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2020 ANNUAL BUDGET

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TABLE OF CONTENTS

TABLE OF CONTENTS

This Table of Contents uses active links. To skip to a particular page in the book, simply click on the title or page number below. Table of Contents...................................................................................................................................................................i

Introduction Town Officials..........................................................................................................................................................................2 Organizational Chart............................................................................................................................................................2 GFOA Distinguished Budget Award..............................................................................................................................3 Budget Process......................................................................................................................................................................4 Budget Calendar....................................................................................................................................................................5 Reader’s Guide to Budget Document............................................................................................................................6 Budget Message.....................................................................................................................................................................7 Financial Highlights...............................................................................................................................................................9 Town Vision, Mission and Strateic Goals................................................................................................................... 20 Strategic Goals and Strategies...................................................................................................................................... 21 Town Profile.......................................................................................................................................................................... 28

Budget Overview Overview................................................................................................................................................................................ 38 Basis of Presentation, Budgeting and Accounting................................................................................................ 39 Department/Division Fund Summary.................................................................................................................... 44 Budget and Financial Policies........................................................................................................................................ 46 Debt Service and Financial Obligations..................................................................................................................... 50 Total Fund Budget and Historical Summaries......................................................................................................... 54 Fund Structure with Total Budget.......................................................................................................................... 54 Where It Comes From (Revenues), Where It Goes To (Expenditures).................................................... 55 Fund Balance and Fund Cash Projections........................................................................................................... 56 Summary of All Funds – Year to Year Comparison.......................................................................................... 58 Summary of All Funds by Fund Type.................................................................................................................... 60

Budget Detail Funds Overview.................................................................................................................................................................. 62 General Fund........................................................................................................................................................................ 65 General Fund Summary............................................................................................................................................... 66 General Fund Revenue................................................................................................................................................ 70 General Fund Expenditures by Department....................................................................................................... 73 Communications....................................................................................................................................................... 74 Community Development..................................................................................................................................... 78 Economic Incentives and Interfund Transfers............................................................................................... 84 Elected Officials......................................................................................................................................................... 86 Engineering/Public Works.................................................................................................................................... 88 Finance.......................................................................................................................................................................... 95 Human Resources..................................................................................................................................................... 99 Interdepartmental................................................................................................................................................... 103 Town of Parker 2020 Annual Budget

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Table of Contents


TABLE OF CONTENTS Municipal Court........................................................................................................................................................ 105 P3 Support Services.............................................................................................................................................. 109 Parks and Forestry/Open Space...................................................................................................................... 111 Police........................................................................................................................................................................... 114 Town Administrator............................................................................................................................................... 120 Town Attorney......................................................................................................................................................... 124 Town Clerk................................................................................................................................................................ 127 Special Revenue Funds.................................................................................................................................................. 131 Special Revenue Funds Summary......................................................................................................................... 132 Capital Renewal and Replacement Reserve Fund.......................................................................................... 134 Conservation Trust Fund.......................................................................................................................................... 136 Cultural Fund................................................................................................................................................................. 138 Law Enforcement Assistance Fund...................................................................................................................... 143 Parks and Recreation Fund...................................................................................................................................... 145 Recreation Fund........................................................................................................................................................... 149 Capital Projects Funds.................................................................................................................................................... 157 Capital Projects Funds Summary.......................................................................................................................... 158 Excise Tax Fund........................................................................................................................................................... 160 Parkglenn Construction Fund................................................................................................................................. 162 Public Improvements Fund...................................................................................................................................... 164 Debt Service Funds.......................................................................................................................................................... 169 Debt Service Funds Summary................................................................................................................................ 170 General Debt Service Fund...................................................................................................................................... 172 Recreation Debt Service Fund................................................................................................................................ 174 Enterprise Fund................................................................................................................................................................. 176 Stormwater Utility Fund............................................................................................................................................ 177 Internal Service Funds................................................................................................................................................... 183 Internal Service Funds Summary........................................................................................................................... 184 Facility Services Fund................................................................................................................................................ 186 Fleet Services Fund.................................................................................................................................................... 189 Medical Benefits Fund................................................................................................................................................ 192 Technology Management Fund............................................................................................................................. 194

Revenue Manual Introduction........................................................................................................................................................................ 198 Property Tax Revenue.................................................................................................................................................... 201 Sales Tax Revenue............................................................................................................................................................ 205 Building Use Tax Revenue............................................................................................................................................. 206 Sales Tax Audit Revenue............................................................................................................................................... 207 Lodging Tax Revenue..................................................................................................................................................... 208 Specific Ownership Tax Revenue............................................................................................................................... 209 Xcel Energy Franchise Fee............................................................................................................................................ 210 Intermountain Rural Electric Association (IREA) Excise Tax ......................................................................... 211 Cable Franchise Fee........................................................................................................................................................ 212 Motor Vehicle Registrations Revenue...................................................................................................................... 213 Table of Contents

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Town of Parker 2019 Annual Budget


TABLE OF CONTENTS Highway Users Tax Revenue........................................................................................................................................ 214 Highway Users Tax Shareback Revenue................................................................................................................. 215 Faster Revenue.................................................................................................................................................................. 216 Deficit Reduction Fees................................................................................................................................................... 217 Excise Tax............................................................................................................................................................................ 218 Plan Check Fees................................................................................................................................................................ 219 Building Permit Revenue............................................................................................................................................... 220 Zoning and Subdivision Fees....................................................................................................................................... 221 Engineering Review Fees.............................................................................................................................................. 222 Cigarette Tax Revenue................................................................................................................................................... 223 County Road and Bridge Revenue............................................................................................................................ 224 Lone Tree Dispatch Fees............................................................................................................................................... 225 Lone Tree Crime/Evidence Services......................................................................................................................... 226 School Resource Officer................................................................................................................................................ 227 Court Fines and Fees Revenue.................................................................................................................................... 228 Parker Authority for Reinvestment Capital Funding.......................................................................................... 229 Stormwater Utility Fee Revenue................................................................................................................................. 230 Stormwater Contributions............................................................................................................................................. 231 Investment Income........................................................................................................................................................... 232 Scientific and Cultural Facilities District Grant...................................................................................................... 233 Cultural Ticket Revenue................................................................................................................................................. 234 Cultural Concession Revenue...................................................................................................................................... 235 Cultural Class Registration Revenue......................................................................................................................... 236 Cultural Memberships..................................................................................................................................................... 237 PACE Facility Rentals Revenue................................................................................................................................... 238 The Schoolhouse Facility Rentals Revenue............................................................................................................ 239 H2O’Brien Pool Admission Revenue......................................................................................................................... 240 Discovery Parkl Admission Revenue......................................................................................................................... 241 Recreation Admission Revenue.................................................................................................................................. 242 Recreation Concession Revenue................................................................................................................................ 243 Recreation Sports Program Fees............................................................................................................................... 244 Recreation Swim Lesson Fees..................................................................................................................................... 245 Recreation Specialty Fitness Fees............................................................................................................................. 246 Recreation Kids’ Zone Program Fees....................................................................................................................... 247 Fieldhouse Facility Rental Fees................................................................................................................................... 248 Fieldhouse Day Camp Fees.......................................................................................................................................... 249 Fieldhouse Sports Instruction Fees........................................................................................................................... 250 Personal Training Fees.................................................................................................................................................... 251 Douglas County Road Sales Tax Shared Revenue.............................................................................................. 252 Lottery Revenue................................................................................................................................................................ 253

Capital Budget Executive Summary......................................................................................................................................................... 256 Capital Improvement Plan Summary........................................................................................................................ 259 General Fund 10-Year Plan............................................................................................................................................ 260 Town of Parker 2020 Annual Budget

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TABLE OF CONTENTS Cultural Fund 10-Year Plan........................................................................................................................................... 290 Cultural Fund Capital Project Details................................................................................................................... 292 Recreation Fund 10-Year Plan..................................................................................................................................... 296 Recreation Fund Capital Project Details............................................................................................................. 298 Public Improvement Fund 10-Year Plan.................................................................................................................. 302 Public Improvement Fund Project Details......................................................................................................... 306 Stormwater Utility Fund 10-Year Plan...................................................................................................................... 330 Stormwater Utility Fund Project Details............................................................................................................. 334 Fleet Services Fund 10-Year Plan............................................................................................................................... 342 Fleet Services Fund Project Details...................................................................................................................... 344 Technology Management Fund 10-Year Plan........................................................................................................ 346 Technology Management Fund Project Details............................................................................................... 348 Facility Services Fund 10-Year Plan........................................................................................................................... 350 Facility Services Fund Project Details................................................................................................................. 352

Appendix Principal Sales and Use Tax Payers........................................................................................................................... 354 Operating Indicators by Function.............................................................................................................................. 355 Capital Assets by Function and Program............................................................................................................... 356 Demographic and Economic Information............................................................................................................... 357 Budget Ordinance............................................................................................................................................................ 358 Mill Levy Ordinance......................................................................................................................................................... 363 Town Strategic Plan......................................................................................................................................................... 366 Glossary................................................................................................................................................................................ 383

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Town of Parker 2019 Annual Budget


INTRODUCTION


ELECTED OFFICIALS / ORGANIZATIONAL CHART 2019 ELECTED OFFICIALS

Mike Waid, Mayor

Cheryl Poage

John Diak

Joshua Rivero

Debbie Lewis

Jeff Toborg

Renee Williams

TOWN OF PARKER ORGANIZATIONAL CHART Citizens of Parker Mayor and Town Council

Special Task Force

Asst. to the Town Administrator Municipal Court

Town Attorney

Town Administrator

Acting Deputy Town Administrator

Communications

Human Resources

Municipal Judge

Citizen Boards and Commissions

Engineering/Public Works

Community Development

Cultural

Parks and Recreation

Police

Town Clerk

Finance

Economic Development

Information Technology

Introduction

2

Town of Parker 2020 Annual Budget


GFOA DISTINGUISHED BUDGET AWARD

Town of Parker 2020 Annual Budget

3

Introduction


BUDGET PROCESS INTERNAL PROCESS The budget is prepared each year using the requirements and guidelines of the Town of Parker Charter, State of Colorado budget law and the Government Finance Officers Association. The steps that occur during the annual budget cycle are as follows:

• Town goals are developed or reaffirmed by the Town Council. Budget requests must state how they meet some or all of the goals.

• Specific budget requests are completed by the departments for the purpose of identifying

and justifying additional funding for new staff or equipment. Requests are also received for special projects and changes to other line items.

• The Town executive management team reviews each budget request and proposed

compensation increases and makes a recommendation to the Town Council through the Town Administrator. Study sessions throughout the process are held to inform and seek the input of the Town Council and adjustments are made as necessary.

• A proposed budget must be submitted to the Town Council by October 15. The Town Council must then hold two public hearings with one of those by November 15 and adopt the budget and the annual appropriations by December 15.

CITIZEN INVOLVEMENT IN THE BUDGET PROCESS Citizen involvement is a way of making decisions that ensures the participation of the people affected by those decisions. The proposed budget and detailed justifications for capital outlay and staffing additions are made available on the Town’s website prior to adoption. Through the Talk of the Town newsletter, social media and online communication, interested citizens are made aware that the proposed budget is available online for their review and they are invited to provide feedback regarding the proposed budget. Two public hearings are held as Council considers the annual budget adoption. Prior to adoption of the budget, the Town holds several study sessions which are open to the public. At these meetings, Council and staff openly discuss budget requests, including proposed major capital projects and new staff positions, capital outlay and special project items.

Introduction

4

Town of Parker 2020 Annual Budget


BUDGET CALENDAR

1

DATE

January 11, 2019

2 3 4

April 2

ACTIVITY

7

Town Council Retreat Strategic Planning Meeting of cross-functional internal capital team

April 22

Capital process and calendar established with capital team

April 24

Allocation methodologies for Internal Service Funds established

8

May 17

Capital requests for 2020 budget and 10-year Capital Improvement Plan (CIP) due

June 12

Scoring of capital requests completed by capital team

9

July 8

Revenue budget drafted

July 23

2020 budget process discussed with Executive Management Team (EMT)

August 5-9 August 9

Departmental meetings held

10

Departmental operational expense budgets due

September 21

Proposed 2020 budget discussed with Town Administrator

September 27

Town Council Budget Retreat

5

LEGAL REQUIREMENT

11

October 9

Proposed 2020 budget posted online and sent to Town Council

October 28

Study session held with Town Council

November 4

First public hearing on the 2020 budget

By Nov. 15

Second public hearing and passage of 2020 budget

By Dec. 15

6

December 2

January 1, 2020 January 31

By Oct. 15

2020 fiscal year begins 2020 budget filed with the State of Colorado Department of Local Affairs and with the Governmental Finance Officers Association

Strategic Planning

Operating Budget Process

Town of Parker 2020 Annual Budget

5

By Jan. 31

Capital Budget Process

Introduction


READER’S GUIDE TO BUDGET DOCUMENT The primary purpose of this document is to provide citizens with a comprehensive overview of the Town’s adopted budget, the budget process, Town services and operations and the resources that fund those services. This document first outlines the process, policies, goals and issues involved in developing the budget. It then provides a discussion on the financial structure of the Town with an overview of the Town’s various funds, including where the money comes from and how it is spent. Details about the budget, forecasted revenue and appropriated expenditures follow, along with an in-depth look at Town departments and programs. In addition to this document, Town staff receives a detailed line item budget document to assist them throughout the year. This document is divided into the following sections:

Introduction The purpose of this section is to provide the reader with general information about the Town’s history, demographics and economy. The Town’s vision, mission, goals and strategic initiatives, organizational structure, budget message and budget process are also included in this section.

Budget Overview Information in this section gives the reader an understanding about the services the Town provides to our citizens and the costs incurred in the provision of those services. It also includes the sources of funding, including long-term debt financing that supports the Town’s operations and capital needs. This section also contains summaries of the 2020 budget, a fund structure matrix, a description of major fund types and a discussion of revenue and expenditures and how they are forecasted.

Budget Detail This section includes summaries of the overall 2020 budget by fund, sources of revenue, types of expenditures and costs by departments, along with the authorized staffing levels by department or division. For comparison, the 2016, 2017 and 2018 actual amounts and 2019 amended and projected amounts are presented alongside the 2020 figures. There is also a fund balance summary for all funds. Following each fund summary is information at the department and division level, including explanations of significant budget variances, prior year accomplishments and 2020 goals, authorized positions and significant changes within the department or division.

Revenue Manual This manual provides information on the Town’s major revenues that are received primarily from outside sources. Major revenues are those in excess of $100,000 annually.

Capital Budget This section provides detail on the 2020 Capital Budget and the 10-Year Capital Improvement Plan (CIP). The capital projects are presented by fund and are grouped by new capital, reinvestment in existing capital, facilities and machinery, equipment and software.

Appendix This section contains a copy of the signed budget ordinance, demographic information, a glossary and other reference items.

Introduction

6

Town of Parker 2020 Annual Budget


BUDGET MESSAGE To the Honorable Mayor, Members of Town Council and Citizens of the Town of Parker: On behalf of the Town staff, I am pleased to present the 2020 Annual Budget for the Town of Parker. The 2020 Budget is the result of collaborative work between the Town Council, staff and community. I am appreciative and proud of the hard work done by everyone to put forward a thoughtful and fiscally sound budget for 2020. The Town Council adopted the proposed budget on December 2, 2019 following a comprehensive process by staff and discussions with Council at study sessions and a full-day retreat. Transparency and community engagement are important to the Town, and the budget was posted on the Town’s website and presented during two public hearings, allowing for community feedback. In 2019, the Town explored new opportunities to ensure continued fiscal sustainability. We consistently look at innovative ways to provide high quality services for our community. Over the past several years, the Town of Parker, as well as much of the Denver metro area, experienced a slowing in sales tax revenue growth. Sales tax is the Town’s main revenue source, and this challenge required Council and staff to take an in-depth look at Town services and programs. The 2020 budget demonstrates the Town’s continuing commitment to advancing our strategic goals, including innovation and partnerships, while focusing on delivering exceptional services and maintaining a vibrant and healthy community. These strategic goals guide our budget priorities: • Promote a safe and healthy community • Innovate with collaborative governance • Enhance economic vitality • Foster community creativity and engagement • Support an active community • Develop a visionary community through balance growth Through our focus on the strategic goals and a healthy budget, we have continued to support a 536-seat theater at the PACE Center, a state-of-the-art Police Department, a 12-acre Public Works Operations Facility, the Parker Recreation Center and the recently restored Schoolhouse. Parker features more than 250 acres of parks, 1,900 acres of open space and more than 70 miles of trails that interconnect with Colorado’s regional trail systems. Our residents enjoyed the outdoors at the Parker Westcreek Disc Golf Course, Preservation Park Trailhead and Parker’s first dog park. Discovery Park, home to our expansive amphitheater, spray fountain and ice skating trail (one of the first in the nation) is always busy and the newly acquired 72-acre Harvie Open Space is now being prepared for conservation. The Town provided easy online opportunities for residents to stay involved through live streaming of Town Council and Planning Commission meetings, downloadable digital resources and enhanced social media presence. “Let’s Talk Parker,” an innovative community engagement platform for community members to interact with staff and access information on important Town topics, saw continued growth in 2019 with nearly 19,000 visits.

Town of Parker 2020 Annual Budget

7

Introduction


BUDGET MESSAGE (con’t) In 2019, the Town continued to successfully move forward and accomplish projects and initiatives, including: • Completion of the Parker Road Corridor Plan, which provides a long-term vision, addresses mobility issues and promotes future growth and development along the highly visible corridor • Completion of the impact and user-fee study, including a Paying for Growth Policy document, Community Development User Fee Model and an Impact Fee Report resulting in an excise tax increase for new development being approved by the citizens • Continued our commitment to attracting and retaining employees by funding a comprehensive employee compensation market analysis to remain competitive The 2020 budget contains funding for the continuation of existing services and new initiatives. It also includes funding to address Town Council strategic goals and service enhancements. These include: • Allocates funds for a total renovation of the O’Brien Park playground to create a destination playground with interactive play features, new surface material and enhanced ADA accessibility • Implements a new employee compensation plan that factors in competitive benefits, recognition and development opportunities, in addition to base pay with a 3% performance pay increase for staff and for Police Department commissioned officers step and range increases. The purpose of the new compensation plan is to be financially sustainable, marketbased and to reward employee achievements that further the Town’s mission • Provides for a Parks and Recreation Department Staffing Analysis to guide future growth and examine current efficiencies and opportunities • Funds two additional Police Department School Resource Officers to have a stronger relationship and presence in our local schools Again, I would like to thank the staff and Town Council for the many hours of work and discussion that resulted in this budget that continues to move our community forward in a fiscally responsible manner. I am proud of the organization’s efforts to impact our community in a positive way now and into the future.

Michelle Kivela, Town Administrator

Introduction

8

Town of Parker 2020 Annual Budget


FINANCIAL INTRODUCTION HIGHLIGHTS BUDGET DEVELOPMENT Short Term Factors Impacting Overall Budget Development The objective of the overall 2020 Budget is to preserve the current level of services to the community while experiencing increasing employee costs with limited revenue growth. Significant assumptions impacting all funds include the following: • Conservative, but realistic projection of revenues and expenditures that help to ensure availability of resources to meet budgeted obligations. • Low inflation with general price increases budgeted at two to four percent. • Stabilization of the sales tax revenue growth rate to two percent in 2020 which is an increase from the 2019 budgeted rate of zero percent. • Wage adjustments of three percent for all Town staff and implementation of the employee compensation study completed during 2019. • Employee benefit healthcare premium increases were primarily absorbed by employees. The Town funded a necessary $600,000 increase to the Medical Benefits Fund. • Limited growth in additional staff positions. • A partnership between Parker’s urban renewal authority, Partnering for Parker’s Progress, and the Town on the funding for the widening of the Cottonwood Bridge which is an $11 million project.

General Fund As planning for the 2020 Budget began, the sales tax revenue growth rate was continuing to decline from approximately nine percent in 2015 to under four percent in the spring of 2019. Revenue development is the first major step in creating the budget; estimating the 2019 projected revenue and 2020 proposed revenue were important to the overall direction of the 2020 operational and capital budgets. The financial environment led to the identification of three budget challenges: maintenance of the required General Fund minimum cash balance; best use of the limited incremental cash resources; and how to balance the maintenance and growth of community programs while addressing investment in employees. With these challenges in mind, the theme of the 2020 Budget preparation became “Repurposing”. Sales tax makes up about 70 percent of the General Fund revenue and is also a major revenue source for the Parks and Recreation Fund. A growth rate of two percent for 2020 was decided upon based on the local economy, experience of other Denver area municipalities and the belief that population growth would create a floor to the sales tax revenue growth rate. The top five General Fund revenue sources, including sales tax, account for approximately 85 percent of the total revenue in the General Fund. Specific growth rates for those five sources ranged from a six percent decline in Highway User Taxes to a fifteen percent increase in Real Property Taxes. Overall operational revenue growth is budgeted to grow 1.7 percent over the 2019 Budget and generate approximately $900,000 in incremental revenue. Priorities on the expense side of the equation were maintenance of community services at current levels, funding for several public safety and administrative positions, implementation of the recently completed employee compensation study and continued emphasis on a strong overall Town of Parker 2020 Annual Budget

9

Introduction


FINANCIAL HIGHLIGHTS (con’t) compensation package, along with funding of several one-time items. Incremental cash for 2020, identified through a review of 2019 budgeted revenue and expense, resulted in $3.8 million dollars to repurpose in the 2020 Budget. These sources included savings from debt refunding of $1.3 million, completion of one-time studies and projects of $1.0 million, incremental revenue of $0.9 million, and reduction to 2019 operational expense of $0.6 million. The incremental cash was then re-deployed to the following purposes: employee-related costs of $2.1 million; one-time studies of $0.3 million; known annexation costs of $0.2 million; costs associated with a potential special election of $0.1 million and additional capital requirements of $1.1 million. Departments were committed to creatively determining ways in which community services would remain at current levels with existing funding levels. One of the ongoing challenges faced in the budget is the increasing cost of healthcare. Within the $2.1 million dedicated to employee-related costs was the inclusion of $600,000 to offset a two-year history of high claims. The Town is self-insured; thus, it is important the Medical Benefits Fund maintain a strong cash balance. In addition to the Town strengthening the cash balance, the employees’ portion of the premium increased and plan features were modified. It is anticipated annual changes will continue to occur impacting both employee and Town costs. Six positions are being funded in the 2020 Budget; two of these positions are incremental and the remaining four had been left vacant as part of the cost containment efforts beginning in 2018. Three of these are within the Police Department and include an additional School Resource Officer and two patrol officers. These additions are in response to community requests for increased safety in the schools and on the streets. The remaining three positions are within administrative departments and include an attorney, Human Resources business partner and a Finance manager. Growth in the community and within other departments were the drivers for these increases. Staffing these new positions will increase the strain on existing Town space. The primary one-time study included in the Budget will assist Town staff in planning future facility needs. The goal is to develop a master plan for the Town’s facilities which will assist in the development of a financial plan to make sure space needs for both employees and citizens are met in the most efficient and effective manner. An increased emphasis has been placed on growing revenue within the legal constraints. As a result of the declining sales tax growth and corresponding belt-tightening, the Town placed a ballot measure on the November election for an increase of the development excise tax and it was successful. A user fee study is also nearing completion which will assist the Town in setting the appropriate fee levels for recouping previously subsidized development services. In the coming years, revenue sources will need to be found to fund operational growth within the General Fund. This will be a challenge as new sources or increases to existing revenue requires a vote of the citizens. The Town will continue its strong growth barring unforeseen circumstances which will drive new and increased existing services. In summary, the 2020 General Fund Budget maintains a 32 percent General Fund cash balance (in excess of the 25 percent required by the Town Charter), maintains all existing community programs at current service levels, continues to recognize the value of the Town’s employees and is built with a conservative approach. Introduction 10

Town of Parker 2020 Annual Budget


FINANCIAL HIGHLIGHTS (con’t) Long Range Financial Plan Due to the strategic issues facing the Town, a Long Range Financial Plan (Plan) for the General Fund was developed at a high level. The results were discussed with Town Council during the Budget Retreat in September. The Plan includes the 2020 Budget and estimates for the years 2021 through 2023. In future years the Plan will be expanded for a full five years. The Plan provides a road map for where the Town is going financially based on a set of current assumptions. It is intended to serve as a tool to identify both problems and opportunities and provide the insight to address issues impacting the financial condition of the Town. The assumptions for the Plan include an overall average growth of two percent each year for total revenue and four percent for total expenditures; individual items may be higher or lower than this. With these assumptions, the fund balance dips below the required level of 25 percent in 2022. The Town’s departments have reduced expenditures over the past several years and at some point, there will be a need to provide additional funding. This chart emphasizes the comments above in the Budget Development section that changes in revenue sources will need to be addressed in the coming years. Long Range Financial Plan Revenue Taxes Licenses and Permits Intergovernmental Charges for Services Fines and Forfeitures Miscellaneous Revenue Transfers In From Parks and Rec Fund Transfers In From Stormwater fund Total Revenue

2020 Budget

2021 LRP

2022 LRP

2023 LRP

$ 42,172,454 2,491,980 3,538,891 3,460,100 121,000 395,000 1,177,700 285,370 $ 53,642,495

$ 43,014,280 2,539,067 3,612,552 3,413,021 122,200 375,000 1,224,808 293,931 $ 54,594,858

$ 44,070,733 2,641,574 3,691,611 3,381,957 122,200 375,000 1,273,800 302,749 $ 55,859,625

$ 44,957,871 2,616,531 3,742,097 3,405,981 122,200 375,000 1,324,752 311,832 $ 56,856,264

Expenditures by Category Salary and Benefits Supplies Purchased Services Internal Services Utilities/Insurance Debt Service Capital Outlay Economic Development Incentives Other Transfers Out Total Expenditures by Category

$ 26,069,845 1,041,961 10,872,169 6,789,252 1,471,135 2,349,650 699,200 1,554,000 682,900 2,171,066 $ 53,701,178

$ 27,634,036 1,062,800 11,089,612 7,060,822 1,515,269 2,349,700 1,000,000 1,500,000 500,000 2,170,000 $ 55,882,239

$ 29,292,078 1,084,056 11,311,405 7,343,255 1,560,727 2,349,700 1,000,000 1,500,000 500,000 2,170,000 $ 58,111,221

$ 31,049,603 1,105,737 11,537,633 7,636,985 1,607,549 2,349,700 1,000,000 1,500,000 500,000 2,170,000 $ 60,457,207

Beginning Fund Balance Revenue Over/(Under) Exp Ending Fund Balance

$ 17,415,736 $ 17,357,053 $ 16,069,672 $ 13,818,076 (58,683) (1,287,381) (2,251,596) (3,600,942) $ 17,357,053 $ 16,069,672 $ 13,818,076 $ 10,217,134

Percent Fund Balance to Total Expenditures

Town of Parker 2020 Annual Budget

32%

29%

24%

17%

11 Introduction


FINANCIAL HIGHLIGHTS (con’t) FINANCIAL HIGHLIGHTS This section begins with a look at total expenditures in all funds and excludes interfund transfers. The Compound Annual Growth Rate (CAGR) shows the average annual percentage change over the period 2016 - 2020.

Fund Expenditure Summary General Parks and Recreation Law Enforcement Assistance Cultural Recreation Public Improvements General Debt Service Recreation Debt Service Stormwater Utility Enterprise Fleet Services Internal Service Technology Mgmt Internal Services Facility Services Internal Services Medical Benefits Internal Services Total Expenditures

$

$

2016 Actual 44,923,915 10,586,073 129,196 5,614,045 7,045,513 14,211,074 941,725 1,583,520 1,379,831 2,363,937 3,259,395 984,493 2,561,733 95,584,450

$

$

2017 Actual 47,709,449 3,577,299 116,888 7,374,606 7,881,455 9,535,757 940,273 1,579,985 1,677,425 1,552,041 3,163,521 923,596 2,941,610 88,973,905

$

$

2018 Actual 47,098,802 1,810,229 65,899 5,214,634 8,031,902 7,175,737 943,441 1,586,078 1,921,245 2,009,004 3,105,704 998,531 2,992,901

2019 Amended Budget $ 55,764,529 10,153,240 94,067 6,812,728 9,411,331 16,254,075 943,045 1,585,947 6,317,885 1,862,862 3,744,705 1,089,974 3,642,800

2019 Projected Actual $ 55,142,014 9,525,420 91,287 6,768,499 9,418,731 14,937,000 943,045 1,585,947 4,635,260 1,793,687 3,619,049 1,093,473 3,660,300

2020 Adopted Budget $ 51,530,113 3,589,189 99,837 5,208,222 9,458,698 19,360,000 942,451 1,584,894 3,033,598 2,226,272 4,125,462 1,137,035 4,123,688

Compound Annual Growth 3% -24% -6% -2% 8% 8% 0% 0% 22% -1% 6% 4% 13%

82,954,107

$ 117,677,188

$ 113,213,712

$ 106,419,459

3%

Note: Interfund transfers are not included

The overall growth in all funds has been an average of three percent year-over-year. Changes in the Parks and Recreation Fund, Stormwater Utility Fund and Medical Benefits Fund are the funds where the largest changes have occurred. The level of capital projects is the primary driver of the change in the Parks and Recreation Fund and the Stormwater Utility Fund. Both of these organizations operate in environments where large swings may occur in the level of construction projects. The change in the Medical Benefits Fund is reflective of the increase in healthcare costs for the Town.

GENERAL FUND The General Fund is the main operating fund of the Town. Town operations, which include Police/ Public Safety, Public Works, Building Inspection, Community Development, Municipal Court and Administration (which includes Town Administration, as well as the Communications, Finance and Human Resources Departments) are accounted for in this fund. Total 2020 budgeted revenue is $52.2 million, excluding transfers in. The sales tax growth rate has been declining over the past several years. Growth in 2015 was approximately nine percent; mid-year 2019 it was under four percent. The 2020 Budget reflects just under a 2 percent growth rate as compared to the 2019 Projected Actuals. Since sales tax revenue makes up about 70 percent of the General Fund revenue, the total revenue growth is closely correlated to the sales tax growth. The General Fund receives an interfund transfer from the Parks and Recreation Fund of $1.2 million as a partial offset to the parks and recreation administration costs included in the General Fund. A second interfund transfer of $0.3 million from the Stormwater Utilities Fund offsets work Introduction 12

Town of Parker 2020 Annual Budget


FINANCIAL HIGHLIGHTS (con’t) completed by the Public Works Department on behalf of the Stormwater Department. Including these two transfers, revenue is budgeted at a total of $53.6 million. Additional revenue discussion may be found under the Revenue Manual tab in this budget document.

General Fund Revenue Summary Taxes Sales Tax Property Tax Other Taxes Total Taxes

2016 Actual

2017 Actual

2018 Actual

2019 Amended Budget

2019 Projected Actual

2020 Adopted Budget

$ 32,309,990 $ 34,340,193 $ 35,753,563 $ 35,762,246 $ 36,565,000 $ 37,206,300 1,706,521 1,738,077 1,971,653 2,010,000 1,990,000 2,300,000 2,400,801 2,495,867 2,582,050 2,537,552 2,613,800 2,666,154 36,417,312 38,574,136 40,307,267 40,309,798 41,168,800 42,172,454

Compound Annual Growth 4% 8% 3% 4%

Licenses and Permits Building Permit Fee Other Licenses and Permits Total Licenses and Permits

1,658,483 169,599 1,828,083

2,124,688 162,690 2,287,377

2,297,783 243,295 2,541,078

2,058,000 133,294 2,191,294

2,200,000 192,240 2,392,240

2,266,000 225,980 2,491,980

8% 7% 8%

Intergovernmental Highway User Tax Road and Bridge Shareback Build America Bonds Credit Motor Vehicle Registration Other Intergovernmental Total Intergovernmental

1,108,248 1,416,787 796,480 163,588 851,660 4,336,763

1,128,750 1,483,059 775,081 168,385 629,617 4,184,891

1,111,618 1,661,505 754,935 173,540 576,661 4,278,259

1,141,875 1,709,800 730,399 175,100 570,086 4,327,260

1,200,000 1,690,000 577,663 175,100 538,867 4,181,630

1,130,000 1,723,800 -

0% 5%

176,851 508,240 3,538,891

2% -12% -5%

Charges for Services Deficit Reduction Fee Intergovernmental Agreement Services Other Charges for Services Total Charges for Services

827,688 624,526 1,036,663 2,488,876

1,147,803 906,809 1,132,333 3,186,945

953,468 1,110,038 1,181,876 3,245,382

960,000 1,338,000 1,048,146 3,346,146

1,300,000 1,197,800 1,105,880 3,603,680

1,050,000 1,333,150 1,076,950 3,460,100

6% 21% 1% 9%

Fines and Forfeitures Other Revenue Transfers In

216,656 393,923 1,095,900

200,271 716,936 1,152,600

157,074 692,137 1,853,304

189,600 913,595 1,460,674

122,000 1,034,495 1,460,674

121,000 395,000 1,463,070

-14% 0% 7%

Total Revenue

$ 46,777,513 $ 50,303,156 $ 53,074,501 $ 52,738,367 $ 53,963,520 $ 53,642,495

3%

Expenditures by Category The next table related to the General Fund is the Expenditures by Category and is one of two ways in which the Town reviews expenditures in this fund. Total expenditures are $3.9 million lower in the 2020 Budget as compared to the 2019 Projected Actuals. The major drivers are reduced Debt Service of $4.8 million, lower Capital Outlay of $0.7 million and increased Salary and Benefits of $1.5 million. The refunding of the 2009 Certificates of Participation (COPs) occurred in August 2019 and will result in savings beginning in 2020. The savings are due to both a lower interest rate and also the use of available cash to reduce the outstanding principal. Capital Outlay is down in 2020 due to the timing and needs of capital equipment and machinery purchases by departments. Variations from year-to-year are common on this line item.

Town of Parker 2020 Annual Budget

13 Introduction


FINANCIAL HIGHLIGHTS (con’t) Salary and Benefits includes the funding of a three percent performance pay increase, minimum wage increases, funding for six positions and increased healthcare costs. The Town has worked diligently to implement changes to its healthcare plans to control costs while balancing the impact to employees.

General Fund Summary

2016 Actual

2017 Actual

2018 Actual

2019 Amended Budget

2019 Projected Actual

2020 Adopted Budget

Compound Annual Growth

24,621,649 1,052,941 11,603,192 6,060,516 1,423,650 7,173,205 1,443,036 1,558,000 828,340 2,437,265 $ 58,201,794

24,594,740 989,763 11,120,896 6,060,516 1,449,030 7,196,705 1,411,930 1,558,000 760,434 2,437,265 $ 57,579,279

26,069,845 1,041,961 10,872,169 6,789,252 1,471,135 2,349,650 699,200 1,554,000 682,900 2,171,066 $ 53,701,179

6% -5% 5% 5% 4% -11% -17% 0% 19% -14% 2%

$ 15,568,069

$ 17,415,736

$ 17,357,053

-2%

Expenditures by Category Salary and Benefits Supplies Purchased Services Internal Services Insurance/Utilities Debt Service Capital Outlay Economic Development Incentives Other Transfers Out Total Expenditures

20,716,039 1,294,283

21,833,842 1,262,038

8,982,072 5,531,561 1,259,134 3,744,193 1,496,784 1,557,960 341,889 4,056,205 $ 48,980,120

9,828,104 5,858,209 1,307,846 3,724,143 1,992,172 1,488,224 414,871 4,015,939 $ 51,725,388

22,725,123 836,074 10,088,744 4,971,075 1,349,971 3,699,875 1,767,176 1,309,990 350,782 2,442,226 $ 49,541,036

Ending Fund Balances

$ 18,920,255

$ 17,498,023

$ 21,031,496

Expenditures by Department Reviewing expenditures by departments is the second way in which variance analysis can be reviewed. Major variances by department include the following when comparing the 2020 Budget to the 2019 Projected Actuals: • Finance increase of $0.2 million– an additional senior level position has been funded; • Legal Services increase of $0.2 million – an additional attorney position is being funded; • Human Resources increase of $0.2 million – an additional senior business partner is being funded; • Community Development decrease of $0.2 million – completion of the land development code update project results in reduced outside contractor expense; • Interdepartmental increase of $0.5 million – includes funding for a Facilities Master Plan; • Debt Service reduction of $4.8 million – refunding of 2009 COPs discussed above; • Public Works increase of $0.6 million – a change in the internal allocation methodology for IT services resulted in a large increase along with increased budgeted capital; and • Parks, Forestry and Open Space decrease of $0.5 million – completion of two projects has reduced budgeted expense; one was a right-of-way vegetation enhancement project and the second was a tree planting project. Individual departmental summaries with more detail are presented in the Budget Detail section.

Introduction 14

Town of Parker 2020 Annual Budget


FINANCIAL HIGHLIGHTS (con’t) 2016 Actual

General Fund Summary Expenditures by Department Elected Officials Town Clerk Municipal Court Town Administrator Elections Finance Sales Tax Legal Services Human Resources Risk Management Community Development Communications General Government Buildings Customer Service Historic Preservation Interdepartmental Debt Service Police Building Inspection Public Works Parks, Forestry and Open Space Public Works Facility Parks and Forestry Facility Economic Development Economic Incentives P3 Services Interfund Transfers Total Expenditures Ending Fund Balances

$

2017 Actual

2019 Amended Budget

2018 Actual

2019 Projected Actual

2020 Adopted Budget

Compound Annual Growth

154,118 241,323 300,214 879,214 29,111 1,031,874 414,147 597,798 810,889 304,651 1,624,273 801,824 490,322 135,022 5,570 412,657 3,744,193 15,178,446 1,532,120 10,135,174 3,463,136 182,675 277,998 619,206 1,557,960 4,056,205 $ 48,980,120

$

158,407 338,467 322,192 844,164 1,025,223 422,898 686,476 769,242 336,250 1,608,986 904,882 680,859 139,544 523 375,859 3,724,143 16,125,515 1,484,295 11,564,808 3,546,984 172,564 344,620 644,324 1,488,224 4,015,939 $ 51,725,388

$

144,333 305,971 333,869 480,197 31,396 880,482 445,119 791,330 652,305 363,955 1,350,102 814,277 645,390 136,225 1,019 437,678 3,699,875 16,490,223 1,577,405 11,468,382 3,641,886 185,150 225,063 443,628 1,267,768 285,774 2,442,226 $ 49,541,028

$

177,858 387,639 366,287 504,802 32,000 1,025,865 481,906 948,094 769,633 409,674 1,747,820 874,738 611,195 155,617 3,000 891,856 7,173,205 17,746,259 1,590,256 12,504,834 4,491,366 210,404 248,541 569,200 1,500,000 342,480 2,437,265 $ 58,201,794

$

176,741 385,139 362,247 496,072 63,000 998,485 480,805 887,989 768,633 409,674 1,713,435 859,113 582,292 155,617 3,000 783,176 7,196,705 17,580,418 1,588,696 12,343,345 4,451,590 211,106 248,056 554,200 1,500,000 342,480 2,437,265 $ 57,579,279

$

171,071 378,698 433,231 518,938 125,000 1,194,391 466,029 1,030,704 978,438 421,198 1,561,282 971,158 733,102 160,798 3,000 1,348,647 2,349,650 17,372,687 1,624,535 12,927,350 3,925,657 213,975 280,388 509,501 1,500,000 330,684 2,171,066 $ 53,701,179

3% 12% 10% -12% 44% 4% 3% 15% 5% 8% -1% 5% 11% 4% -14% 34% -11% 3% 1% 6% 3% 4% 0% -5% -1%

$ 18,920,255

$ 17,498,023

$ 21,031,496

$ 15,568,069

$ 17,415,736

$ 17,357,053

-2%

-14% 2%

General Fund expenditures are slightly higher than revenue for the 2020 Budget resulting in a reduction in the ending fund balance of $58,683. The ratio of the 2020 ending fund balance to the total expenditures is 32.3 percent which is in excess of the required ratio of 25 percent as set forth in the Town Charter.

Town of Parker 2020 Annual Budget

15 Introduction


FINANCIAL HIGHLIGHTS (con’t) OTHER MAJOR FUND HIGHLIGHTS In addition to the General Fund, the Town has four other funds that are categorized as major funds. These are the Parks and Recreation, Cultural, Public Improvements and Stormwater Utility. Financials may be found under the Budget Detail tab. Highlights of variances comparing the 2020 Budget to the 2019 Projected Actuals for these funds follows.

Parks and Recreation Fund The major expense variance is in Capital Outlay. 2019 includes a larger number of projects and the $3.2 million renovation of H2O’Brien pool. Both the size and number of projects is down for 2020.

Cultural Fund Revenue is relatively flat in 2020 and expenses are decreased by $1.5 million. The reduction is related to the completion of the Schoolhouse renovation project in 2019 and the inclusion of four relatively low-cost projects for 2020.

Public Improvements Fund The revenue and expense variances are both related to the planned Cottonwood Bridge widening project scheduled for 2020. The total cost for this project is budgeted at $11.0 million with $8.0 million of the funding coming from Partnering for Parker’s Progress (P3) which is Parker’s urban renewal authority. The size and number of additional projects budgeted for 2020 are down due to the natural variation that occurs in this fund over time.

Stormwater Utility Fund 2020 revenue is impacted by the conservative budgeting approach toward developer contributions. Developer contributions are budgeted only when there is an outstanding commitment for a contribution in the budgeted year. Large variations may occur in this revenue line item year-over-year. From an expense perspective, several major projects will be completed in 2019 with only three projects budgeted for 2020. All of the Town funds are included in the Budget Detail section of this document. Additional variance information may be found there for the above funds and also for those remaining funds not included above.

Introduction 16

Town of Parker 2020 Annual Budget


FINANCIAL HIGHLIGHTS (con’t) STAFFING The first chart below summarizes the full-time equivalent (FTE) employee numbers by department and fund for the time period 2016 through the 2020 Budget. Full-time equivalent numbers convert staff time into the decimal equivalent. One full-time position (1.0 FTE) is defined as containing 2,080 hours; a half-time position (.5 FTE) requires 1,040 work hours. Fund/Department

2016

2017

2018

2019

2020

Full Time Equivalent (including all Employee Full Time Equivalent Hours) General Fund Town Clerk Municipal Court Town Administrator Finance Legal Services Human Resources Community Development Communications Police Public Works and Engineering Parks and Forestry P3 Support Services Total General Fund Parks and Recreation Fund Law Enforcement Assistance Fund Cultural Fund Recreation Fund Stormwater Utility Enterprise Fund Fleet Services Fund Technology Management Fund Facilities Services Fund Total Full Time Equivalent

Town of Parker 2020 Annual Budget

5.60 2.60 4.00 12.34 2.00 7.00 27.80 3.00 117.10 35.95 28.10 0.00 245.49 2.93 1.50 31.03 94.54 7.50 4.83 11.00 9.33 408.15

5.60 3.40 4.00 12.34 3.00 7.00 28.80 4.00 121.00 35.50 28.00 0.00 252.64 3.18 1.50 33.83 106.60 8.65 4.60 12.00 9.10 432.10

5.60 2.80 3.75 11.84 4.00 7.00 27.30 4.00 121.00 36.10 28.00 2.75 254.14 3.18 1.00 33.13 111.14 8.80 4.60 12.00 8.60 436.59

5.60 2.80 3.75 11.84 4.00 7.00 27.30 4.00 121.00 38.60 27.90 2.75 256.54 3.18 1.00 33.28 115.60 8.95 4.60 12.50 8.60 444.25

5.00 2.80 3.75 13.34 5.00 7.00 27.30 4.00 122.50 38.60 27.90 2.75 259.94 3.16 1.00 31.08 115.78 9.95 4.60 12.50 8.60 446.61

17 Introduction


FINANCIAL HIGHLIGHTS (con’t) The next chart adds the additional detail of separating the full-time and part-time benefitted category from the part-time and seasonal counts. The amounts presented under Part Time represent Full Time Equivalents and not actual positions. Fund/Department

2016

2017

2018

2019

2020

5.60 2.60 4.00 12.34 2.00 7.00 27.80 3.00 117.10 34.80 23.90 0.00 240.14 2.93 1.50 18.33 27.40 7.20 4.83 11.00 9.33 322.66

5.60 3.40 4.00 12.34 3.00 7.00 28.80 4.00 121.00 34.60 25.20 0.00 248.94 3.18 1.50 20.33 33.75 8.20 4.60 12.00 9.10 341.60

5.60 2.80 3.75 11.84 4.00 7.00 27.30 4.00 121.00 34.60 25.20 2.75 249.84 3.18 1.00 20.53 33.75 8.20 4.60 12.00 8.60 341.70

5.60 2.80 3.75 11.84 4.00 7.00 27.30 4.00 121.00 35.60 25.20 2.75 250.84 3.18 1.00 20.53 31.35 8.20 4.60 12.50 8.60 340.80

5.00 2.80 3.75 13.34 5.00 7.00 27.30 4.00 122.50 35.60 25.20 2.75 254.24 3.16 1.00 18.33 31.53 9.20 4.60 12.50 8.60 343.16

1.15 4.20 12.70 67.14 0.30 85.49

0.90 2.80 13.50 72.85 0.45 90.50

1.50 2.80 12.60 77.39 0.60 94.89

3.00 2.70 12.75 84.25 0.75 103.45

3.00 2.70 12.75 84.25 0.75 103.45

408.15

432.10

436.59

444.25

446.61

Full Time and Part Time Benefitted General Fund Town Clerk Municipal Court Town Administrator Finance Legal Services Human Resources Community Development Communications Police Public Works and Engineering Parks and Forestry P3 Support Services Total General Fund Parks and Recreation Fund Law Enforcement Assistance Fund Cultural Fund Recreation Fund Stormwater Utility Enterprise Fund Fleet Services Fund Technology Management Fund Facilities Services Fund Total Full Time Equivalent

Full Time Equivalent of Part Time and Seasonal Public Works and Engineering Parks and Forestry Cultural Fund Recreation Fund Stormwater Utility Enterprise Fund Total Full Time Equivalent Grand Total

Introduction 18

Town of Parker 2020 Annual Budget


FINANCIAL HIGHLIGHTS (con’t) The General Fund FTE count is increasing 3.4 in 2020 as compared to 2019. The changes are summarized as follows:

Town Clerk Finance Finance Legal Services Police Police

Part-time position eliminated Incremental full-time manager added Part-time purchasing position added Full-time attorney position added Full-time school resources position added Part-time position in dispatch changed to full-time

(0.6) 1.0 0.5 1.0 1.0 0.5

In addition to the General Fund changes, Cultural decreased the FTE count by 2.2 through a reorganization of the department. The Stormwater Utility Enterprise Fund increased by 1.0 through the addition of a Maintenance Technician position. Additional development and completed capital construction projects have added to the total maintenance responsibilities. For each of these additional FTEs, employee-related costs in the appropriate expense categories are increased. Examples of increased costs in addition to salary and benefits include computer and other necessary equipment, uniforms, office furniture, vehicle, training and travel.

Town of Parker 2020 Annual Budget

19 Introduction


INTRODUCTION TOWN VISION, MISSION AND STRATEGIC GOALS Support an Active Community

Parker will demonstrate our commitment to the health of our community, both indoors and out by providing access to outstanding parks, trails and recreation amenities and activities. We promote a healthy lifestyle and work to meet the needs of a diverse, multigenerational community.

Parker will stimulate community creativity and engagement through high-quality cultural and educational programs and amenities. These will include family-friendly community events, accessible cultural venues, state-of-the-art facilities and innovative lifelong learning opportunities, all of which are vital to a creative community.

Enhance Economic Vitality

Foster Community Creativity and Engagement

Parker will be an area leader for economic growth by supporting the development of thriving businesses and industry. We will play a critical role in shaping quality of life, creating a sense of place, and providing fiscal stability for the community.

Parker will promote the public health and safety of our community by protecting our residents’ welfare through prevention services and a safe transportation network. Parker fosters a feeling of personal safety and security through a visible, responsive public safety presence and a proactive focus on prevention, intervention and safety education.

Innovate with Collaborative Governance

Promote a Safe and Healthy Community

Parker will support transparency, accountability, and fiscal sustainability by using innovative techniques to optimize performance. We engage in regional relationships and governing partnerships, including our education, fire, water providers and governmental agencies. Parker employs a high quality, dedicated workforce to support these goals.

Parker will demonstrate our commitment to balanced growth, community development and infrastructure using a visionary plan for a sustainable future. We support a healthy, futurefocused community with exceptional services and a hometown feel. Parker supports well-planned development and excellent infrastructure.

Develop a Visionary Community Through Balanced Growth

Mission

Vision

The mission of the Town of Parker is to enrich the lives of residents by providing exceptional services, engaging community resources and furthering an authentic hometown feel. We promote transparent governing and support sustainable development and a strong, local economy.

The Town of Parker’s vision is to be the pre-eminent, destination community of the Denver Metro area for innovative, top-quality services with a hometown feel. We will be an area leader in economic and community development, and strive to be at the forefront for services, civic engagement, and quality of life.

Introduction 20

Town of Parker 2020 Annual Budget


GOALS AND INTRODUCTION STRATEGIES SUPPORT AN ACTIVE COMMUNITY

2020 Strategies • Increase Parks and Recreation Mobile App downloads by 25%. • Assess and improve volunteer training, recruiting, recognition and retention efforts. • Soft Surface Trails - Complete the opportunity and constraints study analyzing the future construction of additional soft surface trail segments adjacent to the Cherry Creek Trail through Town. • Complete the improvements and renovation of the playground at O’Brien Park by fall of 2020. • Complete the improvements and renovation of H2O’Brien Pool by spring of 2020. • Complete the improvements and renovation of Auburn Hills Community Park by fall of 2020. • Complete the design phase for playground renovations at O’Brien Park and begin construction. • Complete park renovations at Auburn Hills Park to include repairing the existing soccer field and activating the south side of the park with a playground, walking path, and other amenities. This project is included in the PSCo/Xcel funds. • Complete the H2O’Brien Pool Renovation to update pool systems (pumps/filtration), improve accessibility, repair deck and equipment and update interior of building to provide a more modern and fun experience and facility for the community. • High Plains Trail - Complete all engineering/construction documents, easements plus clearances from all appropriate agencies for the High Plains Trail project, including preparation of “bid” documents, with the goal of starting construction in early 2021. • High Plains Trail - Develop and complete an Inter-Governmental Agreement (IGA) between Parker, Aurora, Douglas and Arapahoe County’s that addresses the shared “Long-term” maintenance needs and responsibilities of each jurisdiction for this regional trail. • East/West Regional Trail - Compile and finalize all documentation addressing prior construction costs for this trail and submittal to Great Outdoors Colorado to receive the Town’s $400,000 trail grant reimbursement funds. • Install new premium indoor turf field at Parker Fieldhouse. • Utilize data and analytics to better inform departmental decision making. • Launch a comprehensive plan to address safety and security along Parker’s trail systems and parks.

Town of Parker 2020 Annual Budget

21 Introduction


INTRODUCTION GOALS AND STRATEGIES (con’t)

FOSTER COMMUNITY FOSTER COMMUNITY CREATIVITY AND ENGAGEMENT CREATIVITY AND ENGAGEMENT 2020 Strategies • Distribute 2020 Citizen Survey and release results to community. • Record 300,000 engagements on Town Social Media Channels. • Identify and secure one new partner to introduce a new programming genre in the 2020-21 season. • Grow Town Instagram followers by 40%. • Implement innovative marketing campaigns to grow awareness of and encourage community participation in the Let’s Talk Parker online platform and grow departmental participation. • Complete and debut the 2020 State of the Town video. • Increase Town of Parker social media website click throughs by 10%. • Grow Town Facebook followers by 12%. • Establish a relationship with an underserved cultural group and jointly develop an activity that expands participation by that cultural group in at least one of the existing programs. • Develop programs to better involve citizens in Town Open Space, such as hikes, social media wildlife and wildflower spotlights of properties, and clean-up days. • Launch a Parker Public Safety Youth Council. • Launch a Police Department Instagram account. • Launch a Pages with Police program where officers go to elementary schools and read to kids to promote literacy and build a positive relationship with law enforcement officers. • Develop additional Building and Planning Division “How-To” videos and establish a “Frequently Asked Questions” page to the website to assist residents and business owners.

* Metric: Complete and post four “How-To” videos to Town web site from Building and

Planning Divisions and create an FAQ page on Community Development page of Town web site.

Introduction 22

Town of Parker 2020 Annual Budget


GOALS AND STRATEGIES INTRODUCTION (con’t) INNOVATE WITH COLLABORATIVE GOVERNANCE

2020 Strategies • Increase staff attendance at Safety Trainings to a minimum of 60%. • Implement the Alcohol and Drug Abuse Policy and begin annual training for supervisors. • Establish sustainable organizational leadership by developing and implementing a Leadership Academy for mid-managers. Work to ensure 90-100% attendance at all trainings. • Increase staff attendance at Prevention Trainings to a minimum of 60%. • Deploy new traffic responsive technology and counting equipment to enhance real time Traffic Responsive signal operations. • Complete upgrade to time keeping system and convert payroll and human resource data into same software to streamline processes. • Continue working with other home rule municipalities on drafting new language for a definition of “Engaged in Business”, which will seek to address Wayfair for home rule municipalities and require marketplace vendors to collect and remit on sales made through their portals. • Continue to oversee and guide the Trails at Crowfoot development team regarding completion of the proposed 17- acre community park within this residential community. • Replace current phone system with a Unified Communication as a service hosted solution. • In collaboration with department directors, develop and implement a work plan to address the three areas of opportunity resulting from the employee engagement survey; culture, leadership and communication. • Finalize the performance measures framework and fully operationalize the Town’s strategic plan. • Integrate the customer relationship management component of the asset management system into Town-wide operations. • Develop Strategic Plan for Records Management Program.

Town of Parker 2020 Annual Budget

23 Introduction


INTRODUCTION GOALS AND STRATEGIES (con’t) ENHANCE ECONOMIC VITALITY

2020 Strategies • Increase Town special events revenue by 10%. • Create one new revenue-generating cultural activity that is held in a currently underutilized space. • Annexation of the Key Properties.

* Metric: Annex and zone land at key locations in and around Parker in 2020 for commercial development opportunities.

• Focus on resolution of construction use tax and tax compliance issues. • Expand the #ChooseParker campaign to encourage the practice of shopping locally • Increase Town special events revenue by 10%. • Maintain a favorable commercial vacancy rate (combined commercial asset types).

* Metric: Commercial vacancy rate (overall) less than 10.0%. • Attract and develop new commercial developments.

* Metric: Process and entitle at least 100,000 square feet of new commercial space. * Metric: Increase capital investment in commercial property classes by more than $40 million.

• Maintain/increase activities of the Business Retention Program.

* Metric: Implement electronic survey tool to increase employer base data and provide CRM capabilities

• Attract new business to the Parker market.

* Metric: Issue at least 150 new business licenses during 2020. * Metric: Complete Retail Demand/Recruitment Strategy study for the Town of Parker. • Conduct a study to assess the economic impact of arts and culture in Parker. • Provide essential professional development to staff to keep Parker Arts competitive. • Implement quarterly purchasing training for both internal and external partners that will continue to improve compliance with Town procurement policies. • Enhance the business license renewal process with an eye toward online capability. Prepare for the business license renewal process which occurs late in the year. • Enhance partnerships with businesses to proactively reduce crime.

Introduction 24

Town of Parker 2020 Annual Budget


GOALS AND STRATEGIES INTRODUCTION (con’t) PROMOTE A SAFE AND HEALTHY COMMUNITY PROMOTE A SAFE AND HEALTHY COMMUNITY 2020 Strategies • Development and adoption of a Park Design Guidelines Manual in coordination with Parks and Recreation Department.

* Metric: Adoption of new Park Design Guidelines Manual. • Target resurfacing/reconstructing of approximately 680,000 square yards of Town roadways in 2019. • Complete all major Capital Improvement projects planned (facility related).

* Town Hall – Phase III of LED lighting upgrades – Facility HVAC Chiller replacement * Recreation Center – Pool Dehumidification Unit design phase • Continue to provide efficient maintenance and equipment repair to the Town of Parker and City of Lone Tree fleet of equipment.

* Perform maintenance at a ratio of 80%/20% scheduled to unscheduled repairs. * Complete preventive maintenance inspections at a rate of 95% or better as scheduled. • Lemon Gulch Trail - Complete all design and engineering documentation and secure all applicable easements and agreements to construct this trail connection along the south side of Lemon Gulch from Crowfoot Valley Road to Stroh Road, including potential bridge overcrossing of Lemon Gulch Drainage way. • Complete all design and engineering plans for future East/West Trail undercrossing of Jordan Road. • Engage a consultant to study the feasibility of building a soft surface trail adjacent to the Cherry Creek Regional Trail throughout Town boundaries. Develop an initial phasing plan and cost estimates. • Completely implement and train all 500 plus Recreation employees on the General Security plan. • Implement an ADA transition plan from the Master Plan to improve accessibility in Recreation Facilities. • Continue implementation of System Themes and Strategic Actions for the Parks, Recreation and Open Space Master Plan. • Maintain programming opportunities at Reuter Hess Reservoir including increased access to water activities (paddle board, kayaking). • Complete a Crisis Communication Manual for use by Police Department Public Information Officers to accurately and efficiently communicate important information during public safety emergencies.

Town of Parker 2020 Annual Budget

25 Introduction


INTRODUCTION GOALS AND STRATEGIES (con’t) DEVELOP A VISIONARY COMMUNITY THROUGH BALANCED GROWTH

2020 Strategies • Advance the Land Development Ordinance project including the development of new zone districts that reflect the Parker 2035 Master Plan and can be utilized in the development review process.

* Metric: New zone districts reviewed and recommended to move forward for implementation by the Planning Commission and Town Council.

• Complete Additional Sub-Area Plans.

* Metric: Complete and obtain Town Council adoption of the Stroh/Chambers Sub-Area Plan and Parker/Pine Sub-Area Plan.

• Complete the design of safety and circulation improvements on/adjacent to Mainstreet in the downtown area and commence the construction of the improvements. • Complete the design of the proposed Cottonwood Drive widening over Cherry Creek that includes improvements between the Jordan Road intersection and Parker Road (State Highway 83) and commence construction of the improvements. • Launch Parker VISION (Video Improving Safety in our Neighborhoods) program where residents would inform us if they have home recording systems that we could request video from if there is a crime in their area. • Complete construction of the Cherry Creek at KOA capital improvement project. • Complete construction of the Lemon Gulch downstream of Crowfoot Valley Road capital improvement project. • Complete a site feasibility assessment as part of the Stroh/Chambers and Bowey Sub Area Plans. • Propose revisions to Right-of-Way permit policies, requirements, and fee structure to reflect current industry standards. • Take concept level for Downtown circulation into design phase. Work towards a lasting solution to traffic congestion and safety concerns through downtown Parker. • Complete the design of the multi-use trail/sidewalk on the west side of Parker Road between the 20-Mile Road and Hess Road intersections. • Complete the design and construction of improvements to Motsenbocker Road south of the Hess Road intersection. • Continue the design of operational improvements to Parker Road between Lincoln Avenue and E-470 and execute an intergovernmental agreement (IGA) with CDOT regarding funding. • Complete the design and construction of operational improvements to the southwest corner of Mainstreet and Parker Road (State Highway 83).

Introduction 26

Town of Parker 2020 Annual Budget


GOALS AND STRATEGIES INTRODUCTION (con’t) DEVELOP A VISIONARY COMMUNITY THROUGH BALANCED GROWTH

• Complete the widening/improvements to Motsenbocker Road between the Todd Drive intersection and the Clarke Farms subdivision including landscaping. • Complete the construction of Kings Point Way north of Cottonwood Drive.

Town of Parker 2020 Annual Budget

27 Introduction


TOWN PROFILE Located 20 miles south of Denver and spanning 22.3 square miles, the Town of Parker offers the perfect balance of a full-service community with a hometown feel. A community that is highly rated for safety, Parker provides more than 56,000 residents with an unmatched quality of life, spectacular parks and recreation amenities, a great business mix, world-class cultural facilities and a wide variety of community events. With a highly-educated population and household income that exceeds most of the Denver Metro area, Parker is well positioned for the future. Parker operates under a Town Council/Administration form of government. The Mayor and Town Council, who are elected at large, make policy decisions, approve the Town budget and enact and provide for the enforcement of Town ordinances (laws). Town Council hires and directs the Town Administrator, who oversees Town staff and the day-to-day operations of the organization. The Town employs 343 full-time and 103 part-time employees who are dedicated to providing services to our Parker citizens. The Parks, Recreation and Open Space Department employs the largest number of staff. Parker’s Arts, Culture and Events Center also bustles with activity year round, with more than 200,000 residents and visitors being served by Parker Arts programs and performances in 2019. The Town continues to grow quickly and works diligently to provide and maintain the necessary community infrastructure, including nearly 535 lane miles of roadway, 91 traffic signals, 6,649 stormwater drainage facilities, and 32 Town-owned buildings. Our Police Department is an accredited industry leader and has implemented a wide variety of innovative initiatives, including a nationally-recognized body-worn camera program. In addition to the many services offered by the Town, we strive to engage our community through social media, opportunities for involvement and a wide range of activities and events. We encourage community engagement in all we do, especially through our online engagement tool, www.LetsTalkParker.org. Even through Parker’s growth, we’ve managed to maintain a palpable feeling of community. Parker is a well-planned community that offers excellent opportunities for investors, retailers and developers to relocate or expand. Both businesses and residents enjoy the open space and trails, recreational amenities, opportunities for community involvement and great schools. They also enjoy a wide range of shopping venues, access to many modes of transportation and quality services.

History When the Town incorporated in 1981, it was one square mile and had a population of 285. Since then, Parker has transformed from a rural equestrian community to an exciting town with more than 56,000 residents, beautiful open spaces and well-planned residential and commercial developments. The municipalities of Lone Tree and Aurora are directly adjacent to Parker, while Castle Rock is located just to the south.

Introduction 28

Town of Parker 2020 Annual Budget


TOWN PROFILE (con’t) Governance The Town is a home-rule municipality governed by a Council-Administrator form of government. Six Councilmembers and the Mayor are elected to staggered four-year terms, such that no more than three Councilmember terms expire every two years. Councilmembers and the Mayor are limited to two consecutive four-year terms. Town Council is given the power by the Town Charter to enact and provide for the enforcement of ordinances, make policy decisions and approve the Town budget. They also hire, supervise and direct the Town Administrator, Town Attorney and Municipal Court Judge. The Town Administrator carries out the Council’s directives and is responsible for all other Town staff and day-to-day activities.

PARKER AMENITIES Healthcare Parker Adventist Hospital is located in Parker and offers a wide array of specialists and services, including a branch of The Children’s Hospital. New medical offices and practices continue to locate near this facility and the surrounding area, attracting a high-quality workforce to the community. In addition, the Skyridge Medical Center is located in Lone Tree, just 10 miles west of Parker. Both hospitals have recently added new facilities to accommodate the growth that Parker and Douglas County have experienced in recent years. Parker is also home to the Rocky Vista University College of Osteopathic Medicine. The Rocky Vista University campus includes leading-edge technology, AV capabilities and educational support which are evident throughout the approximately 145,000 square feet of campus and buildings of the University.

Water Three special districts serve the greater Parker area’s water needs: Parker Water and Sanitation District, Cottonwood Water and Sanitation District and Stonegate Village Metropolitan District. Town of Parker 2020 Annual Budget

29 Introduction


TOWN PROFILE (con’t) Housing Parker’s residential communities include a variety of well-planned housing opportunities, ranging from entry level homes to luxury executive housing to multi-family townhomes, condos and apartments. Mixed-use neighborhoods are being developed in Parker, as well as a variety of homes along golf courses, parks and open space. The median home value is $485,800.

Roadways and Travel Parker is located in northeast Douglas County approximately five miles east of I-25. The E-470 tollway runs through the northern area of Town and the 15 to 20 minute commute to the Meridian, Inverness and Denver Tech Center business parks is easily made via the expressway. South Parker Road (Highway 83) provides connectivity and convenient access for commuters. The Regional Transportation District (RTD) also serves the Parker community by providing rapid transit services, including the Light Rail on Lincoln Avenue and a FlexRide system to various businesses and residential areas.

Introduction 30

Town of Parker 2020 Annual Budget


TOWN PROFILE (con’t) Airports Centennial Airport, located about 15 minutes from central Parker, is the third busiest general aviation facility in the country, handling corporate and charter air traffic. Denver International Airport is approximately 30 miles northeast of Parker and can easily be reached in 30 minutes via E-470.

Recreation Parker residents enjoy a wide variety of recreational activities, including a state-of-the-art library, a senior center and 17 public parks. The public parks contain a variety of facilities including soccer, baseball and softball fields, basketball courts, tennis courts, a skate park, walking trails, picnic pavilions and playgrounds, as well as a dog park and disc golf course. The Town’s Railbender Skate and Tennis Park is a favorite for many local in-line skaters and skateboarders. The Parker Fieldhouse is a 100,000-square-foot indoor facility that features basketball courts, a 25-foot climbing wall, inline hockey rink, turf field, fitness center, running track and batting cages. Program participation continues to exceed expectations. The Recreation Center is home to an Olympic-size indoor swimming pool that is used by the high school swim teams, as well as for swimming lessons, exercise classes and year-round recreational swimming. The facility also includes basketball courts, work-out area with state-of-the-art equipment, cycling area and classrooms for various activities. The Recreation Center underwent a major expansion in 2015. Approximately 24,600 square feet was added to the existing facility, and 8,000 square feet of the current facility was renovated. H2O’Brien Pool is an outdoor swimming pool that features slides, a zero-depth entry, water cannons and a fort in the pool that allows kids and adults to play and relax. Of course, Parker recreation is much more than facilities. Our community enjoys a full range of adult and youth programming choices. Offerings include year-round swimming lessons, youth and adult sports and special interest classes, arts and crafts classes and cultural events. Recreational sport leagues are available year-round for nearly all age groups.

Arts, Culture and Events From festivals and events to public art and performances, Parker is an exceptionally artistic and creative community. The Parker Arts, Culture and Events (PACE) Center opened in the fall of 2011 and is home to a 500-seat theater, 250-seat amphitheater, art gallery, event room, dance studio, culinary teaching kitchen, visual arts studios, media room and several classrooms. The PACE Center provides a wide variety of family-oriented cultural, arts, scientific and educational programming to the region and serve as a rental venue for community, business and social events. The Schoolhouse, located in the heart of downtown Parker, continues to house fantastic events, shows, classes and art. Originally opened in 1915 as the Parker School House, the building operated as a school until 1967 and was acquired by the Town in 1995. The Schoolhouse includes a 200seat theater, as well as a dance studio and classrooms for community, cultural and recreational activities.

Town of Parker 2020 Annual Budget

31 Introduction


TOWN PROFILE (con’t) Education Parker is served by the Douglas County School District Re. 1 (DCSD). The third largest school district in the state, DCSD serves more than 68,000 students and is one of the highest performing districts in Colorado. In addition to the Rocky Vista University College of Osteopathic Medicine, Parker is also home to the Arapahoe Community College Parker Campus, which provides a convenient location for educational opportunities for higher education to those living or working in and around Douglas County. The University of Colorado (CU) South Denver is also conveniently located just west of Parker.

Parker Tax Rates The Town’s property tax rate is 2.602 mills, which is one of the lowest property tax rates in the state. The Town’s sales tax rate is 3 percent and is the largest revenue source for the Town. The total sales tax rate in Parker is 8 percent and includes the state, county and RTD. Of the Town’s 3 percent sales tax, 2.5 percent is directed to the General Fund to support the majority of the Town’s operations including public safety and public works. The other 0.5 percent is dedicated to meeting Parker’s parks, recreation and open space needs.

Introduction 32

Town of Parker 2020 Annual Budget


TOWN PROFILE (con’t) Economy and Demographics

.

In addition to the excellent recreation, education, health care, transportation access and water amenities currently available, strong demographics in Parker and Douglas County support the Town’s economic activity and growth. The following set of data and graphical information illustrates various demographic and economic indicators of the Town and the surrounding area.

$82,020 Median Household Expenditure

Town of Parker 2020 Annual Budget

33 Introduction


TOWN PROFILE (con’t)

Introduction 34

Town of Parker 2020 Annual Budget


TOWN PROFILE (con’t)

Town of Parker 2020 Annual Budget

35 Introduction


Introduction 36

Town of Parker 2020 Annual Budget


BUDGET OVERVIEW


OVERVIEW Included in the Budget Overview of the 2020 budget document are the following:

• • • •

Basis of Presentation, Budgeting and Accounting Budget and Financial Policies Debt Service and Financial Obligations Total Fund Budget and Historical Summaries

Budget Overview

38

Town of Parker 2020 Annual Budget


BASIS OF PRESENTATION, BUDGETING AND ACCOUNTING The Basis of Presentation, Budgeting and Accounting section includes the following subjects:

• • • • •

Basis of Presentation - Fund Accounting Basis of Budgeting Basis of Accounting Basis of Budgeting vs. Basis of Accounting Department/Division Fund Summary

BASIS OF PRESENTATION—FUND ACCOUNTING The activities of the Town are organized into separate funds that are designated for a specific purpose or set of purposes. Each fund is considered a separate accounting entity, so the operations of each fund are accounted for with a set of self-balancing accounts that comprise its revenues, expenses, assets, liabilities, and fund equity as appropriate. The number and variety of funds used by the Town promotes accountability but can also make municipal budgeting and finance complex. Therefore, understanding the fund structure is an important part of understanding the Town’s finances. The three basic fund categories are Governmental Funds, Proprietary Funds and Fiduciary Funds; within each fund category there are various fund types. Following is a description of the seven fund types that contain the Town’s various funds. Only six of these funds are budgeted as the Town does not have the authority to spend on its own the resources accounted for in the Fiduciary Fund.

