etc.

Other: One-time fund balance transfers to CIP, interest earnings on fund balances, etc.

Description of Project Types Taking Lasting Care (TLC): Maintenance of existing site or infrastructure Improvements: Creation of something new where nothing similar existed before Blended: Scope of project involves both maintaining what previously existed and creating new improvements

Revenues -General CIP -Intergovernmental -Developer & Private Contrib.

-Enterprise Revenues -Other TOTAL Project Types

2011 $1,391,260 $0 $0 $0 $0 $1,391,260

2012 $1,629,095 $0 $0 $0 $8,325,000 $9,954,095

2011

2012 $101,959 $9,852,136 $0 $9,954,095

-TLC -Improvements -Blended Projects TOTAL TOTAL FOR 2011 – 2012

$96,950 $1,294,310 $0 $1,391,260 $11,345,355

89

CITY OF

ARVADA

CAPITAL IMPROVEMENTS

STREETS & TRAFFIC PROJECTS FOR 2011 & 2012 TLC Long Life Markings Sidewalks

$83,636 $52,273

Guardrail Replacement

$63,000

IMPROVEMENTS Railroad Quiet Zones $700,000 Video Detection $41,818 W 72nd/Indiana Intersection Improvements $150,000 Traffic Signals Intersection Safety Improvements Safe Routes Program Bike/Ped Program

$209,090

$104,545 $41,818 $104,545

Kipling Street Enhancements ADA Ramps Collector Street Improvements Arterial Street Improvements City Share of Arterial Streets Relocation of Irrigation Ditch TOTAL

$198,909

TOTAL

$364,996 $175,636

IMPROVEMENTS 56th Ave Intersection $2,000,000 Arterial Fencing $475,000 Final Design Indiana st & 72nd Ave $150,000 Gold Line Parking $750,000 Gold Line Enhancements Missing Sidewalks Ralston Road Various Intersection Improvements

$1,400,000 $250,000 $300,000

$3,000,000

$110,818 $209,090 $209,090 $400,000 $2,821,446

90

TOTAL

$8,325,000

CITY OF

ARVADA

CAPITAL IMPROVEMENTS

*Project locations are based on plans current as of the date of publication and are subject to change. Because not all projects have particular sites, or locations are not currently determinable, some may not be depicted above. **Operational project locations are based on initial plans made by Public Works for work in 2011 and 2012 and are subject to revision. As depicted, these locations represent the approximate area of planned work.

91

CITY OF

ARVADA

CAPITAL IMPROVEMENTS

PARKS CAPITAL PROJECTS Description of Revenues General CIP: Per the Charter, 60% of the first cent of general sales tax revenue (20%) Intergovernmental: Funding from counties, state, and federal governments Developer & Private Contributions: Park Development Fees, Lands Dedicated, grants, etc.

Enterprise Revenues: Water tap fees, 3¢ charged per 1,000 gallons of water sold, etc.

Other: One-time fund balance transfers to CIP, interest earnings on fund balances, etc.

Description of Project Types Taking Lasting Care (TLC): Maintenance of existing site or infrastructure Improvements: Creation of something new where nothing similar existed before Blended: Scope of project involves both maintaining what previously existed and creating new improvements

Revenues -General CIP -Intergovernmental -Developer & Private Contrib.

-Enterprise Revenues -Other TOTAL Project Types -TLC -Improvements -Blended Projects TOTAL TOTAL FOR 2011 – 2012

2011 $2,350,000 $507,000 $5,384,708 $38,846 $1,400,000 $9,680,555

2012 $2,350,000 $200,000 $5,823,493 $209,692 $1,500,000 $10,083,185

2011 $3,086,203 $6,594,352 $0 $9,680,555 $12,910,555

2012 $2,380,000 $850,000 $0 $3,230,000

92

CITY OF

ARVADA

CAPITAL IMPROVEMENTS

PARKS PROJECTS FOR 2011 & 2012 TLC Bridgeside Park Playground & Trl Club Crest Park Trl and Trl Bridges Club Crest PG Columbine Park PG & Irr. Davis Lane Park Playground Fitzmorris Park Irr. Harry S. Truman Park Trl Homestead Park PG & Trl Ladybug Park PG Lake Arbor Parkway Irr. Lew Walsh Park PG & Irr. Leyden Creek Park PG & Irr.

TLC

$275,000

$175,000 $175,000 $275,000 $171,633

Majestic View Park PG

$175,000

Medians on 80th Michael Northey Park PG

$1,000,000 $175,000

Oak Park Irr. Ralston Creek Trl @ ATC

$225,000

$175,000 $110,000 $275,000

Forest Springs Park Four Acre Lake Park

$1,157,584 $360,072

$325,000 $101,101

$125,000 $120,000

IMPROVEMENTS East Area ParkAcq. & First Phase $1,556,793

Sunrise Park PG, Trl, & Irr. Thundercloud Park PG, Trl, & Irr. Vol.Firefighters Park PG, Trl and Irr. West Woods Park PG Yankee Doodle Park PG

Hills at Standley Lake Park O'Kane Skate Park

$420,915 $307,000

$225,000

Saddlebrook Park

$546,981

$269,493

South Central Park-Acquisition

$957,365

$565,000 $3,976 $175,000

South Central Park-First Phase Spring Mesa Park Sunrise Ridge Park-Phase Two

$850,000 $592,781 $694,860

$350,000 TOTAL

$5,466,203

93

TOTAL

$7,444,352

CITY OF

ARVADA

CAPITAL IMPROVEMENTS

*Project locations are based on plans current as of the date of publication and are subject to change. Because not all projects have particular sites, or locations are not currently determinable, some may not be depicted above.

