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8101 Ralston Road, Arvada, CO 80002

2013-2014 PROPOSED REVISED Biennial Operating and Capital Budget


2013-2014 Proposed Revised Biennial Operating and Capital Budget


2013-2014 REVISED PROPOSED BIENNIAL OPERATING AND CAPITAL BUDGET TABLE OF CONTENTS %XGJHW0HVVDJH  5HYHQXHDQG([SHQGLWXUH2YHUYLHZ  3HUIRUPDQFH%XGJHWLQJ 2YHUYLHZRI 3HUIRUPDQFH%XGJHWLQJ)2&86 (FRQRPLF'HYHORSPHQW 8WLOLWLHV  'HSDUWPHQW$UHDV $UYDGD&HQWHUIRUWKH$UWVDQG+XPDQLWLHV  &LW\$WWRUQH\·V2IILFH &LW\0DQDJHU·V2IILFH &RPPXQLW\'HYHORSPHQW )LQDQFH *HQHUDO$GPLQLVWUDWLRQ +XPDQ5HVRXUFHV ,QIRUPDWLRQ7HFKQRORJ\ -XGLFLDO 3DUNV*ROI DQG+RVSLWDOLW\6HUYLFHV  3XEOLF6DIHW\ 3XEOLF:RUNV &DSLWDO,PSURYHPHQW3ODQ  $GGLWLRQDO,QIRUPDWLRQ 3D\3ODQ6FKHGXOHV %XGJHW$GRSWLRQ5HVROXWLRQ,Q)LQDO9HUVLRQ $SSURSULDWLRQ2UGLQDQFH,Q)LQDO9HUVLRQ 0LOO/HY\2UGLQDQFH,Q)LQDO9HUVLRQ 5HVROXWLRQ$GRSWLQJ3D\3ODQ,Q)LQDO9HUVLRQ &DSLWDO,PSURYHPHQW$GRSWLRQ5HVROXWLRQ,Q)LQDO9HUVLRQ

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2013-2014 PROPOSED REVISED 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 0DUN*'HYHQ :LOOLDP5D\ 0LFKHOH+RYHW 'DYLG&RRNH &KULVWRSKHU.'DO\ 0LFKDHO(OPV +D]HO+DUWEDUJHU 5RQ&]DUQHFNL 5REHUW0DQZDULQJ /LQGD+DOH\ 0DXUHHQ3KDLU *RUGRQ5HXVLQN 3KLOLS6QHHG -DPHV6XOOLYDQ 'RQ:LFN /LVD<DJL &KULV.RFK 9LFN\5HLHU

&LW\0DQDJHU 'HSXW\&LW\0DQDJHU 'HSXW\&LW\0DQDJHU 0XQLFLSDO-XGJH &LW\$WWRUQH\ 'LUHFWRURI &RPPXQLW\'HYHORSPHQW 'LUHFWRURI $UYDGD(FRQRPLF'HYHORSPHQW$VVRFLDWLRQ &KLHI ,QIRUPDWLRQ2IILFHU 'LUHFWRURI 3XEOLF:RUNV 'LUHFWRURI +XPDQ5HVRXUFHV ([HFXWLYH'LUHFWRURI $UYDGD8UEDQ5HQHZDO$XWKRULW\ 'LUHFWRURI 3DUNV*ROI DQG+RVSLWDOLW\6HUYLFHV ([HFXWLYH'LUHFWRURI $UYDGD&HQWHU 'LUHFWRURI 8WLOLWLHV &KLHI RI 3ROLFH ,QWHULP'LUHFWRURI )LQDQFH &LW\&OHUN $VVLVWDQWWRWKH&LW\0DQDJHU

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

Mayor o and City i Council u

City Attorney

Municipal Jud e Judge

City it Manager a

Deputy e City M Manager

Deputy p City M Manager

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2013-2014 PROPOSED REVISED BIENNIAL OPERATING AND CAPITAL BUDGET

‘Žȱ ˜ŸŽ›—–Ž—ȱ’—Š—ŒŽȱĜŒŽ›œȱœœ˜Œ’Š’˜—ȱ˜ȱ‘Žȱ—’ŽȱŠŽœȱŠ—ȱŠ—ŠŠȱǻ Ǽȱ™›ŽœŽ—ŽȱŠȱ’œ’—ž’œ‘Žȱ žŽȱ›ŽœŽ—Š’˜—ȱ Š›ȱ˜ȱ‘ŽȱCity of Arvadaȱ˜›ȱ’œȱ’Ž——’Š•ȱ‹žŽȱ‹Ž’——’—ȱJanuary 01, 2013ǯȱȱ —ȱ˜›Ž›ȱ˜ȱ ›ŽŒŽ’ŸŽȱ‘’œȱŠ Š›ǰȱŠȱ˜ŸŽ›—–Ž—Š•ȱž—’ȱ–žœȱ™ž‹•’œ‘ȱŠȱ‹žŽȱ˜Œž–Ž—ȱ‘Šȱ–ŽŽœȱ™›˜›Š–ȱŒ›’Ž›’ŠȱŠœȱŠȱ™˜•’Œ¢ȱ ˜Œž–Ž—ǰȱŠœȱŠ—ȱ˜™Ž›Š’˜—œȱž’ŽǰȱŠœȱŠȱꗊ—Œ’Š•ȱ™•Š—ǰȱŠ—ȱŠœȱŠȱŒ˜––ž—’ŒŠ’˜—œȱŽŸ’ŒŽǯ ‘’œȱŠ Š›ȱ’œȱŸŠ•’ȱ˜›ȱŠȱ™Ž›’˜ȱ˜ȱ ˜ȱ¢ŽŠ›œȱ˜—•¢ǯ

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August 5, 2013 Members of City Council City of Arvada 8101 Ralston Road Arvada, Colorado 80002 Members of City Council: ›Š—œ–’ĴŽȱ ’‘ȱ ‘’œȱ •ŽĴŽ›ȱ ’œȱ ‘Žȱ ’¢ȱ ˜ȱ ›ŸŠŠȱ ŘŖŗřȬŘŖŗŚȱ ›˜™˜œŽȱ ŽŸ’œŽȱ ™Ž›Š’—ȱ Š—ȱ Š™’Ȭ Š•ȱ žŽǯȱ ȱ œȱ ¢˜žȱ  ’••ȱ —˜Žǰȱ ‘Ž›Žȱ Š›Žȱ Šȱ Ž ȱ œ’—’ęŒŠ—ȱ Œ‘Š—Žœȱ ›ŽšžŽœŽȱ ’—ȱ ‘Žȱ ž™ŠŽȱ ŘŖŗŚȱ ‹žȬ Žǯȱ ȱ ‘Žȱ ™›˜‹Š‹’•’¢ȱ ˜ȱ Œ‘Š—Žœȱ  Šœȱ Ž¡™›ŽœœŽȱ ˜ȱ ’¢ȱ ˜ž—Œ’•ȱ ’—ȱ ‘Žȱ ŘŖŗřȬŘŖŗŚȱ ‹žŽȱ •ŽĴŽ›ȱ Šœȱ  Žȱ ›ŽŠ•Ȭ ’£Žȱ ‘Šȱ –Š—¢ȱ ŠŒ˜›œǰȱ ’—Œ•ž’—ȱ Š—ȱ ’–™›˜Ÿ’—ȱ ŽŒ˜—˜–¢ǰȱ ‘Žȱ ’–™•Ž–Ž—Š’˜—ȱ ˜ȱ Šȱ Ž›˜›–Š—ŒŽȬ‹ŠœŽȱ žŽȱ ǻ—˜ ȱ ŒŠ••Žȱ Ǽȱ Š—ȱ œŽ›Ÿ’ŒŽȱ Ž–Š—œȱ  ˜ž•ȱ •’”Ž•¢ȱ ‘ŠŸŽȱ Š—ȱ ’–™ŠŒǯȱ ȱ ‘’œȱ ‹žŽȱ ›Ž™›ŽȬ œŽ—œȱ ‘Žȱ ›Žę—Ž–Ž—ȱ ˜ȱ ˜ž›ȱ ꗊ—Œ’Š•ȱ œ›ŠŽ’Žœȱ Šœȱ ‘Žȱ ˜›Š—’£Š’˜—ȱ Œ˜—’—žŽœȱ ’œȱ ›Š—œ’’˜—ȱ ˜ȱ ‹ž’•Ȭ ’—ȱ Šȱ ŠŠȬ›’ŸŽ—ǰȱ ›Žœž•œȬ˜›’Ž—Žǰȱ Œžœ˜–Ž›Ȭ˜ŒžœŽȱ Š—ȱ ›Žœ™˜—œ’ŸŽȱ •˜ŒŠ•ȱ ˜ŸŽ›—–Ž—ȱ ˜›Š—’£Š’˜—ǯ ›Ž™Š›Š’˜—ȱ ˜ȱ ‘Žȱ ŘŖŗŚȱ ‹žŽȱ ž™ŠŽȱ Œ˜—’—žŽȱ ˜ž›ȱ Œ˜––’–Ž—ȱ ˜ȱ •˜—Ȭ›Š—Žȱ ꗊ—Œ’Š•ȱ ™•Š——’—ǯȱ ŽŸŽ•Ȭ ˜™’—ȱ •˜—Ȭ›Š—Žȱ ꗊ—Œ’Š•ȱ ™•Š—œȱ Ž—Œ˜–™ŠœœŽœȱ –Š—¢ȱ ’쎛Ž—ȱ Ž•Ž–Ž—œǰȱ ’—Œ•ž’—ȱ Ž—Ȭ¢ŽŠ›ȱ ™•Š——’—ȱ ˜›ȱ Š••ȱ –Š“˜›ȱ ž—œȱ ˜ȱ Ÿ’Ž ȱ Œ˜œœȱ  ’‘’—ȱ Šȱ •˜—Ž›ȱ ›Š–Ž ˜›”ǰȱ Šȱ Ž—Ȭ¢ŽŠ›ȱ Š™’Š•ȱ –™›˜ŸŽ–Ž—ȱ •Š—ȱ ‘Šȱ ’Ž—’Ȭ ꎜȱ ™›˜“ŽŒœǰȱ ž—’—ȱ œ˜ž›ŒŽœȱ Š—ȱ Š—¢ȱ Šœœ˜Œ’ŠŽȱ ˜™Ž›Š’—ȱ Œ˜œœȱ Š—ȱ ‘Žȱ Š••˜ŒŠ’˜—ȱ ˜ȱ Š••ȱ ›Žœ˜ž›ŒŽœȱ ’—ȱ Šȱ –Š——Ž›ȱ ‘Šȱ ›ŽĚŽŒœȱ ‘Žȱ ˜ž—Œ’•Ȃœȱ œ›ŠŽ’Œȱ ™›’˜›’’Žœǯȱ ȱ ‘ŽœŽȱ Ž•Ž–Ž—œȱ œ‘˜ž•ȱ Š•œ˜ȱ ‹Žȱ Œ˜—œ’œŽ—ȱ  ’‘ȱ ŽȬ ™Š›–Ž—Š•ȱ •˜—ȬŽ›–ȱ ™•Š——’—ȱ Žě˜›œǰȱ œžŒ‘ȱ Šœȱ ‘Žȱ ’¢Ȃœȱ ˜–™›Ž‘Ž—œ’ŸŽȱ •Š—ǯȱ ȱ Žȱ ’—’’ŠŽȱ ‘ŽœŽȱ Ž•ŽȬ –Ž—œȱ ’‘ȱ‘ŽȱŘŖŗřȬŘŖŗŚȱ‹’Ž——’Š•ȱ‹žŽDzȱ‘ŽȱŘŖŗŚȱ‹žŽȱž™ŠŽȱ›ŽĚŽŒœȱ˜ž›ȱ›Žę—Ž–Ž—ȱ˜ȱ‘ŽœŽȱŽ•Ž–Ž—œǯȱ ‘’œȱ ›Žę—Ž–Ž—ȱ  Šœȱ ™˜œ’’ŸŽ•¢ȱ ’—ĚžŽ—ŒŽȱ ‹¢ȱ ‘Žȱ ’¢ȱ ˜ž—Œ’•ȱ Š˜™’˜—ȱ ˜ȱ ‘Žȱ ŘŖŗřȬŘŖŗşȱ ›ŠŽ’Œȱ •Š—ȱ ˜—ȱ ž—Žȱ ŗŝǰȱ ŘŖŗřǯȱ ȱ ž›‘Ž›ȱ ›Žę—Ž–Ž—ȱ  ’••ȱ ˜ŒŒž›ȱ Šœȱ Š••ȱ Ž™Š›–Ž—œȱ Œ˜—’—žŽȱ ‘Ž’›ȱ ›Š—œ’’˜—ȱ ‘›˜ž‘ȱ Ȭ ȱ ‘Šȱ ’—Œ˜›™˜›ŠŽœȱ ‘Žȱ ˜ž—Œ’•Ȃœȱ ›ŠŽ’Œȱ •Š—ȱ Š—ȱ Žę—Žœȱ ŽŠŒ‘ȱ Ž™Š›–Ž—Ȃœȱ œ™ŽŒ’ęŒȱ œ›ŠŽ’Œȱ ™•Š—œǯ ›Š—œ–’ĴŽȱ ’‘’—ȱ‘’œȱ˜Œž–Ž—ȱŠ›ŽȱŽ—Ȭ¢ŽŠ›ȱ™•Š—œȱ˜›ȱŽŠŒ‘ȱ™Ž›Š’—ȱž—ǯȱ‘ŽœŽȱ™•Š—œȱ‘ŠŸŽȱ‹ŽŽ—ȱž™ŠŽȱ Š—ȱ›Žę—Žȱ‹ŠœŽȱ˜—ȱ‘ŽȱŠŒžŠ•ȱ›ŽŸŽ—žŽœȱŠ—ȱŽ¡™Ž—’ž›Žœȱ›˜–ȱŘŖŗŘȱŠ—ȱ‘Žȱ›Žœž•œȱ‘žœȱŠ›ȱ˜›ȱŘŖŗřǯȱȱ —ȱ‘Žȱ ŸŽ›Ÿ’Ž ǰȱ‘ŽȱŠœœž–™’˜—œȱŠ—ȱŽ¡™ŽŒŽȱ›ŽŸŽ—žŽœȱŠ—ȱŽ¡™Ž—’ž›ŽœȱŠ›Žȱ’Ž—’ꮍȱ˜›ȱŽŠŒ‘ȱž—ǯȱȱŽȱ‹Ž•’ŽŸŽȱ ˜ž›ȱŠœœž–™’˜—œȱ˜›ȱ‘ŽȱŘŖŗŚȱž™ŠŽȱŠ›ŽȱŠ™™›˜™›’ŠŽ•¢ȱŒ˜—œŽ›ŸŠ’ŸŽȱ ‘’•ŽȱŽ¡Ž›Œ’œ’—ȱŒŠž’˜—ȱŠœȱ ŽȱŽœ’–ŠŽȱ žž›Žȱ ›ŽŸŽ—žŽœǯȱ ȱ ˜—Ž‘Ž•Žœœǰȱ ‘Žȱ ’–™›˜Ÿ’—ȱ ŽŒ˜—˜–¢ȱ ˜›ȱ ˜•˜›Š˜ȱŠ—ȱ‘Žȱ Ž—ŸŽ›ȱ Ž›˜ȱ›ŽŠǰȱ Šœȱ  Ž••ȱ Šœȱ ŽŸŽ•˜™–Ž—ȱŠŒ’Ÿ’¢ȱ ’‘’—ȱ‘ŽȱŒ’¢ȱŠ—ȱŒ˜––ž—’¢ȱ˜ȱ›ŸŠŠǰȱŠ••˜ ȱ˜›ȱœ˜–ŽȱŒ˜—œ’Ž›Š’˜—ȱ˜ȱŽ—‘Š—ŒŽȱœŽ›Ȭ Ÿ’ŒŽœǯȱȱ•ŽŠœŽȱ—˜Žȱ‘Šȱ ŽȱŠ›Žȱ ˜›”’—ȱ ’‘ȱŸŠ›’˜žœȱ‘’›Ȭ™Š›¢ȱŽŒ˜—˜–’œœȱ˜ȱŒ˜—œŠ—•¢ȱ›ŽŸ’Ž ȱ˜ž›ȱŠ—Š•¢œ’œǯ Žȱ ‘ŠŸŽȱ ™›˜Ÿ’Žȱ Š—ȱ ž™ŠŽȱ Ž—Ȭ¢ŽŠ›ȱ Š™’Š•ȱ –™›˜ŸŽ–Ž—œȱ •Š—ȱ ǻ Ǽȱ  ’‘ȱ ˜™Ž›Š’—ȱ Œ˜œœȱ ˜ȱ Œ‘Š—Ȭ Žœȱ ’—Œ•žŽǯȱ ȱ œȱ  Žȱ ’ȱ •Šœȱ ¢ŽŠ›ǰȱ ˜ž›ȱ Š•’—–Ž—ȱ ˜ȱ ™›’˜›’’Žœȱ Ꝝȱ ’—˜ȱ ‘›ŽŽȱ ŒŠŽ˜›’Žœȱ Ȭȱ ȃŠ”’—ȱ Šœ’—ȱ Š›ŽȄȱ ˜ȱ  ‘Šȱ  Žȱ Œž››Ž—•¢ȱ ‘ŠŸŽǰȱ ȃž’•’—ȱ ž›ȱ ŠœŽȄȱ Š—ȱ ꗒœ‘’—ȱ ‘Žȱ ™›˜“ŽŒœȱ  Žȱ ‘ŠŸŽȱ œŠ›Žǰȱ Š—ȱ ȃ —Ȭ ŸŽœ’—ȱ ’—ȱ ‘Žȱ žž›ŽȄǰȱ  ‘’Œ‘ȱ Œ˜—’—žŽœȱ ‘Žȱ ’Š•˜žŽȱ ˜—ȱ ‘Žȱ •˜—ȬŽ›–ȱ œ›ŠŽ’Œȱ ’—ŸŽœ–Ž—œȱ ‘Žȱ ’¢ȱ —ŽŽœȱ Š—ȱ  Š—œȱ ˜ȱ ™›˜Ÿ’Žȱ ˜ȱ ˜ž›ȱ žž›Žȱ ›Žœ’Ž—œǯȱœȱ  Žȱ Œ˜—’—žŽȱ ˜ȱ ›Žę—Žȱ ‘Žȱ Ž—Ȭ¢ŽŠ›ȱ  ǰȱ ‘Ž›Žȱ  ’••ȱ ‹Žȱ Š’Ȭ ’˜—Š•ȱ ™›˜“ŽŒœȱ Š—ȱ Œ‘Š—Žœȱ ˜ȱ Œž››Ž—ȱ Š—ȱ žž›Žȱ ™›˜“ŽŒœȱ ‘Šȱ ›ŽĚŽŒȱ ‘Žȱ ˜ž—Œ’•ȬŠ˜™Žȱ ›ŠŽ’Œȱ •Š—ǯ


ŘŖŗřȬŘŖŗŚȱ›˜™˜œŽȱŽŸ’œŽȱ’Ž——’Š•ȱ™Ž›Š’—ȱŠ—ȱŠ™’Š•ȱžŽ Members of City Council August 5, 2013 ŠŽȱŘ œȱ ‘Žȱ ˜ž—Œ’•ȱ ’œȱ Š Š›Žǰȱ ’–™•Ž–Ž—Š’˜—ȱ ˜ȱ ›ŸŠŠȂœȱ Œ˜––’–Ž—ȱ ˜ȱ Ž›˜›–Š—ŒŽȬ‹ŠœŽȱ žȬ Ž’—ȱ Ȯȱ ȱ Ȯȱ ‘Šœȱ ‹Žž—ǯȱ ȱ ‘Žȱ ’¢ȱ ˜ž—Œ’•ȱ •Žȱ ‘Žȱ  Š¢ȱ  ’‘ȱ Šȱ Œ‘Š••Ž—’—ȱ Š—ȱ ™›˜žŒȬ ’ŸŽȱ œ›ŠŽ’Œȱ ™•Š——’—ȱ œŽœœ’˜—ȱ ™›’•ȱ ŗŘȬŗřǯȱ ‘Šȱ œŽœœ’˜—ȱ ’Ž—’ęŽœȱ ˜ž›ȱ –Š“˜›ȱ ™›’˜›’¢ȱ Š›ŽŠœDZ 1. 2. 3. Śǯȱ

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‘Žȱ ’¢ȱ ˜ž—Œ’•ȱ Š˜™Žȱ Šȱ œŠŽ–Ž—ȱ ˜›ȱ ŽŠŒ‘ȱ ˜ȱ ‘Žȱ ˜ž›ȱ ™›’˜›’¢ȱ Š›ŽŠœȱ Š—ȱ řŖȱ œ›ŠŽ’Œȱ ›Žœž•œȱ ‘Šȱ ŽȬ ꗎȱ –ŽŠœž›Žœȱ ˜ȱ œžŒŒŽœœȱ ˜›ȱ ŽŠŒ‘ȱ Š›ŽŠȱ ˜—ȱ ž—Žȱ ŗŝǰȱ ŘŖŗřǯȱ ȱ ˜—Œž››Ž—•¢ȱ Š—ȱ ˜••˜ ’—ȱ ‘’œȱ Š˜™’˜—ǰȱ Œ’¢ȱ Ž™Š›–Ž—œȱ Š›Žȱ ’—ȱ ‘Žȱ ™›˜ŒŽœœȱ ˜ȱ ŽŸŽ•˜™’—ȱ ‘Ž’›ȱ œ›ŠŽ’Œȱ ™•Š—œȱ Š—ȱ ™Ž›˜›–Š—ŒŽȱ –ŽŠœž›Žœȱ ‘Šȱ Š›Žȱ ’—Ȭ Ž—Žȱ ˜ȱ Š•’—ȱ  ’‘ȱ ‘Žȱ ’›ŽŒ’˜—ȱ ŽœŠ‹•’œ‘Žȱ ‹¢ȱ ‘Žȱ ’¢ȱ ˜ž—Œ’•ǯȱ ȱ Œ˜—˜–’Œȱ ŽŸŽ•˜™–Ž—ȱ Š—ȱ ’•’Ȭ ’Žœȱ ‘ŠŸŽȱ Œ˜–™•ŽŽȱ ‘Žȱ Ž—’›Žȱ ™›˜ŒŽœœǰȱ ‘Ž›Ž‹¢ȱ Š••˜ ’—ȱ ‘Žȱ ŘŖŗŚȱ ‹žŽȱ ž™ŠŽȱ ˜›ȱ ‘˜œŽȱ Ž™Š›–Ž—œȱ ˜ȱ ‹Žȱ ™›ŽœŽ—Žȱ  ’‘’—ȱ ‘Žȱ —Ž ȱ ˜›–Šǯȱ ȱ ••ȱ Ž™Š›–Ž—œȱ  ’••ȱ Œ˜–™•ŽŽȱ ‘Žȱ ™›˜ŒŽœœȱ ‹¢ȱ –’ȬŘŖŗŚǰȱ  ‘’Œ‘ȱ  ’••ȱ Š••˜ ȱ ‘Žȱ ŘŖŗśȬŘŖŗŜȱ ‹’Ž——’Š•ȱ ‹žŽȱ ˜ȱ ‹Žȱ ™›˜Ÿ’Žȱ Ž—’›Ž•¢ȱ ’—ȱ ‘Žȱ —Ž ȱ ˜›–Šǯȱ ȱ ‘Žȱ ™›˜›Žœœȱ ‘Šȱ ‘Šœȱ ‹ŽŽ—ȱ –ŠŽȱ ‘žœȱ Š›ȱ  ’‘ȱ ‘’œȱ ›Š—œ’’˜—ȱ ‘Šœȱ ‹ŽŽ—ȱ Ž¡ŒŽ••Ž—ȱ Š—ȱ ’ȱ ’œȱ žŽȱ Ž—’›Ž•¢ȱ ˜ȱ ‘Žȱ •ŽŠŽ›œ‘’™ȱ ˜ȱ ‘Žȱ ’¢ȱ ˜ž—Œ’•ȱ Š—ȱ ‘Žȱ Ž™Š›–Ž—ȱ ‘ŽŠœȱ  ‘˜ȱ ‘ŠŸŽȱ Ž¡‘’‹’Žȱ Ž¡›Š˜›’—Š›¢ȱ Œ˜––’–Ž—ȱ ˜ȱ ‘’œȱ ™›˜ŒŽœœǯ —ȱŠ’’˜—ȱ˜ȱ‘Žȱ›ŠŽ’Œȱ•Š—ǰȱ‘Ž›Žȱ‘ŠŸŽȱ‹ŽŽ—ȱ–Š—¢ȱ˜‘Ž›ȱœ›ŠŽ’Œȱ’—’’Š’ŸŽœȱ‘Šȱ‘ŠŸŽȱ‹ŽŽ—ȱ’–™•Ž–Ž—Žȱ ’—ȱŘŖŗřȱŠ—ȱ ‘’Œ‘ȱ ’••ȱŒŠ››¢ȱ˜ŸŽ›ȱ’—˜ȱŘŖŗŚǯȱȱ‘Žȱ˜–™›Ž‘Ž—œ’ŸŽȱ•Š—ȱž™ŠŽȱ‘ŠœȱœŠ›ŽȱŠ—ȱ’œȱŒ˜–™•Ž’˜—ȱ  ’••ȱ‘ŠŸŽȱŠ—ȱ˜‹Ÿ’˜žœȱŠ—ȱœ’—’ęŒŠ—ȱ’–™ŠŒȱ˜—ȱ‘ŽȱŒ˜––ž—’¢ǯȱȱ›‹Š—ȱ›Ž—Ž Š•ȱŽě˜›œȱ›ŽŒŽ’ŸŽȱŠȱ–Š“˜›ȱ‹˜˜œȱ  ‘Ž—ȱ‘Žȱ’¢ȱ˜ž—Œ’•ȱŠ™™›˜ŸŽȱ‘ŽȱŠ•–Š›ȱŠ™™•’ŒŠ’˜—ȱ ’‘’—ȱ›ŸŠŠȱ•Š£Šǯȱȱ‘’œȱŠŒ’˜—ȱ ’••ȱŽ—Ž›ŠŽȱŠ’Ȭ ’˜—Š•ȱŽě˜›œȱ ’‘’—ȱ‘Žȱ›’Š—•Žȱ‘Šȱ ’••ȱ’—ĚžŽ—ŒŽȱꗊ—Œ’Š•ȱŠ—ȱ˜›Š—’£Š’˜—Š•ȱ™›’˜›’’Žœǯȱȱ ˜ȱ—Ž ȱŒ˜––žȬ —’¢ȱ™˜•’ŒŽȱœŠ’˜—œȱŠ›Žȱ‹Ž’—ȱŒ˜—œ›žŒŽȱ ‘’Œ‘ȱ ’••ȱŽ—‘Š—ŒŽȱ‘Žȱ˜•’ŒŽȱŽ™Š›–Ž—ȂœȱŒ˜––’–Ž—ȱ˜ȱŽŒ˜›Ȭ ŠœŽȱ˜•’Œ’—ǯȱȱ‘Žȱ’¢ȱ˜ž—Œ’•ȂœȱŠ™™›˜ŸŠ•ȱ˜ȱ‘Žȱ ›˜œœȱŽœŽ›Ÿ˜’›ȱ’—Š—Œ’—ȱ›ŽŽ–Ž—ǰȱž—Ž›ȱŒ˜—œ’Ž›Š’˜—ȱ Šȱ‘Žȱ’–Žȱ˜ȱ‘’œȱ ›’’—ǰȱŒ˜ž•ȱŠœœž›Žȱ‘Šȱ‘Žȱ’¢ȱ ’••ȱ‘ŠŸŽȱŠȱœ˜ž›ŒŽȱ˜ȱ–ŽŽȱ’œȱžž›Žȱ ŠŽ›ȱ—ŽŽœǯȱȱŽ’˜—Š•ȱ Žě˜›œȱ Š›Žȱ Œ˜—’—ž’—ȱ ’—ȱ ˜›Ž›ȱ ˜ȱ ŽŸŽ•˜™ȱ Š—ȱ Œ˜—œ›žŒȱ ‘Žȱ ŽěŽ›œ˜—ȱ Š›” Š¢ȱ ‘›˜ž‘ȱ Šȱ ™Š›—Ž›œ‘’™ȱ ‘Šȱ Œ˜ž•ȱ’—Œ•žŽȱ‘Žȱ˜•˜›Š˜ȱŽ™Š›–Ž—ȱ˜ȱ›Š—œ™˜›Š’˜—ȱ’—ȱŠ’’˜—ȱ˜ȱ›ŸŠŠǰȱ›˜˜–ꎕǰȱ ŽěŽ›œ˜—ȱ˜ž—¢ȱ Š—ȱŠȱ™˜Ž—’Š•ȱ™›’ŸŠŽȱ™Š›—Ž›ǯȱȱ’—Š••¢ǰȱ›Š—œ’Ȭ›’Ž—ŽȱŽŸŽ•˜™–Ž—ȱ ’‘’—ȱ•Žȱ˜ —ȱ Šœȱœž™™˜›Žȱ‹¢ȱ ’¢ȱŠ™™›˜ŸŠ•ȱ˜ȱ‘ŽȱŠ›”ȱ•ŠŒŽȱŠȱ•Žȱ˜ —ȱ–ž•’ȬŠ–’•¢ȱ™›˜“ŽŒȱŠ—ȱ ’••ȱŒ˜—’—žŽȱ‘›˜ž‘ȱ‘ŽȱŒ˜••Š‹˜›ŠȬ ’ŸŽȱŽě˜›œȱ˜ȱ‘Žȱ’¢ǰȱȱŠ—ȱȱ’—ȱ‘ŽȱŽŸŽ•˜™–Ž—ȱ˜ȱ‘Žȱ—’—ŽȬŠŒ›Žȱœ’Žȱ‹Ž•˜ ȱ ›Š—Ÿ’Ž ȱŸŽ—žŽǯ ‘Ž›Žȱ Š›Žȱ  ˜ȱ ˜‘Ž›ȱ –Š“˜›ȱ ’œœžŽœȱ ‘Šȱ Œ˜ž•ȱ ‘ŠŸŽȱ œ’—’ęŒŠ—ȱ ’–™ŠŒœȱ ˜ȱ ‘Žȱ ŘŖŗŚȱ ‹žŽȱ ž™ŠŽȱ Š—ȱ ‘Žȱ Ž—Ȭ¢ŽŠ›ȱ’—Š—Œ’Š•ȱ•Š—ǯȱȱ—Žȱ˜ȱ‘ŽœŽȱ’œœžŽœȱ’œȱ‘Žȱ™˜Ž—’Š•ȱŒ‘Š—Žȱ’—ȱ˜ŸŽ›—Š—ŒŽȱœ›žŒž›Žȱ˜›ȱ‘Žȱ›ŸŠŠȱ Ž—Ž›ȱ ˜›ȱ ‘Žȱ›œȱ Š—ȱ ž–Š—’’Žœǯȱ ȱ ‘Žȱ ™›˜™˜œŽȱ Œ‘Š—Žȱ Žę—Žȱ ‹¢ȱ Šȱ Šœ”ȱ ˜›ŒŽȱ Š™™˜’—Žȱ ‹¢ȱ ‘Žȱ ’¢ȱ ˜ž—Œ’•ȱ ˜ž•ȱŽœŠ‹•’œ‘ȱŠȱ—˜—Ȭ™›˜ęȱ˜ž—Š’˜—ȱ‘Šȱ ˜ž•ȱ ˜›”ȱ ’‘ȱ‘Žȱ’¢ȱ˜ȱ˜™Ž›ŠŽȱ‘Žȱ›ŸŠŠȱŽ—Ȭ Ž›ȱ ™›˜›Š––’—ǯȱ ȱ ‘Žȱ Œ˜—ŒŽ™ȱ ‹Ž‘’—ȱ ‘’œȱ ™ž‹•’ŒȦ—˜—Ȭ™›˜ęȱ ™Š›—Ž›œ‘’™ȱ ’œȱ ˜ȱ Ž—‘Š—ŒŽȱ ‘Žȱ ›ŸŠŠȱ Ž—Ȭ Ž›Ȃœȱ Š‹’•’¢ȱ ˜ȱ ŠĴ›ŠŒȱ ™‘’•Š—‘›˜™’Œȱ œž™™˜›ȱ ˜›ȱ Šȱ ›Ž’˜—Š•ȱ Š›œȱ ŒŽ—Ž›ȱ ‘Šȱ ’œȱ ŽšžŠ•ȱ ˜ȱ ‘Žȱ ’—žœ›¢ȱ œŠ—Ȭ Š›ȱ ˜ȱ ŘŖƖȱ ˜ȱ řŖƖȱ ˜ȱ Š——žŠ•ȱ ›ŽŸŽ—žŽǯȱ ȱ ‘Žȱ›ŸŠŠȱ Ž—Ž›Ȃœȱ Œž››Ž—ȱ Ž—Ž›Š’˜—ȱ ˜ȱ Œ‘Š›’Š‹•Žȱ ˜—Š’˜—œȱ ’œȱ Š™™›˜¡’–ŠŽ•¢ȱ řƖȱ ˜ȱ śƖȱ ˜ȱ Š——žŠ•ȱ ›ŽŸŽ—žŽǰȱ  ‘’Œ‘ȱ ’œȱ ˜—Žȱ ›ŽŠœ˜—ȱ  ‘¢ȱ ‘Žȱ ’¢Ȃœȱ ꗊ—Œ’Š•ȱ Š—ȱ ’—Ȭ”’—ȱ œž™Ȭ ™˜›ȱ’œȱŠ™™›˜¡’–ŠŽ•¢ȱǞřǯŝȱ–’••’˜—ȱŠ——žŠ••¢ǯȱȱ ȱ‘Žȱ˜ŸŽ›—Š—ŒŽȱŒ‘Š—Žȱ’œȱœžŒŒŽœœž•ȱŠ—ȱŠȱŸ’Š‹•Žȱ—˜—Ȭ™›˜ęȱ ˜ž—Š’˜—ȱ ™Š›—Ž›ȱ ’œȱ ŽœŠ‹•’œ‘Žǰȱ ‘Žȱ ’¢Ȃœȱ ꗊ—Œ’Š•ȱ Š—ȱ ’—Ȭ”’—ȱ Œ˜––’–Ž—ȱ  ˜ž•ȱ ‹Žȱ œŠ‹’•’£Žȱ Šȱ Œž›Ȭ ›Ž—ȱ •ŽŸŽ•œǰȱ Š—ȱ Šœœž–™’˜—ȱ ‘Šȱ ‘Šœȱ ‹ŽŽ—ȱ ŠŒ˜›Žȱ ’—˜ȱ ‘Žȱ Ž—Ȭ¢ŽŠ›ȱ ’—Š—Œ’Š•ȱ •Š—ȱ ˜›ȱ ‘Žȱ Ž—Ž›Š•ȱ ž—ǯ ‘Žȱ œŽŒ˜—ȱ –Š“˜›ȱ ’œœžŽȱ ‘Šȱ œŠěȱ ’œȱ  ˜›”’—ȱ ˜—ȱ ’œȱ ‘ŽŠ•‘ŒŠ›Žǯȱ ȱ ‘’•Žȱ ‘Žȱ ꗊ—Œ’Š•ȱ ’–™ŠŒȱ ˜ȱ ’—œž›’—ȱ ™Š›Ȭ ’–ŽȱŽ–™•˜¢ŽŽœȱ‘Šœȱ‹ŽŽ—ȱŠŸŽ›Žȱ‹¢ȱ‘ŽȱŽŽ›Š•ȱ˜ŸŽ›—–Ž—ȂœȱŽŒ’œ’˜—ȱ˜ȱŽ•Š¢ȱ‘ŽȱŽ–™•˜¢Ž›ȱ™Ž—Š•¢ȱŒ˜—’Ȭ


ŘŖŗřȬŘŖŗŚȱ›˜™˜œŽȱŽŸ’œŽȱ’Ž——’Š•ȱ™Ž›Š’—ȱŠ—ȱŠ™’Š•ȱžŽ Members of City Council August 5, 2013 ŠŽȱř ’˜—œȱ˜ȱ‘Žȱ옛Š‹•ŽȱŠ›ŽȱŒǰȱ‘Žȱžž›Žȱ’–™ŠŒȱ˜ȱ‘ŽœŽȱŒ˜—’’˜—œȱŠ—ȱ‘ŽȱŒ˜—’—ž’—ȱŽœŒŠ•Š’˜—ȱ˜ȱ‘ŽŠ•‘ȱ ’—œž›Š—ŒŽȱ Œ˜œœȱ ›Ž–Š’—ȱ Šȱ ‘›ŽŠȱ ˜ȱ ž—Ž›–’—Žȱ ‘Žȱ ’¢Ȃœȱ ꗊ—ŒŽœǯȱ ȱ —ȱ ›Žœ™˜—œŽȱ ˜ȱ ‘’œȱ œ’žŠ’˜—ǰȱ ȱ ‘ŠŸŽȱ –ŠŽȱ  ˜ȱ ŽŒ’œ’˜—œȱ ‘Šȱ  Žȱ ‹Ž•’ŽŸŽȱ  ’••ȱ Ž—Ž›ŠŽȱ ŠŸ˜›Š‹•Žȱ ˜žŒ˜–Žœȱ ’—ȱ Ž›–œȱ ˜ȱ Œ˜—›˜••’—ȱ ‘ŽŠ•‘ŒŠ›Žȱ Œ˜œœȱ Š—ȱ ™›˜Ÿ’’—ȱ œž™Ž›’˜›ȱ ‘ŽŠ•‘ȱ ‹Ž—Žęœȱ ˜›ȱ ˜ž›ȱ Ž–™•˜¢ŽŽœȱ Š—ȱ ‘Ž’›ȱ Ž™Ž—Ž—œǯȱ ȱ ‘ŽœŽȱ ŽŒ’œ’˜—œȱ ’—Œ•žŽȱ –˜ŸȬ ’—ȱ˜ȱŠȱœŽ•Ȭž—Žȱ–Ž’ŒŠ•ȱ™•Š—ȱŠ—ȱœ˜•’Œ’’—ȱ™›˜™˜œŠ•œȱ˜›ȱŠ—ȱ˜—Ȭœ’Žȱ˜›ȱ—ŽŠ›Ȭœ’Žȱ–Ž’ŒŠ•ȱŒ•’—’Œȱ‘Šȱ ˜ž•ȱ œŽ›ŸŽȱ›ŸŠŠȱŽ–™•˜¢ŽŽœȱŠ—ȱ‘Ž’›ȱŽ™Ž—Ž—œǯȱȱ˜›Žȱ ˜›”ȱ—ŽŽœȱ˜ȱ‹Žȱ˜—Žȱ’—ȱŠœœ˜Œ’Š’˜—ȱ ’‘ȱ‘’œȱŽě˜›ȱŠ—ȱ ‘Žȱ ’¢ȱ ˜ž—Œ’•ȱ –Š¢ȱ Ž¡™ŽŒȱ ’—˜›–Š’˜—ȱ ‘Šȱ  ’••ȱ ‹Žȱ ›Š—œ–’ĴŽȱ ‘›˜ž‘ȱ ›Ž™˜›œȱ Š—ȱ Šȱ ˜ž—Œ’•ȱ  ˜›”œ‘˜™ǯ ȱ  Š—ȱ ˜ȱ ‘Š—”ȱ Š••ȱ Ž™Š›–Ž—ȱ ’›ŽŒ˜›œȱ Š—ȱ œŠěȱ ˜›ȱ ‘’œȱ ¢ŽŠ›Ȃœȱ ‹žŽȱ ’œŒžœœ’˜—œǯȱ ȱ ‘Ž’›ȱ Œ˜—Ȭ ’—ž’—ȱ œž™™˜›ȱ ˜›ȱ •˜—ȬŽ›–ȱ ꗊ—Œ’Š•ȱ ™•Š——’—ȱ Š—ȱ ’–™•Ž–Ž—Š’˜—ȱ ˜ȱ ȱ ’œȱ  Ž••ȱ Š™™›ŽŒ’ŠȬ Žǯȱ ȱ Šž—Œ‘’—ȱ –Š“˜›ȱ —Ž ȱ ’—’’Š’ŸŽœȱ ’œȱ —ŽŸŽ›ȱ ŽŠœ¢ȱ Š—ȱ ˜ž›ȱ œŠěȱ ‘Šœȱ ˜—Žȱ Š—ȱ Ž¡ŒŽ••Ž—ȱ “˜‹ȱ ˜ȱ ‹Š•Š—ŒȬ ’—ȱ ‘Žȱ Š¢Ȭ˜ȬŠ¢ȱ ™›’˜›’’Žœȱ  ’‘ȱ ‘Žȱ Ž¡›Šȱ Žě˜›ȱ ˜ȱ ‹Ž’—ȱ Šȱ —Ž ȱ  Š¢ȱ ˜ȱ ˜’—ȱ ‘Žȱ ™ž‹•’ŒȂœȱ ‹žœ’—Žœœǯȱ ‘Žȱ ‹žŽȱ ˜Œž–Ž—ȱ ›Š—œ–’ĴŽȱ  ’‘ȱ ‘’œȱ •ŽĴŽ›ȱ ’—Œ•žŽœȱ Šȱ Ž›˜›–Š—ŒŽȱ žŽ’—ȱ œŽŒ’˜—ǯȱ ȱ ‘’œȱ œŽŒ’˜—ȱ ’—Œ•žŽœȱ ‘Žȱ œŠŽ–Ž—ȱ ˜›ȱ ŽŠŒ‘ȱ ˜ȱ ‘Žȱ ˜ž›ȱ ȱ ™›’˜›’¢ȱ Š›ŽŠœȱ Š—ȱ ‘Žȱ řŖȱ œ›ŠŽ’Œȱ ›Žœž•œǯȱ ȱ ȱ Š•œ˜ȱ Œ˜—Ȭ Š’—œȱ Šȱ ›ŽŠŽ›Ȃœȱ ž’Žȱ ˜ȱ ™Ž›˜›–Š—ŒŽȬ‹ŠœŽȱ ‹žŽœȱ ‘Šȱ ŽœŒ›’‹Žœȱ ‘Žȱ —Ž ȱ ˜›–Šȱ ˜›ȱ ‘Žȱ ȱ ‹žŽœǯ ȱ Š—ȱ˜ȱ‘Š—”ȱ‘Žȱ’—Š—ŒŽȱœŠěȱ˜›ȱ‘Ž’›ȱ ˜›”ȱ˜—ȱ‘’œȱ’›ŽŒ’˜—ǯȱȱ›•Ž—ŽȱŠ›’—Ž£ȱ›ŽŒŽ’ŸŽœȱŠȱœ™ŽŒ’Š•ȱŠ™™›ŽŒ’ŠȬ ’ŸŽȱ—˜ŽȱŠœȱ‘’œȱ˜Œž–Ž—ȱžœŽœȱ‘Žȱœ˜ Š›ŽȱŠ—ȱŽœ’—ȱ™›˜žŒŽȱ•Šœȱ¢ŽŠ›ȱ‘Šȱ’œȱ–˜›Žȱ›’Ž—•¢ȱŠ—ȱ›ŽŠŠ‹•Žǯ ȱ•˜˜”ȱ˜› Š›ȱ˜ȱ’œŒžœœ’—ȱ‘ŽȱŘŖŗřȬŘŖŗŚȱ›˜™˜œŽȱŽŸ’œŽȱ’Ž——’Š•ȱ™Ž›Š’—ȱŠ—ȱŠ™’Š•ȱžŽȱ ’‘ȱ¢˜žǯ Žœ™ŽŒž••¢ȱœž‹–’ĴŽǰ

Š›”ȱ ǯȱŽŸŽ— City Manager


Budget and Financial Overview


2013-2014 Proposed Revised BIENNIAL OPERATING AND CAPITAL BUDGET All Funds Summary The following chart summarizes the revenues, expenditures and funds available for all budgeted City funds.

