Town of Parker 2021 Annual Budget

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2021 ANNUAL BUDGET

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TABLE OF CONTENTS This Table of Contents uses active links. To skip to a particular page in the book, click on the title or page number below. Table of Contents...................................................................................................................................................................i Document Accessibility Information..............................................................................................................................v Town of Parker Online Resources................................................................................................................................. vi

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............................................................................................................................................................ 10 Town Vision, Mission and Strategic Goals................................................................................................................ 23 Strategic Goals and Strategies...................................................................................................................................... 24 Town Profile.......................................................................................................................................................................... 31

Budget Overview Overview................................................................................................................................................................................ 40 Basis of Presentation, Budgeting and Accounting................................................................................................ 41 Department/Division Fund Summary.................................................................................................................... 46 Budget and Financial Policies........................................................................................................................................ 48 Debt Service and Financial Obligations..................................................................................................................... 53 Total Fund Budget and Historical Summaries......................................................................................................... 56 Fund Structure with Total Budget.......................................................................................................................... 56 Where It Comes From (Revenues), Where It Goes To (Expenditures).................................................... 57 Fund Balance and Fund Cash Projections........................................................................................................... 58 Summary of All Funds – Year to Year Comparison.......................................................................................... 60 Summary of All Funds by Fund Type.................................................................................................................... 62

Budget Detail Funds Overview.................................................................................................................................................................. 64 General Fund........................................................................................................................................................................ 67 General Fund Summary............................................................................................................................................... 68 General Fund Revenue................................................................................................................................................ 72 General Fund Expenditures by Department....................................................................................................... 75 Communications....................................................................................................................................................... 76 Community Development..................................................................................................................................... 80 Economic Incentives and Interfund Transfers............................................................................................... 86 Elected Officials......................................................................................................................................................... 88 Emergency Response - COVID-19...................................................................................................................... 90 Finance.......................................................................................................................................................................... 92 Town of Parker 2021 Annual Budget

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TABLE OF CONTENTS Human Resources..................................................................................................................................................... 96 Interdepartmental................................................................................................................................................... 100 Municipal Court........................................................................................................................................................ 102 P3 Support Services.............................................................................................................................................. 105 Parks and Forestry/Open Space...................................................................................................................... 107 Police........................................................................................................................................................................... 111 Public Works............................................................................................................................................................. 117 Town Administrator............................................................................................................................................... 124 Town Attorney......................................................................................................................................................... 128 Town Clerk................................................................................................................................................................ 131 Special Revenue Funds.................................................................................................................................................. 135 Special Revenue Funds Summary......................................................................................................................... 136 Capital Renewal and Replacement Reserve Fund.......................................................................................... 138 Conservation Trust Fund.......................................................................................................................................... 140 Cultural Fund................................................................................................................................................................. 142 Law Enforcement Assistance Fund...................................................................................................................... 148 Parks and Recreation Fund...................................................................................................................................... 150 Recreation Fund........................................................................................................................................................... 154 Capital Projects Funds.................................................................................................................................................... 161 Capital Projects Funds Summary.......................................................................................................................... 162 Excise Tax Fund........................................................................................................................................................... 164 Impact Fee Funds........................................................................................................................................................ 166 Hess Ranch Metropolitan District Fund.............................................................................................................. 169 Parkglenn Construction Fund................................................................................................................................. 171 Public Improvements Fund...................................................................................................................................... 173 Debt Service Funds.......................................................................................................................................................... 177 Debt Service Funds Summary................................................................................................................................ 178 General Debt Service Fund...................................................................................................................................... 180 Recreation Debt Service Fund................................................................................................................................ 182 Enterprise Fund................................................................................................................................................................. 184 Stormwater Utility Fund............................................................................................................................................ 185 Internal Service Funds................................................................................................................................................... 191 Internal Service Funds Summary........................................................................................................................... 192 Facility Services Fund................................................................................................................................................ 194 Fleet Services Fund.................................................................................................................................................... 197 Medical Benefits Fund................................................................................................................................................ 200 Technology Management Fund............................................................................................................................. 202

Revenue Manual Introduction........................................................................................................................................................................ 206 Property Tax Revenue.................................................................................................................................................... 209 Specific Ownership Tax Revenue............................................................................................................................... 213 Sales Tax Revenue............................................................................................................................................................ 214 Sales Tax Audit Revenue............................................................................................................................................... 216 Investment Income........................................................................................................................................................... 217 Table of Contents

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TABLE OF CONTENTS Lodging Tax Revenue..................................................................................................................................................... 218 Cable Franchise Fee........................................................................................................................................................ 219 Xcel Energy Franchise Fee............................................................................................................................................ 220 Intermountain Rural Electric Association (IREA) Excise Tax ......................................................................... 221 Motor Vehicle Registrations Revenue...................................................................................................................... 222 Highway Users Tax Revenue........................................................................................................................................ 223 County Road and Bridge Revenue............................................................................................................................ 224 Cigarette Tax Revenue................................................................................................................................................... 225 Lone Tree Dispatch Fees............................................................................................................................................... 226 Lone Tree Crime/Evidence Services......................................................................................................................... 227 Court Fines and Fees Revenue.................................................................................................................................... 228 School Resource Officer................................................................................................................................................ 229 Plan Check Fees................................................................................................................................................................ 230 Building Permit Revenue............................................................................................................................................... 231 Zoning and Subdivision Fees....................................................................................................................................... 232 Engineering Review Fees.............................................................................................................................................. 233 Deficit Reduction Fees................................................................................................................................................... 234 Lottery Revenue................................................................................................................................................................ 235 Scientific and Cultural Facilities District Grant...................................................................................................... 236 Cultural Ticket Revenue................................................................................................................................................. 237 Cultural Concession Revenue...................................................................................................................................... 238 Cultural Class Registration Revenue......................................................................................................................... 239 Cultural Memberships..................................................................................................................................................... 240 PACE Facility Rentals Revenue................................................................................................................................... 241 The Schoolhouse Facility Rentals Revenue............................................................................................................ 242 Recreation Admission Revenue.................................................................................................................................. 243 H2O’Brien Pool Admission Revenue......................................................................................................................... 244 Discovery Park Admission Revenue.......................................................................................................................... 245 Recreation Concession Revenue................................................................................................................................ 246 Recreation Sports Program Fees............................................................................................................................... 247 Recreation Aquatics........................................................................................................................................................ 248 Recreation Specialty Fitness Fees............................................................................................................................. 249 Personal Training Fees.................................................................................................................................................... 250 Recreation Kids’ Zone Program Fees....................................................................................................................... 251 Fieldhouse Facility Rental Fees................................................................................................................................... 252 Fieldhouse Day Camp Fees.......................................................................................................................................... 253 Fieldhouse Sports Instruction Fees........................................................................................................................... 254 Building Use Tax Revenue............................................................................................................................................. 255 Parker Authority for Reinvestment Capital Funding.......................................................................................... 256 Douglas County Road Sales Tax Shared Revenue.............................................................................................. 257 Faster Revenue.................................................................................................................................................................. 258 Excise Tax............................................................................................................................................................................ 259 Stormwater Utility Fee Revenue................................................................................................................................. 260 Stormwater Contributions............................................................................................................................................. 261

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TABLE OF CONTENTS Capital Budget Executive Summary......................................................................................................................................................... 264 Capital Improvement Plan Summary........................................................................................................................ 267 General Fund 10-Year Plan............................................................................................................................................ 268 General Fund Capital Project Details................................................................................................................... 272 Parks and Recreation Fund 10-Year Plan................................................................................................................ 290 Parks and Recreation Fund Capital Project Details........................................................................................ 292 Cultural Fund 10-Year Plan........................................................................................................................................... 302 Cultural Fund Capital Project Details................................................................................................................... 304 Recreation Fund 10-Year Plan..................................................................................................................................... 312 Recreation Fund Capital Project Details............................................................................................................. 314 Public Improvement Fund 10-Year Plan.................................................................................................................. 322 Public Improvement Fund Project Details......................................................................................................... 327 Stormwater Utility Fund 10-Year Plan...................................................................................................................... 358 Stormwater Utility Fund Project Details............................................................................................................. 362 Fleet Services Fund 10-Year Plan............................................................................................................................... 372 Fleet Services Fund Project Details...................................................................................................................... 374 Technology Management Fund 10-Year Plan........................................................................................................ 376 Technology Management Fund Project Details............................................................................................... 378 Facility Services Fund 10-Year Plan........................................................................................................................... 380 Facility Services Fund Project Details................................................................................................................. 382

Appendix Principal Sales and Use Tax Payers........................................................................................................................... 384 Operating Indicators by Function.............................................................................................................................. 385 Capital Assets by Function and Program............................................................................................................... 386 Demographic and Economic Information............................................................................................................... 387 Budget Ordinance............................................................................................................................................................ 388 Mill Levy Ordinance......................................................................................................................................................... 394 Glossary................................................................................................................................................................................ 397

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Town of Parker 2021 Annual Budget


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IMPORTANT DIGITAL RESOURCES TOWN OF PARKER ONLINE RESOURCES

To support transparancy, the Town of Parker has a variety of online resources available to allow the public easy access to information. TOWN OF PARKER WEBSITE The Town of Parker’s website (www.ParkerOnline.org) offers access to more information from the Finance Department, such as Accounting, Budget, Purchasing, Sales Tax and Business Resources.

STRATEGIC PLANS, MASTER PLANS / INFORMATIONAL RESOURCES • Town of Parker Strategic Goals and Plan: www.ParkerOnline.org/StrategicPlan • Parker 2035 Master Plan: www.ParkerOnline.org/MasterPlans • Partnering for Parker’s Progress (P3) Website (Urban Renewal Authority): www.P3Parker.com • Parker Business Resources: www.ParkerOnline.org/Business • Talk of the Town (Monthly Newsletter): www.ParkerOnline.org/TalkoftheTown • Town of Parker Annual Report: www.ParkerOnline.org/AnnualReport

CITIZEN ENGAGEMENT AND PARTICIPATION / OTHER ONLINE RESOURCES • Town of Parker Fact or Fiction: www.ParkerOnline.org/FactOrFiction • Let’s Talk Parker (Community Engagement): www.LetsTalkParker.org • Parker Arts Website: www.ParkerArts.org • Parker Parks and Recreation Website: www.ParkerRec.com • Parker Police Department Website: www.ParkerPolice.org

SOCIAL MEDIA PLATFORMS Facebook • @TownofParkerCO • @ParkerArts • @ParkerPoliceDepartment • @ParkerRec

Twitter • @TownofParkerCO • @ParkerArtsCO • @ParkerPolice • @ParkerRec

Instagram • @TownofParkerCO • @ParkerArtsCO • @ParkerPolice • @ParkerRec

YouTube • @TownofParkerCO • @ParkerRecreation Table of Contents

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Town of Parker 2021 Annual Budget


INTRODUCTION


ELECTED OFFICIALS / ORGANIZATIONAL CHART 2020 ELECTED OFFICIALS

Mike Waid, Mayor

Cheryl

John Diak

Joshua

Debbie Lewis

Jeff

Renee

Rivero Toborg The Poage mission of the Town of Parker is to enrich the lives of residents by providing Williams exceptional services, engaging community resources, and furthering an authentic hometown feel. We promote transparent governing, support sustainable development, and foster a strong, local economy. This Town’s structure is conveyed in this hierarchical organization chart.

TOWN OF PARKER ORGANIZATIONAL CHART

Citizens of Parker Mayor and Town Council

Special Task Force

Asst. to the Town Administrator Municipal Court

Town Administrator

Town Attorney

Deputy Town Administrator

Municipal Judge

Citizen Boards and Commissions

Engineering/Public Works

Community Development Town Clerk

Communications

Human Resources

Police

Cultural

Parks and Recreation

Finance Information Technology

Introduction

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Town of Parker 2021 Annual Budget


GFOA DISTINGUISHED BUDGET AWARD

PRESENTED TO

Town of Parker Colorado For the Fiscal Year Beginning

January 1, 2020

Executive Director

Town of Parker 2021 Annual Budget

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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.

• A summary of changes between the proposed and adopted 2021 budgets has not been

presented in this document. While there was considerable conversation regarding revenue and expense levels, Town Council passed the 2021 budget as originally presented.

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

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Town of Parker 2021 Annual Budget


BUDGET CALENDAR

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7

DATE ACTIVITY January 31, 2020 Town Council Retreat - Strategic Planning July 13 July 14

2 3

July 15 July 23

August 3 August 7 August 10

September 21

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September 25 October 13

LEGAL DEADLINE

Kick-off meeting for cross-functional internal capital team 2021 budget process discussed with Executive Management Team (EMT) Allocation process methodologies for Internal Service Funds established Capital requests for 2020 budget and 10-year Capital Improvement Plan (CIP) due

8

Revenue budget drafted Scoring of capital requests completed by capital team Departmental operational expense budgets due

9

Proposed 2020 budget discussed with Town Administrator Town Council Budget Retreat

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October 26

Proposed 2021 budget posted online and sent to Town Council Town Council Study Session

November 2

First public hearing on the 2021 budget

By Nov. 15

December 7

Second public hearing and passage of the 2021 budget

By Dec. 15

5

11

January 1, 2021 2021 fiscal year begins January 29 2021 budget filed with the State of Colorado Department of Local Affairs and with the Governmental Finance Officers Association

6

By Oct. 15

By Jan. 31

COLOR KEY Strategic Planning

Operating Budget Process

Capital Budget Process

Town of Parker 2021 Annual Budget

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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 2021 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 2021 budget by fund, sources of revenue, types of expenditures and costs by department, along with the authorized staffing levels by department or division. For comparison, the 2017, 2018 and 2019 actual amounts and 2020 amended and projected amounts are presented alongside the 2021 figures. There is also a fund balance summary for each fund. Following each fund summary is information at the department and division levels, including explanations of significant budget variances, prior year accomplishments and 2021 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 2021 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

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Town of Parker 2021 Annual Budget


BUDGET MESSAGE January 12, 2021

To the Honorable Mayor, Members of Town Council and Citizens of the Town of Parker: On behalf of the Town of Parker staff, I am pleased to present the Town of Parker’s 2021 Annual Budget. This budget is the result of collaborative work between our Town Council, staff and community. I am appreciative and proud of the hard work that everyone has done to accomplish such a thoughtful and fiscally sound budget. The Town Council adopted the proposed budget on November 16, 2020, following a comprehensive process by staff, as well as discussions with Council at study sessions and a full-day budget retreat. As transparency and community engagement are essential to the Town’s work, the budget was also posted on the Town’s website and presented during two public hearings, allowing for community feedback. While 2020 was an unprecedented year with a wide array of challenges -- many of which we haven’t seen in our lifetimes -- our staff, community and Town Council rose to the occasion and met these challenges head-on. This year, our strategic goals were even more important in guiding our budget priorities and operations. Town of Parker Strategic Goals • 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 balanced growth During the COVID-19 pandemic, the Town ensured that the core functions continued and that the employees were working in a safe environment with the goal of continuity of operations while adhering to the guidelines established by our local and state health agencies. Our fiscal policies and strategic planning ensured that we were able to continue to provide our community’s core services and enabled us to meet any financial challenges resulting from COVID-19. Our Emergency Management Team coordinated through the Police Department to distribute supplies, masks and equipment to Town Departments throughout the COVID pandemic response. All Town Departments collaborated on a comprehensive plan for the COVID-19 pandemic to keep our employees safe and still provide the response, communication and services our residents and businesses needed. Innovation was a key focus this year as we met the needs of and engaged our community in new and innovative ways. In order to provide safe continuity of services, our Building Inspectors transitioned to virtual services during the pandemic, and our Planning and Engineering staff used Town of Parker 2021 Annual Budget

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Introduction


BUDGET MESSAGE (con’t) virtual meetings to review documents. We created a Temporary Patio Extension Program to assist local businesses and help them continue operating during the COVID-19 pandemic by allowing them to expand into adjacent parking areas, sidewalks and yards. The Town processed and approved 23 business applications to enable them to expand and maintain business operations despite COVID-19 restrictions. Town Council meetings and study sessions were made available virtually so our community could continue to stay involved and informed. 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 an enhanced social media presence. From our fun Porch Party Series and Police Department Birthday Parades to the Virtual Turkey Day 5K and Drive-In Trivia events, we kept our community engaged. Our Parks and Recreation and Cultural Departments offered online classes and workshops. “Let’s Talk Parker,” our innovative community engagement platform, which allows community members to interact with staff and access information on important Town topics, saw 16,000 visits in 2020. Thanks to these efforts, Parker and the surrounding community continue to be highly regarded in several areas related to overall quality of life, including safety, health and wellness. Among the accolades received by our community in 2020 were: • No. 2 - Best Places to Live in America (Money.com) • No. 2 – Healthiest Communities in America – Douglas County (U.S. News & World Report) • No. 5 – Safest Cities to Live in Colorado (Home Security Advisor) • No. 24 – Best Small Cities in America (WalletHub) Additional 2020 Town Accomplishments include: • Received the Government Finance Officers Association (GFOA) Certificate of Achievement for Excellence in Financial Reporting for the 2019 Comprehensive Annual Finance Report. • Received the GFOA Distinguished Budget Presentation Award for the 2020 Budget. • For the first time, the 2020 Budget received special recognition for the capital section of the budget. Also, during a GFOA webinar presentation, the Town of Parker 2020 Budget was used in five different situations as providing a good example in how to present data. • Completed the H2O’Brien Pool renovation and improvements, including new aquatic play features, pool deck improvements and a remodeled lobby and changing area. • Approved major development projects having an economic development benefit such as Anthology North Segment 1, Big Tool Box commercial, Hess Ranch (Looking Glass) Segment 2A, Douglas 234 commercial, Eisenberg mixed-use and Sportsman’s Warehouse retail. • Completed the final phase (Phase 3) of the Town Way-finding Signage Program, including the installation of Way-Finding Signs along Parker Road after receiving approval from the Colorado Department of Transportation (CDOT). The purpose of the project is to direct residents and visitors to community destinations such as Downtown, the PACE Center and Salisbury Park. • Installed new traffic responsive operations on Parker Road, including new algorithms and new mid-block counting equipment, in the first phase of the Town’s Responsive Traffic Signal operational equipment and associated signal timings. • Completed improvements of Auburn Hills Community Park which included renovation of the existing sports fields, a new playground and additional trail connections. These improvements Introduction

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Town of Parker 2021 Annual Budget


BUDGET MESSAGE (con’t) were funded by the Public Service Company of Colorado (PSCo). • Partnered with the Engineering/Public Works and Parks and Recreation Departments to negotiate and obtain a contribution of almost $500,000 from the Public Service Company of Colorado (PSCo) for a soft surface multi-use trail in their utility corridor from Latigo Lane to Canterberry Parkway. • Approved a privately developed 17-acre park in Trails at Crowfoot development which will be given over to the Town for public use. • The Chambers and Hess Sub-Area Plan was adopted by Town Council in October 2020 and assessed economic and transportation influences at the intersection of Hess and Chambers Roads, the site of future commercial development. It also established a land use and transportation framework to support future development in this area. • Continued the Land Development Ordinance Modernization through year two (2) of a three (3) year schedule, which will be the first comprehensive update to Town zoning since incorporation in 1981. Major 2020 milestones include the completion of proposed new zoning districts, use and bulk standards and illustrative graphics to support the new standards. This comprehensive update to the Town’s Land Development Ordinance governs all development and, when completed, will align zoning with the Parker 2035 Master Plan, incorporate best practices and modern zoning techniques, and be more transparent and usable for applicants, residents and Town staff. The 2021 budget demonstrates the Town’s continued commitment to advancing our strategic goals, including innovation and partnerships, while focusing on delivering exceptional services and maintaining a vibrant and healthy community. Our staff will also continue to advocate for the Town through the Colorado Sales and Use Tax Simplification Task Force. Through sponsorship of several Town Charter revisions and partnering with the State of Colorado and other municipalities on a sales and use tax system, the Town will most likely see an increase in the collection of sales tax from remote sellers. Acknowledging that the impact of COVID-19 into 2021 is still unknown, we provided in the 2021 budget for deliberate usage of cash balances, creation of a “savings account” for future infrastructure requirements, and limited operations growth. The 2021 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: • Contracting for a Facilities Master Plan Study • Funding performance pay increases for staff and the Police Officer Step Plan • Funding a Citizen Survey to gauge citizen satisfaction with Town services 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 Town of Parker 2021 Annual Budget

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Introduction


FINANCIAL HIGHLIGHTS BUDGET DEVELOPMENT Short Term Factors Impacting Overall Budget Development The major impact to the 2021 budget is the ongoing effect of the COVID-19 pandemic. The two departmental budgets most directly impacted by the closures and reduced operations in 2020 have been the Cultural and Recreation Departments. These two departments depend on patrons and customers participating in classes and events in person. Both departments also rely on facility rentals as part of their revenue. Revenue estimates, particularly sales tax, were budgeted at relatively low growth rates; however, one of the anomalies of 2020 has been a sales tax growth rate in the range of six percent. Citizens working from home are doing more shopping for household staples in Parker. The number of citizens working from home is expected to continue to be high in the early months of 2021, which should continue to positively impact this growth rate. When employees begin to return to their workplaces, they will most likely go back to shopping near their jobs and communities along their commute, which will pull the growth rate down. When the budget preparation began in mid-2020, it was expected Town services would begin returning to normal in early 2021. A phased-in return to normalcy was used for all departments except for Parks and Recreation. The Parks and Recreation budget was built assuming that revenue would rebound quickly as the recreation team has worked tirelessly to identify outdoor activities and ways to continue indoor events within appropriate safety guidelines. The monthly financials for the Parks and Recreation budget will be monitored closely and if necessary, a budget amendment may be required if the revenues do not return as expected. On the expense side, travel and in-person training are anticipated to continue to be very limited by COVID-19 and as a result, budgets for these areas reflect lower-than-normal appropriations. The annual contingency housed in the Interdepartmental budget was increased by $50,000 in case travel restrictions are lifted earlier than expected. A final factor impacting the budget development is the overall strong financial position of the Town as evidenced by its robust cash reserve levels, its ability to set aside funds for the renewal and/or replacement of Town-owned assets and the sustained level of capital project activity. Therefore, other 2021 appropriations reflect regular ongoing operations, as it has not been necessary to reduce planned operating or capital expenditures.

Budget Objective and Priorities Due to the relatively modest impact of COVID-19 on the Town’s financials, the objective of the 2021 budget is to preserve the current level of services to the community while managing increased expenditures within the 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 Budgeted sales tax revenue growth of three percent for 2021 Both performance pay and commissioned officer step increases budgeted at three percent Mitigation of healthcare cost increases through the addition of two medical plans with reduced medical networks

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Town of Parker 2021 Annual Budget


FINANCIAL HIGHLIGHTS INTRODUCTION (con’t) • Limited growth in additional staff positions Four priorities were established for the 2021 budget:

• • • •

Maintenance of required General Fund cash reserves Maintenance and growth of community programs Investment in employees Identification of funding sources for upcoming strategic infrastructure planning

The first three priorities remain in place from the 2020 budget. First, general Fund cash reserves remain a priority as they are a legal requirement and are set by the Council. Second, community programs have continued to grow following expense reductions in 2017 and 2018 that impacted the execution of certain events. Third, the Town continuously strives to provide a competitive compensation plan to attract and retain talented employees who will provide excellent service to the Town’s citizens and further its mission. An employee compensation study was completed in 2019 with the findings implemented in 2020. The fourth priority is new for 2021. The Town is beginning to develop a Facilities Master Plan for repair and/or replacement of Town equipment, facilities and other assets. Strategic planning maximizes the efficiency of Town assets, promotes safety in operations and ensures adequate cash flows to repair or replace items necessary to Town operations. This study is expected to be completed in 2021. The initial funding for projects identified in the plan will come from a surplus of cash in the General Fund. This surplus resulted from expense reductions that were implemented for 2020 when it was expected the Town’s sales tax revenue growth would be limited.

General Fund Sales tax makes up just over 70 percent of the General Fund revenue, so estimating the 2020 projected and 2021 budgeted revenue accurately is key to the overall direction of the 2021 operational and capital budgets. Sales tax growth has fluctuated for several years. Growth was nine percent in 2015, four percent in 2018, six percent in 2019 and is on a current run rate to finish 2020 around five or six percent. With the variability in growth rates, a conservative, yet realistic projection of three percent is being used for 2021. The experience of other Denver area municipalities, local economic projections and continued population growth were all considered in developing the budget. As discussed on the previous page, COVID-19 is expected to have both positive and negative impacts on sales tax revenue growth. The top five General Fund revenue sources, including sales tax, account for approximately 85 percent of the total revenue in the General Fund. Specific 2021 growth rates for those five sources range from one percent for real property taxes to approximately eighteen percent for highway user taxes. Overall, operational revenue growth is budgeted to grow two percent from the 2020 projection and generate $1.1 million in incremental revenue. The Town utilized an incremental approach to budgeting for 2021. An incremental approach uses a base, or existing, budget and adjusts up or down as necessary. Discretionary spending has been reduced significantly through several years of cost cutting, so a base level of expenditures is considered necessary as a starting point. Funding of personnel-related costs, including a three percent increase for performance pay and commissioned officer step plan, medical benefit cost increases and new full-time positions require an additional $1.4 million in expenditures.

Town of Parker 2021 Annual Budget

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INTRODUCTION FINANCIAL HIGHLIGHTS (con’t) With the expenditure increase basically offsetting the revenue increase, any additional one-time expenditures would be funded through the excess cash balances. The one use of cash in 2021 is a $10.0 million transfer to the Capital Facilities Reserve Fund. The purpose of this fund is for the renewal and/or replacement of aging equipment, facilities and other types of Town assets. With the completion of the Facilities Master Plan in 2021, it is anticipated that there will be a long list of strategic initiatives that will need to be incorporated into a financial plan. This transfer of $10.0 million is the initial funding for those activities. The General Fund required cash reserve remains above the twenty-five percent level with this transfer. During the local 2020 Town Council election, candidates raised the possibility of revising the categories to which sales tax is applied; specifically, they are considering removing the Town’s tax on groceries. If this direction is taken, considerable discussion will need to occur regarding reducing Town services or identifying new/increased revenue options. Any tax increase or new tax source would need to be voted upon by Parker citizens. In summary, the 2021 General Fund budget implements the Town’s three ongoing priorities and the one new priority. The General Fund maintains a twenty-eight percent General Fund cash reserve, including the impact of the $10.0 million transfer to the Capital Facilities Reserve Fund. This is in excess of the twenty-five percent required by the Town Charter. Funding for community programs was also increased, and funding for performance pay and officer pay raises was included.

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Town of Parker 2021 Annual Budget


FINANCIAL HIGHLIGHTS INTRODUCTION (con’t) Long Range Financial Plan In order to address the strategic issues facing the Town, a high level Long-Range Financial Plan (Plan) was developed for the General Fund. The Plan includes the 2021 Budget and estimates for years 2022 through 2026. The Plan provides a road map for the Town’s financial future. It is intended to serve as a tool to identify both challenges and opportunities and to provide insight to address issues impacting the financial condition of the Town. The assumptions for the Plan include an overall average growth of three percent each year for total revenue and four percent for total expenditures (excluding the Transfers Out); individual items may be higher or lower than this. With these assumptions, the fund balance dips below the required level of twenty-five percent in 2026. The Town’s departments have already reduced expenditures over the past several years and at some point, there will be a need to reset priorities with the citizens. This chart emphasizes the comments in the Budget Development section that changes in revenue sources may 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

2021 Budget

2022 LRP

2023 LRP

2024 LRP

2025 LRP

2026 LRP

$ 44,865,176 2,263,560 3,901,840 3,435,670 121,000 380,000 1,215,641 306,202 $ 56,489,089

$ 46,344,242 2,367,667 4,162,339 3,395,171 122,200 350,000 1,239,954 315,388 $ 58,296,961

$ 47,664,495 2,414,841 4,277,937 3,428,965 122,200 350,000 1,264,753 324,850 $ 59,848,040

$ 49,198,292 2,521,486 4,497,113 3,481,477 122,200 350,000 1,290,048 334,595 $ 61,795,211

$ 50,605,109 2,567,301 4,585,518 3,535,376 122,200 350,000 1,315,849 344,633 $ 63,425,986

$ 52,244,931 2,624,182 4,675,749 3,590,818 122,200 350,000 1,342,166 354,973 $ 65,305,019

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

$ 27,603,453 1,239,884 10,906,289 6,278,028 1,573,915 2,347,250 1,289,980 954,000 759,900 12,522,724 $ 65,475,423

$ 29,259,660 1,264,682 11,124,415 6,529,149 1,621,132 2,347,250 1,000,000 1,500,000 500,000 2,300,000 $ 57,446,288

$ 31,015,240 1,289,975 11,346,903 6,790,315 1,669,766 2,347,250 1,000,000 1,500,000 500,000 2,300,000 $ 59,759,450

$ 32,876,154 1,315,775 11,573,841 7,061,928 1,719,859 2,347,250 1,000,000 1,500,000 500,000 2,300,000 $ 62,194,807

$ 34,848,723 1,342,090 11,805,318 7,344,405 1,771,455 2,347,250 1,000,000 1,500,000 500,000 2,300,000 $ 64,759,242

$ 36,939,647 1,368,932 12,041,424 7,638,181 1,824,599 2,347,250 1,000,000 1,500,000 500,000 2,300,000 $ 67,460,033

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

$ 27,351,524 $ 18,365,190 (8,986,334) 850,672 $ 18,365,190 $ 19,215,862

$ 19,215,862 88,590 $ 19,304,453

$ 19,304,453 $ 18,904,856 $ 17,571,601 (399,596) (1,333,255) (2,155,014) $ 18,904,856 $ 17,571,601 $ 15,416,587

Percent Fund Balance to Total Expenditures

28%

Town of Parker 2021 Annual Budget

33%

32%

30%

27%

23%

13 Introduction


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 2017 – 2021.

2017 Actual

Expenditure Summary by Fund 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

2018 Actual

2019 Actual

2020 Amended Budget

2020 Projected

2021 Budget

Compound Annual Growth

$

47,709,449 3,577,299 116,888 7,374,605 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

$

47,098,810 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

$

80,849,047 2,199,530 94,798 6,452,159 8,723,419 8,464,583 943,045 1,585,947 4,152,298 1,398,935 3,129,180 1,064,344 3,594,683

$ 51,675,981 11,938,714 99,837 4,648,502 8,854,148 26,594,980 942,451 1,584,894 19,375,028 2,486,554 4,114,362 1,159,438 4,623,688

$ 48,964,765 9,007,633 94,689 3,289,072 6,654,169 26,540,956 942,451 1,584,894 19,177,174 2,470,383 3,793,864 1,036,496 4,268,600

$ 52,952,699 7,788,631 128,567 4,831,630 9,453,269 19,520,000 940,323 1,582,620 15,014,320 2,495,384 3,975,659 1,088,299 4,427,000

3% 21% 2% -10% 5% 20% 0% 0% 73% 13% 6% 4% 11%

$

88,973,904

$

82,954,115

$ 122,651,968

$ 138,098,577

$ 127,825,146

$ 124,198,401

9%

Note: Interfund transfers are not included

The overall growth in all funds has been an average of nine percent year-over-year. Changes in the Parks and Recreation, Public Improvements, Stormwater Utility, Fleet Services and Medical Benefits all exceed growth rates of ten percent. Capital projects are the primary driver of growth in each of the funds other than the Medical Benefits Fund. Each of those funds operate in environments where large swings may occur in the number of construction projects from year to year. The growth in the Medical Benefits Fund is due to the increased level of employee claims as the Town is self-insured.

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 2021 budgeted revenue is $55.0 million excluding transfers in. The sales tax growth rate began to decline after 2015. The growth rate in 2015 was approximately nine percent and by 2018 it was just over four percent. In 2019 the growth rate broke the downward trend and ended at 6.25 percent. The 2020 projection is just over two percent. To account for this variability in the growth rate, a moderate rate of three percent has been used for the 2021 budget. There may be some tempering of the growth rate once Parker citizens return to their workplaces and are not working from home. Sales tax remittance in the areas of general merchandise and groceries have grown significantly during the pandemic and will most likely return to historical rates as lives return to normal.

Introduction

14

Town of Parker 2021 Annual Budget


FINANCIAL HIGHLIGHTS INTRODUCTION (con’t) 2017 Actual

General Fund Revenue by Category Taxes Sales Tax Property Tax Other Taxes Total Taxes

2018 Actual

2019 Actual

2020 Amended Budget

2020 Projected

2021 Budget

$ 34,340,193 $ 35,753,563 $ 37,986,431 $ 30,862,300 $ 38,792,000 $ 39,960,000 2,350,000 2,373,500 2,045,346 1,998,059 1,971,653 1,738,077 2,495,867 2,582,050 2,635,997 2,556,154 2,485,654 2,531,676 44,865,176 43,627,654 35,463,800 42,620,487 40,307,266 38,574,136

Compound Annual Growth 4% 8% 0% 4%

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

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

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

2,316,791 215,337 2,532,128

1,866,000 220,980 2,086,980

2,000,000 207,640 2,207,640

2,080,000 183,560 2,263,560

-1% 3% 0%

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

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

1,360,487 1,695,755 564,601 178,942 471,995 4,271,780

930,000 1,823,600 0 176,851 508,240 3,438,691

1,175,000 1,950,000 0 173,000 446,223 3,744,223

1,385,150 2,008,500 0 178,190 330,000 3,901,840

5% 8% 1% -15% -2%

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

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

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

2,000,622 1,243,542 1,204,550 4,448,714

1,000,000 1,333,150 892,150 3,225,300

1,250,000 1,283,150 1,098,512 3,631,662

1,000,000 1,371,670 1,064,000 3,435,670

-3% 11% -2% 2%

200,271 716,936

157,074 692,137

120,305 31,433,694

121,000 395,000

121,000 614,893

121,000 380,000

-12% -15%

49,150,556 1,152,600

51,221,196 1,853,304

85,427,108 1,460,674

44,730,771 1,964,606

53,947,072 1,463,070

54,967,246 1,521,843

3% 7%

$ 50,303,156 $ 53,074,500 $ 86,887,782 $ 46,695,377 $ 55,410,142 $ 56,489,089

4%

Fines and Forfeitures Other Revenue Subtotal Revenue Transfers In Total Revenue

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 completed by the Public Works Department on behalf of the Stormwater Department. Including these two transfers, revenue is budgeted at a total of $56.5 million. Additional revenue discussion may be found in the Revenue Manual section of this document.

Expenditures by Category Total expenditures are $12.8 million higher in the 2021 Budget as compared to the 2020 Projected Actuals. Most of this variance, $8.8 million, consists of increased Transfers Out. The Transfers Out include a one-time transfer of $10.0 million to the Capital Renewal and Replacement Reserve Fund. This Fund is used to fill budgetary gaps related to the renewal and/or replacement of aging equipment, facilities and other types of assets. The Town will be completing a Master Facilities Plan during 2021, and it is expected there will be a considerable number of items identified as future needs. This transfer from the General Fund utilizes excess cash reserve balance to create the initial funding for those activities.

Town of Parker 2021 Annual Budget

15 Introduction


INTRODUCTION FINANCIAL HIGHLIGHTS (con’t) The other significant variance of $3.1 million is in Salary and Benefits. The budget assumes all positions will be filled for the full year, while the 2020 Projected amount reflects vacancies that have occurred throughout the year. In addition, the 2021 Budget includes a three percent performance pay increase and increased healthcare costs.

Transfers Out

2017 Actual $ 21,833,842 1,262,038 9,828,134 5,858,179 1,307,846 3,724,143 1,992,172 1,576,072 327,023 47,709,449 4,015,939

2018 Actual $ 22,725,123 834,124 10,084,916 4,971,075 1,355,749 3,699,875 1,767,176 1,309,990 350,782 47,098,810 2,442,226

2019 Actual $ 23,599,670 868,778 10,051,137 5,478,856 1,334,623 36,928,606 760,411 1,327,708 499,258 80,849,047 2,437,265

2020 Amended Budget $ 26,609,845 1,357,482 10,637,166 6,764,574 1,451,135 2,349,650 1,108,855 804,000 593,274 51,675,981 3,726,810

2020 Projected $ 24,232,676 1,366,249 10,213,184 6,727,176 1,446,102 2,349,650 1,111,596 835,000 683,132 48,964,765 3,726,810

2021 Budget $ 27,603,453 1,239,884 10,906,289 6,278,028 1,573,915 2,347,250 1,289,980 954,000 759,900 52,952,699 12,522,724

Compound Annual Growth 6% 0% 3% 2% 5% -11% -10% -12% 23% 3% 33%

Total Expenditures

$ 51,725,388

$ 49,541,036

$ 83,286,312

$ 55,402,791

$ 52,691,575

$ 65,475,423

6%

General Fund Expenditures by Category Salary and Benefits Supplies Purchased Services Internal Services Insurance/Utilities Debt Service Capital Outlay Economic Development Incentives Other Subtotal Expenditures

Expenditures by Department Major variances by department are largely personnel related but also include changes in capital expenditures. The following are notable variances between the 2021 Budget and 2020 Projected Actuals:

• The Interfund Transfers increase of $8.8 million includes a one-time transfer of $10.0 million

to the Capital Renewal and Replacement Reserve Fund to fill budgetary gaps related to the renewal and/or replacement of aging equipment, facilities and other types of assets.

• The Emergency Response – COVID-19 decrease of $0.75 million reflects lower expected costs related to the pandemic for 2021.

• The Finance increase of $1.1 million reflects a contingency of $0.8 million for legal assistance and a possible IRS payment related to employee 401(a) and 457(b) plans. The remainder of the increase is personnel related, including the prolonged vacancy of several positions in 2020, a three percent performance pay increase and healthcare cost increases.

• The Interdepartmental budget is $0.5 million lower than the 2020 Projected due to the inclusion of funding for a facilities master plan in 2020.

• The Parks, Forestry and Open Space increase of $0.75 million is due to an increased level of repairs and maintenance and a capital project to address employee parking lot lighting.

• The Police Department shows an increase of $1.9 million, of which $1.8 million is personnel

related. The Department has had a considerable number of officer vacancies during 2020, and the budget is built on the assumption all positions are staffed for the full year. Also contributing is the three percent increase for both performance pay and the commissioned officer step plan.

• The Public Works Department increase of $0.6 million is primarily related to personnel. The

Department is adding an additional position in the Streets division due to the increased lane miles of streets being maintained. In addition, the performance pay increase and higher healthcare costs significantly impact the Department due to the total number of employees.

Introduction

16

Town of Parker 2021 Annual Budget


FINANCIAL HIGHLIGHTS INTRODUCTION (con’t) • Within Public Works, the General Government Buildings budget is decreasing $0.4 million due to the reduced size and number of capital projects.

• The Town Administrator budget is increasing $0.3 million due to the inclusion of the deputy

town administrator position at one hundred percent. The cost of this position had previously been shared amongst several departments.

• The Economic Development budget is decreasing $0.2 million due to a restructuring of that division, which resulted in lower personnel costs.

Individual departmental summaries with more detail are presented in the Budget Detail section.

General Fund Summary Expenditures by Department Communications Community Development Building Inspection Historic Preservation Economic Incentives Interfund Transfers Emergency Response - COVID-19 Elected Officials Finance Sales Tax Human Resources Risk Management Interdepartmental Debt Service Municipal Court P3 Services Parks, Forestry and Open Space Parks and Forestry Facility Police Public Works Public Works Facility General Government Buildings Town Administrator Economic Development Town Attorney Town Clerk Elections Customer Service Total Expenditures

2020 Amended 2017 2018 2019 Budget Actual Actual Actual $ 904,882 $ 814,277 $ 821,554 $ 820,758 1,608,986 1,350,102 1,394,565 1,685,622 1,484,295 1,577,405 1,551,944 1,579,535 523 1,019 2,000 1,488,224 1,267,768 1,269,708 750,000 4,015,939 2,442,226 2,437,265 3,726,810 1,000,000 158,407 144,333 170,387 150,771 1,025,223 880,482 883,673 1,357,938 422,898 445,119 391,826 464,679 769,242 652,305 742,228 951,048 336,250 363,955 365,062 397,348 375,859 437,678 448,552 1,255,101 3,724,143 3,699,875 36,928,606 2,349,650 322,192 333,869 354,510 426,981 285,774 306,110 330,684 3,546,984 3,641,886 3,863,400 3,826,187 344,620 225,063 241,600 278,393 16,125,515 16,490,231 16,181,295 17,317,827 11,564,808 11,468,382 11,797,110 12,995,651 172,564 185,150 216,805 212,015 680,859 645,390 547,026 932,698 844,164 480,197 468,855 509,038 644,324 443,628 465,948 456,426 686,476 791,330 829,116 1,026,560 338,467 305,971 476,332 378,573 31,396 290 60,000 139,544 136,225 132,545 160,498

2020 2021 Projected Budget $ 783,531 $ 943,372 1,521,409 1,648,384 1,502,101 1,685,860 2,000 781,000 900,000 3,726,810 12,522,724 1,000,000 250,000 146,551 163,937 1,140,236 2,226,461 419,860 530,274 801,777 936,295 429,107 481,878 1,336,082 804,057 2,349,650 2,347,250 358,809 397,889 284,925 302,398 3,302,786 4,052,136 271,299 390,721 16,259,664 18,179,002 12,693,603 13,307,780 211,131 208,489 921,972 499,322 502,036 761,487 424,759 249,322 1,001,206 1,056,103 337,511 447,917 60,000 35,000 123,760 145,365

$ 51,725,388

$ 52,691,575

$ 49,541,036

$ 83,286,312

$ 55,402,791

$ 65,475,423

Compound Annual Growth 1% 1% 3% 40% -12% 33% 1% 21% 6% 5% 0 21% -11% 5% 3% 3% 3% 4% 5% -7% -3% -21% 11% 7% 1% 6%

General Fund Balance General Fund expenditures are higher than revenue for the 2021 Budget, which results in a reduction to the ending fund balance of $9.0 million. Responsible fiscal policy dictates that the use of cash balances should be limited to one-time expenditures, and this is the case for 2021. A one-time transfer of $10 million to the Capital Renewal and Replacement Reserve Fund is being made with excess cash reserves. The transfer will fill budgetary gaps related to the renewal and/ or replacement of aging equipment, facilities and other types of assets. Town of Parker 2021 Annual Budget

17

Introduction


INTRODUCTION FINANCIAL HIGHLIGHTS (con’t) The Town Charter requires the General Fund maintain a ratio of 25 percent of cash to total expense; the ratio for the 2021 Budget is 28 percent after this one-time transfer.

General Fund Balance Summary Beginning Fund Balance Total Revenues Total Expenditures Ending Fund Balance

2017 Actual

2020 Amended Budget

2019 Actual

2018 Actual

2020 Projected

2021 Budget

$ 18,920,255 $ 17,498,023 $ 21,031,487 $ 24,632,957 $ 24,632,957 $ 27,351,524 50,303,156 53,074,500 86,887,782 46,695,377 55,410,142 56,489,089 51,725,388 49,541,036 83,286,312 55,402,791 52,691,575 65,475,423 $ 17,498,023

Ending Fund Balance to Total Expenditures

$ 21,031,487

34%

$ 24,632,957

42%

30%

$ 15,925,543

29%

$ 27,351,524

52%

Compound Annual Growth 10% 3% 6%

$ 18,365,190

1%

28%

OTHER MAJOR FUND HIGHLIGHTS In addition to the General Fund, the Town has six other funds that are categorized as major funds. These are the Parks and Recreation, Cultural, Recreation, Excise Tax, Public Improvements and Stormwater Utility Funds. Financials for each may be found under the Budget Detail tab. Highlights of variances between the 2021 Budget and the 2020 Projected Actuals for these funds follows.

Parks and Recreation Fund The revenue variance of $0.5 million is mainly due to a difference between the contributions expected in 2021 from developers and the uncharacteristically low amount received in 2020. On the expense side, the capital projects budgeted for 2021 are smaller and fewer than what was planned for 2020, resulting in a $1.2 million expense decrease. This decrease is partially offset by a $0.5 million increase in the interfund transfer to the Recreation Fund. The additional funding is being used by the Recreation Fund for capital projects.

Cultural Fund Revenue in the Cultural Fund is increasing $0.3 million in the 2021 Budget. This includes a $0.3 million decrease to the interfund transfer from the General Fund and a $0.7 million increase in charges for services. With the pandemic presumably subsiding in 2021, more performances and events will be possible. Expenditures in the 2021 budget are higher because of the increased programming that is expected. The 2021 Budget presumes COVID-19 related restrictions will be minimal by mid-year, so more events are planned.

Recreation Fund As with the Cultural Fund, the Recreation Fund during 2020 has been significantly impacted by COVID-19 through reduced operating capacity and total closures. Revenue for 2021 assumes a return to pre-COVID activities and slightly higher than average demand due to pent-up desire for activities. Revenues increase in 2021 to $3.6 million over the projected 2020 revenue as a result. Expenditures follow the same trend as revenues when comparing 2021 to 2020, reflecting the same increased demand for activities in 2021. Meeting this demand requires an additional $2.8 million in personnel and operating expense. Capital outlay has also increased $0.4 million, which adds to the difference. Introduction 18

Town of Parker 2021 Annual Budget


FINANCIAL HIGHLIGHTS INTRODUCTION (con’t) Excise Tax Fund Other than the increase in the Interfund Transfer, there are no material differences in the revenue and expenditures of this Fund when comparing the 2021 Budget to the 2020 Projection. The transfer is made to the Public Improvements Fund for capital expenditures in that fund.

Public Improvements Fund 2020 Projected revenue and expense include the funding support from the Parker Authority for Reinvestment (PAR) for the completion of the Cottonwood Bridge Widening project and other PAR related projects’ expenses. The Town will have the oversight of these projects, which is why they are included in this budget.

Stormwater Utility Fund 2021 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. Expenses are down because the number and size of capital projects are down in 2021. Construction requirements fluctuate from year to year. 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.

Town of Parker 2021 Annual Budget

19

Introduction


INTRODUCTION 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 2017 through the 2021 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 (typically 40 hours per week); a half-time position (.5 FTE) requires 1,040 work hours (20 hours per week).

Employees by Fund/Department

2017

2018

2019

2020

2021

Full Equivalent Employees General Fund Town Clerk Municipal Court Town Administrator Finance Town Attorney Human Resources Community Development Communications Police Public Works Parks and Forestry P3 Support Services Total General Fund

5.60 3.40 8.00 12.34 3.00 7.00 25.30 4.00 121.40 35.50 28.00 0.00 253.54

5.60 2.80 6.75 11.84 4.00 7.00 24.80 4.00 121.40 36.10 28.00 2.75 255.04

5.40 2.80 6.75 11.84 4.00 7.00 24.80 4.00 121.40 36.40 28.30 2.75 255.44

4.80 2.80 3.75 13.34 5.00 7.00 24.80 4.00 122.90 36.00 27.45 2.25 254.09

5.00 2.80 3.75 14.50 5.00 7.00 25.50 4.00 122.90 37.90 28.50 2.25 259.10

Parks and Recreation Fund Law Enforcement Assistance Fund Cultural Fund Recreation Fund Stormwater Utility Fund Fleet Services Fund Technology Management Fund Facilities Services Fund

3.18 1.50 33.83 106.60 8.65 4.60 12.00 9.10

3.18 1.00 33.13 111.14 8.80 4.60 12.00 8.60

3.18 1.00 31.78 106.55 8.60 4.60 12.50 8.60

3.16 1.00 20.93 79.73 8.85 4.60 12.50 8.60

2.35 1.50 25.40 120.45 9.45 4.25 12.50 8.35

Total Full Time Equivalent

433.00

437.49

432.25

393.46

443.35

The chart on the following page adds the additional detail of separating the full-time and parttime benefitted category from the part-time and seasonal counts.

Introduction

20

Town of Parker 2021 Annual Budget


FINANCIAL HIGHLIGHTS INTRODUCTION (con’t)

Employees by Fund/Department

2017

2018

2019

2020

2021

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

5.60 3.40 8.00 12.34 3.00 7.00 25.30 4.00 121.40 34.60 25.20 0.00 249.84

5.60 2.80 6.75 11.84 4.00 7.00 24.80 4.00 121.40 34.60 25.20 2.75 250.74

5.40 2.80 6.75 11.84 4.00 7.00 24.80 4.00 121.40 35.60 25.20 2.75 251.54

4.80 2.80 3.75 13.34 5.00 7.00 24.80 4.00 122.90 35.20 25.20 2.25 251.04

5.00 2.80 3.75 14.50 5.00 7.00 25.50 4.00 122.90 36.60 25.20 2.25 254.50

3.18 1.50 20.33 33.75 8.20 4.60 12.00 9.10

3.18 1.00 20.53 33.75 8.20 4.60 12.00 8.60

3.18 1.00 20.53 30.55 8.20 4.60 12.50 8.60

3.16 1.00 18.33 30.73 8.60 4.60 12.50 8.60

2.35 1.50 18.00 30.45 8.80 4.25 12.50 8.35

342.50

342.60

340.70

338.56

340.70

1.50 2.80 12.60 77.39 0.60

0.80 3.10 11.25 76.00 0.40

0.80 2.25 2.60 49.00 0.25

1.30 3.30 7.40 90.00 0.65

90.50

94.89

91.55

54.90

102.65

433.00

437.49

432.25

393.46

443.35

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 0.90 Parks and Forestry 2.80 Cultural Fund 13.50 Recreation Fund 72.85 Stormwater Utility Enterprise Fund 0.45 Total Full Time Equivalent Grand Total

Town of Parker 2021 Annual Budget

21

Introduction


INTRODUCTION FINANCIAL HIGHLIGHTS (con’t) FTE Variances from 2020 Projected to 2021 Budget Utilizing the chart above, FTE variance explanations for full time and part time benefited employee counts are as follows:

Town Clerk Finance Finance Community Development Community Development Public Works Public Works Parks and Recreation Fund Law Enforcement Assistance Cultural Fund Recreation Fund Stormwater Utility Fund Fleet Services Fund Facilities Services Fund

Part-time position moved to full-time Part-time position moved to full-time Allocation of existing position revised Part-time position moved to full-time Position was formerly allocated to PAR Additional position in Streets Division Allocation of existing positions revised Allocation of existing positions revised Grant funded part-time position for 2021 Allocation of existing positions revised Allocation of existing positions revised Allocation of existing positions revised Allocation of existing positions revised Allocation of existing positions revised

0.20 0.50 0.66 0.20 0.50 1.00 0.40 (0.81) 0.50 (0.33) (0.28) 0.20 (0.35) (0.25)

The changes in the part time and seasonal FTE data are primarily in the Cultural and Recreation Funds where the number of employees was greatly reduced due to the COVID-19 impacts in 2020. The numbers for 2021 are reflective of the need to staff for more normal levels of events and activities. The impact of the increased FTEs is found in the employee-related cost areas. Other than for the positions where the change is only to account for reallocation of staff time between departments, the other increases do impact the areas of salary and benefits, computer and software, office or work equipment, uniforms, office furniture, vehicle, training and travel.

Introduction

22

Town of Parker 2021 Annual Budget


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.

CLICK HERE TO VIEW THE TOWN OF PARKER’S STRATEGIC PLAN Town of Parker 2021 Annual Budget

23 Introduction


INTRODUCTION GOALS AND STRATEGIES PROCESS FOR CREATING GOALS AND STRATEGIES The strategic plan evolved during 2015 as a cooperative project led by the Town Administrator’s office and included participation by the Town Council and Town staff. Citizen participation was funneled through the elected officials. The outcome was the development of a vision statement, mission statement, and strategic goals. The plan was meant to complement work that was underway regarding the Parker 2035 Master Plan and also the development of a prioritized method of budgeting. The strategic goals are meant to be high-level and guide the Town for many years. On an annual basis, Town staff identifies the activities to be undertaken that will support the strategic goals and includes any financial impact in the budget request for the particular fiscal year. In addition, each request by Town staff for Town Council action requires the inclusion of the corresponding strategic goal icons that the request supports. The strategic goals are utilized in the annual pay-for-performance reviews completed each year also. The Town Administrator’s office will be leading a project in 2021 that will further operationalize the strategic plan and also create a more robust performance measure framework for the various Town departments.