94

CITY OF

ARVADA

CAPITAL IMPROVEMENTS

FACILITIES CAPITAL PROJECTS Description of Revenues General CIP: Per the Charter, 60% of the first cent of general sales tax revenue (20%) Intergovernmental: Funding from counties, state, and federal governments Developer & Private Contributions: Park Development Fees, Lands Dedicated, grants, etc.

Enterprise Revenues: Water tap fees, 3¢ charged per 1,000 gallons of water sold, etc.

Other: One-time fund balance transfers to CIP, interest earnings on fund balances, etc.

Description of Project Types Taking Lasting Care (TLC): Maintenance of existing site or infrastructure Improvements: Creation of something new where nothing similar existed before Blended: Scope of project involves both maintaining what previously existed and creating new improvements

Revenues -General CIP -Intergovernmental -Developer & Private Contrib.

-Enterprise Revenues -Other TOTAL Project Types

2011 $110,000 $0 $0 $0 $0 $110,000

2012 $110,000 $0 $0 $0 $200,000 $310,000

2011

2012 $250,000 $0 $60,000 $310,000

-TLC -Improvements -Blended Projects TOTAL TOTAL FOR 2011 – 2012

$50,000 $0 $60,000 $110,000 $420,000

95

CITY OF

ARVADA

CAPITAL IMPROVEMENTS

ARVADA CENTER PROJECTS FOR 2011 & 2012 TLC Arvada Center Small Major/ Capital Maint.

Arvada Center Seats TOTAL

IMPROVEMENTS

BLENDED

$100,000 $200,000 $300,000

TOTAL

$0

96

Public Art TOTAL

$120,000 $120,000

CITY OF

ARVADA

CAPITAL IMPROVEMENTS

97

CITY OF

ARVADA

CAPITAL IMPROVEMENTS

UTILITIES CAPITAL PROJECTS Description of Revenues General CIP: Per the Charter, 60% of the first cent of general sales tax revenue (20%) Intergovernmental: Funding from counties, state, and federal governments Developer & Private Contributions: Park Development Fees, Lands Dedicated, grants, etc.

Enterprise Revenues: Water tap fees, 3¢ charged per 1,000 gallons of water sold, etc.

Other: One-time fund balance transfers to CIP, interest earnings on fund balances, etc.

Description of Project Types Taking Lasting Care (TLC): Maintenance of existing site or infrastructure Improvements: Creation of something new where nothing similar existed before Blended: Scope of project involves both maintaining what previously existed and creating new improvements

Revenues

2011

-General CIP -Intergovernmental -Developer & Private Contrib.

-Enterprise Revenues -Other TOTAL Project Types

$0 $0 $0 $9,480,000 $0 $9,480,000 2011

-TLC -Improvements -Blended Projects TOTAL TOTAL FOR 2011 – 2012

$0 $2,580,000 $6,900,000 $9,480,000 $16,792,500

98

2012 $0 $0 $0 $7,312,500 $0 $7,312,500 2012 $50,000 $3,112,500 $4,150,000 $7,312,500

CITY OF

ARVADA

CAPITAL IMPROVEMENTS

UTILITIES PROJECTS FOR 2011 & 2012 TLC Pond Dredging

TOTAL

$50,000

$50,000

IMPROVEMENTS Leyden Storage Project $51,000 Denver Water Moffat Project $2,550,000 Ralston WTP Ponds $210,000 Acquiring Water Rights $452,000 Northwest System Improvements $270,000 Arvada WTP Plate Settlers & Building Addition $1,200,000 Cathodic Protection on 42" Pipeline $505,000 Water System Security $25,000 North System Oversizing $178,000 Easement Modifications $101,500 Leyden Area Oversizing $150,000

BLENDED Garrison Bridge Replacement $10,000,000 Misc. Drainage Projects $1,050,000

TOTAL

TOTAL

$5,692,500

99

$11,050,000

CITY OF

ARVADA

CAPITAL IMPROVEMENTS

*Project locations are based on plans current as of the date of publication and are subject to change. Because not all projects have particular sites, or locations are not currently determinable, some may not be depicted above.

100

CITY OF

ARVADA

CAPITAL IMPROVEMENTS

GOLF COURSE CAPITAL PROJECTS Description of Revenues General CIP: Per the Charter, 60% of the first cent of general sales tax revenue (20%) Intergovernmental: Funding from counties, state, and federal governments Developer & Private Contributions: Park Development Fees, Lands Dedicated, grants, etc.

Enterprise Revenues: Water tap fees, 3¢ charged per 1,000 gallons of water sold, etc.

Other: One-time fund balance transfers to CIP, interest earnings on fund balances, etc.

Description of Project Types Taking Lasting Care (TLC): Maintenance of existing site or infrastructure Improvements: Creation of something new where nothing similar existed before Blended: Scope of project involves both maintaining what previously existed and creating new improvements

Revenues

2011

-General CIP -Intergovernmental -Developer & Private Contrib.