Funds

Beginning

2013

2013

2014

2014

2014

2015

Funds

Revised

Budgeted

Funds

Budgeted

Budgeted

Funds

Available

Revenues

Expenditures

Available

Revenues

Expenditures

Available

$ 22,965,115

$ 70,494,239

$ 73,114,079

$ 20,345,275

$ 71,544,058

$ 71,437,236

$ 20,452,097

Grants Fund

2,904,581

586,355

600,000

2,890,936

586,355

600,000

2,877,291

Lands Dedicated

2,143,078

135,000

200,000

2,078,078

139,050

-

2,217,128

232,174

10,846,595

10,844,821

233,948

11,062,883

11,057,374

239,457

General Fund Special Revenue Funds:

Arvada Center Community Development

6,920,031

817,237

1,016,475

6,720,793

847,237

1,463,498

6,104,532

Arvada Housing Authority

204,072

3,950,642

3,979,416

175,298

3,950,642

3,993,198

132,742

4,060,764

7,393,702

7,461,903

3,992,563

7,629,311

7,854,690

3,767,184

271,414

28,500

25,000

274,914

28,605

25,000

278,519

Police Tax Increment Fund .21

6,326,436

3,532,083

7,621,710

2,236,809

3,541,138

3,596,879

2,181,068

Police Tax Increment Fund .25

6,571,552

4,231,082

8,092,734

2,709,900

4,302,543

3,884,942

3,127,501

Economic Development

1,540,502

754,000

730,683

1,563,819

775,000

766,881

1,571,938

31,174,604

32,275,196

40,572,742

22,877,058

32,862,764

33,242,462

22,497,360

Parks Police Seizure

Total Special Revenue Funds: Debt Service Funds: COP Series 2005 Debt Service

124,924

1,398,731

1,408,731

114,924

1,398,731

1,408,731

104,924

Debt Service Fund

336,154

4,039,119

4,039,119

336,154

3,918,313

3,918,313

336,154

Total Debt Service Funds

461,078

5,437,850

5,447,850

451,078

5,317,044

5,327,044

441,078

Capital Projects Fund

41,573,971

4,590,966

18,766,500

27,398,437

4,358,690

6,164,182

25,592,945

Total Capital Projects Funds

41,573,971

4,590,966

18,766,500

27,398,437

4,358,690

6,164,182

25,592,945

Capital Projects Funds:

Enterprise Funds: Water Fund

64,119,000

24,116,745

60,949,280

27,286,465

25,811,077

25,959,814

27,137,728

Wastewater Fund

12,011,000

12,627,735

13,117,961

11,520,774

13,338,848

12,744,952

12,114,670

Golf Course Fund

633,000

4,336,230

4,556,813

412,417

4,785,785

4,695,809

502,393

Stormwater Fund

9,338,000

3,223,775

9,729,640

2,832,135

3,175,528

4,613,029

1,394,634

Food Service Fund

675,000

1,531,769

1,512,143

694,626

1,702,378

1,880,299

516,705

86,776,000

45,836,254

89,865,837

42,746,417

48,813,616

49,893,903

41,666,130

Insurance Fund

4,983,000

2,078,709

3,198,067

3,863,642

2,102,547

2,618,858

3,347,331

Computers

7,949,000

1,856,479

3,259,916

6,545,563

1,858,841

1,301,027

7,103,377

Print Shop

140,000

437,801

401,359

176,442

450,935

413,907

213,470

Vehicles

6,678,000

3,428,397

5,392,897

4,713,500

3,494,765

4,044,128

4,164,137

Buildings

1,704,000

538,584

282,759

1,959,825

565,886

378,077

2,147,634

Total Enterprise Funds Internal Service Funds:

Total Internal Service Funds: Total All Budgeted Funds

21,454,000

8,339,970

12,534,998

17,258,972

8,472,974

8,755,997

16,975,949

$204,404,768

$166,974,475

$ 240,302,006

$ 131,077,237

$171,369,146

$ 174,820,824

$ 127,625,559

5


2013-2014 Proposed Revised BIENNIAL OPERATING AND CAPITAL BUDGET Proposed Changes The 2014 proposed revised budget incorporates changes to many departments as improvements in the state and local economy have resulted in increased resources. It is important to note that the changes are made within the Â?Â&#x203A;Â&#x160;Â&#x2013;Â&#x17D; Â&#x2DC;Â&#x203A;Â&#x201D;ČąÂ&#x2DC;Â?ČąÂ?Â&#x2018;Â&#x17D;ČąÂ?Â&#x17D;Â&#x2014;ȏ¢Â&#x17D;Â&#x160;Â&#x203A;ČąÄ&#x2122;Â&#x2014;Â&#x160;Â&#x2014;Â&#x152;Â&#x2019;Â&#x160;Â&#x2022;ČąÂ&#x2122;Â&#x2022;Â&#x160;Â&#x2014;Â&#x153;ČąÂ&#x160;Â&#x2014;Â?ČąÂ&#x203A;Â&#x17D;Â&#x153;Â&#x17E;Â&#x2022;Â?ČąÂ&#x2019;Â&#x2014;ČąÂ&#x2039;Â&#x160;Â&#x2022;Â&#x160;Â&#x2014;Â&#x152;Â&#x17D;Â?ČąÂ?Â&#x17D;Â&#x2014;ȏ¢Â&#x17D;Â&#x160;Â&#x203A;ČąÂ&#x2122;Â&#x2022;Â&#x160;Â&#x2014;Â&#x153;ČąÂ?Â&#x2DC;Â&#x203A;ČąÂ&#x160;Â&#x2022;Â&#x2022;ČąÂ&#x2DC;Â&#x2122;Â&#x17D;Â&#x203A;Â&#x160;Â?Â&#x2019;Â&#x2014;Â?ČąÂ?Â&#x17E;Â&#x2014;Â?Â&#x153;ǯȹȹÂ&#x2018;Â&#x17D;ČąÂ?Â&#x17D;Â&#x2014;ČŹ ¢Â&#x17D;Â&#x160;Â&#x203A;ČąÄ&#x2122;Â&#x2014;Â&#x160;Â&#x2014;Â&#x152;Â&#x2019;Â&#x160;Â&#x2022;ČąÂ&#x2122;Â&#x2022;Â&#x160;Â&#x2014;Â&#x153;ČąÂ&#x160;Â&#x203A;Â&#x17D;ČąÂ&#x2019;Â&#x2014;Â&#x152;Â&#x2022;Â&#x17E;Â?Â&#x17D;Â?ČąÂ&#x160;Â?ČąÂ?Â&#x2018;Â&#x17D;ČąÂ&#x17D;Â&#x2014;Â?ČąÂ&#x2DC;Â?ČąÂ?Â&#x2018;Â&#x2019;Â&#x153;ČąÂ&#x153;Â&#x17D;Â&#x152;Â?Â&#x2019;Â&#x2DC;Â&#x2014;ÇŻČą CITY MANAGERâ&#x20AC;&#x2122;S OFFICE Č&#x160;Čą Performance Budget Manager (2-year position) Č&#x160;Čą City Manager dues and subscriptions - $12,000 Č&#x160;Čą City Manager overtime - $10,000 Č&#x160;Čą City Manager temporary wages - $12,913 Č&#x160;Čą City Manager electric vehicle charging system software - $1,000 Č&#x160;Čą KATV tablet maintenance - $2,000 Č&#x160;Čą Â&#x2DC;Â&#x;Â&#x17D;ČąÂ?Â&#x2018;Â&#x17D;ČąÂ&#x2013;Â&#x17D;Â&#x203A;Â?Â&#x17D;Â&#x2014;Â&#x152;¢ȹÂ&#x160;Â&#x2014;Â&#x160;Â?Â&#x17D;Â&#x2013;Â&#x17D;Â&#x2014;Â?ČąÂ&#x2DC;Â&#x2DC;Â&#x203A;Â?Â&#x2019;Â&#x2014;Â&#x160;Â?Â&#x2DC;Â&#x203A;ČąÂ?Â&#x2DC;ČąÂ?Â&#x2018;Â&#x17D;ČąÂ&#x2019;Â?¢ȹÂ&#x160;Â&#x2014;Â&#x160;Â?Â&#x17D;Â&#x203A;Č&#x201A;Â&#x153;ČąÄ&#x153;Â&#x152;Â&#x17D;ČąÂ&#x160;Â&#x2014;Â?ČąÂ&#x17E;Â&#x2122;Â?Â&#x203A;Â&#x160;Â?Â&#x17D;ČąÂ?Â&#x2DC;ČąÂ&#x160;Â&#x2014;Â&#x160;Â?Â&#x17D;Â&#x203A; COMMUNITY DEVELOPMENT Č&#x160;Čą Temporary wages for Planning Administrative Assistant - $26,913 Č&#x160;Čą Training and meeting for Planning Commission - $22,000 Č&#x160;Čą Code Enforcement training - $3,464 Č&#x160;Čą Code Enforcement fuel - $1,000 Č&#x160;Čą Code Enforcement maintenance on tablets - $4,340 Č&#x160;Čą Planning maintenance for Trackit licenses - $1,000 Č&#x160;Čą Add $22,500/year for 2014-2016 for contract labor for a Neighborhood Coordinator (Cityâ&#x20AC;&#x2122;s match, $22,500 to be paid by Healthy Places grant) FINANCE Č&#x160;Čą .5 Revenue Manager GENERAL ADMINISTRATION Č&#x160;Čą Â&#x17D;Â&#x160;Â&#x2022;Â?Â&#x2018;Â&#x152;Â&#x160;Â&#x203A;Â&#x17D;ČąÂ?Â&#x2DC;Â&#x203A;ČąÂ?Â&#x17D;Â&#x2013;Â&#x2122;Â&#x2DC;Â&#x203A;Â&#x160;Â&#x203A;¢ȹÂ&#x17D;Â&#x2013;Â&#x2122;Â&#x2022;Â&#x2DC;¢Â&#x17D;Â&#x17D;Â&#x153;ČąÂ&#x17E;Â&#x2014;Â?Â&#x17D;Â&#x203A;ČąÄ&#x203A;Â&#x2DC;Â&#x203A;Â?Â&#x160;Â&#x2039;Â&#x2022;Â&#x17D;ČąÂ&#x160;Â&#x203A;Â&#x17D;ČąÂ&#x152;Â?ȹȏȹÇ&#x17E;Ĺ&#x;Ĺ&#x2013;Ç°Ĺ&#x2013;Ĺ&#x2013;Ĺ&#x2013;ČąÂ&#x153;Â?Â&#x160;Â&#x203A;Â?Â&#x2019;Â&#x2014;Â?ČąÂ&#x2019;Â&#x2014;ČąĹ&#x2DC;Ĺ&#x2013;Ĺ&#x2014;Ĺ&#x203A; Č&#x160;Čą Â&#x17D;Ä&#x203A;Â&#x17D;Â&#x203A;Â&#x153;Â&#x2DC;Â&#x2014;ČąÂ&#x2DC;Â&#x17E;Â&#x2014;Â?¢ȹÂ&#x152;Â&#x2DC;Â&#x2014;Â&#x2DC;Â&#x2013;Â&#x2019;Â&#x152;ČąÂ&#x17D;Â&#x;Â&#x17D;Â&#x2022;Â&#x2DC;Â&#x2122;Â&#x2013;Â&#x17D;Â&#x2014;Â?ȹȏȹÇ&#x17E;Ĺ&#x2122;Ĺ&#x2013;Ç°Ĺ&#x2013;Ĺ&#x2013;Ĺ&#x2013;Ȍ¢Â&#x17D;Â&#x160;Â&#x203A;ČąĹ&#x2DC;Ĺ&#x2013;Ĺ&#x2014;Ĺ&#x2122;ČŹĹ&#x2DC;Ĺ&#x2013;Ĺ&#x2014;Ĺ? Č&#x160;Čą Increase recycling charges - $50,000 in 2014 Č&#x160;Čą Sales tax reimbursement for Panera - $41,200/year (2014-2018) JUDICIAL Č&#x160;Čą Administrative Court Clerk Č&#x160;Čą Courts training and mileage - $10,213 Č&#x160;Čą Courts supplies, dues and subscriptions - $1,031 Č&#x160;Čą Â&#x2DC;Â&#x17E;Â&#x203A;Â?Â&#x153;ČąÂ&#x152;Â&#x2DC;Â&#x17E;Â&#x203A;Â?ČąÂ&#x160;Â&#x2122;Â&#x2122;Â&#x2DC;Â&#x2019;Â&#x2014;Â?Â&#x17D;Â?ČąÂ&#x160;Ä´Â&#x2DC;Â&#x203A;Â&#x2014;Â&#x17D;¢Â&#x153;ČąÂ&#x160;Â&#x2014;Â?ČąÂ&#x152;Â&#x2DC;Â&#x17E;Â&#x203A;Â?ČąÂ&#x2019;Â&#x2014;Â?Â&#x17D;Â&#x203A;Â&#x2122;Â&#x203A;Â&#x17D;Â?Â&#x17D;Â&#x203A;Â&#x153;ȹȏȹÇ&#x17E;Ĺ&#x2014;Ç°Ĺ&#x2122;Ĺ&#x161;Ĺ&#x2DC;

6


2013-2014 Proposed Revised BIENNIAL OPERATING AND CAPITAL BUDGET CITY ATTORNEY’S OFFICE Ȋȱ œœ’œŠ—ȱ’¢ȱĴ˜›—Ž¢ȱǻŽŒ›ŽŠœŽȱ˜ȱǞŚśǰŖŖŖȱ’—ȱŽ–™˜›Š›¢ȱ ŠŽœǼ PARKS, GOLF AND HOSPITALITY Ȋȱ —Œ›ŽŠœŽȱ–Š’—Ž—Š—ŒŽȱ˜›ȱŽ¢Ž—ȱ˜Œ”ǰȱ˜›Žœȱ™›’—œǰȱŠ•œ˜—ȱŽ—›Š•ȱŠ—ȱ˜•ěȱŠ›”œǰȱ˜—ȱŠ”ŽȱŽœrooms and Community Stations – $85,160 Ȋȱ —œž›Š—ŒŽȱ‹Ž—Žęœȱ˜›ȱŽ–™•˜¢ŽŽœȱž—Ž›ȱȱœŠ›’—ȱ’—ȱŘŖŗśȱȬȱǞŞşǰřśř Ȋȱ Temporary wages for Administrative Coordinator- $25,663 Ȋȱ Parks Master plan - $110,000 (over two years) Ȋȱ ŠĴ›’Žȱ™Ž—ȱ™ŠŒŽȱȬȱǞŞŖǰŖŖŖȱǻ˜ŸŽ›ȱ ˜ȱ¢ŽŠ›œǼ Ȋȱ Repair for Stenger Sports Complex - $15,000 (one-time) Ȋȱ Phone system upgrade at Nature Center - $8,000 (one-time) Ȋȱ Three Golf Course Maintenance Workers Ȋȱ Rate increases of 3-5% in most categories PUBLIC SAFETY Ȋȱ ’¢Ȃœȱ™Š›’Œ’™Š’˜—ȱ ’‘ȱ‘Žȱ Žě˜ȱ›’–ŽȱŠ‹ȱȬȱǞŚŚǰŖŖŖȱ’—ȱŘŖŗŚȱŠ—ȱǞŜŜǰŖŖŖȱ’—ȱŘŖŗśȱŠ—ȱ‹Ž¢˜—ȱǻŝśƖȱ Ž—eral Fund, 25% Tax Increment 22 Fund) Ȋȱ One Custodian for the two Community Stations (split between Tax Increment Funds) Ȋȱ —Žȱ˜•’ŒŽȱĜŒŽ›ȱ’—ȱ‘ŽȱŘŗȱž—ȱ’—ȱŘŖŗśȱŠ—ȱ˜—Žȱ˜•’ŒŽȱĜŒŽ›ȱ’—ȱ‘ŽȱŘŘȱž—ȱ’—ȱŘŖŗś Ȋȱ ˜ŸŽȱ‘Žȱ–Ž›Ž—Œ¢ȱŠ—ŠŽ–Ž—ȱ˜˜›’—Š˜›ȱ˜ȱ‘Žȱ’¢ȱŠ—ŠŽ›ȂœȱĜŒŽȱŠ—ȱž™›ŠŽȱ˜ȱŠ—ŠŽ› PUBLIC WORKS Ȋȱ ’Œ¢Œ•ŽȱŠ—ȱŽŽœ›’Š—ȱ˜˜›’—Š˜›ȱǻƙȱ˜ȱ‹Žȱ™Š’ȱ ’‘ȱ‘Žȱ ŽŠ•‘¢ȱ•ŠŒŽœȱ›Š—ȱŘŖŗŚȬŘŖŗŝȱŠ—ȱ›ŠĜŒȱŽ–porary wages decreased by $15,000) UTILITIES Ȋȱ Add .5 Utility Billing and Rates Manager Ȋȱ Creation of a work order tracking system Ȋȱ ’’˜—Š•ȱǞŞřǰřřřȱ˜›ȱŽ—ŸŽ›ȱŠŽ›ȱ˜ěŠȱ›˜“ŽŒ Ȋȱ ’’˜—Š•ȱǞŝśŖǰŖŖŖȱ˜›ȱŠŽ›ȱ›ŽŠ–Ž—ȱ•Š—ȱ –™›˜ŸŽ–Ž—œȱ Ȋȱ ’’˜—Š•ȱǞŚŘǰśŖŖȱ˜›ȱŽ¢Ž—ȱ˜›ŠŽȱ›˜“ŽŒ Ȋȱ $1,000,000 for Northwest Water System Improvements Ȋȱ 3.3% increase in water rates Ȋȱ 4.1% increase in wastewater rates Ȋȱ No increase in stormwater rates

7


2013-2014 Proposed Revised BIENNIAL OPERATING AND CAPITAL BUDGET Proposed Changes The following items were also requested during the budget process. These requests were determined to be onetime items and are not included in this proposed budget. However, they will be evaluated at the end of the year and should there be additional revenues at the end of the year, these items will be included in the 2014 budget by carry-forward ordinance.

t t t t t t t t t t

4FDVSJUZVQHSBEFT  "EEJUJPOBMFYQFOEJUVSFTJO#VJMEJOH4BGFUZUPJNQSPWFUIFQMBOSFWJFXQSPDFTT  1BJOUUIFXBUFSUPXFS  $POTVMUJOHTFSWJDFTGPSUIFEPDVNFOUNBOBHFNFOUTZTUFN  $JUZMPHPSFEFTJHOQSPKFDU  8FCEFTJHOTFSWJDFTGPSOFX$JUZXFCTJUF  48"5BOE.SJÄ&#x2DC;FT  )VNBO3FTPVSDFTBENJOJTUSBUJWFTVQQPSU  '4-"BVEJU  $PEF&OGPSDFNFOUDPVOUFS 

8


2013-2014 Proposed Revised BIENNIAL OPERATING AND CAPITAL BUDGET 2014 Operating Revenue by Source Intergovernmental Reveues 13.28%

Licenses & Permits 4.61%

Transfers 8.43%

Fines & Forfeits 1.03% Miscellaneous 2.42%

Charges for Services 31.15%

Other Financing Sources 0.04%

Taxes 39.04%

2014 Operating Revenue by Source 5BYFT    $IBSHFTGPS4FSWJDFT    *OUFSHPWFSONFOUBM3FWFOVFT    5SBOTGFST    -JDFOTFT1FSNJUT    'JOFT'PSGFJUT    .JTDFMMBOFPVT    0UIFS'JOBODJOH4PVSDFT   Total Revenue $171,369,146

2014 Expenditures by Category Miscellaneous 0.66%

Transfers 11.48%

Debt Service 4.49%

Personnel Costs 38.79%

Supplies 6.98%

Professional Services 11.40%

Services & Charges 15.45%

Capital 10.74%

9

2014 Expenditures by Source 1FSTPOOFM$PTUT    $BQJUBM    4FSWJDFT$IBSHFT    1SPGFTTJPOBM4FSWJDFT  4VQQMJFT    %FCU4FSWJDF    .JTDFMMBOFPVT    5SBOTGFST    Total Expenditures $174,820,824


2013-2014 Proposed Revised BIENNIAL OPERATING AND CAPITAL BUDGET Revenues Taxes and Charges for Services comprise about 59% of the total revenues the City generates to pay for all services. ‘ŽœŽȱ ˜ȱ¢™Žœȱ˜ȱ›ŽŸŽ—žŽœȱŠ›ŽȱŽ¡™ŽŒŽȱ˜ȱŽ—Ž›ŠŽȱ˜ŸŽ›ȱǞŗŖŘȱ–’••’˜—ȱ˜ȱ‘ŽȱǞŗŝŗȱ–’••’˜—ȱ˜›ȱŘŖŗŚǯ

Taxes Š¡Žœȱ™›˜Ÿ’Žȱ˜ŸŽ›ȱřşƖȱ˜ȱ‘Žȱ˜Š•ȱ‹žŽȱ›ŽŸŽ—žŽǯȱȱ‘Žȱ–Š“˜›ȱœ˜ž›ŒŽœȱ˜ȱŠ¡ŽœȱŠ›ŽȱŠœȱ˜••˜ œȱŠ—ȱŠ›ŽȱŽ—Ž›ŠŽȱ ’—ȱ‘Žȱ Ž—Ž›Š•ǰȱŽ‹ȱŽ›Ÿ’ŒŽȱŠ—ȱ˜•’ŒŽȱŠ¡ȱ —Œ›Ž–Ž—ȱž—œǯ

Actual 2011 4BMFTBOE6TF5BY 1SPQFSUZ5BY "VUP6TF5BY #VJMEJOH6TF5BY 'SBODIJTF 0UIFS Total Taxes $IBOHF $IBOHF

Actual 2012

                  $60,116,909  

Budget 2013

                  $63,273,190    

                  $65,052,396    

Proposed Revised Budget 2014                   $66,897,551    

Sales Taxes ^ĂůĞƐdĂdžŽůůĞĐƚŝŽŶƐ

ΨϱϬ͕ϬϬϬ͕ϬϬϬ Ψϰϱ͕ϬϬϬ͕ϬϬϬ ΨϰϬ͕ϬϬϬ͕ϬϬϬ Ψϯϱ͕ϬϬϬ͕ϬϬϬ ΨϯϬ͕ϬϬϬ͕ϬϬϬ ΨϮϱ͕ϬϬϬ͕ϬϬϬ ΨϮϬ͕ϬϬϬ͕ϬϬϬ Ψϭϱ͕ϬϬϬ͕ϬϬϬ ΨϭϬ͕ϬϬϬ͕ϬϬϬ Ψϱ͕ϬϬϬ͕ϬϬϬ ΨͲ ϮϬϭϬ

ϮϬϭϭ

ϮϬϭϮ

'ĞŶĞƌĂů&ƵŶĚ

ϮϬϭϯƵĚŐĞƚ

dĂdž/ŶĐƌĞŵĞŶƚ

10

ϮϬϭϰWƌŽƉŽƐĞĚ ZĞǀŝƐĞĚƵĚŐĞƚ


2013-2014 Proposed Revised BIENNIAL OPERATING AND CAPITAL BUDGET Property Tax The City has had the same property tax rate for nearly 20 years – 4.31 mills or 4.31 cents for every $100 of assessed ŸŠ•žŽǯȱȱ•œ˜ȱ’—ȱ˜•˜›Š˜ǰȱŠœœŽœœŽȱŸŠ•žŽȱ’œȱŝǯşŜƖȱ˜ȱŠ™™›Š’œŽȱŸŠ•žŽǯȱȱ‘Žȱ˜Š•ȱŠœœŽœœŽȱŸŠ•žŽȱ˜ȱ™›˜™Ž›¢ȱ ’‘’—ȱ the City lags by a year. žŽȱ˜ȱ‘Žȱ—Ž ȱŒ˜—œ›žŒ’˜—ǰȱ Žȱ˜ȱŽ¡™ŽŒȱ˜ȱ›ŽŒŽ’ŸŽȱŠ™™›˜¡’–ŠŽ•¢ȱǞŚǰŜŖŖǰŖŖŖȱ’—ȱ›ŽŸŽ—žŽȱ˜›ȱŘŖŗřȱŠ—ȱǞŚǰŝśŖǰŖŖŖȱ in 2014.

Assessed Valuation to Property Tax Collections $4,700,000

$1,130,000,000 $1,120,000,000

$4,600,000

$1,110,000,000 $4,500,000

$1,100,000,000 $1,090,000,000

$4,400,000

Property Tax Revenue

$4,800,000

$1,080,000,000 $4,300,000

$1,070,000,000 $1,060,000,000

2010

2011

2012

2013 Budget

2014 Proposed Revised Budget

Use Taxes We have three types of use taxes: General, Auto and Building Use. The General Use Tax is reported in the sales tax table. ž˜ȱœŽȱŠ—ȱž’•’—ȱœŽȱŠ¡ȱ›ŽŸŽ—žŽȱ’—Œ›ŽŠœŽȱœ’—’ęŒŠ—•¢ȱ’—ȱŘŖŗŘȱŠ—ȱ ŽȱŽ¡™ŽŒȱ˜ȱœŽŽȱŒ˜—’—žŽȱ›˜ ‘ȱ’—ȱ ŘŖŗřȱžŽȱ˜ȱ•˜ŒŠ•ȱŒ˜—œ›žŒ’˜—ǯȱȱœ’–ŠŽœȱ’—ȱŘŖŗŚȱ›ŽĚŽŒȱœ˜–Žȱ›˜ ‘ȱ’—ȱž˜ȱœŽDzȱ‘˜ ŽŸŽ›ǰȱž’•’—ȱœŽȱ ’••ȱ Š™Ž›ȱ˜ěǯ

AutoandBuildingUseTax $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $0 2010

2011

2012 AutoUse

11

BuildingUse

2013Budget

2014Proposed RevisedBudget


2013-2014 Proposed Revised BIENNIAL OPERATING AND CAPITAL BUDGET Charges for Services Water, Wastewater and Stormwater revenues account for most of the revenue in this category. The following highlights these three charges for services revenue.

hƚŝůŝƚLJZĂƚĞZĞǀĞŶƵĞ Ψϯϱ͕ϬϬϬ͕ϬϬϬ ΨϯϬ͕ϬϬϬ͕ϬϬϬ ΨϮϱ͕ϬϬϬ͕ϬϬϬ ΨϮϬ͕ϬϬϬ͕ϬϬϬ Ψϭϱ͕ϬϬϬ͕ϬϬϬ ΨϭϬ͕ϬϬϬ͕ϬϬϬ Ψϱ͕ϬϬϬ͕ϬϬϬ ΨͲ ϮϬϭϬ

ϮϬϭϭ tĂƚĞƌ

ϮϬϭϮ tĂƐƚĞǁĂƚĞƌ

ϮϬϭϯƵĚŐĞƚ

ϮϬϭϰWƌŽƉŽƐĞĚ ZĞǀŝƐĞĚƵĚŐĞƚ

^ƚŽƌŵǁĂƚĞƌ

Intergovernmental There are two sources of intergovernmental revenue. The Highway Users’ Trust Fund (HUTF) is from the sales tax on vehicle gas purchases. The State allocates the resources in a methodology based on number of vehicles Š—ȱ™˜™ž•Š’˜—ǯȱȱ‘ŽȱŒ‘Š••Ž—Žȱ ’‘ȱ‘’œȱœ˜ž›ŒŽȱ˜ȱ›ŽŸŽ—žŽȱ’œȱ‘Šȱ‘ŽȱŠŒžŠ•ȱŠ¡ȱ’œȱŠȱę¡ŽȱŠ–˜ž—ȱ˜—ȱ˜Š•ȱŠ••˜—œȱ œ˜•ǯȱȱœȱŸŽ‘’Œ•Žœȱ‹ŽŒ˜–Žȱ–˜›ŽȱŽĜŒ’Ž—ȱŠ—ȱžŽȱ˜ȱ‘ŽȱŽŒ˜—˜–’ŒȱŒ˜—’’˜—œǰȱ‘Žȱ™˜™ž•Š’˜—ȱ›’ŸŽœȱ•ŽœœǰȱŠ—ȱ‘Žȱ total resources decrease. ‘ŽȱœŽŒ˜—ȱ–Š“˜›ȱœ˜ž›ŒŽȱŒ˜–Žœȱ›˜–ȱ‘Žȱ ŽěŽ›œ˜—ȱ˜ž—¢ȱ–’••ȱ•ŽŸ¢ȱ˜›ȱ›˜ŠȱŠ—ȱ‹›’ŽȱŒ˜œœǯȱȱ‘Ž¢ȱ‘ŠŸŽȱ‘Žȱ authority to change this each year, and have been decreasing the mill levy for this purpose. This revenue type has remained stable. The challenge is that we have used these monies for street maintenance Š—ȱ‘ŽœŽȱŒ˜œœȱŠ›ŽȱœŽŽ’—ȱ’—ĚŠ’˜—ȱ‹Ž ŽŽ—ȱŞƖȱ˜ȱŗŗƖȱ˜ŸŽ›ȱ‘Žȱ™Šœȱ‘›ŽŽȱ¢ŽŠ›œǰȱ ‘’•Žȱ‘Žȱ›ŽŸŽ—žŽȱ‘Šœȱ›˜ —ȱŠȱŠȱ much lower rate. This requires the City to dedicate more general revenues to these street maintenance expenses.

Intergovernmental Revenue $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 $0 2010

2011

HUTF

2012

2013 Budget

2014 Proposed Revised Budget

County Road and Bridge

Revenue Summary Overall, revenues are expected to increase by 2.63% across all funds. Sales and use taxes are going to increase at Š™™›˜¡’–ŠŽ•¢ȱ’—ĚŠ’˜—Š›¢ȱ•ŽŸŽ•œǯȱȱ’•’¢ȱ›ŠŽœȱ ’••ȱ’—Œ›ŽŠœŽȱžŽȱ˜ȱ‘ŽȱŒ˜œœȱ˜ȱœ’—’ęŒŠ—ȱŒ˜—œ›žŒ’˜—ȱ™›˜“ŽŒœȱ Š—ȱ‘Žȱ›Ž’˜—Š•ȱŒ˜œœȱ˜ȱ ŠŽ›ȱ›ŽŠ–Ž—ǯȱȱ‘ŽœŽȱŠ›ŽȱŽ¡™ŽŒŽȱ˜ȱ›˜ ȱ‹¢ȱ–˜›Žȱ‘Š—ȱ’—ĚŠ’˜—ǯ

12


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

2013                         $240,302,006

4BMBSJFTBOE#FOFÄ&#x2022;UT $BQJUBM.BJOUFOBODF3FQMBDFNFOU 4FSWJDFT$IBSHFT 1SPGFTTJPOBM4FSWJDFT 4VQQMJFT&YQFOTFT %FCU4FSWJDF .JTDFMMBOFPVT 5SBOTGFST

2014                         $174,820,824

A review of the larger costs is provided.

Salaries Actual 2011 4BMBSJFTBOE8BHFT 5FNQPSBSZ8BHFT #FOFÄ&#x2022;UT 0WFSUJNFBOE0UIFS Total Personnel Costs $IBOHF $IBOHF

Actual 2012

            $59,128,607  

            $62,215,388    

Budget 2013            $64,659,229    

Proposed Revised Budget 2014            $67,809,186    

Again, the assumptions through 2014 are that salaries will increase by steps and grade. In addition, we have asÂ&#x153;Â&#x17E;Â&#x2013;Â&#x17D;Â?ČąÂ&#x160;ČąĹ&#x2DC;Ć&#x2013;ČąÂ&#x160;Â&#x2022;Â&#x160;Â&#x203A;¢ȹÂ&#x160;Â?Â&#x17D;ČąÂ?Â&#x201C;Â&#x17E;Â&#x153;Â?Â&#x2013;Â&#x17D;Â&#x2014;Â?ČąÂ?Â&#x2DC;Â&#x203A;ČąÂ?Â&#x2018;Â&#x2DC;Â&#x153;Â&#x17D;ČąÂ&#x201C;Â&#x2DC;Â&#x2039;Â&#x153;ČąÂ?Â&#x2018;Â&#x160;Â?ČąÂ&#x2013;Â&#x160;¢ȹÂ?Â&#x203A;Â&#x2DC; ȹÂ?Â&#x17E;Â&#x17D;ČąÂ?Â&#x2DC;ČąÂ?Â&#x2018;Â&#x17D;ČąÂ&#x2013;Â&#x160;Â&#x203A;Â&#x201D;Â&#x17D;Â?ČąÂ&#x152;Â&#x2DC;Â&#x2014;Â?Â&#x2019;Â?Â&#x2019;Â&#x2DC;Â&#x2014;Â&#x153;ǯȹȹ Â&#x160;Â&#x203A;Â&#x201D;Â&#x153;ČąÂ&#x160;Â&#x2014;Â?ČąÂ?Â&#x2018;Â&#x17D;ČąÂ&#x203A;Â&#x;Â&#x160;Â?Â&#x160;ČąÂ&#x17D;Â&#x2014;Â?Â&#x17D;Â&#x203A;ČąÂ&#x160;Â&#x152;Â&#x152;Â&#x2DC;Â&#x17E;Â&#x2014;Â?ČąÂ?Â&#x2DC;Â&#x203A;ČąÂ?Â&#x2018;Â&#x17D;ČąÂ&#x2013;Â&#x160;Â&#x201C;Â&#x2DC;Â&#x203A;Â&#x2019;Â?¢ȹÂ&#x2DC;Â?ČąÂ?Â&#x2018;Â&#x17D;ČąÂ?Â&#x17D;Â&#x2013;Â&#x2122;Â&#x2DC;Â&#x203A;Â&#x160;Â&#x203A;¢ȹ Â&#x160;Â?Â&#x17D;Â&#x153;ÇŻ Â&#x17D;Â&#x2014;Â&#x17D;Ä&#x2122;Â?Â&#x153;ČąÂ&#x160;Â&#x203A;Â&#x17D;ČąÂ&#x2122;Â&#x203A;Â&#x2019;Â&#x2013;Â&#x160;Â&#x203A;Â&#x2019;Â&#x2022;¢ȹÂ&#x152;Â&#x2DC;Â&#x2013;Â&#x2122;Â&#x203A;Â&#x2019;Â&#x153;Â&#x17D;Â?ČąÂ&#x2DC;Â?ČąÂ&#x2018;Â&#x17D;Â&#x160;Â&#x2022;Â?Â&#x2018;Ç°ČąÂ?Â&#x17D;Â&#x2014;Â?Â&#x160;Â&#x2022;ČąÂ&#x160;Â&#x2014;Â?ČąÂ&#x203A;Â&#x17D;Â?Â&#x2019;Â&#x203A;Â&#x17D;Â&#x2013;Â&#x17D;Â&#x2014;Â?ČąÂ&#x152;Â&#x2DC;Â&#x153;Â?Â&#x153;ǯȹȹÂ&#x2DC;Â?Â&#x160;Â&#x2022;ČąÂ&#x2018;Â&#x17D;Â&#x160;Â&#x2022;Â?Â&#x2018;ČąÂ&#x152;Â&#x2DC;Â&#x153;Â?Â&#x153;ČąÂ&#x2019;Â&#x2014;ČąĹ&#x2DC;Ĺ&#x2013;Ĺ&#x2014;Ĺ&#x161;ČąÂ&#x160;Â&#x203A;Â&#x17D;ČąÂ&#x17D;ÂĄÂ&#x2122;Â&#x17D;Â&#x152;Â?Â&#x17D;Â?ČąÂ?Â&#x2DC;Čą Â&#x2039;Â&#x17D;ČąÇ&#x17E;Ĺ?Ç°Ĺ?Ĺ&#x17E;Ĺ&#x2013;Ç°Ĺ&#x203A;Ĺ&#x17E;Ĺ&#x153;ǯȹȹÂ&#x2018;Â&#x2019;Â&#x153;ČąÂ&#x2019;Â&#x153;ČąÂ&#x160;ČąĹ&#x;ÇŻĹ?Ć&#x2013;ČąÂ&#x2019;Â&#x2014;Â&#x152;Â&#x203A;Â&#x17D;Â&#x160;Â&#x153;Â&#x17D;ČąÂ&#x2DC;Â&#x;Â&#x17D;Â&#x203A;ČąÂ?Â&#x2018;Â&#x17D;ČąĹ&#x2DC;Ĺ&#x2013;Ĺ&#x2014;Ĺ&#x2122;ČąÂ&#x2039;Â&#x17E;Â?Â?Â&#x17D;Â?Â&#x17D;Â?ČąÂ&#x160;Â&#x2013;Â&#x2DC;Â&#x17E;Â&#x2014;Â?ǯȹȹÂ&#x2018;Â&#x17D;ČąÂ&#x2DC;Â&#x;Â&#x17D;Â&#x203A;Â&#x160;Â&#x2022;Â&#x2022;ČąÂ&#x2019;Â&#x2014;Â&#x152;Â&#x203A;Â&#x17D;Â&#x160;Â&#x153;Â&#x17D;ČąÂ&#x2019;Â&#x2014;ČąÂ&#x2018;Â&#x17D;Â&#x160;Â&#x2022;Â?Â&#x2018;ČąÂ&#x152;Â&#x2DC;Â&#x153;Â?Â&#x153;ČąÂ&#x203A;Â&#x17D;Â&#x2122;Â&#x203A;Â&#x17D;sents 8% of the increase and health costs for the new positions account for the remaining increase. Most of the overtime and other expenditures are in the streets, police and water divisions, all due to general emergencies such as weather and other extraordinary events.

13


2013-2014 Proposed Revised BIENNIAL OPERATING AND CAPITAL BUDGET Services and Charges Actual 2011 )PVTJOH $%#(1SPHSBN *OTVSBODF1SPHSBN 6UJMJUJFT 1SPHSBN&YQFOTF &MFDUSJDJUZ 5SBJOJOH $POUSBDU4FSWJDFT $POTUSVDUJPO 0UIFS Total Services and Charges $IBOHF $IBOHF

Actual 2012

                            $29,151,118

                           $33,230,208    

Budget 2013                           $25,660,957    



Proposed Revised Budget 2014                             $27,003,475    

The services and charges include expenses related to paying other agencies or organizations. Examples include: Â?Â&#x2018;Â&#x17D;ČąÂ&#x17E;Â?Â&#x2019;Â&#x2022;Â&#x2019;Â?¢ȹÂ&#x152;Â&#x2DC;Â&#x153;Â?Â&#x153;ČąÂ?Â&#x2018;Â&#x17D;ČąÂ&#x2019;Â?¢ȹÂ&#x2122;Â&#x160;¢Â&#x153;ČąÂ?Â&#x2DC;Â&#x203A;ČąÂ&#x17D;Â&#x2022;Â&#x17D;Â&#x152;Â?Â&#x203A;Â&#x2019;Â&#x152;Â&#x2019;Â?¢ǰȹÂ&#x2014;Â&#x160;Â?Â&#x17E;Â&#x203A;Â&#x160;Â&#x2022;ČąÂ?Â&#x160;Â&#x153;ǰȹ Â&#x160;Â?Â&#x17D;Â&#x203A;ǰȹ Â&#x160;Â&#x153;Â?Â&#x17D; Â&#x160;Â?Â&#x17D;Â&#x203A;ČąÂ&#x160;Â&#x2014;Â?ČąÂ&#x153;Â?Â&#x2DC;Â&#x203A;Â&#x2013; Â&#x160;Â?Â&#x17D;Â&#x203A;DzȹÂ&#x2013;Â&#x2DC;Â&#x2014;Â&#x2019;Â&#x17D;Â&#x153;ČąÂ&#x2122;Â&#x160;Â&#x2019;Â?ČąÂ?Â&#x2DC;ČąÂ&#x17D;Â&#x2014;ver Water for the purchase of water and the services to Metro Wastewater for the treatment of the cityâ&#x20AC;&#x2122;s sewage that is transferred to this agency. The City pays outside consultants for a variety of trainings, including state and federal-mandated training.

Capital The City has a Capital Improvement Plan (CIP) document detailing the ten-year plan for the Cityâ&#x20AC;&#x2122;s infrastructure Â&#x17D;ÂĄÂ&#x2122;Â&#x17D;Â&#x2014;Â?Â&#x2019;Â?Â&#x17E;Â&#x203A;Â&#x17D;Â&#x153;ǯȹȹÂ&#x2018;Â&#x17D;Čą ČąÂ?Â&#x160;Â&#x2039;ČąÂ&#x2DC;Â?ČąÂ?Â&#x2018;Â&#x2019;Â&#x153;ČąÂ?Â&#x2DC;Â&#x152;Â&#x17E;Â&#x2013;Â&#x17D;Â&#x2014;Â?ČąÂ?Â&#x17D;Â?Â&#x160;Â&#x2019;Â&#x2022;Â&#x153;ČąÂ?Â&#x2018;Â&#x17D;ČąÂ&#x152;Â&#x2018;Â&#x160;Â&#x2014;Â?Â&#x17D;Â&#x153;ČąÂ?Â&#x2DC;Â&#x203A;ČąĹ&#x2DC;Ĺ&#x2013;Ĺ&#x2014;Ĺ&#x161;ǯȹȹÂ&#x2DC;Â&#x203A;ČąÂ?Â&#x2018;Â&#x17D;ČąÂ?Â&#x17D;Â?Â&#x160;Â&#x2019;Â&#x2022;ČąÂ&#x2DC;Â?ČąÂ&#x160;Â&#x2022;Â&#x2022;Čą ČąÂ&#x2122;Â&#x203A;Â&#x2DC;Â&#x201C;Â&#x17D;Â&#x152;Â?Â&#x153;Ç°ČąÂ&#x2122;Â&#x2022;Â&#x17D;Â&#x160;Â&#x153;Â&#x17D;Čą see the CIP document. Â&#x2018;Â&#x17D;ČąÂ&#x2019;Â?¢ȹÂ&#x2018;Â&#x160;Â&#x153;ČąÂ&#x160;ČąÂ&#x2022;Â&#x17D;Â?Â&#x160;Â&#x2022;ČąÂ&#x2122;Â&#x203A;Â&#x2DC;Â&#x;Â&#x2019;Â&#x153;Â&#x2019;Â&#x2DC;Â&#x2014;ČąÂ?Â&#x2DC;ČąÂ?Â&#x17D;Â?Â&#x2019;Â&#x152;Â&#x160;Â?Â&#x17D;ČąĹ&#x2DC;Ĺ&#x2013;Ć&#x2013;ČąÂ&#x2DC;Â?ČąÂ?Â&#x2018;Â&#x17D;ČąÂ&#x2019;Â?¢Č&#x201A;Â&#x153;ČąĹ&#x2122;ČŹÂ&#x152;Â&#x17D;Â&#x2014;Â?ČąÂ&#x153;Â&#x160;Â&#x2022;Â&#x17D;Â&#x153;ČąÂ?Â&#x160;ÂĄČąÂ?Â&#x2DC;ČąÂ&#x2019;Â&#x2014;Â?Â&#x203A;Â&#x160;Â&#x153;Â?Â&#x203A;Â&#x17E;Â&#x152;Â?Â&#x17E;Â&#x203A;Â&#x17D;ČąÂ&#x2013;Â&#x160;Â&#x201C;Â&#x2DC;Â&#x203A;ČąÂ&#x152;Â&#x160;Â&#x2122;Â&#x2019;Â?Â&#x160;Â&#x2022;ČąÂ&#x2013;Â&#x160;Â&#x2019;Â&#x2014;tenance and new construction. This is referred to as section 98-101 money after the section of the Cityâ&#x20AC;&#x2122;s code authorizing the sales tax dedication for capital needs. As the following table shows, in 2014 a total of $8.1 million will be generated from sales tax for capital needs. Of this total, $4.4 million will be used to pay for debt service issued for previous capital needs. The remainder will Â&#x2039;Â&#x17D;ČąÂ?Â&#x17D;Â?Â&#x2019;Â&#x152;Â&#x160;Â?Â&#x17D;Â?ČąÂ?Â&#x2DC;ČąČ&#x192;Â&#x2122;Â&#x160;¢ȏÂ&#x160;Â&#x153;ȏ¢Â&#x2DC;Â&#x17E;ČŹÂ?Â&#x2DC;Č&#x201E;ČąÂ&#x2122;Â&#x203A;Â&#x2DC;Â&#x201C;Â&#x17D;Â&#x152;Â?Â&#x153;ǯȹȹ

'VOEJOH 4FDUJPO %FCUTFSWJDFPCMJHBUJPOT 5SBOTGFSUPUIFDBQJUBMJNQSPWFNFOUQSPHSBN

14

2014         


2013-2014 Proposed Revised BIENNIAL OPERATING AND CAPITAL BUDGET Debt Service This category represents the funds that are reserved for the payment of the Cityâ&#x20AC;&#x2122;s debt service for the Series 2009 Â&#x160;Â&#x2014;Â?ČąĹ&#x2DC;Ĺ&#x2013;Ĺ&#x2014;Ĺ&#x2122;ČąÂ&#x160;Â&#x2022;Â&#x17D;Â&#x153;ČąÂ&#x160;Â&#x2014;Â?ČąÂ&#x153;Â&#x17D;ČąÂ&#x160;ÂĄČąÂ&#x2DC;Â&#x2014;Â?Â&#x153;Ç°ČąÂ&#x17D;Â&#x203A;Â&#x2019;Â&#x17D;Â&#x153;ČąĹ&#x2DC;Ĺ&#x2013;Ĺ&#x2013;Ĺ&#x203A;ČąÂ&#x17D;Â&#x203A;Â?Â&#x2019;Ä&#x2122;Â&#x152;Â&#x160;Â?Â&#x17D;Â&#x153;ČąÂ&#x2DC;Â?ČąÂ&#x160;Â&#x203A;Â?Â&#x2019;Â&#x152;Â&#x2019;Â&#x2122;Â&#x160;Â?Â&#x2019;Â&#x2DC;Â&#x2014;ČąÂ&#x160;Â&#x2014;Â?ČąÂ&#x17D;Â&#x203A;Â&#x2019;Â&#x17D;Â&#x153;ČąĹ&#x2DC;Ĺ&#x2013;Ĺ&#x2013;Ĺ&#x;ČąÂ&#x160;Â?Â&#x17D;Â&#x203A;ČąÂ&#x2014;Â?Â&#x17D;Â&#x203A;Â&#x2122;Â&#x203A;Â&#x2019;Â&#x153;Â&#x17D;ČąÂ&#x17D;Â&#x;Â&#x17D;Â&#x2014;Â&#x17E;Â&#x17D;ČąÂ&#x2DC;Â&#x2014;Â?Â&#x153;ǯȹȹÂ&#x2018;Â&#x17D;ČąÂ&#x153;Â&#x160;Â&#x2022;Â&#x17D;Â&#x153;ČąÂ?Â&#x160;ÂĄČąÂ?Â&#x17D;Â&#x2039;Â?ČąÂ&#x160;Â&#x2014;Â?ČąÂ&#x2DC;Â&#x2014;Â&#x17D;ČŹÂ?Â&#x2018;Â&#x2019;Â&#x203A;Â?ČąÂ&#x2DC;Â?ČąÂ?Â&#x2018;Â&#x17D;ČąÂ&#x152;Â&#x17D;Â&#x203A;Â?Â&#x2019;Ä&#x2122;Â&#x152;Â&#x160;Â?Â&#x17D;Â&#x153;ČąÂ&#x2DC;Â?ČąÂ&#x2122;Â&#x160;Â&#x203A;Â?Â&#x2019;Â&#x152;Â&#x2019;Â&#x2122;Â&#x160;Â?Â&#x2019;Â&#x2DC;Â&#x2014;ČąÂ&#x160;Â&#x203A;Â&#x17D;ČąÂ&#x2122;Â&#x160;Â&#x2019;Â?ČąÂ&#x2039;¢ȹÂ?Â&#x2018;Â&#x17D;Čą Â&#x17D;Â&#x2014;Â&#x17D;Â&#x203A;Â&#x160;Â&#x2022;ČąÂ&#x17E;Â&#x2014;Â?Ç°Čą Â&#x160;Â&#x2014;Â?ČąÂ?Â&#x2018;Â&#x17D;ČąÂ?Â&#x2DC;Â&#x203A;Â&#x2013; Â&#x160;Â?Â&#x17D;Â&#x203A;ČąÂ&#x17E;Â&#x2014;Â?ČąÂ&#x2122;Â&#x160;¢Â&#x153;ČąÂ?Â&#x2018;Â&#x17D;ČąÂ&#x203A;Â&#x17D;Â&#x2013;Â&#x160;Â&#x2019;Â&#x2014;Â&#x2019;Â&#x2014;Â?ČąÂ?Â&#x17D;Â&#x2039;Â?ČąÂ&#x2DC;Â&#x2014;ČąÂ?Â&#x2018;Â&#x17D;ČąÂ&#x152;Â&#x17D;Â&#x203A;Â?Â&#x2019;Ä&#x2122;Â&#x152;Â&#x160;Â?Â&#x17D;Â&#x153;ČąÂ&#x2DC;Â?ČąÂ&#x2122;Â&#x160;Â&#x203A;Â?Â&#x2019;Â&#x152;Â&#x2019;Â&#x2122;Â&#x160;Â?Â&#x2019;Â&#x2DC;Â&#x2014;ǯȹȹÂ&#x2018;Â&#x17D;ČąÂ&#x2019;Â?¢Č&#x201A;Â&#x153;ČąÂ&#x153;Â&#x160;Â&#x2022;Â&#x17D;Â&#x153;ČąÂ?Â&#x160;ÂĄČąÂ?Â&#x17D;Â&#x2039;Â?Čą Â&#x2DC;Â&#x2039;Â&#x2022;Â&#x2019;Â?Â&#x160;Â?Â&#x2019;Â&#x2DC;Â&#x2014;ȹ Â&#x2019;Â&#x2022;Â&#x2022;ČąÂ&#x2039;Â&#x17D;ČąÂ&#x203A;Â&#x17D;Â?Â&#x2019;Â&#x203A;Â&#x17D;Â?ČąÂ&#x2019;Â&#x2014;ČąĹ&#x2DC;Ĺ&#x2013;Ĺ&#x2014;Ĺ&#x;ČąÂ&#x160;Â&#x2014;Â?ČąÂ?Â&#x2018;Â&#x17D;ČąÂ&#x152;Â&#x17D;Â&#x203A;Â?Â&#x2019;Ä&#x2122;Â&#x152;Â&#x160;Â?Â&#x17D;Â&#x153;ČąÂ&#x2DC;Â?ČąÂ&#x2122;Â&#x160;Â&#x203A;Â?Â&#x2019;Â&#x152;Â&#x2019;Â&#x2122;Â&#x160;Â?Â&#x2019;Â&#x2DC;Â&#x2014;ȹ Â&#x2019;Â&#x2022;Â&#x2022;ČąÂ&#x2039;Â&#x17D;ČąÂ&#x203A;Â&#x17D;Â?Â&#x2019;Â&#x203A;Â&#x17D;Â?ČąÂ&#x2039;¢ȹĹ&#x2DC;Ĺ&#x2013;Ĺ&#x2DC;Ĺ&#x203A;ǯȹȹÂ&#x2018;Â&#x17D;ČąÂ&#x160;Â?Â&#x17D;Â&#x203A;ČąÂ&#x17E;Â&#x2014;Â?ČąÂ&#x2019;Â&#x153;Čą responsible for debt service on the water enterprise bonds. This debt will be retired by 2021.