FOSTER COMMUNITY FOSTER COMMUNITY CREATIVITY AND ENGAGEMENT CREATIVITY AND ENGAGEMENT

2021 Strategies • 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% • Increase number of new projects added to Let’s Talk Parker over 2020 figures • Increase number of Let’s Talk Parker participants by 10% • Distribute 2021 Citizen Survey and release results to community • 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 volunteer program to monitor parking in the downtown Parker area • Work with Parker-area high schools to develop a core of young volunteers who can assist at Parker Arts events and fulfill their community service requirements

Introduction 24

Town of Parker 2021 Annual Budget


GOALS AND STRATEGIES INTRODUCTION (con’t) SUPPORT AN ACTIVE COMMUNITY

2021 Strategies • Grow Parks and Recreation Facebook followers by 10% • Grow Parks and Recreation Instagram followers by 25%. • Record 125,000 engagements on Parks and Recreation social media channels • Begin maintenance and programming following the developer dedicating the 17-acre Trails at Crowfoot Park to the Town • Construction of the East-West Trail Jordan undercrossing (funded by PSCo mitigation) • Construction of the PSCo soft surface trail under the power lines on the east side of Town (funded by PSCo mitigation) • Continue working with the High Plains Trail (HPT) Partners Group to finalize Intergovernmental Agreements (IGAs), funding mechanisms, design and conservation easement amendments in order to hand oversight of the HPT and the Parker Road overpass over to Arapahoe County for construction management • Launch a comprehensive plan to address safety and security along Parker’s trail systems and parks • Complete an amendment to the existing 17-Mile House Property and Norton Farms Conservation Easements between the Town, Arapahoe County and Great Outdoors Colorado and complete an IGA among Parker, Aurora, Douglas County and Arapahoe County that addresses the shared long-term maintenance needs and responsibilities of each jurisdiction • 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 • Complete any necessary updates/amendments to the Hess Ranch (Looking Glass) and Anthology Parks, Trails and Open Space Master Plans, while continuing to work through park requirements • Formalize and implement a cost recovery model for the Parks and Recreation Department • As COVID-19 guidelines evolve and change, continue to improve the quality and the scope of fitness programming and expand virtual and outdoor offerings addressing community safety and social distancing guidelines. • Increase aquatics programming, activity and event offerings to encourage community participation at both indoor and outdoor venues

Town of Parker 2021 Annual Budget

25 Introduction


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

2021 Strategies • Expand local campaigns such as #LoveParker and #ChooseParker to promote our community and encourage shopping locally • Create a new marketing and communications plan to enhance Economic Development outreach efforts • Roll-out robust Economic Development marketing initiatives to promote local business community and support business success • Approve and entitle new development(s) generating economic development benefits; increase commercial and light industrial base by 25,000 square feet of new space • Advance the My Mainstreet project for property disposition and activation of Downtown • Annex and zone land at key locations in and around Parker for future commercial, light industrial or mixed-use development with the 2021 goal to annex one or more properties that are enclaves or contiguous to the Town • Collect new traffic counts for map of traffic volumes used by the business community and general public • Implement quarterly purchasing training for both internal and external partners that will continue to improve compliance with Town procurement policies • Identify and secure at least one new partner to add to or enhance a program, class or series offered by the Cultural Department • Build a relationship with an underserved or diverse cultural group and jointly develop activities that expand the reach of our existing programs • Identify new sources of contributed revenue through either grants or fundraising efforts • Create one new revenue-generating activity that is held in an outdoor space (Plaza/Discovery Park/Other) • Integrate the Economic Development division to the Town Administrator’s Office to centralize economic development activities through the hiring of the new Deputy Town Administrator – Economic Development position • Develop and implement an Economic Development Strategic Plan through a visioning and goal setting process with the Mayor and Council and community partners

Introduction 26

Town of Parker 2021 Annual Budget


GOALS AND STRATEGIES INTRODUCTION (con’t) PROMOTE A SAFE AND HEALTHY COMMUNITY PROMOTE A SAFE AND HEALTHY COMMUNITY 2021 Strategies • Complete update to Cherry Creek Major Drainage Plan in conjunction with other project stakeholders • Begin prioritizing rehabilitation and modernization improvements to existing Town facilities that will be addressed within the Annual Water Quality Improvements program • Migrate all infrastructure inspections and work orders to new asset management software and begin utilizing new software to efficiently manage assets • Perform inspections of 25% of Town stormwater assets • Adopt the 2021 IBC building and fire codes and the 2020 national electrical code • Update the 2005 Bicycle and Pedestrian Plan and adopt it as part of the Transportation Master Plan • Prepare and solicit competitive bids for the additional removal and replacement of approximately 1,500 cubic yards of concrete assets within the Town • 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) for sweeping the Town’s sanded network following snow events • Complete Warrant studies of six relatively high volume locations to see if new signals are needed • Continue accident analysis of all signalized intersections in Parker, and make modifications where accident reduction may be achieved • Begin phased construction of a parallel soft surface trail along the Cherry Creek Regional Trail to reduce trail congestion and improve safety • Engage a consultant to complete an assessment of current trail bridges and develop a phased approach to replacing wooden bridge decks with lightweight concrete • Expand Mental Health Co-Responder Program, Crisis Response Team (CRT) • Develop a Crisis Communication Manual that could be utilized as a basis for communicating information internally and externally • Complete all design and engineering plans for future East/West Trail undercrossing of Jordan Road • Implement the Recreation Division General Security plan and associated training to all staff • Continue to implement best practices in facilities with regards to creating a safe environment that mitigates the risk of spreading COVID-19 • Continue to provide a variety of sport activities deemed safe and low risk for exposure of COVID-19 and provide adapted activities for higher risk sports

Town of Parker 2021 Annual Budget

27 Introduction


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

2021 Strategies • Execute an intergovernmental agreement (IGA) amendment with Douglas County to continue to jointly fund the design of the proposed Dransfeldt Road extension over Cherry Creek • Execute an IGA amendment with Douglas County to commence jointly funding the design of the proposed Lincoln Avenue widening between Jordan Road and Parker Road • Execute an IGA with the Colorado Department of Transportation (CDOT) for partial construction funding for the next phase of responsive signal system control • Deploy advanced endpoint protection to better protect end users and servers while still allowing for remote access for Town departments and employees • Deploy multi-factor authentication to reduce the concern over phishing attempts and come into compliance with security best practices • Deploy the Town’s Unified Communication hosted phone solution that was chosen by the cross-departmental committee • Develop series of educational videos to make our government processes approachable and understandable • Deploy new traffic responsive equipment in support of Denver Regional Council of Governments (DRCOG) grant, and develop new algorithms for all new areas • Receive the GFOA Certificate of Achievement for Excellence in Financial Reporting for the 2020 Comprehensive Annual Report. • Receive the GFOA Distinguished Budget Presentation Award for the 2021 Budget along with special recognition for the capital portion of the budget • Complete the transfer of the business licensing function to Laserfiche Forms which will mechanize and improve the data availability • Complete the implementation of the Sales and Use Tax State System to increase internet sales tax collections • Re-implement the availability of budget and actual financial information on the internet for the public • Create a contract database on the internet for increased transparency to vendors • Implement the Alcohol and Drug Abuse Policy and begin annual training for supervisors • Increase staff attendance at Safety Trainings to a minimum of 60% • 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 • Fully establish Human Resources as a Business Partner model • Implement innovative video interviewing and train managers on use

Introduction 28

Town of Parker 2021 Annual Budget


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

• Perfect new formatting of summons for importing image directly to Court software • Collaborate with Judge and prosecutors to continue to evaluate the offer of plea bargains by mail to reduce numbers of people that must appear in Court due to COVID-19 • Develop a communications manual aligned with the police department’s strategic plan and work closely with the Town’s communication department on consistent messaging • Act as legal advisor for the 2021 special election to fill Councilmember vacancies • Develop a CivicClerk users training for all new users and those users needing a refresher to ensure users are proficient at using the system • Complete a department records audit in each department • 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 • Initiate and complete a Town-wide Facilities Master Plan Study • Implement a successful comprehensive onboarding program for new councilmembers

Town of Parker 2021 Annual Budget

29 Introduction


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

2021 Strategies • Design and construction of the next Parker Road multi-use trail/sidewalk on the west side of Parker Road between the 20-Mile Road and Hess Road intersections • Design of the Parker Road multi-use trail/sidewalk on the east side of Parker Road between the Sulphur Gulch Trail and south of Parker Square Drive • Design and construction of improvements to Motsenbocker Road south of the Hess Road intersection • Design of operational improvements to Parker Road between Lincoln Avenue and E-470 and execute an intergovernmental agreement (IGA) with the Colorado Department of Transportation (CDOT) regarding funding • Design of safety and circulation improvements on/adjacent to Mainstreet in the downtown area and commence the construction of the improvements • Construction of operational improvements to the southwest corner of Mainstreet and Parker Road • Construction of the proposed Cottonwood Drive widening over Cherry Creek that includes improvements between the Jordan Road intersection and Parker Road • Complete the next section of IREA power line conversion to an underground configuration in the Parker Road/Hess Road vicinity • Design of the Dransfeldt Road extension project to allow for submittal of the Conditional Letter of Map Revision (CLOMR) needed due to impacts to the Cherry Creek floodplain • Construction of the next phase of the Town of Parker’s responsive traffic signal system improvements • Planning Commission and Town Council adoption of the new, updated Land Development Ordinance • Planning Commission and Town Council adoption of a land use/transportation/urban design plan for the area centered upon the intersection of Parker Road and Pine Lane • Take concept level for Downtown circulation into design phase and work towards a lasting solution to traffic congestion and safety concerns through downtown Parker • 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 a video from if there is a crime in their area • Conduct a survey to determine which social media platforms are being used by Parker residents and how to best communicate with them

Introduction 30

Town of Parker 2021 Annual Budget


INTRODUCTION TOWN PROFILE Located 20 miles south of Denver and spanning 22.4 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 nearly 58,000 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 340 full-time and 103 part-time equivalent 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. 2020 was a year of adaptation with unique events, classes and programs designed to engage the community and keep the arts alive in Parker. The Town continues to grow quickly and works diligently to provide and maintain the necessary community infrastructure, including nearly 549 lane miles of roadway, 92 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 nearly 58,000 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.

Town of Parker 2021 Annual Budget

31

Introduction


INTRODUCTION 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 four, four-year terms of office. 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. Introduction

32

Town of Parker 2021 Annual Budget


TOWN INTRODUCTION PROFILE (con’t) 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.

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 $560,742.

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.

Town of Parker 2021 Annual Budget

33 Introduction


INTRODUCTION 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.

Introduction

34

Town of Parker 2021 Annual Budget


TOWN INTRODUCTION 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.

Town of Parker 2021 Annual Budget

35 Introduction


INTRODUCTION 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.

Introduction 36

Town of Parker 2021 Annual Budget


TOWN INTRODUCTION PROFILE (con’t)

Town of Parker 2021 Annual Budget

37 Introduction


INTRODUCTION TOWN PROFILE (con’t)

Introduction 38

Town of Parker 2021 Annual Budget


BUDGET OVERVIEW


OVERVIEW Included in the Budget Overview of the 2021 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

40

Town of Parker 2021 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 2021 Annual Budget

41

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 ten Capital Projects Funds: Public Improvement Capital Project Fund, Excise Tax Fund, Impact Fee Funds, Hess Ranch Metro District Fund, and Parkglenn Construction Fund. The Impact Fee Funds consist of six individual funds: Parks and Recreation, Transportation, Public Works, General Government, Police Facility and Court Facility. 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 fund is 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

42

Town of Parker 2021 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 2021 budgets included in this document. Major Fund

Non-Major Fund

Included in Budget

Included 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 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 Impact Fee Funds Hess Ranch Metro District Fund Parkglenn Construction Fund Debt Service Funds General Debt Recreation Debt

x 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 2021 Annual Budget

n/a

43

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. An economic or financial resources measurement focus is similar to the basis of accounting where non-cash items are not budgeted and those items budgeted are within the appropriation period (fiscal year). Governmental fund financial statements also focus on the fiscal year period.

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

44

Town of Parker 2021 Annual Budget


Town of Parker 2021 Annual Budget

45

Budget Overview


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

General Fund

Special Revenue Funds

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

46

X

X

X

X

X

X

X

X

X

Town of Parker 2021 Annual Budget

n

t Fee

X

Hess R

und Tax F

X

X

X

Fund

s

rovem ents Fund

c Imp Publi

Fund Recre ation

nd ral Fu Cultu

Law Enf Assis orcement tance Fund

and R ecre Fund ation Parks

ervat io

X

Impa c

X

Excis e

Elected Officials

Cons

Gene ra

l Fun

d

Department/Fund

n Tru

st Fu n

d

Capital Projects Funds


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

Proprietary Funds

Enterprise Funds

X

X

X

X

X

X X

X

X

X

Town of Parker 2021 Annual Budget

X

Fund

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

X

Information Technology

X

Communications

X

General Government Buildings

X

X

Customer Service

X

X

Historic Preservation

X

X

Interdepartmental

X

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

X

cal B e

X

X

X

Medi

X

X

X

nefits

d 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 F un Storm water

Debt S Fund ervice

Recre ation

l Deb t Se Fund rvice Gene ra

Cons tr Fund uction

lenn Parkg

Hess Rnac Distr h Metro ict Fu nd

Impa c

t Fee

Fund

s

Capital Projects Funds

Debt Service Funds

X

X

Public Works Buildings

X

X

Economic Development

X

X

Economic Incentives

X

Interfund Transfers

X

47

X

X

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 2021 Annual Budget and major financial policies in place to ensure the funding for the Town’s services is managed responsibly. Financial policies are reviewed with Town Council annually during the budget review for ongoing relevance and adherence to the policy. 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 AND FUND REPLENISHMENT • The 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

48

Town of Parker 2021 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.

• If the Town Council approves the use of budget reserves, at the time of approval the Council must also approve a plan to replenish the reserves back to a minimum ratio of 25 percent.

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 expenditures 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 shortfalls 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 2021 Annual Budget

49

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 and the result is 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 the Town must be for Town business, properly authorized and approved, and within the Town Council’s approved budget. The Purchasing Agent is the public purchasing official for the Town, responsible for providing direction and assistance in the acquisition of goods and services. The Purchasing Agent will procure all goods and services in excess of $5,000 with some limited exceptions specifically defined in Town policy. These purchases also require a pre-approved Authorization for Expenditure. Procurements of $20,000 or more require a competitive process with the award given to the lowest responsible and responsive bidder. Expenditures of any amount must be authorized by the Department Director, accomplished by signing the source document to be paid or approving an Authorization for Expenditure. Budget Overview

50

Town of Parker 2021 Annual Budget


BUDGET AND FINANCIAL POLICIES (con’t) The Director may provide written authorization delegating his or her approval authority as follows:

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

• The Department Director may delegate his or her approval on invoices or other cash

disbursements under $10,000 to a Deputy Director or under $5,000 to a direct report.

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

Although the ultimate responsibility for a departmental budget lies with that Department’s Director, purchases greater than $5,000 require further approvals. Purchases between $5,000 and $100,000 also require approvals from the budget authority, purchasing and the Town Administrator. Purchases of $100,000 and more also require Town Council approval. The Town Operations Manual provides complete policy and procedural detail on all expenditures.

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.

Town of Parker 2021 Annual Budget

51

Budget Overview


BUDGET AND FINANCIAL POLICIES (con’t) 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.

Budget Overview

52

Town of Parker 2021 Annual Budget


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 wherein 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 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 2021 2022 2023 2024 2025 Total

Principal $ 995,000 $ 1,015,000 1,040,000 1,065,000 1,090,000 $ 5,205,000 $

Town of Parker 2021 Annual Budget

Interest 101,211 $ 79,603 57,512 34,884 11,718 284,928 $

53

Total 1,096,211 1,094,603 1,097,512 1,099,884 1,101,718 5,489,928

Budget Overview


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 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 Total

Principal Interest $ 1,140,000 $ 1,204,750 1,195,000 1,147,750 1,255,000 1,088,000 1,315,000 1,025,250 1,380,000 959,500 1,445,000 890,500 1,495,000 818,250 1,555,000 743,500 1,635,000 665,750 1,715,000 584,000 1,805,000 498,250 1,890,000 408,000 1,990,000 313,500 2,090,000 214,000 2,190,000 109,500 $ 24,095,000 $ 10,670,500

Total $ 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 $ 34,765,500

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.

Budget Overview

54

Town of Parker 2021 Annual Budget


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

Principal 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 $ 14,910,000 $ $

Interest 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 5,068,573

Total 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 $ 19,978,573 $

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 Transferred Debt From 2015 Sales Parks & Rec Fund

Debt Service Fund Paying the Principal and Interest Recreation (100%)

2014 COP 2014 COP 2014 COP

Parks & Rec Fund General Fund Stormwater Fund

Recreation (34%) General (53%) General (13%)

2019 COP

N/A

General

2021 Budget Expense Principal Interest $ 995,000 $ 122,389 $

$

Town of Parker 2021 Annual Budget

55

Total 1,117,389

280,500 437,250 107,250 825,000

203,909 317,857 77,965 599,731

484,409 755,107 185,215 1,424,731

1,140,000

1,204,750

2,344,750

1,926,870 $

4,886,870

2,960,000

$

Budget Overview


TOTAL FUND BUDGET AND HISTORICAL SUMMARIES This Total Fund Budget and Historical Summaries looks at the historical financials and 2021 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 Major Fund

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 $145,671,332.

2021 Budget $145,671,332

Governmental Funds $118,179,224

General Fund $65,475,423

Special Revenue $28,410,858

Proprietary Funds $27,492,108

Capital Projects $21,770,000

Debt Service $2,522,943

Enterprise $15,505,766

Parks and Recreation $13,422,392

Public Improvements $19,520,000

General Debt $940,323

Law Enforcement Assistance $128,567

Excise Tax $2,250,000

Recreation Debt $1,582,620

Stormwater Utility $15,505,766

Internal Service $11,986,342

Fleet $2,495,384

Technology Management $3,975,659

Cultural $4,831,630

Facility $1,088,299

Recreation $9,453,269

Medical Benefits $4,427,000

Conservation Trust $575,000

Major Fund

Budget Overview

56

Town of Parker 2021 Annual Budget


TOTAL FUND BUDGET AND HISTORICAL SUMMARIES (con’t) WHERE IT COMES FROM... REVENUES (ALL FUNDS) General Property Tax 1.8%

Sales and Use Tax 39.9%

Transfers In 16.6%

Miscellaneous 9.1%

Other Taxes 4.4%

Fines and Forfeitures 0.1%

Licenses and Permits 1.7% Intergovernmental 6.1%

Charges for Services 20.3%

WHERE IT GOES TO... EXPENDITURES (ALL FUNDS) Public Safety 13.9%

General Government 14.7%

Debt Service 3.3%

Transfers Out 14.7%

P3 Services 0.2%

Public Works 33.2%

Economic Incentives 0.6% Community Development 1.3% Cultural 3.3% Parks and Recreation 14.9%

Town of Parker 2021 Annual Budget

57

Budget Overview


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

OPERATING FUND General Fund SPECIAL REVENUE FUNDS Conservation Trust Parks and Recreation Law Enforcement Assistance Cultural Recreation Capital Renewal/Replacement Reserve CAPITAL PROJECT FUNDS Public Improvements Excise Tax Impact Fee Funds Hess Ranch Metro District Fund Parkglenn Construction

Fund Balance 12/31/2016

2017 Revenue

2017 Expenditure

Fund Balance 12/31/2017

2018 Revenue

2018 Expenditure

Fund Balance 12/31/2018

2019 Revenue

18,920,255

50,303,156

51,725,388

17,498,023

53,074,500

49,541,036

21,031,487

86,887,782

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 7,442,105 7,881,455 -

112,002 7,665,984 112,200 1,085,197 2,001,448 2,005,209

452,869 8,522,923 95,745 5,672,413 8,294,544 32,470

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

189,871 9,330,396 142,046 1,542,979 2,264,092 2,037,679

539,279 12,258,079 86,314 5,456,883 8,601,348 46,064

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

11,030,810 3,378,866 1,396

9,535,757 4,022,953 -

13,945,954 6,435,401 202,740

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

7,175,737 1,946,839 -

21,460,921 8,344,453 206,023

11,249,679 2,735,075 248,718 4,704

-

940,273 1,579,985

940,273 1,579,985

-

943,441 1,586,078

943,441 1,586,078

-

943,045 1,585,947

DEBT SERVICE FUNDS General Debt Recreation Debt

PROPRIETARY FUNDS

Fund Balance 12/31/2016

2017 Revenue

2017 Expenditure

Fund Balance 12/31/2017

2018 Revenue

2018 Expenditure

Fund Balance 12/31/2018

2019 Revenue

ENTERPRISE FUND Stormwater Utility

3,709,831

2,691,527

1,862,659

4,538,699

2,410,297

2,107,103

4,841,893

5,364,127

INTERNAL SERVICE FUNDS Fleet Technology Management Facility Medical Benefits

(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

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

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

2,556,794 2,994,624 1,113,826 3,425,901

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.

Budget Overview

58

Town of Parker 2021 Annual Budget


TOTAL FUND BUDGET AND HISTORICAL SUMMARIES (con’t)

2019 Expenditure

Fund Balance 12/31/2019

Projected 2020 Revenue

Projected 2020 Expenditure

Projected Fund Balance 12/31/2020

Projected 2021 Revenue

Projected 2021 Expenditure

Projected Fund Balance 12/31/2021

83,286,312

24,632,957

55,410,142

52,691,575

27,351,524

56,489,089

65,475,423

OPERATING FUND 18,365,190 General Fund

375,000 7,299,241 94,798 6,452,159 8,723,419 100,000

354,148 14,289,232 133,562 547,703 2,142,021 1,983,743

510,065 10,846,869 82,170 3,898,946 5,811,489 21,000

525,000 13,862,697 94,689 3,289,072 6,654,169 -

339,213 11,273,404 121,043 1,157,577 1,299,341 2,004,743

520,075 10,278,657 84,000 4,229,524 9,438,200 10,020,000

575,000 13,422,392 128,567 4,831,630 9,453,269 -

284,288 8,129,669 76,476 555,471 1,284,272 12,024,743

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

8,464,583 1,606,144 -

24,246,017 9,473,384 248,718 210,727

31,372,746 3,100,000 2,647 22,316 2,800

26,540,956 2,120,000 -

29,077,807 10,453,384 251,365 22,316 213,527

9,953,140 2,830,000 2,798 25,035 2,850

19,520,000 2,250,000 -

19,510,947 11,033,384 254,163 47,351 216,377

CAPITAL PROJECT FUNDS Public Improvements Excise Tax Impact Fee Funds Hess Ranch Metro District Fund Parkglenn Construction

943,045 1,585,947

-

942,451 1,584,894

942,451 1,584,894

-

940,323 1,582,620

940,323 1,582,620

2019 Expenditure

Fund Balance 12/31/2019

Projected 2020 Revenue

Projected 2020 Expenditure

Projected Fund Balance 12/31/2020

Projected 2021 Revenue

Projected 2021 Expenditure

4,615,133

5,590,887

19,034,980

19,648,207

4,977,660

11,269,389

15,505,766

1,398,935 3,129,180 1,064,344 3,594,683

1,650,905 1,276,075 105,022 508,719

2,784,217 4,058,402 1,161,191 4,620,200

2,470,383 3,793,864 1,036,496 4,268,600

1,964,739 1,540,613 229,717 860,319

2,540,158 3,990,659 1,090,300 4,450,000

2,495,384 3,975,659 1,088,299 4,427,000

DEBT SERVICE FUNDS - General Debt - Recreation Debt Projected Fund Balance 12/31/2021

ENTERPRISE FUND 741,283 Stormwater Utility

2,009,513 1,555,613 231,718 883,319

INTERNAL SERVICE FUNDS Fleet Technology Management Facility Medical Benefits

The Governmental Accounting Standards Board (GASB) Statement Number 54, Fund Balance Reporting and Governmental Fund Type Definitions, is followed by the Town. The statement 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 2021 Annual Budget

59

Budget Overview


TOTAL FUND BUDGET AND HISTORICAL SUMMARIES (con’t) SUMMARY OF ALL FUNDS - YEAR-TO-YEAR COMPARISON 2017 Actual

2018 Actual

2019 Actual

2020 Amended Budget

2020 Projected

2021 Budget

$ 55,182,639

$ 58,431,455

$ 74,028,557

$ 87,393,819

$ 87,393,819

$ 93,138,289

14%

49,150,556

51,221,196

85,427,108

44,730,771

53,947,072

54,967,246

3%

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

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 6,010,824 32,470

539,279 11,383,079 86,314 3,676,883 6,271,203 46,064

510,100 5,846,622 88,000 2,912,577 5,592,600 30,000

510,065 10,321,869 82,170 1,808,924 3,719,019 21,000

520,075 9,703,657 84,000 2,461,879 6,602,700 20,000

5% 2% -11% -7% 2% 10%

Capital Projects Funds Public Improvements Excise Tax Impact Fee Funds Hess Ranch Fund Parkglenn Construction

8,007,757 3,378,866 1,396

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

9,643,535 2,735,075 248,718 4,704

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

29,372,746 3,100,000 2,647 22,316 2,800

7,703,140 2,830,000 2,798 25,035 2,850

-1% -4%

Debt Service Funds General Debt Service Recreation Debt Service

-

-

-

-

-

-

Proprietary Funds Enterprise Fund Stormwater Utility

2,691,527

2,399,937

5,364,127

19,031,300

19,034,980

11,269,389

43%

Internal Service Funds Fleet Services Technology Management Facility Services Medical Benefits

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

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

2,556,794 2,994,624 1,113,826 3,425,901

2,721,689 4,057,039 1,157,551 3,875,509

2,784,217 4,058,402 1,161,191 3,620,200

2,540,158 3,990,659 1,090,300 4,450,000

2% 0% 4% 12%

92,222,720

98,551,213

135,517,234

111,016,663

133,569,618

108,263,886

4%

Revenues Beginning Fund Balances Governmental Funds General Fund

Total Revenues

Compound Annual Growth

20%

Note: Interfund transfers are not included

Budget Overview

60

Town of Parker 2021 Annual Budget


TOTAL FUND BUDGET AND HISTORICAL SUMMARIES (con’t)

2017 Actual

2018 Actual

2019 Actual

2020 Amended Budget

2020 Projected

2021 Budget

$ 47,709,449

$ 47,098,810

$ 80,849,047

$ 51,675,981

$ 48,964,765

$ 52,952,699

3%

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

3,577,299 116,888 7,374,605 7,881,455 -

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

2,199,530 94,798 6,452,159 8,223,419 -

11,938,714 99,837 4,648,502 8,854,148 -

9,007,633 94,689 3,289,072 6,654,169 -

7,788,631 128,567 4,831,630 9,453,269 -

21% 2% -10% 5%

Capital Projects Funds Public Improvements Excise Tax Impact Fee Funds Hess Ranch Fund Parkglenn Construction

9,535,757 -

7,175,737 -

8,464,583 -

26,594,980 -

26,540,956 -

19,520,000 -

20%

Debt Service Funds General Debt Service Recreation Debt Service

940,273 1,579,985

943,441 1,586,078

943,045 1,585,947

942,451 1,584,894

942,451 1,584,894

940,323 1,582,620

0% 0%

Proprietary Funds Enterprise Fund Stormwater Utility

1,677,425

1,921,245

4,152,298

19,375,028

19,177,174

15,014,320

73%

Internal Service Funds Fleet Services Technology Management Facility Services Medical Benefits

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

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

1,398,935 3,129,180 1,064,344 3,594,683

2,486,554 4,114,362 1,159,438 4,623,688

2,470,383 3,793,864 1,036,496 4,268,600

2,495,384 3,975,659 1,088,299 4,427,000

13% 6% 4% 11%

88,973,904

82,954,115

122,151,968

138,098,577

127,825,146

124,198,401

9%

$ 58,431,455

$ 74,028,557

$ 87,393,819

$ 60,311,905

$ 93,138,289

$ 77,203,774

9%

Expenditures

Governmental Funds General Fund

Total Expenditures Ending Fund Balances

Compound Annual Growth

Note: Interfund transfers are not included

Town of Parker 2021 Annual Budget

61

Budget Overview


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

General Fund

2021

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

Proprietary Funds Enterprise Internal Fund Service

Debt Service

2,522,943 2,522,943

Expenditures General Government Public Safety Public Works Parks and Recreation Cultural Community Development Economic Incentives P3 Services Transfers Out Debt Service Total Expenditures

9,429,357 20,114,862 13,516,269 4,442,857 1,899,706 900,000 302,398 12,522,724 2,347,250 65,475,423

128,567 17,241,900 4,831,630 6,208,761 28,410,858

19,520,000 2,250,000 21,770,000

2,522,943 2,522,943

Net Increase (Decrease) in Fund Balances

(8,986,334)

6,159,598

(8,956,177)

-

(4,236,377)

Beginning Fund Balances

27,351,524

16,195,319

40,018,398

-

4,977,660

Budget Overview

$ 18,365,190 $ 22,354,917 $ 31,062,221 $

62

-

$

15,014,320 491,446 15,505,766

$

Total All Funds

- $ 2,373,500 - $ 51,713,407 5,647,176 2,263,560 7,916,980 2,589,389 12,030,117 26,418,255 171,000 8,680,000 41,000 11,760,008 21,472,931 11,269,389 12,071,117 129,736,817

2,373,500 $ - $ - $ 39,960,000 8,633,407 3,120,000 2,531,676 3,115,500 2,263,560 3,901,840 1,092,500 2,922,640 3,435,670 8,363,079 121,000 50,000 380,000 1,253,325 1,405,683 1,521,843 15,178,145 2,250,000 56,489,089 34,570,456 12,813,823

Ending Fund Balances

$

Governmental Funds Special Capital Revenue Projects

741,283 $

11,986,342 11,986,342

84,775 4,595,388

21,415,699 20,243,429 48,050,589 21,684,757 4,831,630 1,899,706 900,000 302,398 21,472,931 4,870,193 145,671,332

(15,934,515) 93,138,289

4,680,163 $ 77,203,774

Town of Parker 2021 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 budget and the projected prior year

• 2020 accomplishments • 2021 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 • Emergency Response - COVID-19 • Finance • Human Resources • Interdepartmental • Municipal Court • P3 Support Services • Parks and Forestry/Open Space • Police • Public Works • Town Administrator • Town Attorney • Town Clerk Budget Detail

64

Town of Parker 2021 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 operations of recreational facilities - fieldhouse, recreation center and parks.

CAPITAL PROJECTS FUNDS Capital Projects Funds account for financial resources that must be used for the acquisition, improvements or construction 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.

• Impact Fee Funds: Accounts for the impact fee revenue received for a short few months

that was then replaced by an increased excise tax. Amounts may be used for specific capital projects.

• Hess Ranch Metropolitan Fund: Accounts for the property tax of 5 mills to be remitted by the Hess Ranch Metro District to the Town of Parker for the planning, design, construction and maintenance of the Town infrastructure related to the Hess Ranch development.

• 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 of roads, traffic signal installations and median landscaping.

Town of Parker 2021 Annual Budget

65

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 most Town facilities, including the building maintenance and janitorial services of approximately 32 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

66

Town of Parker 2021 Annual Budget


GENERAL FUND GENERAL FUND SUMMARY GENERAL FUND REVENUE (IN TOTAL) GENERAL FUND EXPENDITURES (BY DEPARTMENT) • Communications • Community Development • Economic Incentives and Interfund Transfers • Elected Officials • Emergency Response - COVID-19 • Finance • Human Resources • Interdepartmental • Municipal Court • P3 Support Services • Parks and Forestry/Open Space • Police • Public Works • Town Administrator • Town Attorney • Town Clerk

SPECIAL REVENUE FUNDS CAPITAL PROJECTS FUNDS DEBT SERVICE FUNDS ENTERPRISE FUND INTERNAL SERVICE FUNDS Town of Parker 2021 Annual Budget

67

Budget Detail


GENERAL FUND: SUMMARY

General Fund Summary

2017 Actual

2018 Actual

2019 Actual

2020 Amended Budget

2020 Projected

2021 Budget

Compound Annual Growth

Beginning Fund Balance

$ 18,920,255

$ 17,498,023

$ 21,031,487

$ 24,632,957

$ 24,632,957

$ 27,351,524

10%

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

38,574,136 2,287,377 4,184,891 3,186,945 200,271 148,988 544,357 23,591 49,150,556 1,152,600 $ 50,303,156

40,307,266 2,541,078 4,278,259 3,245,382 157,074 364,607 258,889 68,640 51,221,196 1,853,304 $ 53,074,500

42,620,487 2,532,128 4,271,780 4,448,714 120,305 666,785 615,979 30,150,930 85,427,108 1,460,674 $ 86,887,782

35,463,800 2,086,980 3,438,691 3,225,300 121,000 320,000 75,000 44,730,771 1,964,606 $ 46,695,377

43,627,654 2,207,640 3,744,223 3,631,662 121,000 375,000 188,217 51,676 53,947,072 1,463,070 $ 55,410,142

44,865,176 2,263,560 3,901,840 3,435,670 121,000 300,000 80,000 54,967,246 1,521,843 $ 56,489,089

4% 0% -2% 2% -12% 19% -38%

21,833,842 1,262,038 9,828,134 5,858,179 1,307,846 3,724,143 1,992,172 1,576,072 327,023 47,709,449 4,015,939 $ 51,725,388

22,725,123 834,124 10,084,916 4,971,075 1,355,749 3,699,875 1,767,176 1,309,990 350,782 47,098,810 2,442,226 $ 49,541,036

23,599,670 868,778 10,051,137 5,478,856 1,334,623 36,928,606 760,411 1,327,708 499,258 80,849,047 2,437,265 $ 83,286,312

26,609,845 1,357,482 10,637,166 6,764,574 1,451,135 2,349,650 1,108,855 804,000 593,274 51,675,981 3,726,810 $ 55,402,791

24,232,676 1,366,249 10,213,184 6,727,176 1,446,102 2,349,650 1,111,596 835,000 683,132 48,964,765 3,726,810 $ 52,691,575

27,603,453 1,239,884 10,906,289 6,278,028 1,573,915 2,347,250 1,289,980 954,000 759,900 52,952,699 12,522,724 $ 65,475,423

6% 0% 3% 2% 5% -11% -10% -12% 23% 3% 33% 6%

$ 17,498,023

$ 21,031,487

$ 24,632,957

$ 15,925,543

$ 27,351,524

$ 18,365,190

1%

3% 7% 3%

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

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 2017 – 2021. 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 12% is largely due to the Police Department’s 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 and the level of invested cash; 2020 and 2021 reflect the impact of Federal Reserve rate decreases that have occurred since 2019.

Budget Detail

68

Town of Parker 2021 Annual Budget


GENERAL FUND: SUMMARY • Community contributions to the Town are the primary revenue source in the Miscellaneous category. A very conservative approach is taken in developing the budget number since there is no reliable manner to determine the amount to be received during the next fiscal year. • The Total Expenditures’ CAGR of 6% is driven by the one-time increase in Transfers Out. Excluding Transfers Out results in a CAGR for Total Expenditures of 3%. • 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 fluctuates due to the timing of necessary capital asset purchases and projects. • The transfer to the Cultural Fund is typically the largest transfer within the Transfers Out category; however, the 2021 budget includes a $10 million one-time transfer to the Capital Renewal and Replacement Fund. This one-time transfer is initial funding for the renewal and replacement of Townowned equipment, facilities and other types of assets in addition to planning for future equipment and facility needs.

Town of Parker 2021 Annual Budget

69

Budget Detail


GENERAL FUND: SUMMARY General Fund Summary Expenditures by Department Communications Community Development Building Inspection Historic Preservation Economic Incentives Interfund Transfers Emergency Response - COVID-19 Elected Officials Finance Sales Tax Human Resources Risk Management Interdepartmental Debt Service Municipal Court P3 Services Parks, Forestry and Open Space Parks and Forestry Facility Police Public Works Public Works Facility General Government Buildings Town Administrator Economic Development Town Attorney Town Clerk Elections Customer Service Total Expenditures

2017 2018 Actual Actual $ 904,882 $ 814,277 $ 1,350,102 1,608,986 1,577,405 1,484,295 523 1,019 1,267,768 1,488,224 2,442,226 4,015,939 158,407 144,333 880,482 1,025,223 422,898 445,119 769,242 652,305 363,955 336,250 375,859 437,678 3,724,143 3,699,875 333,869 322,192 285,774 3,546,984 3,641,886 344,620 225,063 16,490,231 16,125,515 11,564,808 11,468,382 172,564 185,150 645,390 680,859 844,164 480,197 644,324 443,628 791,330 686,476 305,971 338,467 31,396 139,544 136,225 $ 51,725,388 $ 49,541,036 $

2020 Amended 2019 Budget Actual 821,554 $ 820,758 $ 1,685,622 1,394,565 1,551,944 1,579,535 2,000 750,000 1,269,708 3,726,810 2,437,265 1,000,000 170,387 150,771 1,357,938 883,673 391,826 464,679 742,228 951,048 397,348 365,062 448,552 1,255,101 36,928,606 2,349,650 426,981 354,510 330,684 306,110 3,863,400 3,826,187 241,600 278,393 17,317,827 16,181,295 11,797,110 12,995,651 216,805 212,015 932,698 547,026 468,855 509,038 465,948 456,426 1,026,560 829,116 378,573 476,332 290 60,000 132,545 160,498 83,286,312 $ 55,402,791 $

2020 2021 Projected Budget 783,531 $ 943,372 1,648,384 1,521,409 1,502,101 1,685,860 2,000 900,000 781,000 3,726,810 12,522,724 1,000,000 250,000 146,551 163,937 2,226,461 1,140,236 419,860 530,274 801,777 936,295 481,878 429,107 1,336,082 804,057 2,349,650 2,347,250 397,889 358,809 284,925 302,398 3,302,786 4,052,136 271,299 390,721 18,179,002 16,259,664 12,693,603 13,307,780 211,131 208,489 499,322 921,972 502,036 761,487 424,759 249,322 1,056,103 1,001,206 337,511 447,917 60,000 35,000 123,760 145,365 52,691,575 $ 65,475,423

Compound Annual Growth 1% 1% 3% 40% -12% 33% 1% 21% 6% 5% 0 21% -11% 5% 3% 3% 3% 4% 5% -7% -3% -21% 11% 7% 1% 6%

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES Department-specific budget variances are found in the individual departmental budget pages which follow the General Fund Summary and General Fund Revenue sections.

2021 Adopted Budget vs. 2020 Projected Actual • 2021 Budgeted Total Expenditures are expected to increase to $65.5 million from the 2020 Projected of $52.7 million. Of the $12.8 million increase, $10.0 million is related to the one-time transfer to the Capital Renewal and Replacement Fund. • Salary and Benefits reflect the following increases for the 2021 Budget: 3.0% pay-for-performance increase; 3.0% increase to the Police Officer step plan; and a twenty-four percent increase in healthcare benefits. • The Capital Outlay has increased due to the timing of necessary capital asset purchases and projects.

Budget Detail

70

Town of Parker 2021 Annual Budget


GENERAL FUND: SUMMARY SOURCES OF REVENUE: GENERAL FUND

Taxes 79.5%

Licenses and Permits 4.0% Intergovernmental 6.9% Charges for Services 6.1% Transfers In 2.7%

Miscellaneous 0.1%

Fines and Forfeitures 0.2%

Interest 0.5%

EXPENDITURES BY TYPE: GENERAL FUND

Salary and Benefits 42.1% Transfers Out 19.1%

Other 1.2% Economic Development Incentives 1.5% Capital Outlay 2.0% Debt Service 3.6% Supplies 1.9%

Insurance/ Utilities 2.4% Internal Services 9.6%

Town of Parker 2021 Annual Budget

Purchased Services 16.6%

71

Budget Detail


SECTION TITLE GENERAL FUND: REVENUE 2017 Actual

2018 Actual

2019 Actual

2020 Amended Budget

2020 Projected

2021 Budget

$ 18,920,255

$ 17,498,023

$ 21,031,487

$ 24,632,957

$ 24,632,957

$ 27,351,524

10%

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

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 40,307,266

1,998,059 208,007 37,536,583 176,105 273,743 187,354 615,559 500 426,223 1,196,227 2,127 42,620,487

2,045,346 211,000 30,590,200 60,000 212,100 123,600 609,854 500 396,400 1,213,800 1,000 35,463,800

2,350,000 210,000 38,500,000 80,000 212,000 100,000 609,854 500 350,000 1,213,800 1,500 43,627,654

2,373,500 212,100 39,655,000 80,000 225,000 102,000 610,000 500 367,500 1,238,076 1,500 44,865,176

8% 2% 4% 3% -1% -12% -1% 0% 1% 2% 1% 4%

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

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

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

48,480 40,569 5,080 16,489 1,303 2,316,791 16,500 86,916 2,532,128

75,000 42,230 4,635 5,150 750 1,866,000 15,965 77,250 2,086,980

80,000 22,000 4,635 3,000 5 2,000,000 13,000 85,000 2,207,640

50,000 22,660 4,700 10,000 2,080,000 16,200 80,000 2,263,560

0% -10% 0%

Intergovernmental LEAF-DUI Enforcement Grant 911 Authority Grants - State of Colorado 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

9,182 231,822 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

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

2,878 168,266 465 564,601 115,909 16,925 27,891 178,942 1,360,487 115,663 23,998 1,695,755 4,271,780

5,000 220,000 5,000 129,600 10,000 8,000 176,851 930,000 115,640 15,000 1,823,600 3,438,691

2,000 170,000 123 129,600 10,000 2,500 173,000 1,175,000 117,000 15,000 1,950,000 3,744,223

2,500 175,000 10,000 2,500 178,190 1,385,150 120,000 20,000 2,008,500 3,901,840

-28% -7%

General Fund Revenue Beginning Fund Balance

Budget Detail

72

Compound Annual Growth

-1% 3% 8% 0%

-12% -26% 1% 5% 0% 8% 8% -2%

Town of Parker 2021 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 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 Publics Works Services C-DOT Signal Operations Event Sponsorship Total Charges for Services

2017 Actual

2018 Actual

2019 Actual

2020 Amended Budget

2020 Projected

2021 Budget

Compound Annual Growth

-13%

87,212 1,068 114,904 1,147,803 447,084 645 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 46,800 54,324 3,186,945

66,937 210 6,492 123,005 15,250 953,468 499,035 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 46,800 75,828 3,245,382

54,597 685 2,876 143,622 2,250 2,000,622 510,609 15 9,438 147,996 195,755 7 15,140 560 26,026 4,724 509,619 194,293 112,356 6,464 374,010 12,359 850 450 46,800 76,591 4,448,714

40,000 250 1,000 120,000 3,000 1,000,000 367,000 9,000 145,000 150,000 15,000 500 400 20,000 4,000 540,750 123,600 169,000 3,000 450,000 46,800 17,000 3,225,300

50,000 1,000 200,000 16,000 1,250,000 450,000 35 4,000 170,000 145,000 2 15,000 400 20,000 4,000 540,750 123,600 169,000 3,000 400,000 6,000 75 46,800 17,000 3,631,662

50,000 500 1,000 130,000 25,000 1,000,000 500,000 5,000 145,000 100,000 15,000 500 15,000 4,000 557,000 127,300 174,070 3,000 463,500 5,000 46,800 68,000 3,435,670

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

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

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

99,704 20,101 500 120,305

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

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

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

-11% -12% -40% -12%

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 Other Miscellaneous Revenue Miscellaneous

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

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

614,971 51,814 493,730 4,230 3,700 1,500 55 6,839 437 5,413 100,075 1,282,764

320,000 75,000 395,000

375,000 1,000 15 95,309 4,512 87,381 563,217

300,000 80,000 380,000

30%

Town of Parker 2021 Annual Budget

73

-2% 3% -3% 3% -16% -11% 2% -6% -25% -30% -12% 2% 9% 32% -17% 25% -9%

0% 6% 2%

-3% -14%

Budget Detail


SECTION TITLE GENERAL FUND: REVENUE

General Fund Revenue Other Financial Sources Insurance Recoveries Sales of General Fixed Assets Cert. of Participation Issued Cert. of Participation Premium Total Other Financial Sources Transfers In From Parks and Recreation Fund From Excise Tax Fund From Capital Reserve Fund From Stormwater Fund From Information Technology Fund Total Transfers In Total Revenue Total Funds Available

2017 Actual

2018 Actual

2019 Actual

2020 Amended Budget

2020 Projected

Compound Annual Growth

2021 Budget

23,591 23,591

56,547 12,094 68,640

30,802 36,898 25,215,000 4,868,230 30,150,930

-

51,276 400 51,676

-

1,152,600 1,152,600

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

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

1,177,700 501,536 285,370 1,964,606

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

1,215,641 306,202 1,521,843

1%

50,303,156

53,074,500

86,887,782

46,695,377

55,410,142

56,489,089

3%

$ 69,223,411

$ 70,572,523

$ 107,919,269

$ 71,328,334

$ 80,043,099

$ 83,840,613

5%

7%

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES Additional information on major General Fund Revenues can be found in the Revenue Manual section of this document.

2021 Adopted Budget vs. 2020 Projected Actual • In total, General Fund revenue for 2021 is expected to increase slightly from $55.4 million to $56.5 million. The increase is primarily driven by growth in the volume and amount of sales tax transactions.

• 2021 property tax revenue is relatively flat with that of 2020. Properties will be reassessed during 2021; the new rates will be reflected in 2022 revenue.

• Sales tax is budgeted to grow 3% from the 2020 projected actual revenue. Growth is budgeted at a conservative rate due to unknown impacts of the COVID-19 virus.

• Building permits revenue is expected to show a small growth from $2.0 million to $2.1 million. Construction is expected to be flat in 2021 with 2020.

Budget Detail

74

Town of Parker 2021 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

76

Town of Parker 2021 Annual Budget


GENERAL FUND: EXPENDITURES SECTION TITLE Department: Communications

2018 Actual

2017 Actual

2020 Amended Budget

2019 Actual

2020 Projected

Compound Annual Growth

2021 Budget

Expenditures by Function Communications

$

904,882

$

814,277

$

821,554

$

820,758

$

783,531

$

943,372

1%

Total Expenditures by Function

$

904,882

$

814,277

$

821,554

$

820,758

$

783,531

$

943,372

1%

476,476 2,750 406,825 57,321

8% -17% -4% -3%

943,372

1%

68,000 875,372

6% 1%

943,372

1%

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

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

Sources of Funding Sponsorships General Fund Total Sources of Funding

904,882

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

54,324 850,558 $

904,882

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

814,277

424,618 4,760 363,749 28,427 $

75,828 738,449 $

1.0 1.0 1.0 1.0 4.0

814,277

821,554

456,950 2,750 274,675 86,383 $

76,591 744,963 $

1.0 1.0 1.0 1.0 4.0

821,554

820,758

438,798 2,750 255,600 86,383 $

17,000 803,758 $

820,758

1.0 1.0 1.0 1.0 4.0

1.0 1.0 1.0 1.0 4.0

783,531

$

17,000 766,531 $

783,531

1.0 1.0 1.0 1.0 4.0

$

1.0 1.0 1.0 1.0 4.0

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2021 Adopted Budget vs. 2020 Projected Actual • The 2021 budget for Salary and Benefits includes funding for the performance pay adjustment of 3% and healthcare cost increases.

• The 2021 budget for Purchased Services reflects the inclusion of community events at 2019

levels; reinstatement of printing and postage associated with Talk of the Town; filming costs associated with the annual State of the Town video; and costs associated with the Citizen’s Survey. The 2020 projected levels are impacted by changes required by COVID-19.

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

• Sponsorship revenue is budgeted to increase to offset some of the incremental event costs.

2020 ACCOMPLISHMENTS Support an Active Community • Grew Parks and Recreation Facebook followers by 9%. • Grew Parks and Recreation Instagram followers by 25%. Town of Parker 2021 Annual Budget

77

Budget Detail


SECTION TITLE GENERAL FUND: EXPENDITURES Department: Communications • Parks and Recreation Safe Return Planning and Messaging. • Helped to coordinate, produce and promote virtual Recreation programming. Foster Community Creativity and Engagement • Grew Town Instagram followers by 81%. • Due to COVID-19 impacts, pivoted from traditional events to engage the Parker community by planning new community engagement activities, including the Parker Porch Party series, Bike Parker Day, Parker Porch Parade Series and the Hometown Holiday Experience.

Enhance Economic Vitality • Kicked off the “Love Parker” marketing campaign. • Received multiple Town recognitions, including landing second place on Money’s Best Places to Live list.

• Assumed oversight of Economic Development Marketing. Promote a Safe and Healthy Community • Provided the Parker community with comprehensive COVID-19 messaging, resources and updates.

Innovate with Collaborative Governance • In the face of COVID-19, successfully pivoted and adjusted traditional marketing initiatives and efforts to continue to effectively communicate with Parker residents.

• Developed variety of new videos, including weekly COVID-19 video update from the Mayor,

new staff welcome video from the Town Administrator, a COVID-19 remembrance video and more.

• Served on the Douglas County Complete Count Committee to promote the 2020 Census.

2021 GOALS Support an Active Community • Grow Parks and Recreation Facebook followers by 10%. • Grow Parks and Recreation Instagram followers by 25%. • Record 125,000 engagements on Parks and Recreation Social Media channels. • Help implement new customer interface on ACTIVE registration software. Foster Community Creativity and Engagement • 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%. • Increase number of new projects added to Let’s Talk Parker over 2020 figures. • Increase number of Let’s Talk Parker participants by 10%. Budget Detail

78

Town of Parker 2021 Annual Budget


GENERAL FUND: EXPENDITURES SECTION TITLE Department: Communications • Maintain community engagement by continually evaluating the COVID-19 environment and adjusting the Town’s traditional event schedule as necessary.

Enhance Economic Vitality • Expand local campaigns such as #LoveParker and #ChooseParker to promote our community and encourage shopping locally.

• Collaborate with new Deputy Town Administrator to create a new marketing and communications plan to enhance Economic Development outreach efforts.

• Partner with Deputy Town Administrator/Economic Development Director to roll-out robust Economic Development marketing initiatives to promote our local business community and support business success.

Innovate with Collaborative Governance • Distribute 2021 Citizen Survey and release results to community. • Develop series of educational videos to make our government processes approachable and understandable.

PERFORMANCE MEASURES

Town of Parker 2021 Annual Budget

79

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 the 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

80

Town of Parker 2021 Annual Budget


GENERAL FUND: EXPENDITURES Department: Community Development

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

Compound Annual Growth

2021 Budget

1,608,986 1,484,295 523

$

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

$

1,394,565 $ 1,551,944 -

1,685,622 1,579,535 2,000

$

1,521,409 $ 1,502,101 -

1,648,384 1,685,860 2,000

1% 3% 40%

$

3,093,804

$

2,928,526

$

2,946,509

3,267,157

$

3,023,510

3,336,244

2%

2,720,499 14,360 274,430 323,170 3,785 -

6% -9% -14% -4% 8%

3,336,244

2%

2,096,200 630,000 610,044

-1% -4% 32%

3,336,244

2%

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

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

2020 Projected

$

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

2020 Amended Budget

2019 Actual

2018 Actual

2017 Actual

3,093,804

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

2,139,118 751,502 203,184 $

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

3,093,804

2,928,526

2,280,251 9,685 429,865 223,580 3,128 $

2,315,203 687,855 (74,531) $

2,928,526

$

2,946,509

2,463,919 11,660 485,675 302,603 3,300 $

2,333,291 684,604 (71,386) $

2,946,509

3,267,157

2,228,481 11,360 477,594 302,603 3,472 $

1,881,965 516,361 868,831 $

3,267,157

$

3,023,510

$

2,013,000 650,000 360,510 $

3,023,510

$

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 1.0

1.0 1.0 4.0 1.0 2.0 2.5 1.0 1.0

1.0 1.0 4.0 1.0 2.0 2.5 1.0 1.0

1.0 1.0 4.0 1.0 2.0 2.5 1.0 1.0

1.0 1.0 4.0 1.0 2.0 2.5 1.0 1.0

1.0 1.0 4.0 1.0 2.0 2.5 1.0 1.0

1.0 1.0 4.0 1.0 2.0 2.5 1.0 1.0

1.0 4.8 1.0 1.0 1.0 25.3

1.0 4.8 1.0 1.0 1.0 24.8

1.0 4.8 1.0 1.0 1.0 24.8

1.0 3.8 1.0 1.0 2.0 24.8

1.0 3.8 1.0 1.0 2.0 24.8

1.0 4.0 1.0 1.0 2.0 25.5

FTE Position on Hold *Associate Planner budgeted at 0% in 2021

Town of Parker 2021 Annual Budget

81

Budget Detail


SECTION TITLE GENERAL FUND: EXPENDITURES Department: Community Development

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2021 Adopted Budget vs. 2020 Projected Actual • The 2021 budget for Salary and Benefits includes funding for the performance pay adjustment

of 3% and healthcare cost increases. It also assumes no vacancies; 2020 included several open positions for the majority of the year.

• The reduction in the Purchased Services expense category is related to the completion of the land development code update.

2020 ACCOMPLISHMENTS Support an Active Community • Prepared and completed an amendment to the Land Development Ordinance that updates

Parks Dedication Standards for future private sector residential development. The goal of this project is to improve the standards for amenities and improvements in parks and open space that are provided with new residential development. It implements the 2019 Parks Dedication Standards Study and was adopted by the Town Council in October, 2020.

• Partnered with the Parks and Recreation Department to review and approve a comprehensive Parks, Recreation, Open Space and Trails Plan for the Hess Ranch (Looking Glass) and Anthology North Planned Developments. This implements a major provision of the Partial Waiver Resolutions for both projects approved by the Town Council in 2019.

• Partnered with the Engineering/Public Works Department to prepare and submit a grant application for new sidewalks on Parker Road through the Denver Regional Council of Governments (DRCOG) Safer Main Streets grant program.

• Partnered with the Engineering/Public Works and Parks and Recreation Departments to

negotiate and obtain a contribution of almost $500,000 from the Public Service Company of Colorado (PSCo) for a soft surface multi-use trail in their utility corridor from Latigo Lane in the west to Canterberry Parkway in the east. The negotiated contribution satisfies one of PSCo’s conditions of approval for the Pawnee-Daniels Park Transmission Project approved by the Town Council in 2016.

Foster Community Creativity and Engagement • Participated in the My Mainstreet community engagement and Downtown redevelopment project throughout 2020.

• Successfully transitioned the Planning Commission to a remote, virtual meeting process in April, 2020 in response to the COVID-19 pandemic. The Commission continues to utilize remote, virtual meetings and this approach to community engagement is expected to continue into 2021.

• Continued to utilize the Let’s Talk Parker community engagement platform to promote public participation and obtain community input on multiple projects including the Chambers/Hess Subarea Plan and the Land Development Ordinance Modernization throughout 2020.

Enhance Economic Vitality • Created a Temporary Patio Extension Program to assist local businesses in continuing to Budget Detail

82

Town of Parker 2021 Annual Budget


GENERAL FUND: EXPENDITURES SECTION TITLE Department: Community Development operate during the COVID-19 pandemic. The Program assists retailers, restaurants and bars by allowing them to expand into adjacent parking areas, sidewalks and yards. The Department processed and approved 23 applications by businesses to enable them to expand and maintain business operations despite COVID-19 restrictions.

• Achieved a business recruitment success with the Big Tool Box commercial retail

development that was approved in July, 2020. The project will create 35,000 s.f. of new commercial retail space for a hardware store, garden center and equipment/tool rental. It will generate retail sales tax revenue and jobs to promote economic vitality in the Town.

• Updated the Town’s Five-Year Development Forecast that assists in the evaluation of revenue projections for the Town.

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

development benefit such as Anthology North Segment 1, Big Tool Box commercial, Hess Ranch (Looking Glass) Segment 2A, Douglas 234 commercial, Eisenberg mixed-use and Sportsman’s Warehouse retail.

Promote a Safe and Healthy Community • Completed Phase 3 of the Town Way-Finding Signage Program including the installation of

Way-Finding Signs along Parker Road after receiving approval from CDOT. The purpose of the project is to direct residents and visitors to community destinations such as Downtown, the PACE Center and Salisbury Park. This is the final phase of the project for the foreseeable future.

• Initiated and led a Town-wide Sound and Noise Study with consultant CENSEO AV+Acoustics to support an amendment to the Town’s Noise Ordinance. The purpose of the project is to update the Town’s Noise Ordinance to incorporate standards based upon decibel levels and more effectively address noise complaints to mitigate nuisance impacts and preserve residential quality of life.

• Completed a total of 20,371 building inspections in 2020 (through Q3). Develop a Visionary Community Through Balanced Growth • Completed and obtained Town Council adoption of the Chambers/Hess Subarea Plan in

October, 2020. The Plan provides a land use/transportation/urban design framework for the future growth area centered upon the intersection of Chambers Road and Hess Road.

• Annexed and zoned the 49 acre Bowey property located at the northeast corner of the

intersection of Parker Road and Pine Lane into the Town by Town Council approval in November, 2020. The property is the largest and most important commercial development site remaining in the Parker Road Corridor.

• Continued the Land Development Ordinance Modernization through year two (2) of a

three (3) year schedule which will be the first comprehensive update to Town zoning since incorporation in 1981. Major 2020 milestones include the completion of proposed, new zoning districts; use and bulk standards; and illustrative graphics to support the new standards.

• Initiated the Parker/Pine Subarea Plan centered upon the intersection of Parker Road and Pine Lane. The Plan will provide a land use/transportation/urban design framework for the future growth area centered upon the intersection of Parker Road and Pine Lane.

Town of Parker 2021 Annual Budget

83

Budget Detail


SECTION TITLE GENERAL FUND: EXPENDITURES Department: Community Development

2021 GOALS Enhance Economic Vitality • Approve and entitle new development(s) generating economic development benefits * Metric: Increase commercial and light industrial base by 25,000 square feet of new space • Advance the My Mainstreet project for property disposition and activation of Downtown * Metric: Obtain Town Council direction about whether to proceed with the project or not. If directed to proceed, enter into a purchase and sale agreement for at least one (1) property in 2021

• Annexation of Key Properties * Metric: Annex and zone land at key locations in and around Parker for future commercial, light industrial or mixed-use development. The goal for 2021 is to annex one (1) or more properties that are enclaves or contiguous to the Town.