-Enterprise Revenues -Other TOTAL

$0 $0 $0 $100,000 $100,000 $200,000

Project Types

2011 $100,000 $100,000 $0 $200,000 $300,000

-TLC -Improvements -Blended Projects TOTAL TOTAL FOR 2011 – 2012

101

2012 $0 $0 $0 $100,000 $0 $100,000 2012 $0 $100,000 $0 $100,000

CITY OF

ARVADA

CAPITAL IMPROVEMENTS

GOLF COURSE PROJECTS FOR 2011 & 2012 TLC WW Bunker Restoration Phase II

TOTAL

$100,000

$100,000

IMPROVEMENTS WW Cart & Equipment Building $100,000 Lake Arbor GC Restroom $100,000 TOTAL $200,000

102

BLENDED

TOTAL

$0

CITY OF

ARVADA

CAPITAL IMPROVEMENTS

103

CITY OF

ARVADA

CAPITAL IMPROVEMENTS

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104

CITY OF

ARVADA

2012 PAY PLAN SCHEDULES

2012 POSITION LIST

Title Accountant Accounting Manager Accounting Specialist Accounting Technician I Accounting Technician II Accounts Payable Technician Accreditation Specialist Administrative and Special Events Coordinator Administrative Coordinator Administrative Court Clerk Administrative Specialist I Administrative Specialist II Administrative Specialist III Administrative Specialist IV 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 Fleet Equipment Technician Assistant Golf Manager Assistant Golf Professional Associate Producer Associate Project Manager Associate Transportation Engineer Benefits Analyst Box Office Supervisor Budget Specialist Building Craftsworker Building Inspector (Combined I and II) Building Maintenance Leadworker Building Maintenance Worker 105

Authorized Positions 2012 3.00 1.00 1.00 0.50 2.00 1.00 1.00 1.00 1.00 6.00 0.00 1.00 11.75 7.00 1.00 6.00 1.00 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 2.00 1.00 7.00 2.00 3.00

Grade PROF5 MGMT5 PROF5 TBS3 TBS5 TBS6 PROF5 TBS7 TBS6 TBS4 TBS1 TBS2 TBS3 TBS5 MGMT3 TBS5 MGMT3 INFT1 TBS6 PROF3 MGMT6 PROF8 EXEC1 MGMT10 LTCU5 PROF4 TBS5 PROF5 IFNT1 PROF7 PROF6 MGMT3 PROF4 LTCU6 TBS7,8 MGMT4 LTCU4

CITY OF

ARVADA

2012 PAY PLAN SCHEDULES

Building Permit Coordinator Building Permit Technician Business Analyst Business Development Coordinator Business Development Manager Business Marketing Coordinator CAD / GIS Supervisor Chief Building Official 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 Specialist Communications Supervisor Community Communications Coordinator Compensation Technician 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

1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 6.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 3.00 3.00 0.50 1.00 5.00 1.00 1.00 19.00 3.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 106

TBS8 TBS5 PROF5 PROF4 MGMT5 TBS5 MGMT5 MGMT8 EXEC7 EXEC7 MGMT10 MGMT5 MGMT7 CS3 EXEC2 MGMT10 MGMT5 CS4 PROF7 MGMT7 MGMT9 PROF2 MGMT7 TBS6 TBS4 MGMT8 TBS6 MGMT4 TBS3 TBS6 TBS7 LTCU7 MGMT5 MGMT5 MGMT9 PROF3 PROF1 MGMT6 TBS6 LTCU5 PROF4

CITY OF

ARVADA

2012 PAY PLAN SCHEDULES

Crew Supervisor Crime Analyst Criminalist Custodian Customer Service Representative Dance Coordinator Deputy City Attorney Deputy City Clerk Deputy City Manager 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 and Marketing Specialist Education Assistant Education Coordinator Electrician Electro Mechanical Technician Emergency Management Coordinator Employment Manager Engineering Technician I Engineering Technician II Environmental Education Specialist Environmental Health and Safety Officer Evidence Technician Executive Assistant Executive Chef Executive Director Arvada Center Executive Secretary Exhibition Designer 107

1.00 2.00 2.00 11.00 2.00 0.50 1.00 1.00 2.00 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 1.00 1.00 1.00 1.00 1.00 1.00 5.00 0.90 1.00 0.00 3.00 1.00 1.00 3.00 1.00 1.00 1.00 4.00 1.00

MGMT5 PROF6 TBS9 LTCU1 TBS3 PROF2 MGMT11 TBS6 EXEC8 MGMT7 PD4 INFT1 MGMT7 PROF4 PROF4 EXEC6 EXEC4 EXEC7 EXEC6 MGMT8 EXEC6 EXEC7 EXEC7 MGMT6 PROF6 TBS3 MGMT3 LTCU9 LTCU9 MGMT7 MGMT8 TBS6 TBS7 TBS6 PROF6 TBS6 TBS8 MGMT5 EXEC6 TBS6 PROF2

CITY OF

ARVADA

2012 PAY PLAN SCHEDULES

Facilities Manager Financial Systems Analyst Fleet Equipment Technician Fleet Manager Fleet Services Coordinator Food Services Manager Gallery Museum Manager GEO Data Services Manager GIS Technician I GIS Technician II Golf Course Computerized Irrigation Technician Golf Course Equipment Mechanic Golf Course Equipment Mechanic Leadworker 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 Hospitality Services Supervisor House Manager Housing Rehabilitation / Loan Specialist Housing Services Specialist Housing Specialist Housing / Neighborhood Revitalization Manager Human Resources Analyst HVAC Specialist Information Systems Manager Investigations Specialist Investment Manager Irrigation Crew Supervisor Irrigation Maintenance Leadworker Irrigation Maintenance Worker Lead Theater Technician Legal Assistant Legal Secretary Legal Support Supervisor Liquor Licensing Control Administrator 108