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

From (FOFSBM'VOE (FOFSBM'VOE (FOFSBM'VOE (FOFSBM'VOE (FOFSBM'VOE (FOFSBM'VOE "SWBEB$FOUFS 8BUFS'VOE 8BTUFXBUFS'VOE

To "SWBEB$FOUFS 1BSL'VOE $FSUJÄ&#x2022;DBUFTPG1BSUJDJQBUJPO "&%" CIP (PMG (FOFSBM'VOE (FOFSBM'VOE (FOFSBM'VOE

Amount                       

Conclusion Although the proposed revised budget for 2014 is the second year of a two-year budget, we are recommending additional positions and increases to operating expenditures. The 2013 budget did not contemplate many changÂ&#x17D;Â&#x153;ČąÂ&#x160;Â&#x153;ČąÂ&#x153;Â?Â&#x160;Ä&#x203A;ȹ Â&#x160;Â&#x153;ČąÂ&#x152;Â&#x2DC;Â&#x2014;Â?Â&#x2019;Â&#x2014;Â&#x17E;Â&#x2019;Â&#x2014;Â?ČąÂ?Â&#x2DC;ČąÂ&#x160;Â&#x153;Â&#x153;Â&#x17D;Â&#x153;Â&#x153;ČąÂ?Â&#x2018;Â&#x17D;ČąÂ&#x17E;Â&#x2014;Â&#x152;Â&#x17D;Â&#x203A;Â?Â&#x160;Â&#x2019;Â&#x2014;ČąÂ&#x17D;Â&#x152;Â&#x2DC;Â&#x2014;Â&#x2DC;Â&#x2013;¢ȹÂ&#x160;Â&#x2014;Â?ČąÂ?Â&#x2018;Â&#x17D;ČąÂ&#x2019;Â&#x2013;Â&#x2122;Â&#x160;Â&#x152;Â?ČąÂ&#x2DC;Â?ČąÂ?Â&#x2018;Â&#x17D;ČąÄ&#x203A;Â&#x2DC;Â&#x203A;Â?Â&#x160;Â&#x2039;Â&#x2022;Â&#x17D;ČąÂ&#x160;Â&#x203A;Â&#x17D;ČąÂ&#x152;Â?ǯȹȹÂ&#x;Â&#x17D;Â&#x203A;ČąÂ?Â&#x2018;Â&#x17D;Čą past year the state, and more importantly the local economy, appear to be very strong. Sales tax revenues have increased more than expected and we are seeing very healthy building activity in the City. Â&#x17E;Â&#x203A;Â&#x2019;Â&#x2014;Â?Čą Â?Â&#x2018;Â&#x17D;Čą Â&#x2018;Â&#x17D;Â&#x2019;Â?Â&#x2018;Â?Čą Â&#x2DC;Â?Čą Â?Â&#x2018;Â&#x17D;Čą Â&#x203A;Â&#x17D;Â&#x152;Â&#x17D;Â&#x153;Â&#x153;Â&#x2019;Â&#x2DC;Â&#x2014;Ç°Čą Â?Â&#x2DC;Â&#x2022;Â?Čą Â&#x203A;Â&#x17D;Â&#x;Â&#x17D;Â&#x2014;Â&#x17E;Â&#x17D;Â&#x153;Čą Â?Â&#x17D;Â&#x152;Â&#x2022;Â&#x2019;Â&#x2014;Â&#x17D;Â?Čą Â&#x160;Â&#x2014;Â?Čą  Â&#x17D;Čą Â&#x203A;Â&#x17D;Â&#x153;Â&#x2122;Â&#x2DC;Â&#x2014;Â?Â&#x17D;Â?Čą Â&#x2039;¢ȹ Â&#x17D;Â&#x2022;Â&#x2019;Â&#x2013;Â&#x2019;Â&#x2014;Â&#x160;Â?Â&#x2019;Â&#x2014;Â?Čą Â?Â&#x2018;Â&#x203A;Â&#x17D;Â&#x17D;Čą Â&#x2122;Â&#x2DC;Â&#x153;Â&#x2019;Â?Â&#x2019;Â&#x2DC;Â&#x2014;Â&#x153;ǯȹȹ Over the past two years, the conditions of the two courses have deteriorated, so the 2014 budget recommends Â?Â&#x2018;Â&#x17D;ČąÂ&#x160;Â?Â?Â&#x2019;Â?Â&#x2019;Â&#x2DC;Â&#x2014;ČąÂ&#x2DC;Â?ČąÂ?Â&#x2018;Â&#x203A;Â&#x17D;Â&#x17D;Čą Â&#x2DC;Â&#x2022;Â?ČąÂ&#x2DC;Â&#x17E;Â&#x203A;Â&#x153;Â&#x17D;ČąÂ&#x160;Â&#x2019;Â&#x2014;Â?Â&#x17D;Â&#x2014;Â&#x160;Â&#x2014;Â&#x152;Â&#x17D;ČąÂ&#x2122;Â&#x2DC;Â&#x153;Â&#x2019;Â?Â&#x2019;Â&#x2DC;Â&#x2014;Â&#x153;ČąÂ?Â&#x2DC;ČąÂ&#x203A;Â&#x17D;Â&#x153;Â?Â&#x2DC;Â&#x203A;Â&#x17D;ČąÂ?Â&#x2018;Â&#x17D;ČąÂ&#x2013;Â&#x160;Â&#x2019;Â&#x2014;Â?Â&#x17D;Â&#x2014;Â&#x160;Â&#x2014;Â&#x152;Â&#x17D;ČąÂ&#x153;Â?Â&#x160;Ä&#x203A;ČąÂ?Â&#x2DC;ČąÂ&#x2122;Â&#x203A;Â&#x17D;ČŹÂ&#x203A;Â&#x17D;Â&#x152;Â&#x17D;Â&#x153;Â&#x153;Â&#x2019;Â&#x2DC;Â&#x2014;ČąÂ&#x2022;Â&#x17D;Â&#x;Â&#x17D;Â&#x2022;Â&#x153;ÇŻ The implementation of performance-based budgeting, or FOCUS, and the transit-oriented development around the upcoming light rail into the City are two very important initiatives at the City. Because of the importance of Â?Â&#x2018;Â&#x17D;Â&#x153;Â&#x17D;ČąÂ&#x2122;Â&#x203A;Â&#x2DC;Â&#x201C;Â&#x17D;Â&#x152;Â?Â&#x153;ǰȹ Â&#x17D;ČąÂ&#x160;Â&#x203A;Â&#x17D;ČąÂ&#x203A;Â&#x17D;Â&#x152;Â&#x2DC;Â&#x2013;Â&#x2013;Â&#x17D;Â&#x2014;Â?Â&#x2019;Â&#x2014;Â?ČąÂ&#x160;Â?Â?Â&#x2019;Â?Â&#x2019;Â&#x2DC;Â&#x2014;Â&#x160;Â&#x2022;ČąÂ&#x203A;Â&#x17D;Â&#x153;Â&#x2DC;Â&#x17E;Â&#x203A;Â&#x152;Â&#x17D;Â&#x153;ČąÂ&#x2019;Â&#x2014;ČąÂ?Â&#x2018;Â&#x17D;Â&#x153;Â&#x17D;ČąÂ&#x160;Â&#x203A;Â&#x17D;Â&#x160;Â&#x153;ǯȹȹÂ&#x17D;ČąÂ&#x160;Â&#x203A;Â&#x17D;ČąÂ&#x203A;Â&#x17D;Â&#x152;Â&#x2DC;Â&#x2013;Â&#x2013;Â&#x17D;Â&#x2014;Â?Â&#x2019;Â&#x2014;Â?ČąÂ?Â&#x2018;Â&#x17D;ČąÂ&#x160;Â?Â?Â&#x2019;Â?Â&#x2019;Â&#x2DC;Â&#x2014;ČąÂ&#x2DC;Â?ČąÂ&#x160;Čą Â&#x2DC;Â&#x2022;Â?ČąÂ&#x2019;Â&#x2014;Â&#x17D;ČąÂ&#x203A;Â&#x2DC;Â&#x201C;Â&#x17D;Â&#x152;Â?ČąÂ&#x160;Â&#x2014;Â&#x160;Â?Â&#x17D;Â&#x203A;ČąÂ?Â&#x2DC;Â&#x203A;ČąÂ&#x160;ČąÂ?Â&#x2DC;Â&#x17E;Â&#x203A;ȏ¢Â&#x17D;Â&#x160;Â&#x203A;ČąÂ&#x2122;Â&#x17D;Â&#x203A;Â&#x2019;Â&#x2DC;Â?ČąÂ?Â&#x2DC;ČąÂ&#x2DC;Â&#x;Â&#x17D;Â&#x203A;Â&#x153;Â&#x17D;Â&#x17D;ČąÂ?Â&#x2018;Â&#x17D;ČąÂ&#x;Â&#x160;Â&#x203A;Â&#x2019;Â&#x2DC;Â&#x17E;Â&#x153;ČąÂ&#x152;Â&#x2DC;Â&#x2014;Â&#x153;Â?Â&#x203A;Â&#x17E;Â&#x152;Â?Â&#x2019;Â&#x2DC;Â&#x2014;ČąÂ&#x2122;Â&#x203A;Â&#x2DC;Â&#x201C;Â&#x17D;Â&#x152;Â?Â&#x153;ČąÂ&#x160;Â&#x2014;Â?ČąÂ?Â&#x160;Â&#x152;Â&#x2019;Â&#x2022;Â&#x2019;Â?Â&#x160;Â?Â&#x17D;ČąÂ&#x152;Â&#x2DC;Â&#x2013;Â&#x2013;Â&#x17E;Â&#x2014;Â&#x2019;Â&#x152;Â&#x160;Â?Â&#x2019;Â&#x2DC;Â&#x2014;ČąÂ&#x2039;Â&#x17D;Â? Â&#x17D;Â&#x17D;Â&#x2014;ČąÂ?Â&#x2018;Â&#x17D;ČąÂ&#x2019;Â?¢ȹÂ&#x160;Â&#x2014;Â?ČąÂ&#x;Â&#x160;Â&#x203A;Â&#x2019;Â&#x2DC;Â&#x17E;Â&#x153;ČąÂ&#x160;Â?Â&#x17D;Â&#x2014;Â&#x152;Â&#x2019;Â&#x17D;Â&#x153;ČąÂ&#x2019;Â&#x2014;Â&#x;Â&#x2DC;Â&#x2022;Â&#x;Â&#x17D;Â?ČąÂ&#x2019;Â&#x2014;ČąÂ?Â&#x2018;Â&#x17D;Čą Â&#x2DC;Â&#x2022;Â?ČąÂ&#x2019;Â&#x2014;Â&#x17D;ČąÂ&#x2122;Â&#x203A;Â&#x2DC;Â&#x201C;Â&#x17D;Â&#x152;Â?Ç°ČąÂ&#x160;Â&#x2014;Â?ČąÂ&#x160;Â&#x203A;Â&#x17D;ČąÂ&#x160;Â&#x2022;Â&#x153;Â&#x2DC;ČąÂ&#x203A;Â&#x17D;Â&#x152;Â&#x2DC;Â&#x2013;Â&#x2013;Â&#x17D;Â&#x2014;Â?Â&#x2019;Â&#x2014;Â?Čą a Budget and Performance Measurement Manager for a two-year period to manage the FOCUS process. Â&#x2018;Â&#x17D;ČąÂ&#x160;Â?Â?Â&#x2019;Â?Â&#x2019;Â&#x2DC;Â&#x2014;ČąÂ&#x2DC;Â?ČąÂ&#x160;ČąÂ&#x2DC;Â&#x17E;Â&#x203A;Â?ČąÂ&#x2022;Â&#x17D;Â&#x203A;Â&#x201D;ČąÂ&#x160;Â&#x2014;Â?ČąÂ&#x160;Â&#x2014;ČąÂ&#x153;Â&#x153;Â&#x2019;Â&#x153;Â?Â&#x160;Â&#x2014;Â?ČąÂ&#x2019;Â?¢ȹÄ´Â&#x2DC;Â&#x203A;Â&#x2014;Â&#x17D;¢ȹÂ&#x160;Â&#x203A;Â&#x17D;ČąÂ&#x2014;Â&#x17D;Â&#x17D;Â?Â&#x17D;Â?ČąÂ?Â&#x2DC;ČąÂ&#x201D;Â&#x17D;Â&#x17D;Â&#x2122;ČąÂ&#x17E;Â&#x2122;ȹ Â&#x2019;Â?Â&#x2018;ČąÂ?Â&#x2018;Â&#x17D;ČąÂ&#x2019;Â&#x2014;Â&#x152;Â&#x203A;Â&#x17D;Â&#x160;Â&#x153;Â&#x2019;Â&#x2014;Â?ČąÂ&#x2014;Â&#x17E;Â&#x2013;Â&#x2039;Â&#x17D;Â&#x203A;Čą of cases, to implement new public access technology, to address coverage issues and to comply with new State legislation.

15


2013-2014 Proposed Revised BIENNIAL OPERATING AND CAPITAL BUDGET ’¢ȱœŠěȱ‘ŠœȱŠ•œ˜ȱœ™Ž—ȱ‘Žȱ™Šœȱ¢ŽŠ›ȱŽŽ›–’—’—ȱ‘˜ ȱ‘Žȱ옛Š‹•ŽȱŠ›ŽȱŒȱ ’••ȱŠěŽŒȱ‘Žȱ’¢ǯȱȱ‘’•Žȱ‘Žȱ employer mandate has been delayed for one year, we do think that there will be an impact to the City. Beginning ’—ȱŘŖŗśǰȱ‘Žȱ’¢ȱ‘Šœȱ›ŽœŽ›ŸŽȱǞŗŝşǰŖŖŖȱ™Ž›ȱ¢ŽŠ›ȱ˜ȱ˜ěŽ›ȱ‘ŽŠ•‘ȱŒŠ›Žȱ˜ȱ‘˜œŽȱŽ–™•˜¢ŽŽœȱ‘Šȱ ’••ȱšžŠ•’¢ǯȱȱ The goal of the proposed revised budget for 2014 was to meet the critical needs within our current and long-term ꜌Š•ȱŽ—Ÿ’›˜—–Ž—ǯȱȱ’‘ȱ‘Žȱ’–™•Ž–Ž—Š’˜—ȱ˜ȱŽ›˜›–Š—ŒŽȬŠœŽȱžŽ’—ǰȱ Žȱ ’••ȱ•˜˜”ȱœ›ŠŽ’ŒŠ••¢ȱŠȱ ‘Šȱ services are important to our citizens and Continue to Build a Great Community for all citizens, businesses, partners and employees.

16


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

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

$

$

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

$

$

2012 Actual 68,386,746 $ 561,120 16,811 (290) 10,414,594 531,847 3,747,876 7,177,808 19,322 1,403,121 3,413,613 4,061,805 4,034,595 12,747,534 (82) 256,013 29,931,125 12,648,382 4,533,541 7,820,240 1,498,904 2,148,683 1,877,809 297,054 3,331,560 531,294 1,213,359 182,604,383 $

17

2013 Budget 70,494,239 $ 586,355 135,000 10,846,595 817,237 3,950,642 7,393,702 28,500 1,398,731 3,532,083 4,231,082 4,039,119 4,590,966 24,116,745 12,627,735 4,336,230 3,223,775 1,531,769 2,078,709 1,856,479 437,801 3,428,397 538,584 754,000 166,974,475 $

2014 Proposed Revised Budget 71,544,058 586,355 139,050 11,062,883 847,237 3,950,642 7,629,311 28,605 1,398,731 3,541,138 4,302,543 3,918,313 4,358,690 25,811,077 13,338,848 4,785,785 3,175,528 1,702,378 2,102,547 1,858,841 450,935 3,494,765 565,886 775,000 171,369,146


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

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

$

$

2011 Actual 63,361,632 823,764 2,219,096 10,210,464 695,673 3,826,648 6,747,593 1,400,381 2,971,012 3,292,196 4,187,993 14,509,317 13,488 16,157 22,669,416 10,345,881 3,839,297 3,358,393 1,700,589 2,295,141 2,341,920 270,211 4,558,723 780,302 1,020,973 167,456,259

$

$

2012 Actual 68,486,275 $ 594,966 1,524,711 1,984,868 10,414,594 710,140 3,933,629 7,164,415 1,398,731 3,334,408 3,599,316 4,034,469 12,431,920 4,267,576 86 20,788,768 10,345,057 4,107,727 7,655,123 1,582,644 2,399,789 2,509,550 263,714 3,794,409 481,435 703,101 178,511,419 $

18

2013 Budget 73,114,079 $ 600,000 200,000 10,844,821 1,016,475 3,979,416 7,461,903 25,000 1,408,731 7,621,710 8,092,734 4,039,119 18,766,500 60,949,280 13,117,961 4,556,813 9,729,640 1,512,143 3,198,067 3,259,916 401,359 5,392,897 282,759 730,683 240,302,006 $

2014 Proposed Revised Budget 71,437,236 600,000 11,057,374 1,463,498 3,993,198 7,854,690 25,000 1,408,731 3,596,879 3,884,942 3,918,313 6,164,182 25,959,814 12,744,952 4,695,809 4,613,029 1,880,299 2,618,858 1,301,027 413,907 4,044,128 378,077 766,881 174,820,824


Ten-Year Models 2014-2023 TEN-YEAR MODEL ASSUMPTIONS All Funds Ȋȱ Personnel-related expenses were calculated in detail based upon each employee’s current grade and step and include future estimated market rate adjustments. The market rate adjustment was budgeted at 2% for 2014-2017 and 1% thereafter. Ȋȱ Increases for the City’s medical plan were budgeted at 8% for 2014-2018 and 4% for 2019 and beyond. Ȋȱ Transfers to fund insurance lines, building maintenance, vehicle replacement, computer maintenance and Œ˜–™žŽ›ȱ›Ž™•ŠŒŽ–Ž—ȱŠ›Žȱ‘Ž•ȱ̊ȱ‘›˜ž‘˜žȱ‘Žȱ–˜Ž•œǯ Ȋȱ Transfers to fund vehicle maintenance and risk management services are increased at 3% throughout the models. General Fund Ȋȱ The working capital goal is 17% of all expenditures. Ȋȱ Sales tax revenue assumes a 3% growth for all years of the model except 2016 (4%) and 2019 (3.5%). Ȋȱ Building use tax revenue assumes a base of $2,000,000 in 2015 and a 2% growth until 2019, with a tax base reset to $2,000,000 in 2020 and 2% growth thereafter. Ȋȱ œœž–ŽœȱŠȱ›ŽŸŽ—žŽȱ˜ěœŽȱ˜ȱ’—Œ›ŽŠœ’—ȱŠ–˜ž—œȱ˜›ȱ™Ž—’—ȱ›ŽŽŸŽ•˜™–Ž—ȱ’—ȱ‘Žȱ›‹Š—ȱŽ—Ž Š•ȱ›ŽŠœǯ Ȋȱ Assumes $5,000,000 for streets maintenance for 2014-2017 and $4,000,000 thereafter. Ȋȱ Assumes a vacancy savings of 2.3%-2.5% for all years of the model. Arvada Center Ȋȱ The working capital goal is 11% of all expenditures. Ȋȱ Assumes SCFD revenue will increase 3% for all years of the model. Ȋȱ œœž–Žœȱ‘Žȱ’¢ȱŒŠœ‘ȱ›Š—œŽ›ȱ˜ȱ‹Žȱ̊ȱŠȱǞŗǰŜŚřǰŗŘŘȱ‘›˜ž‘˜žȱ‘Žȱ–˜Ž•ǯ Parks Ȋȱ The working capital goal is 11% of all expenditures. Ȋȱ Open Space revenues are budgeted to increase at 3% for all years of the model except 2016 (4%) and 2019 (3.5%). Ȋȱ ‘Žȱ’¢ȂœȱŠĴ›’‹žŠ‹•Žȱœ‘Š›Žȱ˜ȱ™Ž—ȱ™ŠŒŽȱ›ŽŸŽ—žŽȱ ’••ȱŒ˜—’—žŽȱ˜ȱ‹ŽȱžœŽȱŗŖŖƖȱ˜›ȱ™Š›”ȱ–Š’—Ž—Š—ŒŽȱ and operations in 2014 and thereafter. Police Tax .21 Ȋȱ The working capital goal is 11% of all expenditures. Ȋȱ Assumes $4,250,000 to build a substation in 2013. Ȋȱ Sales tax and building use tax assumptions are the same as the General Fund and also assumes an increase for Arvada Plaza. Ȋȱ œœž–ŽœȱŠ—ȱŠ’’˜—Š•ȱ˜•’ŒŽȱĜŒŽ›ȱ’—ȱŘŖŗśȱŠ—ȱŘŖŗşǯ

19


Ten-Year Models Ȋȱ Model maintains healthy fund balance through 2023.

2014-2013 TEN-YEAR MODEL ASSUMPTIONS (cont.) Police Tax .25 Ȋȱ The working capital goal is 11% of all expenditures. Ȋȱ Assumes $4,500,000 to build a substation in 2013. Ȋȱ Sales tax and building use tax assumptions are the same as the General Fund and also assumes an increase for Arvada Plaza. Ȋȱ œœž–Žœȱ‘›ŽŽȱŠ’’˜—Š•ȱ˜•’ŒŽȱĜŒŽ›œȱ’—ȱŘŖŗśǰȱ ˜ȱ˜ĜŒŽ›œȱ’—ȱŘŖŗŝȱŠ—ȱ˜—Žȱ’—ȱŘŖŗşǯ Ȋȱ Model maintains healthy fund balance through 2023. Water Ȋȱ The working capital goal is 25% of all expenditures plus one year’s Debt Service. Ȋȱ ŠŽœȱŠ›Žȱ‹žŽŽȱ˜ȱ’—Œ›ŽŠœŽȱřǯřƖȱ’—ȱŘŖŗŚȱŠ—ȱŠŸŽ›ŠŽȱ’—Œ›ŽŠœŽœȱ˜ȱřǯŚƖȱ‘Ž›ŽŠŽ›ǯ Wastewater Ȋȱ The working capital goal is 25% of all expenditures. Ȋȱ ŠŽœȱŠ›Žȱ‹žŽŽȱ˜ȱ’—Œ›ŽŠœŽȱŚǯŗƖȱ’—ȱŘŖŗŚȱŠ—ȱŠŸŽ›ŠŽȱ’—Œ›ŽŠœŽœȱ˜ȱŚƖȱ‘Ž›ŽŠŽ›ǯ Golf Ȋȱ The working capital goal is 11% of all expenditures. Ȋȱ Assumes an increase in rates of 3.5% in all revenue categories for 2014. Storm Water Ȋȱ The working capital goal is 25% of all expenditures plus one year’s Debt Service. Ȋȱ ŠŽœȱŠ›Žȱ‹žŽŽȱ˜ȱ’—Œ›ŽŠœŽȱŘƖȱ’—ȱŘŖŗśǰȱŘŖŗŝǰȱŘŖŗşȱŠ—ȱŘŖŘŗȱ ’‘ȱ—˜ȱ›ŠŽȱ’—Œ›ŽŠœŽȱ’—ȱ‘Žȱ˜‘Ž›ȱ¢ŽŠ›œǯ Hospitality Ȋȱ The working capital goal is 11% of all expenditures. Ȋȱ Assumes no operating transfer to or from the General Fund. Ȋȱ Model contains funding for capital replacement items of $263,096 in 2014 and $140,000 in 2015 and beyond. Insurance Services Ȋȱ The working capital goal is $3,000,000 plus the annual actuarial projection for limited loss. Ȋȱ ŽŸŽ—žŽœȱ˜›ȱ’—œž›Š—ŒŽȱ•’—ŽœȱŠ›ŽȱŠœœž–Žȱ̊ȱ‘›˜ž‘˜žȱ‘Žȱ–˜Ž•ǯ Ȋȱ ŽŸŽ—žŽœȱ˜›ȱ›’œ”ȱ–Š—ŠŽ–Ž—ȱœŽ›Ÿ’ŒŽœȱŠ›Žȱ’—Œ›ŽŠœŽȱŠȱřƖȱ‘›˜ž‘˜žȱ‘Žȱ–˜Ž•ǯ

20


21

$ $ $ $

Fund Balance, Beginning Fund Balance, Ending

Fund Balance Goal (17% of Expenditures)

Excess/(Deficiency)

$

$

$

$

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

Total General Fund Revenue

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

Ten Year Financial Models General Fund - Table 1

10,751,687 12,312,959

21,120,644 23,064,646

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

65,189,221

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

2011 Actuals

$ $

$ $

$

$

$

$

$

11,642,667 11,322,449

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

$ $

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

68,386,745

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

2012 Actuals

12,429,393 $ 7,915,882 $

22,965,115 $ 20,345,275 $

1,516,433 $ 287,337 2,635,078 3,008,739 3,056,251 16,287,410 1,221,212 3,094,739 923,131 20,117,819 19,434,082 1,531,847 73,114,079 $

70,494,239 $

54,396,568 $ 2,609,000 4,772,187 5,818,834 1,754,076 972,075 171,499

2013 Estimate

$

12,144,330 8,307,767

20,345,275 20,452,097

$ $

$ $

1,609,097 $ 295,106 2,982,675 2,539,577 3,253,684 13,182,125 1,272,165 3,215,723 1,025,882 20,637,398 19,958,100 1,465,704 71,437,236 $

71,544,058

55,264,795 $ 2,509,000 4,912,866 5,936,206 1,771,617 978,075 171,499

2014 Budget

$

12,568,234 6,841,138

20,452,097 19,409,371

$ $

$ $

1,662,595 $ 303,109 3,089,845 2,610,915 3,376,079 13,747,568 1,323,303 3,335,816 1,062,712 21,364,497 20,529,367 1,524,980 73,930,785 $

72,888,060

56,384,006 $ 2,509,000 5,000,480 6,045,780 1,834,334 942,075 172,385

2015 Proposed

$

13,370,598 2,749,489

18,082,791 16,120,087

$ $

$ $

1,770,358 $ 319,842 3,180,469 2,760,476 3,615,063 14,811,191 1,427,502 3,562,006 1,137,887 22,767,259 21,670,817 1,627,702 78,650,574 $

76,687,869

59,654,661 $ 2,581,720 5,116,984 6,341,988 1,871,203 947,075 174,238

2017 Proposed

$

14,470,965 794,296

15,450,612 15,265,261

$ $

$ $

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

84,937,974

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

2019 Proposed

$

15,091,252 265,200

15,208,070 15,356,452

$ $

$ $

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

88,920,450

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

2021 Proposed

15,742,998 1,157,351

16,141,075 16,900,349

1,997,850 375,424 3,630,109 3,101,025 4,044,020 21,376,676 1,631,171 4,015,087 1,284,762 25,569,210 23,739,193 1,841,345 92,605,872

93,365,145

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

2023 Proposed

Ten-Year Models


2012 Actuals

2013 Estimate

2014 Budget

2015 Proposed

2017 Proposed

2019 Proposed

2021 Proposed

2023 Proposed

22

1,123,151 $ (888,822) $

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

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

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

233,948 $ 239,457 $

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

239,457 $ 228,058 $

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

196,632 $ 134,213 $

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

81,546 $ 52,872 $

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

48,449 $ 73,767 $

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

127,832 183,322

$ $

232,174 $ 233,948 $

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

234,329 $ 232,174 $

$ $

Fund Balance, Beginning Fund Balance, Ending

261,163 $ 234,329 $

- $ 524,922 $ 923,408 $ 1,166,315 $ 1,382,749 $ 1,815,630 $ 2,248,734 $ 2,466,290 2,541,120 3,029,282 3,006,024 3,075,065 3,173,674 3,305,691 3,515,755 3,680,394 3,837,204 4,010,668 128,180 194,803 236,473 329,726 342,298 375,332 401,545 422,035 445,323 776,942 764,202 914,775 1,028,576 1,049,400 1,106,243 1,157,193 1,217,592 1,289,592 137,692 145,691 197,038 188,127 194,471 207,875 269,867 227,821 239,644 321,446 350,722 333,212 308,417 274,099 297,747 320,270 342,630 364,765 1,339,893 1,271,197 1,385,633 1,472,987 1,491,788 1,611,540 1,709,346 1,806,354 1,909,362 4,477,028 4,157,034 3,779,217 3,389,552 3,464,669 3,657,638 3,852,721 4,050,409 4,263,741 $ 10,210,463 $ 10,414,595 $ 10,844,821 $ 11,057,374 $ 11,505,164 $ 12,587,760 $ 13,640,070 $ 14,370,334 $ 15,064,215

$

6,945 $ 19,985 $ 6,600 $ 4,000 $ 6,600 $ 6,600 $ 6,600 $ 6,600 $ 6,600 947,682 1,046,866 1,065,020 1,106,970 1,129,879 1,198,689 1,271,690 1,349,135 1,443,307 5,161,038 4,677,283 5,742,405 5,791,743 6,157,800 6,885,093 7,632,516 8,088,465 8,475,395 493,051 726,717 389,448 477,048 475,564 626,974 805,143 965,012 1,040,096 3,574,913 3,941,589 3,643,122 3,683,122 3,723,922 3,807,986 3,895,447 3,986,441 4,154,306 $ 10,183,629 $ 10,412,440 $ 10,846,595 $ 11,062,883 $ 11,493,765 $ 12,525,342 $ 13,611,396 $ 14,395,653 $ 15,119,704

$

2011 Actuals

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

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

Ten Year Financial Models Arvada Center - Table 2

Ten-Year Models


$ $ $ $ $

Fund Balance, Beginning Fund Balance, Ending

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

$

$

$

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

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

Ten Year Financial Models Parks - Table 3

23

742,535 $ 3,304,837 $

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

788,086 $ 3,272,678 $

4,047,372 $ 4,060,764 $

23,500 $ 511,575 357,005 294,846 335,441 280,978 4,427,452 127,988 805,631 7,164,416 $

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

2012 Actuals

820,809 $ 3,171,754 $

4,060,764 $ 3,992,563 $

9,224 $ 576,665 388,161 313,815 381,884 307,437 4,548,940 157,995 777,781 7,461,903 $

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

2013 Estimate

864,016 $ 2,903,169 $

3,992,563 $ 3,767,184 $

9,865 $ 589,933 405,377 340,443 417,131 320,884 4,818,390 154,253 798,414 7,854,690 $

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

2014 Budget

894,259 $ 2,602,945 $

3,767,184 $ 3,497,205 $

9,685 $ 610,499 421,102 353,304 433,269 330,751 4,993,731 158,444 818,843 8,129,628 $

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

2015 Proposed

954,594 $ 1,903,577 $

3,213,502 $ 2,858,171 $

9,937 $ 653,962 454,544 380,612 467,581 351,427 5,331,420 167,278 861,368 8,678,130 $

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

2017 Proposed

1,007,754 $ 1,126,109 $

2,501,550 $ 2,133,863 $

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

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

2019 Proposed

1,058,822 $ 389,104 $

1,802,384 $ 1,447,925 $

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

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

2021 Proposed

1,093,799 5,507

1,132,957 1,099,306

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

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

2023 Proposed

Ten-Year Models


$ $ $ $

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

$

$

$

$

Fund Balance, Beginning Fund Balance, Ending

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

Taxes Intergovernmental Miscellaneous Total Revenues

REVENUES

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

24

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

366,785 $ 5,959,651 $

6,247,230 $ 6,326,436 $

194,160 $ 82,013 300,839 339,840 394,233 1,808,616 214,706 3,334,407 $

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

2012 Actuals

838,388 $ 1,398,421 $

6,326,436 $ 2,236,809 $

226,347 $ 85,260 334,743 347,941 4,525,352 1,854,769 247,298 7,621,710 $

3,420,432 $ 50,000 61,651 3,532,083 $

2013 Estimate

395,657 $ 1,785,411 $

2,236,809 $ 2,181,068 $

232,360 $ 86,666 344,985 358,645 394,806 1,918,590 260,829 3,596,880 $

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

2014 Budget

417,281 $ 1,727,601 $

2,181,068 $ 2,144,882 $

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

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

2015 Proposed

442,408 $ 1,674,713 $

2,133,452 $ 2,117,121 $

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

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

2017 Proposed

471,138 $ 1,619,579 $

2,124,699 $ 2,090,717 $

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

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

2019 Proposed

488,512 $ 1,658,522 $

2,095,289 $ 2,147,034 $

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

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

2021 Proposed

512,071 1,839,858

2,249,741 2,351,929

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

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

2023 Proposed

Ten-Year Models


25

$ $ $ $

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

$

$

$

$

Fund Balance, Beginning Fund Balance, Ending

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

Taxes Miscellaneous Total Revenues

REVENUES

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

362,142 $ 5,746,922 $

395,925 $ 6,175,627 $

6,109,064 $ 6,571,552 $

124,820 3,599,317 $

110,670 3,292,197 $ 5,543,817 $ 6,109,064 $

42,867 $ 57,416 307,888 919,745 295,124 1,851,457

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

2012 Actuals

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

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

2011 Actuals

890,201 $ 1,819,699 $

6,571,552 $ 2,709,900 $

58,309 $ 64,897 336,286 930,223 4,747,265 1,835,980 1,791 117,983 8,092,734 $

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

2013 Estimate

427,344 $ 2,700,158 $

2,709,900 $ 3,127,501 $

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

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

2014 Budget

469,940 $ 2,959,525 $

3,127,501 $ 3,429,465 $

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

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

2015 Proposed

522,328 $ 3,343,196 $

3,742,915 $ 3,865,524 $

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

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

2017 Proposed

558,952 $ 3,516,975 $

3,997,003 $ 4,075,927 $

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

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

2019 Proposed

582,578 $ 3,778,297 $

4,191,334 $ 4,360,876 $

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

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

2021 Proposed

605,244 4,271,912

4,587,557 4,877,156

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

5,791,814

5,731,814 60,000

2023 Proposed

Ten-Year Models


$ $ $ $ $

Working Capital, Beginning Working Capital, Ending

26

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

3,917,783 $ 55,008,814 $

51,939,001 $ 58,926,596 $

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

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

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

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

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

2012 Actuals

15,237,320 $ 12,049,145 $

64,119,000 $ 27,286,465 $

507,412 $ 79,196 156,000 7,151,912 3,137,101 654,484 40,829,278 713,042 7,720,855 60,949,280 $

3,277,970 $ 19,195,952 1,214,314 428,509 24,116,745 $

2013 Estimate

6,489,954 $ 20,647,774 $

27,286,465 $ 27,137,728 $

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

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

2014 Budget

7,279,138 $ 17,699,808 $

27,137,728 $ 24,978,946 $

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

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

2015 Proposed

7,638,056 $ 14,598,850 $

24,578,529 $ 22,236,906 $

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

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

2017 Proposed

11,714,369 $ 7,975,579 $

16,365,156 $ 19,689,948 $

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

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

2019 Proposed

7,664,012 $ 358,258 $

6,296,445 $ 8,022,271 $

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

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

2021 Proposed

7,493,966 8,826,413

12,294,501 16,320,379

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

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

2023 Proposed

Ten-Year Models


$

$ $ $ $

Working Capital, 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

27

2,173,888 $ 9,105,524 $

8,555,342 $ 11,279,412 $

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

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

11,279,412 $ 12,011,000 $

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

847,653 $ 10,689,116 (460,124) 11,076,645 $

2012 Actuals

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

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

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

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

2013 Estimate

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

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

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

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

2014 Budget

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

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

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

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

2015 Proposed

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

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

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

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

2017 Proposed

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

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

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

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

2019 Proposed

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

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

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

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

2021 Proposed

4,569,682 16,960,110

20,017,627 21,529,791

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

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

2023 Proposed

Ten-Year Models


$ $ $ $ $

Working Capital, Beginning Working Capital, Ending

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

$

$

$

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

Total Revenues

REVENUES Charges for Services Miscellaneous Revenue Transfer

Ten Year Financial Models Golf Course - Table 8

28

422,323 $ (212,744) $

25,634 $ 209,579 $

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

451,850 $ 181,150 $

209,579 $ 633,000 $

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

4,531,148 $

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

2012 Actuals

501,249 $ (88,832) $

633,000 $ 412,417 $

1,291,468 $ 376,045 637,388 274,698 643,457 494,489 839,268 4,556,813 $

4,336,230 $

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

2013 Estimate

516,539 $ (14,145) $

412,417 $ 502,393 $

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

4,785,785 $

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

2014 Budget

532,247 $ 84,396 $

502,393 $ 616,643 $

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

4,952,855 $

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

2015 Proposed

560,038 $ 212,036 $

783,324 $ 772,074 $

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

5,080,009 $

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

2017 Proposed

591,660 $ 190,545 $

771,552 $ 782,205 $

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

5,389,382 $

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

2019 Proposed

621,657 $ 264,264 $

819,753 $ 885,921 $

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

5,717,596 $

5,445,428 14,540 257,628

2021 Proposed

652,832 461,826

983,694 1,114,658

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

6,065,796

5,777,053 15,425 273,318

2023 Proposed

Ten-Year Models


29

$ $

Working Capital, Beginning

Working Capital, Ending

Working Capital Goal (25%)

$ $

Total Expenditures

Excess/(Deficiency)

$ $

EXPENDITURES Stormwater

$

$

Total Revenues

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

Ten Year Financial Models Stormwater Utility - Table 9

10,508,864 $

490,434 $

10,999,297 $

7,866,638 $

1,961,734 $

1,961,734 $

5,094,393 $

1,610,556 $ 199,535 3,143,503 140,799 -

2011 Actuals

7,424,219 $

1,913,781 $

9,338,000 $

10,999,297 $

7,655,123 $

7,655,123 $

5,993,826 $

3,025 $ 3,125,894 690,323 2,174,584

2012 Actuals

399,725 $

2,432,410 $

2,832,135 $

9,338,000 $

9,729,640 $

9,729,640 $

3,223,775 $

- $ 3,157,295 66,480 -

2013 Estimate

241,377 $

1,153,257 $

1,394,634 $

2,832,135 $

4,613,029 $

4,613,029 $

3,175,528 $

- $ 3,147,497 28,031 -

2014 Budget

670,626 $

798,800 $

1,469,425 $

1,394,634 $

3,195,198 $

3,195,198 $

3,269,989 $

- $ 3,256,333 13,656 -

2015 Proposed

593,859 $

847,511 $

595,728 $

864,682 $

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

1,433,659 $

3,458,727 $

3,458,727 $

3,526,377 $

- $ 3,512,739 13,638 -

2019 Proposed

1,441,370 $

3,390,044 $

3,390,044 $

3,397,755 $

- $ 3,383,709 14,046 -

2017 Proposed

1,017,049 $

823,080 $

1,840,128 $

1,474,672 $

3,292,318 $

3,292,318

3,657,774 $

- $ 3,643,317 14,457 -

2021 Proposed

1,084,532

1,283,695

2,368,227

1,565,546

5,134,780

5,134,780

5,937,461

3,668,557 2,268,905 -

2023 Proposed

Ten-Year Models


$ $ $ $ $

Working Capital, Beginning Working Capital, Ending

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

30

425,147 $ 335,301 $

905,940 $ 760,448 $

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

1,555,097 $

$

$

1,543,483 $ 11,614

2011 Actuals $

EXPENDITURES Banquet Facility Hospitality General Administration Total Expenditures

REVENUES Charges for Services Miscellaneous Revenue Transfer Total Revenues

Ten Year Financial Models Hospitality - Table 10

395,661 $ 279,339 $

760,448 $ 675,000 $

1,297,257 $ 285,388 1,582,645 $

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

2012 Actuals

2014 Budget

378,036 $ 316,590 $

675,000 $ 694,626 $ 470,075 $ 46,630 $

694,626 $ 516,705 $

1,204,184 $ 1,554,653 $ 307,959 325,646 1,512,143 $ 1,880,299 $

1,480,526 $ 1,644,678 $ 51,243 57,700 1,531,769 $ 1,702,378 $

2013 Estimate

458,521 $ (2,965) $

516,705 $ 455,556 $

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

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

2015 Proposed

481,830 $ (130,585) $

397,759 $ 351,245 $

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

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

2017 Proposed

272,018 $ 270,247 $ 529,640 $ (259,393) $

505,469 $ (218,940) $

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

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

2021 Proposed

313,127 $ 286,529 $

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

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

2019 Proposed

243,960 66,854

282,925 310,813

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

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

2023 Proposed

Ten-Year Models


31

(935,705) 4,983,000

$

Available Cash Ending $

4,983,000 $ 3,863,642 $

2,575,540 $ 622,527 3,198,067 $

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

2013 Estimate

3,863,642 $ 3,347,331 $

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

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

2014 Budget

3,347,331 $ 3,149,444 $

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

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

2015 Proposed

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

5,918,705

$

Ending Cash Actuarial Projection Adjustment

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

5,166,903 $ 5,249,387 $

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

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

2012 Actuals

$

$ $

Fund Balance, Beginning Fund Balance, Ending

1,505,769 $ 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

2,927,464 $ 2,682,387 $

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

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

2017 Proposed

2,420,311 $ 2,148,568 $

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

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

2019 Proposed

1,867,730 $ 1,578,120 $

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

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

2021 Proposed

1,280,197 972,434

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

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

2023 Proposed

Ten-Year Models


$ $ $

Fund Balance, Beginning Fund Balance, Ending

$

$

$

EXPENDITURES Computer Maintenance Computer Replacement Total Expenditures

REVENUES Intergovernmental Charges for Services Miscellaneous Transfer Total Revenue

Ten Year Financial Models Computers - Table 12

10,124,610 $ 9,843,166 $

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

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

2011 Actuals

9,843,166 $ 7,949,000 $

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

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

2012 Actuals

7,949,000 $ 6,545,563 $

2,110,295 $ 1,149,621 3,259,916 $

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

2013 Estimate

6,545,563 $ 7,103,377 $

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

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

2014 Budget

7,103,377 $ 6,277,683 $

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

1,861,198 $

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

2015 Proposed

5,409,723 $ 5,096,280 $

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

1,866,123 $

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

2017 Proposed

4,745,575 $ 4,384,506 $

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

1,871,350 $

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

2019 Proposed

3,738,295 $ 3,918,118 $

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

1,876,895 $

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

2021 Proposed

2,842,509 2,254,341

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

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

2023 Proposed

Ten-Year Models

32


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

$ $

$

$

$

$

5,951,530 $ 7,157,603 $

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

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

2011 Actuals

7,157,603 $ 6,678,000 $

2,241,455 $ 1,552,954 3,794,409 $

3,228,289 $ 64,225 22,292 3,314,806 $

2012 Actuals

6,678,000 $ 4,713,500 $

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

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

2013 Estimate

4,713,500 $ 4,164,137 $

2,219,386 $ 1,824,742 4,044,128 $

3,378,186 $ 41,579 75,000 3,494,765 $

2014 Budget

4,164,137 $ 3,767,776 $

2,304,618 $ 1,682,180 3,986,798 $

3,446,058 $ 69,378 75,000 3,590,436 $

2015 Proposed

3,768,998 $ 3,494,592 $

2,477,917 $ 1,521,571 3,999,488 $

3,587,973 $ 62,109 75,000 3,725,082 $

2017 Proposed

3,204,973 $ 3,139,525 $

2,621,414 $ 1,304,804 3,926,218 $

3,738,530 $ 47,240 75,000 3,860,770 $

2019 Proposed

3,234,153 $ 3,334,839 $

2,751,443 $ 1,181,777 3,933,220 $

3,898,256 $ 60,650 75,000 4,033,906 $

2021 Proposed

3,619,023 3,518,395

2,957,090 1,350,000 4,307,090

4,061,366 70,097 75,000 4,206,463

2023 Proposed

Ten-Year Models

33


$ $ $ $

EXPENDITURES Building Maintenance

Total Expenditures

Fund Balance, Beginning

Fund Balance, Ending

$

$

Total Revenue

REVENUES Intergovernmental Miscellaneous Revenue Transfer

Ten Year Financial Models Buildings - Table 14

1,658,546 $

1,801,164 $

690,979 $

690,979 $

548,361 $

407,351 $ 29,279 111,731

2011 Actuals

1,704,000 $

1,658,546 $

481,434 $

481,434 $

526,888 $

407,351 $ 6,478 113,059

2012 Actuals

1,959,825 $

1,704,000 $

282,759 $

282,759 $

538,584 $

407,351 $ 15,000 116,233

2013 Estimate

2,147,634 $

1,959,825 $

378,077 $

378,077 $

565,886 $

431,165 $ 15,000 119,721

2014 Budget

2,037,096 $

2,147,634 $

680,015 $

680,015 $

569,477 $

431,165 $ 15,000 123,312

2015 Proposed

2,052,092 $

2,283,283 $

677,356 $

677,356 $

446,165 $

431,165 $ 15,000

2017 Proposed

2,522,098 $

2,178,221 $

102,288 $

102,288 $

446,165 $

431,165 $ 15,000

2019 Proposed

1,720,290 $

1,917,472 $

643,347 $

643,347 $

446,165 $

431,165 $ 15,000

2021 Proposed

732,793

1,036,628

750,000

750,000

446,165

431,165 15,000

2023 Proposed

Ten-Year Models

34


$ $ $ $ $ $

EXPENDITURES Economic Development Total Expenditures

Fund Balance, Beginning Fund Balance, Ending

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

112,307 $ 1,103,484 $

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

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

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

2011 Actuals

97,751 $ 1,442,751 $

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

888,648 $ 888,648 $

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

2012 Actuals

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

$

$

REVENUES Miscellaneous Revenue Transfer Total Revenues

Ten Year Financial Models Economic Development - Table 15

80,375 $ 1,483,444 $

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

730,683 $ 730,683 $

3,000 $ 751,000 754,000 $

2013 Estimate

84,357 $ 1,487,581 $

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

766,881 $ 766,881 $

3,000 $ 772,000 775,000 $

2014 Budget

87,548 $ 1,485,499 $

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

795,891 $ 795,891 $

3,000 $ 794,000 797,000 $

2015 Proposed

93,917 $ 1,467,193 $

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

853,790 $ 853,790 $

3,000 $ 842,355 845,355 $

2017 Proposed

99,499 $ 1,444,337 $

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

904,535 $ 904,535 $

3,000 $ 893,654 896,654 $

2019 Proposed

104,555 $ 1,435,963 $

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

950,499 $ 950,499 $

3,000 $ 948,078 951,078 $

2021 Proposed

109,802 1,436,178

1,545,980 1,545,980

998,201 998,201

3,000 995,201 998,201

2023 Proposed

Ten-Year Models

35


36


Performance Budgeting


2013-2014 REVISED PROPOSED BIENNIAL OPERATING AND CAPITAL BUDGET

ȃ‘Žȱ ’¢ȱ Žœ’›Žœȱ ˜ȱ Œ˜—’—žŽȱ ’œȱ Žě˜›œȱ ˜ȱ ŠŒ‘’ŽŸŽȱ Š—ȱ –Š’—Š’—ȱ œŽ›Ÿ’ŒŽȱ Ž¡ŒŽ••Ž—ŒŽȱ ‹¢ȱ ‹ž’•’—ȱŠȱŠŠȬ›’ŸŽ—ǰȱ›Žœž•œȬ˜›’Ž—ŽǰȱŒžœ˜–Ž›Ȭ˜ŒžœŽȱŠ—ȱ›Žœ™˜—œ’ŸŽȱ˜›Š—’£Š’˜—ǯȄȱ In 2013 the City initiated a new integrated performance management system called FOCUS, which includes performance-based budgeting and strategic planning that looks at what the City needs to acŒ˜–™•’œ‘ȱ’—ȱ‘Žȱ—Ž¡ȱœ’¡ȱ¢ŽŠ›œǯȱȱ ’••ȱ›ŽȬŽę—Žȱ‘˜ ȱ›ŸŠŠȱ™›’˜›’’£ŽœȱœŽ›Ÿ’ŒŽœȱŠ—ȱ™›˜›Š–œȱ˜›ȱ ‘ŽȱŒ˜––ž—’¢ȱ‹¢ȱ˜Œžœ’—ȱ˜—ȱ‘ŽȱŸŠ•žŽȱ˜ȱ‘ŽȱŒžœ˜–Ž›ǰȱ˜›ȱŒžœ˜–Ž›ȱŽ¡™Ž›’Ž—ŒŽǰȱŠ—ȱ‹¢ȱ–ŽŠœž›’—ǰȱ ŽŸŠ•žŠ’—ȱŠ—ȱ›Ž™˜›’—ȱ˜ž›ȱ™Ž›˜›–Š—ŒŽǯ FOCUS will: Ȋȱ ȱ Ž•™ȱ‘Žȱ’¢ȱ˜ȱ›ŠŒ”ȱ ‘Šȱ’ȱ’œȱ˜’—ȱŠ—ȱ™›˜Ÿ’Žȱ–˜›Žȱ–ŽŠ—’—ž•ȱ›Ž™˜›œȱ˜ȱ‘ŽȱŒ˜––ž—’¢ǯ Ȋȱ ȱ Ž•™ȱ˜ȱ‹ŽĴŽ›ȱŽ¡™•Š’—ȱŠ—ȱœ‘˜ ȱ‘ŽȱŸŠ•žŽȱ‘ŽȱŒ˜––ž—’¢ȱ›ŽŒŽ’ŸŽœȱ˜›ȱ ‘Šȱ’ȱ’—ŸŽœœȱ’—ȱ›ŸŠŠǯ Ȋȱ ȱ™Ž—ȱ‘Žȱ˜˜›ȱ˜›ȱ’——˜ŸŠ’˜—ȱŠ—ȱŒ›ŽŠ’ŸŽȱ‘’—”’—ȱ˜›ȱŽ–™•˜¢ŽŽœȱŠȱŠ••ȱ•ŽŸŽ•œȱ’—ȱ‘Žȱ˜›Š—’£Š’˜—ǯȱȱ ’¢ȱŽ–™•˜¢ŽŽœȱ ’••ȱ‘ŠŸŽȱ–˜›Žȱ˜˜•œȱ˜ȱ’Ž—’¢ȱ’——˜ŸŠ’ŸŽȱ Š¢œȱ˜ȱ’–™›˜ŸŽȱœŽ›Ÿ’ŒŽœȱŠ—ȱ‹Žȱ‹ŽĴŽ›ǰȱ œ–Š›Ž›ǰȱŠ—ȱŠœŽ›ǰȱ ‘’Œ‘ȱž•’–ŠŽ•¢ȱ•ŽŠœȱ˜ȱŽ—‘Š—Œ’—ȱŠ—ȱ’–™›˜Ÿ’—ȱ‘ŽȱŒžœ˜–Ž›ȱŽ¡™Ž›’Ž—ŒŽǯ іѡѦȱѡџюѡђєіѐȱљюћ œȱŠȱ™Š›ȱ˜ȱǰȱ’—ȱŘŖŗřȱ’¢ȱ˜ž—Œ’•ȱ’Ž—’ꮍȱ–Š“˜›ȱ’œœžŽœȱŒ˜—›˜—’—ȱ‘Žȱ’¢ȱ’—ȱ‘Žȱ—Ž¡ȱŘȬŜȱ ¢ŽŠ›œȱŠ—ȱ‘Ž—ȱŽŸŽ•˜™ŽȱŠȱŒ’¢ ’Žȱœ›ŠŽ’Œȱ™•Š—ǯȱȱ‘’œȱ™•Š—ȱ’Ž—’ꮍȱ˜ž›ȱœ›ŠŽ’ŒȱŠ›ŽŠœȱ‘ŠȱŒ˜—Š’—ȱ œ™ŽŒ’ęŒȱŠ—ȱ–ŽŠœž›Š‹•Žȱ›Žœž•œȱ‘Šȱ˜ž—Œ’•ȱŽ¡™ŽŒœȱ˜ȱŠŒ‘’ŽŸŽȱ‹Ž ŽŽ—ȱ—˜ ȱŠ—ȱŘŖŗşǯȱ‘ŽœŽȱ›Žœž•œȱ ’••ȱ guide where the City expends its resources and will be monitored for progress and will be used as the ˜ž—Š’˜—ȱ˜›ȱ‘Žȱ ˜›”ȱ‘ŠȱŽŠŒ‘ȱ’¢ȱŽ™Š›–Ž—ȱ˜Žœǯȱ‘Žȱ™•Š—ȱ ’••ȱŠ•œ˜ȱ‹Žȱ›ŽŸ’Ž ŽȱŠ—ȱž™ŠŽȱ˜—ȱ Šȱ›Žž•Š›ȱ‹Šœ’œȱ‹¢ȱ‘Žȱ’¢ȱ˜ž—Œ’•ǯȱȱ‘Žȱ˜••˜ ’—ȱŠ›Žȱ‘Žȱ˜ž›ȱœ›ŠŽ’ŒȱŠ›ŽŠœȱŠ—ȱ‘Žȱ›Žœž•œȱ‘Šȱ Ž›Žȱ adopted by the Council: ȱѡџюѡђєіѐȱџђюѠ Growth and Economic Development - The future of Arvada’s prosperity and quality of life will be influenced largely by the City’s ability to manage growth through intelligent economic development and strong fiscal policies. Good paying jobs, thoughtful transit-oriented development and new housing, together with long-term investments in the Wadsworth Corridor, will define manage g d gr g owth in Arvada.