Promote a Safe and Healthy Community • Update the Town’s building and fire codes to ensure safe and sound building construction * Metric: Adopt the 2021 IBC building and fire codes and the 2020 national electrical code • Update the 2005 Bicycle and Pedestrian Plan and adopt it as part of the Transportation Master Plan

* Metric: Completion and Town Council adoption of the updated Bicycle and Pedestrian Master Plan

• Work with the Anthology North and Hess Ranch developers to complete a comprehensive Parks, Recreation, Trails and Open Space Plan for each Planned Development

* Metric: Town approval of the Anthology North and Hess Ranch Parks, Recreation, Trails and Open Space Plans

Develop a Visionary Community Through Balanced Growth • Complete the Land Development Ordinance Modernization * Metric: Planning Commission and Town Council adoption of the new, updated Land Development Ordinance

• Complete the Parker/Pine Subarea Plan * Metric: Planning Commission and Town Council adoption of a land use/transportation/

urban design plan for the area centered upon the intersection of Parker Road and Pine Lane

• Initiate the Zoning Map Amendment project to implement the Land Development Ordinance Modernization project

* Metric: Prepare legal descriptions for sections of the Town to receive updated zoning and illustrate on an updated zoning map to be adopted by the Town Council

• Initiate an update to the Parker 2035 Master Plan * Metric: Plan and prepare a project scope for the Parker 2035 Master Plan update, initiate

the preliminary phases of work on demographic research and procure a planning consultant to assist with certain elements of the plan

Budget Detail

84

Town of Parker 2021 Annual Budget


GENERAL FUND: EXPENDITURES SECTION TITLE Department: Community Development • Conclude the Environmental Assessment discussion and effort * Metric: Obtain Town Council direction about whether to proceed with the concept for an

Environmental Assessment provision in the Land Development Ordinance and amend the Land Development Ordinance if directed to do so.

PERFORMANCE MEASURES

Town of Parker 2021 Annual Budget

85

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

86

Town of Parker 2021 Annual Budget


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

2017 Actual Expenditures by Category Economic Incentives Transfers to Cultural Fund Capital Facilities Reserve Debt Service Fund Medical Benefits Fund Total Expenditures by Category

$

$

Sources of Funding Sales Tax General Fund Total Sources of Funding

$

2019 Actual

2018 Actual

2020 Amended Budget 750,000 $

2020 Projected

1,488,224 $

1,267,768 $

1,269,708 $

781,000 $

3,260,900 755,039 -

1,684,643 757,583 -

1,680,000 757,265 -

1,970,022 756,788 1,000,000

1,970,022 756,788 1,000,000

5,504,163 $

3,709,994 $

3,706,973 $

1,488,224 4,015,939

1,267,768 2,442,226

5,504,163 $

3,709,994 $

2021 Budget

Compound Annual Growth

900,000

-12%

1,767,645 10,000,000 755,079 -

-14%

4,476,810 $

4,507,810 $ 13,422,724

25%

1,269,708 2,437,265

750,000 3,726,810

781,000 3,726,810

900,000 12,522,724

-12% 33%

3,706,973 $

4,476,810 $

4,507,810 $ 13,422,724

25%

0%

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2021 Adopted Budget vs. 2020 Projected Actual • The reduction in the interfund transfer to the Cultural Fund is due to the lowered level of operational support related to balancing of revenue and expense.

• The transfer to the Capital Facilities Reserve Fund is a one-time transfer to set funds aside

for the renewal and/or replacement of aging equipment, facilities, other types of assets and other similar future needs. A Facilities Master Plan will be completed in 2021 and will provide a roadmap for those future needs.

Town of Parker 2021 Annual Budget

87

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

88

Town of Parker 2021 Annual Budget


GENERAL FUND: EXPENDITURES SECTION TITLE Department: Elected Officials

2017 Actual

2019 Actual

2018 Actual

2020 Amended Budget

2020 Projected

2021 Budget

Compound Annual Growth

Expenditures by Function Elected Officials

$

158,407 $

144,333 $

170,387 $

150,771 $

146,551 $

163,937

1%

Total Expenditures by Function

$

158,407 $

144,333 $

170,387 $

150,771 $

146,551 $

163,937

1%

102,083 37,326 18,998 -

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

107,988 25,180 16,986 20,233

107,934 10,030 9,050 23,757

107,894 9,200 5,700 23,757

111,100 20,030 9,050 23,757

2% -14% -17%

158,407 $

144,333 $

170,387 $

150,771 $

146,551 $

163,937

1%

158,407

144,333

170,387

150,771

146,551

163,937

1%

158,407 $

144,333 $

170,387 $

150,771 $

146,551 $

163,937

1%

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 2021 Adopted Budget vs. 2020 Projected Actual • The Supplies and Purchased Services increases are related to costs associated with the new elected officials who are sworn in during December 2020.

Town of Parker 2021 Annual Budget

89

Budget Detail


EMERGENCY RESPONSE COVID-19 ABOUT THE TOWN’S EMERGENCY RESPONSE TO COVID-19 The Town established this department in order to clearly budget and track expenses incurred with the Town’s response to COVID-19. Due to the long-term nature of the pandemic and reporting requirements associated with the potential reimbursement of expenses, it was determined this would be the best approach.

Budget Detail

90

Town of Parker 2021 Annual Budget


GENERAL FUND: EXPENDITURES Department: Emergency Response - COVID-19 2020 Amended Budget

2019 Actual

2018 Actual

2017 Actual

2020 Projected

2021 Budget

Expenditures by Function Emergency Response COVID-19

$

- $

- $

- $

1,000,000 $

1,000,000 $

250,000

Total Expenditures by Function

$

- $

- $

- $

1,000,000 $

1,000,000 $

250,000

-

-

-

- $

- $

- $

1,000,000 $

1,000,000 $

250,000

-

-

-

1,000,000

1,000,000

250,000

- $

- $

- $

1,000,000 $

1,000,000 $

250,000

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

$

Sources of Funding General Fund Total Sources of Funding

$

540,000 385,000 75,000

540,000 460,000 -

Compound Annual Growth

250,000 -

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2021 Adopted Budget vs. 2020 Projected Actual • Town Council approved a 2020 budget of one million dollars early in the pandemic. It was unknown as to what the impacts would be.

• The 2021 budget is reduced significantly based on the current run-rate of expenses. • CARES Act Funding may reimburse the Town for some 2020 incurred expenses.

Town of Parker 2021 Annual Budget

91

Budget Detail


FINANCE 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.

Budget Detail

92

Town of Parker 2021 Annual Budget


GENERAL FUND: EXPENDITURES Department: Finance

2017 Actual

2019 Actual

2018 Actual

2020 Amended Budget

2020 Projected

2021 Budget

Compound Annual Growth

Expenditures by Function Finance Sales Tax

$

1,025,223 $ 422,898

880,482 $ 445,119

883,673 $ 391,826

1,357,938 $ 464,679

1,140,236 $ 419,860

2,226,461 530,274

21% 6%

Total Expenditures by Function

$

1,448,121 $

1,325,601 $

1,275,499 $

1,822,617 $

1,560,096 $

2,756,735

17%

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

1,004,164 7,429 177,620 82,586 3,700

1,285,919 8,033 242,077 179,138 107,450

1,090,648 7,220 175,640 179,138 107,450

1,455,495 7,233 1,016,485 177,522 100,000

10% -6% 52% 5% -4%

1,325,601 $

1,275,499 $

1,822,617 $

1,560,096 $

2,756,735

17%

272,100 75,000 14,357 1,461,160

292,000 80,000 1,188,096

305,000 50,000 2,401,735

0% 0% 23%

2,756,735

17%

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

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

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

1,448,121 $

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

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

449,848 48,480 14,852 762,319

1,448,121 $

1,325,601 $

1,275,499 $

1,822,617 $

1,560,096 $

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 1.00 3.34 1.00 3.00 11.84

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

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 2021 Annual Budget

93

0.50 1.00 1.00 1.00 1.00 1.00 1.00 3.00 1.00 0.50 2.50 1.00 14.50

Budget Detail


GENERAL FUND: EXPENDITURES Department: Finance

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2021 Adopted Budget vs. 2020 Projected Actual • The 2021 budget for Salary and Benefits includes funding for the performance pay adjustment of 3%, healthcare cost increases, movement of the Procurement Technician from part-time to full-time and elimination of the chargeback of a portion of an Account Technician’s expenses.

• A contingency of $800,000 has been established within the Purchased Services category for legal assistance and possible IRS payment related to employee 401(a) and 457(b) plans.

2020 Accomplishments Innovate with Collaborative Governance • Received the Government Finance Officers Association (GFOA) Certificate of Achievement for Excellence in Financial Reporting for the 2019 Comprehensive Annual Finance Report.

• Received the GFOA Distinguished Budget Presentation Award for the 2020 Budget. • For the first time, the 2020 Budget received special recognition for the capital section of the budget. Also, during a GFOA webinar presentation, the Town of Parker 2020 Budget was utilized in five different situations as providing a good example in how to present data.

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

Tax Simplification Task Force. Through sponsorship of several Town Charter revisions and partnering with the State of Colorado and other municipalities on a sales and use tax system, the Town will most likely see an increase in the collection of sales tax from remote sellers.

• The Procurement Officer was a major contributor to the emergency preparedness associated with COVID-19. This included finding personal protective equipment, maintaining adequate inventory and filing reimbursement requests.

• A project to mechanize and eliminate paper documents associated with the entire purchasing and payment process was started.

Enhance Economic Vitality • Over $800,000 in sales tax audit revenue was received through completed audits. • Over 21,300 sales tax returns were filed with 93% of those returns being filed electronically.

2021 Goals Innovate with Collaborative Governance • Receive the GFOA Certificate of Achievement for Excellence in Financial Reporting for the 2020 Comprehensive Annual Report.

• Receive the GFOA Distinguished Budget Presentation Award for the 2021 Budget along with special recognition for the capital portion of the budget.

• Complete the transfer of the business licensing function to Laserfiche Forms which will mechanize and improve the data availability.

• Complete the implementation of the Sales and Use Tax State System to increase internet sales Budget Detail

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Town of Parker 2021 Annual Budget


GENERAL FUND: EXPENDITURES Department: Finance tax collections.

• Re-implement the availability of budget and actual financial information on the internet for the public. This results in increased transparency of Town financials.

• Create a contract database on the internet for increased transparency to vendors. • Collaborate regarding a recommended solution for the purchasing to payment process. Enhance Economic Vitality • Implement quarterly purchasing training for both internal and external partners that will continue to improve compliance with Town procurement policies.

PERFORMANCE MEASURES

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Budget Detail


SECTION TITLE

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.

Budget Detail

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GENERAL FUND: EXPENDITURES SECTION TITLE Department: Human Resources 2020 Amended Budget

2019 Actual

2018 Actual

2017 Actual

2020 Projected

Compound Annual Growth

2021 Budget

Expenditures by Function Human Resources Risk Management

$

769,242 $ 336,250

652,305 $ 363,955

742,228 $ 365,062

951,048 $ 397,348

801,777 $ 429,107

936,295 481,878

5% 9%

Total Expenditures by Function

$

1,105,492 $

1,016,260 $

1,107,290 $

1,348,396 $

1,230,884 $

1,418,173

6%

884,835 31,460 107,896 77,782 316,200

8% 7% -9% 4% 12%

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

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

Sources of Funding General Fund Total Sources of Funding

$

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

610,436 12,072 119,633 54,005 220,114

668,667 14,031 167,594 51,591 205,407

861,430 31,460 125,315 93,561 236,630

711,240 31,460 122,423 93,561 272,200

1,105,492 $

1,016,260 $

1,107,290 $

1,348,396 $

1,230,884 $

1,418,173

6%

1,105,492

1,016,260

1,107,290

1,348,396

1,230,884

1,418,173

6%

1,105,492 $

1,016,260 $

1,107,290 $

1,348,396 $

1,230,884 $

1,418,173

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 2.0 1.0 1.0 1.0 7.0

1.0 1.0 2.0 1.0 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 2021 Adopted Budget vs. 2020 Projected Actual • The 2021 budget for Salary and Benefits includes funding for the performance pay adjustment of 3%, healthcare cost increases and the filling of a long-term vacancy on the team.

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

• Premiums for the Town’s liability insurance have increased due to expanding certain existing coverage and general cost increases.

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Budget Detail


SECTION TITLE GENERAL FUND: EXPENDITURES Department: Human Resources

2020 Accomplishments Risk Management Innovate with Collaborative Governance • Led the COVID-19 Transition Team to include partnering in creation of the COVID-19 Readiness to Work Form to ensure accurate symptom tracking for employees.

• Increased general liability insurance umbrella from $4MM to $9MM to provide a level of protection for our police department.

• Worked with the Town’s insurance broker to ensure additional insurance coverage is aligned with the Police Reform Bill.

Human Resources Innovate with Collaborative Governance • Created and lead the Benefits Advisory Committee which led to the development of subject

matter experts Town-wide, and the addition of a cost-effective second benefits plan for 2021.

• Developed and consistently reinforced COVID-19 FFCRA guidelines. • Implemented 100% online testing for Police Department which has resulted in time and cost savings for Human Resources and the Police Department.

• Created virtual New Employee Orientation that includes a Town Administrator welcome video and map of Town facilities.

• Focused on relationship development and employee mental health by reaching out to every FT / PTB employees during the pandemic.

• Embarked on a full scale Pay Equity Audit to ensure compliance with the 2021 Colorado Equal Pay for Equal Work Act.

2021 Goals Risk Management Innovate with Collaborative Governance • Implement the Alcohol and Drug Abuse Policy and begin annual training for supervisors. • Increase staff attendance at Safety Trainings to a minimum of 60%. • 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 • Fully establish Human Resources as a Business Partner model. • Relaunch the Town’s Employee Engagement Survey to measure movement from 2019. • Implement innovative video interviewing and train managers on use. • Train all managers on Crucial Conversations to positively affect the Town’s culture as it relates to the Employee Engagement survey.

Budget Detail

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Town of Parker 2021 Annual Budget


GENERAL FUND: EXPENDITURES SECTION TITLE Department: Human Resources

PERFORMANCE MEASURES

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99

Budget Detail


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.

Budget Detail

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GENERAL FUND: EXPENDITURES Department: Interdepartmental

2017 Actual

2018 Actual

2019 Actual

2020 Amended Budget

2020 Projected

2021 Budget

Compound Annual Growth

Expenditures by Function Interdepartmental

$

4,100,002 $

4,137,553 $ 37,377,158 $

3,604,751 $

3,685,732 $

3,151,307

-6%

Total Expenditures by Function

$

4,100,002 $

4,137,553 $ 37,377,158 $

3,604,751 $

3,685,732 $

3,151,307

-6%

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

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

13,750 671,769 4,868 564,714 2,349,650

5,627 671,247 4,868 654,340 2,349,650

-13% 2% 70% 27% -11%

4,100,002 $

4,137,553 $ 37,377,158 $

3,604,751 $

3,685,732 $

13,750 87,625 6,342 696,340 2,347,250 3,151,307

775,081 3,324,921

754,935 3,382,618

3,604,751

3,685,732

3,151,307

-1%

4,100,002 $

4,137,553 $ 37,377,158 $

3,604,751 $

3,685,732 $

3,151,307

-6%

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

$

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

$

12,306 141,351 1,231 293,664 36,928,606

564,601 36,812,557

-6%

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2021 Adopted Budget vs. 2020 Projected Actual • Purchased Services included funding in 2020 for a master facilities plan and costs associated with a potential annexation. The 2021 appropriation is reflective of ongoing operations.

• Contributions/contingency increased to reflect an increase to the contingency amount of $50,000.

• Refunding activities for the 2009 Certificates of Participation are reflected in the Debt Service category of 2019 expenditures. Both the 2020 and the 2021 budgets reflect reduced principal and interest of $1.3 million due to the refunding.

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Budget Detail


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.

Budget Detail

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Town of Parker 2021 Annual Budget


GENERAL FUND: EXPENDITURES Department: Municipal Court 2020 Amended Budget

2019 Actual

2018 Actual

2017 Actual

2020 Projected

Compound Annual Growth

2021 Budget

Expenditures by Function Municipal Court

$

322,192 $

333,869 $

354,510 $

426,981 $

358,809 $

397,889

5%

Total Expenditures by Function

$

322,192 $

333,869 $

354,510 $

426,981 $

358,809 $

397,889

5%

196,598 13,782 55,727 56,085

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

225,574 17,938 73,345 37,653

246,471 12,400 70,855 97,255

183,495 10,400 67,659 97,255

241,501 12,400 73,430 70,558

5% -3% 7% 6%

322,192 $

333,869 $

354,510 $

426,981 $

358,809 $

397,889

5%

93,623 228,569

70,127 1,580 262,162

61,746 1,500 291,264

43,250 383,731

53,000 305,809

53,500 344,389

-13%

322,192 $

333,869 $

354,510 $

426,981 $

358,809 $

397,889

5%

1.0 2.4 3.4

1.0 1.8 2.8

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

11%

1.0 1.8 2.8

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2021 Adopted Budget vs. 2020 Projected Actual • The 2021 budget for Salary and Benefits includes funding for the performance pay adjustment of 3%, healthcare cost increases and the filling of a 2020 vacancy.

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

2020 Accomplishments Innovate with Collaborative Governance • Perfected email communications from Court software directly to outside sources, such as defendants, organizations and attorneys.

• Maintained grant for defense council through the state. • Successfully collaborated with Town Attorney and Judge to ensure compliance with new legislation that applies to the Municipal Court.

• Explored video arraignments with Douglas County Jail. • Perfected working remotely while still ensuring the rights of those that appear before the Court.

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103

Budget Detail


GENERAL FUND: EXPENDITURES Department: Municipal Court • Collaborate with Judge and prosecutors to create a system to offer plea bargains by mail to reduce numbers of people that must appear in Court due to COVID-19.

• Better use the Court software system to assist in successful remote operations. • Worked with Court software and communications to notify defendants of rescheduled Court dates due to COVID-19.

Promote a Safe and Healthy Community • Explore and implement options for Court Supervision and Teen Court Programs due to COVID-19 restrictions.

• Participate in police department and civic academy classes to share information as an outreach with the public about the operations of the Court.

• Research resources for defendants to comply with Court orders during COVID-19.

2021 Goals Innovate with Collaborative Governance • Continue to evaluate and perfect paper on demand operations. • Continue to work with the police department to perfect new formatting of summons for importing image directly to Court software.

• Collaborate with Judge and prosecutors to continue to evaluate the offer of plea bargains by mail to reduce numbers of people that must appear in Court due to COVID-19.

• Work with Court software and communications to notify defendants of Court date changes due to COVID-19.

Promote a Safe and Healthy Community • Continue to evaluate the operations of the Court to limit the number of those that need to appear before the Court and preserve rights.

• Update resources needed for defendants to comply with Court orders and be in compliance with COVID-19 restrictions.

PERFORMANCE MEASURES

Budget Detail

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Town of Parker 2021 Annual Budget


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

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Budget Detail


SECTION TITLE GENERAL FUND: EXPENDITURES Department: P3 Support Services

Expenditures by Function P3 Support Services

$

Total Expenditures by Function

$

-

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 Redevelopment Manager Redevelopment Coordinator Total Authorized FTE Positions

2019 Actual

2018 Actual

2017 Actual

$

-

2020 Amended Budget

2020 Projected

2021 Budget

$

285,774 $

306,110 $

330,684 $

284,925 $

302,398

- $

285,774 $

306,110 $

330,684 $

284,925 $

302,398

-

285,774

306,110

330,684

284,925

302,398

- $

285,774 $

306,110 $

330,684 $

284,925 $

302,398

-

285,774

306,110

330,684

284,925

302,398

- $

285,774 $

306,110 $

330,684 $

284,925 $

302,398

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

0.25 1.00 1.00 2.25

Compound Annual Growth

0.25 1.00 1.00 2.25

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2021 Adopted Budget vs. 2020 Projected Actual • The 2021 budget for Salary and Benefits reflects a reorganization of the P3 organization.

Budget Detail

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Town of Parker 2021 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.

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107

Budget Detail


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

2017 Actual Expenditures by Function Parks Forestry and Open Space Parks and Forestry Facility Total Expenditures by Function

Authorized FTE Positions Parks and Recreation Director Rec/Community Marketing Coordinator Project Administrator Special Project Analyst Accounting Technician Total Authorized FTE Positions

2020 Projected

2021 Budget

Compound Annual Growth

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

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

3,173,179 $ 690,221 241,600

3,235,263 $ 590,924 278,393

2,841,217 $ 461,569 271,299

3,389,455 662,681 390,721

3% 6% 3%

$

3,891,604 $

3,866,949 $

4,105,000 $

4,104,580 $

3,574,085 $

4,442,857

3%

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

2,029,364 50,156 523,644 831,891 431,903 55,042 183,000

2,239,160 84,195 594,722 693,138 463,365 30,000 -

1,896,339 53,400 442,725 693,138 458,251 30,000 232

2,216,481 84,195 730,472 698,379 501,430 176,900 35,000

6% 11% 4% 1% 5% -13% 0%

3,891,604 $

3,866,949 $

4,105,000 $

4,104,580 $

3,574,085 $

4,442,857

3%

1,152,600 2,739,004

1,253,304 2,613,645

1,183,619 2,921,381

1,177,700 2,926,880

1,177,700 2,396,385

1,215,641 3,227,216

1% 4%

3,891,604 $

3,866,949 $

4,105,000 $

4,104,580 $

3,574,085 $

4,442,857

3%

$

Sources of Funding Interfund Transfer General Fund Total Sources of Funding

2020 Amended Budget

$

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

2019 Actual

2018 Actual

$

0.35 0.50 1.00 1.00 0.33 3.18

0.35 0.50 1.00 1.00 0.33 3.18

0.35 0.50 1.00 1.00 0.33 3.18

0.33 0.50 1.00 1.00 0.33 3.16

0.33 0.50 1.00 1.00 0.33 3.16

0.35 1.00 1.00 2.35

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2021 Adopted Budget vs. 2020 Projected Actual Parks Function • The 2021 budget for Salary and Benefits includes funding for the performance pay adjustment of 3% and healthcare cost increases.

• Also, the budget includes an increased level of repairs and maintenance within Purchased Services due to aging equipment and park amenities.

Forestry and Open Space Function • The 2021 budget for Salary and Benefits includes funding for the performance pay adjustment of 3%, healthcare cost increases and full staffing levels.

Budget Detail

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Town of Parker 2021 Annual Budget


GENERAL FUND: EXPENDITURES SECTION TITLE Department: Parks and Forestry/Open Space • The budget also includes an increased level of repairs and maintenance within Purchased Services due to aging equipment.

Parks and Forestry Facilities Function • The increase in the Parks and Forestry Facility budget is due to the timing of a capital program addressing parking lot lighting.

2020 Accomplishments Support an Active Community • Completed park renovation to Auburn Hills Community Park. Utilizing primarily PSCo

mitigation funds, redesigned and renovated the irrigation system on the north and south side of the park, resodded the existing soccer field, created a new turf play area, added a playground, added new landscaping, built a soft surface trail connection under the power lines, and reconfigured the East-West Trail though the park to activate recreation between both sides of the park.

• Brought playground renovation designs for O’Brien Park to 90% completion, prior to COVID-19 reductions.

• Completed a feasibility and environmental study to add a parallel soft surface trail along the Cherry Creek Regional Trail.

• Completed punch list items and accepted maintenance of the new plaza at the Schoolhouse. • Began construction oversight of the Trails at Crowfoot Park. • Assisted Community Development in creating new park standards for developers. The focus was to improve quality and diversity of community parks.

Promote a Safe and Healthy Community • Responding to the COVID-19 pandemic, implemented new park cleaning protocol, and closed park amenities based on State and TCHD recommendations and requirements, implemented new safety policies and procedures.

• Despite budget reductions and operating at 60% of typical summer staffing due to COVID-19 related hiring freezes, kept the parks and trails clean, safe, and open for citizen use. Park and trail use was significantly higher than in previous years due to the pandemic.

• Implemented Beehive, our new asset management software, to inventory park assets, develop maintenance plans and replacement schedules, and better asses the true cost of parks and park amenities. Data collection has been completed and work orders are being generated by staff.

• Following significant plant loss after severe weather events, planted over 70 tree

replacements at Town facilities and parks, utilizing tree mitigation funds collected from developers.

Town of Parker 2021 Annual Budget

109

Budget Detail


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

2021 Goals Support an Active Community • Complete construction of the 17-acre Trails at Crowfoot Park and begin maintenance and programming following the developer dedicating the park to the Town.

• Start construction of the East-West Trail Jordan undercrossing (funded by PSCo mitigation). • Start construction of the PSCo soft surface trail under the power lines on the east side of Town (funded by PSCo mitigation).

• Continue working with the High Plains Trail (HPT) Partners Group to finalize IGAs, funding mechanisms, design and conservation easement amendments in order to hand oversight of the HPT and the Parker Road overpass over to Arapahoe County for construction management.

• Complete design and engineering of the Lemon Gulch Trail south of Stroh Road. Promote a Safe and Healthy Economy • Begin phased construction of a parallel soft surface trail along the Cherry Creek Regional Trail to reduce trail congestion and improve safety.

• Engage a consultant to complete an assessment of our current trail bridges and develop a phased approach to replacing wooden bridge decks with lightweight concrete.

Foster Community Creativity and Engagement • 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.

Budget Detail

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Town of Parker 2021 Annual Budget


POLICE

SECTION TITLE

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 and the highest level of service. 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.

Town of Parker 2021 Annual Budget

111

Budget Detail


GENERAL FUND: EXPENDITURES Department: Police

2017 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

Budget Detail

$

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

2019 Actual

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

4,033,270 $ 1,386,022 7,338,626 805,657 1,548,272 358,258 39,038 170,152 502,000

2020 Amended Budget

Compound Annual Growth 2% 6% 4% -4% 1% 12% -25% 9% 4%

$ 16,125,515 $ 16,490,231 $ 16,181,295 $ 17,317,827 $ 16,259,664 $ 18,179,002

3%

13,451,684 389,085 565,950 2,941,343 296,100 506,280 28,560

5% -12% -7% 0% 1% 5% 6%

$ 16,125,515 $ 16,490,231 $ 16,181,295 $ 17,317,827 $ 16,259,664 $ 18,179,002

3%

24,000 15,000 1,033,370 17,106,632

-25% -39%

$ 16,125,515 $ 16,490,231 $ 16,181,295 $ 17,317,827 $ 16,259,664 $ 18,179,002

3%

11,058,373 636,067 765,705 2,938,423 287,118 416,869 22,960

76,221 107,693 2,032 1,032,684 14,906,886

11,492,104 284,937 689,645 2,425,466 313,227 1,261,697 23,155

60,299 65,839 24,597 1,082,611 15,256,885

43,669 47,694 13,343 1,100,443 14,976,146

112

12,681,872 400,900 538,210 3,218,295 305,990 144,000 28,560

3,823,768 $ 1,509,854 7,064,306 929,977 1,642,107 471,826 6,500 200,447 610,879

2021 Budget 4,213,557 2,003,186 7,811,398 763,766 1,843,439 520,493 6,500 295,056 721,607

11,721,099 317,594 607,077 2,809,959 292,572 410,400 22,594

3,915,182 $ 1,482,229 7,613,732 1,065,480 1,782,003 507,228 6,500 297,454 648,019

2020 Projected

24,400 28,000 1,182,950 16,082,477

11,717,994 383,985 506,260 3,207,615 271,250 144,000 28,560

30,400 14,500 1,000 1,132,950 15,080,814

0% 4%

Town of Parker 2021 Annual Budget


GENERAL FUND: EXPENDITURES Department: Police

2017 Actual Authorized FTE positions Police Chief Deputy Police Chief Commander Captain Lieutenant Sergeant Accreditation 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

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 3.6 117.4 4.0 121.4

2019 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 3.6 117.4 4.0 121.4

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 3.6 117.4 4.0 121.4

2020 Amended 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 3.6 120.9 2.0 122.9

2020 Projected 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 3.6 120.9 2.0 122.9

2021 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 3.6 120.9 2.0 122.9

*Community Services Officer budgeted at 0% in 2020 and 2021

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2021 Adopted Budget vs. 2020 Projected Actual Police Administration Function • The 2021 budget for Salary and Benefits includes funding for the performance pay adjustment of 3% and healthcare cost increases.

Investigations Function • The 2021 budget for Salary and Benefits includes funding for the performance pay adjustment Town of Parker 2021 Annual Budget

113

Budget Detail


GENERAL FUND: EXPENDITURES Department: Police of 3%, step increases for commissioned officers and healthcare cost increases.

• In addition, several capital projects for additional software and a drone purchase are included in the 2021 budget.

Patrol Function • The 2021 budget for Salary and Benefits includes funding for the performance pay adjustment of 3%, step increases for commissioned officers and healthcare cost increases.

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

Police Communications Function • The 2021 budget for Salary and Benefits includes funding for the performance pay adjustment of 3% and healthcare cost increases.

Community Services Function • The 2021 budget for Salary and Benefits includes funding for the performance pay adjustment of 3% and healthcare cost increases.

Police Station Function • Buildings and Improvements have increased due to the inclusion of two projects for 2021: carpet replacement and an upgrade to the audio/visual equipment.

2020 Accomplishments Foster Community Creativity and Engagement • Innovative community outreach during the pandemic through birthday parades and Chalk Art Contest.

Promote a Safe and Healthy Community • Hosted Town-wide mask giveaway event to support local business reopening following the COVID-19 crisis.

• Implemented a comprehensive plan for the COVID-19 pandemic to keep officers safe and continuity of services to the community.

• Launched the Parent Tip Tuesday program to provide vital public safety education to parents in the community.

• Hosted Fraud Prevention training and corresponding Document Shred event to allow residents to shred sensitive documents safely.

• Hosted Living with Wildlife presentation in partnership with the Colorado Division of Wildlife to educate citizens about living safely with wild animals in our community.

Budget Detail

114

Town of Parker 2021 Annual Budget


GENERAL FUND: EXPENDITURES Department: Police Innovate with Collaborative Governance • Emergency Management coordinated through the Police Department to distribute supplies, masks, and equipment for Town Departments throughout the COVID pandemic response.

2021 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 volunteer program to monitor parking in the downtown Parker area.

Promote a Safe and Healthy Community • Expand Mental Health Co-Responder Program, Crisis Response Team (CRT) • Develop a Crisis Communication Manual that could be utilized as a basis for communicating information internally and externally.

Innovate with Collaborative Governance • Develop a communications manual aligned with the police department’s strategic plan and work closely with the Town’s communication department on consistent messaging.

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 that we could request a video from if there is a crime in their area. • Conduct a survey to determine which social media platforms are being used by Parker residents and how to best communicate with them.

Town of Parker 2021 Annual Budget

115

Budget Detail


GENERAL FUND: EXPENDITURES Department: Police

PERFORMANCE MEASURES

²

†²

† ²

Budget Detail

116

Town of Parker 2021 Annual Budget


PUBLIC WORKS

SECTION TITLE

ABOUT PUBLIC WORKS The 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.

Town of Parker 2021 Annual Budget

117

Budget Detail


SECTION TITLE GENERAL FUND: EXPENDITURES Department: Public Works

Expenditures by Function 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

Budget Detail

$

2,871,326 386,107 6,339,236 1,315,118 406,538 1,099,906 $ 12,418,231

59,527 2,611,809 274,643 9,472,253 $ 12,418,231

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

Compound Annual Growth

3%

3,728,977 391,891 7,236,100 1,695,423 456,400 506,800

7% 0% 3% 7% 3% -18%

$ 12,298,922 $ 12,560,941 $ 14,140,364 $ 13,826,706 $ 14,015,591

3%

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

86,916 3,056,242 194,796 9,222,987

3,539,868 369,491 7,090,975 1,870,775 441,850 827,405

9,116,475 $ 1,577,726 1,999,402 211,131 921,972

2021 Budget

$ 12,298,922 $ 12,560,941 $ 14,140,364 $ 13,826,706 $ 14,015,591

3,220,734 374,990 7,020,109 1,252,226 401,613 291,269

9,287,946 $ 1,641,844 2,065,861 212,015 932,698

2020 Projected

3% 4% 7% 5% -7%

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

8,540,115 $ 1,432,006 1,824,989 216,805 547,026

2020 Amended Budget

9,454,594 1,701,072 2,152,114 208,489 499,322

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

$ 12,418,231

2019 Actual

2018 Actual

2017 Actual

80,000 3,393,650 191,800 10,350,141

8% 7% -9% 2%

$ 12,298,922 $ 12,560,941 $ 14,140,364 $ 13,826,706 $ 14,015,591

3%

118

77,250 2,753,600 191,800 11,117,714

3,262,175 364,658 7,064,819 1,863,979 440,929 830,146

85,000 3,125,000 216,800 10,399,906

Town of Parker 2021 Annual Budget


GENERAL FUND: EXPENDITURES SECTION TITLE Department: Public Works

2017 Actual Authorized FTE positions Engineering & Public Works Director Deputy Director Operations Manager 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

2018 Actual

2019 Actual

2020 Amended Budget

2020 Projected

2021 Budget

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 0.6 1.0 2.0 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 35.2

0.6 1.4 0.6 1.0 2.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 2.0 2.0 13.0 1.0 1.0 5.0 36.6

0.9 35.5

1.5 36.1

0.8 36.4

2.2 37.8

0.8 36.0

1.3 37.9

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2021 Adopted Budget vs. 2020 Projected Actual Streets Function • The 2021 budget for Salary and Benefits includes funding for the performance pay adjustment of 3% and healthcare cost increases. • The Streets Division increase is also related to the purchase of three incremental vehicles.

Engineering Function • The 2021 budget for Salary and Benefits includes funding for the performance pay adjustment of 3% and healthcare cost increases.

Traffic Services Function • The 2021 budget for Salary and Benefits includes funding for the performance pay adjustment of 3% and healthcare cost increases.

Town of Parker 2021 Annual Budget

119

Budget Detail


SECTION TITLE GENERAL FUND: EXPENDITURES Department: Public Works Public Works Facility Function • There are no significant budget variances. General Government Buildings Function • The decrease is due to the number and cost of building projects for 2021.

2010 Accomplishments Streets Enhance Economic Vitality • Completed mill and asphalt overlays on Crown Crest Blvd and Dransfeldt Road, which included 57,782 square yards at a cost of $1.34 million in contracted services.

• Completed slurry/chip seal preventative maintenance on multiple local, collector and

arterial roadways and parking lots, a total of 611,000 square yards at a cost of $1.8 million in contracted services.

• Completed concrete repair/replacement improvements on several local, collector and arterial roadways at a cost of $1.1 million in contracted services.

• Completed (60%) a “grind, saw, seal” project on the concrete portion of Hilltop road, which included $760,000 in contracted services.

• Town crews repaired 830 potholes in 2020. • Town Street sweepers swept 13,000 miles of town streets and collected & disposed of 1300 tons of debris from Town roadways.

• Streets processed about 240 customer service requests in 2020. • Deployed staff and equipment in response to 18 winter storms, plowed 33,000 miles. • Operated at full staff levels throughout the COVID-19 response.

Engineering Develop a Visionary Community Through Balanced Growth • Reviewed and inspected the infrastructure associated with approximately 100 site plans and 30 subdivisions.

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

Crowfoot and Looking Glass developments. This project will construct new segments of or improvements to major regional roadways such as Crowfoot Valley Road, Chambers Road, Bayou Gulch Road, and Stroh Road.

• Completed review of 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 over 250 right-of-way permits for work within public right-ofway.

• Prepared revisions to the Town’s Roadway Design and Construction Criteria Manual for the consideration of Town Council.

Budget Detail

120

Town of Parker 2021 Annual Budget


GENERAL FUND: EXPENDITURES SECTION TITLE Department: Public Works • Instituted new user fees for development reviews, inspections, and right-of-way permits to better capture the Town’s costs of providing these services.

Traffic Services Support an Active Community • Designed and bid a new mid-block pedestrian crossing of Jordan Road north of Cottonwood

Dr. Will connect housing on the west with west Cottonwood Park and Cherry Creek Trail. Full operation expected Dec. 2020.

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

• Ongoing operation and maintenance of 92 traffic signals, 44 school flashers, and thousands of street signs.

• Completed access modification at Jordan/Village Center Dr. to enhance safety and reduce accidents.

• Continued deployment of devices to keep traffic signal indications clear of snow during

blowing snow events. These devices provide noticeably better visibility under wet snow/ blowing snow head packed conditions.

• Replaced all end of life street lights in the Downtown area including Mainstreet/PACE Center Dr, Mainstreet/Pine Dr, and Mainstreet/Pikes Peak Ave. These provide better illumination for pedestrian and driver comfort and safety.

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

• Completed project in 2 major neighborhoods (Anthology and Antelope Heights). Innovate with Collaborative Governance • Installed new traffic responsive operation on Parker Road including new algorithms and new midblock counting equipment. Completed 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.

• Secured grant through Denver Regional Council of Governments (DRCOG) of $400,000 for further expansion of traffic responsive operations.

• Performed 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.

Develop a Visionary Community Through Balanced Growth • Constructed 1 new traffic signal: Hess/19500 block (Country Meadows commercial area). Town of Parker 2021 Annual Budget

121

Budget Detail


SECTION TITLE GENERAL FUND: EXPENDITURES Department: Public Works • Completed traffic signal warrant studies to review if signals are appropriate at several locations. Identified Parker Road at Parkglenn as a new signal to be built in 2022.

2021 Goals Streets Promote a Safe and Healthy Community • Prepare and solicit competitive bids for the additional removal and replacement of approximately 1,500 cubic yards of concrete assets within the Town.

• Continue effective management of the Town’s roadways through ongoing competitively bid preservation, preventative maintenance, and resurfacing to achieve full life of streets.

• 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) for sweeping the Town’s sanded network following snow events.

• Provide effective, consistent, and thorough snow removal to Town streets while adhering to Town policy and budget.

Engineering Develop a Visionary Community Through Balanced Growth • Propose revisions to the Town’s Storm Drainage and Environmental Criteria Manual to incorporate minor revisions necessary since the last revision in 2014.

Traffic Services Enhance Economic Vitality • Collect new traffic counts for map of traffic volumes used by the business community and general public.

Promote a Safe and Healthy Community • Complete Warrant studies of 6 relatively high volume locations to see if new signals are needed.

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

• Upgrade obsolete traffic signal cabinets and detection at 4 locations. • Continue accident analysis of all signalized intersections in Parker, and make modifications where accident reduction may be achieved.

• Perform tree sightline mitigation in Horse Creek neighborhood. Innovate with Collaborative Governance • Work on upgraded fiber optic communications network including replacing end of life switch gear.

Budget Detail

122

Town of Parker 2021 Annual Budget


GENERAL FUND: EXPENDITURES SECTION TITLE Department: Public Works • Deploy new traffic responsive equipment in support of DRCOG grant, and develop new algorithms for all new areas.

• Develop concept of shared operations with Douglas County staff for the Lincoln/Keystone traffic signal.

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

Town of Parker 2021 Annual Budget

123

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

124

Town of Parker 2021 Annual Budget


GENERAL FUND: EXPENDITURES SECTION TITLE Department: Town Administrator 2020 Amended Budget

2019 Actual

2018 Actual

2017 Actual

2020 Projected

2021 Budget

Compound Annual Growth

Expenditures by Function Town Administrator Economic Development

$

844,164 644,324

$

480,197 443,628

$

468,855 465,948

$

509,038 456,426

$

502,036 424,759

$

761,487 249,322

-3% -21%

Total Expenditures by Function

$

1,488,488

$

923,825

$

934,803

$

965,464

$

926,795

$

1,010,809

-9%

717,172 6,830 184,750 48,057 54,000

-8% -31% -10% -11% -11%

1,010,809

-9%

1,010,809

-9%

1,010,809

-9%

Expenditures by Category Salary and Benefits Supplies Purchased Services Internal Services Economic Development Incentives Total Expenditures by Category

1,011,594 29,480 281,410 78,156 87,848 $

Sources of Funding General Fund Total Sources of Funding

Authorized FTE positions Town Administrator Deputy Town Administrator Assistant to the Town Administrator Executive Assistant Economic Development: Business Recruitment Manager Executive Assistant Economic Development Coordinator** Business Development Officer Total Authorized FTE Positions

1,488,488

602,708 8,718 215,975 54,202 42,222 $

1,488,488 $

1,488,488

923,825

627,093 5,148 192,641 51,921 58,000 $

923,825 $

923,825

934,803

647,172 5,755 212,025 46,512 54,000 $

934,803 $

934,803

965,464

632,688 4,275 209,242 26,590 54,000 $

965,464 $

965,464

926,795

$

926,795 $

926,795

$

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

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 6.75

1.00 1.00 1.00 6.75

1.00 1.00 1.00 6.75

3.75

3.75

*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 2021 Adopted Budget vs. 2020 Projected Actual • The Town Administrator budget will begin to absorb the full cost of the Deputy Town

Administrator position in 2021. In past years, the expense associated with this position has been allocated to various departments.

• Personnel costs associated with the Economic Development division have been eliminated due to a restructuring of duties.

Town of Parker 2021 Annual Budget

125

Budget Detail


SECTION TITLE GENERAL FUND: EXPENDITURES Department: Town Administrator

2020 Accomplishments Develop a Visionary Community Through Balanced Growth • Money.com ranked the Town of Parker Number 2 on Money.com’s 2020 Best Places to

Live in America list. Parker was one of only two Colorado communities to receive this prestigious recognition in 2020. In creating their Best Places to Live ranking, Money staff analyzed communities with populations of at least 25,000 using a variety of criteria, including employment opportunities, housing, economy, cost of living, diversity, health and safety, education, weather and lifestyle, ease of living, amenities and leisure activities.

• Provided leadership and guidance in completion of critical Town planning documents to

include an amendment to the Parks Dedication Standards; comprehensive Parks, Recreation, Open Space and Trails Plans for the Hess Ranch (Looking Glass) and Anthology North Planned Developments; and the Chambers/Hess Subarea Plan.

• During COVID-19, continued building inspections and field inspections through safe practices

and PPE and extended the expiration of approvals for site plans, use by special review, sketch plans, preliminary plans, final plats, minor development plats to assist the development community.

Promote a Safe and Healthy Community • Provided oversight of implementation of numerous COVID-19 response policies to include

Employee Remote/Telecommuting Policy; Supervisors Guide for Employees Working Remotely; Employee COVID Paid Time Off Guidelines; Employee Work-at-Home and Returnto-the-Workplace Policy and Guidelines; Employee Furlough Policy and Guidelines; Families First Guidelines and Policy and the Reopening/Transition Plan and Policies. PD “Reserve Ready” program established to maintain a core group of staff to telework from home, to be ready to backfill on-the-ground staff that became ill.

• Implemented new approvals/requirements for community events permits and any licenses

in response to health orders and restrictions associated with COVID-19. Required community event applicants to submit a Social Distancing Plan and a Sanitation/Public Hygiene Plan to Tri-County Health as part of permit process.

• Dedicated part of the Town’s website for public COVID-19 information (updated daily) • Town of Parker was ranked No. 5 – Safest Cities to Live in Colorado by Home Security Advisor. Foster Community Creativity and Engagement • Town Council meetings and study sessions were made available virtually for community

members to be involved and informed during the COVID-19 restrictions. 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 an enhanced social media presence.

• Porch Party Series and Police Department Birthday Parades to the Virtual Turkey Day 5K and Drive-In Trivia events kept the community engaged in line with social distancing and shutdowns. Offered online Parks and Recreation and Cultural classes and workshops.

Budget Detail

126

Town of Parker 2021 Annual Budget


GENERAL FUND: EXPENDITURES SECTION TITLE Department: Town Administrator Enhance Economic Vitality • Created a Temporary Patio Extension Program to assist local businesses in continuing to

operate during the COVID-19 pandemic by allowing them to expand into adjacent parking areas, sidewalks and yards. The Town processed and approved 23 applications by businesses to enable them to expand and maintain business operations despite COVID-19 restrictions.

• Transitioned the Economic Development division to the Town Administrator’s Office to centralize Economic Development activities. The transition provides a more global and organization-wide perspective.

• Provided local business support during COVID-19 through curbside signage for downtown

businesses; temporary extended patios permits and expedited liquor licenses; coordination with Downtown Business Alliance and the Chamber of Commerce on messaging and communication regarding business support resources and federal assistance; business survey on the impacts of COVID-19 to understand the impacts Parker businesses are facing and how to assist.

2021 Goals Innovate with Collaborative Governance • 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.

• Initiate and complete a Town-wide Facilities Master Plan Study. • Implement a successful comprehensive onboarding program for new councilmembers. Enhance Economic Vitality • Integrate the Economic Development division to the Town Administrator’s Office to centralize Economic Development activities through the hiring of the new Deputy Town Administrator – Economic Development position.

• Develop and implement an Economic Development Strategic Plan through a visioning and goal setting process with the Mayor and Council and community partners.

Town of Parker 2021 Annual Budget

127

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

128

Town of Parker 2021 Annual Budget


GENERAL FUND: EXPENDITURES SECTION TITLE Department: Town Attorney 2020 Amended Budget

2019 Actual

2018 Actual

2017 Actual

2020 Projected

Compound Annual Growth

2021 Budget

Expenditures by Function Legal Services

$

686,476 $

791,330 $

829,116 $

1,026,560 $

1,001,206 $

1,056,103

11%

Total Expenditures by Function

$

686,476 $

791,330 $

829,116 $

1,026,560 $

1,001,206 $

1,056,103

11%

362,847 17,939 273,734 31,956

498,264 19,085 263,410 10,571

635,001 23,125 146,666 24,324

847,214 14,000 122,926 71,963

24% -6% -18% 23%

686,476 $

791,330 $

829,116 $

1,026,560 $

1,056,103

11%

686,476

15,250 776,080

2,250 826,866

3,000 1,023,560

25,000 1,031,103

11%

686,476 $

791,330 $

829,116 $

1,026,560 $

1,056,103

11%

1.0 1.0 1.0 3.0

1.0 1.0 1.0 1.0 4.0

1.0 1.0 1.0 1.0 4.0

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 Attorney Legal Administrator Legal Assistant Total Authorized FTE Positions

801,197 20,158 131,768 73,437

776,277 20,158 131,334 73,437 1,001,206 $

16,000 985,206 1,001,206 $

1.0 1.0 1.0 1.0 1.0 5.0

1.0 1.0 1.0 1.0 1.0 5.0

1.0 1.0 1.0 1.0 1.0 5.0

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2021 Adopted Budget vs. 2020 Projected Actual • The 2021 budget for Salary and Benefits includes funding for the performance pay adjustment of 3% and healthcare cost increases.

2020 Accomplishments Innovate with Collaborative Governance • Acted as legal advisor concerning significant development issues, including the annexation of residential and commercial projects.

• Assisted in updating the Town Personnel Manual, Operations Manual, Police Department

Policy and Procedure Manual, and Police Department Standard Operating Procedure Manuals.

• • • •

Settled Vista South litigation. Acted as legal advisor for the 2020 general election. Processed several metro district Service Plans, IGAs and Amendments Acted as legal advisor for the COVID-19 pandemic response.

Town of Parker 2021 Annual Budget

129

Budget Detail


SECTION TITLE GENERAL FUND: EXPENDITURES Department: Town Attorney

2021 Goals Innovate with Collaborative Governance • Advise Town Council of all matters of law and changes or development in law. • Act as legal advisor for the 2021 special election to fill Council member vacancy. • Act as legal advisor for the COVID-19 pandemic response.

Budget Detail

130

Town of Parker 2021 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 2021 Annual Budget

131

Budget Detail


SECTION TITLE GENERAL FUND: EXPENDITURES Department: Town Clerk

Expenditures by Function Town Clerk Elections Customer Service Total Expenditures by Function

$

$

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

$

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

$

Authorized FTE positions Town Clerk Deputy Town Clerk Administrative Clerk Customer Service Specialist Total Authorized FTE Positions

2020 Amended Budget

2019 Actual

2018 Actual

2017 Actual

2020 Projected

Compound Annual Growth

2021 Budget

338,467 $ 139,544

305,971 $ 31,396 136,225

476,332 $ 290 132,545

378,573 $ 60,000 160,498

337,511 $ 60,000 123,760

447,917 35,000 145,365

7%

478,011 $

473,592 $

609,167 $

599,071 $

521,271 $

628,282

7%

315,286 1,274 42,882 102,120 16,449

327,787 1,358 83,478 60,969 -

349,007 6,436 190,490 63,234 -

407,269 1,900 115,050 74,852 -

361,722 1,756 82,941 74,852 -

449,621 1,900 90,350 86,411 -

9% 11% 20% -4%

478,011 $

473,592 $

609,167 $

599,071 $

521,271 $

628,282

7%

39,008 1,068 437,935

39,595 6,492 427,505

45,649 2,876 560,642

46,865 1,000 551,206

26,635 1,000 493,636

27,360 1,000 599,922

-8% -2% 8%

478,011 $

473,592 $

609,167 $

599,071 $

521,271 $

628,282

7%

1.0 1.0 1.0 2.6 5.6

1.0 1.0 1.0 2.6 5.6

1.0 1.0 0.8 2.6 5.4

1.0 1.0 0.8 2.0 4.8

1.0 1.0 0.8 2.0 4.8

1%

1.0 1.0 1.0 2.0 5.0

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2021 Adopted Budget vs. 2020 Projected Actual • The 2021 budget for Salary and Benefits includes funding for the performance pay adjustment of 3% and healthcare cost increases.

2020 Accomplishments Innovate with Collaborative Governance • Successfully completed the 2020 Election for Mayor and three (3) Councilmember seats.

This included conducting pre-candidate and candidate orientation meetings to familiarize candidates with the election process, including signs, campaign finance forms, and nomination petitions. Staff also met with each candidate to review campaign practices and instructions on filling out campaign financial forms.

• Applied temporary liquor regulations due to COVID-19 which included working with the

Planning and Building departments to review and approve Temporary Patio Extensions Due to

Budget Detail

132

Town of Parker 2021 Annual Budget


GENERAL FUND: EXPENDITURES SECTION TITLE Department: Town Clerk COVID-19 Permits. This was an expedited process from start to finish to aid restaurants with extensions to patio areas to use for outdoor seating as required by State of Colorado Health Orders.

• Upgrades to the Agenda Management system were implemented and training was provided to all users and Town Council on CivicClerk Version 8.

2021 Goals Innovate with Collaborative Governance • Develop a CivicClerk users training for all new users and those users needing a refresher to ensure users are proficient at using the system.

• Complete a department records audit in each department. This will consist of meeting with

each department to determine what types of records each department keeps. Meeting with each department will provide an opportunity for training regarding records retention and processes.

• Reconvene the internal Records Management Committee. A request will be made of

each department to assign one individual to this committee to act as their department representative as it relates to records retention and process.

PERFORMANCE MEASURES

Town of Parker 2021 Annual Budget

133

Budget Detail


Budget Detail

134

Town of Parker 2021 Annual Budget


SPECIAL REVENUE FUNDS

GENERAL FUND SPECIAL REVENUE FUNDS 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 DEBT SERVICE FUNDS ENTERPRISE FUND INTERNAL SERVICE FUNDS

Town of Parker 2020 Annual Budget

135

Budget Detail


SECTIONREVENUE SPECIAL TITLE FUNDS: SUMMARY 2017 Actual

2018 Actual

2019 Actual

2020 Amended Budget

2020 Projected

2021 Budget

$ 11,479,001

$ 12,982,038

$ 15,507,061

$ 19,450,407

$ 19,450,407

$ 16,195,319

9%

7,492,659 1,630,946 8,370,826 85,799 1,125,385 219,456 7,623,400

7,886,177 986,109 8,706,846 65,706 318,171 338,980 4,768,975

8,240,102 1,118,945 9,029,539 46,028 3,065,434 502,774 4,985,145

5,640,622 1,097,125 7,672,552 50,000 175,500 344,100 4,563,236

8,401,793 2,692,530 4,770,755 50,000 313,767 234,202 4,707,492

8,633,407 1,092,500 8,363,079 50,000 1,020,000 233,325 15,178,145

4% -10% 0% -13% -2% 2% 19%

$ 26,548,471

$ 23,070,964

$ 26,987,967

$ 19,543,135

$ 21,170,539

$ 34,570,456

7%

6,521,521 666,601 4,024,632 941,000 747,517 5,974,801 74,177 6,095,185

6,687,101 706,764 4,030,667 897,532 772,162 2,011,973 16,465 5,423,282

7,098,364 1,007,231 3,981,120 811,721 777,448 3,294,022 6,074,711

7,847,320 569,969 3,398,273 1,187,984 800,204 11,737,451 5,881,600

5,862,806 393,465 2,228,259 1,175,979 651,981 8,733,073 5,380,064

7,831,592 597,123 3,301,545 1,248,802 767,535 8,455,500 6,208,761

5% -3% -5% 7% 1% 9%

Total Expenditures

$ 25,045,434

$ 20,545,946

$ 23,044,617

$ 31,422,801

$ 24,425,627

$ 28,410,858

3%

Ending Fund Balances

$ 12,982,038

$ 15,507,061

$ 19,450,407

$

7,570,741

$ 16,195,319

$ 22,354,917

15%

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 8,294,544 32,470

539,279 12,258,079 86,314 5,456,883 8,601,348 46,064

510,100 6,371,622 88,000 4,858,343 7,685,070 30,000

510,065 10,846,869 82,170 3,898,946 5,811,489 21,000

520,075 10,278,657 84,000 4,229,524 9,438,200 10,020,000

5% 2% -11% -13% 2% 419%

$ 26,548,471

$ 23,070,964

$ 26,987,967

$ 19,543,135

$ 21,170,539

$ 34,570,456

7%

475,000 9,129,984 116,888 7,442,105 7,881,455 -

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

375,000 7,299,241 94,798 6,452,159 8,723,419 100,000

525,000 16,793,778 99,837 4,648,502 8,854,148 501,536

525,000 13,862,697 94,689 3,289,072 6,654,169 -

575,000 13,422,392 128,567 4,831,630 9,453,269 -

5% 10% 2% -10% 5%

$ 25,045,434

$ 20,545,946

$ 23,044,617

$ 31,422,801

$ 24,425,627

$ 28,410,858

3%

Special Revenue Funds Summary Beginning Fund Balances Revenues Taxes Intergovernmental Charges for Services Fines and Forfeitures Contributions Miscellaneous Transfers In Total Revenues Expenditures Salary and Benefits Supplies Purchased Services Internal Services Utilities/Insurance Capital Outlay Economic Dev. Incentives Transfers Out

Revenues by Fund Conservation Trust Parks and Recreation Law Enforc. Assistance Cultural Recreation Capital Renewal/Replacement Total Revenues Expenditures by Fund Conservation Trust Parks and Recreation Law Enforc. Assistance Cultural Recreation Capital Renewal/Replacement Total Expenditures

Budget Detail

136

Compound Annual Growth

0%

Town of Parker 2021 Annual Budget


SPECIAL REVENUE FUNDS: SECTION SUMMARY TITLE SOURCES OF REVENUE: SPECIAL REVENUE FUNDS Transfers In 43.9%

Miscellaneous 0.7% Contributions 3.0% Fines and Forfeitures 0.1%

Charges for Services 24.2%

Intergovernmental 3.2%

Taxes 25.0%

EXPENDITURES BY TYPE: SPECIAL REVENUE FUNDS

Transfers Out 21.9%

Salary and Benefits 27.6%

Supplies 2.1%

Purchased Services 11.6%

Capital Outlay 29.8%

Internal Services 4.4% Utilities/Insurance 2.7%

Town of Parker 2021 Annual Budget

137

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

138

Town of Parker 2021 Annual Budget


SPECIAL REVENUE FUNDS FUND: Capital Renewal and Replacement Reserve Fund

2019 Actual

2018 Actual

2017 Actual

2020 Amended Budget

2020 Projected

Compound Annual Growth

2021 Budget

Revenues Transfers In Interest

$

- $ 13,809

- $ 32,470

- $ 46,064

- $ 30,000

- $ 10,000,000 21,000 20,000

10%

Total Revenues

$

13,809 $

32,470 $

46,064 $

30,000 $

21,000 $ 10,020,000

419%

Expenditures Interfund Transfer Total Expenditures Beginning Fund Balance Revenue Over (Under) Exp Ending Fund Balance

-

-

100,000

501,536

-

-

$

- $

- $

100,000 $

501,536 $

- $

-

$

1,991,400 13,809 2,005,209 $

2,005,209 32,470 2,037,679 $

2,037,679 (53,936) 1,983,743 $

1,983,743 (471,536) 1,512,207 $

2,004,743 1,983,743 21,000 10,020,000 2,004,743 $ 12,024,743

0% 419% 56%

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2021 Adopted Budget vs. 2020 Projected Actual • The Transfer In is a one-time transfer to set funds aside for the renewal and/or replacement

of aging equipment, facilities, other types of assets and other similar future needs. A Facilities Master Plan will be completed in 2021 and will provide a roadmap for those future needs.