FUND TYPES Governmental Funds General Fund The General Fund is the Town’s primary operating fund and is used to track the revenues and expenditures associated with the basic Town services that are not required to be accounted for in other funds. This includes services such as police, public works, parks and recreation, and other support services such as finance and human resources. These services are funded by general purpose tax revenues and other revenues that are unrestricted. This means that the Town Council, with input from the public, has the ability to distribute the funds in a way that best meets the needs of the community as opposed to other funds that are restricted to predefined uses.

Special Revenue Funds Special Revenue Funds account for activities supported by revenues that are received or set aside for a specific purpose that are legally restricted. The Town has six Special Revenue Funds that it budgets: Parks and Recreation Fund, Conservation Trust Fund, Law Enforcement Assistance Fund, Cultural Fund, Recreation Fund, and Capital Renewal and Replacement Reserve Fund.

Town of Parker 2020 Annual Budget

39

Budget Overview


BASIS OF PRESENTATION, BUDGETING AND ACCOUNTING (con’t) Capital Projects Funds Capital Projects Funds account for financial resources that must be used for the acquisition, improvements or construction of major capital projects. The Town has three Capital Projects Funds: Public Improvement Capital Project Fund, Excise Tax Fund and Parkglenn Construction Fund. The 10-year capital improvements plan lists approved and anticipated capital projects of the Town, and can be located in the capital section of the budget document.

Debt Service Funds Debt Service Funds are used to account for resources that will be used to pay the interest and principal of long-term debts. The Town has two Debt Service Funds: General Debt and Recreation Debt.

Proprietary Funds Enterprise Funds Enterprise Funds account for operations that are financed and operated in a manner similar to private business, where the intent of the Town is that the fund will be self supporting. This requires that the expense of providing goods and services to the general public on a continuing basis be financed or recovered primarily through user charges. In the event that these user charges are insufficient to cover the operations of the Enterprise fund, transfers can be made from other fund types to provide additional support. The Town’s Enterprise funds consist of the Stormwater Utility Fund.

Internal Service Funds Internal Service Funds account for the financing of goods and services provided primarily by one Town department to other Town departments or agencies, or to other governments, on a cost-reimbursement basis. The Town’s Internal Service Funds consist of the Fleet Services Fund, Technology Management Fund, Facility Services Fund and Medical Benefits Fund.

Fiduciary Funds (Custodial Funds) Trust Funds Fiduciary Funds account for resources that the Town does not have the authority to spend on its own because the Town is holding assets of these funds in a trustee capacity or as an agent for another organizational unit. The Town has one Fiduciary Fund which is not budgeted, the Security Escrow Fund.

Budget Overview

40

Town of Parker 2020 Annual Budget


BASIS OF PRESENTATION, BUDGETING AND ACCOUNTING (con’t) FUND SUMMARY The information above is summarized below in a table format. Also included is an indication of which funds are considered to be major funds which are those that comprise at least 10% of the total appropriated budget. All other listed funds are classified as non-major funds. All of these listed funds, except for the Fiduciary Funds, are included in the Town’s audited financials and have 2020 budgets included in this document.

Major

Non-Major

Included

Included

Fund

Fund

in Budget

in CAFR

x

x

x x x x x x

x x x x x x x x

x x

x x x

x x x

x x

x x

x x

x

x

x x x x

x x x x

Government Funds General Fund Special Revenue Funds Conservation Trust Fund Parks and Recreation Fund Law Enforcement Assistance Fund Cultural Fund Recreation Fund Capital Renewal and Replacement Fund Parker Authority for Reinvestment Fund Greater Parker Foundation Fund Capital Projects Funds Public Improvements Fund Excise Tax Fund Parkglenn Construction Fund Debt Service Funds General Debt Recreation Debt

x x x

x x x x x x x

Proprietary Funds Enterprise Fund Stormwater Utility Fund Internal Services Fund Fleet Services Fund Technology Management Fund Facility Services Fund Medical Benefits Fund

x x x x x

Fiduciary Funds Trust Funds Security Escrow Fund

Town of Parker 2020 Annual Budget

n/a

41

n/a

x

Budget Overview


BASIS OF PRESENTATION, BUDGETING AND ACCOUNTING (con’t) BASIS OF BUDGETING Basis of budgeting refers to the methodology used to include revenues and expenditures in the budget. The Town of Parker primarily budgets all funds on a cash basis. The Town does not budget for non-cash items such as depreciation and amortization. The revenues and expenditures are assumed to be collected or spent during the period appropriated. Using this assumption, the current year revenues are compared to expenditures to ensure that each fund has sufficient revenues to cover expenditures during the budget year, or that there are sufficient cash reserves in the fund to cover a revenue shortfall.

BASIS OF ACCOUNTING Basis of accounting refers to the point at which revenues or expenditures are recognized in the accounts and reported in the financial statements. The government-wide financial statements, as well as the financial statements for proprietary funds and fiduciary funds, are reported using the economic resource measurement focus and the accrual basis of accounting. Under accrual basis of accounting, revenues are recorded when earned and expenses are recorded when a liability is incurred, regardless of when the cash is received or disbursed. Governmental fund financial statements are reported using current financial resources measurement focus and the modified accrual basis of accounting. Under modified accrual basis of accounting, revenues are recognized as soon as they become both measurable and available, and expenditures are recorded in the period that the expenditure occurs and becomes a liability.

BASIS OF BUDGETING VS. BASIS OF ACCOUNTING The basis of budgeting differs from the basis of accounting only by the assumptions that are made in regards to the timing of the recognition of revenues and expenditures. The budget assumes that all revenues and expenditures, as well as the associated cash, will be expended or received during the budget period. Conversely, the basis of accounting only recognizes revenues when they become both measurable and available, and expenditures when incurred. Cash is not necessarily received or expended at the same time.

SUMMARY The summary on the following pages depicts the relationships between departments/division and the fund categories into which they fall.

Budget Overview

42

Town of Parker 2020 Annual Budget


Town of Parker 2020 Annual Budget

43

Budget Overview


BASIS OF PRESENTATION, BUDGETING AND ACCOUNTING (con’t) DEPARTMENT/DIVISION FUND SUMMARY Governmental Funds

Elected Officials

X

Town Clerk

X

Municipal Court

X

Town Administrator

X

Elections

X

Finance

X

Sales Tax

X

Legal Services

X

Human Resources

X

Risk Management

X

Community Development

X

Information Technology

X

Communications

X

General Government Buildings

X

Customer Service

X

Historic Preservation

X

Interdepartmental

X

Debt Service

X

Cultural

X

Police

X

Building Inspection

X

Public Works

X

Parks, Forestry and Open Space

X

Public Works Buildings

X

Economic Development

X

Economic Incentives

X

Interfund Transfers

X

Budget Overview

X

X

X

X X

X

X

X

X

X

44

X

X

X

X

X

X

X

X

Town of Parker 2020 Annual Budget

Gene ra

Cons tr Fund uction

Parkg lenn

ax Fu nd

c Imp rovem ents Fund Publi

Fund

Capital Projects Funds

Recre ation

Cultu ral Fu nd

Law Enf Assis orcement tance Fund

and R ecre Fund ation Parks

Cons

Gene ra

l Fun d

Department/Fund

ervat ion

Trust F

und

Special Revenue Funds

Excis eT

General Fund


BASIS OF PRESENTATION, BUDGETING AND ACCOUNTING (con’t)

Proprietary Funds

Enterprise Funds

X

X

X

Fund nefits cal B e Elected Officials

X

X

Town Clerk

X

X

Municipal Court

X

X

Town Administrator

X

X

Elections

X

X

Finance

X

X

Sales Tax

X

X

Legal Services

X

X

Human Resources

X

X

Risk Management

X

X

Community Development

X

Information Technology

X

X

Communications

X

General Government Buildings

X

X

Customer Service

X

X

Historic Preservation

X

X

Interdepartmental

X

X

Debt Service

X

X

X

Cultural

X

X

X

Police

X

X

X

Building Inspection

X

X

X

Public Works

X

X

X

Parks, Forestry and Open Space

X

Public Works Buildings

X

X

Economic Development

X

X

Economic Incentives

X

Interfund Transfers

X

X

Medi X

X

X

X

d

X

X

X

ity Se rvice s Fun

Tech no

logy

nd ces F u Servi Fleet X

Facil

Mana Fund gement

Internal Service Funds

d Utilit y Fun Storm water

Debt S Fund ervice

Recre ation

Gene ra

l Deb t Se Fund rvice

Debt Service Funds

X

X

Town of Parker 2020 Annual Budget

X

X

X

45

Budget Overview


BUDGET AND FINANCIAL POLICIES The Town of Parker has an important responsibility to its citizens to account for public funds and manage municipal finances wisely. This section provides a summary of the significant elements of the adopted 2020 Annual Budget and major financial policies in place to ensure the funding for the Town’s services is managed in a responsible manner. The Town of Parker prepares the operating and capital budgets simultaneously on an annual basis. All funds are included in the operating budget. The Budget and Financial Policies section includes the following subjects:

• • • • • • • • • •

Balancing the Budget Budget Reserves Revenues Expenditures Revenue and Spending Limitations Enterprise Funds Authority over Expenditures Executive Termination of Approved Spending Debt Management Budget Amendments

BALANCING THE BUDGET • The budget is considered to be balanced when proposed expenditures do not exceed

proposed revenues and available fund balances for any budgeted year. This applies to all funds contained in the budget.

• The budget must be balanced when it is formally presented to the Town Council by the Town Administrator and when it is passed by the Town Council.

• Sales and excise taxes are the primary revenues used by the Town to offset expenditures and

balance the budget. Property taxes, charges for services and other revenues are also utilized.

• Alternative forms of revenue may be used to balance the budget, such as bonds, grants, and lease and purchase agreements.

• Revenues remaining from the previous year will be placed in the fund balance and can be

used for the purpose of balancing the budget, as long as the Council-mandated contingency amount is maintained.

BUDGET RESERVES • Non-appropriated General Fund balance will be maintained at levels sufficient to provide

necessary working capital and contingency reserves. Beginning with 2018, the reserve was set at a minimum of 25 percent of the total General Fund expenditures. In addition, reserves for future major capital expenditures may be accrued in the fund balance.

• Non-appropriated emergency reserves will be maintained at 3 percent of budgeted expenditures, in accordance with Article X of the Colorado Constitution (TABOR).

Budget Overview

46

Town of Parker 2020 Annual Budget


BUDGET AND FINANCIAL POLICIES (con’t) • Use of the budget reserves must be recommended by the Town Administrator and be approved by a majority vote of the Town Council.

REVENUES One-time Revenues One-time revenues are federal, state or private grants and tax windfalls that may occur in any given year.

• Grants must be shown as revenue in the appropriate fund and approved for expenditure by

the Town Council. Also, the funds may only be used for the intended purpose as outlined by the contributing party.

• One-time revenues, such as tax windfalls, will be placed into the fund balance of the

appropriate fund. The funds can be utilized only after the Town Council has approved the expenditure.

• It is likely the one-time revenues and corresponding expenditure were unknown at the time

of budget development. The budget adjustments must be included as a budget amendment once they are known.

Service Charges and Fees Service charges and fees should be reviewed annually. This review process should coincide with the annual budget process.

Temporary Loans between Funds The transfer of revenues between funds to cover temporary short-falls in cash revenue is at the discretion of the Finance Director, but is only permissible under the following circumstances:

• A temporary loan can be made to funds that may experience a revenue lag due to collections. • A temporary loan can be used to satisfy a shortfall in a transfer to a subsidized fund until the budget can be revised to the required transfer amount.

EXPENDITURES Expenditure Types The expenditure types that are used throughout all Town funds include salary and benefits, supplies, purchased services, internal services, utilities, capital outlay, debt service, contributions, interfund transfers and other.

Personnel Only positions approved by Council may be filled. New positions may not be created during the year without Council approval.

Budget Reallocation Budget reallocations may be made between line items by completing a budget reallocation form and obtaining the approval of the Town Administrator and Finance Director. Reallocations must be approved before goods or services are ordered. Budget reallocations to or from personnel line items will not be approved.

Town of Parker 2020 Annual Budget

47

Budget Overview


BUDGET AND FINANCIAL POLICIES (con’t) Capital Outlay Capital outlay funds are to be appropriated for specific capital assets. Purchasing, acquiring or constructing a capital asset must be verified by the Finance Department prior to the purchase or contract to ensure that the expenditure of capital outlay funds has been specifically approved by Council during the budget process. Expenditure of capital outlay funds that are not on the approved list must be reviewed by the interdepartmental capital scoring team prior to approval by the Town Administrator and before making the purchase.

REVENUE AND SPENDING LIMITATIONS In 1992, voters approved the Taxpayer’s Bill of Rights (TABOR) Amendment to the Colorado Constitution that places limits on revenue and expenditures of the state and local governments. Even though the limit is placed on both revenue and expenditures, the constitutional amendment in reality applies to a limit on revenue collections. Growth in revenue is limited to the increase in the Denver-Boulder Consumer Price Index plus local growth (new construction and annexation). This percentage is added to the preceding year’s revenue base, giving the dollar limit allowed for revenue collection in the ensuing year. Any revenue collected over the limit must be refunded to the citizens. Federal grants or gifts to the Town are not included in the revenue limit. In April 1996, voters in Parker approved an amendment to the Home Rule Charter which authorizes the Town to collect, retain and expend all revenue of the Town for 1996 and each subsequent fiscal year, not withstanding any limitation contained in Article X, Section 20 of the State Constitution. The Amendment is complex and subject to judicial interpretation. The Town believes it is in compliance with the requirements of the Amendment. However, the Town has made certain interpretations in the Amendment’s language in order to determine its compliance. The Amendment requires that emergency reserves be established. These reserves must be at least 3 percent of fiscal year spending (excluding bonded debt service). The Town is not allowed to use the emergency reserves to compensate for economic conditions, revenue shortfalls or salary or benefit increases.

ENTERPRISE FUNDS Enterprise funds act like a private sector enterprise and revenues must cover 100 percent of the expenditures.

AUTHORITY OVER EXPENDITURES All expenditures for a department must be authorized by the Department Director. The ultimate responsibility for a departmental budget lies with that Department’s Director. Directors must approve all disbursements by signing the source document to be paid or in a manner that signifies their approval. There are certain instances in which an additional signature or delegated approval signature may be desirable for the Director.

• The Department Director may delegate their approval to a direct report when the director will be away from the office for a period longer than one (1) week.

Budget Overview

48

Town of Parker 2020 Annual Budget


BUDGET AND FINANCIAL POLICIES (con’t) • The Department Director may delegate their approval on invoices or other cash disbursements under $5,000 to a direct report.

• The Department Director may delegate their approval to another director for purchases that are routinely made by the other department on behalf of their department.

In all of these instances, written authorization delegating the Department Director’s approval must be submitted to the Finance Department.

EXECUTIVE TERMINATION OF APPROVED SPENDING The Town Administrator may stop a department from spending appropriated funds in the event there is evidence that funds are being misused. The Town Administrator must present the reasons for the action to the Town Council within thirty days of the expenditure stoppage.

DEBT MANAGEMENT Short-term Debt/Lease-purchase Agreements Short-term borrowing or lease-purchase contracts may be considered for financing major operating capital equipment when the Finance Director, along with the Town Administrator, determine that this is in the Town’s best financial interest and the Town Council concurs. Leasepurchase decisions should have the approval of the appropriate operating manager.

Long-term Debt Long-term debt will not be used to finance current operating expenses. When long-term debt is warranted for a project, the payback period for bonds used for the project must not exceed the useful life of the project.

Bond Rating The Town will attempt to obtain the best possible bond rating and to maintain a favorable rating through prudent financial management and adherence to a policy of full disclosure on financial reports.

Voter Approval of Debt As required by the Town Charter and State Statute, appropriate elections will be held to obtain voter approval for debt issuance. There is no legal debt limit other than voters’ approval.

BUDGET AMENDMENTS The Town Charter allows Town Council to make additional appropriations by ordinance during the fiscal year for unanticipated expenditures of the Town. Such appropriations shall not exceed the amount by which actual and anticipated revenues of the year exceed the revenues estimated in the budget, unless the appropriations are necessary to relieve an emergency endangering public peace, health, safety or property. Requests for budget amendments are submitted to the Finance Director for consideration, if the request is justified and there is offsetting revenue, it is submitted to the Town Administrator for approval prior to being placed on a Council agenda. Budget amendments are presented to Town Council at a regular meeting and require two readings prior to adoption.

Town of Parker 2020 Annual Budget

49

Budget Overview


DEBT SERVICE AND FINANCIAL OBLIGATIONS Occasionally, the Town has issued debt as a means of providing the necessary funding to construct major capital projects. When advantageous, the Town has also used long-term financing to fund land and equipment purchases. The Town has outstanding long-term financial obligations in the form of sales and use tax revenue bonds and certificates of participation. There are no current plans to increase the amount of debt. The Debt Service and Financial Obligations section includes the following subjects:

• • • •

Debt Limitations Outstanding Debt and Financial Obligations Town Credit Ratings Debt Service Fund Summary

DEBT LIMITATIONS The Town has no legal debt limit other than voters must approve the creation of multiple-fiscal year debt as required by the Amendment. Certificates of participation (COP) are a lease-purchase financing method and the annual lease payment must be appropriated by Town Council and does not create multiple-fiscal year debt. Therefore, voter approval is not required for COPs.

OUTSTANDING DEBT AND FINANCIAL OBLIGATIONS The Town utilizes the General Fund and two Debt Service Funds, the General Debt Service Fund and the Recreation Debt Service Fund, to account for debt and financial obligations. Monies are transferred from the related operational funds to offset the principal and interest payments in the two debt service funds; these funds do not maintain any cash balance.

2015 Sales and Use Tax Refunding Note In October 2015, a refunding note was issued in the amount of $9,880,000 to provide funds for the refunding of the 2006 Sales and Use Tax Revenue Bonds used to construct the Parker Fieldhouse and related improvements. The annual debt service payments are accounted for in the Recreation Debt Service Fund, which receives a transfer from the Parks and Recreation Fund. The note will be fully satisfied in 2025. The debt service payment schedule for the outstanding debt is shown in the following table.

Sales and Use Tax Refunding Note Year 2020 2021 2022 2023 2024 2025 Total

Budget Overview

Principal 975,000 995,000 1,015,000 1,040,000 1,065,000 1,090,000 $ 6,180,000 $

$

$

Interest 122,389 101,211 79,603 57,512 34,884 11,718 407,317

50

$

$

Total 1,097,389 1,096,211 1,094,603 1,097,512 1,099,884 1,101,718 6,587,317

Town of Parker 2020 Annual Budget


DEBT SERVICE AND FINANCIAL OBLIGATIONS (con’t) 2019 Certificates of Participation In 2019, the Town refunded all of the Certificates of Participation, Series 2009A with an outstanding aggregate principal amount of $34,190,000 with the proceeds from the sale of Refunding Certificates of Participation, Series 2019 with an aggregate principal amount of $25,215,000. The leased property associated with the Series 2019 COPs is the existing Town police building and the six-acre site upon which it is located. The annual debt service payments are accounted for in the Interdepartmental Department budget in the General Fund. The debt service payment schedule is shown in the following table.

Certificates of Participation Series 2019 Year 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 Total

Principal 1,120,000 1,140,000 1,195,000 1,255,000 1,315,000 1,380,000 1,445,000 1,495,000 1,555,000 1,635,000 1,715,000 1,805,000 1,890,000 1,990,000 2,090,000 2,190,000 $ 25,215,000 $

Interest 1,227,150 1,204,750 1,147,750 1,088,000 1,025,250 959,500 890,500 818,250 743,500 665,750 584,000 498,250 408,000 313,500 214,000 109,500 $ 11,897,650 $

Total 2,347,150 2,344,750 2,342,750 2,343,000 2,340,250 2,339,500 2,335,500 2,313,250 2,298,500 2,300,750 2,299,000 2,303,250 2,298,000 2,303,500 2,304,000 2,299,500 $ 37,112,650 $

2014 Certificates of Participation In 2014, the Town issued $19,520,000 in certificates of participation to finance the cost of constructing a Public Works facility and the expansion and renovation of the Town’s existing Recreation Center. The portion of annual debt service payments attributable to the Public Works facility are accounted for in the General Debt Service Fund, which receives a transfer from the General Fund (53%) and Stormwater Utility Fund (13%). The portion of annual debt service payments attributable to the Recreation Center is accounted for in the Recreation Debt Service Fund, which receives a transfer from the Parks and Recreation Fund (34%). The debt service payment schedule for the outstanding debt is shown in the following table.

Town of Parker 2020 Annual Budget

51

Budget Overview


DEBT SERVICE AND FINANCIAL OBLIGATIONS (con’t) Certificates of Participation Series 2014 Year 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 Total

Principal 810,000 825,000 850,000 880,000 910,000 940,000 975,000 1,025,000 1,075,000 1,110,000 1,150,000 1,210,000 1,270,000 1,320,000 1,370,000 $ 15,720,000

$

$

$

Interest 617,956 599,731 579,106 545,106 518,706 489,131 451,131 402,781 351,531 315,250 276,400 218,900 158,400 107,600 54,800 5,686,529

Total 1,427,956 1,424,731 1,429,106 1,425,106 1,428,706 1,429,131 1,426,131 1,427,781 1,426,531 1,425,250 1,426,400 1,428,900 1,428,400 1,427,600 1,424,800 $ 21,406,529

$

TOWN CREDIT RATINGS Credit ratings can affect the interest rate (i.e. cost of borrowing). In order to reduce the cost of borrowing, the Town strives to achieve the highest credit rating possible. The Town’s current credit ratings are as follows.

• 2006 Sales and Use Tax Revenue Bonds – AA Standard & Poor’s, Fitch • 2019 Certificates of Participation – AA Standard & Poor’s • 2014 Certificates of Participation – AA Standard & Poor’s

DEBT SERVICE FUND SUMMARY The table below summarizes the fund transactions for each of the three outstanding obligations.

Debt Service Fund Summary

Debt 2015 Sales 2014 COP 2014 COP 2014 COP 2019 COP

Transferred From Parks & Rec Fund Parks & Rec Fund General Fund Stormwater Fund N/A

Budget Overview

Debt Service Fund Paying the Principal and Interest Recreation (100%) Recreation (34%) General (53%) General (13%) General

52

2020 Budget Expense Principal Interest $ 975,000 $ 122,389 $ 275,400 212,105 429,284 327,504 105,316 80,347 1,120,000 1,229,650

Total 1,097,389 487,505 756,788 185,663 2,349,650

Town of Parker 2020 Annual Budget


Town of Parker 2020 Annual Budget

53

Budget Overview


TOTAL FUND BUDGET AND HISTORICAL SUMMARIES This Total Fund Budget and Historical Summaries looks at the historical financials and 2020 budget inclusive of all funds. This section includes the following subjects:

• • • • •

Fund Structure with Total Budget Where It Comes From and Where It Goes To Fund Balance and Fund Cash Projections Summary of All Funds - Year-to-Year Comparison Summary of All Funds By Type

FUND STRUCTURE WITH TOTAL BUDGET The following chart illustrates the fund structure and the various funds the Town uses. Also shown is the total budget, the total budget for each fund type and the budget for each fund. The total appropriation amount for all funds, including interfund transfers, is $116,799,297. 2020 Budget $116,799,297 Governmental Funds $101,682,210 General Fund $53,701,179

Special Revenue $23,973,686

Proprietary Funds $15,117,087

Capital Projects $21,480,000

Debt Service $2,527,345

Parks and Recreation $8,681,928

Public Improvements $19,360,000

General Debt $942,451

Law Enforcement Assistance $99,837

Excise Tax $2,120,000

Recreation Debt $1,584,894

Stormwater Utility $3,504,630

Internal Service $11,612,457

Fleet $2,226,272 Technology Management $4,125,462

Cultural $5,208,222

Facility $1,137,035

Recreation $9,458,698

Medical Benefits $4,123,688 Major Fund

Conservation Trust $525,000

Budget Overview

Enterprise $3,504,630

54

Town of Parker 2020 Annual Budget


TOTAL FUND BUDGET AND HISTORICAL SUMMARIES (con’t) WHERE IT COMES FROM... REVENUES (ALL FUNDS)

General Property Tax 2.0%

Sales and Use Tax 41.6%

Transfers In 8.9% Miscellaneous 2.6% Fines and Forfeitures 0.1%

Charges for Services 23.4%

Other Taxes 4.8% Licenses and Permits 2.1% Intergovernmental 14.5%

WHERE IT GOES TO... EXPENDITURES (ALL FUNDS) General Government 17.6%

Public Safety 16.3%

Debt Service 4.2%

Transfers Out 8.9% P3 Services 0.3% Economic Incentives 1.3% Community Development 1.8% Cultural 4.4%

Public Works 30.4%

Parks and Recreation 14.8%

Town of Parker 2020 Annual Budget

55

Budget Overview


TOTAL FUND BUDGET AND HISTORICAL SUMMARIES (con’t) FUND BALANCE AND FUND CASH PROJECTIONS

ALL GOVERNMENT FUNDS

Fund Balance 12/31/2015

2016 Revenue

2016 Expenditure

Fund Balance 12/31/2016

2017 Revenue

2017 Expenditure

Fund Balance 12/31/2017

2018 Revenue

OPERATING FUND General Fund

21,122,862

46,777,513

48,980,120

18,920,255

50,303,156

51,725,388

17,498,023

53,074,501

SPECIAL REVENUE FUNDS Conservation Trust Parks and Recreation Law Enforcement Assistance Cultural Recreation Capital Renewal/Replacement Reserve

276,797 13,602,632 85,353 1,195,087 1,383,510 1,979,286

475,771 8,165,799 141,797 5,442,397 6,696,353 12,114

600,000 14,589,141 129,196 5,614,045 7,045,513 -

152,568 7,179,290 97,954 1,023,439 1,034,350 1,991,400

434,434 9,616,678 131,134 7,503,863 8,848,553 13,809

475,000 9,129,984 116,888 7,442,106 7,881,455 -

112,002 7,665,984 112,200 1,085,196 2,001,448 2,005,209

452,869 8,522,923 95,745 5,672,413 8,294,545 32,470

CAPITAL PROJECT FUNDS Public Improvements Excise Tax Parkglenn Construction

14,630,653 4,833,721 200,119

12,031,322 2,833,767 1,225

14,211,074 588,000 -

12,450,901 7,079,488 201,344

11,030,811 3,378,866 1,396

9,535,757 4,022,953 -

13,945,955 6,435,401 202,740

14,690,704 3,855,891 3,283

-

941,725 1,583,520

941,725 1,583,520

-

940,273 1,579,985

940,273 1,579,985

-

943,441 1,586,078

DEBT SERVICE FUNDS General Debt Recreation Debt

ALL PROPRIETARY FUNDS ENTERPRISE FUND Stormwater Utility INTERNAL SERVICE FUNDS Fleet Technology Management Facility Medical Benefits

Fund Balance 12/31/2015

2,891,189

(354,842) 726,371 81,698 465,763

2016 Revenue

2016 Expenditure

Fund Balance 12/31/2016

2017 Revenue

2017 Expenditure

Fund Balance 12/31/2017

Projected 2018 Revenue

2,383,993

1,565,351

3,709,831

2,691,527

1,862,659

4,538,699

2,410,297

2,230,677 3,820,201 944,479 2,597,030

2,363,937 3,259,395 984,493 2,561,733

(488,102) 1,287,177 41,684 501,060

2,346,825 3,955,484 924,703 2,840,535

1,552,041 3,163,521 923,596 2,941,610

306,682 2,079,140 42,791 399,985

2,195,368 3,156,620 1,011,280 3,270,417

Fund Balances This chart is included to show the fund balances for each of the Town’s funds. A fund balance reflects the net financial resources of a fund; in other words, assets minus liabilities. In simpler terms, this is equivalent to dollars available to spend. If some of the funds’ resources are not available to spend, those resources would be indicated by “restricting” or “reserving” a portion of the fund balance. The Governmental Accounting Standards Board (GASB) Statement Number 54, Fund Balance Reporting and Governmental Fund Type Definitions, is followed by the Town. The statement

Budget Overview

56

Town of Parker 2020 Annual Budget


TOTAL FUND BUDGET AND HISTORICAL SUMMARIES (con’t)

2018 Expenditure

Fund Balance 12/31/2018

Projected 2019 Revenue

Projected 2019 Expenditure

Projected Fund Balance 12/31/2019

Projected 2020 Revenue

Projected 2020 Expenditure

Projected Fund Balance 12/31/2020

49,541,028

21,031,496

53,963,520

57,579,279

17,415,736

53,642,495

53,701,179

OPERATING FUND 17,357,053 General Fund

375,000 6,858,511 65,899 5,214,634 8,031,902 -

189,871 9,330,396 142,046 1,542,975 2,264,091 2,037,679

500,100 12,313,240 90,000 5,346,409 8,507,717 32,000

375,000 14,625,131 91,287 6,768,499 9,418,731 100,000

314,971 7,018,505 140,759 120,885 1,353,077 1,969,679

510,100 8,804,880 88,000 5,119,141 8,847,495 30,000

525,000 8,681,928 99,837 5,208,222 9,458,698 -

7,175,737 1,946,839 -

21,460,922 8,344,453 206,023

11,029,687 2,630,000 3,100

14,937,000 1,750,000 -

17,553,609 9,224,453 209,123

19,714,705 2,745,000 3,200

19,360,000 2,120,000 -

943,441 1,586,078

-

943,045 1,585,947

943,045 1,585,947

-

942,451 1,584,894

942,451 1,584,894

Projected 2018 Expenditure

Projected Fund Balance 12/31/2018

Projected 2019 Revenue

Projected 2019 Expenditure

Projected Fund Balance 12/31/2019

Projected 2019 Revenue

Projected 2019 Expenditure

ALL GOVERNMENT FUNDS

300,071 7,141,457 128,922 31,804 741,873 1,999,679

SPECIAL REVENUE FUNDS Conservation Trust Parks and Recreation Law Enforcement Assistance Cultural Recreation Capital Renewal/Replacement Reserve

CAPITAL PROJECT FUNDS 17,908,314 Public Improvements 9,849,453 Excise Tax 212,323 Parkglenn Construction DEBT SERVICE FUNDS - General Debt - Recreation Debt Projected Fund Balance 12/31/2019

ALL PROPRIETARY FUNDS

2,107,103

4,841,893

5,562,755

5,098,095

5,306,553

3,031,300

3,504,630

ENTERPRISE FUND 4,833,223 Stormwater Utility

2,009,004 3,825,129 998,531 2,992,901

493,046 1,410,631 55,540 677,501

2,593,353 3,387,600 1,094,794 3,815,126

1,793,687 3,619,049 1,093,473 3,660,300

1,292,712 1,179,182 56,861 832,327

2,721,689 4,057,039 1,157,551 4,375,509

2,226,272 4,125,462 1,137,035 4,123,688

1,788,129 1,110,759 77,377 1,084,148

INTERNAL SERVICE FUNDS Fleet Technology Management Facility Medical Benefits

provides clearly-defined categories of fund balance to make the nature and extent of the constraints placed on a government’s fund balance more transparent. The categories of fund balance are as follows: nonspendable, restricted, committed, assigned and unassigned. The fund balances reported in this document reflect the total of each of these categories. The Town’s Comprehensive Annual Financial Report (CAFR) provides the breakdown on a historical basis.

Town of Parker 2020 Annual Budget

57

Budget Overview


TOTAL FUND BUDGET AND HISTORICAL SUMMARIES (con’t) SUMMARY OF ALL FUNDS - YEAR-TO-YEAR COMPARISON 2016 Actual

Revenues Beginning Fund Balances Governmental Funds General Fund

$

2017 Actual

63,120,199

$

2019 Amended Budget

2019 Projected Actual

2020 Adopted Budget

Compound Annual Growth

58,431,455

$ 74,028,563

$ 74,028,563

$ 63,988,432

0%

2018 Actual

55,182,639

$

45,681,613

49,150,556

51,221,197

51,277,693

52,502,845

52,179,425

3%

475,771 7,565,799 141,797 3,054,397 5,467,453 12,114

434,434 9,074,178 131,134 3,243,063 6,028,453 13,809

452,869 8,147,923 95,745 3,562,158 6,010,825 32,470

400,100 11,139,160 120,600 3,661,099 5,984,700 32,000

500,100 11,438,240 90,000 3,566,409 6,177,572 32,000

510,100 8,279,880 88,000 3,584,863 6,517,350 30,000

2% 2% -11% 4% 4% 25%

Capital Projects Funds Public Improvements Excise Tax Parkglenn Construction

10,436,574 2,833,767 1,225

8,007,758 3,378,866 1,396

13,143,865 3,855,891 3,283

9,845,263 3,272,000 3,100

9,279,687 2,630,000 3,100

17,714,705 2,745,000 3,200

14% -1% 27%

Debt Service Funds General Debt Service Recreation Debt Service

-

-

-

-

-

-

Proprietary Funds Enterprise Fund Stormwater Utility

2,383,993

2,691,527

2,399,937

5,497,300

5,562,755

3,031,300

6%

Internal Service Funds Fleet Services Technology Management Facility Services Medical Benefits

2,230,677 3,820,201 944,479 2,597,030

2,346,825 3,955,484 924,703 2,840,535

2,186,735 3,156,620 1,011,280 3,270,417

2,587,703 3,458,634 1,093,019 3,817,501

2,593,353 3,387,600 1,094,794 3,815,126

2,721,689 4,057,039 1,157,551 4,375,509

5% 2% 5% 14%

87,646,890

92,222,721

98,551,215

102,189,872

102,673,581

106,995,611

5%

Special Revenue Funds Conservation Trust Fund Parks and Recreation Law Enforcement Assistance Cultural Recreation Capital Renewal/Replacement Reserve

Total Revenues

Budget Overview

58

Town of Parker 2020 Annual Budget


TOTAL FUND BUDGET AND HISTORICAL SUMMARIES (con’t)

2016 Actual

Expenditures

Governmental Funds General Fund

$

44,923,915

2017 Actual

$

47,709,449

2019 Amended Budget

2019 Projected Actual

2020 Adopted Budget

Compound Annual Growth

47,098,802

$ 55,764,529

$ 55,142,014

$ 51,530,113

3%

2018 Actual

$

Special Revenue Funds Conservation Trust Fund Parks and Recreation Law Enforcement Assistance Cultural Recreation Capital Renewal/Replacement Reserve

10,586,073 129,196 5,614,045 7,045,513 -

3,577,299 116,888 7,374,606 7,881,455 -

1,810,229 65,899 5,214,634 8,031,902 -

10,153,240 94,067 6,812,728 8,911,331 -

9,525,420 91,287 6,768,499 8,918,731 -

3,589,189 99,837 5,208,222 9,458,698 -

Capital Projects Funds Public Improvements Excise Tax Parkglenn Construction

14,211,074 -

9,535,757 -

7,175,737 -

16,254,075 -

14,937,000 -

19,360,000 -

8%

Debt Service Funds General Debt Service Recreation Debt Service

941,725 1,583,520

940,273 1,579,985

943,441 1,586,078

943,045 1,585,947

943,045 1,585,947

942,451 1,584,894

0% 0%

Proprietary Funds Enterprise Fund Stormwater Utility

1,379,831

1,677,425

1,921,245

6,317,885

4,635,260

3,033,598

22%

Internal Service Funds Fleet Services Technology Management Facility Services Medical Benefits

2,363,937 3,259,395 984,493 2,561,733

1,552,041 3,163,521 923,596 2,941,610

2,009,004 3,105,704 998,531 2,992,901

1,862,862 3,744,705 1,089,974 3,642,800

1,793,687 3,619,049 1,093,473 3,660,300

2,226,272 4,125,462 1,137,035 4,123,688

-1% 6% 4% 13%

-24% -6% -2% 8%

Total Expenditures

$

95,584,450

$

88,973,905

$

82,954,107

$ 117,177,188

$ 112,713,712

$ 106,419,459

3%

Ending Fund Balances

$

55,182,635

$

58,431,451

$

74,028,559

$ 59,041,243

$ 63,988,428

$ 64,564,580

4%

Note: Interfund transfers are not included

Town of Parker 2020 Annual Budget

59

Budget Overview


TOTAL FUND BUDGET AND HISTORICAL SUMMARIES (con’t) SUMMARY OF ALL FUNDS BY FUND TYPE General Fund

2020 Adopted Budget Revenues General Property Tax Sales and Use Tax Other Taxes Licenses and Permits Intergovernmental Charges for Services Fines and Forfeitures Miscellaneous Transfers In Total Revenues Expenditures General Government Public Safety Public Works Parks and Recreation Cultural Community Development Economic Incentives P3 Services Transfers Out Debt Service Total Expenditures Net Increase (Decrease) in Fund Balances Beginning Fund Balances Ending Fund Balances

Budget Overview

$

Governmental Funds Special Capital Revenue Projects

Proprietary Funds Enterprise Internal Fund Service

Debt Service

2,300,000 $ - $ - $ 37,206,300 8,073,880 3,590,820 2,666,154 3,000,000 2,491,980 3,538,891 1,080,000 12,408,885 3,460,100 9,252,713 121,000 50,000 395,000 553,600 1,463,200 1,463,070 4,389,423 2,000,000 53,642,495 23,399,616 22,462,905

2,527,345 2,527,345

8,931,403 18,997,222 13,141,325 4,206,045 2,073,783 1,500,000 330,684 2,171,066 2,349,650 53,701,179

19,360,000 2,120,000 21,480,000

2,527,345 2,527,345

982,905

-

26,987,185

-

(58,684) 17,415,736

99,837 13,047,887 5,208,222 5,617,739 23,973,686

(574,070) 10,917,876

$ 17,357,053 $ 10,343,806 $ 27,970,090 $

60

-

$

- $ - $ 2,300,000 48,871,000 5,666,154 2,491,980 17,027,776 2,511,300 12,266,008 27,490,121 171,000 520,000 45,780 2,977,580 10,379,838 3,031,300 12,311,788 117,375,449

3,033,598 471,033 3,504,630

11,612,457 11,612,457

20,543,860 19,097,059 35,534,923 17,253,933 5,208,222 2,073,783 1,500,000 330,684 10,379,838 4,876,995 116,799,297

699,331

576,152

5,306,553

3,361,082

63,988,432

4,833,223 $

4,060,413 $ 64,564,584

(473,330)

$

Total All Funds

Town of Parker 2020 Annual Budget


BUDGET DETAIL


FUNDS OVERVIEW OVERVIEW The Budget Detail section is split into main fund categories as detailed below. Each fund section includes:

• A five-year revenue and expenditure summary including ending fund balances. • Authorized Full-Time-Equivalent (FTE) positions • An explanation of significant variances between the current year adopted budgeted and the projected prior year.

• 2019 accomplishments • 2020 goals • Performance measures Due to the nature of various funds, the presentation of these items in each fund may vary and is detailed below.

GENERAL FUND The General Fund is the main operating Fund of the Town. Town operations accounted for in this fund include Police/Public Safety, Public Works, Building Inspection, Community Development, Municipal Court and Administration. The General Fund section includes a summary of total revenues and expenditures including the ending fund balance and the revenues in total. The remaining detail is accounted for by department.

GENERAL FUND BY DEPARTMENT • Communications • Community Development • Economic Incentives and Interfund Transfers • Elected Officials • Engineering/Public Works • Finance • Human Resources • Interdepartmental • Municipal Court • P3 Support Services • Parks and Forestry/Open Space • Police • Town Administrator • Town Attorney • Town Clerk

Budget Detail

62

Town of Parker 2020 Annual Budget


FUNDS OVERVIEW SPECIAL REVENUE FUNDS Special Revenue Funds account for activities supported by revenues that are received or set aside for a specific purpose that are legally restricted. There are two Special Revenue Funds that are not included in this budget, but are included in the Comprehensive Annual Financial Report (CAFR): the Parker Authority for Reinvestment Fund and the Greater Parker Foundation Fund. These funds are legally separate entities for which the Town is financially accountable.

FUNDS • Capital Renewal and Replacement Fund: Accounts for funds that are transferred in from other

funds and which can be used to fill budgetary gaps related to the renewal and/or replacement of aging equipment, facilities and other types of assets or similar type future needs.

• Conservation Trust Fund: Accounts for lottery funds from the State of Colorado, based on a formula tied to population. These funds are restricted and can only be used for parks, recreation and open space purposes.

• Cultural Fund: Accounts for funds related to the Cultural Department, also known as Parker Arts.

• Law Enforcement Assistance Fund: Accounts for crisis intervention, police training and equipment, and victim services and support.

• Parks and Recreation Fund: Primarily accounts for planning, design and construction of

parks, trails and recreation facilities. Other uses include land acquisition, repayment of debt issued and special studies and analysis related to the overall operation, functionality and implementation of park and recreational facilities.

• Recreation Fund: Accounts for the administration functions of all recreation and park design/ development activities.

CAPITAL PROJECTS FUNDS Capital Projects Funds account for financial resources that must be used for the acquisition, improvements or constructions of major capital projects.

FUNDS • Excise Tax Fund: Accounts for the accumulation of new development excise taxes and

the transfer of funds to other funds for the purpose of financing roads, parks or municipal facilities.

• Parkglenn Construction Fund: Accounts for funds held in escrow for a future traffic signal at Parker Road and Parkglenn Way.

• Public Improvements Fund: Accounts for streets capital projects which include Town-

constructed road and bridge additions, extension and expansions, traffic signal installations and median landscaping.

Town of Parker 2020 Annual Budget

63

Budget Detail


FUNDS OVERVIEW DEBT SERVICE FUNDS Debt Service Funds are used to account for resources that will be used to pay the interest and principal of long-term debts.

FUNDS • General Debt Service Fund: Accounts for payments of principal and interest on the 2014

Certificates of Participation issued to finance construction of the public works operation center.

• Recreation Debt Service Fund: Accounts for payments of principal and interest on the

sales and use tax bonds and Certificates of Participation issued to finance construction of recreation capital projects.

ENTERPRISE FUND Enterprise Funds account for operations that are financed and operated in a manner similar to private businesses, where the intent of the Town is that the fund will be self-supporting. The Town of Parker has one Enterprise Fund so the detailed section for the fund includes the revenue and expenditures including the ending fund balance for this fund.

FUND • Stormwater Utility Fund: Accounts for fees collected from residential and commercial properties to ensure that stormwater systems are properly planned, constructed and maintained with the Town.

INTERNAL SERVICE FUNDS Internal Service Funds account for the financing of goods and services provided primarily by one Town department to other Town departments or agencies, or to other governments, on a costreimbursement basis.

FUNDS • Facility Services Fund: Accounts for the maintenance of all Town facilities, including the building maintenance and janitorial services of approximately 28 sites.

• Fleet Services Fund: Accounts for the acquisition, maintenance, record-keeping and disposal of the Town’s fleet of cars, trucks, and heavy and light equipment.

• Medical Benefits Fund: Accounts for the payment of medical claims for employees and their covered dependents on a partially self-funded basis.

• Technology Management Fund: Accounts for computer maintenance and replacement,

software management, network administration, data security, data backup and recovery, GIS mapping, end user support and technical support for all Town departments.

Budget Detail

64

Town of Parker 2020 Annual Budget


GENERAL FUND GENERAL FUND (pgs. 65-130) SUMMARY GENERAL FUND REVENUE (IN TOTAL) GENERAL FUND EXPENDITURES (BY DEPARTMENT) • Communications • Community Development • Economic Incentives and Interfund Transfers • Elected Officials • Engineering/Public Works • Finance • Human Resources • Interdepartmental • Municipal Court • P3 Support Services • Parks and Forestry/Open Space • Police • Town Administrator • Town Attorney • Town Clerk

SPECIAL REVENUE FUNDS (pgs. 131-156) CAPITAL PROJECTS FUNDS (pgs. 157-168) DEBT SERVICE FUNDS (pgs. 169-175) ENTERPRISE FUND (pgs. 176-182) INTERNAL SERVICE FUNDS (pgs. 183-196) Town of Parker 2020 Annual Budget

65

Budget Detail


GENERAL FUND: SUMMARY

General Fund Summary

2016 Actual

2017 Actual

2018 Actual

2019 Amended Budget

2019 Projected Actual

2020 Adopted Budget

Compound Annual Growth

Beginning Fund Balance

$ 21,122,862

$ 18,920,255

$ 17,498,023

$ 21,031,496

$ 21,031,496

$ 17,415,736

-5%

Revenues Taxes Licenses and Permits Intergovernmental Charges for Services Fines and Forfeitures Interest Miscellaneous Other Financial Sources Transfers In Total Revenues

36,417,312 1,828,083 4,336,763 2,488,876 216,656 122,167 202,607 69,150 1,095,900 $ 46,777,513

38,574,136 2,287,377 4,184,891 3,186,945 200,271 148,988 544,357 23,591 1,152,600 $ 50,303,156

40,307,267 2,541,078 4,278,259 3,245,382 157,074 364,607 258,889 68,640 1,853,304 $ 53,074,501

40,309,798 2,191,294 4,327,260 3,346,146 189,600 320,000 593,595 1,460,674 $ 52,738,367

41,168,800 2,392,240 4,181,630 3,603,680 122,000 375,000 604,386 55,109 1,460,674 $ 53,963,520

42,172,454 2,491,980 3,538,891 3,460,100 121,000 320,000 75,000 1,463,070 $ 53,642,495

4% 8% -5% 9% -14% 27% -22%

24,621,649 1,052,941 11,603,192 6,060,516 1,423,650 7,173,205 1,443,036 1,558,000 828,340 2,437,265 $ 58,201,794

24,594,740 989,763 11,120,896 6,060,516 1,449,030 7,196,705 1,411,930 1,558,000 760,434 2,437,265 $ 57,579,279

26,069,845 1,041,961 10,872,169 6,789,252 1,471,135 2,349,650 699,200 1,554,000 682,900 2,171,066 $ 53,701,179

6% -5% 5% 5% 4% -11% -17% 0% 19% -14% 2%

$ 15,568,069

$ 17,415,736

$ 17,357,053

-2%

Expenditures by Category Salary and Benefits Supplies Purchased Services Internal Services Insurance/Utilities Debt Service Capital Outlay Economic Development Incentives Other Transfers Out Total Expenditures

20,716,039 1,294,283

21,833,842 1,262,038

8,982,072 5,531,561 1,259,134 3,744,193 1,496,784 1,557,960 341,889 4,056,205 $ 48,980,120

9,828,104 5,858,209 1,307,846 3,724,143 1,992,172 1,488,224 414,871 4,015,939 $ 51,725,388

22,725,123 836,074 10,088,744 4,971,075 1,349,971 3,699,875 1,767,176 1,309,990 350,782 2,442,226 $ 49,541,036

Ending Fund Balances

$ 18,920,255

$ 17,498,023

$ 21,031,496

7% 3%

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES Five Year Historical Highlights The Compound Annual Growth Rate (CAGR) shows the growth or contraction in each of the major revenue and expenditure lines for the five-year time period of 2016 – 2020. Use of the CAGR helps to show a longer period trend rather than focusing on just one year change over another. • Total Revenues have grown by 3% which is just under the 4% growth in the Taxes category. • Sales tax is the primary revenue source in the General Fund so it is to be expected that there is a strong correlation between these two rates. • The decline in Fines and Forfeitures of 14% is large due to the current strong emphasis on community policing and education of citizens rather than a focus on ticket issuance. • Interest revenue shows strong growth related primarily to the strengthening economy during this time period; 2020 budget reflects the impact of Federal Reserve rate decreases that have occurred in 2019. • Community contributions to the Town are the primary revenue source in the Miscellaneous category; a very conservative approach is taken to the budget number since there is no solid manner in which to determine the amount to be received during the next fiscal year. • The Total Expenditures’ CAGR of 2% reflects the need to limit overall expense growth.

Budget Detail

66

Town of Parker 2020 Annual Budget


GENERAL FUND: SUMMARY • With Salary and Benefits making up in excess of 40% of Total Expenditures and growing at 6%, it has been necessary to limit the amount of growth in other areas. • In 2019, the Town completed a refunding of outstanding debt that has lowered the Debt Service. • Capital Outlay has also declined due to the timing of necessary capital asset purchases and projects. • The transfer to the Cultural Fund drives the amount in the Transfers Out category. Renovation projects have been winding down thus reducing the amount of funds required to be transferred.

2020 Adopted Budget vs. 2019 Projected Actual • Detailed revenue variance explanations can be found in the next section under this tab, General Fund Revenue. • 2020 Budgeted Total Expenditures are expected to decline to $53.7 million from the 2019 Projected Actual of $57.6 million. $3.5 million of this variance is related to the use of cash to pay down the outstanding principal of the 2009 Certificates of Participation. This is associated with the debt refunding completed in 2019. The use of cash displays as an expenditure in the Debt Service category. • Salary and Benefits reflect the following increases for the 2020 Budget: 3.0% pay-for-performance increase; funding for six additional positions; and a 13% increase in healthcare benefits. • The Capital Outlay has declined due to the timing of necessary capital asset purchases and projects. • Transfers Out have declined due to decreased capital outlay activity in the Cultural Fund.

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Budget Detail


GENERAL FUND: SUMMARY 2016 Actual

General Fund Summary Expenditures by Department Elected Officials Town Clerk Municipal Court Town Administrator Elections Finance Sales Tax Legal Services Human Resources Risk Management Community Development Communications General Government Buildings Customer Service Historic Preservation Interdepartmental Debt Service Police Building Inspection Public Works Parks, Forestry and Open Space Public Works Facility Parks and Forestry Facility Economic Development Economic Incentives P3 Services Interfund Transfers Total Expenditures

$

154,118 241,323 300,214 879,214 29,111 1,031,874 414,147 597,798 810,889 304,651 1,624,273 801,824 490,322 135,022 5,570 412,657 3,744,193 15,178,446 1,532,120 10,135,174 3,463,136 182,675 277,998 619,206 1,557,960 4,056,205 $ 48,980,120

2017 Actual $

158,407 338,467 322,192 844,164 1,025,223 422,898 686,476 769,242 336,250 1,608,986 904,882 680,859 139,544 523 375,859 3,724,143 16,125,515 1,484,295 11,564,808 3,546,984 172,564 344,620 644,324 1,488,224 4,015,939 $ 51,725,388

2019 Amended Budget

2018 Actual $

144,333 305,971 333,869 480,197 31,396 880,482 445,119 791,330 652,305 363,955 1,350,102 814,277 645,390 136,225 1,019 437,678 3,699,875 16,490,223 1,577,405 11,468,382 3,641,886 185,150 225,063 443,628 1,267,768 285,774 2,442,226 $ 49,541,028

$

177,858 387,639 366,287 504,802 32,000 1,025,865 481,906 948,094 769,633 409,674 1,747,820 874,738 611,195 155,617 3,000 891,856 7,173,205 17,746,259 1,590,256 12,504,834 4,491,366 210,404 248,541 569,200 1,500,000 342,480 2,437,265 $ 58,201,794

2019 Projected Actual $

176,741 385,139 362,247 496,072 63,000 998,485 480,805 887,989 768,633 409,674 1,713,435 859,113 582,292 155,617 3,000 783,176 7,196,705 17,580,418 1,588,696 12,343,345 4,451,590 211,106 248,056 554,200 1,500,000 342,480 2,437,265 $ 57,579,279

2020 Adopted Budget

Compound Annual Growth

171,071 378,698 433,231 518,938 125,000 1,194,391 466,029 1,030,704 978,438 421,198 1,561,282 971,158 733,102 160,798 3,000 1,348,647 2,349,650 17,372,687 1,624,535 12,927,350 3,925,657 213,975 280,388 509,501 1,500,000 330,684 2,171,066 $ 53,701,179

3% 12% 10% -12% 44% 4% 3% 15% 5% 8% -1% 5% 11% 4% -14% 34% -11% 3% 1% 6% 3% 4% 0% -5% -1%

$

-14% 2%

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES

• Budget variances are found in the individual departmental budget pages which follow the General Fund Summary and General Fund Revenue sections.

Budget Detail

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Town of Parker 2020 Annual Budget


GENERAL FUND: SUMMARY SOURCES OF REVENUE: GENERAL FUND

Taxes 78.6%

Licenses and Permits 4.7%

Intergovernmental 6.6%

Charges for Services 6.5%

Transfers In 2.7%

Fines and Forfeitures 0.2% Interest 0.6% Miscellaneous 0.1%

EXPENDITURES BY TYPE: GENERAL FUND Transfers Out 4.0% Other 1.3% Economic Development Incentives 2.9%

Salary and Benefits 48.6%

Capital Outlay 1.3% Debt Service 4.4% Insurance/ Utilities 2.7%

Internal Services 12.6%

Supplies 1.9% Purchased Services 20.3%

Town of Parker 2020 Annual Budget

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Budget Detail


SECTION TITLE GENERAL FUND: REVENUE

General Fund Revenue Beginning Fund Balance Revenue Taxes Real Property Taxes Specific Ownership Taxes Sales Taxes Sales Tax Penalty and Interest Sales Tax Audit Revenue Lodging Tax Franchise Taxes - Cable Franchise Taxes - Fiber Optics Franchise Taxes - Gas Excise Taxes - Electric Interest - Property Taxes Total Taxes

2016 Actual

2017 Actual

2018 Actual

2019 Amended Budget

2019 Projected Actual

2020 Adopted Budget

Compound Annual Growth

$ 21,122,862

$ 18,920,255

$ 17,498,023

$ 21,031,496

$ 21,031,496

$ 17,415,736

-5%

1,706,521 157,314 32,136,000 78,593 95,397 165,796 621,740 500 336,726 1,109,342 9,382 36,417,312

1,738,077 193,864 34,032,790 70,817 236,585 167,014 645,652 500 359,800 1,127,580 1,457 38,574,136

1,971,653 214,574 35,392,629 69,544 291,390 171,330 630,974 500 380,726 1,182,279 1,666 40,307,267

2,010,000 213,675 35,463,446 55,000 243,800 159,650 622,300 500 373,437 1,166,990 1,000 40,309,798

1,990,000 210,000 36,210,000 145,000 210,000 180,000 622,300 500 410,000 1,190,000 1,000 41,168,800

2,300,000 231,000 36,934,200 60,000 212,100 183,600 609,854 500 426,400 1,213,800 1,000 42,172,454

8% 10% 4% -7% 22% 3% 0% 0% 6% 2% -43% 4%

3% 13% 1%

Licenses and Permits Business Licenses Liquor Licenses and Permits Peddler and Solicitor Permits Special Event Permit Residential Parking Permits Building Permits Building Permits Credit Sign Permits Street Cut Permits Total Licenses and Permits

71,294 25,925 4,520 0 0 1,658,483 (2,737) 17,061 53,537 1,828,083

49,725 34,238 4,770 0 0 2,124,688 0 14,430 59,527 2,287,377

79,100 35,375 4,220 0 0 2,297,783 0 17,420 107,180 2,541,078

25,000 33,000 4,429 0 0 2,058,000 0 15,865 55,000 2,191,294

50,000 41,000 4,500 5,000 1,240 2,200,000 0 15,500 75,000 2,392,240

80,000 42,230 4,635 5,150 750 2,266,000 0 15,965 77,250 2,491,980

Intergovernmental South Metro Task Force Grant LEAF-DUI Enforcement Grant CDBG Grant 911 Authority Seizure Fund Revenue BABS Interest Credit School Marshall Program EMPG Grant Other Police Grants Other Intergovernmental Grants MV Registration Fees Highway User Taxes Cigarette Taxes Severance Taxes Road and Bridge Shareback Funds Total Intergovernmental

9,402 14,026 0 374,000 134,293 796,480 133,611 39,772 6,503 0 163,588 1,108,248 120,449 19,605 1,416,787 4,336,763

0 9,182 0 231,822 73,323 775,081 136,778 16,988 8,200 17,533 168,385 1,128,750 120,904 14,888 1,483,059 4,184,891

0 12,511 0 229,720 9,618 754,935 140,066 30,147 13,562 0 173,540 1,111,618 120,718 20,318 1,661,505 4,278,259

0 12,000 0 200,000 72,900 730,399 142,867 0 0 0 175,100 1,141,875 122,000 20,318 1,709,800 4,327,260

0 5,000 0 220,000 8,000 577,663 142,867 10,000 20,000 0 175,100 1,200,000 118,000 15,000 1,690,000 4,181,630

0 5,000 0 220,000 5,000 0 129,600 10,000 8,000 0 176,851 1,130,000 115,640 15,000 1,723,800 3,538,891

Budget Detail

70

8% -2% 10% 8%

-23% -12% -56% -1% -29% 5% 2% 0% -1% -6% 5% -5%

Town of Parker 2020 Annual Budget


GENERAL FUND: SECTION REVENUE TITLE

General Fund Revenue Charges for Services Court Costs, Fees and Charges Court Classes Open Records Fees Zoning and Subdivision Fees Service Plan Fees Deficit Reduction Fees Plan Checking Fees Plan Review Credit Rental of Kiosk Signs Sales of Maps and Publications Advertising Commissions Engineering Review Fees Administrative Fees ATM Fees Misc Charges/Fees Liquor Investigations Fee Impound Fees Police Reports Drug Testing Lone Tree Dispatch Services School Resource Officer Lone Tree Crime/Evidence Services Foxfield Court Services PAR Services Police Off-duty Reimbursement Parks Services C-DOT Signal Operations Event Sponsorship Total Charges for Services

2016 Actual

90,371 0 1,661 147,336 30,000 827,688 413,152 (1,261) 24,780 359 6,650 133,856 67,279 17 11,943 809 1,300 56,974 6,193 424,636 62,882 64,810 2,398 23,000 1,136 0 46,800 44,110 2,488,876

2017 Actual

2018 Actual

2019 Amended Budget

2019 Projected Actual

2020 Adopted Budget

87,212 0 1,068 114,904 0 1,147,803 447,084 0 0 645 10,224 227,843 91,922 23 19,245 1,617 400 61,919 6,624 518,999 88,554 56,531 6,411 189,513 7,278 0 46,800 54,324 3,186,945

66,937 210 6,492 123,005 15,250 953,468 499,035 0 0 13 11,095 155,041 151,741 14 15,799 1,117 570 49,702 3,656 539,082 117,089 56,654 2,980 347,433 6,372 0 46,800 75,828 3,245,382

82,400 1,000 500 101,000 5,000 960,000 441,000 0 0 0 8,446 135,000 128,750 0 18,000 1,200 200 55,000 4,800 633,000 90,000 164,000 4,200 400,000 2,500 0 46,800 63,350 3,346,146

50,000 900 3,000 130,000 3,000 1,300,000 500,000 0 0 20 8,400 135,000 150,000 10 18,000 500 450 27,000 3,500 525,000 120,000 130,000 6,000 370,000 6,000 100 46,800 70,000 3,603,680

40,000 250 1,000 120,000 3,000 1,050,000 500,000 0 0 0 9,000 145,000 150,000 0 15,000 500 400 20,000 4,000 540,750 123,600 169,000 3,000 450,000 0 0 46,800 68,800 3,460,100

Compound Annual Growth

-18% -12% -5% -44% 6% 5%

8% 2% 22% 6% -11% -26% -23% -10% 6% 18% 27% 6% 110%

0% 12% 9%

Fines and Forfeitures Court Fines DUI Fines Miscellaneous Fines Total Fines and Forfeitures

180,965 31,552 4,138 216,656

159,020 33,406 7,844 200,271

125,462 23,493 8,120 157,074

160,000 28,000 1,600 189,600

100,000 21,000 1,000 122,000

100,000 20,000 1,000 121,000

-14% -11% -30% -14%

Miscellaneous Interest Earnings and Invest Interest Earnings - 2009 COPS Contributions Contributions - Explorer/Cadet Contributions - Other Police Contributions - Teen Court Contrib. - Historic Preservation Contrib. - Tree Mitigation Restitution Contributions - K-9 Program Abandonded Property Records Other Miscellaneous Revenue Miscellaneous

98,528 23,639 19,350 589 0 1,000 40 27,730 (13) 4,329 57 149,525 324,773

105,729 43,260 337,430 1,632 400 0 55 107,377 8,703 0 0 88,761 693,345

285,647 78,960 3,150 20,047 4,550 1,580 55 115,491 874 0 0 113,142 623,497

250,000 70,000 489,500 0 0 0 0 0 0 0 0 104,095 913,595

320,000 55,000 489,500 2,300 0 750 40 11,500 258 3,651 0 96,387 979,386

320,000 0 0 0 0 0 0 0 0 0 0 75,000 395,000

34%

Town of Parker 2020 Annual Budget

71

-16% 5%

Budget Detail


SECTION TITLE GENERAL FUND: REVENUE 2016 Actual

General Fund Revenue Other Financial Sources Insurance Recoveries Sales of General Fixed Assets Total Other Financial Sources

2018 Actual

2019 Amended Budget

2019 Projected Actual

2020 Adopted Budget

Compound Annual Growth

64,190 4,960 69,150

23,591 0 23,591

56,547 12,094 68,640

0 0 0

18,319 36,790 55,109

0 0 0

1,095,900 0 0 1,095,900

1,152,600 0 0 1,152,600

1,253,304 0 600,000 1,853,304

1,183,619 277,055 0 1,460,674

1,183,619 277,055 0 1,460,674

1,177,700 285,370 0 1,463,070

2%

46,777,513

50,303,156

53,074,501

52,738,367

53,963,520

53,642,495

3%

$ 67,900,375

$ 69,223,411

$ 70,572,524

$ 73,769,863

$ 74,995,015

$ 71,058,231

1%

Transfers In From Parks and Recreation Fund From Stormwater Fund From Information Technology Fund Total Transfers In Total Revenue Total Funds Available

2017 Actual

7%

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2020 Adopted Budget vs. 2019 Projected Actual • Additional information on major General Fund Revenues can be found in the Revenue Manual section of this document.

• In total, General Fund revenue for 2020 is expected to decline slightly from $54.0 million

to $53.6 million. Two items contribute to this decline: the loss of the BABS interest credit as a result of the 2019 debt refunding; and the absence of budget dollars for contributions. Historically, the Town receives contributions for various items throughout the year; however, since the amounts vary significantly year-over-year, a conservative budget approach is taken.

• 2019 was a reassessment year for property valuations and those increases are reflected in the real property taxes increasing from $2.0 million to $2.3 million, a 15% increase.

• Sales tax is budgeted to grow 2% from the 2019 projected actual revenue. The growth rate has been declining over a several year period.

• Building permits revenue is expected to show a small growth from $2.2 million to $2.3 million. Construction is expected to be flat in 2020 with 2019.

Budget Detail

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Town of Parker 2020 Annual Budget


GENERAL FUND EXPENDITURES BY DEPARTMENT


SECTION TITLE

COMMUNICATIONS ABOUT COMMUNICATIONS

The Communications Department works to enhance communication between the Town and Parker residents, the media and other interested parties. Townwide public relations are handled by the department, including promoting the Parker community, responding to media inquiries and providing awareness of and opportunities for citizen involvement in the Town’s decision-making processes. The department also oversees marketing efforts for the Town’s Recreation Department and serves as the Public Information Office for the Town.

Budget Detail

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Town of Parker 2020 Annual Budget


GENERAL FUND: EXPENDITURES SECTION TITLE Department: Communications

2016 Actual

2017 Actual

2019 Amended Budget

2018 Actual

2019 Projected Actual

2020 Adopted Budget

Compound Annual Growth

Expenditures by Function Communications

$

801,824

$

904,882

$

814,277

$

874,738

$

859,113

$

971,158

5%

Total Expenditures by Function

$

801,824

$

904,882

$

814,277

$

874,738

$

859,113

$

971,158

5%

10% -12% 0% 9%

$

456,950 2,950 424,875 86,383 971,158

68,800 902,358

12% 4%

971,158

5%

Expenditures by Category Salary and Benefits Supplies Purchased Services Internal Services Total Expenditures by Category

310,472 4,890 424,686 61,776 $

Sources of Funding Sponsorships General Fund Total Sources of Funding

801,824

349,974 5,928 484,876 64,104 $

44,110 757,714 $

801,824

Authorized FTE Positions Communications Director Communications Coordinator Special Events & Sponsorship Coord Digital Marketing Coordinator Total Authorized FTE Positions

904,882

403,756 2,194 357,862 50,465 $

54,324 850,558 $

1.0 1.0 1.0 3.0

904,882

814,277

421,940 2,950 417,875 31,973 $

75,828 738,449 $

814,277

1.0 1.0 1.0 1.0 4.0

874,738

421,940 5,750 399,450 31,973 $

63,350 811,388 $

1.0 1.0 1.0 1.0 4.0

874,738

859,113

70,000 789,113 $

1.0 1.0 1.0 1.0 4.0

859,113

1.0 1.0 1.0 1.0 4.0

$

5%

1.0 1.0 1.0 1.0 4.0

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2020 Adopted Budget vs. 2019 Projected Actual • Salary and Benefits include 3% funding for the performance pay adjustment and healthcare cost increases.

• Purchased Services reflects the increased costs associated with community events, primarily Stars and Stripes. Attendance growth is requiring increased spending on security and items such as port-a-potties.

• Changes to the Technology Management allocation methodology resulted in a higher level of Internal Services charges.

2019 ACCOMPLISHMENTS Support an Active Community • Grew Parks and Recreation Facebook followers by 13%. • Grew Parks and Recreation Instagram followers by 40%. • Grew mobile app subscribers by 254%. • Brought in $27,000+ in Parks and Recreation facility advertising.

Town of Parker 2020 Annual Budget

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Budget Detail


SECTION TITLE GENERAL FUND: EXPENDITURES Department: Communications Foster Community Creativity and Engagement • Grew Town Instagram followers by 81%. • Increased click-through actions from Town social media channels to Town website by 31% over 2018.

• Debuted Town social media and educational video series to help residents better understand the functions and processes of local government.

• Developed new Let’s Talk Parker welcome video from the Town Administrator. • Redesigned the Let’s Talk Parker website to make it more efficient and user friendly. • Developed a Budget in Brief Document for the Town of Parker. Enhance Economic Vitality • Promoted Town and Recreation events and activities to Parker visitors through Facebook ad campaigns.

• Exceeded budgeted Town event sponsorship revenue by 15%. • Implemented the new North Pole Pass at the Christmas Carriage Parade to provide a valueadded experience and help offset event costs.

Promote a Safe and Healthy Community • Implemented a formalized emergency response plan for Town events. • Held first Touch-A-Truck event to celebrate Public Works Week. Innovate with Collaborative Governance • Presented on Parker’s Citizen Engagement efforts in collaboration with P3 at the national 3CMA Conference.

• Mailed 2019 Election local ballot measures factual summary to all Town residents for first time. • Debuted “Made in Parker” low-cost sponsorship opportunity for local, non-chain businesses.

2020 GOALS Support an Active Community • Grow Parks and Recreation Facebook followers to 8,700. • Grow Parks and Recreation Instagram followers by 25%. • Increase Parks and Recreation Mobile App downloads by 25%. • Achieve $45,500 in Parks and Recreation facility/publication advertising. Foster Community Creativity and Engagement • Complete and debut the 2020 State of the Town video. • Distribute 2020 Citizen Survey and release results to community. Budget Detail

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Town of Parker 2020 Annual Budget


GENERAL FUND: EXPENDITURES SECTION TITLE Department: Communications • Increase Town of Parker social media website click-throughs by 10%. • Record 300,000 engagements on Town Social Media Channels. • Grow Town Facebook followers by 12%. • Grow Town Instagram followers by 40%. Enhance Economic Vitality • Expand the #ChooseParker campaign to encourage the practice of shopping locally • Increase Town special events revenue by 10%. Innovate with Collaborative Governance • Implement innovative marketing campaigns to grow awareness of and encourage community participation in the Let’s Talk Parker online platform and grow departmental participation.

• Produce Department-specific educational videos for use on Town website and social channels. • Serve on the Douglas County Complete Count Committee to promote the 2020 Census.

PERFORMANCE MEASURES

Town of Parker 2020 Annual Budget

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Budget Detail


SECTION TITLE

COMMUNITY DEVELOPMENT ABOUT COMMUNITY DEVELOPMENT

The Community Development Department is responsible for the orderly growth and development of the Town of Parker in accordance with the community’s vision for the future. The Department consists of Comprehensive Planning, Development Review and Building Divisions. The Comprehensive Planning and Development Review Divisions implement the Master Plan and other long-term plans. They process development applications, review sign permits and provide staff support to the Planning Commission. The Building Division administers the building code to ensure safe and sound construction. They provide inspection services and partner with agencies to promote fire and life safety.