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

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

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

37


2013-2014 2 013-2014 PROPOSED PROPOSED REVISED REVISED BIENNIAL BIENNIAL OPERATING AND CAPITAL BUDGET

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

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

38


2013-2014 REVISED PROPOSED BIENNIAL OPERATING AND CAPITAL BUDGET

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

39


2013-2014 2 013-2014 PROPOSED PROPOSED REVISED REVISED BIENNIAL BIENNIAL OPERATING AND CAPITAL BUDGET

ђџѓќџњюћѐђȬюѠђёȱѢёєђѡіћє ȱ’œȱŠȱœŠ—Š›’£Žȱ™Ž›˜›–Š—ŒŽȱ–Š—ŠŽ–Ž—ȱœ¢œŽ–ȱŠ—ȱ’œȱ•’—”Žȱ˜ȱ‘Žȱ’¢Ȃœȱ‹žŽ’—ȱ™›˜ŒŽœœǯȱŠŒ‘ȱ ¢ŽŠ›ȱŽ™Š›–Ž—œȱž™ŠŽȱœ›ŠŽ’Œȱ‹žœ’—Žœœȱ™•Š—œȱ‘ŠȱŠ›Žȱ˜›Š—’£Žȱ‹¢ȱ™›˜›Š–ǯȱŠŒ‘ȱ™›˜›Š–ȱ–ŽŠœž›Žœȱ‘Žȱ ‹Ž—ŽęȱŒžœ˜–Ž›œȱŽ¡™Ž›’Ž—ŒŽȱŠœȱŠȱŒ˜—œŽšžŽ—ŒŽȱ˜ȱ›ŽŒŽ’Ÿ’—ȱ‘Žȱ™›˜›Š–ȂœȱœŽ›Ÿ’ŒŽœǯȱ˜••ŽŒ’—ȱŠ—ȱŽŸŠ•žŠ’—ȱ ™Ž›˜›–Š—ŒŽȱ–ŽŠœž›Žœȱ’—ȱœ›ŠŽ’Œȱ‹žœ’—Žœœȱ™•Š—œȱ™•Š¢œȱŠȱœ’—’ęŒŠ—ȱ›˜•Žȱ’—ȱŽŠŒ‘ȱŽ™Š›–Ž—ȂœȱŽŒ’œ’˜—ȱ–Š”’—ȱ ‹¢ȱ’••ž–’—Š’—ȱ‘˜ ȱ Ž••ȱŠ›ŽœȱŠ›ŽȱŠŒ‘’ŽŸŽǯȱȱ‘ŽȱŽ—ȱ›Žœž•ȱ’œȱ‘Šȱ‘Žȱ’¢ȱ’–™›˜ŸŽœȱ™›˜›Š–ȱŽĜŒ’Ž—Œ¢ȱŠ—ȱ ŽěŽŒ’ŸŽ—Žœœȱ ‘’Œ‘ǰȱ’—ȱž›—ǰȱ™›˜Ÿ’Žœȱ‹ŽĴŽ›ȱ›Žœž•œȱ˜›ȱŒ’’£Ž—œǯ ‘ŽȱŽ™Š›–Ž—ȱœ›ŠŽ’Œȱ‹žœ’—Žœœȱ™•Š—œȱ’—Œ•žŽȱŠȱœ›ŠŽ’ŒȱœŽŒ’˜—ȱ‘Šȱ’Ž—’ęŽœȱ›Ž—œȱŠ—ȱ’œœžŽœȱ˜›ȱ‘Žȱ—Ž¡ȱ œ’¡ȱ¢ŽŠ›œȱŠ—ȱœ›ŠŽ’Œȱ›Žœž•œȱ‘Šȱ‘ŽȱŽ™Š›–Ž—ȱ—ŽŽœȱ˜ȱŠŒ‘’ŽŸŽȱ˜ȱ›Žœ™˜—ȱ™›˜ŠŒ’ŸŽ•¢ȱ˜ȱ‘ŽȱŒ‘Š••Ž—Žœȱ˜ȱ ‘Žȱžž›Žǯȱ‘Žȱ˜‘Ž›ȱœŽŒ’˜—ȱ’œȱ‘Žȱ˜™Ž›Š’˜—œȱ™˜›’˜—ȱ˜ȱ‘Žȱ™•Š—ǰȱ ‘Ž›Žȱœ’–’•Š›ȱœŽ›Ÿ’ŒŽœȱŠ›Žȱ›˜ž™Žȱ’—˜ȱ™›˜›Š–œǰȱŠ—ȱ™›˜›Š–œȱ ’‘ȱœ’–’•Š›ȱŒ˜––˜—ȱ™ž›™˜œŽœȱŠ›Žȱ›˜ž™Žȱ’—˜ȱ•’—Žœȱ˜ȱ‹žœ’—Žœœǯȱ‘ŽœŽȱ™•Š—œȱŠ›ŽȱŠ•œ˜ȱ Š•’—Žȱ ’‘ȱ‘Žȱ’¢Ȃœȱ›ŠŽ’Œȱ•Š—ȱ˜ȱŽ—œž›Žȱ‘Šȱ‘Žȱ›Žœž•œȱ’Ž—’ꮍȱ‹¢ȱ’¢ȱ˜ž—Œ’•ȱŠ›ŽȱŠȱ™Š›ȱ˜ȱ‘ŽȱœŽ›Ÿ’ŒŽœȱ‹Ž’—ȱŽ•’ŸŽ›Žȱ‹¢ȱ‘Žȱ’¢ǯȱ˜ȱŽŸŽ›¢ȱ’¢ȱŽ™Š›–Ž—ȱ˜›ȱ™›˜›Š–ȱŠ•’—œȱ’›ŽŒ•¢ȱ ’‘ȱ‘Žȱ’¢ȱ›ŠŽ’Œȱ •Š—ǰȱ‹žȱŽŸŽ›¢ȱ™›˜›Š–ȱ™•Š¢œȱŠȱ›˜•Žȱ’—ȱŽ—œž›’—ȱ‘Šȱ‘Žȱ’¢ȱŽ•’ŸŽ›œȱ‘ŽȱœŽ›Ÿ’ŒŽœȱŽ¡™ŽŒŽȱ‹¢ȱ‘ŽȱŒ˜––ž—’¢ǯ œȱŠȱ™Š›ȱ˜ȱ‘ŽȱŠ—Š’—ȱ˜›ȱŽœž•œȱœ¢œŽ–ȱ‘Šȱ‘Žȱ’¢ȱ’œȱžœ’—ǰȱ™Ž›˜›–Š—ŒŽȱ–ŽŠœž›ŽœȱŠ›Žȱ™›ŽœŽ—Žȱ˜›ȱ ŽŠŒ‘ȱ™›˜›Š–ȱ ’‘’—ȱŠȱŽ™Š›–Ž—ȱŠ—ȱŠ›Žȱœ›žŒž›Žȱœ˜ȱ‘ŠȱŽŠŒ‘ȱ™›˜›Š–ȱ‘ŠœȱŠȱž••ȱŠ–’•¢ȱ˜ȱŽŠœž›ŽœȜǯȱ ‘ŽœŽȱ–ŽŠœž›Žœȱ›Ž™˜›ȱ—˜ȱ˜—•¢ȱ ‘Šȱ‘ŽȱŒžœ˜–Ž›ȱŽ¡™Ž›’Ž—ŒŽȱ’œȱŠœȱŠȱ›Žœž•ȱ˜ȱ‘Žȱ™›˜›Š–ǰȱ‹žȱŠ•œ˜ȱ‘Žȱ ˜›”•˜Šȱ˜›ȱ˜ž™žǰȱ‘ŽȱŽ–Š—ȱ˜›ȱ‘Žȱ™›˜›Š–ȱŠ—ȱ‘ŽȱŽĜŒ’Ž—Œ¢ȱ˜ȱ‘Žȱ™›˜›Š–ȱ˜ȱ™›˜Ÿ’’—ȱŒŽ›Š’—ȱœŽ›Ÿ’ŒŽœǯȱȱ Ž›˜›–Š—ŒŽȱ’—˜›–Š’˜—ȱ ’••ȱ‹Žȱ›ŽŸ’Ž Žȱ‹¢ȱ‘Žȱ’¢ȱ–Š—ŠŽ–Ž—ȱŽŠ–ȱ˜—ȱŠȱ›Žž•Š›ȱ‹Šœ’œȱŠ—ȱ™›ŽœŽ—Žȱ˜ȱ‘Žȱ ˜ž—Œ’•ȱ’—ȱšžŠ›Ž›•¢ȱ™Ž›˜›–Š—ŒŽȱ›Ž™˜›œǯ ‘Žȱ›ŸŠŠȱŒ˜—˜–’ŒȱŽŸŽ•˜™–Ž—ȱœœ˜Œ’Š’˜—ȱǻǼȱŠ—ȱ‘Žȱ’•’’ŽœȱŽ™Š›–Ž—ȱŒ˜–™•ŽŽȱ‘Ž’›ȱœ›ŠŽ’Œȱ ‹žœ’—Žœœȱ™•Š—œȱ’—ȱŘŖŗřȱŠ—ȱ‘Ž’›ȱŘŖŗŚȱ‹žŽœȱŠ›Žȱ™›ŽœŽ—Žȱ’—ȱ‘Žȱ—Ž ȱ˜›–Šǯȱ••ȱ’¢ȱŽ™Š›–Ž—œȱ ’••ȱŒ˜–plete the strategic business planning process by early 2014 and will be presented in the new format in the 2015ŘŖŗŜȱ‹žŽǯȱȱ —ȱ‘Žȱꛜȱ¢ŽŠ›ȱ˜ȱ‘Žȱ—Ž ȱ™Ž›˜›–Š—ŒŽȬ‹ŠœŽȱ‹žŽ’—ȱ˜—•¢ȱ‘Žȱ™›˜™˜œŽȱŘŖŗŚȱ™Ž›˜›–Š—ŒŽȱ targets are shown. In the future, historic performance, along with current-year estimates and future year predictions, will be presented for each program.

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2013-2014 REVISED PROPOSED BIENNIAL OPERATING AND CAPITAL BUDGET

ђюёђџȂѠȱ ѢіёђȱѡќȱђџѓќџњюћѐђȬюѠђёȱѢёєђѡѠ

1

Ž™Š›–Ž—ȱ’œœ’˜—ȱŠŽ–Ž—ȱȮȱŠŒ‘ȱŽ™Š›–Ž—ȱ‘ŠœȱŠȱ–’œœ’˜—ȱœŠŽ–Ž—ȱ˜ȱœ‘˜ ȱ‘Žȱ™ž›™˜œŽȱ˜ȱ‘ŽȱŽ™Š›–Ž—ǯȱ‘ŽȱœŠŽ–Ž—ȱ’Ž—’ęŽœȱŠȱœž––Š›¢ȱ˜ȱœŽ›Ÿ’ŒŽœȱ‘Šȱ‘ŽȱŽ™Š›–Ž—ȱ™›˜Ÿ’Žœǰȱ‘ŽȱŒžœ˜–Ž›œȱ ‘˜ȱ ›ŽŒŽ’ŸŽȱ‘˜œŽȱœŽ›Ÿ’ŒŽœȱŠ—ȱ ‘Šȱ›Žœž•ȱ˜›ȱ‹Ž—Žęȱ‘ŽȱŒžœ˜–Ž›œȱ ’••ȱŽ¡™Ž›’Ž—ŒŽǯ

2

Ž™Š›–Ž—ȱ¡™Ž—’ž›ŽȱŠ—ȱ–™•˜¢ŽŽȱž––Š›¢ȱȮȱ‘ŽœŽȱŠ‹•Žœȱœ‘˜ ȱ‘ŽȱŽ™Š›–Ž—ȂœȱŽ¡™Ž—’ž›Žœȱ‹¢ȱ •’—Žȱ˜ȱ‹žœ’—ŽœœȱŠ—ȱ‹¢ȱž—ǯȱȱ —ȱŠ’’˜—ǰȱ‘ŽȱŠ‹•Žœȱ™›˜Ÿ’Žȱ‘Žȱ˜Š•ȱ—ž–‹Ž›ȱ˜ȱŽ–™•˜¢ŽŽœȱ‹¢ȱȱ˜›ȱŽŠŒ‘ȱ of the lines of business.

3

Ž™Š›–Ž—ȱ›Š—’£Š’˜—ȱȮȱ‘’œȱŒ‘Š›ȱœ‘˜ œȱŽŠŒ‘ȱ•’—Žȱ˜ȱ‹žœ’—Žœœȱ’—ȱ‘ŽȱŽ™Š›–Ž—ȱŠ—ȱ‘Žȱ™›˜›Š–œȱ‘Šȱ are part of that line of business.

4

žŽȱ‘Š—ŽœȱȮȱ‘’œȱ’œȱŠȱœž––Š›¢ȱ˜ȱŠ—¢ȱ–Š“˜›ȱ‹žŽȱŒ‘Š—Žœȱ’—ȱ‘ŽȱŽ™Š›–Ž—ȱ‘Šȱ›Žšž’›ŽȱŠ’’˜—Š•ȱ ž—’—ȱŠ—Ȧ˜›ȱŽ–™•˜¢ŽŽœǯȱ ȱ‘Ž›ŽȱŠ›Žȱ—˜ȱ–Š“˜›ȱ‹žŽȱŒ‘Š—Žœȱ˜›ȱŠȱŽ™Š›–Ž—ȱ‘Ž—ȱ‘’œȱœŽŒ’˜—ȱ’œȱ˜–’ted from that department. ›Ž—ȱŠ—ȱ –™ŠŒȱŠŽ–Ž—œȱȮȱ‘ŽœŽȱŠ›Žȱ’Ž—’ꮍȱ‹¢ȱ‘ŽȱŽ™Š›–Ž—ȱŠ—ȱŠ›Žȱ‘Žȱ–˜œȱ’–™˜›Š—ȱ’œœžŽœȱ Š—ȱ›Ž—œȱ‘Šȱ ’••ȱ’–™ŠŒȱ‘ŽȱŽ™Š›–Ž—ȱŠ—ȱ’œȱŒžœ˜–Ž›œȱ˜ŸŽ›ȱ‘Žȱ—Ž¡ȱŘȬŜȱ¢ŽŠ›œǯ

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›ŠŽ’ŒȱŽœž•œȱȬȱ‘ŽœŽȱŠ›Žȱœ™ŽŒ’ęŒȱ›Žœž•œȱ‘ŽȱŽ™Š›–Ž—ȱŠ’–œȱ˜ȱŠŒ‘’ŽŸŽȱ’—ȱ‘Žȱ—Ž¡ȱœ’¡ȱ¢ŽŠ›œȱ‘Šȱ˜ȱ ‹Ž¢˜—ȱ‘ŽȱŒž››Ž—ȱ™›ŠŒ’ŒŽȱŠ—ȱœŠžœȱšž˜ȱŠ—ȱŠ›ŽȱŒ›’’ŒŠ•ȱ˜ȱ‘ŽȱŽ™Š›–Ž—ȂœȱœžŒŒŽœœǯȱ Žœž•œȱ‘ŠȱŠ›Žȱ’›ŽŒ•¢ȱ’Žȱ˜ȱ˜—Žȱ˜ȱ‘Žȱ˜ž—Œ’•Ȃœȱ’¢ȱ›ŠŽ’Œȱ•Š—ȱ›Žœž•œȱŠ›Žȱ’Ž—’ꮍȱ‹¢ȱ

6

logo.

’—Žȱ˜ȱžœ’—ŽœœȱȮȱŠŒ‘ȱ’—Žȱ˜ȱžœ’—Žœœȱ ’‘’—ȱŠȱŽ™Š›–Ž—ȱŒ˜—Š’—œȱŠȱœž––Š›¢ȱœ‘ŽŽȱ ’‘ȱ‘Žȱ™ž›™˜œŽȱ statement for that line of business and a table of expenditures and employees presented by program.

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›˜›Š–ȱŠ–ŽȱŠ—ȱž›™˜œŽȱŠŽ–Ž—ȱȬȱŠŒ‘ȱ™›˜›Š–ȱ‘ŠœȱŠȱœ™ŽŒ’ęŒȱ—Š–ŽȱŠ—ȱ™ž›™˜œŽȱœŠŽ–Ž—ȱ‘Šȱ Œ•ŽŠ›•¢ȱ’Ž—’ęŽœȱ ‘¢ȱ‘Žȱ™›˜›Š–ȱŽ¡’œœǰȱ ‘˜ȱ‘ŽȱŒžœ˜–Ž›œȱ˜ȱ‘Žȱ™›˜›Š–ȱŠ›ŽǰȱŠ—ȱ ‘Šȱ‘ŽȱŒžœ˜–Ž›œȱ ŒŠ—ȱŽ¡™ŽŒȱ˜ȱ›ŽŒŽ’ŸŽȱ›˜–ȱ‘Žȱ™›˜›Š–ǯ

8

›˜›Š–ȱ¡™Ž—’ž›ŽȱŠ—ȱ–™•˜¢ŽŽȱŠ‹•ŽȱȬȱŠŒ‘ȱ™›˜›Š–ȱ‘ŠœȱŠȱ•’œ’—ȱ˜ȱŽ¡™Ž—’ž›Žœȱ‹¢ȱŒŠŽ˜›¢ȱŠ—ȱ also a listing by position of all employees assigned to the program.

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›˜›Š–ȱ Ž¢ȱŽ›˜›–Š—ŒŽȱŽŠœž›ŽǻœǼȱȮȱŠŒ‘ȱ™›˜›Š–ȱ‘ŠœȱŠȱ™Ž›˜›–Š—ŒŽȱ–ŽŠœž›Žȱ‘Šȱ‘’‘•’‘œȱ‘Žȱ›Žsults of that program and is presented in detail.

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›˜›Š–ȱ’’˜—Š•ȱ —˜›–Š’˜—ȱȮȱȱ‘ŽȱŽ—ȱ˜ȱŽŠŒ‘ȱŽ™Š›–Ž—ȱ’œȱŠȱœŽȱ˜ȱŠ’’˜—Š•ȱ’—˜›–Š’˜—ȱŠ‹˜žȱ ‘Žȱ™›˜›Š–œȱ’—ȱ‘ŠȱŽ™Š›–Ž—ǯȱ‘’œȱœž™™•Ž–Ž—Š•ȱ’—˜›–Š’˜—ȱ™›˜Ÿ’Žœȱ–˜›ŽȱŽŠ’•œȱŠ‹˜žȱ‘Žȱ™›˜›Š–ȱ Š—ȱ‘ŽȱŽ—’›ŽȱŠ–’•¢ȱ˜ȱŽŠœž›ŽœȜȱ˜›ȱ‘Šȱ™›˜›Š–ǯ ›˜›Š–ȱŽ›˜›–Š—ŒŽȱŽŠœž›ŽœȱȮȱ‘’œȱŠ‹•Žȱœ‘˜ œȱ‘ŽȱŽ—’›ŽȱŠ–’•¢ȱ˜ȱ–ŽŠœž›Žœȱ‘Šȱ’œȱžœŽȱ˜›ȱ‘’œȱ™›˜›Š–ǯȱȱȱȱ’—’ŒŠŽœȱ‘Šȱ‘’œȱ’œȱŠȱ™Ž›˜›–Š—ŒŽȱ–ŽŠœž›Žȱ‘Šȱ’Žœȱ˜ȱŠȱŽ™Š›–Ž—ȱœ›ŠŽ’Œȱ›Žœž•ǯ ›˜›Š–ȱŽ›Ÿ’ŒŽœȱȮȱ‘’œȱ’œȱŠȱ•’œȱ˜ȱŠ••ȱ˜ȱ‘Žȱž—’šžŽȱœŽ›Ÿ’ŒŽœȱ‘ŠȱŠ›Žȱ™›˜Ÿ’Žȱ’—ȱŠȱœ™ŽŒ’ęŒȱ™›˜›Š–ǯ

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2013-2014 2 013-2014 PROPOSED PROPOSED REVISED REVISED BIENNIAL BIENNIAL OPERATING AND CAPITAL BUDGET

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Arvada Economic Development ASSOCIATION proposed revised 2013-2014 budget

MissionStatement: TheMissionoftheArvadaEconomicDevelopmentDepartmentistoprovidebusinessandcommercial developmentservicestonewandexistingbusinessessotheycangrowandexpandtocreatejobs,increase revenuesandmakecapitalinvestments

OperatingExpendituresbyLineofBusiness 2011 2012 2013 2014 LineofBusiness Actual Actual Budget Proposed EconomicDevelopment  578,496 AdministrativeManagement  188,385 TotalArvadaEconomicDevelopmentAssociation $ 642,121 $ 744,029 $730,683 $ 766,881 OperatingExpendituresbyFund 2011 2012 2013 2014 Fund Actual Actual Budget Proposed EconomicDevelopmentFund  766,881 TotalArvadaEconomicDevelopmentAssociation $ 642,121 $ 744,029 $730,683 $ 766,881 EmployeesbyLineofBusiness LineofBusiness EconomicDevelopment AdministrativeManagement TotalArvadaEconomicDevelopmentAssociation

2011 Actual

2012 Actual

2013 Budget

4.00

4.00

4.00

ArvadaEconomicDevelopmentAssociation OrganizationbyLineofBusinessandProgram EconomicDevelopment BusinessGrowthandStability NewBusinessDevelopment MarketingProgram StrategicAlliances

AdministrativeManagement AdministrativeManagement

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2014 Proposed 3.12 0.88 4.00


Arvada Economic Development ASSOCIATION proposed revised 2013-2014 budget

dƌĞŶĚĂŶĚ/ŵƉĂĐƚ^ƚĂƚĞŵĞŶƚƐ  1. Arvadahaslimitedopportunitiesforthephysicalexpansionofnewandexistingbusinesses,whichif notaddressedwillresultin: ͻ Availablecommercialspacebecomesapremiumandmoreexpensive ͻ Businessesarerestrictedintheirabilitytogrowandexpand ͻ Limitedcapitalinvestments ͻ Aplateauoftaxrevenues  2. Thecontinuedinadequatesupplyofskilledworkers,whichifnotaddressed,willresultinArvada businessesnotbeingabletoexpandorgrowbecausetheylacktheworkforcetheyneed.  3. Theagingdemographicsofthecommunitywill,unlessaddressed,continuetoresultin: ͻ Decreasedconsumerspendingoverthelongtermresultingindecreasedsalestaxrevenues ͻ IncreaseindemandforservicesthatdonotdirectlycontributetoCitytaxrevenues ͻ Challengestoattractayoungerdemographicandskilledworkforce  4. Transportationinfrastructure,inparticulartheGoldLineandJeffersonParkway,ifnotdeveloped,will resultin ͻ Continuedresidentialdevelopmentandexpansionwithoutadequatetaxrevenues, generatedbycommercialdevelopment,topayforservicesdemandedbytheincreased population ͻ Inabilitytoattractcompanieswithgoodpayingjobswhosebusinessdependsongood transportationroutes ͻ TheriskofArvadacontinuingtobeperceivedasabedroomcommunity ͻ LeakageofsalestaxrevenuestoneighboringCities ͻ LackofjobsgrowthandparticularlylackofgrowthinPrimaryJobswithincloseproximityfor residents.  5. Theclearroles,coordinationofactivitiesandexcellentworkingrelationshipbetweentheCityCouncil andAEDABoard,ifcontinued,willresultin: ͻ AnexcellentbusinessclimateinArvada ͻ Businessretentiongoalsmet ͻ Businessattractiongoalsmet ͻ Capitalinvestmentgoalsmet ͻ AcontinuationoftheawardͲwinningArvadaWayofdoingbusinesswithbusiness  6. EconomicDevelopment’slimitedaccesstobusinessdata,includingjobsandcapitalinvestment information,ifnotaddressedwillresultin: ͻ TheCity’sinabilitytotrackandmeasurebusinessretentiongoals ͻ Missedstrategicbusinessattractionopportunitiesduetoalackofawareness ͻ MissedopportunitiestoretainandhelpArvadabusinessesgrow ͻ Inabilitytoanalyzedataandbeawareoftrendsastheyemerge ͻ InabilitytoreporttrendstotheBoardandCouncil

44


Arvada Economic Development ASSOCIATION proposed revised 2013-2014 budget

7. ThesteadygrowthindemandforEconomicDevelopmentservicesbyArvadabusinessesand developers,togetherwithEconomicDevelopmentstaffparticipatinginvariousCityandnonͲ economicdevelopmentͲrelatedcommittees,ifnotaddressed,willresultin:  ͻ Inabilitytomeetdemandandbusinesscustomerexpectationsfortimelyservices ͻ Diminishedabilitytobestrategicandproactiveincreatingeconomicdevelopment opportunities ͻ DiminishedabilitytoprovidetheBoardandCouncilwiththeinformationtheyneedtomake strategicandoperationaldecisions ͻ Inadequatetimetomaintainandgrowkeystrategicpartnershiprelationships ͻ OverextensionofEconomicDevelopmentstaff  8. WhilemostCityDepartmentsunderstandtheimportanceofbusiness,notallstaffmemberssee businessesasacustomer,whichifthiscontinues,willresultin: ͻ Businessesandcommercialcustomers,ingeneral,leftwiththeimpressionthattheCityis indifferent,evenadversarial,insteadofcollaborativecorporatepartners ͻ Rules,regulationsandproceduresimplemented(ornot)inwaysthatmakedoingbusiness moredifficultwithoutimprovingthequalityoflife ͻ Prescriptivecustomerservicethatisnotsolutionoriented  9. SomeArvadazoningregulationsdonotprovidethelevelofflexibilitytosupporttargetedindustry development,ifnotaddressed,willresultin: ͻ TheCitynothavingsufficientbusinessdevelopmenttocreatePrimaryJobs ͻ Alackofcompetitivesitestoattractandretainbusinesses 

45


Arvada Economic Development ASSOCIATION proposed revised 2013-2014 budget

StrategicResults Byyearend2019,$350millioninnewcommercialprivatesectorcapital investmentswillbemadeinArvada 

CouncilStrategicResult

Newcommercialprivatesectorcapitalinvestments($million) 2014Target 50

By2019,Arvadawillcontinuetocreatesteadyjobgrowthasevidencedby: ͻ1,000newjobscreatedinurbancentersandcorridors CouncilStrategicResult ͻ800newnonͲretailjobscreatedinthefollowingtargetedindustries:medical, manufacturing,researchanddevelopment,bioͲscience,energy,enablingtechnologies, andprofessionalservices Newjobscreatedinurbancentersandcorridors 

2014Target 150 NewnonͲretailjobsintargetedindustries



2014Target 100

Bytheendof2015,Arvadabusinesseswillexperienceastablebusinessenvironmentasevidenced by: ͻ97%ofbusinessesof50ormoreemployeeswillberetainedannually ͻ80%ofnetnonͲhomebasedbusinessesunder50employeeswillberetainedannually Businessesof50ormoreemployeesretained(%) 

2014Target 95 Businessesofunder50employeesretained(%)



2014Target 90

By2015,Arvadawillefficientlymarketandutilizeavailablecommercialpropertyassetsfor economicdevelopmentpurposesasevidencedby: ͻTotalcommercialvacancyrateinArvadais25%belowtheDenvermetroareavacancyrate



CommercialvacancyratelowerinArvadavs.DenverMetroArea(%) 2014Target 25

By2015,newretailbusinesseswillbringatotalof$250,000inadditionalsalestaxrevenues annually Newretailbusinesssalestaxrevenues 

2014Target $250,000

46


Arvada Economic Development ASSOCIATION proposed revised 2013-2014 budget

>ŝŶĞŽĨƵƐŝŶĞƐƐ͗ĐŽŶŽŵŝĐĞǀĞůŽƉŵĞŶƚ dŚĞWƵƌƉŽƐĞŽĨƚŚĞĐŽŶŽŵŝĐĞǀĞůŽƉŵĞŶƚ>ŝŶĞŽĨƵƐŝŶĞƐƐŝƐƚŽƉƌŽǀŝĚĞďƵƐŝŶĞƐƐĂŶĚĐŽŵŵĞƌĐŝĂů ĚĞǀĞůŽƉŵĞŶƚƐĞƌǀŝĐĞƐƚŽŶĞǁĂŶĚĞdžŝƐƚŝŶŐďƵƐŝŶĞƐƐĞƐƐŽƚŚĞLJĐĂŶŐƌŽǁĂŶĚĞdžƉĂŶĚƚŽĐƌĞĂƚĞũŽďƐ͕ŝŶĐƌĞĂƐĞ ƌĞǀĞŶƵĞƐĂŶĚŵĂŬĞĐĂƉŝƚĂůŝŶǀĞƐƚŵĞŶƚƐ͘

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

BusinessGrowthandStability NewBusinessDevelopment MarketingProgram StrategicAlliances

^ƵŵŵĂƌLJŽĨŵƉůŽLJĞĞƐďLJWƌŽŐƌĂŵ;&dͿ

BusinessGrowthandStability NewBusinessDevelopment MarketingProgram StrategicAlliances Total

47

2014 Proposed 1.15 0.40 0.70 0.87 3.12


Arvada Economic Development ASSOCIATION proposed revised 2013-2014 budget

Program:BusinessGrowthandStability ThepurposeoftheBusinessGrowthandStabilityProgramistoprovidebusinessresources, financialassistanceandombudsmanservicestoexistingbusinessessotheycangrowand expandtocreatejobsandmakecapitalinvestments. ProgramBudget

Personnel Services&Charges Supplies&Expenses ContractsandLeases

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

ProgramEmployees

DeputyDirectorofEconomicDevelopment DirectorofEconomicDevelopment EconomicDevelopmentSpecialist MarketingProgramManager TotalProgramEmployees

2014 Proposed 0.40 0.25 0.30 0.20 1.15

KeyPerformanceMeasure #ofnewjobscreatedinurbancentersandcorridors #ofnewnonͲretailjobscreatedintargetedindustries

Whatdothesenumberstellus? Ifachieved,citizenswillhavemoreopportunitiesforemployment withintheirowncommunity.Families,andasaresult, neighborhoodsaremoresustainablewiththeabilitytoliveand workclosetohome.Inaddition,trafficcongestionmaybe reducedasaresultofalternativetransportationchoicesand shortercommutes.

160 140 NumberofNewJobs

Whyarethesemeasuresimportant? CityCouncilhasrecognizedthataccesstoqualityjobsis importanttoArvada.CityCouncilhasidentifiedareasofthe highestpotentialforsuccess.Theseareasarewithinspecific geographiclocationsandwithinspecificprimaryjobtargeted industries.

120 100

Urbancenters andcorridors

80

NewnonͲretail jobs

60 40 20 0 2014Target

Line of Business: Economic Development

48


Arvada Economic Development ASSOCIATION proposed revised 2013-2014 budget

Program:NewBusinessDevelopment ThepurposeoftheNewBusinessDevelopmentProgramistoprovideprojectfacilitationservices tonewbusinessessotheycanlocateinArvada,createjobs,makecapitalinvestmentsand generatenewrevenuesfortheCity. ProgramBudget

Personnel Services&Charges Supplies&Expenses ContractsandLeases

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

ProgramEmployees

DeputyDirectorofEconomicDevelopment DirectorofEconomicDevelopment EconomicDevelopmentSpecialist MarketingProgramManager TotalProgramEmployees

2014 Proposed 0.15 0.10 0.10 0.05 0.40

KeyPerformanceMeasure $millioninnewcommercialprivatesectorcapitalinvestmentsmadeinArvada

Whatdothesenumberstellus? Overallsignificantcapitalinvestmentvalidatesthestrengthof theprivatesectorinArvada.Italsoindicatesthecommitmentof businessestothecommunitythroughfinancialinvestments, resultinginpotentialjobgrowthandintentionalcommitmentto ArvadaforthelongͲterm.

60 CapitalInvestmente(Millions)

Whyisthismeasureimportant? Capitalinvestmentbynewandexisitingbusinessescreatenew economicactivityforthecommunity.Asaresult,businesseswill likelygenerateincreasedtaxrevenues.Thismeasurementisnot onlyatestamenttothebusinessclimateinArvada,butalso necessaryforCityfundingsustainability.

50 40 30 20 10 0 2014Target

Line of Business: Economic Development

49


Arvada Economic Development ASSOCIATION proposed revised 2013-2014 budget

Program:MarketingProgram ThepurposeoftheMarketingProgramistoprovidetools,educationandresourceawareness servicestonewbusinesses,existingbusinessesandstrategicpartnerssotheycanaccess economicdevelopmentresources. ProgramBudget

Personnel Services&Charges Supplies&Expenses ContractsandLeases

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

ProgramEmployees

DeputyDirectorofEconomicDevelopment EconomicDevelopmentSpecialist MarketingProgramManager TotalProgramEmployees

2014 Proposed 0.05 0.15 0.50 0.70

KeyPerformanceMeasure PercentageofexistingArvadabusinessescontactedinatleasttwowaysbyAEDAannually

Whatdothesenumberstellus? AEDAisnationallyandinternationallyrecognizedfor"TheArvada Way"ofdoingbusinessretention.AEDAmustkeepthe momentumgoingandserveallbusinessesaspracticaland appropriate.BycontactingeveryArvadabusinessannuallywith targetedmessages,itdemonstratesthecommitmenttothis culture.Thisisachallenging,yetcriticalmeasurableforeconomic developmentinArvada.

100%

ExistingBusiness ContactedbyAEDA

Whyisthismeasureimportant? AEDAisthebusinesstogovernmentliaison,providingtoolsand resourcestoArvadabusinessestohelpthemgrow.Arvada businessesarecontactedregularlybyAEDAtomakesure businessesareawareoftheseservices.Businesswhoareableto takeadvantageofAEDA'stoolsandresourceshavemore opportunitiestobesuccessful.

75%

50%

25%

0%

Line of Business: Economic Development

50

2014Target


Arvada Economic Development ASSOCIATION proposed revised 2013-2014 budget

Program:StrategicAlliances ThepurposeoftheStrategicAlliancesProgramistoprovideleadership,financialand consultationservicestostrategicpartnerssotheycanleveragesharedresourcestoadvance Arvadaâ&#x20AC;&#x2122;seconomicdevelopmentgoals. ProgramBudget

Personnel Services&Charges Supplies&Expenses ContractsandLeases

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

ProgramEmployees

DeputyDirectorofEconomicDevelopment DirectorofEconomicDevelopment EconomicDevelopmentSpecialist MarketingProgramManager TotalProgramEmployees

2014 Proposed 0.25 0.15 0.27 0.20 0.87

KeyPerformanceMeasure #ofnewArvadabusiness/developmentprospectsgeneratedbystrategicpartners

Whatdothesenumberstellus? ThemeasurementwillidentifythelongͲtermvalueand investmenttrendsofparticipationwithnewandexisting strategicalliances.Bymonitoringtheseinvestments,AEDAwill betterunderstanditsdecisionsrelatedtocreatingorretaining activeparticipationandcanadjustaccordingly.

35.00 #BusinessPropsectsGeneratedby StrategicPartners

Whyisthismeasureimportant? AEDAhaslimitedfinancialandtimeresources.Asaresult,AEDA partnerswithotherorganizationswhoprovidedesirablebusiness prospectstotheCity.ThesepartnershelpAEDAandtheCityto leveragestafftimeandfinancialresources,resultinginfinancial savingsforthecommunity.

30.00 25.00 20.00 15.00 10.00 5.00 0.00 2014Target

Line of Business: Economic Development

51


Arvada Economic Development ASSOCIATION proposed revised 2013-2014 budget

LineofBusiness:AdministrativeManagement ThepurposeoftheAdministrativeManagementLineofBusinessistoprovideleadership,humanresource, communication,information,andfinancialmanagementsupporttotheArvadaEconomicDevelopment DepartmentandtheArvadaEconomicDevelopmentAssociation(AEDA)sotheycanachieveitsstrategicand operationalresults. SummaryofBudgetbyProgram

AdministrativeManagement Total

2014 Proposed $188,385 $188,385

SummaryofEmployeesbyProgram(FTE)

AdministrativeManagement Total

52

2014 Proposed 0.88 0.88


Arvada Economic Development ASSOCIATION proposed revised 2013-2014 budget

Program:AdministrativeManagement ThepurposeoftheAdministrativeManagementProgramistoprovideleadership,human resource,communication,information,andfinancialmanagementsupporttotheArvada EconomicDevelopmentDepartmentandtheArvadaEconomicDevelopmentAssociation(AEDA) sotheycanachieveitsstrategicandoperationalresults. ProgramBudget

Personnel Services&Charges Supplies&Expenses ContractsandLeases CapitalMaintenance Transfers

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

ProgramEmployees

DeputyDirectorofEconomicDevelopment DirectorofEconomicDevelopment EconomicDevelopmentSpecialist MarketingProgramManager TotalProgramEmployees

2014 Proposed 0.15 0.50 0.18 0.05 0.88

KeyPerformanceMeasure %ofdepartmentoperationalKeyResultsachieved %ofannualapprovedstrategicgoalsachieved

Whatdothesenumberstellus? Themeasuredresultswillidentifytheoveralleffectivenessof staffandAEDABoardactivities.Consequently,thiswillachieve continuedconfidenceintheAEDAorganization,citydepartment andstafftocontinuetoperformatthehighestlevelpossible.

100%

75% ResultsAchieved

Whyarethesemeasuresimportant? Inordertobettermonitor,reflectandmeasuredepartmental andstaffperformance,AEDAwillbeabletounderstand allocationofresources,validateappropriateprogramgoals, quantifyaccomplishments,andadjust,asnecessary,toachieve expectedresultsfromArvada'sEconomicDevelopmentprogram.

Department KeyResults

50%

StrategicGoals 25%

0% 2014 Target

>ŝŶĞŽĨƵƐŝŶĞƐƐ͗ĚŵŝŶŝƐƚƌĂƟǀĞDĂŶĂŐĞŵĞŶƚ

53


Arvada Economic Development ASSOCIATION proposed revised 2013-2014 budget ĚĚŝƟŽŶĂůWƌŽŐƌĂŵ/ŶĨŽƌŵĂƟŽŶ

Program:BusinessGrowthandStability LineofBusiness:EconomicDevelopment PerformanceMeasures Measure Type

PerformanceMeasure #newjobscreatedinurbancentersandcorridorsto reachatotalof1,000by2019(CombinedtotalforBusiness

2014 Target

Result

150

Result

100

Result

50

Result

95

Result

90

Result

25

GrowthandStabilityandNewBusinessDevelopmentPrograms)

#newnonͲretailjobscreatedinthefollowing targetedindustries:medical,manufacturing, researchanddevelopment,bioͲscience,energy, enablingtechnologies,professionalservicestoreach atotalof800by2019(Combinedtotalofallnewjobsfor BusinessGrowthandStabilityandNewBusinessDevelopment Programs)

Million$innewcommercialprivatesectorcapital investmentsmadeinArvadatoreachatotalof$350 Millionby2019(CombinedtotalforBusinessGrowthand StabilityandNewBusinessDevelopmentPrograms)

%ofbusinessesof50ormoreemployeesretained %ofnonͲhomebasedbusinessesunder50 employeesretained %CommercialvacancyratelowerinArvadavs. DenverMetroArea #ofBusinessesrepresentedatannualappreciation event #ofRetentionvisitsannually #ofBusinessGrowthandStabilitybusiness ombudsman,liaisonandrelationshipservices annually #ofBusinessGrowthandStabilitybusiness ombudsman/liaisonsservicesexpectedtobe requestedperyear ProgramexpenditureperexistingbusinessinArvada 1.

Datacollectiononthismeasuretobeginin2014

54

Output

75

Output

30

Output

250

Demand

200

Efficiency

NA1


Arvada Economic Development ASSOCIATION proposed revised 2013-2014 budget ĚĚŝƟŽŶĂůWƌŽŐƌĂŵ/ŶĨŽƌŵĂƟŽŶ

WƌŽŐƌĂŵ͗ƵƐŝŶĞƐƐ'ƌŽǁƚŚĂŶĚ^ƚĂďŝůŝƚLJ >ŝŶĞŽĨƵƐŝŶĞƐƐ͗ĐŽŶŽŵŝĐĞǀĞůŽƉŵĞŶƚ ŽƌĞ^ĞƌǀŝĐĞƐ Annualbusinessappreciation,businessroundtablesandtrainingevents;Awards,nominationsand promotions;BusinessEducationSeriesTraining(BEST);BusinessGrowthandStabilitybusinesscounseling sessions,referralsandresearch;BusinessGrowthandStabilitycustom,siteͲspecificresearchreportsandsite searches;BusinessGrowthandStabilityCitydepartmentsassistance/consultations;BusinessGrowthand Stabilityfinancialassistancegrantsandloans;BusinessGrowthandStabilityfinancialassistance“shareͲ backs”;BusinessGrowthandStabilityfinancialresourceinformation,materialsandreferrals;BusinessGrowth andStabilityinformationmaterialsandresourcereferrals;BusinessGrowthandStabilityombudsman/liaison andproblemͲsolvingservices;BusinessGrowthandStabilityprojectfacilitations;EͲblasts;EnterpriseZone; Lettersofsupport;Onlinebusinessdirectory;Retentionmeetingsandvisits;Welcomecardsandpackets

55


Arvada Economic Development ASSOCIATION proposed revised 2013-2014 budget ĚĚŝƟŽŶĂůWƌŽŐƌĂŵ/ŶĨŽƌŵĂƟŽŶ

WƌŽŐƌĂŵ͗EĞǁƵƐŝŶĞƐƐĞǀĞůŽƉŵĞŶƚ >ŝŶĞŽĨƵƐŝŶĞƐƐ͗ĐŽŶŽŵŝĐĞǀĞůŽƉŵĞŶƚ WĞƌĨŽƌŵĂŶĐĞDĞĂƐƵƌĞƐ Measure Type

PerformanceMeasure Million$innewcommercialprivatesectorcapital investmentsmadeinArvadatoreachatotalof$350 Millionby2019(CombinedtotalforBusinessGrowthand

2014 Target

Result

50

Result

150

Result

100

Result

250,000

StabilityandNewBusinessDevelopmentPrograms)

#newjobscreatedinurbancentersandcorridorsto reachatotalof1,000by2019(CombinedtotalforBusiness GrowthandStabilityandNewBusinessDevelopmentPrograms)

#newnonͲretailjobscreatedinthefollowing targetedindustries:medical,manufacturing, researchanddevelopment,bioͲscience,energy, enablingtechnologies,professionalservicestoreach atotalof800by2019(Combinedtotalofallnewjobsfor BusinessGrowthandStabilityandNewBusinessDevelopment Programs)

$ofnewretailsalestax #ofnewbusinessand/ordevelopmentproject facilitationsannually

Output

20

#ofnewbusinessprospectsannually

Output

50

#ofprojectfacilitationsexpectedtoberequested

Demand

20

Programexpenditurepernumberofnewbusiness

Efficiency

NA1

Programexpenditurepernumberofnewjobs

Efficiency

NA1

Programexpenditureperdollarofcapitalinvestment

Efficiency

NA1

1.

Datacollectiononthismeasuretobeginin2014

ŽƌĞ^ĞƌǀŝĐĞƐ Businessconsultations(new),counselingsessions,servicesandreferrals;BusinessDevelopment Citydepartmentsassistance/consultations;BusinessDevelopmentfinancialassistancegrants andloans;BusinessDevelopmentfinancialassistanceCity“shareͲback”facilitation;Business Developmentfinancialresourceinformation/materials/referrals;BusinessDevelopment informationalmaterials;BusinessDevelopmentinquiryconsultations;BusinessDevelopment ombudsman/liaisonandproblemͲsolvingconsultations;BusinessDevelopmentoneͲstop businessresourceservices,researchandreferrals;BusinessDevelopmentprojectfacilitations; BusinessDevelopmentsitesearchesandcustomized,siteͲspecificresearchreports;New businessesreferrals;SiteSelectionConference(MDEDC)Representations

56


Arvada Economic Development ASSOCIATION proposed revised 2013-2014 budget ĚĚŝƟŽŶĂůWƌŽŐƌĂŵ/ŶĨŽƌŵĂƟŽŶ

WƌŽŐƌĂŵ͗DĂƌŬĞƚŝŶŐWƌŽŐƌĂŵ >ŝŶĞŽĨƵƐŝŶĞƐƐ͗ĐŽŶŽŵŝĐĞǀĞůŽƉŵĞŶƚ WĞƌĨŽƌŵĂŶĐĞDĞĂƐƵƌĞƐ Measure Type

2014 Target

Result

100

Result

100

Result

300

Output

100

#ofFacebookfans

Output

400

#ofTwitterfollowers

Output

1,200

#ofAEDAwebsitevisitsannually

Output

10,000

Demand

30

Efficiency

NA1

PerformanceMeasure %ofexistingArvadabusinessesthatarecontactedin atleasttwowaysbyAEDAannually %ofnewArvadabusinessesthataremadeawareof AEDAserviceswithin60daysofthebusinesslicense issuance #ofadditionalsocialmediafollowersonAEDA exclusivesocialmediaoutletsannually #ofArvadaclientsthataccesstheJeffersonCounty BusinessResourceCenter

#ofbusinessesandstrategicpartnersprospect requests Programexpenditureperbusinessplusstrategic partners 1.