1.00 2.00 10.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 4.00 1.00 1.00 1.00 1.00 1.00

MGMT5 PROF7 LTCU7 MGMT8 MGMT4 MGMT7 MGMT6 MGMT7 TBS5 TBS7 LTCU6 LTCU6 LTCU7 LTCU7 LTCU5 MGMT8 MGMT5 PROF4 PROF5 MGMT6 PROF4 MGMT4 MGMT2 PROF4 PROF6 TBS5 TBS6 MGMT9 PROF5 LTCU8 MGMT10 TBS7 MGMT6 MGMT5 LTCU8 LTCU5 TBS3 TBS7 TBS5 MGMT4 TBS8

CITY OF

ARVADA

2012 PAY PLAN SCHEDULES

Litigation Support Specialist Manager of City Facilities Manager of Golf Course Operations Manager of Marketing and Patron Services Multi Media Technician Municipal Inspector I Municipal Inspector II Municipal Judge Municipal Services Worker Nature Center Director Network Administrator Network System Manager Online Marketing Coordinator Oracle Software Administrator Parks and Urban Design Manager Parks Maintenance Leadworker Parks Manager Parks Supervisor Parks Worker II Parts Specialist Patrol Investigative Specialist Pavement Manager Payroll Administrator Performing Arts Manager Planning Manager Plant Operator (Combined A, B, C & D) Police Business Analyst Police Commander Police Courier Police Officer Police Property and Equipment Specialist Police Sergeant Police Services Technician Police Systems Analyst Police Systems Manager Police Systems Technician Printing Technician Procurement Specialist Production Coordinator Production Manager Property and Casualty Claims Manager

1.00 1.00 1.00 1.00 3.00 0.00 7.00 1.00 1.00 1.00 1.00 1.00 0.75 1.00 1.00 6.00 1.00 4.00 18.00 1.00 0.50 1.00 1.00 1.00 1.00 5.00 1.00 6.00 0.75 136.00 1.00 21.00 6.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 109

TBS7 MGMT9 MGMT8 MGMT6 PROF4 TBS6 TBS8 CS1 LTCU2 MGMT3 INFT1 MGMT9 PROF3 INFT2 MGMT8 LTCU8 MGMT8 MGMT5 LTCU5 LTCU5 TBS7 MGMT5 TBS9 MGMT6 MGMT9 LTCU5,6,7,8 INFT1 PD3 TBS3 PD1 TBS7 PD2 TBS5 INFT3 MGMT9 TBS7 TBS6 PROF4 PROF4 MGMT3 PROF6

CITY OF

ARVADA

2012 PAY PLAN SCHEDULES

Public Information Officer Public Works Project Manager Publicist Purchasing Manager Records and Evidence Supervisor Regulatory and Environmental Compliance Manager Revenue Manager Revenue Technician Revenue Technician Lead Risk Management and Wellness Technician Risk Manager Sales Tax Auditor Sales Tax Auditor Lead School Programs Coordinator Section 8 Program Supervisor Security Operations Officer Senior Accountant Senior Assistant City Attorney Senior Compensation Consultant Senior Customer Service Representative Senior Database Administrator Senior GIS Analyst Senior Human Resources Analyst Senior Landscape Architect Senior Network Administrator Senior Planner Service Desk Manager Services Technician Shop Supervisor Software Application Support Specialist Soils Technician Sound Technician Storeskeeper Stormwater and Environmental Compliance Administrator Streets Foreman Streets Manager Streets Supervisor Streets Technician (Combined I, II, III & IV) Support Specialist Survey Party Chief Survey Technician II 110

1.00 1.00 1.00 1.00 1.00 1.00 1.00 5.50 1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 5.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 6.00 1.00 0.50 2.00 1.00 1.00 1.00 1.00

PROF8 PROF8 PROF4 MGMT6 MGMT3 MGMT8 MGMT7 TBS3 TBS4 TBS5 MGMT7 PROF5 PROF6 PROF3 MGMT4 TBS2 MGMT5 PROF11 PROF8 TBS5 INFT5 PROF6 PROF7 PROF8 INFT3 PROF7 MGMT7 TBS2 MGMT4 TBS8 TBS8 TBS4 LTCU5

1.00 6.00 1.00 3.00 21.00 10.00 1.00 1.00

MGMT5 LTCU9 MGMT8 MGMT6 LTCU3,5,6,7 TBS3 MGMT4 TBS5

CITY OF

ARVADA

2012 PAY PLAN SCHEDULES

Survey Technician III Sustainability Coordinator Systems Administrator Technical Director Technical Systems Project Manager Teen Court Coordinator / Administrative Court Clerk Telecommunication Network Administrator Television Services Administrator Theater Electrician Traffic Engineer Traffic Engineering Manager Traffic Engineering Technician Traffic Sign and Marking Technician Traffic Technician Transportation Engineer Utility Foreman Utility Service Representative Utility Service Representative Lead Utility Supervisor Utility System Technician (Combined I, II, III & IV) Wastewater Collection Manager Water Quality Administrator Water Quality Analyst Water Resources Administrator Water Resources Analyst Water System Manager Water Treatment Manager Web Systems Administrator Web Systems Project Manager Youth Symphony Coordinator Total For 2012:

111

1.00 1.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 8.00 2.00 1.00 7.00 26.00 1.00 1.00 2.00 1.00 0.50 1.00 1.00 1.00 1.00 0.50 678.15

TBS6 PROF3 INFT2 PROF1 INFT5 TBS5 INFT1 MGMT4 LTCU5 MGMT9 MGMT7 TBS7 TBS6 LTCU5 PROF8 LTCU9 TBS3 TBS5 MGMT6 LTCU4,5,6,7 MGMT8 MGMT5 TBS8 MGMT8 PROF6 MGMT8 MGMT8 INFT2 INFT4 PROF3

CITY OF

ARVADA

2012 PAY PLAN SCHEDULES

2012 Salary Schedule ANNUAL EXEC1 EXEC2 EXEC3 EXEC4 EXEC5 EXEC6 EXEC7 EXEC8

1 $ 71,167 $ 76,903 $ 83,101 $ 89,799 $ 97,037 $ 104,858 $ 113,310 $ 122,442

$ $ $ $ $ $ $ $

2 73,835 79,787 86,217 93,167 100,676 108,790 117,559 127,034

3.75% 3.75% 3.75% 3.75% 3.75% 3.75% 3.75% 3.75%

INFT1 INFT2 INFT3 INFT4 INFT5

$ $ $ $ $

60,559 65,524 70,897 76,711 83,001

LTCU1 LTCU2 LTCU3 LTCU4 LTCU5 LTCU6 LTCU7 LTCU8 LTCU9

$ $ $ $ $ $ $ $ $

MGMT1 MGMT2 MGMT3 MGMT4 MGMT5 MGMT6 MGMT7 MGMT8 MGMT9 MGMT10 MGMT11

3.50% 3.50% 3.50% 3.50% 3.50% 3.50% 3.50% 3.50%

3 $ 76,420 $ 82,579 $ 89,235 $ 96,427 $ 104,199 $ 112,598 $ 121,673 $ 131,480

3.75% 3.75% 3.75% 3.75% 3.75%

$ $ $ $ $

24,230 26,435 29,142 32,126 35,416 39,043 43,041 47,448 52,307

3.75% 3.75% 3.75% 3.75% 3.75% 3.75% 3.75% 3.75% 3.75%

$ 38,821 $ 42,804 $ 47,196 $ 52,038 $ 57,377 $ 63,264 $ 69,755 $ 76,912 $ 84,803 $ 93,503 $ 103,097

3.75% 3.75% 3.75% 3.75% 3.75% 3.75% 3.75% 3.75% 3.75% 3.75% 3.75%

3.25% 3.25% 3.25% 3.25% 3.25% 3.25% 3.25% 3.25%

4 $ 78,903 $ 85,263 $ 92,135 $ 99,561 $ 107,586 $ 116,257 $ 125,628 $ 135,753

62,830 67,982 73,556 79,588 86,114

3.50% 3.50% 3.50% 3.50% 3.50%

$ $ $ $ $

$ $ $ $ $ $ $ $ $

25,139 27,427 30,235 33,331 36,744 40,507 44,655 49,227 54,268

3.50% 3.50% 3.50% 3.50% 3.50% 3.50% 3.50% 3.50% 3.50%

$ $ $ $ $ $ $ $ $

$ $ $ $ $ $ $ $ $ $ $

40,276 44,409 48,965 53,989 59,529 65,636 72,371 79,796 87,983 97,010 106,963

3.50% 3.50% 3.50% 3.50% 3.50% 3.50% 3.50% 3.50% 3.50% 3.50% 3.50%

3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00%

5 $ 81,270 $ 87,821 $ 94,899 $ 102,548 $ 110,813 $ 119,745 $ 129,396 $ 139,826

3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00%

6 $ 83,709 $ 90,456 $ 97,746 $ 105,625 $ 114,138 $ 123,337 $ 133,278 $ 144,021

3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00%

7 $ 86,220 $ 93,169 $ 100,679 $ 108,793 $ 117,562 $ 127,038 $ 137,277 $ 148,341

2.50% 2.50% 2.50% 2.50% 2.50% 2.50% 2.50% 2.50%

8 $ 88,375 $ 95,498 $ 103,196 $ 111,513 $ 120,501 $ 130,213 $ 140,709 $ 152,050

65,029 70,361 76,131 82,373 89,128

3.25% 3.25% 3.25% 3.25% 3.25%

$ $ $ $ $

26,018 28,387 31,293 34,498 38,030 41,925 46,218 50,950 56,168

3.25% 3.25% 3.25% 3.25% 3.25% 3.25% 3.25% 3.25% 3.25%

$ $ $ $ $ $ $ $ $

$ 41,686 $ 45,963 $ 50,679 $ 55,879 $ 61,612 $ 67,934 $ 74,903 $ 82,589 $ 91,062 $ 100,405 $ 110,707