Budget Detail

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Town of Parker 2020 Annual Budget


GENERAL FUND: EXPENDITURES Department: Community Development

2016 Actual Expenditures by Function Planning Building Inspection Historical Preservation Total Expenditures by Function

Authorized FTE Positions Community Development Director Deputy Comm Development Director Executive Assistant Building Inspection: Chief Building Official Deputy Chief Building Official Building/Electrical Inspector Commercial Plans Examiner Fire/Life Safety Inspector Permit Technician Plans Examiner Senior Inspector Planning: Planning Manager Planner and Associate Planner Associate Planner* Planning Technician Senior Planner Total Authorized FTE Positions

2019 Projected Actual

2020 Adopted Budget

Compound Annual Growth

1,624,273 1,532,120 5,570

$

1,608,986 1,484,295 523

$

1,350,102 1,577,405 1,019

$

1,747,820 1,590,256 3,000

$

1,713,435 1,588,696 3,000

$

1,561,282 1,624,535 3,000

-1% 1% -14%

$

3,161,963

$

3,093,804

$

2,928,526

$

3,341,076

$

3,305,131

$

3,188,817

-1%

2,463,919 19,160 399,835 302,603 3,300 -

2% -15% -6% -5% -19%

3,188,817

-1%

2,281,965 692,924 213,928

8% 3% -17%

3,188,817

-1%

2,193,590 33,664 520,340 373,754 7,799 32,816 $

Sources of Funding Licenses and Permits Charges for Services General Fund Total Sources of Funding

2019 Amended Budget

2018 Actual

$

Expenditures by Category Salary and Benefits Supplies Purchased Services Internal Services Utilities/Insurance Capital Outlay Total Expenditures by Category

2017 Actual

3,161,963

2,141,979 20,488 511,886 387,689 2,824 28,938 $

1,672,807 607,007 882,149 $

3,161,963

3,093,804

2,181,198 17,346 447,970 279,464 2,548 $

2,139,117 751,501 203,186 $

3,093,804

2,928,526

2,323,729 16,160 748,446 249,916 2,825 $

2,315,203 687,855 (74,532) $

2,928,526

3,341,076

2,323,729 14,875 713,611 249,916 3,000 $

2,073,865 618,952 648,259 $

3,341,076

3,305,131

$

2,215,500 706,952 382,679 $

3,305,131

$

1.0 1.0 1.0

1.0 1.0 1.0

1.0 0.5 1.0

1.0 0.5 1.0

1.0 0.5 1.0

1.0 0.5 1.0

1.0 1.0 4.0 1.0 1.0 2.0 1.0 1.0

1.0 1.0 4.0 1.0 2.0 2.0 1.0 1.0

1.0 1.0 4.0 1.0 2.0 2.0 1.0 1.0

1.0 1.0 4.0 1.0 2.0 2.0 1.0 1.0

1.0 1.0 4.0 1.0 2.0 2.0 1.0 1.0

1.0 1.0 4.0 1.0 2.0 2.0 1.0 1.0

1.0 4.8 1.0 1.0 1.0 23.8

1.0 4.8 1.0 1.0 1.0 24.8

1.0 4.8 1.0 1.0 1.0 24.3

1.0 4.8 1.0 1.0 1.0 24.3

1.0 4.8 1.0 1.0 1.0 24.3

1.0 3.8 1.0 1.0 2.0 24.3

Town of Parker 2020 Annual Budget

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Budget Detail


SECTION TITLE GENERAL FUND: EXPENDITURES Department: Community Development

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2020 Adopted Budget vs. 2019 Projected Actual • The reduction in the Purchased Services expense category is related to the completion of the land development code update and the master plan update.

2019 ACCOMPLISHMENTS Support an Active Community • Completed the Parks Dedication Standards Study that will update the Town’s requirements

for parks and open space with new residential development. Obtained Town Council approval of a resolution to support and implement Parks Dedication Standards Study.

• Successfully negotiated the requirement for a comprehensive Parks, Recreation and Open Space Plan with the planned Hess Ranch and Anthology North developments that are the largest remaining development sites in the Town.

Foster Community Creativity and Engagement • Developed a revised Sign Kiosk Program and obtained Town Council approval to proceed

with implementation. The revised program will reduce sign clutter and promote a desirable visual environment by providing for a third party private vendor(s) to install a coordinated system of signage approved by the Town for homebuilders marketing their projects.

• Created four “How to” videos for the Building Division providing simple, useful information to the public about the Town’s building permit application, plan review, and inspection process.

• Utilized the Let’s Talk Parker community engagement platform to promote public

participation and obtain community input on the Parker Road Corridor Plan to be completed by the end of 2019.

Enhance Economic Vitality • Achieved a major business recruitment success with the Etkin Johnson EDGE 470

development that was approved by the Town for almost 400,000 square feet of Class A flex space in Compark. This project will generate primary employment and enable the Town to compete for state-wide business recruitment opportunities.

• Achieved a major business recruitment success with the Paragon 28 headquarters project

in Compark that was approved by the Town and completed in 2019. The project involved the complete renovation and build-out of the former Baxter Healthcare site with 108,000 square feet of class A office space for Paragon 28, a high-tech medical device manufacturer consolidating R&D, Business Development, Distribution and HQ functions into a single facility in Parker.

• Established a revolving loan fund and developed plans to deploy it in 2020 with an

anticipated funding goal of $300K supported by Town of Parker funding over three years and matched by the Colorado Enterprise Fund on a 1:1 basis.

• Achieved the 2019 goal of seventy business retention visits with local businesses. The purpose of these visits is to create relationships with the local businesses, learn about their concerns

Budget Detail

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Town of Parker 2020 Annual Budget


GENERAL FUND: EXPENDITURES SECTION TITLE Department: Community Development and strengthen the local business environment.

• Supported local business activity with 139 new business licenses added in 2019 (YTD). • Approved 4,012 permits for a total development valuation of $313,618,891. • Developed a Five-Year Development Forecast that assisted in the evaluation of revenue projections for the Town.

• Reviewed, approved and supported major commercial development projects having an

economic development benefit such as Pine Bluffs commercial, Cherrywood Commercial, Parker Adventist’s medical office and multiple hotel projects.

Promote a Safe and Healthy Community • Completed and obtained Town Council adoption of the Complete Streets Policy that further supports a multi-modal approach to planning, design and use of Town streets.

• Completed Phase 2 of the Town Way-finding Signage Program including the installation of 21 Way-Finding Signs throughout Town to direct residents and visitors to community destinations such as Downtown and the PACE Center.

• Completed a total of 31,694 inspections in 2019 (YTD). • Partnered with the Engineering/Public Works Department to obtain federal funding for new sidewalks on the west side of Parker Road between Twenty Mile Road and Hess Road.

Develop a Visionary Community Through Balanced Growth • Completed and obtained Town Council adoption of the Parker Road Corridor Plan which is a 15-20 year land use and transportation plan for this important corridor.

• Completed and obtained Town Council adoption of the new Development Design Standards

that will improve the quality of commercial, industrial, mixed-use and multi-family residential development.

• Substantially completed the Chambers and Hess Road Sub-Area Plan which is a land use,

transportation and economic analysis plan for the designated community center in the Master Plan located at the intersection of these two major roads.

• Completed the annexation and zoning of the KOA Property that brings this former

unincorporated enclave into the Town and protects the Town’s ability to guide its future use and development.

• Initiated the Land Development Ordinance Modernization which will be the first

comprehensive update to Town zoning since incorporation in 1981. Major 2019 milestones include the completion of initial community engagement, a project charter and Phase 1 with proposed, new zoning districts.

• Participated in and provided support to the Town’s My Mainstreet project with major activities including community engagement, market analysis, conceptual and vision planning, retention of a broker to market properties for sale and review of proposals.

Town of Parker 2020 Annual Budget

81

Budget Detail


SECTION TITLE GENERAL FUND: EXPENDITURES Department: Community Development

2020 GOALS Enhance Economic Vitality • Maintain a favorable commercial vacancy rate (combined commercial asset types). * Metric: Commercial vacancy rate (overall) less than 10.0%. • Attract and develop new commercial developments. * Metric: Process and entitle at least 100,000 square feet of new commercial space. * Metric: Increase capital investment in commercial property classes by more than $40 million.

• Maintain/increase activities of the Business Retention Program. * Metric: Implement electronic survey tool to increase employer base data and provide CRM capabilities

• Attract new business to the Parker market. * Metric: Issue at least 150 new business licenses during 2020. * Metric: Complete Retail Demand/Recruitment Strategy study for the Town of Parker. • Annexation of the Key Properties. * Metric: Annex and zone land at key locations in and around Parker in 2020 for commercial development opportunities.

Promote a Safe and Healthy Community • Development and adoption of a Park Design Guidelines Manual in coordination with Parks and Recreation Department.

* Metric: Adoption of new Park Design Guidelines Manual. • Update the Open Space, Trails and Greenways Master Plan maps. * Metric: Adopt an amendment to the Open Space, Trails and Greenways Master Plan. • Develop additional Building and Planning Division “How-To” videos and establish a

“Frequently Asked Questions” page to the website to assist residents and business owners.

* Metric: Complete and post four “How-To” videos to Town web site from Building and

Planning Divisions and create an FAQ page on Community Development page of Town website.

Develop a Visionary Community Through Balanced Growth • Complete two Commercial Site Feasibility Assessments. * Metric: Complete a site feasibility assessment as part of the Stroh/Chambers and Bowey Sub-Area Plans.

• Advance the Land Development Ordinance project including the development of new zone districts that reflect the Parker 2035 Master Plan and can be utilized in the development review process.

* Metric: New zone districts reviewed and recommended to move forward for Budget Detail

82

Town of Parker 2020 Annual Budget


GENERAL FUND: EXPENDITURES SECTION TITLE Department: Community Development implementation by the Planning Commission and Town Council.

• Complete Additional Sub-Area Plans. * Metric: Complete and obtain Town Council adoption of the Stroh/Chambers Sub-Area Plan and Parker/Pine Sub-Area Plan.

PERFORMANCE MEASURES

Town of Parker 2020 Annual Budget

83

Budget Detail


ECONOMIC INCENTIVES AND INTERFUND TRANSFERS ABOUT ECONOMIC INCENTIVES AND INTERFUND TRANSFERS The Town has entered into various economic incentive agreements that involve sharing a percentage of sales tax generated by new retail businesses. The agreements are subject to a maximum amount and a maximum period (typically 10 years), whichever comes first. They are also subject to appropriation. Most of the agreements are subject to a negotiated base amount, which is put in place to protect existing revenues.

Budget Detail

84

Town of Parker 2020 Annual Budget


GENERAL FUND: EXPENDITURES SECTION TITLE Department: Economic Incentives and Interfund Transfers

2016 Actual Expenditures by Function Economic Incentives Transfers to Cultural Fund Public Improvements Fund Debt Service Fund Total Expenditures by Function

$

$

Sources of Funding Sales Tax General Fund Total Sources of Funding

$

2017 Actual

2018 Actual

2019 Amended Budget

2019 Projected Actual

2020 Adopted Budget

Compound Annual Growth

1,557,960 $

1,488,224 $

1,267,768 $

1,500,000 $

1,500,000 $

1,500,000

-1%

1,800,000 1,500,000 756,205

3,260,900 755,039

1,684,643 757,583

1,680,000 757,265

1,680,000 757,265

1,414,278 756,788

-6%

5,614,165 $

5,504,163 $

3,709,994 $

3,937,265 $

3,937,265 $

3,671,066

-10%

1,557,960 4,056,205

1,488,224 4,015,939

1,267,768 2,442,226

1,500,000 2,437,265

1,500,000 2,437,265

1,500,000 2,171,066

-1% -14%

5,614,165 $

5,504,163 $

3,709,994 $

3,937,265 $

3,937,265 $

3,671,066

-10%

0%

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2020 Adopted Budget vs. 2019 Projected Actual • The reduction in the interfund transfer to the Cultural Fund is due to the lower level of capital outlay projected, offset by increased personnel costs.

Town of Parker 2020 Annual Budget

85

Budget Detail


ELECTED OFFICIALS ABOUT THE TOWN OF PARKER’S ELECTED OFFICIALS Town Council (2020 Council pictured below) is the legislative and policy-making body of Town government and represents the citizens of Parker. The Council establishes Town policy through the enactment of ordinances and resolutions, determines the Town’s budget, establishes Town goals, appoints advisory committees and commissions and participates in various county-wide intergovernmental relationships.

Budget Detail

86

Town of Parker 2020 Annual Budget


GENERAL FUND: EXPENDITURES SECTION TITLE Department: Elected Officials

2016 Actual

2017 Actual

2018 Actual

2019 Amended Budget

2019 Projected Actual

2020 Adopted Budget

Compound Annual Growth

Expenditures by Function Elected Officials

$

154,118 $

158,407 $

144,333 $

177,858 $

176,741 $

171,071

3%

Total Expenditures by Function

$

154,118 $

158,407 $

144,333 $

177,858 $

176,741 $

171,071

3%

106,850 26,617 20,651 -

102,083 37,326 18,998 -

104,970 23,263 9,984 6,116

108,221 32,530 14,350 22,757

104,829 31,730 17,425 22,757

107,934 25,030 14,350 23,757

0% -2% -9%

154,118 $

158,407 $

144,333 $

177,858 $

176,741 $

171,071

3%

154,118

158,407

144,333

177,858

176,741

171,071

3%

154,118 $

158,407 $

144,333 $

177,858 $

176,741 $

171,071

3%

Expenditures by Category Salary and Benefits Supplies Purchased Services Internal Services Total Expenditures by Category

$

Sources of Funding General Fund Total Sources of Funding

$

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2020 Adopted Budget vs. 2019 Projected Actual • There are no significant budget variances in the Elected Officials’ budget from 2019 to 2020.

Town of Parker 2020 Annual Budget

87

Budget Detail


ENGINEERING/PUBLIC WORKS ABOUT ENGINEERING/PUBLIC WORKS The Engineering/Public Works Department is responsible for the installation, maintenance and repair of Town streets, traffic signals, traffic signs, sidewalks, curb and gutter, development engineering, inspection and review services, stormwater management, traffic management, snow plowing and street sweeping. Capital improvement projects, including new construction or replacement of roads, bridges, trails and Town facilities, are managed by Public Works. The department also performs fleet maintenance for Town vehicles and provides custodial and maintenance services for Town facilities. Stormwater management is accounted for in its own enterprise fund. Fleet services and facility services are accounted for in internal service funds and the cost for these services is allocated back to the appropriate departments.

Budget Detail

88

Town of Parker 2020 Annual Budget


GENERAL FUND: EXPENDITURES Department: Engineering/Public Works

2016 Actual Expenditures by Function Public Works Streets Engineering Traffic Services Public Works Facility General Government Buildings Total Expenditures by Function Expenditures by Category Salary and Benefits Supplies Purchased Services Internal Services Utilities/Insurance Capital Outlay Total Expenditures by Category Sources of Funding Licenses and Permits Intergovernmental Charges for Services General Fund Total Sources of Funding

$

7,381,412 $ 1,401,396 1,352,366 182,675 490,322

2017 Actual

Compound Annual Growth

6%

3,539,868 371,696 7,083,675 1,878,138 441,850 559,200

7% -6% 7% 9% 2% 3%

$ 10,808,171 $ 12,418,231 $ 12,298,922 $ 13,326,433 $ 13,136,743 $ 13,874,427

6%

53,537 2,525,034 180,653 8,048,947

59,527 2,611,808 274,643 9,472,253

10% 3% 2% 8%

$ 10,808,171 $ 12,418,231 $ 12,298,922 $ 13,326,433 $ 13,136,743 $ 13,874,427

6%

89

55,000 2,851,675 181,800 10,237,958

3,378,950 378,470 7,142,182 1,415,524 424,992 396,625

77,250 2,853,800 191,800 10,751,577

Town of Parker 2020 Annual Budget

107,180 2,773,123 201,841 9,216,778

3,378,950 386,493 7,325,461 1,415,524 399,655 420,350

8,824,736 $ 1,476,036 2,042,573 211,106 582,292

2020 Adopted Budget

$ 10,808,171 $ 12,418,231 $ 12,298,922 $ 13,326,433 $ 13,136,743 $ 13,874,427

3,016,267 320,050 6,959,431 1,211,418 411,474 380,282

8,986,673 $ 1,487,976 2,030,185 210,404 611,195

2019 Projected Actual

6% 4% 11% 4% 11%

2,871,326 386,107 6,339,236 1,315,118 406,538 1,099,906

8,156,264 $ 1,400,071 1,912,047 185,150 645,390

2019 Amended Budget

9,248,451 1,656,844 2,022,056 213,975 733,102

2,694,630 467,396 5,423,563 1,316,361 408,868 497,353

8,464,244 $ 1,452,781 1,647,783 172,564 680,859

2018 Actual

75,000 2,890,000 181,800 9,989,943

Budget Detail


GENERAL FUND: EXPENDITURES Department: Engineering/Public Works

2016 Actual Authorized FTE Positions Engineering & Public Works Director Office Manager Administrative Assistant Public Works Manager Project Manager Associate Project Manager Engineer Services Manager Development Review Engineer Engineering Inspection Supervisor Engineering Technician Streets Manager Streets Associate Project Manager Streets Supervisor Streets Crew Leader Streets Maintenance Technician Traffic Engineer Traffic Engineering Tech Traffic Signal Technician Total Full Time Positions Full Time Equivalent of Seasonal Employees Total Authorized FTE Positions

2017 Actual

2018 Actual

2019 Amended Budget

2019 Projected Actual

2020 Adopted Budget

0.8 1.0 2.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 2.0 14.0 1.0 1.0 4.0 34.8

0.6 1.0 2.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 2.0 2.0 12.0 1.0 1.0 4.0 34.6

0.6 1.0 2.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 2.0 2.0 12.0 1.0 1.0 4.0 34.6

0.6 1.0 2.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 2.0 2.0 12.0 1.0 1.0 5.0 35.6

0.6 1.0 2.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 2.0 2.0 12.0 1.0 1.0 5.0 35.6

0.6 1.0 2.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 2.0 2.0 12.0 1.0 1.0 5.0 35.6

1.2 36.0

0.9 35.5

1.5 36.1

3.0 38.6

3.0 38.6

3.0 38.6

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2020 Adopted Budget vs. 2019 Projected Actual Streets • The increase is related to higher fleet replacement costs and a higher level of machinery and equipment purchases.

Engineering • Changes to the Technology Management allocation methodology resulted in a higher level of Internal Services charges.

Traffic Services • The decrease is driven by a reduction in capital equipment needs for 2020. Public Works Facility • There are no significant budget variances. General Government Buildings • The increase is related to higher fleet replacement costs and a higher level of machinery and equipment purchases.

Budget Detail

90

Town of Parker 2020 Annual Budget


GENERAL FUND: EXPENDITURES Department: Engineering/Public Works

2019 Accomplishments Streets Promote a Safe and Healthy Community • Street reconstruction project consisting of the removal and replacement of 30+ year old concrete pavement on the westbound lanes of Stroh Road between Parker Road and J Morgan Boulevard which included $1.3 million in contracted services.

• Completed mill and asphalt overlays on Mainstreet/Pine Drive, Lincoln Ave (east of Parker Road), Jordan Road (114,600 square yards) which included $2.25 million in contracted services.

• Completed slurry/chip seal preventative maintenance improvements on several local, collector and arterial roadways plus parking lots which included $1.8 million in contracted services.

• Completed concrete repair/replacement improvements on several local, collector and arterial roadways which included $1 million in contracted services.

• Town crews repaired 720 potholes compared to 566 in 2018. • Town Street sweepers collected and disposed of 1,550 tons of debris from Town roadways, which is an increase of approximately 50% from 2017 (1,004 tons).

• Streets processed about 266 customer service requests compared to 223 in 2018. • Installed one ice mitigation drain to alleviate icing on Town streets during the winter months. • Responded to bomb cyclone event in March 2019, maintained safe and travelable streets during and after event, including Town plowing of local streets post event. A total of 3,500 miles of streets were plowed responding to this event.

Engineering Develop a Visionary Community Through Balanced Growth • Reviewed and inspected the infrastructure associated with approximately 100 site plans and 50 subdivisions.

• Conducted construction inspections of significant public infrastructure within the Trails at

Crowfoot development. This project will construct segments of major regional roadways such as North Pinery Parkway and Bayou Gulch Road.

• Reviewed all infrastructure associated with the first seven subdivisions of the Hess Ranch development. The project will also construct major segments of regional roadways in Chambers Road and Stroh Road.

• Administered and inspected approximately 300 right-of-way permits for work within public right-of-way.

• Participated in the Town’s Fee Study to propose a new fee structure for development reviews and permitting that recovers more of the Town’s costs for these items.

Town of Parker 2020 Annual Budget

91

Budget Detail


GENERAL FUND: EXPENDITURES Department: Engineering/Public Works Traffic Services Support an Active Community • Completed a policy document on pedestrian crossing treatments including Town Council

adoption. These guidelines help identify which type of signage or enhanced equipment such as flashers are appropriate for all road crossings.

Promote a Safe and Healthy Community • Performed in excess of 12,000 underground utility locate tickets for contractors and homeowners.

• Completed initial installations of new Flashing Yellow Arrow (FYA) operation at the following intersections: Chambers/Mainstreet, Lincoln/Jordan and Chambers/Cottonwood. FYA has the ability to operate in different modes by time of day which can enhance safety and allow efficiency.

• Using the accident analysis protocols, identified Jordan/Village Center as high accident location. Working with Douglas County Staff on mitigation measures.

• Replaced all end of life light poles on Parker Square Drive, and updated light source to better LED luminaires.

• Completed project to replace first 1/8 of signs in Parker to meet night time retroreflectivity requirements. This keeps signs visible to drivers at night.

Innovate with Collaborative Governance • Installed first phase of traffic responsive traffic signal operational equipment and associated

signal timings. This will allow the traffic signals along Parker Road and crossing arterials to select timings in real time based on measured traffic flow rather than selecting timings based on historical averages.

• Expanded deployment travel time monitoring system. Links between 21 traffic signals are operational. Worked with vendor on improved real-time travel time alerts.

• Continued expansion and installation of new ethernet switch equipment to support automated redundant paths between all traffic signals as well as the building to building path used by the Information Technology Dept. Proof of success was maintaining good, stable communications throughout Town despite four main fiber optic lines having simultaneous damages.

Develop a Visionary Community Through Balanced Growth • Completed signal timing modifications throughout Parker to better serve traffic. All timings on Hess Road were revised as of November 2019.

• Completed traffic signal warrant studies to review if signals are appropriate at several locations. Identified Chambers/Grasslands as a new signal to be built in 2020.

Budget Detail

92

Town of Parker 2020 Annual Budget


GENERAL FUND: EXPENDITURES Department: Engineering/Public Works

2020 Goals Streets Promote a Safe and Healthy Community • Install forty tons of crack seal and mastic material to prevent moisture from penetrating Town pavement road bases.

• Prepare and solicit competitive bids for the additional removal and replacement of

approximately 1,500 cubic yards of concrete street panels/curb/gutter/sidewalk/ramps across Town.

• Target resurfacing/reconstructing of approximately 680,000 square yards of Town roadways in 2019.

• Clean/sweep 13,000 miles of streets and remove 1,100 tons of street debris. Meet or exceed

the Town’s commitment to the Regional Air Quality Council (RAQC) regarding compliance for sweeping the Town’s sanded network following snow events.

Engineering Develop a Visionary Community Through Balanced Growth • Propose revisions to right-of-way permit policies, requirements, and fee structure to reflect current industry standards.

Traffic Services Support an Active Community • Complete design of midblock trail crossing of Jordan Road in Cottonwood neighborhood. Promote a Safe and Healthy Community • Install new traffic signal at Chambers/Grasslands. • Complete warrant studies of six relatively high volume locations to see if new signals are needed.

• Continue sign replacements in 1/8 of Town to keep sign retro reflectivity within appropriate limits.

• Upgrade obsolete traffic signal cabinets and detection at four locations. • Expand use of snow shedding traffic signal faces to Chambers Road and Crown Crest Blvd. • Identify hazardous trees in Anthology neighborhood and remove those to enhance road safety.

• Continue accident analysis of all signalized intersections in Parker and make modifications where accident reduction may be achieved.

Innovate with Collaborative Governance • Work on upgraded fiber optic communications network including replacing end of life switch gear.

Town of Parker 2020 Annual Budget

93

Budget Detail


GENERAL FUND: EXPENDITURES Department: Engineering/Public Works • Deploy new traffic responsive technology and counting equipment to enhance real time traffic responsive signal operations. This will allow the traffic signals along Parker Road and crossing arterials to select timings in real time based on measured traffic flow rather than selecting timings based on historical averages.

• Continued expansion of travel time monitoring system. Investigate options for making data public facing.

Develop a Visionary Community Through Balanced Growth • Take concept level for downtown circulation into design phase. Work towards a lasting solution to traffic congestion and safety concerns through downtown Parker.

PERFORMANCE MEASURES Engineering

Streets

Budget Detail

94

Town of Parker 2020 Annual Budget


FINANCE

SECTION TITLE

ABOUT THE FINANCE DEPARTMENT The Finance Department is responsible for development of the annual budget, long-range financial plans, assisting Town leadership with policy decisions that may impact Town finances and developing and implementing policies and procedures that serve to protect all Town assets. Other department responsibilities include accounting, financial reporting, sales tax administration, debt management, cash management, central purchasing and payroll.

Town of Parker 2020 Annual Budget

95

Budget Detail


SECTION TITLE GENERAL FUND: EXPENDITURES Department: Finance

2016 Actual

2017 Actual

2018 Actual

2019 Amended Budget

2019 Projected Actual

2020 Adopted Budget

Compound Annual Growth

Expenditures by Function Finance Sales Tax

$

1,031,874 $ 414,147

1,025,223 $ 422,898

880,482 $ 445,119

1,025,865 $ 481,906

998,485 $ 480,805

1,194,391 466,029

4% 3%

Total Expenditures by Function

$

1,446,021 $

1,448,121 $

1,325,601 $

1,507,771 $

1,479,290 $

1,660,420

4%

1,015,967 6,648 165,605 126,381 11,000

1,105,564 7,428 194,435 92,889 107,455

1,105,564 7,428 165,954 92,889 107,455

1,285,919 8,283 187,080 179,138 -

6% -22% -4% 2%

1,325,601 $

1,507,771 $

1,479,290 $

1,660,420

4%

298,800 25,000 20,000 1,163,971

355,000 50,000 19,600 1,054,690

272,100 80,000 20,000 1,288,320

12% 3% 39% 2%

1,660,420

4%

Expenditures by Category Salary and Benefits Supplies Purchased Services Internal Services Capital Outlay Total Expenditures by Category

1,009,929 21,945 220,528 163,308 30,311 $

Sources of Funding Sales Tax Audit Licenses and Permits Charges for Services General Fund Total Sources of Funding

Authorized FTE Positions Finance Director Controller Accounting Manager Finance Manager Sales Tax Administrator Procurement Officer Procurement Technician Accountant Accounting Technician Payroll Specialist Sales Tax Analyst Sales Tax Auditor Sales Tax Compliance Specialist Total Authorized FTE Positions

Budget Detail

$

979,736 9,282 192,228 147,180 119,695

1,446,021 $

1,448,121 $

173,990 71,294 5,413 1,195,324

307,402 49,725 29,131 1,061,863

1,446,021 $

1,448,121 $

1,325,601 $

1,507,771 $

1,479,290 $

1.00 1.00 1.00 1.00 1.00 3.34 1.00 3.00 12.34

1.00 1.00 1.00 1.00 1.00 3.34 1.00 3.00 12.34

0.50 1.00 1.00 1.00 1.00 3.34 1.00 3.00 11.84

0.50 1.00 1.00 1.00 0.50 1.00 3.34 1.00 3.00 12.34

0.50 1.00 1.00 1.00 0.50 1.00 3.34 1.00 3.00 12.34

360,934 79,100 18,505 867,062

96

0.50 1.00 1.00 1.00 1.00 0.50 1.00 2.34 1.00 0.50 2.50 1.00 13.34

Town of Parker 2020 Annual Budget


GENERAL FUND: EXPENDITURES SECTION TITLE Department: Finance

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2020 Adopted Budget vs. 2019 Projected Actual • Salary and Benefits include 3% funding for the performance pay adjustment, healthcare cost increases and the addition of one full time position.

• Increases in audit costs, bank charges and training for the new position all contribute to the increase in Purchased Services.

• Changes to the Technology Management allocation methodology resulted in a higher level of Internal Services charges.

• The Capital Outlay line reflects the completion of a financial software update and module implementation.

2019 Accomplishments Innovate with Collaborative Governance • Received the Government Finance Officers Association (GFOA) Certificate of Achievement for Excellence in Financial Reporting for the 2018 Comprehensive Annual Finance Report.

• Received the GFOA Distinguished Budget Presentation Award for the 2019 Budget. • Majority of the software upgrade for time keeping, payroll, and human resources was completed. This change will streamline processes.

• The Sales Tax team and the IT GIS team adopted the Planning Department’s Community

Centers concept to use to report sales tax collection based on geographic location in the Town. This project allows for focused sales tax information based on current and planned future growth of the Town.

• The Sales Tax team continues to advocate for the Town through the Colorado Municipal

League, Colorado Government Finance Officers Association and the Colorado Sales and Use Tax Simplification Task Force. The team actively participates on the standard definitions subcommittee.

Enhance Economic Vitality • Over 675 new business licenses were issued and over 4,100 business licenses were processed in the biennial renewal period.

• Over $400,000 in sales tax audit revenue was received through completed audits. • Over 16,650 sales tax returns were filed with 94% of those returns being filed electronically.

2020 Goals Innovate with Collaborative Governance • Complete upgrade to timekeeping system and convert payroll and human resource data into same software to streamline processes.

• Receive GFOA Certificate of Achievement for Excellence in Financial Reporting for 2019 Comprehensive Annual Finance Report.

Town of Parker 2020 Annual Budget

97

Budget Detail


SECTION TITLE GENERAL FUND: EXPENDITURES Department: Finance • Receive the GFOA Distinguished Budget Presentation Award for the 2020 Budget. • Continue working with other home rule municipalities on drafting new language for a

definition of “Engaged in Business”, which will seek to address Wayfair for home rule municipalities and require marketplace vendors to collect and remit on sales made through their portals.

Enhance Economic Vitality • Implement quarterly purchasing training for both internal and external partners that will continue to improve compliance with Town procurement policies.

• Enhance the business license renewal process with an eye toward online capability. Prepare for the business license renewal process which occurs late in the year.

• Focus on resolution of construction use tax and tax compliance issues.

PERFORMANCE MEASURES

Budget Detail

98

Town of Parker 2020 Annual Budget


HUMAN RESOURCES ABOUT HUMAN RESOURCES The Human Resources Department manages a variety of services including employee compensation and benefits administration; recruitment, hiring and new employee orientation processes; employee relations, training and development of staff; personnel policy development and interpretation; and personnel records tracking and retention. The Human Resources Department also oversees risk management.

Town of Parker 2020 Annual Budget

99

Budget Detail


GENERAL FUND: EXPENDITURES Department: Human Resources

Human Resources Expenditures by Function Human Resources Risk Management Total Expenditures by Function

2016 Actual

2019 Projected Actual

2020 Adopted Budget

Compound Annual Growth

810,889 $ 304,651

769,242 $ 336,250

652,305 $ 363,955

769,633 $ 409,674

768,633 $ 409,674

978,438 421,198

5% 8%

$

1,115,540 $

1,105,492 $

1,016,260 $

1,179,307 $

1,178,307 $

1,399,636

6%

861,430 37,710 152,305 93,561 254,630

7% 13% -6% 10% 10%

665,292 22,869 191,119 64,248 172,012 $

Sources of Funding General Fund Total Sources of Funding

2019 Amended Budget

2018 Actual

$

Expenditures by Category Salary and Benefits Supplies Purchased Services Internal Services Utilities/Insurance Total Expenditures by Category

2017 Actual

$

Authorized FTE Positions Human Resources Director Human Resources Manager Human Resources Business Partner Benefits and Wellness Administrator Human Resources Analyst Human Resources Technician Organization Development Mgr Risk Manager Total Authorized FTE Positions

658,171 24,164 156,985 66,288 199,884

610,436 14,022 117,683 54,005 220,114

704,565 18,210 152,305 58,027 246,200

704,565 18,210 151,305 58,027 246,200

1,115,540 $

1,105,492 $

1,016,260 $

1,179,307 $

1,178,307 $

1,399,636

6%

1,115,540

1,105,492

1,016,260

1,179,307

1,178,307

1,399,636

6%

1,115,540 $

1,105,492 $

1,016,260 $

1,179,307 $

1,178,307 $

1,399,636

6%

1.0 1.0 1.0 2.0 1.0 1.0 7.0

1.0 1.0 1.0 2.0 1.0 1.0 7.0

1.0 1.0 1.0 2.0 1.0 1.0 7.0

1.0 1.0 1.0 2.0 1.0 1.0 7.0

1.0 1.0 1.0 2.0 1.0 1.0 7.0

1.0 1.0 2.0 1.0 1.0 1.0 7.0

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2020 Adopted Budget vs. 2019 Projected Actual • Salary and Benefits include 3% funding for the performance pay adjustment, healthcare cost increases and the addition of one full time position.

• Supplies have increased to include a partial replacement of existing automated external defibrillators (AED) in the Town.

• Changes to the Technology Management allocation methodology resulted in a higher level of Internal Services charges.

Budget Detail

100

Town of Parker 2020 Annual Budget


GENERAL FUND: EXPENDITURES Department: Human Resources

2019 Accomplishments Risk Management Innovate with Collaborative Governance • Implemented a townwide Safety Committee with the goal of developing a common understanding of risk across the Town, to better manage risk cost effectively.

• • • •

Provided Emergency Response Plan (Active Shooter) training for staff. Conducted Fire Evacuation Training for staff at Town Hall and the Recreation Center. Provided Distracted Driver Training for all Town employees. Streamlined PACE contracts for performers to allow performances with no requirements for insurance if the contract dollar amount is for $1,000 or less.

Human Resources Innovate with Collaborative Governance • Revised the supervisor S.U.P.E.R meetings which resulted in more supervisors being engaged in leadership opportunities.

• Kronos HRIS system implementation completed with a go-live date of January 11, 2020. • 53% of full-time staff attended Prevention trainings. • Completed a Compensation Market Analysis on all full-time and part-time benefited positions in the Town to ensure external and internal equity.

2020 Goals Risk Management Innovate with Collaborative Governance • Increase staff attendance at Safety Trainings to a minimum of 60%. • Implement the Alcohol and Drug Abuse Policy and begin annual training for supervisors. • Work with the Police Department to develop a hands on driver training program for Parks plow drivers using the skid pad at Joint Use Facility to simulate icy conditions for driving.

Human Resources Innovate with Collaborative Governance • Establish sustainable organizational leadership by developing and implementing a Leadership Academy for mid-managers. Work to ensure 90-100% attendance at all trainings.

• Increase staff attendance at Prevention Trainings to a minimum of 60%. • Train all managers on Crucial Conversations to positively affect the Town’s culture as it relates to the Employee Engagement survey.

Town of Parker 2020 Annual Budget

101

Budget Detail


GENERAL FUND: EXPENDITURES Department: Human Resources

PERFORMANCE MEASURES

Budget Detail

102

Town of Parker 2020 Annual Budget


SECTION TITLE

INTERDEPARTMENTAL ABOUT THE INTERDEPARTMENTAL BUDGET

The Interdepartmental budget accounts for expenditures that benefit multiple departments or ones that are not specifically assigned to a Town department. Town contributions to various community organizations that serve Parker residents are included in the Interdepartmental budget. It also includes debt service for the Certificates of Participation issued for the new Police station and PACE Center and contingency funds for unforeseen expenditures.

Town of Parker 2020 Annual Budget

103

Budget Detail


SECTION TITLE GENERAL FUND: EXPENDITURES Department: Interdepartmental

2016 Actual

2017 Actual

2018 Actual

2019 Amended Budget

2019 Projected Actual

2020 Adopted Budget

Compound Annual Growth

Expenditures by Function Interdepartmental

$

4,156,850 $

4,100,002 $

4,137,553 $

8,065,061 $

7,979,881 $

3,698,297

-3%

Total Expenditures by Function

$

4,156,850 $

4,100,002 $

4,137,553 $

8,065,061 $

7,979,881 $

3,698,297

-3%

26,721 78,331 21,280 3,744,193 286,325

24,010 81,546 764 3,724,143 269,539

12,531 117,301 3,448 3,699,875 304,398

13,925 255,545 3,446 7,173,205 618,940

14,065 212,825 3,446 7,196,705 552,840

-15% 71% -31% -11% 23%

4,156,850 $

4,100,002 $

4,137,553 $

8,065,061 $

7,979,881 $

13,750 675,689 4,868 2,349,650 654,340 3,698,297

796,480 3,360,370

775,081 3,324,921

754,935 3,382,618

730,399 7,334,662

577,663 7,402,218

3,698,297

2%

4,156,850 $

4,100,002 $

4,137,553 $

8,065,061 $

7,979,881 $

3,698,297

-3%

Expenditures by Category Supplies Purchased Services Internal Services Debt Service Contributions/Contingency Total Expenditures by Category

$

Sources of Funding COP BABS Credit General Fund Total Sources of Funding

$

-3%

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2020 Adopted Budget vs. 2019 Projected Actual • Purchased Services increases in 2020 to include funding for a master facilities plan and costs associated with a potential annexation.

• The refunding activities for the 2009 Certificates of Participation are reflected in the Debt

Service line. 2019 includes one-time costs related to principal pay down and associated expenses for a total of $3.5 million. The 2020 budget reflects reduced principal and interest of $1.3 million due to the refunding.

• Contributions/contingency increase to reflect an increase to the contingency amount of $100,000.

Budget Detail

104

Town of Parker 2020 Annual Budget


SECTION TITLE

MUNICIPAL COURT ABOUT MUNICIPAL COURT

The Municipal Court functions include collection of fines, Court fees and restitution, as well as conducting trials on these cases as needed. The Court processes all municipal summons issued by the Parker Police Department. The Town also provides Court services to the Town of Foxfield and oversees the highly successful Parker Teen Court.

Town of Parker 2020 Annual Budget

105

Budget Detail


SECTION TITLE GENERAL FUND: EXPENDITURES Department: Municipal Court

2016 Actual

2017 Actual

2019 Amended Budget

2018 Actual

2019 Projected Actual

2020 Adopted Budget

Compound Annual Growth

Expenditures by Function Municipal Court

$

300,214 $

322,192 $

333,869 $

366,287 $

362,247 $

433,231

10%

Total Expenditures by Function

$

300,214 $

322,192 $

333,869 $

366,287 $

362,247 $

433,231

10%

173,715 19,715 52,436 54,348

196,598 13,782 55,712 56,100

203,283 34,668 51,799 44,119

227,800 18,200 74,605 41,642

322,192 $

333,869 $

362,247 $

246,471 14,400 75,105 97,255 433,231

9% -8% 9% 16%

300,214 $

227,800 20,740 76,105 41,642 366,287 $

92,769 1,000 206,445

93,623 228,569

70,127 1,580 262,162

87,600 278,687

56,900 750 304,597

43,250 389,981

-17%

300,214 $

322,192 $

333,869 $

366,287 $

362,247 $

433,231

10%

1.0 1.6 2.6

1.0 2.4 3.4

1.0 1.8 2.8

1.0 1.8 2.8

1.0 1.8 2.8

Expenditures by Category Salary and Benefits Supplies Purchased Services Internal Services Total Expenditures by Category

$

Sources of Funding Charges for Services Contributions General Fund Total Sources of Funding

$

Authorized FTE Positions Court Administrator Court Clerk Total Authorized FTE Positions

10%

17%

1.0 1.8 2.8

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2020 Adopted Budget vs. 2019 Projected Actual • Changes to the Technology Management allocation methodology resulted in a higher level of Internal Services charges.

2019 Accomplishments Innovate with Collaborative Governance • Completed the final phase of implementing the Court Management System. Court operations are now fully paper on demand resulting in cost savings and greater efficiency.

• Partnered with other Colorado Municipal Courts using same records management system

to provide specific training for employees. This has increased staff knowledge and inspired innovative ideas for better processes in assisting becoming a paper on demand operation.

• Evaluated connection between Police Records and Court Records Management Systems which has reduced the use of paper and increased the Court’s green footprint.

• Continued to post 100% accurate deposits to finance. • Created paperless Court subpoenas. • Obtained $2,250 in grant money through the state for defense counsel.

Budget Detail

106

Town of Parker 2020 Annual Budget


GENERAL FUND: EXPENDITURES SECTION TITLE Department: Municipal Court Promote a Safe and Healthy Community • Fully implemented the court supervision program to assist high risk defendants in the court

system, resulting in a safer community. The program managed 24 supervision cases in 2019 which entails monitoring defendants during the court process to ensure completion of court orders.

• Maintained Teen Court’s high level of performance: * 32 teen court cases heard * 600 hours community service sanctioned * 1125 volunteer hours committed to the program * 12 volunteers completed 30 hours of training * 3 defendants volunteered to join the teen court program after successfully completing court ordered sanctions

• Tracked Teen Court recidivism and established a baseline and targets to continue evaluating

program success and challenges. This has impacted community safety and a defendant’s ability to comply with Court orders and maintain a clean criminal record. Evaluated the success of sanctions given in Teen Court to determine what is most impactful and effective in deterring criminal behavior and create a safer community.

• Participated in police department, civic academy and Rotary club to share information with the public about the operations of the Court.

2020 Goals Innovate with Collaborative Governance • Work on continuous improvement for paper on demand operations. • Refine email communications from Court software directly to outside sources, such as defendants, organizations and attorneys.

• Collaborate with the police department to refine new formatting of summons for importing images directly to Court software.

• Maintain grant for defense council through the state. • Collaborate with Town Attorney and Judge to maintain compliance with continuing new legislation that applies to the municipal Court.

• Explore video arraignments with Douglas County Jail. Promote a Safe and Healthy Community • Research options to enhance the Court Supervision and Teen Court Programs.

Town of Parker 2020 Annual Budget

107

Budget Detail


SECTION TITLE GENERAL FUND: EXPENDITURES Department: Municipal Court

PERFORMANCE MEASURES

Budget Detail

108

Town of Parker 2020 Annual Budget


P3 SUPPORT SERVICES ABOUT P3 SUPPORT SERVICES P3 (Partnering for Parker’s Progress) Support Services Department is Town of Parker staff salaries and benefits that are allocated for P3. P3 reimburses the Town for the expenditures in this department.

Town of Parker 2020 Annual Budget

109

Budget Detail


SECTION TITLE GENERAL FUND: EXPENDITURES Department: P3 Support Services

2016 Actual

2017 Actual

2018 Actual

2019 Amended Budget

2019 Projected Actual

2020 Adopted Budget

Expenditures by Function P3 Support Services

$

- $

- $

285,774 $

342,480 $

342,480 $

330,684

Total Expenditures by Function

$

- $

- $

285,774 $

342,480 $

342,480 $

330,684

-

-

285,774

342,480

342,480

330,684

- $

- $

285,774 $

342,480 $

342,480 $

330,684

-

-

285,774

342,480

342,480

330,684

- $

- $

285,774 $

342,480 $

342,480 $

330,684

0.25 0.50 1.00 1.00 2.75

0.25 0.50 1.00 1.00 2.75

0.25 0.50 1.00 1.00 2.75

Expenditures by Category Salary and Benefits Total Expenditures by Category

$

Sources of Funding Charges for Services Total Expenditures by Category

Authorized FTE Positions Executive Director (Town Admin) Director (Deputy Community Dev Dir) Redevelopment Manager Redevelopment Coordinator Total Authorized FTE Positions

$

-

-

Compound Annual Growth

0.25 0.50 1.00 1.00 2.75

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2020 Adopted Budget vs. 2019 Projected Actual • There are no significant budget variances.

Budget Detail

110

Town of Parker 2020 Annual Budget


PARKS AND FORESTRY/OPEN SPACE ABOUT PARKS AND FORESTRY/OPEN SPACE The Parks and Forestry/Open Space division of the Parks, Recreation and Open Space Department maintains the Town’s parks, open spaces, trails and Town-owned trees. The division also prepares parks and trails for sports activities, special events and a variety of community activities; provides citizen outreach and education with tree, lawn and horticulture care; and assists in the development and design of new park and open space areas.

Town of Parker 2020 Annual Budget

111

Budget Detail


SECTION TITLE GENERAL FUND: EXPENDITURES Department: Parks and Forestry/Open Space

2016 Actual Expenditures by Function Parks Forestry and Open Space Parks and Forestry Facility Total Expenditures by Function

Authorized FTE Positions Parks and Recreation Director Customer Service Specialist Parks and Open Space Manager Parks Supervisor Parks Crew Leader Parks Technician Forestry/Open Space Supervisor Forestry/Open Space Crew Leader Open Space Technician Total Full Time Positions Full Time Equivalent of Seasonal Employees Total Authorized FTE Positions

2019 Amended Budget

2019 Projected Actual

2020 Adopted Budget

Compound Annual Growth

3,008,232 $ 454,904 277,998

3,025,326 $ 521,658 344,620

3,114,364 $ 527,522 225,063

3,460,583 $ 1,030,783 248,541

3,429,942 $ 1,021,648 248,056

3,280,932 644,725 280,388

2% 9% 0%

$

3,741,134 $

3,891,604 $

3,866,949 $

4,739,907 $

4,699,646 $

4,206,045

3%

1,742,507 64,907 690,381 609,520 381,616 248,094 4,109

1,785,875 56,191 622,921 670,296 411,482 310,315 34,524

1,982,609 91,254 602,823 644,451 408,386 114,197 23,229

2,050,121 95,645 1,018,410 867,536 460,195 62,500 185,500

2,050,121 92,560 987,650 867,536 461,660 55,119 185,000

2,239,160 95,645 670,742 705,133 465,365 30,000 -

6% 10% -1% 4% 5% -41%

3,741,134 $

3,891,604 $

3,866,949 $

4,739,907 $

4,699,646 $

4,206,045

3%

1,095,900 2,645,234

1,152,600 2,739,004

1,253,304 2,613,645

1,183,619 3,556,288

1,183,619 3,516,027

1,177,700 3,028,345

2% 3%

3,741,134 $

3,891,604 $

3,866,949 $

4,739,907 $

4,699,646 $

4,206,045

3%

$

Sources of Funding Interfund Transfer General Fund Total Sources of Funding

2018 Actual

$

Expenditures by Category Salary and Benefits Supplies Purchased Services Internal Services Utilities/Insurance Capital Outlay Other Total Expenditures by Category

2017 Actual

$

0.4 0.5 1.0 2.0 3.0 14.0 1.0 2.0 23.9

0.4 0.8 1.0 2.0 3.0 14.0 1.0 1.0 2.0 25.2

0.4 0.8 1.0 2.0 3.0 14.0 1.0 1.0 2.0 25.2

0.4 0.8 1.0 2.0 3.0 14.0 1.0 1.0 2.0 25.2

0.4 0.8 1.0 2.0 3.0 14.0 1.0 1.0 2.0 25.2

0.4 0.8 1.0 2.0 3.0 14.0 1.0 1.0 2.0 25.2

4.2 28.1

2.8 28.0

25.2

25.2

25.2

2.7 27.9

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2020 Adopted Budget vs. 2019 Projected Actual • Salary and Benefits include 3% funding for the performance pay adjustment, healthcare cost increases and an increase in the minimum wage rate for part-time employees.

• Forestry and Open Space includes a reduction within Purchased Services of $300,000 related to the completion of a right-of-way vegetation enhancement project.

• Internal Services reflects lower costs related to fleet replacement. • The reduction on the Other line reflects the completion of a tree planting project in conjunction with the local electrical utility.

Budget Detail

112

Town of Parker 2020 Annual Budget


GENERAL FUND: EXPENDITURES SECTION TITLE Department: Parks and Forestry/Open Space

2019 Accomplishments Support an Active Community • Completed the final phase of the East-West Trail within Town of Parker boundaries. The trail is now completed from Chambers Road to the Cherry Creek Regional Trail.

• Partnered with the Douglas Land Conservancy to provide guided hikes to citizens of the Harvie Open Space.

Promote a Safe and Healthy Community • Continued our ADA transition plan by making all dog stations along the trail system and at Salisbury Park ADA accessible.

• Updated trail maps and signage to reflect current amenities and mileage. • Collaborated with community members and donors to build Danny’s Rock along the Cherry

Creek Trail. Danny’s Rock is a memorial garden built as a place of healing for those who have lost loved ones to addiction.

2020 Goals Support an Active Community • Complete the design phase for playground renovations at O’Brien Park and begin construction.

• Complete park renovations at Auburn Hills Park to include repairing the existing soccer field

and activating the south side of the park with a playground, walking path, and other amenities. This project is included in the PSCo/Xcel funds.

Promote a Safe and Healthy Economy • Engage a consultant to study the feasibility of building a soft surface trail adjacent to the

Cherry Creek Regional Trail throughout Town boundaries. Develop an initial phasing plan and cost estimates.

• Implement Beehive, our new asset management software, to inventory park assets, develop maintenance plans and replacement schedules, and better assess the true cost of parks and park amenities.

Enhance Economic Vitality • Develop programs to better involve citizens in Town Open Space, such as hikes, social media wildlife and wildflower spotlights of properties, and clean-up days.

Town of Parker 2020 Annual Budget

113

Budget Detail


POLICE ABOUT THE POLICE DEPARTMENT The Police Department provides year-round, 24-hour service to citizens of the Town of Parker and adheres to the highest standards of ethical behavior. The Department’s primary objective is to provide a safe community environment with the highest level of service possible. The organization is committed to safeguarding the community that makes Parker a great place to live, work and play. Public safety services the Police Department provides are patrol, investigations, community policing, 911 communications, community services, emergency management, property and evidence, public safety education, crime scene investigation, records and victim services. The Police Department also handles 911 communications, crime scene investigation, crime analysis and property and evidence services for the City of Lone Tree. Victim services are accounted for in its own fund.

Budget Detail

114

Town of Parker 2020 Annual Budget


GENERAL FUND: EXPENDITURES SECTION TITLE Department: Police

2016 Actual Expenditures by Function Police Administration Investigations Patrol Records Police Communications Property and Evidence Emergency Management Community Services Police Station Total Expenditures by Function Expenditures by Category Salary and Benefits Supplies Purchased Services Internal Services Utilities/Insurance Capital Outlay Other Total Expenditures by Category Sources of Funding Charges for Services Grants Contributions Intergovernmental General Fund Total Sources of Funding

3,458,144 1,661,927 6,706,478 682,590 1,770,445 90,720 146,045 662,097

2017 Actual 3,959,452 1,578,571 6,767,862 894,153 1,739,030 334,314 20,256 209,822 622,055

2018 Actual 3,476,772 1,547,373 6,815,628 1,607,819 1,572,994 466,943 51,738 246,423 704,541

2019 Amended Budget 4,553,408 1,666,120 7,182,763 1,278,624 1,689,444 475,735 84,314 256,878 558,973

2019 Projected Actual 4,528,911 1,641,872 7,155,509 1,278,624 1,687,494 464,935 32,672 244,328 546,073

2020 Adopted Budget 3,942,622 1,495,379 7,636,732 1,035,230 1,786,218 513,988 6,500 302,679 653,339

$ 15,178,446 $ 16,125,515 $ 16,490,231 $ 17,746,259 $ 17,580,418 $ 17,372,687

10,218,546 559,022 739,122 2,662,594 288,839 688,210 22,113

12,274,366 12,250,849 12,681,872 430,400 380,595 420,225 730,160 640,544 602,425 3,119,927 3,119,927 3,223,615 314,775 313,178 305,990 852,731 852,731 110,000 23,900 22,594 28,560 $ 15,178,446 $ 16,125,515 $ 16,490,231 $ 17,746,259 $ 17,580,418 $ 17,372,687

65,603 203,996 4,918 1,059,939 13,843,990

11,058,373 636,067 765,690 2,938,438 287,118 416,869 22,960

76,221 107,693 2,032 1,032,684 14,906,885

11,492,104 284,937 695,423 2,425,466 307,449 1,261,697 23,155

60,299 65,839 24,597 1,082,611 15,256,885

62,500 84,900 1,229,867 16,368,992

36,950 38,000 5,951 1,137,867 16,361,650

24,400 28,000 1,182,950 16,137,337

$ 15,178,446 $ 16,125,515 $ 16,490,231 $ 17,746,259 $ 17,580,418 $ 17,372,687

Town of Parker 2020 Annual Budget

115

Compound Annual Growth 3% -3% 3% 11% 0% -48% 20% 0% 3%

6% -7% -5% 5% 1% -37% 7% 3%

-22% -39% 3% 4% 3%

Budget Detail


SECTION TITLE GENERAL FUND: EXPENDITURES Department: Police 2016 Actual Authorized FTE Positions Police Chief Deputy Police Chief Commander Sergeant Accredidation Manager Administrative Manager Administrative Technician Background Investigator Communications Manager Communications Technician/Lead Community Outreach Coordinator Animal Welfare Officer Community Services Manager Community Services Officer Community Services Officer* Crime Analyst Crime Scene Investigator Manager Crime Scene Investigator Property and Evidence Technician Operations Service Technician Police Officer/Detective Public Relations Coordinator Records Manager Media Duplication Technician Records Technician Report Technician Subtotal Overhire Police Officer Total Authorized FTE Positions

1.0 1.0 6.0 10.0 1.0 4.0 0.5 2.0 17.0 2.0 1.0 1.0 1.0 1.0 2.0 0.8 54.0 1.0 1.0 3.0 2.8 113.1 4.0 117.1

2017 Actual

2018 Actual

1.0 1.0 6.0 10.0 1.0 1.0 3.0 1.0 1.0 18.0 1.0 1.0 2.0 1.0 1.0 1.0 1.0 2.0 0.8 54.0 1.0 1.0 1.0 3.0 3.2 117.0 4.0 121.0

1.0 1.0 6.0 10.0 1.0 1.0 3.0 1.0 1.0 18.0 1.0 1.0 2.0 1.0 1.0 1.0 1.0 2.0 0.8 54.0 1.0 1.0 1.0 3.0 3.2 117.0 4.0 121.0

2019 Amended Budget 1.0 1.0 6.0 10.0 1.0 1.0 3.0 1.0 1.0 18.0 1.0 1.0 2.0 1.0 1.0 1.0 1.0 2.0 0.8 54.0 1.0 1.0 1.0 3.0 3.2 117.0 4.0 121.0

2019 Projected Actual 1.0 1.0 6.0 10.0 1.0 1.0 3.0 1.0 1.0 18.0 1.0 1.0 2.0 1.0 1.0 1.0 1.0 2.0 0.8 54.0 1.0 1.0 1.0 3.0 3.2 117.0 4.0 121.0

2020 Adopted Budget 1.0 1.0 6.0 10.0 1.0 1.0 3.0 1.0 1.0 18.5 1.0 1.0 2.0 1.0 1.0 1.0 1.0 2.0 0.8 57.0 1.0 1.0 1.0 3.0 3.2 120.5 2.0 122.5

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2020 Adopted Budget vs. 2019 Projected Actual Administration • Changes to the Technology Management allocation methodology resulted in a lower level of Internal Services charges.

Patrol • Salary and Benefits include 3% funding for the performance pay adjustment, step increases for commissioned officers, healthcare cost increases and funding for three incremental positions.

Records • Changes to the Technology Management allocation methodology resulted in a higher level of Internal Services charges offset by reduced Capital Outlay related to the completion of the records management system.

Budget Detail

116

Town of Parker 2020 Annual Budget


GENERAL FUND: EXPENDITURES SECTION TITLE Department: Police Police Communications • Salary and Benefits include 3% funding for the performance pay adjustment and healthcare cost increases.

Community Services • Salary and Benefits include 3% funding for the performance pay adjustment and healthcare cost increases.

Police Station • Buildings and Improvements have increased due to the inclusion of an LED conversion project for 2020.

2019 Accomplishments Support an Active Community • Brought in a new mounted horse, Zuni, and retired Police Horse Tug for Mounted Patrol Team. This was necessary to continue the Mounted Patrol’s efforts for community outreach and safety at Parker events and on trails.

Foster Community Creativity and Engagement • Launched a Parent Safety Academy with classes focused on how parents can keep their children safe in a constantly evolving world.

• Launched a Teen Police Citizen’s Academy in the summer of 2019. Forty high school students spent a week with Police Department staff, learning and interacting behind the scenes.

• Presented educational topics at monthly Rotary Club meetings held in the Town. • Launched Cookies with Rookies to introduce new officers to Parker residents; specifically,

youth in Parker; to enhance community connections and develop bonds with new police officers. This program helped inspire changes to the Coffee with a Cop program to build more connections with families in Parker.

Enhance Economic Vitality • Collaborations with business owners to reduce crimes, specifically smash and grab burglaries to businesses.

• Enhanced and grew the volunteer program within the Police Department to reduce costs associated with operations.

Promote a Safe and Healthy Community • Increased School Resource Officer staffing for the 2019-2020 school year. • Provided emergency management training opportunities to staff and the public to include a tabletop exercise with the Citizen’s Academy Alumni Group.

Town of Parker 2020 Annual Budget

117

Budget Detail


SECTION TITLE GENERAL FUND: EXPENDITURES Department: Police • Created a Core Detective Sergeant position, to ensure that felony case management and investigations remain a top priority and to ensure we retain long-term knowledge in the Investigations Division.

• • • • •

Received a safety vest donation for K-9 Kato. Added more traffic radar units to the patrol fleet. Launched a public awareness campaign to combat online scams. Hosted a large scale, multi-agency active shooter training exercise at Cimarron Middle School. Recruited and hired ten new officers (13% of total officer staff) to backfill vacancies, the largest recruitment the Parker Police Department has ever accomplished.

Innovate with Collaborative Governance • Awarded Accreditation with Excellence from the Commission on Accreditation for Law

Enforcement Agencies (CALEA). This is CALEA’s most prestigious award; recognizing the Parker Police Department for excellent in policies, procedures, organizational improvement, analysis, strategy and organizational culture.

• Collaborated with Lone Tree and Castle Rock Police Departments to collect more than 500 cell phones for crime victims through a cell phone drive. These phones provide a critical lifeline to victims of domestic abuse who may have no other way to reach out for help.

• Hosted the FBI Leadership series training for Police Supervisors, Commanders and Executives, in addition to the FBI Master Public Information Officer course.

Develop a Visionary Community Through Balanced Growth • Launched a new Records Management System. • Moved Computer Aided Dispatch System to new servers to better integrate with new Records Management System in a more secure and integrated environment.

• Restructured the Community Services Officer program and workforce to provide more efficient and effective code enforcement and animal services to the Town.

• Installed and completed training for a new recording system for Police Dispatch.

2020 Goals Support an Active Community • Launch a comprehensive plan to address safety and security along Parker’s trail systems and parks.

Foster Community Creativity and Engagement • Launch a Parker Public Safety Youth Council. • Launch a Police Department Instagram account. • Launch a Pages with Police program where officers go to elementary schools and read to kids to promote literacy and build a positive relationship with law enforcement officers. Budget Detail

118

Town of Parker 2020 Annual Budget


GENERAL FUND: EXPENDITURES SECTION TITLE Department: Police Enhance Economic Vitality • Enhance partnerships with businesses to proactively reduce crime. Promote a Safe and Healthy Community • Launch a Parent Tip Tuesday program to provide important public safety education to parents in the community.

• Complete a Crisis Communication Manual for use by Police Department Public Information

Officers to accurately and efficiently communicate important information during public safety emergencies.

Innovate with Collaborative Governance • Launch a new mobile application that will provide enhanced engagement and transparency. Develop a Visionary Community Through Balanced Growth • Launch Parker VISION (Video Improving Safety in our Neighborhoods) program where

residents would inform us if they have home recording systems from which we could request video if there is a crime in their area.

PERFORMANCE MEASURES

Town of Parker 2020 Annual Budget

119

Budget Detail


TOWN ADMINISTRATOR ABOUT THE TOWN ADMINISTRATOR’S OFFICE The Town Administrator is appointed by the Town Council and serves as the chief administrative officer of the organization. The Town Administrator’s Office is responsible for providing direction on day-to-day operations, overseeing and implementing organizational policies, laws and Town ordinances, promoting economic activity to broaden the tax base and increase primary employment in the Town, providing Town Council support, implementing Town Council and organizational goals, appointing department directors and the development and submission of the annual budget to Town Council.

Budget Detail

120

Town of Parker 2020 Annual Budget


GENERAL FUND: EXPENDITURES SECTION TITLE Department: Town Administrator

2016 Actual

2017 Actual

2019 Amended Budget

2018 Actual

2019 Projected Actual

2020 Adopted Budget

Compound Annual Growth

Expenditures by Function Town Administrator Economic Development

$

879,214 619,206

$

844,164 644,324

$

480,197 443,628

$

504,802 569,200

$

496,072 554,200

$

518,938 509,501

-12% -5%

Total Expenditures by Function

$

1,498,420

$

1,488,488

$

923,825

$

1,074,002

$

1,050,272

$

1,028,439

-9%

647,172 7,130 273,625 46,512 54,000

-11% -23% -5% -11%

1,028,439

-9%

1,028,439

-9%

1,028,439

-9%

Expenditures by Category Salary and Benefits Supplies Purchased Services Internal Services Economic Development Incentives Total Expenditures by Category

1,034,101 20,312 339,425 75,240 29,342 $

Sources of Funding General Fund Total Sources of Funding

1,498,420

1,011,594 29,480 281,410 78,156 87,848 $

1,498,420 $

Authorized FTE Positions Town Administrator's Office Town Administrator Deputy Town Administrator* Assistant Town Administrator Administrative Manager Assistant to the Town Administrator Executive Assistant Economic Development: Business Recruitment Manager Executive Assistant Economic Development Coordinator** Business Development Officer Total Authorized FTE Positions

1,498,420

1,488,488

602,708 8,718 215,975 54,202 42,222 $

1,488,488 $

1,488,488

923,825

629,924 7,130 320,550 58,398 58,000 $

923,825 $

923,825

1,074,002

629,924 6,550 297,400 58,398 58,000 $

1,074,002 $

1,074,002

1,050,272

$

1,050,272 $

1,050,272

$

1.00 1.00 1.00 1.00 -

1.00 1.00 1.00 1.00

1.00 1.00 1.00 1.00 -

0.75 1.00 1.00 1.00

0.75 1.00 1.00 1.00

0.75 1.00 1.00 1.00

1.00 1.00 1.00 1.00 8.00

1.00 1.00 1.00 1.00 8.00

1.00 1.00 1.00 7.00

1.00 1.00 1.00 6.75

1.00 1.00 1.00 6.75

1.00 1.00 1.00 6.75

*Deputy Town Administrator budgeted at 7% for 2019 and 2020 **Economic Development Coordinator budgeted at 0% in 2019 and 2020

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2020 Adopted Budget vs. 2019 Projected Actual • Purchased Services increased in the Town Administrator budget to include funding for a parks and recreation operations assessment and decreased in Economic Development to reflect the postponement of a retail demand study.

2019 Accomplishments Develop a Visionary Community Through Balanced Growth • Worked with departments and a third party consulting firm to review the current

development funding in the Town and provide potential options to pay for future growth and

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Budget Detail


SECTION TITLE GENERAL FUND: EXPENDITURES Department: Town Administrator new development. Town Council approved the recommendations of impact fees to pay for growth-related infrastructure costs. The impact fee ordinance calculation amounts were then used as a basis for a November 2019 ballot measure to increase the development excise tax. The measure passed, which repealed the impact fee ordinance.

• Completed the final stages of a user fee study which analyzed development related costs.

Once implemented in 2020, the additional fees will assist the Town in recouping previously subsidized development services.

• Provided leadership and guidance in completion of critical Town planning documents to

include the final phase of the Complete Streets Policy, the Downtown Parking Study and Plan, and the Parks, Recreation and Open Space Master Plan.

Innovate with Collaborative Governance • Collaborated with the legal department to add nine local ballot measures for the 2019 election. The electorate approved measures to allow public or private-sector high-speed internet, telecommunication and cable services; changes to elected official terms of office; planning commission plat approval changes; and housekeeping charter changes regarding the role of the Town Administrator.

• Assisted the Human Resources Department in conducting a comprehensive compensation

study. As a result, the Town’s compensation structure is competitive with the market and in alignment with the Town’s talent retention philosophy.

• Conducted an Employee Events and Recognition Survey in conjunction with a townwide

Employee Engagement Survey. Based on survey results and analysis of the online recognition report data, redirected previously used recognition funds toward a more equitable employee recognition program more closely aligning with the expressed desires of the employees.

• In collaboration with the Human Resources department, conducted an Employee Engagement Survey with a 78% response rate.

• Implemented the Mayor and Town Council Ceremonial Events and Documents program which enables more accurate information and a more streamlined process which allows for tracking. The Town Administrator’s Office facilitated approximately sixty formal requests.

Foster Community Creativity and Engagement • Restructured the Town’s Civic Academy to emphasize long term community engagement for

the participants. These changes are expected to increase the pool of well-informed and highly engaged citizens who are prepared to further their involvement through volunteering, running for elected office, serving on boards and commissions, and participating on community task forces and citizen advisory groups.

• Initiated the redesign and upgrade of the Let’s Talk Parker platform and assisted

Communications with the implementation. The redesign and upgrades enabled the site for better mobile device accessibility, provided easier navigation to find projects, and improved the end-user experience.

• The My Mainstreet Project won the Silver Circle Savvy Award for Community Visioning and Branding from the City-County Communications & Marketing Association (3CMA), which is

Budget Detail

122

Town of Parker 2020 Annual Budget


GENERAL FUND: EXPENDITURES SECTION TITLE Department: Town Administrator a national association of local government communicators. The 3CMA Savvy Awards had over 900 award submissions for 2019 and the top three in each category were recognized. This is the first award for Parker from 3CMA. The Town Administrator’s Office, along with the Communications Department provided support and assistance to P3 staff for the award submission and for the My Mainstreet community engagement on Let’s Talk Parker.

Support an Active Community • Implemented the community event permit fee structure which brought the Town’s fees up to

industry standards and consistent with other front range communities. The new fee structure increased the permit administrative fees and added municipal service fees for Engineering/ Public Works, Parks and Recreation and the Police Department. In 2018, before implementing the fee changes, the revenue generated was $1,637.50 compared to 2019 revenue of $23,611.50 which is a 1,342% increase.

Enhance Economic Vitality • Led an initiative to increase the limitation on the mill levy rates on metro districts for

development within the Town. Ensures that homeowners in new developments are covering the cost for their own infrastructure such as roads and sidewalks and that the burden does not fall on existing residents. Staff also negotiated dedicated mills towards Town capital and ongoing operations and maintenance for the Town.

2020 Goals Innovate with Collaborative Governance • Transition the Economic Development division to the Town Administrator’s Office to

centralize Economic Development activities. The transition is expected to provide a more global and organization-wide perspective and is a standard organizational structure in local government.

• In collaboration with department directors, develop and implement a work plan to address the three areas of opportunity resulting from the employee engagement survey; culture, leadership and communication.

• Finalize the performance measures framework and fully operationalize the Town’s strategic plan.

• Integrate the customer relationship management component of the asset management system into townwide operations.

• Present the development user fee structure as recommended in the user fee study for Town Council consideration and implement as approved by Town Council.

Town of Parker 2020 Annual Budget

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Budget Detail


TOWN ATTORNEY ABOUT THE TOWN ATTORNEY The Town Attorney is legal advisor and counsel for the Mayor and Town Council. The Town Attorney is also legal advisor to any Town department or department head relating to his/her official duties.

Budget Detail

124

Town of Parker 2020 Annual Budget


GENERAL FUND: EXPENDITURES SECTION TITLE Department: Town Attorney

2016 Actual

2017 Actual

2018 Actual

2019 Amended Budget

2019 Projected Actual

2020 Adopted Budget

Compound Annual Growth

Expenditures by Function Legal Services

$

597,798 $

686,476 $

791,330 $

948,094 $

887,989 $

1,030,704

15%

Total Expenditures by Function

$

597,798 $

686,476 $

791,330 $

948,094 $

887,989 $

1,030,704

15%

339,971 15,511 211,524 30,792

362,847 17,939 273,734 31,956

498,264 19,085 263,410 10,571

634,655 19,355 266,725 27,359

634,655 19,355 206,620 27,359

801,197 23,957 132,113 73,437

24% 11% -11% 24%

597,798 $

686,476 $

791,330 $

948,094 $

887,989 $

1,030,704

15%

30,000 567,798

686,476

15,250 776,080

5,000 943,094

3,000 884,989

3,000 1,027,704

-44% 16%

597,798 $

686,476 $

791,330 $

948,094 $

887,989 $

1,030,704

15%

1.00 1.00 2.00

1.00 1.00 1.00 3.00

1.00 1.00 1.00 1.00 4.00

1.00 1.00 1.00 1.00 4.00

1.00 1.00 1.00 1.00 4.00

Expenditures by Category Salary and Benefits Supplies Purchased Services Internal Services Total Expenditures by Category

$

Sources of Funding Charges for Services General Fund Total Sources of Funding

$

Authorized FTE Positions Town Attorney Deputy Town Attorney Assistant Town Attorney Legal Administrator Legal Assistant Total Authorized FTE Positions

1.00 1.00 1.00 1.00 1.00 5.00

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2020 Adopted Budget vs. 2019 Projected Actual • Salary and Benefits include 3% funding for the performance pay adjustment, healthcare cost increases and an additional attorney position.

