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8101 Ralston Road, Arvada, CO 80002

2013-2014 Biennial Operating and Capital Budget

2013-2014 BIENNIAL OPERATING AND CAPITAL BUDGET TABLE OF CONTENTS Overview Budget Transmittal Letter............................................................................................................................................. 1-2 Community Profile...............................................................................................................................................................3 Legal Requirements and Budget Process.................................................................................................................... 4-6 Introduction......................................................................................................................................................................7-11 Proposed 2013-2014 Operating and Capital Budget Summary.............................................................................13-25 Ten-Year Assumptions and Models..............................................................................................................................27-43 Budget in Brief Section...................................................................................................................................................45-71 Department Areas Arvada Center for the Arts and Humanities..........................................................................................................73-82 Arvada Economic Development Association..........................................................................................................83-86 City Management and Public Representation........................................................................................................87-93 Community Development........................................................................................................................................ 95-101 Finance........................................................................................................................................................................103-109 General Administration.......................................................................................................................................... 111-114 Human Resources.....................................................................................................................................................115-118 Information Technology........................................................................................................................................ 119-123 Judicial........................................................................................................................................................................125-128 Legal............................................................................................................................................................................129-132 Parks, Golf and Hospitality Services.................................................................................................................. 133-142 Public Safety..............................................................................................................................................................143-154 Public Works and Utilities..................................................................................................................................... 155-163 Utilities...........................................................................................................................................................................165-173 Capital Improvement Program............................................................................................................................. 175-183 Debt Obligations...........................................................................................................................................................185-187 Additional Information 2013 Budget Adoption Resolution ...............................................................................................................................189 2013 Appropriation Ordinance ............................................................................................................................ 190-191 Mill Levy Ordinance .......................................................................................................................................................192 2013 Pay Plan Adoption Resolution ............................................................................................................................193 2013 Capital Improvement Adoption Resolution .....................................................................................................194 Pay Plan Position and Grade Schedules ............................................................................................................ 195-209 Glossary of Terms..................................................................................................................................................211-214

Cover Design Provided By: Special Thanks To:

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

2013-2014 BIENNIAL OPERATING AND CAPITAL 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 Michele Hovet George Boyle Christopher K. Daly Michael Elms Hazel Hartbarger Ron Czarnecki Robert Manwaring Linda Haley Maureen Phair Gordon Reusink Victoria A. Runkle Philip Sneed James Sullivan Don Wick Chris Koch Vicky Reier

City Manager Deputy 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 Executive Director of Arvada Urban Renewal Authority Director of Parks, Golf and Hospitality Services Director of Finance Executive Director of Arvada Center Director of Utilities Chief of Police City Clerk Assistant to the City Manager

2013-2014 BIENNIAL OPERATING AND CAPITAL BUDGET CITIZENS OF ARVADA

Mayor and City Council

City Attorney

Municipal Judge

City Manager

Deputy City Manager

iii

2013-2014 BIENNIAL OPERATING AND CAPITAL BUDGET

The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to the City of Arvada for its Biennial budget 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.

The City of Arvada has received this Distinguished Budget Presentation Award for the past 21 years!

February 15, 2013 Members of City Council City of Arvada 8101 Ralston Road Arvada, Colorado 80002 Members of City Council: Transmitted with this letter is the City of Arvada 2013 – 2014 Operating Budget. This document represents all of the decisions made during the budget adopted on October 22, 2012. As we discussed, there are few changes requested in 2013 and 2014 at this time. This budget is the beginning of a longer perspective on the challenges facing not only our community, but many local governments across the nation. As I have discussed with you, members of our organization and our community on many occasions, I am a strong proponent of long-range financial planning. Developing long range-financial plans encompasses many different elements, including ten-year planning for all major funds to view costs with a longer perspective, a ten-year Capital Improvement Plan that identifies projects, funding sources and any associated operating costs and the allocation of all resources in a manner that reflects the Council’s strategic priorities. These elements should also be consistent with departmental long-term planning efforts, such as the City’s Comprehensive Plan. All of these elements have been initiated and refined over these last 15 months, since my appointment as your city manager, which is a credit to our Finance staff and our operating departments who have embraced the long-term and strategic focus. In the document herein are ten-year plans for each Operating Fund. In the Overview, the assumptions and long-term challenges are identified for each Fund. We believe our assumptions are conservative, reflecting the increased sales tax collected in 2012 while exercising caution as we project future revenues. We are constantly working with various third-party economists to constantly review our analysis. We have provided a ten-year Capital Improvements Plan (CIP) with operating costs of changes included. We have complete alignment on the priorities – “Taking Lasting Care” of what we currently have, “Building Our Base” and finishing the projects we have started, and “Investing in the Future”, which is beginning a dialogue on the long-term strategic investments the City needs and wants to provide to our future residents. We are about to begin implementation of performance-based budgeting. In recognition of this very significant business transformation, we have named this new initiative FOCUS in order to emphasize the alignment of our resource allocation with the high priorities identified by the City Council and the community. Implementation of FOCUS will be a significant challenge for our entire organization. Having stated that, I can express with confidence this organization is ready to meet this challenge.

2013-2014 Biennial Operating and Capital Budget Members of City Council February 15, 2013 Page 2 This adopted Budget includes several other strategic planning initiatives. One major recommendation in the 2013 Budget is to appropriate $300,000 to update the Cityâ€™s Comprehensive Plan. We also have various other plans being developed: examination of long-range public safety space needs, historical inventory and some park master plans with our recreational partner, APEX. These considerations, combined with an uncertain economy, explain why the 2013 â€“ 2014 Budget has so few changes. We need to have a deeper dialogue on the overall economy, the impact of the Affordable Care Act and other financial influences on our ten-year financial plan. We will also have further discussions with you as we initiate FOCUS which will include the identification of your strategic priorities. Because of these issues, I do expect there will be changes in the 2014 Budget. Departments were very cognizant of the influences guiding this first budget. The budget process this year was much abbreviated with a discussion of longer term challenges than major 2013 issues. We know our City is physically growing. This growth will bring additional streets, more housing growth, public safety needs, park maintenance and a host of other needs to maintain the quality of life. We know we will have even more active areas with the advent of the Gold Line opening. As we head into 2014, we will be able to measure and document the current levels of service in many areas, and then confront the question of ways to maintain or improve these levels with different methodologies. We are going to strive for more efficient and effective ways to provide the services our citizens want while we meet the natural growth of our City. I want to thank all department directors and staff for this yearâ€™s budget discussions. Their acceptance that 2013 would be a year of setting a direction and providing me time to identify many base services helped the organization turn its attention to ten-year planning and development of a comprehensive capital planning document. Finally, you will note the budget document is quite different. First, the Overview section identifies the significant changes to the 2013 Budget both in terms of revenue and expenditures, and provides reasoning for continuing to be in a period of nominal change. We have provided a Budget in Brief that provides only the total financial and personnel budgets. The Budget Detail provides the details that have always been provided, and our goal is to provide even more in the future. The ten-year plans are documented in this section. The goal is to provide more measures as we progress through this process. The Capital Improvements Plan document provided more information than in the past in an easy to read format. We are working toward that now with the Budget document. I want to thank the Finance Staff for their work on this direction. Arlene Martinez receives a special appreciative note as this document uses completely new software and design to produce something that is more friendly and readable. Respectfully submitted,

Mark G. Deven City Manager

Budget Overview

2013-2014 BIENNIAL OPERATING AND CAPITAL BUDGET

Community Profile - Live, Work and Play ? ? Boulder University of Colorado - Boulder

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Denver International Airport

Arvada

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§ ¦ ¨

Per Capita Income Median Household Income Residents who Work in the City

§ ¦ ¨

121 V U

Colorado School of Mines

University of Colorado - Denver

Most Common Industries in Arvada Construction 14% Professional, Scientific, Technical 8% Public Administration 5% Accommodation/Food Services 4% Admin Support & Waste Management 4% Finance and Insurance 4% Educational Services 3%

§ ¦ ¨ 225

University of Denver

U V E 470

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Future Gold Line

? Existing Light Rail FasTracks Corridors ? Future Jefferson Parkway

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Centennial Airport

City of Arvada Higher Education NREL

to Colorado Springs

Arvada is an ideal place to live. Nestled between the foothills of the Rocky Mountains to the west and Denver to the east, Arvada is a thriving suburb with a safe, beautiful, dynamic and culturally rich environment.

–

Live

Source: www.city-data.com

–

City of Arvada at a Glance Incorporated 1904 Square Miles 38.26 Population 106,433 Households 42,701 Median Age 40.5 Housing Units 44,427 Median Home Value $241,800 Median Monthly Rent $967 Schools Elementary (K-8) Middle Schools (7-8) High Schools (9-12) Charter Schools Private & Parochial

$31,159 $66,378 10,896

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Denver

–

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Rocky Mountain Metropolitan Airport

Red Rocks Community College

Work

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to Mountain Communities

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• • • • • •

Play

–

163 Miles of Trails 87 Parks 51 Playgrounds 3 Golf Courses 3 Skate Parks 300 Annual Days of Sunshine

• Arvada Center * Classes * Outdoor Concerts * Plays/Musicals * Galleries * Spring & Summer Camps

22 5 4 3 5

Source: aeda.biz 3

2013-2014 BIENNIAL OPERATING AND CAPITAL BUDGET Charter establishes a Council-Manager form of government. The City’s governing body consists of an elected Mayor and six -member Council. The Mayor and Council appoint a City Manager. The City of Arvada is a “home rule” City, governed by its City Charter, the Colorado State Constitution, and City ordinances as adopted by the City Council.

LEGAL REQUIREMENTS AND BUDGET PROCESS The City of Arvada is a political subdivision of the State of Colorado, located in Jefferson and Adams Counties in the Northwest quadrant of the greater Denver, Colorado, metropolitan area. The City

FEBRUARY JANUARY

Revenue assumption criteria completed

Update ten-year model

MARCH Funding criteria developed for expenditures

APRIL

DECEMBER

Departments present capital requests, including associated operating costs

Publication of Budget and CIP

2013 BUDGET PROCESS CALENDAR

OCTOBER Adoption of 2013-2014 Operating Budget and CIP with ten-year considerations

MAY City Manager & departments develop Capital Improvement recommendations

AUGUST Council reviews recommended 2013-2014 operating budgets with ten-year revenue & expenditure plans

JUNE JULY Council begins review of Proposed CIP & Ten-Year Plan

Departments develop Operating Budgets for 2013-2014

2013-2014 BIENNIAL OPERATING AND CAPITAL BUDGET The City Charter requires the adoption of budgets for the general fund, special revenue funds, debt service funds, capital projects funds, and proprietary funds. Budgets are not required for fiduciary funds. A fiduciary fund is custodial in nature and is used to account for assets that the government holds for others in an agent or trustee capacity.

• Arvada Housing Authority Fund – The Section 8 Housing Assistance Payments Program is administered by the Arvada Housing Authority. • Community Development Fund – This fund accounts for all entitlements, revenues and expenditures of the Community Development Block Grant (CDBG), the Home Rehabilitation and the Essential Home Repairs programs. • Parks Fund – This fund accounts for costs associated with the acquisition, design, development, maintenance and beautification of parks, open space and trails within the City. • Police Seizure – Colorado State Statutes authorize local law enforcement agencies to seize cash and other assets belonging to persons convicted of public nuisance crimes. This fund was established to accounts for these resources as they are awarded and expended by the City’s law enforcement agency. • Police Tax Increment Funds – The purpose of the tax increment funds is to account for the voter approved sales tax increases (.21 and .25) to fund expanded police services. • Grants Fund – This fund accounts for receipt of lottery monies through the Conservation Trust Fund. • Debt Service Funds – This fund accounts for the payment of principal and interest on the $19,885,000 Series 2009 Sales and Use Tax Revenue Refunding bonds, the $16,955,000 Series 2003 Sales and Use Tax Refunding and Improvement Revenue Bonds, and the $18,505,000 Series 2005 Certificates of Participation. • Capital Improvement Projects Fund – This fund accounts for the financial resources to be used for the acquisition or construction of major capital facilities (other than those financed by the Enterprise or Internal Service Funds).

City Council annually appropriates all budgeted funds with the exception of the capital projects funds. Project-length budgets are adopted for these funds. The City adopts budgets for all funds using the modified accrual basis of accounting, the same basis used in the entity’s financial statements, consistent with generally accepted accounting principles (GAAP). The City Manager submits a proposed budget to the City Council for each of two budget years (January 1 to December 31). The budget includes an explanatory message and is submitted in early August. The proposed budget contains a complete and detailed financial plan for all City funds. The proposed budget is open for public inspection and review. By October 15th, City Council conducts at least one public hearing on the proposed budget. Not less than sixty days prior to the first day of the next fiscal year, City Council adopts the City budget by resolution and the annual appropriation by ordinance. The City prepares a combination line-item and department budget, but the legal level of control is at the fund level which is the amount approved by ordinance. FUND STRUCTURE A brief description of the City of Arvada’s fund structure follows: Governmental Funds (General, Special Revenue and Debt Service) • General Fund - This fund accounts for all the financial resources of the City which are not required to be accounted for in another fund. • Lands Dedicated Fund – This fund accounts for annexation requirements of a 6% land dedication or an equivalent cash contribution to be used primarily for park purposes. • Arvada Center Fund – This fund accounts for all revenues and expenditures of the Arvada Center for the Arts and Humanities.

The major Governmental Funds, as reported in the 2011 City of Arvada CAFR, were the General Fund, Community Development Fund, Arvada Center Fund, Parks Fund, General Capital Improvement Projects Fund and the Construction Fund. Internal Service Funds • Insurance Service Fund – This fund accounts for the activities associated with the City’s worker’s compensation and property and liability insurance activities. 5

2013-2014 BIENNIAL OPERATING AND CAPITAL BUDGET ministration, operations, capital outlay, maintenance and billing and collection for the collection, transmission and disposal of sewage and wastewater. • Stormwater Fund –This fund accounts for all activities necessary to maintain a stormwater management plan. • Golf Course Fund – This fund accounts for all revenues and expenses of the Lake Arbor and West Woods Golf Courses. • Food Services Fund – This fund accounts for all revenues and expenses associated with food service activities including the operations of the banquet facilities at the Arvada Center for the Arts and Humanities.

• Print Shop Fund – This fund accounted for the activities associated with the print shop operations. • Computer Fund – This fund accounts for the accumulation of financial resources necessary for the timely and orderly replacement and maintenance of the City’s computers. • Vehicles Fund – This fund accounts for the accumulation of financial resources necessary for the timely and orderly replacement and maintenance of the City’s vehicles and equipment. • Building Fund – This fund accounts for the accumulation of financial resources necessary for the maintenance of the City’s buildings. Enterprise Funds • Water Fund – This fund accounts for administration, operations, capital outlay, maintenance, financing and related debt service and billing and collection for the water utility operations. • Wastewater Fund – This fund accounts for ad-

The major Enterprise Funds, as reported in the 2011 City of Arvada CAFR, were the Water Fund, the Wastewater Fund and the Stormwater Fund. The Golf Course Fund and Food Service Fund did not meet the requirements to be major funds, but were presented as major.

2013-2014 BIENNIAL OPERATING AND CAPITAL BUDGET INTRODUCTION All the revenue assumptions and expenditure changes made to the 2013-2014 Operating Budget were made in the context of these same priorities used in the capital planning. • Taking Lasting Care • Building the Base • Investing in the Future The first priority is to take care of our current assets: people, services and infrastructure. The second priority is to identify the areas where we need to build on our current services. Finally, we need to understand our city is constantly growing and changing. The next few years will continue to dramatically change our current physical presence and require us to consider not only new and different services, but will also require us to develop different ways to address the services we now offer. However, prior to considering how areas could be changed or enhanced, there were other areas that had to be reviewed. The next set of parameters considered for all recommendations included: • Our Overall Economy • Ten-Year Plans and Implications • Performance-Based Budgeting We had to evaluate our overall economy to determine what could be addressed both today and tomorrow. Every decision has a long life. Every recommendation is included in the ten-year plan, including all operating costs for any new capital or ongoing recommendation. Finally, this organization is now initiating performance-based budgeting. While our city will grow in both population and revenue, the questions will be multi-faceted: what are the priorities as our city changes; what are the levels of services the population wants; what levels of services can be afforded; and can we accomplish our work differently? All of these issues are addressed each and every day. However, within the work we will undertake in 2013, we will have updated and different tools to use to address these, including an updated comprehensive plan, implementation plans for the Gold Line and performance-based budgeting methodologies. In the short term, however, a 2013–2014 Budget must be adopted so the city can continue to provide the quality of services the citizens currently expect. In that context, the first step is the review of our current overall economy and the revenue base we expect in the next few years. Overall Economy Local Economy The City’s general revenue base has several different influences. Two of the major issues are sales tax and building activity. As illustrated in the discussion below, we are seeing very positive signs in the major revenue sources of our City in nearly every activity. Sales Tax A 3% sales tax rate on all goods sold within the City limits pays for more than 56% of our General Fund. In addition, it pays for 63 police positions through an additional 0.46% tax on the same goods. Over the past 18 months, we have seen significant sales tax growth. The following graph illustrates the percentage increase month over month.

2013-2014 BIENNIAL OPERATING AND CAPITAL BUDGET

Building Activity We are also seeing significant positive trends in our building permits. The following graph demonstrates a significant positive trend in single-family housing permits. In addition to the single-family home permits, the City has over 300 multi-family homes being constructed in one of the transit-oriented development areas. Both types of housing and renovation work have definitely increased in 2012.

Revenues generated from sales tax and building activity generate over $3.676 million of our 2013 estimated revenues for general operating purposes â€“ including building use tax and building permits for both the General Fund and the Police Tax Increment Funds. Additionally, $3.403 million is expected to be raised from new housing tap fees for the Water and Waste Water Funds. Thus, if we simply analyzed these sources, as is accomplished, the general direction of the economy appears quite healthy. However, there is a larger economic environment that creates some concerns. 8

2013-2014 BIENNIAL OPERATING AND CAPITAL BUDGET Economic Environment Colorado Unemployment The national unemployment rate, as well as that of our own state, continues to be stubbornly high. While there appears to be some improvement, all national warnings are that it will take years to bring this particular economic indicator to 2008 levels.

Foreclosed Homes Foreclosures were a very important indicator during the Great Recession. As we slowly grow from the lower numbers we were experiencing, we continue to watch this number. There are, as reported in the national press, significant competing stories about foreclosures. Banks were allowing people to live in their homes; banks are now taking more assertive action; and the inventory of foreclosed homes is either higher or lower, depending on the story of the day. The following is County information. While it is difficult to draw a great many conclusions from this data, it appears the worst of the foreclosures issues are behind the County.

2013-2014 BIENNIAL OPERATING AND CAPITAL BUDGET Inflationary Impacts Given our community has food-based shopping centers and over 18% of our total sales tax receipts derives from grocery stores, food inflation is an important analysis. Over the past twelve months, food inflation has been 3.13%, according to the Bureau of Labor Statistics. Again, national press stories indicate that food costs are going to increase due to the issues related to the poor weather conditions of 2012. In the past, when food prices were greater, people changed behavior. There are national stories indicating people are already doing that – less beef, more chicken is one example; purchasing store brands over name brands is another tactic consumers select. Ten-Year Planning All of these indicators and more went into developing the assumptions for the “Ten Year Plans.” The 2013–2014 Operating Budget document has a separate section on each Fund and the assumptions of the ten-year planning. The emphasis on the ten-year concept is to understand that this is a planning document. It is important to understand the long-term implications of all decisions within discussed and agreed upon assumptions as related to expenditures and revenues. In any ten-year planning, there will be very good years. This current year, 2012, may be one of those. Simultaneously, we will have another economic slowdown some time during this period. Revenues • Sales Tax revenue assumes a 3% growth for all years except in 2016 and 2019. In 2016 the assumption is 4% to accommodate the growth related to Gold Line. By 2019 we have to capture some growth over time that we certainly believe will occur. • Building use tax revenue assumes a 2% growth for all years of the model. • Revenue changes reflect assumption on future development in the Ralston Urban Renewal Area. • Science and Cultural Facilities District and Open Space revenues are derived from sales tax throughout the region. These are assumed to increase at 3% annually. • Water Rates are budgeted to increase 4.4% in 2013, 4.5% in 2014–2016 and 3% thereafter. • Wastewater Rates increase 5.8% between 2013–2015 and 5.5% thereafter. Over 50% of the change here is due to the regional costs of cleaning wastewater. • Storm Water Rates are budgeted to increase 2% in the “even” years of the budget: 2014, 2016, 2018 and 2020. No rate increase is budgeted in the other years. Expenditures • Personnel-related costs were calculated based upon each employee’s current grade and step and include an assumption for future salary range adjustments (SRA’s). The SRA methodology is not based on Cost of Living Adjustments, but rather an analysis of each job class in an identified market. The model assumes a 2.5% change for 2013, 2% between 2014–2017 and 1% thereafter. • Medical cost Increases are the most unknown due to external national forces. At this time, the increases are 10% in 2013, 8% between 2014–2017 and 4% beginning in 2018 through the life of the model. • Internal Service costs – insurance, building maintenance, vehicle replacement and computer costs – are held flat through the model. • Staff vacancy savings have been assumed in each Fund. These are not the same across each Fund due to the analysis of change in personnel. • Every other year, effective 2013, the ten-year model does assume $200,000 for community clean-up program. No changes have been made to neighborhood revitalization budget. • Street maintenance is now budgeted over $5 million for the years 2013 – 2017; to balance the model, the total budget was reduced to $4 million annually. In 2019 all general governmental debt is retired. There will be additional monies available for these costs by this date.

2013-2014 BIENNIAL OPERATING AND CAPITAL BUDGET Fund Balances At this time, we have no changes in the recommended Fund Balances for each Fund. Over time each of these Funds does need a well-considered fund balance goal. This discussion started four years ago. All expenditures and revenue have to be considered within the context of ten-year implications. The goal is to ensure all Funds have a positive balance within the end of the ten-year planning horizon. • General Fund: 17% of all costs. The total costs for any given year were taken, and then multiplied by 17%. This also means that every internal service cost and transfer to other Funds has a fund balance added. Then each Fund has Fund Balance target. • Arvada Center: 11%. • Park Fund: 11%. • Enterprise Funds: 25% or three months’ costs of activities plus one year’s debt service to account for the different ways the revenue is received in each of these Funds. These Funds include: Water, Wastewater, Storm Water, Golf and Hospitality. • Internal Service Funds: These have no adopted levels. All have healthy balances throughout the model. Performance-Based Budgeting This is the third component of developing a sustainable budget that meets the needs of our community. As discussed on many occasions, this effort is currently beginning with emphasis. While there is not a great deal to use for the 2013-2014 Operating Budget, the City has a team working on the elements that will need to be implemented and considered in developing performance measures. There is a vibrant dialogue occurring on this topic within the organization. This effort will lead to various changes. We may realize that some of the services offered are not really important to our citizens. We will implement new ways of providing services – and it may not be the City providing those. We will have an organization willing to try new things; it will lead to some incredible successes and some interesting failures within a risk tolerance. This will be a significant workload in 2013 and 2014. Budget Control The City defines a balanced budget as revenues plus available fund balance must meet or exceed expenditures in each of the two-year budget cycles. The adopted budget and the level of appropriation can be amended during the year. This action requires Council approval in the form of a resolution for a budget amendment and by ordinance requiring a public hearing for an increase in appropriation.

SUMMARY

The factors noted above were all evaluated in developing the 2013-2014 Operating Budget. After, we considered the priorities and the parameters, the 2013 – 2014 budget process was very focused. As presented in the following section, the focus was on previously identified priorities and changes occurring in our environment. The nation is under enormous pressures: healthcare costs, weather impacts on our food supply, uncertain issues at the national leadership level, and the international issues. Overall, the City and, it appears, the region, are doing very well. However, there are more unknown economic factors than occurred in the first decade of this century. The 2013-2014 Operating Budget offers a cautious and slow direction for the next two years.

Revenue and Expenditure Summary

2013-2014 BIENNIAL OPERATING AND CAPITAL BUDGET 2013-2014 OPERATING AND CAPITAL BUDGET All of the environmental issues noted in the previous sections lead to our 2013-2014 Operating Budget. The following provides an overview of revenues and expenditures. All Funds Summary The Total 2013 Budget is $230,578,141 with $164,123,585 in revenues to meet these expenditures. In 2014, the numbers are $171,419,726 and $167,719,369 Beginning

2013

2014

Funds Available

Budgeted Revenues

Budgeted Expenditures

Funds Available

Budgeted Revenues

Budgeted Expenditures

Funds Available

$ 19,098,566

$ 67,932,479

$ 68,866,754

$ 18,164,291

$ 69,640,774

$ 70,422,308

$ 17,382,757

Grants Fund

2,924,782

586,355

600,000

2,911,137

586,355

600,000

2,897,492

Lands Dedicated

2,194,742

135,000

200,000

2,129,742

139,050

2,268,792

110,078

10,846,595

10,844,821

111,852

11,437,376

11,419,292

129,936

6,955,110

817,237

1,040,435

6,731,912

817,237

1,049,115

6,500,034

324,899

3,950,642

3,951,081

324,460

3,950,642

3,963,038

312,064

4,003,440

7,393,702

7,408,892

3,988,250

7,615,066

7,709,032

3,894,284

Funds General Fund Special Revenue Funds:

Arvada Center Community Development Arvada Housing Authority Parks

255,592

28,500

25,000

259,092

28,605

25,000

262,697

Police Tax Increment Fund .21

Police Seizure

6,134,029

3,281,434

7,383,708

2,031,755

3,369,826

3,538,731

1,862,850

Police Tax Increment Fund .25 Economic Development

6,485,719 1,723,841

4,051,097 754,000

7,684,806 730,683

2,852,010 1,747,158

4,165,764 775,000

3,854,415 758,210

3,163,359 1,763,948

Total Special Revenue Funds:

31,112,232

31,844,562

39,869,426

23,087,368

32,884,921

32,916,833

23,055,456

COP Series 2005 Debt Service Debt Service Fund

110,535 336,027

1,398,731 4,039,119

1,408,731 4,039,119

100,535 336,027

1,398,731 4,039,119

1,408,731 4,039,119

90,535 336,027

Total Debt Service Funds

446,562

5,437,850

5,447,850

436,562

5,437,850

5,447,850

426,562

Capital Projects Fund Special Assessment

26,177,912 2,180,245

4,590,966 -

18,766,500 -

12,002,378 2,180,245

4,055,955 -

6,276,820 -

9,781,513 2,180,245

Total Capital Projects Funds

28,358,157

4,590,966

18,766,500

14,182,623

4,055,955

6,276,820

11,961,758

Debt Service Funds:

Capital Projects Funds:

Enterprise Funds: Water Fund

57,688,557

24,116,745

61,157,878

20,647,424

24,507,891

23,718,465

21,436,850

Wastewater Fund

10,773,886

12,627,735

12,317,961

11,083,660

13,372,553

12,981,062

11,475,151

Golf Course Fund

398,298

4,336,230

4,290,733

443,795

4,405,595

4,409,401

439,989

5,649,095 610,585

3,223,775 1,673,273

6,743,986 1,860,446

2,128,884 423,412

3,263,456 1,721,356

4,442,990 1,910,795

949,350 233,973

75,120,421

45,977,758

86,371,004

34,727,175

47,270,851

47,462,713

34,535,313

Insurance Fund

4,550,221

2,078,709

3,163,067

3,465,863

2,102,547

2,626,405

2,942,005

Computers

6,682,981

1,856,479

2,121,916

6,417,544

1,858,766

1,303,413

6,972,897

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

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

142,784

437,801

403,825

176,760

450,935

416,610

211,085

6,249,356 1,309,553

3,428,397 538,584

5,392,897 174,902

4,284,856 1,673,235

3,474,698 542,072

4,168,697 378,077

3,590,857 1,837,230

18,934,895

8,339,970

11,256,607

16,018,258

8,429,018

8,893,202

15,554,074

$ 173,070,833

$ 164,123,585

$ 230,578,141

$ 106,616,277

$ 167,719,369

$ 171,419,726

$ 102,915,920

2013-2014 BIENNIAL OPERATING AND CAPITAL BUDGET The major differences between 2013 and 2014 are in the following areas: • Significant expenditures in the Police Tax Increments Funds to meet the requirements of building two Police community stations. • Over $34 million as the first payment to Denver Water as the City’s share of increasing water capacity at the Gross Reservoir. • In 2013 we are also replacing police vehicles as scheduled. • Computers and other technology will be replaced as scheduled. This does not occur annually. These, combined with the salary assumptions of steps and the Salary Range Adjustment increase of 2.5% and the health care costs of 10%, comprise the most significant changes between the two years. Other major changes between the current budget and the 2013–2014 Budget are as presented in the following table. Each departmental change is included in the Budget Detail section of this document. General Fund Department

Description

Cost

Notes

Fund Administration

Increase Human Services Funding

$75,000 This will increase Human Service Funding to $210,000; $75,000 from CDBG; $60,000 from the General Fund and $75,000 from HODAG (Housing Development Action Grant).

Arvada Center

.50 Accounting Position

$35,000 This will take a .50 FTE to a full-time position. It will not require additional General Fund subsidy.

City Manager’s Office

Additional training costs

$10,000 This will cover the additional training costs for an additional Deputy City Manager.

Community Development Department

Update Comprehensive Plan

$300,000 The City’s Comprehensive Plan must be updated every decade. This will pay for a public process to discuss our City’s future.

Community Development Department

Historical Building Survey

$150,000 This is a study discussed on numerous occasions to help guide development issues in the areas located between the Sheridan and Olde Town rail stations.

Human Resources

City-wide Education

$75,000 Continued the funding of this program in 2013; may increase in 2014 depending on the analysis of the overall program.

Information Technology

Mobile Technology Position

$66,900 Technology needs are increasing. This position will work with departments to ensure the deployment of mobile technology is analyzed and used in a strategic and tactical way.

Information Technology

Additional Internet access

$15,000 Currently the city has one 100 mb connection to the internet. This will create two to ensure connectivity in all circumstances.

Parks

Rededication of Open Space monies

$200,000 With the new strategic direction of the CIP, the City can now dedicate Open Space monies to ongoing maintenance from capital maintenance. These dollars will now be used for summer temp and supply expenses to maintain parks.

Public Safety

Addition of one Parking Program position

$92,000 This is for the first year costs of a parking position to begin an overall program. Council will approve the final program.

Public Works

Additional licenses for Geographic Services Technology System

$38,500 This will purchase enterprise-wide licensing for the system to be used throughout the organization. More and more departments are using geographic information to help with strategic decisions.

2013-2014 BIENNIAL OPERATING AND CAPITAL BUDGET 2013 Operating Revenue by Source Miscellaneous 2.99%

Fines & Forfeits 0.93%

Other Financing Sources 0.05%

Licenses & Permits 3.59% Transfers 8.73%

Taxes 38.91% Taxes

Intergovernmental Reveues 13.57% Charges for Services 31.23%

$ 63,857,993

Charges for Services

51,261,615

Intergovernmental Revenues

22,264,496

Transfers

14,325,110

Licenses & Permits

5,898,406

Fines & Forfeits

1,533,180

Miscellaneous

4,907,785

Other Financing Sources Total

75,000 $164,123,585

2013 Expenditures by Category

Miscellaneous 0.45%

Transfers 8.59%

Debt Service 3.52% Supplies 5.33%

Personnel Costs 28.30%

Professional Services 8.65%

Personnel Costs

Services & Charges 11.01%

Capital Maintenance & Replacement 34.13%

Capital Maintenance & Replacement

78,706,523

Services & Charges

25,395,303

Professional Services

19,947,393

Supplies

12,285,090

Debt Service Miscellaneous Transfers Total

$ 65,259,890

8,125,115 1,043,147 19,815,680 $230,578,141

2013-2014 BIENNIAL OPERATING AND CAPITAL BUDGET Revenues Taxes and Charges for Services comprise over 70% of the total revenues the City generates to pay for all services. These two types of revenues are expected to generate over $115 million of the $164 million for 2013. Taxes Taxes provide over 38.93% of the total budget revenue. The major sources of taxes are as follows and are used primarily by the General, Debt Service and Police Tax Increment Funds.

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

2011 Actual $43,573,093 4,953,283 5,006,383 2,070,334 4,283,049 346,538 $60,232,680

Sales Taxes

2012 Revised $43,644,756 4,872,531 4,881,500 1,579,740 4,659,000 379,597 $60,017,124 -215,556 -0.36%

2013 Budget $46,469,565 4,931,982 5,282,970 2,098,040 4,682,248 393,188 $63,857,993 3,840,869 6.40%

2014 Budget $47,844,003 5,081,982 5,388,629 2,098,040 4,772,922 393,188 $65,578,764 1,720,771 2.69%

2013-2014 BIENNIAL OPERATING AND CAPITAL BUDGET Of this total $45.9 million will be used for the General, Debt Service and Police Tax Increments Funds. In 2013, the expectation is the base will increase by 3%. It is assumed there will be some loss from the Urban Renewal Authority. This graph excludes General Use Tax. Property Tax The City has had the same property tax rate for nearly 20 years â€“ 4.31 mills or 4.31 cents for every $100 of assessed value. Also in Colorado, assessed value is 7.96% of appraised value. The total assessed value of property within the City lags by a year. Due to the new construction, we do expect to receive approximately $4,600,000 in revenue for 2013 and $4,750,000 in 2014.

Use Taxes We have three types of use taxes: General, Auto and Building Use. The General Tax is reported in the sales tax table. It is approximately $1.2 million annually. Auto Use and Building Use tax revenue has actually grown over the past two years. These reflect the economy.

2013-2014 BIENNIAL OPERATING AND CAPITAL BUDGET Charges for Services The largest area of this revenue source is for the Water, Wastewater and Storm Water rates. The following highlights these three charges for services revenue.

Intergovernmental This is the one area of revenue that has shown a significant lower revenue source. There are two primary reasons. The Highway Usersâ€™ Trust Fund (HUTF) is from the sales tax on vehicle gas purchases. The State allocates the resources in a methodology based on number of vehicles and population. The challenge with this source of revenue is that the actual tax is a fixed amount on total gallons sold. As vehicles become more efficient and due to the economic conditions, the population drives less, and the total resource decreases. The second major source comes from the Jefferson County mill levy for road and bridge costs. They have the authority to change this each year, and have been decreasing the mill levy for this purpose. Statistically, this revenue type has remained stable. The challenge is that we have used these monies for street maintenance. These costs are seeing inflation between 8 to 11% over the past three years, while the revenue has not grown. This has required the City to dedicate more general revenues to these street maintenance expenses.

2013-2014 BIENNIAL OPERATING AND CAPITAL BUDGET Interest Earnings Interest earnings are one of the most dismal elements of our revenues sources. The following provides a short history of our total interest earnings and rate of return for the past two years, with the revised 2012 estimate and the 2013 and 2014 Budget. Given the national trends with the Federal Reserve indicating it is considering low interest rates through 2014, the international challenges and the confusion over the LIBOR (London InterBank Offered Rate) as a rate setting number that can be trusted in the markets, we do not see the yields growing over the next two years. We also expect to spend considerable principal for our capital items. Thus, total earnings will decrease until the yield increases.

Revenue Summary Overall, revenues are expected to increase by 2.1% across all types. Sales and use taxes are going to increase at approximately inflationary levels. Utility rates will increase due to the costs of significant construction projects and the regional costs of water treatment. These are expected to grow by more than inflation.

2013-2014 BIENNIAL OPERATING AND CAPITAL BUDGET Expenditures As the following chart illustrates, salaries comprise 30.3% of the total costs in 2013 and 39.7% in 2014 of total costs. This change is obviously due to the capital dollars that are estimated to be spent in 2013. As a general rule, removing all capital costs from both years, salaries comprise approximately 44% of total costs in each year. 2013 $ 65,259,890 78,706,523 25,395,303 19,947,393 12,285,090 8,125,115 1,043,147 19,815,680 $230,578,141

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

2014 $ 67,954,160 16,838,768 26,256,704 19,969,100 11,617,340 8,116,984 1,071,326 19,595,344 $171,419,726

A review of the larger costs is provided. Salaries

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

2011 Actual $41,254,783 3,402,688 13,081,487 1,389,649 $59,128,607

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

2013 Budget $46,099,521 3,661,223 15,070,479 428,667 $65,259,890 2,534,320 4.04%

2014 Budget $47,779,890 3,746,797 15,902,756 524,717 $67,954,160 2,694,270 4.13%

Again, the assumptions throughout the next two years are that salaries will increase by steps and grade. In addition, we have assumed a 2.5% Salary Rate Adjustment for those jobs that may grow due to the market conditions. In 2014 the increase is 2.0% for the same reasons. Temporary costs are higher as the Parks Department is using their Open Space monies to purchase temporary help for ongoing parks maintenance. Benefits are primarily comprised of health and dental costs. Total health costs in 2013 are expected to be $8,483,391. This is a 10% increase over the 2012 budgeted amount. Most of the overtime and special pays are in the streets, police and water divisions, all due to general emergencies such as weather and other extraordinary events.

2013-2014 BIENNIAL OPERATING AND CAPITAL BUDGET Services and Charges

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

2011 Actual $3,482,873 950,442 239,331 7,793,224 2,984,921 738,701 1,336,509 11,623,167 $29,149,168

2012 Revised $3,564,705 1,523,029 345,106 8,125,975 1,890,666 714,023 942,635 13,220,456 $30,326,595 1,177,427 4.04%

2013 Budget $3,595,634 1,832,455 388,622 8,550,410 2,936,018 854,962 967,690 6,269,512 $25,395,303 -4,931,292 -16.26%

2014 Budget $3,595,732 1,835,161 388,671 9,009,871 3,239,527 919,985 996,084 6,271,673 $26,256,704 861,401 3.39%

The services and charges include expenses related to paying other agencies or organizations. Examples include: the utility costs the City pays for electricity, natural gas, water, wastewater and storm water; monies paid to Denver Water for the purchase of water and the services to Metro Wastewater for the treatment of the city’s sewage that is transferred to this agency. The City pays outside consultants for a variety of trainings, including state and federal mandated training. Capital The City now has a Capital Improvements Plan (CIP) document detailing both the 2013 and 2014 appropriations as well as a ten-year plan for the City‘s infrastructure expenditures. This document has a summary of the CIP appropriations under a separate tab. For the specificity of projects, please see the CIP document. The City has a legal provision to dedicate 20% of the City’s 3 cent sales tax to infrastructure major capital maintenance and new construction. This is referred to as 98-101 money after the section of the City’s code authorizing the sales tax dedication for capital needs. As the following table shows, in 2013 a total of $7.7 million will be generated from sales tax for capital needs. Of this total, $4.5 million will be used to pay for debt service issued for previous capital needs. The remainder will be dedicated to “pay as you go” projects. Funding 98-101 Debt service obligations Transfer to the capital improvement program

2013 $7,717,998 (4,534,440) $3,183,558

2014 $7,950,927 (4,529,898) $3,421,029

In addition to these monies, the CIP recommendations include using water, waste water and storm water rates for major utility projects. It includes using monies from the Risk Management Fund for capital projects related to safety and security at the Arvada Center. Of course, there will be a variety of grants and other intergovernmental revenues to meet various needs.

2013-2014 BIENNIAL OPERATING AND CAPITAL BUDGET The table below is an overview of the types of capital expenditures. In 2013, the City expects to make the first payment of $34 million to Denver Water for our share of the costs of the Gross Reservoir expansion. Category General Government Transportation Parks, Golf & Hospitality Utilities Total

2013 Budget $21,253,500 2,422,000 2,647,000 47,856,352 $65,178,852

2014 Budget $ 1,751,500 5,087,170 1,187,810 8,418,176 $16,444,656

Debt Service The City’s sales tax debt obligation will be totally retired in 2019. This area accounts for the Certificates of Participation issued in 2005. This will be the only outstanding obligation after 2019. The obligation will be retired by 2025, and, of the total $1.408 million, the General Fund will owe only $420,000 through 2025. Transfers There are a host of transfers to and from various departments. Examples include the following highlights: From General Fund General Fund General Fund General Fund General Fund General Fund Arvada Center Water Fund

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

Amount $3,643,122 2,883,545 466,643 751,000 3,217,468 201,294 2,000,000 $1,829,680

The transfers are generally from the General Fund to help support the activities of the other departments’ missions. The Arvada Center and Water Fund pay the General Fund to pay for building, utility and overhead expenses of operating these lines of businesses. Conclusion Overall, the changes to the 2013–2014 Operating Budget are to be only projects or programs the Council has considered over the past two years in different briefings. The Budget includes the $2,000,000 added to the Street maintenance, ensuring that in 2013 and 2014 the budget for taking care of our streets will total $5,636,877 and $5,745,983, respectively. The Budget recommends we continue to invest in our employees through additional training dollars to meet the increasing knowledge we expect of our employees. We are offering to employees an opportunity to purchase vacation hours to encourage them to save more for retirement, while simultaneously lowering the City’s financial liability. This 2013–2014 Operating Budget recommends building on the base of our services in several areas. It proposes expansion of the city’s internet connectivity to ensure continued service in nearly every situation. More and more 22

2013-2014 BIENNIAL OPERATING AND CAPITAL BUDGET of our technology is being found on the internet, and thus, connecting to that software is imperative for the high functioning of our services. The suggested funding for Human Services is increased to a total of $210,000 with an additional $75,000 from the General Fund. The needs are great. Supporting the non-profit partners that offer services for our residents ensures the most efficient and effective way to provide services. The Budget advocates for additional licensing for geographic services as more and more employees are using this analytical tool for decision making. While the Budget focuses on base services, there are areas that are growing. The Transit-Oriented Development accompanying the new commuter rail line will create a need to manage parking. This requires a position to help accomplish this work, in addition to a program the Council will approve before any actual implementation. Technology does help us to be more efficient and effective. Our residents require us to offer electronic search and payment of their utility and sales tax obligations. Technology is constantly changing. The newest move is employment of mobile applications. These do not happen without a strategic and tactical consideration. The Budget requests an additional employee to help departments as they identify ways to become more efficient with these new tools. In addition, to plan for the changes, it is time to update the City’s Comprehensive Plan. This will be an incredible opportunity to engage the citizens in a strategic discussion of the vision for the City. This Budget recommends this as well as an analysis of the City’s core historical buildings. The goal of the 2013–2014 Operating Budget was to meet the critical needs within our current and long-term fiscal environment. Simultaneously, another goal was to begin a dialogue with employees and decision makers about the long view of revenues and costs. Revenues and costs always increase. The challenge is to ensure the correct priorities are being met as effectively and efficiently as possible. These discussions are beginning within the workforce. It is exciting. The next few years, with the implementation of Performance-Based Budgeting, will continue to take this organization to new heights – and Continue to Build a Great Community for all citizens, businesses, partners and employees.