Town of Parker 2021 Annual Budget

139

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

140

Town of Parker 2021 Annual Budget


SPECIAL REVENUE SECTIONFUNDS TITLE FUND: Conservation Trust Fund

2017 Actual

2018 Actual

2019 Actual

2020 Amended Budget

2020 Projected

Compound Annual Growth

2021 Budget

Revenues State Conservation Trust Fund Interest

$

434,342 $ 92

452,801 $ 68

539,205 $ 74

510,000 $ 100

510,000 $ 65

520,000 75

5% -5%

Total Revenues

$

434,434 $

452,869 $

539,279 $

510,100 $

510,065 $

520,075

5%

Expenditures Interfund Transfer

$

475,000 $

375,000 $

375,000 $

525,000 $

525,000 $

575,000

5%

Total Expenditures

$

475,000 $

375,000 $

375,000 $

525,000 $

525,000 $

575,000

5%

112,002 77,869 189,871 $

189,871 164,279 354,148 $

354,148 (14,900) 339,248 $

354,148 (14,935) 339,213 $

339,213 (54,925) 284,288

22%

$

152,568 (40,566) 112,002 $

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

26%

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2021 Adopted Budget vs. 2020 Projected Actual • In order to support the level of capital projects in the Parks and Recreation Fund, the transfer was increased from $525,000 to $575,000 in 2021.

Town of Parker 2021 Annual Budget

141

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

142

Town of Parker 2021 Annual Budget


SPECIAL REVENUE FUNDS FUND: Cultural Fund

2017 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 Technology 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

$

597,354 $

2019 Actual

2018 Actual

496,368 $

528,290 $

2020 Amended Budget

537,125 $

2020 Projected

570,570 $

2021 Budget

Compound Annual Growth

542,500

-2%

187,003 1,461,875 42,943 5,150 258,666 10,922 436,815 1,875 498 2,405,747

183,885 1,672,818 50,703 391,035 11,397 473,478 7,115 901 2,791,332

186,760 1,703,937 12,455 397,168 13,077 539,964 13,396 919 2,867,676

173,220 1,158,544 10,000 326,545 10,500 465,183 20,000 960 2,164,952

50,000 560,020 2,556 172,905 4,000 299,796 250 560 1,090,087

78,000 1,023,919 3,000 193,500 10,000 456,000 20,000 960 1,785,379

-20% -9% -49%

10,625 175,778 53,559 239,962

25,463 209,284 39,711 274,458

40,052 231,152 9,713 280,917

25,000 175,500 10,000 210,500

7,500 133,767 7,000 148,267

5,000 120,000 9,000 134,000

-17% -9% -36% -14%

3,260,900 999,900 4,260,800

1,684,643 400,000 25,612 2,110,255

1,680,000 100,000 1,780,000

1,825,766 120,000 1,945,766

1,970,022 120,000 2,090,022

1,767,645 1,767,645

-14%

7,503,863 $

5,672,413 $

5,456,883 $

4,858,343 $

3,898,946 $

4,229,524

-13%

2,095,237 541,499 81,160 14,737 19,237 1,095,178 287,255 219,396 14,930 382,480 2,623,496 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 -

2,207,969 588,977 53,683 6,891 12,213 950,645 349,581 295,688 8,965 359,831 1,617,716 -

2,477,045 414,362 44,504 21,400 578,257 320,889 231,500 11,787 265,700 283,058 -

1,916,025 350,982 24,008 18,400 275,547 181,800 99,100 5,500 198,300 219,410 -

2,298,614 903,504 30,000 500 16,400 611,677 320,650 96,500 6,608 271,000 276,177 -

2% 14% -22% -57% -4% -14% 3% -19% -18% -8% -43%

7,442,105 $

5,214,634 $

6,452,159 $

4,648,502 $

3,289,072 $

4,831,630

-10%

Town of Parker 2021 Annual Budget

143

-7% -2% 1% 81% 18% -7%

-20%

Budget Detail


SECTIONREVENUE SPECIAL TITLE FUNDS FUND: Cultural Fund

2017 Actual Expenditures by Category Salary and Benefits Supplies Purchased Services Internal Services Utilities/Insurance Capital Outlay Interfund Transfers 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 Asst Cultural Dir for Communications and External Affairs Assistant Cultural Director for Programs Audio Technician Cultural Facility Specialist Development Manager Education Assistant Education Manager Facilities Manager Food & Beverage Coordinator Graphic Design/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 and Part Time Benefited positions Full Time Equivalent of Part Time Employees Total Authorized FTE Positions

Budget Detail

2018 Actual

2020 Amended Budget

2019 Actual

2020 Projected

2021 Budget

Compound Annual Growth

1,720,593 150,862 2,537,926 214,647 150,729 2,599,848 67,500

1,690,939 132,727 2,456,078 215,775 153,894 565,221 -

1,780,996 95,008 2,456,167 233,368 165,133 1,721,487 -

2,012,932 77,262 1,821,797 375,565 161,020 199,926 -

1,579,625 48,404 1,026,901 375,615 141,449 117,078 -

1,896,369 51,308 1,670,486 434,192 169,275 610,000 -

2% -24% -10% 19% 3% -30%

$

7,442,105 $

5,214,634 $

6,452,159 $

4,648,502 $

3,289,072 $

4,831,630

-10%

$

1,023,439 61,758 1,085,197 $

1,085,197 457,779 1,542,979 $

1,542,979 (995,276) 547,703 $

547,703 209,841 757,544 $

547,703 609,874 1,157,577 $

1,157,577 (602,106) 555,471

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 0.33 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 0.80 1.00 1.00 1.00 1.00 1.00 0.80

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 0.80

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 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 1.00 1.00 1.00 -

1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 -

1.00

20.33

20.53

20.53

18.33

18.33

18.00

13.50 33.83

12.60 33.13

11.25 31.78

9.20 27.53

2.60 20.93

7.40 25.40

144

3% -15%

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

Town of Parker 2021 Annual Budget


SPECIAL REVENUE SECTIONFUNDS TITLE FUND: Cultural Fund

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2021 Adopted Budget vs. 2020 Projected Actual • The fund balance has decreased more than ten percent due to the expectation it will take some time for revenue to recover through increased customer participation in events. Participation declined due to the impacts of COVID-19.

Administration Function • The 2021 budget for Salary and Benefits includes funding for the performance pay adjustment of 3% and healthcare cost increases. • Changes to the Technology Management allocation methodology resulted in a higher level of Internal Service charges.

PACE Center Building and Schoolhouse/Ruth Chapel Functions • Capital Outlay increases $500,000 in 2021 due to several renovation and replacement projects.

Presenting Function • Purchased Services costs associated with touring presentations have increased based on the specific shows booked for 2021. The 2020 projection reflects the reduced number of shows presented due to COVID-19 related closures.

Classes Function • The budget reflects a reduced number of classes due to COVID-19 during 2020 and an increase to normal levels in 2021.

Marketing Function • This budget also reflects a return to more normal activities in 2021.

2020 Accomplishments Foster Community Creativity and Engagement • Developed robust virtual programming for our members and patrons, including member

book clubs, online art instruction, streaming concerts, family workshops, virtual classes on beekeeping, building charcuterie boards, and more.

• Developed innovative programming in new spaces, including a drive-in concert experience, Tacos and Trivia on the PACE Terrace, and music in the new Schoolhouse Plaza.

• Presented Parker Arts Lectures on visual art, healing arts, Front Range paleontology, skin

cancer research, urban coyotes, and the Colorado Utes. Lectures resumed successfully amid the pandemic via limited in-person viewing and online streaming.

• Held the fourth annual Portfolio Day and Bright Futures Student Exhibit on March 6, 2020

where 65 Douglas County junior and senior art students had the opportunity to speak directly with college recruiters regarding their art programs, scholarships, and how to navigate admissions. The event concluded with professional artists discussing “to college or not to

Town of Parker 2021 Annual Budget

145

Budget Detail


SECTIONREVENUE SPECIAL TITLE FUNDS FUND: Cultural Fund college.” This year’s Portfolio Day secured several scholarship and internship opportunities from the Parker Artist Guild, RMCAD Outreach Scholarship Fund, UC Denver’s LYNX National Arts & Media Camps, and Metro State’s Visual Arts Gallery Teen Internship Program.

• Received 4 Henry Awards nominations for Roald Dahl’s Matilda: The Musical. Enhance Economic Vitality • Welcomed several new sponsors: Osgood Real Estate, ENT Credit Union, Pride Auto Care, Books are Awesome and Holiday Inn/Hampton Inn Parker.

• Received a grant from the National Endowment for the Arts (NEA) to support a year-long series of art gallery exhibits.

• Hosted 22 theater rentals from groups located in and around Parker. • 10,674 people attended weddings, meetings and other rented events in our facilities and 13 couples said “I Do” in our venues.

• Presented 132 diverse performances by national performing artists, regional groups, and local arts organizations.

Support an Active Community • Despite the COVID-19 Pandemic, held a total of 63 summer enrichment camps that allowed 407 campers to learn in a safe environment.

2021 Goals Foster Community Creativity and Engagement • Continue to explore and implement virtual programming or alternative offerings that do not take place in person.

• Work with Parker-area high schools to develop a core of young volunteers who can assist at Parker Arts events and fulfill their community service requirement.

Enhance Economic Vitality • Identify and secure at least one new partner to add to or enhance a program, class or series. • Build a relationship with an underserved or diverse cultural group and jointly develop activities that expand the reach of our existing programs.

• Identify new sources of contributed revenue through either grants or fundraising efforts. • Create one new revenue-generating activity that is held in an outdoor space (Plaza/Discovery Park/Other).

Budget Detail

146

Town of Parker 2021 Annual Budget


SPECIAL REVENUE SECTIONFUNDS TITLE FUND: Cultural Fund

PERFORMANCE MEASURES

*Declining numbers due to impact of COVID-19

Town of Parker 2021 Annual Budget

147

Budget Detail


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, along with information regarding available longterm support services.

Budget Detail

148

Town of Parker 2021 Annual Budget


SPECIAL REVENUE FUNDS FUND: Law Enforcement Assistance Fund

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 Services Coordinator Victim Advocate Total Authorized FTE Positions

2020 Projected

2021 Budget

Compound Annual Growth

39,250 $ 2,461 85,799 2,967 658

21,940 $ 65,706 7,846 253

29,950 $ 46,028 10,327 9

30,000 $ 50,000 8,000 -

27,000 $ 50,000 5,000 170

30,000 50,000 4,000 -

131,134 $

95,745 $

86,314 $

88,000 $

82,170 $

84,000

-11%

110,505 1,362 4,716 305

62,365 297 2,917 320

90,120 695 3,663 320

89,397 1,500 8,600 340

85,689 1,100 6,400 1,500

119,367 1,500 6,200 1,500

2% 2% 7% 49%

$

116,888 $

65,899 $

94,798 $

99,837 $

94,689 $

128,567

2%

112,200 29,846 142,046 $

142,046 (8,484) 133,562 $

133,562 (11,837) 121,725 $

133,562 (12,519) 121,043 $

121,043 (44,567) 76,476

5%

$

97,954 14,246 112,200 $

$

$

Expenditures Salary and Benefits Supplies Purchased Services Utilities/Insurance Total Expenditures

2020 Amended Budget

2019 Actual

2018 Actual

2017 Actual

1.00 0.50 1.50

1.00 1.00

1.00 1.00

1.00 1.00

1.00 1.00

-6% -13% 8%

-9%

1.00 0.50 1.50

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2021 Adopted Budget vs. 2020 Projected Actual • Grant funding will be received for an additional part-time Victim Services Coordinator.

Town of Parker 2021 Annual Budget

149

Budget Detail


SECTION TITLE

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 are 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.

Budget Detail

150

Town of Parker 2021 Annual Budget


SPECIAL REVENUE FUNDS FUND: Parks and Recreation Fund

Revenues Taxes Sales Tax Use Tax Total Taxes Intergovernmental Interest Rent Contributions Miscellaneous Transfers In Total Revenues

$

$

Expenditures Salary and Benefits Supplies Purchased Services Internal Services Capital Outlay Economic Incentives Interfund Transfer Total Expenditures Beginning Fund Balance Revenue Over (Under) Exp Ending Fund Balance

Authorized FTE Positions Parks and Recreation Director Rec/Community Marketing Coordinator Project Administrator Special Project Analyst Accounting Technician Total Authorized FTE Positions

6,868,038 624,621 7,492,659 550,000 47,827 30,222 949,606 3,864 542,500

$

9,616,678

$

327,418 4,015 208,367 2,963,322 74,177 5,552,685 $

9,129,984

$

7,179,290 486,694 7,665,984

7,150,713 $ 735,465 7,886,177 124,948 26,545 108,887 1,366 375,000

7,596,254 $ 643,848 8,240,102 290,492 18,170 2,834,282 33 875,000

8,522,923

$ 12,258,079

351,832 248 206,606 1,235,078 16,465 5,048,282

5,005,622 $ 635,000 5,640,622 175,000 30,000 1,000 525,000

7,760,708 641,085 8,401,793 1,584,960 140,000 15,000 180,000 116 525,000

2021 Budget

$

Compound Annual Growth

7,994,370 639,037 8,633,407 150,000 20,000 900,000 250 575,000

33% -10% -1% -50% 1%

4% 1% 4%

$ 10,846,869

$ 10,278,657

2%

370,429 345,885 60,127 1,423,089 5,099,711

386,014 5,225 212,950 11,334,525 4,855,064

350,688 3,000 160,950 8,492,995 4,855,064

301,694 5,225 162,950 8,762 7,310,000 5,633,761

-2% 7% -6%

7,299,241

$ 16,793,778

$ 13,862,697

$ 13,422,392

6,858,511

$

$

7,665,984 1,664,412 9,330,396

9,330,396 4,958,838 $ 14,289,232

0.35 0.50 1.00 1.00 0.33 3.18

0.35 0.50 1.00 1.00 0.33 3.18

$

2020 Projected

6,371,622

$

0.35 0.50 1.00 1.00 0.33 3.18

2020 Amended Budget

2019 Actual

2018 Actual

2017 Actual

14,289,232 14,289,232 11,273,404 (10,422,156) (3,015,828) (3,143,735) $ 3,867,076 $ 11,273,404 $ 8,129,669

0.33 0.50 1.00 1.00 0.33 3.16

0.33 0.50 1.00 1.00 0.33 3.16

25% 0% 10% 12% 1%

0.35 1.00 1.00 2.35

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2021 Adopted Budget vs. 2020 Projected Actual • 2020 Intergovernmental revenue includes $884,960 and $700,000 in grants for projects that

are underway. There were no known grants being received in 2021 at the time the budget was developed.

• Contributions vary year-over-year due to development activity. • The Capital outlay variance is due to a difference in the number and value of projects.

Town of Parker 2021 Annual Budget

151

Budget Detail


SPECIAL REVENUE FUNDS FUND: Parks and Recreation Fund • The Interfund Transfer from this fund to the Recreation Fund increased to offset the decline in the fee-to-program ratio.

2020 Accomplishments Promote a Safe and Healthy Community • Trails at Crowfoot Community Park – Construction is underway in this residential development of a new 17-acre community park funded by the developer and dedicated to the Town. New amenities 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, renovation and improvements

of this Town owned Community Park located within the Auburn Hills and Bradbury Hills communities. The park enhancements included renovation of the existing sports fields, a new playground and additional trail connections. These improvements were funded by Public Service Company.

• Secured $700,000 from our County share-back funds for the E/W Regional Trail undercrossing of Jordan Road.

• Continued to work with the High Plains Trail partnership on this project and obtained approval

of a $2,005,000 Great Outdoors Colorado trail grant for this regional trail project, plus completed 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 addressing funding for these design efforts. This trail, which is a collaborative effort between Parker, Aurora and Douglas and Arapahoe County, should be under construction by early 2021.

• Park Dedication Standards Update - The Parks and Recreation Department 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 were approved by Council and will be implemented and applied to future development projects.

• East/West Regional Trail – Finalized all documentation addressing prior construction costs for this trail and submitted to Great Outdoors Colorado for reimbursement of the Town’s $400,000 trail grant funds.

Support an Active Community • H2O’Brien Pool Renovation – Completed renovation and improvements including new aquatic play features, pool deck improvements and a remodeled lobby and changing area.

• Soft Surface Trails – Completed the ecological assessment study through ERO analyzing the

future construction of additional soft surface trail segments adjacent to the Cherry Creek Trail through Town.

2021 Goals Innovation with Collaborative Governance • Continue to oversee and guide the Trails at Crowfoot development team regarding Budget Detail

152

Town of Parker 2021 Annual Budget


SPECIAL REVENUE FUNDS FUND: Parks and Recreation Fund completion of the proposed 17- acre community park within this residential community.

Support an Active Community • Complete all design and engineering plans for future East/West Trail undercrossing of Jordan Road. Secure approval for license agreement from PSCo since the project is within their right of way.

• Begin adding soft surface trail segments adjacent to the Cherry Creek Trail throughout the Town beginning with tier 1 sections.

Promote a Safe and Healthy Community • Complete an amendment to the existing 17-Mile House Property and Norton Farms

Conservation Easements between the Town, Arapahoe County and Great Outdoors Colorado 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.

• 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 any necessary updates/amendments to the Hess Ranch (Looking Glass) and

Anthology Parks, Trails and Open Space Master Plans, while continuing to work through park requirements.

Town of Parker 2021 Annual Budget

153

Budget Detail


SECTION TITLE

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.

Budget Detail

154

Town of Parker 2021 Annual Budget


SPECIAL REVENUE FUNDS FUND: Recreation Fund

2017 Actual

2019 Actual

2018 Actual

2020 Amended Budget

2020 Projected

Compound Annual Growth

2021 Budget

Revenues Intergovernmental Grants Charges for Services Administrative Fees Advertising Revenue Aquatic Rentals Aquatic Programs Childcare Clothing & Uniform Charges Day Camp Program Discovery Park - Admission Discovery Park - Concessions Enrichment Event Sponsor/Vendor Revenue Fieldhouse - Admissions Fieldhouse - Advert/Sponsors Fieldhouse - ATM Fees Fieldhouse - Concessions Fieldhouse - Equipment Rentals Fieldhouse - Facility Rentals Fieldhouse - Hosted Spec Events Fieldhouse - Merchandise Sales Fieldhouse - Sports Instruction Fitness - Aqua Aerobics 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

$

10,000 $ 3,762 17,330 0 0 35,706 139 485,346 116,111 7,207 41,863 0 110,142 29,314 181 0 3,975 187,447 47,696 3,373 188,704 798 250,476 0 197,347 0 1,414 128,773 25,835 10,234 107,780 112,566 1,846,547 77,285 1,356 364,349 43,945 23,085 1,298 4,821 283,111 42,299

Town of Parker 2021 Annual Budget

15,000 $ 3,999 11,313 0 0 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

155

21,500 $ 3,874 16,261 0 0 38,087 563 471,381 160,164 8,426 38,982 0 130,928 33,119 97 49,777 4,112 243,107 45,144 2,847 221,176 2,575 246,399 0 178,086 6,390 1,345 115,462 27,573 8,903 67,359 118,625 1,642,225 68,857 768 434,645 48,212 38,759 872 3,591 312,599 67,381

20,000 $ 3,000 12,000 0 0 28,000 200 425,000 120,000 7,000 30,000 0 84,000 17,000 150 44,000 3,500 183,000 48,000 2,500 180,000 750 165,000 42,000 145,000 3,000 1,200 142,000 30,000 12,000 62,000 90,000 1,750,000 65,000 750 310,000 36,000 24,000 800 2,900 296,864 50,000

- $ 4,000 4,000 0 0 15,000 100 75,000 150,000 7,000 16,500 0 50,000 4,000 100 20,000 2,000 190,000 10,000 1,000 130,000 0 75,000 15,000 100,000 10,000 400 60,000 2,000 868 25,000 53,000 1,300,000 25,000 250 230,000 20,000 10,000 250 1,200 200,000 35,000

4,000 14,000 35,000 65,000 25,000 200 450,000 160,000 7,000 24,000 0 125,000 25,000 150 52,000 3,500 223,000 53,000 3,000 210,000 0 245,000 42,000 160,000 10,000 1,500 175,000 50,000 18,000 68,000 75,000 2,050,000 65,000 850 420,000 15,000 30,000 1,000 3,500 315,000 55,000

2% -5%

-9% 10% -2% 8% -1% -13% 3% -4% -5% -3% 4% 3% -3% 3% -1% -5% 1% 8% 18% 15% -11% -10% 3% -4% -11% 4% -24% 7% -6% -8% 3% 7%

Budget Detail


SPECIAL REVENUE FUNDS FUND: Recreation Fund

2017 Actual Sports - Youth Contracted Sports - Youth Programs Swimming Lesson Fees Therapeutic Recreation Program Vending Machine Commissions Total Charges for Services Interest Miscellaneous Interfund Transfers From Parks & Rec Fund From Technology Fund Total Interfund Transfers Total Revenues

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

Budget Detail

2020 Projected

2021 Budget

Compound Annual Growth

241,657 670,335 255,296 11,332 14,094 5,915,514 53,968 26,342

206,132 745,933 322,060 14,305 14,762 6,161,863 82,507 5,333

235,172 594,314 247,000 7,500 7,000 5,507,600 60,000 5,000

150,000 475,000 200,000 6,000 8,000 3,680,668 26,000 12,351

246,000 735,000 300,000 8,000 10,000 6,577,700 20,000 5,000

0% 3% 9% -6% -27% 2% 0% -39%

2,820,100 0 2,820,100 8,848,553 $

2,208,900 74,820 2,283,720 8,294,544 $

2,330,145 0 2,330,145 8,601,348 $

2,092,470 0 2,092,470 7,685,070 $

2,092,470 0 2,092,470 5,811,489 $

2,835,500 0 2,835,500 9,438,200

0%

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 -

886,089 1,082,788 26,459 1,636,479 947,906 431,931 1,613,525 633,730 100,468 517,171 195,350 151,523 500,000

847,231 1,227,171 25,193 1,653,457 955,000 397,147 1,899,010 739,915 107,846 605,053 247,253 149,872 -

805,160 898,005 8,821 1,302,819 758,866 200,615 1,553,765 398,433 94,595 314,398 210,176 108,516 -

1,028,814 1,228,322 14,024 2,054,073 1,002,326 427,089 1,978,714 715,740 106,193 529,351 239,608 129,015 -

-7% 2% -25% 29% 5% 4% 1% 0% 8% 7% 12% -2%

7,881,455 $

8,031,902 $

8,723,419 $

8,854,148 $

6,654,169 $

9,453,269

5%

4,363,003 510,362 1,273,623 726,353 596,483 411,631 -

4,581,965 573,492 1,365,066 681,757 617,948 211,674 -

4,856,819 565,643 1,461,163 578,353 611,995 149,446 500,000

5,358,977 485,982 1,354,926 812,419 638,844 203,000 -

3,846,804 340,961 1,034,008 800,364 509,032 123,000 -

5,514,162 539,090 1,461,909 805,848 596,760 535,500 -

6% 1% 4% 3% 0% 7%

$

7,881,455 $

8,031,902 $

8,723,419 $

8,854,148 $

6,654,169 $

9,453,269

5%

2,001,448 262,642 2,264,092 $

2,264,092 (122,071) 2,142,021 $

2,142,021 (1,169,078) 972,943 $

2,142,021 (842,680) 1,299,341 $

1,299,341 (15,069) 1,284,272

6%

$

1,034,350 967,098 2,001,448 $

$

$

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

2020 Amended Budget

2019 Actual

249,038 653,170 213,893 10,105 34,799 5,962,619 19,974 35,860

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

2018 Actual

156

0% 2%

-10%

Town of Parker 2021 Annual Budget


SPECIAL REVENUE FUNDS FUND: Recreation Fund

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 Marketing Coordinator 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 Admin and Retail Coordinator Admin and Retail Asst Coordinator Manager on Duty/Events Supervisor Childcare Coordinator Membership 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 Recreation Coordinator I Events Lead Marketing Supervisor Guest Services Representative Day Camp Day Camp Coordinator Day Camp Counselor Assistant Day Camp Coordinator

2018 Actual

2017 Actual

2019 Actual

2020 Amended Budget

2020 Projected

2021 Budget

0.25 1.00 2.00 1.00 1.60 1.00 0.50 0.80 0.80 0.80 1.00

0.25 1.00 0.50 -

0.25 1.00 1.00 0.50 -

0.23 1.00 1.00 0.50 -

0.23 1.00 1.00 0.50 -

0.25 1.00 1.00 1.00 -

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

1.00 3.00 1.00 0.80 1.00

0.10 1.00

0.10 1.00

1.00

1.00

1.00

1.00

-

1.00 1.00 1.00 1.60 0.80 0.80 0.80 2.00 1.00

1.00 1.00 1.00 1.60 0.80 2.00

1.00 1.00 1.00 1.80 0.80 2.00

1.00 1.00 1.00 0.80 1.00 2.00

1.00 1.00 1.00 0.80 1.00 2.00

1.00 1.00

1.00 1.00

1.00 2.00

1.00 2.00

1.00 2.00

1.00 2.00

1.00 1.00 2.00 0.80 1.00 0.80

1.00 1.00 2.00 0.80 0.80

1.00 1.00 2.00 0.80 -

1.00 1.00 2.00 0.80 -

1.00 2.00 1.00 0.80 -

1.00 2.00 1.00 -

1.00 1.60 1.00

1.00 1.60 1.00

1.00 0.80 1.00

1.00 1.60 1.00

1.00 1.60 1.00

1.00 1.60 1.00

Town of Parker 2021 Annual Budget

157

Budget Detail


SPECIAL REVENUE FUNDS FUND: Recreation Fund

2017 Actual

Fitness Programs Fitness / Wellness Coordinator Youth Programs Rec Coord II - Youth Enrichment Total Full Time and Part Time Benefited positions Full Time Equivalent of Part Time Employees Total Authorized FTE Positions

2018 Actual

2019 Actual

2020 Amended Budget

2020 Projected

2021 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

33.75

33.75

30.55

31.53

30.73

30.45

72.85 106.60

77.39 111.14

76.00 106.55

84.25 115.78

49.00 79.73

90.00 120.45

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2021 Adopted Budget vs. 2020 Projected Actual • Charges for Services, the major revenue source for the Recreation Fund, has been greatly

reduced in the 2020 projection due to the impacts of COVID-19. The 2021 revenue budget was built mid-year 2020 when there was hope normal operations would resume by the start of 2021.

• Operational expenses for the 2020 projection reflect the impact of facility closures related

to COVID-19. Salary and benefits, in particular, reflect the reduced number of personnel. The 2021 budgeted expenditures trend off the 2019 actuals and, just like the revenue, reflect a fully normal operating year.

• Capital outlay is increased in 2021 due to the number and size of planned projects. • Since this fund will continue to be impacted by reduced operations during part of 2021, it

is expected that a budget amendment will be prepared for Town Council consideration in early 2021. This amendment will reduce expenditures to be in line with the expected level of reduced revenue.

2020 Accomplishments Support an Active Community • Developed a successful virtual and outdoor group fitness program that accommodated

and motivated patrons in achieving their fitness needs during closure and limited in-person offerings.

• First agency to offer safe and effective swim lessons and aquatic programming post Stay-AtHome Order. Served as a model for other Colorado Recreation agencies.

• Increased the online capabilities for customers with the implementation of online forms and increased sales of visit passes.

• Provided current members with Safe Return membership options during initial stages of Safer at Home phase.

• Offered new Grab and Go Bags Program, providing at home activities for kids. • Completed fencing project at the Recreation Center pickleball courts. Budget Detail

158

Town of Parker 2021 Annual Budget


SPECIAL REVENUE FUNDS FUND: Recreation Fund • Parker Recreation Facilities were among the first to re-open in the Denver metro area. Other Recreation agencies throughout the state looked to Parker for guidance and advice as they began to re-open their facilities.

• Streamlined facility reservation process utilizing technology to simplify rental requests and improve staff’s ability to secure rental spaces for the community.

• The Parker Fieldhouse worked with Rocky Mountain Turf Solutions to install a new premium indoor turf field. The new field allows the community to participate in our great indoor turf programs with less risk of injury and an overall better playing experience.

• Shared current sport specific policies and procedures surrounding COVID-19 to agencies within Colorado, Louisiana and California.

• Implemented the Department assessment with HPS HR consulting firm to evaluate current structure and identify ways to better position the department for the future.

Promote a Safe and Healthy Community • Transitioned the recreation center pools from liquid chemical to dry chemical feed systems, which resulted in a cleaner, safer swimming environment for both patrons and staff.

• Utilized the Facility & Lifeguard management program to work towards paperless operations for day to day operations within the Aquatics Division.

• Implemented an ADA transition plan from the Master Plan to improve accessibility in Recreation Facilities.

• Developed a comprehensive re-opening plan for Recreation facilities that included increased

disinfecting and cleaning protocols, revised operational guidelines to promote social distancing and mask wearing, and modified facility layouts to allow for social distancing. All of these modifications were made in efforts to keep the community safe and healthy.

Innovate with Collaborative Governance • Hosted Colorado’s first Aquatics seminar through CPRA. • In coordination with the Douglas County Healthy Youth Initiative worked with community groups to network and brainstorm ways to improve the overall health (mental, physical, otherwise) of teens in Douglas County.

2021 Goals Support an Active Community • Completed the Department assessment and begin implementation of recommendations including Human Resources and Finance to effectively execute.

• Formalize and implement a cost recovery model for the Parks and Recreation Department. • As COVID-19 guidelines evolve and change, continue to improve the quality and the scope of

fitness programming. Expand virtual and outdoor offerings addressing community safety and social distancing guidelines.

• Increase aquatics programming, activity and event offerings to encourage community participation at both indoor and outdoor venues.

Town of Parker 2021 Annual Budget

159

Budget Detail


SECTIONREVENUE SPECIAL TITLE FUNDS FUND: Recreation Fund • Install new premium lighting in the Fieldhouse turf venue Promote a Safe and Healthy Community • Implement the Recreation Division General Security plan and associated training to all staff. • Continue implementation of System Themes and Strategic Actions for the Parks, Recreation and Open Space Master Plan and re-prioritize actions.

• Maintain programming opportunities at Reuter Hess Reservoir including increased access to water activities (paddle board, kayaking).

• Continue to implement best practices in facilities with regards to creating a safe environment that mitigates the risk of spreading COVID-19.

• Continue to provide a variety of sport activities deemed safe and low risk for exposure of COVID-19 and provide adapted activities for higher risk sports.

PERFORMANCE MEASURES

Budget Detail

160

Town of Parker 2021 Annual Budget


CAPITAL PROJECTS FUNDS

GENERAL FUND SPECIAL REVENUE FUNDS CAPITAL PROJECTS FUNDS SUMMARY FUNDS • Excise Tax Fund • Impact Fee Funds • Hess Ranch Metropolitan Fund • Parkglenn Construction Fund • Public Improvements Fund

DEBT SERVICE FUNDS ENTERPRISE FUND INTERNAL SERVICE FUNDS

Town of Parker 2021 Annual Budget

161

Budget Detail


CAPITAL PROJECTS FUNDS: SUMMARY

Beginning Fund Balances

2017 Actual

2018 Actual

2019 Actual

2020 Amended Budget

2020 Projected

2021 Budget

Compound Annual Growth

$ 19,731,733

$ 20,584,095

$ 30,011,396

$ 34,178,845

$ 34,178,845

$ 40,018,398

19%

6,847,819 3,318,457 1,040,893 180,849 3,023,053

7,779,983 4,359,342 4,397,522 466,192 1,546,839

6,416,609 3,713,061 246,834 1,391,332 864,196 1,606,144

6,590,820 12,408,885 1,000,000 463,200 2,000,000

6,502,281 23,791,000

6,235,500 2,922,640

-2% -3%

1,759,910

1,000,000

447,318 2,000,000

405,683 2,250,000

-1% 22% -7%

$ 14,411,072

$ 18,549,878

$ 14,238,176

$ 22,462,905

$ 34,500,509

$ 12,813,823

-3%

9,535,757 4,022,953

7,151,876 23,861

26,594,980 2,120,000

26,481,890 59,066 2,120,000

19,495,000 25,000 2,250,000

20%

1,946,839

8,460,048 4,535 1,606,144

-14%

Revenues Taxes Intergovernmental Charges for Service Contributions Miscellaneous Transfers In Total Revenues Expenditures Capital Outlay Economic Development Incentives Transfers Out Total Expenditures

$ 13,558,710

$

9,122,576

$ 10,070,727

$ 28,714,980

$ 28,660,956

$ 21,770,000

13%

Ending Fund Balances

$ 20,584,095

$ 30,011,396

$ 34,178,845

$ 27,926,770

$ 40,018,398

$ 31,062,221

11%

$ 11,030,810 $ 14,690,704 $ 11,249,679 $ 19,714,705 $ 31,372,746 3,100,000 3,378,866 3,855,891 2,735,075 2,745,000 248,718 2,647 22,316 2,800 1,396 3,283 4,704 3,200

$

9,953,140 2,830,000

-3% -4%

2,798 25,035 2,850

20%

$ 14,411,072

$ 18,549,878

$ 14,238,176

$ 22,462,905

$ 34,500,509

$ 12,813,823

-3%

9,535,757 4,022,953 -

7,175,737 1,946,839 -

8,464,583 1,606,144 -

26,594,980 2,120,000 -

26,540,956 2,120,000 -

19,520,000 2,250,000 -

20% -14%

9,122,576

$ 10,070,727

$ 28,714,980

$ 28,660,956

$ 21,770,000

13%

Revenue by Fund Public Improvements Excise Tax Impact Fees Hess Ranch Metro District Parkglenn Construction Total Revenues Expenditures by Fund Public Improvements Excise Tax Impact Fees Hess Ranch Metro District Parkglenn Construction Total Expenditures

Budget Detail

$ 13,558,710

$

162

Town of Parker 2021 Annual Budget


CAPITAL PROJECTS FUNDS SUMMARY SOURCES OF REVENUE: CAPITAL PROJECTS FUNDS Intergovernmental 22.8%

Contributions 7.8%

Miscellaneous 3.2%

Taxes 48.6%

Transfers In 17.6%

EXPENDITURES BY TYPE: CAPITAL PROJECTS FUNDS

Economic Development Incentives 0.1%

Transfers Out 10.3%

Capital Outlay 89.6%

Town of Parker 2021 Annual Budget

163

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

164

Town of Parker 2021 Annual Budget


CAPITAL PROJECTS FUNDS FUND: Excise Tax Fund

2017 Actual

2019 Actual

2018 Actual

2020 Amended Budget

2020 Projected

2021 Budget

Compound Annual Growth

Revenues New Development Excise Tax Interest

$

3,321,992 $ 56,874

3,735,299 $ 120,592

2,531,440 $ 203,635

2,625,000 $ 120,000

3,000,000 $ 100,000

2,730,000 100,000

-5% 15%

Total Revenues

$

3,378,866 $

3,855,891 $

2,735,075 $

2,745,000 $

3,100,000 $

2,830,000

-4%

4,022,953

1,946,839

1,606,144

2,120,000

2,120,000

2,250,000

-14%

$

4,022,953 $

1,946,839 $

1,606,144 $

2,120,000 $

2,120,000 $

2,250,000

-14%

6,435,401 1,909,052 8,344,453 $

10,453,384 9,473,384 9,473,384 8,344,453 980,000 580,000 625,000 1,128,931 9,473,384 $ 10,098,384 $ 10,453,384 $ 11,033,384

10%

$

7,079,488 (644,087) 6,435,401 $

Expenditures Interfund Transfer Total Expenditures Beginning Fund Balance Revenue Over (Under) Exp Ending Fund Balance

14%

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2021 Adopted Budget vs. 2020 Projected Actual • The Interfund Transfer increased due to the level of projects within the Public Improvement Fund that qualify for excise tax funding.

Town of Parker 2021 Annual Budget

165

Budget Detail


IMPACT FEE FUNDS ABOUT IMPACT FEES Impact Fees were implemented in 2019 as a means to increase the ability to fund infrastructure requirements fueled by Town growth. The fees were replaced, via election, by an increased excise tax. The fees were implemented for each of the following areas: parks and recreation, transportation, public works, general government, policy facility and court facility.

Budget Detail

166

Town of Parker 2021 Annual Budget


CAPITAL PROJECTS SECTIONFUNDS TITLE FUND: Impact Fee Funds

Transportation Impact Fees Revenues Impact Fees Interest Total Revenues Beginning Fund Balance Revenue Over (Under) Exp Ending Fund Balance Parks and Recreation Impact Fees Revenues Impact Fees Interest Total Revenues Beginning Fund Balance Revenue Over (Under) Exp Ending Fund Balance Public Works Impact Fees Revenues Impact Fees Interest Total Revenues Beginning Fund Balance Revenue Over (Under) Exp Ending Fund Balance General Government Impact Fees Revenues Impact Fees Interest Total Revenues Beginning Fund Balance Revenue Over (Under) Exp Ending Fund Balance Police Facility Impact Fees Revenues Impact Fees Interest Total Revenues Beginning Fund Balance Revenue Over (Under) Exp Ending Fund Balance

2020 Amended Budget

2019 Actual

2018 Actual

2017 Actual

2020 Projected

Compound Annual Growth

2021 Budget

$

- $ -

- $ -

75,668 578

$

- $ -

- $ 800

825

$

- $

- $

76,246 $

- $

800

$

825

$

- $

- $

76,246 76,246 $

76,246 76,246 $

76,246 800 77,046 $

77,046 825 77,871

$

- $ -

- $ -

142,574 $ 1,088

- $ -

- $ 1,500

1,600

$

- $

- $

143,662 $

- $

1,500 $

1,600

$

- $

- $

143,662 143,662 $

143,662 143,662 $

143,662 1,500 145,162 $

145,162 1,600 146,762

$

- $ -

- $ -

6,892 $ 53

- $ -

- $ 85

90

$

- $

- $

6,945 $

- $

85

$

90

$

- $

- $

6,945 6,945 $

6,945 6,945 $

6,945 85 7,030 $

7,030 90 7,120

$

- $ -

- $ -

10,277 78

$

- $ -

- $ 125

135

$

- $

- $

10,355 $

- $

125

$

135

$

- $

- $

10,355 10,355 $

10,355 10,355 $

10,355 125 10,480 $

10,480 135 10,615

$

- $ -

- $ -

10,446 $ 80

- $ -

- $ 125

135

$

- $

- $

10,526 $

- $

125

$

135

$

- $

- $

10,526 10,526 $

10,526 10,526 $

10,526 125 10,651 $

10,651 135 10,786

Town of Parker 2021 Annual Budget

167

Budget Detail


CAPITAL PROJECTS FUNDS

Court Facility Impact Fees Revenues Impact Fees Interest Total Revenues Beginning Fund Balance Revenue Over (Under) Exp Ending Fund Balance

2020 Amended Budget

2019 Actual

2018 Actual

2017 Actual

2020 Projected

Compound Annual Growth

2021 Budget

$

- $ -

- $ -

977 $ 7

- $ -

- $ 12

13

$

- $

- $

984

$

- $

12

$

13

$

- $

- $

984 984 $

984 984 $

984 12 996

$

996 13 1,009

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2021 Adopted Budget vs. 2020 Projected Actual • The Impact Fee was implemented in 2019 and then replaced, via election, by an increased excise tax. Ongoing revenue will consist only of interest income on the cash balances.

Budget Detail

168

Town of Parker 2021 Annual Budget


SECTION TITLE

HESS RANCH METROPOLITAN DISTRICT FUNDS ABOUT HESS RANCH METRO DISTRICT

The Hess Ranch Metro District was formed and agreed to levy and remit to the Town an annual amount equal to a property tax of 5 mills (one mill equals 1/1000 of a dollar). This revenue will be used by the Town for the planning, design, construction and maintenance of Town infrastructure related to the Hess Ranch development.

Town of Parker 2021 Annual Budget

169

Budget Detail


CAPITAL PROJECTS FUNDS FUND: Hess Ranch Metropolitan District Funds 2020 Amended Budget

2019 Actual

2018 Actual

2017 Actual

2020 Projected

2021 Budget

Revenues Capital Maintenance Mill Interest

$

- $ -

- $ -

- $ -

- $ -

22,281 $ 35

25,000 35

Total Revenues

$

- $

- $

- $

- $

22,316 $

25,035

$

- $

- $

- $

- $

22,316 22,316 $

22,316 25,035 47,351

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

Compound Annual Growth

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2021 Adopted Budget vs. 2020 Projected Actual • The Hess Ranch Metro District agreed to levy and remit to the Town a property tax of 5 mills (one mill equals 1/1000 of a dollar) which will be used for the planning, design, construction and maintenance of Town infrastructure. The first revenue was received in 2020.

Budget Detail

170

Town of Parker 2021 Annual Budget


SECTION TITLE

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.

Town of Parker 2021 Annual Budget

171

Budget Detail


CAPITAL PROJECTS FUNDS FUND: Parkglenn Construction Fund

2017 Actual

2019 Actual

2018 Actual

2020 Amended Budget

2020 Projected

2021 Budget

Compound Annual Growth

Revenues Interest

$

1,396 $

3,283 $

4,704 $

3,200 $

2,800 $

2,850

20%

Total Revenues

$

1,396 $

3,283 $

4,704 $

3,200 $

2,800 $

2,850

20%

$

201,344 1,396 202,740 $

202,740 3,283 206,023 $

206,023 4,704 210,727 $

210,727 3,200 213,927 $

210,727 2,800 213,527 $

213,527 2,850 216,377

1% 20% 2%

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

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2021 Adopted Budget vs. 2020 Projected Actual • There are no significant budget variances.

Budget Detail

172

Town of Parker 2021 Annual Budget


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.

Town of Parker 2021 Annual Budget

173

Budget Detail


SECTION TITLE CAPITAL PROJECTS FUNDS FUND: Public Improvements Fund

2017 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

$

2018 Actual

2019 Actual

3,149,967 $ 375,860 3,525,828

3,650,590 $ 394,093 4,044,684

3,486,427 $ 398,742 3,885,169

2,660,206 349,236 309,015 3,318,457 107,003 1,040,893 15,576 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

2,824,550 407,801 114,805 365,905 3,713,061 653,973 1,391,332 1,606,144

2020 Amended 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

2020 Projected

3,130,000 $ 350,000 3,480,000 20,975,000 2,266,000 250,000 300,000 23,791,000 340,000 1,759,910 1,836 2,000,000

$ 11,030,810 $ 14,690,704 $ 11,249,679 $ 19,714,705 $ 31,372,746 $

Expenditures Facility Construction Traffic Control Streets and Other Improvements Economic Development - Other Urban Renewal

988,040 25,606,940 -

988,040 25,493,850 59,066 -

2021 Budget

Compound Annual Growth

3,120,000 360,500 3,480,500 2,356,640 260,000 306,000 2,922,640 300,000 1,000,000 2,250,000 9,953,140

26,794 261,302 9,247,661 -

112,202 563,718 6,475,956 23,861 -

540,026 7,920,022 4,535 -

1,070,000 5,675,000 25,000 12,750,000

9,535,757 $

7,175,737 $

8,464,583 $ 26,594,980 $ 26,540,956 $ 19,520,000

Total Expenditures

$

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

12,450,901 13,945,954 21,460,921 24,246,017 24,246,017 29,077,807 1,495,053 7,514,967 2,785,096 (6,880,275) 4,831,790 (9,566,860) $ 13,945,954 $ 21,460,921 $ 24,246,017 $ 17,365,742 $ 29,077,807 $ 19,510,947

0% -1% 0%

-3% -7% 0% -3% 29% -1% -7% -3%

42% -11%

20% 24% 9%

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2021 Adopted Budget vs. 2020 Projected Actual • The major revenue variance is related to the funding the Parker Authority for Reinvestment (PAR) provided to the Town in 2020 to assist in the funding of the Cottonwood Bridge widening project and other smaller projects in the Urban Renewal Areas (URA).

• Developer contributions to projects vary significantly from year to year. A placeholder of $1 million is budgeted.

• In 2020, the Streets and Other Improvements expenditure line includes the Cottonwood

Bridge widening project ($11 million) and several other major roadway projects ($7 million). For 2021, the number and size of streets projects will decline to more normal levels.

• For 2021, the Urban Renewal line reflects the cost of projects funded by PAR, excluding the Cottonwood Bridge project.

Budget Detail

174

Town of Parker 2021 Annual Budget


CAPITAL PROJECTS SECTIONFUNDS TITLE FUND: Public Improvements Fund

2020 Accomplishments Innovate with Collaborative Governance • Executed an intergovernmental agreement (IGA) amendment 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 the Colorado Department of

Transportation (CDOT) for partial construction funding for the next segment of sidewalk/trail along Parker Road between the 20-Mile/Hilltop Road and Hess Road intersections.

Develop a Visionary Community Through Balanced Growth • Completed a conceptual design for the elimination of the sidewalk gaps on Hilltop Road between Pine Drive and Narrow Pine/Hidden River Lane intersections.

• Completed the construction of the Chambers Road/Grasslands Drive traffic signal • Completed the construction of the Jordan Road pedestrian hybrid beacon pedestrian crossing in the Cottonwood subdivision.

• Completed the construction of the Parker Road responsive traffic signal system improvements.

• Completed the construction of the Hess Road/Country Meadows Square commercial traffic signal.

• Continued the design of the next Parker Road multi-use trail/sidewalk on the west side of Parker Road between the 20-Mile Road and Hess Road intersections.

• Commenced the conceptual design of the next Parker Road multi-use trail/sidewalk on the

east side of Parker Road between the Sulphur Gulch Trail and south of Parker Square Drive.

• Continued the implementation of the Townwide Wayfinding signage program. • Completed the Jordan Road widening project between the Hess Road and Bradbury Parkway intersections.

• Continued the design of improvements to Motsenbocker Road south of the Hess Road intersection.

• Continued the design of operational improvement to Parker Road between Lincoln Avenue and E-470.

• Continued the design of safety and circulation improvements on/adjacent to Mainstreet in the downtown area.

• Completed the design of operational improvements to the southwest corner of Mainstreet and Parker Road (State Highway (SH) 83).

• Completed the roadway widening/improvements to Motsenbocker Road between the Todd

Drive intersection and the Clarke Farms subdivision. This work included completion of three (3) separate landscaping contracts and agreements with the respective HOAs.

• Completed the design of the proposed Cottonwood Drive widening over Cherry Creek with

improvements between the Jordan Road intersection and Parker Road (SH 83). The project was competitively bid in mid-2020 with construction commencing in late-2020.

Town of Parker 2021 Annual Budget

175

Budget Detail


SECTION TITLE CAPITAL PROJECTS FUNDS FUND: Public Improvements Fund • Completed the construction of Kings Point Way north of Cottonwood Drive. • Commenced the design of the Dransfeldt Road extension over Cherry Creek. • Commenced the final design effort for the J Morgan Boulevard south of Stroh Road.

2021 Goals Innovate with Collaborative Governance • Execute an intergovernmental agreement (IGA) amendment with Douglas County to continue to jointly fund the design of the proposed Dransfeldt Road extension over Cherry Creek.

• Execute an intergovernmental agreement (IGA) amendment with Douglas County to

commence jointly funding the design of the proposed Lincoln Avenue widening between Jordan Road and Parker Road.

• Execute an intergovernmental agreement (IGA) with the Colorado Department of

Transportation (CDOT) for partial construction funding for the next phase of responsive signal system control.

Develop a Visionary Community Through Balanced Growth • Complete the design and construction of the next Parker Road multi-use trail/sidewalk on the west side of Parker Road between the 20-Mile Road and Hess Road intersections.

• Advance the design of the Parker Road multi-use trail/sidewalk on the east side of Parker Road between the Sulphur Gulch Trail and south of Parker Square Drive.

• 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 of safety and circulation improvements on/adjacent to Mainstreet in the downtown area and commence the construction of the improvements.

• Complete the construction of operational improvements to the southwest corner of Mainstreet and Parker Road (SH 83).

• Complete the construction of the proposed Cottonwood Drive widening over Cherry Creek

that includes improvements between the Jordan Road intersection and Parker Road (SH 83).

• Complete the design of the J Morgan extension project south of Stroh Road. • Complete the next section of IREA power line conversion to an underground configuration in the Parker Road/Hess Road vicinity.

• Continue the design of the Dransfeldt Road extension project to allow for submittal of the Conditional Letter of Map Revision (CLOMR) needed due to impacts to the Cherry Creek floodplain.

• Complete the construction of the next phase of the Town of Parker’s responsive traffic signal system improvements.

• Commence the design of the Lincoln Avenue widening between Jordan Road and Parker Road.

Budget Detail

176

Town of Parker 2021 Annual Budget


DEBT SERVICE FUNDS

GENERAL FUND SPECIAL REVENUE FUNDS CAPITAL PROJECTS FUNDS DEBT SERVICE FUNDS SUMMARY FUNDS • General Debt Service Fund • Recreation Debt Service Fund

ENTERPRISE FUND INTERNAL SERVICE FUNDS

Town of Parker 2021 Annual Budget

177

Budget Detail


SECTION DEBT SERVICE TITLEFUNDS: SUMMARY 2017 Actual

Debt Service Funds Summary Beginning Fund Balances

$

Revenues Transfers In From General Fund From Parks and Recreation Fund From Stormwater Fund Total Revenues

2018 Actual - $

755,039 1,579,985 185,234 $

Expenditures Principal Interest Other Debt Costs

2,520,258

1,675,000 843,258 2,000

2,529,519

757,265 1,585,947 185,780 $

1,715,000 812,519 2,000

756,788 1,584,894 185,663 $

1,750,000 776,992 2,000

1,785,000 740,345 2,000

0%

1,820,000 700,943 2,000

2% -5% 0%

$

2,522,943

0%

- $

-

$

1,785,000 740,345 2,000

940,273 1,579,985

$

943,441 1,586,078

$

943,045 1,585,947

$

942,451 1,584,894

$

942,451 1,584,894

$

940,323 1,582,620

0% 0%

Total Revenues

$

2,520,258

$

2,529,519

$

2,528,992 2,520,258

$

2,527,345

$

2,527,345

$

2,522,943

0%

940,323 1,582,620

0% 0%

2,522,943

0%

Budget Detail

$

2,520,258

$

2,529,519

- $

943,045 1,585,947 $

178

2,528,992

2,527,345

2,522,943

2,527,345

$

943,441 1,586,078

$

0% 0% 0%

Revenue by Fund General Debt Service Fund Recreation Debt Service Fund

- $

2,528,992

755,079 1,582,620 185,244

756,788 1,584,894 185,663 $

$

-

$

940,273 1,579,985

$

2,527,345

- $

Ending Fund Balances

- $

2,529,519

2,528,992

- $

Compound Annual Growth

2021 Budget

$

Total Expenditures

$

- $

2020 Projected

Total Expenditures

Expenditures by Fund General Debt Service Fund Recreation Debt Service Fund

2,520,258

- $

757,583 1,586,078 185,858 $

2020 Amended Budget

2019 Actual

- $

942,451 1,584,894 $

2,527,345

2,527,345

942,451 1,584,894 $

2,527,345

$

Town of Parker 2021 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 27.8%

Other Debt Costs 0.1%

Principal 72.1%

Town of Parker 2021 Annual Budget

179

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

180

Town of Parker 2021 Annual Budget


DEBT SERVICE SECTIONFUNDS TITLE FUND: General Debt Service Fund

Revenues Transfers In From General Fund From Stormwater Fund Total Revenues

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

2020 Projected

Compound Annual Growth

2021 Budget

$

755,039 $ 185,234

757,583 $ 185,858

757,265 $ 185,780

756,788 $ 185,663

756,788 $ 185,663

755,079 185,244

0% 0%

$

940,273 $

943,441 $

943,045 $

942,451 $

942,451 $

940,323

0%

501,600 438,673

514,800 428,641

524,700 418,345

534,600 407,851

534,600 407,851

544,500 395,823

2% -3%

$

940,273 $

943,441 $

943,045 $

942,451 $

942,451 $

940,323

0%

$

- $

- $

- $

- $

- $

-

Expenditures Principal Interest Total Expenditures

2020 Amended Budget

2019 Actual

2018 Actual

2017 Actual

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2021 Adopted Budget vs. 2020 Projected Actual • There are no significant budget variances.

Town of Parker 2021 Annual Budget

181

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

182

Town of Parker 2021 Annual Budget


DEBT SERVICE SECTIONFUNDS TITLE FUND: Recreation Debt Service Fund

Revenues Transfers In From Parks and Rec Fund Total Revenues

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

2020 Projected

Compound Annual Growth

2021 Budget

1,579,985 $ 1,579,985 $

1,586,078 $ 1,586,078 $

1,585,947 $ 1,585,947 $

1,584,894 $ 1,584,894 $

1,584,894 $ 1,584,894 $

1,582,620 1,582,620

0% 0%

1,173,400 404,585 2,000

1,200,200 383,878 2,000

1,225,300 358,647 2,000

1,250,400 332,494 2,000

1,250,400 332,494 2,000

1,275,500 305,120 2,000

2% -7% 0%

$

1,579,985 $

1,586,078 $

1,585,947 $

1,584,894 $

1,584,894 $

1,582,620

0%

$

- $

- $

- $

- $

- $

-

$ $

Expenditures Principal Interest Other Debt Costs Total Expenditures

2020 Amended Budget

2019 Actual

2018 Actual

2017 Actual

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2021 Adopted Budget vs. 2020 Projected Actual • There are no significant budget variances.