• Purchased Services reflects a reduction in external Legal Services related to the addition of the incremental attorney position.

• Changes to the Technology Management allocation methodology resulted in a higher level of Internal Services charges.

2019 Accomplishments Innovate with Collaborative Governance • Acted as legal advisor concerning significant development issues, including the annexation of residential and commercial projects.

• Acted as legal advisor for Town contracts, including the annexation agreements, as well as several intergovernmental agreements with Douglas County, Parker Water and Sanitation District, Lone Tree, and several metropolitan districts.

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Budget Detail


SECTION TITLE GENERAL FUND: EXPENDITURES Department: Town Attorney • Responsible for prosecution of Town Code violations. • Assisted in updating the Town Personnel Manual, Operations Manual, Police Department

Policy and Procedure Manual, and Police Department Standard Operating Procedure Manuals.

• Acted as legal counsel in defending/prosecuting litigation involving the Town. • Acted as legal advisor for the 2019 special election. • Acted as legal advisor for implementation of impact fees and new metro district policies, resulting in new revenue sources to address growth impacts in the Town.

• Hired a new Assistant Town Attorney.

2020 Goals Innovate with Collaborative Governance • The Town Attorney will prepare or review all ordinances, resolutions, contracts and other written instruments.

• Represent the Town in court and other legally constituted tribunals in which the Town is a party.

• Advise Town Council of all matters of law and changes or development in law. • Act as legal advisor for the 2020 general election.

Budget Detail

126

Town of Parker 2020 Annual Budget


TOWN CLERK

SECTION TITLE

ABOUT THE TOWN CLERK The Town Clerk is the custodian of all Town legal documents, including the Municipal Code and Home Rule Charter. The Clerk also prepares Council meeting agendas and minutes, administers municipal elections, manages the Town’s record-keeping system, administers liquor licenses, registers voters, handles open records requests, oversees the Special Licensing Authority and issues peddler and solicitor licenses and permits. The Deputy Town Clerk oversees the Administrative Assistant and the Customer Service Division.

Town of Parker 2020 Annual Budget

127

Budget Detail


SECTION TITLE GENERAL FUND: EXPENDITURES Department: Town Clerk

2016 Actual Expenditures by Function Town Clerk Elections Customer Service Total Expenditures by Function

2019 Projected Actual

2020 Adopted Budget

Compound Annual Growth

241,323 $ 29,111 135,022

338,467 $ 139,544

305,971 $ 31,396 136,225

387,639 $ 32,000 155,617

385,139 $ 63,000 155,617

378,698 125,000 160,798

12% 44% 4%

$

405,456 $

478,011 $

473,592 $

575,256 $

603,756 $

664,496

13%

226,436 10,714 69,966 98,340 -

315,286 1,274 42,882 102,120 16,449

327,787 1,410 83,426 60,969 -

419,334 1,975 82,825 71,122 -

419,334 1,975 111,325 71,122 -

407,269 2,025 180,350 74,852 -

16% -34% 27% -7%

405,456 $

478,011 $

473,592 $

575,256 $

603,756 $

664,496

13%

30,445 1,661 373,350

39,008 1,068 437,935

39,595 6,492 427,505

37,429 500 537,327

45,500 3,000 555,256

46,865 1,000 616,631

11% -12% 13%

405,456 $

478,011 $

473,592 $

575,256 $

603,756 $

664,496

13%

1.0 1.0 1.0 2.6 5.6

1.0 1.0 1.0 2.6 5.6

1.0 1.0 1.0 2.6 5.6

1.0 1.0 1.0 2.6 5.6

1.0 1.0 1.0 2.6 5.6

$

Sources of Funding Licenses and Permits Charges for Services General Fund Total Sources of Funding

2019 Amended Budget

2018 Actual

$

Expenditures by Category Salary and Benefits Supplies Purchased Services Internal Services Capital Outlay Total Expenditures by Category

2017 Actual

$

Authorized FTE Positions Town Clerk Deputy Town Clerk Administrative Clerk* Customer Service Specialist Total Authorized FTE Positions

1.0 1.0 1.0 2.0 5.0

*Administrative Clerk budgeted at 80% for 2019 and 2020

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2020 Adopted Budget vs. 2019 Projected Actual • Purchased Services in the Elections division increased due to the possibility of a special

election in 2020. The 2020 budget includes the cost for the fall general election and an additional $93,000 for the special election. The cost of the special election assumes the Town absorbs all the related costs and does not receive assistance from Douglas County.

2019 Accomplishments Innovate with Collaborative Governance • Successfully completed 2019 Election for nine ballot issues and a TABOR question. • Completed the processing of Citizen Initiative Petitions which were received in October 2019. • Continued to apply the new liquor licensing regulations which were first implemented in 2018 and 2019.

• Hired an Administrative Specialist for the liquor licensing position. Budget Detail

128

Town of Parker 2020 Annual Budget


GENERAL FUND: EXPENDITURES SECTION TITLE Department: Town Clerk • Converted the part-time customer service position to a full-time position and realized a cost savings in doing so.

2020 Goals Innovate with Collaborative Governance • Develop Strategic Plan for Records Management Program. • Renew and/or revise Disaster Recovery Plan. • In conjunction with Procurement and the Attorney’s office, develop an educational session on contract process and management.

• Develop a CivicClerk training for new employees using the system and those needing a refresher on the use of the system for current users.

PERFORMANCE MEASURES

Town of Parker 2020 Annual Budget

129

Budget Detail


Budget Detail

130

Town of Parker 2020 Annual Budget


SPECIAL REVENUE FUNDS

GENERAL FUND (pgs. 65-130) SPECIAL REVENUE FUNDS (pgs. 131-156) SUMMARY FUNDS • Capital Renewal and Replacement Fund • Conservation Trust Fund • Cultural Fund • Law Enforcement Assistance Fund • Parks and Recreation Fund • Recreation Fund

CAPITAL PROJECTS FUNDS (pgs. 157-168) DEBT SERVICE FUNDS (pgs. 169-175) ENTERPRISE FUND (pgs. 176-182) INTERNAL SERVICE FUNDS (pgs. 183-196)

Town of Parker 2020 Annual Budget

131

Budget Detail


SECTIONREVENUE SPECIAL TITLE FUNDS: SUMMARY 2016 Actual

2017 Actual

2018 Actual

2019 Amended Budget

2019 Projected Actual

2020 Adopted Budget

Compound Annual Growth

$ 18,522,662

$ 11,478,999

$ 12,982,035

$ 15,507,054

$ 15,507,054

$ 10,917,872

-9%

6,986,848 1,220,831 7,710,197 92,703 553,637 153,115 4,216,900

7,492,659 1,630,946 8,370,827 85,799 1,125,384 219,456 7,623,400

7,886,177 986,109 8,706,847 65,706 318,171 338,980 4,768,975

7,772,960 1,302,000 8,882,069 80,000 3,028,730 271,900 4,985,145

7,932,040 1,473,375 8,868,051 50,000 3,053,453 427,402 4,985,145

8,073,880 1,080,000 9,252,713 50,000 209,500 344,100 4,389,423

4% -23% 8% -1%

Total Revenues

20,934,231

26,548,471

23,070,965

26,322,804

26,789,466

23,399,616

-14%

Expenditures Salary and Benefits Supplies Purchased Services Internal Services Utilities/Insurance Capital Outlay Economic Development Incentives Transfers Out

5,745,058 715,221 3,715,759 928,093 696,071 11,485,187 89,437 4,603,068

6,521,520 666,601 4,024,669 940,963 747,517 5,974,803 74,177 6,095,185

6,687,101 711,228 4,026,203 897,948 771,746 2,011,973 16,465 5,423,282

7,174,346 780,108 4,419,738 883,375 836,326 11,877,475 -

7,174,345 766,338 4,373,918 883,675 826,132 11,279,529 -

7,847,320 864,539 4,288,047 1,214,571 833,244 3,308,226 -

11% 2% 8% 6% 5% -15%

6,074,712

6,074,711

5,617,739

-10%

Total Expenditures

27,977,894

25,045,435

20,545,946

32,046,080

31,378,648

23,973,686

-10%

$ 11,478,999

$ 12,982,035

$ 15,507,054

9,783,778

$ 10,917,872

$ 10,343,802

-17%

475,771 8,165,799 141,797 5,442,397 6,696,353 12,114

434,434 9,616,678 131,134 7,503,863 8,848,553 13,809

452,869 8,522,923 95,745 5,672,413 8,294,545 32,470

400,100 12,014,160 120,600 5,441,099 8,314,845 32,000

500,100 12,313,240 90,000 5,346,409 8,507,717 32,000

510,100 8,804,880 88,000 5,119,141 8,847,495 30,000

0% -27% -3% 6% 7% 0%

Total Revenues

20,934,231

26,548,471

23,070,965

26,322,804

26,789,466

23,399,616

-14%

Expenditures by Fund Conservation Trust Parks and Recreation Law Enforcement Assistance Cultural Recreation Capital Renewal and Replacement

600,000 14,589,141 129,196 5,614,045 7,045,513 -

475,000 9,129,984 116,888 7,442,106 7,881,455 -

375,000 6,858,511 65,899 5,214,634 8,031,902 -

375,000 15,252,951 94,067 6,812,728 9,411,331 100,000

375,000 14,625,131 91,287 6,768,499 9,418,731 100,000

525,000 8,681,928 99,837 5,208,222 9,458,698 -

-44% -21% -24% 8% 11%

Total Expenditures

27,977,894

25,045,435

20,545,946

32,046,080

31,378,650

23,973,689

-10%

Beginning Fund Balances Revenues Taxes Intergovernmental Charges for Services Fines and Forfeitures Contributions Miscellaneous Transfers In

Ending Fund Balances

Revenues by Fund Conservation Trust Parks and Recreation Law Enforcement Assistance Cultural Recreation Capital Renewal and Replacement

Budget Detail

132

$

17% -26%

Town of Parker 2020 Annual Budget


SPECIAL REVENUE FUNDS: SECTION SUMMARY TITLE SOURCES OF REVENUE: SPECIAL REVENUE FUNDS Charges for Services 39.5% Intergovernmental 4.6%

Fines and Forfeitures 0.2% Contributions 0.9% Miscellaneous 1.5%

Taxes 34.5%

Transfers In 18.8%

EXPENDITURES BY TYPE: SPECIAL REVENUE FUNDS

Transfers Out 23.4%

Salary and Benefits 32.7%

Capital Outlay 13.8%

Supplies 3.6% Utilities/Insurance 3.5% Internal Services 5.1%

Town of Parker 2020 Annual Budget

Purchased Services 17.9%

133

Budget Detail


SECTION TITLE

CAPITAL RENEWAL AND REPLACEMENT RESERVE FUND ABOUT CAPITAL RENEWAL AND REPLACEMENT RESERVE

The Capital Renewal and Replacement Reserve Fund accounts for funds that are transferred in from other funds, which can be used to fill budgetary gaps related to the renewal and/or replacement of aging equipment, facilities and other types of assets or other similar type future needs.

Budget Detail

134

Town of Parker 2020 Annual Budget


SPECIAL REVENUE FUNDS FUND: Capital Renewal and Replacement Reserve Fund

2016 Actual

2017 Actual

2019 Amended Budget

2018 Actual

2019 Projected Actual

2020 Adopted Budget

Compound Annual Growth

Revenues Interest

$

12,114 $

13,809 $

32,470 $

32,000 $

32,000 $

30,000

25%

Total Revenues

$

12,114 $

13,809 $

32,470 $

32,000 $

32,000 $

30,000

25%

Expenditures Interfund Transfer Total Expenditures Beginning Fund Balance Revenue Over (Under) Exp Ending Fund Balance

-

-

-

100,000

100,000

-

$

- $

- $

- $

100,000 $

100,000 $

-

$

1,979,286 12,114 1,991,400 $

1,991,400 13,809 2,005,209 $

2,005,209 32,470 2,037,679 $

2,037,679 (68,000) 1,969,679 $

2,037,679 (68,000) 1,969,679 $

1,969,679 30,000 1,999,679

0% 25% 0%

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2020 Adopted Budget vs. 2019 Projected Actual • The interfund transfer in 2019 went to the Cultural Fund as partial reimbursement for the new roof on the PACE Center. The transfer was a one-time action and not ongoing.

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Budget Detail


SECTION TITLE

CONSERVATION TRUST FUND ABOUT CONSERVATION TRUST

This fund accounts for lottery funds from the State of Colorado, based on a formula tied to population. These funds are restricted and can only be used for parks, recreation and open space purposes.

Budget Detail

136

Town of Parker 2020 Annual Budget


SPECIAL REVENUE SECTIONFUNDS TITLE FUND: Conservation Trust Fund

2016 Actual

2017 Actual

2018 Actual

2019 Amended Budget

2019 Projected Actual

2020 Adopted Budget

Compound Annual Growth

Revenues State Conservation Trust Fund Interest

$

475,660 $ 111

434,342 $ 92

452,801 $ 68

400,000 $ 100

500,000 $ 100

510,000 100

2% -3%

Total Revenues

$

475,771 $

434,434 $

452,869 $

400,100 $

500,100 $

510,100

2%

600,000

475,000

375,000

375,000

375,000

525,000

-3%

$

600,000 $

475,000 $

375,000 $

375,000 $

375,000 $

525,000

-3%

152,568 (40,566) 112,002 $

112,002 77,869 189,871 $

189,871 25,100 214,971 $

189,871 125,100 314,971 $

314,971 (14,900) 300,071

3%

$

276,797 (124,229) 152,568 $

Expenditures Interfund Transfer Total Expenditures Beginning Fund Balance Revenue Over (Under) Exp Ending Fund Balance

18%

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2020 Adopted Budget vs. 2019 Projected Actual • In order to support the level of capital projects in the Parks and Recreation Fund, the transfer was increased from $375,000 to $525,000.

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137

Budget Detail


SECTION TITLE

CULTURAL FUND ABOUT CULTURAL

The mission of the Cultural Department, also known as Parker Arts, is to enhance the local economic vitality and quality of life by offering unique gathering spaces and providing access to a wide variety of high-quality performances, exhibits, and educational programs in arts, culture, history, and science.

Budget Detail

138

Town of Parker 2020 Annual Budget


SPECIAL REVENUE FUNDS FUND: Cultural Fund

2016 Actual Revenues Intergovernmental Grants Charges for Services Concessions Ticket Sales Merchandise and Art Sales Advertising Rentals Catering Class Registration Fundraising Miscellaneous Charges for Services Total Charges for Services Miscellaneous Interest Contributions Other Total Miscellaneous Interfund Transfers From General Fund From Excise Tax Fund From Facilities Reserve Fund Total Interfund Transfers

$

Total Revenues

$

Expenditures by Function Administration PACE Center Building Production Public Art Art Gallery Presenting Classes Rentals Outreach Events Marketing Schoolhouse/Ruth Chapel Interfund Trfs to Parks & Rec Fund Total Expenditures by Function

$

634,739

2017 Actual

$

2019 Amended Budget

2018 Actual

597,354

$

496,368

$

455,000

2019 Projected Actual

$

519,875

2020 Adopted Budget

$

Compound Annual Growth

520,000

-5%

173,579 1,362,416 55,411 10,600 301,120 12,566 362,804 0 74 2,278,570

187,002 1,461,876 42,944 5,150 258,666 10,922 436,814 1,875 498 2,405,747

183,885 1,672,818 50,703 0 391,035 11,397 473,478 7,115 901 2,791,332

197,500 1,881,565 49,560 0 335,000 10,600 486,594 11,000 550 2,972,369

197,500 1,635,127 15,000 0 373,590 11,000 537,904 17,000 960 2,788,081

197,500 1,698,356 15,000 0 387,000 11,000 490,547 20,000 960 2,820,363

3% 6% -28%

7,486 132,132 1,470 141,088

10,625 175,778 53,559 239,962

25,463 209,284 39,711 274,458

20,000 203,730 10,000 233,730

30,000 218,453 10,000 258,453

25,000 209,500 10,000 244,500

35% 12% 61% 15%

1,800,000 588,000 0 2,388,000

3,260,900 999,900 0 4,260,800

1,684,643 400,000 0 2,110,255

1,680,000 0 100,000 1,780,000

1,680,000 0 100,000 1,780,000

1,414,278 120,000 0 1,534,278

-6% -33%

5,119,141

-2%

5,442,397

$

7,503,863

$

5,672,413

$

5,441,099

$

5,346,409

$

6% -3% 8% 90% 5%

-10%

1,903,371 327,564 90,001 7,868 34,320 873,071 244,417 223,999 22,939 408,628 1,477,867 -

2,095,237 541,499 81,160 14,737 19,237 1,095,178 287,255 219,396 14,930 382,480 2,623,497 67,500

2,107,060 339,415 77,316 6,624 46,742 953,160 306,990 302,450 8,648 370,350 695,879 -

2,298,846 638,197 76,364 6,900 17,400 1,007,260 324,800 308,750 9,187 362,000 1,763,024 -

2,296,019 637,033 63,934 6,900 11,400 960,570 346,432 312,750 9,187 361,250 1,763,024

2,484,819 459,287 76,364 6,900 21,400 919,827 339,550 312,750 15,187 350,000 222,138 -

7% 9% -4% -3% -11% 1% 9% 9% -10% -4% -38%

5,614,045 $

7,442,106 $

5,214,634 $

6,812,728 $

6,768,499 $

5,208,222

-2%

Town of Parker 2020 Annual Budget

139

Budget Detail


SECTIONREVENUE SPECIAL TITLE FUNDS FUND: Cultural Fund

2016 Actual Expenditures by Category Salary and Benefits Supplies Purchased Services Internal Services Utilities/Insurance Capital Outlay Interfund Trfs to Parks & Rec Fund Total Expenditures by Category Beginning Fund Balance Revenue Over (Under) Exp Ending Fund Balance

Authorized FTE Positions Cultural Director Accounting Technician Administration Specialist Assistant Cultural Dir for Operations Assist Cultural Dir for Communications and External Affairs Assistant Cultural Director for Programs Audio Technician Cultural Facility Specialist Development Manager Education Assistant Education Manager Facilities Coordinator Food & Beverage Coordinator Graphic Design and Marketing Coordinator Lighting Technician Marketing Assistant Marketing Manager Membership Specialist Outreach Specialist Patron Services Manager Production Manager Program Coordinator Stage Technician Stagehand III Total Full Time Positions Full Time Equivalent of Part Time Employees Total Authorized FTE Positions

Budget Detail

2017 Actual

2018 Actual

2019 Amended Budget

2019 Projected Actual

2020 Adopted Budget

Compound Annual Growth

1,533,393 172,616 2,290,389 197,530 153,850 1,266,267 -

1,720,594 150,862 2,537,949 214,624 150,729 2,599,848 67,500

1,690,939 133,027 2,455,778 215,775 153,894 565,221 -

1,765,783 105,983 2,584,785 247,260 161,350 1,947,567 -

1,765,783 97,938 2,549,765 247,260 160,186 1,947,567 -

2,012,932 116,214 2,410,994 386,836 161,020 120,226 -

7% -9% 1% 18% 1% -44%

$

5,614,045 $

7,442,106 $

5,214,634 $

6,812,728 $

6,768,499 $

5,208,222

-2%

$

1,195,087 (171,648) 1,023,439 $

1,023,439 61,757 1,085,196 $

1,085,196 457,779 1,542,975 $

1,542,975 (1,371,629) 171,346 $

1,542,975 (1,422,090) 120,885 $

120,885 (89,081) 31,804

1.00 0.33 0.80 1.00

1.00 0.33 0.80 1.00

1.00 0.33 0.80 1.00

1.00 0.33 0.80 1.00

1.00 0.33 0.80 1.00

1.00 0.33 1.00

1.00 1.00 1.00 0.80 1.00 0.80 1.00 1.00 1.00

1.00 1.00 1.00 0.80 1.00 0.80 1.00 1.00 1.00

1.00 1.00 1.00 0.80 1.00 0.80 1.00 1.00 1.00

1.00 1.00 1.00 0.80 1.00 0.80 1.00 1.00 1.00

1.00 1.00 1.00 0.80 1.00 0.80 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 0.80 1.00 1.00 1.00 0.80 18.33

1.00 1.00 0.80 1.00 1.00 1.00 1.00 1.00 0.80 20.33

1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.80 20.53

1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.80 20.53

1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.80 20.53

1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 18.33

12.70 31.03

13.50 33.83

12.60 33.13

12.75 33.28

12.75 33.28

12.75 31.08

140

-44% -58%

Town of Parker 2020 Annual Budget


SPECIAL REVENUE SECTIONFUNDS TITLE FUND: Cultural Fund

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2020 Adopted Budget vs. 2019 Projected Actual • Salary and Benefits include 3% funding for the performance pay adjustment, minimum wage

rate increase for part-time employees and healthcare cost increases. These expenses reside in the Administration division.

• Supplies increased due to the increased number of outreach events planned for 2020. • Purchased Services costs associated with local touring presentations have decreased due to a change in the number of events being programmed for 2020.

• Changes to the Technology Management allocation methodology resulted in a higher level of Internal Services charges.

• Capital Outlay decreases dramatically in 2020 due to the completion of a major renovation project at the Schoolhouse.

• The fund balance has decreased more than ten percent due to the relatively flat revenue

growth offset by increased operating expense. Since the budget was developed, efforts have been implemented to reverse this trend.

2019 Accomplishments Foster Community Creativity and Engagement • Launched the new Family Free Day series, celebrating Hispanic Heritage Month on October 6. • Received six Henry Awards nominations for the musical Newsies. • Hosted the 3rd Annual Shakespeare Festival, serving 170 students and 15 schools. • Presented eleven student matinee performances featuring four national touring companies, serving over 4,500 Denver Metro students and teachers.

Enhance Economic Vitality • Hosted first annual Give Local Day to expand local philanthropic giving, with participation by eighteen nonprofit organizations.

• Completed the renovation of the Schoolhouse Plaza and parking lot, creating a unique and safe public gathering place in the heart of downtown Parker.

Support an Active Community • Provided theater rental opportunities for 59 community groups at the Schoolhouse and PACE

Center theaters, for a total of 104 rental performances serving over 16,000 audience members.

• Over 200 volunteers donated in excess of 9,000 hours of their time at shows, classes, festivals, and more.

• Provided over fifty free community outreach events serving over 11,000 citizens and visitors.

Town of Parker 2020 Annual Budget

141

Budget Detail


SECTIONREVENUE SPECIAL TITLE FUNDS FUND: Cultural Fund

2020 Goals Support an Active Community • Expand the volunteer program to include opportunities across all operations. • Assess and improve volunteer training, recruiting, recognition and retention efforts. Foster Community Creativity and Engagement • Identify and secure one new partner to introduce a new programming genre in the 2020-21 season.

• Establish a relationship with an underserved cultural group and jointly develop an activity that expands participation by that cultural group in at least one of the existing programs.

Enhance Economic Vitality • Create one new revenue-generating activity that is held in a currently underutilized space. • Conduct a study to assess the economic impact of arts and culture in Parker. • Provide essential professional development to staff to keep Parker Arts competitive.

PERFORMANCE MEASURES

Budget Detail

142

Town of Parker 2020 Annual Budget


SECTION TITLE

LAW ENFORCEMENT ASSISTANCE FUND ABOUT LAW ENFORCEMENT ASSISTANCE

This fund accounts for crisis intervention, Police training and equipment and victim services and support. The Victim Services Program is an integral part of the Parker Police Department and assists victims of crime and surviving families in cases of death, domestic violence, sexual assault and other crimes. Emotional support is provided, as well as information regarding available longterm support services.

Town of Parker 2020 Annual Budget

143

Budget Detail


SECTIONREVENUE SPECIAL TITLE FUNDS FUND: Law Enforcement Assistance Fund

2016 Actual Revenues VALE Grant Charges for Services Court Surcharges Interest Miscellaneous Total Revenues

$

Beginning Fund Balance Revenue Over (Under) Exp Ending Fund Balance

Authorized FTE Positions Victim Witness Coordinator Victim Advocate Total Authorized FTE Positions

2018 Actual

2019 Amended Budget

2019 Projected Actual

2020 Adopted Budget

Compound Annual Growth

45,432 $ 2,114 92,703 1,327 221

39,250 $ 2,461 85,799 2,967 657

21,940 $ 65,706 7,846 253

32,000 $ 80,000 8,500 100

32,000 $ 50,000 8,000 -

30,000 50,000 8,000 -

-10%

141,797 $

131,134 $

95,745 $

120,600 $

90,000 $

88,000

-11%

118,408 1,663 5,696 1,587 1,842

110,505 1,362 4,716 305 -

62,365 447 2,767 320 -

83,617 1,700 8,400 350 -

83,617 1,500 5,850 320 -

89,397 1,700 8,400 340 -

-7% 1% 10% -32%

$

129,196 $

116,888 $

65,899 $

94,067 $

91,287 $

99,837

-6%

97,954 14,246 112,200 $

112,200 29,846 142,046 $

142,046 26,533 168,579 $

142,046 (1,287) 140,759 $

140,759 (11,837) 128,922

13%

$

85,353 12,601 97,954 $

1.00 0.50 1.50

1.00 0.50 1.50

1.00 1.00

1.00 1.00

1.00 1.00

$

Expenditures Salary and Benefits Supplies Purchased Services Utilities/Insurance Capital Outlay Total Expenditures

2017 Actual

-14% 57%

7%

1.00 1.00

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2020 Adopted Budget vs. 2019 Projected Actual • Salary and Benefits include 3% funding for the performance pay adjustment and healthcare cost increases.

Budget Detail

144

Town of Parker 2020 Annual Budget


PARKS AND RECREATION FUND ABOUT PARKS AND RECREATION The Parks and Recreation Fund is primarily supported by the Town’s 0.5 percent sales and use tax which are to be used for parks, trails, open space and recreation purposes. Major activities that are funded through this revenue stream include planning, design and construction of parks, trails and recreation facilities. Other uses include land acquisition, repayment of debt issued and special studies and analysis related to the overall operation, functionality and implementation of park and recreational facilities.

Town of Parker 2020 Annual Budget

145

Budget Detail


SECTIONREVENUE SPECIAL TITLE FUNDS FUND: Parks and Recreation Fund

2016 Actual Revenues Taxes Sales Tax Use Tax Total Taxes Intergovernmental Interest Rent Contributions Miscellaneous Transfers In Total Revenues Expenditures Salary and Benefits Supplies Purchased Services Capital Outlay Economic Incentives Interfund Transfer

$

$

2017 Actual

6,462,429 524,419 6,986,848 55,000 71,963 30,227 421,505 256 600,000

$

8,165,799

$

271,550 4,359 205,780 10,014,947 89,437 4,003,068

6,868,038 624,621 7,492,659 550,000 47,827 30,222 949,606 3,864 542,500

$

9,616,678

$

$ 14,589,141

$

9,129,984

Beginning Fund Balance Revenue Over (Under) Exp Ending Fund Balance

13,602,632 (6,423,342) $ 7,179,290 $

7,179,290 486,694 7,665,984

Authorized FTE Positions Parks and Recreation Director Recreation/Community Marketing Coordinator Project Administrator Special Project Analyst Accounting Technician Total Authorized FTE Positions

7,150,713 $ 735,465 7,886,177 124,948 26,545 108,887 1,366 375,000

7,137,960 635,000 7,772,960 400,000 110,000 30,000 2,825,000 1,200 875,000

2019 Projected Actual

$

$

$

$ 12,014,160

$ 12,313,240

351,832 248 206,606 1,235,078 16,465 5,048,282

361,560 5,225 137,950 9,648,505 5,099,711

361,560 3,600 109,700 9,050,560 5,099,711

$

6,858,511

$ 15,252,951

$ 14,625,131

$

7,665,984 1,664,412 9,330,396

$

9,330,396 (3,238,791) 6,091,605 $

2020 Adopted Budget

7,313,040 619,000 7,932,040 400,000 240,000 30,000 2,835,000 1,200 875,000

8,522,923

327,418 4,015 208,367 2,963,322 74,177 5,552,685

Total Expenditures

2019 Amended Budget

2018 Actual

7,438,880 635,000 8,073,880 175,000 30,000 1,000 525,000

Compound Annual Growth

4% 5% 4% 25% 0% 41% -3%

8,804,880

2%

386,014 5,225 212,950 2,985,000 5,092,739

9% 5% 1% -26%

$

8,681,928

-12%

9,330,396 (2,311,891) 7,018,505 $

7,018,505 122,952 7,141,457

-15%

0.35

0.35

0.35

0.35

0.35

0.33

0.25 1.00 1.00 0.33 2.93

0.50 1.00 1.00 0.33 3.18

0.50 1.00 1.00 0.33 3.18

0.50 1.00 1.00 0.33 3.18

0.50 1.00 1.00 0.33 3.18

0.50 1.00 1.00 0.33 3.16

6%

0%

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2020 Adopted Budget vs. 2019 Projected Actual • Intergovernmental revenue is budgeted at a $400,000 decrease. This revenue line item

fluctuates depending upon activities that are underway with other governmental agencies.

• The amount of contributions revenue varies significantly year-over-year; therefore, no budget is included.

• Purchased Services increases due to the addition of a soft trails analysis study. • In 2019, four projects, each in excess of $1.0 million, were underway. The largest of these was the H2O’Brien pool renovation at $3.2 million. In 2020, only one project over $1.0 million is included in the budget which results in a reduced Capital Outlay budget.

Budget Detail

146

Town of Parker 2020 Annual Budget


SPECIAL REVENUE SECTIONFUNDS TITLE FUND: Parks and Recreation Fund

2019 Accomplishments Innovate with Collaborative Governance • High Plains Trail - Preparation and approval of a $2,005,000 Great Outdoors Colorado trail

grant for this regional trail project, plus completion of preliminary engineering plans for Segments I, II and IV, including a grade-separated crossing of Parker Road. Approval of two Intergovernmental Agreements (IGA) between Arapahoe County and Parker to fund design efforts.

• Park Dedication Standards Update - In collaboration with the Town’s Community

Development Department, completed the Park Standards Report which identified and addressed a number of issues and deficiencies with the Town’s existing park dedication standards. These standards will be implemented and applied to future development projects.

Support an Active Community • Trails at Crowfoot Community Park - Approval of this residential development includes the

construction of a new seventeen-acre community park to be funded by the developer and dedicated to the Town. Improvements include a multi-use sports field, baseball field, tennis courts, pickle ball courts, picnic/shade shelters, playground, nine-hole disc golf course, and soft-surface trails. This park should open in early 2021.

• Auburn Hills Community Park - Completed the construction plans for the renovation and

improvement of this Town-owned community park located within the Auburn Hills and Bradbury Hills communities. These park enhancements will include renovation of the existing sports fields, a new playground and additional trail connections, all of which will be completed in late 2020. These improvements were funded by Public Service Company.

• H2O’Brien Pool Renovation - Completed improvement plans and designs for this Town facility and initiated construction in late 2019 with the grand “re-opening” scheduled for Memorial Day 2020. Improvements include new aquatic play features, pool deck improvements and a remodeled lobby and changing area.

• O’Brien Park Playground Renovation - Initiated the public engagement process seeking input and ideas for the renovation of this downtown playground.

Promote a Safe and Healthy Community • East/West Regional Trail - Completion of this trail connection through Parker from the Cherry Creek Trail to Chambers Road including an enhanced at-grade crossing of Motsenbocker Road at Todd Drive. This trail will eventually connect to Chatfield State Park on the west side of the Metro area.

2020 Goals Innovation with Collaborative Governance • High Plains Trail - Complete all engineering/construction documents, easements plus

clearances from all appropriate agencies for the High Plains Trail project, including preparation of “bid” documents, with the goal of starting construction in early 2021.

• High Plains Trail - Develop and complete an Inter-Governmental Agreement (IGA) between Town of Parker 2020 Annual Budget

147

Budget Detail


SECTIONREVENUE SPECIAL TITLE FUNDS FUND: Parks and Recreation Fund Parker, Aurora, Douglas and Arapahoe County that addresses the shared “long-term” maintenance needs and responsibilities of each jurisdiction for this regional trail.

• High Plains Trail - Complete an amendment to the existing 17-Mile House Property

Conservation Easement between the Town, Arapahoe County and Great Outdoors Colorado addressing the implementation and construction of the High Plains Trail across this property.

• High Plains Trail - Complete an amendment to the existing Norton Farms Property

Conservation Easement between the Town, Douglas County and Great Outdoors Colorado addressing the implementation and construction of the High Plains Trail on this property.

• East/West Regional Trail - Compile and finalize all documentation addressing prior

construction costs for this trail and submittal to Great Outdoors Colorado to receive the Town’s $400,000 trail grant reimbursement funds.

• Complete any necessary updates/amendments to the Hess Ranch (Looking Glass) Parks, Trails and Open Space Master Plan.

• Complete any necessary updates/amendments to the Anthology North Parks, Trails and Open Space Master Plan.

• Continue to oversee and guide the Trails at Crowfoot development team regarding

completion of the proposed seventeen- acre community park within this residential community.

• Complete all design and engineering plans, including necessary easements from Parker

Water & Sanitation District, for improvements and paving of the parking lot at Bar CCC Park, including future installation of sports field lighting.

Support an Active Community • Soft Surface Trails - Complete the opportunity and constraints study analyzing the future construction of additional soft surface trail segments adjacent to the Cherry Creek Trail through Town.

• Complete the improvements and renovation of the playground at O’Brien Park by fall of 2020. • Complete the improvements and renovation of H2O’Brien Pool by spring of 2020. • Complete the improvements and renovation of Auburn Hills Community Park by fall of 2020. Promote a Safe and Healthy Community • Lemon Gulch Trail - Complete all design and engineering documentation and secure all

applicable easements and agreements to construct this trail connection along the south side of Lemon Gulch from Crowfoot Valley Road to Stroh Road, including potential bridge overcrossing of Lemon Gulch Drainage way.

• Complete all design and engineering plans for future East/West Trail undercrossing of Jordan Road.

Budget Detail

148

Town of Parker 2020 Annual Budget


RECREATION FUND ABOUT RECREATION The Recreation Fund includes the administrative functions for all recreation and park design/ development activities. In addition, the Recreation Fund includes facility operations for the Parker Recreation Center, the Parker Fieldhouse and H2O’Brien Pool, as well as programming for adult and youth sports, aquatics, fitness, special interest, senior citizen, therapeutic and preschool activities.

Town of Parker 2020 Annual Budget

149

Budget Detail


SECTIONREVENUE SPECIAL TITLE FUNDS FUND: Recreation Fund

2016 Actual Revenues Intergovernmental Grants Charges for Services Administrative Fees Advertising Revenue Childcare Clothing & Uniform Charges Day Camp Program Discovery Park - Admission Discovery Park - Concessions Enrichment Event Sponsor/Vendor Revenue Fieldhouse - Admissions Fieldhouse - Advertising/Sponsors Fieldhouse - ATM Fees Fieldhouse - Concessions Fieldhouse - Equipment Rentals Fieldhouse - Facility Rentals Fieldhouse - Hosted Special Events Fieldhouse - Merchandise Sales Fieldhouse - Sports Instruction Fitness - Aqua Areobics Fitness - Personal Training Fitness - Specialty Contract Fitness - Specialty Internal Hess Activity Fee H2O - Merchandise Sales H2O - Pool Admission Fees H2O - Pool Rental Fees H2O - Season Passes H2O/Salisbury - Concessions Kid Zone Memberships Parker Run Series Photo I.D. Cards PRC - Admissions PRC - Facility Rentals PRC - Hosted Events PRC - Locker & Towel Rental PRC - Merchandise Sales Sports- Adult Programs Sports - Field Rentals Sports - Youth Contracted Sports - Youth Programs Swimming Lesson Fees Therapeutic Recreation Program Vending Machine Commissions Total Charges for Services

Budget Detail

$

10,000 3,349 23,471 33,440 419 470,723 0 0 29,885 0 107,502 25,660 167 0 5,079 198,470 79,241 3,223 201,801 0 214,630 0 232,161 0 1,599 132,763 23,819 12,607 119,562 108,478 1,496,852 0 2,180 352,647 84,451 0 1,793 5,059 274,257 (270) 59,024 839,182 206,954 6,983 72,352 5,429,513

2017 Actual

$

10,000 3,762 17,330 35,706 139 485,346 116,111 7,207 41,863 0 110,142 29,314 181 0 3,975 187,447 47,696 3,373 188,704 0 250,476 0 198,145 0 1,414 128,773 25,835 10,234 107,780 112,566 1,846,548 77,285 1,356 364,349 43,945 23,085 1,298 4,821 283,111 42,299 249,038 653,170 213,893 10,103 34,799 5,962,619

2019 Amended Budget

2018 Actual

$

15,000 3,999 11,313 36,910 95 481,144 149,743 7,772 42,539 0 106,877 23,640 162 60,700 3,955 208,718 46,905 3,165 164,174 0 212,678 0 188,991 0 1,303 123,910 20,373 13,506 48,469 115,817 1,713,327 70,151 646 386,344 42,069 39,341 1,039 2,514 315,762 74,750 241,657 670,335 255,296 11,332 14,094 5,915,515

150

$

15,000 4,000 20,000 36,000 100 525,000 110,000 7,000 45,000 7,000 100,000 20,000 150 50,000 3,000 200,000 50,000 3,000 185,000 0 225,000 42,000 153,000 0 1,500 133,000 20,000 13,000 35,000 100,000 1,800,000 65,000 850 375,000 35,000 30,000 1,100 3,000 285,000 55,000 246,000 695,000 215,000 8,000 8,000 5,909,700

2019 Projected Actual

$

21,500 4,000 20,000 36,000 550 525,000 120,000 7,000 45,000 0 100,000 22,000 150 50,000 3,000 200,000 50,000 3,000 188,000 1,720 225,000 42,000 153,000 6,100 1,500 110,000 28,000 13,000 65,000 110,000 1,800,000 65,000 850 375,000 40,000 30,000 1,100 3,000 295,000 55,000 246,000 720,000 300,000 8,000 12,000 6,079,970

2020 Adopted Budget

$

Compound Annual Growth

20,000

19%

4,000 14,000 36,000 100 500,000 120,000 7,000 45,000 0 105,000 25,000 150 52,000 3,500 220,000 53,000 3,000 210,000 750 225,000 42,000 160,000 3,000 1,500 145,000 32,000 13,000 65,000 110,000 2,050,000 65,000 850 385,000 43,000 30,000 1,000 3,500 310,000 55,000 246,000 730,000 300,000 8,000 10,000 6,432,350

5% -12% 2% -30% 2%

11% -1% -1% -3% -9% 3% -10% -2% 1% 1% -9% -2% 2% 8% 1% -14% 0% 8% -21% 2% -16% -14% -9% 3% 43% -3% 10% 3% -39% 4%

Town of Parker 2020 Annual Budget


SPECIAL REVENUE SECTIONFUNDS TITLE FUND: Recreation Fund

2016 Actual Revenues (continued) Interest Miscellaneous Interfund Transfers From Parks & Rec Fund From Technology Fund Total Interfund Transfers Total Revenues

$

Expenditures by Function Administration Sports and Leisure Special Interest Programs Recreation Center Aquatics H2O'Brien Pool Fieldhouse Fitness Programs Therapeutic Recreation Programs Day Camp Discovery Park Youth Programs Transfers Out Total Expenditures by Function

Beginning Fund Balance Revenue Over (Under) Exp Ending Fund Balance

2019 Amended Budget

2018 Actual

2019 Projected Actual

2020 Adopted Budget

Compound Annual Growth

13,559 14,381

19,974 35,860

53,968 26,342

53,000 7,000

70,000 6,102

60,000 5,000

45% -23%

1,228,900 0 1,228,900 6,696,353

2,820,100 0 2,820,100 8,848,553

2,208,900 74,820 2,283,720 8,294,545

2,330,145 0 2,330,145 8,314,845

2,330,145 0 2,330,145 8,507,717

2,330,145 0 2,330,145 8,847,495

17%

$

$

$

$

$

17% 7%

1,324,019 1,029,942 34,867 761,289 681,478 486,380 1,517,370 660,635 78,735 343,546 5,821 121,431 -

1,365,449 1,117,652 43,854 737,978 818,052 370,745 1,937,667 711,902 78,341 409,763 149,765 140,287 -

554,256 1,157,941 46,898 1,736,485 884,008 508,887 1,601,258 625,668 93,070 473,634 204,479 145,318 -

894,700 1,242,451 37,395 1,748,514 905,395 546,793 1,780,525 742,192 110,145 519,404 241,847 141,970 500,000

894,700 1,242,451 37,395 1,748,514 913,395 538,793 1,781,025 742,192 110,145 519,404 248,747 141,970 500,000

907,481 1,342,296 31,593 1,781,405 964,932 561,392 1,978,140 753,015 114,646 609,053 256,673 158,072 -

-9% 7% -2% 24% 9% 4% 7% 3% 10% 15% 158% 7%

7,045,513 $

7,881,455 $

8,031,902 $

9,411,331 $

9,418,731 $

9,458,698

8%

3,821,708 536,583 1,213,894 730,563 540,634 202,131 -

4,363,001 510,362 1,273,637 726,339 596,483 411,633 -

4,581,965 577,506 1,361,052 682,173 617,532 211,674 -

4,963,385 667,200 1,688,603 636,115 674,626 281,402 500,000

4,963,385 663,300 1,708,603 636,415 665,626 281,402 500,000

5,358,977 741,400 1,655,703 827,734 671,884 203,000 -

9% 8% 8% 3% 6% 0%

$

7,045,513 $

7,881,455 $

8,031,902 $

9,411,331 $

9,418,731 $

9,458,698

8%

1,034,350 967,098 2,001,448 $

2,001,448 262,643 2,264,091 $

2,264,091 (1,096,486) 1,167,605 $

2,264,091 (911,014) 1,353,077 $

1,353,077 (611,203) 741,873

-1%

$

1,383,510 (349,160) 1,034,350 $

$

Expenditures by Category Salary and Benefits Supplies Purchased Services Internal Services Utilities/Insurance Capital Outlay Transfers Out Total Expenditures by Category

2017 Actual

Town of Parker 2020 Annual Budget

151

Budget Detail


SECTIONREVENUE SPECIAL TITLE FUNDS FUND: Recreation Fund

2016 Actual

Authorized FTE Positions Administration Parks and Recreation Director Recreation Manager Deputy Recreation Manager Facility Coordinator Administrative and Retail Coordinator Concessions and Vending Coordinator Program Registration Coordinator II Marketing Supervisor Recreation and Community Marketing Coordinator II Manager on Duty/Events Supervisor Childcare Coordinator Guest Services Representative II Maintenance & Facility Attendant Sports and Leisure Programs Recreation Manager Recreation Supervisor - Sports Recreation Coordinator II - Sports Recreation Supervisor -Sports Programs Customer Service Specialist Manager on Duty/Special Events Special Interest Programs Recreation Manager Therapeutic Rec/Senior Prog Coord Recreation Center Deputy Recreation Manager Program Registration Coordinator Administrative and Retail Coordinator Administrative and Retail Assistant Coordinator Manager on Duty/Events Supervisor Childcare Coordinator Guest Services Representative II Facility Coordinator Maintenance & Facility Attendant Aquatics Recreation Supervisor - Aquatics Recreation Coordinator II - Aquatics Fieldhouse Recreation Supervisor - Fieldhouse Recreation Coordinator II - Events Recreation Coordinator I - Fieldhouse Recreation Coordinator I - Faciltiies Events Lead Marketing Supervisor Guest Services Representative Day Camp Day Camp Coordinator Day Camp Counselor Assistant Day Camp Coordinator

Budget Detail

2017 Actual

2018 Actual

2019 Amended Budget

2019 Projected Actual

2020 Adopted Budget

0.25 1.00 2.00 1.00 1.00 -

0.25 1.00 2.00 1.00 1.60 1.00 -

0.25 1.00

0.25 1.00 1.00

0.25 1.00 1.00

0.23 1.00 1.00

0.50 0.50 0.25 1.00

0.50 0.80 0.80 0.80 1.00

0.50 -

0.50 -

0.50 -

0.50 -

0.90 1.00 3.00 1.00 0.65 -

0.90 1.00 3.00 1.00 0.80 1.00

0.90 1.00 3.00 1.00 0.80 1.00

1.00 3.00 1.00 0.80 1.00

1.00 3.00 1.00 0.80 1.00

1.00 3.00 1.00 0.80 1.00

0.10 1.00

0.10 1.00

0.10 1.00

1.00

1.00

1.00

-

-

1.00 1.00 1.00

1.00 1.00 1.00

1.00 1.00 1.00

1.00 1.00 1.00

1.60 0.80 0.80 0.80 2.00 1.00

1.60 0.80 2.00

1.60 0.80 2.00

1.80 0.80 2.00

1.00 1.00

1.00 1.00

1.00 1.00

1.00 2.00

1.00 2.00

1.00 2.00

1.00 1.00 1.00 1.00 0.25 1.00 0.50

1.00 1.00 1.00 1.00 0.80 1.00 0.80

1.00 1.00 1.00 1.00 0.80 0.80

1.00 1.00 1.00 1.00 0.80 -

1.00 1.00 1.00 1.00 0.80 -

1.00 1.00 1.00 1.00 0.80 -

1.00 0.50 1.00

1.00 1.60 1.00

1.00 1.60 1.00

1.00 1.60 1.00

1.00 1.60 1.00

1.00 1.60 1.00

152

Compound Annual Growth

Town of Parker 2020 Annual Budget


SPECIAL REVENUE SECTIONFUNDS TITLE FUND: Recreation Fund

2016 Actual

Authorized FTE Positions (continued) Fitness Programs Fitness / Wellness Coordinator Youth Programs Recreation Coord II - Youth Enrichment Total Full Time and Part Time Benefited positions Full Time Equivalent of Part Time Employees Total Authorized FTE Positions

2017 Actual

2018 Actual

2019 Amended Budget

2019 Projected Actual

2020 Adopted Budget

1.00

1.00

1.00

1.00

1.00

1.00

1.00

1.00

1.00

1.00

1.00

1.00

27.40

33.75

33.75

31.35

31.35

31.53

67.14 94.54

72.85 106.60

77.39 111.14

84.25 115.60

84.25 115.60

84.25 115.78

Compound Annual Growth

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2020 Adopted Budget vs. 2019 Projected Actual • Charges for Services is the major revenue source for the Recreation Fund. In late 2019, the

Recreation Department implemented fee increases for many of the provided services; this fee increase is the major driver of the revenue increase in 2020.

• Overall, 2020 expense is budgeted to be relatively flat with 2019 projected actuals. • Salary and Benefits are increasing for the 3% funding for the performance pay adjustment, minimum wage increases for part-time employees and healthcare cost increases.

• Changes to the Technology Management allocation methodology resulted in a higher level of Internal Services charges.

• The Transfer Out in 2019 was a one-time transfer to the Parks and Recreation Fund.

2019 Accomplishments Support an Active Community • Increased Aquatics program revenue by 10% from 2018. • Accommodated over 4,000 participants in group lessons, private lessons, clinics, Masters swim team and CARA swim team.

• • • •

Three American Red Cross Instructor Trainer Certifications were achieved. Increased Aquatics program participation by 33% from 2018. Restructured and simplified memberships options. Successfully acquired Douglas County Mill Levy funds once again for Therapeutic Recreation/ Adaptive Swim Program in the amount of $22,000.

• Increased the CancerFit membership to 34 participants compared to 21 from 2018. To date in 2019 participants have accounted for 623 visits to the Parker Recreation Center for the CancerFit classes.

• Increased participation in Youth Sports by 583. • Increased revenue in youth sports by $69,000 compared to 2018. Town of Parker 2020 Annual Budget

153

Budget Detail


SECTIONREVENUE SPECIAL TITLE FUNDS FUND: Recreation Fund • Overall sports revenue exceeded projections in 2019 due to free agent team registrations, late fees, forfeit fees and other fees.

• Enhanced utilization of technology has resulted in customer convenience for membership purchase and use.

• Electronic tools and videos implemented for staff training and onboarding. • Utilization of ecofit software to track equipment usage in the facilities. • Replaced all four scoreboards at Salisbury Park providing a more professional and efficient scoreboard.

• Conducted a fee analysis resulting in a fee increase across Recreation Division. • Increased participation for the Birthday Party Program by 20%. Promote a Safe and Healthy Community • The Division General Security Plan was updated and reviewed by Risk Management, South Metro Fire and Parker Police. Plan implementation and emergency drills initiated.

Innovate with Collaborative Governance • Successful Therapeutic Recreation Homecoming Event, food/water were secured through donation from Developmental Pathways.

2020 Goals Support an Active Community • Streamline the group fitness schedule to maximize class participation and effectiveness in the number of class offerings through the rearrangement and renaming of classes.

• Complete the H2O’Brien Pool Renovation to update pool systems (pumps/filtration), improve accessibility, repair deck and equipment and update interior of building to provide a more modern and fun experience and facility for the community.

• • • •

Complete the fencing project at the Recreation Center pickleball courts. Install new premium indoor turf field at Parker Fieldhouse. Increase PT staff recognition/appreciation activities and events. Utilize data and analytics to better inform departmental decision making.

Promote a Safe and Healthy Community • Completely implement and train all 500 plus Recreation employees on the General Security plan.

• Utilizing the Facility & Lifeguard management program work towards paperless operations for day to day operations within the Aquatics Division.

• Implement an ADA transition plan from the Master Plan to improve accessibility in Recreation Facilities.

Budget Detail

154

Town of Parker 2020 Annual Budget


SPECIAL REVENUE FUNDS FUND: Recreation Fund • Continue implementation of System Themes and Strategic Actions for the Parks, Recreation and Open Space Master Plan.

• Maintain programming opportunities at Reuter Hess Reservoir including increased access to water activities (paddle board, kayaking).

• Continue to explore innovative ways to improve upon the culture of the Recreation Division

through team building activities, Departmental assessment, ongoing employee engagement and recognition.

PERFORMANCE MEASURES

Town of Parker 2020 Annual Budget

155

Budget Detail


Budget Detail

156

Town of Parker 2020 Annual Budget


CAPITAL PROJECTS FUNDS

GENERAL FUND (pgs. 65-130) SPECIAL REVENUE FUNDS (pgs. 131-156) CAPITAL PROJECTS FUNDS (pgs. 157-168) SUMMARY FUNDS • Excise Tax Fund • Parkglenn Construction Fund • Public Improvements Fund

DEBT SERVICE FUNDS (pgs. 169-175) ENTERPRISE FUND (pgs. 176-182) INTERNAL SERVICE FUNDS (pgs. 183-196)

Town of Parker 2020 Annual Budget

157

Budget Detail


CAPITAL PROJECTS FUNDS: SUMMARY

Beginning Fund Balances

2016 Actual

2017 Actual

2018 Actual

2019 Amended Budget

2019 Projected Actual

2020 Adopted Budget

Compound Annual Growth

$ 19,664,492

$ 19,731,732

$ 20,584,095

$ 30,011,397

$ 30,011,397

$ 26,987,184

8%

5,781,671 3,129,090 4,071,476 289,329 1,594,748

6,847,820 3,318,457 1,040,893 180,850 3,023,053

7,779,982 4,359,342 4,397,522 466,193 1,546,839

7,078,000 4,734,063 975,000 333,300 1,750,000

6,391,000 3,914,431 1,124,256 483,100 1,750,000

6,590,820 12,408,885 1,000,000 463,200 2,000,000

3% 41% -30% 12% 6%

14,866,314

14,411,073

18,549,878

14,870,363

13,662,787

22,462,905

11%

13,976,966 234,108 588,000

9,535,757 -

16,204,075 50,000 1,750,000

14,937,000 -

19,360,000 -

8%

4,022,953

7,151,876 23,861 1,946,839

1,750,000

2,120,000

38%

14,799,074

13,558,710

9,122,576

18,004,075

16,687,000

21,480,000

10%

$ 19,731,732

$ 20,584,095

$ 30,011,397

$ 26,877,685

$ 26,987,184

$ 27,970,089

9%

$ 12,031,322 2,833,767 1,225

$ 11,030,811 3,378,866 1,396

$ 14,690,704 3,855,891 3,283

$ 11,595,263 3,272,000 3,100

$ 11,029,687 2,630,000 3,100

$ 19,714,705 2,745,000 3,200

13% -1% 27%

14,866,314

14,411,073

18,549,878

14,870,363

13,662,787

22,462,905

11%

14,211,074 588,000 -

9,535,757 4,022,953 -

7,175,737 1,946,839 -

16,254,075 1,750,000 -

14,937,000 1,750,000 -

19,360,000 2,120,000 -

8% 38%

14,799,074

13,558,710

9,122,576

18,004,075

16,687,000

21,480,000

10%

Revenues Taxes Intergovernmental Contributions Miscellaneous Transfers In Total Revenues Expenditures Capital Outlay Economic Development Incentives Transfers Out Total Expenditures Ending Fund Balances

Revenue by Fund Public Improvements Excise Tax Parkglenn Construction Total Revenues Expenditures by Fund Public Improvements Excise Tax Parkglenn Construction Total Expenditures

Budget Detail

158

Town of Parker 2020 Annual Budget


CAPITAL PROJECTS FUNDS SUMMARY SOURCES OF REVENUE: CAPITAL PROJECTS FUNDS

Contributions 4.5% Miscellaneous 2.1% Intergovernmental 55.2% Transfers In 8.9%

Taxes 29.3%

EXPENDITURES BY TYPE: CAPITAL PROJECTS FUNDS

Transfers Out 9.9%

Capital Outlay 90.1%

Town of Parker 2020 Annual Budget

159

Budget Detail


EXCISE TAX FUND ABOUT EXCISE TAX The Excise Tax Fund accounts for the accumulation of new development excise taxes and the transfer of funds to other funds for the purpose of financing roads, parks or municipal facilities. Revenue from the Development Excise Tax Fund may be expended for the following purposes only: capital improvements for major streets necessary to meet the health, safety and welfare of the Town, which includes, but is not limited to, expansion of the Town’s street network and capital equipment; parks and recreation purposes necessary to meet the health, safety and welfare of the Town, which includes, but is not limited to, the expansion of regional parks and associated infrastructure and capital equipment; expansion of administrative facilities; the provision of law enforcement services, including facilities; cost accounting, management and government of the Development Excise Tax Fund; and payment of obligations issued for major street purposes, parks and recreational facilities, administrative facilities or law enforcement facilities.

Budget Detail

160

Town of Parker 2020 Annual Budget


CAPITAL PROJECTS FUNDS FUND: Excise Tax Fund 2016 Actual

2017 Actual

2018 Actual

2019 Amended Budget

2019 Projected Actual

2020 Adopted Budget

Compound Annual Growth

Revenues New Development Excise Tax Interest

$

2,798,039 $ 35,728

3,321,992 $ 56,874

3,735,299 $ 120,592

3,162,000 $ 110,000

2,500,000 $ 130,000

2,625,000 120,000

-2% 35%

Total Revenues

$

2,833,767 $

3,378,866 $

3,855,891 $

3,272,000 $

2,630,000 $

2,745,000

-1%

588,000

4,022,953

1,946,839

1,750,000

1,750,000

2,120,000

38%

$

588,000 $

4,022,953 $

1,946,839 $

1,750,000 $

1,750,000 $

2,120,000

38%

$

4,833,721 2,245,767 7,079,488 $

7,079,488 (644,087) 6,435,401 $

6,435,401 1,909,052 8,344,453 $

8,344,453 1,522,000 9,866,453 $

8,344,453 880,000 9,224,453 $

9,224,453 625,000 9,849,453

18% -27% 9%

Expenditures Interfund Transfer Total Expenditures Beginning Fund Balance Revenue Over (Under) Exp Ending Fund Balance

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2020 Adopted Budget vs. 2019 Projected Actual • The Interfund Transfer increased due to the level of projects within the Public Improvement Fund that quality for excise tax funding.

Town of Parker 2020 Annual Budget

161

Budget Detail


PARKGLENN CONSTRUCTION FUND ABOUT PARKGLENN CONSTRUCTION The funds in the Parkglenn Construction Fund are held in escrow for a future traffic signal at Parker Road and Parkglenn Way.

Budget Detail

162

Town of Parker 2020 Annual Budget


CAPITAL PROJECTS SECTIONFUNDS TITLE FUND: Parkglenn Construction Fund

2016 Actual

2017 Actual

2018 Actual

2019 Amended Budget

2019 Projected Actual

2020 Adopted Budget

Compound Annual Growth

Revenues Interest

$

1,225 $

1,396 $

3,283 $

3,100 $

3,100 $

3,200

27%

Total Revenues

$

1,225 $

1,396 $

3,283 $

3,100 $

3,100 $

3,200

27%

$

200,119 1,225 201,344 $

201,344 1,396 202,740 $

202,740 3,283 206,023 $

206,023 3,100 209,123 $

206,023 3,100 209,123 $

209,123 3,200 212,323

1% 27% 1%

Beginning Fund Balance Revenue Over (Under) Exp Ending Fund Balance

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2020 Adopted Budget vs. 2019 Projected Actual • There are no significant budget variances.

Town of Parker 2020 Annual Budget

163

Budget Detail


SECTION TITLE

PUBLIC IMPROVEMENTS FUND ABOUT PUBLIC IMPROVEMENTS

The Public Improvements Fund is for streets capital projects and is primarily funded by 75 percent of the 0.4 percent county sales and use tax that is collected within the Town and shared back to the Town, as well as a 2.5 percent Town use tax on building construction materials. Streets capital projects include Town-constructed road and bridge additions, extensions and expansions, traffic signal installations and median landscaping.

Budget Detail

164

Town of Parker 2020 Annual Budget


CAPITAL PROJECTS FUNDS FUND: Public Improvements Fund

2016 Actual Revenues Taxes Use Tax Excise Taxes - Undergrounding Total Taxes Intergovernmental PAR Capital Funding Grants Roads Sales Tax Shareback Roads Use Tax Shareback Highway User Tax Shareback HUTF - FASTER Funds Total Intergovernmental Interest Contributions Miscellaneous Transfers In Total Revenues Expenditures Facility Construction Traffic Control Streets and Other Improvements Economic Development - Other

$

2017 Actual

2018 Actual

2019 Amended Budget

2019 Projected Actual

2,613,852 $ 369,780 2,983,632

3,149,967 $ 375,861 3,525,828

3,650,590 $ 394,093 4,044,683

3,576,000 $ 340,000 3,916,000

3,516,000 $ 375,000 3,891,000

2,532,893 293,528 302,669 3,129,090 114,905 4,071,476 137,471 1,594,748

2,660,206 349,236 309,015 3,318,457 107,003 1,040,893 15,577 3,023,053

484,766 2,774,211 408,131 405,811 286,423 4,359,342 342,128 4,397,522 190 1,546,839

2,700,000 300,000 1,424,063 310,000 4,734,063 220,000 975,000 200 1,750,000

2,200,000 350,000 1,054,431 310,000 3,914,431 350,000 1,124,256 1,750,000

2020 Adopted Budget

3,590,820 375,000 3,965,820 8,000,000 2,266,000 360,500 1,463,085 319,300 12,408,885 340,000 1,000,000 2,000,000

$ 12,031,322 $ 11,030,811 $ 14,690,704 $ 11,595,263 $ 11,029,687 $ 19,714,705

2,302,090 239,232 11,435,644 234,108

1,166,881 15,037,194 50,000

1,159,200 13,777,800 -

Compound Annual Growth

8% 0% 7%

-3% 5% 1% 41% 31% -30% 6% 13%

26,794 261,302 9,247,661 -

112,202 563,718 6,475,956 23,861

760,000 18,600,000 -

34% 13%

9,535,757 $

Total Expenditures

$ 14,211,074 $

7,175,737 $ 16,254,075 $ 14,937,000 $ 19,360,000

8%

Beginning Fund Balance Revenue Over (Under) Exp Ending Fund Balance

14,630,652 12,450,901 13,945,955 21,460,922 21,460,922 17,553,609 (2,179,752) 1,495,054 7,514,967 (4,658,812) (3,907,313) 354,705 $ 12,450,901 $ 13,945,955 $ 21,460,922 $ 16,802,110 $ 17,553,609 $ 17,908,314

5% 10%

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2020 Adopted Budget vs. 2019 Projected Actual • The major revenue variance is related to the funding the Parker Authority for Reinvestment (P3) will provide to the Town to assist in the funding of the Cottonwood Bridge widening project.

• The overall cost of the Cottonwood Bridge project is estimated at $11,000,000. The number of remaining projects is down in 2020 due to the need to focus on that project.

• An increase in the Highway User Tax Shareback also contributes to the total revenue increase. It is expected this is the last year the State of Colorado will provide this funding.

Town of Parker 2020 Annual Budget

165

Budget Detail


CAPITAL PROJECTS FUNDS FUND: Public Improvements Fund

2019 Accomplishments Innovate with Collaborative Governance • Executed an intergovernmental agreement (IGA) with the City of Aurora to allow for the construction of Kings Point Way.

• Executed an intergovernmental agreement (IGA) with Douglas County to jointly fund the

conceptual/preliminary design of the proposed Dransfeldt Road extension over Cherry Creek.

• Executed an intergovernmental agreement (IGA) with Douglas County for reimbursement of a portion of the Chambers Road widening (Lincoln Avenue to Mainstreet) project.

Develop a Visionary Community Through Balanced Growth • Eliminated a sidewalk gap on Twenty Mile Road between the Mainstreet and Dransfeldt Road intersections.

• Completed geometry and safety improvements on Lincoln Avenue east of Parker Road in conjunction with the Street division’s mill and asphalt overlay work.

• Completed the Jordan Road widening project between the Hess Road and Bradbury Parkway intersections and the Chambers Road widening project between the Mainstreet and Hess Road intersections.

• Completed the median concrete and safety improvements on Lincoln Avenue between the Keystone Boulevard and Jordan Road intersections.

• Substantially completed the widening/improvements to Motsenbocker Road between the Todd Drive intersection and the Clarke Farms subdivision.

• Commenced the construction of Kings Point Way north of Cottonwood Drive. • Commenced the design of the following projects: * Parker Road multi-use trail/sidewalk between the 20-Mile Road and Hess Road intersections.

* * * *

Motsenbocker Road and Hess Road intersection improvements. Operational improvement to Parker Road between Lincoln Avenue and E-470. Downtown Mainstreet safety and circulation improvements. Operational improvements to the southwest corner of Mainstreet and Parker Road.

2020 Goals Develop a Visionary Community Through Balanced Growth • Complete the design of the multi-use trail/sidewalk on the west side of Parker Road between the 20-Mile Road and Hess Road intersections.

• Complete the design and construction of improvements to Motsenbocker Road south of the Hess Road intersection.

• Continue the design of operational improvements to Parker Road between Lincoln Avenue

and E-470 and execute an intergovernmental agreement (IGA) with CDOT regarding funding.

Budget Detail

166

Town of Parker 2020 Annual Budget


CAPITAL PROJECTS FUNDS FUND: Public Improvements Fund • Complete the design of safety and circulation improvements on/adjacent to Mainstreet in the downtown area and commence the construction of the improvements.

• Complete the design and construction of operational improvements to the southwest corner of Mainstreet and Parker Road (State Highway 83).

• Complete the widening/improvements to Motsenbocker Road between the Todd Drive intersection and the Clarke Farms subdivision including landscaping.

• Complete the design of the proposed Cottonwood Drive widening over Cherry Creek that includes improvements between the Jordan Road intersection and Parker Road (State Highway 83) and commence construction of the improvements.

• Complete the construction of Kings Point Way north of Cottonwood Drive.

Town of Parker 2020 Annual Budget

167

Budget Detail


Budget Detail

168

Town of Parker 2020 Annual Budget


DEBT SERVICE FUNDS

GENERAL FUND (pgs. 65-130) SPECIAL REVENUE FUNDS (pgs. 131-156) CAPITAL PROJECTS FUNDS (pgs. 157-168) DEBT SERVICE FUNDS (pgs. 169-175) SUMMARY FUNDS • General Debt Service Fund • Recreation Debt Service Fund

ENTERPRISE FUND (pgs. 176-182) INTERNAL SERVICE FUNDS (pgs. 183-196)

Town of Parker 2020 Annual Budget

169

Budget Detail


SECTION DEBT SERVICE TITLEFUNDS: SUMMARY 2016 Actual Beginning Fund Balances

$

2017 Actual - $

2019 Amended Budget

2018 Actual - $

- $

2019 Projected Actual - $

2020 Adopted Budget - $

Compound Annual Growth -

Revenues Transfers In From General Fund From Parks and Recreation Fund From Stormwater Fund

756,205 1,583,520 185,520

755,039 1,579,985 185,234

757,583 1,586,078 185,858

757,265 1,585,947 185,780

757,265 1,585,947 185,780

756,788 1,584,894 185,663

0% 0% 0%

Total Revenues

2,525,245

2,520,258

2,529,519

2,528,992

2,528,992

2,527,345

0%

Expenditures Principal Interest Other Debt Costs

1,635,000 890,245 0

1,675,000 843,258 2,000

1,715,000 812,519 2,000

1,750,000 776,992 2,000

1,750,000 776,992 2,000

1,785,000 740,345 2,000

2% -5%

Total Expenditures

2,525,245

2,520,258

2,529,519

2,528,992

2,528,992

2,527,345

0%

Ending Fund Balances

$

Revenue by Fund General Debt Service Fund Recreation Debt Service Fund

$

- $

941,725 1,583,520

$

- $

940,273 1,579,985

$

- $

943,441 1,586,078

$

- $

943,045 1,585,947

$

- $

943,045 1,585,947

$

-

942,451 1,584,894

0% 0%

Total Revenues

2,525,245

2,520,258

2,529,519

2,528,992

2,528,992

2,527,345

0%

Expenditures by Fund General Debt Service Fund Recreation Debt Service Fund

941,725 1,583,520

940,273 1,579,985

943,441 1,586,078

943,045 1,585,947

943,045 1,585,947

942,451 1,584,894

0% 0%

Total Expenditures

2,525,245

2,520,258

2,529,519

2,528,992

2,528,992

2,527,345

0%

Budget Detail

170

Town of Parker 2020 Annual Budget


DEBT SERVICE FUNDS: SECTION SUMMARY TITLE SOURCES OF REVENUE (TRANSFERS IN): DEBT SERVICE FUNDS

From Parks and Recreation Fund 62.7%

From Stormwater Fund 7.3%

From General Fund 30.0%

EXPENDITURES BY TYPE: DEBT SERVICE FUNDS

Interest 29.3%

Other Debt Costs 0.1% Principal 70.6%

Town of Parker 2020 Annual Budget

171

Budget Detail


SECTION TITLE

GENERAL DEBT SERVICE FUND ABOUT GENERAL DEBT SERVICE

The General Debt Service Fund accounts for payments of principal and interest on the 2014 Certificates of Participation issued to finance construction of the public works operation center.

Budget Detail

172

Town of Parker 2020 Annual Budget


DEBT SERVICE SECTIONFUNDS TITLE FUND: General Debt Service Fund

2016 Actual Revenues Transfers In From General Fund From Stormwater Fund Total Revenues

Beginning Fund Balance Revenue Over (Under) Exp Ending Fund Balance

2019 Amended Budget

2018 Actual

2019 Projected Actual

2020 Adopted Budget

Compound Annual Growth

$

756,205 $ 185,520

755,039 $ 185,234

757,583 $ 185,858

757,265 $ 185,780

757,265 $ 185,780

756,788 185,663

0% 0%

$

941,725 $

940,273 $

943,441 $

943,045 $

943,045 $

942,451

0%

488,400 453,325

501,600 438,673

514,800 428,641

524,700 418,345

524,700 418,345

534,600 407,851

2% -3%

$

941,725 $

940,273 $

943,441 $

943,045 $

943,045 $

942,451

0%

$

- $

- $

- $

- $

- $

-

Expenditures Principal Interest Total Expenditures

2017 Actual

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2020 Adopted Budget vs. 2019 Projected Actual • There are no significant budget variances.

Town of Parker 2020 Annual Budget

173

Budget Detail


SECTION TITLE

RECREATION DEBT SERVICE FUND ABOUT RECREATION DEBT SERVICE

The Recreation Debt Service Fund accounts for payments of principal and interest on the sales and use tax bonds and Certificates of Participation issued to finance construction of recreation capital projects. The Town issued Certificates of Participation in 2014 to finance a portion of the recreation center expansion. The Town issued a refunding note in 2015 for the outstanding 2006 revenue bonds used to finance the construction of the Parker Fieldhouse and to refund the outstanding revenue bonds issued in 1993 to construct the Parker Recreation Center.