2013-2014 BIENNIAL OPERATING AND CAPITAL BUDGET Revenue Trend Analysis 2011 Actuals, 2012 Revised Budget and 2013 and 2014 Budgets

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

2011 Actual 65,029,939 159,282 529,781 1,331,359 28,216 10,183,629 699,987 3,787,366 6,967,658 8,293 1,406,686 3,301,204 3,857,445 4,139,224 10,031,155 4,327 191,860 22,762,866 11,419,621 4,023,241 5,094,392 1,555,098 2,141,757 2,060,477 313,699 3,406,223 548,360 1,175,757 166,158,902

2012 Revised 63,934,431 586,355 135,000 11,143,836 817,237 3,950,642 7,091,518 28,500 1,398,731 3,219,023 3,680,012 4,039,119 12,105,777 23,262,981 11,709,170 4,239,604 3,186,015 1,666,763 2,376,582 1,857,153 425,049 3,607,765 520,200 1,229,000 166,210,463

2013 Budget 67,932,479 586,355 135,000 10,846,595 817,237 3,950,642 7,393,702 28,500 1,398,731 3,281,434 4,051,097 4,039,119 4,590,966 24,116,745 12,627,735 4,336,230 3,223,775 1,673,273 2,078,709 1,856,479 437,801 3,428,397 538,584 754,000 164,123,585

2014 Budget 69,640,774 586,355 139,050 11,437,376 817,237 3,950,642 7,615,066 28,605 1,398,731 3,369,826 4,165,764 4,039,119 4,055,955 24,507,891 13,372,553 4,405,595 3,263,456 1,721,356 2,102,547 1,858,766 450,935 3,474,698 542,072 775,000 167,719,369

2013-2014 BIENNIAL OPERATING AND CAPITAL BUDGET Expenditure Trend Analysis 2011 Actuals, 2012 Revised Budget and 2013 and 2014 Budgets

2011 Actual 63,245,220 116,412 823,764 2,219,096 10,210,464 695,673 3,826,648 6,750,319 1,400,381 2,971,012 3,292,196 4,187,993 14,509,317 13,488 16,157 15,671,131 8,695,551 3,608,841 1,961,734 1,700,589 2,059,273 2,341,920 262,974 2,200,149 690,979 1,020,973 154,492,254

2012 Revised 72,275,967 225,000 600,000 1,591,236 1,985,158 10,843,836 960,451 4,016,197 7,289,653 25,000 1,408,731 3,361,168 3,601,229 4,039,119 24,750,049 4,267,657 24,233,665 11,605,220 4,244,445 12,741,334 2,241,784 2,619,896 3,753,215 389,265 4,366,176 879,647 744,029 209,059,127

2013 Budget 68,866,754 600,000 200,000 10,844,821 1,040,435 3,951,081 7,408,892 25,000 1,408,731 7,383,708 7,684,806 4,039,119 18,766,500 61,157,878 12,317,961 4,290,733 6,743,986 1,860,446 3,163,067 2,121,916 403,825 5,392,897 174,902 730,683 230,578,141

2014 Budget 70,422,308 600,000 11,419,292 1,049,115 3,963,038 7,709,032 25,000 1,408,731 3,538,731 3,854,415 4,039,119 6,276,820 23,718,465 12,981,062 4,409,401 4,442,990 1,910,795 2,626,405 1,303,413 416,610 4,168,697 378,077 758,210 171,419,726

Ten-Year Models

Ten-Year Models 2013-2022 TEN-YEAR MODEL ASSUMPTIONS All Funds • Personnel-related expenses were calculated in detail based upon each employee’s current grade and step and include future estimated market rate adjustments. The market rate adjustment was budgeted at 2.5% for 2013, 2% for 2014-2017 and 1% thereafter. • Increases for the City’s medical plan were budgeted at 10% for 2013, 8% for 2014-2017 and 4% for 2018 and beyond. • Transfers to fund insurance lines, building maintenance, vehicle replacement, computer maintenance and computer replacement are held flat throughout the models. • Transfers to fund vehicle maintenance and risk management services are increased at 3% throughout the models. General Fund • • • • •

The working capital goal is 17% of all expenditures. Sales tax revenue assumes a 3% growth for all years of the model except 2016 (4%) and 2019 (3.5%). Building use tax revenue assumes a 2% growth for all years of the model. Assumes a revenue offset of increasing amounts for pending redevelopment in the Urban Renewal Areas. Assumes an additional transfer of $2,000,000 in 2013-2017 and $1,000,000 in 2018-2022 for streets maintenance. • Assumes a vacancy savings of 2.5% for all years of the model.

Arvada Center • The working capital goal is 11% of all expenditures. • Assumes SCFD revenue will increase 3% for all years of the model. • Assumes the City cash transfer to be flat at $1,643,122 throughout the model. Parks • The working capital goal is 11% of all expenditures. • Open Space revenues are budgeted to increase at 3% for all years of the model except 2016 (4%) and 2019 (3.5%). • The City’s attributable share of Open Space revenue will continue to be used 100% for park maintenance and operations in 2013 and thereafter. Police Tax .21 • • • •

The working capital goal is 11% of all expenditures. Assumes $4,000,000 to build a substation in 2013. Sales tax and building use tax assumptions are the same as the General Fund. Model maintains healthy fund balance through 2022.

Ten-Year Models 2013-2022 TEN-YEAR MODEL ASSUMPTIONS (cont.) Police Tax .25 • • • • •

The working capital goal is 11% of all expenditures. Assumes $4,000,000 to build a substation in 2013. Sales tax and building use tax assumptions are the same as the General Fund. This fund contains 10% more positions, but revenue base is 19% greater than Fund 21. Model maintains healthy fund balance through 2022.

Water • The working capital goal is 25% of all expenditures plus one year’s Debt Service. • Rates are budgeted to increase 4.3% in 2013, 4.5% in 2014-2016 and 3% thereafter. Wastewater • The working capital goal is 25% of all expenditures. • Rates are budgeted to increase 5.75% in 2013-2015 and 5.5% thereafter. Golf • The working capital goal is 25% of all expenditures. • Golf rounds are budgeted to increase 2% in 2013 after a 7% increase in 2012. Storm Water • The working capital goal is 25% of all expenditures plus one year’s Debt Service. • Rates are budgeted to increase 2% in 2014, 2016, 2018 and 2020 with no rate increase in the other years. Hospitality • The working capital goal is 25% of all expenditures. • Assumes no operating transfer to or from the General Fund. • Model contains funding for capital replacement items of $263,096 in 2013-2014 and $140,000 in 2015 and beyond. Insurance Services • • • •

The working capital goal is $3,000,000 plus the annual actuarial projection for limited loss. Revenues for insurance lines are assumed flat throughout the model. Revenues for risk management services are increased at 3% throughout the model. Funding for 3 security projects is budgeted at $573,500 for 2013.

29 $ $ $ $

Fund Balance, Beginning Fund Balance, Ending

Fund Balance Goal (17% of Expenditures)

Excess/(Deficiency)

EXPENDITURES City Manager's Office Community Development Finance Fund Admin Human Resources Information Technology Legal Municipal Court Public Safety Public Works Utilities Total General Fund Expenditures

Total General Fund Revenue

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

Ten Year Financial Models General Fund - Table 1

10,751,687 $ 12,312,959 $

21,113,183 $ 23,064,646 $

2,372,558 $ 2,129,452 2,720,759 14,299,475 1,101,802 2,871,205 1,344,483 827,532 17,292,074 17,027,956 1,257,924 63,245,220 $

65,029,939 $

49,428,222 2,344,025 4,857,459 6,178,871 1,261,497 782,491 177,374

2011 Actuals

11,985,494 $ 7,113,072 $

23,064,646 $ 19,098,566 $

2,983,425 $ 2,467,799 2,839,007 16,560,561 1,214,284 3,074,417 1,412,154 909,525 19,300,192 18,399,140 1,342,400 70,502,904 $

66,536,824

51,424,142 2,349,811 4,829,883 5,362,274 1,518,000 957,075 95,639

2012 Estimate

11,707,348 6,456,943

19,098,566 18,164,291

2,908,450 3,017,615 2,965,014 12,243,586 1,226,702 3,203,329 1,527,962 945,283 20,065,133 19,352,833 1,410,847 68,866,754

67,932,479

52,542,799 2,289,000 4,798,250 5,629,224 1,533,180 968,527 171,499

2013 Budget

$ $

11,971,792 5,410,965

18,164,291 17,382,757

3,011,799 2,586,216 3,069,365 12,442,223 1,270,094 3,319,746 1,585,084 977,936 20,745,178 19,946,328 1,468,339 70,422,308

69,640,774

54,069,694 2,289,000 4,872,866 5,763,807 1,548,512 925,396 171,499

2014 Budget

$ $

12,741,613 2,567,280

16,442,725 15,308,893

$ $

3,216,700 $ 2,710,307 3,268,669 13,339,328 1,353,765 3,529,849 1,689,201 1,045,744 22,136,321 21,083,988 1,576,794 74,950,666 $

73,816,834

57,385,558 $ 2,353,640 5,052,850 6,044,396 1,625,087 1,182,005 173,298

2016 Proposed

13,125,323 1,012,194

14,019,200 14,137,517

$ $

3,374,701 $ 2,798,025 3,415,329 14,159,416 1,418,454 3,660,017 1,763,145 1,098,405 22,939,930 20,942,770 1,637,588 77,207,780 $

77,326,097

60,274,657 $ 2,420,891 5,177,640 6,341,697 1,657,751 1,278,255 175,206

2018 Proposed

14,395,938 1,573,921

14,711,021 15,969,859

$ $

3,504,963 $ 2,883,670 3,560,305 19,226,215 1,479,943 3,784,483 1,823,641 1,133,705 23,725,450 21,861,518 1,698,097 84,681,990 $

85,940,828

68,172,586 $ 2,490,860 5,333,925 6,654,921 1,691,072 1,420,234 177,230

2020 Proposed

14,979,165 4,810,347

17,519,072 19,789,512

3,640,010 2,970,378 3,702,489 20,192,660 1,540,173 3,912,127 1,876,353 1,169,632 24,534,796 22,815,763 1,758,354 88,112,735

90,383,175

71,911,385 2,563,655 5,476,397 6,985,032 1,725,062 1,542,266 179,378

2022 Proposed

Ten-Year Models

$ $ $ $ $

Fund Balance, Beginning Fund Balance, Ending

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

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

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

Ten Year Financial Models Arvada Center - Table 2

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

259,008 $ 232,174 $

- $ 3,029,282 128,180 776,942 137,692 321,446 1,339,893 4,477,028 10,210,463 $

6,945 $ 947,682 5,161,038 493,051 3,574,913 10,183,629 $

2011 Actuals 6,600 $ 1,065,020 5,742,405 389,448 3,643,122 10,846,595 $

2013 Budget 6,600 $ 1,103,637 6,200,330 443,687 3,683,122 11,437,376 $

2014 Budget 6,600 $ 1,201,443 7,051,599 578,112 3,765,538 12,603,292 $

2016 Proposed 6,600 $ 1,243,467 8,098,560 756,773 3,851,284 13,956,684 $

2018 Proposed 6,600 $ 1,319,979 8,960,446 994,706 3,940,493 15,222,224 $

2020 Proposed 6,600 1,401,269 9,725,971 1,307,727 4,033,307 16,474,874

2022 Proposed

1,186,557 $ (1,076,479) $

232,174 $ 110,078 $ 1,192,930 $ (1,081,078) $

110,078 $ 111,852 $ 1,256,122 $ (1,126,186) $

111,852 $ 129,936 $

1,383,278 $ (1,203,930) $

151,310 $ 179,348 $

1,539,877 $ (1,431,541) $

150,530 $ 108,336 $

1,680,465 $ (1,676,160) $

59,032 $ 4,305 $

1,818,222 (1,927,073)

(54,431) (108,851)

1,112,000 $ 923,408 $ 1,142,632 $ 1,575,075 $ 2,178,051 $ 2,617,243 $ 2,627,015 3,306,971 3,075,065 3,156,737 3,382,697 3,672,042 3,850,004 4,036,320 92,095 236,473 347,621 380,719 410,203 442,071 473,823 932,448 914,775 940,270 990,867 1,039,433 1,114,537 1,202,432 175,848 197,038 203,315 278,377 293,007 309,862 327,921 333,322 333,212 340,763 356,237 374,776 406,798 445,079 1,288,395 1,385,633 1,417,283 1,482,833 1,635,525 1,775,101 1,941,120 3,545,806 3,779,217 3,870,671 4,128,449 4,395,841 4,761,335 5,475,584 10,786,885 $ 10,844,821 $ 11,419,292 $ 12,575,254 $ 13,998,878 $ 15,276,951 $ 16,529,294

6,600 $ 1,039,797 5,285,750 722,250 3,610,392 10,664,789 $

2012 Estimate

Ten-Year Models

$ $ $ $

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

Fund Balance, Beginning Fund Balance, Ending

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

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

Ten Year Financial Models Parks - Table 3

31 742,535 3,304,837

3,830,033 4,047,372

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

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

2011 Actuals

$ $

795,388 3,208,052

4,047,372 4,003,440 $ $

$ $

(10,407) $ 516,036 370,587 293,590 376,773 284,672 4,488,019 143,825 767,709 7,230,804 $

48,275 3,299,552 60,719 970,282 2,808,044 7,186,872

2012 Estimate

814,978 3,173,272

4,003,440 3,988,250

9,224 561,665 388,161 313,815 381,884 307,437 4,520,180 149,557 776,969 7,408,892

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

2013 Budget

$ $

847,994 3,046,290

3,988,250 3,894,284

9,937 589,933 405,377 340,443 417,131 320,884 4,682,452 153,737 789,138 7,709,032

51,214 3,500,495 62,433 1,029,011 2,971,913 7,615,066

2014 Budget

$ $

903,626 2,757,093

3,757,684 3,660,719

9,630 631,833 437,483 366,686 450,076 340,927 5,000,039 162,089 816,023 8,214,786

54,334 3,749,730 66,235 1,090,840 3,156,682 8,117,821

2016 Proposed

$ $

950,314 2,304,236

3,431,229 3,254,550

10,435 676,918 472,319 395,105 485,813 362,256 5,219,248 168,497 848,627 8,639,218

57,642 3,825,085 70,270 1,156,837 3,352,705 8,462,539

2018 Proposed

$ $

998,702 1,801,523

2,996,948 2,800,225

11,458 725,450 510,131 425,892 524,597 384,956 5,438,537 175,242 882,849 9,079,112

61,153 3,958,963 74,548 1,227,059 3,560,666 8,882,389

2020 Proposed

$ $

1,048,492 1,474,471

2,627,603 2,522,963

12,720 777,707 551,189 459,257 566,704 409,121 5,653,891 182,347 918,813 9,531,749

64,878 4,200,064 79,089 1,301,786 3,781,292 9,427,109

2022 Proposed

Ten-Year Models

$ $ $ $ $

Fund Balance, Beginning Fund Balance, Ending

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

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

Taxes Intergovernmental Miscellaneous Total Revenues

REVENUES

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

326,811 5,920,419

5,917,038 6,247,230

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

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

2011 Actuals

$ $

365,285 5,768,744

6,247,230 6,134,029

206,075 82,577 319,152 342,479 326,845 1,799,747 243,895 3,320,770

3,147,569 60,000 3,207,569

2012 Estimate

$ $

812,208 1,219,547

6,134,029 2,031,755

226,348 85,260 334,743 347,941 4,287,348 1,854,769 247,299 7,383,708

3,259,783 21,651 3,281,434

2013 Budget

$ $

389,260 1,473,590

2,031,755 1,862,850

231,259 87,179 350,152 356,994 342,790 1,916,058 254,299 3,538,731

3,349,540 20,286 3,369,826

2014 Budget

$ $

410,359 1,174,698

1,708,670 1,585,057

241,821 91,226 378,498 372,684 365,820 2,014,492 265,995 3,730,536

3,570,765 36,158 3,606,923

2016 Proposed

$ $

423,948 1,052,779

1,509,837 1,476,727

251,829 93,710 392,965 382,117 383,285 2,073,180 276,989 3,854,075

3,776,430 44,535 3,820,965

2018 Proposed

$ $

448,974 951,898

1,412,660 1,400,872

262,366 96,304 407,664 391,949 401,754 2,233,287 288,261 4,081,585

4,010,513 59,284 4,069,797

2020 Proposed

$ $

465,337 1,052,824

1,434,954 1,518,161

273,467 99,045 422,747 402,261 421,298 2,311,696 299,825 4,230,339

4,242,163 71,383 4,313,546

2022 Proposed

Ten-Year Models

$ $ $ $ $

Fund Balance, Beginning Fund Balance, Ending

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

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

Taxes Miscellaneous Total Revenues

REVENUES

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

362,142 5,746,922

5,543,817 6,109,064

110,670 3,292,197

38,083 55,827 294,607 893,667 206,913 1,692,430

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

2011 Actuals

$ $

392,823 6,092,896

6,109,064 6,485,719

52,111 60,471 321,895 951,093 216,800 1,859,322 1,738 107,684 3,571,114

3,892,769 55,000 3,947,769

2012 Estimate

$ $

845,329 2,006,681

6,485,719 2,852,010

58,309 65,201 341,987 940,407 4,250,397 1,907,403 1,791 119,311 7,684,806

4,021,580 29,517 4,051,097

2013 Budget

$ $

423,986 2,739,373

2,852,010 3,163,359

60,058 68,415 358,929 966,750 305,710 1,970,823 1,845 121,885 3,854,415

4,132,649 33,115 4,165,764

2014 Budget

$ $

470,905 3,079,619

3,342,524 3,550,524

63,715 74,912 392,676 1,018,019 326,326 2,276,095 1,957 127,256 4,280,956

4,406,317 82,639 4,488,956

2016 Proposed

$ $

510,653 3,291,575

3,652,609 3,802,228

67,595 79,758 415,088 1,049,068 338,746 2,559,676 2,076 130,297 4,642,304

4,660,599 131,324 4,791,923

2018 Proposed

$ $

543,309 3,600,137

3,931,108 4,143,446

71,712 82,550 437,276 1,081,581 351,824 2,778,580 2,202 133,447 4,939,172

4,950,132 201,378 5,151,510

2020 Proposed

$ $

565,087 4,213,185

4,424,053 4,778,272

76,079 84,946 458,153 1,115,721 365,628 2,897,586 2,337 136,706 5,137,156

5,236,584 254,791 5,491,375

2022 Proposed

Ten-Year Models

$ $ $ $ $

Working Capital, Beginning Working Capital, Ending

Working Capital Goal (25% + Debt Services) Excess/(Deficiency)

34 6,297,450 $ 52,226,550 $

51,536,405 $ 58,524,000 $

466,511 $ 75,205 115,306 6,381,330 1,408,372 619,960 2,092,700 575,014 3,936,733 15,671,131 $

22,658,726 $

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

2011 Actuals $

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

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

Ten Year Financial Models Water Fund - Table 6

8,290,306 $ 49,398,251 $

58,524,000 $ 57,688,557 $

490,936 6,527,799 3,294,135 614,656 4,966,639 684,979 7,519,280 24,098,424

23,262,981

3,303,505 18,365,413 1,178,036 416,027

2012 Estimate

17,554,770 $ 3,092,655 $

57,688,557 $ 20,647,424 $

506,947 79,196 156,000 7,194,450 3,233,058 628,819 40,829,278 712,931 7,817,199 61,157,878

24,116,745

3,277,970 19,195,952 1,214,314 428,509

2013 Budget

8,190,316 $ 13,246,534 $

20,647,424 $ 21,436,850 $

525,913 82,471 156,780 7,376,843 3,264,472 656,130 2,825,447 736,791 8,093,618 23,718,465

24,507,891

3,444,484 20,141,999 480,044 441,364

2014 Budget

9,038,972 $ 12,783,442 $

22,541,020 $ 21,822,413 $

558,659 87,494 158,352 8,039,847 3,339,832 709,807 4,771,962 782,914 8,656,819 27,105,686

26,387,079

3,722,758 21,659,726 536,352 468,243

2016 Proposed

11,273,298 $ (2,589,361) $

16,599,978 $ 8,683,937 $

584,309 92,822 159,939 8,678,894 3,394,373 739,942 12,429,378 825,293 9,144,241 36,049,191

28,133,150

4,023,643 23,175,097 437,652 496,758

2018 Proposed

14,378,150 $ (10,778,715) $

22,161,213 $ 3,599,435 $

608,810 98,475 161,543 9,370,250 5,456,919 769,893 21,496,055 869,867 9,632,788 48,464,600

29,902,822

4,348,986 24,556,640 470,184 527,012

2020 Proposed

9,420,622 (5,668,983)

2,037,760 3,751,639

634,637 104,472 163,162 10,117,689 3,250,562 795,704 3,544,449 915,283 10,132,271 29,658,229

31,372,108

4,700,772 26,021,870 90,359 559,107

2022 Proposed

Ten-Year Models

$ $ $ $

Working Capital, Beginning Working Capital, Ending

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

EXPENDITURES Wastewater Collection System Wastewater Disposal Wastewater General Administration Total Expenditures

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

Ten Year Financial Models Wastewater Fund - Table 7

2,173,888 $ 8,566,112 $

8,015,930 $ 10,740,000 $

1,725,008 $ 5,888,619 1,081,924 8,695,551 $

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

2011 Actuals

2,918,821 $ 7,855,065 $

10,740,000 $ 10,773,886 $

4,024,287 $ 6,536,367 1,114,630 11,675,284 $

273,265 $ 11,159,096 209,614 67,195 11,709,170 $

2012 Estimate

3,079,490 $ 8,004,170 $

10,773,886 $ 11,083,660 $

3,952,587 $ 7,222,990 1,142,384 12,317,961 $

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

2013 Budget

3,245,266 $ 8,229,886 $

11,083,660 $ 11,475,151 $

4,089,224 $ 7,715,182 1,176,656 12,981,062 $

278,666 $ 12,440,807 581,793 71,287 13,372,553 $

2014 Budget

3,682,084 $ 8,344,591 $

11,758,467 $ 12,026,675 $

4,368,483 $ 8,998,988 1,360,864 14,728,335 $

285,885 $ 14,019,724 615,305 75,629 14,996,543 $

2016 Proposed

4,087,421 $ 8,666,876 $

12,295,635 $ 12,754,297 $

4,603,900 $ 10,302,042 1,443,742 16,349,684 $

293,405 $ 15,792,621 642,085 80,235 16,808,346 $

2018 Proposed

4,471,058 $ 10,027,784 $

13,499,387 $ 14,498,842 $

4,840,530 $ 11,575,374 1,468,327 17,884,231 $

301,232 $ 17,790,474 706,859 85,121 18,883,686 $

2020 Proposed

4,911,110 12,349,119

15,740,953 17,260,229

5,080,602 13,006,090 1,557,748 19,644,440

308,847 19,950,027 814,537 90,305 21,163,716

2022 Proposed

Ten-Year Models

$ $

Working Capital, Beginning Working Capital, Ending

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

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

Total Revenues

REVENUES Charges for Services Miscellaneous Revenue Transfer

Ten Year Financial Models Golf Course - Table 8

959,824 $ (753,824) $

22,055 $ 206,000 $

925,610 $ 356,852 579,767 196,118 492,651 444,384 843,914 3,839,296 $

4,023,241 $

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

2011 Actuals

1,020,036 $ (621,738) $

206,000 $ 398,298 $

947,385 $ 362,614 611,063 266,651 594,975 477,789 819,666 4,080,143 $

4,272,441

4,041,564 $ 11,403 219,474

2012 Estimate

1,072,683 $ (628,888) $

398,298 $ 443,795 $

1,025,388 $ 376,045 637,388 274,698 643,457 494,489 839,268 4,290,733 $

4,336,230

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

2013 Budget

1,102,350 $ (662,361) $

443,795 $ 439,989 $

1,044,656 $ 387,415 646,822 283,394 675,484 512,043 859,587 4,409,401 $

4,405,595

4,184,074 $ 12,046 209,475

2014 Budget

1,169,114 $ (729,014) $

438,318 $ 440,100 $

1,087,462 $ 412,580 681,813 300,903 728,748 548,783 916,167 4,676,456 $

4,678,238 $

4,438,884 $ 12,774 226,580

2016 Proposed

1,225,981 $ (688,439) $

473,980 $ 537,542 $

1,127,848 $ 430,092 704,156 316,505 774,458 577,212 973,654 4,903,925 $

4,967,487 $

4,709,212 $ 13,550 244,725

2018 Proposed

1,286,102 $ (523,392) $

632,765 $ 762,710 $

1,174,749 $ 448,548 727,207 333,035 821,870 604,912 1,034,087 5,144,408 $

5,274,353 $

4,996,003 $ 14,373 263,977

2020 Proposed

1,348,338 (212,114)

929,666 1,136,224

1,224,406 468,011 751,466 350,549 870,888 630,302 1,097,730 5,393,352

5,599,910

5,300,260 15,249 284,401

2022 Proposed

Ten-Year Models

$ $ $ $

$ $

EXPENDITURES Stormwater Total Expenditures

Working Capital, Beginning Working Capital, Ending

Working Capital Goal (25% + Debt Service Excess/(Deficiency)

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

Ten Year Financial Models Stormwater Utility - Table 9

1,422,651 9,530,350

7,820,341 10,953,000

1,961,734 1,961,734

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

2011 Actuals

$ $

3,076,584 2,572,511

10,953,000 5,649,095

8,572,405 8,572,405

3,148,900 119,600 3,268,500

2012 Estimate

$ $

2,619,585 $ (490,701) $

5,649,095 2,128,884

6,743,986 6,743,986

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

2013 Budget

$ $

2,044,581 $ (1,095,231) $

2,128,884 949,350

4,442,990 4,442,990

3,231,858 31,598 3,263,456

2014 Budget

$ $

1,679,067 $ (30,235) $

1,285,284 1,648,832

2,980,936 2,980,936

3,319,785 24,699 3,344,484

2016 Proposed

$ $

1,862,370 $ (446,913) $

1,688,354 1,415,457

3,714,148 3,714,148

3,409,937 31,314 3,441,251

2018 Proposed

$ $

1,803,456 $ (304,986) $

1,442,379 1,498,470

3,478,492 3,478,492

3,502,366 32,217 3,534,583

2020 Proposed

1,808,413 (156,717)

1,515,786 1,651,696

3,498,319 3,498,319

3,597,130 37,099 3,634,229

2022 Proposed

Ten-Year Models

$ $ $ $ $

Working Capital, Beginning Working Capital, Ending

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

425,147 $ 332,853 $

903,492 $ 758,000 $

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

1,555,097 $

1,543,483 $ 11,614

2011 Actuals $

EXPENDITURES Banquet Facility Hospitality General Administration Total Expenditures

REVENUES Charges for Services Miscellaneous Revenue Transfer Total Revenues

Ten Year Financial Models Hospitality - Table 10

443,021 $ 167,564 $

758,000 $ 610,585 $

1,488,824 $ 283,260 1,772,084 $

1,561,436 $ 63,233 1,624,669 $

2012 Estimate

465,112 $ (41,700) $

610,585 $ 423,412 $

1,542,485 $ 317,961 1,860,446 $

1,608,266 $ 65,007 1,673,273 $

2013 Budget

477,699 $ (243,726) $

423,412 $ 233,973 $

1,586,786 $ 324,009 1,910,795 $

1,654,524 $ 66,832 1,721,356 $

2014 Budget

470,498 $ (353,987) $

172,444 $ 116,511 $

1,547,681 $ 334,310 1,881,991 $

1,755,285 $ 70,773 1,826,058 $

2016 Proposed

492,891 $ (456,192) $

71,064 $ 36,699 $

1,624,448 $ 347,114 1,971,562 $

1,862,182 $ 75,015 1,937,197 $

2018 Proposed

516,402 $ (512,874) $

13,999 $ 3,528 $

1,705,262 $ 360,345 2,065,607 $

1,975,588 $ 79,548 2,055,136 $

2020 Proposed

540,815 (517,825)

5,954 22,990

1,789,173 374,085 2,163,258

2,095,901 84,393 2,180,294

2022 Proposed

Ten-Year Models

(1,486,072)

$ $

Available Cash Ending

4,550,221 $ 3,465,863 $

2,540,540 $ 622,527 3,163,067 $

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

2013 Budget

3,465,863 $ 2,942,005 $

1,973,796 $ 652,609 2,626,405 $

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

2014 Budget

2,736,366 $ 2,506,505 $

1,671,550 $ 710,714 2,382,264 $

2,078,119 $ 74,284 2,152,403 $

2016 Proposed

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

4,550,221

6,036,293

Ending Cash Actuarial Projection Adjustment

4,684,000 $ 4,550,221 $ 6,107,072

4,601,516 $ 4,684,000 $

1,916,248 $ 594,113 2,510,361 $

2,310,582 $ 66,000 2,376,582 $

2012 Estimate

$ $

Fund Balance, Beginning Fund Balance, Ending

1,505,769 $ 553,504 2,059,273 $

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

2011 Actuals

Beginning Cash

EXPENDITURES Benefits Administration Risk Management Total Expenditures

REVENUES Intergovernmental Miscellaneous Total Revenue

Ten Year Financial Models Insurance Services - Table 11

2,261,946 $ 2,003,401 $

1,715,181 $ 748,660 2,463,841 $

2,126,489 $ 78,807 2,205,296 $

2018 Proposed

1,734,896 $ 1,457,362 $

1,760,318 $ 778,625 2,538,943 $

2,177,802 $ 83,607 2,261,409 $

2020 Proposed

1,171,097 876,576

1,806,996 808,468 2,615,464

2,232,245 88,698 2,320,943

2022 Proposed

Ten-Year Models

$ $ $

Fund Balance, Beginning Fund Balance, Ending

EXPENDITURES Computer Maintenance Computer Replacement Total Expenditures

REVENUES Intergovernmental Charges for Services Miscellaneous Transfer Total Revenue

Ten Year Financial Models Computers - Table 12

8,861,444 8,580,000

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

1,778,087 28,666.00 242,496 11,227 2,060,476

2011 Actuals

$ $

8,580,000 6,682,981

1,258,196 2,493,850 3,752,046 $ $

1,780,231 $ 26,400.00 48,396 1,855,027 $

2012 Estimate

6,682,981 6,417,544

1,149,621 972,295 2,121,916 $ $

1,780,231 $ 26,400.00 49,848 1,856,479 $

2013 Budget

6,417,544 6,972,897

1,174,163 129,250 1,303,413 $ $

1,780,231 $ 27,192.00 51,343 1,858,766 $

2014 Budget

6,144,581 5,273,876

1,247,004 1,487,250 2,734,254 $ $

1,780,231 $ 28,848.00 54,470 1,863,549 $

2016 Proposed

4,959,335 4,608,361

1,316,847 902,750 2,219,597 $ $

1,780,231 $ 30,605.00 57,787 1,868,623 $

2018 Proposed

4,246,875 3,600,274

1,433,358 1,087,250 2,520,608

$ $

1,780,231 $ 32,469.00 61,307 1,874,007 $

2020 Proposed

3,779,735 2,703,794

1,506,963 1,448,695 2,955,658

1,780,231 34,446.00 65,040 1,879,717

2022 Proposed

Ten-Year Models

$ $ $

Fund Balance, Beginning Fund Balance, Ending

EXPENDITURES Vehicle Maintenance Vehicle Replacement Total Expenditures

REVENUES Intergovernmental Miscellaneous Other Total Revenue

Ten Year Financial Models Vehicles - Table 13

5,778,927 6,985,000

1,978,402 221,747 2,200,149

3,223,751 142,123 40,348 3,406,222

2011 Actuals

$ $

6,985,000 6,249,356

2,217,589 2,125,820 4,343,409

3,228,289 85,000 294,476 3,607,765

2012 Estimate

$ $

6,249,356 4,284,856

3,746,934 1,645,963 5,392,897

3,292,220 61,177 75,000 3,428,397

2013 Budget

$ $

4,284,856 3,590,857

2,343,955 1,824,742 4,168,697

3,358,119 41,579 75,000 3,474,698

2014 Budget

$ $

3,590,857 3,107,594

2,524,492 1,655,630 4,180,122

3,562,629 59,230 75,000 3,696,859

2016 Proposed

$ $

2,792,636 2,499,958

2,775,520 1,426,143 4,201,663

3,779,592 54,393 75,000 3,908,985

2018 Proposed

$ $

2,462,810 2,617,908

2,818,015 1,167,439 3,985,454

4,009,770 55,782 75,000 4,140,552

2020 Proposed

$ $

2,814,083 3,229,680

2,957,097 1,023,029 3,980,126

4,253,964 66,759 75,000 4,395,723

2022 Proposed

Ten-Year Models

$ $ $

EXPENDITURES Building Maintenance Total Expenditures

Fund Balance, Beginning Fund Balance, Ending

REVENUES Intergovernmental Miscellaneous Revenue Transfer Total Revenue

Ten Year Financial Models Buildings - Table 14

1,796,618 1,654,000

690,979 690,979

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

2011 Actuals

$ $

1,654,000 1,309,553

879,647 879,647

407,351 15,000 112,849 535,200

2012 Estimate

$ $

1,309,553 1,673,235

174,902 174,902

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

2013 Budget

$ $

1,673,235 1,837,230

378,077 378,077

407,351 15,000 119,721 542,072

2014 Budget

$ $

1,702,878 1,925,251

326,989 326,989

407,351 15,000 127,011 549,362

2016 Proposed

$ $

1,670,246 1,772,561

320,036 320,036

407,351 15,000 422,351

2018 Proposed

$ $

2,092,624 1,464,184

1,050,791 1,050,791

407,351 15,000 422,351

2020 Proposed

$ $

1,243,188 535,712

1,129,827 1,129,827

407,351 15,000 422,351

2022 Proposed

Ten-Year Models

$ $ $ $ $ $

EXPENDITURES Economic Development Total Expenditures

Fund Balance, Beginning Fund Balance, Ending

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

112,307 $ 1,103,484 $

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

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

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

2011 Actuals

79,305 $ 1,644,537 $

1,215,791 $ 1,723,841 $

720,950 $ 720,950 $

3,000 $ 1,226,000 1,229,000 $

2012 Estimate

80,375 $ 1,666,783 $

1,723,841 $ 1,747,158 $

730,683 $ 730,683 $

3,000 $ 751,000 754,000 $

2013 Budget

83,403 $ 1,680,545 $

1,747,158 $ 1,763,948 $

758,210 $ 758,210 $

3,000 $ 772,000 775,000 $

2014 Budget

$ $

89,477 $ 1,693,330 $

1,775,416 1,782,807

813,429 $ 813,429 $

3,000 817,820 820,820

2016 Proposed

* Fund Balance includes revolving loan program balance of $876,605 at the end of 2011 and an additional transfer of $500,000 in 2012.

REVENUES Miscellaneous Revenue Transfer Total Revenues

Ten Year Financial Models Economic Development - Table 15

94,604 1,707,634

1,791,650 1,802,238

860,037 860,037

3,000 867,625 870,625

2018 Proposed

$ $

99,570 1,734,050

1,815,338 1,833,620

905,182 905,182

3,000 920,464 923,464

2020 Proposed

$ $

104,325 1,784,840

1,858,058 1,889,165

948,413 948,413

3,000 976,520 979,520

2022 Proposed

Ten-Year Models

Budget in Brief

2013-2014 BUDGET IN BRIEF SECTION

Arvada Center Budget in Brief

The Arvada Center … • Is one of the region’s largest cultural attractions, hosting over 350,000 visitors annually. • Offers year-round professional theater, with seven theatrical shows each season along with one or more children’s theater productions. • Operates three art galleries which host over twelve exhibitions annually. • Produces Summer at the Center, an impressive lineup of national touring acts and local cultural events in its 1,600-seat outdoor amphitheater. • Has an offering of over 900 classes, workshops and camps each year in the performing and visual arts. 70,000 students participate annually in the Center’s school-based programs. • Is the home of the Front Range Youth Symphony, which offers young musicians the opportunity to augment and continue their music education and learn performance skills. • Is the home of the Arvada Center Dance Theater & Academy offering classes and professional training in ballet, modern, jazz, tap, and hip hop. • Features the Arvada history museum, showcasing the heritage and development of Arvada and the Old West. • Offers a fully-accessible playground and sculpture garden that serves an estimated 100,000 children annually.

OUTCOME STATEMENT To inspire the residents of our region to live and learn creatively by experiencing the performing arts, visual arts, educational programs, and historical exhibits.

2011 2012 2013 2014

BUDGET $10,210,463 $10,843,836 $10,844,821 $11,419,292

EMPLOYEES 2011 38.75 2012 38.75 2013 39.25 2014 39.25

Arvada Center Budget in Brief Performing Arts ... • Features two theatrical performance venues — 500-seat Main Stage Theater and 220-seat Black Box Theater • Has an exciting 2013 season lineup which includes Man of La Mancha, Dividing the Estate, and Curtains. • Is home to one of the most nominated and awarded theaters along the Front Range, and most recently received three Denver Post Ovation Awards. The Center is equally well known for its inspiring children’s theater productions. Galleries, Public Art, and History Museum ... • Features three art galleries with 10,000 square feet of exhibition space which offer an exciting cultural and contemporary look at a dozen or more ever-changing exhibitions on an annual basis. • Offers annual exhibitions of work by groups such as the Arvada Artists Guild & Jefferson County high school students and teachers. • Brings history to life by showcasing the heritage and development of Arvada and the Old West through the holding, preservation, display and interpretation of Arvada-pertinent artifacts. • Displays, throughout the Center and outdoors on the grounds, nearly 30 works of public art. Education ... • Serves more than 8,500 children, adults and seniors through its multidisciplinary educational classes and integrated programming in the areas of acting, dance, ceramics, humanities, music, photography and visual arts. • Includes ten studio classrooms, two dedicated dance studios, a dark room and a ceramics studio with a kiln yard. • Provided over 90,000 hands-on experiences with the arts in 2011, including more than 32,000 that were free or reduced price. • Operates a Ceramics Studio which has been in operation at the Arvada Center since its doors opened in 1976. • Operates The Arvada Center Dance Academy and Dance Theater as well as the Front Range Youth Symphony.

2011-2012 ACCOMPLISHMENTS • Through the use of strategic partnerships and the recognized strength of our programming, the Arvada Center has established itself as a truly regional institution, attracting nearly 350,000 visits to the Center from across the region and beyond. • The expansion of summer programming in the Outdoor Amphitheater has generated new revenue, established the Center as a summer concert venue, and added significant new cultural programming and national touring acts to the Denver Metro area. • Over the past two years, the Arts Council and Center staff have made significant progress in studying and understanding potential structural and governance issues that impact the mission and operations of the Center. This work has engaged City Council in such a way that significant policy decisions regarding the future of the organization can be addressed. 2013-2014 GOALS • Over the next two years the Center will focus on increasing the number of visitors through expansion of existing programming, continued strategic partnerships and increased capacity utilization with a goal of a 10% increase per year. • In order to maintain growth and stature as a regional institution, the Arvada Center will continue to develop strategic partnerships and collaborations with other organizations, focusing on large regional institutions throughout the State. • To maintain the long-term fiscal health and sustainability of the Center while continuing to provide high quality programming and address any structural and governance changes, a formal assessment of departmental operating policies, procedures, and practices will be completed in 2013.

Arvada Economic Development Association - Budget in Brief

The Arvada Economic Development Association … • Works with existing businesses to support their efforts to grow and be successful in Arvada. • Recognizes outstanding businesses each year for their contributions to the community. • Aggressively works to attract complementary retail businesses to Arvada and encourage retail development. • Partners with county and state organizations, as well as commercial real estate representatives, to attract more jobs to the community. • Partners with other business organizations to bring specialized business-related training to Arvada. • Strategically markets the Arvada community to businesses considering relocation or expansion. • Facilitates resolution to business-related concerns. • Enjoys a strong network and partnership with organizations with similar goals. • Enjoys an extraordinary relationship with Arvada City Council and works to attain their economic development goals.

OUTCOME STATEMENT To sustain a planned and balanced community by facilitating industrial, business and retail development which creates additional jobs, generates additional revenue, and helps existing business prosper and expand. BUDGET 2011 $1,020,973 2012 $744,029 2013 $730,683 EMPLOYEES 2014 $758,210 2011 4.0 2012 4.0 2013 4.0 2014 4.0

Arvada Economic Development Association - Budget in Brief The Arvada Economic Development Association ... • • • • • • • •

Focuses on creating more jobs, attracting additional retail, and supporting existing businesses. Received a 2011 Award of Excellence from the Business Retention Expansion International organization. Has a Board of Directors which consists of 17 volunteer business and community leaders. Has a Business Retention Committee consisting of 12 additional volunteers. Serves as Arvada’s business-to-government liaison for business growth. Offers programs and services for business development including business loans and grants. Is known as a model for economic development in partnership with the City of Arvada and counsels many communities. Partners with the Arvada Chamber of Commerce to offer an annual Leadership Arvada program for citizens and business representatives. • Partners with Jefferson County, all municipalities, and many others located in the County on an economic gardening organization called the Jefferson County Business Resource Center, which offers free counseling and classes for businesses. • Is an active partner with the State of Colorado to implement the Governor’s Blueprint for business. • Is known as an award-winning organization.

2011-2012 ACCOMPLISHMENTS • Implemented 3 new financial assistance pilot programs to complement AEDA’s existing Revolving Loan Program: leveraged $200,000 in partnership with Colorado Enterprise Fund (which provided $200,000 in matching funds) to create an Arvada Microloan Program for businesses needing access to capital; allocated $400,000 for a 50/50 matching grant program to foster improved facades, landscaping, site improvements, and/or signage, as well as encourage private sector investment; and implemented a $500/per job incentive for new primary jobs created and sustained for one year with an average salary of >$45,000. • In 2011, reported over 47,000 multiple contacts with businesses, real estate representatives, and other partners resulting in 60 existing business expansions, 123 new retail/restaurant businesses, and 61 new office, industrial and non-retail companies. • Implemented an aggressive marketing and social media campaign resulting in over 31,000 multiple marketing contacts during 2011. Social media outreach continued to increase exponentially. 2013-2014 GOALS • Implement AEDA Board of Directors’ Strategic Plan. • Reduce retail vacancy rate by 10% within 2 years in targeted areas. • Market Arvada through AEDA’s website, business directory, and increase social media outreach by 75%.

City Manager’s Office Budget in Brief

The City Manager/City Clerk’s Office … • Administers “Ask Arvada” – the place for citizens to go for answers to city related questions. • Operates KATV Channel 8 (live City Council web streaming, cover stories from Arvada, R1 School District, AFPD, Apex, Jefferson County and Arvada Chamber of Commerce events). • Promotes and engages in community outreach. • Works with the City Council in all facets of City government. • Is actively engaged in the creation and nurturing of community partnerships. • Participates in legislative advocacy affairs. • Is responsible for the City’s media relations and communications. • Administers “Sustain Arvada” - a way of honoring Arvada’s rich heritage and preserving our resources to foster economic prosperity, environmental stewardship and community vitality today and into the future.