Town of Parker 2021 Annual Budget

183

Budget Detail


ENTERPRISE FUND

GENERAL FUND SPECIAL REVENUE FUNDS CAPITAL PROJECTS FUNDS DEBT SERVICE FUNDS ENTERPRISE FUND The Enterprise Fund consists of one fund so there is not a summary of funds. FUND • Stormwater Utility Fund

INTERNAL SERVICE FUNDS

Budget Detail

184

Town of Parker 2021 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 2021 Annual Budget

185

Budget Detail


SECTION TITLE ENTERPRISE FUND FUND: Stormwater Utility Fund

2017 Actual Revenues Intergovernmental Grants $ Charges for Services Zoning and Subdivision Fees Grading Permit Charges Engineer Review Charges Commercial Stormwater Utility Charges Residential Stormwater Utility Charges Total Charges for Services Interest Contributions Miscellaneous Transfers In

7,269 61,555 889,862 1,186,022 2,144,710 32,004 480,992 8,821 -

$

2,691,527

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 Deputy Director of Operations Operations Manager 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

25,000

2018 Actual

$

672,285 10,136 248,117 171,664 9,571 565,652 185,234 $

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

$

2020 Amended Budget

2019 Actual

2,410,297

2,107,103

$

4,538,699 303,194 4,841,893

- $

Compound Annual Growth

2021 Budget

- $

-

8,573 100,057 1,051,082 1,384,807 2,544,519 143,525 2,674,272 1,811 -

8,925 68,000 1,108,250 1,326,125 2,511,300 80,000 16,440,000 -

1,240 12,000 85,000 1,108,250 1,326,125 2,532,615 60,000 16,440,000 2,365 -

1,500 9,000 60,000 1,152,980 1,365,909 2,589,389 60,000 8,620,000 -

5,364,127

$ 19,031,300

$ 19,034,980

$ 11,269,389

43%

743,606 44,762 351,333 152,196 6,054 2,854,347 462,835

899,520 13,850 441,854 167,404 10,990 17,841,410 471,033

751,087 12,850 411,434 167,404 6,989 17,827,410 471,033

1,031,362 14,250 471,454 171,554 7,700 13,318,000 491,446

11% 9% 17% 0% -5% 120% 28%

$

4,615,133

$ 19,846,061

$ 19,648,207

$ 15,505,766

70%

$

4,841,893 748,994 5,590,887

$

696,733 8,008 276,783 139,017 5,796 794,908 185,858 $

- $

2020 Projected

$

5,590,887 (814,761) 4,776,126 $

5,590,887 (613,227) 4,977,660 $

4,977,660 (4,236,377) 741,283

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

0.20 0.40 1.00 1.00 1.00 1.00 2.00 2.00 8.60

0.20 0.20 0.40 1.00 1.00 1.00 1.00 2.00 2.00 8.80

0.45

0.60

0.40

0.65

0.25

0.65

8.65

8.80

8.60

9.85

8.85

9.45

186

5% -1% 7% 4% 5% 17% 106%

8% -36%

Town of Parker 2021 Annual Budget


ENTERPRISE SECTION FUND TITLE SOURCES OF REVENUE: STORMWATER ENTERPRISE FUND

Contributions 76.6%

Grading Permit Charges 0.1% Engineer Review Charges 0.5% Commercial Stormwater Utility Charges 10.2%

Interest 0.5%

Residential Stormwater Utility Charges 12.1%

EXPENDITURES BY TYPE: STORMWATER ENTERPRISE FUND

Capital Outlay 85.8%

Interfund Transfer 3.2% Salary and Benefits 6.7% Supplies 0.1% Purchased Services 3.0% Internal Services 1.1% Utilities 0.1%

Town of Parker 2021 Annual Budget

187

Budget Detail


SECTION TITLE ENTERPRISE FUND FUND: Stormwater Utility Fund

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2021 Adopted Budget vs. 2020 Projected Actual • The major difference in revenue is the level of developer contributions received in 2020 and

the conservative level budgeted for 2021. Contributions are typically not budgeted since they fluctuate significantly; however, the 2021 amount has been committed to by a developer.

• The 2021 budget for Salary and Benefits includes funding for the performance pay adjustment of 3% and healthcare cost increases.

• The number and size of capital projects are down in 2021 due to normal fluctuations in construction requirements.

2020 Accomplishments Promote a Safe and Healthy Community • Performed 5,800 infrastructure inspections and 1350 maintenance activities through November 2020.

• Performed over 1400 development project inspections and issued 28 grading permits through November 2020.

• Completed 100% design of Cherry Creek improvements at the KOA property to repair eroded stream banks and the channel and submitted for federal permitting.

• Assisted the Mile High Flood District (MHFD) in overseeing the completion of Lemon Gulch improvements downstream of Crowfoot Valley Road.

• Completed 100% design of Lemon Gulch and Brandy Gulch improvements at Hess Ranch/ Looking Glass and submitted for federal permitting.

• Completed 100% design of Green Acres Tributary improvements at Compark Village South and obtained federal permitting.

• Began oversight and inspection of developer-constructed improvements to Oak Gulch upstream of Motsenbocker Road.

• Completed floodplain community rating system cycle visit resulting in the Town maintaining class 5 certification.

• Co-sponsored the annual Household Chemical Roundup (HCR), which was canceled due to

COVID-19. Through coordination with Tri-County Health and other co-sponsors, smaller popup HCRs and curb side pick-up services are planned for November of 2020 through June of 2021.

2021 Goals Promote a Safe and Healthy Community • Complete construction of the Cherry Creek at KOA capital improvement project. • Complete construction of the Lemon Gulch and Brandy Gulch improvements at Hess Ranch/ Looking Glass.

• Complete construction of Green Acres Tributary improvements at Compark Village South. Budget Detail

188

Town of Parker 2021 Annual Budget


ENTERPRISE SECTION FUND TITLE FUND: Stormwater Utility Fund • Complete design and begin construction on the Jordan Tributary Improvements upstream and downstream of Mainstreet.

• Complete design and begin construction on the Compark Channel improvements downstream of Jordan Road.

• Complete 60% design of Cherry Creek Improvements at the Dransfeldt Road Extension. • Complete design of West Stroh Gulch improvements through Anthology North Segment 1. • Complete update to Cherry Creek Major Drainage Plan in conjunction with other project stakeholders.

• Begin prioritizing rehabilitation and modernization improvements to existing Town facilities that will be addressed within the Annual Water Quality Improvements program.

• Migrate all infrastructure inspections and work orders to new asset management software and begin utilizing new software to efficiently manage assets.

• Perform inspections of 25% of Town stormwater assets.

PERFORMANCE MEASURES

Town of Parker 2021 Annual Budget

189

Budget Detail


Budget Detail

190

Town of Parker 2021 Annual Budget


INTERNAL SERVICE FUNDS

GENERAL FUND SPECIAL REVENUE FUNDS CAPITAL PROJECTS FUNDS ENTERPRISE FUND DEBT SERVICE FUNDS INTERNAL SERVICE FUNDS SUMMARY FUNDS • Facility Services Fund • Fleet Services Fund • Medical Benefits Fund • Technology Management Fund

Town of Parker 2021 Annual Budget

191

Budget Detail


INTERNAL SERVICE FUNDS: SUMMARY 2018 Actual

2017 Actual Beginning Fund Balances

$

Revenues Charges for Services Miscellaneous Other Financing Sources Transfers In Total Revenues

1,341,819

$

9,950,007 38,387 79,153 $ 10,067,547

Expenditures Salary and Benefits Supplies Purchased Services Internal Services Utilities/Insurance Capital Outlay Transfers Out

$

2,200,605 448,830 2,299,448 91,599 2,765,051 775,235 -

2020 Amended Budget

2019 Actual

2,828,598

$

2,636,718

$

3,540,721

2020 Projected $

3,540,721

2021 Budget $

Compound Annual Growth

4,595,388

36%

9,352,648 118,794 153,609 8,633

9,923,382 113,518 54,245 -

11,766,008 45,780 1,000,000

11,532,827 59,183 32,000 1,000,000

12,030,117 41,000 -

5% 2%

9,633,685

$ 10,091,145

$ 12,811,788

$ 12,624,010

$ 12,071,117

5%

2,424,661 311,759 2,184,473 63,762 2,834,995 1,286,490 719,425

2,508,410 486,883 2,199,090 77,692 3,387,579 527,488 -

2,743,772 511,230 2,765,808 60,669 4,463,653 1,838,910 -

2,550,859 511,080 2,818,325 60,669 4,049,500 1,578,910 -

2,670,592 511,210 2,853,093 64,897 4,208,000 1,678,550 -

5% 3% 6% -8% 11% 21% 9%

Total Expenditures

$

8,580,768

$

9,825,565

$

9,187,142

$ 12,384,042

$ 11,569,343

$ 11,986,342

Ending Fund Balances

$

2,828,598

$

2,636,718

$

3,540,721

$

3,968,467

$

4,595,388

$

4,680,163

13%

$

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

$

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

$

2,556,794 2,994,624 1,113,826 3,425,901

$

2,721,689 4,057,039 1,157,551 4,875,509

$

2,784,217 4,058,402 1,161,191 4,620,200

$

2,540,158 3,990,659 1,090,300 4,450,000

2% 0% 4% 12%

$ 10,067,547

$

9,633,685

$ 10,091,145

$ 12,811,788

$ 12,624,010

$ 12,071,117

5%

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

1,398,935 3,129,180 1,064,344 3,594,683

2,486,554 4,114,362 1,159,438 4,623,688

2,470,383 3,793,864 1,036,496 4,268,600

2,495,384 3,975,659 1,088,299 4,427,000

13% 6% 4% 11%

9,187,142

$ 12,384,042

$ 11,569,343

$ 11,986,342

9%

Revenue by Fund Fleet Services Technology Management Facility Services Medical Benefits Total Revenues Expenditures by Fund Fleet Services Technology Management Facility Services Medical Benefits Total Expenditures

Budget Detail

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

8,580,768

$

9,825,565

$

192

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INTERNAL SERVICE FUNDS SUMMARY SOURCES OF REVENUE: INTERNAL SERVICE FUNDS

Charges for Services 99.7%

Miscellaneous 0.3%

EXPENDITURES BY TYPE: INTERNAL SERVICE FUNDS Utilities/Insurance 35.1%

Internal Services 0.5%

Purchased Services 23.8% Capital Outlay 14.0%

Supplies 4.3% Salary and Benefits 22.3%

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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 32 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 exceptional customer service to their coworkers located at the various Town facilities and to members of the community.

Budget Detail

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INTERNAL SERVICE FUNDS FUND: Facility Services Fund

2017 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

2020 Amended Budget

2020 Projected

2021 Budget

Compound Annual Growth

$

294,165 $ 626,496 920,661 730 3,312

344,700 $ 658,256 1,002,956 2,042 6,282

347,310 $ 760,553 1,107,863 4,388 1,575

368,900 $ 786,591 1,155,491 2,060 -

368,900 $ 786,591 1,155,491 1,900 3,800

353,193 735,107 1,088,300 2,000 -

5% 4% 4% 29%

$

924,703 $

1,011,280 $

1,113,826 $

1,157,551 $

1,161,191 $

1,090,300

4%

725,045 45,890 242,260 54,104 1,000 20,000

4% -1% 4% 8%

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

2019 Actual

2018 Actual

626,155 47,585 210,546 39,310 -

664,042 50,158 239,867 38,616 5,848 -

$

923,596 $

998,531 $

1,064,344 $

1,159,438 $

1,036,496 $

1,088,299

4%

42,791 12,749 55,540 $

55,540 49,482 105,022 $

105,022 (1,887) 103,135 $

105,022 124,695 229,717 $

229,717 2,001 231,718

53%

$

41,684 1,107 42,791 $

0.10 0.50 1.00 0.50 1.00 6.00 9.10

0.10 0.50 1.00 1.00 6.00 8.60

0.10 0.50 1.00 1.00 6.00 8.60

0.10 0.50 1.00 1.00 6.00 8.60

0.10 0.50 1.00 1.00 6.00 8.60

Authorized FTE Positions Engineering & Public Works Director Deputy Director of Operations Facility/Fleet Manager Facility Maintenance Coordinator Customer Service Specialist Facility Supervisor Facility Maintenance Tech Total Authorized FTE Positions

666,704 74,238 262,543 55,004 5,855 -

751,758 45,890 233,860 51,930 1,000 75,000

710,855 44,890 228,821 51,930 -

53%

0.10 0.25 1.00 1.00 6.00 8.35

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2021 Adopted Budget vs. 2020 Projected Actual • There are no significant budget variances.

2020 Accomplishments Promote a Safe and Healthy Community • Completed multiple Capital Improvement Projects at Town Facilities. * Town Hall Chiller Replacement project to be substantially completed by December 2020. * Completed upgrade to Audio Visual room of PACE Center Town of Parker 2021 Annual Budget

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Budget Detail


INTERNAL SERVICE FUNDS FUND: Facility Services Fund * Completed major phase of Building Automation System integration project * Recouped $35,000 through negotiations for the failed PACE Center roof • Provided ongoing support to all Town operated facilities during the COVID-19 response. * Actively participated in obtaining and deployment of PPE requirements * Provided support to operations during closure and reopen functions * Reduced energy consumption through Building Automation System adjustments * Managed service contracts to reduce cost during closure period and ensured services were reinitiated effectively

* Completed deferred repair work in multiple buildings during reduced capacity levels • Completed a total of 4,705 work orders. * Completed 2,931 individual preventive maintenance inspections throughout Town

operated facilities. Work orders completed in an average of 11.4 days from origination date.

* Completed 1,774 customer requested work orders. Work orders completed in an average of 10.3 days.

2021 Goals Promote a Safe and Healthy Community • Complete all major Capital Improvement projects planned (facility related). * Town Hall – Phase III of LED lighting upgrades and Facility HVAC Chiller replacement. * Police Station – Upgrade LED lighting in main hallway and Detective areas * Recreation Center – Pool Dehumidification Unit replacement

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.

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Budget Detail


INTERNAL SERVICE FUNDS FUND: Fleet Services Fund

2017 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 Total Revenues

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

2020 Amended Budget

2020 Projected

2021 Budget

Compound Annual Growth

$

2,152,035 $ 108,770 $ 2,260,805 1,831 5,036 79,153 -

1,927,751 $ 91,211 $ 2,018,962 7,431 6,733 153,609 8,633

2,360,703 $ 114,046 $ 2,474,749 27,098 702 54,245 -

2,631,689 $ 80,000 $ 2,711,689 10,000 -

2,628,817 $ 100,000 $ 2,728,817 20,000 3,400 32,000 -

2,420,158 100,000 2,520,158 20,000 -

3% -2% 3% 82%

$

2,346,825 $

2,195,368 $

2,556,794 $

2,721,689 $

2,784,217 $

2,540,158

2%

501,435 8,200 389,270 8,739 1,578,910

486,114 8,200 388,420 8,739 1,578,910

467,221 8,200 409,170 10,793 1,600,000

3% 1% 3% -33% 23%

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

2019 Actual

2018 Actual

420,775 7,846 362,513 52,289 708,618

443,659 7,497 246,212 25,146 1,286,490

465,925 29,943 352,891 22,688 527,488

$

1,552,041 $

2,009,004 $

1,398,935 $

2,486,554 $

2,470,383 $

2,495,384

13%

$

(488,102) 794,784 306,682 $

306,682 186,364 493,046 $

493,046 1,157,859 1,650,905 $

1,650,905 235,135 1,886,040 $

1,650,905 313,834 1,964,739 $

1,964,739 44,774 2,009,513

-51% 60%

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 Deputy Director of Operations 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

0.10 0.50 1.00 1.00 1.00 1.00 4.60

0.10 0.15 1.00 1.00 1.00 1.00 4.25

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2021 Adopted Budget vs. 2020 Projected Actual • There are no significant budget variances.

2020 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.

• Performed scheduled to unscheduled repairs at a rate of 92.3% to 7.7%. Typical target for a fleet operation is 80%/20% for scheduled to unscheduled repair work performed.

Budget Detail

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INTERNAL SERVICE FUNDS FUND: Fleet Services Fund • Completed 1,502 work orders from January 1, 2020 through September 30, 2020 with an average time to close of 91.67 hours.

• Provided ongoing fleet maintenance throughout the COVID-19 response.

2021 Goals Promote a Safe and Healthy Community • Continue to provide efficient maintenance and equipment repair to the Town of Parker and Lone Tree fleet of equipment.

• Completion of work orders in an average of 4 days. • Perform maintenance at a ratio of 80%/20% scheduled to unscheduled repairs. • Complete preventive maintenance inspections at a rate of 90% or better as scheduled.

PERFORMANCE MEASURES

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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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INTERNAL SERVICE FUNDS FUND: Medical Benefits Fund

2017 Actual Revenues Charges for Services Town Premium Employee Contribution Total Charges for Services Interest Miscellaneous Transfers In Total Revenues

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

2019 Actual

2020 Amended Budget

2020 Projected

2021 Budget

Compound Annual Growth

$

2,236,460 $ 598,553 2,835,014 3,021 2,500 -

2,529,041 $ 691,702 3,220,743 8,969 40,705 -

2,628,182 $ 776,748 3,404,930 13,165 7,806 -

2,900,000 $ 966,509 3,866,509 9,000 1,000,000

2,800,000 $ 816,200 3,616,200 3,000 1,000 1,000,000

3,584,000 862,000 4,446,000 3,000 1,000 -

13% 10% 12% 0% -20%

$

2,840,535 $

3,270,417 $

3,425,901 $

4,875,509 $

4,620,200 $

4,450,000

12%

2,500 174,059 2,765,051

705 163,049 2,829,147

9,693 203,266 3,381,724

2,500 158,535 4,462,653

2,500 216,600 4,049,500

2,500 217,500 4,207,000

0% 6% 11%

$

2,941,610 $

2,992,901 $

3,594,683 $

4,623,688 $

4,268,600 $

4,427,000

11%

399,985 277,516 677,501 $

677,501 (168,782) 508,719 $

508,719 251,821 760,540 $

508,719 351,600 860,319 $

860,319 23,000 883,319

14%

$

501,060 (101,075) 399,985 $

Expenditures Supplies Purchased Services Insurance Total Expenditures

2018 Actual

22%

EXPLANATION OF SIGNIFICANT BUDGET VARIANCE 2021 Adopted Budget vs. 2020 Projected Actual • Healthcare insurance expense has increased approximately four percent for 2021 due to

claims that have run high for a second year. Premium revenue has increased to offset the increase and also to continue to build the cash balance to a more sustainable 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

202

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INTERNAL SERVICE SECTIONFUNDS TITLE FUND: Technology Management Fund

2017 Actual Revenues Charges for Services Internal User Charges Lone Tree Technology 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 IT Manager Senior Systems Administrator Systems Administrator Police Systems Administrator Programmer Analyst Systems Analyst System Specialist GIS Coordinator GIS Administrator Network Administrator Total Authorized FTE Positions

2020 Amended Budget

2020 Projected

2021 Budget

Compound Annual Growth

3,856,536 $ 76,991 3,933,527 12,620 9,337

3,109,988 $ 3,109,988 28,215 18,417

2,935,840 $ 2,935,840 37,085 21,699

4,032,319 $ 4,032,319 24,720 -

4,032,319 $ 4,032,319 15,000 11,083

3,975,659 3,975,659 15,000 -

1%

3,955,484 $

3,156,620 $

2,994,624 $

4,057,039 $

4,058,402 $

3,990,659

0%

1,153,675 390,899 1,552,330 66,617 -

1,316,960 253,399 1,535,345 719,425

1,375,781 373,009 1,380,390 -

1,490,579 454,640 1,984,143 185,000 -

1,353,890 455,490 1,984,484 -

1,478,326 454,620 1,984,163 58,550 -

6% 4% 6% -3%

$

3,163,521 $

3,825,129 $

3,129,180 $

4,114,362 $

3,793,864 $

3,975,659

6%

2,079,140 (668,509) 1,410,631 $

1,410,631 (134,556) 1,276,075 $

1,276,075 (57,323) 1,218,752 $

1,276,075 264,538 1,540,613 $

1,540,613 15,000 1,555,613

5%

$

1,287,177 791,963 2,079,140 $

$

Expenditures Salary and Benefits Supplies Purchased Services Capital Outlay Interfund Transfer Total Expenditures

2019 Actual

2018 Actual

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

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

0% 4%

-7%

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 2021 Adopted Budget vs. 2020 Projected Actual • The 2021 budget for Salary and Benefits includes funding for the performance pay adjustment of 3%, healthcare cost increases and full staffing levels.

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Budget Detail


SECTION TITLE INTERNAL SERVICE FUNDS FUND: Technology Management Fund

2020 Accomplishments Innovate with Collaborative Governance • Rolled out a successful work from home program that allowed Town employees to continue to work while under Safer at Home restrictions related to COVID-19.

• Completed a full Computer Aided Dispatch (CAD) re-host of production servers, including moving CAD off of end of life hardware to faster, better, newer hardware.

• Instrumental in creating a process for making Town Council and Planning Commission meetings virtual.

• Consolidated major software licensing resulting in reduced costs.

2021 Goals Innovate with Collaborative Governance • Deploy advanced endpoint protection to better protect end users and servers while still allowing for remote access.

• Deploy multi factor authentication to reduce the concern over phishing attempts and come into compliance with security best practices.

• Complete the data center modernization project. • Deploy the Unified Communication hosted phone solution that was chosen by the crossdepartmental committee.

• Complete several system upgrades that are needed to bring us in to compliance with best practices.

PERFORMANCE MEASURES

Budget Detail

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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 over 70% of the total General Fund revenues and 40% 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 4.2% Transfers In 2.7%

S ales and Use Tax 70.7%

Miscellaneous 0.7% Fines and Forfeitures 0.2% Charges for S ervices 6.1%

Intergovernmental 6.9%

Licenses and Permits 4.0% Other Taxes 4.5%

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REVENUE MANUAL INTRODUCTION (con’t) Sources of Revenue All Funds General Property Tax 1.8%

S ales and Use Tax 39.9%

Transfers In 16.6%

Miscellaneous 9.1%

Fines and Forfeitures 0.1%

Other Taxes 4.4% Licenses and Permits 1.7% Intergovernmental 6.1%

Charges for S ervices 20.3%

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 and an additional four years into the future. 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 positively impact revenue beginning in 2020. 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.

2021 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

2,373,500 51,713,407 5,647,176 2,263,560 7,916,980

2,373,500 51,713,407 5,620,176 2,080,000 7,664,480

15,350,138 171,000 11,760,008

13,006,178 120,000 9,674,758

97,195,769

92,252,499

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 84.7% General, Cultural, Recreation, Stormwater 70.2% General, Law Enforcement 82.3% General, Conservation Trust, Parks and Recreation, Law Enforcement, Cultural, Recreation, Capital Reserve, Public Improvements, Stormwater, Fleet Services, Technology Mgmt, Facility Services, Medical Benefits 94.9%

100.0% 100.0% 99.5% 91.9% 96.8%

*The total for this revenue item was reduced by the amount of internal fund charges: $11,068,117

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 recorded. 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

2010

2011

2012

2013

2014

2015

2016

2017

2018

2019

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 7.20

29.00 7.20

29.00 7.15

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

2010

2011

2012

2013

2014

2015

2016

2017

2018

2019

$603.6

$559.4

$564.6

$568.2

$577.9

$667.8

$690.8

$791.2

$949.9

$987.5

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Revenue Manual


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

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

2019 2.602 19.274 43.839 4.023 9.250 0.451 0.997 80.436

3.3%

3.4%

3.4%

3.2%

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 2019 assessments are as follows:

Assessed valuation = Property market value x Assessment ratio Property tax = Assessed valuation x Mill levy / 1,000 Parker $300,000 7.15% $21,450 2.602 / 1,000 $56

Market value x Assessment Ratio Assess Value x Mill Levy Divided by 1,000 Property Tax

Other Government $300,000 7.15% $21,450 77.834 / 1,000 $1,670

For the 2019 residential assessments paid in 2020, the owner of a home valued at $300,000 would have paid $56 in property taxes to the Town of Parker and $1,670 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 2020, and $6,772 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 7.15%, 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 2016 2017 2018 2019 2020 Projected 2021 Adopted

2,000,000 1,500,000 1,000,000

Revenue 1,706,522 1,738,077 1,971,653 1,998,059 2,350,000 2,373,500

% Change (YoY) 1.8% 13.4% 1.3% 17.6% 1.0%

500,000 0 2016

2017

2018

2019

2020 2021 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; there were no significant residential or commercial annexations in 2020.

• The 2021 budgeted tax level is based on the Douglas County Assessor valuations from 2020 with minor adjustments. The next reassessment year is 2022.

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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 2016 157,314 2017 193,864 2018 214,574 2019 208,007 2020 Projected 210,000 2021 Adopted 212,100

200,000 150,000 100,000

% Change (YoY) 23.2% 10.7% -3.1% 1.0% 1.0%

50,000 0 2016

2017

2018

2019

2020 2021 Projected Adopted

• The historical growth is attributable to the increased population, number of vehicles owned and increased vehicle taxable value.

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SALES TAX REVENUE Distribution: General Fund 83%

Parks and Recreation Fund 17%

Source:

Visitors and residents 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.

As a home rule Town, Parker collects and administers its own sales and use tax. In late 2020, the Town signed an intergovernmental agreement with the State of Colorado that enables the Town to collect sales tax through their portal also. This should increase the level of collections from market place facilitators.

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: 60,000,000 Year 2016 2017 2018 2019 2020 Projected 2021 Adopted

50,000,000 40,000,000 30,000,000 20,000,000

General Fund 32,214,593 34,103,607 35,462,173 37,712,688 38,580,000 39,735,000

P&R Fund 6,443,350 6,820,721 7,092,435 7,541,505 7,717,286 7,948,286

Total % Change Revenue (YoY) 38,657,943 40,924,329 5.9% 42,554,608 4.0% 45,254,193 6.3% 46,297,286 2.3% 47,683,286 3.0%

10,000,000 0 2016

2017

2018

2019

2020 2021 Projected Adopted

• The sales tax growth rate declined from 2015 to 2018 and recorded strong growth in 2019. The 2020 projected growth rate is 2.3%.

• The overall declining growth rate occurred against a backdrop of increasing population and number of commercial and retail businesses. The population and business growth positively impacted sales tax collections in 2019.

• The amount of collections related to internet sales has continued to grow. Revenue Manual

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SALES TAX REVENUE (con’t) • The impact of COVID-19 has had a reverse impact on sales tax growth in 2020. While it was

originally expected there would be a large decline related to closed businesses and to citizens remaining at home, the opposite has occurred. Parker residents primarily work outside of the Town. A large number began working from home causing grocery, big-box stores and vehicle sales to dramatically increase.

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SECTION SALES TAX TITLE 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 2016 2017 2018 2019 2020 Projected 2021 Adopted

350,000 300,000 250,000 200,000 150,000

General Fund 95,397 236,585 291,390 273,743 212,000 225,000

P&R Total % Change Fund Revenue (YoY) 19,079 114,476 47,317 283,902 148.0% 58,278 349,668 23.2% 54,749 328,492 -6.1% 43,422 255,422 -22.2% 46,084 271,084 6.1%

100,000 50,000 0 2016

2017

2018

2019

2020 2021 Projected Adopted

• Audit revenues will fluctuate based on the size and number of audits.

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INVESTMENT INCOME 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: 2,400,000 2,200,000 2,000,000 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 2016 2017 2018 2019 2020 Projected 2021 Adopted

2016

2017

2018

2019

Revenue 390,733 416,501 1,127,280 2,173,944 1,119,947 1,004,758

% Change (YoY) 6.6% 170.7% 92.8% -48.5% -10.3%

2020 2021 Projected Adopted

• As of September 2020, the Federal Open Market Committee’s (FOMC) target range was 0.000.25 percent. The rate has been lowered two times this year.

• Portfolio values have remained fairly consistent and with interest rates decreasing, investment income will be lower in 2021.

• The portfolio book value as of 9/30/2020 was $109.6 million. Of this, $92.2 million was

invested in two Local Government Investment Pools: $45.5 million in COLOTRUST with an annualized yield of 0.87% and $46.7 million in CSAFE with an annualized yield of 0.24%. Investment in US Agency securities, US Treasuries and money market mutual funds was $17.4 million with an average market yield of 0.21%.

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LODGING TAX REVENUE Distribution: General Fund 100% Source: Visitors and residents 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 2016 165,796 2017 167,014 2018 171,330 2019 187,354 2020 Projected 100,000 2021 Adopted 102,000

2016

2017

2018

2019

% Change (YoY) 0.7% 2.6% 9.4% -46.6% 2.0%

2020 2021 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.

• The 2020 projected revenue reflects the impact of reduced travel due to COVID-19. It is anticipated travel will not return to 2019 levels until late 2021; the 2021 adopted budget amount reflects this expectation.

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CABLE FRANCHISE SECTION TITLE 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: 660,000 Year Revenue 2016 621,740 2017 645,652 2018 630,974 2019 615,559 2020 Projected 609,854 2021 Adopted 610,000

640,000 620,000

% Change (YoY) 3.8% -2.3% -2.4% -0.9% 0.0%

600,000 580,000 2016

2017

2018

2019

2020 2021 Projected Adopted

• The cable industry continues to experience a decline in the number of customers. Revenue is projected to stay even for 2021.

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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 2016 336,726 2017 359,800 2018 380,726 2019 426,223 2020 Projected 350,000 2021 Adopted 367,500

400,000 300,000 200,000

% Change (YoY) 6.9% 5.8% 12.0% -17.9% 5.0%

100,000 0 2016

2017

2018

2019

2020 2021 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 5% growth is budgeted for 2021.

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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: 1,620,000 1,600,000 1,580,000 1,560,000 1,540,000 1,520,000 1,500,000 1,480,000 1,460,000 1,440,000 1,420,000 1,400,000

Year 2016 2017 2018 2019 2020 Projected 2021 Adopted

2016

2017

2018

2019

General Public Imp Fund Fund 1,109,342 369,780 1,127,580 375,860 1,182,279 394,093 1,196,227 398,742 1,213,800 350,000 1,238,076 360,500

Total % Change Revenue (YoY) 1,479,122 1,503,441 1.6% 1,576,372 4.9% 1,594,969 1.2% 1,563,800 -2.0% 1,598,576 2.2%

2020 2021 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 2.2% is budgeted for 2021.

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MOTOR VEHICLE REGISTRATIONS REVENUE 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 2016 163,588 2017 168,385 2018 173,540 2019 178,942 2020 Projected 173,000 2021 Adopted 178,190

150,000 100,000

% Change (YoY) 2.9% 3.1% 3.1% -3.3% 3.0%

50,000 0 2016

2017

2018

2019

2020 2021 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 3% growth budgeted for 2021 anticipates Parker’s proportionate share.

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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: 1,400,000 Year 2016 2017 2018 2019 2020 Projected 2021 Adopted

1,350,000 1,300,000 1,250,000 1,200,000 1,150,000

Revenue 1,108,247 1,128,750 1,111,618 1,360,487 1,175,000 1,385,150

% Change (YoY) 1.9% -1.5% 22.4% -13.6% 17.9%

1,100,000 1,050,000 1,000,000 2016

2017

2018

2019

2020 2021 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.

• The decline in the 2020 projected amount is reflective of the reduced driving habits of citizens during the COVID-19 virus. Many people are staying home more, purchasing less gasoline, and thereby generating lower HUTF revenue.

• It is anticipated 2021 will return to previous levels of revenue.

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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 municipality. 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: 2,100,000 2,000,000 1,900,000 1,800,000 1,700,000 1,600,000 1,500,000 1,400,000 1,300,000 1,200,000 1,100,000

Year 2016 2017 2018 2019 2020 Projected 2021 Adopted

2016

2017

2018

2019

Revenue 1,416,787 1,483,059 1,661,505 1,695,755 1,950,000 2,008,500

% Change (YoY) 4.7% 12.0% 2.1% 15.0% 3.0%

2020 2021 Projected Adopted

• Revenue is impacted by the change in assessed valuations both within the County and the

Town. Variations in growth rates are reflective of the biannual assessment process of property values.

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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 2016 120,449 2017 120,904 2018 120,718 2019 115,663 2020 Projected 117,000 2021 Adopted 120,000

175,000 150,000 125,000 100,000 75,000

% Change (YoY) 0.4% -0.2% -4.2% 1.2% 2.6%

50,000 25,000 0 2016

2017

2018

2019

2020 2021 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.

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LONE TREE DISPATCH 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 2016 424,636 2017 518,999 2018 539,082 2019 509,619 2020 Projected 540,750 2021 Adopted 557,000

600,000 400,000

% Change (YoY) 22.2% 3.9% -5.5% 6.1% 3.0%

200,000 0 2016

2017

2018

2019

2020 2021 Projected Adopted

• Revenue fluctuates based on the Town Dispatch budget and the percentage of calls related to Lone Tree.

• Growth budgeted for 2021 is in line with personnel and operating expense increases.

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LONE TREE 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 2016 64,810 2017 56,531 2018 56,654 2019 112,356 2020 Projected 169,000 2021 Adopted 174,070

150,000 100,000

% Change (YoY) -12.8% 0.2% 98.3% 50.4% 3.0%

50,000 0 2016

2017

2018

2019

2020 2021 Projected Adopted

• Revenue fluctuates based on the Town property and evidence budget. • Growth budgeted for 2021 is in line with personnel and operating expense increases.

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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 2016 2017 2018 2019 2020 Projected 2021 Adopted

200,000 150,000 100,000

Court Fines 180,965 159,020 125,462 99,704 100,000 100,000

DUI Total % Change Fines Revenue (YoY) 31,552 212,517 33,406 192,427 -9.5% 23,493 148,954 -22.6% 20,101 119,805 -19.6% 20,000 120,000 0.2% 20,000 120,000 0.0%

50,000 0 2016

2017

2018

2019

2020 2021 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 2021 is expected to be even with 2020.

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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: 250,000 Year Revenue 2016 62,882 2017 88,554 2018 117,089 2019 194,293 2020 Projected 123,600 2021 Adopted 127,300

200,000 150,000 100,000

% Change (YoY) 40.8% 32.2% 65.9% -36.4% 3.0%

50,000 0 2016

2017

2018

2019

2020 2021 Projected Adopted

• The revenue will be based on the terms of the two IGAs. • Growth budgeted for 2021 is in line with personnel and operating expense increases. The number of school resource officers is budgeted at the same level as 2020.

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PLAN CHECK 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: 250,000 Year Revenue 2016 147,336 2017 114,904 2018 123,005 2019 143,622 2020 Projected 200,000 2021 Adopted 130,000

200,000 150,000 100,000

% Change (YoY) -22.0% 7.0% 16.8% 39.3% -35.0%

50,000 0 2016

2017

2018

2019

2020 2021 Projected Adopted

• Revenue will fluctuate based on the amount of commercial construction, new residential housing starts and home improvements.

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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 2016 2017 2018 2019 2020 Projected 2021 Adopted

2,000,000 1,500,000 1,000,000

Revenue 1,658,483 2,124,688 2,297,783 2,316,791 2,000,000 2,080,000

% Change (YoY) 28.1% 8.1% 0.8% -13.7% 4.0%

500,000 0 2016

2017

2018

2019

2020 2021 Projected Adopted

• Building permit fees fluctuate based on the number of residential and commercial permits issued and the valuation associated with permits, primarily commercial.

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SECTIONAND ZONING TITLESUBDIVISION 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:ďżź 250,000 Year Revenue 2016 147,336 2017 114,904 2018 123,005 2019 143,622 2020 Projected 200,000 2021 Adopted 130,000

200,000 150,000 100,000

% Change (YoY) -22.0% 7.0% 16.8% 39.3% -35.0%

50,000 0 2016

2017

2018

2019

2020 2021 Projected Adopted

• Revenues fluctuate based on the number of development applications received.

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ENGINEERING REVIEW FEES 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:ďżź 250,000 225,000 200,000 175,000 150,000 125,000 100,000 75,000 50,000 25,000 0

Year Revenue 2016 133,853 2017 227,843 2018 155,041 2019 147,996 2020 Projected 170,000 2021 Adopted 145,000

2016

2017

2018

2019

% Change (YoY) 70.2% -32.0% -4.5% 14.9% -14.7%

2020 2021 Projected Adopted

• Revenues fluctuate based on the number of development applications received.

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DEFICIT REDUCTION 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 2,500,000 Year 2016 2017 2018 2019 2020 Projected 2021 Adopted

2,000,000 1,500,000 1,000,000

Revenue 827,688 1,147,803 953,468 2,000,622 1,250,000 1,000,000

% Change (YoY) 38.7% -16.9% 109.8% -37.5% -20.0%

500,000 0 2016

2017

2018

2019

2020 2021 Projected Adopted

• Revenues fluctuate based on the amount of new development, level of annexation activity, and the Denver-Boulder CPI.

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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 2016 475,660 2017 434,342 2018 452,801 2019 539,205 2020 Projected 510,000 2021 Adopted 520,000

500,000 400,000 300,000 200,000

% Change (YoY) -8.7% 4.2% 19.1% -5.4% 2.0%

100,000 0 2016

2017

2018

2019

2020 2021 Projected Adopted

• The revenue is directly related to lottery participation and changes in population relationship amongst Colorado municipalities.

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SCIENTIFIC AND CULTURAL FACILITIES DISTRICT GRANT 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 2016 369,274 2017 410,390 2018 468,006 2019 528,290 2020 Projected 543,445 2021 Adopted 530,000

400,000

200,000

% Change (YoY) 11.1% 14.0% 12.9% 2.9% -2.5%

0 2016

2017

2018

2019

2020 2021 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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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 2016 2017 2018 2019 2020 Projected 2021 Adopted

2016

2017

2018

2019

Revenue 1,362,416 1,461,875 1,672,818 1,703,937 558,772 1,018,919

% Change (YoY) 7.3% 14.4% 1.9% -67.2% 82.3%

2020 2021 Projected Adopted

• Ticket revenues are demand-based and are the result of ticket sales for performances such as concerts, plays and other cultural events.

• Revenue for 2020 reflects the impact of the facilities being closed and/or open for limited audience attendance due to COVID-19.

• 2021 revenue assumes the first six months of the year include limited attendance.

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CULTURAL CONCESSION REVENUE 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: 200,000 180,000 160,000 140,000 120,000 100,000 80,000 60,000 40,000 20,000 0

Year Revenue 2016 173,579 2017 187,002 2018 183,885 2019 186,760 2020 Projected 50,000 2021 Adopted 78,000

2016

2017

2018

2019

% Change (YoY) 7.7% -1.7% 1.6% -73.2% 56.0%

2020 2021 Projected Adopted

• Concession revenue is dependent upon the number and type of performance. • Revenue for 2020 reflects the impact of the facilities being closed and/or open for limited audience attendance due to COVID-19.

• 2021 revenue assumes the first six months of the year include limited attendance.

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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 2016 2017 2018 2019 2020 Projected 2021 Adopted

500,000 400,000 300,000 200,000

Revenue 362,804 436,814 473,478 539,965 299,796 456,000

% Change (YoY) 20.4% 8.4% 14.0% -44.5% 52.1%

100,000 0 2016

2017

2018

2019

2020 2021 Projected Adopted

• Class registration revenues are demand-based and are the result of class registrations for arts and cultural classes for youth and adults.

• Revenue for 2020 reflects the impact of the facilities being closed and/or open for limited class attendance due to COVID-19.

• 2021 revenue assumes the first six months of the year include limited attendance.

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CULTURAL MEMBERSHIPS 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 2016 2017 2018 2019 2020 Projected 2021 Adopted

120,000 100,000 80,000 60,000 40,000

Revenue 67,073 84,636 107,987 115,010 48,000 50,000

% Change (YoY) 26.2% 27.6% 6.5% -58.3% 4.2%

20,000 0 2016

2017

2018

2019

2020 2021 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.

• Revenue for 2020 reflects the impact of the facilities being closed and/or open for limited audience attendance due to COVID-19 resulting in limited membership growth.

• 2021 revenue assumes the first six months of the year include limited attendance and membership growth.

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PACE FACILITY 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: Rental Year Theatre 2016 62,795 2017 74,232 2018 94,123 2019 96,888 2020 Projected 31,155 2021 Adopted 40,000

350,000 300,000 250,000 200,000 150,000 100,000

Rental Total % Change Events Revenue (YoY) 170,960 233,755 151,547 225,778 -3.4% 217,780 311,903 38.1% 211,660 308,548 -1.1% 110,000 141,155 -54.3% 100,000 140,000 -0.8%

50,000 0 2016

2017

2018

2019

2020 2021 Projected Adopted

• Rental revenue is demand-based and the result of theater and event room, west terrace, gallery and classroom rentals.

• Revenue for 2020 reflects the impact of the facilities being closed and/or open for limited rentals due to COVID-19.

• 2021 revenue assumes rentals remain at 2020 levels. Rental reservations are made in advance of events and with the continuing uncertainty as to whether events will occur, rentals are not projected to increase in 2021.

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SECTION THE SCHOOLHOUSE TITLE 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: Rental Year Theatre 2016 20,402 2017 12,650 2018 45,595 2019 48,445 2020 Projected 9,900 2021 Adopted 15,000

100,000 80,000 60,000 40,000

Rental Total % Change Events Revenue (YoY) 29,213 49,615 10,346 22,996 -53.7% 22,663 68,258 196.8% 31,175 79,620 16.6% 16,000 25,900 -67.5% 30,000 45,000 73.7%

20,000 0 2016

• • • •

2017

2018

2019

2020 2021 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 had some impact on facility rentals in 2019. Revenue for 2020 reflects the impact of the facilities being closed and/or open for limited rentals due to COVID-19.

• 2021 revenue assumes the first six months of the year include limited rentals.

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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 2016 2017 2018 2019 2020 Projected 2021 Adopted

2,500,000 2,000,000 1,500,000 1,000,000

Daily Users 460,149 474,491 493,221 565,573 280,000 545,000

Annual Members 1,583,769 1,934,953 1,808,516 1,729,660 1,300,000 2,050,000

Total % Change Revenue (YoY) 2,043,918 2,409,444 17.9% 2,301,737 -4.5% 2,295,233 -0.3% 1,580,000 -31.2% 2,595,000 64.2%

500,000 0 2016

2017

2018

2019

2020 2021 Projected Adopted

• Both the Recreation Center and the Fieldhouse have been operating at near capacity levels from 2017 through 2019 which limits the amount of revenue growth.

• Revenue for 2020 reflects the impact of the facilities being closed and/or open for limited users due to COVID-19.

• 2021 revenue assumes a return to normalcy.

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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 2016 132,763 2017 128,773 2018 123,910 2019 115,462 2020 Projected 60,000 2021 Adopted 175,000

150,000 100,000

% Change (YoY) -3.0% -3.8% -6.8% -48.0% 191.7%

50,000 0 2016

2017

2018

2019

2020 2021 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. • Revenue for 2020 reflects the impact of the facilities being closed and/or open for limited users due to COVID-19.

• 2021 revenue assumes a return to normalcy along with additional customers due to the completion of a major renovation.

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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 February.

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 2016 0 2017 116,111 2018 149,743 2019 160,164 2020 Projected 150,000 2021 Adopted 160,000

150,000 100,000

% Change (YoY) n/a 29.0% 7.0% -6.3% 6.7%

50,000 0 2016

2017

2018

2019

2020 2021 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. • This is an outdoor facility and is not expected to experience a material revenue reduction due to COVID-19.

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RECREATION CONCESSION REVENUE 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 2016 119,562 2017 114,987 2018 116,940 2019 125,562 2020 Projected 52,000 2021 Adopted 127,000

120,000 80,000

% Change (YoY) -3.8% 1.7% 7.4% -58.6% 144.2%

40,000 0 2016

2017

2018

2019

2020 2021 Projected Adopted

• Concession revenue is dependent upon the number of attendees at the various park and recreation facilities.

• Revenue for 2020 reflects the impact of the facilities being closed and/or open for limited users due to COVID-19.

• 2021 revenue assumes a return to normalcy.

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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: Program Fees Year Adult Youth Contract 2016 274,257 839,182 59,024 2017 283,111 653,170 249,038 2018 315,762 670,335 241,657 2019 312,599 745,933 206,132 2020 Projected 200,000 475,000 150,000 2021 Adopted 315,000 735,000 246,000

1,400,000 1,300,000 1,200,000 1,100,000 1,000,000

% Total Change Revenue (YoY) 1,172,463 1,185,319 1.1% 1,227,754 3.6% 1,264,664 3.0% 825,000 -34.8% 1,296,000 57.1%

900,000 800,000 2016

2017

2018

2019

2020 2021 Projected Adopted

• The Recreation Center and the Fieldhouse have been operating at near capacity levels from 2017 through 2019 which limits the amount of revenue growth.

• Revenue for 2020 reflects the impact of the facilities being closed and/or open for limited users due to COVID-19.

• 2021 revenue assumes a return to normalcy.

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RECREATION AQUATICS 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: 450,000 400,000 350,000 300,000 250,000 200,000 150,000 100,000 50,000 0

Year Revenue 2016 206,954 2017 213,893 2018 255,296 2019 322,060 2020 Projected 200,000 2021 Adopted 400,000

2016

2017

2018

2019

% Change (YoY) 3.4% 19.4% 26.2% -37.9% 100.0%

2020 2021 Projected Adopted

• Swim lessons are provided at both the Recreation Center indoor pool and at H2O’Brien Pool in the summer.

• Revenue for 2020 reflects the impact of the facilities being closed and/or open for limited users due to COVID-19.

• 2021 revenue assumes a return to normalcy.

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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 2016 231,705 2017 197,347 2018 188,991 2019 178,086 2020 Projected 100,000 2021 Adopted 160,000

200,000 150,000 100,000

% Change (YoY) -14.8% -4.2% -5.8% -43.8% 60.0%

50,000 0 2016

2017

2018

2019

2020 2021 Projected Adopted

• Specialty fitness includes activities such as TRX suspension training, focus interval training and various other fitness programs.

• Over time, customers tend to move to a facility membership that allows them to train on their own or participate in other classes that are free with their membership.

• Revenue for 2020 reflects the impact of the facilities being closed and/or open for limited users due to COVID-19.

• 2021 revenue assumes a return to normalcy.

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SECTION TITLE 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: 300,000 Year Revenue 2016 214,630 2017 250,476 2018 212,678 2019 246,399 2020 Projected 75,000 2021 Adopted 245,000

250,000 200,000 150,000 100,000

% Change (YoY) 16.7% -15.1% 15.9% -69.6% 226.7%

50,000 0 2016

2017

2018

2019

2020 2021 Projected Adopted

• Over time, customers tend to move from a personal training package to a facility membership. This limits the amount of revenue growth.

• Revenue for 2020 reflects the impact of the facilities being closed and/or open for limited users due to COVID-19.

• 2021 revenue assumes a return to normalcy.

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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 2016 108,478 2017 112,566 2018 115,817 2019 118,625 2020 Projected 53,000 2021 Adopted 75,000

100,000

50,000

% Change (YoY) 3.8% 2.9% 2.4% -55.3% 41.5%

0 2016

2017

2018

2019

2020 2021 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.

• Revenue for 2020 reflects the impact of the facilities being closed and/or open for limited users due to COVID-19.

• 2021 revenue assumes parents are hesitant to return to large events with their small children.

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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: 300,000 Year Revenue 2016 198,470 2017 187,447 2018 208,718 2019 243,107 2020 Projected 190,000 2021 Adopted 223,000

250,000 200,000 150,000 100,000

% Change (YoY) -5.6% 11.3% 16.5% -21.8% 17.4%

50,000 0 2016

2017

2018

2019

2020 2021 Projected Adopted

• Rental fees are dependent upon demand. • Revenue for 2020 reflects the impact of the facilities being closed and/or open for limited rentals due to COVID-19.

• 2021 revenue assumes a return to normalcy.

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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 2016 470,723 2017 485,346 2018 481,144 2019 471,381 2020 Projected 75,000 2021 Adopted 450,000

500,000 400,000 300,000 200,000

% Change (YoY) 3.1% -0.9% -2.0% -84.1% 500.0%

100,000 0 2016

2017

2018

2019

2020 2021 Projected Adopted

• The day camp program includes both before and after school programs and is operating near capacity.

• Revenue for 2020 reflects the impact of the facilities being closed and/or open for limited campers due to COVID-19.

• 2021 revenue assumes a return to normalcy.

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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 2016 201,801 2017 188,704 2018 164,174 2019 221,176 2020 Projected 130,000 2021 Adopted 210,000

300,000 200,000

% Change (YoY) -6.5% -13.0% 34.7% -41.2% 61.5%

100,000 0 2016

2017

2018

2019

2020 2021 Projected Adopted

• Revenue is impacted by program demand; this has fluctuated up and down over the last several years.

• Revenue for 2020 reflects the impact of the facilities being closed and/or open for limited users due to COVID-19.

• 2021 revenue assumes a return to normalcy.

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BUILDING USE SECTION TAX REVENUE TITLE 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 2016 2017 2018 2019 2020 Projected 2021 Adopted

4,000,000 3,000,000 2,000,000 1,000,000

Capital % P&R Improvement Total Change Fund Fund Revenue (YoY) 524,419 2,613,852 3,138,271 624,621 3,149,967 3,774,588 20.3% 735,465 3,650,590 4,386,055 16.2% 643,848 3,486,427 4,130,275 -5.8% 641,085 3,130,000 3,771,085 -8.7% 639,037 3,120,000 3,759,037 -0.3%

0 2016

2017

2018

2019

2020 2021 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

2016 330 27

2017 440 35

2018 438 43

2019 424 32

Projected 2020 309 26

• 2021 permits and corresponding valuation are expected to mirror 2020 activity.

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PARKER AUTHORITY FOR REINVESTMENT CAPITAL FUNDING 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: 24,000,000 Year Revenue 2016 0 2017 0 2018 0 2019 0 2020 Projected 20,975,000 2021 Adopted 0

20,000,000 16,000,000 12,000,000 8,000,000

% Change (YoY) n/a n/a n/a n/a n/a

4,000,000 0 2016

2017

2018

2019

2020 2021 Projected Adopted

• P3 will contribute $8 million toward the overall Cottonwood Bridge project which has a total

cost estimate of $11 million. The contribution will be recorded as intergovernmental revenue in the Public Improvements Fund.

• The remaining $13 million is dedicated to funding of capital projects in the Parker Central

Urban Renewal Area. The same accounting methodology will be followed with this amount.

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DOUGLAS COUNTY ROAD SALES TAX SHARED SECTION REVENUE TITLE 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 2016 2017 2018 2019 2020 Projected 2021 Adopted

3,000,000 2,500,000 2,000,000 1,500,000 1,000,000

Sales Tax Use Tax 2,532,893 293,528 2,660,206 349,236 2,774,211 408,131 2,824,549 407,801 2,266,000 250,000 2,356,640 260,000

Total % Change Revenue (YoY) 2,826,421 3,009,442 6.5% 3,182,342 5.7% 3,232,350 1.6% 2,516,000 -22.2% 2,616,640 4.0%

500,000 0 2016

2017

2018

2019

2020 2021 Projected Adopted

• Revenue is dependent on the level of County sales tax collections.

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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 400,000 Year Revenue 2016 302,669 2017 309,015 2018 286,423 2019 365,905 2020 Projected 300,000 2021 Adopted 306,000

350,000 300,000 250,000 200,000 150,000

% Change (YoY) 2.1% -7.3% 27.8% -18.0% 2.0%

100,000 50,000 0 2016

2017

2018

2019

2020 2021 Projected Adopted

• The revenue has remained relatively flat with only small percentage increases year-over-year except for the outliers of 2018 and 2019.

• The 2018 negative growth and 2019 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. The 2020 projected and 2021 adopted amounts reflect a return to fairly flat growth amounts.

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EXCISE TAX 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 2016 2017 2018 2019 2020 Projected 2021 Adopted

3,500,000 3,000,000 2,500,000 2,000,000 1,500,000

Revenue 2,798,039 3,321,992 3,735,299 2,531,440 3,000,000 2,730,000

% Change (YoY) 18.7% 12.4% -32.2% 18.5% -9.0%

1,000,000 500,000 0 2016

2017

2018

2019

2020 2021 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

2019 Actual Permits Avg Value 393 363,000 31 564,000 32 1,965,000

2020 Projected Permits Avg Value 287 362,000 22 2,421,000 26 1,085,000

• The amount of tax collected per unit is as follows for 2020: Single family Attached dwelling (townhomes and condos) Apartment dwelling

$ 10,178 $ 6,337 $ 5,567

• The commercial rate is $0.38 per square foot.

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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: 3,000,000 Utility Fees Year Commercial Residential 2016 823,608 1,162,997 2017 889,862 1,186,022 2018 957,517 1,288,357 2019 1,051,082 1,384,807 2020 Projected 1,108,250 1,326,125 2021 Adopted 1,152,980 1,365,909

2,500,000 2,000,000 1,500,000 1,000,000

% Total Change Revenue (YoY) 1,986,605 2,075,885 4.5% 2,245,874 8.2% 2,435,889 8.5% 2,434,375 -0.1% 2,518,889 3.5%

500,000 0 2016

2017

2018

2019

2020 2021 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 $7.65 per month in 2020 and will be $7.73 per month in 2021. • Commercial and non-residential properties are calculated as follows: SFR fee x 12 months x total impervious area of property in square feet / 4000 square feet • 2021 budget is based on historical trends, fee increases and growth in the number of residential and commercial properties.