Budget Detail

174

Town of Parker 2020 Annual Budget


DEBT SERVICE SECTIONFUNDS TITLE FUND: Recreation Debt Service Fund

2016 Actual Revenues Transfers In From Parks and Rec Fund Total Revenues

$ $

Beginning Fund Balance Revenue Over (Under) Exp Ending Fund Balance

2019 Amended Budget

2018 Actual

2019 Projected Actual

2020 Adopted Budget

Compound Annual Growth

1,583,520 $ 1,583,520 $

1,579,985 $ 1,579,985 $

1,586,078 $ 1,586,078 $

1,585,947 $ 1,585,947 $

1,585,947 $ 1,585,947 $

1,584,894 1,584,894

0% 0%

1,146,600 436,920 -

1,173,400 404,585 2,000

1,200,200 383,878 2,000

1,225,300 358,647 2,000

1,225,300 358,647 2,000

1,250,400 332,494 2,000

2% -7%

$

1,583,520 $

1,579,985 $

1,586,078 $

1,585,947 $

1,585,947 $

1,584,894

0%

$

- $

- $

- $

- $

- $

-

Expenditures Principal Interest Other Debt Costs Total Expenditures

2017 Actual

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2020 Adopted Budget vs. 2019 Projected Actual • There are no significant budget variances.

Town of Parker 2020 Annual Budget

175

Budget Detail


ENTERPRISE FUND

GENERAL FUND (pgs. 65-130) SPECIAL REVENUE FUNDS (pgs. 131-156) CAPITAL PROJECTS FUNDS (pgs. 157-168) DEBT SERVICE FUNDS (pgs. 169-175) ENTERPRISE FUND (pgs. 176-182) The Enterprise Fund consists of one fund so there is not a summary of funds. FUND • Stormwater Utility Fund

INTERNAL SERVICE FUNDS (pgs. 183-196)

Budget Detail

176

Town of Parker 2020 Annual Budget


SECTION TITLE

STORMWATER UTILITY FUND ABOUT STORMWATER UTILITY

This fund was established and accounts for fees collected from residential and commercial properties to ensure that stormwater systems are properly planned, constructed and maintained within the Town. The utility provides overall stormwater management to prevent flooding, protect water quality and to preserve the natural creeks and gulches throughout the Town.

Town of Parker 2020 Annual Budget

177

Budget Detail


SECTION TITLE ENTERPRISE FUND FUND: Stormwater Utility Fund

2016 Actual

2017 Actual

Revenues Intergovernmental Grants $ Charges for Services Grading Permit Charges Engineer Review Charges Commercial Stormwater Utility Charges Residential Stormwater Utility Charges Total Charges for Services Interest Contributions Miscellaneous Transfers In

8,532 49,804 823,608 1,162,997 2,044,941 24,378 308,151 6,523 -

$

2,383,993

Total Revenues Expenditures Salary and Benefits Supplies Purchased Services Internal Services Utilities Capital Outlay Interfund Transfer Total Expenditures Beginning Fund Balance Revenue Over (Under) Exp Ending Fund Balance

Authorized FTE Positions Engineering & Public Works Director Manager of Engineering and Stormwater Stormwater Project Engineer Environmental Program Manager Stormwater Engineering Technician Stormwater Crew Leader Stormwater Equipment Operator Maintenance Worker 1/2 Maintenance Worker 3 Total Full Time Positions Full Time Equivalent of Seasonal Employees Total Authorized FTE Positions

Budget Detail

- $

1,565,351

$

2,891,189 818,642 3,709,831

$

7,269 61,555 889,863 1,186,023 2,144,710 32,004 480,992 8,821 $

631,543 8,384 259,737 155,027 4,540 320,600 185,520 $

25,000

2,691,527

1,862,659

$

3,709,831 828,868 4,538,699

- $ 11,350 55,586 957,517 1,288,357 2,312,810 84,210 2,917 10,360

$

672,285 10,136 248,117 171,664 9,571 565,652 185,234 $

2019 Amended Budget

2018 Actual

2,410,297

2,107,103

$

4,538,699 303,194 4,841,893

- $ 8,500 55,000 1,006,300 1,287,500 2,357,300 84,000 3,056,000 -

$

696,733 57,994 226,797 139,017 5,796 794,908 185,858 $

2019 Projected Actual

5,497,300

$

6,780,720

- $ 8,500 70,000 1,054,755 1,287,500 2,420,755 84,000 3,056,000 2,000 -

$

791,377 154,100 314,984 188,512 11,005 4,857,907 462,835 $

2020 Adopted Budget

5,562,755

5,098,095

4,841,893 (1,283,420) 3,558,473 $

4,841,893 464,660 5,306,553

8,925 68,000 1,108,250 1,326,125 2,511,300 80,000 440,000 -

1% 8% 8% 3% 5% 35% 9%

3,031,300

6%

899,520 134,600 345,084 167,404 10,990 1,476,000 471,033

9% 100% 7% 2% 25% 46% 26%

$

3,504,630

22% 16%

$

5,306,553 (473,330) 4,833,223

$

791,377 131,200 305,650 188,512 11,005 3,207,516 462,835 $

Compound Annual Growth

0.20 1.00 1.00 1.00 1.00 1.00 1.00 1.00 7.20

0.20 1.00 1.00 1.00 1.00 1.00 2.00 1.00 8.20

0.20 1.00 1.00 1.00 1.00 1.00 2.00 1.00 8.20

0.20 1.00 1.00 1.00 1.00 1.00 2.00 1.00 8.20

0.20 1.00 1.00 1.00 1.00 1.00 2.00 1.00 8.20

0.20 1.00 1.00 1.00 1.00 1.00 2.00 2.00 9.20

0.30

0.45

0.60

0.75

0.75

0.75

7.50

8.65

8.80

8.95

8.95

9.95

178

7%

Town of Parker 2020 Annual Budget


ENTERPRISE SECTION FUND TITLE SOURCES OF REVENUE: STORMWATER ENTERPRISE FUND Residential Stormwater Utility Charges 43.8%

Interest 2.6%

Commercial Stormwater Utility Charges 36.6%

Contributions 14.5%

Grading Permit Charges 0.3% Engineer Review Charges 2.2%

EXPENDITURES BY TYPE: STORMWATER ENTERPRISE FUND

Capital Outlay 42.1%

Interfund Transfer 13.4%

Utilities 0.3% Salary and Benefits 25.7%

Internal Services 4.8%

Purchased Services 9.9%

Town of Parker 2020 Annual Budget

Supplies 3.8%

179

Budget Detail


SECTION TITLE ENTERPRISE FUND FUND: Stormwater Utility Fund

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2020 Adopted Budget vs. 2019 Projected Actual • The major difference in revenue is the level of developer contributions received in 2019 and

the low, conservative level budgeted for 2020. Contributions are typically not budgeted since they fluctuate significantly; however, the 2020 amount has been committed to by a developer.

• Salary and Benefits are increasing for the 3% funding for the performance pay adjustment, healthcare cost increases and the addition of one full-time employee.

• The number and size of capital projects are down in 2020 due to normal fluctuations in construction requirements.

2019 Accomplishments Promote a Safe and Healthy Community • Performed 3,367 infrastructure inspections and 537 maintenance activities through November 2019. Also inspected over 17,000 feet of storm pipe using a pipe camera.

• Performed over 1,700 development project inspections and issued 34 grading permits through November 2019.

• Completed 90% design of Cherry Creek improvements at the KOA property to repair eroded stream banks and the channel and submitted for federal permitting.

• Completed 90% design of Lemon Gulch improvements downstream of Crowfoot Valley Road and submitted for federal permitting.

• Completed 60% design of Lemon Gulch and Brandy Gulch improvements at Hess Ranch and submitted for federal permitting.

• Completed 60% design of Green Acres Tributary improvements at Compark Village South and submitted for federal permitting.

• Completed floodplain community rating system cycle visit resulting in the Town maintaining class 5 certification.

• Completed Stormwater Utility needs assessment study update which incorporated all the

stormwater infrastructure growth from the past 10 years and projects growth and needs for the next 10 years.

• Co-sponsored the annual Household Chemical Roundup. Approximately 849 households

dropped off items at the event resulting in more than 80 tons of materials being collected, including approximately 55,000 pounds of paint materials, 249 tires and 3,600 pounds of batteries.

2020 Goals Promote a Safe and Healthy Community • Complete construction of the Cherry Creek at KOA capital improvement project. • Complete construction of the Lemon Gulch downstream of Crowfoot Valley Road capital improvement project.

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ENTERPRISE SECTION FUND TITLE FUND: Stormwater Utility Fund • Complete update to Cherry Creek Major Drainage Plan in conjunction with other project stakeholders.

• Migrate all infrastructure inspections and work orders to new asset management software and begin utilizing new software to efficiently manage assets.

PERFORMANCE MEASURES

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Budget Detail


Budget Detail

182

Town of Parker 2020 Annual Budget


INTERNAL SERVICE FUNDS

GENERAL FUND (pgs. 65-130) SPECIAL REVENUE FUNDS (pgs. 131-156) CAPITAL PROJECTS FUNDS (pgs. 157-168) ENTERPRISE FUND (pgs. 169-175) DEBT SERVICE FUNDS (pgs. 176-182) INTERNAL SERVICE FUNDS (pgs. 183-196) SUMMARY FUNDS • Facility Services Fund • Fleet Services Fund • Medical Benefits Fund • Technology Management Fund

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Budget Detail


INTERNAL SERVICE FUNDS: SUMMARY 2016 Actual Beginning Fund Balances

$

918,990

2017 Actual $

1,341,819

2019 Amended Budget

2018 Actual $

2,828,598

$

2,636,718

2019 Projected Actual $

2,636,718

2020 Adopted Budget $

Compound Annual Growth

3,361,082

38%

Revenues Charges for Services Miscellaneous Other Financing Sources Transfers In

9,452,474 23,596 116,317 -

9,950,006 38,388 79,153 -

9,352,649 118,794 153,609 8,633

10,910,757 46,100 -

10,833,757 55,366 1,750 -

12,266,008 45,780 -

7% 18%

Total Revenues

9,592,387

10,067,547

9,633,685

10,956,857

10,890,873

12,311,788

6%

Expenditures Salary and Benefits Supplies Purchased Services Internal Services Utilities/Insurance Capital Outlay Transfers Out

2,220,418 444,709 2,415,118 87,294 2,392,569 1,609,450 -

2,200,605 448,830 2,301,388 91,599 2,765,051 773,295 -

2,424,661 312,385 2,183,847 63,762 2,834,995 1,286,490 719,425

2,584,806 528,685 2,544,283 81,783 3,481,000 1,119,784 -

2,584,806 460,334 2,444,256 81,693 3,488,000 1,107,420 -

2,743,771 515,190 2,818,173 60,670 3,963,653 1,511,000 -

5% 4% 4% -9% 13% -2%

Total Expenditures

9,169,558

8,580,768

9,825,565

10,340,341

10,166,509

11,612,457

6%

Ending Fund Balances

Revenue by Fund Fleet Services Technology Management Facility Services Medical Benefits

$

1,341,819

$

2,828,598

$

2,636,718

$

3,253,234

$

3,361,082

$

4,060,413

32%

$

2,230,677 3,820,201 944,479 2,597,030

$

2,346,825 3,955,484 924,703 2,840,535

$

2,195,368 3,156,620 1,011,280 3,270,417

$

2,587,703 3,458,634 1,093,019 3,817,501

$

2,593,353 3,387,600 1,094,794 3,815,126

$

2,721,689 4,057,039 1,157,551 4,375,509

5% 2% 5% 14%

Total Revenues

9,592,387

10,067,547

9,633,685

10,956,857

10,890,873

12,311,788

6%

Expenditures by Fund Fleet Services Technology Management Facility Services Medical Benefits

2,363,937 3,259,395 984,493 2,561,733

1,552,041 3,163,521 923,596 2,941,610

2,009,004 3,825,129 998,531 2,992,901

1,862,862 3,744,705 1,089,974 3,642,800

1,793,687 3,619,049 1,093,473 3,660,300

2,226,272 4,125,462 1,137,035 4,123,688

-1% 6% 4% 13%

Total Expenditures

9,169,558

8,580,768

9,825,565

10,340,341

10,166,509

11,612,457

6%

Budget Detail

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INTERNAL SERVICE FUNDS SUMMARY SOURCES OF REVENUE: INTERNAL SERVICE FUNDS

Charges for Services 99.6%

Miscellaneous 0.4%

EXPENDITURES BY TYPE: INTERNAL SERVICE FUNDS Utilities/Insurance 34.1%

Internal Services 0.5%

Purchased Services 24.3%

Capital Outlay 13.0%

Supplies 4.5%

Town of Parker 2020 Annual Budget

Salary and Benefits 23.6%

185

Budget Detail


FACILITY SERVICES FUND ABOUT FACILITY SERVICES The Public Works Department maintains all of the Town facilities, including building maintenance and janitorial services of approximately 28 sites. Two divisions, Custodial Services and Facility Maintenance, can be found in the Facility Services Internal Service Fund. It is the responsibility of both divisions to keep the Town’s facilities in prime condition. The staff provides an exceptional level of customer service to their coworkers located at the various Town facilities and to members of the community.

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INTERNAL SERVICE FUNDS FUND: Facility Services Fund

2016 Actual Revenues Charges for Services Custodial Internal User Charges Facilities Internal User Charges Total Charges for Services Interest Miscellaneous Total Revenues

Beginning Fund Balance Revenue Over (Under) Exp Ending Fund Balance

2018 Actual

2019 Amended Budget

2019 Projected Actual

2020 Adopted Budget

Compound Annual Growth

$

297,606 $ 646,119 943,725 554 200

294,165 $ 626,496 920,661 730 3,312

344,700 $ 658,256 1,002,956 2,042 6,282

346,610 $ 744,409 1,091,019 2,000 -

346,610 $ 744,409 1,091,019 2,200 1,575

368,900 786,591 1,155,491 2,060 -

6% 5% 5% 39%

$

944,479 $

924,703 $

1,011,280 $

1,093,019 $

1,094,794 $

1,157,551

5%

680,897 49,272 213,396 40,928 -

626,155 47,585 210,546 39,310 -

664,042 50,331 239,694 38,616 5,848 -

752,129 48,600 234,375 51,931 1,000 49,000

3% 0% 2% 6%

$

984,493 $

923,596 $

998,531 $

1,089,974 $

1,093,473 $

1,137,035

4%

41,684 1,107 42,791 $

42,791 12,749 55,540 $

55,540 3,045 58,585 $

55,540 1,321 56,861 $

56,861 20,516 77,377

-9%

$

81,698 (40,014) 41,684 $

0.33 0.50 1.00 0.50 1.00 2.00 4.00 9.33

0.10 0.50 1.00 0.50 1.00 2.00 4.00 9.10

0.10 0.50 1.00 1.00 2.00 4.00 8.60

0.10 0.50 1.00 1.00 2.00 4.00 8.60

0.10 0.50 1.00 1.00 2.00 4.00 8.60

Expenditures Salary and Benefits Supplies Purchased Services Internal Services Insurance/Utilities Capital Outlay Total Expenditures

2017 Actual

Authorized FTE Positions Engineering & Public Works Director Facility/Fleet Manager Facility Maintenance Coordinator Customer Service Specialist Facility Supervisor Facility Maintenance Tech 1/2 Facility Maintenance Tech 3 Total Authorized FTE Positions

703,285 48,300 224,125 56,264 58,000

703,285 47,450 221,564 56,174 7,000 58,000

17%

0.10 0.50 1.00 1.00 2.00 4.00 8.60

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2020 Adopted Budget vs. 2019 Projected Actual • There are no significant budget variances.

2019 Accomplishments Promote a Safe and Healthy Community • Completed multiple capital improvement projects at Town facilities. * Phase II LED lighting project at the Parker Fieldhouse * Emergency replacement of the theater roof at PACE Center Town of Parker 2020 Annual Budget

187

Budget Detail


INTERNAL SERVICE FUNDS FUND: Facility Services Fund * * * *

Computer room air conditioner (CRAC) unit replacement for Town Hall server room Installation of full building water filter system at PACE Center Replacement of fire panel at the Parker Fieldhouse Major enhancement to the building automation system at multiple locations

• Completed 2,672 individual preventive maintenance inspections throughout Town-operated facilities. Work orders completed in an average of 12.6 days from origination date.

• Completed 1,968 customer requested work orders at in an average of 9.82 days from requested date.

2020 Goals Promote a Safe and Healthy Community • Complete all major Capital Improvement projects planned (facility related). * Town Hall – Phase III of LED lighting upgrades, facility HVAC Chiller replacement. * Police Station – Upgrade LED lighting in main hallway and detective areas * Motsenbocker Complex – Design phase for employee parking lot lighting * PACE Center – Theater sound room cooling system installation, LED lighting upgrades * Recreation Center – Pool dehumidification unit design phase * Townwide Facilities – Continued building automation systems modernization

PERFORMANCE MEASURES

Budget Detail

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FLEET SERVICES FUND ABOUT FLEET SERVICES Fleet services is responsible for the acquisition, maintenance, record keeping and disposal of the Town of Parker’s fleet of cars, trucks, and heavy and light equipment. Fleet services works closely with its customers to meet their changing and growing needs, finding innovative ways to reduce costs, while keeping the service at the highest of standards.

Town of Parker 2020 Annual Budget

189

Budget Detail


INTERNAL SERVICE FUNDS FUND: Fleet Services Fund

2016 Actual Revenues Charges for Services Internal User Charges Lone Tree Fleet Services Total Charges for Services Interest Miscellaneous Insurance Recoveries/Sale of Assets Transfers In From Tech Fund Total Revenues

Beginning Fund Balance Revenue Over (Under) Exp Ending Fund Balance

2018 Actual

2019 Amended Budget

2019 Projected Actual

2020 Adopted Budget

Compound Annual Growth

$

2,018,345 $ 90,064 $ 2,108,409 (376) 6,327 116,317 -

2,152,035 $ 108,769 $ 2,260,804 1,831 5,037 79,153 -

1,927,751 $ 91,211 $ 2,018,962 7,431 6,733 153,609 8,633

2,498,103 $ 79,500 $ 2,577,603 6,100 4,000 -

2,498,103 $ 79,500 $ 2,577,603 10,000 4,000 1,750 -

2,631,689 80,000 2,711,689 10,000 -

7% -3% 6%

$

2,230,677 $

2,346,825 $

2,195,368 $

2,587,703 $

2,593,353 $

2,721,689

5%

501,063 8,600 430,870 8,739 1,277,000

3% -7% -7% -34%

-1%

Expenditures Salary and Benefits Supplies Purchased Services Internal Services Utilities/Insurance Capital Outlay Total Expenditures

2017 Actual

447,951 11,528 569,587 46,366 591 1,287,914

420,775 7,846 364,453 52,289 706,678

443,659 7,950 245,759 25,146 1,286,490

479,994 9,115 465,870 25,519 882,364

479,994 9,284 408,890 25,519 870,000

$

2,363,937 $

1,552,041 $

2,009,004 $

1,862,862 $

1,793,687 $

2,226,272

$

(354,842) (133,260) (488,102) $

(488,102) 794,784 306,682 $

306,682 186,364 493,046 $

493,046 724,841 1,217,887 $

493,046 799,666 1,292,712 $

1,292,712 495,417 1,788,129

0.33 0.50 1.00 1.00 1.00 1.00 4.83

0.10 0.50 1.00 1.00 1.00 1.00 4.60

0.10 0.50 1.00 1.00 1.00 1.00 4.60

Authorized FTE Positions Engineering & Public Works Director Facilities/Fleet Manager Fleet Maintenance Master Technician Fleet Crew Leader Fleet Maintenance Worker 3 Fleet Maintenance Worker 2 Total Authorized FTE Positions

0.10 0.50 1.00 1.00 1.00 1.00 4.60

0.10 0.50 1.00 1.00 1.00 1.00 4.60

0%

0.10 0.50 1.00 1.00 1.00 1.00 4.60

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2020 Adopted Budget vs. 2019 Projected Actual • Fleet replacement is the sole capital expenditure included in 2020. The level of replacements

is increased due the number of vehicles due for replacement and the cost of those vehicles. It is anticipated this level of replacement will be more common in future years as opposed to the level for 2019.

2019 Accomplishments Promote a Safe and Healthy Community • Substantially completed the specification, purchase and placement of equipment into operations by the end of the third quarter.

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190

Town of Parker 2020 Annual Budget


INTERNAL SERVICE FUNDS FUND: Fleet Services Fund • Performed scheduled to unscheduled repairs at a rate of 92.75% to 7.25%. Typical target for a fleet operation is 80%/20% for scheduled to unscheduled repair work performed.

• Completed 1,500 work orders from January 1, 2019 through October 31, 2019 with an average time to close of 97.63 hours. The target average for the year was set at 96 hours.

2020 Goals Promote a Safe and Healthy Community • Continue to provide efficient maintenance and equipment repair to the Town of Parker and City of Lone Tree fleet of equipment.

* Completion of work orders in an average of four days. * Perform maintenance at a ratio of 80%/20% scheduled to unscheduled repairs. * Complete preventive maintenance inspections at a rate of 95% or better as scheduled.

PERFORMANCE MEASURES

Town of Parker 2020 Annual Budget

191

Budget Detail


MEDICAL BENEFITS FUND ABOUT MEDICAL BENEFITS Beginning in 2015, the Town moved from fully-insured to partially self-funded medical benefits. The Medical Benefits Fund accounts for the payment of medical claims for employees and their covered dependents. Funding is obtained through monthly premium charges to each department based on the type of coverage and number of employees. The Town self-insures claims up to $75,000 per covered individual. Stop-loss insurance policies have been purchased to cover losses above the $75,000 limit.

Budget Detail

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Town of Parker 2020 Annual Budget


INTERNAL SERVICE FUNDS FUND: Medical Benefits Fund

2016 Actual Revenues Charges for Services Town Premium Employee Contribution Total Charges for Services Interest Miscellaneous Total Revenues

Beginning Fund Balance Revenue Over (Under) Exp Ending Fund Balance

2018 Actual

2019 Amended Budget

2019 Projected Actual

2020 Adopted Budget

Compound Annual Growth

$

2,084,346 $ 507,227 2,591,573 2,957 2,500

2,236,460 $ 598,554 2,835,014 3,021 2,500

2,529,041 $ 691,702 3,220,743 8,969 40,705

2,926,338 $ 881,163 3,807,501 7,500 2,500

2,926,338 $ 879,163 3,805,501 9,000 625

3,400,000 966,509 4,366,509 9,000 -

13% 17% 14% 32%

$

2,597,030 $

2,840,535 $

3,270,417 $

3,817,501 $

3,815,126 $

4,375,509

14%

2,282 167,473 2,391,978

2,500 174,059 2,765,051

705 163,049 2,829,147

4,300 157,500 3,481,000

4,300 175,000 3,481,000

2,500 158,535 3,962,653

2% -1% 13%

$

2,561,733 $

2,941,610 $

2,992,901 $

3,642,800 $

3,660,300 $

4,123,688

13%

$

465,763 35,297 501,060 $

501,060 (101,075) 399,985 $

399,985 277,516 677,501 $

677,501 174,701 852,202 $

677,501 154,826 832,327 $

832,327 251,821 1,084,148

16% 63% 21%

Expenditures Supplies Purchased Services Insurance Total Expenditures

2017 Actual

EXPLANATION OF SIGNIFICANT BUDGET VARIANCE 2020 Adopted Budget vs. 2019 Projected Actual • Healthcare insurance expense has increased approximately eight percent for 2020 due to

claims history that has run high for the second year. Premium revenue has increased to offset the expense increase and also to continue to build the cash balance to a more conservative level. The Town is self-insured which makes it important for the Fund to be in a position to absorb high value and/or high volume claims.

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Budget Detail


TECHNOLOGY MANAGEMENT FUND ABOUT TECHNOLOGY MANAGEMENT The Information Technology Department is responsible for computer maintenance and replacement, software management, network administration, data security, data backup and recovery, GIS mapping, end user support and technical support for all Town departments. The purpose of this internal service fund is to provide these services, replacement of aging technology and software licensing costs.

Budget Detail

194

Town of Parker 2020 Annual Budget


INTERNAL SERVICE FUNDS

SECTION TITLE

FUND: Technology Management Fund

2016 Actual Revenues Charges for Services Internal User Charges Lone Tree Fleet Services Total Charges for Services Interest Miscellaneous Total Revenues

$

Beginning Fund Balance Revenue Over (Under) Exp Ending Fund Balance

Authorized FTE Positions Finance Director Information Technology Director Chief Information Officer Senior Systems Administrator Systems Administrator Police Systems Administrator Programmer Analyst System Specialist GIS Coordinator GIS Administrator Network Administrator Total Authorized FTE Positions

2018 Actual

2019 Amended Budget

2019 Projected Actual

2020 Adopted Budget

Compound Annual Growth

3,634,488 $ 174,279 3,808,767 6,986 4,448

3,856,536 $ 76,991 3,933,527 12,620 9,337

3,109,988 $ 3,109,988 28,215 18,417

3,359,634 $ 75,000 3,434,634 24,000 -

3,359,634 $ 3,359,634 24,000 3,966

4,032,319 4,032,319 24,720 -

3,820,201 $

3,955,484 $

3,156,620 $

3,458,634 $

3,387,600 $

4,057,039

2%

1,091,570 381,627 1,464,662 321,536 -

1,153,675 390,899 1,552,330 66,617 -

1,316,960 253,399 1,535,345 719,425

1,401,527 466,970 1,696,788 179,420 -

1,401,527 399,300 1,638,802 179,420 -

1,490,579 455,490 1,994,393 185,000 -

8% 5% 8% -13%

$

3,259,395 $

3,163,521 $

3,825,129 $

3,744,705 $

3,619,049 $

4,125,462

6%

1,287,177 791,963 2,079,140 $

2,079,140 (668,509) 1,410,631 $

1,410,631 (286,071) 1,124,560 $

1,410,631 (231,449) 1,179,182 $

1,179,182 (68,423) 1,110,759

13%

$

726,371 560,806 1,287,177 $

$

Expenditures Salary and Benefits Supplies Purchased Services Capital Outlay Interfund Transfer Total Expenditures

2017 Actual

1.0 1.0 1.0 1.0 1.0 3.0 1.0 1.0 1.0 11.0

1.0 1.0 1.0 1.0 1.0 4.0 1.0 1.0 1.0 12.0

1.0 1.0 1.0 1.0 1.0 4.0 1.0 1.0 1.0 12.0

0.5 1.0 1.0 1.0 1.0 1.0 4.0 1.0 1.0 1.0 12.5

0.5 1.0 1.0 1.0 1.0 1.0 4.0 1.0 1.0 1.0 12.5

3% 1% 37%

-4%

0.5 1.0 1.0 1.0 1.0 1.0 4.0 1.0 1.0 1.0 12.5

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2020 Adopted Budget vs. 2019 Projected Actual • Increased hardware and software costs correlate to increased internal user charges. The

Information Technology department continues to review all requests for additional products relative to the overall strategic direction of the Town.

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195

Budget Detail


SECTION TITLE

INTERNAL SERVICE FUNDS

FUND: Technology Management Fund

2019 Accomplishments Innovate with Collaborative Governance • Completed the rollout of Windows 10 to all desktops for Town staff. • Completed the implementation of the new Records Management System for the Parker Police Department.

• Reviewed and optimized existing guest wireless systems at Town facilities to improve functionality and service.

• Updated network monitoring system to proactively identify and respond to any network related issue before it negatively impacts network traffic.

• Completed the 2019 cyber security audit, internal phishing campaign exercise, and security awareness training for all staff.

• Increased public access to geospatial data by providing downloadable information, new web applications, and keeping data more current and accurate by utilizing new technologies for data collection and maintenance.

2020 Goals Innovate with Collaborative Governance • Replace current phone system with a Unified Communication as a service hosted solution. • Move current Land Management System to the cloud as a hosted solution to increase availability, reduce maintenance time, and increase security.

• Replace the surveillance video servers at the Police Department to increase storage capacity and retention time.

• Add additional security features for the Town’s systems to continue implementing best practices.

PERFORMANCE MEASURES

Budget Detail

196

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REVENUE MANUAL


REVENUE MANUAL INTRODUCTION AN EVALUATION OF MAJOR REVENUES Revenue forecasting became much more important as the Town began to experience a declining sales tax growth rate several years ago. These two charts show how sales and use tax revenues make up just under 70% of the total General Fund revenues and 42% of total Town revenues. Due to the reliance on this one single revenue source, it became necessary to implement a tool that would assist in identifying future financial impacts to Town strategies.

Sources of Revenue General Fund

General Property Tax 4.3% Transfers In 2.7% Miscellaneous 0.7%

S ales and Use Tax 69.4%

Fines and Forfeitures 0.2% Charges for S ervices 6.5%

Intergovernmental 6.6%

Licenses and Permits 4.6% Other Taxes 5.0%

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REVENUE MANUAL INTRODUCTION (con’t) Sources of Revenue All Funds

General Property Tax 2.0%

S ales and Use Tax 41.6%

Transfers In 8.8%

Miscellaneous 2.5% Fines and Forfeitures 0.1%

Other Taxes 4.8%

Charges for S ervices 23.4%

Licenses and Permits 2.1% Intergovernmental 14.5%

A forecast model was built that maintains monthly historical amounts back to 2015 and has been expanded to include the budget for the next fiscal year. The model includes each revenue account by fund which allows for quick identification of changes in historical trends. Also included are various growth rates, rolling twelve-month averages and annualized amounts that all assist in developing the budget and future year revenues. As the reader will see throughout the following pages, forecasted amounts reflect potential economic impacts in addition to the historical financial trends. In order to provide some flexibility if unexpected events were to occur, revenue is budgeted in a conservative manner. The slight decrease in revenue due to this approach is less than two percent of total revenues.

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Revenue Manual


REVENUE MANUAL INTRODUCTION (con’t) Partly as a result of highlighting future revenue trends, the Town engaged an outside consultant during 2019 to provide analysis of user fees and the level of infrastructure cost recovery related to growth and development. Changes to fee structures will impact revenue in future years. This manual provides information on the Town’s major revenues that are received primarily from outside sources. Major revenues are those in excess of $100,000 on an annual basis. These revenues equate to 95% of all revenue sources in the adopted budget. The table below lists the sources of these revenues, along with their budgeted dollar amounts and the funds where the revenue resides.

2020 Adopted Budget Revenues General Property Tax Sales and Use Tax Other Taxes Licenses and Permits Intergovernmental Charges for Services* Fines and Forfeitures Miscellaneous

Total Revenues

Total All Funds

Amount Included in Manual

2,300,000 48,871,000 5,666,154 2,491,980 17,027,776

2,300,000 48,871,000 5,664,654 2,266,000 16,575,176

16,270,622 171,000 2,977,580

13,772,048 120,000 1,767,080

95,776,112

91,335,958

Percent of Total Revenue Fund General General, Parks and Recreation, Public Improvements General, Public Improvements, Excise Tax General General, Conservation Trust, Parks and Recreation, Law Enforcement, Cultural, Recreation, Public Improvements 84.6% General, Cultural, Recreation, Stormwater 70.2% General, Law Enforcement 59.3% General, Conservation Trust, Parks and Recreation, Law Enforcement, Cultural, Recreation, Capital Reserve, Public Improvements, Stormwater, Fleet Services, Technology Mgmt, Facility Services, Medical Benefits 95.4%

100.0% 100.0% 100.0% 90.9% 97.3%

*The total for this revenue item was reduced by the amount of internal fund charges: $11,219,499

Interfund transfers are not included in this manual or in the calculation of percentage of total revenues. The information provided in this manual for each revenue source includes:

• • • •

Distribution – the fund or funds where the revenue is accounted for. Source – the source of the revenue stream. Collection – the basis for and the logistics of the collection of the revenue. Trend – includes actual collections for the prior four years and projections for the current and following year, along with the basis for the forecasted revenues.

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PROPERTY TAX REVENUE Distribution: General Fund 100% Source:

Parker property owners

Collection:

The collection process begins with the Douglas County Assessor’s Office. Two types of property are valued by the Assessor’s Office: 1) “real property” (land and buildings) and 2) “personal property” (business machines and equipment). Once market values are established, the Assessor’s Office computes the assessed valuation of property based on state-legislated assessment percentages. Property is assessed at the end of one year, for collection in the following year. A ten year history of these assessment percentages is provided in the table below:

Overview: Assessment Percentages Property Class

2009

2010

2011

2012

2013

2014

2015

2016

2017

2018

Real Property Commercial Residential

29.00 7.96

29.00 7.96

29.00 7.96

29.00 7.96

29.00 7.96

29.00 7.96

29.00 7.96

29.00 7.96

29.00 7.20

29.00 7.20

Personal Property

29.00

29.00

29.00

29.00

29.00

29.00

29.00

29.00

29.00

29.00

 Total assessed valuation (in millions) for the Town of Parker for the past ten years is demonstrated by the following table:

Assessed Valuation

2009

2010

2011

2012

2013

2014

2015

2016

2017

2018

$597.0

$603.6

$559.4

$564.6

$568.2

$577.9

$667.8

$690.8

$791.2

$809.5

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PROPERTY TAX REVENUE (con’t) Payment Property owners pay property taxes to Douglas County in either two installments due February 28 and June 15 or in one installment due April 30. Douglas County wire transfers the Town’s property taxes directly to the Town’s main bank account on the 10th of the month following the month that the collection is processed by Douglas County. A five-year history of the mill levies which apply to all Parker taxpayers is provided in the table below: Five Year Mill Levy History Town of Parker Douglas County Douglas County School District Douglas County Libraries South Metro Fire Protection Cherry Creek Basin Water Urban Drainage District TOTAL Town's % of Tax Bill

2014 2.602 19.774 48.727 4.032 13.053 0.500 0.632 89.320

2015 2.602 19.774 42.439 4.035 9.406 0.500 0.632 79.388

2016 2.602 19.274 41.064 4.016 9.250 0.473 0.620 77.299

2017 2.602 19.774 38.996 4.021 9.250 0.453 0.557 75.653

2018 2.602 19.774 44.950 4.008 9.250 0.479 0.820 81.883

2.9%

3.3%

3.4%

3.4%

3.2%

Percentage of Tax Bill Town of Parker, 3.2%

Other Governments, 96.8%

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PROPERTY TAX REVENUE (con’t) Computing the Property Tax Bill The formulas used for computing residential property taxes for 2018 assessments are as follows:

Assessed valuation = Property market value x Assessment ratio Property tax = Assessed valuation x Mill levy / 1,000

Market value x Assessment Ratio Assess Value x Mill Levy Divided by 1,000 Property Tax

Parker $300,000 7.20% $21,600 2.602 / 1,000 $56

Other Government $300,000 7.20% $21,600 79.281 / 1,000 $1,712

For the 2018 residential assessments paid in 2019, the owner of a home valued at $300,000 would have paid $56 in property taxes to the Town of Parker and $1,712 to the other governments common to all Parker taxpayers. Performing the calculation using the 29% business assessment percentage, a business with a market value of $300,000 would have paid $226 in property taxes to the Town of Parker in 2019, and $6,897 to the other governments common to all Parker taxpayers.

Legal Restrictions The Taxpayer Bill of Rights (TABOR) Amendment to the Colorado Constitution limits property tax revenue growth to the amount collected the previous year increased by the Denver-Boulder Consumer Price Index and a local growth factor. However, Parker citizens have voted to exempt the Town from the revenue limit provisions of TABOR. TABOR also prohibits any increase to the mill levy except by election. The Gallagher Amendment to the Colorado Constitution also restricts property tax growth in requiring the legislature to annually adjust the residential assessed valuation percentage to ensure that the proportion of residential to total state-assessed valuation remains constant – residential properties pay 45% of the total property taxes, while commercial and industrial properties pay 55%. A decreasing residential assessment ratio would be the result of residential growth and market values rising relative to commercial market values. In order to maintain this proportional allocation, the residential property assessment percentage has declined from 21% in 1982 to the current level of 7.20%, while the non-residential property percentage has remained at 29%. Finally, there is a statutory limitation which prohibits property tax revenue growth from exceeding 5.5% each year, adjusted for new construction, although it is generally held that home rule municipalities, like Parker, are exempt from this provision.

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PROPERTY TAX REVENUE (con’t) Trend: 2,500,000 Year Revenue 2015 1,448,999 2016 1,706,521 2017 1,738,077 2018 1,971,653 2019 Projected 1,990,000 2020 Adopted 2,300,000

2,000,000 1,500,000 1,000,000

% Change (YoY) 17.8% 1.8% 13.4% 0.9% 15.6%

500,000 0 2015

2016

2017

2018

2019 2020 Projected Adopted

• The increasing tax level is related to the strong local housing market and commercial construction.

• Annexation of properties into the Town’s boundaries will also impact the trend. • 2019 was a reassessment year; the 2020 budgeted tax level is based on the Douglas County Assessor valuations which are showing strong growth.

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SALES TAX REVENUE Distribution: General Fund 83%

Parks and Recreation Fund 17%

Source:

Visitors, residents and employees in Parker

Collection:

In 1981, the citizens of Parker voted to install a 1% sales and use tax. In 1982, the citizens voted to increase the sales and use tax rate to 2.5%. In 1984, Parker became a home rule municipality with power to self-govern in matters of local and municipal concern. In 1990, the citizens voted to increase the sales tax rate to the current level of 3%, with the extra .50% to be earmarked for parks and recreation improvements. Sales tax is charged on certain services and all retail purchases including food.

As a home rule Town, Parker collects and administers its own sales and use tax. Businesses remit tax to Parker on a monthly, quarterly or annual basis. Taxes collected are due to the Town by the 20th of the month following collection. Online payments account for more than 95% of all payments. The remainder are paid through a lockbox. The Town utilizes a number of enforcement procedures to collect from delinquent accounts including taxpayer education, delinquency notices, personal phone contact and visits, audits, summons to municipal court and seizures.

Trend:

50,000,000 45,000,000 40,000,000 35,000,000 30,000,000 25,000,000 20,000,000 15,000,000 10,000,000 5,000,000 0

Year 2015 2016 2017 2018 2019 Projected 2020 Adopted

2015

2016

2017

2018

General Fund 29,999,705 32,214,593 34,103,607 35,462,173 36,355,000 36,994,200

P&R Fund 5,999,941 6,443,350 6,820,721 7,092,435 7,271,040 7,398,880

Total % Change Revenue (YoY) 35,999,646 38,657,943 7.4% 40,924,328 5.9% 42,554,608 4.0% 43,626,040 2.5% 44,393,080 1.8%

2019 2020 Projected Adopted

• The sales tax growth rate has been declining since 2015. While the 2019 projected growth rate is 2.5%, this is up from a budgeted growth rate of 0%. It is possible that 2019 will end with a rate closer to 4%.

• The declining growth rate has occurred against a backdrop of increasing population and number of commercial and retail businesses.

• The amount of collections related to internet sales has continued to grow. • Increasing home prices and rental rates appear to be impacting the level of residents’ discretionary income and thus their spending habits.

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BUILDING USE TAX REVENUE Distribution: Public Improvements Fund 83% Parks and Recreation Fund 17% Source: Contractors, developers, Parker businesses and residents

Collection:

Building use tax is assessed at 4% (3% is Town of Parker and 1% is collected and remitted to Douglas County) on 50% of the estimated value of the construction project. Construction labor is typically not subject to use tax, and the Town of Parker estimates that 50% of the building permit value is related to taxable materials, equipment, appliances, etc. Building use tax is estimated and collected by the Building Department at the time a building permit is obtained. Monies collected are deposited through the Finance Department.

Trend:

5,000,000 Year 2015 2016 2017 2018 2019 Projected 2020 Adopted

4,000,000 3,000,000 2,000,000 1,000,000

Capital % P&R Improvement Total Change Fund Fund Revenue (YoY) 481,781 2,328,037 2,809,818 524,419 2,613,852 3,138,271 11.7% 624,621 3,149,967 3,774,588 20.3% 735,465 3,650,590 4,386,055 16.2% 619,000 3,516,000 4,135,000 -5.7% 635,000 3,590,820 4,225,820 2.2%

0 2015

2016

2017

2018

2019 2020 Projected Adopted

• Building use tax fluctuates based on the number of residential and commercial permits issued and the valuation associated with permits, primarily commercial.

• Permit history is as follows:

Residential Commerical

2015 335 13

2016 330 27

2017 440 35

Projected 2018 2019 438 471 43 46

• 2020 permits and corresponding valuation are expected to mirror 2019 activity.

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SALES TAX AUDIT REVENUE Distribution: General Fund 83% Parks and Recreation Fund 17% Source: Parker businesses and construction companies with construction projects in Parker

Collection:

The Town’s audit program emphasizes taxpayer education and voluntary compliance. As a result, the Town works with businesses which are delinquent or not remitting taxes to educate them on the correct way to calculate and remit sales and use tax. An audit may take two hours or several months to perform, depending on the complexity of the organization. Once the Town completes an audit, it meets with the taxpayer to go over the audit assessment and make any appropriate adjustments or corrections. The taxpayer then has 30 days to pay the assessment, work out a settlement or payment plan, or protest the assessment. The Town collects assessments through the Finance Department.

Trend: 400,000 Year 2015 2016 2017 2018 2019 Projected 2020 Adopted

350,000 300,000 250,000 200,000 150,000

General Fund 251,581 95,397 236,585 291,390 210,000 212,100

P&R Total % Change Fund Revenue (YoY) 50,316 301,898 19,079 114,476 -62.1% 47,317 283,902 148.0% 58,278 349,668 23.2% 42,001 252,001 -27.9% 40,000 252,100 0.0%

100,000 50,000 0 2015

2016

2017

2018

2019 2020 Projected Adopted

• Audit revenues will fluctuate based on the size and number of audits. • The sales tax staff has experienced a high level of turnover in 2019. While the team is fully

staffed entering 2020, there is an expected retirement early in 2020 and the newer members will continue to move up the learning curve. Due to these impacts, audit revenues are budgeted to remain flat with 2019.

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LODGING TAX REVENUE Distribution: General Fund 100% Source: Visitors, residents and employees in Parker

Collection:

In 2003, the citizens of Parker voted to install a 3% lodging tax on the purchase price for lodging within the Town of Parker.

As a home rule town, Parker collects and administers its own lodging tax. Vendors remit tax to Parker on a monthly basis and taxes collected are due to the Town by the 20th of the month following collection. Online payments account for more than 95% of all payments. The remainder are paid through a lockbox. The Town utilizes a number of enforcement procedures to collect from delinquent accounts including taxpayer education, delinquency notices, personal phone contact and visits, audits and liens on tangible personal property.

Trend: 200,000 180,000 160,000 140,000 120,000 100,000 80,000 60,000 40,000 20,000 0

Year Revenue 2015 159,652 2016 165,796 2017 167,014 2018 171,330 2019 Projected 180,000 2020 Adopted 183,600

2015

2016

2017

2018

% Change (YoY) 3.8% 0.7% 2.6% 5.1% 2.0%

2019 2020 Projected Adopted

• During 2018, the number of lodging establishments increased from two to three through the annexation of an area of Town that was home to an existing hotel.

• Three additional establishments are under construction; the impact to the lodging tax is expected to be minimal in 2020.

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SPECIFIC OWNERSHIP TAX REVENUE Distribution: General Fund 100% Source:

Residents and businesses of Parker

Collection:

The State of Colorado establishes the statutory authority for collecting auto ownership tax. Specific vehicle ownership taxes are based on the year of manufacture and the original taxable value. The original taxable value is determined when the vehicle is new and does not change throughout the life of the vehicle. Taxable value for passenger vehicles is 85 percent of the MSRP (Manufacturer’s Suggested Retail Price); for trucks the taxable value is 75 percent of the MSRP.

• 46% of ownership tax is allocated to the school district. • 4% is allocated to law enforcement. • 21% to Douglas County road and bridge, social services, debt service, capital expenditures and the general fund.

• 29% is disbursed to a variety of other districts – which includes the Town of Parker.

The Town of Parker receives its share via wire transfer from Douglas County into its main bank account on the 10th of the month following the month that the collection is processed by Douglas County.

Trend: 250,000 Year Revenue 2015 141,852 2016 157,314 2017 193,864 2018 214,574 2019 Projected 210,000 2020 Adopted 231,000

200,000 150,000 100,000

% Change (YoY) 10.9% 23.2% 10.7% -2.1% 10.0%

50,000 0 2015

2016

2017

2018

2019 2020 Projected Adopted

• The historical growth is attributable to the increased population, number of vehicles owned

and increased vehicle taxable value. The slight decline in 2019 was unexpected as the population has continued to grow. At this time, the historical growth trends are expected to reoccur in 2020.

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XCEL ENERGY FRANCHISE FEE Distribution: General Fund 100% Source:

Gas company customers

Collection:

Under the auspices of the franchise agreement with Xcel Energy, 3% of gross revenues received by Xcel Energy on sales of gas within the Town is to be remitted to the Town monthly, no later than 30 days following the close of the month.

Trend: 500,000 Year Revenue 2015 378,416 2016 336,726 2017 359,800 2018 380,726 2019 Projected 410,000 2020 Adopted 426,400

400,000 300,000 200,000

% Change (YoY) -11.0% 6.9% 5.8% 7.7% 4.0%

100,000 0 2015

2016

2017

2018

2019 2020 Projected Adopted

• Revenues fluctuate based on the combination of the number of customers, consumption related to temperatures and utility rates.

• With the Town population increasing, a 4% growth is budgeted for 2020.

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INTERMOUNTAIN RURAL ELECTRIC ASSOCIATION (IREA) EXCISE TAX Distribution: General Fund 75%

Public Improvement Fund 25%

Source:

Electric power customers

Collection:

Under the auspices of the franchise agreement with IREA, 4% of gross revenues received by IREA on sales of electric power within the Town is to be remitted to the Town monthly, no later than 30 days following the close of the month.

Trend: 1,650,000 Year 2015 2016 2017 2018 2019 Projected 2020 Adopted

1,600,000 1,550,000 1,500,000 1,450,000

General Public Imp Total % Change Fund Fund Revenue (YoY) 1,075,865 358,622 1,434,487 1,109,342 369,780 1,479,122 3.1% 1,127,580 375,860 1,503,441 1.6% 1,182,279 394,093 1,576,372 4.9% 1,190,000 375,000 1,565,000 -0.7% 1,213,800 375,000 1,588,800 1.5%

1,400,000 1,350,000 2015

2016

2017

2018

2019 2020 Projected Adopted

• Revenues fluctuate based on the combination of the number of customers, consumption related to temperatures and utility rates.

• With the Town population increasing, a growth rate of 1.5% is budgeted for 2020.

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CABLE FRANCHISE FEE Distribution: General Fund 100% Source:

Cable television customers

Collection:

Under the auspices of the franchise agreement with Comcast, 5% of gross revenues received by Comcast on sales of cable television within the Town is to be remitted to the Town monthly, no later than 30 days following the close of the month.

Trend:ďżź 660,000 Year Revenue 2015 541,098 2016 621,740 2017 645,652 2018 630,974 2019 Projected 622,300 2020 Adopted 609,854

640,000 620,000 600,000 580,000 560,000 540,000

% Change (YoY) 14.9% 3.8% -2.3% -1.4% -2.0%

520,000 500,000 480,000 2015

2016

2017

2018

2019 2020 Projected Adopted

• The cable industry continues to experience a decline in the number of customers. A revenue decline of 2% is budgeted for 2020.

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MOTOR VEHICLE REGISTRATIONS SECTION REVENUE TITLE Distribution: General Fund 100% Source:

Parker businesses and residents

Collection:

Douglas County Motor Vehicle offices title and register vehicles of residents of Douglas County, which includes the Town of Parker. Fees are assessed based on the weight of the vehicle. The funds are allocated per statute between the state, counties, and cities/towns based on a funding formula.

Trend: 200,000 Year Revenue 2015 159,187 2016 163,588 2017 168,385 2018 173,540 2019 Projected 175,100 2020 Adopted 176,851

150,000

100,000

% Change (YoY) 2.8% 2.9% 3.1% 0.9% 1.0%

50,000

0 2015

2016

2017

2018

2019 2020 Projected Adopted

• Parker’s proportionate share of the revenue is impacted by the relationship of its growth with that of the remainder of the state.

• A second factor impacting revenue growth is consumer vehicle preferences. • The 1% growth budgeted for 2020 anticipates Parker’s proportionate share.

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SECTION TITLE HIGHWAY USERS TAX REVENUE Distribution: General Fund 100% Source:

Gasoline tax and related fees paid by Colorado motorists

Collection:

The Highway Users Tax Fund (HUTF) is state-collected, locally-shared revenue that is distributed via electronic funds transfer on a monthly basis to the Town of Parker in accordance with the following formulas:

• Basic Fund - the first seven cents of gasoline taxes and the base amount of

various motor vehicle registration, title and license fees. 9% of these revenues are distributed to municipalities. The basic fund monies may be spent on acquisition of rights-of-way for, and the construction, engineering, safety, reconstruction, improvement, repair, maintenance and administration of streets, roads and highways.

• Supplemental Fund - 8% of the next eleven cents of gasoline taxes are

distributed to municipalities and may be spent only on road improvements including new construction, safety improvements, maintenance and capital improvements.

• 1989 Increase Fund - 18% of the gasoline tax, registration fee and driver’s

license fee increases enacted in 1989 are shared with municipalities and can be used for the same purposes designated in the second bullet point.

• 1995 Increase Fund - 18% from a three-year phased reduction of the amount

previously withheld by the state for administrative purposes which can be used for the same purposes designated in the second bullet point.

Trend: 1,250,000 Year Revenue 2015 1,090,277 2016 1,108,248 2017 1,128,750 2018 1,111,618 2019 Projected 1,200,000 2020 Adopted 1,130,000

1,200,000 1,150,000 1,100,000

% Change (YoY) 1.6% 1.8% -1.5% 8.0% -5.8%

1,050,000 1,000,000 2015

2016

2017

2018

2019 2020 Projected Adopted

• Parker’s proportionate share of the revenue is impacted by the relationship of its growth with that of the remainder of the state.

• A conservative approach was taken with the budgeted revenue for 2020. The 2019 increase does not seem sustainable going forward.

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HIGHWAY USERS TAX SHAREBACK SECTION REVENUE TITLE Distribution: Public Improvements Fund 100% Source:

Colorado taxpayers

Collection:

Colorado Senate Bill 1 was passed in May 2018 to address transportation infrastructure funding. The State transferred funds from the general fund to several transportation-related funds. Fifteen percent of the funding is earmarked for local roads projects.

Trend: 1,600,000 Year Revenue 2015 0 2016 0 2017 0 2018 405,811 2019 Projected 1,054,431 2020 Adopted 1,463,085

1,400,000 1,200,000 1,000,000 800,000 600,000

% Change (YoY) n/a n/a n/a 159.8% 38.8%

400,000 200,000 0 2015

2016

2017

2018

2019 2020 Projected Adopted

• Revenue from the State was earmarked for state fiscal years 2018-2019 and 2019-2020. The Town has received notification of the 2020 estimate.

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FASTER REVENUE Distribution: Public Improvements Fund 100% Source:

State of Colorado

Collection:

FASTER, Funding Advancements for Surface Transportation and Economic Recovery, was signed into law on March 2, 2009. It provided increased revenues for statewide transportation improvements. Revenues are generated from the road safety surcharge, oversize/overweight surcharge, rental car surcharges and late vehicle registration fees. Revenues are credited to the Highway Users Tax Fund (HUTF) and distributed per statute to the Colorado Department of Transportation, counties and municipalities.

Trend: 350,000 Year Revenue 2015 294,442 2016 302,669 2017 309,015 2018 286,423 2019 Projected 310,000 2020 Adopted 319,300

300,000 250,000 200,000 150,000 100,000

% Change (YoY) 2.8% 2.1% -7.3% 8.2% 3.0%

50,000 0 2015

2016

2017

2018

2019 2020 Projected Adopted

• The revenue has remained relatively flat with only small percentage increases year-over-year. • The 2018 negative growth and 2019 projected increase appear to be outliers in the historical trend. The revenue drivers at the state level would not appear to drive such large percentage growth changes. A conservative approach was taken for 2020.

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DEFICIT REDUCTION SECTION TITLE FEES Distribution: General Fund 100% Source:

Contractors and developers

Collection:

The Town developed a fiscal impact model in 1998 that calculates the financial effect of proposed new developments on the Town’s future operating budgets. The model looks at a 20-year projection of the revenues (property tax, sales tax, etc.) and the cost of services added by the proposed development (public safety, streets and parks maintenance, etc.). When there is a cumulative deficit for the 20-year period, a present value of the deficit is calculated. A development with a retail commercial component will have a lower or no deficit reduction fee depending on the retail versus residential mix. The fee is increased annually by inflation as measured by the Denver-Boulder Consumer Price Index (CPI). The deficit reduction fee is negotiated and agreed to by and between the developer of a proposed new development and the Town during the annexation process. Once agreed upon, the fee becomes a part of the annexation contract.

Trend: 1,400,000 Year Revenue 2015 846,441 2016 827,688 2017 1,147,803 2018 953,468 2019 Projected 1,300,000 2020 Adopted 1,050,000

1,200,000 1,000,000 800,000 600,000 400,000

% Change (YoY) -2.2% 38.7% -16.9% 36.3% -19.2%

200,000 0 2015

2016

2017

2018

2019 2020 Projected Adopted

• Revenues fluctuate based on the amount of new development and the Denver-Boulder CPI. • The number of remaining lots with deficit reduction fees that will be developed in 2020 is expected to be less than 2019.

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SECTION EXCISE TAX TITLE Distribution: Excise Tax Fund 100% Source:

Contractors and developers

Collection:

Excise tax is paid by the builder at the time a building permit is issued for a new residence or commercial structure. The fees are used to pay for capital projects, such as street improvements or parks that are needed for the new residents moving into the Town. The fees are only used for capital items and not to fund regular operations.

Trend: 4,000,000 Year Revenue 2015 2,997,564 2016 2,798,039 2017 3,321,992 2018 3,735,299 2019 Projected 2,500,000 2020 Adopted 2,625,000

3,500,000 3,000,000 2,500,000 2,000,000 1,500,000

% Change (YoY) -6.7% 18.7% 12.4% -33.1% 5.0%

1,000,000 500,000 0 2015

2016

2017

2018

2019 2020 Projected Adopted

• Revenues will fluctuate based on the amount of annual development. The number of permits and average value of those permits for the current and prior year is as follows:

Single family Multi family Commercial

2018 Actual Permits Avg Value 394 373,000 44 1,403,000 43 1,629,000

2019 Projected Permits Avg Value 441 355,000 30 495,000 46 2,093,000

• The amount of tax collected per unit is as follows for 2019: Single family Attached dwelling (townhomes and condos) Apartment dwelling

$ $ $

4,987 3,989 3,614

• The commercial rate is $0.37 per square foot. • A slight increase in development is expected for 2020.

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PLAN SECTION CHECKTITLE FEES Distribution: General Fund 100% Source:

Contractors, developers and residents

Collection:

The plan check fee is determined by Community Development and charged based on a fee schedule in accordance with the International Building Code and adopted Town Code. Fees are assessed for the review of plans for construction permit issuance. The fee is paid at the time the plans are reviewed. Monies are collected through the Building Division.

Trend: 600,000 Year Revenue 2015 354,067 2016 413,152 2017 447,084 2018 499,035 2019 Projected 500,000 2020 Adopted 500,000

500,000 400,000 300,000 200,000

% Change (YoY) 16.7% 8.2% 11.6% 0.2% 0.0%

100,000 0 2015

2016

2017

2018

2019 2020 Projected Adopted

• Revenue will fluctuate based on the amount of commercial construction, new residential housing starts and home improvements.

• 2020 budgeted revenue is expected to be even over 2019. The number of plans to be reviewed is not expected to grow at the same pace as the last several years.

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SECTION TITLE BUILDING PERMIT REVENUE Distribution: General Fund 100% Source:

Contractors, developers and residents

Collection:

The building permit fee is determined by Community Development in accordance with the standard fee schedule based on total valuation of the construction project contained in the International Building Code and adopted Town Code. The fee is paid at the time a building permit is obtained. Monies are collected through the Building Division. Additional fees are collected as determined through the audit of building projects.

Trend: 2,500,000 Year Revenue 2015 1,594,755 2016 1,658,483 2017 2,124,688 2018 2,297,783 2019 Projected 2,200,000 2020 Adopted 2,266,000

2,000,000 1,500,000 1,000,000

% Change (YoY) 4.0% 28.1% 8.1% -4.3% 3.0%

500,000 0 2015

2016

2017

2018

2019 2020 Projected Adopted

• Building permit fees fluctuate based on the number of residential and commercial permits issued and the valuation associated with permits, primarily commercial.

• 2020 revenue is expected to increase 3% due to expected building activity and corresponding valuations

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ZONING AND SUBDIVISION FEES Distribution: General Fund 100% Source:

Developers, property owners, business owners and residents

Collection:

Zoning and subdivision fees are determined by Community Development and charged based on a fee schedule for development applications. Fees are collected for the review, processing, and approval of plans and other technical documents. Development applications include, but are not limited to, site plans, subdivision plats, rezonings, and annexations.

Trend: 600,000 Year Revenue 2015 74,651 2016 147,336 2017 114,904 2018 123,005 2019 Projected 130,000 2020 Adopted 120,000

500,000 400,000 300,000 200,000

% Change (YoY) 97.4% -22.0% 7.0% 5.7% -7.7%

100,000 0 2015

2016

2017

2018

2019 2020 Projected Adopted

• Revenues fluctuate based on the number of development applications received. • The number of new developments is expected to decline slightly resulting in decreased revenue for 2020.

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SECTION TITLEREVIEW FEES ENGINEERING Distribution: General Fund 100% Source:

Contractors, developers and residents

Collection:

Engineering review fees are assessed through a chargeback agreement which is executed as part of development applications. The engineering review fees are collected to offset the costs associated with staff time spent reviewing development project submittals and performing construction inspections. These submittals typically include construction drawings, drainage reports, traffic studies, site plans, plats, easements and other technical documents. The construction inspections are focused on public improvements that are constructed as part of a development project. Staff keeps track of the time spent on each development project and invoices are generated.

Trend: 250,000 225,000 200,000 175,000 150,000 125,000 100,000 75,000 50,000 25,000 0

Year Revenue 2015 136,907 2016 133,856 2017 227,843 2018 155,041 2019 Projected 135,000 2020 Adopted 145,000

2015

2016

2017

2018

% Change (YoY) -2.2% 70.2% -32.0% -12.9% 7.4%

2019 2020 Projected Adopted

• Revenues fluctuate based on the number of development applications received. • 2020 is budgeted to increase from 2019 as the development activity is expected to increase over 2019 levels.

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CIGARETTE SECTION TAX REVENUE TITLE Distribution: General Fund 100% Source:

Cigarette smokers in Colorado

Collection:

The state imposes and collects a 4.2 cent tax per cigarette, of which 27% of the proceeds are distributed to municipalities and counties according to the ratio of the state sales tax collected in the entity to the total state sales tax collected in the prior year. The state disburses the funds two months after they are collected. (Note: Voters in Colorado approved an increase in the cigarette tax, effective January 1, 2005. However, the increase is earmarked for specific purposes and is not included in the distribution to municipalities and counties.)

Trend: 200,000 Year Revenue 2015 112,596 2016 120,449 2017 120,904 2018 120,718 2019 Projected 118,000 2020 Adopted 115,640

175,000 150,000 125,000 100,000 75,000

% Change (YoY) 7.0% 0.4% -0.2% -2.3% -2.0%

50,000 25,000 0 2015

2016

2017

2018

2019 2020 Projected Adopted

• Revenue is dependent upon the number of smokers and number of cigarettes purchased

within the state, in addition to the Town’s proportionate share of state sales tax collections.

• Revenue has decreased over the past years and the 2% decrease for 2020 is reflective of that trend.

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SECTION TITLE COUNTY ROAD AND BRIDGE REVENUE Distribution: General Fund 100% Source:

Residents and businesses owning property in Douglas County

Collection:

Douglas County imposes a mill levy dedicated to road and bridge improvements throughout Douglas County. Because Douglas County’s efforts only include unincorporated areas and the property tax is collected from all areas, the state requires that Douglas County return one half of the road and bridge levy to each Town. The formula used to compute the amount returned to Parker is as follows:

County Road and Bridge Levy x Total Town Assessed Value / 2 = Town Portion

The money is distributed via electronic funds transfer on a quarterly basis to the Town of Parker.

Trend: 1,800,000 1,700,000

Year Revenue 2015 1,238,675 2016 1,416,787 2017 1,483,059 2018 1,661,505 2019 Projected 1,690,000 2020 Adopted 1,723,800

1,600,000 1,500,000 1,400,000 1,300,000

% Change (YoY) 14.4% 4.7% 12.0% 1.7% 2.0%

1,200,000 1,100,000 2015

2016

2017

2018

2019 2020 Projected Adopted

• Revenue is impacted by the change in assessed valuations both within the County and the

Town. Currently, other areas in the County are experiencing higher increased valuations which is limiting the growth in this revenue item.

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Town of Parker 2020 Annual Budget


LONE TREE DISPATCH SECTION TITLE FEES Distribution: General Fund 100% Source:

City of Lone Tree

Collection:

In 2007, the City of Lone Tree and the Town of Parker entered into an Intergovernmental Agreement (IGA) whereby the Town of Parker would provide dispatch services to the City of Lone Tree. In 2013, the fee billing was amended from being based on a percentage of incidents per billing cycle to a flat 35% fee based on the total operating budget of dispatch; all other items remained the same. Beginning in 2019, the IGA was updated. For future years, the percentage of calls made on behalf of Lone Tree will be updated annually and applied to the Parker dispatch budget.

Trend: 800,000 Year Revenue 2015 414,615 2016 424,636 2017 518,999 2018 539,082 2019 Projected 525,000 2020 Adopted 540,750

600,000

400,000

% Change (YoY) 2.4% 22.2% 3.9% -2.6% 3.0%

200,000

0 2015

2016

2017

2018

2019 2020 Projected Adopted

• Revenue fluctuates based on the Town Dispatch budget and the percentage of calls related to Lone Tree.

• Growth budgeted for 2020 is in line with personnel and operating expense increases and an increase in the percentage of dispatch activities related to Lone Tree.

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SECTION LONE TREE TITLE CRIME/EVIDENCE SERVICES Distribution: General Fund 100% Source:

City of Lone Tree

Collection:

In 2010, the City of Lone Tree and the Town of Parker entered into an Intergovernmental Agreement (IGA) whereby the Town of Parker would provide crime scene investigation and evidence storage to the City of Lone Tree. The IGA was updated in 2019. The property and evidence division budget of the Town of Parker Police Department is adjusted for certain identified expenses and 50% of the remainder of the budget is allocated to the City of Lone Tree.

Trend: 200,000 Year Revenue 2015 66,889 2016 64,810 2017 56,531 2018 56,654 2019 Projected 130,000 2020 Adopted 169,000

150,000

100,000

% Change (YoY) -3.1% -12.8% 0.2% 129.5% 30.0%

50,000

0 2015

2016

2017

2018

2019 2020 Projected Adopted

• Revenue fluctuates based on the Town property and evidence budget. • 2019 and 2020 amounts reflect the updated IGA.

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Town of Parker 2020 Annual Budget


SCHOOL RESOURCE OFFICER Distribution: General Fund 100% Source:

Douglas County School District and American Academy

Collection:

Douglas County School District RE-1 and the Town of Parker entered into an Intergovernmental Agreement (IGA) whereby the two agencies would share the costs for providing police officers to act as school resource officers. The 2017 IGA was updated in 2019. Also in 2019, American Academy and the Town of Parker entered into a separate IGA to share in the costs of providing a police officer who would act as a school resource officer.

Trend: 150,000 Year Revenue 2015 67,862 2016 62,882 2017 88,554 2018 117,089 2019 Projected 120,000 2020 Adopted 123,600

100,000

50,000

% Change (YoY) -7.3% 40.8% 32.2% 2.5% 3.0%

0 2015

2016

2017

2018

2019 2020 Projected Adopted

• The revenue will be based on the terms of the two IGAs. • Final approval of the IGAs did not occur until after the development of the 2020 budget; as a result, 2020 revenue may vary somewhat from the budget.

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COURT FINES AND FEES Distribution: General Fund 100% Source:

Tickets and citations issued by the Parker Police and fines adjudicated by the Parker Municipal Judge

Collection:

Tickets are paid through the mail, online or directly to the Court. Court arraignments are generally two times a month on Tuesdays and Court trials are generally once a month on Fridays. All collection efforts are made by the Parker Municipal Court.

Trend: 250,000 Year 2015 2016 2017 2018 2019 Projected 2020 Adopted

200,000 150,000 100,000

Court Fines 159,887 180,965 159,020 125,462 100,000 100,000

DUI Total % Change Fines Revenue (YoY) 36,860 196,747 31,552 212,517 8.0% 33,406 192,427 -9.5% 23,493 148,954 -22.6% 21,000 121,000 -18.8% 20,000 120,000 -0.8%

50,000 0 2015

2016

2017

2018

2019 2020 Projected Adopted

• Court revenues are dependent on citations issued by the Police Department and fines and court costs as administered by the Judge.

• Revenue for 2020 is expected to be even with 2019.

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Town of Parker 2020 Annual Budget


PARKER AUTHORITY FOR REINVESTMENT CAPITAL SECTION FUNDING TITLE Distribution: Public Improvements Fund 100% Source:

Parker Authority for Reinvestment (P3)

Collection:

As an Urban Renewal Authority, it is P3’s charge to reduce and eliminate blight by removing barriers to private development and reinvestment to help improve our community. P3 is planning to participate with the Town in the funding of the Cottonwood Bridge widening. The bridge resides in one of the three urban renewal areas in Town.

Trend: 8,000,000 Year Revenue 2015 0 2016 0 2017 0 2018 0 2019 Projected 0 2020 Adopted 8,000,000

6,000,000

4,000,000

% Change (YoY) n/a n/a n/a n/a n/a

2,000,000

0 2015

2016

2017

2018

2019 2020 Projected Adopted

• P3 will contribute $8 million toward the overall Cottonwood Bridge project cost estimate

of $11 million. The contribution will be recorded as intergovernmental revenue in the Public Improvements Fund.

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Revenue Manual


STORMWATER UTILITY FEE REVENUE Distribution: Stormwater Utility Fund 100% Source:

Property owners within the Town limits

Collection:

Residential stormwater utility fees are a flat fee that is billed through the water and sanitation districts in Parker in order to minimize administrative costs of collection and to make it easier for citizens to make their payment. Residents remit payments to their water and sanitation district. This includes Parker Water and Sanitation, Cottonwood Water and Sanitation, and Stonegate Water and Sanitation Districts. The districts then pay the stormwater fees to the Town. Stormwater utility fees for commercial property are calculated based on impervious area and billed annually by the Finance Department. Impervious area constitutes any area that does not allow water/snow to be absorbed by the ground, i.e. sidewalks, rooftops, driveways, parking lots, etc. The invoices for each calendar year are sent out on January 31. Payments are made directly to the Town of Parker and are due by April 30. Fees collected from each residence and business provide funding to pay for construction of new and required drainage improvements, maintenance of existing eligible drainage facilities, monitoring and safeguarding stormwater quality, and for planning, designing and constructing regional drainage improvements in cooperation with the Urban Drainage and Flood Control District.

Trend:

% Utility Fees Total Change Year Commercial Residential Revenue (YoY) 2015 796,102 1,129,155 1,925,258 2016 823,608 1,162,997 1,986,606 3.2% 2017 889,862 1,186,023 2,075,885 4.5% 1,288,357 2,245,874 8.2% 2018 957,517 2019 Projected 1,054,755 1,287,500 2,342,255 4.3% 2020 Adopted 1,108,250 1,326,125 2,434,375 3.9%

3,000,000 2,500,000 2,000,000 1,500,000 1,000,000 500,000 0 2015

2016

2017

2018

2019 2020 Projected Adopted

• Increasing fee revenue is the result of residential/commercial construction, annexations and periodic fee increases. • The fee increases are based on the U.S. Labor Statistics Consumer Price Index for Denver/Boulder. • Single family residential (SFR) property fees were $7.49 per month in 2019 and will be $7.65 per month in 2020. • Commercial and non-residential properties are calculated as follows: SFR fee x total impervious area of property in square feet / 4000 square feet • 2020 budget is based on historical trends, fee increases and growth in the number of residential and commercial properties.

Revenue Manual

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Town of Parker 2020 Annual Budget


STORMWATER CONTRIBUTIONS Distribution: Stormwater Utility Fund 100% Source:

Developers and other agencies/stakeholders

Collection:

Town of Parker Code requires developers provide for any necessary channel and bank stabilization as part of their planning and design requirements. Town staff, working with the developer, determine whether the developer will perform the required stabilization as part of their construction work or make a contribution to the Town in lieu of performing that work. When a contribution is received, the Town utilizes those revenues specifically for the required drainage project. Monies may also be received from other agencies such as the Urban Drainage and Flood Control District.

Trend:ďżź 3,500,000 Year Revenue 2015 421,861 2016 308,151 2017 480,992 2018 0 2019 Projected 3,056,000 2020 Adopted 440,000

3,000,000 2,500,000 2,000,000 1,500,000 1,000,000

% Change (YoY) -27.0% 56.1% n/a n/a -85.6%

500,000 0 2015

2016

2017

2018

2019 2020 Projected Adopted

• Contributions are dependent upon development projects requiring channel and bank

stabilization. Due to the random nature of this revenue, a budget is typically not created. For 2020, a specific project was identified during 2019 and has been included in the budget.

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SECTION TITLEINCOME INVESTMENT Distribution: All Funds on a pro rata basis to cash and investment balances held. Source:

Interest and investment income from investments made by the Town. Interest revenues will vary based on rates and portfolio volume. The Town utilizes the services of Chandler Asset Management for investment recommendations. Securities authorized by the Town Council’s approved investment policy do not include derivative products.