3.25% 3.25% 3.25% 3.25% 3.25% 3.25% 3.25% 3.25% 3.25% 3.25% 3.25%

67,142 72,648 78,605 85,050 92,025

3.00% 3.00% 3.00% 3.00% 3.00%

$ $ $ $ $

69,156 74,827 80,963 87,602 94,785

3.00% 3.00% 3.00% 3.00% 3.00%

$ $ $ $ $

71,231 77,072 83,392 90,230 97,629

3.00% 3.00% 3.00% 3.00% 3.00%

$ 73,368 $ 79,384 $ 85,894 $ 92,937 $ 100,558

3.00% 3.00% 3.00% 3.00% 3.00%

$ 75,569 $ 81,766 $ 88,470 $ 95,725 $ 103,574

2.50% 2.50% 2.50% 2.50% 2.50%

$ 77,458 $ 83,810 $ 90,682 $ 98,118 $ 106,164

2.50% 2.50% 2.50% 2.50% 2.50%

$ 79,395 $ 85,905 $ 92,949 $ 100,571 $ 108,818

2.25% 2.25% 2.25% 2.25% 2.25%

$ 81,181 $ 87,838 $ 95,041 $ 102,834 $ 111,266

2.00% 2.00% 2.00% 2.00% 2.00%

$ 82,805 $ 89,595 $ 96,941 $ 104,891 $ 113,492

26,864 29,309 32,310 35,619 39,266 43,287 47,720 52,606 57,993

3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00%

$ $ $ $ $ $ $ $ $

27,670 30,188 33,280 36,687 40,444 44,586 49,151 54,184 59,733

3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00%

$ $ $ $ $ $ $ $ $

28,500 31,094 34,278 37,788 41,658 45,923 50,626 55,810 61,525

3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00%

$ $ $ $ $ $ $ $ $

29,355 32,027 35,306 38,922 42,907 47,301 52,145 57,484 63,371

3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00%

$ $ $ $ $ $ $ $ $

30,236 32,988 36,366 40,089 44,195 48,720 53,709 59,209 65,272

2.50% 2.50% 2.50% 2.50% 2.50% 2.50% 2.50% 2.50% 2.50%

$ $ $ $ $ $ $ $ $

30,992 33,812 37,275 41,092 45,299 49,938 55,052 60,689 66,904

2.50% 2.50% 2.50% 2.50% 2.50% 2.50% 2.50% 2.50% 2.50%

$ $ $ $ $ $ $ $ $

31,766 34,658 38,207 42,119 46,432 51,186 56,428 62,206 68,576

2.25% 2.25% 2.25% 2.25% 2.25% 2.25% 2.25% 2.25% 2.25%

$ $ $ $ $ $ $ $ $

32,481 35,437 39,066 43,067 47,477 52,338 57,698 63,606 70,119

2.00% 2.00% 2.00% 2.00% 2.00% 2.00% 2.00% 2.00% 2.00%

$ $ $ $ $ $ $ $ $

$ 43,041 $ 47,457 $ 52,326 $ 57,695 $ 63,614 $ 70,141 $ 77,338 $ 85,273 $ 94,022 $ 103,668 $ 114,305

3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00%

$ 44,332 $ 48,881 $ 53,896 $ 59,426 $ 65,523 $ 72,246 $ 79,658 $ 87,831 $ 96,842 $ 106,778 $ 117,734

3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00%

$ 45,662 $ 50,347 $ 55,513 $ 61,209 $ 67,489 $ 74,413 $ 82,048 $ 90,466 $ 99,748 $ 109,982 $ 121,266

3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00%

$ 47,032 $ 51,857 $ 57,178 $ 63,045 $ 69,513 $ 76,645 $ 84,509 $ 93,180 $ 102,740 $ 113,281 $ 124,904

3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00%

$ 48,443 $ 53,413 $ 58,894 $ 64,936 $ 71,599 $ 78,945 $ 87,044 $ 95,975 $ 105,822 $ 116,680 $ 128,651

2.50% 2.50% 2.50% 2.50% 2.50% 2.50% 2.50% 2.50% 2.50% 2.50% 2.50%

$ 49,654 $ 54,748 $ 60,366 $ 66,560 $ 73,389 $ 80,918 $ 89,221 $ 98,375 $ 108,468 $ 119,597 $ 131,867

2.50% 2.50% 2.50% 2.50% 2.50% 2.50% 2.50% 2.50% 2.50% 2.50% 2.50%

$ 50,895 $ 56,117 $ 61,875 $ 68,224 $ 75,223 $ 82,941 $ 91,451 $ 100,834 $ 111,179 $ 122,587 $ 135,164

2.25% 2.25% 2.25% 2.25% 2.25% 2.25% 2.25% 2.25% 2.25% 2.25% 2.25%

$ 52,040 $ 57,380 $ 63,267 $ 69,759 $ 76,916 $ 84,807 $ 93,509 $ 103,103 $ 113,681 $ 125,345 $ 138,205

2.00% 2.00% 2.00% 2.00% 2.00% 2.00% 2.00% 2.00% 2.00% 2.00% 2.00%

$ 53,081 $ 58,527 $ 64,533 $ 71,154 $ 78,454 $ 86,504 $ 95,379 $ 105,165 $ 115,955 $ 127,852 $ 140,969