OUTCOME STATEMENT To support the Arvada City Council, Citizens and Organization through the implementation of effective policies, leadership and management practices. 2011 2012 2013 2014

BUDGET $2,372,558 $3,019,861 $2,908,450 $3,011,799

EMPLOYEES 2011 16.75 2012 17.75 2013 18.95 2014 18.95

City Manager’s Office Budget in Brief The City Manager/City Clerk’s Office ... • • • • • • • • •

Has over 500 videos uploaded on You Tube with over 900,000 hits. Live streams City Council and Planning Commission meetings on the City’s website. Has processed over 12,000 passport applications since becoming a Passport Acceptance Facility in late 2002. Administers the “Ask Arvada” Customer Relationship Management system. Since “Ask Arvada” was put into place in place in 2007, there have been 185,005 views of our FAQ’s and 5,378 service requests made. Embraces sustainability. City Hall has a 57 kW Solar System on the roof that powers 6% of the energy load of this 24/7 facility, saving about $6,000 per year. Four other City buildings also have solar power, including the City Hall Annex, Majestic View Nature Center, Water Treatment Plant and the Arvada Community Food Bank. Has had 29 different Mayors since first incorporating in 1904. Has over 130 citizens who are currently appointed by city council to various boards and commissions. Was named as one of the Denver Post Top Workplaces 2012. Was featured as a “hidden gem to live, work and play” on the nationally syndicated show “Today In America with Terry Bradshaw”.

2011-2012 ACCOMPLISHMENTS • Improved support services for the City Council, including distribution of Council packets one full week in advance of the meeting date; established an improved Business Meeting, Workshop and Retreat schedule; implemented security procedures; and refurbished the Council Chambers with new audio and technology equipment. • Implemented new Sustainability and Media Services programs, including a new community garden; revisions to the land use and municipal codes to support community agriculture; expanded recycling; achieved U.S. Department of Energy recognition for energy efficiency through the Better Buildings Challenge; introduced community education series highlighting various City services; and generated recognition by the National Association of Housing and Redevelopment Officials (NAHRO) for the Creekside Park Project, a video feature from the City Beat series. • Provided organizational leadership and support through employee recognition events; offering opportunities for employee involvement in community projects; and participation in the Denver Post Top Workplaces recognition that resulted in Arvada’s selection as one of the top fifteen large employers. 2013-2014 GOALS • Continue, refine and improve Long-Range Financial Planning through the TenYear Capital Improvement Project (CIP) plan and updating Ten-Year Plans for all major funds. • Provide oversight and support for major regional projects that will enhance Arvada’s future, including Transit Oriented Development, Urban Renewal, Jefferson Parkway and the Gold Line through involvement with Colorado state government, Denver Regional Council of Governments, Rapid Transit District, regional utility districts and other local governments within Jefferson and Adams counties. • Complete restructuring of the organization for effective and efficient service delivery through implementation of specific change initiatives, including Performance Based Budgeting, Employee Performance Management, streamlining departmental reporting relationships, establishing internal and external communications plans and fully aligning City Council goals with the work accomplished by City staff. 51

Community Development Budget in Brief

The Community Development Department … • Provides coordination and review of development policies and implementation through the adoption of long-range plans, adoption of codes and ordinances to implement plans, and review of development proposals to those plans, policies, and codes. • Develops long-range projections and plans for the community. Works with neighborhoods on neighborhood planning, grant programs for neighborhood improvement, and historic preservation in Olde Town Arvada. • Responds to zoning and nuisance code issues in the field and at the customer service counter. • Works with neighborhoods on selective pro-active clean-up of problems in their neighborhood to help avoid blighting conditions. • Provides, through the Arvada Housing Authority, Section 8 rental assistance vouchers for up to 508 very low-income households. • Receives $435,000+ in Federal funds to help programs such as the Essential Home Repair Program, homeless housing, Child Advocacy Center, Carin Clinic, Jeffco Mental Health, Developmental Disabilities, etc. • Provides assistance to citizens who need repairs and improvements to their homes. • Administers a variety of community service efforts including Community Wheels, OEC energy assistance, Adams County Transit, etc.

OUTCOME STATEMENT To enhance, guide, and preserve the physical, social, historic and economic quality of Arvada by providing planning, housing and code enforcement services. 2011 2012 2013 2014

BUDGET $6,651,773 $7,490,762 $8,009,131 $7,598,369

EMPLOYEES 2011 24.00 2012 24.00 2013 24.00 2014 24.00

Community Development Budget in Brief The Community Development Department ... • Reviewed 238 cases (annexation, rezoning, development plans, special event permits, Olde Town Design Review cases, etc). Staff also reviewed 114 single family building permits in 2011, 424 multi-family permits, 7 commercial permits, 50 tenant finishes, and numerous additions and miscellaneous permits. • Prepared major changes to the sign code which was adopted by City Council. • Worked with Historic Denver on a Preservation for Living Program that included the creation of idea books for homeowners in the Reno Park/Stocke-Walter Historic Districts and the Allendale/Alta Vista neighborhoods. • Worked with Memorial Park neighbors on a neighborhood revitalization program. • Established a neighborhood grant program and administered work on eight neighborhood improvement grants and 30 “Know Your Neighbor” Grants (for block parties and other neighborhood gatherings). • Investigated 4,161 complaints of violations; 118 summonses were issued resulting in a 97% voluntary compliance ratio, and 2,291 illegal signs in Arvada’s right of way were removed. • Under Council direction, targeted four problematic neighborhoods for pro-active enforcement. A total of 72 property owners participated in the curbside pick-up provided. A total of 13.12 tons of trash and debris were removed from the areas at a cost of $1,961.24. • Removed 3 deteriorated and hazardous crossings and replaced them with a new pedestrian crossing along with related neighborhood park and drainage way improvements as part of the award-winning Creekside Park Pedestrian Crossing and Drainage Project. • Assists moderate-income Arvada homeowners in making needed repairs and energy saving improvements to their homes through lowcost loans and assistance through the Essential Home Repairs Program. • Offers rental assistance to up to 508 very low income Arvada households who wish to live in homes or apartments in Arvada through the Section 8 Housing Choice Voucher Program. 2011-2012 ACCOMPLISHMENTS • Neighborhood Revitalization Program. In 2011, the City awarded 30 Know Your Neighbor grants. So far, in 2012, the City has awarded 8 Know Your Neighbor grants. In 2011, the City awarded 8 Neighborhood Improvement grants for a total of $45,808. City Council approved the award of 9 Neighborhood Improvement grants in 2012 for a total of $45,106. • The Essential Home Repairs Program rehabbed 19 single-family houses owned by low/moderate income Arvada homeowners in 2011 at an expenditure of $214,028. The beneficiaries of the program included 12 elderly clients and 10 of the families benefiting were female headed households. • In 2011, Code Enforcement undertook proactive enforcement of 4 targeted areas. Notices were mailed to 492 homes, with 72 homes participating. In 2012, an additional 4 target areas will participate in proactive enforcement. 2013-2014 GOALS • Initiate Comprehensive Plan amendment in 2013. Complete the amendment and secure Planning Commission approval and City Council ratification by end of second quarter of 2014. • Preserve and enhance commercial and residential neighborhoods in the City. Balance enforcement efforts to reflect the needs of specific zoning districts. Respond to citizen complaints. Determine violations and apply creative and flexible enforcement. Pro-actively remove illegal signage from city right-of-way. • Implement Community Strategies Institute recommendations on creating the Arvada Housing Investment Fund. Develop a work plan and present recommendations to Council during the last quarter of 2012, or the first quarter of 2013.

Finance Budget in Brief

The Finance Department … • Maintains the financial and fiscal records of the City to such a degree that the records are audited annually by a third-party auditor. • Provides timely and accurate reports to citizens, Council members and employees regarding the City’s financial and fiscal condition. • Creates city-wide legal financial records such as the City’s Capital Improvement Plan, the Budget and the Comprehensive Annual Financial Report, and provides all federal and state reporting. • Reviews and analyzes enterprise-wide activities in the areas of revenue generation, spending, insurance and purchasing to audit for patterns and other city-wide activities. • Supports all other departments in their various businesses in the implementation of various revenue and program service delivery.

OUTCOME STATEMENT To serve the citizens and staff of the City of Arvada by providing relevant, timely and solution-oriented fiscal and financial services.

2011 2012 2013 2014

2011 Annual

Financial Report

BUDGET $6,188,404 $8,805,981 $9,361,139 $8,960,242

EMPLOYEES 2011 40.00 2012 40.00 2013 41.00 2014 41.00

Finance Budget in Brief The Finance Department ... • • • • • • • • • •

Analyzes, audits and pays all the City’s obligations of over $64 million in spending. Maintains all receivables for all departments to ensure obligations to the City are paid in a timely manner. Manages grant writing and federal and state reporting of over $6.7 million in grants. Administers the investment portfolio of over $250 million each day. Services over 36,000 utility billing customers every other month, including sending bills and taking over 2,500 phone calls each month. Directs the City’s property and liability, workers’ compensation and safety insurance programs with the outcome of lower claims over the past two years. Offers a sales tax rebate program where over $60,000 is rebated to low-income and senior residents. Administers a sales tax audit program to ensure all businesses pay their appropriate amount in sales and use taxes, thus guaranteeing equity across all businesses. Governs the purchasing regulations and parameters to certify all businesses have an opportunity to be eligible for city business. Prepares all financial records of the City for third-party analysis in accordance with Generally Accepted Accounting Principles as prescribed by the Governmental Accounting Standards Board.

2011-2012 ACCOMPLISHMENTS • The Revenue Division implemented electronic payments for both Utility Billing and Sales Tax systems, allowing customers to review their past usage and pay their bills via the computer. • The Treasury Division helped create the JPMorgan Chase Colorado Purchase Card consortium. The City now uses these cards to pay our bills. This program resulted in a cash rebate of $255,000 in the past two years for paying our bills this way from JPMorgan Chase. The program also eliminated over 75,000 pieces of special paper used to create checks, lowered our mailing costs and eliminated the use of over 75,000 envelopes. The City spent over $14,800,000 using this payment method. • The Purchasing Division implemented a third-party national electronic bid and solicitation posting system for all City purchasing requests. This system permits the City to post all requirements in one location, thereby ensuring vendors can find all City requests in one location. This ensures both full disclosure and an environment whereby a large number of vendors can participate. 2013-2014 GOALS • The Revenue Division will have an additional 15% of the City’s Utility Billing customers - or 5,200 - using some form of electronic payment option. This will eliminate the processing time, postage and paper costs. • The Treasury Division will increase the electronic payment of the City’s bills from its current 68% in volume and 23% in total dollars spent to 70% and 25%, respectively. This will continue to save paper and postage, as well as increase any bank rebate. • The Risk Management Division will institute quarterly meetings with all departments to review various insurance issues. This will include departments in the relationship between usage and their costs with the goal of continuing to decrease various accidents and other issues that create both short and long-term costs.

Human Resources Budget in Brief

The Human Resources Department … • Provides employment and recruiting for the City of Arvada. • Develops, coordinates and administers training and development programs in collaboration with other departments in the City. • Administers compensation administration. • Provides benefits administration, including ongoing efforts to maintain cost-effective solutions that provide the most attractive and beneficial options to our employees. • Leads efforts in workforce and strategic planning. • Administers the City’s wellness and recognition programs. • Ensures statutory compliance throughout the City (EEO/FLSA/ADA etc.) • Provides employee relations and consulting to all departments and employees within the City of Arvada.

OUTCOME STATEMENT To support and guide the successful employment of all City employees by providing essential, professional and consistent human resources programs. 2011 2012 2013 2014

BUDGET $1,101,802 $1,177,086 $1,226,702 $1,270,094

EMPLOYEES 2011 2012 2013 2014

9.00 9.00 9.00 9.00

Human Resources Budget in Brief The Human Resources Department ... • Receives thousands of applications for employment yearly. The department screens and reviews these to help managers select the best employees. In 2011, HR helped to hire 56 benefitted employees and hundreds of temporary/non-benefitted employees. • Is responsible for building competitive and cost-conscious compensation programs that keep our employees motivated and engaged in delivering great public service to our community. We are an “Employer of Choice” thanks to our compensation program. • Leads the wellness efforts at the City of Arvada. Wellness activities and education have been shown to promote healthy lifestyles and increase productivity. • Administers FMLA, Extended Medical Leave, Long-Term Disability, and COBRA internally - so both current and former employees benefit from an individual, “human” point of contact to help with these situations. • Administers the health insurance program for the City. Out of the 680 benefit-eligible employees, the City has 607 employees enrolled in the City’s health insurance plans. That’s close to 90% of employees. • Ensures that over 600 wonderful volunteers can volunteer year after year through our volunteer application/background process. • Tracks the turnover rate for the City, which in 2011 was 6.64%. That is low compared to our market. HR works to provide effective recruitment and retention services to help keep turnover low. • Has the privilege of working with all 14 departments at the City. Each department has their own unique needs and people. HR partners with these individuals to meet their different needs and support the work they perform. • Employs nine full-time employees who provide services to 1300 employees (includes benefitted and non-benefitted) Citywide. We may be small, but we are mighty! 2011-2012 ACCOMPLISHMENTS • HR worked with City Council to develop the new total compensation philosophy, effective January 2012. This philosophy - for Arvada to be an employer of choice – was created to meet the fiscal responsibility we have to our citizens while continuing to compensate our employees in a competitive manner. • HR and the City’s Benefits Advisory Committee educated employees on High Deductible Health Plans (HDHPs), and ultimately, the City made this health care option part of our benefits structure in January 2012. Roughly 20% of our employees enrolled in this health care option saving the City significant dollars and empowering our employees to be better stewards of their health. • Recruitment of several key positions was a top priority in 2011/2012. With the help of recruiting firms, HR managed the recruitment processes of our city manager, deputy city manager and Arvada Center executive director, and developed and coordinated the recruitment of our new communications manager. 2013-2014 GOALS • The City is facing substantial budgetary impacts as we consider possible future costs to provide health care insurance for our non-benefitted employees. This could happen as early as 2014. HR is working with Finance to determine potential costs and impacts, and will develop contingency plans throughout 2013. • HR will lead the way to determine how we evaluate employee performance as we move to performance-based measures and a culture shift focusing on measurable results. We will partner with several departments in to determine the tools, methods and communication needed to help educate and support staff. • HR will partner with CMO to implement a city-wide training program that will target line-level employees and their development needs with an emphasis on our City’s values, core competencies and performance management.

Information Technology Budget in Brief

The Information Technology Department … • Supports all the business systems for twelve very unique departments. This includes everything from Ticket Sales at the Arvada Center; Billing for Water and Sewer; Permits for Building; Financial Accounting; Wastewater Management; Court Records; GIS Mapping and Police Systems used for booking, managing the dispatch center and records. • Supports the printing needs for city departments in the print shop facility. • Provides design services in support of city departmental needs. • Maintains the telephone services and voice mail used by city staff. • Has an active clientele of over 700 users.

OUTCOME STATEMENT To support and manage technology by planning and implementing innovative, efficient and effective business solutions in collaboration with all city departments. 2011 2012 2013 2014

BUDGET $5,476,098 $7,226,012 $5,729,070 $5,039,769

EMPLOYEES 2011 27.00 2012 27.00 2013 27.00 2014 27.00

Information Technology Budget in Brief The Information Technology Department ... • Manages and supports a 800 MHZ Radio system that is used by Arvada Police, Arvada Fire, and many other city departments, with over 1,000 users and four tower sites. The primary site is on top of El Dorado Mountain. • Maintains over 150 servers needed to run all the applications used by city staff members to support the City of Arvada. • Oversees over 140 terabytes (TB) of disk space used to currently store the City’s electronic data. Twelve terabytes are equivalent to 5 billion typewritten pages of information. • Supports the City’s email system. Of 400,000 external emails that are sent to the City, approximately 140, 000 are legitimate. The rest are denied as SPAM, viruses etc. • Supports and hosts seven City websites. In 2011 there were over 461,000 visits on the City’s main website, arvada.org. • Supports 650 desktops and approximately 350 + software applications used throughout the city. • Supports a huge amount of databases within the City. For example, a table in our finance database has nearly 200 million rows! • Stuffs and mails over 250, 000 water bills, delinquent notices and sales tax returns a year in addition to the mail that is processed for each department. • Is working on enabling our city staff to work from most anywhere with a new type of technology referred to as desktop virtualization. If a city employee needs to work from a different location other than their office they would be able to access their computer from a website. So far more than 70 virtual desktops are in use by city employees. • Processes an average of 750 tickets per month at our IT service desk. 2011-2012 ACCOMPLISHMENTS • Replaced aging, non-vendor supported phone system. This required a major network infrastructure upgrade. The new system provides enhanced telecommunications capabilities between staff and Citizens. • The City’s 10-year-old office productivity suite was upgraded to Office 2010 on all workstations and staff was trained on the new software. The upgrade provides improved document production, sharing and collaboration capabilities and allows us to share documents with outside entities on a common platform. • The department continues to be recognized for its innovation in all areas of technology. Awards have been received from a broad range of organizations including the Public Technology Institute’s Technology Solutions Award, and the Center for Digital Governments’ Top 10 Digital Cities - Best of the Web, and Digital Government Achievement Award. 2013-2014 GOALS • Migrate city staff to a new cloud-based email solution thereby reducing the need for the purchase, maintenance and upgrade of on-site email servers. The goal will be to migrate to the new email solution with minimal disruption to city business. • Approximately 600 computers will be replaced in some fashion. This process will not be a traditional one for one replacement of hardware, but will require an analysis of staff needs. We will deploy different equipment-based on needs. Workers with a need for mobility will be given tools that allow access from anywhere and users with heavy processing needs will be given high-end workstations. • Implement Master Data Management (MDM) to provide a process for collecting, aggregating, matching, consolidating, classifying, identifying and distributing data throughout an organization to ensure consistency and control of this information. The objective is to ensure that the city does not use multiple or inconsistent versions of data in different parts of its operations.

JUDICIAL Budget in Brief

The Municipal Court … • Acts as an impartial fact finder in determining if a City ordinance has been violated. • Utilizes Judges who impose sentences and consequences for violations of law in a timely manner. • Employs trained court staff who provide customers with information needed to effectively satisfy court cases. • Offers the Teen Court Program, which provides an alternative sentence for youth offenders, judicial education and volunteer opportunities to our teen population. • Strives to utilize technology and its efficiencies, including the current implementation of electronic tickets. • Maintains a Court Web site which provides 24/7 information to assist customers with their court case concerns. • Offers various options to make payments on court cases more convenient and accessible - mail, drop box, phone and electronic.

OUTCOME STATEMENT To provide a fair and impartial judicial process by holding timely hearings, making appropriate findings and sentences, and processing cases efficiently. 2011 2012 2013 2014

BUDGET $827,532 $941,337 $945,283 $977,936

EMPLOYEES 2011 10.00 2012 10.00 2013 10.00 2014 10.00

JUDICIAL Budget in Brief The Municipal Court ... • Implemented automated processes with a Collection Agency and the Department of Motor Vehicles which has resulted in real-time transfer of information and reduction in paper use. • Has an on-line payment option for customers to have 24/7 access to their court accounts • Is actively providing “greener practices” resulting in reduction of paper use, postage, time and gas • Provides higher level customer service by offering 24/7 access to their court payment accounts, seeking technology advancements to meet the expectations of online services, communicating with customers via social media tools and implementing greener business practices • Is in the process of implementing Electronic Tickets (e-ticketing). This will eliminate ticket data entry processing. Turnaround time for ticket processes may be shortened, which will enhance customer service and ultimately bring cases to faster resolution. • Maintains a court web page that is current and consistently updated, providing customers with 24/7 court information • Is in the process of implementing an Electronic Court Procedure manual. This manual will provide court staff with immediate access to court processes and retrieval of information they require to do their jobs effectively. • Has updated audio equipment in the courtroom, resulting in electronic audio transcript transfers being produced quickly and transcribers returning them electronically, providing an efficient paperless process. • Is installing video arraignment equipment in the courtroom to allow for improved access to the jailed defendants • Is researching interactive Voice Response (IVR). This technology could provide customers another method to make payments by using the 24/7 phone payment option. Additionally, it could serve as a voice messaging tool to contact customers to remind them of court dates, payment due dates and office closures, etc.

2011-2012 ACCOMPLISHMENTS • Quality Customer Service, as evidenced by our customer service survey, which reflects 93% customer satisfaction. • E-Payment Process was improved and marketed to allow more customers to pay on-line. Additionally, the E-Tickets program (traffic unit) was successfully implemented. The pilot is currently being used by the PD Traffic Unit only, with potential for future growth. • Updated the video arraignment and audio equipment in the courtroom. This system allows the Court to process prisoners from Jefferson County Jail by video, reducing officer transports, court time, and potential security problems. 2013-2014 GOALS • Provide quality Customer Service by continuing to distribute the Court’s customer service survey and track customer satisfaction and complaints in order to identify successes and resolve problems. • Increase E-Ticket processes. The Court partnered with the Police Department to implement electronic-tickets. To date, the project has proven to be successful. The Court’s case load has increased by using this technology, and we anticipate continued growth. • Parking Ticket Enforcement Plan – Parking tickets are beginning to be issued using the electronic ticketing system. The Court will be researching and implementing a plan to assist with successfully collecting fines imposed on parking tickets.

LEGAL Budget in Brief

The Legal Department … • Enforces the municipal code. • Represents the City before judicial and administrative tribunals. • Provides legal advice and counsel to boards and commissions and City staff. • Prepares legal documents. • Provides legal representation to the Arvada Urban Renewal Authority. • Instructs employees on various legal issues. • Acts as judges for the Teen Court program. • Partners with other governmental entities in the representation of intergovernmental authorities. • Partners with other governmental entities by acting in the role of a Special Prosecutor.

OUTCOME STATEMENT To protect the legal interests of the City by providing timely and quality legal counsel, advice, support and advocacy. 2011 2012 2013 2014

BUDGET $1,344,483 $1,477,202 $1,527,962 $1,585,084

EMPLOYEES 2011 10.00 2012 10.00 2013 10.00 2014 10.00

LEGAL Budget in Brief The Legal Department ... • Acts as Legal Counsel for the Arvada Urban Renewal Authority which includes the drafting of all legal documents and provision of Legal Counsel for this entity. • Acts as Legal Counsel for the Charter Review Committee including the research and preparation of proposed ballot questions voted on by Arvada voters. • Prepares the amended language for the amended Arvada Charter provisions and prepares the Ordinances enacted by the City Council to remain consistent with the Arvada Charter. • Prepares the Ordinances amending the Building Codes and the International Property Maintenance Code. • Prepares the Ordinance amending the Personnel Rules and the Resolution adopting a Pay Philosophy for Arvada Employees. • Prepares the Resolutions and Agreements relating to development incentive agreements such as those agreements with King Soopers for the Wadsworth and Sheridan Stores. • Prepares all Resolutions and Ordinances for adoption by the City Council. • Plea bargains cases or successfully Prosecutes more than 10,000 cases in the Municipal Court. • Advocates on behalf of the City so that a savings of more than one million dollars can be realized on civil claims and litigation. • Provides training to Police Officers, other employees and various Board and Commission Members to avoid future litigation.

2011-2012 ACCOMPLISHMENTS • Successful prosecution of a clear majority of Municipal Court matters. • Successful outcomes in litigation, including cases brought by former employees, private parties alleging police misconduct, action for exclusion from JCMD District which resulted in obtaining attorneys’ fee award. • Prepared 171 Resolutions and 53 Ordinances, assisted with Amendments to City Charter, and created the Ordinance Amending the Personnel Rules. 2013-2014 GOALS • Successfully prosecute Municipal Court matters at a rate of 80% and successfully defend the City in civil cases at a rate of 70%. • Process requests for ordinances, resolutions, and agreements within the time frame established by City Council and the City Manager. • Provide assistance with training of various boards and commissions and employees, and effectively utilize outside counsel to manage the expenditure of public funds for this purpose.

Parks, Golf & Hospitality Budget in Brief

The Parks, Golf & Hospitality Department … • Provides parks, trails and open space design and maintenance. • Directs and provides golf club operations at West Woods Golf Course and Lake Arbor Golf Course. • Provides banquet and conference services operations at the Arvada Center and the City’s golf course facilities. • Offers environmental education at the Majestic View Nature Center. • Manages operations of lake recreation at the Arvada Reservoir. • Coordinates festivals and special events within the City of Arvada. • Is responsible for the management of the Arvada Sister Cities International program at the City.

OUTCOME STATEMENT To enrich Arvada’s quality of life by providing essential services, programs and opportunities that enable citizens to experience parks, trails, open spaces, recreational amenities, golf, banquet/conference and concession enterprises and community-wide celebrations. 2011 2012 2013 2014

BUDGET $15,102,607 $15,967,118 $14,360,071 $14,629,228

EMPLOYEES 2011 70.00 2012 70.00 2013 69.00 2014 69.00

Parks, Golf & Hospitality Budget in Brief The Parks, Golf & Hospitality Department ... • Supports the City’s goal to have a neighborhood park within a ten-minute walk of every home in Arvada. In 2011, two key properties were purchased to be developed into neighborhood parks, one in East Arvada, the other in South Central Arvada. • Has certified playground inspectors who routinely inspect 51 playgrounds in the Arvada park system. • Maintains the new Arvada Skate Park, which is approximately 42,000 square feet in size and one of the largest in Colorado. • Cares for our trees! Arvada has been a Tree City USA city for 25 years. • Supports sustainability. Both Lake Arbor and West Woods Golf Clubs are Audubon International’s Certified Audubon Cooperative Sanctuaries. A sustainable golf course operation is one that enhances the playing quality of the golf course in harmony with the conservation of its natural environment under economically sound and socially responsible management. • Is notable! West Woods Bar and Grill was recognized by Colorado Avid Golfer Magazine as being the “Best Dining Experience Public/ Resort” noting: West Woods Golf Club forsakes the familiar, West Woods’ fare comes with a Southwestern flair that attracts many nongolfers. • Supports Arvada Reservoir’s lake recreation programs with more than 90 volunteers. More than 23,000 anglers annually catch approximately 12,000 fish. • Is health-conscious. All menu selections at the Arvada Center Banquet and Conference Facility, as well as at the restaurants at the city’s golf clubs, are trans-fat free. • Annually hosts 14,000 visitors at the Majestic View Nature Center, and the Center’s power needs are meet using 100% solar power. • Operates the Sister Cities International Program. Arvada is sister cities with three communities: Mechelen, Belgium, Kyzylorda, Kazakhstan and Jinzhou, China. • Received a distinction at the West Arvada Dog Park, named “Best Dog Park in Denver” by Westword newspaper. 2011-2012 ACCOMPLISHMENTS • Completed a number of high-profile projects including the 42,000 sq. ft. Arvada Skate Park, one of Colorado’s largest (named “Best Skate Park in Denver” by Westword); the Hills at Standley Lake Park-Community Garden-Community Supported Agriculture Project. To attain Arvada’s goal to have a neighborhood park within a 10-minute walk of every home, purchased two properties for neighborhood park development, one in East Arvada, the other in South Central Arvada. • Completed another year of Taking Lasting Care Program with a number of trail, playground and irrigation system projects at locations throughout the city, including: Thundercloud Park, Majestic View Community Park, Volunteer Firefighters Park, Fitzmorris Park, Columbine Park and the W. 80th Avenue Median Project. • Worked with the Arvada Festivals Commission to sponsor or co-sponsor the 11th Annual Chocolate Affair, High Tea for Seniors, 10th Annual Kite Festival, 11th Annual Trails Day, 4th of July, Festival of Scarecrows and Wines for the Holidays. These events drew thousands of visitors to Arvada. 2013-2014 GOALS • Insure that Arvada will be a community where everyone will benefit from a wellplanned, exciting, and diverse system of parks, open space and recreational opportunities. • Provide long-term financial sustainability for on-going operations and capital maintenance and improvements by developing and maintaining a coordinated strategic funding plan. • Arvada will be a community which protects the environment and uses natural resources wisely.

Public Safety Budget in Brief

The Public Safety Department … • Holds Citizen Police Academies twice a year – spring and fall – where more than 50 residents learn about the workings of the Arvada Police Department. • Regularly hosts the Chief’s Community Roundtable with Chief Don Wick to share police news and information with citizens. • Has nearly 2,000 followers through sites such as Facebook and Twitter. Several Arvada Police videos on YouTube have received more than 100,000 views. • Leads the Explorer Post, for teens between the ages of 15 and 21 who are interested in a career in law enforcement. Explorers receive first-hand police experience. • Is grateful for our volunteers, most of whom are graduates of the Citizens Police Academy. Our volunteers provide thousands of hours of valuable service to the Arvada Police Department each year. • Includes members of the Community Response Impact Team, who work with apartment communities, rental property owners, businesses and home owner associations to provide valuable crime prevention programs.

OUTCOME STATEMENT To protect and ensure a safe community and enhance our citizens’ quality of life by delivering responsible, dedicated, and respectful high quality police services.

2011 2012 2013 2014

BUDGET $23,555,283 $26,658,854 $35,158,647 $28,163,324

EMPLOYEES 2011 229.40 2012 229.40 2013 232.40 2014 232.40

Public Safety Budget in Brief The Public Safety Department ... • Provides Directed Police Intervention (DPI), which targets areas experiencing crime in the city to reduce these numbers and improve the overall quality of life for residents. (Crime reduction usually equals 10% or more.) • Assigns an officer at each of Arvada’s middle and high schools as part of the School Services team. There is also one officer who serves at designated elementary schools. • Employs two Crime Scene Investigators (CSI), who work with a team of specially trained officers to collect evidence at major crime locations. • Utilizes three K-9 teams on patrol. These highly trained teams conduct dozens of tracks, suspect searches, and narcotic searches as part of their patrol efforts each year. • Returns nearly 95% of lost pets to their homes each year through Arvada’s Animal Management Team. • Employs a Public Relations Coordinator who receives more than 2,000 calls from the media each year, and is available 24/7. • Is part of the Jefferson County Regional S.W.A.T. Team. • Utilizes a Senior Liaison Officer, who meets with and provides valuable information for nearly 1,000 senior citizens in Arvada each year. • Is the first Colorado law enforcement agency to be accredited through the Commission on Accreditation for Law Enforcement Agencies. • Receives more than 200,000 phone calls each year in the Department’s Communication Center.

2011-2012 ACCOMPLISHMENTS • Provided training, education, and personal development opportunities designed to improve the health and welfare of our greatest asset — our workforce. • Reduced property crimes by 9% and crimes against society by 23%. • Implemented several interactive media products designed to inform the public about crime, community safety, and the police department. • Selected an architect and construction company to design/build the community stations. • Developed a decentralized police deployment plan in preparation of the opening of the community stations. 2013-2014 GOALS • Develop a long-range technology plan to address the changing needs of the department and the community within our allotted budget. This includes improving our social media and other outlets for keeping the community informed. • Enhance our decentralized policing plan designed to improve service delivery to the public, and implement new programs in response to economic growth and development within the City. • Plan, design and build two new Police Department community stations. • Hire, train, develop, and equip an exceptional law enforcement workforce capable of meeting the demand of a modern society. • Upgrade our records management system and evidence management system designed to improve our delivery of services, both internally and externally.

PUBLIC WORKS Budget in Brief

The Public Works Department … • Provides snow removal and ice control with 14 tandem-axle snowplows. • Provides street resurfacing, sweeping, drainage maintenance and right-of-way mowing. • Creates, manages, and maintains geographic data resources and mapping services available to public and City staff. • Reviews private development for compliance with City criteria. • Designs and manages construction projects in the Capital Improvements Streets, Water, Stormwater, and Wastewater budgets, and provides technical support for the Capital Improvements Parks and Traffic projects. • Maintains all City buildings. • Acts as owner representative on major construction projects. • Oversees signal timing on City streets. • Maintains all signs, lines and signals within the City. • Reviews private development and capital improvement projects for compliance with City specifications and criteria.

OUTCOME STATEMENT To continue to create a better community by constructing, operating and maintaining the public’s infrastructure. 2011 2012 2013 2014

BUDGET $17,718,935 $21,919,543 $19,527,735 $20,324,405

EMPLOYEES 2011 202.25 2012 198.25 2013 88.50 2014 88.50

The Public Works and Utilities Departments split from one combined department into two separate departments effective 2012 - approved for 2013 budget.

PUBLIC WORKS Budget in Brief The Streets Division ... • Has 33 employees – one less than in 1980. During that time street lane miles have grown from 835 lane miles to 1439 lane miles. • Maintains approximately 1074 miles of curb, gutter and sidewalk, 3634 storm inlets and 215 miles of storm pipe. Geo Data Services … • Currently maintains more than 200 GIS layers, most of which are freely available to the public. • Has 18 commonly requested maps and 15 web mapping applications available on the City website. The map server fields more than 15,000 requests per day. • Maintains more than 300,000 address records with on-line search capabilities and links to additional parcel information. The Engineering Division … • Designs and manages the construction of approximately $11 million in projects in a typical year. The Facilities Management Division … • Oversees City facilities with an estimated replacement value of $124 million. The Traffic Engineering Division … • Maintains over 20,000 signs in the City • Repaints the lane markings on City streets every year requiring 6,000 gallons of paint per year. • Operates and maintains 106 traffic signals and 136 school beacons. • Manages the street light system consisting of 7,600 street lights. • Was responsible for the City being named as a Bike Friendly City by the League of American Bicyclists.

2011-2012 ACCOMPLISHMENTS • Conducted capital maintenance on over 160 lane miles of streets including the overlay or reconstruction of nine streets and the patching of 1,547 potholes. • Completed reconstruction of Olde Wadsworth from Ralston Road to 64th Avenue which included widening sidewalks and adding on-street bicycle lanes. • Awarded over $5 Million dollars in transportation grants for trail and road expansion and safety improvements. 2013-2014 GOALS • Complete over $13 million dollars in capital improvement and maintenance projects including the reconstruction of 2 miles of streets and construction of auxiliary turn lanes on Sheridan and Wadsworth. • Build two police substations by the end of 2013. • Integrate GIS into the new building permit software.

UTILITIES Budget in Brief

The Utilities Department … • Supplies drinking water. • Removes and disposes of wastewater generated by residents. • Constructs stormwater projects to minimize flooding. • Issues building permits and conducts follow-up inspections. • Investigates reports of unsafe buildings. • Maintains the City’s fleet of vehicles and motorized equipment. • Replaces worn out water, sewer, and stormwater infrastructure.

OUTCOME STATEMENT To provide essential health, safety and habitable services to all residents and customers by delivering critical water, wastewater and storm water services and through the application of standardized building codes. 2011 2012 2013 2014

BUDGET $28,378,118 $51,012,768 $83,790,511 $43,515,079

EMPLOYEES 2011 2012 2013 2014

0.00 0.00 109.75 109.75

The Public Works and Utilities Departments split from one combined department into two separate departments effective 2012 - approved for 2013 budget.

UTILITIES Budget in Brief The Building Division ... • Issues building permits for new buildings including additions, modifications, alterations and all aspects of construction. • Conducts building inspections to assure construction is compliance with the International Building and Fire Codes. • Provides reviews of construction plans to assist owners and building inspections to help remediate dangerous conditions. The Vehicle Maintenance Division… • Provides safe, effective, quality equipment/vehicles with the best and most cost-effective technology available. • Ensures the City’s fleet vehicles and equipment are dependable and ready for use, with professional maintenance/repair services. The Stormwater Division… • Reduces/eliminates threat or health impacts from flooding. • Maintains the existing stormwater water system. • Protects and enhances the aquatic environment. The Wastewater Division… • Provides safe, effective and efficient collection and disposal of wastewater generated by customers. • Provides information and knowledge for customers experiencing sewer service line problems. • Delivers timely maintenance and replacement of wastewater infrastructure to minimize customer inconvenience. The Water Division… • Maintains and operates the water system with high reliability. • Provides safe, high quality drinking water to all customers. • Supplies a critical component for fire protection by providing water for firefighting operations. • Provides timely replacement of water infrastructure to minimize customer inconvenience.

2011-2012 ACCOMPLISHMENTS • In 2011 treated and delivered approximately 5.4 billion gallons of water drinking water to our residents, of which 3.6 billion gallons came back as wastewater. • In 2011, collected $34.6 million: $2.7 million in water and sewer tap fees, $27 million in water and sewer sales, $1.8 million in building permits, and $3.1 million in stormwater fees. • Performed routine preventative maintenance on 600 vehicles and 400 pieces of motorized equipment. 2013-2014 GOALS • Deliver drinking water to Arvada residents as needed, remove all customergenerated wastewater, reduce flooding, keep the fleet running and ensure buildings are safe. • Identify, prioritize, and plan for infrastructure needs, including the growing capital replacement requirements. • Review of the Wastewater, Water, Stormwater, Building Inspection and Fleet Maintenance fees and rates.

Budget Detail

Arvada Center for the Arts and Humanities

Arvada Center OUTCOME STATEMENT To inspire the residents of our region to live and learn creatively by experiencing the performing arts, visual arts, educational programs, and historical exhibits. PURPOSE: The Arvada Center for the Arts and Humanities inspires our community to live and learn through the performing and visual arts, history and education. The Arvada Center offers its patrons the opportunity to develop an improved understanding of themselves and their environment through a direct experience with the arts. For the citizens of Arvada – our principal stakeholders – the Center stands as a source of civic pride, a catalyst for economic development, a commitment to the arts, and a reflection of the community’s hopeful, grand and ambitious spirit. REVENUE SOURCES: Ticket Sales: Contributions:

Tuition, Retail, Rental Institutional, Individual, Events

BUDGET CHANGES - 2013 and 2014: • Increase the cash transfer from General Fund by $425,000 to $1,643,122 in 2013 and 2014.. • Increase the Accounting Technician I position from .50 to a full-time position

2011-2012 DEPARTMENTAL ACCOMPLISHMENTS • Through the use of strategic partnerships and the recognized strength of our programming, the Arvada Center has established itself as a truly regional institution, attracting nearly 350,000 visits to the Center from across the region and beyond. • The expansion of summer programming in the Outdoor Amphitheater has generated new revenue, established the Center as a summer concert venue, and added significant new cultural programming and national touring acts to the Denver Metro area. • Over the past two years, the Arts Council and Center staff have made significant progress in studying and understanding potential structural and governance issues that impact the mission and operations of the Center. This work has engaged City Council in such a way that significant policy decisions regarding the future of the organization can be addressed.

2013-2014 DEPARTMENTAL GOALS • Over the next two years the Center will focus on increasing the number of visitors through expansion of existing programming, continued strategic partnerships and increased capacity utilization with a goal of a 10% increase per year. • In order to maintain growth and stature as a regional institution, the Arvada Center will continue to develop strategic partnerships and collaborations with other organizations, focusing on large regional institutions throughout the State. • To maintain the long-term fiscal health and sustainability of the Center while continuing to provide high quality programming and address any structural and governance changes, a formal assessment of departmental operating policies, procedures, and practices will be completed in 2013.

Arvada Center Operating Expenditures by Division 2011 Actual Arvada Center

AC Presents

Administration

2012 Revised -

2013 Budget

923,408

2014 Budget $

1,142,632

3,029,282

3,367,129

3,075,065

3,156,737

Development

128,180

162,516

236,473

347,621

Education

776,942

816,088

914,775

940,270

Facilities Management

137,692

178,011

197,038

203,315

Gallery / Museum

321,446

344,121

333,212

340,763

Marketing & Patron Services

1,339,893

1,311,663

1,385,633

1,417,283

Performing Arts

4,477,028

4,664,308

3,779,217

3,870,671

$ 10,210,463

$ 10,843,836

$ 10,844,821

$ 11,419,292

2011 Actual

2012 Revised

2013 Budget

2014 Budget

$ 4,194,576

$ 4,214,008

$ 4,481,768

$ 4,728,652

2,468,5376

2,851,254

2,777,393

3,047,988

Supplies & Expenses

717,673

668,262

722,839

728,159

Contracts & Leases

847,328

1,080,947

847,821

859,329

Inventory

8,539

1,932

8,461

8,560

Capital Maintenance

5,704

56,318

6,391

6,455

3,845

801

112

113

Transfers

1,967,270

2,000,000

2,040,000

Total Arvada Center by Category

$ 10,210,463

$ 10,843,836

$ 10,844,821

$ 11,419,292

Total Arvada Center by Division

Operating Expenditures by Category

Arvada Center

Personnel Services & Charges

Capital Outlay Other Financing Uses

Arvada Center

Operating Expenditures by Division $12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $‐ 2011 Actual AC Presents Education Performing Arts

2012 Revised Administration Facilities Management

2013 Budget

2014 Budget

Development Marketing & Patron Services

2013 Operating Expenditures by Category

Capital Outlay 0.01%

Transfers 18.44% Other Financing Uses 0.01%

Personnel 41.33%

Capital Maintenance 0.06% Inventory 0.08% Contracts & Leases 7.80%

Supplies & Expenses 6.67%

Services & Charges 25.61%

Arvada Center ADMINISTRATION Provides the institutional vision for the Arvada Center. Directs and supports general operations through executive, fiscal, and facilities management.

2011-2012 ACCOMPLISHMENTS • Successfully navigated SCFD grant process, including acceptance of Banquet revenues by SCFD resulting in higher grant award for the Center. • As primary internal service provider to department, implemented project accounting and consistent financial procedures and processes for each division. • After multi-year process, led the Arts Council through successful IRS determination regarding non-profit requirements and reporting of funds from grants and other sources. • Streamlined and created consistency for volunteer programs resulting in significant growth, improved communication, and volunteer activity at the Center.

2013-2014 GOALS • Enhance and improve financial and non-financial reporting and analysis by automating data reporting for use by every division to improve accountability, increase revenue and attendance, and identify new opportunities. • Manage and lead implementation of the new web application programming interface (API) to enhance online patron experience and increase the use of the Center website. • Implement point of sale system for reporting of inventory and selling of products other than tickets. Budget Personnel Services & Charges Supplies & Expenses Contracts & Leases Inventory Capital Maintenance Capital Outlay Transfers TOTAL

2011 Actual $648,721 259,563 140,550 12,225 493 460 1,967,270 $3,029,282

2012 Revised $742,208 433,088 145,352 24,645 721 50,000 3,845 1,967,270 $3,367,129

2013 Budget $740,518 177,446 143,180 12,718 743 460 2,000,000 $3,075,065

2014 Budget $780,051 179,318 143,293 12,845 765 465 2,040,000 $3,156,737

Number of Employees Administration

2011 Actual 7.50

2012 Revised 7.50

2013 Budget 8.00

2014 Budget 8.00

The Arvada Center was founded on July 4, 1976 by the Citizens and government of Arvada.

Arvada Center DEVELOPMENT Pursues philanthropic support for Center programs through the solicitation and securement of donations from individuals, corporations, foundations, government entities, grants and special events.