Datacollectiononthismeasuretobeginin2014

ŽƌĞ^ĞƌǀŝĐĞƐ Advertisements;Annualreports;Businessnetworkreferrals;Businessstoriesandpromotions; Calendar(annualwallcalendar);Councilmemberconsultations;Communityrelationsand consultations;Directmailings;Educationpresentations(internal/external);Generalinformation inquiryresponsesandreferrals;Leadgenerationreferrals;Leadershiprepresentations;Media contactsandpressreleases;Networkingeventsandsessions;PublicationadsandKATVslides; Realestateliaisonsessions,databaselistingsandmonthlynewsletter;Socialmediaentriesand websitepages;Sponsorships(organizationalandeventspecific);Targeted,specializedcollateral marketingpieces,i.e.retailandOldeTownArvadabrochures

57


Arvada Economic Development ASSOCIATION proposed revised 2013-2014 budget ĚĚŝƟŽŶĂůWƌŽŐƌĂŵ/ŶĨŽƌŵĂƟŽŶ >ŝŶĞŽĨƵƐŝŶĞƐƐ͗ĐŽŶŽŵŝĐĞǀĞůŽƉŵĞŶƚ WĞƌĨŽƌŵĂŶĐĞDĞĂƐƵƌĞƐ Measure Type

2014 Target

Result

30

Result

25

Output

100

Output

50

Demand

50

Efficiency

$2,849

Efficiency

NA1

PartnershipinvestmentpernewArvadaprospects generatedbyAdamsCountyEconomicDevelopment

Efficiency

NA1

PartnershipinvestmentpernewArvadaprospects generatedbyMetroDenverEconomicDevelopment Corporation

Efficiency

NA1

PerformanceMeasure #ofnewArvadaprospectsgeneratedbystrategic partners %ofstrategicpartnerships(representations)which requireactiveAEDAparticipation #ofArvadaclientsaccesstheJeffersonCounty BusinessResourceCenter #ofstrategicpartnershipsmanaged(representations andreferrals) #ofstrategicpartnershipsmanaged(representations andreferrals) Programexpenditureperstrategicpartnership (representations)managed PartnershipinvestmentpernewArvadaprospects generatedbyJeffersonCountyEconomic DevelopmentCorporation

1.

Datacollectiononthismeasuretobeginin2014

58


Arvada Economic Development ASSOCIATION proposed revised 2013-2014 budget ĚĚŝƟŽŶĂůWƌŽŐƌĂŵ/ŶĨŽƌŵĂƟŽŶ ŽƌĞ^ĞƌǀŝĐĞƐ RepresentationsͲAdamsCountyEconomicDevelopment;ArvadaChamberofCommerce;ArvadaCity employee/committees;ArvadaFireDepartment;ArvadaUrbanRenewalAuthority;ArvadaVisitorsCenter Advisory;BusinessEducationSeriesTeam(BEST);ColoradoCompaniestoWatch;ColoradoEnterpriseFund; ColoradoLendingSource;ColoradoOfficeofEconomicDevelopmentandInternationalTrade;ColoradoReal EstateJournal;HistoricOldeTownArvada;JeffersonCountyBusinessEducationAlliance;JeffersonCounty BusinessResourceCenter;JeffersonCountyEconomicDevelopmentCorporation;JeffersonCountyWorkforce Center;MetroDenverEconomicDevelopmentCorporation;MetroNorthChamberofCommerce;RedRocks CommunityCollege;WestChamberServingJeffersonCounty;XcelEnergy ReferralsͲApexParkandRecreationDistrict;ArvadaColts;ArvadaSisterCitiesInternational;ArvadaYoung Professionals;ChamberoftheAmericas;ColoradoAdvancedManufacturingAlliance(CAMA);Colorado AssociationofManufacturingandTechnology(CAMT);ColoradoBIOScienceAssociation;Colorado DepartmentofLaborandStatistics;ColoradoDepartmentofLocalAffairs;ColoradoHousingandFinance Authority;ColoradoMountainCollege;ColoradoProcurementTechnicalAssistanceCenters(PTAC);Colorado StateUniversity;ColoradoWorkforceDevelopmentCouncil;DevelopmentResourcePartners;Economic DevelopersCouncilofColorado;EconomicDevelopmentorganizationsandmunicipalities–local,regional, state,international;EconomicGardeningGroup;FrontRangeCommunityCollege;HistoricOldeTownArvada; InternationalCouncilofShoppingCenters;InternationalDowntownAssociation;InternationalEconomic DevelopmentCorporation;NAIOPColoradoRockyMountainRealEstateChallengeMarketingCommittee Representations;NonͲprofitandserviceorganizations;OriginalShoppingDistricts;R&MDevelopment Resources;RockiesVentureClub;RockyMountainTradeAdjustmentCenter;SmallBusinessDevelopment Centers;Statewidemunicipalitiesandeconomicdevelopmentorganizations;UniversityofColorado;World TradeCenter

59


Arvada Economic Development ASSOCIATION proposed revised 2013-2014 budget ĚĚŝƟŽŶĂůWƌŽŐƌĂŵ/ŶĨŽƌŵĂƟŽŶ

Program:AdministrativeManagement LineofBusiness:AdministrativeManagement PerformanceMeasures Measure Type

2014 Target

%ofdepartmentoperationalKeyResultsachieved

Result

100

%ofannualapprovedstrategicgoalsachieved

Result

100

#FTE'ssupported

Output

4

#AEDABoardMemberssupported

Output

17

#AEDARetentionCommitteeMemberssupported

Output

12

$ofoperatingexpendituresmanaged

Output

$766,881

Output

4

Demand

29

Demand

4

Efficiency

$6,496

Efficiency

$47,096

Efficiency

$25

PerformanceMeasure

#AEDABoardfinancialassistanceprograms managed #AEDABoardandRetentionCommitteeMembers expectedtorequiresupport #FTE’sexpectedtorequiresupport AdministrativeManagementProgramexpenditure perboardmemberandretentioncommittee members AdministrativeManagementProgramexpenditure perFTEsupported AdministrativeManagementProgramexpenditure per$100budgetdollarmanaged

CoreServices AEDABoardandRetentionCommitteemanagement;AEDABoardandRetentionCommittee programsmanagement;AnnualReport;AnnualStrategicPlan;AnnualRetentionCommittee WorkPlan;Budgetmanagement;Bylaws;CityCouncilcommunicationsandpresentations; CoordinationofAEDABoardinformationwithCityCouncilandCityManager;Customerrequest responses;Departmentpolicies;Disciplinaryactions;Eventlogistics;Externalcommittees (RalstonHouse,EDCC);Externalcommunications(ArvadaReport);Externalmeetinglogistics; FinancialAssistanceprogramsmanagement;FinancialStatements;Internalcommittees(EMT, MMT,CommunicationsCommittee,ComprehensivePlan,IT,etc.);Internalcommunications (weeklybriefs,CityChat,Citywebsite);Internalmeetinglogistics;Longrangeplanning;Media relations;MonthlyBoardpackets;Monthlystaffreport;Operatingprocedures;QuarterlyCity FOCUSreport;Payments(InvoicesandFinancialAssistancePrograms);PerformanceReviews;PreͲ boardmeetingcoordination;Purchases;Recommendations;Reports;Representations;Staff directives;Staffexpertise;Stafftraining;Strategicplanning;Timecardapprovals;Training sessions;Travelrequestsandexpenditureapprovals

60


Utilities Department proposed revised 2013-2014 budget

Mission Statement: The Mission of the Utilities Department is to provide city fleet services, safe drinking water, wastewater treatment, storm water management, and safe building construction services to the members of the Arvada community so they can confidently assume a reliable supply of safe, high quality drinking water, have buildings constructed to the highest quality standards, and the safe disposal of sewage. Operating Expenditures by Line of Business Line of Business Fleet Services Building Safety Utility Customer Information Center Utility Infrastructure Systems Drinking Water Wastewater Treatment Waterway Protection Revenues: Rates and Fees Administrative Management

2011 Actual

2012 Actual

2013 Budget

2014 Proposed 4,044,126 1,325,810 2,722,607 20,938,182 8,340,993 7,523,359 1,662,859 1,591,625 709,661 Total Utilities $ 28,378,118 $ 51,012,768 $ 83,790,511 $ 48,859,222

Operating Expenditures by Fund Fund General Fund Water Fund Wastewater Fund Stormwater Fund Vehicles

2011 Actual 1,257,924 14,262,759 8,695,551 1,961,734 2,200,149 Total Utilities $ 28,378,118 $

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

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

2014 Proposed 1,590,707 25,996,056 12,765,401 4,462,932 4,044,126 48,859,222

Employees by Line of Business Line of Business

2011 Actual

2012 Actual

2013 Budget

0

0

109.75

Fleet Services Building Safety Utility Customer Information Center Utility Infrastructure Systems Drinking Water Wastewater Treatment Waterway Protection Revenues: Rates and Fees Administrative Management Total Utilities

61

2014 Proposed 16.75 10.50 17.50 38.00 16.80 0.15 5.70 8.85 1.50 115.75


Utilities Department proposed revised 2013-2014 budget

hƚŝůŝƚŝĞƐ KƌŐĂŶŝnjĂƚŝŽŶďLJ>ŝŶĞŽĨƵƐŝŶĞƐƐĂŶĚWƌŽŐƌĂŵ Fleet Services ($4,044,126) New Vehicle and Equipment Acquisitions Fleet Services Parts Vehicle and Equipment Inspections Vehicle Equipment Repairs Fleet Preventive Maintenance Fleet Custom Fabrication and Design Arvada P.D. Armor Support Vehicle and Equipment Disposition

Building Safety ($1,325,810) Building Plan Reviews Building Records Management Permitting and Contractor Licensing Building Inspections and Investigations

Utility Customer Information Center ($2,722,607) Utilities Operations Support Customer Service Requests

Utility Infrastructure Systems ($20,938,182) Utility System Replacement Utility System Repairs Utility System Preventive Maintenance New Development - Utility Infrastructure

Drinking Water ($8,340,993) Water Treatment and Quality Controls Water Collection and Storage

Wastewater Treatment ($7,523,359) Wastewater Treatment

Waterway Protection ($1,662,859) Arvada Waterway Protection

Revenues: Rates and Fees ($1,591,625) Utility Rates and Fees Building and Utility Billing and Collections

Administrative Management ($709,661) Administrative Management

Amount $125,000

Positions (FTE) -

2. Creation of a work order tracking system

$600,000

-

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

$59,301

0.50

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

-

6.50

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

62


Utilities Department proposed revised 2013-2014 budget

dƌĞŶĚĂŶĚ/ŵƉĂĐƚ^ƚĂƚĞŵĞŶƚƐ 1. An aging infrastructure, much of which is reaching its anticipated life expectancy will, if not addressed, result in: ͻ Increased levels of disruption in water services ͻ Increased risk of flooding ͻ Increased treatment costs ͻ Increased sewage backups into homes and businesses 2. An increasing community expectation that resources managed by the Utilities Department, such as water, electricity, natural gas, and fuel, will be conserved, and that Utilities will lead the community in water conservation will, if not addressed, result in: ͻ More stringent water restrictions ͻ Increased consumption of limited resources ͻ Higher level of dissatisfaction and loss of credibility in city government ͻ Higher costs passed onto the residents 3. The steady population growth that is anticipated to increase the number of residents by 1% annually, along with the construction of additional residential and commercial buildings will increase the demand for utility services as well as the need for additional infrastructure to accommodate future growth which, If not addressed, will result in: ͻ Greater risk of sewer backup ͻ Local economic disruptions and slowed economic growth as new resources are sought, purchased, constructed and brought on-line ͻ Longer permit wait time ͻ Generally slower response level to customer requests ͻ Insufficient water supplies and infrastructure for future development 4. Increased number of customer information requests coupled with increased customer expectations for detailed, high-quality, and immediate information and response, if not addressed, will result in: ͻ Decreased customer satisfaction ͻ Increase in unmet customer expectations ͻ Escalation of issues and increased length of time to resolve 5. The increasing complexity of building regulations and the permitting process combined with increased demand for building permits, if left unaddressed, will result in: ͻ Increasing customer dissatisfaction and frustration ͻ Slower building inspection responses ͻ Longer plan review turnaround time ͻ Lack of compliance with permit regulations ͻ Permit avoidance ͻ More repeat inspections and higher customer cost ͻ Unable to appropriately assist the less knowledgeable customer

63


Utilities Department proposed revised 2013-2014 budget

6. The growing number of federal, state, and local government mandates, if not addressed, will result in: ͻ Inadequate staff time to properly address health, life safety, and livability issues ͻ Increased time it takes to construct a building and obtain a Certificate of Occupancy ͻ Inability to meet regulated water quality standards (water, wastewater, stormwater) resulting in loss of consumer confidence ͻ Reduction of drinking water quality ͻ Slower delivery of city services making our community less attractive to our citizens ͻ Less efficient fleet which would not meet current standards and vehicle performance standards ͻ Increase in rate payer monies to pay for fines levied on the City ͻ Poor International Organization for Standardization (ISO) ratings resulting in higher insurance costs to property owners 7. The lack of performance information on many utilities operations, if unaddressed, will result in: ͻ Missed opportunities to gain efficiencies ͻ Inability to prove the actual cost of services ͻ Slower, less data driven decision making ͻ Slower response to customer requests for information ͻ Reduces asset management capabilities ͻ Difficulty in retaining knowledge held by individuals rather than as an organizational knowledge management asset ͻ Difficulty matching resources to results and making performance based budgetary requests 8. The high number of key long-term employees eligible for retirement in the next 5 years, if unaddressed, will result in: ͻ Loss of critical knowledge ͻ Change in work ethics and commitment

64


Utilities Department proposed revised 2013-2014 budget

^ƚƌĂƚĞŐŝĐZĞƐƵůƚƐ To improve efficiencies and retain valuable knowledge we will: By 2015, record all utility Infrastructure data into a digital searchable format By 2015 capture all performance information in a system that can provide review and analysis By 2019 achieve 80% of strategic and operational results identified By 2015 create a knowledge management system to capture, share, and integrate core institutional knowledge



WĞƌĐĞŶƚŽĨŝĚĞŶƚŝĨŝĞĚƐƚƌĂƚĞŐŝĐĂŶĚŽƉĞƌĂƚŝŽŶĂůƌĞƐƵůƚƐĂĐŚŝĞǀĞĚ   ϮϬϭϰdĂƌŐĞƚ 30

Maximize the City’s investment in essential service and meet the needs for new growth as indicated by: By 2015, the rate of city-owned sewer main blockages resulting in damage to homes or businesses or sewage overflows will be 0.5 per 100 miles of sewer pipe or less By 2019, 3,000 additional acre feet of water will be under contract to support population growth Council Strategic Result By 2016, water/wastewater/stormwater infrastructure backbone is completed for development of the Northwest area By 2019, unaccounted for water loss will be at 6% or less By 2016, remodel or replace the Wadsworth Fleet facilities EƵŵďĞƌŽĨŝƚLJŽǁŶĞĚƐĞǁĞƌŵĂŝŶďůŽĐŬĂŐĞƐƌĞƐƵůƚŝŶŐŝŶĚĂŵĂŐĞƐƚŽŚŽŵĞƐŽƌďƵƐŝŶĞƐƐĞƐŽƌ ƐĞǁĂŐĞŽǀĞƌĨůŽǁƐƉĞƌϭϬϬŵŝůĞƐŽĨƐĞǁĞƌůŝŶĞ    ϮϬϭϰdĂƌŐĞƚ 0.5



hŶĂĐĐŽƵŶƚĞĚĨŽƌǁĂƚĞƌůŽƐƐ;йͿ  

ϮϬϭϰdĂƌŐĞƚ 8.5

The City will improve the building permit and inspection process as indicated by: By 2015, new residential constructions permits will be issued within 10 working days of a completed application By 2015, new commercial constructions permits will be issued within 25 working days of a completed application By 2015, 90% of over-the-counter permits requiring additional review will be issued within 24 hours of a completed application By 2016, the city will have a customer assistance information/guidance process to assist customers with the permitting process By 2015, 75% of City Survey respondents rate the city permit process as user friendly or very user friendly By 2015, 85% of inspections will be scheduled for the day initially requested by the customer WĞƌĐĞŶƚŽĨŶĞǁƌĞƐŝĚĞŶƚŝĂůĐŽŶƐƚƌƵĐƚŝŽŶƉĞƌŵŝƚƐŝƐƐƵĞĚǁŝƚŚŝŶϭϬǁŽƌŬŝŶŐĚĂLJƐŽĨĂĐŽŵƉůĞƚĞĚ ĂƉƉůŝĐĂƚŝŽŶ    ϮϬϭϰdĂƌŐĞƚ 90

65


Utilities Department proposed revised 2013-2014 budget

WĞƌĐĞŶƚŽĨŶĞǁĐŽŵŵĞƌĐŝĂůĐŽŶƐƚƌƵĐƚŝŽŶƉĞƌŵŝƚƐŝƐƐƵĞĚǁŝƚŚŝŶϮϱǁŽƌŬŝŶŐĚĂLJƐŽĨĂĐŽŵƉůĞƚĞĚ ĂƉƉůŝĐĂƚŝŽŶ    ϮϬϭϰdĂƌŐĞƚ 90 WĞƌĐĞŶƚŽĨŽǀĞƌͲƚŚĞͲĐŽƵŶƚĞƌƉĞƌŵŝƚƐƌĞƋƵŝƌŝŶŐĂĚĚŝƚŝŽŶĂůƌĞǀŝĞǁƚŚĂƚĂƌĞŝƐƐƵĞĚǁŝƚŚŝŶϮϰŚŽƵƌƐŽĨĂ ĐŽŵƉůĞƚĞĚĂƉƉůŝĐĂƚŝŽŶ    ϮϬϭϰdĂƌŐĞƚ 90 WĞƌĐĞŶƚŽĨ/ŶƐƉĞĐƚŝŽŶƐƚŚĂƚĂƌĞƐĐŚĞĚƵůĞĚĨŽƌƚŚĞĚĂLJŝŶŝƚŝĂůůLJƌĞƋƵĞƐƚĞĚďLJƚŚĞĐƵƐƚŽŵĞƌ    ϮϬϭϰdĂƌŐĞƚ 90 To improve the aquatic environment of city waterways and water supplies: By 2016, 75% of all construction site stormwater permits will be in compliance upon inspection By 2015, 50% of the City’s underground stormwater collection system is cleaned annually By 2017, the bi-annual city survey will indicate a 75% awareness of the creek aquatic environment By 2019, improve the water quality of Arvada Reservoir so there are no algae blooms that impact drinking water quality By 2018, drinking water quality events (effecting five or more customers at a time) will be 3 or less per year WĞƌĐĞŶƚŽĨĐŽŶƐƚƌƵĐƚŝŽŶƐŝƚĞƐƚŽƌŵǁĂƚĞƌƉĞƌŵŝƚƐƚŚĂƚĂƌĞŝŶĐŽŵƉůŝĂŶĐĞƵƉŽŶŝŶƐƉĞĐƚŝŽŶ    ϮϬϭϰdĂƌŐĞƚ 30 WĞƌĐĞŶƚŽĨŝƚLJ͛ƐƵŶĚĞƌŐƌŽƵŶĚƐƚŽƌŵǁĂƚĞƌĐŽůůĞĐƚŝŽŶƐLJƐƚĞŵƚŚĂƚŝƐĐůĞĂŶĞĚ    ϮϬϭϰdĂƌŐĞƚ 25



EƵŵďĞƌŽĨĚƌŝŶŬŝŶŐǁĂƚĞƌƋƵĂůŝƚLJĞǀĞŶƚƐ  

ϮϬϭϰdĂƌŐĞƚ 5

The City will conserve natural resources as indicated by: By 2019, water usage by the community is reduced from 18,450 acre feet to 17,750 acre feet annually (measured on a per capita basis) Council Strategic Result By 2019, increase the alternative fuel vehicles to 70% of the city fleet; By 2015, 20% percent of all new construction and additions exceed the International Energy Construction Code minimum requirements tĂƚĞƌƵƐĂŐĞŝŶƚŚĞĐŽŵŵƵŶŝƚLJŽŶĂƉĞƌĐĂƉŝƚĂďĂƐŝƐ;ŐĂůůŽŶƐƉĞƌƉĞƌƐŽŶƉĞƌĚĂLJͿ    ϮϬϭϰdĂƌŐĞƚ 150



WĞƌĐĞŶƚŽĨĨůĞĞƚƚŚĂƚƵƐĞƐĂůƚĞƌŶĂƚŝǀĞĨƵĞůƐ  

66

ϮϬϭϰdĂƌŐĞƚ 40


Utilities Department proposed revised 2013-2014 budget

WĞƌĐĞŶƚŽĨŶĞǁĐŽŶƐƚƌƵĐƚŝŽŶĂŶĚĂĚĚŝƚŝŽŶƐƚŚĂƚĞdžĐĞĞĚƐƚŚĞ/ŵŝŶŝŵƵŵƌĞƋƵŝƌĞŵĞŶƚƐ    ϮϬϭϰdĂƌŐĞƚ 10

67


Utilities Department proposed revised 2013-2014 budget

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

Summary of Budget by Program 2014 Proposed New Vehicle and Equipment Acquisitions $ 2,005,190 Fleet Services Parts $ 772,525 Vehicle and Equipment Inspections $ 105,422 Vehicle Equipment Repairs $ 407,797 Fleet Preventive Maintenance $ 506,561 Fleet Custom Fabrication and Design $ 85,931 Arvada P.D. Armor Support $ 75,555 Vehicle and Equipment Disposition $ 85,145 Total $ 4,044,126 Summary of Employees by Program (FTE) 2014 Proposed 2.05 2.65 1.05 3.85 5.00 0.90 0.50 0.75 16.75

New Vehicle and Equipment Acquisitions Fleet Services Parts Vehicle and Equipment Inspections Vehicle Equipment Repairs Fleet Preventive Maintenance Fleet Custom Fabrication and Design Arvada P.D. Armor Support Vehicle and Equipment Disposition Total

68


Utilities Department proposed revised 2013-2014 budget

Program: New Vehicle and Equipment Acquisitions The purpose of the New Vehicle and Equipment Acquisition Program is to provide vehicle and equipment needs assessment, specifications, purchasing and upfit services to Arvada City Departments so they can have the vehicles and equipment they need to deliver their services. Program Budget

Personnel Services & Charges Supplies & Expenses Contracts and Leases Inventory Capital Maintenance Capital Outlay Transfers

2014 Proposed $ 190,846 $ 8,336 $ 21,067 $ 1,508 $ 1,102 $ 2,260 $ 1,768,775 $ 11,296 TOTAL $ 2,005,190

Program Employees

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

2014 Proposed 1.05 0.55 0.35 0.10 2.05

Key Performance Measure % of vehicles and equipment signed off on as meeting customer specifications and service needs 100% Vehicles and equipment signed off on

Why is this measure important? This measure helps to ensure that the vehicle meets the users requirements, and that Fleet staff is aware of any unusual maintenance needs.

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

75%

50%

25%

0% 2014 Target

Line of Business: Fleet Services

69


Utilities Department proposed revised 2013-2014 budget

Program: Fleet Services Parts The purpose of the Fleet Services Parts Program is to provide acquisition and distribution services to all City Departments so they can have timely access to parts and fuel purchased in the most cost effective manner. Program Budget

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

2014 Proposed $ 195,606 $ 10,776 $ 27,232 $ 1,949 $ 1,425 $ 520,935 $ 14,602 TOTAL $ 772,525

Program Employees

Police Courier Fleet Services Coordinator Parts Specialist Total Program Employees

2014 Proposed 0.10 0.55 2.00 2.65

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

100%

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

75%

50%

25%

0% 2014 Target

Line of Business: Fleet Services

70


Utilities Department proposed revised 2013-2014 budget

Program: Vehicle and Equipment Inspections The purpose of the Vehicle and Equipment Inspections program is to provide specific inspection services to Arvada City Departments so they can safely operate in compliance with regulations and required time frames and have the vehicle information needed to conduct police investigations. Program Budget

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

2014 Proposed $ 73,335 $ 4,270 $ 19,537 $ 772 $ 565 $ 1,157 $ 5,786 TOTAL $ 105,422

Program Employees

Fleet Equipment Technician Total Program Employees

2014 Proposed 1.05 1.05

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

100% Vehicle Inspections Consistent with Regulations and Within Time Frames

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

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

75%

50%

25%

0% 2014 Target

Line of Business: Fleet Services

71


Utilities Department proposed revised 2013-2014 budget

Program: Vehicle Equipment Repairs The purpose of the Vehicle and Equipment Repairs Program is to provide required, emergency and general repair services to Arvada City Departments so they can keep existing vehicles and equipment in service and on the road to meet the needs of their customers. Program Budget

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

2014 Proposed $ 287,807 $ 41,318 $ 48,311 $ 2,832 $ 2,070 $ 4,244 $ 21,215 TOTAL $ 407,797

Program Employees

Fleet Equipment Technician Police Courier Shop Supervisor Total Program Employees

2014 Proposed 2.70 0.30 0.85 3.85

Key Performance Measure % of repairs not requiring rework at Indiana and Wadsworth Facilities

Why are these measures important? This measure reviews the Fleet Division goal of getting the work done right the first time. Vehicles not requiring rework

100%

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

75% Indiana Facility 50% Wadsworth Facility 25%

0% 2014 Target

Line of Business: Fleet Services

72


Utilities Department proposed revised 2013-2014 budget

Program: Fleet Preventive Maintenance The purpose of Fleet Preventive Maintenance Program is to provide scheduled preventive maintenance services to Arvada City Departments so they can cost effectively have safe vehicles and equipment that remain reliable through the expected lifespan. Program Budget

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

2014 Proposed $ 361,006 $ 45,995 $ 60,129 $ 3,678 $ 2,689 $ 5,512 $ 27,552 TOTAL $ 506,561

Program Employees

Fleet Equipment Technician Police Courier Shop Supervisor Total Program Employees

2014 Proposed 4.05 0.35 0.60 5.00

Key Performance Measure % of fleet vehicles which have an availability rate of 90% through the expected lifespan

Why is this measure important? This measure examines the value of the preventative maintenance program in keeping vehicles operational.

Vehicles available 90%of the time

100%

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

75%

50%

25%

0% 2014 Target

Line of Business: Fleet Services

73


Utilities Department proposed revised 2013-2014 budget

Program: Fleet Custom Fabrication and Design The purpose of the Fleet Custom Fabrication and Design Program is to provide custom welding, fabrication and design services to Arvada City Departments so they can have unique special-use vehicles, equipment and infrastructure to safely provide services. Program Budget

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

2014 Proposed $ 57,178 $ 3,660 $ 17,996 $ 662 $ 484 $ 992 $ 4,959 TOTAL $ 85,931

Program Employees

Fleet Equipment Technician Shop Supervisor Total Program Employees

2014 Proposed 0.80 0.10 0.90

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

Why is this measure important? This measure helps to ensure that the customer and staff have discussed the needs in detail and understand the purpose of the project.

Fabrications that meet the needs of the customer on first attempt

100%

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

75%

50%

25%

0% 2014 Target

Line of Business: Fleet Services

74


Utilities Department proposed revised 2013-2014 budget

Program: Arvada P.D. Armor Support The purpose of the Arvada Police Department Armor Support Program is to provide firearms repairs, inspections and consultation services to the Arvada Police Department so they can have safe, reliable firearms. Program Budget

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

2014 Proposed $ 55,694 $ 2,033 $ 13,885 $ 368 $ 269 $ 551 $ 2,755 TOTAL $ 75,555

Program Employees

Fleet Manager Shop Supervisor Total Program Employees

2014 Proposed 0.30 0.20 0.50

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

Why is this measure important? This measure helps to ensure that the service is thorough and complete, and that the firearms operate correctly. Firearms test fired properly

100%

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

75%

50%

25%

0% 2014 Target

Line of Business: Fleet Services

75


Utilities Department proposed revised 2013-2014 budget

Program: Vehicle and Equipment Disposition The purpose of the Vehicle and Equipment Disposition Program is to provide decommissioning and revenue recovery services to Arvada City Departments so they can apply sales proceeds to the replacement fund for future purchases. Program Budget

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

2014 Proposed $ 68,473 $ 3,050 $ 7,707 $ 552 $ 403 $ 827 $ 4,133 TOTAL $ 85,145

Program Employees

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

2014 Proposed 0.35 0.15 0.10 0.15 0.75

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

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

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

75%

50%

25%

0% 2014 Target

Line of Business: Fleet Services

76


Utilities Department proposed revised 2013-2014 budget

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

Summary of Budget by Program 2014 Proposed Building Plan Reviews $ 249,499 Building Records Management $ 297,391 Permitting and Contractor Licensing $ 93,195 Building Inspections and Investigations $ 685,725 Total $ 1,325,810 Summary of Employees by Program (FTE)

Building Plan Reviews Building Records Management Permitting and Contractor Licensing Building Inspections and Investigations Total

2014 Proposed 0.80 2.70 0.90 6.10 10.50

77


Utilities Department proposed revised 2013-2014 budget

Program: Building Plan Reviews The purpose of Building Plan Reviews Program is to provide building code interpretation consultation and plan approval services to developers, contractors, owners and residents so they can have approved building plans in a timely manner. Program Budget

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

2014 Proposed $ 87,915 $ 4,611 $ 8,510 $ 147,511 $ 595 $ 214 TOTAL $ 249,499

Program Employees

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

2014 Proposed 0.30 0.40 0.10 0.80

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

Why is this measure important? This measure reflects the activity level associated with construction projects which require review, comments and possible modification to the plans before approval.

Percent of Plans Reviewed for Completeness within 3 business days

100%

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

75%

50%

25%

0% 2014 Target

Line of Business: Building Safety

78


Utilities Department proposed revised 2013-2014 budget

Program: Building Records Management The purpose of the Building Records Management Program is to provide building records and document access services to the public so they can have access to permit information about specific Arvada properties. Program Budget

Personnel Services & Charges Supplies & Expenses Capital Maintenance Other Financing Uses

2014 Proposed $ 249,893 $ 15,563 $ 28,722 $ 2,009 $ 722 TOTAL $ 297,391

Program Employees

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

2014 Proposed 0.40 0.20 1.40 0.20 0.30 0.20 2.70

Key Performance Measure % of property files containing all building permit activity for the property

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

Property Files That Contain All Building Permit Activity

Why is this measure important? This measure reviews the capture of permit information for future use.

100%

75%

50%

25%

0%

Line of Business: Building Safety

79

2014 Target


Utilities Department proposed revised 2013-2014 budget

Program: Permitting and Contractor Licensing The purpose of the Permitting and Contractor Licensing Program is to provide permits, contractor licensing and community outreach services to contractors and owners so they can efficiently obtain a permit and begin construction in accordance with City Ordinances. Program Budget

Personnel Services & Charges Supplies & Expenses Capital Maintenance Other Financing Uses

2014 Proposed $ 77,361 $ 5,188 $ 9,574 $ 670 $ 241 TOTAL $ 93,195

Program Employees

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

2014 Proposed 0.40 0.20 0.20 0.10 0.90

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

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

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

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

75%

50%

25%

0% 2014 Target

Line of Business: Building Safety

80


Utilities Department proposed revised 2013-2014 budget

Program: Building Inspections and Investigations The purpose of the Building Inspections and Investigations Program is to provide building code enforcement service to the citizens of Arvada, property owner and visiting public so they can have a timely and professional experience and live and work in safe structures. Program Budget

Personnel Services & Charges Supplies & Expenses Capital Maintenance Other Financing Uses

2014 Proposed $ 578,418 $ 35,160 $ 64,889 $ 4,538 $ 1,632 TOTAL $ 685,725

Program Employees

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

2014 Proposed 0.20 5.20 0.10 0.40 0.20 6.10

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

Percent of survey respondents very satisfied, satisfied or neutral

100%

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

75%

50%

25%

0% 2014 Target

Line of Business: Building Safety

81


Utilities Department proposed revised 2013-2014 budget

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

Summary of Budget by Program

Utilities Operations Support Customer Service Requests

2014 Proposed $ 988,250 $ 1,734,357 Total $ 2,722,607

Summary of Employees by Program (FTE)

Utilities Operations Support Customer Service Requests Total

2014 Proposed 6.10 11.40 17.50

82


Utilities Department proposed revised 2013-2014 budget

Program: Utilities Operations Support The purpose of the Utilities Operations Support Program is to provide technical and informational services to City departments and the Arvada community so they can achieve a higher level of customer service, fiscal accountability, easy and rapid access to information about City activities affecting their lives.

Program Budget

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

2014 Proposed $ 583,523 $ 37,913 $ 123,929 $ 2,409 $ 34,556 $ 202,815 TOTAL $ 988,250

Program Employees

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

2014 Proposed 0.35 0.50 1.25 0.05 1.00 0.05 0.25 0.05 0.20 1.70 0.20 0.20 0.10 0.20 6.10

Line of Business: Utility Customer Information Center

83


Utilities Department proposed revised 2013-2014 budget

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

Percent of Measures with Current Data Entered into the Performance System

100%

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

75%

50%

25%

0% 2014 Target

Line of Business: Utility Customer Information Center

84


Utilities Department proposed revised 2013-2014 budget

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

Program Budget

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

2014 Proposed $ 942,697 $ 78,028 $ 287,370 $ 1,120 $ $ 59,675 $ 10,243 $ 589 $ 354,635 TOTAL $ 1,734,357

Program Employees

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

2014 Proposed 1.00 0.10 0.40 0.30 0.10 0.30 0.30 0.20 0.30 0.30 1.20 1.20 0.90 2.90 0.20 1.00 0.20 0.10 0.40 11.40

Line of Business: Utility Customer Information Center

85


Utilities Department proposed revised 2013-2014 budget

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

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

100% Customer Service Requests Responded to within 1 Business Day

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

75%

50%

25%

0% 2014 Target

Line of Business: Utility Customer Information Center

86


Utilities Department proposed revised 2013-2014 budget

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

Summary of Budget by Program 2014 Proposed Utility System Replacement $ 7,502,810 Utility System Repairs $ 1,222,060 Utility System Preventive Maintenance $ 3,553,850 New Development - Utility Infrastructure $ 8,659,462 Total $ 20,938,182 Summary of Employees by Program (FTE)

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

2014 Proposed 6.70 7.50 19.15 4.65 38.00

87


Utilities Department proposed revised 2013-2014 budget

Program: Utility System Replacement The purpose of the Utility System Replacement Program is to provide water, wastewater and stormwater existing infrastructure replacement services to the Arvada community and Utility customers so they can experience reliable service and limited catastrophic failures and property damage. Program Budget

Personnel Services & Charges Supplies & Expenses Contracts and Leases Inventory Capital Maintenance Capital Outlay Transfers

2014 Proposed $ 557,935 $ 474,249 $ 223,020 $ 1,962,588 $ 452,140 $ 3,435,428 $ 5,354 $ 392,096 TOTAL $ 7,502,810

Program Employees

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

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

Line of Business: Utility Infrastructure Systems

88


Utilities Department proposed revised 2013-2014 budget

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

Sewer Main Blockages per 100 Miles of Sewer Line

0.6

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

0.5 0.4 0.3

0.2 0.1 0 2014 Target

Line of Business: Utility Infrastructure Systems

89


Utilities Department proposed revised 2013-2014 budget

Program: Utility System Repairs The purpose of the Utility System Repairs Program is to provide 24/7 water, wastewater and stormwater system repair services to the Arvada community and Utility customers so they can experience a timely restoration of utility services. Program Budget

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

2014 Proposed $ 616,542 $ 124,406 $ 154,929 $ 830 $ 111,086 $ 214,267 TOTAL $ 1,222,060

Program Employees

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

2014 Proposed 2.00 0.30 2.10 0.80 1.50 0.20 0.60 7.50

Key Performance Measure

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

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

Utility Service Interruptions Restored Within 6 Hours

% of Utility service interruptions that are restored within 6 hours

100%

75%

50%

25%

0% 2014 Target

Line of Business: Utility Infrastructure Systems

90


Utilities Department proposed revised 2013-2014 budget

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

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

2014 Proposed $ 1,538,290 $ 581,194 $ 533,548 $ 2,363 $ 229,340 $ 11,779 $ 657,336 TOTAL $ 3,553,850

Program Employees

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

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

Line of Business: Utility Infrastructure Systems

91


Utilities Department proposed revised 2013-2014 budget

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

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

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

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

Line of Business: Utility Infrastructure Systems

92


Utilities Department proposed revised 2013-2014 budget

Program: New Development - Utility Infrastructure The purpose of the New Development - Utility Infrastructure Program is to provide testing, inspection and oversight services to developers and property owners so they can have timely access to a properly functioning utility system meeting City specifications. Program Budget

Personnel Services & Charges Supplies & Expenses Contracts and Leases Inventory Capital Maintenance Capital Outlay Transfers

2014 Proposed $ 447,608 $ 56,395 $ 135,912 $ 579 $ 1,808,560 $ 63,032 $ 4,619,668 $ 1,527,708 TOTAL $ 8,659,462

Program Employees

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

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

Line of Business: Utility Infrastructure Systems

93


Utilities Department proposed revised 2013-2014 budget

Key Performance Measure # of utility infrastructure repairs per linear mile of pipe required within 5 years of acceptance

Why is this measure important? This measure reviews the City's construction inspection program to ensure repairs are made correctly the first time.

Number of Infrastructure Repairs per Linear Mile of Pipe

5.00

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

4.00 3.00 2.00 1.00 0.00 2014 Target

Line of Business: Utility Infrastructure Systems

94


Utilities Department proposed revised 2013-2014 budget

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

Summary of Budget by Program 2014 Proposed Water Treatment and Quality Controls $ 7,561,355 Water Collection and Storage $ 779,638 Total $ 8,340,993 Summary of Employees by Program (FTE)

Water Treatment and Quality Controls Water Collection and Storage Total

2014 Proposed 15.30 1.50 16.80

95


Utilities Department proposed revised 2013-2014 budget

Program: Water Treatment and Quality Controls The purpose of the Water Treatment and Quality Controls Program is to provide treatment, testing and reporting services to the Arvada Community so they can have safe drinking water ondemand. Program Budget

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

2014 Proposed $ 1,460,379 $ 5,301,307 $ 78,913 $ 178,211 $ 102,521 $ 440,024 TOTAL $ 7,561,355

Program Employees

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

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

Line of Business: Drinking Water

96


Utilities Department proposed revised 2013-2014 budget

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

100%

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

75%

50%

25%

0% Water Quality Investigations

Line of Business: Drinking Water

97


Utilities Department proposed revised 2013-2014 budget

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

Program Budget

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

2014 Proposed $ 183,356 $ 272,266 $ 15,641 $ 218,545 $ 47,160 $ 42,670 TOTAL $ 779,638

Program Employees

Water Resources Administrator Water Resources Analyst Total Program Employees

2014 Proposed 1.00 0.50 1.50

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

Additional Acre Feet of Water Available

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

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

3500 3000 2500

2000 1500 1000 500 0

Line of Business: Drinking Water

98

2014 Target


Utilities Department proposed revised 2013-2014 budget

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

Summary of Budget by Program

Wastewater Treatment

2014 Proposed $ 7,523,359 Total $ 7,523,359

Summary of Employees by Program (FTE)

Wastewater Treatment Total

2014 Proposed 0.15 0.15

99


Utilities Department proposed revised 2013-2014 budget

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

Program Budget

Personnel Services & Charges Supplies & Expenses Contracts and Leases Transfers

2014 Proposed $ 17,452 $ 635 $ 888 $ 7,500,117 $ 4,267 TOTAL $ 7,523,359

Program Employees

Public Works Project Manager Total Program Employees

2014 Proposed 0.15 0.15

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

5

Number of Events

4

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

3

Regulation Violations 0

2

Raw Sewage Discharges 0

1 0 2014 Target

Line of Business: Wastewater Treatment

100


Utilities Department proposed revised 2013-2014 budget

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

Summary of Budget by Program

Arvada Waterway Protection

2014 Proposed $ 1,662,859 Total $ 1,662,859

Summary of Employees by Program (FTE)

Arvada Waterway Protection Total

2014 Proposed 5.70 5.70

101


Utilities Department proposed revised 2013-2014 budget

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

Personnel Services & Charges Supplies & Expenses Contracts and Leases Transfers

2014 Proposed $ 533,785 $ 785,813 $ 26,209 $ 165,439 $ 151,613 TOTAL $ 1,662,859

Program Employees

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

2014 Proposed 0.05 0.10 1.00 0.05 1.00 1.00 2.00 0.50 5.70

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

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

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

75%

50%

25%

0% 2014 Target

Line of Business: Waterway Protection

102


Utilities Department proposed revised 2013-2014 budget

Line of Business: Revenues: Rates and Fees The purpose of the Revenues: Rates and Fees Line of Business is to properly account and charge for water, wastewater and stormwater services provided to the Arvada community so they can have access to these services when and as needed.

Summary of Budget by Program 2014 Proposed Utility Rates and Fees $ 109,772 Building and Utility Billing and Collections $ 1,481,853 Total $ 1,591,625 Summary of Employees by Program (FTE) 2014 Proposed Utility Rates and Fees 0.65 Building and Utility Billing and Collections 8.20 Total 8.85

103


Utilities Department proposed revised 2013-2014 budget

Program: Utility Rates and Fees The purpose of the Utility Rates and Fees Program is to provide rate and fee analysis and recommendation services to the Arvada City Council so they can adopt rate and fee schedules in accordance with adopted financial policies. Program Budget

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

2014 Proposed $ 69,732 $ 7,084 $ 13,991 $ 1,407 $ 1,868 $ 18 $ 27 $ 15,645 TOTAL $ 109,772

Program Employees

Chief Building Official Financial Systems Analyst Revenue Manager Revenue Technician Supervisor Revenue Technician Water Quality Manager Water System Manager Total Program Employees

2014 Proposed 0.10 0.05 0.05 0.05 0.20 0.10 0.10 0.65

Key Performance Measure % of projected rate and fee revenues collected 100%

Number of New Jobs

Why is this measure important? This measure examines the accuracy of the revenues projections and fiscal stability of the funds.

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

75%

50%

25%

0% 2014 Target

Line of Business: Revenues: Rates and Fees

104


Utilities Department proposed revised 2013-2014 budget

Program: Building and Utility Billing and Collections The purpose of the Building and Utility Billing and Collections Program is to provide fee calculations and collection services to utility customers, developers, contractors and permit applicants so they can have the accurate information they need to pay their fees and bills. Program Budget

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

2014 Proposed $ 666,617 $ 129,372 $ 285,108 $ 25,459 $ 70,212 $ 77,460 $ 54 $ 227,571 TOTAL $ 1,481,853

Program Employees

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

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

Line of Business: Revenues: Rates and Fees

105


Utilities Department proposed revised 2013-2014 budget

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

Bills That Do Not Require a Correction

100%

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

75%

50%

25%

0% 2014 Target

Line of Business: Revenues: Rates and Fees

106


Utilities Department proposed revised 2013-2014 budget

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

Summary of Budget by Program

Administrative Management Total

2014 Proposed $709,661 $709,661

Summary of Employees by Program (FTE)

Administrative Management Total

2014 Proposed 1.50 1.50

107


Utilities Department proposed revised 2013-2014 budget

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

Program Budget

Personnel Services & Charges Supplies & Expenses Contracts and Leases Transfers

2014 Proposed $ 210,302 $ 6,354 $ 8,883 $ 1,168 $ 482,954 TOTAL $ 709,661

Program Employees

Director of Utilities Administrative Coordinator Total Program Employees

2014 Proposed 1.00 0.50 1.50

Key Performance Measure % of department operational Key Results achieved

100%

Key Results Achieved

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

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

75%

50%

25%

0% 2014 Target

Line of Business: Administrative Management

108


Utilities Department proposed revised 2013-2014 budget

Additional Program Information

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

Performance Measure % of vehicles and equipment signed off on as meeting customer specifications and service needs

Measure Type

2014 Target

Result

99

% of total fleet transitioned to alternative fuel annually

Result

4

# of heavy duty vehicle acquisitions completed

Output

2

# of heavy duty equipment acquisitions completed

Output

5

# of light duty vehicle acquisitions completed

Output

16

# of light duty equipment acquisitions completed

Output

10

Demand

2

Demand

5

Demand

16

Demand

10

Efficiency

NA1

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

Data collection on this measure to begin in 2014

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

109


Utilities Department proposed revised 2013-2014 budget

Additional Program Information

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

2014 Target

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

Result

70

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

Result

5

% parts purchased for 40% or less than list price

Result

0

# of fuel gallons dispensed

Output

275,000

# of parts disbursements

Output

31,345

# of parts acquisitions

Output

38,264

# of parts pickups

Output

500

# of parts bill payments

Output

2,600

# of fuel gallons expected to be required

Demand

275,000

# of parts disbursements expected to be requested

Demand

46,700

# of parts acquisitions expected to be requested

Demand

36,870

# of parts pick-ups expected to be requested

Demand

500

# of parts bill payments expected to be requested

Demand

2600

Efficiency

NA1

Efficiency

NA1

Performance Measure

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

Data collection on this measure to begin in 2014

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

110


Utilities Department proposed revised 2013-2014 budget

Additional Program Information

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

2014 Target

Result

80

% of Fleet Technicians ASE Certified

Result

99

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

Result

99

# of Heavy Duty equipment DOT inspections provided

Output

24

# of Heavy Duty vehicle DOT inspections provided

Output

34

# of Light Duty equipment DOT inspections provided

Output

32

# of Light Duty vehicle DOT inspections provided

Output

74

Output

12

Demand

24

Demand

34

Demand

32

Demand

74

Demand

12

Efficiency

$124

Efficiency

$93

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

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

Data collection on this measure to begin in 2014

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

111


Utilities Department proposed revised 2013-2014 budget

Additional Program Information

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

2014 Target

Result

90

Result

90

Result

0

Result

80

Result

85

Result

85

# of heavy duty equipment repairs delivered

Output

165

# of heavy duty vehicle repairs delivered

Output

1,133

# of light duty equipment repairs delivered

Output

1,799

# of light duty vehicle repairs delivered

Output

4,072

Demand

170

Demand

1,200

Demand

1,800

Demand

4,100

Efficiency

NA1

Efficiency

NA1

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

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

Data collection on this measure to begin in 2014

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

112


Utilities Department proposed revised 2013-2014 budget

Additional Program Information

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

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

Measure Type

2014 Target

Result

75

Result

90

Result

0

Output

758

Output

340

Output

108

Output

59

Demand

1,200

Demand

240

Efficiency

$94

Efficiency

$54

Data collection on this measure to begin in 2014

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

113


Utilities Department proposed revised 2013-2014 budget

Additional Program Information

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

2014 Target

Result

90

% of welding repairs not returned for rework

Result

90

# of welding repairs provided

Output

90

# of custom fabrications provided

Output

25

# welding repairs expected to be requested

Demand

90

# of custom fabrications expected to be requested

Demand

25

Program Expenditure per custom fabrication

Efficiency

$3,437

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

1.

Data collection on this measure to begin in 2014

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

114


Utilities Department proposed revised 2013-2014 budget

Additional Program Information

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

2014 Target

Result

99

% of firearms inspected annually

Result

70

# of firearms inspections (includes all three types)

Output

214

# of firearms repairs

Output

82

# of firearms inspections expected to be requested

Demand

214

# of firearms repairs expected to be requested

Demand

82

Program Expensiture per firearms inspection

Efficiency

$353

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

1.

Data collection on this measure to begin in 2014

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

115


Utilities Department proposed revised 2013-2014 budget

Additional Program Information

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

2014 Target

Result

90

# of heavy duty vehicle dispositions completed

Output

2

# of heavy duty equipment dispositions completed

Output

5

# of light duty equipment dispositions completed

Output

16

# of light duty vehicle dispositions completed

Output

10

Demand

2

Demand

5

Demand

16

Demand

10

Efficiency

NA1

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

# of heavy duty vehicle dispositions expected to be required # of heavy duty equipment dispositions expected to be required # of light duty equipment dispositions expected to be required # of light duty vehicle dispositions expected to be required Ratio of revenues from auction compared to equivalent â&#x20AC;&#x2DC;blue bookâ&#x20AC;&#x2122; trade-in values 1.

Data collection on this measure to begin in 2014

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

116


Utilities Department proposed revised 2013-2014 budget

Additional Program Information

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

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

Measure Type

2014 Target

Result

80

Result

80

Result

80

Result

90

% of plans are complete at first submittal

Result

75

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

Result

95

# of 1-2 family home plan reviews provided

Output

350

# of multi-family building plan reviews provided

Output

5

# of commercial building plan reviews provided

Output

100

# of miscellaneous building plan reviews provided

Output

1,100

# of initial completeness reviews provided

Output

432

Demand

475

Demand

350

Demand

5

Demand

100

Demand

1,100

Program cost per commercial plan review

Efficiency

$2,495

Program cost per residential plan review

Efficiency

$703

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

1.