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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 18,000,000 16,000,000 14,000,000 12,000,000 10,000,000 8,000,000 6,000,000 4,000,000 2,000,000 0

Year 2016 2017 2018 2019 2020 Projected 2021 Adopted

2016

2017

2018

2019

Revenue 308,151 480,992 0 2,674,272 16,440,000 8,620,000

% Change (YoY) 56.1% -100.0% n/a n/a -47.6%

2020 2021 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 2021, a specific project was identified during 2020 and has been included in the budget.

z

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CAPITAL BUDGET


EXECUTIVE SUMMARY 2021 CAPITAL BUDGET AND 10-YEAR CAPITAL IMPROVEMENT PLAN (CIP)

BACKGROUND The following pages detail the Town’s 2022 Capital Budget and the Ten-Year Capital Improvement Plan (CIP). The Town defines a capital asset as one 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. 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 Cultural Fund Public Improvements Fund Parks and Recreation Fund Recreation Fund Stormwater Utility Fund Information Technology Fund Facilities 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. The Excise Tax Fund and the Impact Fee Funds are also a potential source of funding for qualified capital spending. This would be accomplished with an interfund transfer to one of the above listed funds, where the expenditure will occur. 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 that 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 third year in which projects to be included in the Capital Budget have been determined through a scoring process by a cross-departmental team. Each department submits standard Capital Budget

264

Town of Parker 2021 Annual Budget


EXECUTIVE SUMMARY 2021 CAPITAL BUDGET AND 10-YEAR CAPITAL IMPROVEMENT PLAN (CIP) Capital Budget Request forms for each proposed capital expense. The form detail includes information that allows the team to score each request such as a project description, mandates on completing the project, relevance to Town strategic goals, and future costs or cost savings. The team members score the projects in twelve categories including, individual Town strategies. The projects are sorted by average score, then compared to revenue projections for each fund to select those capital projects to be included in the current budget. 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 2021 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 2021 Annual Budget

265

Capital Budget


Capital Budget

266

Town of Parker 2021 Annual Budget


CAPITAL IMPROVEMENT PLAN SECTION SUMMARY TITLE CAPITAL IMPROVEMENT PLAN SUMMARY 2021 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

100,000 7,135,000 1,645,000 -

175,000 15,850,000 13,250,000 1,600,000 -

497,800 610,000 535,500 20,000

692,180 68,000 58,550 -

1,289,980 7,310,000 610,000 535,500 17,495,000 13,318,000 1,600,000 58,550 20,000

TOTAL CAPITAL EXPENDITURES

8,880,000

30,875,000

1,663,300

818,730

42,237,030

Town of Parker 2021 Annual Budget

267

Capital Budget


GENERAL FUND 10-YEAR PLAN CAPITAL PROJECTS - GENERAL FUND 2021-2030 TEN YEAR CAPITAL IMPROVEMENT PLAN DESCRIPTION REVENUES Taxes Licenses and Permits Intergovernmental Charges for Services Fines and Forfeitures Contributions Net Investment Earnings Miscellaneous Revenue Total Revenues Proceeds from Sales of Capital Assets Insurance Recoveries Certificates of Participation Transfers In Transfers Out Less Non-Capital Expenditures Total Revenue available for Capital

CURRENT YEAR PROJECTED 2020

PRIOR YEAR ACTUAL 2019

$

42,620,487 2,532,128 4,271,780 4,448,714 120,305 515,467 666,785 100,512 55,276,178 36,898 30,802 30,083,230 1,460,674 2,437,265 80,088,636 4,361,881

$

43,627,654 2,207,640 3,744,223 3,631,662 121,000 96,324 375,000 91,893 53,895,396 400 51,276 1,463,070 3,726,810 47,853,169 3,830,163

NEXT YEAR BUDGETED 2021

$

PROJECTIONS 2022 - 2030 (detail next page)

44,865,176 2,263,560 3,901,840 3,435,670 121,000 300,000 80,000 54,967,246 1,521,843 12,522,724 51,662,719 (7,696,354)

PROJECT TOTALS 2019 - 2030

43,841,383

EXPENDITURES Historical Projects

-

-

-

-

-

New Capital

-

-

-

-

-

18,000 18,000

2,741 2,741

-

-

20,741 20,741

26,982 17,870 11,203 44,550 7,038 3,980 111,623

263,752 223,448 94,000 30,000 611,200

125,000 155,000 100,000 36,000 31,800 25,000 25,000 497,800

200,000 140,000 150,000 153,000 220,000 175,000 136,500 8,800,000 150,000 220,000 9,440,000 140,000 230,000 12,500,000 265,000 450,000 40,000,000 73,369,500

26,982 17,870 11,203 308,302 230,486 97,980 155,000 155,000 100,000 36,000 31,800 225,000 25,000 140,000 150,000 153,000 220,000 175,000 136,500 8,800,000 150,000 220,000 9,440,000 140,000 230,000 12,500,000 265,000 450,000 40,000,000 74,590,123

Reinvestment in Existing Capital Water Service on Town-owned Property Subtotal Reinvestment in Existing Facilities Town Hall HVAC Replacement in IT Data Room Miscellaneous Town Hall Refurbishments HVAC Split at Motsenbocker Town Hall Chiller Town Hall LED Conversion Police Station LED Upgrade Motsenbocker Employee Lot Lighting Police Station A/V Upgrade Police Station Carpet Replacement Motsenbocker Building A Structural Reparis Town Hall Counter Security Town Hall Boiler Replacements Town Hall Mechanical Screening Town Hall RTU #2 and 3 Town Hall VAV Controllers/Actuators Town Hall Roof Flat Membrane Town Hall Roof Metal Town Hall Facility Generator Town Hall Elevator Rebuild/Replace Town Hall Renovation Police Station Computer Room Air Conditioning Police Station Roof Top Units Police Station Expansion Police Station Generator Police Station Roof PWOC Fleet/Facilities Maintenance Bldg Expansion PWOC Roof Old Town Hall Demolition Downtown Parking Garage Subtotal Facilities

Capital Budget

268

Town of Parker 2021 Annual Budget


GENERAL FUND 10-YEAR PLAN

PROJECTIONS: DETAIL BY YEAR

Revenue for Capital

2022

2023

2024

2025

2026

2027

2028

2029

2030

4,142,704

4,308,412

4,480,748

4,659,978

4,846,377

5,040,232

5,241,841

5,451,515

5,669,576

-

-

-

-

-

-

-

-

-

90,000 140,000 150,000 153,000 300,000 833,000

175,000 500,000 675,000

110,000 8,000,000 8,110,000

55,000 9,440,000 9,495,000

136,500 150,000 55,000 500,000 450,000 1,291,500

55,000 12,000,000 12,055,000

55,000 55,000

-

220,000 140,000 230,000 265,000 40,000,000 40,855,000

New Capital Reinvestment in Existing Capital Water Service Subtotal Facilities TH HVAC IT Data Misc TH Refurb HVAC/Mots TH Chiller TH LED III PD LED 1 Mots Lights PD AV Upgrade PD Carpet Mots Bldg A TH Counter Sec TH Boilers TH Mech Screen TH RTU #2 and 3 TH VAV TH Roof Flat TH Roof Metal TH Generator TH Elevator TH Expansion PD Computer AC PD RTUs PD Expansion PD Generator PD Roof PWOC Maint Bldg PWOC Roof Old TH Demo Downtown Garage Subtotal

Town of Parker 2021 Annual Budget

269

Capital Budget


GENERAL FUND 10-YEAR PLAN PRIOR YEAR ACTUAL 2019

DESCRIPTION Machinery, Equipment and Software Police Records Management System GIS-based Asset Work Management System Patrol Vehicles and Upgrades Body Worn, Fleet and Interview Cameras Portable Radios for Police Department Air Compressor for Parks Evidence Freezer for Police Department Asphalt Hotbox/Melting Kettle Printers/Paper for Police Patrol Vehicles Miscellaneous Traffic/Transportation Equipment F250 Vehicle for Traffic Division Material Stacker/Conveyer Miscellaneous Police Transportation Equipment Snow Bucket Attachment for Volvo Loader Snow Pusher/Blower Attachment Traffic Control Device Trailer Kronos Upgrade: Payroll, HR Conversion Traffic Cabinets and Equipment PD Scene Documentation/Reconstruction System PD Vigilant/Learn System PD Unmanned Aerial Vehicle (UAV) 1/2 Ton Crew Cab Pick Up/Streets Fleet Air Compressor Enclosed Trailer/Streets PD Quartermaster Software Traffic Signal System Server Replacement Single Axle Dump Truck/Plow and Spreader Traffic Detection Equipment Card Access System Traffic Parts Mezzanine Traffic Shop Asphalt Paver Traffic Upgraded Impact Truck+TCD Storage Asphalt Patch Truck Cab Chassis Mobile Concrete Batch Truck Cab Chassis Traffic Platform Lift Truck Street Sweeper Traffic Signal Central System Traffic Signal TW Signal Controller Replacement Traffic Signal Pole Replacements Traffic Travel Time/Driver Feedback System Subtotal Machinery, Equipment, Software Contingency

Total Capital Expenditures Fund balance - January 1 (Use)/Accumulation of Surplus Funds Ending Available Resources - December 31

Capital Budget

$

CURRENT YEAR PROJECTED 2020

NEXT YEAR BUDGETED 2021

PROJECTIONS 2022 - 2030 (detail next page)

PROJECT TOTALS 2019 - 2030

241,789 63,420 47,289 46,909 28,721 20,119 5,716 47,708 35,996 3,700 89,421 630,788

98,000 34,000 132,258 49,917 17,992 16,000 14,000 9,008 5,745 107,450 13,285 497,655

51,000 125,000 58,780 55,000 40,000 15,900 14,000 12,500 18,000 225,000 77,000 692,180

499,000 21,000 262,000 733,000 37,000 100,000 150,000 190,000 200,000 200,000 250,000 325,000 325,000 400,000 800,000 1,000,000 5,492,000

241,789 63,420 47,289 46,909 28,721 20,119 5,716 145,708 69,996 132,258 49,917 17,992 16,000 14,000 9,008 5,745 111,150 652,706 125,000 58,780 55,000 40,000 15,900 14,000 12,500 39,000 487,000 810,000 37,000 100,000 150,000 190,000 200,000 200,000 250,000 325,000 325,000 400,000 800,000 1,000,000 7,312,623

-

-

100,000

-

100,000

760,411

1,111,596

1,289,980

78,861,500

82,023,487

21,031,487 3,601,470

24,632,957 2,718,567

27,351,524 (8,986,334)

24,632,957

$

270

27,351,524

$

18,365,190

Town of Parker 2021 Annual Budget


GENERAL FUND 10-YEAR PLAN PROJECTIONS: DETAIL BY YEAR Mach,Equip,Software Police Records Syst GIS Asset Mgmt Patrol vehicles PD Cameras Portable Radios Air Compressor Evidence Freezer Asphalt Hotbox Printers/PD Cars Misc Traff/Transp F250/Traffic Material Stacker Misc PD Trans Eq Snow Bucket Snow Push/Blow TCD Trailer Kronos Upgrade Traffic Cabs/Equip PD Scene Doc PD Vigilant/Learn PD UAV 1/2 Ton Crew Cab Fleet Air Compress Enclosed Trailer PD Quartermaster Traffic Signal Sys Single Axle Dump Traffic Det Equip Card Access Sys Traffic Parts Shop Asphalt Paver Traffic Impact Truck Asphalt Patch Truck Mobile Concrete Traffic PlatformTruck Street Sweeper Traffic Central Sys TW Traffic Control Traffic Poles Travel Time/Feedback Subtotal Contingency

Total Capital Exp. Fund balance - Jan 1 (Use)/Accum Ending Resources

2022

2023

2024

2025

2026

2027

2028

2029

2030

51,000 77,000 37,000 190,000 355,000

53,000 79,000 132,000

53,000 79,000 150,000 200,000 200,000 325,000 1,007,000

55,000 81,000 325,000 461,000

55,000 21,000 262,000 81,000 250,000 400,000 1,069,000

57,000 83,000 100,000 200,000 440,000

57,000 83,000 200,000 500,000 840,000

59,000 85,000 200,000 500,000 844,000

59,000 85,000 200,000 344,000

-

-

-

-

-

-

-

-

-

1,188,000

807,000

9,117,000

9,956,000

2,360,500

12,495,000

895,000

844,000

41,199,000

18,365,190 2,954,704

21,319,894 3,501,412

24,821,306 (4,636,252)

20,185,054 (5,296,022)

14,889,032 2,485,877

17,374,909 (7,454,768)

9,920,141 4,346,841

14,266,982 4,607,515

$ 21,319,894

$ 24,821,306

$ 14,266,982

$ 18,874,497

$ 20,185,054

Town of Parker 2021 Annual Budget

$ 14,889,032

271

$ 17,374,909

$

9,920,141

18,874,497 (35,529,424) $

(16,654,927)

Capital Budget


SECTION TITLE GENERAL FUND PROJECTS Capital Project: Motsenbocker Employee Lot Lighting

DESCRIPTION This budget item provides funding for lighting of the employee parking lot at the Motsenbocker Parks/Public Works Facility.

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 arrive for shifts before daybreak and work through the night during snow operations. The lack of lighting has led to multiple close calls between vehicles, plows, and pedestrians. The design work for this project is being completed as part of the 2020 approved Capital budget. The implementation phase of this project is planned for 2021. The construction will provide for ample lighting in the parking lot and minimize the impact to the neighbors to the west.

PROJECT BUDGET Year Actual 2019 Projected 2020 Budgeted 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 TOTAL

Capital Budget

Expenditures $ 30,000 125,000 $ 155,000

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 Keeping our staff safe is the first step to keeping our community safe. A dark parking lot is hazardous to both drivers and pedestrians walking to their vehicles.

272

Town of Parker 2021 Annual Budget


GENERAL FUND SECTION PROJECTS TITLE Capital Project: Police Station Audio-Visual Upgrades

DESCRIPTION This budget item provides funding for upgrades to the 11-year old audio-visual (AV) system.

PURPOSE/DISCUSSION The AV system in the police station not only serves police needs and training, but is utilized heavily in the Town’s Emergency Operations Center functions. AV technology has changed a lot over the past 11 years, and many components of the existing system are no longer available or supported. It is becoming difficult to replace failing components due to changes in ports and AV distribution methods. This project would include replacement of AV headend equipment, Crestron controls, floor box upgrades, HDMI port upgrades throughout facility and other equipment. The police department AV system is connected to six different conference rooms and the dispatch center, requiring updates at each location.

PROJECT BUDGET Year Actual 2019 Projected 2020 Budgeted 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 TOTAL

Expenditures $ 155,000 $ 155,000

FUNDING SOURCES General Fund Revenue

IMPACT ON OPERATING COSTS None

IMPACT ON OTHER DEPARTMENTS The Facilities Department will manage this project.

TOWN STRATEGIC GOALS ACHIEVED Foster Community Creativity and Engagement The Police facility hosts a number of community events, training and educational programs. These programs utilize the AV equipment to facilitate training, such as RAD, Weather Spotter, CERT, Citizen’s Academy and many youth programs.

Promote a Safe and Healthy Community This project provides a well-equipped and well maintained facility for Police Department staff to carry out critical public safety duties twenty-four hours a day, every day. The AV equipment in the police station also supports the Emergency Operations Center for the Town of Parker. Safe communities promote economic vitality and support quality of life.

Town of Parker 2021 Annual Budget

273

Capital Budget


GENERAL FUND PROJECTS Capital Project: Police Station Carpet Replacement

DESCRIPTION This budget item provides funding for replacement of carpet in the high traffic areas of the police station. This project also includes replacing transition “walk off” flooring.

PURPOSE/DISCUSSION The police station will be nearly 11 years old in 2021 and the high traffic carpet areas are showing wear, deterioration and unraveling. The current carpet is a broad loom rolled product that has held up well to hard use, but it is difficult to maintain. This project proposes the use of carpet tile instead of broad loom. Carpet tile provides more options for future maintenance and rotation, and is a superior choice for a 24/7 use building. The areas proposed for replacement are also the most visible to the public when they visit the facility. A properly maintained building is vital to department operations.

PROJECT BUDGET Year Actual 2019 Projected 2020 Budgeted 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 TOTAL

Expenditures $ 100,000 $ 100,000

FUNDING SOURCES General Fund Revenue

IMPACT ON OPERATING COSTS None

IMPACT ON OTHER DEPARTMENTS The Facilities Department will manage this project.

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community The Police facility provides staff with a base to conduct operations. The Police Department’s primary function is to provide a safe community, but the department plays a substantial role in supporting an active community as well. Ensuring the facility is well maintained provides staff with the ability to prepare and perform their functions efficiently and effectively.

Foster Community Creativity and Engagement The Police facility is host to a number of community events, training and educational programs. These programs bring members of the community to the police station to facilitate training, such as RAD, Weather Spotter, CERT, Citizen’s Academy and many youth programs.

Promote a Safe and Healthy Community This project provides a safe and well maintained facility for Police Department staff to carry out critical public safety duties twenty-four hours a day, every day. Safe communities promote economic vitality and support quality of life.

Capital Budget

274

Town of Parker 2021 Annual Budget


GENERAL FUND PROJECTS Capital Project: Motsenbocker Building A Structural Repairs

DESCRIPTION This budget item provides funding to perform structural repairs to the deteriorating posts located on the front of Building A.

PURPOSE/DISCUSSION The existing structural posts located in the front of the building are deteriorating due to age and weather. These posts are currently repurposed telephone poles. The scope of this project is to retain the existing look of the facility while ensuring the structural integrity remains. There are sixteen posts in various stages of deterioration. Each post will be supported and the bottom section of rotted material removed. New concrete foundations will be poured with new structurally sound material and the existing post will be attached to the new base.

PROJECT BUDGET Year Actual 2019 Projected 2020 Budgeted 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 TOTAL

Expenditures $ 36,000 $ 36,000

Town of Parker 2021 Annual Budget

FUNDING SOURCES General Fund Revenue

IMPACT ON OPERATING COSTS None

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Enhance Economic Vitality It is essential that we maintain our existing infrastructure. Failure to fund this project may result in additional structural damage to the facility in the future and require costly repairs.

275

Capital Budget


GENERAL FUND PROJECTS Capital Project: Town Hall Counter Security

DESCRIPTION This budget item provides funding to install Ballistic Resistant Panels (BRP) at the four public facing counters at Town Hall (Court, Front Counter, Clerk Counter, and Planning Counter).

PURPOSE/DISCUSSION This project focuses on Town staff safety and provides for the installation of BRP material at the four main public access points noted above. This material is designed to provide some safety to the staff at these locations should an active shooter scenario occur. While three of these areas are open above the counter, it is a starting point to provide additional protection. The Court counter currently has bullet resistant material in the service window. The project includes adding BRP material around this window area to provide additional protection. Further enhancements may be identified and implemented as needed however, this project is designed as a starting point to provide a level of protection that currently does not exist.

PROJECT BUDGET Year Actual 2019 Projected 2020 Budgeted 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 TOTAL

Capital Budget

Expenditures $ 31,800 $ 31,800

FUNDING SOURCES General Fund Revenue

IMPACT ON OPERATING COSTS None

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Promote a Safe and Healthy Community These four counters of Town Hall provide support to the community, by being the first contact for citizens needing to conduct business with the Town. Town staff are sometimes confronted by people who may not always be happy with the Town. As such it is important to provide staff at these locations with some additional protection should they be faced with such individuals.

276

Town of Parker 2021 Annual Budget


GENERAL FUND PROJECTS Capital Project: Town Hall Boiler Replacements

DESCRIPTION This budget item provides funding for a multi-year replacement schedule of the two boilers and associated pumps at Town Hall.

PURPOSE/DISCUSSION The existing boilers and associated pumps are original equipment and are reaching a 20-year cycle. Boilers typically have a recommended replacement cycle of 15 to 25 years depending on the type and duty cycle of the boiler. The boilers at this facility heat the entire building during colder weather. The boilers operate on a lead/lag cycle, where one unit is the lead unit for a period of time and then becomes the secondary unit. Both units will run congruently during periods of cold weather and dependent on the space conditioning needs of the facility. This is a planned replacement of the existing boilers and pumps. Failure of the existing system would leave Town Hall vulnerable for the duration of time needed to specify and obtain a suitable replacement. Additionally, it is a best management practice from a cost point perspective to allocate time to obtain the best pricing available. Typically when performing work on an emergency basis, the Town should anticipate a 20% increase in cost.

PROJECT BUDGET Year Actual 2019 Projected 2020 Budgeted 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 TOTAL

Expenditures $ 25,000 90,000 110,000 $ 225,000

FUNDING SOURCES General Fund Revenue

IMPACT ON OPERATING COSTS None

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Promote a Safe and Healthy Community The ability for Town Hall to stay operational is essential to provide the infrastructure that supports all aspects of operations.

Enhance Economic Vitality

Town Hall is the hub for necessary functions related to supporting an economically vital community. Providing space that is comfortable for meetings and internal activities which support these functions is essential.

Foster Community Creativity and Engagement As Town Hall provides multiple operational focuses and provides space for community engagement it is crucial to maintain a conditioned space during all seasons. Town of Parker 2021 Annual Budget

277

Capital Budget


GENERAL FUND PROJECTS Capital Project: Town Hall Mechanical Screening

DESCRIPTION This budget item provides funding to replace the wood structures of the mechanical screening areas located on the roof of Town Hall.

PURPOSE/DISCUSSION The existing wood structures which enclose the roof top unit at town hall are deteriorating. These structures provide two functions related to the mechanical equipment. First they provide a more secured area for the mechanical equipment (roof top units and chiller) at this facility. Second, they reduce the visual impacts of these units on neighbors. As these structures continue to deteriorate, the ability to provide aesthetic shielding and safety of the equipment will become more difficult. Alternatives to wood structures may include fiberglass reinforced panels which will stand up to the typical weather conditions in Colorado.

PROJECT BUDGET Year Actual 2019 Projected 2020 Budgeted 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 TOTAL

Capital Budget

Expenditures $ 25,000 $ 25,000

FUNDING SOURCES General Fund Revenue

IMPACT ON OPERATING COSTS None

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Enhance Economic Vitality Town Hall provides multiple aspects related to enhancing economic vitality for the Town. Continuing to perform ongoing maintenance of this Town asset is important to ensure that citizens and future growth can be viewed as an opportunity.

278

Town of Parker 2021 Annual Budget


GENERAL FUND SECTION PROJECTS TITLE Capital Project: Traffic Signal Cabinet Equipment

DESCRIPTION This budget item provides funding for the replacement of obsolete, failure-prone, or end-ofservice-life traffic signal cabinets.

PURPOSE/DISCUSSION Traffic signal cabinets must be electrically sound and weatherproof to provide reliable service to the traveling public and house the ethernet and fiber optic equipment that supports the Town’s communications network. Replacement of traffic signal cabinets due to end-of-service life, vehicle knockdowns or lightning damage is an ongoing challenge for Traffic Services. Cabinets also can require upgrades due to expanded equipment demands such as new communications or detection equipment. This capital outlay request will allow Traffic services to make these necessary purchases. The cabinet is a critical piece of each traffic signal location in Parker. If these cabinets are not purchased, reliability and safety will be compromised.

PROJECT BUDGET Year Actual 2019 Projected 2020 Budgeted 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 TOTAL

Expenditures $ 89,421 13,285 51,000 51,000 53,000 53,000 55,000 55,000 57,000 57,000 59,000 59,000 $ 652,706

FUNDING SOURCES General Fund Revenue

IMPACT ON OPERATING COSTS Ongoing maintenance should have no direct change in routine maintenance man-hours, but newer cabinets may have fewer emergency call out conditions.

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED 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.

Develop a Visionary Community through Balanced Growth Traffic signal quantities have grown tremendously in the last 20 years with 51 new traffic signals since 2002. The traffic cabinets originally deployed eventually reach an end of useful life. Past growth must ultimately be maintained long term.

Promote a Safe and Healthy Community Functional and reliable traffic signals assist in providing a safe transportation network.

Town of Parker 2021 Annual Budget

279

Capital Budget


SECTION TITLE GENERAL FUND PROJECTS Capital Project: Police Station Scene Documentation/Reconstruction System

DESCRIPTION This budget item provides funding for an updated tool for crime scene investigators and accident investigators to process crime and accident scenes.

PURPOSE/DISCUSSION The current system used for accident reconstructions as well as crime scene diagramming is more than 10 years old and technologically outdated. It takes minimum of two people to operate the instrument, and depending on the size of the scene, takes anywhere from 30 minutes to upwards of 8 hours to collect the necessary points and measurements for proper documentation of the scene and filing of criminal charges. With Parker being a growing town, we need to leverage technology to allow us to complete crime scene and accident scene processing with less personnel and faster times. Another benefit to the newer 3D technology is that it renders a virtual reality product that aids in bringing the scene to the court room. This innovative technology is used to illustrate complex concepts and aids in criminal convictions/exonerations, keeping our community safe.

PROJECT BUDGET Year Actual 2019 Projected 2020 Budgeted 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 TOTAL

Expenditures $ 125,000 $ 125,000

FUNDING SOURCES General Fund Revenue

IMPACT ON OPERATING COSTS Reduction in personnel and overtime costs

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community Relieves congestion due to traffic lane closures for extended periods of time due to crime scene processing or accident investigation efforts.

Promote a Safe and Healthy Community

Large accidents and crime scene have a significant impact on the flow of traffic and traffic congestion in the Town of Parker. Minimizing the time of road closures and the time Police Department staff are being exposed to secondary crashes promotes a safer environment for crash and crime scene investigators and a healthier community with lowered stress and efficient traffic flow. .

Capital Budget

280

Town of Parker 2021 Annual Budget


GENERAL FUND SECTION PROJECTS TITLE Capital Project: Police Department Vigilant/Learn System

DESCRIPTION The Vigilant/Learn system is a database of automated license plate reader (ALPR) information that is accessible by those agencies that are part of the system. This information is compiled by law enforcement agencies across the United States as well as some civilian organizations that utilize ALPR technology (i.e. delivery companies). The pricing also includes two new ALPR cameras to replace our current aging cameras and training in the use of the system.

PURPOSE/DISCUSSION ALPR systems have been used by law enforcement agencies for years to help solve crimes in their jurisdictions and to assist in locating missing persons if they are possibly in a vehicle. Agencies have typically relied on in-house storage mechanisms to house this information until deletion under records retention guidelines. Although some data can be obtained from the in-house storage, the information available is limited to that which is obtained by that agency. Currently, when trying to track down information on suspect of missing person cases as it relates to finding their vehicle and potential whereabouts, contact would have to be made with each agency to see if their license plate reader system had captured the vehicle while in their area. This system allows a searchable database for all the agencies on the system to get this information quickly. Agencies such as the Douglas County Sheriff’s Office, Colorado State Patrol, and the Greenwood Village Police Department are just some of the Colorado law enforcement agencies that currently use the Vigilant/Learn System and, if we join this system, we would have access to every license plate scan they completed while their officers are out on patrol. Not only would this increase the amount of information available within the state but, with agencies throughout the United States using this system, access would be granted for those scans as well.

PROJECT BUDGET Year Actual 2019 Projected 2020 Budgeted 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 TOTAL

Expenditures $ 58,780 $ 58,780

FUNDING SOURCES General Fund Revenue

IMPACT ON OPERATING COSTS None

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Enhance Economic Vitality A low crime rate directly correlates to economic vitality, and technology that helps in solving crimes can affect the overall crime rate.

Promote a Safe and Healthy Community

The police department is tasked with finding missing persons and runaways. Having the ability and opportunity to locate vehicles associated with these people increases the chances of a speedy resolution. Town of Parker 2021 Annual Budget

281

Capital Budget


SECTION TITLE GENERAL FUND PROJECTS Capital Project: Police Department Unmanned Aerial Vehicle (UAV)

DESCRIPTION This budget item provides funding for the acquisition and implementation of Unmanned Aerial Vehicles (UAV) technology.

PURPOSE/DISCUSSION Unmanned Aerial Vehicle (UAV) technology has changed the way law enforcement handles a variety of emergencies and events in a very positive way. UAVs provide an excellent platform to provide situational awareness during large scale events, emergencies, search and rescues and natural disasters. UAVs are also very useful in documenting crime and accident scenes and aid in criminal case completion and prosecution. The Police Department has recently utilized the UAV resources of other departments for a variety of tactical situations. The UAV has shown itself to be of significant benefit and has greatly contributed to positive outcomes. The Police Department believes the introduction of UAV technology will benefit the overall safety and security of the community. The use and deployment of the UAV will be carefully governed by department policy, applicable local laws and Federal Air Regulations.

PROJECT BUDGET Year Actual 2019 Projected 2020 Budgeted 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 TOTAL

Expenditures $ 55,000 $ 55,000

FUNDING SOURCES Seizure Fund

IMPACT ON OPERATING COSTS None

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community UAV technology is often used for search and rescue operations. With Parker placing a high value on parks, trails, and open space, UAV technology can be used to search broad areas in locating missing or injured individuals.

Promote a Safe and Healthy Community UAVs provide an excellent platform to provide situational awareness during large scale events, emergencies, search and rescue and natural disasters. UAVs are also very useful in documenting crime and accident scenes and aid in criminal case completion and prosecution. The introduction of UAV technology will benefit the overall safety and security of the community.

Capital Budget

282

Town of Parker 2021 Annual Budget


GENERAL FUND PROJECTS

SECTION TITLE

Capital Project: Half-Ton Crew Cab Pick Up

DESCRIPTION This budget item provides for the addition of a half-ton crew cab pick-up truck for use by the Streets Division.

PURPOSE/DISCUSSION The Division currently has one light truck and does not have light truck crew cab capability requiring staff to use heavy duty pickups for all travel and work. This is a particular problem during the winter months when the heavy duty truck could be used by the Streets team for snow plowing rather than used for administrative functions.

PROJECT BUDGET Year Actual 2019 Projected 2020 Budgeted 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 TOTAL

Expenditures $ 40,000 $ 40,000

FUNDING SOURCES General Fund Revenue

IMPACT ON OPERATING COSTS Routine vehicle maintenance

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community The addition of this vehicle would provide better flexibility and asset management related to the repair and replacement of the Town’s streets.

Enhance Economic Vitality

The Streets Division is tasked with maintaining the Town’s largest asset: Town streets and associated features. Having the correct equipment to perform the repairs as efficiently as possible keeps the Town from incurring increasing or large costs while keeping the Town attractive to current and new residents or business owners. These tasks provide a high quality of life and keep Parker a desirable location for residents and businesses to locate, grow, and thrive.

Town of Parker 2021 Annual Budget

283

Capital Budget


SECTION TITLE GENERAL FUND PROJECTS Capital Project: Fleet Air Compressor

DESCRIPTION This budget item provides funding to replace the existing air compressor which feeds the Fleet Maintenance facility.

PURPOSE/DISCUSSION The purpose of this project is to replace one of the two air compressors at the Fleet Maintenance shop. The air is used to power mechanical tools to perform maintenance on vehicles and equipment and is considered to be an essential function of a fleet maintenance facility. The typical life expectancy for an air compressor in a fleet maintenance application is 10 to 15 years. The existing air compressors are at or beyond the fifteen year mark in 2021. While they are still operational at this time, the impact of a failure in the future would include significant delays in repair of the fleet of vehicles. These delays could impact the operational departments’ ability to provide services to the public at large.

PROJECT BUDGET Year Actual 2019 Projected 2020 Budgeted 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 TOTAL

Expenditures $ 15,900 $ 15,900

FUNDING SOURCES General Fund Revenue

IMPACT ON OPERATING COSTS None

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Enhance Economic Vitality By providing efficient fleet maintenance, the town is capable of providing the infrastructure to support a community effectively and thus provide opportunities to enhance the desire for citizens to want to live in the community.

Promote a Safe and Healthy Community The fleet maintenance operation provides internal support to many public facing operations including Law Enforcement, Public Works, Parks and Open Space, and Building Inspection. These public facing operations provide the necessary support to provide for a safe and healthy community.

Capital Budget

284

Town of Parker 2021 Annual Budget


GENERAL FUND PROJECTS Capital Project: Enclosed Trailer

DESCRIPTION This budget item provides funding for a 24-foot enclosed trailer.

PURPOSE/DISCUSSION The addition of a 24-foot enclosed trailer will allow the Streets Division to place all tools and supplies necessary for concrete repair and replacement efforts in a single, protected, wellorganized location for transport to and from work locations within the Town. Utilizing a trailer will improve efficiency of the operations and potentially reduce hazards and injuries to staff as they will no longer have to move, re-organize and reload equipment for each project.

PROJECT BUDGET Year Actual 2019 Projected 2020 Budgeted 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 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 Enhance Economic Vitality The Streets Division is tasked with maintaining the Town’s largest asset: Town streets and associated features. Having the correct tools and equipment to perform the repairs as efficiently as possible keeps the Town from incurring increasing or large costs while keeping the Town attractive to current and new residents or business owners.

Promote a Safe and Healthy Community The operation and maintenance of Town streets ensures safety and health for Town residents and visitors. Having the correct resources also provides for the safety of Town staff.

Town of Parker 2021 Annual Budget

285

Capital Budget


GENERAL FUND PROJECTS Capital Project: Police Department Quartermaster Software

DESCRIPTION This budget item provides for configurable software for tracking budget, funding and lifespan for all equipment. The software will track everything from basic uniform items to capital vehicle and equipment.

PURPOSE/DISCUSSION The current system is outdated and not properly supported. Our accreditation and state-level equipment reporting requirements necessitate a robust system to track the equipment issued to over 70 police officers and 50+ support staff at the Police Department.

PROJECT BUDGET Year Actual 2019 Projected 2020 Budgeted 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 TOTAL

Capital Budget

Expenditures $ 12,500 $ 12,500

FUNDING SOURCES General Fund Revenue

IMPACT ON OPERATING COSTS None

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Promote a Safe and Healthy Community Keeping track of all equipment will ensure the equipment is kept in good working order, is within its lifespan and functions as needed for our officers and staff.

286

Town of Parker 2021 Annual Budget


GENERAL FUND SECTION PROJECTS TITLE Capital Project: Traffic Signal System Server Replacement

DESCRIPTION This budget item provides for the replacement of aging traffic signal system servers.

PURPOSE/DISCUSSION The signal system servers are computers tasked with monitoring and communicating with all Town traffic signals, keeping clocks synchronized, and alerting staff automatically to errors. The current equipment was deployed in 2016. Computers have a finite lifespan and it will become necessary to perform upgrades.

PROJECT BUDGET Year Actual 2019 Projected 2020 Budgeted 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 TOTAL

Expenditures $ 18,000 21,000 $ 39,000

FUNDING SOURCES General Fund Revenue

IMPACT ON OPERATING COSTS None

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Enhance Economic Vitality The traffic signals and by extension the servers that control them 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.

Develop a Visionary Community through Balanced Growth Routine upgrades of obsolete traffic signal equipment are vital to having excellent infrastructure and supporting a growing Town. Modern detection equipment is needed to keep Traffic Services future-focused and on pace with advances in technology.

Promote a Safe and Healthy Community Functional and reliable traffic signals assist in providing a safe transportation network.

Town of Parker 2021 Annual Budget

287

Capital Budget


SECTION TITLE GENERAL FUND PROJECTS Capital Project: Single Axle Dump Truck/Plow and Spreader

DESCRIPTION This budget item provides funding for a single axle dump truck primarily for snow plowing and secondarily to provide support during routine street maintenance activities.

PURPOSE/DISCUSSION During plowing activities, Town staff will typically operate from 8 to 12 snowplows depending on the severity of event and availability of staff. It is typical for these pieces of equipment to incur maintenance related issues during an event. Maintaining a sufficient percentage of necessary resources to perform this function is essential to keeping the roadways passable. This addition will provide additional ability to sustain snow removal efforts during long duration events. The single axle truck can also be used for residential plowing when required. It is a maneuverable and versatile truck that is easier to operate while still possessing sufficient power to operate as a full size plow truck. During the period of time streets staff are performing asphalt and concrete repair, the single axle allows for maneuverability, versatility, and efficient operation on narrow residential streets. Due to the expected increase in lane miles and the increased geographic area, an additional snowplow and an additional staff member will be needed to maintain the current level of service.

PROJECT BUDGET Year Actual 2019 Projected 2020 Budgeted 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 TOTAL

Expenditures 225,000 262,000 $ 487,000

FUNDING SOURCES General Fund Revenue

IMPACT ON OPERATING COSTS Routine vehicle maintenance

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Enhance Economic Vitality The Streets division is tasked with keeping the Town’s streets traversable during all weather, including during snow events by plowing snow from Town streets and maintaining asphalt and concrete surfaces and associated assets.

Promote a Safe and Healthy Community The operation and maintenance of Town streets, especially snow plowing ensures safety and health for Town residents and visitors.

Capital Budget

288

Town of Parker 2021 Annual Budget


GENERAL FUND PROJECTS Capital Project: Traffic Detection Equipment

DESCRIPTION This budget item provides funding for the replacement of failing or obsolete traffic signal detection equipment.

PURPOSE/DISCUSSION Traffic signal equipment requires routine maintenance and equipment replacement to ensure reliability of the transportation network. Regular replacement of aged traffic signal detection equipment that has shown reliability issues or has reached end-of-service life reduces the number of after-hours repairs and staff callbacks and helps control associated labor costs. The cost estimates are based on replacing equipment at three intersections each year, with assumed regular cost escalations.

PROJECT BUDGET Year Actual 2019 Projected 2020 Budgeted 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 TOTAL

Expenditures $ 77,000 77,000 79,000 79,000 81,000 81,000 83,000 83,000 85,000 85,000 $ 810,000

FUNDING SOURCES General Fund Revenue

IMPACT ON OPERATING COSTS Reduction of the number of after-hours repairs and staff callbacks

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Enhance Economic Vitality The traffic signals are a critical piece of mobility within the Town of Parker. If citizens and visitors can’t get around town efficiently or conveniently, economic vitality suffers.

Promote a Safe and Healthy Community Functional and reliable traffic signals assist in providing a safe transportation network

Town of Parker 2021 Annual Budget

289

Capital Budget


PARKS AND RECREATION FUND 10-YEAR PLAN CAPITAL PROJECTS - PARKS & RECREATION FUND 2021-2030 TEN YEAR CAPITAL IMPROVEMENT PLAN DESCRIPTION REVENUES Sales and Use Taxes Intergovernmental Contributions Net Investment Earnings Miscellaneous Revenue Total Revenues Transfers In Transfers Out Less Non-Capital Expenditures Total Revenue available for Capital

CURRENT YEAR PROJECTED 2020

PRIOR YEAR ACTUAL 2019

$

8,240,102 2,834,282 290,492 18,203 11,383,079 875,000 5,099,711 776,441 6,381,927

$

NEXT YEAR BUDGETED 2021

8,401,793 1,584,960 180,000 140,000 15,116 10,321,869 525,000 4,855,064 514,638 5,477,167

$

PROJECTIONS 2022 - 2030 (detail next page)

PROJECT TOTALS 2019 - 2030

8,633,407 900,000 150,000 20,250 9,703,657 575,000 5,633,761 478,631 4,166,265

45,854,364

EXPENDITURES Historical Projects Auburn Hills Park Soccer Field Bar CCC Lights/Paved Parking O'Brien Park Improvements East/West Regional Trail Olde Town Mid Block Trail Connection Salisbury Sports & Equine Park Concrete Trail Pickleball transition from PRC Rink Subtotal Historical Projects

162,501 143,390 15,759 89,546 10,970 422,166

1,302,250 966,500 875,000 150,000 50,000 7,850 3,351,600

-

-

1,464,751 1,109,890 890,759 239,546 50,000 7,850 10,970 3,773,766

New Capital H2O Renovation East-West Trail Under Crossing at Jordan High Plains (E-470) Trail Overcrossing/Parker Road Lemon Gulch Trail Rueter-Hess Reservoir Recreational Opportunities Ongoing Trails Development Rowley Downs Trail Connection Site Signage Reata West Second Recreation Center Salisbury Park North Master Plan O'Brien Park North Construction Kinney Creek Trail Cottonwood Trailhead Playground Subtotal New Capital

932,557 53,590 986,148

2,366,395 500,000 1,500,000 125,000 210,000 125,000 305,000 10,000 5,141,395

4,075,000 2,000,000 500,000 210,000 125,000 100,000 25,000 7,035,000

2,000,000 1,890,000 1,275,000 36,500,000 34,600,000 6,250,000 2,000,000 225,000 84,740,000

3,298,952 4,575,000 3,553,590 2,625,000 2,310,000 1,525,000 405,000 35,000 36,500,000 34,600,000 6,250,000 2,000,000 225,000 97,902,543

1,780 1,780

-

175,000 175,000

2,075,000 3,000,000 550,000 5,625,000

2,250,000 3,001,780 550,000 5,801,780

-

-

-

-

-

12,995 12,995

-

-

-

12,995 12,995

-

-

100,000

-

100,000

1,423,089

8,492,995

7,310,000

90,365,000

107,591,084

9,330,396 4,958,838

14,289,232 (3,015,828)

11,273,404 (3,143,735)

Reinvestment in Existing Capital Cherry Creek Trail/Soft Surface Harvie Open Space Trail Bridge Deck Replacements Subtotal Reinvestment in Existing Facilities Machinery, Equipment and Software Power Turf Renovator Subtotal Machinery, Equipment, Software Contingency Total Capital Expenditures Fund balance - January 1 (Use)/Accumulation of Surplus Funds Ending Available Resources - December 31

Capital Budget

$

14,289,232

$

290

11,273,404

$

8,129,669

Town of Parker 2021 Annual Budget


PARKS AND RECREATION FUND 10-YEAR PLAN

PROJECTIONS: DETAIL BY YEAR

2022

2023

2024

2025

2026

2027

2028

2029

2030

Revenue for Capital

4,332,916

4,506,233

4,686,482

4,873,941

5,068,899

5,271,655

5,482,521

5,701,822

5,929,895

New Capital H2O Renovation East-West Trail Xing High Plains Xing Lemon Gulch Trail Reuter-Hess Ongoing Trails Rowley Downs Trail Site Signage Reata West Rec Salisbury North O'Brien Park North Kinney Creek Trail Cottonwd Playgrnd Subtotal

2,000,000 210,000 125,000 300,000 2,635,000

210,000 125,000 300,000 250,000 225,000 1,110,000

210,000 125,000 750,000 15,000,000 16,085,000

210,000 150,000 750,000 10,000,000 6,000,000 500,000 17,610,000

210,000 150,000 18,000,000 5,000,000 750,000 24,110,000

210,000 150,000 17,000,000 4,000,000 750,000 22,110,000

210,000 150,000 360,000

210,000 150,000 360,000

210,000 150,000 360,000

Reinvestment in Existing Capital Cherry Creek Trail 175,000 Harvie Open Trail Bridge Decks 50,000 Subtotal 225,000

200,000 225,000 425,000

200,000 200,000

225,000 500,000 725,000

225,000 2,500,000 50,000 2,775,000

250,000 225,000 475,000

250,000 250,000

275,000 275,000

275,000 275,000

Facilities Mach,Equip,Software Power Turf Subtotal

-

-

-

-

-

-

-

-

-

Contingency

-

-

-

-

-

-

-

-

-

2,860,000

1,535,000

16,285,000

18,335,000

26,885,000

22,585,000

610,000

635,000

635,000

8,129,669 1,472,916

9,602,585 2,971,233

12,573,818 (11,598,518)

975,300 (13,461,059)

(12,485,759) (21,816,101)

(34,301,860) (17,313,345)

9,602,585

$ 12,573,818

Total Capital Exp. Fund balance - Jan 1 (Use)/Accum Ending Resources

$

$

975,300

Town of Parker 2021 Annual Budget

(51,615,205) 4,872,521

(46,742,684) 5,066,822

(41,675,862) 5,294,895

$ (12,485,759) $ (34,301,860) $ (51,615,205) $ (46,742,684) $ (41,675,862) $ (36,380,967)

291

Capital Budget


PARKS AND RECREATION FUND PROJECTS Capital Project: East/West Trail Undercrossing at Jordan Road

DESCRIPTION This budget item includes the construction of a grade-separated undercrossing of Jordan Road to accommodate the East/West Regional Trail. Other trail connections will link community trails to this regional trail.

PURPOSE/DISCUSSION Douglas County is planning to complete their final East/West Trail Regional Connection into the Town later this year. This trail extends from Cherry Creek Trail in Parker to Chatfield Reservoir/ State Park. The completion of the trail will greatly increase pedestrian and cyclist volume. Also with the general development on the south end of Parker, there continues to be increased traffic volume on Jordan Road. This budget item is to provide safer pedestrian and cyclists’ crossing of Jordan Road.

PROJECT BUDGET Year Actual 2019 Projected 2020 Budgeted 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 TOTAL

Expenditures $ 500,000 4,075,000 $ 4,575,000

FUNDING SOURCES Parks and Recreation Fund Revenue

IMPACT ON OPERATING COSTS On-going maintenance of the trail undercrossing

IMPACT ON OTHER DEPARTMENTS None

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 highly on various citizen surveys.

Enhance Economic Vitality This regional trail project will make Parker a more desirable location to live, shop and recreate.

Innovate with Collaborative Governance Funding for portions of this trail project will rely on collaboration with several agencies.

Promote a Safe and Healthy Community Providing more trails that interconnect to the overall townwide trail system and the surrounding regional trail network promotes increased trail use with associated health benefits, along with safer recreational and commuter mobility.

Capital Budget

292

Town of Parker 2021 Annual Budget


PARKS AND RECREATION FUND SECTION PROJECTS TITLE 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 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 HPT 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.

FUNDING SOURCES PROJECT BUDGET Year Actual 2019 Projected 2020 Budgeted 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 TOTAL

Expenditures $ 53,590 1,500,000 2,000,000 $ 3,553,590

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 will provide project management which is an extensive time and resource commitment. Parks and Recreation will coordinate 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 highly on various citizen surveys.

Enhance Economic Vitality This regional trail project will make Parker a more desirable location to live, shop and recreate.

Innovate with Collaborative Governance This project represents a major collaboration between a number of local governments and agencies. Currently The Partners Group, comprised of Arapahoe and Douglas Counties, the City Town of Parker 2021 Annual Budget

293

Capital Budget


SECTION PARKS AND TITLE RECREATION FUND PROJECTS Capital Project: High Plains (E-470) Trail Overcrossing Parker Road (con’t) 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 been involved 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.

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

294

Town of Parker 2021 Annual Budget


PARKS AND RECREATION FUND SECTION PROJECTS TITLE Capital Project: Lemon Gulch Trail

DESCRIPTION As part of the approval of the Meadowlark subdivision in 2018, the developer was 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 its 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 serve future commuter needs.

PROJECT BUDGET Year Actual 2019 Projected 2020 Budgeted 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 TOTAL

Expenditures $ 125,000 500,000 2,000,000 $ 2,625,000

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 will coordinates with Public Works/ Engineering on selecting and hiring contractors and on construction.

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.

Develop a Visionary Community through Balanced Growth Completion of this trail connection will contribute to a fully integrated trail network that will support and implement Parker’s goal of a well-planned community with excellent infrastructure.

Promote a Safe and Healthy Community Providing more trails that interconnect to the overall townwide trail system promotes increased trail use with healthy outcomes and safer recreational and commuter mobility.

Town of Parker 2021 Annual Budget

295

Capital Budget


SECTION PARKS AND TITLE RECREATION FUND PROJECTS Capital Project: Lemon Gulch Trail (con’t)

Capital Budget

296

Town of Parker 2021 Annual Budget


PARKS AND RECREATION FUND SECTION PROJECTS TITLE 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 y 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 Actual 2019 Projected 2020 Budgeted 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 TOTAL

Expenditures $ 210,000 210,000 210,000 210,000 210,000 210,000 210,000 210,000 210,000 210,000 210,000 $ 2,310,000

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 The recreational amenities and the programming located on-site will engage all segments of the community in active and healthy lifestyles.

Enhance Economic Vitality These water-based recreational opportunities will attract residents and event participants from around the Denver metro area, thereby increasing economic activity within the Town.

Develop a Visionary Community through Balanced Growth Build-out of the various recreational amenities as envisioned in the approved Master Plan will provide our residents with a wide range of water-based and land-based recreational opportunities currently unavailable within the Town.

Innovate with Collaborative Governance The Reuter-Hess Recreation Authority, which is comprised of a number of local governmental entities including, Parker, Castle Rock, Lone Tree, Castle Pines, Douglas County and PW&SD, have been collaborating over the last five years to implement the reservoir master plan and conduct various ongoing activities and events that are both water-based and land-based.

Town of Parker 2021 Annual Budget

297

Capital Budget


SECTION PARKS AND TITLE RECREATION FUND PROJECTS 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 Actual 2019 Projected 2020 Budgeted 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 TOTAL

Expenditures $ 125,000 125,000 125,000 125,000 125,000 150,000 150,000 150,000 150,000 150,000 150,000 $ 1,525,000

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% of Parker residents have used the trail system within the last year with another 63% 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.

Develop a Visionary Community through Balanced Growth The Town’s trail network contributes to and supports a well-planned community.

Promote a Safe and Healthy Community This fund helps us complete various missing gaps in our trail system in addition to implementing other trail enhancements that minimizes users’ risk and helps ensure a safe and accessible trail network.

Capital Budget

298

Town of Parker 2021 Annual Budget


PARKS AND RECREATION FUND PROJECTS Capital Project: Soft Surface Trail Construction along Cherry Creek

DESCRIPTION The Cherry Creek Trail is one of the Town’s most popular outdoor recreational amenities, and as such experiences significant use by all age groups. The addition of a soft-surface trail will add trail capacity by separating walkers/runners from cyclists thereby increasing user safety.

PURPOSE/DISCUSSION In 2018 the Town constructed a soft-surface trail “Test Section” parallel to the existing Cherry Creek Trail near the Country Meadows community. This test section was 10’ wide and approximately 1600’ long. Upon completion of this trail, we solicited input and feedback from our residents through the Town’s “Let’s Talk Parker” website. Responses were overwhelming in support of this project with residents indicating their desire for more soft-surface trails throughout the Town and especially along the Cherry Creek Trail corridor.

PROJECT BUDGET Year Actual 2019 Projected 2020 Budgeted 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 TOTAL

Expenditures $ 175,000 175,000 200,000 200,000 225,000 225,000 250,000 250,000 275,000 275,000 $ 2,250,000

FUNDING SOURCES Parks and Recreation Fund Revenue

IMPACT ON OPERATING COSTS On-going maintenance of the soft-surface trail projected to cost $300 to $750 annually as the trail system grows

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community Additional soft-surface 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 additional user capacity on our existing trails with the construction of a parallel softsurface segment will increase safety for users and help minimize potential conflicts between cyclists and other trail users.

Town of Parker 2021 Annual Budget

299

Capital Budget


SECTION PARKS AND TITLE RECREATION FUND PROJECTS Capital Project: Rowley Downs Trail Connection

DESCRIPTION This trail addition will run from the central open space within Rowley Downs southeast within the Public Service Company (PSCO) corridor and connecting with the existing trail running north/ south within the Willow Park community. There will also be an at-grade crossing of Seibert Circle. The trail will be 10-foot wide concrete and approximately 1,700-feet long. The new trail will connect to the existing Willow Park Trail which will eventually connect to the existing trail system to the southeast.

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 the Town continues to expand our trail system with connections to surrounding areas and other communities, it will also serve future commuter needs.

PROJECT BUDGET Year Actual 2019 Projected 2020 Budgeted 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 TOTAL

Expenditures $ 305,000 100,000 $ 405,000

FUNDING SOURCES Parks and Recreation Fund Revenue

IMPACT ON OPERATING COSTS It is anticipated that this trail connection will be maintained by the Rowley Downs HOA.

IMPACT ON OTHER DEPARTMENTS The Town’s Public Works/Engineering Department will coordinate the selection and hiring of a project contractor and will oversee the construction process. The department’s time allocated to this specific project will be minimal.

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 interconnect to the overall townwide trail system promotes increased trail use with healthy outcomes and safer recreational and commuter mobility.

Capital Budget

300

Town of Parker 2021 Annual Budget


PARKS AND RECREATION FUND PROJECTS Capital Project: Site Signage

DESCRIPTION It is anticipated that these site signage funds will be used to provide a Community Park Identification sign at the Auburn Hills Community Park. There is currently no park identification sign for this park. The sign will be designed and consistent with other park identification signs that currently exist throughout the Town, including a stone base with wooden truss and a distressed metal cut-out with the name of the park.

PURPOSE/DISCUSSION Design and installation of a sign at this park will provide consistency and visual recognition that this park is owned and maintained by the Town.

PROJECT BUDGET Year Actual 2019 Projected 2020 Budgeted 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 TOTAL

Expenditures $ 10,000 25,000 $ 35,000

FUNDING SOURCES Parks and Recreation Fund Revenue

IMPACT ON OPERATING COSTS None

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Promote a Safe and Healthy Community Providing park identification signage will provide enhanced emergency response capabilities for both the users of the park and the Town’s emergency services division.

Develop a Visionary Community Through Balanced Growth Providing a readily visible community park identification signage that denotes the Town ownership of this park will contribute to community pride and instill a sense of ownership of this park and its role in the overall planning and design of this community and the Town.

Town of Parker 2021 Annual Budget

301

Capital Budget


CULTURAL FUND 10-YEAR PLAN CAPITAL PROJECTS - CULTURAL FUND 2021-2030 TEN YEAR CAPITAL IMPROVEMENT PLAN DESCRIPTION REVENUES Charges for Services Intergovernmental Contributions Net Investment Earnings Miscellaneous Revenue Total Revenues Transfers In Transfers Out Less Non-Capital Expenditures Total Revenue available for Capital

CURRENT YEAR PROJECTED 2020

PRIOR YEAR ACTUAL 2019

NEXT YEAR BUDGETED 2021

PROJECTIONS 2022 - 2030 (detail next page)

PROJECT TOTALS 2019 - 2030

2,867,676 528,290 231,152 40,052 9,713 3,676,883 1,780,000 4,730,672 726,211

1,090,087 570,570 133,767 7,500 7,000 1,808,924 2,090,022 3,171,994 726,952

1,785,379 542,500 120,000 5,000 9,000 2,461,879 1,767,645 4,221,630 7,894

8,320,946

Historical Projects

-

-

-

-

New Capital

-

-

-

-

-

Reinvestment in Existing Capital

-

-

-

-

-

195,000 -

23,179 2,965 -

400,000 55,000 25,000 20,000 -

400,000 334,000 210,000

23,179 400,000 55,000 25,000 20,000 597,965 334,000 210,000

1,469,193

27,337

110,000

-

1,606,530

1,664,193

51,197 104,678

610,000

944,000

51,197 3,322,871

57,294 57,294

12,400 12,400

-

-

69,694 69,694

1,721,487

117,078

610,000

944,000

3,392,565

1,542,979 (995,276)

547,703 609,874

1,157,577 (602,106)

EXPENDITURES

Facilities PACE Buildings & Improvements Stage Deck Repair Rigging System Renovation Event Room AV Renovation Theater Projector Replacement Theater Spotlights Replacement Roof Repairs/Replacements RTU HVAC Units Future Projects The Schoolhouse Buildings & Improvements Non Historic Building & Improvements Ruth Memorial Chapel Buildings & Improvements Pews, Windows, Floor Subtotal Facilities Machinery, Equipment and Software Computer Equipment Ticketing System Subtotal Machinery, Equipment, Software Total Capital Expenditures Fund balance - January 1 (Use)/Accumulation of Surplus Funds Ending Available Resources - December 31

Capital Budget

547,703

302

1,157,577

555,471

Town of Parker 2021 Annual Budget


CULTURAL FUND 10-YEAR PLAN

PROJECTIONS: DETAIL BY YEAR

Revenue for Capital

2022

2023

2024

2025

2026

2027

2028

2029

2030

786,271

817,722

850,431

884,448

919,826

956,619

994,884

1,034,679

1,076,066

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

100,000

-

110,000

90,000 -

94,000 -

400,000 98,000 -

52,000 -

-

-

-

-

-

-

-

-

-

-

-

100,000

-

110,000

90,000

94,000

498,000

52,000

-

Machinery, Equipment and Software Computer Ticketing Subtotal -

-

-

-

-

-

-

-

-

-

100,000

-

110,000

90,000

94,000

498,000

52,000

-

555,471 786,271

1,341,742 717,722

2,059,464 850,431

2,909,895 774,448

3,684,343 829,826

4,514,169 862,619

5,376,788 496,884

5,873,672 982,679

6,856,351 1,076,066

1,341,742

2,059,464

2,909,895

3,684,343

4,514,169

5,376,788

5,873,672

6,856,351

7,932,417

New Capital Reinvestment in Existing Capital Facilities PACE Stage Deck Rigging System AV Event Room Theater Projector Theater Spotlight Roof Repairs RTU HVAC Future FutureProjects Projects The Schoolhouse Non-Historic Ruth Memorial Chapel Pews,Windows,Floor Subtotal

Total Capital Exp. Fund balance - Jan 1 (Use)/Accum Ending Resources

Town of Parker 2021 Annual Budget

303

Capital Budget


CULTURAL FUND PROJECTS Capital Project: PACE Rigging System Renovation

DESCRIPTION The control interface (computer) for the motorized Rigging System at PACE is at risk of catastrophic failure and must be replaced.

PURPOSE/DISCUSSION The rigging system of a theater is one of its primary systems, without which it is almost impossible to offer a variety of programming. The rigging system in the PACE Theater is the system of motors, cables, and pipes that allow shows and events to incorporate flying scenery, lighting, and audio components into the presentations, and make adjustments to the configuration in between each event. The system is operated by a computerized control interface, without which it is impossible to operate any element of the rigging system.

PROJECT BUDGET Year Actual 2019 Projected 2020 Budgeted 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 TOTAL

Capital Budget

Expenditures $ 400,000 $ 400,000

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 theater provides a performance space for a number of local arts groups (e.g., Parker Chorale, Inspire Creative and the Parker Symphony Orchestra) and provides a pathway for community members to take an active role in the arts.

304

Town of Parker 2021 Annual Budget


CULTURAL FUND PROJECTS Capital Project: Event Room Audio-Visual Renovation

DESCRIPTION The control system for the audio-visual (A/V) components in the Event Room at PACE is at risk for catastrophic failure because it is past the end of its useful life. The entire system needs to be renovated to bring it up to current standards and improve usability for renters.

PURPOSE/DISCUSSION The Event Room at PACE is one of the most often used spaces and is a significant source of revenue for Parker Arts. The A/V system in the Event Room at PACE is an integral component of most of the functions and events held in that space. A very high percentage of the rentals for which revenue is collected for this space include fees for using the A/V system. Many of the groups that rent the space do so because of the availability of this A/V system for their function. In the past year the system has failed on several occasions, requiring workarounds for presentation material.

PROJECT BUDGET Year Actual 2019 Projected 2020 Budgeted 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 TOTAL

Expenditures $ 55,000 $ 55,000

FUNDING SOURCES Cultural Fund Revenue

IMPACT ON OPERATING COSTS None

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community In addition to all of the community centered programming provided by Parker Arts, the Event Room at PACE is used by many local and regional organizations for educational, corporate, religious and many other types of events for community gathering.