2011-2012 ACCOMPLISHMENTS • In 2011, Development revenue increased by 11% over the previous year, with a 35% increase in Individual Giving. • Throughout 2011, Development reorganized and improved its procedures related to database management, gift processing, patron acknowledgments, reporting and overall administrative duties in order to more quickly impact, track, and assess patron giving and fundraising campaigns. • Development secured a $25,000 corporate sponsor for the 2012 Summer at the Center events, generating new ideas and enthusiasm for additional sponsorship opportunities at the Arvada Center. • Provided primary staff support to the Arts Council and efforts to evaluate and improve Center structure and governance through the New Pathways initiative.

2013-2014 GOALS • Development will continue to increase its average gift amount and overall levels of individual and institutional giving, with a goal to grow revenue by 25%. • Development will continue its efforts in expanding its philanthropic base of support through the establishment of a VIP program, offering individual and institutional donors new and creative opportunities to further engage in Arvada Center programs at a higher level. • Development will continue to cultivate sponsorship and grant opportunities from the local community, corporations and foundations by leveraging our contacts and relationship through the City of Arvada and other stakeholders. Budget Personnel Services & Charges Supplies & Expenses Contracts & Leases TOTAL

2011 Actual $88,286 22,970 15,794 1,130 $128,180

2012 Revised $135,259 11,784 13,551 1,922 $162,516

2013 Budget $195,979 23,570 15,794 1,130 $236,473

2014 Budget $306,750 23,837 15,893 1,141 $347,621

Number of Employees Development

2011 Actual 3.00

2012 Revised 2.00

2013 Budget 2.00

2014 Budget 2.00

The Arvada Center is funded in part by the City of Arvada, the Scientific & Cultural District (SCFD), community foundations and grants, and over 2,500 individual donors and corporate partners.

Arvada Center EDUCATION Provides educational opportunities in dance, drama, pottery, photography, music and humanities for children and adults and manages operations of the Arvada History Museum.

2011-2012 ACCOMPLISHMENTS • Multiple Dance Academy students given scholarships to prestigious dance schools: SUNY-Purchase, Julliard and University of Missouri- Kansas City. • Increased Front Range Youth Symphony enrollment in 2012 by 30% over 2010. • During the 2011-2012 school year, the Arts Day Program served 49,227 students and Children’s Theater had 38,027 patrons. • In 2012 the inaugural Spring Break Camp program was launched and served 172 students and generated an additional $18,500 in revenue.

2013-2014 GOALS • Grow Arts Day outreach and school field trip programs by 30%. • Increase enrollment of Dance Academy by 10%. • Revamp Drama Academy and increase revenue by 20%. • Increase Front Range Youth Symphony enrollment by 10%. Budget Personnel Services & Charges Supplies & Expenses Contracts & Leases Inventory Capital Maintenance Other Financing Uses TOTAL

2011 Actual $652,522 85,779 32,787 5,235 427 80 112 $776,942

2012 Revised $661,554 99,134 37,705 16,709 986 $816,088

2013 Budget $795,184 80,950 32,787 5,235 427 80 112 $914,775

2014 Budget $819,164 82,187 33,007 5,287 431 81 113 $940,270

Number of Employees Education

2011 Actual 4.00

2012 Revised 5.00

2013 Budget 6.00

2014 Budget 6.00

The Arvada Center’s Arts Day and children’s theater programs are well known and respected by educators throughout Colorado. 78

Arvada Center GALLERIES Curates or presents exhibitions in contemporary and traditional expressions that advance an understanding of appreciation for the fine arts.

2011-2012 ACCOMPLISHMENTS • Produced and Presented 32 art exhibitions in 2011 and 2012 through continued focus on strategic partnerships with local, regional, and national institutions. Awarded “Best of Westword” for Best Sculpture Show - Robert Mangold Retrospective. • Developed new volunteer opportunities with the Gallery Greeter program resulting in a 300% increase in volunteer hours since 2010. Volunteer hours in Gallery in 2010 equaled 462, projected 2012 volunteer hours are approximately 1,200. • In effort to maintain free access to Center Galleries but count Gallery visitors for grant purposes, the Make Your Visit Count program was launched in September 2011. As of May 2012, 16,860 Gallery patrons were counted. • In 2012, added SmartArt Technology to Gallery exhibitions. In addition to the Guide by Cell Phone Audio Tours, exhibitions also offer Augmented Reality smart phone applications to allow patrons an even more educating and engaging experience.

2013-2014 GOALS • Increase number of volunteers hours by an additional 400 hours through gallery greeting and docent programming. • Re-Design Main Gallery Floor and Modular Wall systems to enhance gallery experience and increase flexibility of the use of space. • Leading the Art in Public Places process for art selection at the Arvada Gold Line Transit Stations. • Increase Make Your Visit Count visits to an average of 2000 per month. Budget Personnel Services & Charges Supplies & Expenses Contracts & Leases Inventory Capital Maintenance Capital Outlay TOTAL

2011 Actual $191,235 89,703 30,966 311 7,291 1,904 36 $321,446

2012 Revised $196,587 88,350 55,137 2,836 1,211 $344,121

2013 Budget $199,504 93,200 30,966 311 7,291 1,904 36 $333,212

2014 Budget $205,670 94,239 31,217 314 7,364 1,923 36 $340,763

Number of Employees Gallery/Museum

2011 Actual 3.50

2012 Revised 3.50

2013 Budget 3.50

2014 Budget 3.50

The Arvada Center serves nearly 350,000 visitors each year. 79

Arvada Center MARKETING & PATRON SERVICES Creates and implements marketing plans that will help to meet or exceed revenue goals for Arvada Center programs. Heightens public awareness and develop and foster a positive public image. Manages front-line customer service and ticket purchasing through the box office and the front desk at the Center. Responsible for house management and front-of-house support.

2011-2012 ACCOMPLISHMENTS • Group sales increased by 15% and the number of corporate group sales partners increased by from 15 to 75 allowing more audience development at a lower cost. • New Online Marketing Coordinator position significantly increased Center exposure in the social media arena, increasing Facebook Likes from 517 to 1500 and Twitter Followers from 200 to 486 in just nine months. Additionally our new digital sign, improved Search Engine Optimization and email activity has significantly increased market awareness of the Center. • Subscription revenue increased by 3.4% resulting from rescaling the house and price increases. Our three year subscriber renewal rate is approximately 10% higher than the national average. • Re-established the public relations and publicity contract position which increased publicity efforts resulting in a higher level of TV media coverage and print media exposure.

2013-2014 GOALS • Increase subscriptions by 2% and subscription revenues by 8% over the next two years. • Continue emphasis on social media marketing to increase Face Book likes and Twitter followers by 100% as well as implement our Go Digital Go Green campaign to ramp up our email database by 50%. • Increase group sales by 25% and corporate group sales by 100%. • Redesign the department web site and conduct on-going Content Management System training and content monitoring to improve the patron online experience and generate higher online revenues. Budget Personnel Services & Charges Supplies & Expenses Contracts & Leases Capital Maintenance Other Financing Uses TOTAL

2011 Actual $525,235 700,339 105,773 8,568 (21) $1,339,893

2012 Revised $588,562 611,666 102,435 7,615 1,385 $1,311,663

2013 Budget $632,079 639,213 105,773 8,568 $1,385,633

2014 Budget $656,243 645,761 106,625 8,654 $1,417,283

Number of Employees Marketing & Patron Services

2011 Actual 8.75

2012 Revised 8.75

2013 Budget 7.75

2014 Budget 7.75

The Arvada Center employs nearly 350 volunteers who contribute over 25,000 hours annually. 80

Arvada Center PERFORMING ARTS Provides a variety of local, regional, national, and international performances in theater, dance and music that challenge and entertain audiences.

2011-2012 ACCOMPLISHMENTS • Established first Arvada Center Presents Touring Production with Ragtime and Chess. Both productions transferred to Lone Tree Arts Center for an additional 2 weeks. • Continued successful model of collaboration with the Creede Repertory Theater and added a co-production with the Colorado Shakespeare Festival. • Began the realignment of the Performing Arts Division for increased efficiency and effectiveness by reorganizing the structure and responsibilities of the division, leading to streamlined reporting structure, improved direct supervision and increased accountability and performance.

2013-2014 GOALS • Increase touring opportunities with other theaters along the Front Range and tour at least one production outside the Denver market area each year. • Investigate the feasibility of touring Children’s Theater productions as an element of community outreach. • Continue realignment of the division to meet future needs while maintaining budget accountability and maintaining production quality. • Continue strategic collaboration and partnership with other theaters and organizations, including the Creede Repertory Theater, to address the goals and needs of the Arvada Center. Budget 2011 Actual 2012 Revised 2013 Budget Personnel $1,973,634 $1,737,637 $1,744,531 Services & Charges 1,303,792 1,599,357 1,758,071 Supplies & Expenses 378,705 300,094 380,164 Contracts & Leases 819,859 1,027,220 819,859 Inventory 328 Other Financing Uses 710 TOTAL $4,477,028 $4,664,308 $4,702,625 *This table reflects the combined Division budgets for Performing Arts and the Arvada Presents.

2014 Budget $1,780,747 2,017,641 383,827 831,088 $5,013,303

Number of Employees Performing Arts

2014 Budget 10.00

2011 Actual 10.00

2012 Revised 10.00

2013 Budget 10.00

The Arvada Center hosts as many as 6,000 theater season subscribers.

Arvada Center FACILITIES MANAGEMENT Provides oversight of operation of the Arvada Center facility and grounds.

2011-2012 ACCOMPLISHMENTS • Managed or coordinated multiple significant facility projects with minimal disruption to programming and activities at the Center. Projects included construction of the new LED monument sign, replacement of main stage theater seats, office carpeting, facility roof, and new asphalt for the Center’s entry drive/drop off area. • Completed implementation of first phase of recycle/compost program in employee areas and hospitality kitchen as well as added recycling/composting to outdoor summer amphitheater events to meet city sustainability goals. • Assisted all Divisions with special projects and events which provided them the ability to accomplish program objectives.

2013-2014 GOALS • Complete the Risk Management safety and security mitigation projects identified in 2012 to enhance the safety and security of patrons, staff, property and assets of the City of Arvada. Projects include: additional access control and CCTV equipment and upgrades to existing security systems, parking and exterior facility lighting upgrades and additions, and exterior front entry concrete and paver replacement. • Convert from existing e-mail based facility scheduling system to dedicated facility scheduling and management software to improve efficiency, tracking, and capacity utilization for all divisions and programs. • Implement the second phase of recycle/compost program in all public areas of the facility to meet city sustainability goals. • Perform a staffing assessment and recommendations to address facilities management and security needs due to increased programming, exhibit / event requirements and volume. Budget Personnel Services & Charges Supplies & Expenses Capital Maintenance TOTAL

2011 Actual $114,944 6,389 13,099 3,260 $137,692

2012 Revised $152,201 7,875 13,988 3,947 $178,011

2013 Budget $173,974 4,942 14,175 3,947 $197,038

2014 Budget $180,027 5,004 14,297 3,986 $203,315

Number of Employees Facilities Management

2011 Actual 2.00

2012 Revised 2.00

2013 Budget 2.00

2014 Budget 2.00

The Arvada Center offers 144,000 square feet of space for theater, concerts, dance, classrooms, galleries, historical exhibits, and conference & banquet facilities.

Arvada Economic Development Association

Arvada Economic Development Association OUTCOME STATEMENT To sustain a planned and balanced community by facilitating industrial, business and retail development which creates additional jobs, generates additional revenue, and helps existing business prosper and expand.

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

BUDGET CHANGES - 2013 and 2014: • No changes

2011-2012 DEPARTMENTAL ACCOMPLISHMENTS • Implemented 3 new financial assistance pilot programs to complement AEDA’s existing Revolving Loan Program: leveraged $200,000 in partnership with Colorado Enterprise Fund (which provided $200,000 in matching funds) to create an Arvada Microloan Program for businesses needing access to capital; allocated $400,000 for a 50/50 matching grant program to foster improved facades, landscaping, site improvements, and/or signage, as well as encourage private sector investment; and implemented a $500/per job incentive for new primary jobs created and sustained for one year with an average salary of >$45,000. • In 2011, reported over 47,000 multiple contacts with businesses, real estate representatives, and other partners resulting in 60 existing business expansions, 123 new retail/restaurant businesses, and 61 new office, industrial and non-retail companies. • Implemented an aggressive marketing and social media campaign resulting in over 31,000 multiple marketing contacts during 2011. Social media outreach continued to increase exponentially.

2013-2014 DEPARTMENTAL GOALS • Implement AEDA Board of Directors’ Strategic Plan. • Reduce retail vacancy rate by 10% within 2 years in targeted areas. • Market Arvada through AEDA’s website, business directory, and increase social media outreach by 75%.

Arvada Economic Development Association Operating Expenditures by Division 2011 Actual AEDA

2012 Revised

2013 Budget

2014 Budget

$ 1,020,973

$ 744,029

$ 730,683

$ 758,210

$1 ,020,973

$ 744,029

$ 730,683

$ 758,210

2012 Revised

2013 Budget

2014 Budget

$ 357,442

$ 400,054

$ 398,596

$ 416,496

486,943

143,422

145,184

149,492

38,007

40,283

41,272

42,223

133,755

155,123

140,330

144,540

537

728

750

772

4,290

4,419

4,551

4,687

$ 1,020,973

$ 744,029

$ 730,683

$ 758,210

AEDA

Total Economic Development by Division

Operating Expenditures by Category 2011 Actual AEDA

Personnel Services & Charges Supplies & Expenses Contracts & Leases Capital Maintenance Transfers

Total Economic Development by Category

Arvada Economic Development Association Operating Expenditures by Division $1,200,000 $1,000,000 $800,000 $600,000 $400,000 $200,000 $0 2011 Actual

2012 Revised

2013 Budget

2014 Budget

2013 Operating Expenditures by Category Contracts & Leases 19.21%

Capital Maintenance 0.10%

Transfers 0.62%

Supplies & Expenses 5.65%

Personnel 54.55% Services & Charges 19.87%

Arvada Economic Development Association ECONOMIC DEVELOPMENT The economic development area is the business-to-government liaison between prospective businesses or existing businesses and the City of Arvada. The department also handles all marketing activities to enhance the image of the City for business development.

2011-2012 ACCOMPLISHMENTS • Three new financial assistance pilot programs were implemented to complement AEDA’s existing Revolving Loan Program: Leveraged $200,000 in partnership with Colorado Enterprise Fund (which provided $200,000 in matching funds) to create an Arvada Microloan Program for businesses needing access to capital (4 businesses currently in the program); Allocated $400,000 for a 50/50 matching grant program to foster improved facades, landscaping, site improvements, and/or signage, as well as encourage private sector investment (22 businesses and 3 shopping centers approved in pilot phase). $330,533 has been approved as of May 15 equating to almost $1.9 million in private investment; Implemented a $500/per job incentive for new primary jobs created and sustained for one year with an average salary of over $45,000. • In 2011 AEDA staff reported over 47,000 multiple contacts with businesses, real estate representatives, and other partners resulting in 60 existing business expansions, 123 new retail/restaurant businesses, and 61 new office, industrial and non-retail companies. • AEDA implemented an aggressive marketing and social media campaign resulting in over 31,000 multiple marketing contacts during 2011. Social media outreach continued to increase exponentially. • Through strategic relationships and alliances, AEDA has been able to leverage staff and financial resources by collaborative marketing and offerings for new and existing businesses products and services resulting in more and better products and services for Arvada businesses. • AEDA/Arvada achieved three significant awards in the last year: Business Retention Expansion International Award for Excellence for The Arvada Way of business retention; Economic Developers Council of Colorado Special Recognition; and Metro Denver Economic Corporation Metropolitan Collaboration Award.

2013-2014 GOALS • Contact all businesses with 50+ employees at least once per year. • Reduce combined retail vacancy rate by 10% within 2 years in targeted areas. • Redesign AEDA’s website, web address, business directory, and increase social media outreach by 75%. Budget Personnel Services & Charges Supplies & Expenses Contracts & Leases Capital Maintenance Transfers TOTAL

2011 Actual $357,442 486,943 38,007 133,755 537 4,290 $1,020,973

2012 Revised $400,054 143,422 40,283 155,123 728 4,419 $744,029

2013 Budget $398,596 145,184 41,272 140,330 750 4,551 $730,683

2014 Budget $416,496 149,492 42,223 144,540 772 4,687 $758,210

Number of Employees AEDA

2011 Actual 4.00

2012 Revised 4.00

2013 Budget 4.00

2014 Budget 4.00

City Manager's Office

City Manager’s Office OUTCOME STATEMENT To support the Arvada City Council, Citizens and Organization through the implementation of effective policies, leadership and management practices. PURPOSE: To ensure proper management of City operations and public representation and participation. REVENUE SOURCES: General Fund PEG Fees (Public, Education, Government Access cable television fees) KATV Sponsorships Passport Filing Fees License fees from liquor, amusement devices, kennel and trash haulers BUDGET CHANGES - 2013 and 2014: • Increase City Manager Office training ($10,000 in 2013 and $10,300 in 2014) • Increase supplies and expenses for the sustainability program ($10,000 in 2013 and $10,300 in 2014) • Add .2 FTE to Community Communications Coordinator transferred from IT to create two .60 FTE’s

2011-2012 DEPARTMENTAL ACCOMPLISHMENTS • Improved support services for the City Council, including distribution of Council packets one full week in advance of the meeting date; established an improved Business Meeting, Workshop and Retreat schedule; implemented security procedures; and refurbished the Council Chambers with new audio and technology equipment. • Implemented new Sustainability and Media Services programs, including a new community garden; revisions to the land use and municipal codes to support community agriculture; expanded recycling; achieved U.S. Department of Energy recognition for energy efficiency through the Better Buildings Challenge; introduced community education series highlighting various City services; and generated recognition by the National Association of Housing and Redevelopment Officials (NAHRO) for the Creekside Park Project, a video feature from the City Beat series. • Provided organizational leadership and support through employee recognition events; offering opportunities for employee involvement in community projects; and participation in the Denver Post Top Workplaces recognition that resulted in Arvada’s selection as one of the top fifteen large employers.

2013-2014 DEPARTMENTAL GOALS • Continue, refine and improve Long-Range Financial Planning through the 10-Year Capital Improvement Project (CIP) plan and updating 10-Year Plans for all major funds. • Provide oversight and support for major regional projects that will enhance Arvada’s future, including Transit Oriented Development, Urban Renewal, Jefferson Parkway and the Gold Line through involvement with Colorado state government, Denver Regional Council of Governments, Rapid Transit District, regional utility districts and other local governments within Jefferson and Adams counties. • Complete restructuring of the organization for effective and efficient service delivery through implementation of specific change initiatives, including Performance Based Budgeting, Employee Performance Management, streamlining departmental reporting relationships, establishing internal and external communications plans and fully aligning City Council goals with the work accomplished by City staff. 87

City Managerâ€™s Office Operating Expenditures by Division

General Fund

2011 Actual

2012 Revised

2013 Budget

2014 Budget

$ 520,442

$ 644,383

$ 666,070

$ 688,365

255,240

286,684

287,337

295,106

1,154,051

1,607,335

1,500,743

1,555,038

442,824

481,459

454,301

473,290

$2,372,558

$3,019,861

$2,908,450

$3,011,799

2011 Actual

2012 Revised

2013 Budget

2014 Budget

$1,749,982

$2,208,688

$2,083,687

$2,165,680

Services & Charges

259,474

359,095

351,629

361,612

Supplies & Expenses

206,844

236,809

251,383

256,105

Contracts & Leases

155,743

207,837

214,096

220,518

516

2,508

2,583

2,660

City Clerk City Council City Managers KATV

Total City Management by Division

Operating Expenditures by Category

General Fund

Personnel

Capital Maintenance Capital Outlay Total City Management by Category

$2,372,558

4,924 $3,019,861

5,072 $2,908,450

5,224 $3,011,799

City Manager’s Office

Operating Expenditures by Division $3,500,000 $3,000,000 $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 $0 2011 Actual

2012 Revised City Clerk

City Council

2013 Budget City Managers

2014 Budget

KATV

2013 Operating Expenditures by Category Contracts & Leases 7.36%

Capital Maintenance 0.09% Capital Outlay 0.17%

Supplies & Expenses 8.64% Services & Charges 12.09%

Personnel 71.64%

City Manager’s Office CITY COUNCIL The legislative affairs of the City are vested in a City Council consisting of seven Councilmembers, four of whom are elected to represent specific districts, and two of whom are elected at large. The Mayor of the City of Arvada is elected at large.

2011-2012 ACCOMPLISHMENTS • Adopted balanced budgets for 2011 and 2012. • Selected a new city manager with the retirement of the former city manager. • Worked with the Regional Transportation District (RTD) in the initial work for the Gold Line. This commuter rail system will run from the Denver Union Station through the City of Arvada.

2013-2014 GOALS • Will be asked to work with staff and the public on the update of the City’s ten-year Comprehensive Plan, creating a land-use vision as the City continues to develop and grow. • Will review and adopt parking policies for the central business district in Olde Town in preparation of the opening of a major commuter rail station in that area. • Will continue to work with a variety of regional governments to improve regional transportation. This work will include, but not be limited to, continued partnership with the Jefferson Parkway Public Highway Authority, the State Department of Transportation.

Budget Personnel Services & Charges Supplies & Expenses Contracts & Leases TOTAL

2011 Actual $124,405 94,189 36,646 $255,240

2012 Revised $122,718 106,574 51,087 6,305 $286,684

2013 Budget $126,249 102,442 52,152 6,494 $287,337

2014 Budget $130,031 105,137 53,249 6,689 $295,106

Number of Employees City Council

2011 Actual 0.00

2012 Revised 0.00

2013 Budget 0.00

2014 Budget 0.00

The City of Arvada is divided into four Council districts.

City Manager’s Office CITY MANAGER’S OFFICE Supervises implementation of policy and procedure as directed by the City Council through the coordination and supervision of operations in all City departments. The City Manager advises the City Council on all matters relating to the planning, development and operating status of City departments.

2011-2012 ACCOMPLISHMENTS • Facilitated transition for Arvada’s leadership from former City Manager Craig Kocian to new City Manager Mark Deven through a process that started with Mr. Kocian’s retirement announcement in early 2011 to Mr. Deven’s appointment effective in October 2011. • Provided oversight and leadership of several key regional and local projects, including the Jefferson Parkway, Garrison Project/Wolff Park/Apex Fieldhouse, Gold Line and Gross Reservoir Expansion. • Introduced Long-Range Financial Planning, a 10-Year Capital Improvement Program and Performance-Based Budgeting to facilitate strategic planning, organizational effectiveness/efficiency and accountability. • Implemented new Sustainability initiatives to support community agriculture, expand recycling, incorporate energy efficiency improvements into home/business renovation and educate Arvada residents, businesses and property owners about the benefits of reducing waste and energy use. • Facilitated Arvada’s participation in the Denver Post Top Workplaces recognition that resulted in Arvada’s selection as one of the top fifteen large employers.

2013-2014 GOALS • Provide oversight and support for major regional projects that will enhance Arvada’s future, including Transit-Oriented Development, Urban Renewal, Jefferson Parkway and the Gold Line through involvement with Colorado state government, Denver Regional Council of Governments, Rapid Transit District, regional utility districts and other local governments within Jefferson and Adams counties. • Continue, refine and improve Long-Range Financial Planning through the 10-Year Capital Improvement Project (CIP) plan and updating 10-Year Plans for all major funds. • Fully implement Performance-Based Budgeting, including selection of the technology to support the initiative and organizational training to support use of the new system in a manner that improves organization effectiveness/efficiency. • In association with Performance-Based Budgeting, initiate strategic planning with the City Council that identifies 4-5 major community goals with associated metrics that will be the primary focus of the organization during the next 3-5 years. Budget Personnel Services & Charges Supplies & Expenses Contracts & Leases Capital Maintenance TOTAL

2011 Actual $903,100 99,916 89,873 61,162 $1,154,051

2012 Revised $1,291,431 144,791 96,433 74,160 520 $1,607,335

2013 Budget $1,162,662 152,750 108,410 76,385 536 $1,500,743

2014 Budget $1,208,165 157,210 110,435 78,676 552 $1,555,038

Number of Employees City Manager's Office

2011 Actual 7.50

2012 Revised 8.75

2013 Budget 8.75

2014 Budget 8.75

City Manager’s Office CITY CLERK Completes the numerous and diverse statutory duties of the City Clerk under City policies, procedures, ordinances, and state statutes. Provides staff support to City Council and liquor authority and directs the functions of elections, records, licensing and legislation.

2011-2012 ACCOMPLISHMENTS • Implemented a new schedule for preparation of Council agenda packets that provided for distribution of Council packets one full week in advance of the meeting date in order to allow Council members more time to review reports and information therein. • Established an improved Business Meeting, Workshop and Retreat schedule that set business meetings on the first and third Mondays, workshops on the second and fourth Mondays and retreats on critical topics as needed. • In collaboration with the Police Department, implemented new security procedures and primarily scheduled all Council meetings in the Council Chambers so that public access is better controlled and supervised. • Selected and supported installation of new audio recording technology for the Council Chambers and City Council Conference Room in order to meet legal requirements for recording Council meetings and Executive Sessions.

2013-2014 GOALS • Implement technology initiatives that will reduce the number of printed City Council agenda by 90%. • Develop on on-line application process for City Board and Commission applicants. • Initiate the process of implementing an Enterprise Content Management System for the City. • Develop options for acquiring or constructing a new records facility. Budget Personnel Services & Charges Supplies & Expenses Contracts & Leases Capital Maintenance Capital Outlay TOTAL

2011 Actual $398,559 43,010 41,992 36,366 516 $520,442

2012 Revised $439,198 79,052 55,669 67,526 1,988 950 $644,383

2013 Budget $458,365 78,854 56,250 69,576 2,047 978 $666,070

2014 Budget $475,526 81,189 56,872 71,663 2,108 1,007 $688,365

Number of Employees City Clerk

2011 Actual 5.00

2012 Revised 5.00

2013 Budget 5.00

2014 Budget 5.00

The City has processed over 12,000 passport applications since becoming a Passport Acceptance Facility in late 2002.

City Manager’s Office Arvada Media Services/KATV KATV, Channel 8 provides informational programming to Arvada residents via community messages, television and web-based broadcast of City Council and planning commission meetings, information pieces and several monthly programs such as ArtsCentric, the A-Files, Arvada Insights, and Making the Grade.

2011-2012 ACCOMPLISHMENTS • Expanded community programming and introduced community education series highlighting various City services. • Received recognition by the National Association of Housing and Redevelopment Officials (NAHRO) for the Creekside Park Project, a video feature from the City Beat series highlighting the completion of a trails and drainage project serving a neighborhood. • Collaborated with the producers of the show Today In America with Terry Bradshaw in response to their selection of Arvada for a segment called “Hidden Gems to Live, Work and Play” that features prominent communities in a nationally syndicated show. • Redefined the leadership position for Arvada Media Services, developed the classification for the Communications Manager position as part of the CMO reorganization and selected a communications professional to fill the position. • Revised media relations policies and began development of internal and external communications plans.

2013-2014 GOALS • Complete and fully implement internal and external communications plans. • Revise and improve the Arvada Report, including a more contemporary design, greater editorial attention for a reduction in errors, larger font (for an aging population), earlier timing of its distribution, front-end instruction for submissions, final edit opportunities for contributors, and better image resolution. • Review and revise City policies on the use of social media, including usage of these current social media accounts, response to public comments and guidelines for posts. • Utilize KATV Channel 8 for internal features that will include an overview of department and programs of relevance for City employees. • Develop additional internal communication vehicles that are intended to improve interactive communication between all employees, the City Manager’s Office and the City Manager. Budget Personnel Services & Charges Supplies & Expenses Contracts & Leases Capital Outlay TOTAL

2011 Actual $323,918 22,359 38,333 58,215 $442,824

2012 Revised $355,341 28,678 33,620 59,846 3,974 $481,459

2013 Budget $336,412 17,583 34,571 61,641 4,094 $454,301

2014 Budget $351,958 18,076 35,549 63,490 4,217 $473,290

Number of Employees KATV

2011 Actual 4.25

2012 Revised 4.00

2013 Budget 5.20

2014 Budget 5.20

Community Development

Community Development OUTCOME STATEMENT To enhance, guide, and preserve the physical, social, historic and economic quality of Arvada by providing planning, housing and code enforcement services. 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. REVENUE SOURCES: General Fund State Grants and Funds

Private Lenders Private Activity Bonds

Federal Funds and Grants Other Miscellaneous Resources

BUDGET CHANGES - 2013 and 2014: General Fund: • Add Historic survey ($150,000 in 2013) • Add Comprehensive Plan update ($300,000 in 2013) • Add 30” monitors for compatibility with new public works software ($10,000 in 2013) HODAG • Increase transfer to General Fund for Human Services grants ($75,000 in 2013 and $75,000 in 2014)

2011-2012 DEPARTMENTAL ACCOMPLISHMENTS • Neighborhood Revitalization Program. In 2011, the City awarded 30 Know Your Neighbor grants. So far, in 2012, the City has awarded 8 Know Your Neighbor grants. In 2011, the City awarded 8 Neighborhood Improvement grants for a total of $45,808. City Council approved the award of 9 Neighborhood Improvement grants in 2012 for a total of $45,106. • The Essential Home Repairs Program rehabbed 19 single-family houses owned by low/moderate income Arvada homeowners in 2011 at an expenditure of $214,028. The beneficiaries of the program included 12 elderly clients and 10 of the families benefiting were female headed households. • In 2011, Code Enforcement undertook proactive enforcement of 4 targeted areas. Notices were mailed to 492 homes, with 72 homes participating. In 2012, an additional 4 target areas will participate in proactive enforcement.

2013-2014 DEPARTMENTAL GOALS • Initiate Comprehensive Plan amendment in 2013. Complete the amendment and secure Planning Commission approval and City Council ratification by end of second quarter of 2014. • Preserve and enhance commercial and residential neighborhoods in the City. Balance enforcement efforts to reflect the needs of specific zoning districts. Respond to citizen complaints. Determine violations and apply creative and flexible enforcement. Pro-actively remove illegal signage from city right-of-way. • Implement Community Strategies Institute recommendations on creating the Arvada Housing Investment Fund. Develop a work plan and present recommendations to Council during the last quarter of 2012, or the first quarter of 2013. 95

Community Development Operating Expenditures by Division

General

Code Enforcement

Fund

Housing and Community Development

2011 Actual

2012 Revised

2013 Budget

2014 Budget

$ 525,803

$ 565,395

$ 569,741

$ 594,152

346,285

434,966

434,155

442,169

200,000

1,257,364

1,313,253

1,813,719

1,349,895

452,328

630,590

695,673

508,123

409,845

418,525

3,826,648

4,016,197

3,951,081

3,963,038

$ 6,651,773

$ 7,490,762

$ 8,009,131

$ 7,598,369

Neighborhood Revitalization Planning Community

CDBG

Development

Community Development

Arvada Housing Authority

Total Community Development by Division

Operating Expenditures by Category

General Fund

2011 Actual

2012 Revised

2013 Budget

2014 Budget

$ 1,730,172

$ 1,814,319

$ 1,852,556

$ 1,907,466

84,892

117,659

106,224

109,194

Supplies & Expenses

158,194

239,214

240,506

242,526

Contracts & Leases

155,974

340,620

816,473

325,118

220

709

730

752

1,093

1,126

1,160

Personnel Services & Charges

Capital Maintenance Capital Outlay Community

Personnel

165,347

184,427

189,838

198,469

Development

Services & Charges

239,331

389,049

388,622

388,671

7,191

41,319

23,628

125,307

115

936

76,532

18,448

Supplies & Expenses Contracts & Leases Capital Maintenance Other Financing Uses Transfers

183,530

200,965

275,965

Arvada Housing

Personnel

268,994

277,153

287,352

298,325

Authority

Services & Charges

3,482,873

3,646,809

3,595,634

3,595,732

15,203

23,459

6,460

6,399

Supplies & Expenses Contracts & Leases Capital Maintenance

1,203

Other Financing Uses

7,500

53,119

53,674

29,534

30,420

$ 6,651,773

$ 7,490,762

$ 8,009,131

$ 7,598,369

Transfers Total Community Development by Category

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 2011 Actual Code Enforcement

2012 Revised Housing and Community Development

2013 Budget Neighborhood Revitalization

Planning

2014 Budget CDBG

Community Development

Arvada Housing Authority

2013 Operating Expenditures by Category

Personnel 29.09%

Transfers 3.81% Supplies & Expenses 3.81%

Capital Outlay 0.01% Capital Maintenance 0.04% Contracts & Leases 11.84%

Services & Charges 51.07%

Other Financing Uses 0.32%

Community Development PLANNING The planning program area is responsible for coordinating development activities to conform to City policies and regulations.

2011-2012 ACCOMPLISHMENTS • Neighborhood Revitalization Program - Staff continues work on the Neighborhood Revitalization Program. Staff is in its second year of administering the Know Your Neighbor and Neighborhood Improvement Grant programs. In 2011, the City awarded 30 Know Your Neighbor grants. So far, in 2012, the City has awarded 8 Know Your Neighbor grants. In 2011, the City awarded 8 Neighborhood Improvement grants for a total of $45,808. Staff is recommending the award of 9 Neighborhood Improvement grants in 2012 for a total of $45,106. Work has begun on the Columbine Neighborhood. • Land Development Code Amendments - Researched, drafted regulations, held workshops, and set for adoption three Code amendments of Council interest: 1) revised industrial zoning uses, 2) allowing for mobile food trucks, and 3) allowing for community based agriculture. These will proceed for adoption during the summer of 2012. • Gold Line Advisory Committee (GLAC) - Staff supports the work of the Gold Line Advisory Committee, arranging for speakers, assisting with setting of agenda, preparation of meeting minutes and conducting research and follow-up work to achieve committee goals.

2013-2014 GOALS • Comprehensive Plan Update - Initiate Comprehensive Plan amendment in 2013. Complete the amendment and secure Planning Commission approval and City Council ratification by end of second quarter of 2014. • Neighborhood Revitalization Program - Using groundwork laid in 2012, implement identified goals of the Columbine Neighborhood by end of 2014. In 2014, identify the third neighborhood revitalization project and initiate work. Continue administration of the Know Your Neighbor and Neighborhood Improvement grant programs in 2013 and 2014 (assuming continued funding). • Historic Survey - Upon funding staff would conduct the following in Budget year 2013: Update of the historic structure survey which resulted in the establishment of the Reno Park, and Stocke Walter, Arvada Downtown Historic Districts and surrounding conservation area; and reconnaissance survey of the post WWII neighborhoods of Alta Vista and Allendale. • Mixed Use/Transit Oriented Zoning (TOD) - Complete adoption of the Mixed Use/TOD zoning districts in early 2012. By the end of 2013, complete rezoning of TOD areas. Budget Personnel Services & Charges Supplies & Expenses Contracts & Leases Capital Maintenance TOTAL

2011 Actual $1,095,685 68,846 45,989 46,624 220 $1,257,364

2012 Revised $1,139,673 94,954 49,927 27,990 709 $1,313,253

2013 Budget $1,177,142 84,790 50,593 500,464 730 $1,813,719

2014 Budget $1,204,987 87,249 51,279 5,628 752 $1,349,895

Number of Employees Planning

2011 Actual 10.00

2012 Revised 10.00

2013 Budget 10.00

2014 Budget 10.00

Community Development CODE ENFORCEMENT Code Enforcement responds to zoning and nuisance code issues in the field and at the customer service counter, assisting citizens, contractors, developers, and internal customers.

2011-2012 ACCOMPLISHMENTS • 2011 Pro-Active Enforcement in 4 Targeted Areas, with 72 of 492 homes participating: 13.12 tons removed from curb, with overall expense of $1,961.24. • 2011 Year End:

- 4,161 Violations – 118 Summonses – 97% Compliance Ratio

- 2,291 Signs Removed From City Right-of-Way

- 573 Liquor License/Sales Tax Application Reviews

- 799 Misc. Building Permit Applications Reviewed

• 2012 to Date

- 879 Violations – 16 Summonses – 98% Compliance Ratio

- 496 Signs Removed From City Right-of-Way

- 199 Liquor License/Sales Tax Applications Reviewed

- 404 Building Permit Application Reviews

2013-2014 GOALS • Community Code Enforcement - Preserve and enhance commercial and residential neighborhoods in the City. Balance enforcement efforts to reflect the needs of specific zoning districts. Respond to citizen complaints. Determine violations and apply creative and flexible enforcement. Pro-actively remove illegal signage from city right-of-way. The program expects to achieve a 95% compliance rate for violations. • Proactive Code Enforcement – Undertake proactive code enforcement annually for 4 different neighborhoods. Staff will coordinate with the Neighborhood Revitalization Program and the Police Department Neighbors Connect Program. • Regulate Zoning Regulations for Various Permit applications - Review of permits for zoning compliance: misc. building permits, business applications, liquor licenses, PUD regulations, flood plain criteria, etc. Research and interpretation of codes in order to fairly apply specific criteria determined by the zoning designation. Budget Personnel Services & Charges Supplies & Expenses Capital Outlay TOTAL

2011 Actual $485,336 12,476 27,991 $525,803

2012 Revised $518,377 18,331 27,594 1,093 $565,395

2013 Budget $523,502 17,667 27,446 1,126 $569,741

2014 Budget $546,913 18,096 27,983 1,160 $594,152

Number of Employees Code Enforcement

2011 Actual 7.00

2012 Revised 7.00

2013 Budget 7.00

2014 Budget 7.00

There were 4,161 complaints of violations investigated in 2011. 99

Community Development ARVADA HOUSING AUTHORITY The Arvada Housing Authority provides diversified housing affordable to low and moderate income households.

2011-2012 ACCOMPLISHMENTS • Section Program unit lease up – Staff achieved excellent lease up rate of over 99% for 2010 and 2011. • 100% of HAP 2011 program funding or $3,315,816 provided by HUD for housing assistance payments for eligible very low income households for the program fully utilized. • HUD SEMAP Section 8 Program rating - Achieved a SEMAP scores of 100% (135 points out of 135 possible) for the 2011 and 2010 fiscal years which are the highest possible scores a housing authority can achieve and once again rated the Authority as a “High Performer.” The Housing Authority has consistently achieved SEMAP scores that designated it as a “high performer” for eleven out of the twelve years from 2000 to 2011.

2013-2014 GOALS • Section 8 Program Annual Unit Lease Up – The Housing Authority assesses at the end of the calendar year the annual rate of lease-up regarding the baseline count of unit months that HUD established for the program. It is expected that the program achieves a 90% lease-up rate dependent on sufficient HUD funding being made available and favorable or acceptable market conditions. • Section 8 Program Annual Expenditure Use – The Housing Authority assesses at the end of the calendar year the annual use of financial housing assistance payments (HAP) funding provided. It is expected that the program achieves a 90% HAP expenditure rate dependent on HUD funding being made available and favorable or acceptable market conditions. • HUD SEMAP Section 8 Program Rating – Annual HUD rating of Arvada Housing Authority operation of the Section 8 Housing Choice Voucher Program which looks at 15 set national program operation indicators annually. It is expected that the program achieve an annual HUD rating score for the Arvada Housing Authority operation of a minimum of 61 to 89%, and a goal of 90% for high performer status. Budget Personnel Services & Charges Supplies & Expenses Contracts & Leases Capital Maintenance Other Financing Uses Transfers TOTAL

2011 Actual $268,994 3,482,873 15,203 6,460 53,119 $3,826,648

2012 Revised $277,153 3,646,809 23,459 6,399 1,203 7,500 53,674 $4,016,197

2013 Budget $287,352 3,595,634 23,459 6,399 1,203 7,500 29,534 $3,951,081

2014 Budget $298,325 3,595,732 23,459 6,399 1,203 7,500 30,420 $3,963,038

Number of Employees Arvada Housing Authority

2011 Actual 3.58

2012 Revised 3.58

2013 Budget 3.58

2014 Budget 3.58

The Section 8 Housing Choice Voucher Program offers rental assistance to up to 508 very low income Arvada households who wish to live in homes or apartments in Arvada. 100

Community Development

HOUSING AND NEIGHBORHOOD REVITALIZATION The Housing and Neighborhood Revitalization Division program area obtains, distributes and utilizes federal and other funding to assist low and moderate income persons or households and aids in the prevention and elimination of blight in the City.

2011-2012 ACCOMPLISHMENTS • Timeliness CDBG disbursement ratio estimated by staff at .77 by November 2011, meeting HUD standard of 1.5. • HUD IDIS performance reports – Performance reports submitted indicated persons or households from seven non-profits were assisted or aided through programs or services funded by CDBG in 2011. • Submittal to HUD of annual CDBG funding plan and grant approval – 2011 and 2012 CDBG entitlement grants submitted within deadlines and grants approved by HUD for $460,609 in 2011, and $437,806 in 2012. • The Essential Home Repairs Program is intended to relieve hazardous, unhealthy, defective and unsanitary conditions and provide a readily maintainable, energy efficient, single family structure through the provision of affordable financial assistance and related services to eligible low and moderate income homeowners. The program rehabbed 19 single family houses owned by low/moderate income homeowners in 2011 at an expenditure of $214,028. Beneficiaries included 12 elderly clients. Ten of the families were female headed households. The 2010/2011 Program citizen evaluation survey rated city program staff at 100% satisfaction. • Creekside Pedestrian Crossing and Drainage Project recognition - The project was completed in 2010 and in 2011 received state, regional, and national awards of excellence from the National Association of Housing and Redevelopment Officials. A total of $771,200 was spent in CDBG entitlement and CDBG-R stimulus funding.

2013-2014 GOALS • CDBG disbursement rate – The city is required to expend its CDBG funding in an expeditious manner. This is measured around November 1 of each year to ascertain if the City exceeds or not an expenditure ratio of 1.5. • Essential Home Repairs Program Clients Served – The Division sets annual goals for assisting low and moderate income homeowners in need of essential repairs, rehabilitation, and energy efficiency home improvements. The program is expected to assist 24 homeowners per year in 2013 and 2014, with a satisfaction rate of at least 90%. • HUD approval of annual CDBG funding – The City must complete and submit an Annual Action Plan following and meeting certain HUD requirements that fulfills regulatory provisions of the CDBG Program in order to obtain its annual entitlement of CDBG funds. This plan has been submitted to HUD for 2013 CDBG funding. Budget Personnel Services & Charges Supplies & Expenses Contracts & Leases Capital Maintenance Other Financing Uses Transfers TOTAL

2011 Actual $314,498 242,901 91,405 132,978 115 76,532 183,530 $1,041,958

2012 Revised $340,696 393,423 203,012 437,937 936 18,448 200,965 $1,595,417

2013 Budget $341,750 392,389 203,786 441,316 936 18,448 275,965 $1,674,590

2014 Budget $354,035 392,520 204,583 444,797 936 18,448 275,965 $1,691,284

*This table reflects the combined budgets for the Housing & Community Development and Neighborhood Revitalization Divisions and the Community Development Fund.