Data collection on this measure to begin in 2014

117


Utilities Department proposed revised 2013-2014 budget

Additional Program Information

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

118


Utilities Department proposed revised 2013-2014 budget

Additional Program Information

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

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

Measure Type

2014 Target

Result

90

Result

99

Output

1.2

Output

2,500

Output

2,775

Output

5,900

Demand

1.2

Demand

2,500

Demand

2,775

Demand

5,900

Efficiency

$50

Efficiency

$0.25

Data collection on this measure to begin in 2014

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

119


Utilities Department proposed revised 2013-2014 budget

Additional Program Information

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

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

Measure Type

2014 Target

Result

95

Result

95

Result

80

# of building permits issued

Output

5,770

# of community outreach events provided

Output

6

# of contractor licenses issued

Output

1,870

# of building permits expected to be requested

Demand

5,770

# of contractor licenses expected to be requested

Demand

1,870

Program expenditure per building permit issued

Efficiency

$16

1.

Data collection on this measure to begin in 2014

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

120


Utilities Department proposed revised 2013-2014 budget

Additional Program Information

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

Performance Measure

Measure Type

% of inspections conducted on the day scheduled

Result

2014 Target 98

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

Result

95

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

Result

98

# of building inspections performed

Output

39,400

# of property maintenance inspections performed

Output

225

# of building inspections anticipated to be requested

Demand

39,400

Demand

225

Efficiency

$17

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

Data collection on this measure to begin in 2014

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

121


Utilities Department proposed revised 2013-2014 budget

Additional Program Information

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

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

Measure Type

2014 Target

Result

1

Result

8

Result

1

% or less of project cost spent for design % or less of street overlay lane miles damaged by City Utilities Department cuts within 5 years of installation % of utility infrastructure data recorded into digital/searchable format % of performance measures with current performance data entered in a system that can

Result

99

Result

99

% of referred water consumption customer concerns addressed with in-home â&#x20AC;&#x153;demonstrations.â&#x20AC;?

Result

95

% of Utilities projects and scheduled repairs impacting utility service and/or traffic identified on

Result

50

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

Output

10

# of work orders processed

Output

NA1

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

Demand

10

# of work ordres anticipated

Demand

NA1

Program expenditure per converted record

Efficiency

NA1

1.

Data collection on this measure to begin in 2014

Core Services Fleet Condition and Assessment Reports; Project Time and Material Reports; Asset Condition Reports; Workflow Documentations; Institutional Memory Records; Utility System Infrastructure Asset Inventory; Utility System Infrastructure Asset Interactive Maps; Asset Inventory Updates; Parts Inventories; Fleet Records; Performance Reports ; Asset Maintenance Records

122


Utilities Department proposed revised 2013-2014 budget

Additional Program Information

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

2014 Target

Result

95

Result

85

Result

99

Result

99

Result

75

# of utility locate responses completed

Output

NA1

# of water quality concerns customer service requests investigated

Output

200

# of customer service request responses provided

Output

NA1

Demand

NA1

Demand

200

Demand

NA1

Efficiency

NA1

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

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

Data collection on this measure to begin in 2014

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

123


Utilities Department proposed revised 2013-2014 budget

Additional Program Information

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

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

Measure Type

2014 Target

Result

20

Result

0.5

Result

7

Result

3

Result

1

% reduction in localized flooding events

Result

NA1

% of unaccounted for water

Result

8.5

# of linear feet of water line replaced

Output

16,000

# of water meters replaced

Output

3,500

# of linear feet of wastewater lines replaced or rehabilitated

Output

65,000

# of manholes rehabilitated

Output

125

# of localized flooding locations corrected

Output

NA1

# of linear feet of water line anticipated to need replacement

Demand

16,000

# of water meters anticipated to need replacement

Demand

3,500

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

Demand

65,000

# of manholes anticipated to need rehabilitation

Demand

125

Demand

NA1

Efficiency

$93

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

Data collection on this measure to begin in 2014

124


Utilities Department proposed revised 2013-2014 budget

Additional Program Information

Program: Utility System Replacement Line of Business: Utility Infrastructure Systems Core Services Wastewater Flow Volume Meterings; Infrastructure Condition Analysis Reports; Manhole Spray Lining Rehabilitations; Water Line Replacement Chlorine Tests; Water Line Replacement Fills; Water Line Replacement Flushings; Water Line Replacement Pressure Tests; Water Line Replacement Utility Locations; Water System Replacement Warranty Inspections; Sewer Main Line Pipe Replacements; Stormwater Infrastructure Replacements; Utility Pipe â&#x20AC;&#x153;Cured in Placeâ&#x20AC;? (CIPP) Linings; Water Meter Replacements; Water Line Bacteria Tests; Water Line Replacements

125


Utilities Department proposed revised 2013-2014 budget

Additional Program Information

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

2014 Target

Result

95

Result

99

Result

90

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

Result

99

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

Result

99

# of water line repairs completed

Output

1,100

# of sewer line repairs completed

Output

10

# of unplanned service interruptions

Output

NA1

# of of stormwater system repairs completed

Output

NA1

# of water line repairs anticipated to be required

Demand

1,100

# of sewer line repairs anticipated to be required

Demand

10

# of unplanned service interruptions anticpated

Demand

NA1

# of stormwater system repairs anticipated to be required

Demand

NA1

Repair cost per unplanned water line repair

Efficiency

NA1

Repair cost per unplanned sewer line repair

Efficiency

NA1

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

1.

Data collection on this measure to begin in 2014

126


Utilities Department proposed revised 2013-2014 budget

Additional Program Information

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

127


Utilities Department proposed revised 2013-2014 budget

Additional Program Information

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

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

Measure Type Result

% of fire hydrants in operation

Result

2014 Target 7 99

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

Result

0.5

% of unaccounted for water

Result

8.5

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

Result

% of City stormwater underground system cleaned

Result

NA1 NA1

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

Result

1.5

# of miles of wastewater lines cleaned

Output

300

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

Output

100

# of fire hydrants maintained

Output

2,400

# of miles of water main flushed

Output

170

# of water system valves rotated

Output

6,900

# of water meters calibrated

Output

3,800

# of water meters replaced

Output

3,500

# of gallons per day of potable water treatment capacity provided (Million) # of miles of wastewater lines anticipated to require cleaning # of miles of wastewater line inspections anticipated to be required

Output

52

Demand

300

Demand

100

# of fire hydrants anticipated to require maintenance

Demand

2,400

Demand

170

Demand

6,900

# of miles of water main anticipated to require flushing # of water system valve rotations anticipated to be required

128


Utilities Department proposed revised 2013-2014 budget

Additional Program Information

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

Measure Type

2014 Target

# of water meters anticipated to require calibration

Demand

3,800

Demand

3,500

Demand

40

Maintenance cost per mile of water system pipeline

Efficiency

NA1

Maintenance cost per mile of sewer system pipeline

Efficiency

NA1

Maintenance cost per mile of stormwater system pipeline

Efficiency

NA1

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

1.

Data collection on this measure to begin in 2014

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

129


Utilities Department proposed revised 2013-2014 budget

Additional Program Information

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

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

Measure Type

2014 Target

Result

99

Result

99

Result

99

Result

1

Result

99

Output

NA1

Output

NA1

Output

NA1

Output

NA1

Demand

NA1

Demand

NA1

Demand

NA1

Demand

NA1

Efficiency

NA1

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

Data collection on this measure to begin in 2014

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

130


Utilities Department proposed revised 2013-2014 budget

Additional Program Information

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

2014 Target

Result

90

# of boiling orders

Result

0

# of drinking water regulation violations

Result

0

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

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

Result

5

Result

95

Output

5.6

Output

10,500

Output

200

Demand

5.6

Demand

10,500

Demand

200

Efficiency

$1,350

Data collection on this measure to begin in 2014

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

131


Utilities Department proposed revised 2013-2014 budget

Additional Program Information

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

Performance Measure

Measure Type

# of additional acre feet of water available to Arvada

Result

% of future water requirements identified through the comprehensive plan (as adopted by City Council) available to Arvada % of water use reduction by the community, measured on a per capita basis that accounts for weather fluctuations

Result

Result

# of acre feet of raw water supplied # of acre foot of raw water expected to be required by customers. Program expenditure per acre feet of raw water supplied 1.

2014 Target 3,000 99

NA1

Output

18,550

Demand

18,500

Efficiency

$42

Data collection on this measure to begin in 2014

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

132


Utilities Department proposed revised 2013-2014 budget

Additional Program Information

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

2014 Target

# of sewage treatment regulation violations

Result

0

# of raw sewage discharges at Metro Plants

Result

0

# of gallons of wastewater disposed (Million)

Output

3,570

Demand

3,570

Efficiency

$2.11

Performance Measure

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

Data collection on this measure to begin in 2014

Core Services Wastewater Treatment Gallons; Industrial Pre-treatment Monitoring

133


Utilities Department proposed revised 2013-2014 budget

Additional Program Information

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

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

Measure Type Result

2014 Target 75

Result

50

Result

50

Result

80

# of construction site inspections conducted

Output

1,400

# of aquatic infrastructure inspections conducted

Output

3,000

# of public engagement events delivered

Output

10

Demand

1,400

Demand

3,000

Efficiency

NA1

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

Data collection on this measure to begin in 2014

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

134


Utilities Department proposed revised 2013-2014 budget

Additional Program Information

Program: Utility Rates and Fees Line of Business: Revenues: Rates and Fees Performance Measures

Performance Measure % of recommended rates and fees that are adopted with no substantial changes % of projected rate and fee revenues that are collected # of rate and fee recommendations # of rate and fee recommendations anticipated to be required Program Expenditure per rate and fee reccomendation 1.

Measure Type

2014 Target

Result

99

Result

95

Output

3

Demand

3

Efficiency

$36,591

Data collection on this measure to begin in 2014

Core Services Building Inspection Fees Recommendations; Water, Wastewater, Stormwater Rates and Fees Recommendations; Vehicle Maintenance Fee Recommendations; Vehicle Replacement fee Recommendations; Water and Wastewater Tap Fee Recommendations

135


Utilities Department proposed revised 2013-2014 budget

Additional Program Information

Program: Building and Utility Billing and Collections Line of Business: Revenues: Rates and Fees Performance Measures Measure Type

2014 Target

% of bills do not require a correction

Result

99

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

Result

99

% of outstanding utility bills that are 30 days or older

Result

9

% of revenue uncollected (bad debt)

Result

1

# of utility bills collected

Output

NA1

# of utility shut off door tags delivered

Output

16,000

# of building fee permit receipts issued

Output

14,000

# of non-payment service disconnections/service reconnections performed

Output

400

# of tap fees collected

Output

NA1

# of of utility bill anticipated to be collected

Demand

NA1

Demand

16,000

Demand

14,000

Demand

400

# of tap fees anticipated to be collected

Demand

NA1

Cost per Utility bill mailed

Efficiency

NA1

Cost per delinquent bill collected

Efficiency

NA1

Performance Measure

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

1.

Data collection on this measure to begin in 2014

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

136


Utilities Department proposed revised 2013-2014 budget

Additional Program Information

Program: Administrative Management Line of Business: Administrative Management Performance Measures Performance Measure % of department operational Key Results achieved

Measure Type

2014 Target

Result

100

% of Department Strategic Result targets achieved

Result

30

% of citizen survey respondents report they are satisfied or very satisfied with Utilities Department services

Result

NA1

# FTE's supported

Output

115.75

$ of operating expenditures managed

Output

$48,859,222

# FTEâ&#x20AC;&#x2122;s expected to require support

Demand

115.75

Efficiency

$6,131

Efficiency

$1.45

Administrative Management Program expenditure per FTE supported Administrative Management Program expenditure per $100 budget dollar managed

Core Services Ask Arvada Request Responses; Bid Award Recommendations; Billing Stuffers; Brochures; Budgets, Council Presentations; Community Presentation; Customer Request Responses; Department Policies; Disciplinary Actions; Employee Conduct Investigations; Employee Recognitions; Employee Recruitments; Employee Safety; External Communications (Arvada Report, Press Releases, Social Media Websites); Financial Reports; Internal Communications (newsletters website, Weekly Brief); Media Interviews; Payments; Performance Reviews; Purchases; Recommendations; Reports; Staff Directives; Strategic Business Plans; Time Card Approvals; Training Sessions; Training Sessions; Travel Request Approvals

137


138


Department Areas


Arvada Center PROPOSED REVISED 2013-2014 budget

The Arvada Center â&#x20AC;¦ Â&#x2021; ,VRQHRIWKHUHJLRQ¶VODUJHVWFXOWXUDODWWUDFWLRQVKRVWLQJRYHUYLVLWRUVDQQXDOO\ Â&#x2021; 2IIHUV\HDUURXQGSURIHVVLRQDOWKHDWHUZLWKVHYHQWKHDWULFDOVKRZVHDFKVHDVRQDORQJZLWKRQHRUPRUHFKLOGUHQ¶VWKHDWHUSURGXFWLRQV Â&#x2021; 2SHUDWHVWKUHHDUWJDOOHULHVZKLFKKRVWRYHUWZHOYHH[KLELWLRQVDQQXDOO\ Â&#x2021; 3URGXFHVSummer at the Center, DQLPSUHVVLYHOLQHXSRIQDWLRQDOWRXULQJDFWVDQGORFDOFXOWXUDOHYHQWVLQLWVVHDWRXWGRRUDPSKLWKHDWHU Â&#x2021; +DVDQRIIHULQJRIRYHUFODVVHVZRUNVKRSVDQGFDPSVHDFK\HDULQWKHSHUIRUPLQJDQGYLVXDODUWVVWXGHQWVSDUWLFLSDWHDQQXDOO\LQWKH &HQWHU¶VVFKRROEDVHGSURJUDPV Â&#x2021; ,VWKHKRPHRIWKH)URQW5DQJH<RXWK6\PSKRQ\ZKLFKRIIHUV\RXQJPXVLFLDQVWKHRSSRUWXQLW\WRDXJPHQWDQGFRQWLQXHWKHLUPXVLFHGXFDWLRQDQG OHDUQSHUIRUPDQFHVNLOOV Â&#x2021; ,VWKHKRPHRIWKH$UYDGD&HQWHU'DQFH7KHDWHU $FDGHP\RIIHULQJFODVVHVDQGSURIHVVLRQDOWUDLQLQJLQEDOOHWPRGHUQMD]]WDSDQGKLSKRS Â&#x2021; )HDWXUHVWKH$UYDGDKLVWRU\PXVHXPVKRZFDVLQJWKHKHULWDJHDQGGHYHORSPHQWRI$UYDGDDQGWKH2OG:HVW Â&#x2021; 2IIHUVDIXOO\DFFHVVLEOHSOD\JURXQGDQGVFXOSWXUHJDUGHQWKDWVHUYHVDQHVWLPDWHGFKLOGUHQDQQXDOO\

OUTCOME STATEMENT

BUDGET CHANGES

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

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PROPOSED REVISED BUDGET 2011 $10,210,464 2012 $10,414,594 2013 $10,844,821 2014 $11,057,374

139

EMPLOYEES 2011 38.75 2012 38.75 2013 39.25 2014 39.25


Arvada Center PROPOSED REVISED 2013-2014 budget Operating Expenditures by Division

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Division

2011 Actual

2012 Actual

2013 Budget

$UYDGD&HQWHU

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Total Arvada Center by Division

2014 Proposed Revised Budget       

    $ 10,210,464

$ 10,414,594

$ 10,844,821

2011 Actual

2012 Actual

2013 Budget

         $ 10,210,464

         $ 10,414,594

         $ 10,844,821

$

11,057,374

Operating Expenditures by Category

Category $UYDGD&HQWHU

3HUVRQQHO 6HUYLFHV &KDUJHV 6XSSOLHV ([SHQVHV &RQWUDFWV /HDVHV ,QYHQWRU\ &DSLWDO0DLQWHQDQFH &DSLWDO2XWOD\ %DG'HEW 7UDQVIHUV Total Arvada Center by Category

140

2014 Proposed Revised Budget          $ 11,057,374


Arvada Center PROPOSED REVISED 2013-2014 budget Operating Expenditures by Division $12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $2011 Actual AC Presents Education Marketing & Patron Services

2012 Actual

2013 Budget

Administration Facilities Management Performing Arts

2014 Proposed Revised Budget Development Gallery/Museum

2014 Operating Expenditures by Category Capital Maintenance 0.06% Inventory 0.09%

Transfers 18.45% Personnel 41.56%

Contracts & Leases 7.94% Supplies & Expenses 6.99%

Services & Charges 24.91%

141


Arvada Center PROPOSED REVISED 2013-2014 budget Number of Employees Administration Development Education Gallery/Museum Marketing & Patron Services Performing Arts Facilities Management

Total Arvada Center

2011 Actual

2012 Revised

7.50 3.00 4.00 3.50 8.75 10.00 2.00

7.50 2.00 5.00 3.50 8.75 10.00 2.00 38.75

38.75

142

2013 Budget 8.00 2.00 6.00 3.50 7.75 10.00 2.00 39.25

2014 Proposed Revised Budget 8.00 3.00 5.00 3.50 7.75 10.00 2.00 39.25


City Attorneyâ&#x20AC;&#x2122;s Office PROPOSED REVISED BUDGET 2013-2014

The Th T he Ci Cit City ty A ty Attorneyâ&#x20AC;&#x2122;s ttor tt orne or neyâ&#x20AC;&#x2122; yâ&#x20AC;&#x2122;s Of Offi Office fice fi ce â&#x20AC;¦ Â&#x2021; (QIRUFHVWKHPXQLFLSDOFRGH Â&#x2021; 5HSUHVHQWVWKH&LW\EHIRUHMXGLFLDODQGDGPLQLVWUDWLYHWULEXQDOV Â&#x2021; 3URYLGHVOHJDODGYLFHDQGFRXQVHOWRERDUGVDQGFRPPLVVLRQVDQG&LW\VWDII Â&#x2021; 3UHSDUHVOHJDOGRFXPHQWV Â&#x2021; 3URYLGHVOHJDOUHSUHVHQWDWLRQWRWKH$UYDGD8UEDQ5HQHZDO$XWKRULW\ Â&#x2021; ,QVWUXFWVHPSOR\HHVRQYDULRXVOHJDOLVVXHV Â&#x2021; $FWVDVMXGJHVIRUWKH7HHQ&RXUWSURJUDP Â&#x2021; 3DUWQHUVZLWKRWKHUJRYHUQPHQWDOHQWLWLHVLQWKHUHSUHVHQWDWLRQRILQWHUJRYHUQPHQWDODXWKRULWLHV Â&#x2021; 3DUWQHUVZLWKRWKHUJRYHUQPHQWDOHQWLWLHVE\DFWLQJLQWKHUROHRID6SHFLDO3URVHFXWRU

OUTCOME STATEMENT

BUDGET CHANGES

To protect the legal interests of the City by providing timely and quality legal counsel, advice, support and advocacy.

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PROPOSED REVISED BUDGET 2011 $1,344,483 2012 $1,422,277 2013 $1,516,433 2014 $1,609,097

143

EMPLOYEES 2011 10.00 2012 10.00 2013 10.00 2014 11.00


City Attorneyâ&#x20AC;&#x2122;s Office PROPOSED REVISED BUDGET 2013-2014 Operating Expenditures by Division

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Division

2011 Actual

2012 Actual

2013 Budget

2014 Proposed Revised Budget *HQHUDO)XQG &LW\$WWRUQH\     Total City Attorney's Office by Division $ 1,344,483 $ 1,422,277 $ 1,516,433 $ 1,609,097

2011 Actual

2012 Actual

2013 Budget

      $ 1,344,483

      $ 1,422,277

      $ 1,516,433

Operating Expenditures by Category

Category *HQHUDO)XQG

3HUVRQQHO 6HUYLFHV &KDUJHV 6XSSOLHV ([SHQVHV &RQWUDFWV /HDVHV &DSLWDO0DLQWHQDQFH &DSLWDO2XWOD\ Total City Attorney's Office by Category

144

2014 Proposed Revised Budget       $ 1,609,097


City Attorneyâ&#x20AC;&#x2122;s Office PROPOSED REVISED BUDGET 2013-2014 Operating Expenditures by Division

$1,650,000 $1,600,000 $1,550,000 $1,500,000 $1,450,000 $1,400,000 $1,350,000 $1,300,000 $1,250,000 $1,200,000 2011 Actual

2012 Actual

2013 Budget

2014 Proposed Revised Budget

City Attorney

2014 Operating Expenditures by Category

Personnel 89.13% Services & Charges 6.31%

Supplies & Expenses 2.15% Contracts & Leases 2.27% Capital Outlay 0.02%

145

Capital Maintenance 0.12%


City Attorney’s Office PROPOSED REVISED BUDGET 2013-2014 Number of Employees City Attorney’s Office

2011 Actual

2012 Revised

10.00

10.00

146

2013 Budget 10.00

2014 Proposed Revised Budget 11.00


City Managerâ&#x20AC;&#x2122;s Office proposed revised 2013-2014 budget

The City Manager/City Clerkâ&#x20AC;&#x2122;s Office â&#x20AC;¦ Â&#x2021; $GPLQLVWHUV³$VN$UYDGD´±WKHSODFHIRUFLWL]HQVWRJRIRUDQVZHUVWRFLW\UHODWHGTXHVWLRQV Â&#x2021; 2SHUDWHV.$79&KDQQHO OLYH&LW\&RXQFLOZHEVWUHDPLQJFRYHUVWRULHVIURP$UYDGD56FKRRO'LVWULFW$)3'$SH[-HIIHUVRQ&RXQW\DQG $UYDGD&KDPEHURI&RPPHUFHHYHQWV  Â&#x2021; 3URPRWHVDQGHQJDJHVLQFRPPXQLW\RXWUHDFK Â&#x2021; :RUNVZLWKWKH&LW\&RXQFLOLQDOOIDFHWVRI&LW\JRYHUQPHQW Â&#x2021; ,VDFWLYHO\ HQJDJHGLQWKHFUHDWLRQDQGQXUWXULQJRIFRPPXQLW\SDUWQHUVKLSV Â&#x2021; 3DUWLFLSDWHVLQOHJLVODWLYHDGYRFDF\DIIDLUV Â&#x2021; ,VUHVSRQVLEOHIRUWKH&LW\¶VPHGLDUHODWLRQVDQGFRPPXQLFDWLRQV Â&#x2021; $GPLQLVWHUV³6XVWDLQ$UYDGD´DZD\RIKRQRULQJ$UYDGD¶VULFKKHULWDJHDQGSUHVHUYLQJRXUUHVRXUFHVWRIRVWHUHFRQRPLFSURVSHULW\HQYLURQPHQWDO VWHZDUGVKLSDQGFRPPXQLW\YLWDOLW\WRGD\DQGLQWRWKHIXWXUH

OUTCOME STATEMENT

BUDGET CHANGES

To support the Arvada City Council, Citizens and Organization through the implementation of effective policies, leadership and management practices.

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Â&#x2021; &LW\0DQDJHUGXHVDQGVXEVFULSWLRQV Â&#x2021; &LW\0DQDJHURYHUWLPH Â&#x2021; &LW\0DQDJHUWHPSRUDU\ZDJHV Â&#x2021; &LW\0DQDJHUHOHFWULFYHKLFOHFKDUJLQJV\VWHPVRIWZDUH

PROPOSED REVISED BUDGET 2011 $2,372,558 2012 $2,623,662 2013 $2,922,415 2014 $3,277,781

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147

EMPLOYEES 2011 16.75 2012 17.75 2013 18.95 2014 20.95


City C ity Managerâ&#x20AC;&#x2122;s Managerâ&#x20AC;&#x2122;s Office Office proposed p roposed revised revised 2013-2014 2013-2 2014 budget budget Operating Expenditures by Division

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Division

*HQHUDO)XQG

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&LW\0DQDJHUV2IILFH

   

.$79

   

&LW\&RXQFLO

   

Total City Manager's Office by Division

2011 Actual

$

2012 Actual

2,372,558 $

2013 Budget

2,623,622 $

2014 Proposed Revised Budget

2,922,415 $

3,277,781

Operating Expenditures by Category

*HQHUDO)XQG

Category

2011 Actual

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Total City Manager's Office by Category

$

2012 Actual

2,372,558 $

148

2013 Budget

2,623,622 $

2014 Proposed Revised Budget

2,922,415 $

3,277,781


City Managerâ&#x20AC;&#x2122;s Office proposed revised 2013-2014 budget Operating Expenditures by Division

$3,500,000 $3,000,000 $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 $2011 Actual

City Clerk

2012 Actual

2013 Budget

City Managers Office

KATV

2014 Proposed Revised Budget City Council

2014 Operating Expenditures by Category Personnel 73.73%

Capital Outlay 0.16%

Capital Maintenance 0.08%

Contracts & Leases 6.73%

Supplies & Expenses 7.84%

Services & Charges 11.46%

149


City C ity Manager’s Manager’s Office Office proposed p roposed revised revised 2013-2014 2013-2 2014 budget budget Number of Employees City Council City Manager's Office City Clerk KATV

Total City Manager’s Office

2011 Actual

2012 Revised

0.00 7.50 5.00 4.25

0.00 8.75 5.00 4.00 17.75

16.75

150

2013 Budget 0.00 8.75 5.00 5.20 18.95

2014 Proposed Revised Budget 0.00 10.75 5.00 5.20 20.95


Community Development proposed revised 2013-2014 budget

The Community Development Department â&#x20AC;¦ Â&#x2021; 3URYLGHVFRRUGLQDWLRQDQGUHYLHZRIGHYHORSPHQWSROLFLHVDQGLPSOHPHQWDWLRQWKURXJKWKHDGRSWLRQRIORQJUDQJHSODQVDGRSWLRQRIFRGHVDQG RUGLQDQFHVWRLPSOHPHQWSODQVDQGUHYLHZRIGHYHORSPHQWSURSRVDOVWRWKRVHSODQVSROLFLHVDQGFRGHV Â&#x2021; 'HYHORSVORQJUDQJHSURMHFWLRQVDQGSODQVIRUWKHFRPPXQLW\:RUNVZLWKQHLJKERUKRRGVRQQHLJKERUKRRGSODQQLQJJUDQWSURJUDPVIRUQHLJK ERUKRRGLPSURYHPHQWDQGKLVWRULFSUHVHUYDWLRQLQ2OGH7RZQ$UYDGD Â&#x2021; 5HVSRQGVWR]RQLQJDQGQXLVDQFHFRGHLVVXHVLQWKH¿HOGDQGDWWKHFXVWRPHUVHUYLFHFRXQWHU Â&#x2021; :RUNVZLWKQHLJKERUKRRGVRQVHOHFWLYHSURDFWLYHFOHDQXSRISUREOHPVLQWKHLUQHLJKERUKRRGWRKHOSDYRLGEOLJKWLQJFRQGLWLRQV Â&#x2021; 3URYLGHVWKURXJKWKH$UYDGD+RXVLQJ$XWKRULW\6HFWLRQUHQWDODVVLVWDQFHYRXFKHUVIRUXSWRYHU\ORZLQFRPHKRXVHKROGV Â&#x2021; 5HFHLYHVLQ)HGHUDOIXQGVWRKHOSSURJUDPVVXFKDVWKH(VVHQWLDO+RPH5HSDLU3URJUDPKRPHOHVVKRXVLQJ&KLOG$GYRFDF\&HQWHU &DULQ&OLQLF-HIIFR0HQWDO+HDOWK'HYHORSPHQWDO'LVDELOLWLHVHWF Â&#x2021; 3URYLGHVDVVLVWDQFHWRFLWL]HQVZKRQHHGUHSDLUVDQGLPSURYHPHQWVWRWKHLUKRPHV Â&#x2021; $GPLQLVWHUVDYDULHW\RIFRPPXQLW\VHUYLFHHIIRUWVLQFOXGLQJ&RPPXQLW\:KHHOV2(&HQHUJ\DVVLVWDQFH$GDPV&RXQW\7UDQVLWHWF

OUTCOME STATEMENT

BUDGET CHANGES

To enhance, guide, and preserve the physical, social, historic and economic quality of Arvada by providing planning, housing and code enforcement services.

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PROPOSED REVISED BUDGET 2011 $6,651,773 2012 $6,923,914 2013 $8,004,630 2014 $7,996,273

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151

EMPLOYEES 2011 24.00 2012 24.00 2013 24.00 2014 24.00


Community C ommunity Development Development proposed p roposed revised revised 2013-2014 2013-2 2014 budget budget Operating Expenditures by Division

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Division

$UYDGD+RXVLQJ $XWKRULW\ &RPPXQLW\ 'HYHORSPHQW *HQHUDO)XQG

$UYDGD+RXVLQJ$XWKRULW\ &'%* &RPPXQLW\'HYHORSPHQW &RGH(QIRUFHPHQW +RXVLQJDQG&RPPXQLW\ 1HLJKERUKRRG 5HYLWDOL]DWLRQ 3ODQQLQJ Total Community Development by Division

2011 Actual

2012 Actual

2013 Budget

2014 Proposed Revised Budget

    

    

    

    

        $ 6,651,773 $ 6,923,914 $ 8,004,630 $ 7,996,273

Operating Expenditures by Category

Category $UYDGD+RXVLQJ $XWKRULW\

3HUVRQQHO 6HUYLFHV &KDUJHV 6XSSOLHV ([SHQVHV &RQWUDFWV /HDVHV &DSLWDO0DLQWHQDQFH %DG'HEW 7UDQVIHUV 727$/ &RPPXQLW\ 3HUVRQQHO 'HYHORSPHQW 6HUYLFHV &KDUJHV 6XSSOLHV ([SHQVHV &RQWUDFWV /HDVHV &DSLWDO0DLQWHQDQFH %DG'HEW 7UDQVIHUV 727$/ *HQHUDO)XQG 3HUVRQQHO 6HUYLFHV &KDUJHV 6XSSOLHV ([SHQVHV &RQWUDFWV /HDVHV &DSLWDO0DLQWHQDQFH &DSLWDO2XWOD\ %DG'HEW 727$/ Total Community Development by Category

2011 Actual

2012 Actual

2013 Budget

2014 Proposed Revised Budget

                        $ 6,651,773

                        $ 6,923,914

                        $ 8,004,630

                        $ 7,996,273

152


Community Development proposed revised 2013-2014 budget Operating Expenditures by Division $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $2011 Actual

2012 Actual

2013 Budget

Arvada Housing Authority Community Development Housing and Community Development Planning

2014 Proposed Revised Budget

CDBG Code Enforcement Neighborhood Revitalization

2014 Operating Expenditures by Category

Services & Charges 59.19%

Personnel 30.43%

Contracts & Leases 3.26% Capital Outlay 0.01% Capital Maintenance 0.04% Bad Debt Transfers 0.32% 3.16%

Supplies & Expenses 3.60%

153


Community C ommunity Development Development proposed p roposed revised revised 2013-2014 2013-2 2014 budget budget Number of Employees Planning Code Enforcement Arvada Housing Authority Housing & Neighborhood Revitalization

Total Community Development

2011 Actual

2012 Revised

10.00 7.00 3.58 3.42

10.00 7.00 3.58 3.42 24.00

24.00

154

2013 Budget 10.00 7.00 3.58 3.42 24.00

2014 Proposed Revised Budget 10.00 7.00 3.98 3.02 24.00


Finance Proposed Revised 2013-2014 budget

The Finance Department â&#x20AC;¦ Â&#x2021; 0DLQWDLQVWKH¿QDQFLDODQG¿VFDOUHFRUGVRIWKH&LW\WRVXFKDGHJUHHWKDWWKHUHFRUGVDUHDXGLWHGDQQXDOO\E\DWKLUGSDUW\DXGLWRU Â&#x2021; 3URYLGHVWLPHO\DQGDFFXUDWHUHSRUWVWRFLWL]HQV&RXQFLOPHPEHUVDQGHPSOR\HHVUHJDUGLQJWKH&LW\¶V¿QDQFLDODQG¿VFDOFRQGLWLRQ Â&#x2021; &UHDWHVFLW\ZLGHOHJDO¿QDQFLDOUHFRUGVVXFKDVWKH&LW\¶V&DSLWDO,PSURYHPHQW3ODQWKH%XGJHWDQGWKH&RPSUHKHQVLYH$QQXDO)LQDQFLDO 5HSRUWDQGSURYLGHVDOOIHGHUDODQGVWDWHUHSRUWLQJ Â&#x2021; 5HYLHZVDQGDQDO\]HVHQWHUSULVHZLGHDFWLYLWLHVLQWKHDUHDVRIUHYHQXHJHQHUDWLRQVSHQGLQJLQVXUDQFHDQGSXUFKDVLQJWRDXGLWIRUSDWWHUQVDQG RWKHUFLW\ZLGHDFWLYLWLHV Â&#x2021; 6XSSRUWVDOORWKHUGHSDUWPHQWVLQWKHLUYDULRXVEXVLQHVVHVLQWKHLPSOHPHQWDWLRQRIYDULRXVUHYHQXHDQGSURJUDPVHUYLFHGHOLYHU\

OUTCOME STATEMENT

BUDGET CHANGES Â&#x2021; 5HYHQXH0DQDJHU

To serve the citizens and staff of the City of Arvada by SURYLGLQJUHOHYDQWWLPHO\DQGVROXWLRQRULHQWHGÃ&#x20AC;VFDO DQGÃ&#x20AC;QDQFLDOVHUYLFHV

PROPOSED REVISED BUDGET 2011 $6,188,404 2012 $8,374,449 2013 $9,348,955 2014 $5,872,542

EMPLOYEES 2011 40.00 2012 40.00 2013 41.00 2014 35.00 *Revenue Division of Water moved to Utilities Department in 2014

155


Finance F inance Proposed P roposed Revised Revised 2013-2014 2013-2 2014 budget budget Operating Expenditures by Division )XQG

Division

*HQHUDO)XQG

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2011 Actual

2012 Actual

2013 Budget

2014 Proposed Revised Budget          $ 6,188,404

     $ 8,374,449

     $ 9,348,955

     $ 5,872,542

2011 Actual

2012 Actual

2013 Budget

     

                   $ 6,188,404

                        $ 8,374,449

                        $ 9,348,955

2014 Proposed Revised Budget                         $ 5,872,542

Operating Expenditures by Category Category *HQHUDO)XQG

3HUVRQQHO 6HUYLFHV &KDUJHV 6XSSOLHV ([SHQVHV &RQWUDFWV /HDVHV ,QYHQWRU\ &DSLWDO0DLQWHQDQFH &DSLWDO2XWOD\ %DG'HEW 727$/ ,QVXUDQFH 3HUVRQQHO 6HUYLFHV &KDUJHV 6XSSOLHV ([SHQVHV &RQWUDFWV /HDVHV &DSLWDO2XWOD\ 7UDQVIHUV 727$/ :DWHU 3HUVRQQHO 6HUYLFHV &KDUJHV 6XSSOLHV ([SHQVHV &RQWUDFWV /HDVHV 'HEW6HUYLFH &DSLWDO0DLQWHQDQFH &DSLWDO2XWOD\ 727$/ Total Finance by Category

156


Finance Proposed Revised 2013-2014 budget Operating Expenditures by Division

$10,000,000 $9,000,000 $8,000,000 $7,000,000 $6,000,000 $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 $2011 Actual Purchasing

Revenue Division of Finance

2012 Actual Treasury

2013 Budget

Benefits Administration

2014 Proposed Revised Budget

Risk Management

Revenue Division of Water

2014 Operating Expenditures by Category Services & Charges 36.08% Supplies & Expenses 3.89%

Capital Maintenance 0.03%

Contracts & Leases 3.72% Personnel 56.28%

157


Finance F inance Proposed P roposed Revised Revised 2013-2014 2013-2 2014 budget budget Number of Employees

2011 Actual

Treasury Revenue Division of Finance Revenue Division of Water Purchasing Risk Management

Total Finance

16.75 7.00 7.50 2.50 6.25

40.00

*2014 employees listed under Utilities Department

158

2012 Revised 16.75 7.00 7.50 2.50 6.25 40.00

2013 Budget 18.75 7.00 6.50 2.50 6.25 41.00

2014 Proposed Revised Budget 18.75 7.50 0.00* 2.50 6.25 35.00


General Administration proposed revised 2013-2014 budget

General Administration ... Accounts for a variety of city-wide expenditures that do not meet the operating needs of any one department or other fund. Is managed by the Finance Department, in conjunction with the City Manager.

OUTCOME STATEMENT

BUDGET CHANGES

To account for various general governmental activities that either support other funds or meet large City goals.

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PROPOSED REVISED BUDGET 2011 $14,299,475 2012 $16,411,220 2013 $16,287,410 2014 $13,182,125

159

EMPLOYEES 2011 0.00 2012 0.00 2013 0.00 2014 0.00


General Administration proposed revised 2013-2014 budget Operating Expenditures by Division

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Division

2011 Actual

2012 Actual

2013 Budget

Category

2011 Actual

2012 Actual

2013 Budget

2014 Proposed Revised Budget

3HUVRQQHO 6HUYLFHV &KDUJHV 6XSSOLHV ([SHQVHV &RQWUDFWV /HDVHV ,QYHQWRU\ &DSLWDO2XWOD\ %DG'HEW 7UDQVIHUV Total General Administration by Category

        $ 14,299,475

        $ 16,411,220

 

       $ 16,287,410

 

       $ 13,182,125

*HQHUDO)XQG *HQHUDO$GPLQLVWUDWLRQ Total General Administration by Division

2014 Proposed Revised Budget     $ 14,299,475 $ 16,411,220 $ 16,287,410 $ 13,182,125

Operating Expenditures by Category

*HQHUDO)XQG

160


General Administration proposed revised 2013-2014 budget Operating Expenditures by Division

$18,000,000 $16,000,000 $14,000,000 $12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $2011 Actual

2012 Actual

2013 Budget

2014 Proposed Revised Budget

General Administration

2014 Operating Expenditures by Category Services & Charges 6.41% Transfers 87.47%

Supplies & Expenses 0.81%

Contracts & Leases 5.30%

161


General Administration proposed revised 2013-2014 budget Number of Employees

2011 Actual

General Administration

0.00

Total General Administration

0.00

2012 Revised 0.00 0.00

162

2013 Budget 0.00 0.00

2014 Proposed Revised Budget 0.00 0.00


Human Resources PROPOSED REVISED 2013-2014 budget

The Human Resources Department â&#x20AC;¦ Â&#x2021; 3URYLGHVHPSOR\PHQWDQGUHFUXLWLQJIRUWKH&LW\RI$UYDGD Â&#x2021; 'HYHORSVFRRUGLQDWHVDQGDGPLQLVWHUVWUDLQLQJDQGGHYHORSPHQWSURJUDPVLQFROODERUDWLRQZLWKRWKHUGHSDUWPHQWVLQWKH&LW\ Â&#x2021; $GPLQLVWHUVFRPSHQVDWLRQDGPLQLVWUDWLRQ Â&#x2021; 3URYLGHVEHQH¿WVDGPLQLVWUDWLRQLQFOXGLQJRQJRLQJHIIRUWVWRPDLQWDLQFRVWHIIHFWLYHVROXWLRQVWKDWSURYLGHWKHPRVWDWWUDFWLYHDQGEHQH¿FLDORS WLRQVWRRXUHPSOR\HHV Â&#x2021; /HDGVHIIRUWVLQZRUNIRUFHDQGVWUDWHJLFSODQQLQJ Â&#x2021; $GPLQLVWHUVWKH&LW\¶VZHOOQHVVDQGUHFRJQLWLRQSURJUDPV Â&#x2021; (QVXUHVVWDWXWRU\FRPSOLDQFHWKURXJKRXWWKH&LW\ ((2)/6$$'$HWF

Â&#x2021; 3URYLGHVHPSOR\HHUHODWLRQVDQGFRQVXOWLQJWRDOOGHSDUWPHQWVDQGHPSOR\HHVZLWKLQWKH&LW\RI$UYDGD

OUTCOME STATEMENT

BUDGET CHANGES

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

Â&#x2021; 1R&KDQJHV

PROPOSED REVISED BUDGET 2011 $1,101,802 2012 $1,113,399 2013 $1,221,212 2014 $1,272,165

163

EMPLOYEES 2011 2012 2013 2014

9.00 9.00 9.00 9.00


Human H uman Resources Resources PROPOSED P ROPOSED REVISED REVISED 2013-2014 2013-2 2014 budget budget Operating Expenditures by Division

)XQG

Division

*HQHUDO)XQG +XPDQ5HVRXUFHV Total Human Resources by Division

2011 Actual

2012 Actual

2013 Budget

2014 Proposed Revised Budget     $ 1,101,802 $ 1,113,399 $ 1,221,212 $ 1,272,165

2011 Actual

2012 Actual

2013 Budget

     $ 1,101,802

     $ 1,113,399

     $ 1,221,212

Operating Expenditures by Category

Category *HQHUDO)XQG

3HUVRQQHO 6HUYLFHV &KDUJHV 6XSSOLHV ([SHQVHV &RQWUDFWV /HDVHV &DSLWDO0DLQWHQDQFH Total Human Resources by Category

164

2014 Proposed Revised Budget      $ 1,272,165


Human Resources PROPOSED REVISED 2013-2014 budget Operating Expenditures by Division

$1,300,000 $1,250,000 $1,200,000 $1,150,000 $1,100,000 $1,050,000 $1,000,000 2011 Actual

2012 Actual

2013 Budget

2014 Proposed Revised Budget

Human Resources

2014 Operating Expenditures by Category Services & Charges 14.72%

Personnel 75.14%

Supplies & Expenses 3.51%

Contracts & Leases 6.54% Capital Maintenance 0.09%

165


Human H uman Resources Resources PROPOSED P ROPOSED REVISED REVISED 2013-2014 2013-2 2014 budget budget Number of Employees Human Resources

2011 Actual

2012 Revised

9.00

9.00

166

2013 Budget 9.00

2014 Proposed Revised Budget 9.00


Information Technology proposed revised 2013-2014 budget

The T Th he In IInformation Inf nfo format form ati tio ion Te ion T Technology ech chno hno nollo logy D logy Department epar ep arttm ar tmen tmen entt â&#x20AC;¦ Â&#x2021; 6XSSRUWVDOOWKHEXVLQHVVV\VWHPVIRUWZHOYHYHU\XQLTXHGHSDUWPHQWV7KLVLQFOXGHVHYHU\WKLQJIURP7LFNHW6DOHVDWWKH$UYDGD&HQWHU%LOOLQJ IRU:DWHUDQG6HZHU3HUPLWVIRU%XLOGLQJ)LQDQFLDO$FFRXQWLQJ:DVWHZDWHU0DQDJHPHQW&RXUW5HFRUGV*,60DSSLQJDQG3ROLFH6\VWHPV XVHGIRUERRNLQJPDQDJLQJWKHGLVSDWFKFHQWHUDQGUHFRUGV Â&#x2021; 6XSSRUWVWKHSULQWLQJQHHGVIRUFLW\GHSDUWPHQWVLQWKHSULQWVKRSIDFLOLW\ Â&#x2021; 3URYLGHVGHVLJQVHUYLFHVLQVXSSRUWRIFLW\GHSDUWPHQWDOQHHGV Â&#x2021; 0DLQWDLQVWKHWHOHSKRQHVHUYLFHVDQGYRLFHPDLOXVHGE\FLW\VWDII Â&#x2021; +DVDQDFWLYHFOLHQWHOHRIRYHUXVHUV

OUTCOME STATEMENT

BUDGET CHANGES

To support and manage technology by planning DQGLPSOHPHQWLQJLQQRYDWLYHHIÃ&#x20AC;FLHQWDQG effective business solutions in collaboration with all city departments.

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PROPOSED REVISED BUDGET 2011 $5,476,098 2012 $5,617,699 2013 $5,615,755 2014 $4,930,656

167

EMPLOYEES 2011 27.00 2012 27.00 2013 27.00 2014 27.00


Information Technology proposed revised 2013-2014 budget Operating Expenditures by Division )XQG

Division

2011 Actual

2012 Actual

2013 Budget

2014 Proposed Revised Budget

&RPSXWHU0DLQWHQDQFH &RPSXWHU5HSODFHPHQW *HQHUDO)XQG *HQHUDO6HUYLFHV ,QIRUPDWLRQ6\VWHPV 3ULQW6KRS 3ULQW6KRS Total Information Technology by Division

     $ 5,476,098

     $ 5,617,699

     $ 5,615,755

     $ 4,930,656

2011 Actual

2012 Actual

2013 Budget

&RPSXWHUV

Operating Expenditures by Category Category

2014 Proposed Revised Budget 3HUVRQQHO     &RPSXWHUV 6HUYLFHV &KDUJHV          6XSSOLHV ([SHQVHV &RQWUDFWV /HDVHV         ,QYHQWRU\ 727$/     *HQHUDO)XQG 3HUVRQQHO         6HUYLFHV &KDUJHV     6XSSOLHV ([SHQVHV &RQWUDFWV /HDVHV         ,QYHQWRU\     &DSLWDO0DLQWHQDQFH     &DSLWDO2XWOD\ 727$/     3HUVRQQHO     3ULQW6KRS     6HUYLFHV &KDUJHV     6XSSOLHV ([SHQVHV &RQWUDFWV /HDVHV     'HEW6HUYLFH         &DSLWDO0DLQWHQDQFH %DG'HEW     727$/     Total Information Technology by Category $ 5,476,098 $ 5,617,699 $ 5,615,755 $ 4,930,656

168


Information Technology proposed revised 2013-2014 budget Operating Expenditures by Division

$6,000,000 $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 $2011 Actual

Computer Maintenance

2012 Actual

Computer Replacement

2013 Budget

General Services

2014 Proposed Revised Budget Information Systems

Print Shop

2014 Operating Expenditures by Category Services & Charges 6.41%

Supplies & Expenses 28.09%

Capital Maintenance 0.95%

Contracts & Leases 3.82% Personnel 60.53%

Debt Service 0.20%

169


Information Technology proposed revised 2013-2014 budget Number of Employees IT & General Services Print Shop

Total Information Technology

2011 Actual

2012 Revised

25.00 2.00

27.00

170

25.00 2.00 27.00

2013 Budget 25.00 2.00 27.00

2014 Proposed Revised Budget 25.00 2.00 27.00


JUDICIAL PROPOSED REVISED 2013-2014 budget

JJudicial di i l â&#x20AC;¦ Â&#x2021; $FWVDVDQLPSDUWLDOIDFW¿QGHULQGHWHUPLQLQJLI D&LW\RUGLQDQFHKDVEHHQYLRODWHG Â&#x2021; 8WLOL]HV-XGJHVZKRLPSRVHVHQWHQFHVDQGFRQVHTXHQFHVIRUYLRODWLRQVRIODZLQDWLPHO\PDQQHU Â&#x2021; (PSOR\VWUDLQHGFRXUWVWDIIZKRSURYLGHFXVWRPHUVZLWKLQIRUPDWLRQQHHGHGWR HIIHFWLYHO\VDWLVI\FRXUWFDVHV Â&#x2021; 2IIHUVWKH7HHQ&RXUW3URJUDPZKLFKSURYLGHVDQDOWHUQDWLYHVHQWHQFHIRU\RXWKRIIHQGHUVMXGLFLDOHGXFDWLRQDQGYROXQWHHURSSRUWXQLWLHVWRRXU WHHQSRSXODWLRQ Â&#x2021; 6WULYHVWRXWLOL]HWHFKQRORJ\DQGLWVHI¿FLHQFLHVLQFOXGLQJWKHFXUUHQWLPSOHPHQWDWLRQRIHOHFWURQLFWLFNHWV Â&#x2021; 0DLQWDLQVD&RXUW:HEVLWHZKLFKSURYLGHVLQIRUPDWLRQWRDVVLVWFXVWRPHUVZLWKWKHLUFRXUWFDVHFRQFHUQV Â&#x2021; 2IIHUVYDULRXVRSWLRQVWRPDNHSD\PHQWVRQFRXUWFDVHVPRUHFRQYHQLHQWDQGDFFHVVLEOHPDLOGURSER[ SKRQHDQGHOHFWURQLF

OUTCOME STATEMENT

BUDGET CHANGES

To provide a fair and impartial judicial process by holding timely hearings, making DSSURSULDWHÃ&#x20AC;QGLQJVDQGVHQWHQFHVDQG SURFHVVLQJFDVHVHIÃ&#x20AC;FLHQWO\

Â&#x2021; $GPLQLVWUDWLYH&RXUW&OHUN Â&#x2021; &RXUWVWUDLQLQJDQGPLOHDJH Â&#x2021; &RXUWVVXSSOLHVGXHVDQGVXEVFULSWLRQV Â&#x2021; &RXUWVFRXUWDSSRLQWHGDWWRUQH\VDQGFRXUWLQWHUSUHWHUV

PROPOSED REVISED BUDGET 2011 $827,532 2012 $850,323 2013 $923,131 2014 $1,025,882

171

EMPLOYEES 2011 10.00 2012 10.00 2013 10.00 2014 11.00


JUDICIAL PROPOSED REVISED 2013-2014 budget Operating Expenditures by Division

)XQG

Division

*HQHUDO)XQG -XGLFLDO Total Judicial by Division

2011 Actual

2012 Actual

2013 Budget

2014 Proposed Revised Budget     $ 827,532 $ 850,323 $ 923,131 $ 1,025,882

2011 Actual

2012 Actual

2013 Budget

Operating Expenditures by Category

Category *HQHUDO)XQG

3HUVRQQHO 6HUYLFHV &KDUJHV 6XSSOLHV ([SHQVHV &DSLWDO2XWOD\ Total Judicial by Category

2014 Proposed Revised Budget

                $ 827,532 $ 850,323 $ 923,131 $ 1,025,882

172


JUDICIAL PROPOSED REVISED 2013-2014 budget Operating Expenditures by Division

$1,200,000 $1,000,000 $800,000 $600,000 $400,000 $200,000 $2011 Actual

2012 Actual

2013 Budget

2014 Proposed Revised Budget

Judicial

2014 Operating Expenditures by Category

Personnel 81.75%

Services & Charges 10.51%

Supplies & Expenses 7.71%

Capital Outlay 0.03%

173


JUDICIAL PROPOSED REVISED 2013-2014 budget Number of Employees Judicial

2011 Actual

2012 Revised

10.00

10.00

174

2013 Budget 10.00

2014 Proposed Revised Budget 11.00


Parks, Golf & Hospitality PROPOSED REVISED 2013-2014 BUDGET

The Th T he Pa P Parks, ark rks ks G Golf olf ol lf & Hosp H Hospitality ospiit ital ali lit ity Depa ity D Department epart rtme tmentt â&#x20AC;¦ Â&#x2021; 3URYLGHVSDUNVWUDLOVDQGRSHQVSDFHGHVLJQDQGPDLQWHQDQFH Â&#x2021; 'LUHFWVDQGSURYLGHVJROIFOXERSHUDWLRQVDW:HVW:RRGV*ROI&RXUVHDQG/DNH$UERU*ROI&RXUVH Â&#x2021; 3URYLGHVEDQTXHWDQGFRQIHUHQFHVHUYLFHVRSHUDWLRQVDWWKH$UYDGD&HQWHUDQGWKH&LW\¶VJROIFRXUVHIDFLOLWLHV Â&#x2021; 2IIHUVHQYLURQPHQWDOHGXFDWLRQDWWKH0DMHVWLF9LHZ1DWXUH&HQWHU Â&#x2021; 0DQDJHVRSHUDWLRQVRIODNHUHFUHDWLRQDWWKH$UYDGD5HVHUYRLU Â&#x2021; &RRUGLQDWHVIHVWLYDOVDQGVSHFLDOHYHQWVZLWKLQWKH&LW\RI$UYDGD Â&#x2021; ,VUHVSRQVLEOHIRUWKHPDQDJHPHQWRIWKH$UYDGD6LVWHU&LWLHV,QWHUQDWLRQDOSURJUDPDWWKH&LW\

OUTCOME STATEMENT

BUDGET CHANGES

To enrich Arvadaâ&#x20AC;&#x2122;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.