Collection:

Investment maturities and earnings are set up for automatic wire transfers or deposit to the Town’s Local Government Investment Pool.

Trend: 1,400,000 Year Revenue 2015 187,446 2016 390,732 2017 416,502 2018 1,127,280 2019 Projected 1,312,400 2020 Adopted 1,207,080

1,200,000 1,000,000 800,000 600,000 400,000

% Change (YoY) 108.5% 6.6% 170.7% 16.4% -8.0%

200,000 0 2015

2016

2017

2018

2019 2020 Projected Adopted

• As of September 20, 2019, the Federal Open Market Committee’s (FOMC) target range was 1.50-1.75 percent. The rate has been lowered three times this year.

• Portfolio values have remained fairly consistent and with interest rates decreasing, investment income will be lower in 2020.

• The portfolio book value as of 9/30/2019 was $79.9 million. Of this, $63.1 million was invested in two Local Government Investment Pools: $41.0 million in COLOTRUST with an annualized yield of 2.45% and $22.1 million in CSAFE with an annualized yield of 2.33%. Investment in US Agency securities, US Treasuries and money market mutual funds was $16.7 million with an average market yield of 1.77%.

Revenue Manual

232

Town of Parker 2020 Annual Budget


SCIENTIFIC AND CULTURAL FACILITIES DISTRICT SECTION GRANT TITLE Distribution: Cultural Fund 100% Source:

Sales and use tax collected in the seven-county Scientific and Cultural Facilities District; distributed as a grant.

Collection:

Funding is applied for annually by eligible organizations and is distributed quarterly via electronic check.

Trend: 600,000 Year Revenue 2015 306,703 2016 369,274 2017 410,390 2018 468,006 2019 Projected 509,875 2020 Adopted 510,000

400,000

200,000

% Change (YoY) 20.4% 11.1% 14.0% 8.9% 0.0%

0 2015

2016

2017

2018

2019 2020 Projected Adopted

• Although a grant is not guaranteed, historical precedent indicates that the Cultural Facilities in the Town of Parker will be awarded the grant annually.

• The Town of Parker Cultural Department is a Tier II SCFD organization and as such receives funding based equally on two factors: 1) qualifying annual income and 2) the organization’s paid attendance.

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SECTION TITLE CULTURAL TICKET REVENUE Distribution: Cultural Fund 100% Source:

Customers of the PACE Center and The Schoolhouse

Collection:

Collected by internet and phone registrations, over-the-counter payments, and by mail. Funds are deposited daily by staff at PACE and reported to the Finance Department.

Trend:

1,800,000 1,600,000 1,400,000 1,200,000 1,000,000 800,000 600,000 400,000 200,000 0

Year Revenue 2015 1,172,195 2016 1,362,416 2017 1,461,876 2018 1,672,818 2019 Projected 1,635,127 2020 Adopted 1,698,356

2015

2016

2017

2018

% Change (YoY) 16.2% 7.3% 14.4% -2.3% 3.9%

2019 2020 Projected Adopted

• Ticket revenues are demand-based and are the result of ticket sales for performances such as concerts, plays and other cultural events.

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Town of Parker 2020 Annual Budget


CULTURAL CONCESSION SECTION REVENUE TITLE Distribution: Cultural Fund 100% Source:

Customers of the PACE Center and The Schoolhouse

Collection:

Collected over-the-counter with purchase of concessions. Funds are deposited daily by staff at PACE and reported to the Finance Department.

Trend:

250,000 Year Revenue 2015 116,466 2016 173,579 2017 187,002 2018 183,885 2019 Projected 197,500 2020 Adopted 197,500

200,000 150,000 100,000

% Change (YoY) 49.0% 7.7% -1.7% 7.4% 0.0%

50,000 0 2015

2016

2017

2018

2019 2020 Projected Adopted

• Concession revenue is dependent upon the number and type of performances.

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Revenue Manual


SECTION TITLE CULTURAL CLASS REGISTRATION REVENUE Distribution: Cultural Fund 100% Source:

Customers of the PACE Center and The Schoolhouse

Course offerings include theater, science, digital art, dance, music and visual art courses. The facilities include dance studios, flexible classroom spaces, media lab and a theater.

Collection:

Collected by internet and phone registrations, over-the-counter payments and by mail. Funds are deposited daily by staff at PACE and reported to the Finance Department.

Trend:

600,000 Year 2015 2016 2017 2018 2019 Projected 2020 Adopted

500,000 400,000 300,000 200,000

Revenue 390,642 362,804 436,814 473,478 537,904 490,547

% Change (YoY) -7.1% 20.4% 8.4% 13.6% -8.8%

100,000 0 2015

2016

2017

2018

2019 2020 Projected Adopted

• Class registration revenues are demand-based and are the result of class registrations for arts and cultural classes for youth and adults.

• Usage of the facilities has been very strong with minimum availability for an increased number of classes. Revenue is budgeted to decrease slightly.

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Town of Parker 2020 Annual Budget


CULTURAL SECTION MEMBERSHIPS TITLE Distribution: Cultural Fund 100% Source:

Customers of the PACE Center

Collection:

Collected by online and over-the-counter payments and by mail. Funds are deposited daily by staff at PACE and reported to the Finance Department.

Trend: 140,000 Year 2015 2016 2017 2018 2019 Projected 2020 Adopted

120,000 100,000 80,000 60,000 40,000

Revenue 58,118 67,073 84,636 107,987 115,000 120,000

% Change (YoY) 15.4% 26.2% 27.6% 6.5% 4.3%

20,000 0 2015

2016

2017

2018

2019 2020 Projected Adopted

• The Cultural Department has focused on the development of a strong membership base over the past two years with unique events and activities for this base. Growth in membership is now expected to remain somewhat stable.

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SECTION PACE FACILITY TITLE RENTALS REVENUE Distribution: Cultural Fund 100% Source:

Customers of the PACE Center

Collection:

Collected by over-the-counter payments and by mail. Funds are deposited daily by staff at PACE and reported to the Finance Department.

Trend: 350,000 Year 2015 2016 2017 2018 2019 Projected 2020 Adopted

300,000 250,000 200,000 150,000 100,000

Rental Theatre 67,934 62,795 74,232 94,123 101,710 107,000

Rental Total % Change Events Revenue (YoY) 168,146 236,079 170,960 233,755 -1.0% 151,547 225,778 -3.4% 217,780 311,903 38.1% 200,000 301,710 -3.3% 200,000 307,000 1.8%

50,000 0 2015

2016

2017

2018

2019 2020 Projected Adopted

• Rental revenue is demand-based and the result of theater and event room, west terrace, gallery and classroom rentals.

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Town of Parker 2020 Annual Budget


THE SCHOOLHOUSE FACILITY RENTALS REVENUE Distribution: Cultural Fund 100% Source:

Customers of The Schoolhouse

Collection:

Collected by over-the-counter payments and by mail. Funds are deposited daily by staff at The Schoolhouse and reported to the Finance Department.

Trend: 60,000 Year 2015 2016 2017 2018 2019 Projected 2020 Adopted

40,000

20,000

Rental Theatre 23,798 20,402 12,650 45,595 36,880 40,000

Rental Total % Change Events Revenue (YoY) 52,741 76,538 29,213 49,615 -35.2% 10,346 22,996 -53.7% 22,663 68,258 196.8% 25,000 61,880 -9.3% 30,000 70,000 13.1%

0 2015

2016

2017

2018

2019 2020 Projected Adopted

• Rental revenue is demand-based. • The facility underwent a renovation resulting in the reduced 2017 revenue and growth in 2018. • Construction around The Schoolhouse has had some impact on facility rentals in 2019. Growth should resume in 2020.

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H2O’BRIEN POOL ADMISSION REVENUE Distribution: Recreation Fund 100% Source:

Users of the H2O’Brien Pool; H2O’Brien is also available for rental.

The H2O’Brien Pool is open Memorial Day weekend, generally through Labor Day.

Collection:

Collected over-the-counter at the H2O’Brien Pool, Parker Recreation Center and Parker Fieldhouse. H2O users can pay a Daily Admission Fee, purchase a punch card or a season membership or add a season pass to an existing Recreation membership. Funds are deposited daily by recreation staff and reported to the Finance Department.

Trend: 200,000 Year Revenue 2015 141,931 2016 132,763 2017 128,773 2018 123,910 2019 Projected 110,000 2020 Adopted 145,000

150,000

100,000

% Change (YoY) -6.5% -3.0% -3.8% -11.2% 31.8%

50,000

0 2015

2016

2017

2018

2019 2020 Projected Adopted

• Revenues for the pool are primarily weather related. • A newly remodeled pool at the Parker Recreation Center impacted the 2016 and 2017 revenues for H2O’Brien Pool.

• Summer 2019 started out with cool weather which impacted pool admissions. In addition to fee increases for 2020, the pool is undergoing a major renovation which should drive increased revenue in 2020.

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Town of Parker 2020 Annual Budget


DISCOVERY PARK ADMISSION SECTION REVENUE TITLE Distribution: Recreation Fund 100% Source:

Users of the Parker Ice Trail at Discovery Park

The Parker Ice Trail is opened as conditions permit; typically December through Feburary.

Collection:

Collected over-the-counter at Discovery Park. Funds are deposited daily by recreation staff and reported to the Finance Department.

Trend: 200,000 Year Revenue 2015 0 2016 0 2017 116,111 2018 149,743 2019 Projected 120,000 2020 Adopted 120,000

150,000

100,000

% Change (YoY) n/a n/a 29.0% -19.9% 0.0%

50,000

0 2015

2016

2017

2018

2019 2020 Projected Adopted

• The Parker Ice Trail at Discovery Park opened in the winter of 2017. • Revenues are dependent on the weather conditions that impact opening and closing dates.

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SECTION TITLE RECREATION ADMISSION REVENUE Distribution: Recreation Fund 100% Source:

Users of the Recreation Center and Fieldhouse

Collection:

Recreation Center and Fieldhouse users can pay a daily admission fee, punch card, monthly or annual memberships. Fees are collected by over-the-counter payments and direct payment (direct transfer through the Automated Clearing House (ACH) from the customer’s bank account to the Town’s bank account). Funds are deposited daily by recreation staff and reported to the Finance Department.

Trend: 3,000,000 Year 2015 2016 2017 2018 2019 Projected 2020 Adopted

2,500,000 2,000,000 1,500,000 1,000,000

Daily Annual Total % Change Users Members Revenue (YoY) 319,643 937,342 1,256,985 460,148 1,583,769 2,043,918 62.6% 474,491 1,934,953 2,409,444 17.9% 493,221 1,808,516 2,301,737 -4.5% 475,000 1,800,000 2,275,000 -1.2% 490,000 2,050,000 2,540,000 11.6%

500,000 0 2015

2016

2017

2018

2019 2020 Projected Adopted

• A remodel and expansion of the Recreation Center was completed and began to positively impact admission revenues in 2016.

• Both the Recreation Center and the Fieldhouse have been operating at near capacity levels

since 2017 which limits the amount of revenue growth. Fee increases are being implemented for 2020 which is the driver of the revenue increase.

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RECREATION CONCESSION SECTION REVENUE TITLE Distribution: Recreation Fund 100% Source:

Users of H2O’Brien, the Fieldhouse, Salisbury Park and Discovery Park

Collection:

Collected over-the-counter with purchase of concessions. Funds are deposited daily by recreation staff and reported to the Finance Department.

Trend: 160,000 Year Revenue 2015 119,827 2016 119,562 2017 114,987 2018 116,940 2019 Projected 122,000 2020 Adopted 124,000

120,000

80,000

% Change (YoY) -0.2% -3.8% 1.7% 4.3% 1.6%

40,000

0 2015

2016

2017

2018

2019 2020 Projected Adopted

• Concession revenue is dependent upon the number of attendees at the various park and recreation facilities.

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SECTION TITLE RECREATION SPORTS PROGRAM FEES Distribution: Recreation Fund 100% Source:

Participants in Parker organized sporting activities such as softball, basketball, flag football, kickball, soccer and several other programs

Collection:

Collected by internet and phone registrations, over-the-counter payments, and by mail. Funds are deposited daily by recreation staff and reported to the Finance Department.

Trend:ďżź 1,350,000 Year 2015 2016 2017 2018 2019 Projected 2020 Adopted

1,300,000 1,250,000 1,200,000 1,150,000 1,100,000

Program Fees Adult Youth Contract 253,360 919,518 0 274,257 839,182 59,024 283,111 653,170 249,038 315,762 670,335 241,657 295,000 720,000 246,000 310,000 730,000 246,000

% Total Change Revenue (YoY) 1,172,878 1,172,463 0.0% 1,185,319 1.1% 1,227,754 3.6% 1,261,000 2.7% 1,286,000 2.0%

1,050,000 1,000,000 2015

2016

2017

2018

2019 2020 Projected Adopted

• The 2020 budget revenue anticipates only a slight increase as the facility has been operating at near capacity since 2017.

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RECREATION SWIM SECTION LESSONTITLE FEES Distribution: Recreation Fund 100% Source:

Recreation Center customers

Collection:

Collected by internet and phone registrations, over-the-counter payments, and by mail. Funds are deposited daily by recreation staff and reported to the Finance Department.

Trend: 350,000 Year Revenue 2015 173,633 2016 206,954 2017 213,893 2018 255,296 2019 Projected 300,000 2020 Adopted 300,000

300,000 250,000 200,000 150,000 100,000

% Change (YoY) 19.2% 3.4% 19.4% 17.5% 0.0%

50,000 0 2015

2016

2017

2018

2019 2020 Projected Adopted

• Swim lessons are provided at both the Recreation Center indoor pool and at H2O’Brien Pool in the summer.

• Revenues increased in 2016 with the completion of new pool areas at the Recreation Center. • Revenues are expected to remain stable going forward as the pools have been operating at near capacity levels.

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SECTION TITLE RECREATION SPECIALTY FITNESS FEES Distribution: Recreation Fund 100% Source:

Recreation Center customers

Collection:

Collected by internet and phone registrations, over-the-counter payments, and by mail. Funds are deposited daily by recreation staff and reported to the Finance Department.

Trend: 250,000 Year Revenue 2015 188,061 2016 231,705 2017 197,347 2018 188,991 2019 Projected 153,000 2020 Adopted 160,000

200,000 150,000 100,000

% Change (YoY) 23.2% -14.8% -4.2% -19.0% 4.6%

50,000 0 2015

2016

2017

2018

2019 2020 Projected Adopted

• Specialty fitness includes activities such as TRX suspension training, focus interval training and various other fitness programs.

• The 2016 increase was related to participation in new programs due to the Recreation Center expansion.

• Many customers have moved to a facility membership that allows them to train on their own or participate in other classes that are free with their membership.

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RECREATION KIDS’ ZONE PROGRAM SECTION TITLE FEES Distribution: Recreation Fund 100% Source:

Kids’ Zone customers

Collection:

Collected by phone registrations and over-the-counter payments. Funds are deposited daily by recreation staff and reported to the Finance Department.

Trend: 150,000 Year Revenue 2015 82,496 2016 108,478 2017 112,566 2018 115,817 2019 Projected 110,000 2020 Adopted 110,000

100,000

50,000

% Change (YoY) 31.5% 3.8% 2.9% -5.0% 0.0%

0 2015

2016

2017

2018

2019 2020 Projected Adopted

• Kids’ Zone offers a variety of classes and events. Offerings include the Princess Ball and Milk

and Cookies with Santa. Revenues are dependent on the number of customers and attraction to the specific classes and events.

• 2020 revenue is budgeted to be flat as many classes and events are at capacity, limiting the amount of available growth.

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FIELDHOUSE FACILITY RENTAL FEES Distribution: Recreation Fund 100% Source:

Fieldhouse customers

Collection:

Collected by phone registrations and over-the-counter payments. Funds are deposited daily by recreation staff and reported to the Finance Department.

Trend: 250,000 Year Revenue 2015 156,872 2016 198,470 2017 187,447 2018 208,718 2019 Projected 200,000 2020 Adopted 220,000

200,000 150,000 100,000

% Change (YoY) 26.5% -5.6% 11.3% -4.2% 10.0%

50,000 0 2015

2016

2017

2018

2019 2020 Projected Adopted

• Rental fees are dependent upon demand. • Decreased revenues in 2015 are related to the impact of the Recreation Center expansion

which reduced available space at the Fieldhouse as Recreation Center programs were moved to the Fieldhouse.

• Increased rental fees are the driver of the 2020 revenue increase.

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Town of Parker 2020 Annual Budget


FIELDHOUSE DAY CAMP FEES Distribution: Recreation Fund 100% Source:

Fieldhouse customers

Collection:

Collected by internet and phone registrations, over-the-counter payments and by mail. Funds are deposited daily by recreation staff and reported to the Finance Department.

Trend: 600,000 Year Revenue 2015 426,152 2016 470,723 2017 485,346 2018 481,144 2019 Projected 525,000 2020 Adopted 500,000

500,000 400,000 300,000 200,000

% Change (YoY) 10.5% 3.1% -0.9% 9.1% -4.8%

100,000 0 2015

2016

2017

2018

2019 2020 Projected Adopted

• The day camp program includes both before and after school programs and is operating near capacity.

• The implementation of full-day kindergarten is expected to have some impact in 2020.

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Revenue Manual


FIELDHOUSE SPORTS INSTRUCTION FEES Distribution: Recreation Fund 100% Source:

Fieldhouse customers

Collection:

Collected by internet and phone registrations, over-the-counter payments and by mail. Funds are deposited daily by recreation staff and reported to the Finance Department.

Trend: 400,000 Year Revenue 2015 150,715 2016 201,801 2017 188,704 2018 164,174 2019 Projected 188,000 2020 Adopted 210,000

300,000

200,000

% Change (YoY) 33.9% -6.5% -13.0% 14.5% 11.7%

100,000

0 2015

2016

2017

2018

2019 2020 Projected Adopted

• Decreased revenues in 2015 are related to the impact of the Recreation Center expansion

which reduced available space at the Fieldhouse as Recreation Center programs were moved to the Fieldhouse.

• Revenue is impacted by program demand; this has fluctuated up and down over the last several years.

Revenue Manual

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Town of Parker 2020 Annual Budget


PERSONAL TRAINING FEES Distribution: Recreation Fund 100% Source:

Recreation customers

Collection:

Collected by internet and phone registrations, over-the-counter payments and by mail. Funds are deposited daily by recreation staff and reported to the Finance Department.

Trend:ďżź 300,000 Year Revenue 2015 208,543 2016 214,630 2017 250,476 2018 212,678 2019 Projected 225,000 2020 Adopted 225,000

250,000 200,000 150,000 100,000

% Change (YoY) 2.9% 16.7% -15.1% 5.8% 0.0%

50,000 0 2015

2016

2017

2018

2019 2020 Projected Adopted

• Many customers have moved from the personal training package to a facility membership

that allows them to train on their own or participate in other classes that are free with their membership.

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Revenue Manual


DOUGLAS COUNTY ROAD SALES TAX SHARED REVENUE Distribution: Public Improvement Fund 100% Source:

Citizens and visitors in Douglas County

Collection:

Douglas County collects a 0.4 percent roads sales and use tax county-wide and then remits 75 percent of the amount collected within Parker town-limits to the Town. This revenue helps fund the construction of new road projects and is accounted for in the Public Improvements Fund. Funds are received electronically directly to the Town’s bank account on a monthly basis.

Trend: 3,500,000 Year Sales Tax 2015 2,413,380 2016 2,532,893 2017 2,660,206 2018 2,774,211 2019 Projected 2,200,000 2020 Adopted 2,266,000

3,000,000 2,500,000 2,000,000 1,500,000 1,000,000

Total % Change Use Tax Revenue (YoY) 352,832 2,766,212 293,528 2,826,421 2.2% 349,236 3,009,442 6.5% 408,131 3,182,342 5.7% 350,000 2,550,000 -19.9% 360,500 2,626,500 3.0%

500,000 0 2015

2016

2017

2018

2019 2020 Projected Adopted

• Revenue is dependent on the level of County sales tax collections. While the Country’s tax

base is different from the Town’s, the revenue growth historically has tracked closely with the Town’s sales tax growth rate.

Revenue Manual

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Town of Parker 2020 Annual Budget


LOTTERY REVENUE Distribution: Conservation Trust Fund 100%

Source:

Customers who buy lottery and lotto tickets

Collection:

Lottery proceeds are collected from retail merchants selling lottery products by the State of Colorado. Municipal lottery proceeds are distributed to municipalities based upon current population estimates prepared by the State Division of Local Governments. Parker’s share is electronically transferred to the Town’s depository bank account on December 1, March 1, June 1 and September 1. Conservation trust funds can only be used for the acquisition, development and maintenance of new park and open space sites or for capital improvements and maintenance of a public site used for recreational purposes.

Trend: 600,000 Year Revenue 2015 401,810 2016 475,660 2017 434,342 2018 452,801 2019 Projected 500,000 2020 Adopted 510,000

500,000 400,000 300,000 200,000

% Change (YoY) 18.4% -8.7% 4.2% 10.4% 2.0%

100,000 0 2015

2016

2017

2018

2019 2020 Projected Adopted

• The revenue is directly related to lottery participation and changes in population relationship amongst Colorado municipalities.

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Revenue Manual

254

Town of Parker 2020 Annual Budget


CAPITAL BUDGET


EXECUTIVE SUMMARY 2020 CAPITAL BUDGET AND 10-YEAR CAPITAL IMPROVEMENT PLAN (CIP)

BACKGROUND The following pages detail the Town’s 2020 Capital Budget and the Ten-Year Capital Improvement Plan (CIP). The Town defines an asset that is acquired, purchased or constructed with a cost or fair market value greater than or equal to $5,000 and a useful life of more than one year as a capital asset. This may include equipment, furniture, fixtures, artwork, buildings, land and/or infrastructure. Capital spending may occur through each of the following funds and one project may be funded through multiple funds depending upon the project specifics: • General Fund • Public Improvements Fund • Parks and Recreation Fund • Recreation Fund • Stormwater Utility Fund • Information Technology Fund • Fleet Fund The multi-fund structure is required by the need to account for various dedicated revenue streams and is also helpful in maintaining a broad focus across all community needs. It is especially important that the Stormwater operations be managed as an independent business as required by governmental accounting standards for enterprise funds. Within each of these funds, capital items are grouped into the following four categories: • New capital • Reinvestment in existing capital • Facilities • Machinery, equipment and software The annual Capital Budget and ten-year CIP are constructed for different purposes. Town Council appropriates funds only for the proposed Capital Budget; the costs for these projects have been researched and the projects are supported by Town staff. The ten-year CIP represents projects departments believe may be necessary in the next ten years, but are not totally researched nor has any detailed engineering been completed. This is the second year in which projects to be included in the Capital Budget have been determined through the utilization of a scoring process by a cross-departmental team. The decline in sales tax growth required a more structured approach to determining which capital projects should be funded in both the General Fund and the Parks and Recreation Fund since sales tax revenues are their primary revenue source. It was decided to apply the scoring process to all capital requests in order to benefit from the increased linkage to strategic goals. The process rates capital requests for the budget year against the Town’s strategies and five additional

Capital Budget

256

Town of Parker 2020 Annual Budget


EXECUTIVE SUMMARY (con’t) 2020 CAPITAL BUDGET AND 10-YEAR CAPITAL IMPROVEMENT PLAN (CIP) categories. Linkage to the strategic plan enables elected officials to more easily identify to the public how specific projects relate to the community’s priorities. Following the scoring process, the cross-departmental team meets to review the outcome and concur with the results. Once available funding by fund is determined, requested projects that do not meet the funding level are moved to the first year of the CIP. This allows for those projects to be included in the process again for the next budget year. The process has been successful in that the overall results have been reasonable, emotional decisions have been mitigated and finite resources have been more effectively utilized. Detail on each capital project for 2020 is included with the projects separated by fund. Included for each project are a project description, purpose of the project, budget, funding sources, impact on operating costs, impact on other departments and the Town strategic goals achieved. Where appropriate, maps and/or pictures have been included.

Town of Parker 2020 Annual Budget

257

Capital Budget


Capital Budget

258

Town of Parker 2020 Annual Budget


CAPITAL IMPROVEMENT PLAN SUMMARY SECTION - 2020 BUDGET TITLE

TOWN OF PARKER CAPITAL IMPROVEMENT PLAN SUMMARY 2020 BUDGET

Description

New Capital

Reinvestment in Existing Capital

Facilities

Machinery, Equipment, Software

Total

General Fund Parks and Recreation Fund Cultural Fund Recreation Fund Public Improvements Fund Stormwater Fund Fleet Services Fund Technology Management Fund Facility Services Fund

16,000 2,985,000 960,000 -

16,650,000 1,330,000 1,277,000 -

406,200 120,226 203,000 49,000

277,000 146,000 185,000 -

699,200 2,985,000 120,226 203,000 17,610,000 1,476,000 1,277,000 185,000 49,000

TOTAL CAPITAL EXPENDITURES

3,961,000

19,257,000

778,426

608,000

24,604,426

Town of Parker 2020 Annual Budget

259

Capital Budget


GENERAL FUND 10-YEAR PLAN PRIOR YEAR ACTUAL 2018

DESCRIPTION REVENUES Taxes Licenses and Permits Intergovernmental Charges for Services Fines and Forfeitures Contributions Net Investment Earnings Interest Income and Other Revenue Total Revenues Proceeds from Sales of Capital Assets Insurance Recoveries Less Capital Facility Reserve and Adjustments Transfers In Transfers Out Less Non-Capital Expenditures Total Revenue available for Capital

$

CURRENT YEAR PROJECTED 2019

40,307,265 2,541,078 4,278,258 3,245,383 157,075 144,873 397,077 114,016 51,185,025 12,094 56,547 2,051,760 1,853,304 2,442,226 40,484,548 8,128,436

$

41,168,800 $ 2,392,240 4,181,630 3,603,680 122,000 507,741 375,000 96,645 52,447,736 36,790 18,319 n/a 1,460,674 2,437,265 53,730,084 (2,203,830)

NEXT YEAR BUDGETED 2020

PROJECTIONS 2021 - 2029 (detail next page)

PROJECT TOTALS 2018 - 2029

42,172,454 2,491,980 3,538,891 3,460,100 121,000 320,000 75,000 52,179,425 n/a 1,463,070 2,171,066 50,830,913 640,516

7,415,825

EXPENDITURES Historical Projects

-

-

-

-

-

New Capital Patrol Vehicles and Upgrades Portable Radios for Police Department F350 Pickup for Public Works Subtotal New Capital

152,916 152,916

116,684 49,917 166,601

16,000 16,000

-

269,600 16,000 49,917 335,517

Reinvestment in Existing Capital Concrete for Repairs and Maintenance Streets Resurfacing Concrete Replacement - Parks Concrete Replacement - Trails Subtotal Reinvestment in Existing

850,415 4,281,723 40,676 13,000 5,185,814

-

-

-

850,415 4,281,723 40,676 13,000 5,185,814

182,167 7,421 24,562 214,150

17,000 37,000 20,600 20,000 36,650 10,000 25,750 167,000

30,000 21,000 73,000 261,000 21,200 406,200

150,000 73,000 33,489,650 33,712,650

182,167 7,421 24,562 17,000 37,000 20,600 20,000 36,650 180,000 94,000 73,000 271,000 46,950 33,489,650 34,500,000

Facilities Demolition of Pine Curve Structures Ballistic Panels at Council Chambers Dias Oil Heater and Tank Replacement at Motsenbocker Police Station Wall Pack Light Fixture Replacement Town Hall RTUs Town Hall HVAC Replacement in IT Data Room Town Hall Building Controls Town Hall VAV Zone Valves Motsenbocker Employee Lot Lighting Police Station LED Upgrade Detective/Evidence Police Station LED Upgrade Main Hallway Town Hall Chiller Town Hall LED Conversion Future Projects Subtotal Facilities

Capital Budget

260

Town of Parker 2020 Annual Budget


GENERAL FUND 10-YEAR PLAN (con’t) PROJECTIONS: DETAIL BY YEAR

Revenue for Capital

2021

2022

2023

2024

2025

2026

2027

2028

2029

672,542

706,169

741,477

778,551

817,479

858,353

901,270

946,334

993,651

New Capital Patrol vehicles Portable Radios F350 pickup Subtotal

-

-

-

-

-

-

-

-

-

Reinvestment in Existing Capital Concrete R&M Streets Resurfacing Concrete - Parks Concrete - Trails Subtotal

-

-

-

-

-

-

-

-

-

150,000 73,000 373,900 596,900

550,200 550,200

788,000 788,000

8,193,750 8,193,750

9,854,300 9,854,300

1,545,500 1,545,500

12,087,000 12,087,000

97,000 97,000

-

Facilities Demo Pine Curve Ballistic Panels Oil Heater/Tank PD Wall Light Fixture TH RTUs TH HVAC IT Data TH Bldg Controls TH VAV Zone Valve Mots Lights PD LED 1 PD LED 2 TH Chiller TH LED III Future Projects Subtotal

Town of Parker 2020 Annual Budget

261

Capital Budget


GENERAL FUND 10-YEAR PLAN PRIOR YEAR ACTUAL 2018

DESCRIPTION

CURRENT YEAR PROJECTED 2019

NEXT YEAR BUDGETED 2020

PROJECTIONS 2021 - 2029 (detail next page)

PROJECT TOTALS 2018 - 2029

Machinery, Equipment and Software Replacement Spreader and Installation for Parks Aerator for Parks Department Portable Concrete Silo Scale and Ramps for Public Works Fiber Optic Ethernet Switches Police Records Management System Kronos Upgrade: Payroll, HR Conversion Caselle Upgrades, Document Management Asphalt Melting Kettle - Trailer-Mounted Evidence Freezer for Police Department GIS-based Asset Work Management System Air Compressor for Parks Department Material Stacker/Conveyer Skid Steer Snow Blower Attachment Slip-In Asphalt Transport/Patcher Snow Bucket Attachment for Volvo Loader Traffic Signal Cabinet Equipment Traffic Detection Equipment Traffic Utility Detection Equipment Traffic Control Device (TCD) Trailer Future Projects Subtotal Machinery, Equipment, Software

8,905 9,850 29,593 16,195 10,120 939,086 7,250 26,292 1,047,291

713,331 103,600 3,855 47,708 5,716 81,000 20,119 39,000 64,000 1,078,329

20,000 7,000 98,000 14,000 44,000 75,000 10,000 9,000 277,000

446,000 725,000 20,000 4,368,750 5,559,750

8,905 9,850 29,593 16,195 10,120 1,652,417 103,600 11,105 47,708 5,716 81,000 20,119 20,000 7,000 98,000 14,000 529,000 890,292 30,000 9,000 4,368,750 7,962,370

Total Capital Expenditures

6,600,170

1,411,930

699,200

39,272,400

47,983,700

19,503,230 1,528,266

21,031,496 (3,615,760)

Fund balance - January 1 (Use)/Accumulation of Surplus Funds Ending Available Resources - December 31

Capital Budget

$

21,031,496

$

262

17,415,736

17,415,736 (58,683) $

17,357,053

Town of Parker 2020 Annual Budget


GENERAL FUND 10-YEAR PLAN (con’t) PROJECTIONS: DETAIL BY YEAR

2021

2022

2023

2024

2025

2026

2027

2028

2029

Mach,Equip,Software Replace Spreader Aerator Parks Portable Conc Silo Scale/Ramps Fiber Optic Police Records Syst Kronos Upgrade Caselle Upgrade Asphalt Kettle Evidence Freezer GIS Asset Mgmt Air Compressor Material Stacker Skid Steer Snow Blow Slip-In Asphalt Trans Snow Bucket Traffic Signal Cabinet Traffic Detection Traffic Utility Detect TCD Trailer Future Projects Subtotal

46,000 77,000 260,350 383,350

46,000 77,000 474,350 597,350

48,000 79,000 374,350 501,350

48,000 79,000 10,000 19,350 156,350

50,000 81,000 665,350 796,350

50,000 81,000 586,500 717,500

52,000 83,000 271,500 406,500

52,000 83,000 10,000 1,021,500 1,166,500

54,000 85,000 695,500 834,500

Total Capital Exp.

980,250

1,147,550

1,289,350

8,350,100

10,650,650

2,263,000

12,493,500

1,263,500

834,500

17,049,345 (441,381)

16,607,964 (547,873)

16,060,091 (7,571,549)

8,488,542 (9,833,171)

(1,344,629) (1,404,647)

(2,749,276) (11,592,230)

(14,341,506) (317,166)

Fund balance - Jan 1 (Use)/Accum Ending Resources

17,357,053 (307,708) $ 17,049,345

$ 16,607,964

$ 16,060,091

Town of Parker 2020 Annual Budget

$

8,488,542

263

(14,658,672) 159,151

$ (1,344,629) $ (2,749,276) $ (14,341,506) $ (14,658,672) $ (14,499,522)

Capital Budget


GENERAL FUND Capital Project: Portable Radios for Two New Police Officers

DESCRIPTION This budget item provides funding for the purchase of portable radios for two new police officers.

PURPOSE/DISCUSSION Portable two way radios are a critical piece of police communication equipment for officers in the field. Each officer is issued a portable radio and associated accessories as basic equipment.

PROJECT BUDGET Year Actua l 2018 Projected 2019 Budgeted 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 TOTAL

Expenditures $ 16,000 $ 16,000

FUNDING SOURCES General Fund Revenue

IMPACT ON OPERATING COSTS Future parts and service with service contracts paid by the 911 Authority

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Promote a Safe and Healthy Community Portable radios will enhance the quality of customer service through state of the art communications and will increase public safety by continuing the commitment to interoperable communication systems.

Capital Budget

264

Town of Parker 2020 Annual Budget


GENERAL FUND (con’t) Capital Project: Motsenbocker Employee Lot Lighting

DESCRIPTION This budget item provides funding for the design of appropriate parking lot lighting for the Motsenbocker employee/visitor lot in 2020 with installation scheduled for 2021.

PURPOSE/DISCUSSION The Motsenbocker lot is the only Town facility lot without parking lot lighting. Over fifty Parks, Forestry/Open Space, Fleet, and Facility Maintenance employees work out of the Motsenbocker facility. Staff frequently arrives for shifts before daybreak and during snow operations work throughout the night. The lack of lighting has led to multiple close calls between vehicles, plows, and pedestrians.

PROJECT BUDGET Year Actua l 2018 Projected 2019 Budgeted 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 TOTAL

Expenditures $ 30,000 150,000 $ 180,000

FUNDING SOURCES General Fund Revenue

IMPACT ON OPERATING COSTS Replacement of bulbs, cost of electricity for lights (LEDs will be used to keep maintenance costs down)

IMPACT ON OTHER DEPARTMENTS Public Works will be responsible for maintaining the lot lights.

TOWN STRATEGIC GOALS ACHIEVED Promote a Safe and Healthy Community A lighted parking lot will help keep staff and facility visitors safe.

Town of Parker 2020 Annual Budget

265

Capital Budget


GENERAL FUND (con’t) Capital Project: Police Station LED Conversion (Detective/Evidence)

DESCRIPTION This budget item provides funding to upgrade the existing fixtures in the Police Station in the Detective and Evidence areas of operation.

PURPOSE/DISCUSSION These operational areas have high bay ceilings making it difficult to perform the ongoing maintenance of the existing lights. By changing these light fixtures to an LED solution, the need to continually replace inoperative lamps or ballasts is drastically reduced, allowing staff resources to be allocated elsewhere. From an energy consumption perspective, the existing light fixtures use inefficient bulbs compared to an LED solution. The LED fixtures will have an anticipated 30% reduction in energy consumption and typically last 10 to 15 years.

PROJECT BUDGET Year Actua l 2018 Projected 2019 Budgeted 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 TOTAL

Expenditures $ 21,000 73,000 $ 94,000

FUNDING SOURCES General Fund Revenue

IMPACT ON OPERATING COSTS Reduced energy consumption and maintenance costs related to existing fixtures. Estimated 30% reduction in energy consumption and a three- to five-year payback.

IMPACT ON OTHER DEPARTMENTS Facilities department will manage the project.

TOWN STRATEGIC GOALS ACHIEVED Promote a Safe and Healthy Community Appropriate work area lighting is important in providing an efficient and effective environment.

Capital Budget

266

Town of Parker 2020 Annual Budget


GENERAL FUND (con’t) Capital Project: Police Station LED Conversion (Main Hallway)

DESCRIPTION This budget item provides funding to upgrade the existing fixtures in the Police Station main hallway with LED lighting.

PURPOSE/DISCUSSION The existing fixtures use High Intensity Discharge (HID) lamps and require annual maintenance and cleaning. The maintenance includes annual replacement of approximately 30% of the bulbs at a cost of $150 per bulb plus ballast cost of $200 plus an allocation of staff resources. HID lamps are being phased out of the commercial markets for both the maintenance and energy consumption issues related to facility lighting. Additionally, the existing fixtures attract moths and other bugs which need to be cleaned out several times a year. From an energy consumption perspective the existing light fixtures use inefficient bulbs compared to an LED solution. The LED bulbs will have an anticipated 30% reduction in energy consumption and typically last 10 to 15 years. This project includes the hiring of a lighting consultant to assist with identifying a reasonable solution for a fixture replacement that provides similar lighting output while maintaining the aesthetic nature of the existing fixture.

PROJECT BUDGET Year Actua l 2018 Projected 2019 Budgeted 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 TOTAL

Expenditures $ 73,000 $ 73,000

FUNDING SOURCES General Fund Revenue

IMPACT ON OPERATING COSTS Reduced energy consumption and maintenance costs related to existing fixtures. Estimated 30% reduction in energy consumption and a seven-year payback (fixture replacement cost are higher than standard causing an extended payback).

IMPACT ON OTHER DEPARTMENTS Facilities department will manage the project.

TOWN STRATEGIC GOALS ACHIEVED Promote a Safe and Healthy Community Appropriate work area lighting is important in providing an efficient and effective environment.

Town of Parker 2020 Annual Budget

267

Capital Budget


GENERAL FUND (con’t) Capital Project: Town Hall Chiller System

DESCRIPTION This budget item provides funding to replace the existing facility chiller and associated pumps.

PURPOSE/DISCUSSION The chiller unit at Town Hall is an integral part of the HVAC cooling system. The current chiller is 18 years old and past a typical lifecycle for a centrifugal type chiller system (15 years). It is considered a best practice to replace equipment of this nature prior to a complete failure. The new chiller will also provide needed redundancy in the design. For example, the existing system uses pumps designed to work as a team. If one pump fails the remaining unit is not sized to handle the additional load and the facility is unable to be properly conditioned on all levels. This project increases the capacity of the pumps in order to provide a redundant level of operation.

PROJECT BUDGET Year Actua l 2018 Projected 2019 Budgeted 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 TOTAL

Expenditures $ 10,000 261,000 $ 271,000

FUNDING SOURCES General Fund Revenue

IMPACT ON OPERATING COSTS None

IMPACT ON OTHER DEPARTMENTS Facilities department will manage the project.

TOWN STRATEGIC GOALS ACHIEVED Promote a Safe and Healthy Community Failure would cause an unconditioned space for Town Services and could impact service levels or meeting activities. While this project may not impact a large percentage of the community directly, the indirect impact is substantial. Town staff operating out of Town Hall has a huge influence on how the Town operates.

Capital Budget

268

Town of Parker 2020 Annual Budget


GENERAL FUND (con’t) Capital Project: Town Hall LED Conversion

DESCRIPTION This budget item provides funding for the replacement of existing light fixtures with LED high efficiency fixtures. This is the final phase of a project that has already upgraded conference rooms, hallways and other common areas. The focus for 2020 is individual offices.

PURPOSE/DISCUSSION The project includes replacement of the existing fixtures and wall switches in the office spaces. Each office will be converted to a similar fixture using LED technology with an appropriate color of light for office spaces. The current wall switch will be replaced with a dimmable solution to allow staff to adjust lighting to their particular needs. Lighting continues to be one of the most costly portions of a facilities energy consumption portfolio. LED fixtures compared to the previous standard of fluorescent lighting demonstrates a conservative 30% reduction in energy consumption. This along with the reduced ongoing maintenance of replacing lamps and ballasts provide for additional savings and reallocation of staff resources.

PROJECT BUDGET Year Actua l 2018 Projected 2019 Budgeted 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 TOTAL

Expenditures $ 25,750 21,200 $ 46,950

FUNDING SOURCES General Fund Revenue

IMPACT ON OPERATING COSTS This expenditure will have a positive impact on the annual recurring electrical costs for this facility. It is anticipated that the return on investment for this project is in the three- to five-year period. LED lighting has been a proven method to reduce costs and consumption of electricity in a facility. There is a soft cost recovery in Facility Maintenance staff.

IMPACT ON OTHER DEPARTMENTS Facilities department will manage the project.

TOWN STRATEGIC GOALS ACHIEVED Promote a Safe and Healthy Community Appropriate work area lighting is important in providing an efficient and effective environment.

Town of Parker 2020 Annual Budget

269

Capital Budget


GENERAL FUND (con’t) Capital Project: Material Conveyor/Stacker

DESCRIPTION This budget item provides funding for the procurement of a conveyor/stacker in partnership with Douglas County for the stacking of material, primarily solid deicing material.

PURPOSE/DISCUSSION The Public Works Department is the responsible entity for snow removal from Town-owned streets and is relied upon to do so, ensuring public mobility and safe travel on Town streets for resident, visitors, and commerce. This task requires the use of a chemical deicer. This material is procured in bulk annually and stored. Currently, Streets staff utilize a front-end loader to perform the stacking of solid deicer material at the Public Works Operations Center (PWOC) deicer storage building (also known as the “salt barn”). This method is inefficient and potentially unsafe due to the potential risk of the loader tipping over during stacking operations. The conveyor/ stacker will provide more efficient stacking, reduced material loss during stacking, and will reduce the potential of an accident and associated equipment damage.

PROJECT BUDGET Year Actua l 2018 Projected 2019 Budgeted 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 TOTAL

Expenditures $ 20,000 $ 20,000

FUNDING SOURCES 20% General Fund Revenue, 80% Douglas County

IMPACT ON OPERATING COSTS None; unit will be maintained by Douglas County.

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Innovate with Collaborative Governance The purchase and use of the conveyor/stacker is a collaboration between the Town of Parker and Douglas County reducing the financial impact to both agencies.

Promote a Safe and Healthy Community The stacker will aid in deicer storage, ensuring adequate supply is available for use to keep Town streets safe and passable during winter storm operations. The stacker will also provide a safe means for staff to load material preventing injury to staff and damage to equipment.

Capital Budget

270

Town of Parker 2020 Annual Budget


GENERAL FUND (con’t) Capital Project: Skid Steer Snow Blower Attachment

DESCRIPTION This budget item provides funding for a snow blower attachment for the existing skid steer.

PURPOSE/DISCUSSION Currently, staff utilize the Town’s loader, skid steers, and backhoes to remove snow from downtown and drifting snow from other areas of town during heavy snowfall events. Removal of snow from the downtown business area is the sole responsibility of the Town. Keeping this area clear to facilitate vehicle, pedestrian, and business traffic is an important task that can be improved by the use of a skid steer mounted snow blower. The addition of this snow blower will also allow loading of snow directly into town trucks during hauling, eliminating the need to handle the material (snow) multiple times.

PROJECT BUDGET Year Actua l 2018 Projected 2019 Budgeted 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 TOTAL

Expenditures $ 7,000 $ 7,000

FUNDING SOURCES General Fund Revenue

IMPACT ON OPERATING COSTS Reduction of labor costs, fuel use, and damage to town infrastructure. Damage to concrete curbs is not abnormal when using buckets to load snow, requiring later expenditures on repairs. Minor maintenance anticipated at $500 annually.

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Innovate with Collaborative Governance The Public Works Department, along with the Parks Department and stakeholders in the downtown area work together to facilitate use of the downtown Mainstreet area, an important location for Town administration, commerce, and Parker residents.

Enhance Economic Vitality The downtown business area is the heart of Parker; maintenance of this area following a winter storm keeps commerce in Town from slowing by ensuring streets and sidewalks are traversable.

Town of Parker 2020 Annual Budget

271

Capital Budget


GENERAL FUND (con’t) Capital Project: Slip-In Asphalt Transport/Patcher

DESCRIPTION This budget item provides funding for a slip-in heated asphalt distributer. This unit would slip into the bed of existing Town-owned trucks and be used to transport asphalt for patching.

PURPOSE/DISCUSSION This slip-in unit will be used in lieu of hauling via dump truck which requires staff to handle material several times resulting in material and time loss. The slip-in unit will fit into an existing Town-owned tandem dump truck The slip-in unit will streamline the asphalt patching task performed by Town staff and is anticipated to increase productivity with a corresponding decreased impact on traffic and the public. The slip-in unit also has the ability to keep existing asphalt “hot” (via propane heat) which will result in reduced loss of purchased materials and increases asphalt patching durability.

PROJECT BUDGET Year Actua l 2018 Projected 2019 Budgeted 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 TOTAL

Expenditures $ 98,000 $ 98,000

FUNDING SOURCES General Fund Revenue

IMPACT ON OPERATING COSTS Additional maintenance costs are anticipated to be $1,500 annually.

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Promote a Safe and Healthy Community This equipment will aid in keeping Town infrastructure safe for users, including motorists, cyclists and pedestrians.

Enhance Economic Vitality Well-maintained infrastructure promotes business and commerce within the Town.

Capital Budget

272

Town of Parker 2020 Annual Budget


GENERAL FUND (con’t) Capital Project: Snow Bucket Attachment for Volvo Loader

DESCRIPTION This budget item provides funding for a snow bucket attachment for the Town’s existing Volvo loader. This item will be used during snow removal operations, specifically when snow removal occurs downtown and from areas experiencing drifting.

PURPOSE/DISCUSSION Currently, staff utilize the Town’s loader, skid steers, and backhoes to remove snow from downtown and drifting snow from other areas of town during heavy snowfall events. The addition of this bucket will increase the versatility of equipment the Town already owns resulting in improved use of equipment, increased efficiency, and quicker clean-up during heavy snow events. The snow bucket is significantly lighter and the reduced mass is much more forgiving when working adjacent to concrete curb causing less infrastructure damage.

PROJECT BUDGET Year Actua l 2018 Projected 2019 Budgeted 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 TOTAL

Expenditures $ 14,000 $ 14,000

FUNDING SOURCES General Fund Revenue

IMPACT ON OPERATING COSTS None

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Provide a Safe and Healthy Community The bucket can be used for snow removal operations throughout the Town, specifically downtown and areas prone to drifting. Additionally, the bucket can be used to load solid deicer (salt) more efficiently, resulting in less down time during snow ops and quicker deployment of trucks on to streets.

Enhance Economic Vitality Removal of snow keeps commerce in Town from slowing by ensuring streets and sidewalks are traversable.

Town of Parker 2020 Annual Budget

273

Capital Budget


GENERAL FUND (con’t) Capital Project: Traffic Signal Cabinet Equipment

DESCRIPTION This budget item provides funding to purchase four new traffic signal cabinets at an estimated cost of $11,000 each for 2020. New units will be used to upgrade end-of-service-life traffic signal cabinets, and to keep replacement stock on hand to repair damaged cabinets. Anticipated locations for replacement in 2020 include: Lincoln Avenue/Village Center Drive, Jordan Road/ Cottonwood Drive, Jordan Road/Recreation Drive, and Mainstreet/Pine Drive.

PURPOSE/DISCUSSION Traffic signal cabinets must be electrically sound as well as weatherproof to provide reliable service to the traveling public and house the ethernet and fiber optic equipment that supports the Town’s communications network. Traffic signal cabinets must be replaced or upgraded due to end-of-service-life, vehicle knockdowns, lightning damage or for new communications and detection equipment.

PROJECT BUDGET Year Actua l 2018 Projected 2019 Budgeted 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 TOTAL

Expenditures $ 39,000 44,000 46,000 46,000 48,000 48,000 50,000 50,000 52,000 52,000 54,000 $ 529,000

FUNDING SOURCES General Fund Revenue

IMPACT ON OPERATING COSTS Traffic signal equipment requires routine maintenance and equipment replacement to ensure reliability of the transportation network. Replacing aged signal cabinets before they reach end-of-life failure reduces the number of after-hours repairs and staff callbacks and the associated labor costs.

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Promote a Safe and Healthy Community Functional and reliable traffic signals assist in providing a safe transportation network.

Enhance Economic Vitality The traffic signals are a critical piece of mobility within the Town of Parker. If citizens and visitors cannot get around town efficiently or conveniently, economic vitality suffers.

Capital Budget

274

Town of Parker 2020 Annual Budget


GENERAL FUND (con’t) Capital Project: Traffic Detection Equipment

DESCRIPTION This budget item provides funding to purchase equipment to upgrade new traffic signal detection at three intersections in Parker at an estimated cost of $25,000 each for 2020. New units will be used to upgrade end-of-service-life traffic detectors, or those that are prone to failures such as those impacted by occlusion and sun glare. Projected upgrades in 2020 include Jordan Road/Pine Lane, Jordan Road/Wintergreen Parkway, and the Jordan Road/South E470 ramp.

PURPOSE/DISCUSSION Traffic signal detection systems are a critical piece of each traffic signal location in Parker. Keeping detection equipment technologically up-to-date increases the efficiency of the overall transportation network by reducing false detection calls or missed detection of vehicles. As traffic volumes continue to increase without corresponding increases in roadway capacity, efficiency is growing ever more critical.

PROJECT BUDGET Year Actua l 2018 Projected 2019 Budgeted 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 TOTAL

Expenditures $ 26,292 64,000 75,000 77,000 77,000 79,000 79,000 81,000 81,000 83,000 83,000 85,000 $ 890,292

FUNDING SOURCES General Fund Revenue

IMPACT ON OPERATING COSTS Traffic signal equipment requires routine maintenance and equipment replacement to ensure reliability of the transportation network. Replacing aged signal cabinets before they reach end-of-life failure reduces the number of after-hours repairs and staff callbacks and the associated labor costs.

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Enhance Economic Vitality Economic vitality suffers if citizens and visitors cannot get around town efficiently or conveniently.

Promote a Safe and Healthy Community Functional and reliable traffic signals are essential in providing a safe and efficient transportation network.

Develop a Visionary Community Through Balanced Growth Modern detection equipment is needed to keep Traffic Services future-focused and on pace with advances in technology. Town of Parker 2020 Annual Budget

275

Capital Budget


GENERAL FUND (con’t) Capital Project: Traffic Utility Detection Equipment

DESCRIPTION This budget item provides for a new utility locater transmitter and detection wand.

PURPOSE/DISCUSSION Colorado State Law requires all owners of underground facilities to be able to locate their infrastructure. The Town of Parker has an extensive network of roadway lighting, traffic signals, and fiber optic communications that must be accurately located by the use of non-invasive radio methods. This equipment is used every work day for the entire shift. Current equipment is now 4+ years old and approaching the end-of-service-life. If the detection equipment fails, the Town’s infrastructure is at risk of damage or destruction.

PROJECT BUDGET Year Actua l 2018 Projected 2019 Budgeted 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 TOTAL

Expenditures $ 10,000 10,000 10,000 $ 30,000

FUNDING SOURCES General Fund Revenue

IMPACT ON OPERATING COSTS New equipment will prevent program downtime and minimize tool repair/calibration costs.

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Innovate with Collaborative Governance All underground facilities are required by State Law to be located within prescribed limits, and in coordination with the Utility Notification Center of Colorado. Up-to-date equipment is needed to work within these governing guidelines.

Promote a Safe and Healthy Community Functional and reliable traffic signals, fiber optic communications, and roadway lighting infrastructure exist to provide a safe community. All of these must be located accurately or face the risk of damage/destruction when contractors are excavating.

Enhance Economic Vitality Many of the utility locate requests are related to new development, including commercial development. Capital Budget

276

Town of Parker 2020 Annual Budget


GENERAL FUND (con’t) Capital Project: Traffic Control Device (TCD) Trailer

DESCRIPTION This budget item provides funding for a dedicated trailer to store and transport traffic control devices (TCDs). This trailer would be used by the Streets, Stormwater, and Traffic divisions.

PURPOSE/DISCUSSION Currently, staff transports signs and TCDs for emergency closures and work zone set up via truck as needed. The TCDs are stored at the Public Works Operations Center (PWOC) and are loaded from storage and returned when no longer needed. The dedicated trailer would allow all needed signs and devices to be ready for immediate deployment and use in any location of Town, whether for a routine job, an emergency response such as gas line breaks or traffic accidents, or for Town events to ensure safe vehicle and pedestrian traffic.

PROJECT BUDGET Year Actua l 2018 Projected 2019 Budgeted 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 TOTAL

Expenditures $ 9,000 $ 9,000

FUNDING SOURCES General Fund Revenue

IMPACT ON OPERATING COSTS Minor maintenance is anticipated at $500 annually and a reduction in wear and tear on the TCDs.

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Enhance Economic Vitality Safe traffic control when needed for an event, an emergency, or maintenance activities ensures continued commerce and access to local businesses.

Promote a Safe and Healthy Community Communication about events, traffic emergencies and repair projects ensures safe traffic control is established for users of Town streets and event attendees.

Innovate with Collaborative Governance Public Works will be better able to work with first responders to establish safe and effective traffic control. The trailer will keep Traffic Services future-focused and on pace with advances in technology development. Town of Parker 2020 Annual Budget

277

Capital Budget


PARKS AND RECREATION FUND 10-YEAR PLAN PRIOR YEAR ACTUAL 2018

DESCRIPTION REVENUES Sales and Use Taxes Intergovernmental Contributions Net Investment Earnings Interest Income and Other Revenue Total Revenues Transfers In Transfers Out Less Non-Capital Expenditures Total Revenue available for Capital

$

CURRENT YEAR PROJECTED 2019

7,886,178 108,887 124,948 27,911 8,147,924 375,000 5,048,282 1,022,877 2,451,765

$

7,932,041 400,000 2,835,000 240,000 31,200 11,438,241 875,000 5,099,711 474,860 6,738,670

NEXT YEAR BUDGETED 2020

$

PROJECTIONS 2021 - 2029 (detail next page)

PROJECT TOTALS 2018 - 2029

8,073,880 175,000 31,000 8,279,880 525,000 5,092,739 604,189 3,107,952

35,983,534

EXPENDITURES Historical Projects Salisbury Sports & Equine Park Concrete Trail Auburn Hills North/South Trail Connection Sulphur Gulch Trail/Pikes Peak Crossing Bar CCC Lights/Paved Parking Pickleball transition from PRC Rink Auburn Hills Park Soccer Field East-West Trail Under Crossing at Jordan O'Brien Park Improvements Rowley Downs Trail Connection East/West Regional Trail Olde Town Mid Block Trail Connection Discovery Park Project Site Signage Subtotal Historical Projects

246,892 169,951 58,864 39,836 27,497 543,040

100,000 12,500 1,390,000 1,300,000 875,000 305,000 264,992 50,000 10,000 10,000 4,317,492

-

-

246,892 169,951 58,864 139,836 39,997 1,390,000 1,300,000 875,000 305,000 264,992 50,000 10,000 10,000 4,860,532

52,368 52,368

1,047,468 210,000 100,000 3,200,000 4,557,468

2,325,000 210,000 150,000 125,000 125,000 50,000 2,985,000

500,000 1,710,000 39,400,000 1,125,000 500,000 36,500,000 7,675,000 1,750,000 35,000 600,000 89,795,000

3,872,468 2,130,000 39,550,000 1,402,368 625,000 3,250,000 36,500,000 7,675,000 1,750,000 35,000 600,000 97,389,836

191,945 191,945

7,600 7,600

-

2,750,000 20,000 2,770,000

2,949,545 20,000 2,969,545

Facilities

-

-

-

-

-

Machinery, Equipment and Software Power Turf Renovator Future Projects Subtotal Machinery, Equipment, Software

-

10,500 10,500

-

8,000 8,000

10,500 8,000 18,500

New Capital High Plains (E-470) Trail Overcrossing/Parker Road Rueter-Hess Reservoir Recreational Opportunities Salisbury Park North Master Plan Ongoing Trails Development Lemon Gulch Trail H2O Renovation Reata West Second Recreation Center O'Brien Park North Construction Soft Surface Trails Development Preservation Park Shade Structure Kinney Creek Trail Subtotal New Capital Reinvestment in Existing Capital Harvie Open Space Dog Park / Disc Golf Perimeter Trail Subtotal Reinvestment in Existing

Capital Budget

278

Town of Parker 2020 Annual Budget


PARKS AND RECREATION FUND 10-YEAR PLAN (con’t) PROJECTIONS: DETAIL BY YEAR

2021

2022

2023

2024

2025

2026

2027

2028

2029

Revenue for Capital

3,263,350

3,426,517

3,597,843

3,777,735

3,966,622

4,164,953

4,373,201

4,591,861

4,821,454

New Capital High Plains Xing Reuter-Hess Salisbury North Ongoing Trails Lemon Gulch Trail H2O Renovation Reata West Rec O'Brien Park North Soft Surface Trails Preservation Park Kinney Creek Trail Subtotal

500,000 210,000 150,000 125,000 500,000 150,000 100,000 1,735,000

500,000 250,000 125,000 250,000 150,000 500,000 1,775,000

500,000 17,000,000 125,000 250,000 175,000 175,000 35,000 18,260,000

500,000 11,000,000 125,000 19,000,000 7,500,000 175,000 38,300,000

5,000,000 125,000 17,000,000 200,000 22,325,000

6,000,000 125,000 200,000 6,325,000

125,000 225,000 350,000

125,000 225,000 350,000

125,000 250,000 375,000

-

500,000 20,000 520,000

2,250,000 2,250,000

-

-

-

-

-

-

8,000 8,000

-

-

-

-

-

-

-

-

Reinvestment in Existing Capital Harvie Open Dog Park Perimeter Subtotal Facilities Mach,Equip,Software Power Turf Future Projects Subtotal

Town of Parker 2020 Annual Budget

279

Capital Budget


PARKS AND RECREATION FUND 10-YEAR PLAN PRIOR YEAR ACTUAL 2018

DESCRIPTION Contingency Total Capital Expenditures Fund balance - January 1 (Use)/Accumulation of Surplus Funds Ending Available Resources - December 31

Capital Budget

CURRENT YEAR PROJECTED 2019

PROJECTIONS 2021 - 2029 (detail next page)

PROJECT TOTALS 2018 - 2029

-

157,500

-

-

157,500

787,353

9,050,560

2,985,000

92,573,000

105,395,913

9,330,394 (2,311,891)

7,018,503 122,952

7,665,982 1,664,412 $

NEXT YEAR BUDGETED 2020

9,330,394

$

280

7,018,503

$

7,141,455

Town of Parker 2020 Annual Budget


PARKS AND RECREATION FUND 10-YEAR PLAN (con’t) PROJECTIONS: DETAIL BY YEAR

2021

Contingency Total Capital Exp. Fund balance - Jan 1 (Use)/Accum Ending Resources

$

2022

2023

2024

2025

2026

2027

2028

2029

-

-

-

-

-

-

-

-

-

1,743,000

2,295,000

20,510,000

38,300,000

22,325,000

6,325,000

350,000

350,000

375,000

7,141,455 1,520,350

8,661,805 1,131,517

9,793,322 (16,912,157)

(7,118,835) (34,522,265)

(41,641,100) (18,358,378)

(59,999,478) (2,160,047)

8,661,805

$

9,793,322

(62,159,526) 4,023,201

(58,136,325) 4,241,861

(53,894,464) 4,446,454

$ (7,118,835) $ (41,641,100) $ (59,999,478) $ (62,159,526) $ (58,136,325) $ (53,894,464) $ (49,448,011)

Town of Parker 2020 Annual Budget

281

Capital Budget


PARKS AND RECREATION FUND Capital Project: High Plains (E-470) Trail Overcrossing Parker Road

DESCRIPTION This budget item provides funding for an important trail connection that not only serves local pedestrians, runners and cyclists, but also serves as a critical regional trail project with the metro area.

PURPOSE/DISCUSSION The High Plains Trail (HPT) was constructed along the western side of the E-470 Tollway from Quincy Avenue to approximately the county line between Arapahoe and Douglas Counties during the E-470 road-widening project in 2018. This trail will ultimately continue to Adams County in the north and the Cherry Creek Regional Trail in Parker. The Partners Group is focused on completing the southern connection of the HPT from the E-470 tollway, through Kings Point Development in Aurora, including a grade-separated overcrossing of Parker Road, and then connecting with the existing Cherry Creek Trail in Parker.

PROJECT BUDGET Year Actua l 2018 Projected 2019 Budgeted 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 TOTAL

Expenditures $ 1,047,468 2,325,000 500,000 $ 3,872,468

FUNDING SOURCES Parks and Recreation Fund Revenue and multiple municipalities, counties and agencies

IMPACT ON OPERATING COSTS Shared maintenance cost of the segment within Parker. Annual inspection of the bridge and associated maintenance to be shared with the Partners Group.

IMPACT ON OTHER DEPARTMENTS Public Works/Engineering provides project management which is an extensive time and resource commitment. Parks and Recreation coordinates with them on planning and design, then on selecting and hiring contractors and on construction.

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community Additional regional trail opportunities will encourage trail users of all ages and abilities to continue to be active and healthy. In addition the Town’s trail system is the most used outdoor recreational amenity and always ranks extremely high on various citizen surveys.

Promote a Safe and Healthy Community Providing more trails that interconnect to the overall townwide trail system and the surrounding regional trail system promotes increased trail use with healthy outcomes and safer recreational and commuter mobility.

Capital Budget

282

Town of Parker 2020 Annual Budget


PARKS AND RECREATION FUND (con’t) Capital Project: High Plains (E-470) Trail Overcrossing Parker Road (con’t)

TOWN STRATEGIC GOALS ACHIEVED (CON’T) Innovate with Collaborative Governance The HPT project represents a major collaboration between a number of local governments and agencies. Currently The Partners Group, comprised of Arapahoe and Douglas Counties, City of Aurora and the Town of Parker, having been working together over the last four years to coordinate the design, engineering and funding for this project. Other agencies that have also been involved in this project, include, E-470 Authority, DRCOG, GOCO, CDOT and the City of Centennial. These regional relationships and partnerships have been instrumental in moving this project forward from concept to construction in 2020/21.

Town of Parker 2020 Annual Budget

283

Capital Budget


PARKS AND RECREATION FUND (con’t) Capital Project: Rueter-Hess Recreation Authority

DESCRIPTION This budget item provides funding for the Town’s pro-rata share of the cost to construct various recreational amenities at the reservoir.

PURPOSE/DISCUSSION Implementation of the Rueter-Hess Reservoir Recreation Master Plan provides an excellent opportunity for the Town, along with other Rueter-Hess Recreation Authority members, to participate in the future planning and development of this unique regional recreation amenity. Planned improvements include trails, beach areas, docks, fishing piers, and picnic areas, along with native open space areas.

PROJECT BUDGET Year Actua l 2018 Projected 2019 Budgeted 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 TOTAL

Expenditures $ 210,000 210,000 210,000 500,000 500,000 500,000 $ 2,130,000

FUNDING SOURCES Parks and Recreation Fund Revenue

IMPACT ON OPERATING COSTS Future increased maintenance costs to be shared between Authority members.

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community As the Town continues to grow and expand, additional recreational amenities such as the RueterHess reservoir and the programming located on-site will be essential to maintaining the quality of life that residents expect and engaging all segments of the community in active and healthy lifestyles.

Capital Budget

284

Town of Parker 2020 Annual Budget


PARKS AND RECREATION FUND (con’t) Capital Project: Ongoing Trails Development

DESCRIPTION Funding for trail development was initiated several years ago to address small scale trail projects that are not budgeted as stand-alone capital projects and which arise during the year as a result of citizen input or Council requests.

PURPOSE/DISCUSSION The purpose of this capital project request is to maintain, enhance and ultimately complete the overall trail network within the Town consistent with the goals and policies set forth by the Town Council and consistent with the Town’s adopted Open Space, Trails and Greenways Master Plan. By maintaining a yearly budget item for trail development, staff will be able to quickly respond to both resident and Council requests for various small scale trail projects, especially those that provide connectivity and enhance the overall trail system.

PROJECT BUDGET Year Actua l 2018 Projected 2019 Budgeted 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 TOTAL

Expenditures $ 52,368 100,000 125,000 125,000 125,000 125,000 125,000 125,000 125,000 125,000 125,000 125,000 $ 1,402,368

FUNDING SOURCES Parks and Recreation Fund Revenue

IMPACT ON OPERATING COSTS On-going repair and maintenance of any new additional trail segments.

IMPACT ON OTHER DEPARTMENTS Parks and Recreation coordinates with Public Works/ Engineering on selecting and hiring contractors and on construction. The department’s time and resource allocation is limited with these trail sections.

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community Prior citizen surveys indicated that approximately 88 percent of Parker residents have used the trail system within the last year with another 63 percent indicating that trails are “very important” in comparison to other park and recreational amenities. Surveys have also indicated that almost 30% of residents felt that trail projects were the most important improvements for the Town to address in the next several years.

Town of Parker 2020 Annual Budget

285

Capital Budget


PARKS AND RECREATION FUND (con’t) Capital Project: Salisbury Park North

DESCRIPTION Based on the Salisbury Park Master Plan which was approved in 2014, the next steps include: completion of a comprehensive site analysis including research and preparation of various technical reports and studies, project due diligence, soil testing, traffic analysis, development of a detailed phasing plan with cost per phase, initiation of entitlement process and necessary project reviews/approvals from various outside agencies, and consultant support as needed.

PURPOSE/DISCUSSION Based on the scope of this project, there will be a significant amount of background research and technical support needed prior to implementation of the approved Master Plan and initial construction, to ensure a logical and efficient build-out of the 90-acre site. The project budget below shows anticipated future costs which will be impacted by the current research and planning.

PROJECT BUDGET Year Actua l 2018 Projected 2019 Budgeted 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 TOTAL

Expenditures $ 150,000 150,000 250,000 17,000,000 11,000,000 5,000,000 6,000,000 $ 39,550,000

FUNDING SOURCES Parks and Recreation Fund Revenue

IMPACT ON OPERATING COSTS Future increased maintenance costs include sports fields and multi-use fields , roadways, parking lots, outdoor sport courts, concession/restroom facilities, outdoor lighting, trails, playground areas and native open space areas.

IMPACT ON OTHER DEPARTMENTS Public Works/Engineering provides project management which is an extensive time and resource commitment. Parks and Recreation coordinates with them on planning and design, then on selecting and hiring contractors and on construction. After construction Public Works provides maintenance on facilities and roads.

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community As the Town continues to grow and expand, additional parks, trails and recreational amenities will be essential to maintaining the quality of life that residents expect to engage all segments of the community in active and healthy lifestyles. The Salisbury Park North project provides the first step in the development and enhancement of this important centralized park. Given the size of this future park a variety of active and passive uses can easily be accommodated thereby meeting the needs of many demographic groups including kids, families, singles and active seniors.

Capital Budget

286

Town of Parker 2020 Annual Budget


PARKS AND RECREATION FUND (con’t) Capital Project: H2O’Brien Renovation Completion

DESCRIPTION This budget item provides funding for two shade sails that are in disrepair at the H2O’Brien pool at a cost of $25,000 each. This is the final item in a complete renovation undertaken in 2019.

PURPOSE/DISCUSSION H2O’Brien pool is a popular summer recreational amenity and is undergoing renovation from September 2019 through May 2020. The two shade sails are the final item and are replacing the existing fabric shade component that is in disrepair. These shade structures are preferred for rentals and parties resulting in revenue.

PROJECT BUDGET Year Actua l 2018 Projected 2019 Budgeted 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 TOTAL

Expenditures $ 3,200,000 50,000 $ 3,250,000

FUNDING SOURCES Parks and Recreation Fund Revenue

IMPACT ON OPERATING COSTS None

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community Individuals are more likely to venture outdoors and be more active when amenities at facilities are in good condition and provide safety and comfort.

Promote a Safe and Healthy Community Shade is an important component of health and safety to prevent sun damage to skin while providing a comfortable environment.

Town of Parker 2020 Annual Budget

287

Capital Budget


PARKS AND RECREATION FUND (con’t) Capital Project: Lemon Gulch Trail

DESCRIPTION As part of the approval of the Meadowlark subdivision in 2018, the developer is required to construct a 10-foot wide concrete trail from Crowfoot Valley Road to their property line along the east side of their project. This subdivision is currently under construction. Ultimately this trail is planned to connect to the Cherry Creek Trail just north of Stroh Road. In order to complete this trail connection this budget item will allow Town staff to work with the current landowner to determine an appropriate alignment, to complete the design and engineering, and to secure appropriate approvals.

PURPOSE/DISCUSSION The Town’s trail system is one of the most popular outdoor recreational amenities, providing the opportunity for individuals and families of all ages and skill levels to experience the various parks and open space areas within the Town. In addition, as we continue to expand our trail system with connections to surrounding areas and other communities, it will also serve future commuter needs.

PROJECT BUDGET Year Actua l 2018 Projected 2019 Budgeted 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 TOTAL

Expenditures $ 125,000 500,000 $ 625,000

FUNDING SOURCES Parks and Recreation Fund Revenue

IMPACT ON OPERATING COSTS Construction of this new regional trail connection will result in an additional annual maintenance cost of approximately $750.