Number of Employees Housing & Neighborhood Revitalization

2011 Actual 3.42 101

2012 Revised 3.42

2013 Budget 3.42

2014 Budget 3.42

102

Finance

Finance OUTCOME STATEMENT To serve the citizens and staff of the City of Arvada by providing relevant, timely and solution-oriented fiscal and financial services.

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. REVENUE SOURCES: General Fund Internal Service Fund User Rates and Charges BUDGET CHANGES - 2013 and 2014: • Transfer of a Business Analyst position from Hospitality to Finance. The position will be paid 1/3 General Fund, 1/3 Hospitality and 1/3 Golf.

2011-2012 DEPARTMENTAL ACCOMPLISHMENTS • The Revenue Division implemented electronic payments for both Utility Billing and Sales Tax systems, allowing customers to review their past usage and pay their bills via the computer. • The Treasury Division helped create the JPMorgan Chase Colorado Purchase Card consortium. The City now uses these cards to pay our bills. This program resulted in a cash rebate of $255,000 in the past two years for paying our bills this way from JPMorgan Chase. The program also eliminated over 75,000 pieces of special paper used to create checks, lowered our mailing costs and eliminated the use of over 75,000 envelopes. The City spent over $14,800,000 using this payment method . • The Purchasing Division implemented a third-party national electronic bid and solicitation posting system for all City purchasing requests. This system permits the City to post all requirements in one location, thereby ensuring vendors can find all City requests in one location. This ensures both full disclosure and an environment whereby a large number of vendors can participate.

2013-2014 DEPARTMENTAL GOALS • The Revenue Division will have an additional 15% of the City’s Utility Billing customers - or 5,200 - using some form of electronic payment option. This will eliminate the processing time, postage and paper costs. • The Treasury Division will increase the electronic payment of the City’s bills from its current 68% in volume and 23% in total dollars spent to 70% and 25%, respectively. This will continue to save paper and postage, as well as increase any bank rebate. • The Risk Management Division will institute quarterly meetings with all departments to review various insurance issues. This will include departments in the relationship between usage and their costs with the goal of continuing to decrease various accidents and other issues that create both short and long-term costs.

103

Finance Operating Expenditures by Division 2011 Actual General Fund

Purchasing

2012 Revised

251,934

Revenue Division of Finance

2013 Budget

287,878

2014 Budget

284,139

286,931

687,689

763,140

736,368

765,864

Treasury

1,781,136

1,863,037

1,944,507

2,016,570

Water

Revenue Division of Water

1,408,372

3,272,030

3,233,058

3,264,472

Insurance

Benefits Administration

1,505,769

2,016,248

2,540,540

1,973,796

553,504

603,648

622,527

652,609

8,805,981

$ 9,361,139

$ 8,960,242

Risk Management Total Finance by Division

6,188,404

Operating Expenditures by Category

General Fund

2011 Actual

2012 Revised

2013 Budget

2014 Budget

$ 2,229,783

$ 2,378,472

$ 2,516,651

$ 2,609,543

Services & Charges

250,596

268,768

212,210

218,219

Supplies & Expenses

119,488

125,551

126,702

128,868

Contracts & Leases

123,033

139,770

107,912

111,150

648

1,494

1,539

1,585

Personnel

Inventory

(6,451)

Capital Maintenance Capital Outlay Other Financing Uses Water

3,661

Personnel

455,494

523,499

569,792

595,607

Services & Charges

136,017

111,818

104,759

107,835

Supplies & Expenses

172,291

183,142

186,963

190,899

16,262

25,000

25,750

26,522

626,495

2,265,700

2,265,300

2,260,700

Contracts & Leases Inventory Capital Maintenance

1,813

Capital Outlay Insurance

5,170

5,325

5,485

157,701

75,169

77,424

Personnel

458,698

549,546

571,370

600,265

Services & Charges

950,442

1,889,695

1,832,455

1,835,161

Supplies & Expenses

112,409

93,103

95,563

98,095

Contracts & Leases

177,724

87,552

90,179

92,884

Transfers Total Finance by Category

360,000

573,500

$ 6,188,404

$ 8,805,981

$ 9,361,139

$ 8,960,242

104

Finance Operating Expenditures by Division $10,000,000 $9,000,000 $8,000,000 $7,000,000 $6,000,000 $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 $‐ Purchasing

2011 Actual

2012 Revised

Revenue Division of Finance

Treasury

2013 Budget

Revenue Division of Water

2014 Budget

Benefits Administration

Risk Management

2013 Operating Expenditures by Category

Supplies & Expenses 4.37%

Transfers 6.13%

Capital Maintenance 0.07%

Services & Charges 23%

Capital Outlay 0.80%

Contracts & Leases 2.39%

Debt Service 24.20%

Personnel 39.07%

105

Finance TREASURY Manages, develops and oversees the financial operations for the City and various related organizations.

2011-2012 ACCOMPLISHMENTS • In 2011 the Treasury Division implemented electronic deposits for all employee reimbursements. This saves over 2,000 pieces of paper and envelopes annually. • In 2011- 2012, the Division created a new Grants Management Policy. This Policy will ensure all correct accounting for all federal and state dollars received and will result in more efficient and effective use of time during the year and at year end with our third-party auditor. • The Division successfully implemented new Governmental Accounting Standards Board (GASB) regulations. These are referred to as GASB 54 and GASB 61 – and require the City to report financial issues in a consistent manner to ensure comparability to other cities. The first requires cities to define available cash in different ways. The second, GASB 61, ensures cities report the financial obligations associated with any additional entities. These are referred to as component units, and the City has one, the Arvada Economic Development Authority, where most operational monies come from the City’s General Fund.

2013-2014 GOALS • The Division will continue to increase the volume of the City’s payment through a variety of electronic means. Currently 68% of all transactions and 23% of total spending is accomplished electronically. The goal is that by the end of 2014, these levels will be increased to 70% and 25%, respectively. • In 2013 the Division will research and begin to implement a paperless Accounts Payable system. While the Division clearly expects this to have both associated software and hardware costs, the overall savings in paper and time to distribute the paper, as well as filing and finding invoices, will offset the hard costs of the project. Full implementation is expected by first quarter 2014. • The Division will continue to prepare all financial analysis and accounting in adherence with Generally Accepted Accounting Principles as the Governmental Accounting Standards Board prescribes. This will ensure the city’s financial records not only receive the Governmental Finance Officers Association recognition, but also guarantee our financial records are easy to read, consistent with other organizations, timely and transparent. Budget Personnel Services & Charges Supplies & Expenses Contracts & Leases Capital Maintenance Capital Outlay TOTAL

2011 Actual $1,501,538 92,597 63,319 123,033 648 1 $1,781,136

2012 Revised $1,595,564 72,232 54,328 139,419 1,494 $1,863,037

2013 Budget $1,711,620 68,655 55,142 107,551 1,539 $1,944,507

2014 Budget $1,777,647 70,580 55,980 110,778 1,585 $2,016,570

Number of Employees Treasury

2011 Actual 16.75

2012 Revised 17.75

2013 Budget 18.75

2014 Budget 18.75

The Investment Manager administers the investment portfolio of over $250 million each day. 106

Finance REVENUE Provides customer support and administrative services involved in the production and revenue collection of a bi-monthly utility statement for water, sewer and stormwater services; and to collect and account for sales and use tax, enforce the regulations contained in Chapter 31 of the City Code, and answer inquiries regarding the City sales and use tax regulations.

2011-2012 ACCOMPLISHMENTS • Over 2011 and 2012 the Revenue Division implemented new sales-tax software that will permit businesses to electronically apply and pay their sales tax obligations. This will save significant paper over time. • In the last half of 2012, the Revenue Division implemented electronic billing for the City’s utility billing customers. When fully implemented, citizens will be able to not only pay their water, waste water and storm water bills electronically, but will be able to access their usage and annual comparatives at any time. This will help, in particular, during the summer months to evaluate usage and provide businesses detail information for their purposes. • In 2011 the Revenue Division underwent significant organizational change with the combination of two divisions and loss of one manager. The Division dedicated 2011 – 2012 to the development of thorough individual work plans complete with goals, action instructions, and measurable outcomes. This work has led to a complete understanding of performance measures.

2013-2014 GOALS • The Revenue Division will market electronic utility billing payment to all customers with a goal to attain a 5% increase or 1,800 accounts in Utility customers opting for Electronic Billing. • The Sales Tax section of the Revenue Division will market the electronic sales tax filing system with a goal to have, at least, 5% or 300 taxpayers using the system by 2014. • In 2013 the Division will implement a new Business Review program. This will translate into direct visitation of 25% of the new businesses located in Arvada in 2013 and increase visits to 50% of new businesses in 2014. Budget Personnel Services & Charges Supplies & Expenses Contracts & Leases Debt Service Capital Maintenance Capital Outlay Other Financing Uses TOTAL

2011 Actual $959,986 279,893 207,950 16,262 626,495 1,813 3,661 $2,096,061

2012 Revised $1,066,988 286,511 228,100 25,000 2,265,700 5,170 157,701 $4,035,170

2013 Budget $1,139,102 226,007 232,773 25,750 2,265,300 5,325 75,169 $3,969,426

2014 Budget $1,189,976 232,642 237,587 26,522 2,260,700 5,485 77,424 $4,030,336

2013 Budget 7.00 6.50

2014 Budget 7.00 6.50

*This table reflects the combined budgets for the Revenue Divisions of both Finance and Water.

Number of Employees Revenue Division of Finance Revenue Division of Water

2011 Actual 7.00 7.50 107

2012 Revised 7.00 6.50

Finance PURCHASING Performs the procurement of the more complex and costly acquisitions; supports departmental purchasing efforts for routine needs; administers procurement policies and procedures; manages the maintenance, support, training and development of the purchasing module portion of the financial management system; operates a central warehouse for routine supplies; coordinates the storage of surplus property for subsequent disposal through an auction contract.

2011-2012 ACCOMPLISHMENTS • In 2011 the Division revised the Arvada Purchasing Ordinance and developed new Purchasing Administrative Rules. The City Council adopted these changes to permit departments more flexibility in purchasing while simultaneously ensuring the City offers an open and competitive process for goods and services. • In an effort to ensure wide distribution of all city solicitation requests, the Division implemented a national electronic bid/solicitation posting system (Rocky Mountain E-Purchasing System). This also required the coordination of extensive user training, city-wide. • In 2011- 2012, the Division aided all departments in a variety of solicitation requests, helping them develop criteria for bids, requests for proposals and requests for information. The Division’s goal is to ensure Departments have the correct training to broadly solicit for city services and goods.

2013-2014 GOALS • The Purchasing Division will audit transaction compliance with the purchasing ordinance to determine if additional changes or training is required in implementation of good purchasing practices. • The Purchasing Division will establish and maintain a high level of satisfaction as a procurement-oriented consultant. Training and administrative services provided to city departmental staff will be evaluated with performance expectations developed. • The Purchasing Division operates a central stores function. In 2013 the Division will implement an electronic inventory system. Budget Personnel Services & Charges Supplies & Expenses Contracts & Leases Inventory TOTAL

2011 Actual $223,753 14,122 20,509 (6,451) $251,934

2012 Revised $239,419 21,843 26,265 351 $287,878

2013 Budget $235,721 22,307 25,750 361 $284,139

2014 Budget $237,527 22,832 26,200 372 $286,931

Number of Employees Purchasing

2011 Actual 2.50

2012 Revised 2.50

2013 Budget 2.50

2014 Budget 2.50

The Purchasing Division governs the purchasing regulations and parameters to certify all businesses have an opportunity to be eligible for city business. 108

Finance RISK MANAGEMENT Assists each department in the development of its loss prevention program and assists in the review of liability exposures in all programs; protects and preserves property, assets and financial viability through careful and complete risk analysis of all activities. Minimizes loss exposures and insurance costs without obstructing the delivery of high quality services.

2011-2012 ACCOMPLISHMENTS • The Division successfully transitioned to a new Third-Party Administrator. This was accomplished to save money and to ensure the City receives more thorough reports about the City’s insurance issues, particularly regarding workers’ compensation issues. • In 2011 the City revitalized Safety Committee and instituted a bi-monthly newsletter, The Safety Pen. • The Division upgraded and prepared loss report information that better meets the needs of department directors and managers. The Division also met with departments on a regular basis to review the instances that are increasing exposure costs.

2013-2014 GOALS • The Division will continue to analyze Risk Management Fund cash balances as the overall balance is lowered, thereby lowering costs to all other departments and Funds. • In 2013, the Division will undertake a full analysis of the allocation of risk methodology thereby shifting risk costs more appropriately to various departments and Funds. • The Division will begin an analysis of safety programs to develop performance measures in determining the influence of the safety programs on the overall costs. Budget Personnel Services & Charges Supplies & Expenses Contracts & Leases Transfers TOTAL

2011 Actual $458,698 950,442 112,409 177,724 360,000 $2,059,273

2012 Revised $549,546 1,889,695 93,103 87,552 $2,619,896

2013 Budget $571,370 1,832,455 95,563 90,179 573,500 $3,163,067

2014 Budget $600,265 1,835,161 98,095 92,884 $2,626,405

*This table reflects the combined Division budgets for Benefits Administration and Risk Management. Additionally, two FTEs from the Legal Department are paid out of the Risk Management Fund.

Number of Employees Risk Management

2011 Actual 6.25

2012 Revised 6.25

2013 Budget 6.25

Risk Management directs the City’s property and liability, workers’ compensation and safety insurance programs.

109

2014 Budget 6.25

110

General Administration

GENERAL Administration OUTCOME STATEMENT To account for various general governmental activities that either support other funds or meet large City goals. BUDGET CHANGES - 2013 and 2014: • Arrupe high school intern program ($40,000 in 2013 and $41,200 in 2014) • 457 plan auto enrollment & conversion of vacation time to 457 contribution ($16,000 in 2013 and $16,480 in 2014) • City-wide employee training ($0 in 2013 and $40,000 in 2014) • Employee Committee expenses ($5,000 in 2013 and $5,150 in 2014)

2011-2012 ACCOMPLISHMENTS • The Division paid for the City’s share of the Jefferson Parkway Public Highway Authority over the past two years. • The Division paid for the costs of the City’s share of purchasing Section 16 as additional Open Space in partnership with the City of Boulder, Boulder County, Jefferson County and the State Land Board, as well as private companies. • In this Division we captured and paid for all the costs associated with the Arrupe Internship program. This program hired over 15 high school students to provide tuition support, while they also gained valuable work experience. The City used these young people to install computers and accomplish a wide variety of administrative functions across five departments.

2013-2014 GOALS • With the help of the Human Resources Department and the City Manager’s office, this Division will pay for the city-wide training program currently under development. This program has $75,000 budgeted in 2013 and $115,000 in 2014. The program is now budgeted to be a $75,000 annual investment throughout the remainder of the ten-year model. • The Division will continue to meet the ongoing expenditures for the Jefferson Parkway Public Highway Authority. This is estimated to be $200,000 for 2013 and, again, for 2014. • The Division pays and accounts for all transfers the General Fund makes to the following other Funds: Parks, Arvada Center, Capital Improvements, Golf, Arvada Economic Development Authority and other small payments. It also manages the costs of the City’s General Fund Certificate of Deposit debt service. In 2013, these transfers total over $11.8 million of the City’s General Fund expenditures.

111

GENERAL Administration Operating Expenditures by Division 2011 Actual General Fund

General Administration

Total Fund Administration by Division

2012 Revised

2013 Budget

2014 Budget

$14,299,475

$17,084,682

$12,243,586

$12,442,223

$14,299,475

$17,084,682

$12,243,586

$12,442,223

Operating Expenditures by Category

General Fund

Personnel

2011 Actual

2012 Revised

2013 Budget

2014 Budget

$ 195,575

$ (442,500)

$ (701,894)

$ (729,086)

Services & Charges

591,394

1,009,898

772,162

834,874

Supplies & Expenses

101,798

134,801

108,800

112,064

1,294,175

2,811,789

833,448

600,263

635

28,894

6,095

Contracts & Leases Inventory Capital Outlay Other Financing Uses Transfers Total Fund Administration by Category

12,080,909

13,570,694

11,231,070

11,624,108

$14,299,475

$17,084,682

$12,243,586

$12,442,223

112

GENERAL Administration Operating Expenditures by Division $18,000,000 $16,000,000 $14,000,000 $12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $0 2011 Actual

2012 Revised

2013 Budget

2014 Budget

General Administration

2013 Operating Expenditures by Category Transfers 86.76%

Contracts & Leases 6.44% Supplies & Expenses 0.84% Services & Charges 5.96% *The budgeted personnel vacancy savings are not included in this chart.

113

GENERAL Administration GENERAL ADMINISTRATION This division accounts for a variety of city-wide expenditures that do not meet the operating needs of any one department or other fund. The Finance Department, along with the City Manager, manages this division.

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

2011 Actual $195,575 591,394 101,798 1,294,177 635 28,894 6,095 12,080,909 $14,299,475

2012 Revised $(442,500) 1,009,898 134,801 2,811,789 13,570,694 $17,084,682

2013 Budget $(701,894) 772,162 108,800 833,448 11,231,070 $12,243,586

2014 Budget $(729,085) 834,874 112,064 600,263 11,624,108 $12,442,223

2013 Budget 0.00

2014 Budget 0.00

*The negative Personnel line reflects the budgeted vacancy savings for the entire General Fund.

Number of Employees Fund Administration

2011 Actual 0.00

2012 Revised 0.00

114

Human Resources Department

Human Resources OUTCOME STATEMENT To support and guide the successful employment of all City employees by providing essential, professional and consistent human resources programs.

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. REVENUE SOURCES: General Fund Internal Service Fund BUDGET CHANGES - 2013 and 2014: • No changes

2011-2012 DEPARTMENTAL ACCOMPLISHMENTS • HR worked with City Council to develop the new total compensation philosophy, effective January 2012. This philosophy - for Arvada to be an employer of choice – was created to meet the fiscal responsibility we have to our citizens while continuing to compensate our employees in a competitive manner. • HR and the City’s Benefits Advisory Committee educated employees on High Deductible Health Plans (HDHPs), and ultimately, the City made this health care option part of our benefits structure in January 2012. Roughly 20% of our employees enrolled in this health care option saving the City significant dollars and empowering our employees to be better stewards of their health. • Recruitment of several key positions was a top priority in 2011/2012. With the help of recruiting firms, HR managed the recruitment processes of our city manager, deputy city manager and Arvada Center executive director, and developed and coordinated the recruitment of our new communications manager.

2013-2014 DEPARTMENTAL GOALS • The City is facing substantial budgetary impacts as we consider possible future costs to provide health care insurance for our non-benefitted employees. This could happen as early as 2014. HR is working with Finance to determine potential costs and impacts, and will develop contingency plans throughout 2013. • HR will lead the way to determine how we evaluate employee performance as we move to performance-based measures and a culture shift focusing on measurable results. We will partner with several departments in to determine the tools, methods and communication needed to help educate and support staff. • HR will partner with CMO to implement a city-wide training program that will target line-level employees and their development needs with an emphasis on our City’s values, core competencies and performance management.

115

Human Resources Operating Expenditures by Division 2011 Actual General Fund

2012 Revised

2013 Budget

2014 Budget

$1,101,802

$1,177,086

$1,226,702

$1,270,094

$1,101,802

$1,177,086

$1,226,702

$1,270,094

2011 Actual

2012 Revised

2013 Budget

2014 Budget

$ 843,191

$ 844,120

$ 918,920

$ 953,848

126,490

210,280

182,022

187,319

Supplies & Expenses

40,717

43,213

43,903

44,614

Contracts & Leases

91,404

78,380

80,731

83,153

1,093

1,126

1,160

$1,101,802

$1,177,086

$1,226,702

$1,270,094

Human Resources

Total Human Resources by Category

Operating Expenditures by Category

General Fund

Personnel Services & Charges

Capital Maintenance Total Human Resources by Category

116

Human Resources

Operating Expenditures by Division $1,300,000 $1,250,000 $1,200,000 $1,150,000 $1,100,000 $1,050,000 $1,000,000 2011 Actual

2012 Revised

2013 Budget

2014 Budget

2013 Operating Expenditures by Category

Contracts & Leases 6.58%

Capital Maintenance 0.09%

Supplies & Expenses 3.58%

Services & Charges 14.84%

Personnel 74.91%

117

Human Resources HUMAN RESOURCES Human Resources is responsible for establishing and maintaining an effective workforce 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 department in promoting and fostering professional growth, teamwork, pride and leadership throughout the organization.

2011-2012 ACCOMPLISHMENTS • Developed the City’s new total compensation philosophy, and as a result, created a more fiscally responsible and highly competitive pay plan. • Updated the City’s Personnel Rules with a comprehensive overview and city-wide involvement from all levels of employees. • Introduced a High Deductible Health Plan as an option for employees with the intention to help employees become better consumers of health care and better stewards of their own health. • Managed the hiring processes of several key positions, including city manager, deputy city manager, communications manager and Arvada Center executive director.

2013-2014 GOALS • HR will partner with Finance to analyze and plan for the potential impacts of health care reform. These changes will take effect in 2014. • HR will lead the process of moving our organization to a more measurable and efficient employee performance management system. We will partner with several departments to determine the tools, methods and communication needed to help educate and support staff. • HR will partner with CMO to develop a city-wide training program that focuses on our City’s core competencies, values and performance measures. The training programs will target the needs of all levels of staff based on feedback received from current training needs assessments. Budget Personnel Services & Charges Supplies & Expenses Contracts & Leases Capital Maintenance TOTAL

2011 Actual $843,191 126,490 40,717 91,404 $1,101,802

2012 Revised $844,120 210,280 43,213 78,380 1,093 $1,177,086

2013 Budget $918,920 182,022 43,903 80,731 1,126 $1,226,702

2014 Budget $953,848 187,319 44,614 83,153 1,160 $1,270,094

Number of Employees Human Resources

2011 Actual 9.00

2012 Revised 9.00

2013 Budget 9.00

2014 Budget 9.00

Employees at the City of Arvada remain employed with the City for an average of 14 years.

118

Information Technology

Information Technology OUTCOME STATEMENT To support and manage technology by planning and implementing innovative, efficient and effective business solutions in collaboration with all city departments. 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. REVENUE SOURCES: General Fund

Internal Service Fund

Central Service Fund

BUDGET CHANGES - 2013 and 2014: General Fund: • Increase internet band width and add a redundant internet connection at the disaster recovery site ($15,000 in 2013 and $15,450 in 2014) • Decrease temporary wages in IT (-$2,500 in 2013 and -$2,500 in 2014) • Add Mobile Technology Specialist position • Transfer Community Communications Coordinator to City Manager’s Office Computer Replacement Fund: • Additional funding for CBI connection ($5,000 in 2013 and $5,150 in 2014)

2011-2012 DEPARTMENTAL ACCOMPLISHMENTS • Replaced aging, non-vendor supported phone system. This required a major network infrastructure upgrade. The new system provides enhanced telecommunications capabilities between staff and Citizens. • The City’s 10-year-old office productivity suite was upgraded to Office 2010 on all workstations and staff was trained on the new software. The upgrade provides improved document production, sharing and collaboration capabilities and allows us to share documents with outside entities on a common platform. • The department continues to be recognized for its innovation in all areas of technology. Awards have been received from a broad range of organizations including the Public Technology Institute’s Technology Solutions Award, and the Center for Digital Governments’ Top 10 Digital Cities - Best of the Web, and Digital Government Achievement Award.

2013-2014 DEPARTMENTAL GOALS • Migrate city staff to a new cloud-based email solution thereby reducing the need for the purchase, maintenance and upgrade of on-site email servers. The goal will be to migrate to the new email solution with minimal disruption to city business. • Approximately 600 computers will be replaced in some fashion. This process will not be a traditional one for one replacement of hardware, but will require an analysis of staff needs. We will deploy different equipmentbased on needs. Workers with a need for mobility will be given tools that allow access from anywhere and users with heavy processing needs will be given high-end workstations. • Implement Master Data Management (MDM) to provide a process for collecting, aggregating, matching, consolidating, classifying, identifying and distributing data throughout an organization to ensure consistency and control of this information. The objective is to ensure that the city does not use multiple or inconsistent versions of data in different parts of its operations. 119

Information Technology Operating Expenditures by Division 2011 Actual General Fund

2013 Budget

2014 Budget

214,599

$ 173,424

$ 175,576

2,677,484

2,868,933

3,029,905

3,144,170

Computer Maintenance

635,543

1,259,365

1,149,621

1,174,163

Computer Replacement

1,706,377

2,493,850

972,295

129,250

262,974

389,265

403,825

416,610

$ 5,476,098

$ 7,226,012

$5,729,070

$5,039,769

2011 Actual

2012 Revised

2013 Budget

2014 Budget

$ 2,466,936

$ 2,623,359

$ 2,703,799

$ 2,807,419

Services & Charges

233,681

286,685

306,962

315,903

Supplies & Expenses

137,488

122,967

125,082

127,263

16,799

18,877

34,893

35,940

16,171

31,644

32,593

33,221

100,870

95,842

100,569

106,102

28,968

2,212,065

3,630,973

2,021,347

1,197,311

26,400

Inventory

Personnel

161,283

165,705

173,867

180,061

General Services

Information Systems Computers Print Shop

Print Shop

Total Information Technology by Division

2012 Revised

193,721

Operating Expenditures by Category

General Fund

Personnel

Contracts & Leases Inventory Capital Maintenance Capital Outlay Computers

Personnel Services & Charges Supplies & Expenses Contracts & Leases

Print Shop

2,173

Supplies & Expenses

Services & Charges

30,584

57,250

58,954

60,709

Contracts & Leases

66,025

143,675

147,985

152,425

2,591

9,829

Capital Maintenance

144

12,806

13,190

13,586

Other Financing Uses

175

$ 5,476,098

$ 7,226,012

$ 5,729,070

$ 5,039,769

Debt Service

Total Information Technology by Category

120

Information Technology

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 2011 Actual

2012 Revised

General Services

2013 Budget

Information Systems

Computer Maintenance

Computer Replacement

2014 Budget Print Shop

2013 Operating Expenditures by Category Contracts & Leases 3.19%

Debt Service 0.17%

Capital Maintenance 0.80%

Supplies & Expenses 38.49%

Personnel 51.98%

Services & Charges 5.36%

121

Information Technology I.T. & GENERAL SERVICES Provides computer support, programming & services, manages information systems projects and guides the organization in system implementation, application support, project management & web system development. Provides support on workstations, servers, local & wide area network connectivity, SAN management-disk storage, email, data backup, Help Desk, replacement fund, file/print services, network wiring, web access, & computer room environment. Provides reception, mail delivery, and copier administration. Supports Police Technical Systems; identifies, assesses, procures, and implements new technology to assist the Police department.

2011-2012 ACCOMPLISHMENTS • Replaced aging, non-vendor supported phone system. This required a major network infrastructure upgrade. • Upgraded the City’s 10-year-old office productivity suite and provided training across the organization. • IT continues to be recognized for innovation in all areas of technology. Awards have been received from organizations including the Public Technology Institute’s Technology Solutions Award, and the Center for Digital Governments’ Top 10 Digital Cities - Best of the Web, and Digital Government Achievement Award. • Re-wrote job description for the front desk staff to include duties required to support citizens in an ever-changing technical world. Staff is responsible for maintaining our presence in social media. They augment our web content managers, in addition to the traditional duties of greeting visitors and directing telephone inquiries. • Purchased a new Inserter which for more efficiency in the process for mailing water bills.

2013-2014 GOALS • Migrate staff to a new cloud-based email solution. • Replace approximately 600 computers, including analysis of staff needs, and deploy equipment accordingly. Those with a need for mobility will be given tools to allow remote access and users with heavy processing needs will be given high-end workstations. • Provide a process, through Master Data Management (MDM), for collecting, aggregating, matching, consolidating, classifying, identifying and distributing data throughout the organization to ensure consistency and control of information. • Replacement of postage mail machine used for metering out going city mailings. • Remodel Front Reception Area to provide a more effective perspective and a more secure environment. Budget Personnel Services & Charges Supplies & Expenses Contracts & Leases Inventory Capital Maintenance Capital Outlay TOTAL

2011 Actual $2,567,806 262,648 2,349,553 16,799 113 16,171 34 $5,213,125

2012 Revised $2,719,201 286,685 3,753,940 45,277 31,644 $6,836,747

2013 Budget $2,804,368 306,962 2,146,429 34,893 32,593 $5,325,245

2014 Budget $2,913,521 315,903 1,324,574 35,940 33,221 $4,623,159

*Table reflects the combined budgets for Information Systems and General Services Divisions and Computers Internal Service Fund Additionally, two FTEs from the IT Department are paid out of the Office of the Chief Division of the .25% Tax Increment Fund.

Number of Employees IT & General Services

2011 Actual 25.00 122

2012 Revised 25.00

2013 Budget 25.00

2014 Budget 25.00

Information Technology PRINT SHOP Provide support to City departments, projects and employees in the areas of printing, binding, and creative design services.

2011-2012 ACCOMPLISHMENTS • New Printing Press, which increased the printing capabilities for the print shop. • Plotter Installation – The print shop is now utilizing a plotter that the Parks Department had in order to perform a wider variety of work. • Arvada Report – Kept the Arvada Report going and on time during the City’s Public Information Officer changes.

2013-2014 GOALS • New Printing Vendor for Arvada Report – Select a new printer for the Arvada Report to lower costs, quicker turnaround time, and increase in number of colors. • Plate Making Machine – Replace the plate making machine, which is necessary as the current machine is obsolete and a newer machine will allow us to create the majority of our plates in house, reducing overall cost.

Budget Personnel Services & Charges Supplies & Expenses Contracts & Leases Debt Service Capital Maintenance Other Financing Uses TOTAL

2011 Actual $161,283 2,173 30,584 66,025 2,591 144 175 $262,974

2012 Revised $165,705 57,250 143,675 9,829 12,806 $389,265

2013 Budget $173,867 58,954 147,985 9,829 13,190 $403,825

2014 Budget $180,061 60,709 152,425 9,829 13,586 $416,610

Number of Employees Print Shop

2011 Actual 2.00

2012 Revised 2.00

2013 Budget 2.00

2014 Budget 2.00

IT is working on enabling our city staff to work from most anywhere with a new type of technology referred to as desktop virtualization. So far more than 70 virtual desktops are in use by city employees.

123

124

Judicial

judicial OUTCOME STATEMENT To provide a fair and impartial judicial process by holding timely hearings, making appropriate findings and sentences, and processing cases efficiently. PURPOSE: The municipal court acts as an impartial tribunal. REVENUE SOURCES: General Fund Grants BUDGET CHANGES - 2013 and 2014: • Add training for pro-tem judges ($1,000 in 2013 and $1,030 in 2014)

2011-2012 DEPARTMENTAL ACCOMPLISHMENTS • Quality Customer Service, as evidenced by our customer service survey, which reflects 93% customer satisfaction. • E-Payment Process was improved and marketed to allow more customers to pay on-line. Additionally, the E-Tickets program (traffic unit) was successfully implemented. The pilot is currently being used by the PD Traffic Unit only, with potential for future growth. • Updated the video arraignment and audio equipment in the courtroom. This system allows the Court to process prisoners from Jefferson County Jail by video, reducing officer transports, court time, and potential security problems.

2013-2014 DEPARTMENTAL GOALS • Provide quality Customer Service by continuing to distribute the Court’s customer service survey and track customer satisfaction and complaints in order to identify successes and resolve problems. • Increase E-Ticket processes. The Court partnered with the Police Department to implement electronic-tickets. To date, the project has proven to be successful. The Court’s case load has increased by using this technology, and we anticipate continued growth. • Parking Ticket Enforcement Plan – Parking tickets are beginning to be issued using the electronic ticketing system. The Court will be researching and implementing a plan to assist with successfully collecting fines imposed on parking tickets.

125

judicial Operating Expenditures by Division 2011 Actual General Fund

Judicial

Total Municipal Court by Division

2012 Revised

2013 Budget

2014 Budget

$827,532

$941,337

$945,283

$977,936

$827,532

$941,337

$945,283

$977,936

Operating Expenditures by Category 2011 Actual General Fund

2012 Revised

2013 Budget

2014 Budget

$678,924

$771,474

$773,824

$803,311

Services & Charges

75,690

93,296

94,465

97,191

Supplies & Expenses

72,918

76,276

76,695

77,126

Personnel

Capital Outlay Total Municipal Court by Category

126

291

299

308

$827,532

$941,337

$945,283

$977,936

judicial Operating Expenditures by Division $1,000,000

$950,000

$900,000

$850,000

$800,000

$750,000 2011 Actual

2012 Revised

2013 Budget

2014 Budget

2013 Operating Expenditures by Category Supplies & Expenses 8.11%

Capital Outlay 0.03%

Services & Charges 9.99%

Personnel 81.86%

127

judicial JUDICIAL The municipal court is a trial court of limited jurisdiction. The court acts as an impartial fact finder in determining if a City ordinance has been violated. Upon a finding or admission of guilt, the court imposes sanctions which are consistent with the nature of the violation.

2011-2012 ACCOMPLISHMENTS • The Court’s customer service survey reflects 93% satisfaction. • E-Payment Process was improved and marketed to allow more customers to pay on-line. • E-Tickets (traffic unit) successfully implemented. The pilot is currently being used by the PD Traffic Unit only, with potential for future growth. • Updated the video arraignment and audio equipment in the courtroom. This system allows the Court to process prisoners from Jefferson County Jail by video reducing officer transport s, court time and potential security problems.

2013-2014 GOALS • Provide quality Customer Service by continuing to distribute the Court’s customer service survey and track customer satisfaction and complaints to identify successes and solve problems. • Increase E-Ticket processes – The Court partnered with the Police Department to implement electronic tickets. To date, the project has proven to be successful. The Court’s case load has increased by using this technology and we anticipate continued growth. • Parking Ticket Enforcement Plan – The electronic ticketing system has been implemented for parking tickets. The Court will be researching and implementing a plan to assist with successfully collecting fines imposed on parking tickets. Budget Personnel Services & Charges Supplies & Expenses Capital Outlay TOTAL

2011 Actual $678,924 75,690 72,918 $827,532

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

2013 Budget $773,824 94,465 76,695 299 $945,283

2014 Budget $803,311 97,191 77,126 308 $977,936

Number of Employees Judicial

2011 Actual 10.00

2012 Revised 10.00

2013 Budget 10.00

2014 Budget 10.00

Courts is actively providing “greener practices” resulting in reduction of paper usage, postage, time and gas.

128

Legal

LEGAL OUTCOME STATEMENT To protect the legal interests of the City by providing timely and quality legal counsel, advice, support and advocacy. 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. REVENUE SOURCES: General Fund Insurance Fund for Litigation Program BUDGET CHANGES - 2013 and 2014: • No changes

2011-2012 DEPARTMENTAL ACCOMPLISHMENTS • Successful prosecution of a clear majority of Municipal Court matters. • Successful outcomes in litigation, including cases brought by former employees, private parties alleging police misconduct, action for exclusion from JCMD District which resulted in obtaining attorneys’ fee award. • Prepared 171 Resolutions and 53 Ordinances, assisted with Amendments to City Charter, and created the Ordinance Amending the Personnel Rules.

2013-2014 DEPARTMENTAL GOALS • Successfully prosecute Municipal Court matters at a rate of 80% and successfully defend the City in civil cases at a rate of 70%. • Process requests for ordinances, resolutions, and agreements within the time frame established by City Council and the City Manager. • Provide assistance with training of various boards and commissions and employees, and effectively utilize outside counsel to manage the expenditure of public funds for this purpose.

129

LEGAL Operating Expenditures by Division

General Fund

2011 Actual

2012 Revised

2013 Budget

2014 Budget

$1,344,483

$1,477,202

$1,527,962

$1,585,084

$1,344,483

$1,477,202

$1,527,962

$1,585,084

2011 Actual

2012 Revised

2013 Budget

2014 Budget

$1,185,296

$1,292,759

$1,357,224

$1,410,144

Services & Charges

91,052

98,731

98,701

101,540

Supplies & Expenses

32,513

34,198

34,428

34,663

Contracts & Leases

35,622

49,443

35,476

36,540

Capital Maintenance

1,779

1,832

1,887

Capital Outlay

292

301

310

$1,344,483

$1,477,202

$1,527,962

$1,585,084

City Attorney

Total Legal Department by Division

Operating Expenditures by Category

General Fund

Personnel

Total Legal Department by Category

130

LEGAL Operating Expenditures by Division $1,650,000 $1,600,000 $1,550,000 $1,500,000 $1,450,000 $1,400,000 $1,350,000 $1,300,000 $1,250,000 $1,200,000 2011 Actual

2012 Revised

2013 Budget

2014 Budget

2013 Operating Expenditures by Category

Supplies & Expenses 2.25%

Capital Maintenance Contracts & 0.12% Leases 2.32%

Capital Outlay 0.02%

Services & Charges 6.46%

Personnel 88.83%

131

LEGAL CITY ATTORNEY’S OFFICE Provides legal services to the City Council, the City Manager, and City departments including legal analysis of contracts and documents; overseeing and ensuring correct procedures are used in conducting official City business; review of resolutions and ordinances as to correct form; representation of City Council, the City Manager, and City departments before state and federal courts and administrative agencies in litigation matters; and prosecution of violations of the City code through the municipal court.

2013-2014 GOALS • Successfully prosecute Municipal Court matters at a rate of 80%. • Successfully defend the City in civil cases at a rate of 70%. • Process requests for ordinances, resolutions, and agreements within the time frame established by City Council and the City Manager. • Provide assistance with training of various boards and commissions and employees. • Effectively utilize outside counsel to manage the expenditure of public funds for this purpose. Budget Personnel Services & Charges Supplies & Expenses Contracts & Leases Capital Maintenance Capital Outlay TOTAL

2011 Actual $1,185,296 91,052 32,513 35,622 $1,344,483

2012 Revised $1,292,759 98,731 34,198 49,443 1,779 292 $1,477,202

2013 Budget $1,357,224 98,701 34,428 35,476 1,832 301 $1,527,962

2014 Budget $1,410,144 101,540 34,663 36,540 1,887 310 $1,585,084

2013 Budget 10.00

2014 Budget 10.00

*Two FTEs from the Legal Department are paid out of the Risk Management Fund.

Number of Employees City Attorney

2011 Actual 10.00

2012 Revised 10.00

The Legal Department is actively involved in the mentoring of law student interns.

132

Parks, Golf and Hospitality Services

Parks, Golf & Hospitality OUTCOME STATEMENT To enrich Arvada’s quality of life by providing essential services, programs and opportunities that enable citizens to experience parks, trails, open spaces, recreational amenities, golf, banquet/conference and concession enterprises and community-wide celebrations. PURPOSE: The department acquires, develops and maintains Arvada’s parks, trails, open spaces and recreational amenities to perpetuate the beauty of the City’s real property and provide a higher aesthetic value; manages the city’s golf, banquet, conference and concession business enterprises; coordinates special projects; and, provides community-wide celebrations. REVENUE SOURCES:

Sales from: • Arvada Center Banquet and Conference Facility • Golf Club Restaurants • Stenger Sports Complex Concessions • Green Fees and Driving Range Revenues • Cart Rentals and Merchandise Sales

Jefferson County Open Space (JCOS) General Fund Transfer Apex Park & Recreation District Reimbursement Colorado Lottery Funds Lands Dedicated Funds Park and Pavilion Rentals Grants BUDGET CHANGES - 2013 and 2014:

Parks: • Increase in Temporary Wages and related lines ($142,083 in 2013 and $169,617 in 2014) • Increase in Electricity ($16,359 in 2013 and $39,916 in 2014) • Increase in Fuel ($5,889 in 2013 and $11,955 in 2014) • Increased fees for Water/Sewer/Stormwater ($18,114 in 2013 and $56,413 in 2014) • Reduction in Routine Maintenance (savings of $20,636 in 2013 and $9,706 in 2014) • Reduction in Rentals (savings of $20,752 and $17,723 in 2014) Golf: • Increase in Electricity for transition to electric carts ($58,800 in 2013 and $63,624 in 2014) • Transfer of a Business Analyst position from Hospitality to Finance. The position will be paid 1/3 General Fund, 1/3 Hospitality and 1/3 Golf. Added a transfer to the General Fund of $25,952 in 2013 and $27,468 in 2014. • Increase in Temporary Wages and related lines ($62,094 in 2013 and $85,867 in 2014) Hospitality: • Assistant Banquet Manager and Business Development Coordinator positions are still authorized, but are currently vacant with no plans to hire. Temporary staffing is required for these positions resulting in a net savings to salaries and benefits ( $79,632 in 2013 and $80,050 in 2014). • Transfer of a Business Analyst position from Hospitality to Finance. The position will be paid 1/3 General Fund, 1/3 Hospitality and 1/3 Golf. Added a transfer to the General Fund of $25,952 in 2013 and $27,468 in 2014.

133

Parks, Golf & Hospitality 2011-2012 DEPARTMENTAL ACCOMPLISHMENTS • Completed a number of high-profile projects including the 42,000 sq. ft. Arvada Skate Park, one of Colorado’s largest (named “Best Skate Park in Denver” by Westword); the Hills at Standley Lake Park-Community Garden-Community Supported Agriculture Project. To attain Arvada’s goal to have a neighborhood park within a 10-minute walk of every home, purchased two properties for neighborhood park development, one in East Arvada, the other in South Central Arvada. • Completed another year of Taking Lasting Care Program with a number of trail, playground and irrigation system projects at locations throughout the city, including: Thundercloud Park, Majestic View Community Park, Volunteer Firefighters Park, Fitzmorris Park, Columbine Park and the W. 80th Avenue Median Project. • Worked with the Arvada Festivals Commission to sponsor or co-sponsor the 11th Annual Chocolate Affair, High Tea for Seniors, 10th Annual Kite Festival, 11th Annual Trails Day, 4th of July, Festival of Scarecrows and Wines for the Holidays. These events drew thousands of visitors to Arvada.

2013-2014 DEPARTMENTAL GOALS • Insure that Arvada will be a community where everyone will benefit from a well-planned, exciting, and diverse system of parks, open space and recreational opportunities. • Provide long-term financial sustainability for on-going operations and capital maintenance and improvements by developing and maintaining a coordinated strategic funding plan. • Arvada will be a community which protects the environment and uses natural resources wisely.