Â&#x2021; ,QFUHDVHGPDLQWHQDQFHIRU/H\GHQ5RFN)RUHVW6SULQJV 5DOVWRQ&HQWUDODQG:ROII3DUNV/RQJ/DNH5HVWURRPVDQG &RPPXQLW\6WDWLRQV± Â&#x2021; ,QVXUDQFHEHQH¿WVIRUHPSOR\HHVXQGHU$&$VWDUWLQJLQ  Â&#x2021; 7HPSRUDU\ZDJHVIRU$GPLQLVWUDWLYH&RRUGLQDWRU Â&#x2021; 3DUNV0DVWHUSODQ RYHUWZR\HDUV

PROPOSED REVISED BUDGET 2011 $14,509,295 2012 $14,379,497 2013 $13,432,407 2014 $14,430,797

Â&#x2021; 3DWWULGJH2SHQ6SDFH RYHUWZR\HDUV

Â&#x2021; 5HSDLUIRU6WHQJHU6SRUWV&RPSOH[ RQHWLPH  Â&#x2021; 3KRQHV\VWHPXSJUDGHDW1DWXUH&HQWHU RQHWLPH

Â&#x2021; 7KUHH*ROI&RXUVH0DLQWHQDQFH:RUNHUV Â&#x2021; 5DWHLQFUHDVHVRILQPRVWFDWHJRULHV

175

EMPLOYEES 2011 70.00 2012 70.00 2013 69.00 2014 72.00


Parks, P arks, Golf Golf & Hospitality Hospitality PROPOSED REVISED 2013-2014 BUDGET Operating Expenditures by Division )XQG )RRG6HUYLFHV

Division %DQTXHW)DFLOLW\ )RRG6HUYLFH*HQHUDO $GPLQLVWUDWLRQ *ROI&RXUVHV *ROI&RXUVH*HQHUDO $GPLQLVWUDWLRQ /DNH$UERU*ROI&RXUVH $GPLQLVWUDWLRQ /DNH$UERU0DLQWHQDQFH /DNH$UERU5HVWDXUDQW :HVW:RRGV*ROI&RXUVH $GPLQLVWUDWLRQ :HVW:RRGV0DLQWHQDQFH :HVW:RRGV5HVWDXUDQW /DQGV'HGLFDWHG /DQGV'HGLFDWHG 3DUNV $UYDGD5HVHUYRLU $WKOHWLF)DFLOLWLHV 'LVWULFW 'LVWULFW 'LVWULFW )RUHVWU\2SHQ6SDFH -RLQW3DUNV$GPLQLVWUDWLRQ 1DWXUH&HQWHU 3DUN 8UEDQ'HVLJQ Total Parks, Golf & Hospitality by Division

2011 Actual 2012 Actual 2013 Budget 2014 Proposed                                      $ 14,509,295

176

             $ 14,379,497

             $ 13,432,407

             $ 14,430,797


Parks, Golf & Hospitality PROPOSED REVISED 2013-2014 BUDGET Operating Expenditures by Category

Category

2011 Actual

)RRG6HUYLFHV

3HUVRQQHO  6HUYLFHV &KDUJHV   6XSSOLHV ([SHQVHV &RQWUDFWV /HDVHV   ,QYHQWRU\ &DSLWDO0DLQWHQDQFH   &DSLWDO2XWOD\ %DG'HEW  7UDQVIHUV  727$/  *ROI&RXUVHV 3HUVRQQHO  6HUYLFHV &KDUJHV  6XSSOLHV ([SHQVHV  &RQWUDFWV /HDVHV  'HEW6HUYLFH  ,QYHQWRU\  &DSLWDO0DLQWHQDQFH  &DSLWDO2XWOD\  7UDQVIHUV  727$/  /DQGV'HGLFDWHG 7UDQVIHUV  727$/  3DUNV 3HUVRQQHO  6HUYLFHV &KDUJHV  6XSSOLHV ([SHQVHV  &RQWUDFWV /HDVHV  'HEW6HUYLFH  ,QYHQWRU\  &DSLWDO0DLQWHQDQFH  &DSLWDO2XWOD\  %DG'HEW  7UDQVIHUV  727$/  Total Parks, Golf & Hospitality by Category $ 14,509,295

177

2012 Actual

2013 Budget

2014 Proposed Revised Budget

                                 $ 14,379,497

                                 $ 13,432,407

                                 $ 14,430,797


Parks, P arks, Golf Golf & Hospitality Hospitality PROPOSED REVISED 2013-2014 BUDGET Operating Expenditures by Fund

$16,000,000 $14,000,000 $12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $2011 Actual

Food Services

2012 Actual

Golf Courses

2013 Budget

2014 Proposed Revised Budget

Lands Dedicated

Parks

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

2014 Operating Expenditures by Category Supplies & Expenses 14.12%

Services & Charges 15.21%

Transfers 0.43% Bad Debt 0.01% Capital Maintenance 1.91% Capital Outlay 2.81% Contracts & Leases 2.73%

Personnel 54.01%

Debt Service 1.09% Inventory 7.67%

178


Parks, Golf & Hospitality PROPOSED REVISED 2013-2014 BUDGET Number of Employees

2011 Actual

2012 Revised

Parks & Urban Design and Park Maintenance Golf Course Operations Banquet and Conference Operations Majestic View Nature Center

46.00

46.00

46.00

2014 Proposed Revised Budget 46.00

14.00 9.00 1.00

Total Parks, Golf & Hospitality

70.00

14.00 9.00 1.00 70.00

14.00 8.00 1.00 69.00

17.00 8.00 1.00 72.00

179

2013 Budget


180


Public Safety PROPOSED REVISED 2013-2014 BUDGET

The Public Safety Department â&#x20AC;¦ Â&#x2021; +ROGV&LWL]HQ3ROLFH$FDGHPLHVWZLFHD\HDU±VSULQJDQGIDOO±ZKHUHPRUHWKDQUHVLGHQWVOHDUQDERXWWKHZRUNLQJVRIWKH$UYDGD3ROLFH 'HSDUWPHQW Â&#x2021; 5HJXODUO\KRVWVWKH&KLHI¶V&RPPXQLW\5RXQGWDEOHZLWK&KLHI'RQ:LFNWRVKDUHSROLFHQHZVDQGLQIRUPDWLRQZLWKFLWL]HQV Â&#x2021; +DVQHDUO\IROORZHUVWKURXJKVLWHVVXFKDV)DFHERRNDQG7ZLWWHU6HYHUDO$UYDGD3ROLFHYLGHRVRQ<RX7XEHKDYHUHFHLYHGPRUHWKDQ YLHZV Â&#x2021; /HDGVWKH([SORUHU3RVWIRUWHHQVEHWZHHQWKHDJHVRIDQGZKRDUHLQWHUHVWHGLQDFDUHHULQODZHQIRUFHPHQW([SORUHUVUHFHLYH¿UVWKDQG SROLFHH[SHULHQFH Â&#x2021; ,VJUDWHIXOIRURXUYROXQWHHUVPRVWRIZKRPDUHJUDGXDWHVRIWKH&LWL]HQV3ROLFH$FDGHP\2XUYROXQWHHUVSURYLGHWKRXVDQGVRIKRXUVRIYDOXDEOH VHUYLFHWRWKH$UYDGD3ROLFH'HSDUWPHQWHDFK\HDU Â&#x2021; ,QFOXGHVPHPEHUVRIWKH&RPPXQLW\5HVSRQVH,PSDFW7HDPZKRZRUNZLWKDSDUWPHQWFRPPXQLWLHVUHQWDOSURSHUW\RZQHUVEXVLQHVVHVDQG KRPHRZQHUDVVRFLDWLRQVWRSURYLGHYDOXDEOHFULPHSUHYHQWLRQSURJUDPV

OUTCOME STATEMENT

BUDGET CHANGES

To protect and ensure a safe community and enhance our citizensâ&#x20AC;&#x2122; quality of life by delivering responsible, dedicated, and respectful high quality police services.

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Â&#x2021; 2QH&XVWRGLDQIRUWKHWZR&RPPXQLW\6WDWLRQV VSOLWEHWZHHQ 7D[,QFUHPHQW)XQGV

PROPOSED REVISED BUDGET 2011 $23,555,283 2012 $25,601,768 2013 $35,857,263 2014 $28,144,219

Â&#x2021; 2QH3ROLFH2I¿FHULQWKH7IXQGLQDQGRQH3ROLFH2I ¿FHULQWKH7IXQGLQ Â&#x2021; 0RYHWKH(PHUJHQF\0DQDJHPHQW&RRUGLQDWRUWRWKH&LW\ 0DQDJHU¶V2I¿FHDQGXSJUDGHWR0DQDJHU

181

EMPLOYEES 2011 229.40 2012 229.40 2013 232.40 2014 233.50


Public P ublic Safety Safety PROPOSED REVISED 2013-2014 BUDGET Operating Expenditures by Division )XQG

Division

*HQHUDO)XQG

$GPLQLVWUDWLRQ%XUHDX $QLPDO0DQDJHPHQW &RPPXQLFDWLRQV%XUHDX &ULPLQDO,QYHVWLJDWLRQV %XUHDX 2IILFHRIWKH&KLHI 3DWURO%XUHDX 5HFRUGV%XUHDX 6SHFLDO,QYHVWLJDWLRQV 8QLW 2IILFHRIWKH&KLHI

3ROLFH6HL]XUH 3ROLFH7D[ ,QFUHPHQW

3ROLFH7D[ ,QFUHPHQW

$GPLQLVWUDWLRQ%XUHDX $QLPDO0DQDJHPHQW &RPPXQLFDWLRQV%XUHDX &ULPLQDO,QYHVWLJDWLRQV %XUHDX 2IILFHRIWKH&KLHI 3DWURO%XUHDX 5HFRUGV%XUHDX

$GPLQLVWUDWLRQ%XUHDX $QLPDO0DQDJHPHQW &RPPXQLFDWLRQV%XUHDX &ULPLQDO,QYHVWLJDWLRQV %XUHDX 2IILFHRIWKH&KLHI 3DWURO%XUHDX 5HFRUGV%XUHDX 6SHFLDO,QYHVWLJDWLRQV 8QLW Total Public Safety by Division

2011 Actual

2012 Actual

2013 Budget

2014 Proposed Revised Budget                

   

   

   

                       

   

   

   

               

   

   

   

    $ 23,555,283 $ 25,601,763 $ 35,857,263 $ 28,144,219

182


Public Safety PROPOSED REVISED 2013-2014 BUDGET Operating Expenditures by Category Category *HQHUDO)XQG

3HUVRQQHO 6HUYLFHV &KDUJHV 6XSSOLHV ([SHQVHV &RQWUDFWV /HDVHV &DSLWDO0DLQWHQDQFH &DSLWDO2XWOD\ %DG'HEW 727$/ 3ROLFH6HL]XUH 6XSSOLHV ([SHQVHV 727$/ 3ROLFH7D[ 3HUVRQQHO ,QFUHPHQW 6HUYLFHV &KDUJHV 6XSSOLHV ([SHQVHV &RQWUDFWV /HDVHV &DSLWDO0DLQWHQDQFH &DSLWDO2XWOD\ 7UDQVIHUV 727$/ 3ROLFH7D[ 3HUVRQQHO ,QFUHPHQW 6HUYLFHV &KDUJHV 6XSSOLHV ([SHQVHV &RQWUDFWV /HDVHV &DSLWDO2XWOD\ 7UDQVIHUV 727$/ Total Public Safety by Category

2011 Actual

2012 Actual

2013 Budget

2014 Proposed Revised Budget

                         $ 23,555,283

                         $ 25,601,763

                         $ 35,857,263

                         $ 28,144,219

183


Public P ublic Safety Safety PROPOSED REVISED 2013-2014 BUDGET

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 $2011 Actual

2012 Actual

2013 Budget

2014 Proposed Revised Budget

Administration Bureau

Animal Management

Communications Bureau

Criminal Investigations Bureau

Office of the Chief

Patrol Bureau

Records Bureau

Special Investigations Unit

2014 Operating Expenditures by Category

Services & Charges 3.59%

Personnel 82.20%

Supplies & Expenses 10.36% Transfers 0.58% Capital Maintenance 0.07% Capital Outlay 0.11% Contracts & Leases 3.10%

184


Public Safety PROPOSED REVISED 2013-2014 BUDGET Number of Employees Office of the Chief Communications Bureau Records Bureau Patrol Bureau Animal Management Criminal Investigations Bureau Special Investigations Unit Administration Bureau

Total Public Safety

2011 Actual

2012 Revised

8.00 23.00 11.00 133.40 7.00 34.00 5.00 8.00

8.00 23.00 11.00 133.40 7.00 34.00 5.00 8.00 229.40

229.40

185

2013 Budget 9.00 23.00 12.00 134.40 7.00 35.00 5.00 7.00 232.40

2014 Proposed Revised Budget 8.00 23.00 12.00 132.50 7.00 37.00 5.00 9.00 233.50


186


PUBLIC WORKS PROPOSED REVISED 2013-2014 BUDGET

The Public Works Department â&#x20AC;¦ Â&#x2021; 3URYLGHVVQRZUHPRYDODQGLFHFRQWUROZLWKWDQGHPD[OHVQRZSORZV Â&#x2021; 3URYLGHVVWUHHWUHVXUIDFLQJVZHHSLQJGUDLQDJHPDLQWHQDQFHDQGULJKWRIZD\PRZLQJ Â&#x2021; &UHDWHVPDQDJHVDQGPDLQWDLQVJHRJUDSKLFGDWDUHVRXUFHVDQGPDSSLQJVHUYLFHVDYDLODEOHWRSXEOLFDQG&LW\VWDII Â&#x2021; 5HYLHZVSULYDWHGHYHORSPHQWIRUFRPSOLDQFHZLWK&LW\FULWHULD Â&#x2021; 'HVLJQVDQGPDQDJHVFRQVWUXFWLRQSURMHFWVLQWKH&DSLWDO,PSURYHPHQWV6WUHHWV:DWHU6WRUPZDWHUDQG:DVWHZDWHUEXGJHWVDQGSURYLGHV WHFKQLFDOVXSSRUWIRUWKH&DSLWDO,PSURYHPHQWV3DUNVDQG7UDI¿FSURMHFWV Â&#x2021; 0DLQWDLQVDOO&LW\EXLOGLQJV Â&#x2021; $FWVDVRZQHUUHSUHVHQWDWLYHRQPDMRUFRQVWUXFWLRQSURMHFWV Â&#x2021; 2YHUVHHVVLJQDOWLPLQJRQ&LW\VWUHHWV Â&#x2021; 0DLQWDLQVDOOVLJQVOLQHVDQGVLJQDOVZLWKLQWKH&LW\ Â&#x2021; 5HYLHZVSULYDWHGHYHORSPHQWDQGFDSLWDOLPSURYHPHQWSURMHFWVIRUFRPSOLDQFHZLWK&LW\VSHFL¿FDWLRQVDQGFULWHULD

OUTCOME STATEMENT

BUDGET CHANGES

To continue to create a better community by constructing, operating and maintaining the publicâ&#x20AC;&#x2122;s infrastructure.

Â&#x2021; %LF\FOHDQG3HGHVWULDQ&RRUGLQDWRU òWREHSDLGZLWKWKH+HDOWK\ 3ODFHVJUDQWDQGWUDI¿FWHPSRUDU\ZDJHVGHFUHDVHG E\

PROPOSED REVISED BUDGET 2011 $17,718,935 2012 $20,517,756 2013 $19,608,984 2014 $20,336,177

EMPLOYEES 2011 202.25 2012 198.25 2013 88.50 2014 89.50 The Public Works and Utilities Departments split from one combined department into two separate departments effective 2012 - approved for 2013 budget.

187


PUBLIC WORKS PROPOSED REVISED 2013-2014 BUDGET Operating Expenditures by Division

)XQG %XLOGLQJV 'UDLQDJH *HQHUDO)XQG

Division %XLOGLQJ0DLQWHQDQFH 'UDLQDJH (QJLQHHULQJ )DFLOLWLHV0DQDJHPHQW *,6 3XEOLF:RUNV 6WUHHWV 7UDIILF Total Public Works by Division

2011 Actual         $ 17,718,935

2012 Actual         $ 20,517,756

2013 Budget         $ 19,608,984

2014 Proposed         $ 20,336,177

2011 Actual

2012 Actual

2013 Budget

                $ 17,718,935

                $ 20,517,756

                $ 19,608,984

2014 Proposed Revised Budget                 $ 20,336,177

Operating Expenditures by Category

Category &RQWUDFWV /HDVHV 'HEW6HUYLFH &DSLWDO0DLQWHQDQFH 727$/ 6HUYLFHV &KDUJHV 'UDLQDJH 7UDQVIHUV 727$/ *HQHUDO)XQG 3HUVRQQHO 6HUYLFHV &KDUJHV 6XSSOLHV ([SHQVHV &RQWUDFWV /HDVHV &DSLWDO0DLQWHQDQFH &DSLWDO2XWOD\ %DG'HEW 7UDQVIHUV 727$/ Total Public Works by Category

%XLOGLQJV

188


PUBLIC WORKS PROPOSED REVISED 2013-2014 BUDGET Operating Expenditures by Division $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 $2011 Actual

2012 Actual

Building Maintenance Facilities Management Streets

2013 Budget

Drainage GIS Traffic

2014 Proposed Revised Budget Engineering Public Works Administration

2014 Operating Expenditures by Category Services & Charges 19.27%

Supplies & Expenses 8.82% Transfers 0.50%

Personnel 39.47%

Capital Maintenance 2.82%

Capital Outlay 0.01%

Contracts & Leases 28.54%

Debt Service 0.58%

189


PUBLIC WORKS PROPOSED REVISED 2013-2014 BUDGET Number of Employees Public Works Administration Streets GIS Engineering Traffic Facilities Management

Building Inspection Vehicle Maintenance Stormwater Wastewater Water Total Public Works

2011 Actual

2012 Revised

3.00 33.00 4.50 20.00 9.00 20.00

2.00 33.00 4.50 20.00 9.00 20.00

2.00 33.00 4.50 20.00 9.00 20.00

2014 Proposed Revised Budget 2.00 33.00 4.50 20.00 10.00 20.00

13.00 17.75 4.75 17.00 60.25 202.25

13.00 17.75 4.75 15.50 58.75

0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00

198.25

88.50

89.50

190

2013 Budget


Capital Improvement Plan


Capital Improvements ,QWKH&LW\HPEDUNHGRQLWV¿UVWWHQ\HDUFDSLWDOLPSURYHPHQWSODQQLQJSURFHVVFRYHULQJWR :KLOHWKLVDGRSWHGSODQKDVVHUYHGWKH&LW\ZHOOERWKLQIXQGLQJFDSLWDOH[SHQGLWXUHVLQDQGDVDVWUDWHJLF SODQIRUIXO¿OOLQJ&RXQFLOSULRULWLHVLGHQWL¿HGLQDQG&RGHREOLJDWLRQVQHZGHYHORSPHQWVRYHUWKHSDVW PRQWKVKDYHKDVWHQHGDVHULHVRIUHFRPPHQGHGSODQFKDQJHVLQDQGEH\RQG 2013 Revisions $IWHUUHYLHZLQJPRQLHVWKDWKDYHEHHQUHVHUYHGIRUFDSLWDOSURMHFWVVWDIIGHWHUPLQHGWKDWWKHUHZDVH[FHVV IXQGLQJLQVRPHSURMHFWVRUWKDWWKHRULJLQDOSURMHFWZDVQRORQJHUQHFHVVDU\RUIHDVLEOH7KHVHPRQLHVDPRXQWHG WRDSSUR[LPDWHO\6WDIILVUHFRPPHQGLQJWKDWEHDOORFDWHGWRSXUFKDVLQJULJKWRIZD\IRU WKH-HIIHUVRQ3DUNZD\3XEOLF+LJKZD\$XWKRULW\7KHUHPDLQLQJPRQLHVZLOOEHSXWLQWRDUHVHUYHWREHXVHGIRU WKH)2&86VWUDWHJLFJRDOVRXWOLQHGODWHULQWKLVVHFWLRQ $GGLWLRQDOO\WKH&LW\HQWHUHGLQWRDVHULHVRIDJUHHPHQWVZLWKYDULRXVYHQGRUVIRUWKHUHSODFHPHQWRIWKH&LW\¶V UDGLRV\VWHP2IWKHDSSUR[LPDWHO\LQH[SHQVHVKDVEHHQVRXUFHGIURPWKH&DSLWDO ,PSURYHPHQWV)XQG7KHVHPRQLHVZHUHSUHYLRXVO\VHWDVLGHIRUWKHFRQVWUXFWLRQRIWKH2OGH7RZQEXVWUDQVIHU IDFLOLW\+RZHYHUZHZHUHDEOHWRDVVLJQLWIRUUDGLRUHSODFHPHQWSXUSRVHVGXHWRDJUDQWDZDUGHGWRWKH&LW\IRU WKHIDFLOLW\¶VGHVLJQDQGFRQVWUXFWLRQ$WUDQVIHUIURPWKHFRPSXWHUUHSODFHPHQWIXQGZLOOIXQGWKHGLIIHUHQFH Revenue Revisions (YHUVLQFHWKHHOHFWRUVDSSURYHGWKH¿UVW&LW\VDOHVWD[LQWKHODWHV$UYDGDKDVGHGLFDWHGDVLJQL¿FDQW SRUWLRQRIWKHJHQHUDWHGUHYHQXHIRUFDSLWDOLPSURYHPHQWV$VLWVWDQGVWRGD\6HFWLRQRIWKH$UYDGD&LW\ &RGHPDQGDWHVWKDWRIWKH¿UVWFHQWRI*HQHUDO)XQGVDOHVWD[UHYHQXHRURIDOO*HQHUDO)XQGVDOHV WD[UHYHQXHVKDOOEHDSSURSULDWHGIRUFDSLWDOLPSURYHPHQWVPDMRUFDSLWDOPDLQWHQDQFHDQGGHEWVHUYLFHUHODWHG WRFDSLWDOLPSURYHPHQWV$VDUHVXOWRIKLJKHUWKDQSURMHFWHGDFWXDOVDOHVWD[UHYHQXHVLQDQGDQLQFUHDVH LQSURMHFWHGVDOHVWD[UHYHQXHVLQUHFRPPHQGDWLRQVSUHVXPHDQLQFUHDVHLQRXU6HFWLRQ REOLJDWLRQWRFDSLWDOIXQGLQJ 0RUHRYHUWKH&LW\WRRNDGYDQWDJHRIWKHORZLQWHUHVWUDWHHQYLURQPHQWLQHDUO\WRUH¿QDQFHH[LVWLQJGHEW VHUYLFHREOLJDWLRQVRQWKH6DOHVDQG8VH7D[%RQGVVDYLQJDSSUR[LPDWHO\RYHUWKHUHPDLQLQJ¿YH \HDUVRIWKHERQGV:LWKORZHUSD\PHQWVXQWLOWKHERQGVHULHVLVUHWLUHGDOORIWKHVDYLQJVZLOOSURYLGHDGGLWLRQDO FDSLWDOIXQGLQJWKURXJK $YDLODEOHÂ&#x2020;IXQGVIRUDUHFDOFXODWHGDVIROORZV RIWKH¿UVWFHQWRIVDOHVWD[ /HVV 6DOHVDQG8VH7D[%RQGGHEWVHUYLFH &HUWL¿FDWHVRI3DUWLFLSDWLRQGHEWVHUYLFH $YDLODEOHIXQGLQJIRU

   

Expenditure Revisions 6WDIILVUHFRPPHQGLQJWKDWWKUHHDGGLWLRQDOSURMHFWVEHDGGHGWRWKHFDSLWDOLPSURYHPHQWSODQ6LQFHWKH DGRSWLRQRIWKHSODQWKH&LW\KDVEHHQDZDUGHGWZRJUDQWVIRULQIUDVWUXFWXUHLPSURYHPHQWV7KH¿UVWDZDUGHG WKURXJK'5&2*ZLOOSURYLGHQHZVLGHZDONVELNHODQHVDQGDVVRFLDWHGLPSURYHPHQWVRQ:th$YHQXHIURP ,QGHSHQGHQFHWR<XNRQ6WUHHWV7KHJUDQWZLOOFRYHURIWKHSURMHFWFRVWVZLWKWKH&LW\¶VPDWFKFRYHUHG E\IXQGLQJIURPWKH2SSRUWXQLW\)XQG  DQGWKHUHPDLQLQJIURPÂ&#x2020;IXQGLQJ  

191


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192


Capital C apital Improvements Improvements

x %\'HFHPEHURIDOOVLGHZDONJDSVDVLGHQWL¿HGE\WKH7UDQVSRUWDWLRQ&RPPLWWHHDQGDV DSSURYHGE\&LW\&RXQFLOZLOOEHEXLOWDFFRUGLQJWRWKHWKHQFXUUHQWFRGHUHTXLUHPHQWV x %\RI6WUHHW3DYHPHQW&RQGLWLRQVDUHUDWHGDV³IDLU´RUEHWWHU x LJĞĐĞŵďĞƌϯϭ͕ϮϬϭϵ͕ϯ͕ϬϬϬĂĚĚŝƟŽŶĂůĂĐƌĞͲĨĞĞƚŽĨǁĂƚĞƌŝƐĂĐƋƵŝƌĞĚƚŽƐƵƉƉŽƌƚƚŚĞĂŶƟĐŝƉĂƚĞĚ ƉŽƉƵůĂƟŽŶŐƌŽǁƚŚ x %\RIVWUHHWUHFRQVWUXFWLRQDQGQHZVWUHHWFRQVWUXFWLRQSURMHFWVORFDWHGRQWKH&LW\&RQGXLW0DS ZLOOLQFOXGHFRQGXLWVIRU¿EHURSWLFVDQGGU\XWLOLWLHV x %\'HFHPEHURIDOOLGHQWL¿HGWUDLOJDSVDQGFRQQHFWLRQSRLQWVUHFRJQL]HGLQWKH&LW\¶V 3DUNV7UDLOVDQG2SHQ6SDFH0DVWHU3ODQDQG%LF\FOH0DVWHU3ODQDVLGHQWL¿HGE\WKH$UYDGD3DUN $GYLVRU\&RPPLWWHHDQGDVDSSURYHGE\&LW\&RXQFLODUHEXLOWFRPSOHWHG x %\'HFHPEHUDFRQFHSWXDOSODQDQGORFDWLRQIRUDQHZ-XVWLFH&HQWHUZLOOEHFRPSOHWHGLQRUGHU WRDFFRPPRGDWHHPHUJLQJVDIHW\UHTXLUHPHQWVIRUWKHSXEOLF x %\'HFHPEHU:HVW:RRGVFOXEKRXVHDQGUHODWHGIDFLOLWLHVDUHUHSODFHG x %\$XJXVWWKH&LW\¶Vµ$UWHULDO%HDXWL¿FDWLRQ3URJUDP¶LVDSSURYHGE\&RXQFLODQGE\'HFHPEHU RQHNH\SURMHFWLVXQGHUZD\ 7KHWRWDORIDOOWKHLGHQWL¿HGSURMHFWVZLOOOLNHO\UHTXLUHDVLJQL¿FDQWDPRXQWRIIXQGLQJWKDWPD\QRWEHDYDLODEOH ZLWKLQWKHVL[\HDUWLPHIUDPH+RZHYHUZHPD\KDYHRSSRUWXQLWLHVWRPHHWPDQ\RIWKHVHJRDOVRYHUWKHQH[W WHQ\HDUVXVLQJDORQJWHUPVWUDWHJLFSODQJXLGLQJRXUDOORFDWLRQDQGSULRULWL]DWLRQ'XULQJZHZLOOZRUNWR REWDLQFRVWHVWLPDWHVDQGSULRULWL]HWKHVHJRDOVIRUWKHEXGJHW Summary 7KHIROORZLQJSDJHVRIWKH&DSLWDO,PSURYHPHQWVHFWLRQZLOOVXPPDUL]HWKHFDSLWDOSURMHFWVSODQQHGIRU 3URMHFWVKHHWVIRUQHZSURMHFWVZLOOSURYLGHDGHVFULSWLRQRIWKHSURMHFWWKHIXQGLQJVRXUFHVDQGWLPHOLQHRI HVWLPDWHGH[SHQGLWXUHV

193


WADSWORTHCORRIDOR Wadsworth(SH121)MulitmodalStudy TRANSPORTATION CollectorStreetImprovements ADARamps AdamsCountyTransportationProjects W.72ndAve.andIndianaSt.IntersectionImprovements W.72ndAvenue/UPRRCrossingEA SafeRoutestoSchoolProgram Bike/PedProgram UnionPacificRRQuietZones IntersectionSafetyImprovements NewTrafficSignalConstruction LongLifePavementMarkingsProgram VideoDetectionProgram SignReplacement;MUTCDMandates ATMSCompletionandUpgrades SignalReplacement UPSatMajorIntersections GarrisonTrail(SRTS) W.57thAvenueBike/PedProject OldeTownStreetLightingGaps FACILITIES GoldLineͲrelatedParkingStructures PARKS IrrigationSystemRenovation PlaygroundRenovation TrailRenovation StengerSportsComplex TreeReplacementProgram AdamsCountyOpenSpaceProjects

2014 OtherCity Other/TBD WADSWORTHCORRIDOR 500,000 Ͳ PWͲTRANSPORTATION Ͳ Ͳ Ͳ Ͳ Ͳ 61,800 Ͳ Ͳ Ͳ Ͳ Ͳ 92,700 Ͳ Ͳ Ͳ 250,000 Ͳ Ͳ Ͳ Ͳ Ͳ Ͳ Ͳ Ͳ Ͳ Ͳ Ͳ Ͳ Ͳ Ͳ Ͳ Ͳ Ͳ 134,712 Ͳ 164,000 Ͳ Ͳ PWͲFACILITIES 1,200,000 Ͳ PG&HͲPARKS 156,780 Ͳ Ͳ Ͳ Ͳ Ͳ Ͳ 51,500 Ͳ Ͳ Ͳ 25,750

DEPARTMENT/DIVISION

194

 Ͳ 206,000  51,500 360,500  15,450  Ͳ

 Ͳ

 51,500  51,500  Ͳ 319,000 196,000  20,600  51,500 610,500 108,150 283,250  82,400  20,600  20,600  51,500 803,400  40,170  Ͳ 109,000  80,000

 Ͳ

§98Ͳ101

2014PLANSUMMARY

156,780 206,000 51,500 412,000 15,450 25,750

1,200,000

51,500 51,500 61,800 319,000 196,000 113,300 51,500 860,500 108,150 283,250 82,400 20,600 20,600 51,500 803,400 40,170 134,712 273,000 80,000

500,000

2014Total

Capital Improvements


195

3,758,690 3,584,620 95.37% $174,070

§98Ͳ101RemainingAfterFundingRecommendedProjects

780,462

OtherCity Other/TBD PG&HͲGOLF 181,280 Ͳ PG&HͲHOSPITALITY 27,810 Ͳ 111,240 Ͳ ARVADACENTER Ͳ Ͳ UTILITIESͲWATER 333,333 Ͳ 3,966,021 Ͳ 750,000 Ͳ 257,500 Ͳ 300,000 Ͳ 1,000,000 Ͳ UTILITIESͲWASTEWATER 1,961,905 Ͳ 103,000 Ͳ 51,500 Ͳ UTILITIESͲSTORMWATER 206,000 Ͳ 1,364,750 Ͳ

2014

3,584,620 12,471,119

 Ͳ  Ͳ

 Ͳ  Ͳ  Ͳ

 Ͳ  Ͳ  Ͳ  Ͳ  Ͳ  Ͳ

 51,500

 Ͳ  Ͳ

 Ͳ

§98Ͳ101

CAPITALPROJECTFUNDINGALLDEPARTMENTSANDDIVISIONS NetProjected§98Ͳ101per8/1/2013TenYearGeneralFundModel Total§98Ͳ101FundingforRecommendedProjects Total§98Ͳ101FundingofRecommendedProjectsas%ofNetProjected§98Ͳ101

DEPARTMENT/DIVISION GOLF WestWoodsRestaurantRemodel,OfficesandStorage HOSPITALITY HospitalityTakingLastingCareKitchen TLCBanquetEquipment ARVADACENTER PublicArt WATER DenverWaterMoffatProjectParticipation WaterMainReplacement WaterTreatmentPlantImprovements CathodicProtection LeydenStorageProject NorthwestWaterSystemͲ18ͲinchWaterLine WASTEWATER SewerMainReplacement NorthSystemOversizing AccessImprovements STORMWATER YarrowStreetOverflow AllisonStOutfallͲPhaseI

2014PLANSUMMARY

16,836,201

206,000 1,364,750

1,961,905 103,000 51,500

333,333 3,966,021 750,000 257,500 300,000 1,000,000

51,500

27,810 111,240

181,280

2014Total

Capital C apital Improvements Improvements


Simms

72nd

Kipling

74th

80th

e ro

Ra lsto n

@ ?

] ^ ‰ 70

Ob n

76

] ^ ‰

OAK ST

CITY OF ARVADA

DATE: 8/1/2013

W. 72ND & UPRR CROSSING EA

64th

93 7 6

@ ?

121 7 6

L E G E N D

@ ?

W 70TH PL

NELSON ST

Arvada City Limits

Project Location

@ ?

W

70

TH

DR

W 72ND AVE

W 72ND PL

E RS HIG H L INE CAN

W 71ST PL

LEE CT

MILLER ST

AL

* The maps provided are graphical representations intended for general informational purposes only, and may not reflect the most current information or conditions. THE CITY OF ARVADA MAKES NO WARRANTY OF MECHANTABILITY OR WARRANTY FOR FITNESS OF USE FOR A PARTICULAR PURPOSE, EXPRESSED OR IMPLIED, WITH RESPECT TO THESE GRAPHICAL REPRESENTATIONS OR THE UNDERLYING DATA. Any users of these graphical representations or map products accepts same AS IS, WITH ALL FAULTS, and assumes all responsibility for the use thereof, and further covenants to hold the City harmless from and against all damage, loss, or liability arising from the use of this map product, in consideration of the City's having made this information available. G:\GIS_Data\MXD\Finance\Administration\CIP\LocationMaps\Projects2013-2014\72nd_UP_Crossing.mxd

CROKE CANA L

FA RM

LEE ST

36

CT

196

K LI NE

Z [ Capital Improvements


197

$546,000 Yes

0

2016

2016

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

2018

2018

0

0

0

0

0

0

0

0

0

0

0

2019

2019

0

0

0

0

0

0

0

0

0

0

0

VERACITYOFCOSTESTIMATE: LEGALOBLIGATIONTOCOMPLETE?:

2017

2017

9 No

2020

2020

0

0

0

0

0

0

0

0

0

0

0

2021

2021

0

0

0

0

0

0

0

0

0

0

0

2022

2022

0

0

0

0

0

0

0

0

0

0

0

2023

2023

0

0

0

0

0

0

0

0

0

0

0

$0

RemovespotentialconflictoftrainswithvehiclesandpedestriansatthisatͲgradecrossing.EnablesthecompletionofW.72ndAvenue asanarterialparkway.

$0

$546,000

consultantwasselectedinlate2012tocompletethepreliminarydesignandthefeeestimatecameinabout$196,000overtheCity's roughestimate.Thesefundsareavailableintheformofadiversionofalreadybudgeted2014fundingforthe72nd/Indianaproject.

CONTINGENCIES:

of$515,000tothe72nd/Indianaprojectby$196,000inordertoincreasethebudgetforthisproject.

OTHERRELEVANTPROJECT ThisprojectrequestisrelatedtotheW72ndAvenueIndianaStreetintersectionproject.Thetwoprojectswereadvertisedtogetherand INFORMATION: aconsultantwasselected.TheintersectionprojectcameinundertheCity'sCIPbudget.PWrequeststoreducethebudgetedaddition

EXPLANATIONOFNON§98Ͳ101 ConstructionfundsforthisprojectisoneoftheCity'sResponsibleAccelerationofMaintenanceandPartnerships(RAMP)grant SOURCES(ifany): applicationstoCDOT.

NEEDSINTENDEDTOFILL:

$0 $546,000

TOTAL

$546,000

$0

$0

$0

$350,000

$196,000

TOTAL

PROJECTDESCRIPTION: ThisprojectwouldseepreliminarydesignandassessmentworkforabridgethatwouldcarrytheUPRRoverW.72ndAvenue.A

TOTALPROJECTCOST: LAND/ROWACQUISITION?:

O&MCosts

0

0 150,000

0 396,000

Const.Costs

TotalProjCosts

150,000

0

396,000

2015

0

DesignCosts

2014

196,000

0

0

0

0

0

0

USES

350,000

2015

PrelimCosts

Total$

0

0

0

External$

TBD$

0

0

RestrictedCity$

196,000

2014 0

Existing

350,000

OtherCity$

§98Ͳ101$

SOURCES

PROJECTLOCATION: W.72ndAvenueandtheUnionPacificRailroad DEPARTMENT/DIVISION: PW/Traffic

PROJECTNAME: W.72ndAvenue/UPRRCrossingEA

Capital C apital Improvements Improvements


198

Kipling

l i ng

70

O

74th

70

Wadsworth

ro n

CITY OF ARVADA

76

52nd

58th

72nd

DATE: 7/23/2013

Ralston

64th

121

76

L E G E N D

Arvada City Limits

Project Location

RALSTON RD

W H 56T

GARRISON TRAIL (SRTS)

58th

64th

Simms

72nd

be

Kip

93

Carr

121

GARRISON ST GARRISON ST

36

SHARON LN

FIELD ST

FALK CT The maps provided are graphical representations intended for general informational purposes only, and may not reflect the most current information or conditions. THE CITY OF ARVADA MAKES NO WARRANTY OF MECHANTABILITY OR WARRANTY FOR FITNESS OF USE FOR A PARTICULAR PURPOSE, EXPRESSED OR IMPLIED, WITH RESPECT TO THESE GRAPHICAL REPRESENTATIONS OR THE UNDERLYING DATA. Any users of these graphical representations or map products accepts same AS IS, WITH ALL FAULTS, and assumes all responsibility for the use thereof, and further covenants to hold the City harmless from and against all damage, loss, or liability arising from the use of this map product, in consideration of the City's having made this information available. G:\GIS_Data\MXD\Finance\Administration\CIP\LocationMaps\Projects2013-2014\GarrisonTrail_SRTS.mxd

W 57TH AVE

Capital Improvements

PL


199

$258,712 No

0

0

2016

2016

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

2018

2018

0

0

0

0

0

0

0

0

0

0

0

2019

2019

0

0

0

0

0

0

0

0

0

0

0

VERACITYOFCOSTESTIMATE: LEGALOBLIGATIONTOCOMPLETE?:

2017

2017

8 No

2020

2020

0

0

0

0

0

0

0

0

0

0

0

2021

2021

0

0

0

0

0

0

0

0

0

0

0

2022

2022

0

0

0

0

0

0

0

0

0

0

0

2023

2023

0

0

0

0

0

0

0

0

0

0

0

$0

$0

$258,712

$228,712

$24,000

$6,000

TOTAL

$258,712

$0

$134,712

$0

$124,000

TOTAL

ThisprojectwillprovideasafepathalongGarrisonStreettoW.57thAvenueandArvadaKͲ8.

CONTINGENCIES:

OTHERRELEVANTPROJECT PublicWorkshasfundingintheSRTSaccount.Ifthosefundsarenotusedforaprojectthatisunderconsideration,thefundscouldbe INFORMATION: appliedtowardsthisincreasedfundingneed.

includedinthegrant.

EXPLANATIONOFNON§98Ͳ101 Afederal/CDOTSafeRoutestoSchoolgrantrepresentstheExternalfunding.Acombinationof$88,500ofOpportunityFunddollarsand SOURCES(ifany): $35,500inrecurringCitySafeRoutestoSchoolfundingmakesuptheremaining$124,000,whichwillcoveradditionalexpensesnot

NEEDSINTENDEDTOFILL:

toW57thAvenue.However,itwasnecessarytouseanonͲcallconsultanttodesignthisproject,giventheheavyworkloadofcitystaff. Theadditionalfundsareneededfortheconsultantfee,constructionofretainingwallsnotinitiallyanticipated,additionalNEPA clearances,andthecosttocrosstheoutfalloftheSwadleyDitch.

PROJECTDESCRIPTION: ThecityreceivedaSafeRoutestoSchool(SRTS)grantforthisbicycleandpedestrianpaththatconnectsRalstonRoadatGarrisonStreet

TOTALPROJECTCOST: LAND/ROWACQUISITION?:

O&MCosts

0

258,712

0

228,712

Const.Costs

TotalProjCosts

0 0

2015

24,000

2014

0 0

DesignCosts

0

0 134,712

0

0

0

0

6,000

USES

124,000

0 134,712

2015

PrelimCosts

Total$

0

External$

TBD$

0

RestrictedCity$

0

124,000

OtherCity$

2014 0

Existing

§98Ͳ101$

SOURCES

PROJECTLOCATION: RalstonRoadatGarrisonStreettoW.57thAvenue DEPARTMENT/DIVISION: PW/Engineering

PROJECTNAME: GarrisonTrail(SRTS)

Capital C apital Improvements Improvements


] ^ ‰

70

O

74th

70

121 6 7

@ ?

Ralston

CITY OF ARVADA

76

58th

72nd

VE.

AVE.

59

VE.

PL.

W.56TH PL.

W.

RIDGE L AN D HIGH

W.

53RD

L E G E N D

52ND

53RD

W.

ST. DR.

GRANDVIEW

54TH

58 PL.

BROO KS

HOYT

DATE: 7/23/2013

76

] ^ ‰

52nd

64th

121 7 6

W. 57TH AVENUE BIKE/PED IMPROVEMENTS (DRCOG)

58th

64th

Simms

@ ^ ? ] ‰ ] ^ ‰

Carr

INDEP

INDEPENDENCE ST.

72nd

Kipling

l i ng

Ki p

93 6 7

Garrison

Wadsworth

CT. HOYT DR. W.

CT.

ST. IRIS

ST. HOYT HOLLAND

ST.

ST. EPENDENCE

ST. HOLLAND ST. GARLAND PL.

AVE.

AVE.

BRO

W.

OKS

60TH

57TH

W.

GE R ID

DA GY

55 AVE.

SHARON LN. 56 PL.

PL.

DR.

W.

W.55TH

AVE.

Arvada City Limits

Project Location

W.

W. 53RD AVE.

54

DR.

AVE.

59TH

AVE.

CALVIN

(RALSTON ROAD)

PL.

AVE.

RD.

ST.

DR.

61ST

ST. FIELD FALK CT.

HOLLAND

YT

FLOWER

GARLAND ST. GARLAND ST.

GARLAND

HOLLAND ST.

GARRISON ST.

ST. FLOWER ST.

GARRISON

CT. FLOWER ST. GARRISON

ST. FIELD ST. FIELD

GARRISON

ST. EVERETT

CT. ESTES EVERETT ST. CT.

ST. FIELD CT.

FLOWER CR. FIELD

EVERETT

W.

R CLA

AVE.

AVE.

D ROA

LLE

PL.

. DR

61ST

ST.

RAL S T

AVE.

W.

ON

53RD PL.

AVE.

54

R. O D REN

K REE

LN.

53

PL.

54 LN 54

E RI DG

W.

C

ST. AMMONS 59TH

RD.

ANN

60 AVE.

61ST AVE.

MARILYN JEAN DR.

DR.

WAY

57TH

DR.

W. 55TH AVE.

O REN

AVE.

*

W. 54TH AVE.

AVE.

W. 58TH AVE.

ROBINSON

AVE.

BARBARA

LANE

YARROW

The maps provided are graphical representations intended for general informational purposes only, and may not reflect the most current information or conditions. THE CITY OF ARVADA MAKES NO WARRANTY OF MECHANTABILITY OR WARRANTY FOR FITNESS OF USE FOR A PARTICULAR PURPOSE, EXPRESSED OR IMPLIED, WITH RESPECT TO THESE GRAPHICAL REPRESENTATIONS OR THE UNDERLYING DATA. Any users of these graphical representations or map products accepts same AS IS, WITH ALL FAULTS, and assumes all responsibility for the use thereof, and further covenants to hold the City harmless from and against all damage, loss, or liability arising from the use of this map product, in consideration of the City's having made this information available. G:\GIS_Data\MXD\Finance\Administration\CIP\LocationMaps\Projects2013-2014\57th_Ave_Bike_Imprv_DRCOG.mxd

52ND

PL.

52

AVE.

54 AVE.

53RD

H 54T

ABE

CARR ST. DR.

W.61ST

ST. ALLISON

ST. CODY

ST. BRENTWOOD

ST. DOVER CT.

ST. ESTES ST. ESTES CR.

CR. FIELD ST.

CT. ESTES ESTES

ST.

CT. CT. DUDLEY

EVERETT ST. ESTES ST. ST.

DOVER

36

ST.

BALSAM PL.

ST. DUDLEY DOVER

DUDLEY ST. DUDLEY

DOVER CT.

GLEN-

YARROW ST. VAN

ST. YARROW

DOVER ST. ST. CODY ST.

ST. YUKON

CODY ELLEN DR. CODY ST.