IMPACT ON OTHER DEPARTMENTS Parks and Recreation coordinates with Public Works/ Engineering on selecting and hiring contractors and on construction. The department’s time and resource allocation is limited with this trail section.

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community Additional trail opportunities will encourage trail users of all ages and abilities to continue to be active and healthy.

Promote a Safe and Healthy Community Providing more trails that inter-connect to the overall townwide trail system promotes increased trail use with healthy outcomes and safer recreational and commuter mobility.

Capital Budget

288

Town of Parker 2020 Annual Budget


PARKS AND RECREATION FUND (con’t) Capital Project: Lemon Gulch Trail (con’t)

Town of Parker 2020 Annual Budget

289

Capital Budget


CULTURAL FUND 10-YEAR PLAN PRIOR YEAR ACTUAL 2018

DESCRIPTION REVENUES Charges for Services Intergovernmental Contributions Net Investment Earnings Interest Income and Other Revenue Total Revenues Transfers In Transfers Out Less Non-Capital Expenditures Total Revenue available for Capital

$

CURRENT YEAR PROJECTED 2019

2,791,332 496,368 209,284 25,463 39,711 3,562,158 2,110,255 4,777,118 895,295

$

2,788,081 519,875 218,453 30,000 10,000 3,566,409 1,780,000 4,820,932 525,477

NEXT YEAR BUDGETED 2020

$

PROJECTIONS 2021 - 2029 (detail next page)

PROJECT TOTALS 2018 - 2029

2,820,363 520,000 209,500 25,000 10,000 3,584,863 1,534,278 5,087,996 31,145

360,593

EXPENDITURES Historical Projects

-

-

-

-

New Capital

-

-

-

-

-

Reinvestment in Existing Capital

-

-

-

-

-

-

231,000 -

50,000 10,826 10,000

20,000 1,079,600

231,000 50,000 10,826 30,000 1,079,600

437,512

19,500 1,574,567

-

410,000

19,500 2,422,079

437,512

1,825,067

49,400 120,226

1,509,600

49,400 3,892,405

-

100,000

-

-

100,000

-

12,500 10,000 122,500

-

-

12,500 10,000 122,500

437,512

1,947,567

120,226

1,509,600

4,014,905

1,542,975 (1,422,090)

120,885 (89,081)

Facilities PACE Buildings & Improvements Roof Repairs Stage Deck Repair Amp Room Cooling LED Lighting Future Projects The Schoolhouse Buildings & Improvements Buildings & Improvements Non Historic Building & Improvements Total Ruth Memorial Chapel Front Steps, Foundation Walls Pews, Windows, Floor Subtotal Facilities Machinery, Equipment and Software Computer Equipment Ticketing System PACE Machinery & Equipment Water Filtration System Secure Refuse Area Schoolhouse Machinery & Equipment Subtotal Machinery, Equipment, Software Total Capital Expenditures Fund balance - January 1 (Use)/Accumulation of Surplus Funds Ending Available Resources - December 31

Capital Budget

1,085,196 457,779 $

1,542,975

$

290

120,885

$

31,804

Town of Parker 2020 Annual Budget


CULTURAL FUND 10-YEAR PLAN (con’t) PROJECTIONS: DETAIL BY YEAR

2021

Revenue for Capital

2022

Ending Resources

$

2026

2027

2028

2029

36,054

37,857

39,750

41,737

43,824

46,015

48,316

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

10,000 117,000

10,000 92,000

37,000

22,000

22,000

51,000

80,600

451,000

207,000

235,000

-

45,000

30,000

-

-

30,000

-

70,000

362,000

102,000

82,000

52,000

22,000

51,000

110,600

451,000

277,000

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

362,000

102,000

82,000

52,000

22,000

51,000

110,600

451,000

277,000

31,804 (329,298)

(297,494) (67,663)

(365,156) (45,946)

(411,102) (14,143)

(425,245) 17,750

(407,495) (9,263)

(416,758) (66,776)

(483,534) (404,985)

(888,519) (228,684)

(297,494) $

(365,156) $

(411,102) $

(425,245) $

(407,495) $

(416,758) $

(483,534) $

(888,519) $ (1,117,203)

Machinery, Equipment and Software Computer Ticketing PACE Mach & Equip Water Filtration Secure Refuse SH Mach & Equip Subtotal

Fund balance - Jan 1 (Use)/Accum

2025

34,337

Reinvestment in Existing Capital

Total Capital Exp.

2024

32,702

New Capital

Facilities PACE Roof Repairs Stage Deck PACE Amp Room PACE LED Future Future Projects Projects The Schoolhouse Bldg & Imp Non-Historic Ruth Memorial Chapel Steps, Foundation Pews,Windows,Floor Subtotal

2023

Town of Parker 2020 Annual Budget

291

Capital Budget


CULTURAL FUND Capital Project: PACE Stage Deck Replacement/Repair

DESCRIPTION This budget item provides funding to replace the PACE stage deck for both safety and aesthetic reasons and to repair the current system of adding and moving two rows of removable seats so that accelerated damage does not continue to occur.

PURPOSE/DISCUSSION The top layer of the stage has been slowly damaged since the theater opened in 2011 by the use of gaff and spike tape, lag bolts, screws and other scenery/rigging attachments necessary during stage productions. Some areas, like the flooring next to the floor pockets, have sustained enough damage that the plywood underneath is fracturing. This is expected damage and part of normal operations. For both safety and aesthetics, hardboard should therefore be replaced every eight to twelve years.

PROJECT BUDGET Year Actua l 2018 Projected 2019 Budgeted 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 TOTAL

Expenditures $ 50,000 $ 50,000

FUNDING SOURCES Cultural Fund Revenue

IMPACT ON OPERATING COSTS None

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community The theater is used by over 66,000 annual ticket buyers attending over 220 shows and events.

Foster Community Creativity and Engagement The stage provides a performance space for a number of local arts groups (Parker Chorale, Inspire Creative, Parker Symphony Orchestra, etc.) and provides a pathway for community members to take an active role in the arts.

Capital Budget

292

Town of Parker 2020 Annual Budget


CULTURAL FUND (con’t) Capital Project: Cooling for the PACE Center Amp Room (Broadcast Booth)

DESCRIPTION This budget item provides funding to add a cooling unit to the PACE Center Theater Amp Room.

PURPOSE/DISCUSSION The PACE Center Theater Amp Room houses the audio and projection systems equipment, such as amplifiers, electronic switches, control computers and more. This equipment is necessary for all theatrical presentations on the main stage as well as projectors and intercom systems located in the Event Room, classrooms and lobby. The amplifiers generate a sizable amount of heat, and the various audio-visual components installed in the rack contain electronics whose life expectancy is greatly reduced in hot environments.

PROJECT BUDGET Year Actua l 2018 Projected 2019 Budgeted 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 TOTAL

Expenditures $ 10,826 $ 10,826

FUNDING SOURCES Cultural Fund Revenue

IMPACT ON OPERATING COSTS None

IMPACT ON OTHER DEPARTMENTS Facilities department will manage the project.

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community The theater is used annually by over 66,000 ticket buyers attending over 220 shows and events.

Foster Community Creativity and Engagement Unexpected equipment outages would impact the current use of these facilities.

Town of Parker 2020 Annual Budget

293

Capital Budget


CULTURAL FUND (con’t) Capital Project: PACE LED Conversion

DESCRIPTION This budget item provides funding to begin a phased project to upgrade to LEDs throughout the facility including main entry, hallways, theater, classrooms, conference rooms, offices, and back of house.

PURPOSE/DISCUSSION In 2020, the focus will be on the main hallways and theater house lights. The current theater house lights are discontinued as a product. The fixtures are displaying signs of failure due to excessive heat load from the lights. The hallway lighting is primarily fluorescent can lights and have a high rate of failure requiring staff resources to maintain.

PROJECT BUDGET Year Actua l 2018 Projected 2019 Budgeted 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 TOTAL

Expenditures $ 10,000 10,000 10,000 $ 30,000

FUNDING SOURCES Cultural Fund Revenue

IMPACT ON OPERATING COSTS Reduced energy consumption and maintenance costs related to existing fixtures. Estimated two-year payback per phase.

IMPACT ON OTHER DEPARTMENTS Facilities department will manage the project.

TOWN STRATEGIC GOALS ACHIEVED Promote a Safe and Healthy Community Appropriate lighting is important in providing an efficient and effective environment.

Capital Budget

294

Town of Parker 2020 Annual Budget


CULTURAL FUND (con’t) Capital Project: Ruth Memorial Chapel Pews, Windows and Floors

DESCRIPTION This budget item provides funding to repair or renovate the pews, windows and floors at the Ruth Memorial Chapel which have deteriorated due to use, dry climate, age and deferred maintenance.

PURPOSE/DISCUSSION The Ruth Memorial Chapel was built in 1912 and is the only building in Parker listed on the National Register of Historic Places. The chapel was renovated in 2003, but has had very little maintenance on the interior since that time. With the recent renovation of the Schoolhouse, wedding packages are being offered that include a ceremony in the chapel and a reception in the Schoolhouse event room. To maximize demand and also to prevent future damage to the interior, pews, windows and wood floors must be repaired and renovated.

PROJECT BUDGET Year Actua l 2018 Projected 2019 Budgeted 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 TOTAL

Expenditures $ 49,400 $ 49,400

FUNDING SOURCES Cultural Fund Revenue

IMPACT ON OPERATING COSTS Potentially lower maintenance costs

IMPACT ON OTHER DEPARTMENTS Facilities department will manage the project.

TOWN STRATEGIC GOALS ACHIEVED Foster Community Creativity and Engagement Ruth Chapel is an affordable and accessible venue for the community to host a wide range of events, from weddings to performances to lectures.

Enhance Economic Vitality Growth in the use of the Chapel as a rental venue will result in additional visitors to downtown Parker.

Town of Parker 2020 Annual Budget

295

Capital Budget


RECREATION FUND 10-YEAR PLAN PRIOR YEAR ACTUAL 2018

DESCRIPTION REVENUES Charges for Services Intergovernmental Net Investment Earnings Interest Income and Other Revenue Total Revenues Transfers In Transfers Out Less Non-Capital Expenditures Total Revenue available for Capital

$

CURRENT YEAR PROJECTED 2019

5,915,515 15,000 53,968 26,342 6,010,825 2,283,720 7,919,586 374,959

$

NEXT YEAR BUDGETED 2020

6,079,970 $ 21,500 70,000 6,102 6,177,572 2,330,145 500,000 8,637,329 (629,612)

PROJECTIONS 2021 - 2029 (detail next page)

6,432,350 20,000 60,000 5,000 6,517,350 2,330,145 9,255,698 (408,203)

PROJECT TOTALS 2018 - 2029

(4,726,130)

EXPENDITURES Historical Projects

-

-

-

-

-

New Capital

-

-

-

-

-

Reinvestment in Existing Capital

-

-

-

-

-

-

34,000 80,000 -

32,000 21,000 -

309,000 1,068,200

34,000 80,000 32,000 330,000 1,068,200

-

15,000 67,000 18,000 -

150,000 -

1,075,200

15,000 67,000 18,000 150,000 1,075,200

-

214,000

203,000

423,200 2,875,600

423,200 3,292,600

13,980 -

47,402

194,000 18,000

13,980 47,402 257,628 20,000 18,000

Facilities Recreation Center Buildings & Improvements HVAC Boiler Aquatics Chemical Feed Pool Dehumidification Unit Future Projects Fieldhouse Buildings & Improvements ADA Player Bench Transitions LED Conversion Fire Panel Turf Replacement Future Projects H2O'Brien Buildings & Improvements Future Projects Subtotal Facilities Machinery, Equipment and Software Sports & Leisure Machinery & Equipment O'Brien Scoreboard Replacement Salisbury Park Scoreboard Replacement Recreation Center Machinery & Equipment Treadmill Equipment Fitness Equipment Future Projects Fieldhouse Machinery & Equipment Treadmill Equipment Future Projects Subtotal Machinery, Equipment, Software

63,628 -

20,000 -

-

34,707 112,315

67,402

-

51,000 122,000 385,000

85,707 122,000 564,717

Total Capital Expenditures

112,315

281,402

203,000

3,260,600

3,857,317

2,264,091 (911,014)

1,353,077 (611,203)

Fund balance - January 1 (Use)/Accumulation of Surplus Funds Ending Available Resources - December 31

Capital Budget

2,001,448 262,643 $

2,264,091

$

296

1,353,077

$

741,873

Town of Parker 2020 Annual Budget


RECREATION FUND 10-YEAR PLAN (con’t) PROJECTIONS: DETAIL BY YEAR

Revenue for Capital

2021

2022

2023

2024

2025

2026

2027

2028

2029

(428,613)

(450,044)

(472,546)

(496,173)

(520,982)

(547,031)

(574,383)

(603,102)

(633,257)

New Capital

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

309,000 75,000

328,500

170,000

150,000

80,000

40,000

58,000

76,700

90,000

151,500

365,200

69,000

-

84,000

40,000

145,500

40,000

180,000

535,500

693,700

239,000

150,000

125,000 289,000

284,200 364,200

203,500

14,000 130,700

270,000

-

-

-

-

-

-

-

-

-

10,000

94,000 -

-

-

-

100,000 -

8,000

-

-

10,000

94,000

26,000 26,000

51,000 51,000

-

96,000 196,000

8,000

-

-

545,500

787,700

265,000

201,000

289,000

560,200

211,500

130,700

270,000

Reinvestment in Existing Capital Facilities Rec Center HVAC Boiler Aquatics Chem Feed Pool Dehumidification Future Projects Fieldhouse ADA Bench LED Conversion Fire Panel Turf Replacement Future Projects H2O'Brien Future Projects Subtotal Mach,Equip,Software Sports/Leisure O'Brien Scorebrd Sal Park Scorbrd Rec Center Treadmills Fitness Future Projects Fieldhouse Treadmills Future Projects Subtotal Total Capital Exp. Fund balance - Jan 1 (Use)/Accum Ending Resources

741,873 (974,113) $

(232,240) (1,237,744)

(1,469,984) (737,546)

(2,207,530) (697,173)

(2,904,703) (809,982)

(3,714,685) (1,107,231)

(4,821,916) (785,883)

(5,607,799) (733,802)

(6,341,601) (903,257)

(232,240) $ (1,469,984) $ (2,207,530) $ (2,904,703) $ (3,714,685) $ (4,821,916) $ (5,607,799) $ (6,341,601) $ (7,244,857)

Town of Parker 2020 Annual Budget

297

Capital Budget


RECREATION FUND Capital Project: Recreation Center - Aquatics Chemical Feed Replacement

DESCRIPTION This budget item provides funding to upgrade the current chlorine and acid feed systems and chemicals for the lap, activity & therapy pools at the Recreation Center

PURPOSE/DISCUSSION Currently the Recreation Center pool utilizes a liquid chemical system. Liquid chemicals are extremely dangerous to handle, corrosive and the least effective product in terms of potency. The replacement utilizes a dry tablet form of the chemicals which are safer and more efficient.

PROJECT BUDGET Year Actua l 2018 Projected 2019 Budgeted 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 TOTAL

Expenditures $ 32,000 $ 32,000

FUNDING SOURCES Recreation Fund Revenue

IMPACT ON OPERATING COSTS Decreased maintenance costs and an estimated savings of $7,000-$9,000/year in chemical costs.

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Promote a Safe and Healthy Community The upgraded dry chemical feed systems will create a safer and cleaner swimming environment for our patrons as these chemicals lead to a more easily balanced pool.

Capital Budget

298

Town of Parker 2020 Annual Budget


RECREATION FUND (con’t) Capital Project: Recreation Center - Pool Dehumidification Unit (PDU)

DESCRIPTION This budget item provides funding to replace one of the two Pool Dehumidification Units (PDUs).

PURPOSE/DISCUSSION The current PDU has passed its serviceable life. This project is a two year venture with the design work being performed in 2020 and the replacement of the PDU in 2021. The impact to the operational space is dramatic if a unit fails. When compromised the space temperature and humidity levels rise and cause moisture to be displaced into the main facility. This ultimately can cause mold issues throughout the facility as well as odors related to the chemicals used for the pool.

PROJECT BUDGET Year Actua l 2018 Projected 2019 Budgeted 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 TOTAL

Expenditures $ 21,000 309,000 $ 330,000

FUNDING SOURCES Recreation Fund Revenue

IMPACT ON OPERATING COSTS None

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community The Recreation Center pool provides a year-round pool facility for residents. Although there are multiple outdoor pools throughout the Town, there are only a handful of indoor pools providing this service area. The Town programs this pool heavily throughout the year.

Promote a Safe and Healthy Community The PDUs provide conditioned space for swimmers. When this unit is inoperable the space becomes overheated and humid.

Town of Parker 2020 Annual Budget

299

Capital Budget


RECREATION FUND (con’t) Capital Project: Fieldhouse - Turf Replacement

DESCRIPTION This budget item provides funding to replace the turf field at the Parker Fieldhouse.

PURPOSE/DISCUSSION The current turf system was installed in the fall of 2012. The field is showing significant signs of deterioration including uneven seams. These issues require extensive ongoing maintenance above and beyond what is required in the general maintenance plan. The deficiencies in the turf may result in safety concerns and injury, particularly if the conditions continue to worsen. The expected lifespan of the product was 8-10 years and the Fieldhouse turf sees heavy usage patterns. Replacement would be scheduled for fall of 2020, which would mean the product would reach the average life expectancy.

PROJECT BUDGET Year Actua l 2018 Projected 2019 Budgeted 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 TOTAL

Expenditures $ 150,000 $ 150,000

FUNDING SOURCES Recreation Fund Revenue

IMPACT ON OPERATING COSTS Decreased non-routine maintenance costs

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Promote a Safe and Healthy Community The turf field is a heavily utilized and programmed area. Many divisions including Sports, Fitness and Day Camp would benefit from the upgrade and replacement of the existing turf that gives the community the opportunity to improve their health and fitness in a safe environment.

Capital Budget

300

Town of Parker 2020 Annual Budget


Town of Parker 2020 Annual Budget

301

Capital Budget


PUBLIC IMPROVEMENTS FUND 10-YEAR PLAN PRIOR YEAR ACTUAL 2018

DESCRIPTION REVENUES Sales and Use Taxes Intergovernmental Contributions Net Investment Earnings Interest Income and Other Revenue Total Revenues Transfers In Transfers Out Less Non-Capital Expenditures Total Revenue available for Capital

$

CURRENT YEAR PROJECTED 2019

4,044,683 4,359,342 4,397,522 342,128 190 13,143,865 1,546,839 2,332,592 12,358,112

$

3,891,000 3,914,430 1,124,256 350,000 9,279,686 1,750,000 1,850,000 9,179,686

NEXT YEAR BUDGETED 2020

$

PROJECTIONS 2021 - 2029 (detail next page)

PROJECT TOTALS 2018 - 2029

3,965,820 12,408,885 1,000,000 340,000 17,714,705 2,000,000 1,750,000 17,964,705

207,993,424

EXPENDITURES Historical Projects Traffic Signal (Standalone & Not In Roadway Listing Below): Chambers Road/Cottonwood Dr Traffic Signal Canterberry/Idyllwilde Traffic Signal Jordan Road/Parkerhouse Road Traffic Signal Parker Road Responsive Signal Hess Rd/Country Meadow Square Traffic Signal Roadway CIP: Summerset Lane Extension Jordan Road Widening to Hess Road (south of Main) Chambers Widening - Mainstreet to Hess (Phase 2) Dransfeldt Motsenbocker Todd Roadway Alignment Mainstreeet Safety Circulation Improvements Motsenbocker Widening - Clarke Farms to Todd Drive Kings Point Way Subtotal Historical Projects New Capital Town-wide Sign Program Traffic Signal (Standalone & Not In Roadway Listing Below): Chambers Road/Grasslands Traffic Signal Jordan/Cottonwood Mid-block Ped Xing Chambers/Crowfoot/Bayou Traffic Signal 20 Mile/Pony Express Traffic Signal Parker Road/Parkglenn Way Traffic Signal Cottonwood Dr/Red Bud Lane Traffic Signal Cottonwood Dr/Lanceleaf St Traffic Signal Parker Road Adaptive Signal Control Dransfeldt Rd/Parkglenn Way Traffic Signal Hess Rd/Great Plain Way Traffic Signal Jordan Rd/Cedar Gulch Parkway Traffic Signal Jordan Rd/Todd Dr Traffic Signal Lincoln Ave /Village Creek Parkway Traffic Signal Motsenbocker Rd/French Creek Ave Pine Dr/Summerset Lane Roadway CIP: J Morgan Extension Drainsfeldt Extension - South of 20-Mile Subtotal New Capital

Capital Budget

290,385 242,819 10,751 -

60,000 115,000 409,200 200,000 350,000

-

-

350,385 357,819 419,951 200,000 350,000

8,601 2,897,387 300,284 35,490 69,864 3,855,581

346,000 116,000 395,000 1,500,000 3,347,200 3,322,500 10,160,900

-

-

8,601 3,243,387 416,284 395,000 1,500,000 3,382,690 3,392,364 14,016,481

-

430,700

-

450,000

880,700

-

25,000 -

400,000 300,000 30,000 30,000 -

525,000 425,000 480,000 535,000 480,000 750,000 535,000 535,000 480,000 535,000 480,000 480,000 300,000

425,000 300,000 555,000 455,000 480,000 535,000 480,000 750,000 535,000 535,000 480,000 535,000 480,000 480,000 300,000

83,828 83,828

131,700 587,400

200,000 960,000

2,500,000 18,700,000 28,190,000

2,915,528 18,700,000 29,821,228

302

-

-

Town of Parker 2020 Annual Budget


PUBLIC IMPROVEMENTS FUND 10-YEAR PLAN (con’t) PROJECTIONS: DETAIL BY YEAR

Revenue for Capital

New Capital Townwide Sign Traffic Signal Chambers/Grasslands Jordan/Cottonwd Ped Chambers/Crowft 20 Mile/Pony Exp Parker Rd/Parkglenn Cottonwd/Red Bud Cottonwd/Lanceleaf Parker Rd Adaptive Dransfeldt/Parkglenn Hess/Great Plain Jordan/Cedar Gulch Jordan/Todd Lincoln/Village Cr Mots/French Cr Pine/Summerset Roadway CIP: J Morgan Ext Dransfeldt Ext Subtotal

2021

2022

2023

2024

2025

2026

2027

2028

2029

18,862,940

19,806,087

20,796,392

21,836,211

22,928,022

24,074,423

25,278,144

26,542,051

27,869,154

50,000

-

400,000

-

-

-

-

-

-

325,000 425,000 30,000 30,000 30,000 30,000 -

450,000 450,000 450,000 30,000 450,000 -

450,000

35,000 35,000 35,000 -

500,000 750,000 500,000 35,000 500,000 -

500,000 -

-

200,000 -

-

400,000 1,320,000

2,500,000 18,000,000 22,330,000

300,000 1,450,000

105,000

2,285,000

500,000

-

200,000

-

300,000

Town of Parker 2020 Annual Budget

303

Capital Budget


PUBLIC IMPROVEMENTS FUND 10-YEAR PLAN (con’t) PRIOR YEAR ACTUAL 2018

DESCRIPTION Reinvestment in Existing Capital Sidewalk Gap Closures Roadway Safety Enhancements Median/Entryway Lighting & Landscaping Parker Road Sidewalk Project Power Line Undergrounding Roadway CIP: Hess-Motsenbocker Projects North Parker Road Improvements SW Parker Road and Mainstreet Cottonwood Widening - Jordan to Cherry Creek Parker Rd/20 Mile/E470 Mobility Chambers Widening - Hess to Stroh Chambers Widening - Stroh to Crowfoot Crowfoot Valley Widening - Stroh to Town Limit Dransfeldt Widening - Lincoln to Mainstreet Hess Widening - Great Plain to Town Limit Jordan/Lincoln Improvements Lincoln Widening - Keystone to Parker Rd Mainstreet/20 Mile Int. Improvements Motsenbocker Widening - Todd Dr to Hess Rd Pine Lane Widening - Jordan to Wintergreen Stroh Rd Widening - J Morgan to Motsenbocker Subtotal Reinvestment in Existing

CURRENT YEAR PROJECTED 2019

NEXT YEAR BUDGETED 2020

PROJECTIONS 2021 - 2029 (detail next page)

PROJECT TOTALS 2018 - 2029

120,568 24,365 726,088 -

221,000 611,000 600,000 170,000 250,000

100,000 100,000 2,000,000 -

900,000 900,000 2,700,000 4,000,000 2,500,000

1,341,568 1,635,365 3,300,000 6,896,088 2,750,000

32,716 903,737

100,000 100,000 150,000 136,700 2,338,700

1,500,000 100,000 1,750,000 11,000,000 100,000 16,650,000

4,000,000 400,000 1,000,000 7,900,000 9,000,000 14,500,000 4,900,000 1,500,000 4,650,000 10,800,000 1,100,000 7,200,000 1,700,000 8,150,000 87,800,000

1,600,000 4,200,000 1,900,000 11,569,416 1,100,000 7,900,000 9,000,000 14,500,000 4,900,000 1,500,000 4,650,000 10,800,000 1,100,000 7,200,000 1,700,000 8,150,000 107,692,437

Facilities

-

-

-

-

-

Machinery, Equipment and Software

-

-

-

-

-

4,843,146

13,087,000

17,610,000

115,990,000

151,530,146

13,945,954 7,514,966

21,460,921 (3,907,313)

17,553,608 354,705

Total Capital Expenditures Fund balance - January 1 (Use)/Accumulation of Surplus Funds Ending Available Resources - December 31

Capital Budget

$

21,460,921

$

304

17,553,608

$

17,908,313

Town of Parker 2020 Annual Budget


PUBLIC IMPROVEMENTS FUND 10-YEAR PLAN (con’t) PROJECTIONS: DETAIL BY YEAR

2021

2022

Reinvestment in Existing Capital Sidewalk Gap 100,000 Roadway Safety 100,000 Median/Entryway 300,000 Parker Rd Sidewalk Power Line Undergr 500,000

2023

2024

2025

2026

2027

2028

2029

100,000 100,000 300,000 -

100,000 100,000 300,000 500,000

100,000 100,000 300,000 2,000,000 -

100,000 100,000 300,000 500,000

100,000 100,000 300,000 -

100,000 100,000 300,000 500,000

100,000 100,000 300,000 2,000,000 -

100,000 100,000 300,000 500,000

4,000,000 400,000 1,000,000 150,000 800,000 7,350,000

400,000 4,500,000 10,000,000 100,000 650,000 16,150,000

7,000,000 1,000,000 700,000 7,500,000 17,200,000

500,000 1,500,000 6,500,000 11,000,000

500,000 900,000 2,400,000

8,000,000 4,000,000 200,000 12,700,000

500,000 1,500,000 3,000,000

500,000 3,000,000

14,000,000 15,000,000

Facilities

-

-

-

-

-

-

-

-

-

Mach,Equip,Software

-

-

-

-

-

-

-

-

-

8,670,000

38,480,000

18,650,000

11,105,000

4,685,000

13,200,000

3,000,000

3,200,000

15,000,000

17,908,313 10,192,940

28,101,253 (18,673,913)

9,427,341 2,146,392

11,573,732 10,731,211

22,304,943 18,243,022

40,547,965 10,874,423

51,422,388 22,278,144

73,700,532 23,342,051

97,042,583 12,869,154

$ 11,573,732

$ 22,304,943

$ 40,547,965

$ 51,422,388

$ 73,700,532

$ 97,042,583

$ 109,911,737

Drans/Mots/Todd N Parker Rd SW Parker/Mainst Cottonwd Widening Parker/20/E470 Chambers-Hess/Stroh Chambers-Stroh/Crow Crowfoot-Stroh+ Dransfelt-Linc/Main Hess-Great Plain+ Jordan/Lincoln Lincoln-Keyst/Parker Mainstreet/Linc Mots-Tdd/Hess Pine Lane-Jord/Wintr Stroh-J Morg/Mots Subtotal

Total Capital Exp. Fund balance - Jan 1 (Use)/Accum Ending Resources

$ 28,101,253

$

9,427,341

Town of Parker 2020 Annual Budget

305

Capital Budget


PUBLIC IMPROVEMENTS FUND Capital Project: Chambers Road/Grasslands Traffic Signal

DESCRIPTION This budget item provides funding for the construction of a mast arm traffic signal at the Chambers Road and Grasslands Drive intersection.

PURPOSE/DISCUSSION There is anticipated development on the west side of the Chambers Road and Grasslands Drive intersection area in 2019 and beyond. Due to this planned development, the Town engaged an engineering consultant in late 2018 to complete a Federal MUTCD (Manual of Uniform Traffic Control Devices) warrants for installation of a traffic signal. That warrant study stated that a traffic signal meets warrants at this intersection in 2019. Town staff has engaged an engineering consultant (in 2019) to complete the design for construction in 2020.

PROJECT BUDGET Year Actua l 2018 Projected 2019 Budgeted 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 TOTAL

Expenditures $ 25,000 400,000 $ 425,000

FUNDING SOURCES Public Improvements Fund Revenue; developer contribution in escrow

IMPACT ON OPERATING COSTS The traffic signal will require monthly repair and maintenance (R&M) plus electricity. The Town’s current R&M rate for traffic signals is approximately $4,400 per year.

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Enhance Economic Vitality This traffic signal will support the planned development of the adjacent area.

Promote a Safe and Healthy Community This traffic signal will assist in providing a safe transportation network.

Develop a Visionary Community Through Balanced Growth This traffic signal is part of the needed infrastructure to support the planned development of the adjacent area. This traffic signal supports well-planned development and infrastructure.

Capital Budget

306

Town of Parker 2020 Annual Budget


PUBLIC IMPROVEMENTS FUND (con’t) Capital Project: Chambers Road/Grasslands Traffic Signal (con’t)

Town of Parker 2020 Annual Budget

307

Capital Budget


PUBLIC IMPROVEMENTS FUND (con’t) Capital Project: Jordan/Cottonwood Midblock Pedestrian Crossing

DESCRIPTION This budget item provides funding for the construction of a mid-block mast arm pedestrian crossing traffic signal at the Jordan Road and Apache Plume trail crossing in the Cottonwood subdivision.

PURPOSE/DISCUSSION Due to the continued development of the Cottonwood area, there is a need for a signalized pedestrian crossing of Jordan Road (an arterial roadway) to connect trails on both sides. The Cottonwood Highlands development completed the private multi-use trail on the west side of Jordan Road located between the Apache Plume Drive/Starwood Lane and Sandreed Circle/ Bluegrass Circle intersections. There is an existing multi-use trail on the east side of Jordan Road that provides access to the Cottonwood Metropolitan District Park and the Cherry Creek trail.

PROJECT BUDGET Year Actua l 2018 Projected 2019 Budgeted 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 TOTAL

Expenditures $ 300,000 $ 300,000

FUNDING SOURCES Public Improvements Fund Revenue

IMPACT ON OPERATING COSTS The pedestrian crossing traffic signal will require monthly repair and maintenance (R&M) plus electricity. The Town’s current R&M rate for traffic signals is approximately $4,400 per year.

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Promote a Safe and Healthy Community This pedestrian crossing traffic signal will assist in providing a safe trail network.

Support an Active Community This pedestrian signal will allow residents/trail users that live west of Jordan Road a convenient crossing to access the Cherry Creek Trail system.

Capital Budget

308

Town of Parker 2020 Annual Budget


PUBLIC IMPROVEMENTS FUND (con’t) Capital Project: Jordan/Cottonwood Midblock Pedestrian Crossing (con’t)

Jordan Road at Cottonwood Mid-Block Pedestrian Crossing Vicinity Map a rd Jo nR Ch

San d

re e

dC

ir

d

Cottonwood er r y Cr ee k

Dove Ridge

u Bl

s ra eg

sC

Mid-Block Pedestrian Crossing

ir

ac Ap he Pl um

e

Dr

A cer D r

Cottonwood a Jord

Dove Village

n Rd

µ

Cottonwood Dr 0

400

800 Feet

Town of Parker 2020 Annual Budget

309

Capital Budget


PUBLIC IMPROVEMENTS FUND (con’t) Capital Project: Chambers Road/Crowfoot Valley/Bayou Gulch Traffic Signal

DESCRIPTION This budget item provides funding for the design of a span wire traffic signal at the Chambers Road/Bayou Gulch Road & Crowfoot Valley Road intersection with construction scheduled for 2021. The future expense anticipates the need to upgrade to a mast-arm configuration but is dependent on the planned widening of the intersection roadways.

PURPOSE/DISCUSSION There is currently significant development occurring in this area and will continue to see increased traffic. This development may result in this new intersection (to be constructed in 2019) potentially meeting Federal MUTCD (Manual of Uniform Traffic Control Devices) warrants for installation of a traffic signal in 2021. The 2020 budget request is for design of the initial span wire traffic signal. Construction of the traffic signal in 2021 would be dependent on the intersection meeting the MUTCD warrants.

PROJECT BUDGET Year Actua l 2018 Projected 2019 Budgeted 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 TOTAL

Expenditures $ 30,000 325,000 200,000 $ 555,000

FUNDING SOURCES Public Improvements Fund Revenue; anticipated developer contribution via contractual obligation

IMPACT ON OPERATING COSTS The pedestrian crossing traffic signal will require monthly repair and maintenance (R&M) plus electricity. The Town’s current R&M rate for traffic signals is approximately $4,400 per year.

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Enhance Economic Vitality This traffic signal will support the planned development of the adjacent area.

Promote a Safe and Healthy Community This traffic signal will assist in providing a safe transportation network.

Develop a Visionary Community Through Balanced Growth This traffic signal is part of the needed infrastructure to support the planned development of the adjacent area. This traffic signal supports well-planned development and infrastructure. Capital Budget

310

Town of Parker 2020 Annual Budget


PUBLIC IMPROVEMENTS FUND (con’t) Capital Project: Chambers Road/Crowfoot Valley/Bayou Gulch Traffic Signal (con’t)

Crowfoot Valley Rd and Bayou Gulch Rd Traffic Signal Vicinity Map Future Anthology North

Stroh Rd

Future Stroh Rd

Future Meadowlark

Future Hess Ranch

Future C

h am b e rs R d

Richlawn Hills

Traffic Signal Location

Future Trails at Crowfoot

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ow

0

Va

Future Bayou Gulch Rd

Cr

ot fo

y lle

Rd

1,000

2,000 Feet

Town of Parker 2020 Annual Budget

Parker Town Boundary

311

Capital Budget


PUBLIC IMPROVEMENTS FUND (con’t) Capital Project: Twenty Mile Road/Pony Express Drive Traffic Signal

DESCRIPTION This budget item provides funding to design the mast arm traffic signal at the Twenty Mile Road and Pony Express Drive intersection with construction scheduled for 2021.

PURPOSE/DISCUSSION There is anticipated future development in the downtown area and the greater Parker area that will result in increased traffic on Twenty-Mile Road in 2019 and beyond. This development may result in this intersection (constructed in late 1990s) potentially meeting Federal MUTCD (Manual of Uniform Traffic Control Devices) warrants for installation of a traffic signal in 2021. The 2020 budget request is for design of the mast arm traffic signal. Construction of the traffic signal in 2021 would be dependent on the intersection meeting the MUTCD warrants.

PROJECT BUDGET Year Actua l 2018 Projected 2019 Budgeted 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 TOTAL

Expenditures $ 30,000 425,000 $ 455,000

FUNDING SOURCES Public Improvements Fund Revenue; developer contribution in escrow

IMPACT ON OPERATING COSTS The pedestrian crossing traffic signal will require monthly repair and maintenance (R&M) plus electricity. The Town’s current R&M rate for traffic signals is approximately $4,400 per year.

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Enhance Economic Vitality This traffic signal will support the planned development of the adjacent area.

Promote a Safe and Healthy Community This traffic signal will assist in providing a safe transportation network.

Develop a Visionary Community Through Balanced Growth This traffic signal is part of the needed infrastructure to support the planned development of the adjacent area. This traffic signal supports well-planned development and infrastructure.

Capital Budget

312

Town of Parker 2020 Annual Budget


PUBLIC IMPROVEMENTS FUND (con’t) Capital Project: Twenty Mile Road/Pony Express Drive Traffic Signal (con’t)

Twenty Mile Rd and Pony Express Dr Traffic Signal Vicinity Map Plaza Dr Fieldhouse Railbender Park

Post Office

Traffic Signal Location

Po n

yE

xp

re s s

Dransfeldt Rd

d il e R Twent y M

Longs Way

Dr

Briargate Apartments

Trailside Apartments

Twenty Mile Rd

Bar CCC Park

µ

0

400

800 Feet

Town of Parker 2020 Annual Budget

313

Capital Budget


PUBLIC IMPROVEMENTS FUND (con’t) Capital Project: J Morgan Boulevard Extension

DESCRIPTION This budget item provides the funding for the design of the extension of J Morgan Boulevard south of Stroh Road including a traffic signal and transitions on Stroh Road with construction scheduled for 2022.

PURPOSE/DISCUSSION With development planned adjacent to the J Morgan Boulevard and Stroh Ranch intersection and with the planned development of Anthology and Hess Ranch, this area will see additional traffic. The roadway for J Morgan Boulevard will be a non-residential collector (3-lane) section with sidewalks and bike lanes. It will also connect to a private road extending from the Reata commercial development. The extension of J Morgan Boulevard will be a community enhancement that is driven by this regional development.

PROJECT BUDGET Year Actua l 2018 Projected 2019 Budgeted 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 TOTAL

Expenditures $ 83,828 131,700 200,000 2,500,000 $ 2,915,528

FUNDING SOURCES Public Improvements Fund Revenue; funds currently in escrow

IMPACT ON OPERATING COSTS As with any new roadway/bridge construction, the Town should anticipate long-term maintenance costs. Roadways are typically constructed with a 30-year design life assuming routine maintenance such as mill/ overlays are performed

IMPACT ON OTHER DEPARTMENTS None for 2020

TOWN STRATEGIC GOALS ACHIEVED Enhance Economic Vitality This project will complete the ultimate J Morgan/Stroh intersection and the extension of J Morgan to the south of Stroh Road that is needed to support the economic vitality of the area and the Reata development.

Promote a Safe and Healthy Community This project will result in improved infrastructure that is needed for a safe and effective transportation system including pedestrian travel with sidewalks and a bike lane.

Capital Budget

314

Town of Parker 2020 Annual Budget


PUBLIC IMPROVEMENTS FUND (con’t) Capital Project: J Morgan Boulevard Extension (con’t)

TOWN STRATEGIC GOALS ACHIEVED (CON’T) Develop a Visionary Community Through Balanced Growth This project will create the infrastructure that is needed to support the planned development in this area of the Town.

J Morgan Blvd Extension Vicinity Map Parker

Stroh Ranch

Rd

Motsenbocker Rd

Stroh Ranch Ch er

ry J Morgan Blvd

k ee

Cr

Village on the Green

Stroh Crossing (in development)

Stroh Rd

Proposed Phase 1 of J Morgan Blvd Extension

Reata West (in development)

Parker Town Boundary

Kinney

µ

0

1,000

Parker Town Boundary

2,000 Feet

Town of Parker 2020 Annual Budget

Creek

Parker Rd

Proposed Phase 2

315

Capital Budget


PUBLIC IMPROVEMENTS FUND (con’t) Capital Project: Sidewalk Gap Closures

DESCRIPTION This budget item provides funding to continue an ongoing program to close sidewalk gaps for pedestrian use and to increase access to adjacent areas.

PURPOSE/DISCUSSION The area currently identified for 2020 is the sidewalk adjacent to Hilltop Road between the Pine Hill Crossing development (at Pine Drive) and Tallman Drive. The program is reviewed on a semiannual basis.

PROJECT BUDGET Year Actua l 2018 Projected 2019 Budgeted 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 TOTAL

Expenditures $ 120,568 221,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 $ 1,341,568

FUNDING SOURCES Public Improvements Fund Revenue; FASTER funding received from the State of Colorado

IMPACT ON OPERATING COSTS As with any new sidewalk construction, long-term maintenance should be anticipated. Given typical use and proper initial construction, the sidewalk may need to be replaced in 30-years.

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community The elimination of sidewalk gaps in the community can promote a healthy lifestyle by promoting pedestrian use and access to our recreational amenities.

Enhance Economic Vitality This program’s effort will support the development of adjacent areas by eliminating sidewalk gaps which allows better accessibility.

Promote a Safe and Healthy Community This program’s effort will assist in providing a safe transportation network for the community by providing multimodal (pedestrian and/or bike) connectivity. In addition, sidewalk gaps at or near schools have been eliminated with this program.

Capital Budget

316

Town of Parker 2020 Annual Budget


PUBLIC IMPROVEMENTS FUND (con’t) Capital Project: Roadway Safety Enhancements

DESCRIPTION This budget item provides funding to increase the safety of roadways with the 2020 focus being on lighting at various intersections.

PURPOSE/DISCUSSION The Engineering/Public Works Department reviews roadway safety concerns/issues on a semiannual basis. This review is based on intersections lacking luminaires, sight distance concerns and the issues/complaints from the Town’s citizens and homeowner associations (HOA). This annual budget item allows the Town to be proactive, responsive and flexible in the application of these safety related funds. The plan for funding in 2020 is to address the lack of intersection lighting on several Town roadways such as Jordan Road.

PROJECT BUDGET Year Actua l 2018 Projected 2019 Budgeted 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 TOTAL

Expenditures $ 24,365 611,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 $ 1,635,365

FUNDING SOURCES Public Improvements Fund Revenue; FASTER funding received from the State of Colorado

IMPACT ON OPERATING COSTS Future budgetary impact depends on the type of safety enhancement undertaken. For example, a luminaire installed for lighting costs approximately $20 per month to provide. Some intersection safety improvements may have no long term costs (like trimming a tree) while some may have long-term costs. For example, a turn lane constructed at an intersection will likely result in additional pavement area and this additional pavement area has long-term maintenance costs.

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Promote a Safe and Healthy Community This program’s effort will assist in providing a safe transportation network for the community by providing funding to improve safety of the Town’s roadways. This funding allows for a proactive approach to safety.

Develop a Visionary Community Through Balanced Growth This program’s effort is part of the needed infrastructure to support the planned development of the Town. Even with good planning, there are sometimes additional infrastructure improvements that can support/improve safety. This funding supports well planned development and excellent infrastructure.

Town of Parker 2020 Annual Budget

317

Capital Budget


PUBLIC IMPROVEMENTS FUND (con’t) Capital Project: Parker Road Sidewalk Project

DESCRIPTION This budget item provides funding for the completion of a 10-foot wide multi-use sidewalk/trail adjacent to the west side of Parker Road between the Twenty Mile Road intersection to the Hess Road Intersection. The project will include a spur to the Cherry Creek Trail.

PURPOSE/DISCUSSION A large percentage of Parker Road (State Highway 83) within the Town’s incorporated boundary does not have adjacent sidewalk. This issue is something that will be a multi-year endeavor to address.

PROJECT BUDGET Year Actua l 2018 Projected 2019 Budgeted 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 TOTAL

Expenditures $ 726,088 170,000 2,000,000 2,000,000 2,000,000 $ 6,896,088

FUNDING SOURCES Public Improvements Fund Revenue with 50% anticipated to be received from State agencies

IMPACT ON OPERATING COSTS As with any new sidewalk construction, long-term maintenance should be anticipated. Given typical use and proper initial construction, the sidewalk may need to be replaced in 30-years.

IMPACT ON OTHER DEPARTMENTS The Parks Department will be responsible for snow removal in the section of sidewalk where the Town is the adjacent property owner.

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community The addition of a multi-use sidewalk/trail adjacent to Parker Road in the community can promote a healthy lifestyle by promoting pedestrian and bike use and will provide access to other recreational amenities like the Cherry Creek Trail.

Enhance Economic Vitality This project will provide a multi-modal (pedestrian and bike) connection and accessibility to the commercial development near the Parker Road/20-Mile Road/Hilltop Road intersection from the southern part of the Parker community that does not currently exist.

Promote a Safe and Healthy Community The addition of a multi-use sidewalk/trail adjacent to Parker Road will assist in providing a safe transportation network for the community by providing a multi-modal parallel route versus walking/biking on Parker Road. Capital Budget

318

Town of Parker 2020 Annual Budget


PUBLIC IMPROVEMENTS FUND (con’t) Capital Project: Parker Road Sidewalk Project (con’t)

TOWN STRATEGIC GOALS ACHIEVED (CON’T) Develop a Visionary Community Through Balanced Growth This program’s effort is part of the needed infrastructure to support the planned development of the Town.

Town of Parker 2020 Annual Budget

319

Capital Budget


PUBLIC IMPROVEMENTS FUND (con’t) Capital Project: Motsenbocker Road Widening South of Hess Road

DESCRIPTION This budget item provides funding for the widening of Motsenbocker Road south of Hess Road to the planned collector roadway section.

PURPOSE/DISCUSSION The Town improved Motsenbocker Road south of Hess Road in the late 1990s. At that time, a two-lane section was constructed south of Hess Road which become a four-lane section approximately one-quarter of a mile south of Hess Road due to the Stroh Ranch development access points. To address traffic due to the continued development on the south side of the Town and Douglas County, the widening of Motsenbocker Road to the planned collector roadway section south of Hess Road is needed to complete this planned roadway infrastructure.

PROJECT BUDGET Year Actua l 2018 Projected 2019 Budgeted 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 TOTAL

Expenditures $ 100,000 1,500,000 $ 1,600,000

FUNDING SOURCES Public Improvements Fund Revenue with potential reimbursement from future development

IMPACT ON OPERATING COSTS As with any new roadway/bridge construction, the Town should anticipate long-term maintenance costs. Roadways are typically constructed with a 30-year design life assuming routine maintenance such as mill/ overlays are performed.

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community The project would also eliminate a sidewalk gap on Motsenbocker Road south of Hess Road that would allow for multimodal (pedestrians & bikes) connection to Hess Road and the Cherry Creek trail that can promote a healthy lifestyle.

Enhance Economic Vitality This project will complete the planned collector roadway that is needed to support the economic vitality of the southern portion of the Town, specifically at this intersection. The Hess/ Motsenbocker area is zoned/planned for future commercial development.

Capital Budget

320

Town of Parker 2020 Annual Budget


PUBLIC IMPROVEMENTS FUND (con’t) Capital Project: Motsenbocker Road Widening South of Hess Road (con’t)

TOWN STRATEGIC GOALS ACHIEVED (CON’T) Develop a Visionary Community Through Balanced Growth This project will create the needed infrastructure to support the planned development of the southern portion of the Town of Parker.

Motsenbocker

Motsenbocker Road Widening Hess Rd to French Creek Ave Vicinity Map

D

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Rd

Horseshoe Ridge

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Cr

ow

n

Hess Rd

Hess Rd Oa

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C he

lch

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Extents of Road Widening Project

h Cr

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Creek

F r en c

Ave

Stroh Ranch Manzanita Motsenbocker Rd

Stroh Ranch Anthology

ys Ke

µ

0

400

er C

Stroh Ranch

reek Ave

800 Feet

Town of Parker 2020 Annual Budget

321

Capital Budget


PUBLIC IMPROVEMENTS FUND (con’t) Capital Project: North Parker Road Improvements

DESCRIPTION This budget item provides funding for the completion of the conceptual design of traffic operational improvements on Parker Road (State Highway 83) from Lincoln Avenue to Pine Lane and the construction of a multiuse trail/sidewalk on the east side Parker Road between the Baldwin Gulch trail and Pine Lane.

PURPOSE/DISCUSSION Proposed improvements include widening and/or connecting current acceleration/deceleration lanes on Parker Road in both the northbound and southbound directions. The proposed improvements at Pine Lane are consistent with the Parker Road master plan that is currently underway. The project will also include a multi-use trail/sidewalk on the east side of Parker Road to connect the Baldwin Gulch Trail and the Pine Lane intersection

PROJECT BUDGET Year Actua l 2018 Projected 2019 Budgeted 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 TOTAL

Expenditures $ 100,000 100,000 4,000,000 $ 4,200,000

FUNDING SOURCES Public Improvements Fund Revenue; funding from various Federal, State and County agencies.

IMPACT ON OPERATING COSTS As with any new roadway/sidewalk construction, the Town should anticipate long-term maintenance costs; however, it is currently anticipated that the roadway improvements will be owned/maintained by the Colorado Department of Transportation (CDOT) as they will be located on their right-of-way.

IMPACT ON OTHER DEPARTMENTS The Parks Department will be responsible for snow removal in the section of sidewalk where the Town is the adjacent property owner.

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community The addition of a multi-use sidewalk/trail adjacent to Parker Road in the community can promote a healthy lifestyle by promoting pedestrian use plus bike use and will provide access to our recreational amenities like the Cherry Creek Trail (via the Baldwin Gulch Trail).

Enhance Economic Vitality This project will complete traffic operation improvements on Parker Road to improve safety and to improve the traffic flow that is needed to support the economic vitality of the surrounding area.

Capital Budget

322

Town of Parker 2020 Annual Budget


PUBLIC IMPROVEMENTS FUND (con’t) Capital Project: North Parker Road Improvements (con’t)

TOWN STRATEGIC GOALS ACHIEVED (CON’T) Develop a Visionary Community Through Balanced Growth This project will create the needed infrastructure to support the planned development of the surrounding area and to relieve the current congestion at peak travel times.

P Æ

rR d

Crown Crest Blvd

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0.4 miles to E-470

Parker Road Operational Improvements Vicinity Map

Parker Adventist Hospital

Short-term improvements to be made to sidewalk until adjacent property develops

Convert fourth northbound lane at Pine Lane to through/right configuration Pine Ln

Pine Ln

Proposed multi-use trail / sidewalk from Pine Lane to Baldwin Gulch Trail 0.4 miles to Cherry Creek Trail

Multi-use trail / sidewalk to be constructed by pending development Pond erosa

Geometry improvements to eliminate "split phase" operations

Dr

Convert fourth northbound lane at Ponderosa Drive to through/right configuration Bal dwi n

Construct fourth southbound lane and improve intersection to through/right configuration

Gu lch ai Tr l

Twenty Mile Rd

Lincoln Ave Lincoln Ave

Extend southbound acceleration lane to approximately 550 feet south of Lincoln Avenue

d

250

500 Feet

Town of Parker 2020 Annual Budget

Parkglenn Way

323

Way

0

n Parkglen

Parker R

Dransfeldt Rd

µ

Capital Budget


PUBLIC IMPROVEMENTS FUND (con’t) Capital Project: Improvements at Southwest Corner of Parker Road and Mainstreet

DESCRIPTION This budget item provides funding to improve circulation at the southwest corner of the Mainstreet and Parker Road intersection.

PURPOSE/DISCUSSION This project consists of the following circulation improvements: • Addition of an eastbound Mainstreet right-hand turn lane to southbound Parker Road • Widening of southbound Parker Road for an acceleration/deceleration lane on to the threequarter movement into the Safeway/Hobby Lobby shopping center area.

PROJECT BUDGET Year Actua l 2018 Projected 2019 Budgeted 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 TOTAL

Expenditures $ 150,000 1,750,000 $ 1,900,000

FUNDING SOURCES Public Improvements Fund Revenue

IMPACT ON OPERATING COSTS As with any new roadway/bridge construction, the Town should anticipate long-term maintenance costs. Roadways are typically constructed with a 30-year design life assuming routine maintenance such as mill/overlays are performed. It is currently anticipated that the Parker Road improvements will be owned/maintained by the Colorado Department of Transportation (CDOT) as they will be located on their right-of-way (Parker Road) and the Town would maintain the Mainstreet improvements.

IMPACT ON OTHER DEPARTMENTS None.

TOWN STRATEGIC GOALS ACHIEVED Enhance Economic Vitality This project will complete intersection improvements at the Mainstreet & Parker Road intersection to improve the traffic flow that is needed to support the economic vitality of the surrounding area.

Promote a Safe and Healthy Community This project will assist in providing a safe transportation network for the community via traffic flow improvements at the Mainstreet and Parker Road intersection. This will result in an improved roadway and wider sidewalk that is needed for a safe and effective transportation system.

Develop a Visionary Community Through Balanced Growth This project will create the needed infrastructure to support the planned development of the surrounding area with excellent infrastructure.

Capital Budget

324

Town of Parker 2020 Annual Budget


PUBLIC IMPROVEMENTS FUND (con’t) Capital Project: Improvements at Southwest Corner of Parker Road/Mainstreet (con’t)

Crossr

oads D

Parker Rd

r

Southwest Corner Parker Road and Mainstreet Improvements Vicinity Map

O'Brien Park

eet

nstr

Mai

Mains

treet

Kneaders Bakery

Property with proposed redevelopment

Proposed turn lanes and sidewalk

McDonald's Safeway Center

d

Parker R

µ

0

100

200 Feet

Town of Parker 2020 Annual Budget

325

Capital Budget


PUBLIC IMPROVEMENTS FUND (con’t) Capital Project: Cottonwood Widening - Jordan Road to Cherry Creek

DESCRIPTION This budget item provides funding to widen Cottonwood Drive between Jordan Road and Cherry Creek to a four-lane (two-lanes each direction) arterial roadway section.

PURPOSE/DISCUSSION The Town constructed the original 2-lane Cottonwood Drive bridge over Cherry Creek in the mid-1980s. This 2-lane configuration over Cherry Creek has supported the adjacent development for over 30-years. With the development of areas west of Jordan Road and with the Cottonwood King Soopers redevelopment, this roadway and bridge must be expanded to handle the increased traffic.

PROJECT BUDGET Year Actua l 2018 Projected 2019 Budgeted 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 TOTAL

Expenditures $ 32,716 136,700 11,000,000 400,000 $ 11,569,416

FUNDING SOURCES Public Improvements Fund Revenue; $8 million from the Parker Authority for Reinvestment; various development payments in escrow and to be received.

IMPACT ON OPERATING COSTS As with any new roadway/bridge construction, the Town should anticipate long-term maintenance costs. Highway bridges are typically constructed with a 50-year design life assuming routine maintenance is performed. Roadways are typically constructed with a 30-year design life assuming routine maintenance such as mill/overlays are performed.

IMPACT ON OTHER DEPARTMENTS None.

TOWN STRATEGIC GOALS ACHIEVED Enhance Economic Vitality This project will complete the four-lane arterial roadway that is needed to support the economic vitality of the northern portion of the Town

Promote a Safe and Healthy Community This project will result in a transportation network that is needed for a safe and effective transportation system. It will also include the construction of new sidewalks on the south-side of Cottonwood Drive to improve pedestrian connectivity.

Develop a Visionary Community Through Balanced Growth This project will create the needed infrastructure crossing Cherry Creek that is needed to support the planned development of the northern portion of the Town.

Capital Budget

326

Town of Parker 2020 Annual Budget


PUBLIC IMPROVEMENTS FUND (con’t) Capital Project: Cottonwood Widening - Jordan Road to Cherry Creek (con’t)

Cottonwood Drive Widening Vicinity Map Pa rke

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Ch

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y d oo nw

ee

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Cr

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ay W

Cottonwood King Soopers

he ac Ap

Jordan

Cottonwood Dr

Rd

Plu me Dr

Intersection and Geometry Improvements

Costco

Cottonwood Drive Widening

0

47

E-

Pa

C rry

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Cr

E-470

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Jordan Rd

µ

Pine Ln 0

500

1,000 Feet

Town of Parker 2020 Annual Budget

327

Capital Budget


PUBLIC IMPROVEMENTS FUND (con’t) Capital Project: Parker Rd/Twenty Mile Rd/E-470 Mobility Improvements

DESCRIPTION This budget item provides funding for the completion of the conceptual design for potential improvements to the E-470/Parker Road (State Highway 83) off-ramp connection to Twenty Mile Road and improvements to southbound Parker Road between E-470 and Pine Lane.

PURPOSE/DISCUSSION Parker Road between Lincoln Avenue and Cottonwood Drive was improved by CDOT in the 1980s. The first phase of E-470 (west of Parker Road) was completed in the early 1990s and E-470 east of Parker Road was opened to traffic in the late 1990s. While there have been some intersection improvements since this roadway was originally constructed, the original three (3)lane section is still in use. There have been significant changes in traffic for this stretch of Parker Road since it was completed. Based on long-term traffic projections, there will be increasing traffic in the future.

PROJECT BUDGET Year Actua l 2018 Projected 2019 Budgeted 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 TOTAL

Expenditures $ 100,000 1,000,000 $ 1,100,000

FUNDING SOURCES Public Improvements Fund Revenue; potential for outside funding

IMPACT ON OPERATING COSTS As with any new roadway construction, the Town should anticipate long-term maintenance costs. Roadways are typically constructed with a 30-year design life assuming routine maintenance such as mill/ overlays are performed. It is currently anticipated that the improvements will be owned/maintained by the Colorado Department of Transportation (CDOT) as they will be located on their right-of-way. In addition, improvements on E-470 right-of-way would be anticipated to be maintained by E-470.

IMPACT ON OTHER DEPARTMENTS None.

TOWN STRATEGIC GOALS ACHIEVED Enhance Economic Vitality This project will look into options to complete traffic circulation improvements on Parker Road near E-470 and Pine Lane to improve safety and to enhance the traffic flow that is needed to support the economic vitality of the surrounding area.

Develop a Visionary Community Through Balanced Growth This project will create the needed infrastructure to support the planned development of the surrounding area.

Capital Budget

328

Town of Parker 2020 Annual Budget


PUBLIC IMPROVEMENTS FUND (con’t) Capital Project: Parker Rd/Twenty Mile Rd/E-470 Mobility Improvements (con’t)

Parker Road Operational Improvements Vicinity Map

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E-470 to Twenty Mile Rd and Pine Lane Intersection Detail

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Co

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47 E-

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47 E-

PWSD Facility

Cro

0

wn

Cr e st B

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Geometry and Intersection Improvements Construct Right Turn from E-470 Ramp to Twenty Mile Road

P Æ

Parker Adventist Hospital

Creek

Twenty Mile Rd

Pine Ln

Pine Ln

Par

Cherry

Convert Fourth Southbound Parker Road Lane to Through/Right ker Rd

µ

0

400

800 Feet

Town of Parker 2020 Annual Budget

329

Capital Budget


STORMWATER FUND 10-YEAR PLAN PRIOR YEAR ACTUAL 2018

DESCRIPTION REVENUES Charges for Services Net Investment Earnings Contributions Interest Income and Other Revenue Total Revenues Transfers In Transfers Out Less Non-Capital Expenditures Total Revenue available for Capital

$

CURRENT YEAR PROJECTED 2019

2,312,809 84,210 2,917 2,399,936 10,360 185,858 1,126,337 1,098,101

$

2,420,755 84,000 3,056,000 2,000 5,562,755 462,835 1,427,744 3,672,176

NEXT YEAR BUDGETED 2020

$

PROJECTIONS 2021 - 2029 (detail next page)

PROJECT TOTALS 2018 - 2029

2,511,300 80,000 440,000 3,031,300 471,033 1,557,597 1,002,670

11,608,806

EXPENDITURES Historical Projects Green Acres Tributary in Compark Improvements Newlin Gulch Crossing at East-West Trail Lemon Gulch and Tributary in Hess Improvements West Stroh Gulch in Anthology Improvements Newlin Gulch Sierra Middle School Pond Repair McCabe Meadows Schoolhouse Parking Lot Robinson Ranch Drainage Improvements Parkglenn Trickle Channel Subtotal Historical Projects New Capital Reinvestment in Existing Capital Cherry Creek at KOA Lemon Gulch Drainage Improvements Pine Gulch Dam Improvements Cherry Creek at Mainstreet Cherry Creek at Dransfeldt Extension Newlin Gulch at Lincoln/Recreation Dr Jordan Trib/Detention Pond Sediment Removal Happy Canyon Creek at Compark Cherry Creek at Lincoln Avenue Sulphur Gulch at Riva Ridge Cherry Creek Downstream of Lincoln Newlin Gulch at Mainstreet Sulphur Gulch at Canterberry Trail Tallman Tributary Cherry Creek Downstream of Newlin Gulch Oak Gulch Improvements Cherry Creek at E470 Sara Gulch Improvements Cherry Creek at Cottonwood Cottonwood Storm Infrastructure Subtotal Reinvestment in Existing Facilities

Capital Budget

200,000 128,328 109,229 30,461 27,603 495,621

478,747 7,410 383,939 300,000 21,673 8,850 60,000 4,397 1,265,016

-

-

478,747 7,410 383,939 300,000 200,000 150,001 118,079 60,000 30,461 32,000 1,760,637

-

-

-

-

-

250,000 250,000

150,000 1,786,000 1,936,000

680,000 600,000 50,000 1,330,000

200,000 1,400,000 2,000,000 1,300,000 350,000 1,200,000 1,700,000 780,000 1,450,000 725,000 580,000 300,000 950,000 650,000 1,450,000 350,000 1,700,000 500,000 17,585,000

1,080,000 2,386,000 250,000 1,400,000 2,000,000 1,300,000 350,000 1,200,000 1,700,000 780,000 1,450,000 725,000 580,000 300,000 950,000 650,000 1,450,000 350,000 1,700,000 500,000 21,101,000

-

-

-

-

-

330

Town of Parker 2020 Annual Budget


STORMWATER FUND 10-YEAR PLAN (con’t) PROJECTIONS: DETAIL BY YEAR

2021

2022

2023

2024

2025

2026

2027

2028

2029

1,052,804

1,105,444

1,160,716

1,218,752

1,279,689

1,343,674

1,410,857

1,481,400

1,555,470

-

-

-

-

-

-

-

-

-

Reinvestment in Existing Capital Cherry Cr-KOA Lemon Gulch Pine Gulch Dam 200,000 Cherry Cr-Mainst 150,000 Cherry Cr-Dransfeldt 500,000 Newlin-Linc/Rec 300,000 Jordan Sed Removal 350,000 Happy Canyon Crk Cherry Cr-Lincoln Sulphur Gulch-Riva Cherry Cr-Down Linc Newlin-Mainst Sulphur-Canterberry Tallman Trib Cherry Cr-Down New Oak Gulch Imp Cherry Cr-E470 Sara Gulch Imp Cherry Cr-Cotton Cottonwood Infra Subtotal 1,500,000

250,000 1,500,000 1,000,000 450,000 3,200,000

1,000,000 750,000 200,000 80,000 2,030,000

1,500,000 700,000 250,000 2,450,000

1,200,000 125,000 80,000 50,000 1,455,000

600,000 500,000 250,000 150,000 1,500,000

800,000 650,000 150,000 1,600,000

1,300,000 350,000 200,000 1,850,000

1,500,000 500,000 2,000,000

-

-

-

-

-

-

-

-

Revenue for Capital

New Capital

Facilities

-

Town of Parker 2020 Annual Budget

331

Capital Budget


STORMWATER FUND 10-YEAR PLAN (con’t) PRIOR YEAR ACTUAL 2018

DESCRIPTION Machinery, Equipment and Software General Machinery & Equipment F550 Pickup with Dump Bed Pipe Camera Excavator Brush Trimmer Attachment Excavator Swivel Bucket Future Projects Computer Equipment Subtotal Machinery, Equipment, Software Total Capital Expenditures Fund balance - January 1 (Use)/Accumulation of Surplus Funds Ending Available Resources - December 31

Capital Budget

$

CURRENT YEAR PROJECTED 2019

NEXT YEAR BUDGETED 2020

PROJECTIONS 2021 - 2029 (detail next page)

PROJECT TOTALS 2018 - 2029

49,287 49,287

6,500 6,500

125,000 11,000 10,000 146,000

-

49,287 125,000 11,000 10,000 6,500 201,787

794,908

3,207,516

1,476,000

17,585,000

23,063,424

4,538,699 303,194

4,841,893 464,660

5,306,553 (473,330)

4,841,893

$

332

5,306,553

$

4,833,223

Town of Parker 2020 Annual Budget


STORMWATER FUND 10-YEAR PLAN (con’t) PROJECTIONS: DETAIL BY YEAR

2021

Mach,Equip,Software General F550 Pickup Pipe Camera Exc Brush Trimmer Exc Swivel Bucket Future Projects Computer Subtotal Total Capital Exp. Fund balance - Jan 1 (Use)/Accum Ending Resources

2022

2023

2024

2025

2026

2027

2028

2029

-

-

-

-

-

-

-

-

-

1,500,000

3,200,000

2,030,000

2,450,000

1,455,000

1,500,000

1,600,000

1,850,000

2,000,000

$

4,833,223 $ 4,386,027 $ (447,197) (2,094,556)

2,291,470 $ 1,422,186 $ (869,284) (1,231,248)

$

4,386,027

1,422,186

$

2,291,470

$

Town of Parker 2020 Annual Budget

$

190,938

333

$

190,938 $ (175,311) 15,627

$

15,627 $ (156,326)

(140,699) $ (189,143)

(329,842) $ (368,600)

(698,442) (444,530)

(140,699) $

(329,842) $

(698,442) $ (1,142,971)

Capital Budget


STORMWATER FUND Capital Project: Cherry Creek Improvements at KOA

DESCRIPTION This project is located on a reach of Cherry Creek adjacent to the McCabe Meadows trailhead. A conceptual design was completed in 2018 and this budget item provides funding for the Town and Urban Drainage to move forward with final design and construction in 2019/2020.

PURPOSE/DISCUSSION The Town has worked with Urban Drainage to stabilize portions of Cherry Creek in the past and this project will continue to implement the master plan for the creek, thereby stabilizing the drainageway. This reach has experienced channel degradation causing bank erosion and lowering of the main channel. This will continue to cause high stresses on the exposed bare soil every time a high flow is conveyed through the channel. This reach also has a large pedestrian bridge crossing over Cherry Creek and the project will protect the bridge abutments to ensure stability in the future. The Town is mandated to provide a stormwater program that identifies major drainage deficiencies and commission capital improvement projects to maintain infrastructure. The Town is also mandated to have a floodplain management program and administer the regulatory floodplains throughout Town. This project will ensure the regulatory floodplain does not shift due to changes to Cherry Creek, thereby ensuring properties currently outside of the floodplain remain outside of the floodplain. Cherry Creek is also a regional major drainageway which conveys storm flows from the entire Town.

PROJECT BUDGET Year Actua l 2018 Projected 2019 Budgeted 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 TOTAL

Capital Budget

Expenditures $ 250,000 150,000 680,000 $ 1,080,000

FUNDING SOURCES Stormwater Fund Revenue with funding partners contributing the other half of the full cost.

IMPACT ON OPERATING COSTS None

IMPACT ON OTHER DEPARTMENTS None.

334

Town of Parker 2020 Annual Budget


STORMWATER FUND (con’t) Capital Project: Cherry Creek Improvements at KOA (con’t)

TOWN STRATEGIC GOALS ACHIEVED Promote a Safe and Healthy Community This project will stabilize Cherry Creek in the vicinity of the McCabe Meadows trailhead. The banks and bed of the creek are currently experiencing erosion threatening the trail crossing. Also, by stabilizing drainageways such as Cherry Creek, sediment releases downstream are controlled. This increases water quality in the creek as well as the Cherry Creek Reservoir.

Town of Parker 2020 Annual Budget

335

Capital Budget


STORMWATER FUND (con’t) Capital Project: Lemon Gulch at Meadowlark Drainage Improvements

DESCRIPTION Stabilization of Lemon Gulch occurred in 2019. This budget item provides funding for an adequate downstream tie-in drop structure to protect this overall project from instability of Lemon Gulch downstream of the original project.

PURPOSE/DISCUSSION The reach downstream has a high potential of impacting this project reach by causing erosion and undermining of the channel during high flows. This reach of Lemon Gulch is also located at the bottom of the Lemon Gulch watershed which requires additional considerations for protection due to the potential for high flows. This project will design and construct additional bank armoring due to the higher probability of large storm flows coupled with a narrow corridor. The Town is mandated to provide a stormwater program that identifies major drainage deficiencies and commission capital improvement projects to maintain infrastructure. The Town is also mandated to have a floodplain management program and administer the regulatory floodplains throughout Town. This project will change the regulatory floodplain by widening and shallowing the flow, thereby ensuring less potential for catastrophic damage through the corridor.

PROJECT BUDGET Year Actua l 2018 Projected 2019 Budgeted 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 TOTAL

Expenditures $ 1,786,000 600,000 $ 2,386,000

FUNDING SOURCES Stormwater Fund Revenue with anticipated contributions of approximately 1/3 of the 2020 cost.

IMPACT ON OPERATING COSTS This project is eligible for maintenance assistance by Urban Drainage, so future maintenance costs are minimal.

IMPACT ON OTHER DEPARTMENTS None.

TOWN STRATEGIC GOALS ACHIEVED Promote a Safe and Health Community By stabilizing Lemon Gulch, sediment releases downstream to Cherry Creek are drastically reduced. This increases water quality in Cherry Creek as well as the Cherry Creek Reservoir.

Capital Budget

336

Town of Parker 2020 Annual Budget


STORMWATER FUND (con’t) Capital Project: Pine Gulch Dam Improvements

DESCRIPTION This budget item provides funding for the design and construction of improvements to the Pine Gulch Dam located just outside of the Town limits north east of the intersection of Summerset Lane and Pine Drive.