134

Parks, Golf & Hospitality Operating Expenditures by Division 2011 Actual

2012 Revised

2013 Budget

2014 Budget

$ 823,764

$ 600,000

2,219,096

1,591,236

200,000

Grants

Grants Fund

Lands Dedicated

Parks

Arvada Reservoir

27,490

21,121

9,224

9,937

Athletic Facilities

494,881

500,747

561,665

589,933

District 1

336,557

351,716

388,161

405,377

District 2

297,689

292,702

313,815

340,443

District 3

301,744

338,904

381,884

417,131

Forestry/Open Space

289,718

298,330

307,437

320,884

4,125,032

4,567,862

4,520,180

4,682,452

Nature Center

127,145

135,693

149,557

153,737

Park & Urban Design

750,062

782,578

776,969

789,138

Golf Course General Administration

695,154

1,072,354

1,025,388

1,044,657

Lake Arbor Golf Course Administration

356,852

365,216

376,045

387,415

Lake Arbor Maintenance

579,767

584,434

637,388

646,822

Lake Arbor Restaurant

196,118

229,816

274,698

283,394

West Woods Golf Course Administration

492,652

593,081

643,457

675,484

West Woods Maintenance

444,384

498,848

494,489

512,043

West Woods Restaurant

843,914

900,696

839,268

859,587

1,243,990

1,526,502

1,542,485

1,586,786

456,598

715,282

317,961

324,009

$15,102,607

$15,967,118

$14,360,071

$14,629,228

Joint Parks Administration

Golf Courses

Food Services

Banquet Facility Food Service General Administration

Total Parks, Golf & Hospitality by Category

135

Parks, Golf & Hospitality Operating Expenditures by Category 2011 Actual

2012 Revised

2013 Budget

2014 Budget

Grants

Transfers

$ 823,764

$ 600,000

Lands Dedicated

Transfers

2,219,096

1,591,236

200,000

Parks

Personnel

4,041,365

4,221,411

4,457,347

4,640,777

Services & Charges

1,210,947

1,382,819

1,417,450

1,500,019

Supplies & Expenses

1,142,735

1,219,146

1,244,346

1,265,572

188,370

150,949

155,477

160,142

2,726

724

5,134

2,000

Capital Maintenance

96,202

105,722

128,969

137,130

Capital Outlay

12,759

Contracts & Leases Debt Service Inventory

Other Financing Uses Golf Courses

1,299

100

Transfers

54,430

203,173

3,203

3,292

Personnel

1,848,057

1,955,389

2,047,336

2,128,059

Services & Charges

389,532

423,786

440,251

451,571

Supplies & Expenses

545,705

602,115

613,564

615,800

42,954

21,600

39,390

40,571

Contracts & Leases Debt Service

32,457

195,186

303,447

640,474

694,113

639,780

656,041

69,703

37,900

77,395

79,717

301,297

100,000

103,000

Transfers

39,959

13,059

29,570

31,195

Personnel

859,342

1,187,741

845,915

874,527

Services & Charges

163,971

151,029

174,665

179,682

Supplies & Expenses

140,491

145,708

149,992

153,170

337

386,297

345,000

384,160

395,716

13,057

18,210

15,666

16,136

263,096

Inventory Capital Maintenance Capital Outlay Food Services

Contracts & Leases Inventory Capital Maintenance Capital Outlay Other Financing Uses

12,093

3,000

1,000

125,000

128,000

25,952

27,468

$15,102,607

$15,967,118

$14,360,071

$14,629,228

Transfers Total Parks, Golf & Hospitality by Category

136

Parks, Golf & Hospitality Operating Expenditures by Fund $18,000,000 $16,000,000 $14,000,000 $12,000,000 Food Services

$10,000,000

Golf Courses Parks

$8,000,000

Lands Dedicated Grants

$6,000,000 $4,000,000 $2,000,000 $0 2011 Actual

2012 Revised

2013 Budget

2014 Budget

Note: Because of the complicated nature of the Parks, Golf & Hospitality Department structure, the Operating Expenditure graph is calculated by fund instead of division.

2013 Operating Expenditures by Category

Capital Maintenance 1.55% Transfers 5.98%

Capital Outlay 2.53% Contracts & Leases 1.36%

Debt Service 2.11% Inventory 7.14%

Supplies & Expenses 13.98%

Other Financing Uses 0.01%

Services & Charges 14.15%

Personnel 51.19%

137

Parks, Golf & Hospitality PARKS & URBAN DESIGN AND PARK MAINTENANCE OPERATIONS Performs routine maintenance for City-owned parks and trails facilities and manages the day-to-day operations of the city’s park system and all its component parts. The urban and park design program directs the planning, acquisition, design and construction of new parks, trail areas, and beautification of open space areas throughout the City and coordinates the “Taking Lasting Care” capital maintenance plan for existing parks.

2011-2012 ACCOMPLISHMENTS • Successfully completed park maintenance staff reorganization and re-aligned staff resources. • Developed and implemented an expanded Taking Lasting Care park system capital maintenance program. • Accomplished a number of park maintenance sustainability goals, most notably concerning re-mulching and water conservation practices.

2013-2014 GOALS • Complete projects reflected in the park system capital improvement plan, a plan that serves as the guide for the development of new park system assets. • Complete projects reflected in the “Taking Lasting Care” capital maintenance and replacement plan, a plan that serves as the guide for reinvestment and replacement projects in the park system assets. • Achieve established performance standards relating to, among other things, irrigation, mowing, playground inspections and other park maintenance outputs. Budget Personnel Services & Charges Supplies & Expenses Contracts & Leases Debt Service Inventory Capital Maintenance Capital Outlay Transfers TOTAL

2011 Actual $3,928,491 1,188,317 1,130,761 186,913 2,726 724 90,562 12,759 3,097,290 $9,638,544

2012 Revised $4,105,053 1,356,224 1,210,525 148,954 5,134 103,776 2,394,409 $9,324,075

2013 Budget $4,347,178 1,387,972 1,231,725 153,422 2,000 124,611 803,203 $8,050,111

2014 Budget $4,526,947 1,469,873 1,252,580 158,025 2,000 132,641 603,292 $8,145,358

*This table reflects the combined budgets for the Lands Dedicated and Grants Funds, as well as all Parks Fund Divisions except the Reservoir and Nature Center.

Number of Employees Parks & Urban Design and Park Maintenance

2011 Actual 46.00

2012 Revised 46.00

2013 Budget 46.00

The new Arvada Skate Park is approximately 42,000 square feet in size and one of the largest in Colorado. 138

2014 Budget 46.00

Parks, Golf & Hospitality GOLF COURSE OPERATIONS Accounts for all revenues and expenses of the Lake Arbor Golf Club and the West Woods Golf Club.

2011-2012 ACCOMPLISHMENTS • Successfully navigated golf club operations through the worst of the Great Recession’s impacts, staffing levels and most expenses are almost 20% below 2007 levels. Despite a decrease in rounds and revenues, all programs, including junior golf, the LPGA/USGA Juniors Golf Program and the seven men’s and women’s clubs had an excellent year. • West Woods Golf Club was recognized by the Arvada Press as the “The Reader’s Choice Best Golf Club in Jefferson County.” • Accomplished a number of golf club sustainability goals, most notably concerning Lake Arbor Golf Club being designated as an Audubon International Audubon Sanctuary Golf Club and creating a single stream recycling program for golf club restaurants.

2013-2014 GOALS • Complete projects reflected in the golf capital improvement plan, a plan that serves as the guide for the development of new golf system assets. • Complete projects reflected in the “Taking Lasting Care” capital maintenance and replacement plan, a plan that serve as the guide for reinvestment and replacement projects in the golf system assets. • Achieve established performance standards relating to, among other things, irrigation, mowing, golf maintenance outputs, merchandise, restaurant labor, food and beverage margins. Budget Personnel Services & Charges Supplies & Expenses Contracts & Leases Debt Service Inventory Capital Maintenance Capital Outlay Transfers TOTAL

2011 Actual $1,848,057 389,532 545,705 42,954 32,457 640,474 69,703 39,959 $3,608,841

2012 Revised $1,955,389 423,786 602,115 21,600 195,186 694,113 37,900 301,297 13,059 $4,244,445

2013 Budget $2,047,336 440,251 613,564 39,390 303,447 639,780 77,395 100,000 29,570 $4,290,733

2014 Budget $2,128,059 451,571 615,800 40,571 303,447 656,041 79,717 103,000 31,195 $4,409,401

2013 Budget 14.00

2014 Budget 14.00

*This table reflects the combined budgets for all Golf Courses Fund Divisions.

Number of Employees Golf Course Operations

2011 Actual 14.00

2012 Revised 14.00

Both Lake Arbor and West Woods Golf Clubs are Audubon International’s Certified Audubon Cooperative Sanctuaries. 139

Parks, Golf & Hospitality BANQUET AND CONFERENCE OPERATIONS Provides the Arvada community and region with high quality hospitality and conference services.

2011-2012 ACCOMPLISHMENTS • Successfully navigated banquet and conference service operations through the Great Recession’s worst impacts, staffing levels and most expenses are almost 20% below 2007 levels. • Expanding concession operations at the Stenger Sports Complex Bathroom/Concession Facility and at the Arvada Center for the Arts and Humanities expanded summer concert series. • Accomplished a number of banquet and conference services sustainability goals, including creating trans-fat free banquet menus and creating a single stream recycling program.

2013-2014 GOALS • Achieve established performance standards relating to health inspections, safety inspections, internal control inspections, as well as for established business margins for labor, food and beverage operations. • Complete projects reflected in the hospitality capital improvement and hospitality “Taking Lasting Care” capital maintenance and replacement plans, plans that serve as the guide for reinvestment and replacement in the hospitality system assets. • Achieve hospitality operations sustainability relating to banquet and conference services operations, restaurant operations and concession operations. Budget Personnel Services & Charges Supplies & Expenses Contracts & Leases Inventory Capital Maintenance Capital Outlay Other Financing Uses Transfers TOTAL

2011 Actual $859,342 163,971 140,491 337 386,297 13,057 12,093 125,000 $1,700,589

2012 Revised $1,187,741 151,029 145,708 345,000 18,210 263,096 3,000 128,000 $2,241,784

2013 Budget $845,915 174,665 149,992 384,160 15,666 263,096 1,000 25,952 $1,860,446

2014 Budget $874,527 179,682 153,170 395,716 16,136 263,096 1,000 27,468 $1,910,795

2013 Budget 8.00

2014 Budget 8.00

*This table reflects the combined budgets for both Food Services Fund Divisions.

Number of Employees Banquet and Conference Operations

2011 Actual 9.00

2012 Revised 9.00

All menu selections at the Arvada Center Banquet and Conference Facility, as well as at the restaurants at the city’s golf clubs, are trans-fat free. 140

Parks, Golf & Hospitality MAJESTIC VIEW NATURE CENTER Provides a variety of environmental education classes and experiences.

2011-2012 ACCOMPLISHMENTS • Celebrated the 10th Anniversary of the Majestic View Nature Center with a well-attended celebration held in conjunction with the Arvada Celebrates in Trails Festival. • Offered a number of environmental education classes throughout the year, all of which filled to capacity with a waiting list, while also expanding the number of public programs. • Achieved a number of Majestic View Nature Center sustainability goals, including the installation of a solar field which now provides 99% of the nature center’s electrical needs.

2013-2014 GOALS • Complete projects reflected in the golf capital improvement plan, a plan that serves as the guide for the development of Majestic View Nature Center assets. • Achieve performance objectives established relating to the number of volunteers and amount of volunteer hours donated for the environmental education program. • Achieve performance objectives relating to the number of patrons, clients and customers served by the environmental education program. Budget Personnel Services & Charges Supplies & Expenses Contracts & Leases Capital Maintenance TOTAL

2011 Actual $103,332 13,979 6,164 1,457 2,213 $127,145

2012 Revised $107,098 18,912 6,416 1,995 1,272 $135,693

2013 Budget $116,614 19,742 7,777 2,055 3,369 $149,557

2014 Budget $119,911 20,258 7,981 2,117 3,470 $153,737

2013 Budget 1.00

2014 Budget 1.00

*One FTE from the Nature Center is split between the Water (3/4) and Stormwater (1/4) Funds.

Number of Employees Majestic View Nature Center

2011 Actual 1.00

2012 Revised 1.00

The Majestic View Nature Center annually hosts 14,000 visitors.

141

Parks, Golf & Hospitality ARVADA/BLUNN RESERVOIR OPERATIONS Manages the City’s lake recreation program and lake recreation facilities.

2011-2012 ACCOMPLISHMENTS • Worked with a record number of volunteers, a new high for the program as more than 90 volunteers donated over 10,000 hours. As a result, more than 21,000 anglers were served. • Expanded efforts, in conjunction with the city’s utility staff, to control the Zebra Mussel through a comprehensive boat inspection and angler education program. • Hosted a number of outreach efforts including a Kid’s Fishing Derby, Disabled Veterans Fishing Tournament and a Special Needs Fishing Derby.

2013-2014 GOALS • Manage Arvada/Blunn Reservoir as a place protected through on-going management and stewardship. • Provide visitor amenities and insure safety for all visitors to Arvada/Blunn Reservoir. • Develop resources and develop active volunteerism at levels appropriate fort the community’s flagship center for lake recreation. Budget Personnel Services & Charges Supplies & Expenses Capital Maintenance Other Financing Uses TOTAL

2011 Actual $9,542 8,651 5,810 3,427 60 $27,490

2012 Revised $9,260 7,683 2,205 674 1,299 $21,121

2013 Budget $(6,445) 9,736 4,844 989 100 $9,224

2014 Budget $(6,081) 9,888 5,011 1,019 100 $9,937

*The negative Personnel line reflects the budgeted vacancy savings for the entire Parks Fund. There are only temp wage expenses in the Arvada Reservoir Division budget.

Number of Employees Arvada/Blunn Reservoir Operations

2011 Actual 0.00

2012 Revised 0.00

2013 Budget 0.00

More than 23,000 anglers annually catch approximately 12,000 fish in Arvada’s reservoirs.

142

2014 Budget 0.00

Public Safety

Public Safety OUTCOME STATEMENT To protect and ensure a safe community and enhance our citizens’ quality of life by delivering responsible, dedicated, and respectful high quality police services. PURPOSE: The Arvada Police Department is a full service suburban police department organized under two major divisions: Operations and Field Services. Key services provided to citizens include; emergency and nonemergency response, criminal investigations, traffic safety, animal management, crime prevention, and formulation of community partnerships to enhance problem solving efforts. These, along with our many other activities, comprise the key components of our core business initiatives outlined in our business plan. REVENUE SOURCES: General Fund Police Sales Tax Fund(s) Records Fees Auction (sale) of unclaimed and found property Federal/State/Local Grant Programs Criminal Seizure Recoveries

Current Federal Grants - Department of Justice - Office of Justice Programs - Bureau of Justice Assistance Grant Program

BUDGET CHANGES - 2013 and 2014: General Fund: • Add Police Services Technician position to enforce parking laws. • One Police Officer position was re-classed to one Police Sergeant position. • Add equipment, training and supplies for parking enforcement ($21,700 in 2013 and $14,575 in 2014) • The authorized count for police officers will increase by two positions to account for the policy of over-hiring two police officers. The salaries and benefits for this change will come from salary vacancy savings.

2011-2012 DEPARTMENTAL ACCOMPLISHMENTS • Provided training, education, and personal development opportunities designed to improve the health and welfare of our greatest asset — our workforce. • Reduced property crimes by 9% and crimes against society by 23%. • Implemented several interactive media products designed to inform the public about crime, community safety, and the police department. • Selected an architect and construction company to design/build the community stations. • Developed a decentralized police deployment plan in preparation of the opening of the community stations.

2013-2014 DEPARTMENTAL GOALS • Develop a long-range technology plan to address the changing needs of the department and the community within our allotted budget. This includes improving our social media and other outlets for keeping the community informed. • Enhance our decentralized policing plan designed to improve service delivery to the public, and implement new programs in response to economic growth and development within the City. • Hire, train, develop, and equip an exceptional law enforcement workforce capable of meeting the demand of a modern society. 143

Public Safety Operating Expenditures by Division 2011 Actual General Fund

Administration Bureau

775,028

899,227

2013 Budget $

954,910

2014 Budget $

982,093

Animal Management

491,130

548,008

574,790

594,797

Communications Bureau

973,647

1,159,805

1,204,772

1,262,122

2,455,815

2,963,082

2,670,827

2,745,112

993,022

1,150,789

1,186,439

1,215,338

10,424,432

11,551,442

12,105,449

12,536,536

Records Bureau

833,401

1,011,202

992,742

1,024,383

Special Investigations Unit

345,599

387,902

375,204

384,797

25,000

182,029

209,122

226,349

231,259

62,539

78,147

85,260

87,179

Communications Bureau

280,044

312,112

334,743

350,152

Criminal Investigations Bureau

317,716

342,962

347,941

356,994

Office of the Chief

281,684

375,066

4,287,348

342,790

1,656,690

1,791,314

1,854,769

1,916,058

190,310

252,445

247,298

254,298

38,083

52,111

58,309

60,058

55,827

61,754

65,201

68,415

Criminal Investigations Bureau Office of the Chief Patrol Bureau

Police Seizure

2012 Revised

Office of the Chief

Police Tax Increment .21 Administration Bureau Animal Management

Patrol Bureau Records Bureau Police Tax Increment .25 Administration Bureau Animal Management Communications Bureau

294,607

343,021

341,987

358,929

Criminal Investigations Bureau

893,667

1,041,983

940,407

966,750

Office of the Chief

206,913

220,358

4,250,398

305,710

1,692,430

1,770,328

1,907,404

1,970,823

1,738

1,791

1,845

110,670

109,936

119,311

121,885

$23,555,283

$26,658,854

$35,158,647

$28,163,324

Patrol Bureau Records Bureau Special Investigations Unit Total Public Safety by Category

144

Public Safety Operating Expenditures by Category

General Fund

Personnel

2011 Actual

2012 Revised

2013 Budget

2014 Budget

$14,096,552

$16,068,116

$16,484,953

$17,123,630

560,188

672,317

606,389

621,149

1,959,794

2,176,975

2,175,064

2,198,312

673,594

711,153

734,547

756,582

1,908

15,419

15,879

16,356

27,477

48,301

29,150

Services & Charges Supplies & Expenses Contracts & Leases Capital Maintenance Capital Outlay Other Financing Uses

25,000

2,313,730

2,527,708

2,661,887

2,759,927

Services & Charges

136,140

169,123

152,696

201,866

Supplies & Expenses

437,226

458,730

463,821

468,475

52,434

166,822

69,255

71,333

Capital Maintenance

2,567

2,644

2,723

Capital Outlay

3,704

4,000,000

Transfers

31,482

32,514

33,405

34,407

Police Tax Increment .25 Personnel

2,975,608

3,213,992

3,313,614

3,430,280

Services & Charges

111,521

150,728

130,577

178,984

Supplies & Expenses

162,926

190,864

193,662

197,165

9,200

10,973

11,302

11,641

619

4,000,638

657

32,942

34,053

35,013

35,688

$23,555,283

$26,658,854

$35,158,647

$28,163,324

Police Seizure

Supplies & Expenses

Police Tax Increment .21 Personnel

Contracts & Leases

Contracts & Leases Capital Outlay Transfers Total Public Safety by Category

145

Public Safety Operating Expenditures by Division $40,000,000 $35,000,000 $30,000,000 $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 $0 2011 Actual

2012 Revised

2013 Budget

2014 Budget

Administration Bureau

Animal Management

Communications Bureau

Criminal Investigations Bureau

Office of the Chief

Patrol Bureau

Records Bureau

Special Investigations Unit

2013 Operating Expenditures by Category Supplies & Expenses 8.13%

Transfers 0.19%

Capital Maintenance 0.05%

Services & Charges 2.53% Capital Outlay 22.89%

Contracts & Leases 2.32%

Personnel 63.88%

146

Public Safety OFFICE OF THE CHIEF Supervises the delivery of police services by developing and implementing policy and procedure that manages resources and develops personnel to meet the community needs.

2011-2012 ACCOMPLISHMENTS • Furthered the development of our decentralized policing plan and community station concept. • Improved employee well-being through training and development addressing the “whole person”. • Examined industry “best practices” resulting in customer service and service delivery improvements organization-wide.

2013-2014 GOALS • Construct community stations and fully implement decentralized policing. • Implement performance-based budgeting. • Formation and Implementation of a Regionalized crime lab. Budget Personnel Services & Charges Supplies & Expenses Contracts & Leases Capital Maintenance Capital Outlay Transfers TOTAL

2011 Actual $777,877 100,405 258,579 280,335 64,424 $1,481,619

2012 Revised $803,782 117,697 399,444 380,046 3,677 66,567 $1,771,213

2013 Budget $836,141 200,473 349,431 290,935 3,787 8,000,000 68,418 $9,749,185

2014 Budget $863,870 296,363 354,946 299,663 3,901 70,095 $1,888,838

*Two FTEs from the IT Department are paid out of the Office of the Chief Division of the .25% Tax Increment Fund.

Number of Employees Office of the Chief

2011 Actual 7.00

2012 Revised 7.00

2013 Budget 7.00

The Police Department is the first Colorado law enforcement agency to be accredited through the Commission on Accreditation for Law Enforcement Agencies.

147

2014 Budget 7.00

Public Safety COMMUNICATIONS BUREAU Provides direct service to citizens by receiving calls for police service, both non-emergency and emergency and dispatches officers or civilian staff to respond to these requests. Monitors the police radio and responds to requests regarding numerous tasks including but not limited to the computer, RMS, phone calls, CCIC/NCIC, alarms, tows and EMS.

2011-2012 ACCOMPLISHMENTS • Improved customer service delivery through quality assurance program and targeted training for all personnel, which also included addressing employee well-being. • Implemented new 911 phone system, sharing resources with adjoining agencies and providing system geographic redundancy. • Improved 911 service-delivery with the implementation of Smart 911 software.

2013-2014 GOALS • Improve response to missing children events. All personnel will become certified through the National Center for Missing and Exploited Children program. • Improve efficiency in case filing and prosecution. Work with the Jefferson County DA’s office to implement electronic transfer of 911 recordings. • Integrate more software systems directly with the Computer Aided System upgrade for increased efficiency and performance of personnel. Budget Personnel Services & Charges Supplies & Expenses Contracts & Leases Capital Maintenance TOTAL

2011 Actual $1,402,311 35,521 109,343 120 1,002 $1,548,297

2012 Revised $1,655,331 39,146 114,538 5,923 $1,814,938

2013 Budget $1,731,902 28,397 115,103 6,100 $1,881,502

2014 Budget $1,820,081 29,155 115,684 6,283 $1,971,203

Number of Employees Communications Bureau

2011 Actual 23.00

2012 Revised 23.00

2013 Budget 23.00

2014 Budget 23.00

The department utilizes a Senior Liaison Officer, who meets with and provides valuable information for nearly 1,000 senior citizens in Arvada each year.

148

Public Safety RECORDS BUREAU Provides operational support services by performing numerous administrative functions, which primarily relate to the processing of police records.

2011-2012 ACCOMPLISHMENTS • The evidence unit logged in 13,973 items, and released/disposed 10,563 items. Thus far in 2012, the evidence unit has logged in 6103 items and released 3757 items. • The Records Unit transitioned the release of accidents to Veripic, which is an on-line accident report-sharing company. The transition will improve the efficiency of the unit and make accident reports more readily available to our citizens and customers. • The Records Unit streamlined the process of releasing reports of interest to local media.

2013-2014 GOALS • The Records Unit will reduce the average number of days to release reports to 2.5 days with 80% released between 0-7 days. • The Evidence Unit will release/dispose as many items as the unit receives in 2013. • The department will transition to a voice transcription software to maintain the quality of reports and to shorten the time in which it takes employees to complete them. Budget Personnel Services & Charges Supplies & Expenses Contracts & Leases Capital Maintenance Capital Outlay Other Financing Uses TOTAL

2011 Actual $636,475 70,438 119,656 197,105 38 $1,023,712

2012 Revised $755,696 105,753 146,172 226,123 460 31,181 $1,265,385

2013 Budget $738,164 93,624 148,362 232,906 474 28,301 $1,241,831

2014 Budget $764,069 96,376 150,550 239,893 488 29,150 $1,280,526

Number of Employees Records Bureau

2011 Actual 11.00

2012 Revised 11.00

2013 Budget 12.00

2014 Budget 12.00

The Department’s Public Relations Coordinator receives more than 2,000 calls from the media each year, and is available 24/7.

149

Public Safety PATROL BUREAU Provides the basic police and public safety services for the City of Arvada.

2011-2012 ACCOMPLISHMENTS • Increased participation in the program in 2011-2012 by 10 multi-family complexes. • Researched, tested & selected new patrol vehicle. • Developed and implemented Sector Command and Sub-Sector deployment strategy. • Worked with IT and the Municipal Court to research, develop, and implement electronic ticketing.

2013-2014 GOALS • Increase awareness and participation in Crime Free Multi Housing (CFMH) by sponsoring applicable training for complex owners/managers (two to four classes per year). • Evaluate new patrol-related technologies – mobile computers, vehicle equipment systems, moving radar, Patrol Unit Audio/Video, LPR, On-officer A/V systems. • Further develop and refine the Sector Command approach to delivering police services. • Research and develop an Olde Town parking education and enforcement plan. Budget Personnel Services & Charges Supplies & Expenses Contracts & Leases Capital Maintenance Capital Outlay TOTAL

2011 Actual $11,841,605 395,443 1,485,797 50,266 443 $13,773,553

2012 Revised $13,064,474 445,558 1,558,228 43,697 1,127 $15,113,084

2013 Budget $13,891,771 302,959 1,606,724 45,008 1,160 20,000 $15,867,622

2014 Budget $14,446,744 309,064 1,620,056 46,358 1,195 $16,423,417

Number of Employees Patrol Bureau

2011 Actual 134.40

2012 Revised 134.40

2013 Budget 136.40

2014 Budget 136.40

The Department provides Directed Police Intervention (DPI), which targets areas experiencing crime in the city to reduce these numbers and improve the overall quality of life for residents.

150

Public Safety ANIMAL MANAGEMENT DIVISION Meets the responsibility of enforcement of all municipal ordinances and state laws pertaining to animals, and insures the safety and care of animals within the City.

2011-2012 ACCOMPLISHMENTS • Dog licensing compliance minimums were met through community education, enforcement and an open house to register dogs. • Conducted a workplace audit to formulate a 2012 AMO team development plan. • Hired and trained two new AMO officers.

2013-2014 GOALS • Develop, train and equip the AMO unit to conduct inspections, enforce Chapter 34 of the City Code and perform hard hazing of wildlife. • Maintain 20% compliance rate for dog licensing and increase compliance in cooperation with the animal shelter. • Work with U.S. Department of Agriculture to conduct a field study of coyote behaviors and human conflict. Budget Personnel Services & Charges Supplies & Expenses Contracts & Leases Capital Maintenance TOTAL

2011 Actual $426,801 4,416 65,070 113,208 $609,495

2012 Revised $474,472 15,622 80,817 116,315 683 $687,909

2013 Budget $504,305 22,608 77,830 119,804 704 $725,251

2014 Budget $523,816 23,195 79,258 123,398 725 $750,392

Number of Employees Animal Management

2011 Actual 7.00

2012 Revised 7.00

2013 Budget 7.00

2014 Budget 7.00

The Animal Management team returns nearly 95% of lost pets to their homes each year.

151

Public Safety INVESTIGATIONS BUREAU Provides follow-up on criminal events perpetrated against victims, identifies and arrests criminal offenders and assists the victim in dealing with the trauma associated with being victimized.

2011-2012 ACCOMPLISHMENTS • Completed 5 major case investigations resulting in 4 successful prosecutions. One homicide case remains open and active. • Reconfigured crime lab. • Establish bureau and unit meetings to facilitate communication within the bureau.

2013-2014 GOALS • Identification, selection, training and development of 3 new detectives. • Identification and deployment of new technologies to improve mobility, i.e. the use of tablets for detectives. • Restructure of the Criminal Investigations Bureau. Realign the bureau to more evenly distribute assignments to the sergeants. Budget Personnel Services & Charges Supplies & Expenses Contracts & Leases Capital Maintenance TOTAL

2011 Actual $3,189,622 111,473 356,633 9,203 266 $3,667,198

2012 Revised $3,813,002 153,712 369,969 7,036 4,308 $4,348,027

2013 Budget $3,471,365 99,390 374,675 9,307 4,437 $3,959,174

2014 Budget $3,572,997 101,622 380,081 9,586 4,570 $4,068,856

Number of Employees Criminal Investigations Bureau

2011 Actual 34.00

2012 Revised 34.00

2013 Budget 35.00

2014 Budget 35.00

The Police Department employs two Crime Scene Investigators (CSI), who work with a team of specially trained officers to collect evidence at major crime locations.

152

Public Safety SPECIAL INVESTIGATIONS UNIT Investigates narcotic violations and other crimes which require covert techniques. Unit personnel work closely with other investigators assisting on cases that may involve special or a prolonged surveillance.

2011-2012 ACCOMPLISHMENTS • Selected and trained one new investigator assigned to the unit. • Conducted several major investigations on drug-trafficking organizations.

2013-2014 GOALS • Identification, selection, training and development of one additional new investigator. • Provide department-wide narcotics training on the recognition and trends on marijuana/meth labs. • Review and rewrite of West Metro Drug Task Force policy. Budget Personnel Services & Charges Supplies & Expenses Contracts & Leases Capital Maintenance TOTAL

2011 Actual $360,227 20,593 75,201 52 197 $456,269

2012 Revised $388,715 24,331 83,701 1,091 $497,838

2013 Budget $395,147 12,623 85,622 1,123 $494,515

2014 Budget $405,231 12,849 87,445 1,157 $506,682

Number of Employees Special Investigations Unit

2011 Actual 5.00

2012 Revised 5.00

2013 Budget 5.00

2014 Budget 5.00

The Police Department is part of the Jefferson County Regional S.W.A.T. Team.

153

Public Safety ADMINISTRATION BUREAU The Administration Bureau is primarily responsible for functions that relate to the overall operation of the Department. Most of the Bureau’s activities are internally oriented and address department priorities such as policy, rules and procedures development and management, Accreditation, Recruitment, Training and Staff Inspection. The Bureau provides a direct service to the citizens through coordination of extra duty employment and the reception services provided by Support Staff.

2011-2012 ACCOMPLISHMENTS • Hired 23 new police officers to fill existing vacancies. • Training unit coordinated all mandatory and assignment-specific training for the department, including processing over 1000 training requests. • The Training Unit contracted with trainers to speak about emotional aspects/mental needs of the profession and to address our “Whole Person” training.

2013-2014 GOALS • Administration Bureau will successfully achieve the department’s eighth re-accreditation through The Commission on Accreditation for Law Enforcement Agencies (CALEA). • The Training Unit will streamline the process for registering employees for training. • The Public Information Coordinator will expand the use of the department’s social media and double the number of “friends” on Facebook and Twitter. Budget Personnel Services & Charges Supplies & Expenses Contracts & Leases Capital Maintenance Capital Outlay TOTAL

2011 Actual $750,973 69,559 89,668 84,940 $995,140

2012 Revised $854,344 90,349 98,700 115,731 717 619 $1,160,460

2013 Budget $891,659 129,588 99,800 117,144 738 638 $1,239,567

2014 Budget $917,028 133,375 100,932 120,658 760 657 $1,273,410

Number of Employees Administration Bureau

2011 Actual 8.00

2012 Revised 8.00

2013 Budget 7.00

2014 Budget 7.00

Citizen Police Academies are held twice a year – spring and fall – where more than 50 residents learn about the workings of the Arvada Police Department.

154

Public Works

PUBLIC WORKS OUTCOME STATEMENT To continue to create a better community by constructing, operating and maintaining the public’s infrastructure.

PURPOSE: To provide infrastructure, facilities, and services for the citizens and customers. REVENUE SOURCES: General Fund Internal Service Funds Tap Fees and User Rates BUDGET CHANGES - 2013 and 2014: General Fund: • Add Geo Data Services training ($4,900 in 2013 and $5,047 in 2014) • Add Geo Data Services ESRI enterprise license ($38,500 in 2013 and $39,655 in 2014) • Add temporary wages for traffic count project ($20,000 in 2013 and $20,600 in 2014) • Public Works and Utilities were split into two separate divisions effective 2012. Position count went from total of 198.25 to: Public Works - 96.0; Utilities - 102.25.

2011-2012 DEPARTMENTAL ACCOMPLISHMENTS • Conducted capital maintenance on over 160 lane miles of streets including the overlay or reconstruction of 9 streets and the patching of 1547 potholes. • Completed reconstruction of Olde Wadsworth from Ralston Road to 64th Avenue which included widening sidewalks and adding on-street bicycle lanes. • Three Awarded over $5 Million dollars in transportation grants for trail and road expansion and safety improvements.

2013-2014 DEPARTMENTAL GOALS • Complete over $13 million dollars in capital improvement and maintenance projects including the reconstruction of 2 miles of streets and construction of auxiliary turn lanes on Sheridan and Wadsworth. • Build two police substations by the end of 2013. • Integrate GIS into new building permit software.

155

PUBLIC WORKS Operating Expenditures by Division

General Fund

Engineering

2011 Actual

2012 Revised

2013 Budget

2014 Budget

$2,061,446

$2,146,372

$2,246,264

$2,330,078

2,593,391

2,759,603

2,729,990

2,816,034

528,762

519,203

593,944

613,805

Facilities Management GIS Public Works Administration

409,449

287,465

290,422

299,252

Streets

8,418,928

9,777,186

10,074,813

10,360,754

Traffic

3,015,980

3,564,909

3,417,400

3,526,405

1,985,158

690,979

879,647

174,902

378,077

$17,718,935

$21,919,543

$19,527,735

$20,324,405

2011 Actual

2012 Revised

2013 Budget

2014 Budget

$7,172,437

$7,408,894

$7,690,755

$8,016,048

Services & Charges

3,583,125

4,290,856

3,809,550

3,918,844

Supplies & Expenses

1,679,090

1,692,163

1,755,907

1,793,142

Contracts & Leases

4,137,876

5,269,514

5,693,900

5,804,717

357,134

294,384

303,210

312,306

163

168

173

102

Drainage

Buildings

Building Maintenance

Total Public Works by Division

Operating Expenditures by Category

General Fund

Personnel

Capital Maintenance Capital Outlay Other Financing Uses Transfers Drainage Buildings

98,192

98,764

99,343

101,098

Contracts & Leases

1,956,941

Transfers

28,217

Contracts & Leases

26,594

Debt Service

22,180

112,848

113,977

117,396

642,205

766,799

60,925

260,681

$17,718,935

$21,919,543

$19,527,735

$20,324,405

Capital Maintenance Total Public Works by Category

156

PUBLIC WORKS Operating Expenditures by Fund $25,000,000

$20,000,000 Building Maintenance Drainage

$15,000,000

Traffic Streets Public Works Administration

$10,000,000

GIS Facilities Management Engineering

$5,000,000

$0 2011 Actual

2012 Revised

2013 Budget

2014 Budget

Note: Because of the complicated nature of the Public Works Department structure, the Operating Expenditure graph is calculated by fund instead of division.

2013 Operating Expenditures by Category Transfers 0.49%

Capital Maintenance 1.55%

Capital Outlay 0.01% Capital Maintenance 0.31%

Supplies & Expenses 8.99%

Contracts & Leases 29.16%

Services & Charges 19.51%

Debt Service 0.58%

Personnel 39.38%

157

PUBLIC WORKS PUBLIC WORKS ADMINISTRATION This program oversees and coordinates all activities of the Public Works Department, including: supplying information to City Council; coordinating public information for departmental issues and projects; overall budget administration for the department; directing response to citizens.

2011-2012 ACCOMPLISHMENTS • Oversaw the maintenance of numerous City facilities and infrastructure. • Maintained oversight on the Gold Line commuter rail project and associated projects. • Directed the work and planning of numerous City projects.

2013-2014 GOALS • Direct the maintenance of the City’s infrastructure. • Strategically plan the work of the Public Works Department. • Guide the Public Works Divisions to timely and fiscally sound completion of CIP projects. Budget Personnel Services & Charges Supplies & Expenses Contracts & Leases Capital Maintenance Transfers TOTAL

2011 Actual $366,496 14,544 28,409 $409,449

2012 Revised $245,449 17,838 23,762 1,956,941 416 28,217 $2,272,623

2013 Budget $251,066 15,037 23,890 429 $290,422

2014 Budget $259,356 15,433 24,021 442 $299,252

*This table reflects the combined budgets for the Public Works Administration Division and the Drainage Fund.

Number of Employees Public Works Administration

2011 Actual 3.00

2012 Revised 2.00

2013 Budget 2.00

Public Works Administration oversees maintenance of 1,427 lane miles of paved streets and 562,000 square feet of facilities.

158

2014 Budget 2.00

PUBLIC WORKS STREETS Responsible for maintenance and repairs of the City’s street and surface drainage infrastructure.

2011-2012 ACCOMPLISHMENTS • Spring Clean-up Program (2011). • Overlaid/Reconstructed 9 streets, 2 intersections and patched 1547 potholes (2011), 1.8 miles (2012). • Inspected and cleaned 40 of 43 storm asset groups, 973 inlets, 19,075 lf. of pipe and removed 90 tons of material. (2011). • Snow and Ice Control for 15 storm events. (2011/2012 winter season). • 82 lane miles seal coat and 40 lane miles of crack sealed (2011); 41.62 lanes miles of street surface mill and overlay, reconstruct and chip seal (2012).

2013-2014 GOALS • Complete the evaluation of 1400 lane miles of street infrastructure through the Pavement Management System. • Collect 8,000 tons of material in the 2013 Spring Clean-up Program. • Inspect and clean all 43 storm system maintenance asset groups and jet clean over 19,000 linear feet. • Place over 5,000 tons of asphalt per year and patch over 12,000 square yards. • Complete 9 passes through the City with the sweeping crew. Budget Personnel Services & Charges Supplies & Expenses Contracts & Leases Capital Maintenance Other Financing Uses TOTAL

2011 Actual $2,449,581 717,265 1,190,384 4,051,094 10,502 102 $8,418,928

2012 Revised $2,625,412 754,901 1,167,943 5,218,765 10,165 $9,777,186

2013 Budget $2,716,582 523,941 1,182,193 5,641,628 10,469 $10,074,813

2014 Budget $2,853,127 538,188 1,207,779 5,750,877 10,783 $10,360,754

Number of Employees Streets

2011 Actual 33.00

2012 Revised 33.00

2013 Budget 33.00

2014 Budget 33.00

The Streets Department maintains approximately 1074 miles of curb, gutter and sidewalk, 3634 storm inlets and 215 miles of storm pipe.

159

PUBLIC WORKS GEO DATA SERVICES Create, manage and maintain geographic data resources in support of citywide decision making processes. GDS provides accurate and timely mapping of existing City infrastructure, new development and drafting of construction drawings for capital improvement projects administered by the Engineering Division. GDS provides map products and location-based information to other City departments and divisions, as well as the public. GDS develops and maintains the Geographic Information System (GIS) and Arvada Internet Mapping Service (AIMS).

2011-2012 ACCOMPLISHMENTS • Developed several web-based mapping applications for both internal and external customers and posted to the City websites. • Supported numerous projects in Engineering, Streets, Traffic, and Utilities with construction drawings and GIS data. • Updated Official City Map with newest annexation information, plotted and replaced wall maps city-wide. • Completed updating As-Built drawings for City construction projects. • Completed software/equipment upgrades.

2013-2014 GOALS • Update 300 square miles of City aerial photography. • Integrate 30 GIS layers into the new CRW Building Permit software to encompass 60,000 address points. • Continue translating utility data into GIS format and improving maintenance workflow for the following:

- 411 miles sewer

- 235 miles storm

- 30,000 service lines

• Continue to support mapping and data needs of other City departments and divisions, as well as the public, with 120 map layers and 8 – 10 map requests/week. Budget Personnel Services & Charges Supplies & Expenses Contracts & Leases Capital Maintenance TOTAL

2011 Actual $418,455 5,381 79,580 19,751 5,596 $528,762

2012 Revised $404,417 10,190 87,624 16,972 $519,203

2013 Budget $423,304 26,144 127,015 17,481 $593,944

2014 Budget $439,922 26,790 129,088 18,005 $613,805

Number of Employees Geo Data Services

2011 Actual 4.50

2012 Revised 4.50

2013 Budget 4.50

2014 Budget 4.50

GDS maintains more than 300,000 address records with on-line search capabilities and links to additional parcel information. 160

PUBLIC WORKS ENGINEERING Responsible for the provision of professional engineering services to other divisions and departments. Specific areas include design and contract administration of projects related to the City’s infrastructure; review and monitoring of privately constructed improvements within public rights-of-way and easements; administration of the 100 year flood plain; and engineering technical support such as survey, inspection, property research, and preparation of technical reports.

2011-2012 ACCOMPLISHMENTS • Construction plans were reviewed and approved for the Gold Line commuter rail project. • Construction on the Garrison drainage project began in Spring 2012. This project will replace the undersized box culvert at Ralston Creek and Garrison Street with a 100 ft. span bridge and associated channel work. The project will realign the boundaries of the 100 year floodplain such that 90 homes will no longer be within the floodplain. • Construction was completed on the upgrade of Olde Wadsworth Boulevard between Ralston Road and W. 64th Avenue. Improvements included widening the sidewalks, installing designated bike lanes, and resurfacing the street. • Construction was completed on two 10 ft. detached bike pedestrian trails. One trail is along the east side of Wadsworth Boulevard between W. 72nd Avenue and W. 80th Avenue and along the west side of Kipling Parkway from 58th Avenue to the Ridge Road bridge.

2013-2014 GOALS • Design and complete over 25 Capital Improvement Projects including the following: Ridge Road trail project ($1,000,000), the Van Bibber Trail project ($2,150,000), and the Garrison Street Drainage project ($10,000,000). • Review over 200 private development projects for compliance with City codes, regulations, and master plans. All reviews shall be completed within two weeks of a complete initial submittal. • Review civil design plans for 4.5 miles of Gold Line track, utility and road design. • Identify and provide training opportunities for all staff members to maintain current licenses and certifications. Budget Personnel Services & Charges Supplies & Expenses Contracts & Leases Capital Maintenance Capital Outlay TOTAL

2011 Actual $1,878,002 72,236 105,813 1,884 3,512 $2,061,446

2012 Revised $1,940,797 74,470 122,451 1,961 6,693 $2,146,372

2013 Budget $2,034,450 77,607 125,293 2,020 6,894 $2,246,264

2014 Budget $2,113,684 79,263 127,949 2,081 7,101 $2,330,078

Number of Employees Engineering

2011 Actual 20.00

2012 Revised 20.00

2013 Budget 20.00

2014 Budget 20.00

The Engineering Division consists of 21 full-time employees who design and manage the construction of approximately $11 million in projects in a typical year. 161

PUBLIC WORKS TRAFFIC Responsible for the planning, design, installation, and operation of traffic control devices according to established laws, ordinances and adopted procedures. Review and comment on development plans in order to ensure that necessary right-of-way is dedicated and improvements are designed or constructed according to the City’s comprehensive transportation plan. Plan and implement a multi-modal transportation system that connects safely and efficiently to the existing network. Identify and submit grant applications to fund City CIP projects; initiate the Olde Town parking program; and work with other governmental agencies on metro-wide transportation issues.