ST. ZEPHYR

BRENTWOOD

BALSAM

YUKON

BALSAM

BRENTWOOD BRENTWOOD ST. ST. BALSAM CT.

ST. AMMONS

YUKON ST. VOORHIS WAY

OLDE CT. WADSWORTH

ST.

ST.

CT.

DOVER ST. CODY ST.

ro n

BALSAM

be . PL

S

ALLISON ST.

ST.

200

. CT . DR

ALLISON

IRIS ST.

ZEPHYR CT. ZEPHYR ST. WATER TOWER PROMENADE

CODY

OLDE

Z [

Capital Improvements


0

0

201

0

0

0

0

0

0

0

0

0

0

0

0

2018

2018

0

0

0

0

0

0

0

0

0

0

0

2019

2019

0

0

0

0

0

0

0

0

0

0

0

VERACITYOFCOSTESTIMATE: LEGALOBLIGATIONTOCOMPLETE?:

2017

2017

8 No

2020

2020

0

0

0

0

0

0

0

0

0

0

0

2021

2021

0

0

0

0

0

0

0

0

0

0

0

2022

2022

0

0

0

0

0

0

0

0

0

0

0

2023

2023

0

0

0

0

0

0

0

0

0

0

0

$714,000

$0

$780,000

Thisprojectwillprovidebettertransitinfrastructureforpedestrians,cyclists,andmotoristsalike.

CONTINGENCIES:

OTHERRELEVANTPROJECT INFORMATION:

EXPLANATIONOFNON§98Ͳ101 ThesourceofamajorityoftheCity's30%matchistheOpportunityFund,withtheremainderbeing§98Ͳ101fundingscheduledfor2014. SOURCES(ifany):

NEEDSINTENDEDTOFILL:

$0 $66,000

TOTAL

$780,000

$0

$546,000

$0

$125,000

$109,000

TOTAL

$234,000.ThisprojectextendsfromIndependenceStreettoYukonStreetintoOldeTown.Itincludestheconstructionofa6'sidewalk onthesouthsideofW.57thAvenueandrestripesthestreettoaccommodateparkingonbothsides,bikelanes,andonethroughlanein eachdirection.Thestreetcurrentlyhasonethroughlaneineachdirection.

PROJECTDESCRIPTION: ThecityreceivedaDRCOGTIPgrantforthis$780,000projectonW57thAvenue.Thisrequestisforthelocalmatchof30%,or

TOTALPROJECTCOST: LAND/ROWACQUISITION?:

$780,000 No

0

0

O&MCosts

0 0

516,000

264,000

516,000

198,000

0

Const.Costs

2016

TotalProjCosts

0

0 0

0

2015

382,000

66,000

2014

273,000

0

0

0

0

DesignCosts

125,000

2016

0

USES

Total$

0

0

0

382,000

2015

PrelimCosts

TBD$

0

External$

164,000

0

0

RestrictedCity$

109,000

2014 0

Existing

125,000

OtherCity$

§98Ͳ101$

SOURCES

PROJECTLOCATION: W.57thAvenuefromIndependenceStreettoYukonStreet DEPARTMENT/DIVISION: PW/Traffic

PROJECTNAME: W.57thAvenueBike/PedProject

Capital C apital Improvements Improvements


202

Carr

@ ?

76

70

R a lst

52nd

] ^ ‰ ] ^ ‰

58th

76

on

CITY OF ARVADA

DATE: 8/1/2013

RALSTON RD

L E G E N D

W 57TH AVE

OLDE TOWN STREET LIGHTING

Ralston

121 7 6

64th

] ^ ‰ 70

@] ? ^ ‰

121 7 6

36

GRANT PL

ROBINSON WAY

VANCE ST

UPHAM ST H PL W 56T

*

WADSWORTH BYP

TELLER ST VANCE ST

The maps provided are graphical representations intended for general informational purposes only, and may not reflect the most current information or conditions. THE CITY OF ARVADA MAKES NO WARRANTY OF MECHANTABILITY OR WARRANTY FOR FITNESS OF USE FOR A PARTICULAR PURPOSE, EXPRESSED OR IMPLIED, WITH RESPECT TO THESE GRAPHICAL REPRESENTATIONS OR THE UNDERLYING DATA. Any users of these graphical representations or map products accepts same AS IS, WITH ALL FAULTS, and assumes all responsibility for the use thereof, and further covenants to hold the City harmless from and against all damage, loss, or liability arising from the use of this map product, in consideration of the City's having made this information available. G:\GIS_Data\MXD\Finance\Administration\CIP\LocationMaps\Projects2013-2014\OldeTownStreetLighting.mxd

AVE DVIEW GRAN

Arvada City Limits

OLDE WADSWORTH BLVD

93 7 6

Garrison

th

YUKON ST

r swo Wad Harlan

WEBSTER ST

Z [ Capital Improvements


0

203

2016

2016

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

2018

2018

0

0

0

0

0

0

0

0

0

0

0

2019

2019

0

0

0

0

0

0

0

0

0

0

0

VERACITYOFCOSTESTIMATE: LEGALOBLIGATIONTOCOMPLETE?:

2017

2017

5 No

2020

2020

0

0

0

0

0

0

0

0

0

0

0

2021

2021

0

0

0

0

0

0

0

0

0

0

0

2022

2022

0

0

0

0

0

0

0

0

0

0

0

2023

2023

0

0

0

0

0

0

0

0

0

0

0

$0

$80,000

$60,000

$0

$20,000

TOTAL

$80,000

$0

$0

$0

$0

$80,000

TOTAL

Fillingtheselightinggapswillprovideforgreatersafety,security,andvibrancyinOldeTown.

CONTINGENCIES: None

OTHERRELEVANTPROJECT IncreasesinutilitycostswillrepresentaminuteadditiontotheCity'sstreetlightingexpendituresthatcanbeabsorbedintothecurrent INFORMATION: budget,soO&Mcostsarenotincluded.

EXPLANATIONOFNON§98Ͳ101 None SOURCES(ifany):

NEEDSINTENDEDTOFILL:

theremainingfundingusedforactuallightinstallation.

PROJECTDESCRIPTION: ThisprojectwillseektoaddressstreetlightinggapsinOldeTown.Astudywillbecompletedtoidentifyparticulargapstobefilled,with

TOTALPROJECTCOST: LAND/ROWACQUISITION?:

$80,000 No

0

80,000

TotalProjCosts

O&MCosts

0

60,000

Const.Costs

0

0

0

DesignCosts

2015

0

0

2014

80,000

0

0

0

0

0

20,000

USES

0

2015

PrelimCosts

Total$

0

0

External$ 0

0

0

RestrictedCity$

TBD$

0

80,000

2014

0

Existing

OtherCity$

§98Ͳ101$

SOURCES

PROJECTLOCATION: OldeTown DEPARTMENT/DIVISION: PW/Traffic

PROJECTNAME: OldeTownStreetLightingGaps

Capital C apital Improvements Improvements


7 6

74th

@ ?

204

72

7 6 @ ?

] ^ ‰ 70

72nd

76

] ^ ‰

ME RS H

Mcintyre

CITY OF ARVADA

DATE: 5/7/2012

IG H

L E G E N D

A NA L

W. 72ND AVE & INDIANA ST. INTERSECTION IMPROVEMENTS : ST-19

93

Indiana

EC CROKE CANAL

Arvada City Limits

Project Location

INDIANA ST

INDIANA ST

N LI

121 7 6

Z [ 36

FA R GULC H

GLADIOLA ST

W 70TH DR

*

W 71ST AVE

W 71ST DR

The maps provided are graphical representations intended for general informational purposes only, and may not reflect the most current information or conditions. THE CITY OF ARVADA MAKES NO WARRANTY OF MECHANTABILITY OR WARRANTY FOR FITNESS OF USE FOR A PARTICULAR PURPOSE, EXPRESSED OR IMPLIED, WITH RESPECT TO THESE GRAPHICAL REPRESENTATIONS OR THE UNDERLYING DATA. Any users of these graphical representations or map products accepts same AS IS, WITH ALL FAULTS, and assumes all responsibility for the use thereof, and further covenants to hold the City harmless from and against all damage, loss, or liability arising from the use of this map product, in consideration of the City's having made this information available. G:\GIS_Data\MXD\Finance\Administration\CIP\LocationMaps\Projects2013-2014\ST-19.mxd

W 72ND AVE

MO O N

Capital Improvements


0

205

$7,123,801 Yes

0

0

3,000,000

0

0

0

0

0

0

3,000,000

3,000,000

2016

3,000,000

0

3,000,000

2016

0

0

0

0

0

0

0

0

0

0

0

2018

2018

0

0

0

0

0

0

0

0

0

0

0

2019

2019

0

0

0

0

0

0

0

0

0

0

0

VERACITYOFCOSTESTIMATE: LEGALOBLIGATIONTOCOMPLETE?:

2017

2017

3 No

2020

2020

0

0

0

0

0

0

0

0

0

0

0

2021

2021

0

0

0

0

0

0

0

0

0

0

0

2022

2022

0

0

0

0

0

0

0

0

0

0

0

2023

2023

0

0

0

0

0

0

0

0

0

0

0

$6,000,000

$0

$7,123,801

Lackofsidewalks,bikelanes,adequatethroughlanesandturnlanes,antiquatedtrafficsignals,andotherdeficiencieswillbeeliminated.

intersectiontoitsultimateconfigurationandimprovetheintersectiontoarterialstreetstandards.Safetyandsystemcapacitywillalso beenhanced.

CONTINGENCIES: IndianaStreetisastatehighwayandallimprovementswillrequireCDOTapproval.

wasreducedby$196,000inordertoincreasethebudgetfor72nd/UPRRbythesame.

OTHERRELEVANTPROJECT ThisprojectrequestisrelatedtotheW72nd&UPRRbridgeproject.Thetwoprojectswereadvertisedtogetherandaconsultantwas INFORMATION: selected.TheintersectionprojectcameinundertheCity'sCIPbudget,sotheoriginallybudgetedadditionof$515,000tothisproject

EXPLANATIONOFNON§98Ͳ101 Federalfundingistheusualsourceoffundsforthistypeofproject,butnofundshavenotbeenreceivedtodate. SOURCES(ifany):

NEEDSINTENDEDTOFILL:

$0 $773,801

TOTAL

$7,123,801

$3,000,000

$3,000,000

$0

$804,801

$319,000

TOTAL

PROJECTDESCRIPTION: Theprojectinstallsnewtrafficsignals,throughlanes,turnlanes,sidewalks,onͲstreetbikelanes,andotheritemstoimprovethe

TOTALPROJECTCOST: LAND/ROWACQUISITION?:

O&MCosts

0 133,801

2015

3,000,000

3,133,801

0

0

0

0

0

3,000,000

2015

640,000

Const.Costs

TotalProjCosts

640,000

2014

319,000

DesignCosts

350,000

804,801

0

USES

Total$

PrelimCosts

TBD$

0

External$

0

0

0

RestrictedCity$

319,000

2014 0

Existing

804,801

OtherCity$

§98Ͳ101$

SOURCES

PROJECTLOCATION: W.72ndAve.andIndianaSt. DEPARTMENT/DIVISION: PW/Engineering

PROJECTNAME: W.72ndAve.andIndianaSt.IntersectionImprovements

Capital C apital Improvements Improvements


206

er

o

@ ?

74th

58th

Ob

Kipling

93 6 7

Ralston

72nd

121 6 7

64th

52nd

@ ?

72nd

70

76

] ^ ‰

@ ?

@? ? @? @? @ ] ^ ‰

121 7 6

@ ?

n

CITY OF ARVADA

DATE: 5/7/2012

L E G E N D

@ ?

RALSTON RD

Arvada City Limits

Project Location

@ ?

WADSWORTH BLVD

*

@ ?

The maps provided are graphical representations intended for general informational purposes only, and may not reflect the most current information or conditions. THE CITY OF ARVADA MAKES NO WARRANTY OF MECHANTABILITY OR WARRANTY FOR FITNESS OF USE FOR A PARTICULAR PURPOSE, EXPRESSED OR IMPLIED, WITH RESPECT TO THESE GRAPHICAL REPRESENTATIONS OR THE UNDERLYING DATA. Any users of these graphical representations or map products accepts same AS IS, WITH ALL FAULTS, and assumes all responsibility for the use thereof, and further covenants to hold the City harmless from and against all damage, loss, or liability arising from the use of this map product, in consideration of the City's having made this information available. G:\GIS_Data\MXD\Finance\Administration\CIP\LocationMaps\Projects2013-2014\TR-10.mxd

@ ?

BYP

QUIET ZONES AT LAMAR ST, OLD WADS, CARR ST, AND W. 66TH AVE : TR-10

@ ?

Carr

36

RTH

Kipling

SWO WAD

Garrison

Wadsworth

Z [

Capital Improvements


207

$2,331,712 Yes

20,000

20,600

0

0

0

0

0

0

0

0

0

0

21,218

2016

2016

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

22,510

2018

2018

0

0

0

0

0

0

0

0

0

0

23,185

2019

2019

VERACITYOFCOSTESTIMATE: LEGALOBLIGATIONTOCOMPLETE?:

21,855

2017

2017

0

0

0

0

0

0

0

0

0

0

9 No

23,881

2020

2020

0

0

0

0

0

0

0

0

0

0

24,597

2021

2021

0

0

0

0

0

0

0

0

0

0

25,335

2022

2022

0

0

0

0

0

0

0

0

0

0

26,095

2023

2023

$229,278

$2,331,712

QuietZoneimprovementswillimprovethequalityoflifeforresidentsneartheUPRR.Thesidewalkcrossingswillenablebikesand pedestrianstocrosstherailroadtracksattheexistingQuietZonecrossingswithouthavingtoleavethepavementormergeinto vehiculartraffic.

plansandcosts.

CONTINGENCIES: ProjecttimingiscontingentoncollaborationwiththeUnionPacificRailroad.StaffcontinuestoworkwiththeUPRRtofinalizeboth

OTHERRELEVANTPROJECT TheO&Mcostshavebeenreducedduetoanincorrectassumptionthatcostswererequiredonthefourexistingcrossings.TheO&M INFORMATION: costsatthefournewQuietZonecrossingsisapproximately$20,000/year.

budget$360,500wasanticipatedtobefundedin2014forthisproject.Theadditionalamountrequestedfor2014isbasedonrevised costestimatesreceivedfromUPRRthatweremuchhigherthanoriginallyestimated.

EXPLANATIONOFNON§98Ͳ101 TheexistingfundingrepresentsthepriorcommitmentstothecompletionofQuietZonesontheUPRR.Thisadditionalfunding$500,000 SOURCES(ifany): ($860,500Ͳ$360,500)willcompletetheQuietZonesthroughouttheCityalongtheUPRR.Itisnotedthatinthe2013Ͳ202210yrCIP

NEEDSINTENDEDTOFILL:

$0 $0 $1,495,982

TOTAL

$2,331,712

$250,000

$0

$0

$1,471,212

$610,500

TOTAL

PROJECTDESCRIPTION: Thisprojectwilldesignandconstruct4QuietZonesalongtheUPRRatLamarSt.,OldeWadsworthBlvd.,CarrSt.,andW.66thAve.Sidewalksacross thetrackswillbeaddedattheexistingQuietZonesatPierceSt.,KiplingSt.,W.72ndAve.,andSimmsSt.QuietZonesareatͲgraderoadintersections withtherailroadcrossingequipmentimprovedtoFederalstandardstoensurethatvehiclescannotentertheintersectionwhilecrossingsignalsare activated.Withsuchimprovements,trainsdonothavetoblowtheirhornsastheyapproachtheintersections.

TOTALPROJECTCOST: LAND/ROWACQUISITION?:

O&MCosts

0

1,495,982

0

1,495,982

Const.Costs

TotalProjCosts

835,730

0

0

DesignCosts

2015

0

0

2014

860,500

0

0

0

0

0

0

USES

1,471,212

2015

PrelimCosts

Total$

250,000

0

0

External$

TBD$

0

0

RestrictedCity$

610,500

2014 0

Existing

1,471,212

OtherCity$

§98Ͳ101$

SOURCES

PROJECTLOCATION: LamarSt;OldeWadsworthBlvd;CarrSt;W.66thAveatOberonRd DEPARTMENT/DIVISION: PWTraffic

PROJECTNAME: UnionPacificRRQuietZones

Capital C apital Improvements Improvements


Capital Improvements

208


0

108,150 0

TotalProjCosts

209

$1,049,637 Yes

0

0

0

114,736

114,736

2016

114,736

0

0

0

0

114,736

2016

0

0 0

0

0

121,724

121,724

2018

121,724

0

0

0

0

121,724

2018

0

0

0

89,554

89,554

2019

89,554

0

0

0

0

89,554

2019

VERACITYOFCOSTESTIMATE: LEGALOBLIGATIONTOCOMPLETE?:

0

118,178

118,178

2017

118,178

0

0

0

0

118,178

2017

0

0

6 No

0

92,241

92,241

2020

92,241

0

0

0

0

92,241

2020

0

0

0

95,008

95,008

2021

95,008

0

0

0

0

95,008

2021

0

0

0

97,858

97,858

2022

97,858

0

0

0

0

97,858

2022

0

0

0

100,794

100,794

2023

100,794

0

0

0

0

100,794

2023

TOTAL

ReducingaccidentswillmakeArvadaasafercommunity.

CONTINGENCIES: ParticularlocationsarecontingentoncontinuallyevaluatedneedsandprioritizationsreviewedbyPublicWorks.

OTHERRELEVANTPROJECT Stafforiginallyassumedoneprojectperyearat$75,000.Evaluatingtheintersectionsforour2012workhasledustorequestan INFORMATION: additional$30,000annually,whichisoffsetbythereductionintheMUTCDsignmandateproject.

$0

$1,049,637

intersectionanalysisreport.Fromthis,wewoulddetermineiftheaccidentsthatareoccurringcanbecorrectedbysometypeof improvement.Ifso,theprojectisdesignedinͲhouseandconstructed.

EXPLANATIONOFNON§98Ͳ101 None SOURCES(ifany):

NEEDSINTENDEDTOFILL:

$0

$0 $1,049,637

TOTAL

$1,049,637

$0

$0

$0

$0

$1,049,637

PROJECTDESCRIPTION: Thisisaprogramthathasbeeninexistenceforsometime.TheTrafficDivisionanalyzesintersectionsannuallyandproducesacritical

TOTALPROJECTCOST: LAND/ROWACQUISITION?:

O&MCosts

111,395

108,150

Const.Costs

111,395

0

0

DesignCosts

2015

111,395

0

2014

108,150

0

USES

0

0

0

0

0

111,395

2015

PrelimCosts

Total$

0 0

0

External$

TBD$

0 0

0

0

108,150

2014

RestrictedCity$

Existing

OtherCity$

§98Ͳ101$

SOURCES

PROJECTLOCATION: VariousSitesThroughouttheCity DEPARTMENT/DIVISION: PW/Traffic

PROJECTNAME: IntersectionSafetyImprovements

Capital C apital Improvements Improvements


Capital Improvements

210


0

211

0

0

0

21,855

21,855

2016

21,855

0

0

0

0

21,855

2016

0

0 0

0

0

23,185

23,185

2018

23,185

0

0

0

0

23,185

2018

2019

2019

0

0

0

0

0

0

0

0

0

0

0

VERACITYOFCOSTESTIMATE: LEGALOBLIGATIONTOCOMPLETE?:

0

22,510

22,510

2017

22,510

0

0

0

0

22,510

2017

8 Yes

2020

2020

0

0

0

0

0

0

0

0

0

0

0

2021

2021

0

0

0

0

0

0

0

0

0

0

0

2022

2022

0

0

0

0

0

0

0

0

0

0

0

2023

2023

0

0

0

0

0

0

0

0

0

0

0

$0

$109,368

Bettersignlegibilityfortheagingpopulation;Newcolorsforsignswillbeeasiertoidentifythetypeofsignbycoloraswellasshape.

Transportation.TheMUTCDcontainsseveralchangestosignsregardingletteringsizeandsignreflectivity,amongothermandates.The MUTCDhascompliancedatesforthechangesthatallfallwithinthenext7years.TheTrafficDivisionhasalreadymetsome requirementsofthenewmandatessotheCIPrequestisfor6years.

CONTINGENCIES: None

OTHERRELEVANTPROJECT Basedonarecentestimate,fundingforthisprojectcanbereducedby$30,000annuallyfromtheAdopted2013CIP,withthefreedup INFORMATION: fundingbeingusedtoaugmentthebudgetforIntersectionSafetyImprovements.

EXPLANATIONOFNON§98Ͳ101 None SOURCES(ifany):

NEEDSINTENDEDTOFILL:

$0

$0 $109,368

TOTAL

$109,368

$0

$0

$0

$0

$109,368

TOTAL

PROJECTDESCRIPTION: The2009ManualonUniformTrafficControlDevices(MUTCD),thelatestedition,hasbeenadoptedbytheColoradoDepartmentof

TOTALPROJECTCOST: LAND/ROWACQUISITION?:

$109,368 No

0

20,600

TotalProjCosts

O&MCosts

21,218

20,600

Const.Costs

21,218

0

0

DesignCosts

2015

21,218

0

2014

20,600

0

USES

0

0

0

0

0

21,218

2015

PrelimCosts

Total$

0

0

External$ 0

0

0

RestrictedCity$

TBD$

0

20,600

2014

0

Existing

OtherCity$

§98Ͳ101$

SOURCES

PROJECTLOCATION: VariousSitesThroughouttheCity DEPARTMENT/DIVISION: PW/Traffic

PROJECTNAME: SignReplacement;MUTCDMandates

Capital C apital Improvements Improvements


212

CITY OF ARVADA

DATE: 5/8/2012

DENVER WATER MOFFAT PROJECT PARTICIPATION : WA-01

Gross Reservoir

L E G E N D

Arvada City Limits

Project Location

The maps provided are graphical representations intended for general informational purposes only, and may not reflect the most current information or conditions. THE CITY OF ARVADA MAKES NO WARRANTY OF MECHANTABILITY OR WARRANTY FOR FITNESS OF USE FOR A PARTICULAR PURPOSE, EXPRESSED OR IMPLIED, WITH RESPECT TO THESE GRAPHICAL REPRESENTATIONS OR THE UNDERLYING DATA. Any users of these graphical representations or map products accepts same AS IS, WITH ALL FAULTS, and assumes all responsibility for the use thereof, and further covenants to hold the City harmless from and against all damage, loss, or liability arising from the use of this map product, in consideration of the City's having made this information available. G:\GIS_Data\MXD\Finance\Administration\CIP\LocationMaps\Projects2013-2014\WA-01.mxd

Capital Improvements


213

$83,655,333 No

0

0

666,667

0

0

0

0

3,666,667

3,666,667

2016

3,666,667

0

0

0

3,666,667

2016 0

0

0

0

0

0

0

8,333,333

8,333,333

2018

8,333,333

0

0

0

8,333,333

2018 0

0

0

2,407,278

15,500,000

15,500,000

2019

15,500,000

0

0

0

15,500,000

2019

VERACITYOFCOSTESTIMATE: LEGALOBLIGATIONTOCOMPLETE?:

0

4,833,333

4,833,333

2017

4,833,333

0

0

0

4,833,333

2017 0

0

0

3 Yes

2,407,278

12,000,000

12,000,000

2020

12,000,000

0

0

0

12,000,000

2020 0

0

0

2,407,278

1,000,000

1,000,000

2021

1,000,000

0

0

0

1,000,000

2021

0

0

0

0

0

0

0

0

0

0

2,407,278

2022

2022

0

0

0

0

0

0

0

0

0

0

2,407,278

2023

2023

ThisprojectwillprovidethemajorityofthewatertomeetthebuildͲoutneedsoftheCity.

$0 $0

$12,036,388

$83,655,333

$46,333,333

TOTAL

OTHERRELEVANTPROJECT ThisprojectwillrequireafinancingagreementanddistributorcontractwithDenverWater.Projecteddebtservicerelatedtothe INFORMATION: projectisreflectedinO&MCosts.

CONTINGENCIES: Theprojectrequirespermitsfromfederalandstageagencies.

$0

$0

$0

$83,655,333

millionprojectmaystartin2014,withcompletionin5years;moreexactcostfigureswillbegeneratedwhentherequiredpermitsare issued.Arvada'sportionisexpectedtobeatleast$89million,whichwilllikelyrequiretheissuanceofdebt.Thetimingofthebonding dependsonthepermits,speedofconstruction,tapsales,andfinancialmarketvariables.

EXPLANATIONOFNON§98Ͳ101 WaterFundͲwatertapfees,waterfundreserves,andfuturedebt. SOURCES(ifany):

NEEDSINTENDEDTOFILL:

$0 $46,333,333

TOTAL

PROJECTDESCRIPTION: ArvadahasacontractwithDenverWatertoparticipateinaprojectthatwillprovideupto3,000acrefeetofwaterperyear.The$320

TOTALPROJECTCOST: LAND/ROWACQUISITION?:

O&MCosts

333,333

TotalProjCosts

666,667

333,333

Const.Costs

37,322,000

0

0

DesignCosts

2015

666,667

0

2014

333,333

0

0

0

0

USES

37,322,000

0 666,667

2015

PrelimCosts

Total$

0

0

0

TBD$

0

0

RestrictedCity$

0

External$

2014 333,333

Existing

37,322,000

OtherCity$

§98Ͳ101$

SOURCES

PROJECTLOCATION: GrossReservoir,BoulderCounty DEPARTMENT/DIVISION: Utilities/WaterSupply

PROJECTNAME: DenverWaterMoffatProjectParticipation

Capital C apital Improvements Improvements


Capital Improvements

214


215

2016

2016

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

2018

2018

0

0

0

0

0

0

0

0

0

0

0

2019

2019

0

0

0

0

0

0

0

0

0

0

0

VERACITYOFCOSTESTIMATE: LEGALOBLIGATIONTOCOMPLETE?:

2017

2017

3 No

2020

2020

0

0

0

0

0

0

0

0

0

0

0

2021

2021

0

0

0

0

0

0

0

0

0

0

0

2022

2022

0

0

0

0

0

0

0

0

0

0

0

2023

2023

0

0

0

0

0

0

0

0

0

0

0

$0

$0

$0

$1,250,000

$750,000

TOTAL

$1,250,000

$0

$0

$0

TasteandodoreventsthathaveoccurredinAugustandSeptemberlimitoutabilitytousetheArvadaReservoirsupply.Thisprojectwill helptomaximizetheuseofArvadaReservoirwater.

watersupply.Basedonexperienceofotherfrontrangewaterutilities,changestothefiltermediaisacosteffectivemeansofcontrolling tasteandodorevents.During2012itwillbedeterminedifagranulatedactivatedcarbon(GAC)caponthefiltersisaviablealternative. Ifyesthentheprojectwillbeundertakenin2013.

CONTINGENCIES: Projecttimingissubjecttochangebasedonneedandconstantlyreevaluatedprioritizations.

conditions);experiencewilldictatehowmuchisremovedeachyear.

OTHERRELEVANTPROJECT TheprojectcostisbasedonothershavespentforaGACcaponthefilters.TheO&McostareforremovingaportionoftheGACeach INFORMATION: yearforregeneration(regenerationeffectivelyredevelopstheporestructurewithinthecarbontoreturnitseffectivenesstooriginal

EXPLANATIONOFNON§98Ͳ101 WaterFundͲtapfees SOURCES(ifany):

NEEDSINTENDEDTOFILL:

$0 $750,000

TOTAL

PROJECTDESCRIPTION: Improvementstothewatertreatmentprocessareneededforinfrequenttasteandodoreventsthataffectthequalityofthedrinking

TOTALPROJECTCOST: LAND/ROWACQUISITION?:

$1,250,000 No

0

0

O&MCosts

0

750,000

TotalProjCosts

500,000

750,000

Const.Costs

0

0

0

DesignCosts

2015

0

0

2014

750,000

0

0

0

0

0

0

USES

500,000

2015

PrelimCosts

Total$

0

0

0

TBD$

0

0

External$

0

RestrictedCity$

2014 750,000

Existing

500,000

OtherCity$

§98Ͳ101$

SOURCES

PROJECTLOCATION: ArvadaWaterTreatmentPlant,17935W.64thParkway DEPARTMENT/DIVISION: Utilities/WaterTreatment

PROJECTNAME: WaterTreatmentPlantImprovements

Capital C apital Improvements Improvements


d 82n

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DATE: 1/25/2013

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Project Location

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The maps provided are graphical representations intended for general informational purposes only, and may not reflect the most current information or conditions. THE CITY OF ARVADA MAKES NO WARRANTY OF MECHANTABILITY OR WARRANTY FOR FITNESS OF USE FOR A PARTICULAR PURPOSE, EXPRESSED OR IMPLIED, WITH RESPECT TO THESE GRAPHICAL REPRESENTATIONS OR THE UNDERLYING DATA. Any users of these graphical representations or map products accepts same AS IS, WITH ALL FAULTS, and assumes all responsibility for the use thereof, and further covenants to hold the City harmless from and against all damage, loss, or liability arising from the use of this map product, in consideration of the City's having made this information available. C:\Users\ckelley\Desktop\WA-05.mxd

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W

W

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 C7

LEYDEN STORAGE WA-05

93 6 7

93 6 7

121 6 7

7+/1

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Capital Improvements


217

2016

2016

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

2018

2018

0

0

0

0

0

0

0

0

0

0

0

2019

2019

0

0

0

0

0

0

0

0

0

0

0

VERACITYOFCOSTESTIMATE: LEGALOBLIGATIONTOCOMPLETE?:

2017

2017

3 No

2020

2020

0

0

0

0

0

0

0

0

0

0

0

2021

2021

0

0

0

0

0

0

0

0

0

0

0

2022

2022

0

0

0

0

0

0

0

0

0

0

0

2023

2023

0

0

0

0

0

0

0

0

0

0

0

$0

$0

$0

$800,000

$300,000

TOTAL

$800,000

$0

$0

$0

Shouldoursurfacewaterrightsprovetobeinadequateinadroughtthereisapproximately2,000acrefeetofwaterinLeydencavern. WhilecontractswithDenverWaterandthecompletionoftheGrossenlargementprojectshouldprotectusfromaseveredrought,ifwe needthewaterweneedthewellsinplaceaheadoftime.

projectisfortheinstallationofwells.Thewellswillbedrilledin2013and2014andthepumpssetifweneedthewater.Thewaterwill bepumpedintoapipeorsurfaceditchdowntoArvadaReservoirandthentotheArvadaWaterTreatmentPlant.

CONTINGENCIES: Projecttimingissubjecttochangebasedonneedandconstantlyreevaluatedprioritizations.

cavernandplaceitdirectlyintothedistributionsystembutneedtoreͲtreatthewater.

OTHERRELEVANTPROJECT ThewaterinthecavernwastreatedwaterpurchasedfromArvadabyXcelenergytodisplacethelastofthegasinthecavern;this INFORMATION: processwaspartofthecaverngasstoragedecommissionprocess.Eventhoughthewaterwastreatedwecannotpumpitfromthe

EXPLANATIONOFNON§98Ͳ101 WaterFundͲtapfees SOURCES(ifany):

NEEDSINTENDEDTOFILL:

$0 $300,000

TOTAL

PROJECTDESCRIPTION: TheLeydenCavern,between600to800feetbelowground,hasbeenacquiredbytheCityforwaterstorage.Thispartoftheoverall

TOTALPROJECTCOST: LAND/ROWACQUISITION?:

$800,000 No

0

0

O&MCosts

0

300,000

TotalProjCosts

500,000

300,000

Const.Costs

0

0

0

DesignCosts

2015

0

0

2014

300,000

0

0

0

0

0

0

USES

500,000

2015

PrelimCosts

Total$

0

0

0

TBD$

0

0

RestrictedCity$

0

External$

2014 300,000

Existing

500,000

OtherCity$

§98Ͳ101$

SOURCES

PROJECTLOCATION: Hwy93andLeydenFlats DEPARTMENT/DIVISION: Utilities/WaterSupplies

PROJECTNAME: LeydenStorageProject

Capital C apital Improvements Improvements


@ ?

] ^ ‰ 70

82nd

72 7 6

218 L E G E N D

ND A VE

Quaker

ER

ST

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* The maps provided are graphical representations intended for general informational purposes only, and may not reflect the most current information or conditions. THE CITY OF ARVADA MAKES NO WARRANTY OF MECHANTABILITY OR WARRANTY FOR FITNESS OF USE FOR A PARTICULAR PURPOSE, EXPRESSED OR IMPLIED, WITH RESPECT TO THESE GRAPHICAL REPRESENTATIONS OR THE UNDERLYING DATA. Any users of these graphical representations or map products accepts same AS IS, WITH ALL FAULTS, and assumes all responsibility for the use thereof, and further covenants to hold the City harmless from and against all damage, loss, or liability arising from the use of this map product, in consideration of the City's having made this information available. G:\GIS_Data\MXD\Finance\Administration\CIP\LocationMaps\Projects2013-2014\WA-06.mxd

QU AK

L EY

LC H

Arvada City Limits

Project Location

W 82

GU

CITY OF ARVADA

76

] ^ ‰ 3RD AVE

DATE: 6/12/2012

121 7 6

EN

LEYDEN RD & QUAKER ST WA-06

93 7 6

@ ?

36

1ST AVE

Z [ Capital Improvements

2ND AVE


0

0

219

$3,250,000 No

2016

2016

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

2018

2018

0

0

0

0

0

0

0

0

0

0

0

2019

2019

0

0

0

0

0

0

0

0

0

0

0

VERACITYOFCOSTESTIMATE: LEGALOBLIGATIONTOCOMPLETE?:

2017

2017

6 Yes

2020

2020

0

0

0

0

0

0

0

0

0

0

0

2021

2021

0

0

0

0

0

0

0

0

0

0

0

2022

2022

0

0

0

0

0

0

0

0

0

0

0

2023

2023

0

0

0

0

0

0

0

0

0

0

0

ThisprojectwillensureasufficientdrinkingwatersupplyinthenorthwestoftheCity.

$0

$0

$0

$3,250,000

$2,500,000

TOTAL

$3,250,000

$0

$0

$0

CONTINGENCIES:

improvements.Fundingwillcomefromthewatertapfeescollectedfromthedevelopment.

OTHERRELEVANTPROJECT InitiallythedeveloperforLeydenRockintendedtoconstructthewaterdistributionsystem.However,whentheextentoftheneeded INFORMATION: improvementsbecameknown,thedeveloperrequestedthattheCityperformtheworkashecannotfinancethislevelofwatersystem

EXPLANATIONOFNON§98Ͳ101 WaterFundͲtapfees SOURCES(ifany):

NEEDSINTENDEDTOFILL:

milliongallonstoragetank.

$0 $2,500,000

TOTAL

PROJECTDESCRIPTION: Improvementsconsistofa14inchwaterlinefromSpringMesathroughLeydenRocktoHwy72,a1,500gpmpumpstation,anda1

TOTALPROJECTCOST: LAND/ROWACQUISITION?:

O&MCosts

1,500,000

1,000,000

TotalProjCosts

750,000

1,000,000

Const.Costs

1,500,000

0

0

DesignCosts

2015

1,500,000

0

2014

1,000,000

0

0

0

0

USES

750,000

0 1,500,000

2015

PrelimCosts

Total$

0

0

0

TBD$

0

0

External$

0

RestrictedCity$

2014 1,000,000

Existing

750,000

OtherCity$

§98Ͳ101$

SOURCES

PROJECTLOCATION: LeydenRoadandQuakerSt. DEPARTMENT/DIVISION: Utilities/WaterOperations

PROJECTNAME: NorthwestWaterSystemͲ18ͲinchWaterLine

Capital C apital Improvements Improvements


220


Additional Information


PAY PLAN SCHEDULES COMBINED POSITION LISTING 2011-2014 POSITION SUMMARY BY FUND

01 General Fund 08 Arvada Center 09 Community Development 10 Arvada Housing Authority 14 Parks 21 Police Tax Increment .21 22 Police Tax Increment .25 41 Water 42 Wastewater 43 Golf Courses 44 Stormwater 45 Food Services 51 Insurance 52 Computers 53 Print Shop 54 Vehicles 86 Arvada Economic Development (AEDA) Total Position Count By Fund

221

2011

2012

382.90 38.75 2.42 3.58 47.00 30.00 33.00 67.75 17.00 14.00 4.75 9.00 6.25 1.00 2.00 17.75 4.00 681.15

382.90 38.75 2.42 3.58 47.00 30.00 33.00 66.25 15.50 14.00 4.75 9.00 6.25 1.00 2.00 17.75 4.00 678.15

2013 Budget 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 Proposed Revised Budget 394.70 39.25 2.02 3.98 47.00 30.50 33.50 66.25 15.00 17.00 4.75 8.00 6.25 1.00 2.00 16.75 4.00 691.95


PAY PLAN SCHEDULES 2014 PROPOSED REVISED POSITION LIST Title Accountant Accounting Manager Accounting Specialist Accounting Technician I Accounting Technician II Accounts Payable Technician Accreditation Specialist Administrative Assistant Administrative Coordinator Administrative Court Clerk Administrative Specialist Administrative Supervisor Animal Management Officer Animal Management Supervisor Application Administrator Artistic Associate Assistant Banquet Manager Assistant Building Official Assistant City Attorney Assistant City Manager Assistant Finance Director Assistant Golf Manager Assistant Golf Professional Assistant Production Manager Associate Producer Associate Project Manager Associate Transportation Engineer Benefits Specialist Bicycle and Pedestrian Coordinator Box Office Supervisor Budget Analyst Building Craftsworker Building Inspector (Combined I, II) Building Maintenance Leadworker Building Maintenance Worker Building Permit Coordinator Building Permit Technician Business Analyst Business Development Coordinator Business Development Manager CAD / GIS Supervisor

Authorized Positions 3.00 1.00 1.00 1.00 2.00 1.00 1.00 0.75 6.00 7.00 11.00 1.00 6.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 7.00 2.00 3.00 1.00 1.00 1.00 2.00 1.00 1.00

222

Grade PROF5 MGMT5 TBS5 TBS3 TBS5 TBS6 PROF5 TBS3 TBS5 TBS4 TBS5 MGMT3 TBS5 MGMT3 INFT1 TBS6 PROF3 MGMT6 PROF8 EXEC2 MGMT10 PROF4 TBS5 TBS5 PROF5 IFNT1 PROF7 PROF6 PROF5 MGMT3 PROF5 LTCU6 TBS7,8 MGMT4 LTCU4 TBS8 TBS5 PROF5 PROF4 MGMT5 MGMT5


PAY PLAN SCHEDULES Chief Building Official Chief Information Officer Chief of Police Chief Operating Officer Chief Plant Operator Chief Surveyor City Attorney City Clerk City Engineer City Forester City Manager Civil Engineer II Civil Engineer III Civil Engineer IV Clay Programs Coordinator Code Enforcement Manager Code Enforcement Officer Collections Agent Communications Center Manager Communications Manager Communications Specialist Communications Supervisor Community Communications Coordinator Compensation and Benefits Manager Computer Support Specialist Computerized Irrigation Specialist Computerized Irrigation Supervisor Construction and Maintenance Supervisor Controller Corporate and Group Sales Specialist Costume Shop Manager Court Administrator Court Marshal Craftsworker Creative Services Designer Crew Supervisor Crime Analyst Criminalist Custodian Customer Service Representative Dance Coordinator Deputy City Attorney Deputy City Clerk

1.00 1.00 1.00 1.00 5.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 2.00 4.00 0.50 1.00 5.00 1.00 1.00 1.00 19.00 3.00 1.20 1.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 12.00 1.00 0.50 1.00 1.00

223

MGMT8 EXEC7 EXEC7 MGMT10 MGMT5 MGMT7 CS3 EXEC2 MGMT10 MGMT5 CS4 PROF7 MGMT7 MGMT9 PROF2 MGMT7 TBS6 TBS4 MGMT8 MGMT9 TBS6 MGMT4 TBS3 MGMT8 TBS7 LTCU7 MGMT5 MGMT5 MGMT9 PROF3 PROF1 MGMT6 TBS6 LTCU5 PROF4 MGMT5 PROF6 TBS9 LTCU1 TBS3 PROF2 MGMT11 TBS6


PAY PLAN SCHEDULES Deputy City Manager Deputy Director of Economic Development Deputy Police Chief Desktop Virtualization Administrator Development Manager Development Officer Individual Giving Development Officer Institutional Giving Director of Community Development Director of Economic Development Director of Finance Director of Human Resources Director of Institutional Operations Director of Parks, Golf and Hospitality Services Director of Public Works Director of Utilities Document Management Systems Administrator Economic Development Specialist Education Assistant Electrician Electro Mechanical Technician Emergency Management Coordinator Employment Manager Employment Specialist Engineering Technician I Engineering Technician II Environmental Education Specialist Environmental Health and Safety Officer Evidence Technician Executive Assistant Executive Chef Executive Coordinator Executive Director Arvada Center Exhibition Manager Facilities Manager Financial Systems Analyst Fleet Equipment Technician Fleet Manager Fleet Services Coordinator Food Services Manager Gallery / Museum Manager GEO Data Services Manager GIS Technician I GIS Technician II Golf Course Computerized Irrigation Technician

224

2.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 5.00 1.00 1.00 1.00 0.00 3.00 1.00 1.00 3.00 6.00 1.00 1.00 1.00 1.00 1.00 2.00 10.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00

EXEC8 MGMT7 PD4 INFT1 MGMT7 PROF4 PROF4 EXEC6 EXEC4 EXEC7 EXEC6 MGMT8 EXEC6 EXEC7 EXEC7 MGMT6 PROF5 TBS3 LTCU9 LTCU9 MGMT8 MGMT8 PROF6 TBS6 TBS7 TBS6 PROF6 TBS6 TBS7 MGMT5 TBS7 EXEC7 PROF6 MGMT5 PROF7 LTCU7 MGMT8 MGMT4 MGMT7 MGMT6 MGMT7 TBS5 TBS7 LTCU6


PAY PLAN SCHEDULES Golf Course Equipment Mechanic Leadworker Golf Course Equipment Specialist Golf Course Maintenance Leadworker Golf Course Maintenance Worker Golf Course Manager Golf Course Superintendent Golf Professional Grants Accountant Grants Administrator Graphic Designer Head Golf Professional Hospitality Services Supervisor House Manager Housing / Neighborhood Revitalization Manager Housing Rehabilitation / Loan Specialist Housing Services Specialist Housing Specialist Human Resources Generalist HVAC Specialist Information Systems Manager Investigations Specialist Investment Manager Irrigation Crew Supervisor Irrigation Maintenance Leadworker Irrigation Maintenance Worker Lead Police Support Specialist Lead Theater Technician Legal Assistant Legal Secretary Legal Support Supervisor Liquor Licensing Control Administrator Litigation Support Specialist Manager of City Facilities Manager of Golf Course Operations Marketing Patron Services Manager Marketing Program Manager Mobile Technology Specialist Multi Media Technician Municipal Inspector I Municipal Inspector II Municipal Judge Municipal Services Worker Nature Center Director Network Administrator

225

1.00 1.00 1.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 1.00 1.00 1.00 1.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 4.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 0.00 6.00 1.00 1.00 1.00 1.00

LTCU7 LTCU7 LTCU7 LTCU5 MGMT8 MGMT5 PROF4 PROF5 MGMT6 PROF4 MGMT4 MGMT2 PROF4 MGMT9 PROF6 TBS5 TBS6 PROF5 LTCU8 MGMT10 TBS7 MGMT6 MGMT5 LTCU8 LTCU5 TBS5 TBS3 TBS7 TBS5 MGMT4 TBS8 TBS7 MGMT9 MGMT8 MGMT6 PROF7 TBS6 PROF4 TBS6 TBS8 CS1 LTCU3,5,6,7 MGMT3 INFT1


PAY PLAN SCHEDULES Network Systems Manager Online Marketing Coordinator Oracle Software Administrator Parks and Urban Design Manager Parks Maintenance Leadworker Parks Manager Parks Supervisor Parks Worker II Parts Specialist Patrol Investigative Specialist Pavement Manager Payroll Administrator Performance Budget Manager Performing Arts Manager Planning Manager Plant Operator (Combined A, B, C & D) Plant Supervisor - SCADA Police Business Analyst Police Commander Police Courier Police Officer Police Property and Equipment Specialist Police Sergeant Police Services Technician Police Support Specialist Police Systems Analyst Police Systems Manager Police Systems Technician Printing Technician Procurement Specialist Production Manager Property and Casualty Claims Manager Public Relations Coordinator Public Works Project Manager Publicist Purchasing Manager Records Supervisor Revenue Manager Revenue Technician Revenue Technician Supervisor Risk Management and Wellness Technician Risk Manager Sales Tax Auditor

1.00 0.75 1.00 1.00 6.00 1.00 4.00 18.00 2.00 0.50 1.00 1.00 1.00 1.00 1.00 5.00 1.00 1.00 6.00 0.75 137.00 1.00 22.00 7.00 9.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 5.50 1.00 1.00 1.00 2.00

226

MGMT9 PROF3 INFT3 MGMT8 LTCU8 MGMT8 MGMT5 LTCU5 LTCU5 TBS7 MGMT6 TBS9 PROF9 MGMT6 MGMT9 LTCU5,6,7,8 MGMT6 INFT1 PD3 TBS3 PD1 TBS7 PD2 TBS5 TBS4 INFT3 MGMT9 TBS7 TBS6 PROF5 MGMT3 PROF6 PROF8 PROF8 PROF4 MGMT6 MGMT3 MGMT7 TBS3 MGMT3 TBS5 MGMT7 PROF5


PAY PLAN SCHEDULES Sales Tax Auditor Supervisor School Programs Associate School Programs Coordinator Section 8 Program Supervisor Security Operations Officer Senior Accountant Senior Assistant City Attorney Senior Customer Service Representative Senior Database Administrator Senior Education Coordinator Senior GIS Analyst Senior Landscape Architect Senior Network Administrator Senior Planner Senior Web Architect Service Desk Manager Services Technician Shop Supervisor Software Application Support Specialist Soils Technician Sound Technician Special Events Coordinator Storeskeeper Stormwater Analyst Stormwater and Environmental Administrator Streets Foreman Streets Manager Streets Supervisor Streets Technician (Combined I, II, III & IV) Survey Party Chief Survey Technician II Survey Technician III Sustainability Coordinator Systems Administrator Technical Director Technical Systems Project Manager Teen Court Coordinator / Administrative Court Clerk Telecommunication Network Administrator Television Services Administrator Theater Electrician Traffic Engineer Traffic Engineering Manager Traffic Signs and Marking Technician

227

1.00 1.00 1.00 1.00 1.00 1.00 5.00 1.00 1.00 1.00 1.00 2.00 1.00 6.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 0.50 1.00 1.00 6.00 1.00 3.00 21.00 1.00 1.00 1.00 1.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00

MGMT5 TBS3 MGMT2 MGMT4 TBS2 MGMT5 PROF11 TBS5 INFT5 MGMT4 PROF6 PROF8 INFT3 PROF7 INFT4 MGMT7 TBS2 MGMT4 TBS8 TBS8 TBS4 PROF5 LTCU5 TBS8 MGMT6 LTCU9 MGMT8 MGMT6 LTCU3,5,6,7 MGMT4 TBS5 TBS6 PROF5 INFT2 PROF1 INFT5 TBS5 INFT1 MGMT4 LTCU5 MGMT9 MGMT7 TBS6


PAY PLAN SCHEDULES Traffic Technician Transportation Engineer Transportation Engineering Assistant Utility Billing and Rates Manager Utility Foreman Utility Service Representative Utility Supervisor Utility System Technician (Combined I, II, III & IV) Wastewater Collection Manager Water Quality Administrator Water Quality Analyst Water Quality Manager Water Resources Administrator Water Resources Analyst Water System Manager Water Treatment Manager Web Systems Administrator Youth Symphony Coordinator Total For 2014:

228

1.00 1.00 1.00 1.00 8.00 2.00 7.00 27.00 1.00 1.00 2.00 1.00 1.00 0.50 1.00 1.00 1.00 0.50 691.95

LTCU5 PROF8 TBS9 MGMT7 LTCU9 TBS3 MGMT6 LTCU4,5,6,7 MGMT8 MGMT5 TBS8 MGMT8 MGMT8 PROF6 MGMT8 MGMT8 INFT2 PROF3


City of Arvada 8101 Ralston Road, Arvada, CO 80002

City of Arvada 2013-2014 Proposed Revised Biennial Operating and Capital Budget  

Proposed Revised 2013-2014 Budget

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