PURPOSE/DISCUSSION The Pine Gulch Dam is a State jurisdictional high hazard dam located online to Pine Gulch within unincorporated Douglas County. The dam is located in close proximity to the Town limits and Pine Gulch conveys stormwater through the Town starting at Summerset Lane. Town stormwater infrastructure was designed and sized based on storm flows resulting from the Pine Gulch Dam remaining in place and operational. The Pine Gulch Dam infrastructure is in need of rehabilitation and Douglas County is planning a design and construction project to implement the improvements with financial support from the Town. Maintaining the structural integrity of the dam is mandated by the State of Colorado Department of Natural Resources Dam Safety Division.

PROJECT BUDGET Year Actua l 2018 Projected 2019 Budgeted 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 TOTAL

Expenditures $ 50,000 200,000 $ 250,000

FUNDING SOURCES Stormwater Fund Revenue

IMPACT ON OPERATING COSTS This project is located in Douglas County and the Town will have no maintenance responsibility.

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Promote a Safe and Healthy Community This project will provide design and construction of needed dam infrastructure rehabilitation to ensure the dam operates as originally designed. This ensures downstream Town infrastructure and buildings remain safe from potential flooding.

Town of Parker 2020 Annual Budget

337

Capital Budget


STORMWATER FUND (con’t) Capital Project: Pipe Inspection Camera

DESCRIPTION This budget item provides funding for the purchase of a pipe inspection camera and associated appurtenances.

PURPOSE/DISCUSSION The Town has over 113 miles of pipe (596,640 feet) and staff inspect approximately one-quarter of the pipe every year. Currently there is over 306,000 feet of storm pipe in Town under 36-inch diameter which is the size of pipe that is not man-accessible for inspection. Town staff enter manholes and/or inlets and inspect the pipe by what they can see with a flashlight. The current inspection method leaves nearly the entire length as not inspected and condition is unknown. The Town is mandated to have an inspection and maintenance program for stormwater infrastructure. The Town can contract this work out, however, the return on investment of this equipment is approximately one year, thereby, saving the Town the recurring inspection cost beyond year one. This equipment will allow the Town to fulfill this requirement in a more complete manner than the current practice

PROJECT BUDGET Year Actua l 2018 Projected 2019 Budgeted 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 TOTAL

Expenditures $ 125,000 $ 125,000

FUNDING SOURCES Stormwater Fund Revenue

IMPACT ON OPERATING COSTS Anticipated to be approximately $5,000 per year in maintenance costs.

IMPACT ON OTHER DEPARTMENTS None.

TOWN STRATEGIC GOALS ACHIEVED Promote a Safe and Health Community The pipe camera will allow Town crews to identify capacity issues with pipes due to sediment or any other foreign objects blocking flow which could result in backups and surface flooding. This will provide the Town an opportunity to find issues and clear blockages prior to heavy rainfall/ runoff events, thereby, keeping the public safe from unnecessary flooding.

Capital Budget

338

Town of Parker 2020 Annual Budget


STORMWATER FUND (con’t) Capital Project: Excavator Brush Trimmer Attachment

DESCRIPTION This budget item provides funding for the purchase of a mower deck attachment to the excavator the Stormwater Division currently owns.

PURPOSE/DISCUSSION The stormwater crew works in drainageways with steep banks directly adjacent to moving water. Vegetation management along the steep banks is very difficult in some situations and impossible in others. The crew currently uses loppers or chainsaws to cut thick vegetation, however, this is dangerous on steep slopes and consumes quite a bit more time than using a brush trimmer attachment. Utilizing the excavator’s reach with a brush trimmer attachment will allow the crew to maintain thick vegetation without attempting to keep their balance on steep slopes and operating hand held weed trimmers. This attachment also removes one additional step of chipping the material, thereby, making the maintenance activity more efficient.

PROJECT BUDGET Year Actua l 2018 Projected 2019 Budgeted 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 TOTAL

Expenditures $ 11,000 $ 11,000

FUNDING SOURCES Stormwater Fund Revenue

IMPACT ON OPERATING COSTS The brush trimmer attachment should have minimal maintenance costs such as inspected grease ports and sharpening cutting blades. This can all be done in-house with maintenance crews.

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Promote a Safe and Healthy Community The mower deck attachment will allow the crew to manage overgrown and thick vegetation along drainageways which generally also have recreation trails adjacent. This will allow trail users to see through the vegetation providing the security of knowing if wildlife or people are located off of the trail.

Support an Active Community People will use trails adjacent to drainage areas as long as they feel safe while recreating. Managing the vegetation provides a means to see all around when moving along the trails/paths.

Town of Parker 2020 Annual Budget

339

Capital Budget


STORMWATER FUND (con’t) Capital Project: Excavator Swivel Bucket

DESCRIPTION This budget item provides funding for the purchase of a swivel bucket to be used with an existing Town-owned excavator.

PURPOSE/DISCUSSION The stormwater crew uses the excavator to remove excess sediment from ditches and channels around Town. These areas fill in with sediment, cattails and willows which decrease the stormwater flow capacity. There are several areas where the excavator needs to dig sediment out from the side of the channel rather than head on. This creates vertical banks adjacent to the channel due to the nature of the setup of the excavator arm and bucket. A swivel bucket will allow the operator to dig the channel from the side and eliminate a vertical bank when done. This will allow the crew to operate more efficiently and maintain more length of ditch/channels in the same amount of time. Once the maintenance project is complete there will also be less clean up and repair of adjacent landscape areas.

PROJECT BUDGET Year Actua l 2018 Projected 2019 Budgeted 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 TOTAL

Expenditures $ 10,000 $ 10,000

FUNDING SOURCES Stormwater Fund Revenue

IMPACT ON OPERATING COSTS Maintenance costs are expected to be low based on available resources such as welding equipment the Town currently owns.

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Promote a Safe and Health Community The swivel bucket will allow the stormwater crews to more effectively maintain drainage facilities ensure properties and residents are adequately protected during flooding conditions.

Capital Budget

340

Town of Parker 2020 Annual Budget


Town of Parker 2020 Annual Budget

341

Capital Budget


FLEET SERVICES FUND 10-YEAR PLAN PRIOR YEAR ACTUAL 2018

DESCRIPTION REVENUES Charges for Services Net Investment Earnings Gain on Sale of Disposal of Asset Miscellaneous Total Revenues Transfers In Transfers Out Less Non-Capital Expenditures Total Revenue available for Capital

$

CURRENT YEAR PROJECTED 2019

2,018,962 7,431 153,609 6,733 2,186,735 8,633 722,514 1,472,854

$

2,577,603 10,000 1,750 4,000 2,593,353 923,687 1,669,666

NEXT YEAR BUDGETED 2020

$

PROJECTIONS 2021 - 2029 (detail next page)

PROJECT TOTALS 2018 - 2029

2,711,689 10,000 2,721,689 949,272 1,772,417

20,520,854

EXPENDITURES Historical Projects

-

-

-

-

-

New Capital

-

-

-

-

-

1,265,472 1,265,472

870,000 870,000

1,277,000 1,277,000

11,913,000 11,913,000

15,325,472 15,325,472

-

-

-

-

-

21,018 21,018

-

-

-

21,018 21,018

1,286,490

870,000

1,277,000

11,913,000

15,346,490

306,684 186,364

493,048 799,666

1,292,714 495,417

Reinvestment in Existing Capital Fleet Replacements Subtotal Reinvestment in Existing Facilities Machinery, Equipment and Software Tire Mount and Balance Machines Subtotal Machinery, Equipment, Software Total Capital Expenditures Fund balance - January 1 (Use)/Accumulation of Surplus Funds Ending Available Resources - December 31

Capital Budget

$

493,048

$

342

1,292,714

$

1,788,131

Town of Parker 2020 Annual Budget


FLEET SERVICES FUND 10-YEAR PLAN (con’t) PROJECTIONS: DETAIL BY YEAR

2021

2022

2023

2024

2025

2026

2027

2028

2029

1,861,038

1,954,090

2,051,794

2,154,384

2,262,103

2,375,208

2,493,969

2,618,667

2,749,601

-

-

-

-

-

-

-

-

-

Reinvestment in Existing Capital Fleet Replacement 1,108,000 Subtotal 1,108,000

1,389,000 1,389,000

1,470,000 1,470,000

1,747,000 1,747,000

1,122,000 1,122,000

1,074,000 1,074,000

1,093,000 1,093,000

1,375,000 1,375,000

1,535,000 1,535,000

Revenue for Capital

New Capital

Facilities

-

-

-

-

-

-

-

-

-

Mach,Equip,Software Tire Mount/Balance Subtotal

-

-

-

-

-

-

-

-

-

1,108,000

1,389,000

1,470,000

1,747,000

1,122,000

1,074,000

1,093,000

1,375,000

1,535,000

1,788,131 753,038

2,541,169 565,090

3,106,259 581,794

3,688,053 407,384

4,095,437 1,140,103

5,235,540 1,301,208

6,536,748 1,400,969

7,937,717 1,243,667

9,181,384 1,214,601

9,181,384

$ 10,395,985

Total Capital Exp. Fund balance - Jan 1 (Use)/Accum Ending Resources

$

2,541,169

$

3,106,259

$

3,688,053

Town of Parker 2020 Annual Budget

$

4,095,437

343

$

5,235,540

$

6,536,748

$

7,937,717

$

Capital Budget


FLEET SERVICES FUND Capital Project: Fleet Replacement

DESCRIPTION This budget items is an annual allocation of funds that is designed to address the ongoing replacement of equipment deemed at or past its useful serviceable life.

PURPOSE/DISCUSSION It is the policy of the Town to equip staff with the tools needed to provide services to our citizens in a professional, competent and safe manner. Among the biggest tools in accomplishing this task are vehicles and other fleet equipment (“Fleet Unit”). In addition, these items represent a substantial financial investment and must be handled in the most economic manner, both in their operation and in maximizing their disposal value. This policy recognizes that each Fleet Unit has a number of “lives”.

• Service life – amount of time a unit is capable of rendering service • Economic life – amount of time the unit’s average total cost is at a minimum • Technological life – amount of time the relative productivity of the unit is comparable to newer models

The following costs and other factors should be considered in determining Fleet Unit replacement recommendations.

• • • • • • •

Operation/maintenance costs Repair costs Parts availability Downtime Technological obsolescence Condition Safety

The following is a brief explanation of the rating criteria standards. • Age and mileage/hours – standards are based on the experience in the class of equipment and industry standards as recommended by the American Public Works Association (APWA), national averages and other cities, and intended to reflect the least cost and highest resale value to the Town. • Maintenance and repair costs – the standard will be based on the total of maintenance and repair costs as a percentage of the original purchase price. Accident and warranty repairs are not to be included in this calculation. • Reliability – the standard will be based on an acceptable level of downtime for the class of equipment. • Condition – a physical evaluation made for each vehicle that meets or exceeds the base standards for age, mileage and/or maintenance costs. The standard will be based on the cost of necessary repairs as a percentage of book value of the Fleet Unit.

Capital Budget

344

Town of Parker 2020 Annual Budget


FLEET SERVICES FUND (con’t) Capital Project: Fleet Replacement (con’t)

PROJECT BUDGET Year Actua l 2018 Projected 2019 Budgeted 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 TOTAL

Expenditures $ 1,265,472 870,000 1,277,000 1,108,000 1,389,000 1,470,000 1,747,000 1,122,000 1,074,000 1,093,000 1,375,000 1,535,000 $ 15,325,472

FUNDING SOURCES Fleet Services Fund Revenue

IMPACT ON OPERATING COSTS None. New equipment will have less maintenance costs while other aging equipment will require more maintenance.

IMPACT ON OTHER DEPARTMENTS All departments that operate equipment to perform services in the Town’s response to needs.

TOWN STRATEGIC GOALS ACHIEVED Promote a Safe and Healthy Community Equipment purchased supports multiple departments and their ability to serve the community. Examples include: police presence, snow removal and street maintenance, parks and open space maintenance, and traffic maintenance.

Enhance Economic Vitality Equipment replacement at the appropriate time provides for more efficient use of taxpayer funds, minimizing life cycle cost for the equipment and the impact of downtime.

Town of Parker 2020 Annual Budget

345

Capital Budget


TECHNOLOGY MANAGEMENT FUND 10-YEAR PLAN PRIOR YEAR ACTUAL 2018

DESCRIPTION REVENUES Charges for Services Net Investment Earnings Miscellaneous Total Revenues Transfers In Transfers Out Less Non-Capital Expenditures Total Revenue available for Capital

$

CURRENT YEAR PROJECTED 2019

3,109,988 $ 28,215 18,417 3,156,620 719,425 3,105,704 (668,509)

NEXT YEAR BUDGETED 2020

3,359,634 $ 24,000 3,966 3,387,600 3,439,629 (52,029)

PROJECTIONS 2021 - 2029 (detail next page)

PROJECT TOTALS 2018 - 2029

4,032,319 24,720 4,057,039 3,940,462 116,577

1,349,716

EXPENDITURES Historical Projects

-

-

-

-

-

New Capital

-

-

-

-

-

Reinvestment in Existing Capital

-

-

-

-

-

Facilities

-

-

-

-

-

Machinery, Equipment and Software Keyboard, Video, Mouse Replacements SDWAN project Firewall for SDWAN project Replace PD ONSSI Servers Contingency Future Projects Subtotal Machinery, Equipment, Software

-

153,200 20,220 6,000 179,420

85,000 100,000 185,000

85,000 2,610,212 2,695,212

153,200 20,220 6,000 170,000 100,000 2,610,212 3,059,632

Total Capital Expenditures

-

179,420

185,000

2,695,212

3,059,632

1,410,631 (231,449)

1,179,182 (68,423)

Fund balance - January 1 (Use)/Accumulation of Surplus Funds Ending Available Resources - December 31

Capital Budget

2,079,140 (668,509) $

1,410,631

$

346

1,179,182

$

1,110,759

Town of Parker 2020 Annual Budget


TECHNOLOGY MANAGEMENT FUND 10-YEAR PLAN (con’t) PROJECTIONS: DETAIL BY YEAR

2021

Revenue for Capital

2022

2023

2024

2025

2026

2027

2028

2029

122,406

128,526

134,952

141,700

148,785

156,224

164,036

172,237

180,849

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

Mach,Equip,Software Keyboard etc SDWAN project Firewall for SDWAN Replace PD ONSSI Contingency Future Projects Subtotal

485,500 485,500

627,714 627,714

555,714 555,714

384,714 384,714

85,000 73,714 158,714

260,714 260,714

100,714 100,714

60,714 60,714

60,714 60,714

Total Capital Exp.

485,500

627,714

555,714

384,714

158,714

260,714

100,714

60,714

60,714

1,110,759 (363,094)

747,665 (499,188)

248,477 (420,762)

(172,285) (243,014)

(415,298) (9,929)

(425,227) (104,490)

(529,717) 63,322

(466,396) 111,523

(354,872) 120,135

(172,285) $

(415,298) $

(425,227) $

(529,717) $

(466,396) $

(354,872) $

(234,737)

New Capital Reinvestment in Existing Capital Facilities

Fund balance - Jan 1 (Use)/Accum Ending Resources

$

747,665

$

248,477

$

Town of Parker 2020 Annual Budget

347

Capital Budget


TECHNOLOGY MANAGEMENT FUND Capital Project: Replace Police Department ONSSI Servers

DESCRIPTION This budget item provides funding for four new servers and storage at the Police Department.

PURPOSE/DISCUSSION There are a total of four servers that are six years old and do not meet our current hardware and storage requirements. Over the past few years we have added or upgraded cameras that have better video quality and with these upgrades, the videos are higher resolution and take up more storage space. As it stands today, we are only able to retain video for approximately twenty-four days of the requested ninety days. We have also seen an increase in the number of times the servers lock up and have to be rebooted, this causes monitoring of the facility to be impacted. To resolve these issues, new servers with increased storage capacity are required.

PROJECT BUDGET Year Actua l 2018 Projected 2019 Budgeted 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 TOTAL

Expenditures $ 85,000 85,000 $ 170,000

FUNDING SOURCES Technology Management Fund Revenue

IMPACT ON OPERATING COSTS Additional cost to existing contract to maintain security camera systems

IMPACT ON OTHER DEPARTMENTS Police Department

TOWN STRATEGIC GOALS ACHIEVED Promote a Safe and Health Community Video monitoring and retainage of the information is essential within a police department.

Capital Budget

348

Town of Parker 2020 Annual Budget


Town of Parker 2020 Annual Budget

349

Capital Budget


FACILITY SERVICES FUND 10-YEAR PLAN PRIOR YEAR ACTUAL 2018

DESCRIPTION REVENUES Charges for Services Net Investment Earnings Miscellaneous Total Revenues Transfers In Transfers Out Less Non-Capital Expenditures Total Revenue available for Capital

$

CURRENT YEAR PROJECTED 2019

1,002,956 2,042 6,282 1,011,280 998,531 12,749

$

1,091,019 2,200 1,575 1,094,794 1,035,473 59,321

NEXT YEAR BUDGETED 2020

$

PROJECTIONS 2021 - 2029 (detail next page)

PROJECT TOTALS 2018 - 2029

1,155,491 2,060 1,157,551 1,088,035 69,516

804,849

EXPENDITURES Historical Projects

-

-

-

-

-

New Capital

-

-

-

-

-

Reinvestment in Existing Capital

-

-

-

-

-

Facilities Townwide BAS Upgrade Subtotal Facilities

-

58,000 58,000

49,000 49,000

20,000 20,000

127,000 127,000

Machinery, Equipment and Software

-

-

-

-

-

Total Capital Expenditures

-

58,000

49,000

20,000

127,000

42,789 12,749

55,538 1,321

56,859 20,516

Fund balance - January 1 (Use)/Accumulation of Surplus Funds Ending Available Resources - December 31

Capital Budget

$

55,538

$

350

56,859

$

77,375

Town of Parker 2020 Annual Budget


FACILITY SERVICES FUND 10-YEAR PLAN (con’t) PROJECTIONS: DETAIL BY YEAR

2021

Revenue for Capital

2022

2023

2024

2025

2026

2027

2028

2029

72,992

76,641

80,473

84,497

88,722

93,158

97,816

102,707

107,842

-

-

-

-

-

-

-

-

-

Reinvestment in Existing Capital

-

-

-

-

-

-

-

-

Facilities Townwide BAS Subtotal

20,000 20,000

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

20,000

-

-

-

-

-

-

-

-

77,375 52,992

130,367 76,641

207,008 80,473

287,482 84,497

371,979 88,722

460,701 93,158

553,859 97,816

651,675 102,707

754,382 107,842

New Capital

Mach,Equip,Software Total Capital Exp. Fund balance - Jan 1 (Use)/Accum Ending Resources

$

130,367

$

207,008

$

287,482

Town of Parker 2020 Annual Budget

$

371,979

351

$

460,701

$

553,859

$

651,675

$

754,382

$

862,224

Capital Budget


FACILITY SERVICES FUND Capital Project: Townwide Building Automation System Upgrade

DESCRIPTION This budget item provides funding to complete a conversion of the multiple Building Automation System (BAS) platforms installed at Town facilities to one platform. The existing platforms are at the end-of-life cycle and upgrades will be required eventually due to support issues.

PURPOSE/DISCUSSION The existing BAS equipment hardware is reaching the end of its serviceability lifecycle of approximately 5 – 7 years. Currently Town facilities use two different platforms to provide Building Automation functions. The upgrade will include a user interface known as a Supervisor to allow remaining facilities to report to a single server. As the project continues to progress each facility will be transitioned in hardware and configuration to allow access via this new Supervisor solution.

PROJECT BUDGET Year Actua l 2018 Projected 2019 Budgeted 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 TOTAL

Expenditures $ 58,000 49,000 20,000 $ 127,000

FUNDING SOURCES Facility Services Fund Revenue

IMPACT ON OPERATING COSTS The Town’s current systems are somewhat proprietary in nature limiting the town to a few or one service provider to perform ongoing maintenance. This upgrade will place the Town in an open market related to the ongoing support and maintenance.

IMPACT ON OTHER DEPARTMENTS All departments

TOWN STRATEGIC GOALS ACHIEVED Promote a Safe and Health Community Space conditioning is one of the key factors in providing a healthy work environment for employees. This project focuses on maintaining the building systems to provide efficient space conditions.

Capital Budget

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APPENDIX


PRINCIPAL SALES AND USE TAX PAYERS TOWN OF PARKER, COLORADO Principal Sales and Use Tax Payers Last Ten Years TYPE OF INDUSTRY

2008

2009

2010

2011

2012

2013

2014

2015

2016

2017

2018

$ 11,331,992

$ 12,477,140

$ 12,366,466

$ 13,355,597

$ 15,225,597

$ 16,299,120

$ 17,332,923

$ 18,185,261

$ 18,913,823

$ 19,710,475

$ 20,842,083

Aggregate all other filers

12,572,258

11,941,760

12,609,405

12,986,281

13,637,174

14,682,794

15,820,918

18,116,284

19,858,597

21,497,757

22,797,658

Total sales taxes

23,904,250

24,418,900

24,975,871

26,341,878

28,862,771

30,981,914

33,153,841

36,301,545

38,772,420

41,208,232

43,639,741

Aggregate top ten filers

Top ten filers as a percentage of total sales tax

47.41%

51.10%

49.51%

50.70%

52.75%

52.61%

52.28%

50.10%

48.78%

47.83%

47.76%

2018 Top ten filers in alphabetical order: Costco Wholesale #1022, Dillon Companies Inc 75, Dillon Companies Inc 88, Dillon Companies Inc 126, Douglas County, Intermountain Rural Electric Association, Lowe's Home Centers LLC, Target Corporation, The Home Depot USA Inc, Walmart Stores Inc Source: Town of Parker Finance department

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OPERATING INDICATORS BY FUNCTION TOWN OF PARKER, COLORADO Operating Indicators by Function Last Ten Years 2010

2011

2012

2013

2014

2015

2016

2017

2018

112 $32,509,630 7 $ 1,295,564 466 $36,123,583

183 $55,076,498 7 $ 1,338,620 416 $25,251,892

381 $ 119,581,591 38 $ 7,420,142 515 $ 19,139,318

332 $ 117,231,450 $ 628 $ 27,232,684

347 $ 119,630,934 9 $ 34,373,298 637 $ 88,644,852

312 $ 106,788,354 23 $ 49,091,908 489 $ 56,552,496

291 $ 104,587,047 39 $ 46,291,379 779 $ 74,862,413

421 $ 154,363,845 19 $ 48,540,272 1,024 $ 56,268,320

381 $ 142,150,155 44 $ 61,744,162 952 $ 86,277,189

General Government

Building Permits: Single-family residential units Valuation Multi-family residential units Valuation Total commercial new, remodel and other Valuation

Tax and Licensing: Business licenses issued

458

333

749

631

487

492

482

519

552

63,995 4,379

58,009 4,431

60,084 5,325

65,122 5,218

65,987 5,696

68,577 5,813

73,133 5,183

85,894 6,097

89,417 6,061

14,490

16,061

34,622

27,238

25,170

29,015

27,707

33,972

40,658

12

6

1

2

2

4

0

3

5

Public Safety

Police: Calls for service * Total charges *

Building Inspection: Total building inspections Highways and Streets

Streets: New roadway additions (miles) Parks and Recreation

Recreation: Adult sports leagues Youth sports leagues Adult league attendance Youth league attendance

7 15 5,874 8,813

8 17 5,556 8,438

8 17 6,584 9,360

8 23 6,036 10,576

8 24 5,183 11,083

7 26 5,306 10,047

28 30 5,997 10,442

28 34 6,116 10,474

28 34 6,500 10,500

* Parker Police Department reports incidents based on the National Incident Based Reporting System. The totals shown are based on charges, not the number of incidents that occurred. It is possible, even likely, that an incident had more than one Colorado State Statute or Municipal charge associated with it. Crime Statistics are by nature dynamic, which allows for additions, deletions and modifications at any time. Source: Various Town of Parker departments.

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CAPITAL ASSETS BY FUNCTION TOWN OF PARKER, COLORADO Capital Assets by Function and Program Last Ten Years 2009

2010

2011

2012

2013

2014

2015

2016

2017

2018

General government Town hall Other office buildings

1 1

1 1

1 1

1 1

1 1

1 1

1 2

1 2

1 2

1 2

Public safety Police station

1

1

1

1

1

1

1

1

1

1

1 159

1 171

1 177

1 178

1 180

1 182

2 184

2 187

2 189

2 194

1 1 1 1 1

1 1 1 1 1

1 1 1 1 1 1

1 1 1 1 1 1

1 1 1 1 1 1

1 1 1 1 1 1

1 1 1 1 1 1

1 1 1 1 1 1

1 1 1 1 1 1

1 1 1 1 1 1

2 11

2 11

1 11

1 11

1 12

1 13

2 14

2 14

2 14

2 14

Public works Facilities Miles of roadway Parks, culture and recreation Ruth Chapel Schoolhouse (formerly Mainstreet Center) PACE Center Recreation Center with indoor pool Fieldhouse Outdoor pool Parks Regional Local Source: Town of Parker

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DEMOGRAPHIC AND ECONOMIC INFORMATION TOWN OF PARKER, COLORADO Demographic and Economic Information Last Ten Years 2009 Area in square miles

2010

20.50

Housing units

20.50

16,508

Population

2011

2012

20.80

16,620

2013

21.20

2014

21.20

21.28

2015 21.54

2016 21.78

2017 21.82

2018 22.20

16,731

17,133

17,451

17,798

18,752

19,011

19,810

19,949

45,758

46,919

47,823

48,789

50,677

51,023

51,715

53,428

45,259

45,297

2.85

2.85

2.84

2.84

2.84

2.84

2.80

2.68

2.61

2.68

Median age

35.40

36.60

36.10

35.80

34.40

34.70

34.90

34.60

34.62

35.00

High school graduates - persons age 25+

97.0%

97.0%

97.1%

97.2%

97.5%

97.4%

97.7%

97.7%

97.8%

97.4%

Bachelor's degree or higher - persons age 25+

45.3%

45.3%

46.9%

47.5%

48.5%

50.2%

53.5%

52.6%

53.7%

54.0%

5.0%

5.2%

6.3%

5.9%

5.0%

3.6%

2.7%

2.1%

2.4%

2.3%

Average persons per household

Unemployment rate Median household income

$

87,098

$

88,644

$

92,917

$

95,618

$

96,772

$

98,170

$ 100,469

$ 101,969

$ 110,534

$ 111,749

Source: Town of Parker, Douglas County, Nielsen Claritas Site Reports, Bureau of Economic Analysis.

Town of Parker 2020 Annual Budget

357 Appendix


BUDGET ORDINANCE

Appendix 358

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BUDGET ORDINANCE (con’t)

Town of Parker 2020 Annual Budget

359 Appendix


BUDGET ORDINANCE (con’t)

continued...

Appendix 360

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BUDGET ORDINANCE (con’t)

continued...

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361 Appendix


BUDGET ORDINANCE (con’t)

Appendix 362

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MILL LEVY SECTION ORDINANCE TITLE

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363 Appendix


SECTION MILL LEVY TITLE ORDINANCE (con’t)

Appendix 364

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MILL LEVY ORDINANCE (con’t)

Town of Parker 2020 Annual Budget

365 Appendix


TOWN STRATEGIC PLAN

Strategic Plan

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TOWN STRATEGIC PLAN (con’t)

Introduction The purpose of developing this Strategic Plan is to outline how the Town of Parker can best serve its residents in the future. To accomplish this, we first had to examine the Town’s current goals and determine if they were being achieved. Although our original goals were sufficient in previous years, they no longer provided adequate direction for a growing town with a variety of services and programs. Crafting a full-length strategic plan developed after we began to determine new goals and put our departments’ implicit goals into tangible ideas. This plan outlines our progress and presents our redesigned strategic goals in a format we hope is easy to understand. The plan also debuts a new vision and mission statement. This Strategic Plan will serve as a guide for the Town and also aligns with the Town’s master plan. Although it does not outline specific projects or programs, the plan includes the critical strategies necessary to successfully reach our goals. This singular, guiding document will connect the goals and initiatives of each of our individual departments into a unified vision for our community. Thank you for reading this document. We hope it will be a useful tool that will allow our community and organization to collaborate on our shared vision for the future of Parker.

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TOWN STRATEGIC PLAN (con’t)

Table of Contents Mission – Vision – Values . . . . . . . . . . . . . . . . . . . . . . .4

Parker Principles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5

Strategic Goal: Support an Active Community. . . . . . . . . . . . . . . . . .6

Strategic Goal: Foster Community Creativity and Engagement . . . . . . . . . . . . . . . . . . . . . . . . . . . . .7

Strategic Goal: Enhance Economic Vitality . . . . . . . . . . . . . . . . . . . .8

Strategic Goal: Promote a Safe and Healthy Community. . . . . . . . . .9

Strategic Goal: Innovate with Collaborative Governance . . . . . . . 10

Strategic Goal: Develop a Visionary Community Through Balanced Growth . . . . . . . . . . . . . . . . . . . .11

Strategic Goals and Objectives Matrix. . . . . . . . . . . . . . . . . . . . . . . 12-17

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Mission – Vision – Values Mission: The mission of the Town of Parker is to enrich the lives of residents by providing exceptional services, engaging community resources and furthering an authentic hometown feel. We promote transparent governing, support sustainable development, and foster a strong, local economy.

Vision: The Town of Parker’s vision is to be the pre-eminent destination community of the Denver Metro area for innovative services with a hometown feel. We will be an area leader in economic and community development, and strive to be at the forefront for services, civic engagement, and quality of life.

Values: Integrity – Commitment to Quality Service – Innovation – Teamwork

Strategic Goals

Core Values

These strategic goals represent a combination of organizational and town-wide goals for our community. They include strategic objectives for each department and are represented by icons and descriptions.

Integrity We embrace a culture of honor and trustworthiness, and exhibit conduct that inspires public confidence. We manage the Town’s business honestly and directly. We honor our commitments and promises, and work to be reliable, dependable and accountable for our actions. We learn from our mistakes.

Support an Active Community

Foster Community Creativity and Engagement

Enhance Economic Vitality

Promote a Safe and Healthy Community

Innovate with Collaborative Governance Develop a Visionary Community Through Balanced Growth

Commitment to Quality Service We treat each customer with professional courtesy, warmth and friendliness, and create a hometown feeling in our facilities and our community. We focus on problem solving by listening empathetically while responding promptly and fairly. We serve our customers efficiently and knowledgeably, and strive to meet or exceed the expectations of our customers. We treat all coworkers as customers. Innovation We create a proactive, empowering environment and embrace the challenge of change. We encourage and develop creative ideas in all areas of the Town. We transform innovative ideas into reality. Teamwork We communicate openly, honestly and frequently with all members of our team. We demonstrate fairness, compassion and consistency in our interactions with others. We recognize the value of all members of our organization. We form partnerships with the community and listen to and respect the ideas and concerns of others. We enable team members to strike a healthy work and life balance.

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TOWN STRATEGIC PLAN (con’t)

Parker Principles The Parker Town Council readopted the Town of Parker Principles in 2011 and asked all employees to incorporate them into the management philosophy and operational protocols of the organization. The principals were developed jointly between Town Council and executive staff. They represent the basic philosophies and guidelines for how the Town Council and Town staff will conduct their business and activities. To assist Town Council in performing its mission, the following “Parker Principles” have been adopted: • We carry out our duties to enhance the health, safety and welfare of our community through responsible policy, fiscal decision-making and effective implementation of decisions. • We strive to achieve a hometown feeling by creating a friendly environment that welcomes diverse groups and interests in our community. • We acknowledge that the roles and expertise of the Town Council and Town staff are mutually dependent on each other for achieving our goals.

• We abide by the Town goals and core values to guide our decisions and activities. • We strive to treat people equally and fairly, and to acknowledge the importance of every person’s skills and contributions to our organization. • We conduct the Town’s business with honesty, integrity, transparency and consistency. • We hold ourselves accountable for making well-informed decisions, based on relevant information and the consideration of short-term and long-term effects. • We communicate openly and honestly by sharing information, ideas and knowledge in order to do our work effectively. • We recognize the value of all members of our organization and community by treating them with empathy, respect, professional courtesy, and by considering diverse opinions.

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TOWN STRATEGIC PLAN (con’t)

Support an Active Community Parker will demonstrate our commitment to the health of our community, both indoors and out by providing access to outstanding parks, trails and recreation amenities and activities. We promote a healthy lifestyle and work to meet the needs of a diverse, multigenerational community. Parker’s parks and recreational opportunities are often ranked among our community’s most valuable assets. Parker is home to state-of-the-art recreational facilities and parks. In 2015, the Parker Recreation Center underwent a 30,000 square foot expansion and major renovation in response to increased demand. Acting as partners in community wellness, we support lifelong recreation opportunities and amenities both indoors and out. These include fitness activities, multiuse trails and open space. Fitness opportunities were ranked as the third most positively viewed aspect of our community in the 2015 Citizen Survey. We strive to be an area leader not only through our recreational amenities, but through our support of an active and connected community. We work to provide easy and affordable access to a variety of recreational opportunities, and we include our residents in our decision making and planning.

Through regional partnerships, we maintain and develop multiuse trails and open spaces, which continue to be a priority for our residents. We support the development of bike lanes to allow for alternative modes of transportation. Our neighborhoods are walkable and accessible which contributes to our goal of being a connected, active community. Developing aesthetically pleasing and interactive parks is a priority for the Town. We support ecologically efficient practices for the protection of a healthy, local ecosystem Using well planned engineering and design, we work to minimize environmental degradation through the sustainable maintenance and development of our parks and open spaces.

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TOWN STRATEGIC PLAN (con’t)

Foster Community Creativity and Engagement Parker will stimulate community creativity and engagement through high-quality cultural and educational programs and amenities. These will include family-friendly community events, accessible cultural venues, state-of-the-art facilities and innovative lifelong learning opportunities, all of which are vital to a creative community. History, arts and culture are significant contributors to Parker’s hometown feel. Parker embraces community creativity and encourages our residents to be active partners in the cultural arts and enrichment opportunities offered here. In 2015, Parker Arts hosted over 2,000 cultural events at the PACE Center and The Schoolhouse. Our residents love to create, explore and participate in community activities, and cultural events ranked among the top five most highlyrated Town services in our recent Citizen Survey. Our Town’s history provides a foundation for our community and establishes Parker’s unique cultural heritage. World-class cultural amenities feature local groups as well as national and international performers. Our art galleries showcase emerging and professional artists, and our diversity of public art helps create a distinct sense of place. Our community has access to a rich mix of literary and learning opportunities. Our cultural and recreation opportunities continue to keep our residents engaged in creative experiences, but also work to gain interest in the Town from around the state and nation.

Parker Arts frequently offers free concerts and events on the PACE Patio and in O’Brien Park featuring local, popular bands and world music. Our cultural education opportunities also continue to expand, with over 400 classes each year serving more than 3,700 youth and adults. Offering a positive environment for creativity and engagement is a priority for the Town as a way to create a strong, connected community. This goal is also present in our continuing efforts to engage residents in our future planning and design decisions, and supports open communication and positive dialogue with our residents. Listening to our community members through citizen surveys, digital engagement, participation in public meetings and representation on our volunteer boards and commissions allows us to better understand the needs of our community.

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TOWN STRATEGIC PLAN (con’t)

Enhance Economic Vitality Parker will be an area leader for economic growth by supporting the development of thriving businesses and industry. We will play a critical role in shaping quality of life, creating a sense of place, and providing fiscal stability for the community.

Parker is a great place to shop, eat and connect, and our goal is to continue to create and enhance a healthy economic environment in Parker. We support our business community and provide them with tools for success, and safeguard necessary commerce infrastructure. Parker’s continued economic health allows us to provide exceptional services and amenities for our residents. The Town works to attract quality businesses and employers to keep our hometown feel intact. A healthy economy contributes to Parker’s high quality of life and provides local employment opportunities. In 2010, an estimated 17,074 jobs existed in the Town, and current projections predict 27,500 jobs in the community by 2035. Diverse job creation, talent management and entrepreneurial support are reflected in our community values and are a focus of our economic development efforts. Parker encourages sustainable business practices and collaborates with area businesses to promote an atmosphere of growth and prosperity. By partnering with area stakeholders including the Chamber of Commerce, the Downtown Business Alliance and others, Parker works as an advocate for the business community.

The addition of more than 250,000 square feet of new commercial space has diversified and strengthened the economic base of our community. Parker’s designation as an Enterprise Zone, located in the heart of our community’s commercial/industrial corridor, provides businesses with new tax incentives aimed at adding primary employment or capital improvements. We foster community development through positive business relationships and advocacy efforts. Redevelopment and area improvement strategies support our business community and attract critical investment opportunities. Through the Parker Authority for Reinvestment (PAR), the Town is able to provide additional incentives for the redevelopment of older, blighted sections of the community. PAR assistance is a valuable tool in attracting private sector investment and encouraging efficient and attractive redevelopment of existing commercial sites.

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TOWN STRATEGIC PLAN (con’t)

Promote a Safe and Healthy Community Parker will promote the public health and safety of our community by protecting our residents’ welfare through prevention services and a safe transportation network. Parker fosters a feeling of personal safety and security through a visible, responsive public safety presence and a proactive focus on prevention, intervention and safety education. Parker is a regional leader for safety prevention and education, and has gained national attention for proactive programs focused on the safety and health of our community. We support a stable and connected community by ensuring the safety and well-being of our residents. Having a hometown feel means that our community looks out for one another as neighbors, which is a quality Parker will maintain even as it expands its boundaries. Risk mitigation and management are top priorities for Parker, as well as community preparedness and resiliency. We provide proactive educational programs and serve as an active partner in crime prevention. Acting as a regional model for emergency preparedness, Parker provides critical training opportunities that allow our residents to be active partners in their community’s safety and health. The Town protects the integrity of our neighborhoods through active community policing and minimizing the impact of hazards through code enforcement.

Parker works to maintain critical infrastructure and reliability of services in the event of an emergency, including keeping our residents informed and our services running. Parker ensures the stability of our streets and stormwater engineering to protect the well-being of our roads and neighborhoods. We optimize the efficiency of our traffic signals and signs to help support stable infrastructure. We are committed to providing a reliable day-to-day transportation network for business and residents. Additionally, we support a well-educated and highly-trained public health and safety team, including risk management, stormwater, snow removal and law enforcement. The Town protects our residents through responsible infrastructure development and planning, and proactively educates our staff and community.

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TOWN STRATEGIC PLAN (con’t)

Innovate with Collaborative Governance Parker will support transparency, accountability, and fiscal sustainability by using innovative techniques to optimize performance. We engage in regional relationships and governing partnerships, including our education, fire, water providers and governmental agencies. Parker employs a high quality, dedicated workforce to support these goals. Innovative techniques allow us to bring forth new ideas to our community and work together to solve regional problems. Parker continually researches new techniques to find the best strategies for effective service delivery. We continue to evaluate our services for efficiency. New performance tools and innovative budgeting techniques are the result of successful collaborations with staff and area partners. These tools give us perspective on our progress and feedback on how we can continually improve. Our departments innovate together to provide the highest quality services for our community. Working as a team allows for the best sharing of information and lets us to jointly guide critical decisions, as well as provide effective and timely responses to our customers. We actively partner with our community to ensure we are meeting their needs

efficiently. Positive relationships with our surrounding communities and regional leaders are important building blocks for effective governing. We promote the research and development of innovative tools with which to serve our residents and stakeholders. We are committed to continual evaluation and improvement of our services. We promote a responsive, transparent governing structure to support these goals and encourage active public engagement, response and feedback.

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TOWN STRATEGIC PLAN (con’t)

Develop a Visionary Community Through Balanced Growth Parker will demonstrate our commitment to balanced growth, community development and infrastructure using a visionary plan for a sustainable future. We support a healthy, future-focused community with exceptional services and a hometown feel. Parker supports wellplanned development and excellent infrastructure.

Under the guidance of community feedback and the master plan, our goal is to keep our community thriving for generations to come. This is achieved through conscientious development, enhanced services and investing wisely in Parker’s future. This goal outlines our focus on the longterm well being of our community. As members of this community, we too have a stake in keeping the Town of Parker great for future generations. We take pride in making this the best place to live in Colorado, and work to make the necessary investments in the people and infrastructure needed to reach this goal. Using a future focus, we preserve the integrity of the Town’s historical elements by utilizing smart and sustainable planning that preserves our hometown feel. Designing and implementing sustainable transportation and infrastructure helps address both current and future needs of our community. We regularly assess the effectiveness and efficiency of our services through budgetfocused evaluations.

Developing a visionary community also means creating stability in our growth and safeguarding the long-term health of our Town. This requires balancing the Town’s growth to protect our close-knit community and hometown atmosphere. Our strategic planning initiatives and business planning efforts allow us to evaluate our organizational goals and match them with the needs of our community. To improve service delivery we develop and implement innovative performance measures, both for our employees and our services. These goals span from the professional development of employees, to the progress of a department, to identifying Town-wide priorities for the future. Developing the Town’s strategic initiatives is critical to a successful future, and we will review our strategic priorities over time to ensure they remain appropriate for Parker’s needs.

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Town of Parker Mission, Vision & Values

Mission The mission of the Town of Parker is to enrich the lives of residents by providing exceptional services, engaging community resources and furthering an authentic hometown feel. We promote transparent governing, support sustainable development, and foster a strong, local economy.

Vision

Strategic Plan Summary Strategic Goal Support an Active Community Parker will demonstrate our commitment to the health of our community, both indoors and out by providing access to outstanding parks, trails and recreation amenities and activities. We promote a healthy lifestyle and work to meet the needs of a diverse, multigenerational community.

The Town of Parker’s vision is to be the pre-eminent destination community of the Denver Metro area for innovative services with a hometown feel. We will be an area leader in economic and community development, and strive to be at the forefront for services, civic engagement, and quality of life.

Values

 Integrity  Quality Service  Innovation  Teamwork

Strategic Objectives • Provide a variety of opportunities and experiences for all of our users regardless of range of abilities, physical and economic resources, specialized needs and geographic access. • Provide superior programs, facilities and natural amenities for our community. Create innovative programs, facility and public space designs, ensure a safe and secure environment and provide an atmosphere that consistently promotes health, fitness, enrichment and inclusion. • Construct new trails, sidewalks and bike lanes to promote community activity and accessibility, and develop downtown Parker as a pedestrian-friendly destination for all ages.

• Maintain active and visually appealing parks and open spaces for public use and recreation. • Effectively manage building development and expansion projects to support the needs of a growing, active community. • Steward our parks and open spaces for long-term sustainability and environmental conservation. • Explore opportunities for public-private partnerships to leverage resources and expand recreational opportunities for our community.

• Plan for residential growth and development that is supported by an expanded system of parks, recreation facilities and open space. • Encourage active lifestyles by planning for mixed-use development that is walkable and bike friendly, linking residential neighborhoods to parks, trails and open space and promoting alternatives to driving. • Support our active community by designing and implementing strategic marketing initiatives to increase awareness and patronage of parks and recreation facilities and programs. • Utilize our cultural facilities to present and promote recreational activities for children and adults. • Preserve residential quality of life and meet the needs of an increasingly diverse, multigenerational community by incorporating consideration for public health and safety into planning, zoning, site plan and urban design. Town of Parker Strategic Plan | 12

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TOWN STRATEGIC PLAN (con’t)

Town of Parker Mission, Vision & Values

Mission The mission of the Town of Parker is to enrich the lives of residents by providing exceptional services, engaging community resources and furthering an authentic hometown feel. We promote transparent governing, support sustainable development, and foster a strong, local economy.

Vision The Town of Parker’s vision is to be the pre-eminent destination community of the Denver Metro area for innovative services with a hometown feel. We will be an area leader in economic and community development, and strive to be at the forefront for services, civic engagement, and quality of life.

Values

 Integrity  Quality Service  Innovation

Strategic Plan Summary Strategic Goal Foster Community Creativity and Engagement Parker will stimulate community creativity and engagement through high-quality cultural and educational programs and amenities. These will include family-friendly community events, accessible cultural venues, state-of-the-art public libraries and innovative lifelong learning opportunities, all of which are vital to a creative community.

Strategic Objectives • Prioritize community involvement and public input through emphasis on civic engagement, continuous dialogue with residents, actively seeking public input on community development issues, and a multi-faceted approach to information distribution. • Provide innovative, engaging and relevant arts, culture, science and entertainment experiences to advance cultural enrichment. • Promote and support a variety of community events, entertainment venues and dining opportunities that connect the community and provide for a positive environment. • Provide welcoming and interactive community gathering places.

• Design and manage our programs and amenities to be both flexible and attainable with the goal of providing affordable, accessible opportunities that respond to the diverse needs of our community. • Preserve and promote Parker’s history and heritage, and facilitate the adaptive reuse of historic properties. • Seek the development of a creative commons or marketplaces linking major institutions with local organizations, businesses and individuals. • Promote community engagement by providing and publicizing opportunities for community involvement, participation and feedback.

• Evaluate and grow our volunteer programs to expand opportunities for members of the public to dynamically engage with our departments. • Provide lifelong learning and cultural enrichment opportunities in the arts and sciences for all ages, including cultural enrichment opportunities for students in our public facilities and schools. • Develop relationships with community members through special functions, programs, education and interactive public relations messaging.

 Teamwork • Ensure access to quality education, technical training and information resources. • Through education, communication and community input, we strive for transparency, honesty and responsiveness. • Foster the development of our creative district, and support the emergence of active, knowledgebased uses. Partner to establish places for artistic, commercial and social collaboration. Town of Parker Strategic Plan | 13

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TOWN STRATEGIC PLAN (con’t)

Town of Parker Mission, Vision & Values

Mission The mission of the Town of Parker is to enrich the lives of residents by providing exceptional services, engaging community resources and furthering an authentic hometown feel. We promote transparent governing, support sustainable development, and foster a strong, local economy.

Strategic Plan Summary Strategic Goal Enhance Economic Vitality Parker will be an area leader for economic growth by supporting the development of thriving businesses and industry. We will play a critical role in shaping quality of life, creating a sense of place, and providing fiscal stability for the community.

Vision The Town of Parker’s vision is to be the pre-eminent destination community of the Denver Metro area for innovative services with a hometown feel. We will be an area leader in economic and community development, and strive to be at the forefront for services, civic engagement, and quality of life.

Values

 Integrity  Quality Service  Innovation  Teamwork

Strategic Objectives • Create an environment to help small businesses thrive through strategic partnerships, programs and educational opportunities. • Retain and strengthen Parker’s existing businesses by creating a supportive business environment through outreach campaigns and enhanced strategic relationships. • Attract quality businesses and jobs to continue to diversify the Town’s economic base. • Stimulate economic growth using well-planned development, community revitalization and robust public infrastructure. • Provide strong financial leadership by aligning budget and policy initiatives with priorities of the Town for long-term economic sustainability. • Acknowledge the importance of public-private partnerships, and seek to balance Town resources while maximizing private sector investments into the community. • Provide a safe, efficient transportation network that enables business and industry to enjoy a sustained supply chain, and maintain access by clients and customers. • Continue the expansion of our marketing campaigns to promote awareness of economic development, business and commerce opportunities in Parker.

• Align the Town’s economic development strategic plan throughout the organization to address issues of economic vitality, goals, objectives, priorities and programs, as well as implementation tools. • Strive to be good partners with all companies conducting business in our community by providing accurate and timely information, contribute easily-accessible resources and by cultivating meaningful, informative relationships with businesses. • Develop the downtown creative district as a cultural and entertainment destination for residents and visitors and expand Parker’s creative industries. • Prioritize the growth and expansion of downtown as a dense, mixed-use and walkable and bikefriendly destination that functions as the Town’s location for business, employment, recreation and shopping. • Work collaboratively with Town departments, community stakeholders, and the development community to establish the most expeditious and effective development review process for economic development prospects seeking to locate in the Town of Parker. • Continue to enhance our loss mitigation and business education programs to establish Parker as a safe and prudent location to operate a business.

• Improve the effectiveness of the Town’s collaboration with economic development partners throughout the region.

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Town of Parker 2020 Annual Budget

379 Appendix


TOWN STRATEGIC PLAN (con’t)

Town of Parker Mission, Vision & Values

Mission The mission of the Town of Parker is to enrich the lives of residents by providing exceptional services, engaging community resources and furthering an authentic hometown feel. We promote transparent governing, support sustainable development, and foster a strong, local economy.

Vision The Town of Parker’s vision is to be the pre-eminent destination community of the Denver Metro area for innovative services with a hometown feel. We will be an area leader in economic and community development, and strive to be at the forefront for services, civic engagement, and quality of life.

Values

 Integrity  Quality Service  Innovation

Strategic Plan Summary Strategic Goal Promote a Safe and Healthy Community Parker will promote the public health and safety of our community by protecting our residents’ welfare through prevention services and a safe transportation network. Parker fosters a feeling of personal safety and security through a visible, responsive public safety presence and a proactive focus on prevention, intervention and safety education.

Strategic Objectives • Protect the community by enforcing the law and preventing crime, and be a reliable and active source of emergency communications and support services.

• Develop a secure, reliable and sustainable information technology network for the future, creating a proactive security system to protect our organization and our residents.

• Plan, design, operate and maintain streets to enable safe and convenient travel for users of all ages and abilities, regardless of mode of transportation.

• Support our stakeholders’ safety and ongoing health through development of effective traffic and transportation management programs for drivers, bicyclists and pedestrians.

• Advance public health, safety and general welfare by continuing to provide best-in-class building, fire code administration and development review services. • Foster a sense of community belonging and connection by engaging residents in proactive prevention, intervention and education programs to protect the safety and well-being of their community. • Ensure the development of emergency response and recovery plans across the organization in partnership with other community efforts. • Continue to maximize and research enhancements for the accurate and timely use of public safety notifications through technology, social media and other media outlets, to ensure members of the public can rely on us for accurate, need-to-know information.

• Successfully safeguard and manage Town assets while maintaining the integrity of the expenditure of public funds. • Provide assurance of regulatory and policy compliance to mitigate risk and exposure to liability. • Provide top-notch customer service and financial expertise built on solid ethical standards, professional integrity and strong financial leadership. • Ensure the Town leadership is well informed and prepared to guide the organization in emergency response and recovery efforts, helping the Town coordinate these efforts as a community.

 Teamwork • Collaborate with regional governments, and enhance our advanced approach to emergency management training, disaster preparedness and recovery. • Continue to research and develop our approach to crime prevention through evidence-based policy, procedure, investigations, trend analysis and resource deployment.

Town of Parker Strategic Plan | 15

Appendix 380

Town of Parker 2020 Annual Budget


TOWN STRATEGIC PLAN (con’t)

Town of Parker Mission, Vision & Values

Mission The mission of the Town of Parker is to enrich the lives of residents by providing exceptional services, engaging community resources and furthering an authentic hometown feel. We promote transparent governing, support sustainable development, and foster a strong, local economy.

Vision The Town of Parker’s vision is to be the pre-eminent destination community of the Denver Metro area for innovative services with a hometown feel. We will be an area leader in economic and community development, and strive to be at the forefront for services, civic engagement, and quality of life.

Strategic Plan Summary Strategic Goal Innovate with Collaborative Governance Parker will support transparency, accountability, and fiscal sustainability by using innovative techniques to optimize performance. We engage in regional relationships and governing partnerships, including our education, fire, and water agencies. Parker supports a high quality, dedicated workforce to support these goals.

Values

 Integrity  Quality Service  Innovation  Teamwork

Strategic Objectives • Research, invest in and implement emerging technology to ensure transparency and accountability, and improve service delivery. • Seek and encourage partnerships that result in collaborative planning and learning, and share the responsibility of achieving a common vision for the Parker community. • Work closely with departments to help them achieve their goals and improve customer service to our residents. • Regularly examine workflows and develop or upgrade systems, applications and processes to achieve greater efficiencies within the Town. • Regularly examine fiscal policies to identify and implement opportunities to improve accuracy, effectiveness and transparency to ensure all fiduciary responsibilities are met.

• Collaborate with other agencies and jurisdictions through intergovernmental agreements. • Engage the development community to ensure Parker’s land use and zoning policies keep the Town an attractive place to locate new businesses. • Optimize the use of technology to improve efficiency, productivity and quality of service. • Improve organizational capacity and effectiveness through professional development, leadership, strategic thinking and staff engagement. • Ensure the future well-being and integrity of the organization through positive relationships between Town management and staff. • Promote a values-driven organization that reinforces ethical behavior and transparency and enhances the public’s trust.

• Improve communication, participation and transparency through the effective use of public outreach, social media, open houses, customer surveys and other methods.

• Through department accreditation and industry best practices, our departments will strive for continuous improvement, assuring that service provision is aligned with community interests.

• Enhance and improve communication within the organization to ensure employees feel heard and valued, and are informed about Town projects and initiatives.

• Design and implement creative techniques for recruitment to find the most qualified applicants so we can continue an exceptional level of service to our customers.

• Partner with Town Departments to provide timely and cohesive information to our community to ensure that our public is educated, informed and involved. • Expand partnerships with local and regional organizations to foster innovation, efficient service delivery and use of best practices.

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Town of Parker 2020 Annual Budget

381 Appendix


TOWN STRATEGIC PLAN (con’t)

Town of Parker Mission, Vision & Values

Mission The mission of the Town of Parker is to enrich the lives of residents by providing exceptional services, engaging community resources and furthering an authentic hometown feel. We promote transparent governing, support sustainable development, and foster a strong, local economy.

Vision The Town of Parker’s vision is to be the pre-eminent destination community of the Denver Metro area for innovative services with a hometown feel. We will be an area leader in economic and community development, and strive to be at the forefront for services, civic engagement, and quality of life.

Values

 Integrity  Quality Service  Innovation  Teamwork

Strategic Plan Summary Strategic Goal Develop a Visionary Community Through Balanced Growth Parker will demonstrate our commitment to balanced growth, community development and infrastructure using a visionary plan for a sustainable future. We support a healthy, future-focused community with exceptional services and a hometown feel. Parker supports well-planned development supported by excellent infrastructure.

Strategic Objectives • Use survey data, citizen polls and public forums to collect information from our community and area stakeholders to create a stable vision for the future, including future developments and Town projects. • Manage balanced, sustainable growth and promote well planned strategic development. • Continue to use sustainable energy and conservation techniques. • Enhance employee hiring, retention and career development to ensure that our human resource infrastructure is strengthened based on strategic recruitment, continuing education, and a positive and supportive work environment. • Develop a priority-based, results-driven annual budget to ensure that all services to our citizens, businesses and visitors are maintained. The Town’s long-term financial well-being will be fostered through detailed reviews of historic financial conditions and responsible forecasting of future trends. • Foster Parker’s hometown feel through an integrated park and recreation management approach that considers the natural environment, technology, community identity, physical resources and financial operations. Maintain or adapt these resources so they may be enjoyed and utilized in a manner that benefits both current and future generations.

• Work collaboratively with other Town departments and external stakeholders to meet the priorities of Town Council and Parker citizens. • Undertake strategic planning, retreat and teambuilding efforts to update the missions of our departments, align our goals and objectives with Town Council priorities, establish performance metrics, review customer service satisfaction and support staff development. • Use innovative tools and business ideas to evolve our online tools for residents. • Engage in ongoing planning to develop cultural programs that best serve our growing population and changing demographics. • Support decision-making with timely and accurate short-term and long-term analysis and plans that advance the Town’s vision and goals. • Create and enable a healthy, engaged workforce by making employees feel valued in their work to help us achieve the mission, vision and goals of the Town. • Retain great employees to enhance the quality of customer service and development of the Town. • Support the development of employees as individuals and professionals.

• Communicate and reinforce the Town Council’s vision, mission and goals with employees at all levels in the organization to reinforce our commitment to these priorities and connect them with the value of work for all staff. • Work closely with the development community to seek sustainable and practical solutions to solve regulatory challenges across our community. Town of Parker Strategic Plan | 17

Appendix 382

Town of Parker 2020 Annual Budget


SECTION GLOSSARY TITLE Accrual Accounting – A basis of accounting in which revenues and expenditures are recorded at the time they are earned or incurred as opposed to when cash is actually received or spent. For example, in accrual accounting, revenue which was earned in December but not collected until January is recorded as revenue of December rather than January. Adopted Budget – Budget amounts approved by the Town Council and the budget document which consolidates all operating and capital appropriations. Amended Budget – The Adopted Budget plus any Town Council-approved Budget Amendments that reflect unanticipated expenditures of the Town. Americans with Disabilities Act (ADA) – The Americans with Disabilities Act, which became law in 1990, is a civil rights law that prohibits discrimination against individuals with disabilities in all areas of public life, including jobs, schools, transportation, and all public and private places that are open to the general public. Amortization – Refers to the process of allocating the cost of an intangible asset (a non-physical asset) over a period of time. Also refers to the repayment of loan principal over time. Appropriation – The legal authorization of a specific amount of money made by the Town Council which permits the Town to incur obligations and to make expenditures of resources in the various funds. Assessed Valuation – The value that is established for real or personal property by the County Assessor for the purpose of levying property taxes Balanced Budget – The budget is considered to be balanced when proposed expenditures do not exceed proposed revenues and available fund balances for any budgeted year. This applies to all funds contained in the budget. The budget must be balanced when it is formally presented to the Town Council by the Town Administrator and when it is passed by the Town Council Bond – An interest bearing note issued to borrow monies on a long term basis. Budget – A financial plan for a specified period of time (the fiscal year) that balances projected revenues and fund balance appropriations to estimated expenditures and operating transfer obligations. Budget Amendment – The Town Charter allows Town Council to make additional appropriations by ordinance during the fiscal year for unanticipated expenditures of the Town. Such appropriations shall not exceed the amount by which actual and anticipated revenues of the year exceed the revenues estimated in the budget, unless the appropriations are necessary to relieve an emergency endangering public peace, health, safety or property. Budgetary Legal Level of Control – The legal level in which expenditures cannot exceed total appropriations. For the Town of Parker, that is at the fund level.

Town of Parker 2020 Annual Budget

383 Appendix


SECTION TITLE GLOSSARY (con’t) Budget Procedure – Requirements of the Parker Town Charter. Section 9.2 of the Parker Town Charter states “A proposed budget for the ensuing fiscal year shall be presented to the Council on or before the fifteenth day of October of each year.” Section 9.5 of the Parker Town Charter states “Not later than the 15th day of December of each year, the Council shall adopt on final reading an ordinance for the budget and an ordinance for the annual appropriations.” Budget Reallocation – Budget reallocations may be made between line items with the approval of the Town Administrator and Finance Director. Capital Asset – An asset that is acquired, purchased or constructed with a cost or fair market value (at the time of acquisition) greater than or equal to $5,000 and a useful life of more than one year. Equipment, furniture, fixtures, artwork, buildings, land and infrastructure that have a useful life of more than one year and cost greater than $5,000 are all examples of capital assets. The cost of a capital asset includes all amounts incurred to acquire the asset and any amounts that can be directly attributable to bringing the asset into working condition. Directly attributable costs include costs for delivery, site preparation, installation and professional services such as legal, architectural, engineering and project management. Capital Expenditure or Outlay – Expenditure for the acquisition or addition of a capital asset. Capital Improvement Project, Capital Project, Public Improvement Project – A permanent addition to the Town’s assets, which includes design, construction and purchase of land, buildings and facilities. Capital Projects Funds – Capital Projects Funds account for financial resources that must be used for the acquisition, improvements or construction of major capital projects. The Town currently has three Capital Projects Funds: the Excise Tax Fund, the Parkglenn Construction Fund and the Public Improvements Fund. Capital Renewal and Replacement Fund – A Special Revenue Fund that accounts for funds that are transferred in from other funds and which can be used to fill budgetary gaps related to the renewal and/or replacement of aging equipment, facilities and other types of assets or similar type future needs. Certificates of Participation (COP) – A form of financing, used by government entities which is secured by a share of lease revenues. Charges for Services – The amount the Town receives for the provision of services and commodities or the performance of specific services benefiting the person charged. This is also known as user charges. Compound Annual Growth Rate (CAGR) – The average annual rate at which funds grow over multiple periods of time.

Appendix 384

Town of Parker 2020 Annual Budget


GLOSSARY SECTION TITLE (con’t) Conservation Trust – State of Colorado lottery funds remitted to the Town for parks and recreation expenditures. Contingency – An appropriation of funds to cover unforeseen events that occur during the fiscal year. Cultural Fund – A Special Revenue Fund that accounts for funds related to the Cultural Department, also known as Parker Arts. Debt Service – Principal and interest due on long-term debt such as loans, notes and bonds incurred by the Town. Debt Service Funds – Debt Service Funds are used to account for resources that will be used to pay the interest and principal of long-term debts. Depreciation – The method of allocating the cost of a tangible or physical asset over its useful life or life expectancy. Enterprise Funds – Enterprise Funds account for operations that are financed and operated in a manner similar to private businesses, where the intent of the Town is that the fund will be selfsupporting. The Town currently has one Enterprise Fund, the Stormwater Utility Fund. Excise Tax Fund – A Capital Projects Fund that accounts for the accumulation of new development excise taxes and the transfer of funds to other funds for the purpose of financing roads, parks or municipal facilities. Expenditure – Payment for goods or services, including operating expenses that require the current or future net current assets, debt and capital outlay. Fiscal Year – The 12-month period to which the annual budget applies. This is January 1 to December 31 for the Town of Parker. Full-Time Equivalent (FTE) – The conversion of staff time into the decimal equivalent. One fulltime position (1.0 FTE) is defined as containing 2,080 hours; a half-time position (.5 FTE) requires 1,040 work hours. Fund – An accounting entity that has a set of self-balancing accounts and that records all financial transactions for specific activities or governmental functions. The funds used by the Town are General Fund, Special Revenue Funds, Capital Project Funds, Debt Service Funds, Enterprise Fund, Internal Service Funds, and a Custodial Fund. Fund Balance – Generally, fund balance is the difference between a fund’s assets and liabilities. For a given year, on a budgetary basis, the beginning fund balance plus estimated revenue less budgeted expenditures equals ending fund balance. Maintaining an adequate fund balance is important for reasons that include having funds available for emergencies, unexpected events and to maintain a strong financial position. GASB 54 establishes the scheme for reporting fund balances. There are five different classifications reported in the Town’s audited financials: nonspendable, restricted, committed, assigned and unassigned.

Town of Parker 2020 Annual Budget

385 Appendix


SECTION TITLE GLOSSARY (con’t) Gallagher Amendment – Adopted by Colorado voters in 1982, this amendment impacts how much Colorado homeowners pay in property taxes. The portion of residential property that is subject to taxation drops when residential property values grow faster than non-residential property values. GASB (Governmental Accounting Standards Board) - The agency charged with establishing accounting standards for government. General Fund – The General Fund is the general operating fund of the Town. It is used to account for all financial resources except those required to be accounted for in other funds. General Fund revenues include sales and use taxes, property taxes, licenses and permits, intergovernmental and other types of revenue. This fund includes most of the basic operation services including police, public works, finance and general administration. Great Outdoors Colorado (GOCO) – A state-wide lottery program approved by Colorado voters in 1992 to provide increased funding for parks and open space throughout the State. These funds are allocated through a competitive grant program administered by GOCO staff. Intergovernmental Agreement (IGA) – An agreement between two or more governments to cooperate in some specific way, i.e. working together on a streets project Infrastructure – Public domain capital assets such as roads, bridges, streets, drainage systems and similar immovable assets. Intergovernmental Revenues – Revenue from other governments, such as federal, state and county grants. Internal Service Funds – Internal Service Funds account for the financing of goods and services provided primarily by one Town department to other Town departments or agencies, or to other governments, on a cost-reimbursement basis. Law Enforcement Assistance Fund – A Special Revenue Fund that accounts for crisis intervention, police training and equipment, and victim services and support. Levy – To impose taxes, special assessments or service charges for the support of Town services. Medical Benefits Fund – An Internal Service Fund that accounts for the payment of medical claims for employees and their covered dependents on a partially self-funded basis. Mill Levy – The assessed property tax rate. It is presented in mills; one mill equaling 1/1000 of a dollar. This is multiplied by the property taxable value to determine the property tax. Objective – The planned attainment of a certain condition or specific accomplishment which is an integral part or phase of a strategy that contributes to accomplishing a goal. An objective should be stated in terms of results, not processes or activities, and should reflect a reasonable estimate of what is practical. Operating Expense – Those costs, other than capital improvements and debt service, necessary to support the primary services of the organization.

Appendix 386

Town of Parker 2020 Annual Budget


GLOSSARY (con’t) PACE Center – Parker Arts, Cultural and Events Center. Parker Authority for Reinvestment (P3) – An urban renewal authority in the Town. Parker Authority for Reinvestment Fund – A Special Revenue Fund that is a legally separate entity for which the Town is financially accountable. As such, it is not accounted for in this budget but is included in the Comprehensive Annual Financial Report. Parkglenn Construction Fund – A Capital Projects Fund that accounts for funds held in escrow for a future traffic signal at Parker Road and Parkglenn Way. Parks and Recreation Fund – A Special Revenue Fund that primarily accounts for planning, design and construction of parks, trails and recreation facilities. Other uses include land acquisition, repayment of debt issued and special studies and analysis related to the overall operation, functionality and implementation of park and recreational facilities. Performance Measures – A quantitative measure that allows the Town to determine the degree to which specified performance results are met. Program – A specific set of activities directed at attaining specific objectives. Proposed Budget – The recommended Town budget annually submitted by the Town Administrator to the Town Council by October 15. Purchased Services – The cost to obtain the efforts of individuals or businesses who are not on the Town payroll and who can provide a service not available through the Town’s own resources. Reduction of Appropriations - If at any time during the fiscal year it appears probable to the Town Administrator that the revenues available will be insufficient to meet the amount appropriated, a report shall be provided to the Council without delay indicating the estimated amount of deficit and recommendations as to any steps to be taken. The Council shall then take such further action as it deems necessary to prevent or minimize any deficit, and for that purpose it may by ordinance reduce one (1) or more appropriations. Parker Arts – The public name designated by the Cultural Department to represent all arts, culture, history, science and education opportunities that the Town offers to residents and visitors. Public Improvements Fund – A Capital Projects Fund that accounts for streets capital projects which include Town-constructed road and bridge additions, extension and expansions, traffic signal installations and median landscaping. Recreation Debt Service Fund – A Debt Service Fund that accounts for payments of principal and interest on the sales and use tax bonds and Certificates of Participation issued to finance construction of recreation capital projects. Recreation Fund – A Special Revenue Fund that accounts for the administration functions of all recreation and park design/development activities.

Town of Parker 2020 Annual Budget

387 Appendix


SECTION TITLE GLOSSARY (con’t) Revenue – Income received by the Town government in support of the government’s program of services to the community. It includes such items as sales tax, property taxes, fees, user charges, grants and fines. Request for Proposal (RFP) – An early stage in a procurement process, issuing an invitation for suppliers, often through a bidding process, to submit a proposal on a specific commodity or service. Restricted Funds – Funds that can only be used for a specific purpose as a result of designated giving. Examples include restrictions imposed by law, creditors or bond covenants. Special Revenue Funds – Special Revenue Funds account for activities supported by revenues that are received or set aside for a specific purpose that are legally restricted. The Town currently has six Special Revenue Funds: the Capital Renewal and Replacement Fund, the Conservation Trust Fund, the Cultural Fund, the Law Enforcement Assistance Fund, the Parks and Recreation Fund, and the Recreation Fund. Stormwater Utility Fund - An Enterprise Fund that accounts for fees collected from residential and commercial properties to ensure that stormwater systems are properly planned, constructed and maintained with the Town. Strategic Goal - Strategic Goals represent a combination of organizational and townwide goals for our community. Supplemental Appropriation - The Council may make additional appropriations by ordinance during the fiscal year for unanticipated expenditures required of the Town. Such additional appropriations shall not exceed the amount by which actual and anticipated revenues of the year exceed the revenues as estimated in the budget, unless the appropriations are necessary to relieve an emergency endangering the public peace, health, safety or property. Supplies – The cost of goods acquired for consumption or resale. Taxpayer’s Bill of Rights (TABOR) Amendment - An amendment of the constitution of the State of Colorado which basically limits annual increases in revenues and expenditures and requires voter approval for any tax rate increase or multi-year debt of financial obligation. The increase in spending and revenue is limited to an index based on the Denver-Boulder Consumer Price Index plus a local growth factor determined by percentage change in actual value of all real property. Technology Management Fund – An Internal Service Fund that accounts for computer maintenance and replacement, software management, network administration, data security, data backup and recovery, GIS mapping, end user support and technical support for all Town departments. Transfers – The movement of monies from one fund to finance activities in another fund. The monies are considered a financing source for the receiving fund and a financing use for the originating fund. Transfers are at Council’s discretion and for an appropriate purpose, such as to support other funds and legal debt service agreements.

Appendix 388

Town of Parker 2020 Annual Budget


GLOSSARY (con’t) Transfer of Appropriations - The Council may by resolution transfer any unencumbered appropriation, balance or portion thereof from one (1) department, office or agency to another. Use Tax – A sales tax on purchases made outside of the governmental agency’s boundaries for taxable items that will be used, stored or consumed with the agency’s boundaries and for which no tax was collected on the original purchase.

Town of Parker 2020 Annual Budget

389 Appendix


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Town of Parker 2020 Annual Budget  

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