2011-2012 ACCOMPLISHMENTS • Implemented an advanced traffic signal management system to monitor, troubleshoot, and adjust signal timing from City Hall. • Received Bike Friendly City Award Bronze Level. • Awarded $3.5 Million in transportation project grants. • Completed the Ralston Road Corridor Plan.

2013-2014 GOALS • Interview over 100 property owners along the Ralston Road Corridor to complete the design of the Ralston Road corridor plan. • Finish the development of the Traffic Division asset management system to manage 25,000 signs. • Rebuild 6 traffic signals at a cost of $250,000 each. Budget Personnel Services & Charges Supplies & Expenses Contracts & Leases Capital Maintenance Transfers TOTAL

2011 Actual $825,449 1,963,101 86,432 24,303 75,813 40,881 $3,015,980

2012 Revised $873,612 2,423,341 91,019 25,193 110,897 40,847 $3,564,909

2013 Budget $914,183 2,229,102 93,101 25,949 114,218 40,847 $3,417,400

2014 Budget $950,697 2,295,647 94,843 26,727 117,644 40,847 $3,526,405

Number of Employees Traffic

2011 Actual 9.00

2012 Revised 9.00

2013 Budget 9.00

2014 Budget 9.00

The Traffic Division repaints the lane markings on City streets every year requiring 6,000 gallons of paint per year.

162

PUBLIC WORKS FACILITIES MANAGEMENT Responsible for the operation, maintenance and remodeling of all facilities in the City. The program area monitors all energy usage in the City and administers an energy conservation program, which includes retrofits and replacements. The division is also responsible for project management for planning and construction of City buildings.

2011-2012 ACCOMPLISHMENTS • A remodel of the Wastewater crew room was completed to increase space and provide space for the Police Equipment Specialist to move to the Wastewater Building. • Remodeled space at the Water Treatment Plant allowed for relocation of the water quality and stormwater laboratories. • Carpet was replaced at the Arvada Center Administration and Banquet areas and the Lake Arbor Golf Club House. • Remodeled adult and juvenile Booking. Moved evidence prep to the Crime Lab and constructed 2 new offices. • A 10 KW photovoltaic system was installed on the Annex. • The roof at the Arvada Center was replaced and did major maintenance was performed on the roof at the Indiana Shops.

2013-2014 GOALS • Complete studies of the Streets/Parks buildings and campus areas. • Build two 10,000 square foot Community Stations by end of 2013 at a cost of $8,000,000. • Participate in the department of Energy’s Better Buildings Challenge to accomplish a 20% reduction in energy consumption by 2020. Budget Personnel Services & Charges Supplies & Expenses Contracts & Leases Debt Service Capital Maintenance Capital Outlay Transfers TOTAL

2011 Actual $1,234,455 810,599 188,471 67,437 22,180 903,916 57,311 $3,284,369

2012 Revised $1,319,207 1,010,116 199,364 6,623 112,848 933,012 163 57,917 $3,639,250

2013 Budget $1,351,170 937,719 204,415 6,822 113,977 232,125 168 58,496 $2,904,892

2014 Budget $1,399,262 963,523 209,462 7,027 117,396 437,017 173 60,251 $3,194,111

*This table reflects the combined budgets for the Facilities Management Division and the Buildings Internal Service Fund.

Number of Employees Facilities Management

2011 Actual 20.00

2012 Revised 20.00

2013 Budget 20.00

The Facilities Management Division oversees City facilities with an estimated replacement value of $124 million. 163

2014 Budget 20.00

164

Utilities

UTILITIES OUTCOME STATEMENT To provide essential health, safety and habitable services to all residents and customers by delivering critical water, wastewater and storm water services and through the application of standardized building codes. PURPOSE: The Arvada Utilities Department provides critical health and safety services to all residents by providing the drinking water, the removal and disposal of sewage, and the construction of flood control projects through programs to preserve and enhance the aquatic environment, by ensuring buildings are constructed and maintained as per the International Building and Fire Codes, and by maintaining the City’s fleet and motorized equipment. REVENUE SOURCES: General Fund Internal Service Funds

Stormwater Fund Wastewater Fund Water Fund

BUDGET CHANGES - 2013 and 2014: General Fund: • Public Works and Utilities were split into two separate divisions effective 2012. Position count went from total of 198.25 to: Public Works - 96.0; Utilities - 102.25. Internal Services Fund: • Reductions in the replacement of vehicles due to improved tracking and maintenance programs. Water Fund: • The Water Fund budget was prepared assuming a 4.7% annual increase for water rates for operations. Wastewater Fund: • The Wastewater Fund budget was prepared assuming a 5.8% annual increase for wastewater operations. Stormwater Fund: • The Stormwater Fund budget was prepared assuming a 0% annual increase for stormwater rates.

2011-2012 DEPARTMENTAL ACCOMPLISHMENTS • In 2011 treated and delivered approximately 5.4 billion gallons of water drinking water to our residents, of which 3.6 billion gallons came back as wastewater. • In 2011, collected $34.6 million: $2.7 million in water and sewer tap fees, $27 million in water and sewer sales, $1.8 million in building permits, and $3.1 million in stormwater fees. • Performed routine preventative maintenance on 600 vehicles and 400 pieces of motorized equipment.

2013-2014 DEPARTMENTAL GOALS • Deliver drinking water to Arvada residents as needed, remove all customer-generated wastewater, reduce flooding, keep the fleet running and ensure buildings are safe. • Identify, prioritize, and plan for infrastructure needs, including the growing capital replacement requirements. • Review of the Wastewater, Water, Stormwater, Building Inspection and Fleet Maintenance fees and rates. 165

UTILITIES Operating Expenditures by Division

General Fund

Building Inspection

Water

Drinking Water Compliance

2011 Actual

2012 Revised

2013 Budget

2014 Budget

$ 1,257,924

$ 1,338,403

$ 1,410,847

$ 1,468,339

466,511

507,121

506,947

525,913

Park Taps Parks Irrigation Ralston Treatment Plant

79,196

82,471

156,000

156,780

6,381,330

6,614,166

7,194,450

7,376,843

619,960

763,629

628,820

656,129

2,092,700

4,966,639

40,829,278

2,825,447

575,014

690,588

712,931

736,791

Water System Operations

3,936,733

7,419,492

7,817,198

8,093,617

Wastewater Collection System

1,725,008

3,748,223

3,952,587

4,089,224

Utility Administration Water General Administration Water Supply/Operations/ Conservation Wastewater

75,205 115,306

Wastewater Disposal

5,888,619

6,536,367

7,222,990

7,715,182

Wastewater General Administration

1,081,924

1,320,630

1,142,384

1,176,656

Stormwater

Stormwater and Environmental Compliance

1,961,734

12,741,334

6,743,986

4,442,990

Vehicles

Vehicle Maintenance

1,978,402

2,240,356

3,746,934

2,343,955

Vehicle Replacement

221,747

2,125,820

1,645,963

1,824,742

$28,378,118

$51,012,768

$83,790,511

$43,515,079

Total Utilities by Division

166

UTILITIES Operating Expenditures by Category

General Fund

2011 Actual

2012 Revised

2013 Budget

2014 Budget

$ 1,073,905

$ 1,097,474

$ 1,165,607

$ 1,217,138

52,313

73,297

73,190

74,932

105,857

131,834

135,177

138,289

22,693

21,218

21,855

22,511

Capital Maintenance

9,117

9,390

9,672

Capital Outlay

2,185

2,251

2,319

3,157

3,278

3,377

3,478

Personnel

4,869,865

5,179,317

5,260,947

5,513,443

Services & Charges

Personnel Services & Charges Supplies & Expenses Contracts & Leases

Other Financing Uses Water

5,784,870

5,886,637

6,516,690

6,646,020

Supplies & Expenses

572,923

616,648

632,145

645,749

Contracts & Leases

273,546

380,927

402,654

414,733

Capital Maintenance

469,282

3,924,687

4,040,927

4,162,155

3,136,959

38,944,708

884,340

3,128

Transfers

2,289,146

1,836,460

2,126,749

2,187,551

Personnel

1,135,542

1,140,959

1,274,628

1,337,472

Services & Charges

206,804

227,950

213,992

219,442

Supplies & Expenses

377,978

423,120

466,401

474,815

5,890,910

8,388,172

9,130,350

9,679,763

53,058

57,901

58,803

60,568

Capital Outlay

Other Financing Uses Wastewater

Contracts & Leases Capital Maintenance Capital Outlay

406,779

185,688

191,259

782

Transfers

1,030,477

960,339

988,099

1,017,743

Personnel

328,403

379,511

424,224

446,041

Services & Charges

79,685

54,445

769,116

781,789

Supplies & Expenses

13,992

70,710

20,115

20,583

Contracts & Leases

87,420

Other Financing Uses Stormwater

Capital Outlay

Other Financing Uses Vehicles

155,248

159,902

164,699

10,650,000

3,928,050

1,571,093

326

13,555

Transfers

1,451,908

1,417,866

1,442,579

1,458,785

Personnel

1,171,238

1,335,691

1,351,757

1,414,514

Services & Charges

126,100

140,661

117,028

119,439

Supplies & Expenses

327,315

180,528

210,681

215,865

28,194

14,965

11,961

12,320

Inventory

(21,515)

8,492

8,746

9,008

Capital Maintenance

557,590

525,773

2,011,488

536,478

2,073,066

1,591,626

1,768,775

11,227

87,000

89,610

92,298

$28,378,118

$51,012,768

$83,790,511

$43,515,079

Contracts & Leases

Capital Outlay Transfers Total Utilities by Category

167

UTILITIES Operating Expenditures by Fund $90,000,000 $80,000,000 $70,000,000 $60,000,000

Water Bond Fund

$50,000,000

Stormwater

$40,000,000

Wastewater Water

$30,000,000

General Fund

$20,000,000 $10,000,000 $0 2011 Actual

2012 Revised

2013 Budget

2014 Budget

Note: Because of the complicated nature of the Utilities Department structure, the Operating Expenditure graph is calculated by fund instead of division.

2013 Operating Expenditures by Category Supplies & Expenses 1.75%

Transfers 5.55%

Capital Maintenance 7.30%

Services & Charges 9.18%

Personnel 11.31%

Inventory 0.01%

Other Financing Uses 0.00%

Capital Outlay 53.29%

Contracts & Leases 11.61%

168

UTILITIES BUILDING INSPECTION Provides essential health, safety, and habitable services to all residents through the application of standardized building codes.

2011-2012 ACCOMPLISHMENTS • Adopted the 2009 version of the Building Codes. • Collected $2 million in building permits each year. • Issued 5,800 permits and conducted 25,000 inspections of all types each year. • In 2012 initiated the replacement permitting software project, with go-live scheduled for February 2013. • Completed full review of the International Property Maintenance Code with a City Council-appointed committee, and adopted revised code in 2012.

2013-2014 GOALS • Adopt the 2012 version of the Building Codes in 2013 • Provide funding and access to outside training for all staff to remain up-to-date with the Building Codes • Implement system for receiving and conducting reviews of digital plans via internet in 2013. • Conduct review of all building permit fees in 2013. • Design and implement a basic succession plan in 2013, expanding on this program in future years. Budget Personnel Services & Charges Supplies & Expenses Contracts & Leases Capital Maintenance Capital Outlay Other Financing Uses TOTAL

2011 Actual $1,073,905 52,313 105,857 22,693 3,157 $1,257,924

2012 Revised $1,097,474 73,297 131,834 21,218 9,117 2,185 3,278 $1,338,403

2013 Budget $1,165,607 73,190 135,177 21,855 9,390 2,251 3,377 $1,410,847

2014 Budget $1,217,138 74,932 138,289 22,511 9,672 2,319 3,478 $1,468,339

Number of Employees Building Inspection

2011 Actual *13.00

2012 Revised *13.00

2013 Budget 13.00

2014 Budget 13.00

*2011-2012 employees listed under Public Works

Arvada residents and businesses annually invest about $135 million in property and building improvements.

169

UTILITIES VEHICLE MAINTENANCE & REPLACEMENT Responsible for maintaining, repairing and servicing all vehicles and other mobile equipment owned by the City, and coordinates the purchase of new vehicles and equipment. The division is responsible for purchasing and stocking of parts, and ordering fuels used by the City fleet. The division does special parts fabrication, welding, and necessary remodeling of specialty vehicles such as police vehicles.

2011-2012 ACCOMPLISHMENTS • Completed the twice-per-year seasonal changes for 100 pieces of vehicles & equipment for snow duty and back to summer usage. • Conducted routine maintenance on all 600 vehicles and 400 motorized equipment. • In 2012, established a new armory program with the Police Department to ensure all 220 city-owned guns are properly registered and in good working condition. • Annually retrofitted 30 police vehicles each year, converting 15 new vehicles into official police vehicles and preparing 15 older surplus police vehicles for auction. • Ordered just over 500,000 gallons of fuels for the City fleet over the two-year period, and maintained the pumps and holding tanks within scheduled downtime periods. • Performed annual replacement cost analysis on all vehicles; over both years 86 met the criteria and were replaced at a cost of $3,396,000.

2013-2014 GOALS • Annually evaluate and identify vehicles and equipment for replacement; total funding for replacement in 2013-2014 is $4 million. • Meet the goal of 85% staff productivity, exceeding the industry standard of 80%. • Maintain a motor pool of 14 vehicles at the City Hall and Indiana locations. • Prepare information on vehicle budget requests for the 2013-14 budgets. • Annually review assumptions concerning life cycle and maintenance costs for all vehicles and motorized equipment, adjusting as necessary. Budget 2011 Actual Personnel $1,171,238 Services & Charges 126,100 Supplies & Expenses 327,315 Contracts & Leases 28,194 Inventory (21,515) Capital Maintenance 557,590 Capital Outlay Transfers 11,227 TOTAL $2,200,149 *Vehicle maintenance and replacement included

2012 Revised $1,335,691 140,661 180,528 14,965 8,492 525,773 2,073,066 87,000 $4,366,176

2013 Budget $1,351,757 117,028 210,681 11,961 8,746 2,011,488 1,591,626 89,610 $5,392,897

2014 Budget $1,414,514 119,439 215,865 12,320 9,008 536,478 1,768,775 92,298 $4,168,697

Number of Employees Vehicle Maintenance

2012 Revised *17.75

2013 Budget 17.75

2014 Budget 17.75

2011 Actual *17.75

*2011-2012 employees listed under Public Works 170

UTILITIES STORMWATER Constructs facilities to minimize the threat to public health and safety during flooding events, and develops and operates programs designed to enhance the aquatic environment.

2011-2012 ACCOMPLISHMENTS • Finalized design and began construction of the $10 million Garrison/Central Park drainage project. • Completed $4 million in other drainage projects around the City. • In 2011 finished cleaning and inspecting the entire 110 miles of piping that are part of the overall system. • Over the two-year period, issued 90 stormwater permits and conducted 2,300 field inspections for permit compliance. • Participated in numerous state-sponsored stakeholder meetings on proposed changes to the State stormwater regulations.

2013-2014 GOALS • Complete the Garrison/Central Park drainage project by early 2013. • Complete construction of drainage improvements needed for the Gold Line rail system by end of 2014. • Actively participate in stakeholder meetings with citizens, contractors and regulators over the evolving State stormwater permitting system. • Finish mapping of asset groups, and begin conversion to GIS format in 2013. • Complete $3 million of drainage improvements throughout the City in 2013 and 2014. Budget Personnel Services & Charges Supplies & Expenses Contracts & Leases Capital Outlay Other Financing Uses Transfers TOTAL

2011 Actual $328,403 79,685 13,992 87,420 326 1,451,908 $1,961,734

2012 Revised $379,511 54,445 70,710 155,248 10,650,000 13,555 1,417,866 $12,741,334

2013 Budget $424,224 769,116 20,115 159,902 3,928,050 1,442,579 $6,743,986

2014 Budget $446,041 781,789 20,583 164,699 1,571,093 1,458,785 $4,442,990

Number of Employees Stormwater

2011 Actual *4.75

2012 Revised *4.75

2013 Budget 4.75

2014 Budget 4.75

*2011-2012 employees listed under Public Works

The Garrison drainage project will remove 90 homes from the floodway, annually saving homeowners thousands of dollars by eliminating the need for flood insurance.

171

UTILITIES WASTEWATER Collects and conveys sanitary sewer wastes to the Metro Wastewater Reclamation District for proper disinfection and disposal. Inspection programs identify where repairs and replacement efforts are needed.

2011-2012 ACCOMPLISHMENTS • Completed 21.3 miles of sewer main rehabilitation (CIPP) and replacement at a cost of $3.6 million. • Cleaned the entire 410 miles of wastewater system pipes in each year. • Over the two-year period, examined 50% of the wastewater pipe system via mobile video inspection systems. • No main-line backups in 2011, and 3 main-line backups occurred in 2012 • Transported 3.6 billion gallons of wastewater to the Metro Wastewater District WWTP annually. • Reorganized programs, resulting in the elimination of three positions in 2011.

2013-2014 GOALS • In 2013 begin manhole lining program, designed to increase the life cycle of manholes by 50 years; goal of 200 manholes per year. • Each year replace or rehabilitate $1.8 million (10 miles) of aging and failing infrastructure. • Inspect, via mobile television system, 30% of the system • Jet clean 100% of the sewer system in each year. • Goal of 2 or fewer main-line backups/blockages per year. Budget Personnel Services & Charges Supplies & Expenses Contracts & Leases Capital Maintenance Capital Outlay Other Financing Uses Transfers TOTAL

2011 Actual $1,135,542 206,804 377,978 5,890,910 53,058 782 1,030,477 $8,695,551

2012 Revised $1,140,959 227,950 423,120 8,388,172 57,901 406,779 960,339 $11,605,220

2013 Budget $1,274,628 213,992 466,401 9,130,350 58,803 185,688 988,099 $12,317,961

2014 Budget $1,337,472 219,442 474,815 9,679,763 60,568 191,259 1,017,743 $12,981,062

2013 Budget 15.00

2014 Budget 15.00

*This table reflects the combined budgets for all Wastewater Fund Divisions.

Number of Employees Wastewater

2011 Actual *17.00

2012 Revised *15.50

*2011-2012 employees listed under Public Works

The City spends $5.5 million a year replacing worn out water and sewer mains. 172

UTILITIES WATER Maintains adequate water supplies for the City’s residents, treating all water needed for drinking water purposes to the standards set by State and Federal agencies. Water is delivered to customers at established industry standards for pressure and quantity.

2011-2012 ACCOMPLISHMENTS • Completed 13.2 miles of water main replacement over the two years at a cost of $7.1 million. • Continuously monitored the quality of the water in the potable water system, taking and analyzing over 110,000 water quality readings each year. • Documented that the City of Arvada’s potable water system met all Federal and State drinking water standards, and submitted all required reports to the State accurately and on time. • Treated and delivered 5.4 billion gallons of drinking water each year. • Annually generated 200,000 utility bills, collecting $30 million.

2013-2014 GOALS • Replace 14.4 miles of water pipeline over the next two years, at a cost of $7.6 million. • Begin replacement and expansion of the corrosion protection system, with first phase completion by the end of 2014. • Operate the Ralston and Arvada Water Treatment Plants to provide the highest quality product to the customer, with zero violations of the mandated standards. • Beginning in 2013 financially participate in Denver Water’s Gross Reservoir expansion, with scheduled completion in 2020. Budget Personnel Services & Charges Supplies & Expenses Contracts & Leases Capital Maintenance Capital Outlay Other Financing Uses Transfers TOTAL

2011 Actual $4,869,865 5,784,870 572,923 273,546 469,282 3,128 2,289,146 $14,262,759

2012 Revised $5,179,317 5,886,637 616,648 380,927 3,924,687 3,136,959 1,836,460 $20,961,635

2013 Budget $5,260,947 6,516,690 632,145 402,654 4,040,927 38,944,708 2,126,749 $57,924,820

2014 Budget $5,513,444 6,646,020 645,749 414,733 4,162,155 884,340 2,187,551 $20,453,992

*This table reflects the combined budgets for all Water Fund Divisions in the Department of Utilities.

Number of Employees Water

2011 Actual *60.25

2012 Revised *58.75

2013 Budget 59.25

*2011-2012 employees listed under Public Works

The water system’s performance is continuously checked 24 hours a day, 365 days a year with a state-of-the-art monitoring system. 173

2014 Budget 59.25

174

Capital Improvements

Capital Improvements This Capital Improvement Plan (CIP) for 2013 and 2014 represents two years of a new comprehensive CIP plan that encompasses a long-term and strategic approach for the City’s capital maintenance and capital investments for the next decade (see the Capital Improvement Plan 2013-2022). The basis of this CIP is based on three major priorities: • “Taking Lasting Care” (TLC) of our current physical assets • “Building our Base” – completing investments we have started • Building for the future In the TLC category, we are recommending over $6 million in capital maintenance in this two-year plan. Highlights include: • Allocation of resources for bridge maintenance, gaps in sidewalk connections, long-life pavement markings and sign and signal replacements as these assets age. • Reinvestment in parks focused in four major areas: irrigation replacement, playground renovation, trail renovation and tree replacement. • Provision of significant capital maintenance for golf courses and replacement of equipment in our Hospitality division. • At the Arvada Center, the recommendation includes addressing the safety issues at the front entry plaza and security issues. In the area of “Building on the Base” the following are some of the areas of focus: • In transportation areas we will be planning West 72nd and Indiana Street Improvements, as well as Ward Road Extension. Bike and pedestrian connections will be a long-term project. • The Parks Department focuses on setting aside over $350,000 annually to meet long-term irrigation and parking needs. Along with this project, there are resources dedicated to completing parks projects. The major project here is the dedication of an additional $406,000 to the East Central Park. This will be combined with the over $800,000 remaining to develop this park into a very active area for the community. The Proposed CIP does recommend new investments for the future. Some of the identified needs include: • Garage parking needs for mass transportation use and to serve Olde Town • New facilities for Police and our street, parks and vehicle maintenance workers • Master planning at Lake Arbor The total budgeted capital expenditures by major category for 2013 and 2014 are listed below. The remaining pages of the capital improvement section explain the process of how capital improvement projects are budgeted, how the city pays for the projects and a detailed summary of capital expenditures. 2013 and 2014 Budgeted Capital Expenditures Category General Government Transportation Parks, Golf & Hospitality Utilities Total

2013 Budget $21,253,500 2,422,000 2,647,000 47,856,352 $65,178,852

175

2014 Budget $ 1,751,500 5,087,170 1,187,810 8,418,176 $16,444,656

Capital Improvements What are Capital Improvements? The Capital Improvement Plan (CIP) is a ten-year road map for creating, maintaining and paying for Arvada’s present and future infrastructure needs. The CIP outlines project costs, funding sources and estimated future operating costs associated with each capital improvement. The plan is designed to ensure that capital improvements will be made when and where they are needed and that the City will have the funds to pay for and maintain them. Capital improvement projects are non-routine capital expenditures that result in the acquisition of land, design and constructions of new assets, or the renovation, rehabilitation or expansion of existing capital assets. Capital projects usually have an expected useful life of at least five years. Capital improvements make up the bricks and mortar, or infrastructure that all cities must have in place to provide essential services to current residents and support new growth and development. They are also designed to prevent the deterioration of the City’s existing infrastructure such as roads, parks, buildings and underground pipes for water and sewer systems, and respond to and anticipate future growth of the City.

Capital Budgeting Process

The following graphic outlines the City of Arvada’s first ten-year Capital Improvement Plan process:

• Council reviews progress of past successes in first quarter of year. • Re-establishes priorities in context of new information, studies, surveys.

• Departments begin various legal processes to begin the construction processes. • Quarterly reporting on all progress.

Development of Strategic Plan

Develop ten-year capital maintenance and new projects to meet long-term strategic needs

Build and Measure

Council adopts both the two-year appropriations and the ten-year plans

• Analyze prior year expenditures. • Identify all possible sources of resources. • Develop prioritization methodology to meet Strategic Plan. • Analyze and select proposed projects for plan and for the ten-year planning horizon.

• Council reviews Proposed Plan. • Adopts two-year appropriations. • Prioritizes unfunded priorities and projects. • Adds operating costs into the operating budget.

In our first year of this new process, we met with each department and identified the progress of all projects. This process resulted in the recognition that there was excess funding in some projects or that the original project was no longer necessary or feasible. This provides the first monies we can allocate towards new capital needs.

176

Capital Improvements The second step was to design allocation methodology, recognizing that the needs always outpace the available resources. Through discussions with Council, surveys, and citizen guidance, the priorities for the 2013 – 2014 allocation process were identified as: • Taking Lasting Care • Building our Base • Investing for the Future Departments then prepared their ten-year proposals. Discussions were then held with the City Manager on the highest priorities in each of these areas. The criteria used to evaluate the projects include: • • • • • •

Legislative or legal mandate Health or safety improvement Number of citizens benefitted Council strategic goal Completion of a missing link Economic impact on the City

This process results in the Proposed Capital Improvement Plan now presented to City Council.

Paying for Capital Improvements In many respects, the planning process for selecting, scheduling and financing capital improvements parallels the way an individual might plan for buying a house or a car. This process entails assessing many competing needs, determining priorities, evaluating costs and financing options and establishing a realistic timeline for completing the projects. The capital improvement program receives funding from a general fund transfer to the capital improvement program based on the following formula: 60% of the first cent of sales tax must be transferred for debt service or capital improvements. This is called 98-101 funding. The funding for 2013 and 2014 is calculated as follows: Funding 98-101 Debt service obligations Transfer to the capital improvement program

2013 $7,717,998 (4,534,440) $3,183,558

2014 $7,950,927 (4,529,898) $3,421,029

Other City dollars include the following sources: • Risk Management money will be used to meet security and safety needs at the Arvada Center; this is approximately $573,000. • Water, Wastewater and Stormwater rates will pay for the necessary capital projects in those Funds. • Golf and Hospitality revenue will meet all of the identified needs in their respective Funds. • Restricted City monies are from the Police Tax Increment Funds to be used to build two Police community stations. • External Dollars are identified grant dollars or monies for another intergovernmental agency. Each year, as capital projects are planned and other are completed, the costs related to maintaining those capital assets are examined. Many times we are able to absorb these costs into our operations. There are also situations where we need to add additional staff and supplies to maintain these projects. Examples of this may be the addi177

Capital Improvements tion of park maintenance staff when a new park is completed or an increase in utility expenditures when new street lights or signals are added. In the capital project summary, the cost of the project is shown as well as the impact of the project on the operating budget.

Capital Improvement Program Categories The City has divided its capital improvement program into four major categories based on the type of improvement that is being constructed. General Government This category includes capital facilities associated with the general government including general office building, vehicle and park maintenance facilities, the Arvada Center and police stations.

Parks and Trails The parks system includes regional, community and neighborhood parks, as well as the trails that link neighborhoods to parks. This category also includes the â€œTaking Lasting Careâ€? component of the parks capital improvement program which includes major capital maintenance of existing park or park infrastructure, including playground and trail renovation, tree replacement and irrigation systems. Transportation This category includes all transportation infrastructure within the City limits. This includes roads, bridges, traffic signals and bike lanes.

Utilities This category includes improvements for all water, wastewater and stormwater infrastructure, including water treatment plants and the water and wastewater transmission systems. The Utilities department maintains its own capital improvement plan which is prepared in conjunction with the rate model and the Cityâ€™s Comprehensive Plan, to prioritize and plan for future capital needs.

178

Capital Improvements Within each of the four major categories, the City differentiates between recurring capital expenditures and nonrecurring capital expenditures. Recurring Capital expenditures receive consistent funding for ongoing capital infrastructure needs throughout the City and ensure that General CIP dollars are available for improvements in particular areas. Their creation grew out of the recognition that, while some recurring needs are relatively small in scope, it was still imperative that resources be reserved to fund necessary work. Routine capital expenditures generally will have no significant impact on the operating budget. Nonrecurring capital expenditures generally receive one-time funding for the construction of a public facility or acquisition of land for a future pubic facility. Any ongoing operating and maintenance costs related to these projects have been identified on the next page in the column listed as O&M. These estimates have also been included in our operating budget.

2013 Capital Expenditure Detail The table on the following two pages presents detail of the Cityâ€™s 2013 and 2014 capital expenditures. Capital expenditures are presented in major categories. Many major categories have recurring capital projects which are designated from capital projects that are considered one-time expenditures. The sources of funding are presented for each capital project as well as the impact to the operating budget.

179

Capital Improvements 2013 §98‐101 GENERAL ADMINISTRATION

Other City

2014

Other/TBD

2013 Total

O & M

§98‐101

GENERAL ADMINISTRATION

Other City

Other/TBD

2014 Total

O & M

GENERAL ADMINISTRATION

Performance Based Budgeting

‐

500,000

‐

500,000

‐

Opportunity Fund

‐

500,000

‐

500,000

‐

Contingency Fund

‐

75,000

‐

75,000

‐

‐ ‐

WASDWORTH CORRIDOR Wadsworth Corridor Sidewalks

‐

880,000

‐

880,000

‐

Wadsworth Cultural Corridor Study

‐

50,000

‐

50,000

‐

Wadsworth (SH121) Multimodal Study

‐

500,000

‐

500,000

‐

Wadsworth Gateway Improvements

‐

70,000

‐

70,000

TRANSPORTATION

PW ‐ STREETS

Bridge Maintenance

‐

125,000

‐

125,000

‐

Collector Street Improvements

50,000

‐

50,000

‐

51,500

‐

51,500

‐

ADA Ramps

50,000

‐

50,000

‐

51,500

‐

51,500

‐

Adams County Transportation Projects

‐

60,000

‐

61,800

‐

W. 72nd Ave. and Indiana St. Intersection Improvements

100,000

‐

100,000

‐

515,000

‐

2,472,000

2,987,000

‐ ‐

Ward Road Extension ‐ W. 72nd Ave to W. 80th Ave. Preliminary Design

50,000

‐

50,000

‐

Safe Routes to School Program

20,000

‐

90,000

110,000

‐

20,600

‐

92,700

113,300

515

Bike/Ped Program

50,000

‐

50,000

‐

51,500

‐

51,500

‐

Missing Sidewalk Program

‐

108,000

‐

108,000

‐

Union Pacific RR Quiet Zones

350,000

‐

350,000

50,000

360,500

‐

360,500

61,800

Intersection Safety Improvements

75,000

‐

75,000

‐

77,250

‐

77,250

‐

R R R R R R R

New Traffic Signal Construction Long Life Pavement Markings Program Video Detection Program Sign Replacement; MUTCD Mandates ATMS Completion and Upgrades Signal Replacement UPS at Major Intersections FACILITIES Olde Town Parking Structure

275,000 80,000 20,000 50,000 50,000 780,000 39,000

‐ ‐ ‐ ‐ 15,000 ‐ ‐

283,250 82,400 20,600 51,500 51,500 803,400 40,170

‐ ‐ ‐ ‐ ‐ ‐ ‐

‐

‐ 283,250 ‐ 82,400 ‐ 20,600 ‐ 51,500 ‐ 51,500 ‐ 803,400 ‐ 40,170 PW ‐ FACILITIES 1,200,000 ‐ 1,200,000

‐ ‐ ‐ ‐ 15,450 ‐ ‐

‐

‐ ‐ 275,000 ‐ ‐ 80,000 ‐ ‐ 20,000 ‐ ‐ 50,000 ‐ ‐ 50,000 ‐ ‐ 780,000 ‐ ‐ 39,000 PW ‐ FACILITIES ‐ ‐ ‐

‐

Fleet Maintenance Relocation to Culbertson Building

‐

1,500,000

‐

PARKS

‐

1,500,000

PG&H ‐ PARKS

‐

PG&H ‐ PARKS

Irrigation System Renovation

‐

156,000

‐

156,000

‐

156,780

‐

156,780

‐

Playground Renovation

200,000

‐

200,000

‐

206,000

‐

206,000

‐

Trail Renovation

50,000

‐

50,000

‐

51,500

‐

51,500

‐

Candelas Mini‐Park #1

‐

300,000

‐

Candelas Neighborhood Park #2

‐

940,000

‐

Stenger Sports Complex

350,000

‐

350,000

‐

360,500

‐

51,500

412,000

‐

Tree Replacement Program

15,000

‐

15,000

‐

15,450

‐

15,450

‐

East Area Neighborhood Park

406,000

‐

406,000

‐

10,506

Adams County Open Space Projects

‐

25,000

‐

25,750

‐

Lake Arbor Master Plan

30,000

‐

30,000

‐

West Woods Golf Club Golf Shop and Rest Rooms Remodel

‐

40,000

‐

40,000

‐

West Woods Restaurant Remodel, Offices and Storage

‐

181,280

‐

181,280

‐

GOLF

PG&H ‐ GOLF

HOSPITALITY

PG&H ‐ HOSPITALITY

Hospitality Taking Lasting Care Kitchen

‐

65,000

‐

65,000

‐

27,810

‐

27,810

‐

TLC Banquet Equipment

‐

70,000

‐

70,000

‐

111,240

‐

111,240

‐

ARVADA CENTER

Arvada Center Capital Maintenance

55,000

‐

55,000

‐

Arvada Center Safety and Security Video Equipment (RM)

‐

123,000

‐

123,000

‐

Arvada Center Exterior Lighting Improvements (RM)

‐

225,000

‐

225,000

‐

Arvada Center Outside Front Entry Plaza (RM)

‐

225,500

‐

225,500

‐

Public Art

50,000

‐

50,000

‐

51,500

‐

51,500

‐

PUBLIC SAFETY Two Police Substations

PUBLIC SAFETY ‐

WATER R

PG&H ‐ GOLF

‐

8,000,000

PUBLIC SAFETY

8,000,000

‐

UTILITIES ‐ WATER

‐

90,000

UTILITIES ‐ WATER

Denver Water Moffat Project Participation

‐

37,331,086

‐

37,331,086

‐

250,000

‐

250,000

‐

Water Main Replacement

‐

3,850,504

‐

3,850,504

‐

3,966,021

‐

3,966,021

‐

Water Treatment Plant Improvements

‐

500,000

‐

500,000

‐

Cathodic Protection

‐

257,500

‐

257,500

‐

Leyden Storage Project

‐

250,000

‐

250,000

‐

257,500

‐

257,500

‐

UTILITIES ‐ WASTEWATER

WASTE WATER

UTILITIES ‐ WASTEWATER

Sewer Main Replacement

‐

1,904,762

‐

1,904,762

‐

1,961,905

‐

1,961,905

‐

North System Oversizing

‐

100,000

‐

100,000

‐

103,000

‐

103,000

‐

Access Improvements

‐

50,000

‐

50,000

‐

51,500

‐

51,500

‐

STORMWATER

UTILITIES ‐ STORMWATER

Garrison Bridge Replacement

‐

2,200,000

‐

2,200,000

‐

Gold Line Improvements / Estes Street Outfall

‐

620,000

‐

620,000

‐

Quaker Street Storm Sewer

‐

350,000

‐

350,000

‐

Yarrow Street Overflow

‐

206,000

‐

206,000

‐

Allison St Outfall ‐ Phase I

‐

1,364,750

‐

1,364,750

‐

Little Dry Creek Bank Stabilization

‐

700,000

‐

700,000

‐

CAPITAL PROJECT FUNDING ALL DEPARTMENTS AND DIVISIONS

3,195,000

52,568,852

R = Recurring Projects

180

9,415,000

65,178,852

65,000

3,145,620

10,595,286

2,703,750

16,444,656

‐

178,271

Capital Improvements CAPITAL IMPROVEMENT PROJECTS General Administration Performance-Based Budgeting: To fund the implementation of a performancebased budgeting system, including requisite software Opportunity Fund: To provide the City Manager with resources to match grant and external funding opportunities Contingency Fund: To provide resources to cover unanticipated expenses related to capital projects Wadsworth Corridor Wadsworth Corridor Sidewalks: This project will install missing sidewalks and widen existing sidewalks at three locations along Wadsworth Boulevard. Wadsworth Cultural Corridor Study: This project will involve a study of the potential for development of a cultural corridor along Wadsworth Boulevard. Wadsworth (SH121) Multimodal Study: This is a public transportation need study of Wadsworth Boulevard from I-70 to W. 88th Avenue and the Olde Wadsworth corridor from Olde Town to the Arvada Center. Wadsworth Gateway Improvements: This project funds the design of new City gateways. Transportation Recurring Transportation Projects: Recurring transportation projects are for capital maintenance projects. These projects maintain street ADA ramps, bridges, sidewalks, pavement markings, video detection, traffic signs, bike lanes and traffic signals. W. 72nd Ave. and Indiana St. Intersection Improvements: To provide new traffic signals, through lanes, turn lanes, sidewalks, and bike lanes at the intersection. Ward Road Extension â€“ W. 72nd Ave. to W. 80th Ave. Preliminary Design: To provide for preliminary design for an extension of Ward Road from W. 72nd Ave. to W. 80th Avenue Facilities Fleet Maintenance Relocation to Culbertson Building: This project will consolidate fleet operations currently housed with Park Maintenance and Streets in the Culbertson Building. Olde Town Parking Structure: This project will provide for preliminary designs for parking structures in Olde Town. Parks Recurring Park Projects: There are four categories of park projects that are part of Taking Lasting Care: irrigation systems, playground renovations, trail renovations and tree replacements. Candelas Mini-Park #1: This mini-park will be built by the developer in the Candelas area in the northwest of the City. 181

2013

$500,000

2013

$500,000

2013

$75,000

2013

$880,000

2013

$50,000

2014

$500,000

2013

$70,000

2013 2014

$2,272,000 $4,572,170

2013 2014 2013

$100,000 $515,000 $50,000

2013

$1,500,000

2014

$1,200,000

2013 2014

$796,000 $867,480

2013

$300,000

Capital Improvements Candelas Neighborhood Park #2: This neighborhood park is also built by the developer in the Candelas area in the northwest of the City. East Area Neighborhood Park: To complete funding for a new neighborhood park on the east side of the City. Lake Arbor Master Plan: To provide for a master plan for the undeveloped land due west of Lake Arbor Golf West Woods Golf Club Golf Shop and Rest Rooms Remodel: To remodel the Golf Shop and Rest Rooms at the West Woods Golf Club West Woods Restaurant Remodel, Offices and Storage: To remodel the offices and storage components of the West Woods Restaurant Hospitality Hospitality Taking Lasting Care Kitchen: To replace existing equipment, including ovens, steamers, and “hot boxes” TLC Banquet Equipment: To refurbish walls, as well as replace doors, furniture and lighting Arvada Center Recurring Public Art Project: This project supports the Art in Public Places Program that funds the acquisition of public art placed throughout the City. Arvada Center Capital Maintenance: This project is designed to provide the Arvada Center with working capital to address minor capital needs as they arise. Arvada Center Safety and Security Video Equipment: To install video surveillance equipment at the Arvada Center Arvada Center Exterior Lighting Improvements: To improve exterior lighting for parking safety and security purposes Arvada Center Outside Front Entry Plaza: To repair/replace front entry surface to mitigate trip hazards Public Safety Two Police Community Stations: To construct two new police community stations in the City, one in the east and one in the west to provide better police services within the City’s vision of decentralized policing Water Recurring Water Project: The water main replacement program replaces water lines as they reach the end of their life cycle based on leak history, age and other factors. Denver Water Moffat Project Participation: This project will fulfill the City’s obligation for the expense of the Gross Reservoir Expansion in Boulder County that will provide the City with 3,000 acre feet of water per year. Water Treatment Plant Improvements: To add granulated activated carbon caps on the treatment filters to improve the quality of the drinking water supply 182

2013

$940,000

2013

$406,000

2013

$30,000

2013

$40,000

2014

$181,280

2013 2014 2013 2014

$65,000 $27,810 $70,000 $111,240

2013 2014 2013

$50,000 $51,500 $55,000

2013

$123,000

2013

$225,000

2013

$225,500

2013

$8,000,000

2013 2014

$3,850,504 $3,966,021

2013 2014

$37,331,086 $250,000

2013

$500,000

Capital Improvements Cathodic Protection: To update/replace cathodic protection systems in major transmission lines in order to prevent corrosion Leyden Storage Project: To drill access wells to make water stored in underground caverns north of the Ralston Reservoir available for future use Wastewater Recurring Wastewater Projects: These wastewater projects include sewer main rehabilitation, oversizing the north system pipeline for build out of the northern portion of the City and improving access to the sewer mains. Stormwater Garrison Bridge Replacement: To complete replacement of Garrison Street Bridge and accompanying channelization work Gold Line Improvements/Estes Outfall: To complete a series of drainage improvements to accommodate the construction of the Gold Line Quaker Street Storm Sewer: To install a 36” to 42” storm sewer in Quaker Street Yarrow Street Overflow: To increase storm sewer capacity that captures flow on W. 62nd Place Allison St. Outfall – Phase I: To replace undersized and aging culverts under the UPRR and Olde Wadsworth Little Dry Creek Bank Stabilization: To address bank erosion on Little Dry Creek from Club Crest to W. 80th Avenue

183

2014

$257,500

2013 2014

$250,000 $257,500

2013 2014

$2,054,762 $2,116,405

2013

$2,200,000

2013

$620,000

2013 2014

$350,000 $206,000

2014

$1,364,750

2013

$700,000

184

Debt Service Obligations

2013-2014 BIENNIAL OPERATING AND CAPITAL BUDGET LONG-TERM DEBT OBLIGATIONS The following pages detail the Cityâ€™s debt service obligations. General Obligation bonds are direct obligations which pledge the full faith and credit of the government and revenue bonds pledge specific revenue to pay debt service. The City does not have any outstanding general obligation debt. The City has the following revenue bonds outstanding as of December 31, 2012: Series 2003 Sales and Use Tax improvement Revenue Bonds, with interest rates from 2.0% to 4.0% payable semi-annually to December 1, 2017 and principal due annually to December 1, 2017. The City advance refunded $16,530,000 of the Series 1992 bonds to capture present value debt service savings of $2,723,881. Principal balance outstanding at December 31, 2012 is $7,625,000. Series 2009 Sales and Use Tax Refunding Revenue Bonds, with interest rates from 2.5% to 4.0% payable semiannually June 1 and December 1 and principal due annually to December 1, 2018. These bonds were issued for the purpose of advance refunding a portion of the Cityâ€™s 1998 and 1999 Sales and Use Tax Revenue Refunding Bonds in order to realize interest savings of $2,686,000. Principal outstanding at December 31, 2012 is $13,850,000. Series 2009 Water Enterprise Revenue Refunding Bonds, with interest rates from 2.0% to 5.0% payable semiannually May 1 and November 1 and principal due annually to November 1, 2020. These bonds were issued for the purpose of advance refunding the Series 2001 Variable Rate Demand Water Enterprise Revenue Bonds in order to realize interest savings of $1,001,000. The bonds are payable solely from the net pledged revenues of the Water Enterprise. Principal outstanding at December 31, 2012 is $15,345,000. The City may issue general obligation securities only if the aggregate principal amounts of all such securities do not exceed 3% of the assessed valuation of the taxable property within the City as shown by the last preceding assessment. The legal debt limit for the City as of December 31, 2011 is $308,381,134. As of December 31, 2011, the City has no general obligation debt subject to this limitation.