112

9

10

11

12

33,131 36,146 39,848 43,928 48,426 53,385 58,852 64,878 71,522

CITY OF

ARVADA

2012 PAY PLAN SCHEDULES

ANNUAL PD1 PD2 PD3 PD4 PR1 PR2

1 $ 52,489 $ 76,329 $ 95,250 $ 107,050 $ 48,320 $ 49,862

7.00% 3.50% 2.42% 2.50%

$ $ $ $

2 56,164 79,001 97,555 109,726

PROF1 PROF2 PROF3 PROF4 PROF5 PROF6 PROF7 PROF8 PROF9 PROF10 PROF11

$ $ $ $ $ $ $ $ $ $ $

TBS1 TBS2 TBS3 TBS4 TBS5 TBS6 TBS7 TBS8 TBS9

$ $ $ $ $ $ $ $ $

7.00% 3.35% 2.40% 2.10%

3 $ 60,095 $ 81,647 $ 99,896 $ 112,030

6.50% 3.25% 2.00% 2.04%

4 $ 64,001 $ 84,301 $ 101,894 $ 114,316

6.14% 3.25% 2.00% 2.00%

5 6 $ 67,931 6.00% $ 72,007 $ 87,040 3.24% $ 89,860 $ 103,932 $ 116,602

32,624 36,050 39,835 44,018 48,640 53,747 59,391 65,627 72,517 80,132 88,546

3.75% 3.75% 3.75% 3.75% 3.75% 3.75% 3.75% 3.75% 3.75% 3.75% 3.75%

$ $ $ $ $ $ $ $ $ $ $

33,848 37,402 41,329 45,669 50,464 55,763 61,618 68,088 75,237 83,137 91,866

3.50% 3.50% 3.50% 3.50% 3.50% 3.50% 3.50% 3.50% 3.50% 3.50% 3.50%

$ $ $ $ $ $ $ $ $ $ $

35,033 38,711 42,776 47,267 52,230 57,714 63,774 70,471 77,870 86,046 95,081

3.25% 3.25% 3.25% 3.25% 3.25% 3.25% 3.25% 3.25% 3.25% 3.25% 3.25%

$ $ $ $ $ $ $ $ $ $ $

36,171 39,969 44,166 48,803 53,928 59,590 65,847 72,761 80,401 88,843 98,172

3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00%

$ 37,256 $ 41,168 $ 45,491 $ 50,267 $ 55,546 $ 61,378 $ 67,822 $ 74,944 $ 82,813 $ 91,508 $ 101,117

3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00%

$ 38,374 $ 42,403 $ 46,856 $ 51,775 $ 57,212 $ 63,219 $ 69,857 $ 77,192 $ 85,297 $ 94,254 $ 104,150

3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00%

$ 39,525 $ 43,675 $ 48,261 $ 53,329 $ 58,928 $ 65,116 $ 71,953 $ 79,508 $ 87,856 $ 97,081 $ 107,275

3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00%

$ 40,711 $ 44,986 $ 49,709 $ 54,929 $ 60,696 $ 67,069 $ 74,111 $ 81,893 $ 90,492 $ 99,994 $ 110,493

2.50% 2.50% 2.50% 2.50% 2.50% 2.50% 2.50% 2.50% 2.50% 2.50% 2.50%

$ 41,729 $ 46,110 $ 50,952 $ 56,302 $ 62,214 $ 68,746 $ 75,964 $ 83,940 $ 92,754 $ 102,493 $ 113,255

2.50% 2.50% 2.50% 2.50% 2.50% 2.50% 2.50% 2.50% 2.50% 2.50% 2.50%

$ 42,772 $ 47,263 $ 52,226 $ 57,709 $ 63,769 $ 70,465 $ 77,863 $ 86,039 $ 95,073 $ 105,056 $ 116,087

2.25% 2.25% 2.25% 2.25% 2.25% 2.25% 2.25% 2.25% 2.25% 2.25% 2.25%

$ 43,734 $ 48,327 $ 53,401 $ 59,008 $ 65,204 $ 72,050 $ 79,615 $ 87,975 $ 97,212 $ 107,419 $ 118,699

2.00% 2.00% 2.00% 2.00% 2.00% 2.00% 2.00% 2.00% 2.00% 2.00% 2.00%

$ 44,609 $ 49,293 $ 54,469 $ 60,188 $ 66,508 $ 73,491 $ 81,208 $ 89,734 $ 99,156 $ 109,568 $ 121,073