Enhance Economic Vitality Event organizers and participants dine out and shop downtown before and after events. Parker Arts also encourages event organizers to utilize local organizations for the various needs of the event.

Foster Community Creativity and Engagement Parker Arts provides a gathering and rehearsal space for a number of local arts groups (e.g., Parker Chorale, Inspire Creative and the Parker Symphony Orchestra) and provides a pathway for community members to take an active role in the arts.

Town of Parker 2021 Annual Budget

305

Capital Budget


CULTURAL FUND PROJECTS Capital Project: Theater Projector Replacement

DESCRIPTION The PACE Theater projector has reached the end of its useful life, has been discontinued by the manufacturer, and when it fails will need to be replaced as it can no longer be meaningfully repaired or maintained.

PURPOSE/DISCUSSION The projector in the PACE Theater is used in many productions, events and shows in the space. Many companies that rent the theater choose it based on the availability of the audio-visual system and its components. The audio-visual system, specifically the projector, is one of the reasons that Parker Arts can offer programming of such a varied nature to the community and region. It is not only closely tied to the revenue generated by the space, but is an integral component of the technical abilities within.

PROJECT BUDGET Year Actual 2019 Projected 2020 Budgeted 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 TOTAL

Expenditures $ 25,000 $ 25,000

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.

Enhance Economic Vitality Ticket buyers also dine out and shop downtown before and after theater events.

Foster Community Creativity and Engagement The theater provides a performance space for a number of local arts groups (e.g., Parker Chorale, Inspire Creative, and the Parker Symphony Orchestra) and provides a pathway for community members to take an active role in the arts.

Capital Budget

306

Town of Parker 2021 Annual Budget


CULTURAL FUND PROJECTS Capital Project: Theater Spotlights Replacement

DESCRIPTION The PACE Theater followspots can no longer keep up with industry standards, are positioned poorly so they cannot cover the necessary areas, and are starting to have mechanical issues that require additional maintenance

PURPOSE/DISCUSSION The followspots in an event, show or production are a critical element of a successful presentation. Followspots are used to light specific performers and objects, drawing the audience’s attention to where they are supposed to look during a performance. Quite often, artist technical riders contain specifications that are required for the followspots in order for the show’s management to accept them for use during that show. The current followspots do not meet the minimum wattage requirements and do not meet the brightness requirements listed in most artist technical riders.

PROJECT BUDGET Year Actual 2019 Projected 2020 Budgeted 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 TOTAL

Expenditures $ 20,000 $ 20,000

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.

Enhance Economic Vitality Ticket buyers also dine out and shop downtown before and after theater events.

Foster Community Creativity and Engagement The theater provides a performance space for a number of local arts groups (e.g., Parker Chorale, Inspire Creative and the Parker Symphony Orchestra) and provides a pathway for community members to take an active role in the arts.

Town of Parker 2021 Annual Budget

307

Capital Budget


CULTURAL FUND PROJECTS Capital Project: Schoolhouse (Non-Historic) Plaza and South Patio Fencing

DESCRIPTION The plaza and south patio at The Schoolhouse are currently licensed for liquor using a temporary fence. This budget item will allow us to install a permanent fence on the south patio and a combination of a permanent fence and matching temporary fencing on the plaza.

PURPOSE/DISCUSSION The Schoolhouse renovation began in 2014 and finished last fall with the completion of the plaza, south patio and parking lot. The finishing touches of the project are to add permanent fencing around the south patio and plaza. The plaza and patio have been added to the existing liquor license and will be able to function as event space with temporary barriers in place. The combination of matching permanent and temporary fencing instead of temporary stanchions will give the space a more attractive finished look for rental and community events. The fencing will also allow us to secure the area for events quickly and with fewer staff and volunteers. The pandemic has brought to light the importance of attractive outdoor rental spaces both now and in the future.

PROJECT BUDGET Year Actual 2019 Projected 2020 Budgeted 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 TOTAL

Expenditures $ 65,000 $ 65,000

FUNDING SOURCES Cultural Fund Revenue

IMPACT ON OPERATING COSTS None

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community In this time of social distancing Parker residents are looking for ways to gather in open well-ventilated spaces. This fencing will provide an attractive area for theater patrons, rentals and community events.

Enhance Economic Vitality This new space will be rented by various community groups for small parties, receptions, fundraisers, farmers markets and other events. The more people that visit the downtown area, the more they spend on gas, restaurants and shopping, thus adding to the overall vitality of Parker.

Foster Community Creativity and Engagement The addition of attractive permanent and temporary fencing at The Schoolhouse will give a more finished look and will secure the area for events. The use of the temporary pieces will allow the plaza to remain open and welcoming to the public when an event is not in progress but reduce the staff required to set up for a rental event. The permanent fencing on the south patio provide an attractive welcoming entrance to The Schoolhouse. Capital Budget

308

Town of Parker 2021 Annual Budget


CULTURAL FUND PROJECTS Capital Project: Schoolhouse (Non-Historic)Tent

DESCRIPTION The Plaza at The Schoolhouse is a beautiful outdoor space that was created to join two historic buildings – The Schoolhouse and the Ruth Memorial Chapel. The Plaza is perfect for large events but a tent is required in case of inclement weather.

PURPOSE/DISCUSSION The Schoolhouse renovation began in 2014 and finished last fall with the completion of the plaza, south patio and parking lot. The Plaza was created to form an outdoor gathering space connecting The Ruth Memorial Chapel and The Schoolhouse. The Plaza is a unique rental venue because of its desirable location on Mainstreet in downtown Parker. The Plaza was designed to be large enough for a 40x60 tent which will allow the Cultural Department to increase rental revenue. A tent of this size will allow for seating of up to 200 people.

PROJECT BUDGET Year Actual 2019 Projected 2020 Budgeted 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 TOTAL

Expenditures $ 20,000 $ 20,000

FUNDING SOURCES Cultural Fund Revenue

IMPACT ON OPERATING COSTS None

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community A large tent will provide access to an outdoor gathering location for rental events in Parker. This pandemic has shown us how important outdoor space is to the health of our citizens. The purchase of a tent for outdoor Cultural events will provide an alternate location in all types of weather.

Enhance Economic Vitality Having this tent as an additional option for Farmer’s Market, Parker Days, and other community events means that small businesses and local organizations will now have a new place to display their wares and sell their products. Being able to promote these events brings more people in to Downtown Parker, where they will stay and spend their money.

Foster Community Creativity and Engagement The addition of a tent for Parker Arts opens up many possibilities for rental revenue, additional programming for the Cultural Department and Town and potential partnerships with organizations such as the Parker Area Chamber of Commerce and the Farmers Market.

Town of Parker 2021 Annual Budget

309

Capital Budget


CULTURAL FUND PROJECTS Capital Project: Schoolhouse (Non-Historic) Theater Projector and Screen

DESCRIPTION This budget item will replace the existing manually operated and outdated projection screen, which no longer meets current video standards, with a motorized screen that meets these standards and will purchase and install a projector with the correct specifications for the theater space and projection surfaces within.

PURPOSE/DISCUSSION We receive many requests to rent or use The Schoolhouse Theater that include the need for a screen and projector that meet current standards. Unfortunately, we quite often must turn away this business and the revenue that comes with it, as we don’t have this equipment. The completion of this project will immediately generate revenue for the department.

PROJECT BUDGET Year Actual 2019 Projected 2020 Budgeted 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 TOTAL

Expenditures $ 20,000 $ 20,000

FUNDING SOURCES Cultural Fund Revenue

IMPACT ON OPERATING COSTS None

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Enhance Economic Vitality Ticket buyers also dine out and shop downtown before and after theater events.

Foster Community Creativity and Engagement

The theater provides a performance space for a number of local arts groups and provides a pathway for community members to take an active role in the arts. By adding this equipment, we will be able to host both rental and presented groups in our theater that might not otherwise have come to Parker.

Capital Budget

310

Town of Parker 2021 Annual Budget


Town of Parker 2021 Annual Budget

311

Capital Budget


RECREATION FUND 10-YEAR PLAN CAPITAL PROJECTS - RECREATION FUND 2021-2030 TEN YEAR CAPITAL IMPROVEMENT PLAN DESCRIPTION REVENUES Charges for Services Intergovernmental Net Investment Earnings Miscellaneous Revenue Total Revenues Transfers In Transfers Out Less Non-Capital Expenditures Total Revenue available for Capital

CURRENT YEAR PROJECTED 2020

PRIOR YEAR ACTUAL 2019

$

6,161,863 21,500 82,507 5,333 6,271,203 2,330,145 500,000 8,073,973 27,375

$

NEXT YEAR BUDGETED 2021

3,680,668 $ 26,000 12,351 3,719,019 2,092,470 6,531,169 (719,680)

PROJECTIONS 2022 - 2030 (detail next page)

PROJECT TOTALS 2019 - 2030

6,577,700 20,000 5,000 6,602,700 2,835,500 8,917,769 520,431

5,727,917

EXPENDITURES Historical Projects

-

-

-

-

-

New Capital

-

-

-

-

-

Reinvestment in Existing Capital

-

-

-

-

-

8,845 21,485 -

-

35,000 309,000 20,000 -

516,000

8,845 56,485 309,000 20,000 516,000

14,610 50,625 95,564

123,000 -

71,000 45,500 35,000 20,000 -

-

180,000 253,500

14,610 121,625 45,500 35,000 20,000 303,000 253,500

123,000

535,500

125,000 1,074,500

125,000 1,828,564

42,902

-

-

-

42,902

10,980 53,882

-

-

291,280 291,280

10,980 291,280 345,162

149,446

123,000

535,500

1,365,780

2,173,726

2,264,092 (122,071)

2,142,021 (842,680)

1,299,341 (15,069)

Facilities Recreation Center Buildings & Improvements Hoop/Curtain Controllers HVAC Pool Dehumidification System PA System Future Projects Fieldhouse Buildings & Improvements Fire Panel LED Conversion VAV Controllers and Actuators ADA Player Benches Gymnasium Control Panel Turf Replacement Future Projects H2O'Brien Buildings & Improvements Future Projects Subtotal Facilities Machinery, Equipment and Software Sports & Leisure Machinery & Equipment Salisbury Park Scoreboard Replacement Recreation Center Machinery & Equipment Fitness Equipment Treadmill Equipment Fieldhouse 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

$

2,142,021

$

312

1,299,341

$

-

1,284,272

Town of Parker 2021 Annual Budget


RECREATION FUND 10-YEAR PLAN

PROJECTIONS: DETAIL BY YEAR

2022

Revenue for Capital

2023

Total Capital Exp. Fund balance - Jan 1 (Use)/Accum Ending Resources

$

2026

2027

2028

2029

2030

562,898

585,414

608,831

633,184

658,511

684,851

712,245

740,735

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

150,000

150,000

-

-

72,000

72,000

72,000

-

214,500

39,000

-

-

-

-

-

180,000 -

-

214,500

189,000

150,000

125,000 125,000

-

72,000

72,000

252,000

-

-

-

-

-

-

-

-

-

-

88,000 88,000

-

-

-

96,800 96,800

-

-

-

106,480 106,480

302,500

189,000

150,000

125,000

96,800

72,000

72,000

252,000

106,480

1,284,272 238,748

1,523,020 373,898

1,896,918 435,414

2,332,332 483,831

2,816,163 536,384

3,352,547 586,511

3,939,058 612,851

4,551,909 460,245

5,012,154 634,255

Reinvestment in Existing Capital

Mach,Equip,Software Sports/Leisure Sal Park Scorbrd Rec Center Fitness Treadmills Fieldhouse Subtotal

2025

541,248

New Capital

Facilities Rec Center Hoop/Curtain HVAC Pool Dehumidif. PA System Future Projects Fieldhouse Fire Panel LED Conversion VAV Controller ADA Bench Gym Control Panel Turf Replacement Future Projects H2O'Brien Future Projects Subtotal

2024

1,523,020

$

1,896,918

$

2,332,332

Town of Parker 2021 Annual Budget

$

2,816,163

313

$

3,352,547

$

3,939,058

$

4,551,909

$

5,012,154

$

5,646,409

Capital Budget


RECREATION FUND PROJECTS Capital Project: Recreation Center HVAC Reheat Boxes

DESCRIPTION This project provides funding to replace existing HVAC reheat boxes at the Recreation Center.

PURPOSE/DISCUSSION There are multiple reheat boxes throughout the facility. These units work in conjunction with the roof top units to provide conditioned air to the spaces that they serve. The existing reheat boxes have reached their expected useful life. There are a total of twelve reheat boxes that serve the facility and the project scope has been split into multiple years. This will allow staff to replace these units in a systematic approach and minimize the disruptions at the facility.

PROJECT BUDGET Year Actual 2019 Projected 2020 Budgeted 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 TOTAL

Capital Budget

Expenditures $ 21,485 35,000 $ 56,485

FUNDING SOURCES Recreation Fund Revenue

IMPACT ON OPERATING COSTS There is typically a 20% savings for projects of this nature when performed proactively as opposed to waiting for a unit failure and making repairs in an emergency situation.

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community These units provide conditioned space for activities and active patrons at this facility. As the devices age they become less efficient and require additional maintenance. The reduction in efficiency results in cold spots which can have a negative impact for patrons using the facility.

314

Town of Parker 2021 Annual Budget


RECREATION FUND PROJECTS 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 PDUs are designed to meet several functions of space and water conditions in a natatorium environment. Their primary function is to provide a healthy environment through conditioned space inclusive of temperature, humidity, and appropriate amounts of outside fresh air. They also balance pressure conditions between the natatorium and adjacent building space. There are two PDUs serving the natatorium at the Recreation Center. Both units must be operational to provide the appropriate amount of air exchanges and maintain correct static pressures within the natatorium area. During the most recent remodel of the facility one PDU was replaced and the other one was kept in service. Over the past five years, the PDU associated with this project has suffered multiple maintenance related issues and continues to be one unit at the Recreation Center that requires Facility Maintenance staff attention.

PROJECT BUDGET Year Actual 2019 Projected 2020 Budgeted 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 TOTAL

Expenditures $ 309,000 $ 309,000

FUNDING SOURCES Recreation Fund Revenue

IMPACT ON OPERATING COSTS Decreased non-routine maintenance costs

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community The pool at the Recreation Center is a high use function for this facility. From lap swimmers to silver sneaker activities, the pool impacts many patrons who visit the facility. Having efficient and operable equipment supporting the pool is an essential part of providing these services.

Enhance Economic Vitality Since the pool is a high use activity, many of the patrons attending the Recreation Center expect to swim. When the pool is out of service, the ability to retain clients is impacted thus reducing the ability for the facility to bring in the revenue to fund the cost of operating the facility.

Promote a Safe and Healthy Community Conditioned space in a natatorium environment includes the ability to effectively remove harmful materials from the space and maintain space pressures. A reliable system to control the environment is essential in providing space that is healthy and safe.

Town of Parker 2021 Annual Budget

315

Capital Budget


RECREATION FUND PROJECTS Capital Project: Recreation Center Public Address System

DESCRIPTION This budget item funds the installation of an emergency public address (PA) system in the Recreation Center using existing phone system. Speakers will be added to key points in the building in order to effectively notify patrons in an emergency situation.

PURPOSE/DISCUSSION The addition of a PA system would improve the level of emergency preparedness provided for the patrons in our recreation facility. A building-wide system would allow for voice paging and instant alerts throughout the facility in the event of an emergency. PA systems are already installed in the Parker Fieldhouse and Parker Town Hall, locations that are frequented by the public. During the 2015 Recreation Center expansion, the infrastructure was installed for a PA system but funding was unavailable at the time to proceed with the purchase and installation of equipment. The Recreation Center has a high volume of customers on a daily basis and the addition of a PA system would align us better with best practices implemented in most other public facilities

PROJECT BUDGET Year Actual 2019 Projected 2020 Budgeted 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 TOTAL

Capital Budget

Expenditures $ 20,000 $ 20,000

FUNDING SOURCES Recreation Fund Revenue

IMPACT ON OPERATING COSTS None

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Promote a Safe and Healthy Community An emergency PA system is a critical component to the Recreation Center’s overall emergency preparedness. Currently there is no such system in the facility. Adding it would ensure we are providing the highest level of life safety with timely and informative occupant notification to all our patrons.

316

Town of Parker 2021 Annual Budget


RECREATION FUND SECTION PROJECTS TITLE Capital Project: Fieldhouse LED Conversion

DESCRIPTION This project provides funding to replace the existing high bay fluorescent fixtures with LED fixtures.

PURPOSE/DISCUSSION This is a multiple year project designed to complete the conversion of this facility to LED lighting. In 2018, Facilities replaced the gym lights with LED. This provided a baseline for the two additional areas (rink and turf) for cost, complexity, and design and fixture type. LED lighting in these areas not only provides for better opportunities to use the facility amenities, but also impacts the financial cost of operations through a reduction in energy consumption.

PROJECT BUDGET Year Actual 2019 Projected 2020 Budgeted 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 TOTAL

Expenditures $ 50,625 71,000 $ 121,625

FUNDING SOURCES Recreation Fund Revenue

IMPACT ON OPERATING COSTS LED lighting retrofits have proven effective to reduce ongoing energy consumption with a Return on Investment (ROI) of typically less than two years. Furthermore, there will be a reduction to the ongoing cost of maintenance.

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community This project focuses on the turf area at the Fieldhouse. This area is heavily programmed with multiple lighting level requirements. These upgrades will allow this space to be appropriately lit for the multiple activities being programmed.

Enhance Economic Vitality LED fixtures reduce energy consumption and enhance lighting with less maintenance.

Foster Community Creativity and Engagement There are very few inside sports venues of this nature that serve the Town’s citizens. There are approximately 400,000+ visitors annually at the Fieldhouse.

Town of Parker 2021 Annual Budget

317

Capital Budget


RECREATION FUND PROJECTS Capital Project: Fieldhouse VAV Controllers and Actuators

DESCRIPTION This budget item provides funding to replace up to 17 VAV controllers and actuators.

PURPOSE/DISCUSSION These devices provide adjustable airflow and temperature control to the spaces within the facility. The controllers interface with the Town’s Building Automation System (BAS) at this facility and provides a high efficiency capability to manage the facility’s HVAC needs. The actuators control the damper devices in the box and adjust airflow to the space as needed. The controllers and actuators are approaching 14 years in service. The typical life span for VAV controllers is 15 years. As these devices age, their ability to properly control the environment wanes, resulting in inefficient management of the space temperature and conditioning. There is anticipated reduction in ongoing maintenance costs and possible improvements to indoor air quality and HVAC tempering related to this project.

PROJECT BUDGET Year Actual 2019 Projected 2020 Budgeted 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 TOTAL

Expenditures $ 45,500 $ 45,500

FUNDING SOURCES Recreation Fund Revenue

IMPACT ON OPERATING COSTS Decreased non-routine maintenance costs

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community Proper control of the VAV boxes improves the indoor air quality of a facility and ensures proper tempering of the space temperatures. As the Fieldhouse provides services to the public and is a large facility, it is important to be able to manage the space temperatures evenly.

Promote a Safe and Healthy Community There are very few inside sports venues of this nature that serve the Town’s citizens. There are approximately 400,000+ visitors annually at the Fieldhouse.

Capital Budget

318

Town of Parker 2021 Annual Budget


RECREATION FUND SECTION PROJECTS TITLE Capital Project: Fieldhouse ADA Player Benches

DESCRIPTION This budget item adds ADA accessible player benches to the Fieldhouse Sports and Events Center allowing the department to meet ADA recommendations set forth in the master plan.

PURPOSE/DISCUSSION With the Parks and Recreation Master Plan and ADA audit, an ADA transition plan was developed to meet best practices and ensure our facilities are inclusive. Adding ramps to and from the player benches and playing surfaces will improve access while going above and beyond the minimal ADA accommodation requirements. With the rapid interest and growth of our therapeutic recreation program, we continue to seek new opportunities to make our facility inclusive to all people.

PROJECT BUDGET Year Actual 2019 Projected 2020 Budgeted 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 TOTAL

Expenditures $ 35,000 $ 35,000

Town of Parker 2021 Annual Budget

FUNDING SOURCES Recreation Fund Revenue

IMPACT ON OPERATING COSTS None

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Promote a Safe and Healthy Community The renovation to include ADA accessible player benches promotes a safe and healthy community in an effort to be proactive and continue to provide excellent customer service.

319

Capital Budget


RECREATION FUND PROJECTS Capital Project: Fieldhouse Gymnasium Control Panel

DESCRIPTION An upgraded gymnasium control panel would provide a digital touchscreen to lower and raise hoops and curtains more efficiently and reliably.

PURPOSE/DISCUSSION The current touch pad system fails frequently. When the system does not operate properly the hoops or curtains are stuck in positions that impact programs and rentals. This results in lost revenues as well as poor customer service for the community. Failures often occur on weeknights or weekends resulting in emergency repairs. The cost of ongoing repair labor is significant. The existing touchpad panel requires that you hold a button down to raise and/or lower all the hoops. When switching from volleyball or pickleball to basketball it can take more than fifteen minutes to get everything in the appropriate position. A digital control panel would more efficiently make these adjustments.

PROJECT BUDGET Year Actual 2019 Projected 2020 Budgeted 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 TOTAL

Capital Budget

Expenditures $ 20,000 $ 20,000

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 Fully operational hoops are required to provide a safe and healthy space for various activities in the gymnasium.

320

Town of Parker 2021 Annual Budget


Town of Parker 2021 Annual Budget

321

Capital Budget


PUBLIC IMPROVEMENTS FUND 10-YEAR PLAN CAPITAL PROJECTS - PUBLIC IMPROVEMENTS FUND 2021-2030 TEN YEAR CAPITAL IMPROVEMENT PLAN DESCRIPTION REVENUES Sales and Use Taxes Intergovernmental Contributions Net Investment Earnings Miscellaneous Revenue Total Revenues Transfers In Transfers Out Less Non-Capital Expenditures Total Revenue available for Capital

CURRENT YEAR PROJECTED 2020

PRIOR YEAR ACTUAL 2019

$

3,885,169 3,713,061 1,391,332 653,973 9,643,535 1,606,144 627,789 10,621,890

$

3,480,000 23,791,000 1,759,910 340,000 1,836 29,372,746 2,000,000 2,316,796 29,055,950

NEXT YEAR BUDGETED 2021

$

3,480,500 2,922,640 1,000,000 300,000 7,703,140 2,250,000 2,025,000 7,928,140

PROJECTIONS 2022 - 2030 (detail next page)

PROJECT TOTALS 2019 - 2030

174,652,164

EXPENDITURES Historical Projects Traffic Signal (Standalone & Not In Roadway Listing Below): Chambers Road/Cottonwood Dr Traffic Signal Canterberry/Idyllwilde Traffic Signal Hess Rd/Country Meadow Square Traffic Signal Chambers Road/Grasslands Traffic Signal Jordan/Cottonwood Mid-block Ped Xing Chambers/Compark Traffic Signal Roadway CIP: 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 Hess-Motsenbocker Projects SW Parker Road and Mainstreet Subtotal Historical Projects New Capital Town-wide Sign Program Traffic Signal (Standalone & Not In Roadway Listing Below): Responsive Signal System Jordan Road/Parkerhouse Road Traffic Signal Parker Road/Parkglenn Way Traffic Signal Cottonwood Dr/Lanceleaf St Traffic Signal Motsenbocker Rd/French Creek Ave Parker Road Adaptive Signal Control Cottonwood Dr/Red Bud Lane Traffic Signal Dransfeldt Rd/Parkglenn Way Traffic Signal Hess Rd/Great Plain Way Traffic Signal Jordan Rd/Todd Dr Traffic Signal Chambers/Crowfoot/Bayou Traffic Signal Jordan Rd/Cedar Gulch Parkway Traffic Signal Lincoln Ave /Village Creek Parkway Traffic Signal 20 Mile/Pony Express Traffic Signal Chambers Stroh Span Wire Pine Dr/Summerset Lane Roadway CIP: Dransfeldt Extension - South of 20-Mile J Morgan Extension Parkglenn Way Extension to Brownstone Subtotal New Capital

Capital Budget

44,442 88,400 297,892 25,000 -

13,780 42,110 400,000 300,000 10,000

138,728 72,958 19,341 40,682 2,786,984 1,279,194 36,851 57,535 4,888,006

150,000 25,000 375,660 1,461,600 671,860 2,366,880 1,563,150 1,842,465 9,222,505

259,564

171,135

82,852 1,440 99,840 443,697

322

-

-

44,442 102,180 340,002 425,000 300,000 10,000

-

288,728 97,958 395,001 1,502,282 3,458,844 3,646,074 1,600,001 1,900,000 14,110,511

75,000

475,000

980,699

162,150 30,000 30,000 -

500,000 450,000 40,000 40,000 40,000 -

231,860 625,145

500,000 1,645,000

400,000 450,000 450,000 450,000 800,000 535,000 535,000 535,000 535,000 525,000 480,000 480,000 425,000 385,000 250,000 18,900,000 2,500,000 550,000 29,660,000

1,145,002 451,440 490,000 490,000 490,000 800,000 535,000 535,000 535,000 535,000 555,000 480,000 480,000 455,000 385,000 250,000 19,400,000 2,831,700 550,000 32,373,842

-

Town of Parker 2021 Annual Budget


PUBLIC IMPROVEMENTS FUND 10-YEAR PLAN

PROJECTIONS: DETAIL BY YEAR

Revenue for Capital

2022

16,503,406

2023

17,163,542

2024

17,850,084

2025

18,564,087

2026

2027

19,306,650

2028

20,078,916

2029

20,882,073

2030

21,717,356

22,586,050

NOTE: Projected revenue is a percent increase from the average of 2019-2021. It does not include future contributions, some of which have been received, some are guaranteed through contractual obligations, but many are simply expected to be available. These contributions will greatly impact the Ending Resourcers at the bottom of this page.

New Capital Townwide Sign Traffic Signal Responsive Signal Jordan/Parkerhouse Parker Rd/Parkglenn Cottonwd/Lanceleaf Mots/French Cr Parker Rd Adaptive Cottonwd/Red Bud Dransfeldt/Parkglenn Hess/Great Plain Jordan/Todd Chambers/Crowft Jordan/Cedar Gulch Lincoln/Village Cr 20 Mile/Pony Exp Chambers/Stroh Pine/Summerset Roadway CIP: Dransfeldt Ext J Morgan Ext Parkglenn Way Subtotal

50,000

25,000

100,000

200,000

100,000

-

-

-

-

400,000 450,000 450,000 450,000 325,000 30,000 30,000 425,000 -

450,000 450,000 35,000 250,000

35,000 35,000 35,000 350,000 -

500,000 500,000 35,000 500,000 -

800,000 500,000 -

-

-

200,000 -

-

500,000 2,500,000 5,610,000

18,000,000 19,210,000

400,000 50,000 1,005,000

500,000 2,235,000

-

-

-

-

-

1,400,000

-

-

200,000

-

Town of Parker 2021 Annual Budget

323

Capital Budget


PUBLIC IMPROVEMENTS FUND 10-YEAR PLAN PRIOR YEAR ACTUAL 2019

DESCRIPTION Reinvestment in Existing Capital Mainstreet North Side Sidewalk Power Line Undergrounding Median/Entryway Lighting & Landscaping Parker Road Sidewalk Project Sidewalk Gap Closures Roadway Safety Enhancements Pikes Peak Drive Sidewalk Improvements Fiber Optic Network Upgrades Miscellaneous Street Projects Roadway CIP: North Parker Road Improvements, Phase 1 and 2 Parker Rd/20 Mile/E470 Mobility Dransfeldt Widening - Main to Pony Express Mainstreet/20 Mile Int. Improvements Mainstreet Safety and Circulation Mainstreet Beautification Mainstreet/South Edge of O'Brien Park Lincoln Widening - Keystone to Parker Rd Pikes Peak Avenue Improvements Crowfoot Valley Widening - Stroh to Town Limit Chambers Widening - Stroh to Crowfoot Stroh Rd Widening - J Morgan to Motsenbocker Chambers Widening - Hess to Stroh Motsenbocker Widening - Todd Dr to Hess Rd Bayou Gulch Widening - Crowfoot South Jordan/Lincoln Improvements Dransfeldt Widening - Lincoln to Pony Express Hess Widening - Great Plain to Town Limit Pine Lane Widening - Jordan to Wintergreen Parker Rd/Jordan/E470 Mobility Cottonwood Widening - Jordan to Cherry Creek Subtotal Reinvestment in Existing

CURRENT YEAR PROJECTED 2020

NEXT YEAR BUDGETED 2021

PROJECTIONS 2022 - 2030 (detail next page)

PROJECT TOTALS 2019 - 2030

3,151 108,648 534,627 139,843 184,721 426,838 837,423

34,050 625,850 25,000 2,037,670 84,390 284,325 -

1,500,000 500,000 300,000 200,000 100,000 100,000 3,200,000 -

2,000,000 2,700,000 4,400,000 900,000 900,000 3,200,000 1,000,000 -

1,537,201 3,234,498 3,559,627 6,777,513 1,269,111 1,711,163 6,400,000 1,000,000 837,423

82,017 187,822 2,505,091

117,985 100,000 11,067,240 14,376,510

700,000 200,000 3,000,000 1,650,000 1,500,000 1,500,000 600,000 500,000 300,000 15,850,000

7,700,000 3,200,000 16,750,000 15,300,000 11,200,000 9,250,000 9,000,000 7,200,000 6,500,000 5,200,000 3,500,000 2,000,000 1,700,000 500,000 400,000 114,500,000

8,600,002 3,500,000 3,000,000 1,650,000 1,500,000 1,500,000 600,000 17,250,000 300,000 15,300,000 11,200,000 9,250,000 9,000,000 7,200,000 6,500,000 5,200,000 3,500,000 2,000,000 1,700,000 500,000 11,655,062 147,231,601

Facilities

-

-

-

-

-

Machinery, Equipment and Software

-

-

-

-

-

7,836,794

24,224,160

17,495,000

144,160,000

193,715,954

21,460,921 2,785,096

24,246,017 4,831,790

29,077,807 (9,566,860)

Total Capital Expenditures Fund balance - January 1 (Use)/Accumulation of Surplus Funds Ending Available Resources - December 31

Capital Budget

$

24,246,017

$

324

29,077,807

$

19,510,947

Town of Parker 2021 Annual Budget


PUBLIC IMPROVEMENTS FUND 10-YEAR PLAN PROJECTIONS: DETAIL BY YEAR

2022

Reinvestment in Existing Capital Mainsteet N Sidewalk Power Line Undergr Median/Entryway 300,000 Parker Rd Sidewalk Sidewalk Gap 100,000 Roadway Safety 100,000 Pikes Pk Sidewalk 200,000 Fiber Optic 300,000 Misc Streets N Parker Rd Parker/20/E470 Drans-Main/Pony Mainstreet/20 Mile Mainstreet Safety Mainstreet Beaut Mainstreet/O'Brien Lincoln-Keyst/Parker Pikes Pk Imp Crowfoot-Stroh+ Chambers-Stroh/Crow Stroh-J Morg/Mots Chambers-Hess/Stroh Mots-Todd/Hess Bayou Gulch-Crow Jordan/Lincoln Drans-Linc/Pony Hess-Great Plain+ Pine Lane-Jord/Wintr Parker/Jordan/E470 Cottonwd Widening Subtotal

2023

2024

2025

2026

2027

2028

2029

2030

500,000 300,000 200,000 100,000 100,000 3,000,000 175,000 -

300,000 2,000,000 100,000 100,000 -

500,000 300,000 . 100,000 100,000

300,000 100,000 100,000

500,000 300,000 200,000 100,000 100,000

300,000 2,000,000 100,000 100,000

500,000 300,000 100,000 100,000

300,000 100,000 100,000

75,000 -

-

250,000 -

-

200,000 -

-

10,000,000 3,000,000 200,000 13,700,000

500,000 1,500,000 3,450,000

700,000 2,000,000 5,200,000

14,000,000 500,000 15,700,000

600,000 6,000,000 7,100,000

5,200,000 200,000 250,000 750,000 400,000 7,800,000

2,500,000 3,000,000 500,000 -

16,000,000 -

8,500,000 500,000 200,000 500,000 20,075,000

8,000,000 700,000 5,000,000 32,200,000

700,000 500,000 6,500,000 500,000 9,275,000

Facilities

-

-

-

-

-

-

-

-

-

Mach,Equip,Software

-

-

-

-

-

-

-

-

-

13,410,000

39,285,000

33,205,000

11,510,000

15,100,000

3,450,000

5,200,000

15,900,000

7,100,000

19,510,947 3,093,406

22,604,353 (22,121,458)

482,895 (15,354,916)

(14,872,021) 7,054,087

(7,817,934) 4,206,650

(3,611,284) 16,628,916

13,017,632 15,682,073

28,699,705 5,817,356

34,517,061 15,486,050

$ 28,699,705

$ 34,517,061

$ 50,003,111

Total Capital Exp. Fund balance - Jan 1 (Use)/Accum Ending Resources

$ 22,604,353

$

482,895

$ (14,872,021) $ (7,817,934) $ (3,611,284) $ 13,017,632

*See Revenue note on first page that impacts Ending Resources

Town of Parker 2021 Annual Budget

325

Capital Budget


Capital Budget

326

Town of Parker 2021 Annual Budget


PUBLIC IMPROVEMENTS FUND PROJECTS: SECTION SIGNS TITLE Capital Project: Townwide Sign Program

DESCRIPTION The Townwide Sign Program (TWSP) was developed in 2007 to create consistent facility, park and downtown sign designs. The program also includes townwide wayfinding signage for visitors and residents using all modes of transportation.

PURPOSE/DISCUSSION Community signage plays an important role in the daily activities of residents and visitors including wayfinding, identification of public buildings or destinations, and other types of signage. The Townwide Sign Program is an essential part of the services provided to the citizens of Parker. The benefits of the TWSP include directional guidance, orientation, destination and facility identification, access and transportation mobility, Town branding, and the consistency in sign designs projecting a quality and professional image of the Town.

PROJECT BUDGET Year Actual 2019 Projected 2020 Budgeted 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 TOTAL

Expenditures $ 259,564 171,135 75,000 50,000 25,000 100,000 200,000 100,000 $ 980,699

FUNDING SOURCES Public Improvements Fund Revenue

IMPACT ON OPERATING COSTS None

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Enhance Economic Vitality The TWSP supports the Town’s branding, marketing and economic development efforts. Town signage lets residents and visitors know they have arrived in Parker, guides people to major public destinations or events supporting nearby businesses and industry, and creates a sense of place – all contributing to the Town’s high quality of life.

Develop a Visionary Community Through Balanced Growth The TWSP supports the Town’s commitment to providing exceptional community services, well planned development and excellent infrastructure. The Townwide Sign Program is essential for directional guidance, orientation, destination and facility identification, access and transportation mobility, Town branding, and the quality and professionalism of the Town’s image.

Town of Parker 2021 Annual Budget

327

Capital Budget


PUBLIC IMPROVEMENTS FUND PROJECTS: TRAFFIC SIGNALS Capital Project: Responsive Signal System - Phase 2

DESCRIPTION This budget item provides funding for the construction and implementation of the next phase of responsive traffic signal control system for the remainder of Parker.

PURPOSE/DISCUSSION Due to continued development in the Parker area, Parker’s roadways have and will continue to see increased traffic. In response, Town staff has already started the implementation of an advanced traffic signal control system on Parker Road. The responsive traffic signal system utilizes traffic counting stations on Parker Road that feed traffic volume information back to the master traffic signal system. The master system can then respond to traffic by picking an appropriate traffic signal timing plan. Changes to traffic patterns can occur around accidents, holidays, school delay or in the case in March of 2020, a dramatic decrease in traffic due to COVID-19 restrictions. The first phase of the responsive signal system was started in 2019 and fully functional by mid-2020. It has already resulted in improved traffic flow on Parker Road (based on field results in the first-half of 2020). The phase one system handles the thirteen traffic signals on Parker Road and adjacent traffic signal locations that are in close proximity to Parker Road. The success of Phase 1 during the COVID-19 traffic reductions resulted in Town staff looking at the rest of the Town and what it would take to implement townwide traffic responsive signal operations. The map indicates the decided upon locations.

PROJECT BUDGET Year Actual 2019 Projected 2020 Budgeted 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 TOTAL

Expenditures $ 82,852 162,150 500,000 400,000 $ 1,145,002

FUNDING SOURCES Public Improvements Fund Revenue; submitted application for partial funding

IMPACT ON OPERATING COSTS The additional counting equipment will require new repair and maintenance (R&M) funding plus electricity.

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Enhance Economic Vitality

The traffic signal control system will support improved traffic flows on Parker roadways. While Phase 1 looked at Parker Road as the most important roadway in the Town of Parker for economic vitality, other Town roadways are important as well. Improvement of the traffic flows on Parker roadways will support the overall economic vitality of the Town.

Capital Budget

328

Town of Parker 2021 Annual Budget


PUBLIC IMPROVEMENTS FUND PROJECTS: TRAFFIC SIGNALS Capital Project: Responsive Signal System - Phase 2 (con’t) Develop a Visionary Community through Balanced Growth This traffic signal control is part of the needed infrastructure to support the planned development of the adjacent areas.

Promote a Safe and Healthy Community This traffic signal control will assist in providing a safe transportation network. rke Pa d

Rd

rR

n rda Jo

Arapahoe County

Proposed Mid-Block Counting Stations and Pan-Tilt-Zoom Camera Locations Overview Map

Douglas County

7" 3

!

E-47

Proposed Mid-Block Radar Counting Stations

0

!7

# 0

6

! ! ! ! ! ! !

Pine Ln

"

5

oln Av e

# 0

d ile R nty M Twe

Chambers Rd

Pine Dr

4 !"

2 - Hilltop Road/Sundown Trail 3 - Chambers Road/Happy Canyon bridge 4 - Lincoln Avenue/Newlin Gulch 5 - Mainstreet/Cherry Creek bridge 6 - Hess Road/Tammy Lane 7 - Jordan Road/E-470 (south)

Existing Mid-Block Counting Stn

# 0

Lin c

1 - Mainstreet/Stonehenge Way

Existing Mid-Block Counting Stn

5

! Mainstreet

"

1

# 0 # 0

Hilltop Rd

Jordan Rd

6

4

!

# 0

"

Mainstreet

2

! "

3

2

Hess Rd Parker

!

"

1

Rd

llto Hi p Rd

Stroh Rd

Proposed Pan-Tilt-Zoom Camera Locations

µ

Cr

ow f

oo t

Va lle y

Rd

" " " " " " "

0

0.5

1 Mile

Town of Parker 2021 Annual Budget

329

1 - Hilltop Road/Canterberry Parkway 2 - Mainstreet/Willow Park Drive 3 - Mainstreet/Twenty Mile Road 4 - Hess Road/Chambers Road 5 - Lincoln Avenue/Riverstone 6 - Jordan Road/Pine Lane 7 - Chambers Road/Compark Boulevard

Capital Budget


Ch

Jordan

e

SECTIONIMPROVEMENTS PUBLIC TITLE FUND PROJECTS: TRAFFIC SIGNALS Rd

Cottonwood

Capital Project: Jordan Road/ParkerhouseDove Road Traffic Signal

Co

Village

nw tto

DESCRIPTION This budget item funds a traffic signal at the Jordan Road and Parkerhouse Road intersection.

PURPOSE/DISCUSSION Traffic Signal Location

Cr

Parkerhouse Rd

e

Design of this traffic signal was completed in 2019. Currently, there has been ongoing development in the immediate area that will increase traffic at the intersection. The anticipated increase in traffic is projected to meet minimum MUTCD (Manual on Uniform Traffic Control Devices) warrants in 2021.

E-47

0

FUNDING SOURCES

E-470

Public Improvements Fund Revenue; partial funding from developers of adjacent projects

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 $4,500/year.

PROJECT BUDGET Year Actual 2019 Projected 2020 Budgeted 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 TOTAL

Expenditures 1,440 450,000 $ 451,440

Jordan Rd

Stonegate

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community

µ

Pine L

Challenger Par Estates

This traffic signal will support access to parks, trails and recreational amenities. Signals will also include pedestrian 0 500 1,000 crossing improvements that will improve the walkability Feet and connectivity of the existing sidewalk systems in the area.

Enhance Economic Vitality This traffic signal is needed to support the adjacent development and provide improved access to the Town’s roadway network that will support the overall economic vitality of the Town.

Promote a Safe and Healthy Community This traffic signal is needed to support a safe transportation network to serve the adjacent developments. Traffic signals are critical to ensure intersection safety by reducing severe accidents that would otherwise occur without them. Capital Budget

330

Town of Parker 2021 Annual Budget


PUBLIC IMPROVEMENTS FUND PROJECTS: TRAFFIC SECTION SIGNALS TITLE Capital Project: Parker Road/Parkglenn Way Traffic Signal

DESCRIPTION This budget item funds a traffic signal at the Parker Road and Parkglenn Way intersection.

PURPOSE/DISCUSSION A 2020 MUTCD warrants study showed that this location meets minimum requirements for signalization. Given reductions in traffic due to COVID-19, traffic has decreased on Parker Road but is anticipated to rebound in the future. Design should be undertaken in 2021 to allow for potential construction in 2022.

FUNDING SOURCES Public Improvements Fund Revenue; partial funding held in escrow from a limited improvement district.

IMPACT ON OPERATING COSTS This traffic signal will require monthly repair and maintenance (R&M) plus electricity. The Town’s current R&M rate for traffic signals is approximately $4,500/year.

PROJECT BUDGET Year Actual 2019 Projected 2020 Budgeted 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 TOTAL

Expenditures $ 40,000 450,000 $ 490,000

Town of Parker 2021 Annual Budget

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Enhance Economic Vitality This traffic signal is needed to support the adjacent development and provide improved access to the Town’s roadway network that will support the overall economic vitality of the Town.

Promote a Safe and Healthy Community This traffic signal is needed to support a safe transportation network to serve the adjacent developments. Traffic signals are critical to ensure intersection safety by reducing severe accidents that would otherwise occur without them.

331

Capital Budget


SECTIONIMPROVEMENTS PUBLIC TITLE FUND PROJECTS: TRAFFIC SIGNALS Capital Project: Cottonwood Drive/Lanceleaf Street Traffic Signal

DESCRIPTION This budget item funds a traffic signal at the Cottonwood Drive and Lanceleaf Street intersection.

PURPOSE/DISCUSSION Based on the ongoing development of the Cottonwood Highlands subdivision and the planned development, in addition to the widening of Cottonwood Drive between Jordan Road and Chambers Road, it is anticipated that this location will meet warrants for installation in the near future. In addition, the Town is planning to begin construction of the Cottonwood Drive widening over Cherry Creek in late-2020, due to continued traffic increases in the area. The design of this traffic signal should be undertaken in 2021 so that construction can potentially be completed in 2022.

PROJECT BUDGET Year Actual 2019 Projected 2020 Budgeted 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 TOTAL

Expenditures $ 40,000 450,000 $ 490,000

FUNDING SOURCES Public Improvements Fund Revenue; partial funding held in escrow from Cottonwood Highlands development.

IMPACT ON OPERATING COSTS This traffic signal will require monthly repair and maintenance (R&M) plus electricity. The Town’s current R&M rate for traffic signals is approximately $4,500/year.

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Enhance Economic Vitality This traffic signal is needed to support the adjacent development and provide improved access to the Town’s roadway network that will support the overall economic vitality of the Town.

Promote a Safe and Healthy Community This traffic signal is needed to support a safe transportation network to serve the adjacent developments. Traffic signals are critical to ensure intersection safety by reducing severe accidents that would otherwise occur without them. Capital Budget

332

Town of Parker 2021 Annual Budget


PUBLIC IMPROVEMENTS FUND PROJECTS: TRAFFIC SECTION SIGNALS TITLE Capital Project: Motsenbocker Road/French Creek Avenue Traffic Signal

DESCRIPTION This budget item funds a traffic signal at the Motsenbocker Road and French Creek Avenue intersection.

PURPOSE/DISCUSSION Based on traffic projections, planned adjacent development and development to the south of this intersection, this location is anticipated to be signalized in the future. The MUTCD warrants study in early 2020 showed that the location does not currently meet warrants but is close and anticipated to meet in the near future, due to continued development in the area. Therefore, design should be undertaken in 2021 to allow for future signalization (currently projected for 2022).

FUNDING SOURCES Public Improvements Fund Revenue

PROJECT BUDGET Year Actual 2019 Projected 2020 Budgeted 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 TOTAL

Expenditures $ 40,000 450,000 $ 490,000

IMPACT ON OPERATING COSTS This traffic signal will require monthly repair and maintenance (R&M) plus electricity. The Town’s current R&M rate for traffic signals is approximately $4,500/year.

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Enhance Economic Vitality This traffic signal is needed to support the adjacent development and provide improved access to the Town’s roadway network that will support the overall economic vitality of the Town.

Promote a Safe and Healthy Community

This traffic signal is needed to support a safe transportation network to serve the adjacent developments. Traffic signals are critical to ensure intersection safety by reducing severe accidents that would otherwise occur without them.

Town of Parker 2021 Annual Budget

333

Capital Budget


SECTIONIMPROVEMENTS PUBLIC TITLE FUND PROJECTS: ROADS Capital Project: Dransfeldt Road Extension South of Twenty Mile Road

DESCRIPTION This budget item provides funding for the extension of Dransfeldt Road south of the Twenty Mile Road intersection, across Cherry Creek and connecting into Motsenbocker Road adjacent to the west side of the Salisbury Park North property. It will include the realignment and improvement of Motsenbocker Road from the Todd Drive intersection back to the new intersection to be constructed with the Dransfeldt Road extension project.

PURPOSE/DISCUSSION The Town has significant planned development areas remaining at the southwest quadrant of the Town. To support this planned development, an additional crossing of Cherry Creek is needed. The extension of Dransfeldt Road over Cherry Creek will add an additional roadway connection over Cherry Creek to provide redundancy in the Parker area roadway network. This roadway is also needed to support the current and future economic development at the Parker Road/Twenty Mile/Hilltop commercial area. Finally, this roadway will provide an additional connection to the existing Salisbury Park facility and proposed Salisbury Park North infrastructure.

PROJECT BUDGET Year Actual 2019 Projected 2020 Budgeted 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 TOTAL

Expenditures $ 500,000 500,000 18,000,000 400,000 $ 19,400,000

FUNDING SOURCES Public Improvements Fund Revenue; partial funding anticipated with intergovernmental agreements

IMPACT ON OPERATING COSTS As with any new roadway 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 and preventative maintenance such as mill/overlays are performed.

IMPACT ON OTHER DEPARTMENTS The project will include construction of new sidewalks and trails. Snow removal is not typically the Town’s responsibility unless the Town is the adjacent property owner (with the Parks Department handling snow removal if this is the case).

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community The addition of a multimodal (pedestrians, bikes and vehicles) connection over Cherry Creek can promote a healthy lifestyle by providing access to Salisbury Park.

Capital Budget

334

Town of Parker 2021 Annual Budget


PUBLIC IMPROVEMENTS FUND PROJECTS: ROADS Capital Project: Dransfeldt Road Extension South of Twenty Mile Road (con’t) Enhance Economic Vitality This project will provide a multimodal (pedestrian, bike and vehicle) connection and accessibility to the commercial development near the Parker Road/Twenty Mile Road/Hilltop Road intersection from the future development at the southwest quadrant of the Parker community that is planned for the future.

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Proposed Dransfeldt Rd Extension and Crossing of Cherry Creek PARKE

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Town of Parker 2021 Annual Budget

335

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This roadway will create an alternate and redundant infrastructure connection over Cherry Creek that is needed to support the planned development of the southwest quadrant of the Town.

Innovate with Collaborative Governance

Motsenbocker Road Improvements Vicinity Map N LO

Develop a Visionary Community through Balanced Growth

Capital Budget


PUBLIC IMPROVEMENTS FUND PROJECTS: ROADS Capital Project: Dransfeldt Road Widening - Mainstreet to Pony Express

DESCRIPTION This budget item provides funding for the widening of Dransfeldt Road between Mainstreet and Pony Express.

PURPOSE/DISCUSSION The addition of a second southbound lane is needed for traffic operations on Dransfeldt Road north of Mainstreet. The intersection is currently over capacity at peak times and projected to get worse with continued development.

PROJECT BUDGET Year Actual 2019 Projected 2020 Budgeted 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 TOTAL

Expenditures $ 3,000,000 $ 3,000,000

FUNDING SOURCES P3 Funds

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 needed traffic operational improvements on Dransfeldt Road to improve safety and traffic flow to support the economic vitality of the surrounding area. Dransfeldt Road is an important north-south collector roadway that supports the Town’s businesses in the area.

Develop a Visionary Community Through Balanced Growth This project will create the needed infrastructure to support the planned development of the surrounding area. This section of Dransfeldt Road is very congested during peak travel times with the intersections approaching a failing level of service. Traffic is projected to increase in this area, which will only compound the mobility issues.

Promote a Safe and Healthy Community This project will assist in providing a safe transportation network for the community via safety and traffic flow improvements on Dransfeldt Road. .

Capital Budget

336

Town of Parker 2021 Annual Budget


PUBLIC IMPROVEMENTS FUND PROJECTS: ROADS Capital Project: Dransfeldt Road Widening - Mainstreet to Pony Express (con’t)

Dransfeldt Road Widening in Coordination with P3 Vicinity Map

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Town of Parker 2021 Annual Budget

Parker Central Area URP

337

Capital Budget


PUBLIC IMPROVEMENTS FUND PROJECTS: ROADS 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 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 This project continues the implementation of the Parker Road Master Plan that the Town completed in November of 2019. Proposed improvements include widening and/or connecting current acceleration/deceleration lanes on Parker Road on the southbound direction between E-470 and Lincoln Avenue. The proposed improvements are a phased approach to implement the anticipated quadruple lane configuration on Parker Road between Lincoln Avenue and E-470. This project will increase the travel lanes and improve vehicular mobility on Parker Road, which currently experiences heavy congestion during rush hour. This congestion is anticipated to increase.

PROJECT BUDGET Year Actual 2019 Projected 2020 Budgeted 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 TOTAL

Expenditures $ 82,017 117,985 700,000 5,200,000 2,500,000 $ 8,600,002

FUNDING SOURCES Public Improvements Fund Revenue; partial federal and state funding

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 needed traffic operational improvements on Parker Road to improve safety and traffic flow 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. This section of Parker Road is very congested during peak travel times with the intersections approaching a failing level of service. Traffic is projected to increase significantly in this area, which will only compound the mobility issues. Capital Budget

338

Town of Parker 2021 Annual Budget


PUBLIC IMPROVEMENTS FUND PROJECTS: ROADS Capital Project: North Parker Road Improvements (con’t) Promote a Safe and Healthy Community This project will assist in providing a safe transportation network for the community via safety and traffic flow improvements on Parker Road.

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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

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Construct fourth southbound lane and improve intersection to through/right configuration

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Extend southbound acceleration lane to approximately 550 feet south of Lincoln Avenue

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Town of Parker 2021 Annual Budget

339

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Capital Budget


PUBLIC IMPROVEMENTS FUND PROJECTS: ROADS Capital Project: Parker Road/Twenty Mile Road/E-470 Mobility Improvements

DESCRIPTION This budget item provides funding for improvements to connect the eastbound/northbound E-470 off-ramp at Parker Road to southbound Twenty Mile Road.

PURPOSE/DISCUSSION This project continues the implementation of the Parker Road Master Plan that the Town completed in November of 2019. Proposed improvements will connect the eastbound/ northbound E-470 off-ramp at Parker Road to southbound Twenty Mile Road plus off-ramp improvements and widening of Twenty Mile Road. These improvements are part of a phased approach to implement the anticipated quadruple lane configuration on Parker Road between Lincoln Avenue and E-470. This project will provide alternative connections to the traveling public, decrease (by utilization of alternate routes) the traffic on Parker Road and improve vehicular mobility. Parker Road currently experiences heavy congestion during rush hour that is projected to increase. Later phases of improvements will be needed to meet the master plan.

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; partial outside funding

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 needed traffic operational improvements on Parker Road to improve safety and traffic flow 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. The section of Parker Road between E-470 and Lincoln Avenue is very congested during peak travel times with the intersections approaching a failing level of service. Traffic is projected to increase in this area, which will only compound the mobility issues.

Capital Budget

340

Town of Parker 2021 Annual Budget


PUBLIC IMPROVEMENTS FUND PROJECTS: ROADS Capital Project: Parker Road/Twenty Mile Road/E-470 Mobility Improvements (con’t) Promote a Safe and Healthy Community This project will assist in providing a safe transportation network for the community via safety and traffic flow improvements on Parker Road.

Parker Road Operational Improvements Vicinity Map

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Twenty Mile Rd

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Convert Fourth Southbound Parker Road Lane to Through/Right ker Rd

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Town of Parker 2021 Annual Budget

341

Capital Budget


PUBLIC IMPROVEMENTS FUND PROJECTS: ROADS Capital Project: Mainstreet/Twenty Mile Intersection Improvements

DESCRIPTION This budget item provides funding for turn lane additions at the intersection for improved traffic operations, including 3/4 movement from Twenty Mile to Stage Run.

PURPOSE/DISCUSSION The Town originally constructed the Mainstreet and Twenty Mile Road intersection in 2000 to support the planned development in the area. Nearly a decade later, the Town completed some additional improvements at the intersection for a northbound Twenty Mile Road double-left-hand turn lane to support increased traffic in the area. Due to continued growth in the area, additional improvements at the intersection area are becoming needed. This project consists of the following circulation improvements: • Addition of a southbound right-hand turn lane from Twenty Mile Road to westbound Mainstreet • Widening of the existing single left-hand turn lane to a double-left hand turn lane from eastbound Mainstreet to northbound Twenty Mile Road. • Addition of a left-in on southbound Twenty Mile Road to Stage Run (creating a 3/4 movement) These improvements are needed due to continued development in the area around the intersection, which has resulted in increased traffic flows. Due to the addition of the American Academy charter school on Twenty Mile Road, there has been an increase in peak traffic flows associated with the school drop off and pickup times. There is still development anticipated in the area that will continue to increase the traffic at the intersection and the improvements that are needed.

PROJECT BUDGET Year Actual 2019 Projected 2020 Budgeted 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 TOTAL

Capital Budget

Expenditures $ 1,650,000 $ 1,650,000

FUNDING SOURCES P3 Funds

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

342

Town of Parker 2021 Annual Budget


PUBLIC IMPROVEMENTS FUND PROJECTS: ROADS Capital Project: Mainstreet/Twenty Mile Intersection Improvements (con’t)

TOWN STRATEGIC GOALS ACHIEVED Enhance Economic Vitality This project will complete intersection improvements at the Mainstreet and Twenty Mile Road intersection area to improve 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.

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 Twenty Mile Road intersection area.

Town of Parker 2021 Annual Budget

343

Capital Budget


PUBLIC IMPROVEMENTS FUND PROJECTS: ROADS Capital Project: Lincoln Avenue Widening - Keystone to Parker Road

DESCRIPTION This budget item provides funding for the widening of Lincoln Avenue from Keystone to Parker Road to a triple-lane configuration.

PURPOSE/DISCUSSION Lincoln Avenue was widened to its current four lane configuration in 1997/1998, but based on traffic projections at that time, the ultimate six lane (triple lanes each direction) was known to be needed in the future. Due to continued and projected traffic increases on Lincoln Avenue, the time has come for this widening to occur. The project will include widening of four structures with two at Newlin Gulch and two at Cherry Creek.