185

2013-2014 BIENNIAL OPERATING AND CAPITAL BUDGET Schedule of Debt Service Requirements Governmental Activities December 31, 2012

Sales and Use Tax Refunding and Improvement Revenue Bonds - Series 2003 Year 2012 2013 2014 2015 2016 2017 Totals

Principal

1,420,000 1,465,000 1,520,000 1,580,000 1,640,000 $7,625,000

Interest

Total Payment

288,606 238,906 185,800 128,800 65,600 $907,712

1,708,606 1,703,906 1,705,800 1,708,800 1,705,600 $8,532,712

Principal Balance

7,625,000 6,205,000 4,740,000 3,220,000 1,640,000 -

Sales & Use Tax Revenue Refunding Bonds - Series 2009 Year 2012 2013 2014 2015 2016 2017 2018 TOTALS

Principal

Interest

Total Payment

1,890,000 1,935,000 1,990,000 2,045,000 2,105,000 3,885,000 $13,850,000

435,225 387,975 339,600 279,900 218,550 155,400 $1,816,650

186

2,325,225 2,322,975 2,329,600 2,324,900 2,323,550 4,040,400 $15,666,650

Principal Balance 13,850,000 11,960,000 10,025,000 8,035,000 5,990,000 3,885,000 $ -

2013-2014 BIENNIAL OPERATING AND CAPITAL BUDGET Schedule of Debt Service Requirements Business-Type Activities December 31, 2012

Water Enterprise Revenue Refunding Bonds - Series 2009 Year 2012 2013 2014 2015 2016 2017 2018 2019 2020 TOTALS

Principal

Interest

Total Payment

1,730,000 1,760,000 1,805,000 1,860,000 1,915,000 2,010,000 2,090,000 2,175,000 $15,345,000

535,300 500,700 456,700 402,550 346,750 251,000 170,600 87,000 $2,750,600

2,265,300 2,260,700 2,261,700 2,262,550 2,261,750 2,261,000 2,260,600 2,262,000 $18,095,600

187

Principal Balance 15,345,000 13,615,000 11,855,000 10,050,000 8,190,000 6,275,000 4,265,000 2,175,000 $ -

188

Additional Information

2013-2014 BIENNIAL OPERATING AND CAPITAL BUDGET

189

2013-2014 BIENNIAL OPERATING AND CAPITAL BUDGET

190

2013-2014 BIENNIAL OPERATING AND CAPITAL BUDGET

191

2013-2014 BIENNIAL OPERATING AND CAPITAL BUDGET

192

2013-2014 BIENNIAL OPERATING AND CAPITAL BUDGET

193

2013-2014 BIENNIAL OPERATING AND CAPITAL BUDGET

194

2013 PAY PLAN SCHEDULES COMBINED POSITION LISTING 2011-2014 2011 382.90 38.75 2.42 3.58 47.00 30.00 33.00 67.75 17.00 14.00 4.75 9.00 6.25 1.00 2.00 17.75 4.00 681.15

POSITION SUMMARY BY FUND 01 General Fund 08 Arvada Center 09 Community Development 10 Arvada Housing Authority 14 Parks 21 Police Tax Increment .21 22 Police Tax Increment .25 41 Water 42 Wastewater 43 Golf Courses 44 Stormwater 45 Food Services 51 Insurance 52 Computers 53 Print Shop 54 Vehicles 86 Economic Development (AEDA) Total Position Count By Fund

195

2012 383.90 38.75 2.42 3.58 47.00 30.00 33.00 65.25 15.50 14.00 4.75 9.00 6.25 1.00 2.00 17.75 4.00 678.15

2013 389.10 39.25 2.42 3.58 47.00 30.00 33.00 65.75 15.00 14.00 4.75 8.00 6.25 1.00 2.00 17.75 4.00 682.85

2014 389.10 39.25 2.42 3.58 47.00 30.00 33.00 65.75 15.00 14.00 4.75 8.00 6.25 1.00 2.00 17.75 4.00 682.85

2013 PAY PLAN SCHEDULES ARVADA CENTER

2011

2012

2013

2014

Accountant

0.00

1.00

Accountant I

1.00

0.00

Accounting Technician I

0.50

1.00

Administrative Coordinator

1.00

0.00

Administrative Specialist

0.00

1.00

Administrative Specialist III

1.00

0.00

Artistic Associate

0.00

1.00

Arts Day Coordinator

1.00

0.00

Assistant Production Manager

0.00

1.00

Associate Producer

1.00

Box Office Supervisor

1.00

Chief Operating Officer

1.00

Clay Programs Coordinator

0.50

Corporate and Group Sales Specialist

1.00

Costume Shop Manager

0.00

1.00

Customer Service Representative

2.00

1.00

Dance Coordinator

0.50

Database / Direct Mail Specialist

1.00

0.00

Development Manager

1.00

Development Officer Individual Giving

1.00

Development Officer Institutional Giving

1.00

Director of Institutional Operations

1.00

Education Assistant

1.00

Education Coordinator

1.00

0.00

Executive Coordinator

0.00

1.00

Executive Director Arvada Center

1.00

Exhibition Designer

1.00

0.00

Exhibition Manager

0.00

1.00

Facilities Manager

1.00

Gallery / Museum Manager

1.00

Graphic Designer

1.00

Head of Wardrobe

1.00

0.00

House Manager

1.00

Lead Theater Technician

1.00

Manager of Marketing and Patron Services

1.00

0.00

Marketing Assistant

0.75

0.00

Marketing Patron Services Manager

0.00

1.00

Online Marketing Coordinator

0.00

0.75

Performing Arts Manager

1.00

Production Coordinator

1.00

0.00

Production Manager

0.00

1.00

Publicist

1.00

School Programs Associate

0.00

1.00

School Programs Coordinator

0.00

1.00

196

2013 PAY PLAN SCHEDULES ARVADA CENTER (Continued)

2011

2012

2013

2014

Security Operations Officer

1.00

Senior Customer Service Representative

1.00

Senior Education Coordinator

0.00

1.00

Software Application Support Specialist

0.00

1.00

Sound Technician

1.00

Stage Manager

1.00

0.00

Technical Director

1.00

Technical Manager

1.00

0.00

Theater Electrician

1.00

Youth Symphony Coordinator

0.50

Total Arvada Center Employees

38.75

39.25

ARVADA ECONOMIC DEVELOPMENT ASSOCIATION (AEDA)

2011

2012

2013

2014

Administrative Specialist IV

1.00

0.00

Business Marketing Coordinator

0.00

1.00

0.00

Deputy Director of Economic Development

1.00

Director of Economic Development

1.00

Economic Development and Marketing Specialist

0.00

1.00

0.00

Economic Development Manager

0.00

Economic Development Specialist

0.00

1.00

Marketing Program Manager

0.00

1.00

Marketing Specialist

1.00

0.00

Total Economic Development Employees

4.00

CITY MANAGERâ€™S OFFICE

2011

2012

2013

2014

Administrative Assistant

0.00

0.75

Administrative Specialist

0.00

2.00

Administrative Specialist III

1.75

0.00

Administrative Specialist IV

2.00

0.00

Assistant City Manager

2.00

1.00

City Clerk

1.00

City Manager

1.00

Communications Manager

0.00

1.00

Community Communications Coordinator

0.00

1.20

Deputy City Clerk

1.00

Deputy City Manager

1.00

2.00

Document Management Systems Administrator

1.00

Executive Assistant

1.00

2.00

Multi Media Technician

3.00

Sustainability Coordinator

1.00

Television Services Administrator

1.00

Total City Managerâ€™s Office Employees

16.75

17.75

18.95

197

2013 PAY PLAN SCHEDULES COMMUNITY DEVELOPMENT

2011

2012

2013

2014

Administrative Coordinator

0.00

1.00

Administrative Specialist

0.00

1.00

Administrative Specialist III

1.00

0.00

Administrative Specialist IV

1.00

0.00

Administrative Supervisor

1.00

Code Enforcement Manager

1.00

Code Enforcement Officer

5.00

Director of Community Development

1.00

Housing / Neighborhood Revitalization Manager

1.00

Planning Manager

1.00

Senior Planner

6.00

Total General Fund Employees

18.00

Administrative Specialist

0.00

0.50

Administrative Specialist II

0.50

0.00

Housing Rehabilitation / Loan Specialist

1.00

Housing Services Specialist

0.92

Total Community Development Fund Employees

2.42

Administrative Specialist

0.00

0.50

Administrative Specialist II

0.50

0.00

Housing Services Specialist

0.08

Housing Specialist

2.00

Section 8 Program Supervisor

1.00

Total Housing Authority Employees

3.58

Total Community Development Employees

24.00

FINANCE

2011

2012

2013

2014

Accountant

0.00

2.00

Accountant I

2.00

0.00

Accounting Manager

1.00

Accounting Specialist

0.00

1.00

Accounting Technician II

2.00

Accounts Payable Technician

1.00

Assistant Finance Director

1.00

Budget Analyst

0.00

2.00

Budget Specialist

2.00

0.00

Business Analyst

0.00

1.00

Collections Agent

1.00

Controller

1.00

Director of Finance

1.00

Executive Assistant

0.00

0.75

Executive Secretary

0.75

0.00

198

2013 PAY PLAN SCHEDULES FINANCE (Continued)

2011

2012

2013

2014

Financial Systems Analyst

1.00

Grants Accountant

1.00

Grants Administrator

1.00

Investment Manager

1.00

Payroll Administrator

1.00

Procurement Specialist

1.00

Purchasing Manager

1.00

Revenue Manager

0.50

Revenue Technician

1.50

Sales Tax Auditor

2.00

Sales Tax Auditor Lead

1.00

0.00

Sales Tax Auditor Supervisor

0.00

1.00

Senior Accountant

1.00

Storeskeeper

0.50

Total General Fund Employees

26.25

27.25

28.25

Accounting Technician I

1.00

0.00

Financial Systems Analyst

1.00

Revenue Manager

0.50

Revenue Technician

4.00

Revenue Technician Lead

1.00

0.00

Revenue Technician Supervisor

0.00

1.00

Total Water Fund Employees

7.50

6.50

Environmental Health and Safety Officer

0.00

1.00

Executive Assistant

0.00

0.25

Executive Secretary

0.25

0.00

Litigation Support Specialist

1.00

Property and Casualty Claims Manager

0.00

1.00

Risk Management Analyst Property and Casualty Claims Manager

1.00

0.00

Risk Management Analyst Workers Compensation Claims Manager

1.00

0.00

Risk Management and Wellness Technician

0.00

1.00

Risk Manager

1.00

Safety and Loss Control Analyst - Environmental/Health Manager

1.00

0.00

Senior Assistant City Attorney

1.00

Total Insurance Fund Employees

6.25

Total Finance Department Employees

40.00

41.00

HUMAN RESOURCES

2011

2012

2013

2014

Administrative Specialist

0.00

1.00

Administrative Specialist III

1.00

0.00

Benefits Analyst

1.00

0.00

Benefits Specialist

0.00

1.00

199

2013 PAY PLAN SCHEDULES HUMAN RESOURCES (Continued)

2011

2012

2013

2014

Compensation and Benefits Manager

0.00

1.00

Compensation Technician

1.00

0.00

Director of Human Resources

1.00

Employment Manager

1.00

Employment Specialist

0.00

1.00

Executive Assistant

0.00

1.00

Executive Secretary

1.00

0.00

Human Resources Analyst

1.00

0.00

Human Resources Generalist

0.00

2.00

Senior Compensation Consultant

1.00

0.00

Senior Human Resources Analyst

1.00

0.00

Total Human Resources Employees

9.00

INFORMATION TECHNOLOGY

2011

2012

2013

2014

Administrative Specialist

0.00

1.00

Administrative Specialist IV

1.00

0.00

Application Administrator

1.00

Associate Project Manager

1.00

Chief Information Officer

0.00

1.00

Community Communications Coordinator

0.00

1.00

0.00

Computer Support Specialist

2.00

Customer Service Specialist

1.00

0.00

Director of Information Technology

1.00

0.00

Information Systems Manager

1.00

Mobile Technology Specialist

0.00

1.00

Network Administrator

1.00

Network System Manager

1.00

Oracle Software Administrator

1.00

Police Systems Analyst

1.00

Police Systems Manager

1.00

Senior Database Administrator

1.00

Senior Network Administrator

1.00

Senior Web Architect

0.00

1.00

Service Desk Manager

1.00

Services Technician

1.00

0.50

Storeskeeper

0.00

0.50

Systems Administrator

3.00

Technical Systems Project Manager

1.00

Telecommunication Network Administrator

1.00

Web Systems Administrator

1.00

Web Systems Project Manager

1.00

0.00

Total General Fund Employees

24.00

200

2013 PAY PLAN SCHEDULES INFORMATION TECHNOLOGY (Continued)

2011

2012

2013

2014

Computer Support Specialist

1.00

0.00

Desktop Virtualization Administrator

0.00

1.00

Total Computer Replacement Fund Employees

1.00

Creative Services Designer

1.00

Printing Technician

1.00

Total Print Shop Fund Employees

2.00

Total Information Technology Employees

27.00

JUDICIAL

2011

2012

2013

2014

Administrative Court Clerk

6.00

Court Administrator

1.00

Court Marshal

1.00

Municipal Judge

1.00

Teen Court Coordinator / Administrative Court Clerk

1.00

Total Judicial Employees

10.00

LEGAL

2011

2012

2013

2014

Assistant City Attorney

1.00

City Attorney

1.00

Deputy City Attorney

1.00

Legal Assistant

1.00

Legal Secretary

1.00

Legal Support Supervisor

1.00

Senior Assistant City Attorney

4.00

Total Legal Department Employees

10.00

PARKS, GOLF & HOSPITALITY

2011

2012

2013

2014

Administrative and Special Events Coordinator

1.00

0.00

Administrative Coordinator

0.00

1.00

Administrative Specialist IV

1.00

0.00

City Forester

1.00

Computerized Irrigation Specialist

1.00

Computerized Irrigation Supervisor

1.00

Craftsworker

1.00

Director of Parks, Golf and Hospitality Services

1.00

Irrigation Crew Supervisor

1.00

Irrigation Maintenance Leadworker

1.00

Irrigation Maintenance Worker

4.00

Municipal Services Worker

1.00

Nature Center Director

1.00

Parks and Urban Design Manager

1.00

Parks Maintenance Leadworker

6.00

Parks Manager

1.00

201

2013 PAY PLAN SCHEDULES PARKS, GOLF & HOSPITALITY (Continued)

2011

2012

2013

2014

Parks Supervisor

4.00

Parks Worker II

18.00

Senior Landscape Architect

2.00

Special Events Coordinator

0.00

1.00

Total Parks Fund Employees

47.00

Assistant Golf Manager

0.00

1.00

Assistant Golf Professional

2.00

1.00

Golf Course Computerized Irrigation Technician

0.00

2.00

Golf Course Equipment Mechanic

1.00

0.00

Golf Course Equipment Mechanic Leadworker

1.00

Golf Course Equipment Specialist

0.00

1.00

Golf Course Irrigation Technician

1.00

0.00

Golf Course Maintenance Leadworker

1.00

Golf Course Maintenance Worker

1.00

0.00

Golf Course Manager

1.00

Golf Course Superintendent

1.00

Golf Professional

2.00

1.00

Head Golf Professional

0.00

1.00

Hospitality Services Supervisor

2.00

Manager of Golf Course Operations

1.00

Total Golf Course Fund Employees

14.00

Administrative Coordinator

0.00

1.00

Administrative Specialist IV

1.00

0.00

Assistant Banquet Manager

1.00

Business Analyst

1.00

0.00

Business Development Coordinator

2.00

Business Development Manager

1.00

Executive Chef

1.00

Food Services Manager

1.00

Hospitality Services Supervisor

1.00

Total Food Service Fund Employees

9.00

8.00

Total Parks, Golf, & Hospitality Employees

70.00

69.00

PUBLIC SAFETY

2011

2012

2013

2014

Administrative Specialist IV

1.00

0.00

Animal Management Officer

4.00

Animal Management Supervisor

1.00

Chief of Police

1.00

Communications Specialist

12.00

Communications Supervisor

3.00

Crime Analyst

1.00

Criminalist

2.00

202

2013 PAY PLAN SCHEDULES PUBLIC SAFETY (Continued)

2011

2012

2013

2014

Deputy Police Chief

2.00

Emergency Management Coordinator

0.90

Evidence Technician

3.00

Executive Assistant

0.00

1.00

Executive Secretary

1.00

0.00

Lead Police Support Specialist

0.00

1.00

Liquor Licensing Control Administrator

1.00

Patrol Investigative Specialist

0.50

Police Commander

6.00

Police Officer

99.00

100.00

Police Sergeant

18.00

19.00

Police Services Technician

2.00

3.00

Support Specialist

8.00

0.00

Police Support Specialist

0.00

8.00

166.40

169.40

Accreditation Specialist

1.00

Animal Management Officer

1.00

Communications Specialist

4.00

Crime Analyst

1.00

Investigations Specialist

1.00

Lead Police Support Specialist

0.00

1.00

Police Officer

14.00

Police Services Technician

4.00

Police Support Specialist

0.00

1.00

Public Information Officer

1.00

0.00

Public Relations Coordinator

0.00

1.00

Records and Evidence Supervisor

1.00

Total General Fund Employees

Support Specialist

2.00

0.00

Total Tax Initiative 21 Fund Employees

30.00

Animal Management Officer

1.00

Communications Center Manager

1.00

Communications Specialist

3.00

Police Business Analyst

1.00

Police Officer

23.00

Police Sergeant

3.00

Policy Systems Technician

1.00

Total Tax Initiative 22 Fund Employees

33.00

Total Public Safety Employees

229.40

232.40

PUBLIC WORKS

2011

2012

2013

2014

Administrative Coordinator

0.00

2.00

Administrative Specialist

0.00

2.00

Administrative Specialist III

7.00

6.00

0.00

203

2013 PAY PLAN SCHEDULES PUBLIC WORKS (Continued)

2011

2012

2013

2014

Assistant Building Official

1.00

0.00

Associate Transportation Engineer

1.00

Building Craftsworker

1.00

Building Inspector

7.00

0.00

Building Maintenance Leadworker

2.00

Building Maintenance Worker

3.00

Building Permit Coordinator

1.00

0.00

Building Permit Technician

0.00

1.00

0.00

CAD / GIS Supervisor

1.00

Chief Building Official

1.00

0.00

Chief Surveyor

1.00

City Engineer

1.00

Civil Engineer III

2.00

Civil Engineer IV

3.00

Construction and Maintenance Supervisor

1.00

Crew Supervisor

1.00

Custodian

10.00

Deputy Director of Public Works

1.00

0.00

Director of Public Works

0.00

1.00

Director of Public Works and Utilities

1.00

0.00

Electrician

1.00

Engineering Technician II

1.50

Executive Assistant

0.00

1.00

Executive Secretary

1.00

0.00

GEO Data Services Manager

1.00

GIS Technician II

1.00

HVAC Specialist

1.00

Manager of City Facilities

1.00

Municipal Inspector II

6.00

Pavement Manager

1.00

Senior GIS Analyst

1.00

Soils Technician

1.00

Streets Foreman

6.00

Streets Manager

1.00

Streets Supervisor

3.00

Streets Technician

21.00

Survey Party Chief

1.00

Survey Technician II

1.00

Survey Technician III

1.00

Traffic Engineer

1.00

Traffic Engineering Manager

1.00

Traffic Engineering Technician

1.00

0.00

Traffic Signs and Marking Technician

1.00

Traffic Technician

1.00

204

2013 PAY PLAN SCHEDULES PUBLIC WORKS (Continued)

2011

2012

2013

2014

Transportation Engineer

1.00

Transportation Engineering Assistant

0.00

1.00

102.50

101.50

88.50

Administrative Specialist III

1.00

0.00

Chief Plant Operator

6.00

0.00

Civil Engineer III

1.00

0.00

Custodian

1.00

0.00

Deputy Director of Utilities

1.00

0.00

Director of Utilities

0.00

1.00

0.00

Electro Mechanical Technician

5.00

0.00

Engineering Technician II

1.50

1.00

0.00

Environmental Education Specialist

0.25

0.00

GIS Technician I

1.00

0.50

0.00

Plant Operator

5.00

0.00

Public Works Project Manager

1.00

0.00

Regulatory and Environmental Compliance Manager

1.00

0.50

0.00

Utility Foreman

8.00

0.00

Utility Service Representative

3.00

2.00

0.00

Utility Service Representative Lead

1.00

0.00

Utility Supervisor

5.00

0.00

Utility System Technician

12.00

13.00

0.00

Water Quality Administrator

1.00

0.00

Water Quality Analyst

0.00

2.00

0.00

Water Quality Technician

2.00

0.00

Water Resources Administrator

1.00

0.00

Water Resources Analyst

0.50

0.00

Water System Manager

1.00

0.00

Total General Fund Employees

Water Treatment Manager

1.00

0.00

Total Water Fund Employees

60.25

58.75

0.00

Engineering Technician II

0.00

0.50

0.00

GIS Technician I

0.00

0.50

0.00

Regulatory and Environmental Compliance Manager

0.00

0.50

0.00

Utility Foreman

3.00

0.00

Utility Supervisor

2.00

0.00

Utility System Technician

11.00

0.00

Wastewater Collection Manager

1.00

0.00

Total Wastewater Fund Employees

17.00

15.50

0.00

Environmental Education Specialist

0.75

0.00

Municipal Inspector II

1.00

0.00

Stormwater Administrator

1.00

0.00

Stormwater and Environmental Compliance Administrator

0.00

1.00

0.00

205

2013 PAY PLAN SCHEDULES PUBLIC WORKS (Continued)

2011

2012

2013

2014

Utility Supervisor

1.00

0.00

Utility System Technician

1.00

2.00

Total Stormwater Fund Employees

4.75

0.00

Assistant Fleet Equipment Technician

1.00

0.00

Fleet Equipment Technician

10.00

0.00

Fleet Manager

1.00

0.00

Fleet Services Coordinator

1.00

0.00

Parts Specialist

1.00

0.00

Police Courier

0.75

0.00

Police Property and Equipment Specialist

1.00

0.00

Shop Supervisor

2.00

0.00

Total Vehicle Fund Employees

17.75

0.00

Total Public Works Employees

202.25

198.25

88.50

UTILITIES

2011

2012

2013

2014

Administrative Coordinator

0.00

1.00

Administrative Specialist

0.00

1.00

Assistant Building Official

0.00

1.00

Building Inspector

0.00

7.00

Building Permit Coordinator

0.00

1.00

Building Permit Technician

0.00

1.00

Chief Building Official

0.00

1.00

Total General Fund Employees

0.00

13.00

Administrative Specialist

0.00

1.00

Chief Plant Operator

0.00

5.00

Civil Engineer IV

0.00

1.00

Custodian

0.00

1.00

Director of Utilities

0.00

1.00

Electro Mechanical Technician

0.00

5.00

Engineering Technician II

0.00

1.00

Environmental Education Specialist

0.00

0.75

GIS Technician I

0.00

0.50

Plant Operator

0.00

5.00

Plant Supervisor - SCADA

0.00

1.00

Public Works Project Manager

0.00

1.00

Utility Foreman

0.00

8.00

Utility Service Representative

0.00

2.00

Utility Supervisor

0.00

5.00

Utility System Technician

0.00

14.00

Water Quality Administrator

0.00

1.00

Water Quality Analyst

0.00

2.00

Water Quality Manager

0.00

0.50

206

2013 PAY PLAN SCHEDULES UTILITIES (Continued)

2011

2012

2013

2014

Water Resources Administrator

0.00

1.00

Water Resources Analyst

0.00

0.50

Water System Manager

0.00

1.00

Water Treatment Manager

0.00

1.00

Total Water Fund Employees

0.00

59.25

Engineering Technician II

0.00

0.50

GIS Technician I

0.00

0.50

Utility Supervisor

0.00

2.00

Utility System Technician

0.00

11.00

Wastewater Collection Manager

0.00

1.00

Total Wastewater Fund Employees

0.00

15.00

Environmental Education Specialist

0.00

.25

Stormwater Analyst

0.00

1.00

Stormwater and Environmental Administrator

0.00

1.00

Utility System Technician

0.00

2.00

Water Quality Manager

0.00

0.50

Total Stormwater Fund Employees

0.00

4.75

Fleet Equipment Technician

0.00

10.00

Fleet Manager

0.00

1.00

Fleet Services Coordinator

0.00

1.00

Parts Specialist

0.00

2.00

Police Courier

0.00

0.75

Police Property and Equipment Specialist

0.00

1.00

Shop Supervisor

0.00

2.00

Total Vehicle Fund Employees

0.00

17.75

Total Utilities Department Employees

0.00

109.75

207

EXEC EXEC1 EXEC2 EXEC3 EXEC4 EXEC5 EXEC6 EXEC7 EXEC8 INFT INFT1 INFT2 INFT3 INFT4 INFT5 LTCU LTCU1 LTCU2 LTCU3 LTCU4 LTCU5 LTCU6 LTCU7 LTCU8 LTCU9 MGMT MGMT1 MGMT2 MGMT3 MGMT4 MGMT5 MGMT6 MGMT7 MGMT8 MGMT9 MGMT10 MGMT11

1 $72,163 $77,979 $84,265 $91,056 $98,395 $106,326 $114,896 $128,752 1 $60,861 $65,852 $71,252 $77,095 $83,416 1 $25,000 $26,805 $29,550 $32,576 $35,912 $39,589 $43,643 $48,112 $53,039 1 $39,442 $43,488 $47,951 $52,871 $58,295 $64,276 $70,871 $78,142 $86,160 $95,000 $104,746

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

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

3.75% 3.75% 3.75% 3.75% 3.75%

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

2 $74,869 $80,904 $87,424 $94,471 $102,085 $110,313 $119,205 $133,581 2 $63,144 $68,321 $73,924 $79,986 $86,545 2 $25,938 $27,811 $30,658 $33,798 $37,259 $41,074 $45,280 $49,917 $55,028 2 $40,921 $45,119 $49,749 $54,853 $60,481 $66,686 $73,528 $81,072 $89,390 $98,562 $108,674

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

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

3.50% 3.50% 3.50% 3.50% 3.50%

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

3 $77,490 $83,735 $90,484 $97,777 $105,658 $114,174 $123,377 $138,256 3 $65,354 $70,713 $76,511 $82,785 $89,574 3 $26,845 $28,784 $31,731 $34,981 $38,563 $42,511 $46,865 $51,664 $56,954 3 $42,353 $46,698 $51,490 $56,773 $62,598 $69,020 $76,102 $83,910 $92,519 $102,012 $112,478 3.25% 3.25% 3.25% 3.25% 3.25% 3.25% 3.25% 3.25% 3.25% 3.25% 3.25%

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

3.25% 3.25% 3.25% 3.25% 3.25%

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

4 $80,008 $86,457 $93,425 $100,955 $109,092 $117,885 $127,386 $142,749 4 $67,478 $73,011 $78,998 $85,476 $92,485 4 $27,718 $29,719 $32,763 $36,118 $39,816 $43,893 $48,388 $53,343 $58,805 4 $43,730 $48,216 $53,164 $58,618 $64,632 $71,264 $78,575 $86,637 $95,526 $105,327 $116,134 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%

5 $82,408 $89,050 $96,228 $103,984 $112,365 $121,421 $131,208 $147,032 5 $69,502 $75,201 $81,368 $88,040 $95,259 5 $28,550 $30,611 $33,746 $37,201 $41,011 $45,210 $49,839 $54,943 $60,569 5 $45,041 $49,663 $54,758 $60,377 $66,571 $73,402 $80,933 $89,236 $98,392 $108,487 $119,618 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%

6 $84,880 $91,722 $99,115 $107,103 $115,736 $125,064 $135,144 $151,443 6 $71,587 $77,457 $83,809 $90,681 $98,117 6 $29,406 $31,529 $34,758 $38,317 $42,241 $46,566 $51,335 $56,591 $62,386 6 $46,393 $51,153 $56,401 $62,188 $68,568 $75,604 $83,360 $91,913 $101,344 $111,742 $123,206 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%

7 $87,427 $94,474 $102,088 $110,316 $119,208 $128,816 $139,199 $155,986 7 $73,735 $79,781 $86,323 $93,402 $101,061 7 $30,288 $32,475 $35,801 $39,467 $43,508 $47,963 $52,875 $58,289 $64,258 7 $47,784 $52,687 $58,093 $64,054 $70,625 $77,872 $85,861 $94,671 $104,384 $115,094 $126,902 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%

8 $89,613 $96,835 $104,640 $113,074 $122,188 $132,036 $142,679 $159,886 8 $75,947 $82,174 $88,913 $96,204 $104,092 8 $31,197 $33,449 $36,875 $40,651 $44,813 $49,402 $54,461 $60,038 $66,186 8 $49,218 $54,268 $59,836 $65,975 $72,744 $80,208 $88,437 $97,511 $107,515 $118,547 $130,709 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% 2.50% 2.50%

2.50% 2.50% 2.50% 2.50% 2.50%

9 $77,846 $84,229 $91,136 $98,609 $106,695 9 $31,977 $34,286 $37,797 $41,667 $45,934 $50,637 $55,822 $61,539 $67,840 9 $50,448 $55,624 $61,332 $67,625 $74,563 $82,213 $90,648 $99,949 $110,203 $121,510 $133,977

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% 2.50% 2.50%

2.50% 2.50% 2.50% 2.50% 2.50%

10 $79,792 $86,335 $93,414 $101,074 $109,362 10 $32,776 $35,143 $38,741 $42,709 $47,082 $51,903 $57,218 $63,077 $69,536 10 $51,710 $57,015 $62,865 $69,315 $76,427 $84,268 $92,914 $102,447 $112,958 $124,548 $137,327

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

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

2.25% 2.25% 2.25% 2.25% 2.25%

11 $81,587 $88,277 $95,516 $103,348 $111,823 11 $33,514 $35,934 $39,613 $43,670 $48,141 $53,071 $58,505 $64,496 $71,101 11 $52,873 $58,298 $64,280 $70,875 $78,147 $86,164 $95,005 $104,752 $115,500 $127,350 $140,416

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

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

2.00% 2.00% 2.00% 2.00% 2.00%

12 $83,219 $90,043 $97,426 $105,415 $114,059 12 $34,184 $36,652 $40,405 $44,543 $49,104 $54,132 $59,675 $65,786 $72,523 12 $53,931 $59,464 $65,565 $72,292 $79,709 $87,888 $96,905 $106,847 $117,810 $129,897 $143,225

2013 PAY PLAN SCHEDULES

208

PD PD1 PD2 PD3 PD4 PR1 PR2 PROF1 PROF1 PROF2 PROF3 PROF4 PROF5 PROF6 PROF7 PROF8 PROF9 PROF10 PROF11 TBS TBS1 TBS2 TBS3 TBS4 TBS5 TBS6 TBS7 TBS8 TBS9

1 $54,064 $78,619 $98,107 $110,261 $48,320 $49,862 1 $33,146 $36,627 $40,473 $44,722 $49,418 $54,607 $60,341 $66,677 $73,678 $81,414 $89,962 1 $25,831 $28,453 $31,341 $34,522 $38,026 $41,886 $46,137 $50,820 $55,978

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

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

7.00% 3.50% 2.42% 2.50%

2 $34,389 $38,000 $41,990 $46,399 $51,271 $56,655 $62,604 $69,177 $76,441 $84,467 $93,336 2 $26,800 $29,520 $32,516 $35,817 $39,452 $43,457 $47,867 $52,726 $58,078

2 $57,848 $81,371 $100,481 $113,018

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

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

7.00% 3.35% 2.40% 2.10%

3 $35,593 $39,330 $43,460 $48,023 $53,066 $58,638 $64,795 $71,598 $79,116 $87,423 $96,603 3 $27,738 $30,553 $33,654 $37,070 $40,833 $44,978 $49,543 $54,571 $60,110

3 $61,898 $84,096 $102,893 $115,391

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

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

6.50% 3.25% 2.00% 2.04%

4 $36,750 $40,609 $44,873 $49,584 $54,791 $60,544 $66,901 $73,925 $81,687 $90,264 $99,742 4 $28,639 $31,546 $34,748 $38,275 $42,160 $46,439 $51,153 $56,345 $62,064

4 $65,921 $86,830 $104,951 $117,745

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%

6.14% 3.25% 2.00% 2.00%

5 $37,852 $41,827 $46,219 $51,072 $56,434 $62,360 $68,908 $76,143 $84,138 $92,972 $102,735 5 $29,499 $32,493 $35,791 $39,423 $43,425 $47,833 $52,687 $58,035 $63,926

5 $69,969 $89,652 $107,050 $120,100

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%

6.00% 3.24% 2.00% 2.00%

6 $38,988 $43,082 $47,605 $52,604 $58,127 $64,231 $70,975 $78,427 $86,662 $95,762 $105,817 6 $30,383 $33,467 $36,864 $40,606 $44,728 $49,268 $54,268 $59,776 $65,844

6 $74,167 $92,556 $109,191 $122,502

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%

7 $40,158 $44,374 $49,033 $54,182 $59,871 $66,158 $73,104 $80,780 $89,262 $98,634 $108,991 7 $31,295 $34,471 $37,970 $41,824 $46,069 $50,746 $55,896 $61,570 $67,819

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%

8 $41,362 $45,705 $50,504 $55,807 $61,667 $68,142 $75,297 $83,203 $91,940 $101,593 $112,261 8 $32,234 $35,506 $39,109 $43,079 $47,452 $52,268 $57,573 $63,417 $69,853

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% 2.50% 2.50%

9 $42,396 $46,848 $51,767 $57,203 $63,209 $69,846 $77,180 $85,284 $94,238 $104,133 $115,067 9 $33,040 $36,393 $40,087 $44,156 $48,638 $53,575 $59,012 $65,002 $71,600

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% 2.50% 2.50%

10 $43,456 $48,019 $53,061 $58,633 $64,789 $71,592 $79,109 $87,416 $96,594 $106,737 $117,944 10 $33,866 $37,303 $41,089 $45,260 $49,854 $54,914 $60,488 $66,627 $73,390

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

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

11 $44,434 $49,100 $54,255 $59,952 $66,247 $73,203 $80,889 $89,382 $98,768 $109,138 $120,598 11 $34,628 $38,142 $42,014 $46,278 $50,975 $56,150 $61,849 $68,126 $75,041

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

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

12 $45,323 $50,082 $55,340 $61,151 $67,572 $74,667 $82,507 $91,170 $100,743 $111,321 $123,010 12 $35,320 $38,905 $42,854 $47,204 $51,995 $57,273 $63,086 $69,489 $76,542

2013 PAY PLAN SCHEDULES

209

210

GLOSSARY OF TERMS The City of Arvada Annual Budget and Program of Services is structured to be easily understood and meaningful to both the general public and the organization. This glossary is provided to assist those unfamiliar with budgeting terms and a few terms specific to the Arvada financial planning process. Accrual Basis: A basis of accounting in which transactions are recognized at the time they are incurred, as opposed to when cash is received or spent. Advance Refunding: The payoff and re-issuance of bonds to obtain better interest rates and/or bond conditions. Appropriation: A formal action by the City Council which approves the spending limits for the fiscal year for each fund. Assessed Valuation: A valuation set upon real estate or other property by the County Assessor as a basis for levying taxes. Asset: Resources owned or held that have monetary value. Assigned Fund Balance: These are amounts that a government intends to use for a specific purpose. Intent can be expressed by the governing body or by an official or body to which the governing body delegates authority. Attrition: A method of achieving a reduction in personnel by not refilling the positions vacated through resignation, reassignment, transfer, retirement or means other than layoffs. AURA: Stands for Arvada Urban Renewal Authority. AURA acquires and assembles property in order to redevelop blighted property located in the urban renewal district. The district in Arvada includes 5 active areas that are located throughout the City. Authorized Positions: Employee positions, which are authorized in the adopted budget, to be filled during the year. Bond: A long-term I.O.U. or promise to pay. Often bonds are issued to finance the construction of long term capital projects. It is a promise to repay a specified amount of money (the face amount of the bond) on a particular date (maturity date). Bonds come in two types: general obligation bonds are backed by the full faith, credit and taxing authority of the government and revenue bonds are backed only by a specific revenue stream, such as water user fees or sales tax. Budget: A plan of financial activity for a specified period of time (two years) indicating all planned revenues and expenditures for the budget period. Budgetary Basis: This refers to the basis of accounting used to estimate financing sources and uses in the budget. This generally takes one of three forms: Generally Accepted Accounting Principles (GAAP), cash, or modified accrual. Budgetary Control: The control or management of a government in accordance with the approved budget for the purpose of keeping expenditures within the limitations of available appropriations and resources. Capital Equipment: Assets of value greater than $5,000 and having a useful life greater than 36 months. Capital equipment is also called fixed assets.

211

GLOSSARY OF TERMS Capital Improvements Plan (CIP): The appropriation and spending plan for improvements to city facilities including buildings, streets, water , stormwater and sewer projects, drainage improvements, parks and trails. Capital Outlay: Classification of expenditures related to the purchase of capital equipment. Capital Project: Major construction, acquisition or renovation activities which add value to a government’s physical assets of significantly increase their useful life. Cash basis: A basis of accounting in which transactions are recognized only when cash is increased or decreased. CDBG: Stands for Community Development Block Grant, which is money given to cities from the federal government to improve blighted conditions and to assist low and moderate income persons. Committed Fund Balance: These are amounts constrained to specific purposes by a government itself, using its highest level of decision making authority. To be reported as committed, amounts cannot be used for any other purpose unless the government takes the same highest-level action to remove or change the restraint. Consumer Price Index (CPI): A statistical description of price levels provided by the U.S. Department of Labor. The index is used to measure the increase in the cost of living (economic inflation). Contingency: A budgetary reserve set aside for emergency or unanticipated expenditures and/or revenue shortfalls. Debt Service: The principal and interest payments on outstanding bonds. Depreciation: Expiration in the service life of capital equipment attributable to wear and tear, deterioration, action of the physical elements, inadequacy or obsolescence. Emergency Reserve: A term used in TABOR. TABOR requires Arvada to maintain 3% of total fiscal year spending as an emergency reserve. Encumbrance: The formal accounting recognition of commitments to expend resources in the future. Enterprise Fund: A separate set of financial records used for operations which are financed and operated in a manner similar to a private business enterprise. City enterprise funds are set up in order to pay ongoing costs of a program using ongoing revenues and fees generated by the program such as Arvada’s utility service. Fiscal Year: The one-year period designated by the city for the beginning and ending of financial transactions. This is the period covered by the budget and the financial report. The city’s fiscal year begins January 1 and ends December 31. Full Time Equivalent Position (FTE): A position converted to the decimal equivalent of a full-time position based on 2,080 hours per year. For example, a part-time typist working for 20 hours per week would be equivalent to .5 of a full-time equivalent. Full Faith and Credit: A pledge of the government’s taxing power to repay debt obligations. Fund: A fiscal and accounting entity with a self-balancing set of accounts recording cash and other financial resources, related liabilities and residual balances.

212

GLOSSARY OF TERMS Fund Balance: The difference between total assets and total liabilities for a fund. GASB: The Governmental Accounting Standards Board, which is the source of generally accepted accounting principles for public-sector entities like the City of Arvada. General Obligation (G.O.) Bond: This type of bond is backed by the full faith, credit and taxing power of the city. General Fund: A general purpose fund supported by taxes, fees and other revenues which may be used for any lawful purpose. This fund accounts for all financial resources except those required to be accounted for in another fund. Goal: A statement of broad direction, purpose or intention based on the needs of the community. A goal is general and timeless; that is, it is not concerned with a specific achievement in a given time period. Infrastructure(s): Facilities on which the continuance and growth of a community depend such as a road, water lines, sewer lines, public buildings, and parks. Infrastructure assets are immovable and of value only to the government. Internal Service Fund: This fund accounts for the financing of goods or services provided by one department or agency to other departments or agencies of the governmental unit. An example is the insurance fund. Liability: An obligation to pay an amount in money, goods, or services to another party. Local Growth: A term defined by TABOR. Local growth is the net percentage change in actual value of all real property. Maintenance and Operation Costs: The day-to-day operation and maintenance costs of a municipality include such things as gas and electric utility bills, telephone expense, reproduction costs, postage and vehicle maintenance. Mill: Property tax rates that are based on the valuation of property are measured in units called mills. A tax rate of one mill produces one dollar of taxes on each $1,000 of assessed property valuation. Modified Accrual: A basis of accounting where revenues are recognized in the accounting period in which they become available and measurable, and expenditures are recognized in the accounting period when the liability is incurred, if measurable. Nonspendable Fund Balance: These are amounts that are not in a spendable form (such as inventory) or are required to be maintained intact (such as the corpus of an endowment fund). Operating Budget: A budget which contains the day-to-day costs of delivering city services. The operating budget is the spending plan for the entity. Operating Revenue: Funds that the government receives as income to pay for ongoing operations. It includes such items as taxes, fees from specific services, interest earnings and grant revenues. Operating revenues are used to pay for day-to-day services. Operating Expenditures: The cost for personnel, materials and equipment required for a department to function.

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GLOSSARY OF TERMS Performance Measure: Data collected to determine how effective or efficient a program is in achieving its objectives. Personnel Expenditures: Expenditures for salaries, wages and fringe benefits for employees. Reserve: A portion of the fund balance that is not available for appropriation or expenditure. Reserve Funds: Separate sets of accounts established to account for funds that are reserved for a specific purpose. Resolution: A formal statement of a decision or expression of opinion put before or adopted by the city council. Restricted Fund Balance: These are amounts constrained to specific purposes by their providers (such as grantors, bondholders, and higher levels of government), through constitutional provisions or enabling legislation. Revenue Bond: This is a type of bond that is backed only by a particular source of revenue , such as water sales, road tolls, and sales taxes. Supplemental Appropriation: An additional appropriation made by the governing body after the budget year has started. TABOR: TABOR (Taxpayer Bill of Rights, Article X, Section 20 of the Colorado Constitution) is an amendment to Coloradoâ€™s State Constitution passed by election in 1992 that imposes revenue limitations for governments. TABOR Caps: The limits placed each year on how much money cities can receive. The caps are calculated on a yearly basis and are dependent upon local growth plus inflation. Taxes: Compulsory charges levied by a government for the purpose of financing services performed for the common benefit of the people. This term does not include specific charges made against particular persons or property for current or permanent benefit, such as special assessments. Tax Levy: The total amount to be raised by general property taxes as measured by mills. A mill equals $1,000 of assessed valuation. Transfer: An expenditure from one fund to be benefit of a receiving fund. User Charges: The payment of a fee for direct receipt of a public service by the party benefiting from the service is a user charge. Working Capital: The difference between the current assets and current liabilities in a fund. In other words, working capital is the amount of money available to pay for current operations.

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City of Arvada 8101 Ralston Road, Arvada, CO 80002