25,475 28,060 30,908 34,046 37,501 41,308 45,500 50,118 55,206

3.75% 3.75% 3.75% 3.75% 3.75% 3.75% 3.75% 3.75% 3.75%

$ $ $ $ $ $ $ $ $

26,430 29,113 32,067 35,322 38,907 42,857 47,206 51,998 57,276

3.50% 3.50% 3.50% 3.50% 3.50% 3.50% 3.50% 3.50% 3.50%

$ $ $ $ $ $ $ $ $

27,355 30,131 33,190 36,559 40,269 44,357 48,859 53,818 59,280

3.25% 3.25% 3.25% 3.25% 3.25% 3.25% 3.25% 3.25% 3.25%

$ $ $ $ $ $ $ $ $

28,244 31,111 34,268 37,747 41,578 45,798 50,447 55,567 61,207

3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00%

$ $ $ $ $ $ $ $ $

3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00%

$ $ $ $ $ $ $ $ $

3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00%

$ $ $ $ $ $ $ $ $

3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00%

$ $ $ $ $ $ $ $ $

2.50% 2.50% 2.50% 2.50% 2.50% 2.50% 2.50% 2.50% 2.50%

$ $ $ $ $ $ $ $ $

2.50% 2.50% 2.50% 2.50% 2.50% 2.50% 2.50% 2.50% 2.50%

$ $ $ $ $ $ $ $ $

2.25% 2.25% 2.25% 2.25% 2.25% 2.25% 2.25% 2.25% 2.25%

$ $ $ $ $ $ $ $ $

2.00% 2.00% 2.00% 2.00% 2.00% 2.00% 2.00% 2.00% 2.00%

$ $ $ $ $ $ $ $ $

29,091 32,044 35,297 38,879 42,825 47,172 51,960 57,234 63,043

29,964 33,005 36,355 40,045 44,110 48,587 53,519 58,951 64,935

113

7

30,863 33,996 37,446 41,247 45,433 50,045 55,124 60,719 66,883

8

31,789 35,015 38,569 42,484 46,796 51,546 56,778 62,541 68,889

9

32,584 35,891 39,534 43,546 47,966 52,835 58,198 64,105 70,611

10

33,398 36,788 40,522 44,635 49,165 54,156 59,652 65,707 72,377

11

34,150 37,616 41,434 45,639 50,272 55,374 60,995 67,186 74,005

12

34,833 38,368 42,262 46,552 51,277 56,482 62,215 68,529 75,485

CITY OF

ARVADA

2012 PAY PLAN SCHEDULES

This Page Intentionally Left Blank

114

RESOLUTION NO. Rll-150 A RESOLUTION ADOPTING THE BUDGET FOR FISCAL YEAR 2012 BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF ARVADA, COLORADO: Section 1: Pursuant to the provisions of Section 10.4 of the Home Rule Charter, there is hereby adopted the budget, which by reference is incorporated herein, for fiscal year 2012.

Section 2: This resolution shall be effective upon its approval by the City Council.

APPROVED AND ADOPTED this 24 th day of October, 2011

ATTEST:

115

COUNCIL BILL NO. 11-057 ORDINANCE NO. 4303 AN ORDINANCE APPROPRIATING FUNDS FOR FISCAL YEAR 2012 BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF ARVADA, COLORADO: Section I.

Pursuant to the provisions of Section 10.4 of the Home Rule Charter, there is hereby appropriated money for fiscal year 2012 by fund in the following amounts: Amount

Fund General Fund

66,500,632

Repayment Fund

225,000

Grants Fund

600,000

Lands Dedicated Fund

1,591,236

Drainage

1,956,941

Arvada Center Fund

10,843,836

Community Development Fund

960,451

Arvada Housing Authority

3,941,197

Parks Fund

7,289,653

Police Seizure Fund

25,000

COP Series 2005 Debt Service

1,408,731

Police Tax Increment .21

3,259,880

Police Tax Increment .25

3,600,097

Debt Service Fund

4,039,119 21,194,400

Capital Projects Fund Construction Fund

4,000,000

Water Fund

24,233,655

Wastewater Fund

11,399,220

Stormwater Fund

6,291,334

Golf Course Fund

3,874,445

Food Service Fund

2,241,784

Insurance Fund

2,519,896

Computers

3,753,215

Print Shop

389,265

Vehicles

4,366,176

Buildings

879,647

AEDA TOTAL APPROPRIATION

725,149 192,109,969

116

Section 2.

This ordinance shall be effective five days after publication following final passage.

rd

INTRODUCED, READ AND ORDERED PUBLISHED this 3 day of October, 2011.

APPROVED AND ADOPTED this 24 th day of October, 2011.

ATTEST:

VED AS TO FORM:

Publication Dates:

October 6,2011 October 27,2011

117

COUNCIL BILL NO. 11-058

ORDINANCE NO. 4304

AN ORDINANCE CERTIFYING THE CITY OF ARVADA MILL LEVY FOR 2011

FOR THE BOARD OF COUNTY COMMISSIONERS FOR

JEFFERSON AND ADAMS COUNTIES

BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF ARVADA, COLORADO: Section 1.

Pursuant to the provisions of CRS 39-5-128(1), the City of Arvada does hereby certify the levy at 4.31 mills to be assessed against all property within the City of Arvada for taxes to be collected in 2012 for the valuation year of 20 11.

Section 2. passage.

This ordinance shall take effect five days after publication following final

INTRODUCED, READ AND ORDERED PUBLISHED this 3rd day of October, 2011.

PASSED, ADOPTED, AND APPROVED this 24 th day of{)et~;.,.

ATTEST:

Publication Dates:

October 6, 2011 October 27,2011

118

RESOLUTION NO. Rll-171 A RESOLUTION ADOPTING THE PAY PLAN FOR FISCAL YEAR 2012

BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF ARVADA, COLORADO: Section 1.

In accordance with Section 7.1(c) of the Arvada City Charter and pursuant to Section 70-50.1 of the Arvada City Code, there is hereby adopted a pay plan, which is attached hereto as Exhibit "A" for fiscal year 2012.

Section 2.

The City Manager is directed to implement the revised pay plan for the first pay period in 2012.

Section 3.

Council.

This Resolution shall be effective upon its approval by the Arvada City

APPROVED AND ADOPTED this 5th day of December,

1.

Marc Williams, Mayor

ATTEST:

~

~c~ TeTk City

APPROVED AS TO FORM:

119

RESOLUTION NO. R II-lSI A RESOLUTION ADOPTING THE 2012 CAPITAL IMPROVEMENT FUND BUDGET AND ALLOCATING FOR SPECIFIC PROJECTS IN 2012 BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF ARVADA, COLORADO: Section I. Pursuant to the provisions of Section 2-295 of the Arvada City Code, the Council hereby adopts the Capital Improvement Fund Budget for 2012 and allocating for specific projects in 2012.

Section 2. This Resolution shall be effective upon its approval by the City Council.

APPROVED AND ADOPTED this 24 th day of October, 2011.

ATTEST:

120