PROJECT BUDGET Year Actual 2019 Projected 2020 Budgeted 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 TOTAL

Expenditures $ 500,000 250,000 500,000 16,000,000 $ 17,250,000

FUNDING SOURCES Public Improvements Fund Revenue; anticipated partial funding

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 Support an Active Community The project will improve circulation on Lincoln Avenue around and near the Town’s Recreation Center and Douglas County’s Challenger Park that are some of the outstanding recreational amenities in the Parker area.

Enhance Economic Vitality These improvements will affect the traffic operations near the project that should in turn, impact 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

344

Town of Parker 2021 Annual Budget


PUBLIC IMPROVEMENTS FUND PROJECTS: ROADS Capital Project: Lincoln Avenue Widening - Keystone to Parker Road Promote a Safe and Healthy Community The infrastructure created by this project will support the planned development of the surrounding area to promote a safe transportation network.

Lincoln Avenue Widening Vicinity Map E-470

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Parker Rd to Keystone Blvd (western Town limit)

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1,000 Feet

Town of Parker 2021 Annual Budget

345

Capital Budget


SECTIONIMPROVEMENTS PUBLIC TITLE FUND PROJECTS: ROADS Capital Project: Roadway Safety Enhancements

DESCRIPTION The Town has numerous roadway safety needs in our community. The locations that utilize the roadway safety enhancements funding will vary annually depending on needs determined by development, schools and multimodal needs.

PURPOSE/DISCUSSION The Public Works Department reviews roadway safety concerns and issues semi-annually. This review is based on intersections with missing luminaires, sight distance concerns and any issues or complaints from the Town’s citizens, homeowner associations (HOA) and other governmental agencies (such as Douglas County). Several times each year, this listing is re-evaluated in order to most effectively utilize the available funding based on engineering judgment. This annual fund allows the Town to be proactive, responsive and flexible in the application of these safety-related funds.

PROJECT BUDGET Year Actual 2019 Projected 2020 Budgeted 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 TOTAL

Expenditures $ 426,838 284,325 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 $ 1,711,163

FUNDING SOURCES Public Improvements Fund Revenue; FASTER funding received from the State of Colorado.

IMPACT ON OPERATING COSTS Operating cost impacts depend on the type of safety enhancement undertaken.

IMPACT ON OTHER DEPARTMENTS The impact on other departments depends on the type of safety enhancement undertaken.

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.

Innovate with Collaborative Governance Past projects have included joint safety projects with Douglas County and Douglas County School District. There may be opportunities in the future to jointly complete projects with outside governmental entities (including metro districts). Capital Budget

346

Town of Parker 2021 Annual Budget


PUBLIC IMPROVEMENTS FUND PROJECTS: SECTION SIDEWALKS TITLE Capital Project: Mainstreet North Side Sidewalk

DESCRIPTION This budget item provides funding for pedestrian improvements on Mainstreet (north side) in front of Town and Country Village.

PURPOSE/DISCUSSION Currently a 5-foot sidewalk exists adjacent to the Town and County Village development along the north side of Mainstreet between the Victorian Drive (east) intersection and the PACE Center Drive intersection. Given development of the Discovery Park/Douglas County library to the east and downtown streetscape improvements to the west, pedestrian route improvements are needed to connect the eastern end of downtown with the central area of downtown. This project will widen the sidewalk, add pedestrian lighting and improve landscaping along this stretch.

PROJECT BUDGET Year Actual 2019 Projected 2020 Budgeted 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 TOTAL

Expenditures $ 3,151 34,050 1,500,000 $ 1,537,201

FUNDING SOURCES P3 Funds

IMPACT ON OPERATING COSTS None

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community The improvements to the pedestrian route along Mainstreet in the community can promote a healthy lifestyle by promoting pedestrian use and will provide access to our recreational amenities like Discovery Park.

Enhance Economic Vitality This project will complete pedestrian improvements along Mainstreet to improve safety and support the economic vitality of the surrounding area. Mainstreet is an important roadway in the Town for economic activity.

Develop a Visionary Community through Balanced Growth This project will create the needed infrastructure to support the planned development of the surrounding area.

Town of Parker 2021 Annual Budget

347

Capital Budget


PUBLIC IMPROVEMENTS FUND PROJECTS: SIDEWALKS Capital Project: Parker Road Sidewalk Project

DESCRIPTION This budget item provides funding for a phased multiple-year approach to completing the sidewalk/multi-use trail adjacent to Parker Road.

PURPOSE/DISCUSSION Numerous gaps exist in the sidewalk/multi-use trail adjacent to Parker Road. It has been a goal of Town Council for over 20 years to complete this needed multi-modal infrastructure for both pedestrians and bicycles. Developments adjacent to Parker Road over the past 20 years have completed their appropriate sidewalk/multi-use trails but due to the way that the developments have occurred over time, gaps exist that need to be closed and eliminated. Some of the existing gap areas will be eliminated with additional development, but the Town will need to address the majority of the gaps remaining. The 2021 request is for additional design efforts as a result of CDOT funding requirements and further refinement of the design for the section of the Parker Road sidewalk between the Hilltop/ Twenty Mile intersection and the Hess Road intersection.

PROJECT BUDGET Year Actual 2019 Projected 2020 Budgeted 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 TOTAL

Expenditures $ 139,843 2,037,670 200,000 200,000 2,000,000 . 200,000 2,000,000 $ 6,777,513

FUNDING SOURCES Public Improvements Fund Revenue; anticipated State and/or Federal multi-modal funds as part of upcoming DRCOG TIP (Transportation Improvement Program) funding

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 Enhance Economic Vitality This project will provide a multi-modal (pedestrian and bike) connection and accessibility to the commercial development near the Parker Road/Twenty 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

348

Town of Parker 2021 Annual Budget


PUBLIC IMPROVEMENTS FUND PROJECTS: SIDEWALKS Capital Project: Pikes Peak Drive Sidewalk Improvements

DESCRIPTION This budget item provides funding for the widening of sidewalks and for pedestrian lighting on Pikes Peak Drive from Mainstreet to the Sulphur Gulch Trail crossing.

PURPOSE/DISCUSSION This project will construct widened sidewalks and install pedestrian lighting on Pikes Peak Drive from Mainstreet to the Sulphur Gulch Trail crossing. The current width of the majority of the sidewalk on Pikes Peak Drive does not meet ADA requirements as it is less than four feet wide. Any widening of the sidewalk will require sidewalk easements and/or additional right-of-way. The effective width of the widened sidewalk will also be affected by the addition of pedestrian lighting similar to what is on Mainstreet on both sides of the Pikes Peak Drive intersection.

PROJECT BUDGET Year Actual 2019 Projected 2020 Budgeted 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 TOTAL

Expenditures $ 426,838 284,325 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 $ 1,711,163

FUNDING SOURCES Public Improvements Fund Revenue with potential P3 funding

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. The pedestrian lighting will require monthly repair and maintenance support by the Traffic Services division of the Engineering/Public Works Department.

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community These improvements should improve accessibility between the downtown area and Sulphur Gulch Trail that provides access to the Cherry Creek Trail.

Enhance Economic Vitality These improvements will improve the multi-modal operations and accessibility in the vicinity which should in turn, improve the economic vitality of the surrounding area.

Innovate with Collaborative Governance Potential funding for this project is via P3/PAR as it will support the adjacent development and addresses a blight issues as the sidewalks are not ADA compliant.

Town of Parker 2021 Annual Budget

349

Capital Budget


PUBLIC IMPROVEMENTS FUND PROJECTS: SIDEWALKS 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 Town has extensive sidewalk gaps in the community that need annual funding to address. The locations that utilize the sidewalk gap elimination funding will vary annually depending on needs determined by development, schools and recreation needs. Based on direction from Town Council, Town staff started the design of the sidewalk adjacent to Hilltop Road from the Pine Drive intersection to the Hidden River Lane intersection, but this effort was halted due to COVID budget impacts. These improvements are going to be very costly due to the need to install retaining walls to complete them and will require “pooling” of the annual funding for a multi-year period to a single year to complete them. The budget shown below is for annual funding at a consistent level. The preliminary design estimate for this section of sidewalk gap on Hilltop Road is approaching $1,000,000 to complete or an equivalent of 10 years at prior funding levels (of $100k/year).

PROJECT BUDGET Year Actual 2019 Projected 2020 Budgeted 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 TOTAL

Expenditures $ 184,721 84,390 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 $ 1,269,111

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 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 elimination of sidewalk gaps in the community can assist a healthy lifestyle by promoting pedestrian use and access to our recreational amenities.

Enhance Economic Vitality This program’s effort will support the planned development of the adjacent areas by eliminating sidewalk gaps which allows better accessibility to commercial developments. Capital Budget

350

Town of Parker 2021 Annual Budget


PUBLIC IMPROVEMENTS FUND PROJECTS: OTHER Capital Project: Mainstreet Safety and Circulation

DESCRIPTION This budget item provides funding for safety and circulation improvements on Mainstreet between Parker Road and Pine Drive intersections.

PURPOSE/DISCUSSION This project includes installation of a traffic signal at the Mainstreet/Victorian Drive (west) intersection, bulb-out and lighting improvements on the Victorian Drive loop and turn lane improvements on Mainstreet.

PROJECT BUDGET Year Actual 2019 Projected 2020 Budgeted 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 TOTAL

Expenditures $ 1,500,000 $ 1,500,000

FUNDING SOURCES P3 Funds

IMPACT ON OPERATING COSTS None

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Enhance Economic Vitality This project will complete safety and circulation improvements on Mainstreet and Victorian Drive to improve safety and traffic flow that is needed to support the economic vitality of the surrounding area.

Develop a Visionary Community Through Balanced Growth This project is will create the needed infrastructure to support the planned development of the surrounding area.

Promote a Safe and Healthy Community This project will assist in providing a safe transportation network for the community via safety and traffic flow and pedestrian improvements on the Mainstreet and Victorian Drive. This will result in a safer transportation network that is needed to offset the increased traffic (vehicular, pedestrian and bike).

Town of Parker 2021 Annual Budget

351

Capital Budget


SECTIONIMPROVEMENTS PUBLIC TITLE FUND PROJECTS: OTHER Capital Project: Mainstreet Beautification

DESCRIPTION This budget item provides funding for streetscape, pedestrian, sidewalk, lighting and landscaping improvements along both sides of Mainstreet between the Twenty Mile Road and Dransfeldt Road intersections.

PURPOSE/DISCUSSION To support adjacent development, pedestrian and streetscape improvements are needed for the section of Mainstreet between the Twenty Mile Road and Dransfeldt Road.

PROJECT BUDGET Year Actual 2019 Projected 2020 Budgeted 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 TOTAL

Expenditures $ 1,500,000 $ 1,500,000

FUNDING SOURCES P3 Funds

IMPACT ON OPERATING COSTS None

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community The improvements to the pedestrian route along Mainstreet in the community can promote a healthy lifestyle by promoting pedestrian use and will provide access to our recreational amenities like the Cherry Creek Trail.

Enhance Economic Vitality This project will complete pedestrian improvements along Mainstreet to improve safety and support the economic vitality of the surrounding area. Mainstreet is an important roadway in the Town for economic activity.

Develop a Visionary Community Through Balanced Growth This project will create the needed infrastructure to support the planned development of the surrounding area.

Promote a Safe and Healthy Community This project will assist in providing a safe transportation network for the community via pedestrian improvements along Mainstreet. Capital Budget

352

Town of Parker 2021 Annual Budget


PUBLIC IMPROVEMENTS FUND PROJECTS: OTHER Capital Project: Mainstreet/South Edge of O’Brien Park

DESCRIPTION This budget item provides funding for pedestrian and landscape improvements along the southern edge of O’Brien Park, adjacent to Mainstreet.

PURPOSE/DISCUSSION The emphasis of the project is to assist in providing safe pedestrian movement by reinforcing no pedestrian crossing of Mainstreet from the south side of O’Brien Park and to beautify the southern edge of O’Brien Park.

PROJECT BUDGET Year Actual 2019 Projected 2020 Budgeted 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 TOTAL

Expenditures $ 600,000 $ 600,000

FUNDING SOURCES P3 Funds

IMPACT ON OPERATING COSTS None

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Enhance Economic Vitality This project will complete pedestrian improvements along Mainstreet to improve safety and support the economic vitality of the surrounding area. Mainstreet is an important roadway in the Town for economic activity.

Develop a Visionary Community Through Balanced Growth This project will create the needed infrastructure to support the planned development of the surrounding area.

Promote a Safe and Healthy Community This project will assist in providing a safe transportation network for the community via pedestrian improvements along Mainstreet.

Town of Parker 2021 Annual Budget

353

Capital Budget


SECTIONIMPROVEMENTS PUBLIC TITLE FUND PROJECTS: OTHER Capital Project: Pikes Peak Avenue - PACE Center Improvements

DESCRIPTION This budget item provides funding for safety and operational improvements to Pikes Peak Avenue adjacent to the PACE Center.

PURPOSE/DISCUSSION Pikes Peak Drive in front of the PACE Center was constructed as part of the original building construction over ten years ago. The original construction was for a roadway flush with the front of the building that could be closed for special events, but due to fire code considerations, this has never occurred. The trees in the original flush planter beds are not thriving and have a very high mortality rate. The original design has also contributed to people who do not cross at the designated crossing locations due to the “wide open� nature. To address these issues, longitudinal raised planter beds will create a curb adjacent to the road that would direct people to/from the parking lot to cross at the designated areas. The design will also include a delivery truck pullout west of the main entrance for deliveries. Most delivery vehicles currently stop in the through lane in front of the building to make deliveries.

PROJECT BUDGET Year Actual 2019 Projected 2020 Budgeted 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 TOTAL

Expenditures $ 300,000 $ 300,000

FUNDING SOURCES Public Improvements Fund Revenue

IMPACT ON OPERATING COSTS None

IMPACT ON OTHER DEPARTMENTS While the Parks Department will have additional landscaping, the additional work to support this area will be a minor addition when compared with the annual tree mortality issues with the existing tree grates.

TOWN STRATEGIC GOALS ACHIEVED Enhance Economic Vitality This project should help enhance the economic vitality of the PACE Center. The longitudinal raised landscaping beds will beautify the entrance to the PACE Center which may lead to increased usage.

Foster Community Creativity and Engagement The PACE Center is one of the main community centers for creativity and engagement. This project will improve/beautify the entrance to the PACE Center.

Promote a Safe and Healthy Community This project will promote safer crossing to/from the PACE Center parking lot to the PACE building by guiding traffic to three designated crosswalk locations. Capital Budget

354

Town of Parker 2021 Annual Budget


PUBLIC IMPROVEMENTS FUND PROJECTS: SECTIONOTHER TITLE Capital Project: Power Line Undergrounding

DESCRIPTION This budget item provides funding for the conversion of existing overhead power lines to an underground configuration.

PURPOSE/DISCUSSION Town staff reviewed potential power line undergrounding locations with Town Council in 2015. Direction from Town Council is that the funds should be directed to conversion of the existing Intermountain Rural Electric Association (IREA) power line adjacent to the east side of Parker Road given the prominence of Parker Road. The Town most recently funded the conversion of the power line along the Robinson Ranch residential subdivision and is working with IREA to continue this conversion process to the north. This existing power line is continuous from the recently completed section to just south of Hilltop Road. Given the cost of this underground conversion process, the funds for the next 10-years will be directed toward converting this power line. The next targeted conversion location is heading north from the Robinson Ranch subdivision toward and past the Hess Road intersection.

PROJECT BUDGET Year Actual 2019 Projected 2020 Budgeted 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 TOTAL

Expenditures $ 108,648 625,850 500,000 500,000 500,000 500,000 500,000 $ 3,234,498

FUNDING SOURCES Annual funding via the Intermountain Rural Electric Association (IREA) franchise agreement escrowed for this expenditure

IMPACT ON OPERATING COSTS None

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Promote a Safe and Healthy Community Underground power lines are less susceptible to weather damage that can lead to improved economic vitality through less outages. By the conversion of the existing overhead lines to an underground configuration, the Town’s safety is improved.

Develop a Visionary Community through Balanced Growth Since the 1980’s, Town Code has required all new power lines that serve development to be placed underground. This program is to bring the existing (old) overhead power lines into compliance with the Town Code.

Town of Parker 2021 Annual Budget

355

Capital Budget


SECTIONIMPROVEMENTS PUBLIC TITLE FUND PROJECTS: OTHER Capital Project: Medians and Entryways Lighting and Landscaping

DESCRIPTION This budget item provides funding for median landscaping on currently non-landscaped roadway medians within the Town.

PURPOSE/DISCUSSION The Town currently has a backlog of non-landscaped medians within the Town. These include (but are not limited to) Mainstreet from Chambers Road to Bradbury Ranch Drive, Jordan Road from Mainstreet to Bradbury Parkway, Jordan Road from Cedar Gulch Parkway to Bradbury Parkway and Twenty Mile Road from Pony Express Drive to Bar CCC Park. Town Council previously provided direction that the next unfinished median to receive landscaping is the Lincoln Avenue median between Keystone Boulevard and Jordan Road. The concrete work to accommodate planned improvements on Lincoln Avenue was completed in the first half of 2019 and the landscaping will follow. A water source for this location will need to be acquired from the Stonegate Village Metropolitan District (SVMD) to support this median landscaping. Over the past several years, the Town has received complaints from residents relating to the unfinished median. It is an entry point into the Town’s incorporated boundary on Lincoln Avenue from the west.

PROJECT BUDGET Year Actual 2019 Projected 2020 Budgeted 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 TOTAL

Expenditures $ 534,627 25,000 300,000 300,000 300,000 300,000 300,000 300,000 300,000 300,000 300,000 300,000 $ 3,559,627

FUNDING SOURCES Public Improvements Fund Revenue; some locations have funds from adjacent developments in a reserve account for this purpose

IMPACT ON OPERATING COSTS Based on the size of this median island, it is anticipated to cost approximately $10,000 per year for a maintenance contract service. In addition, the water needed to irrigate these medians would run approximately $5,000 per year.

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Enhance Economic Vitality This program’s improves the aesthetics of the Town’s roadway network and complements adjacent commercial development.

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. Median landscaping infrastructure creates a sense of place that can help tie the community together.

Capital Budget

356

Town of Parker 2021 Annual Budget


PUBLIC IMPROVEMENTS FUND SECTION PROJECTS TITLE

Town of Parker 2021 Annual Budget

357

Capital Budget


STORMWATER FUND 10-YEAR PLAN

DESCRIPTION REVENUES Charges for Services Net Investment Earnings Contributions Miscellaneous Revenue Total Revenues Transfers In Transfers Out Less Non-Capital Expenditures Total Revenue available for Capital

CURRENT YEAR PROJECTED 2020

PRIOR YEAR ACTUAL 2019

$

2,544,519 2,674,272 143,525 1,811 5,364,127 462,835 1,297,951 3,603,341

$

2,532,615 16,440,000 60,000 2,365 19,034,980 471,033 1,349,764 17,214,183

NEXT YEAR BUDGETED 2021

$

PROJECTIONS 2022 - 2030 (detail next page)

PROJECT TOTALS 2019 - 2030

2,589,389 8,620,000 60,000 11,269,389 491,446 1,696,320 9,081,623

99,953,321

EXPENDITURES Historical Projects Green Acres Tributary in Compark Improvements Newlin Gulch Crossing at East-West Trail Schoolhouse Parking Lot Subtotal Historical Projects New Capital Reinvestment in Existing Capital Cherry Creek at KOA Lemon Gulch Drainage Improvements West Stroh Gulch in Anthology Improvements Pine Gulch Dam Improvements Lemon Gulch and Tributary at Hess Improvements Cherry Creek at Dransfelt Extension Compark South Tributary Improvements Jordan Tributary Newlin Gulch Annual Water Quality Improvements Program Cherry Creek at Lincoln Avenue Cherry Creek at Cottonwood Cherry Creek Downstream of Lincoln Cherry Creek at E470 Cherry Creek at Mainstreet Newlin Gulch at Lincoln/Recreation Dr Happy Canyon Creek at Compark Cherry Creek Downstream of Newlin Gulch Sulphur Gulch at Riva Ridge Newlin Gulch at Mainstreet Oak Gulch Improvements Sulphur Gulch at Canterberry Trail Cottonwood Storm Infrastructure Jordan Trib/Detention Pond Sediment Removal Sara Gulch Improvements Tallman Tributary Subtotal Reinvestment in Existing Facilities

Capital Budget

478,747 55,662 534,409

9,000,000 7,410 9,007,410

-

-

9,478,747 7,410 55,662 9,541,819

-

-

-

-

-

150,000 1,786,000 383,939 2,319,939

680,000 600,000 300,000 50,000 7,000,000 8,630,000

4,000,000 50,000 5,000,000 2,500,000 600,000 500,000 300,000 300,000 13,250,000

200,000 1,000,000 1,700,000 1,700,000 1,450,000 1,450,000 1,400,000 1,300,000 1,200,000 950,000 780,000 725,000 650,000 580,000 500,000 350,000 350,000 300,000 16,585,000

830,000 2,386,000 4,300,000 300,000 12,383,939 2,500,000 600,000 500,000 1,300,000 300,000 1,700,000 1,700,000 1,450,000 1,450,000 1,400,000 1,300,000 1,200,000 950,000 780,000 725,000 650,000 580,000 500,000 350,000 350,000 300,000 40,784,939

-

-

-

-

-

358

Town of Parker 2021 Annual Budget


STORMWATER FUND 10-YEAR PLAN PROJECTIONS: DETAIL BY YEAR

2022

2023

9,444,888

9,822,684

10,215,591

10,624,215

11,049,184

11,491,151

11,950,797

12,428,829

12,925,982

-

-

-

-

-

-

-

-

-

Reinvestment in Existing Capital Cherry Cr-KOA Lemon Gulch West Stroh/Anth Pine Gulch Dam 200,000 Lemon Gulch Trib Cherry Cr-Dransfelt Compark S Trib. SW Jordan Trib Newlin Gulch 1,000,000 Annual Water Imp Cherry Cr-Lincoln Cherry Cr-Cotton Cherry Cr-Down Linc Cherry Cr-E470 Cherry Cr-Mainst 150,000 Newlin-Linc/Rec 300,000 Happy Canyon Crk Cherry Cr-Down New Sulphur Gulch-Riva Newlin-Mainst Oak Gulch Imp Sulphur-Canterberry Cottonwood Infra Jordan Sed Removal 350,000 Sara Gulch Imp Tallman Trib Subtotal 2,000,000

250,000 1,000,000 450,000 1,700,000

200,000 1,000,000 750,000 80,000 2,030,000

1,500,000 250,000 700,000 2,450,000

1,200,000 125,000 80,000 50,000 1,455,000

150,000 600,000 500,000 250,000 1,500,000

150,000 800,000 650,000 1,600,000

200,000 1,300,000 350,000 1,850,000

1,500,000 500,000 2,000,000

-

-

-

-

-

-

-

-

Revenue for Capital

New Capital

Facilities

-

2024

Town of Parker 2021 Annual Budget

2025

2026

359

2027

2028

2029

2030

Capital Budget


STORMWATER FUND 10-YEAR PLAN PRIOR YEAR ACTUAL 2019

DESCRIPTION Machinery, Equipment and Software General Machinery & Equipment Pipe Camera Mower/Coupler F550 Pickup with Dump Bed Jet Vac Truck Vacuum Excavator/Flush Truck One-ton Pickup Truck Miscellaneous Machinery and 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 2020

PROJECTIONS 2022 - 2030 (detail next page)

PROJECT TOTALS 2019 - 2030

-

110,500 20,400 59,100 190,000

68,000 68,000

350,000 350,000 65,000 52,000 817,000

110,500 20,400 68,000 350,000 350,000 65,000 111,100 1,075,000

2,854,347

17,827,410

13,318,000

17,402,000

51,401,758

4,841,893 748,994 $

NEXT YEAR BUDGETED 2021

5,590,887

5,590,887 (613,227) $

360

4,977,660

4,977,660 (4,236,377) $

741,283

Town of Parker 2021 Annual Budget


STORMWATER FUND 10-YEAR PLAN PROJECTIONS: DETAIL BY YEAR

2022

Mach,Equip,Software General Pipe Camera Mower/Coupler F550 Pickup Jet Vac Truck Vac Exc/Flush Truck One-ton Pickup Miscellaneous Subtotal Total Capital Exp. Fund balance - Jan 1 (Use)/Accum Ending Resources

2023

2024

2025

2026

2027

2028

2029

2030

10,000 10,000

16,000 16,000

350,000 350,000

-

26,000 26,000

350,000 350,000

65,000 65,000

-

-

2,010,000

1,716,000

2,380,000

2,450,000

1,481,000

1,850,000

1,665,000

1,850,000

2,000,000

$

741,283 7,434,888

$

8,176,171 8,106,684

$ 16,282,855 7,835,591

$ 24,118,446 8,174,215

$ 32,292,661 9,568,184

$ 41,860,845 9,641,151

$ 51,501,996 10,285,797

$ 61,787,793 10,578,829

$ 72,366,622 10,925,982

$

8,176,171

$ 16,282,855

$ 24,118,446

$ 32,292,661

$ 41,860,845

$ 51,501,996

$ 61,787,793

$ 72,366,622

$ 83,292,604

Town of Parker 2021 Annual Budget

361

Capital Budget


STORMWATER FUND PROJECTS Capital Project: West Stroh Gulch in Anthology Improvements

DESCRIPTION This project consists of master-planned stabilization and grade-control structures to West Stroh Gulch through the planned Anthology North development.

PURPOSE/DISCUSSION West Stroh Gulch is a major drainageway located within the Anthology North development. This drainageway is the subject of an Outfall Systems Plan (OSP) performed by the Town and the Mile High Flood District. This OSP sets forth necessary master-planned stabilization and grade-control improvements to the channel to ensure the long term stability of the drainageway.

PROJECT BUDGET Year Actual 2019 Projected 2020 Budgeted 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 TOTAL

Expenditures $ 300,000 4,000,000 $ 4,300,000

FUNDING SOURCES The construction of these improvements is an obligation of the Anthology North developer. The improvements are planned as a fee-in-lieu project that the developer will fund 100% through the Mile High Flood District (MHFD).

IMPACT ON OPERATING COSTS The Town will be able to leverage MHFD’s maintenance funds long-term.

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community This project will support a regional trail network through the proposed development, which will promote active recreation in the area.

Develop a Visionary Community through Balanced Growth As the Town and upstream areas of Douglas County continue to experience growth, implementation of the master planned improvements to key drainageways will ensure that these corridors are prepared to withstand the potential impacts of development within their basins.

Innovate with Collaborative Governance This project is proposed as a partnership with the MHFD, which allows the Town to utilize their expertise with drainageway projects.

Promote a Safe and Healthy Community These improvements will help to ensure this channel remains stable and operating properly through this area and will prevent potential impacts to adjacent properties, roadways, and trails. By decreasing sediment releases in this area, the water quality will be improved in this drainageway and downstream within the Cherry Creek Basin, including Cherry Creek Reservoir.

Capital Budget

362

Town of Parker 2021 Annual Budget


STORMWATER FUND PROJECTS Capital Project: Pine Gulch Dam Improvements

DESCRIPTION This project is 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 Actual 2019 Projected 2020 Budgeted 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 TOTAL

Expenditures $ 50,000 50,000 200,000 $ 300,000

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 Enhance Economic Vitality Significant retail development is anticipated downstream of this dam that could be impacted by flooding if this dam fails.

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. These improvements will also reduce the hazards associated with flooding to our residents.

Town of Parker 2021 Annual Budget

363

Capital Budget


STORMWATER FUND PROJECTS Capital Project: Lemon Gulch and Tributary at Hess Improvements

DESCRIPTION This project consists of master-planned stabilization and grade-control structures to a tributary of Lemon Gulch through Segment 2 of the planned Looking Glass development.

PURPOSE/DISCUSSION Lemon Gulch is a major drainageway located within the Looking Glass development; it also has a major tributary in this area called Brandy Gulch. This drainageway is the subject of an Outfall Systems Plan (OSP) performed by the Town and the Mile High Flood District. This OSP sets forth necessary master-planned stabilization and grade-control improvements to the channel to ensure the long term stability of the drainageway.

PROJECT BUDGET Year Actual 2019 Projected 2020 Budgeted 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 TOTAL

Expenditures $ 383,939 7,000,000 5,000,000 $ 12,383,939

FUNDING SOURCES The construction of these improvements is an obligation of the Looking Glass developer. The improvements are planned as a fee-in-lieu project that the developer will fund 100% through the Mile High Flood District.

IMPACT ON OPERATING COSTS The Town will be able to leverage MHFD’s maintenance funds long-term.

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community This project will support a regional trail network through the proposed development, which will promote active recreation in the area.

Develop a Visionary Community through Balanced Growth As the Town and upstream areas of Douglas County continue to experience growth, implementation of the master planned improvements to key drainageways will ensure that these corridors are prepared to withstand the potential impacts of development within their basins.

Innovate with Collaborative Governance This project is proposed as a partnership with the Mile High Flood District, which allows the Town to utilize their expertise with drainageway projects.

Promote a Safe and Healthy Community These improvements will help to ensure this channel remains stable and operating properly through this area, and prevent potential impacts to adjacent properties, roadways, and trails. By decreasing sediment releases in this area, the water quality will be improved in this drainageway and downstream within the Cherry Creek Basin, including Cherry Creek Reservoir. Capital Budget

364

Town of Parker 2021 Annual Budget


STORMWATER FUND PROJECTS Capital Project: Cherry Creek at Dransfeldt Extension

DESCRIPTION This project is to construct master-planned improvements to Cherry Creek near the proposed Dransfeldt Road extension.

PURPOSE/DISCUSSION Cherry Creek is the Town’s most significant drainageway, bisecting the Town from south to north and serving as a major regional waterway from our region to the South Platte River. This drainageway is the subject of an Outfall Systems Plan (OSP) performed by the Town and the Mile High Flood District. This OSP sets forth necessary master-planned stabilization and grade-control improvements to the channel to ensure the long term stability of the drainageway.

PROJECT BUDGET Year Actual 2019 Projected 2020 Budgeted 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 TOTAL

Expenditures $ 2,500,000 $ 2,500,000

FUNDING SOURCES Collaboration and funding from both the Mile High Flood District and the Cherry Creek Basic Water Quality Authority.

IMPACT ON OPERATING COSTS The Town will be able to leverage MHFD’s maintenance funds long-term.

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Enhance Economic Vitality A portion of these improvements will be needed to support the proposed Dransfeldt Road bridge over Cherry Creek, which will enhance mobility to the key commercial areas north of the project location.

Develop a Visionary Community through Balanced Growth As the Town and upstream areas of Douglas County continue to experience growth, implementation of the master planned improvements to key drainageways will ensure that these corridors are prepared to withstand the potential impacts of development within their basins.

Innovate with Collaborative Governance This project is proposed as a partnership with the Mile High Flood District, which allows the Town to utilize their expertise with drainageway projects.

Promote a Safe and Healthy Community These improvements will help to ensure this channel remains stable and operating properly through this area and will prevent potential impacts to adjacent properties, roadways, and trails. By decreasing sediment releases in this area, the water quality will be improved in this drainageway and downstream within the Cherry Creek Basin, including Cherry Creek Reservoir. Town of Parker 2021 Annual Budget

365

Capital Budget


SECTION TITLE FUND PROJECTS STORMWATER Capital Project: Jordan Tributary and Detention Pond Sediment Removal

DESCRIPTION This project is to construct drainageway improvements to the Jordan Tributary and the associated detention pond.

PURPOSE/DISCUSSION The Jordan Tributary is a major drainageway located within the Bradbury Ranch development. This drainageway was improved with the original development of the subdivision and handles runoff from the area with many outfalls and detention ponds. Over the years, this channel’s sediment load has created moderate maintenance and operational issues along this stretch of the drainageway, and this project proposes to re-establish the channel grade and make minor modifications to the detention pond. This project will also include the reconstruction of an outdated pond outlet structure to bring it into compliance with today’s standard resulting in improved water quality in the downstream system. These improvements are necessary to alleviate long-standing maintenance issues related to sediment removal and ensure the long-term operation of the drainageway.

PROJECT BUDGET Year Actual 2019 Projected 2020 Budgeted 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 TOTAL

Expenditures $ 500,000 $ 500,000

FUNDING SOURCES Stormwater Fund Revenue; partial funding through funds escrowed from the original development of the Bradbury Ranch subdivision

IMPACT ON OPERATING COSTS Potential lowered ongoing maintenance costs

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community These improvements will ensure that this drainageway corridor will continue to function as usable open space, and that adjacent active amenities serving the subdivision will not be impacted by issues in the channel.

Promote a Safe and Healthy Community These improvements will reduce the hazards associated with flooding to our residents and eliminate nuisance conditions that have developed over time. These improvements will help to ensure that this channel and pond remains stable and operating properly through this area, and prevent potential impacts to adjacent properties, roadways, and trails. By decreasing sediment releases in this area, the water quality will be improved in this drainageway and downstream within the Cherry Creek Basin, including Cherry Creek Reservoir.

Capital Budget

366

Town of Parker 2021 Annual Budget


STORMWATER FUND SECTION PROJECTS TITLE Capital Project: Jordan Tributary and Detention Pond Sediment Removal (con’t)

Standing water in an outfall caused by sediment buildup in the channel over the years. This project will re-establish the main channel grade to eliminate such issues.

Looking into an outdated stormwater pond outlet structure. The top grating shown here is comprised of thin rebar rather than modern grating, which results in deficient filtration and maintenance difficulties.

Town of Parker 2021 Annual Budget

367

Capital Budget


STORMWATER FUND PROJECTS Capital Project: Compark South Tributary Improvements

DESCRIPTION This project is to construct drainageway improvements to the Compark South Tributary between Jordan Road and the Cherry Creek Regional Trail.

PURPOSE/DISCUSSION Compark South Tributary is a major drainageway located between Jordan Road and Cherry Creek. This drainageway is the subject of an Outfall Systems Plan (OSP) performed by the Town, Douglas County, and the Mile High Flood District (MHFD). The drainageway consists of a trapezoidal vegetated channel originally constructed with an adjacent residential subdivision in 1983. Due to the age of the channel and associated design philosophies along with the build-out of the upstream sub-basins, this channel is experiencing high amounts of aggradation or sediment buildup. This project is proposed to be a cooperative effort with the MHFD and will re-establish the channel grade, remove sediment from the upstream culvert, establish easy to maintain areas for sedimentation and incorporate newer design philosophies to improve water quality and wildlife habitat.

PROJECT BUDGET Year Actual 2019 Projected 2020 Budgeted 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 TOTAL

Expenditures $ 600,000 $ 600,000

FUNDING SOURCES Stormwater Fund Revenue; partial funding by MHFD

IMPACT ON OPERATING COSTS The Town will be able to leverage MHFD’s maintenance funds long-term.

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community These improvements will ensure that the subject channel and adjacent trail remain functional as a dual-purpose open space serving the adjacent subdivisions.

Innovate with Collaborative Governance This project is proposed as a partnership with the Mile High Flood District, which allows the Town to utilize their expertise with drainageway projects.

Promote a Safe and Healthy Community These improvements will reduce the hazards associated with flooding to the adjacent residents and eliminate nuisance conditions that have developed over time. The improvements will reduce the instances of standing water that is conducive to mosquito breeding and odors. Capital Budget

368

Town of Parker 2021 Annual Budget


STORMWATER FUND SECTION PROJECTS TITLE Capital Project: Newlin Gulch at Lincoln and Recreation Drive

DESCRIPTION This project is to construct master-planned improvements to Newlin Gulch at Lincoln and Recreation Drive.

PURPOSE/DISCUSSION Newlin Gulch is a major drainageway located within the Town, stretching northeasterly from Reuter-Hess Reservoir to Cherry Creek. This drainageway is the subject of an Outfall Systems Plan (OSP) performed by the Town and the Mile High Flood District (MHFD). This OSP sets forth master-planned stabilization and grade-control improvements that are planned to be constructed within the channel. These improvements include several elements: bank stabilization to reduce erosion and impacts to adjacent properties, grade control to reduce the velocity and sediment transfer, and improvements to the crossing at Recreation Drive.

PROJECT BUDGET Year Actual 2019 Projected 2020 Budgeted 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 TOTAL

Expenditures $ 300,000 1,000,000 $ 1,300,000

FUNDING SOURCES Stormwater Fund Revenue; partial funding by MHFD

IMPACT ON OPERATING COSTS None

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community This drainageway corridor supports a regional trail network, which promotes active recreation in the area. Improvements to the Recreation Drive crossing will also provide more reliable access to the Parker Recreation Center and the adjacent sports fields.

Develop a Visionary Community through Balanced Growth As the Town and upstream areas of Douglas County continue to experience growth, implementation of the master planned improvements to key drainageways will ensure that these corridors are prepared to withstand the potential impacts of development within their basins.

Innovate with Collaborative Governance This project is proposed as a partnership with the Mile High Flood District, which allows the Town to utilize their expertise with drainageway projects. The Recreation Drive improvements will be a collaboration between the Town and Douglas County.

Promote a Safe and Healthy Community These improvements will help ensure this channel remains stable and operating properly through this area and will prevent potential impacts to adjacent properties, roadways, and trails. By decreasing sediment releases in this area, the water quality will be improved in this drainageway. Town of Parker 2021 Annual Budget

369

Capital Budget


SECTION TITLE FUND PROJECTS STORMWATER Capital Project: Annual Water Quality Improvements Program

DESCRIPTION This project consists of the construction of new water quality facilities and improvements to existing water quality facilities to improve operations or bring them up to current standards. The ultimate goal of this program is to continually improve water quality provision throughout the Town.

PURPOSE/DISCUSSION The Town’s Storm Drainage criteria currently requires all new development to construct water quality treatment facilities for their stormwater runoff. This ensures that runoff from these areas is treated prior to release to the adjacent drainageways. This criteria has been in place for most of the Town’s development; however, there are some older areas that developed before water quality provision was in practice and are not served by water quality facilities. This project will design and construct water quality facilities to serve such areas and to design and construct improvements to existing facilities, in order to improve the overall water quality in our drainageways. For 2021, the proposed project will involve improvements to an existing water quality pond located within Villages of Parker Filing No. 26B south of Cimarron Middle School, which was constructed in 2003.

PROJECT BUDGET Year Actual 2019 Projected 2020 Budgeted 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 TOTAL

Expenditures $ 300,000 $ 300,000

FUNDING SOURCES Stormwater Fund Revenue

IMPACT ON OPERATING COSTS None

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community This project will improve the water quality of the Town’s drainageways, many of which are adjacent to trails and open space, helping to promote active recreation in these areas.

Promote a Safe and Healthy Community This project will improve the water quality of the Town’s drainageways, which will also provide regional benefits downstream within the Cherry Creek Basin, including Cherry Creek Reservoir.

Capital Budget

370

Town of Parker 2021 Annual Budget


STORMWATER FUND SECTION PROJECTS TITLE Capital Project: F550 Pickup with Dump Bed

DESCRIPTION This budget item is for the purchase of a F550 class truck with dump body to provide maintenance on over 319 detention ponds and over 25 miles of major drainageways in Town. As part of the stormwater operations, maintenance of these facilities includes sediment removal as well as large amounts of trash and heavy vegetation removal.

PURPOSE/DISCUSSION The addition of a F550 pickup with a dump bed will allow the crew to safely access areas that a standard tandem dump truck cannot due to limited access, slopes, or vegetation. The F550 type truck will increase staff productivity and allow sediment and vegetation to be removed, restoring flow of stormwater to designed capacity, and therefore preventing flooding and overgrown, choked drainage channels and ponds. Removed material must be hauled from the work site, stockpiled, and dried before disposal within a landfill. The smaller truck is more versatile in use and operation, allowing work to continue throughout the year and during wet periods which may prevent a larger standard truck from operating. In addition, smaller trucks are more efficient and safer to operate in Town.

PROJECT BUDGET Year Actual 2019 Projected 2020 Budgeted 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 TOTAL

Expenditures $ 68,000 $ 68,000

FUNDING SOURCES Stormwater Fund Revenue

IMPACT ON OPERATING COSTS Maintenance costs are expected to be low based on available resources, such as welding equipment, that the Town currently owns.

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Enhance Economic Vitality

The Stormwater division is tasked with maintaining the Town’s stormwater assets, improving water quality and preventing flooding. Having the correct equipment to perform the maintenance as efficiently as possible keeps the Town from incurring increasing or large costs while also keeping the Town attractive to current and new residents or business owners.

Promote a Safe and Healthy Community The operation and maintenance of Town stormwater systems ensures safety and health for Town residents and visitors. Having adequate resources, which expand with Town growth, ensures the expected level of service is consistent. Providing responsive and correct maintenance of Town stormwater assets ensures that the community is safe from flooding while also improving and/or maintaining water quality.

Town of Parker 2021 Annual Budget

371

Capital Budget


FLEET SERVICES FUND 10-YEAR PLAN PRIOR YEAR ACTUAL 2019

DESCRIPTION REVENUES Charges for Services Net Investment Earnings Gain on Sale of Disposal of Asset Miscellaneous Revenue Total Revenues Transfers In Transfers Out Less Non-Capital Expenditures Total Revenue available for Capital

$

CURRENT YEAR PROJECTED 2020

2,474,749 27,098 54,245 702 2,556,794 871,447 1,685,347

$

2,728,817 20,000 32,000 3,400 2,784,217 891,473 1,892,744

NEXT YEAR BUDGETED 2021

$

PROJECTIONS 2022 - 2030 (detail next page)

PROJECT TOTALS 2019 - 2030

2,520,158 20,000 2,540,158 895,384 1,644,774

18,102,568

EXPENDITURES Historical Projects

-

-

-

-

-

New Capital

-

-

-

-

-

527,488 527,488

1,578,910 1,578,910

1,600,000 1,600,000

13,828,500 13,828,500

17,534,898 17,534,898

Facilities

-

-

-

-

-

Machinery, Equipment and Software

-

-

-

-

-

527,488

1,578,910

1,600,000

13,828,500

17,534,898

493,046 1,157,859

1,650,905 313,834

1,964,739 44,774

Reinvestment in Existing Capital Fleet Replacements Subtotal Reinvestment in Existing

Total Capital Expenditures Fund balance - January 1 (Use)/Accumulation of Surplus Funds Ending Available Resources - December 31

Capital Budget

$

1,650,905

$

372

1,964,739

$

2,009,513

Town of Parker 2021 Annual Budget


FLEET SERVICES FUND 10-YEAR PLAN PROJECTIONS: DETAIL BY YEAR

2022

2023

2024

2025

2026

2027

2028

2029

2030

1,710,565

1,778,988

1,850,148

1,924,154

2,001,120

2,081,165

2,164,412

2,250,988

2,341,028

-

-

-

-

-

-

-

-

-

Reinvestment in Existing Capital Fleet Replacement 1,600,000 Subtotal 1,600,000

1,650,000 1,650,000

1,747,000 1,747,000

1,300,000 1,300,000

1,458,400 1,458,400

1,200,000 1,200,000

1,375,000 1,375,000

1,535,000 1,535,000

1,963,100 1,963,100

Revenue for Capital

New Capital

Facilities

-

-

-

-

-

-

-

-

-

Mach,Equip,Software

-

-

-

-

-

-

-

-

-

1,600,000

1,650,000

1,747,000

1,300,000

1,458,400

1,200,000

1,375,000

1,535,000

1,963,100

2,009,513 110,565

2,120,078 128,988

2,249,066 103,148

2,352,214 624,154

2,976,368 542,720

3,519,088 881,165

4,400,253 789,412

5,189,665 715,988

5,905,653 377,928

Total Capital Exp. Fund balance - Jan 1 (Use)/Accum Ending Resources

$

2,120,078

$

2,249,066

$

2,352,214

Town of Parker 2021 Annual Budget

$

2,976,368

373

$

3,519,088

$

4,400,253

$

5,189,665

$

5,905,653

$

6,283,581

Capital Budget


FLEET SERVICES FUND PROJECTS Capital Project: Fleet Replacement

DESCRIPTION This budget item is an annual allocation of funds 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”). 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 intend to reflect the least cost and highest resale value to the Town. • Maintenance and repair costs – the standard is 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. The first five years of funding includes approximately $500,000 per year to address a backlog of replacement equipment currently categorized as “extended life” units. Capital Budget

374

Town of Parker 2021 Annual Budget


FLEET SERVICES FUND PROJECTS Capital Project: Fleet Replacement (con’t)

PROJECT BUDGET Year Actual 2019 Projected 2020 Budgeted 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 TOTAL

Expenditures $ 527,488 1,578,910 1,600,000 1,600,000 1,650,000 1,747,000 1,300,000 1,458,400 1,200,000 1,375,000 1,535,000 1,963,100 $ 17,534,898

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 Support an Active Community Equipment and vehicles purchased through this capital expense support the operational departments in all areas of the Town including citizen activities through Parks and Open Space.

Enhance Economic Vitality By maintaining the Town’s roadways, providing desirable amenities such as parks and open space, and providing a safe place through law enforcement, the replacement capital has a major impact on the Town’s ability to create a culture and environment where business can succeed.

Foster Community Creativity and Engagement The Town’s fleet supports all activities conducted by staff. A few examples of activities include Public outreach by the Police Department, Public Works Touch-a-Truck events, and transportation provided by the Town for the Cultural Department activities.

Innovate with Collaborative Governance The Town’s purchasing policy allows the Fleet division to specify and purchase replacement equipment through competitively bid multi-agency purchasing contracts such as Colorado State Award, MAPO, Sourcewell, and other municipal governments. This practice ensures that the Town of Parker is obtaining equipment and vehicles that meet our needs while minimizing the amount of work performed through a formal bid process conducted by the Town.

Promote a Safe and Healthy Community Purchases such as police vehicles, plow equipment, and service equipment used for maintaining roadways and stormwater systems provide an active role in providing a safe and healthy community. Additionally, the equipment used to maintain our parks and open space is essential to providing these activity areas and providing opportunities for the public.

Town of Parker 2021 Annual Budget

375

Capital Budget


TECHNOLOGY MANAGEMENT FUND 10-YEAR PLAN PRIOR YEAR ACTUAL 2019

DESCRIPTION REVENUES Charges for Services Net Investment Earnings Miscellaneous Revenue Total Revenues Transfers In Transfers Out Less Non-Capital Expenditures Total Revenue available for Capital

$

CURRENT YEAR PROJECTED 2020

2,935,840 $ 37,085 21,699 2,994,624 3,129,180 (134,556)

4,032,319 15,000 11,083 4,058,402 3,793,864 264,538

NEXT YEAR BUDGETED 2021

$

PROJECTIONS 2022 - 2030 (detail next page)

PROJECT TOTALS 2019 - 2030

3,975,659 15,000 3,990,659 3,917,109 73,550

809,499

EXPENDITURES Historical Projects

-

-

-

-

-

New Capital

-

-

-

-

-

Reinvestment in Existing Capital

-

-

-

-

-

Facilities

-

-

-

-

-

Machinery, Equipment and Software Modular Power Revitalization Service Data Room Security Future Projects Subtotal Machinery, Equipment, Software

-

-

40,050 18,500 58,550

6,669 250,000 256,669

40,050 25,169 250,000 315,219

Total Capital Expenditures

-

-

58,550

256,669

315,219

1,276,075 264,538

1,540,613 15,000

Fund balance - January 1 (Use)/Accumulation of Surplus Funds Ending Available Resources - December 31

Capital Budget

1,410,631 (134,556) $

1,276,075

$

376

1,540,613

$

1,555,613

Town of Parker 2021 Annual Budget


TECHNOLOGY MANAGEMENT FUND 10-YEAR PLAN PROJECTIONS: DETAIL BY YEAR

2022

Revenue for Capital

2023

2024

2025

2026

2027

2028

2029

2030

76,492

79,552

82,734

86,043

89,485

93,064

96,787

100,658

104,684

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

Mach,Equip,Software Mod Power Revit Data Rm Security Future Projects Subtotal

741 250,000 250,741

741 741

741 741

741 741

741 741

741 741

741 741

741 741

741 741

Total Capital Exp.

250,741

741

741

741

741

741

741

741

741

1,381,364 78,811

1,460,175 81,993

1,542,168 85,302

1,627,470 88,744

1,716,214 92,323

1,808,537 96,046

1,904,583 99,917

2,004,500 103,943

New Capital Reinvestment in Existing Capital Facilities

Fund balance - Jan 1 (Use)/Accum Ending Resources

1,555,613 (174,249) $

1,381,364

$

1,460,175

$

1,542,168

Town of Parker 2021 Annual Budget

$

1,627,470

377

$

1,716,214

$

1,808,537

$

1,904,583

$

2,004,500

$

2,108,443

Capital Budget


TECHNOLOGY MANAGEMENT FUND PROJECTS Capital Project: Modular Power Revitalization Service

DESCRIPTION Power modules in the primary data center for the Town have reached end of life and are beginning to fail. A complete modernization of this equipment is needed to maintain the protection of all server and switch equipment.

PURPOSE/DISCUSSION The power protection system was designed to effectively provide high levels of availability and has done so continuously for over ten years. It is a modular system made up of dedicated and redundant modules of power, intelligence, battery and bypass. An independent review has shown that each piece of equipment requires revitalization to continue serving its purpose. Failure to perform this revitalization could impact Town employees and therefore Town citizens with unforeseen power outages and will not give the protection needed for server, networking, and data storage equipment.

PROJECT BUDGET Year Actual 2019 Projected 2020 Budgeted 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 TOTAL

Capital Budget

Expenditures $ 40,050 $ 40,050

FUNDING SOURCES Technology Management Fund Revenue

IMPACT ON OPERATING COSTS None

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Innovate with Collaborative Governance Using a revitalization service allows our primary data center to maintain its superior and almost effortless ability to protect all data center equipment that employees of the Town of Parker use daily.

378

Town of Parker 2021 Annual Budget


TECHNOLOGY MANAGEMENT FUND SECTION PROJECTS TITLE Capital Project: Data Room Security

DESCRIPTION To increase the overall network security posture, lockable enclosures for network equipment and security cameras are required in each network location.

PURPOSE/DISCUSSION Currently there are several network locations where physical security was identified as a deficiency in the last security audit. To remediate these deficiencies, lockable cabinets and strategically located security cameras are required to maintain physical security best practice per the NIST SP800-123 Guide to General Server Security.

PROJECT BUDGET Year Actual 2019 Projected 2020 Budgeted 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 TOTAL

Expenditures $ 18,500 741 741 741 741 741 741 741 741 741 $ 25,169

Town of Parker 2021 Annual Budget

FUNDING SOURCES Technology Management Fund Revenue

IMPACT ON OPERATING COSTS Licenses to add cameras

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Innovate with Collaborative Governance Physical and logical security is required to protect the Town’s data required for Town governance. Innovation would be severely hampered were we not to properly protect our data and were to lose it or access to it.

379

Capital Budget


FACILITY SERVICES FUND 10-YEAR PLAN PRIOR YEAR ACTUAL 2019

DESCRIPTION REVENUES Charges for Services Net Investment Earnings Miscellaneous Revenue Total Revenues Transfers In Transfers Out Less Non-Capital Expenditures Total Revenue available for Capital

$

CURRENT YEAR PROJECTED 2020

1,107,863 4,388 1,575 1,113,826 1,064,344 49,482

$

1,155,491 1,900 3,800 1,161,191 1,036,496 124,695

NEXT YEAR BUDGETED 2021

$

PROJECTIONS 2022 - 2030 (detail next page)

PROJECT TOTALS 2019 - 2030

1,088,300 2,000 1,090,300 1,068,299 22,001

242,149

EXPENDITURES Historical Projects

-

-

-

-

-

New Capital

-

-

-

-

-

Reinvestment in Existing Capital

-

-

-

-

-

Facilities Townwide BAS Upgrade Subtotal Facilities

-

-

20,000 20,000

-

20,000 20,000

Machinery, Equipment and Software

-

-

-

-

-

Total Capital Expenditures

-

-

20,000

-

20,000

55,540 49,482

105,022 124,695

229,717 2,001

Fund balance - January 1 (Use)/Accumulation of Surplus Funds Ending Available Resources - December 31

Capital Budget

$

105,022

$

380

229,717

$

231,718

Town of Parker 2021 Annual Budget


FACILITY SERVICES FUND 10-YEAR PLAN PROJECTIONS: DETAIL BY YEAR

2022

Revenue for Capital

2023

2024

2025

2026

2027

2028

2029

2030

22,881

23,796

24,748

25,738

26,768

27,839

28,953

30,111

31,315

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

New Capital Reinvestment in Existing Capital Facilities Townwide BAS Subtotal

-

-

-

-

-

-

-

-

-

Mach,Equip,Software

-

-

-

-

-

-

-

-

-

Total Capital Exp.

-

-

-

-

-

-

-

-

-

231,718 22,881

254,599 23,796

278,395 24,748

303,143 25,738

328,881 26,768

355,649 27,839

383,488 28,953

412,441 30,111

442,552 31,315

Fund balance - Jan 1 (Use)/Accum Ending Resources

$

254,599

$

278,395

$

303,143

Town of Parker 2021 Annual Budget

$

328,881

381

$

355,649

$

383,488

$

412,441

$

442,552

$

473,867

Capital Budget


FACILITY SERVICES FUND PROJECTS 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 Actual 2019 Projected 2020 Budgeted 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 TOTAL

Expenditures $ 20,000 $ 20,000

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 Support an Active Community The Building Automation Systems provide major town facilities with conditioned space efficiently. Each facility provides support related to an active community.

Enhance Economic Vitality Facilities Maintenance provides a wide variety of support to the facilities. The use of a centralized platform to manage the HVAC systems at the facilities will provide for greater efficiency in the future. Staff’s ability to train and become proficient with one platform will increase our ability to manage all of the aspects of facilities maintenance and allow for more time to perform the other necessary aspects of our role.

Capital Budget

382

Town of Parker 2021 Annual Budget


APPENDIX


PRINCIPAL SALES AND USE TAX PAYERS TOWN OF PARKER PRINCIPAL SALES AND USE TAX PAYERS LAST FIVE YEARS Aggregate top ten filers Aggregate all other filers Total sales taxes Top ten as a % of total sales tax

2015

2016

2017

2018

2019

18,185,261

18,913,823

19,710,475

20,842,083

21,791,261

18,116,284

19,858,597

21,497,757

22,062,193

23,791,424

$ 36,301,545 $ 38,772,420 $ 41,208,232 $ 42,904,276 $ 45,582,685 50.10%

48.78%

47.83%

48.58%

47.81%

Source: Town of Parker Finance Department

2019 TOP TEN SALES TAX FILERS IN ALPHABETICAL ORDER • • • • • • • • • •

Costco Wholesale #1022 Dillon Companies Inc. #75 (King Soopers) Dillon Companies Inc. #88 (King Soopers) Dillon Companies Inc. #126 (King Soopers) Douglas County Auto Use Tax Intermountain Rural Electric Association Lowe’s Home Centers, LLC Target Corporation The Home Depot USA Inc. Walmart Stores Inc.

Appendix 384

Town of Parker 2021 Annual Budget


OPERATING INDICATORS BY FUNCTION TOWN OF PARKER OPERATING INDICATORS BY FUNCTION FIVE YEAR TRENDS 2015

2016

2017

2018

2019

312

291

421

394

393

$106,788

$104,587

$154,364

$146,872

$142,712

23

39

19

44

31

$49,092

$46,291

$48,540

$61,744

$17,488

489

779

1,024

952

906

$56,552

$74,862

$56,268

$86,277

$106,230

492

482

519

552

926

59,867 2,185

63,656 2,422

74,907 2,665

77,179 2,429

69,370 2,348

29,015

27,707

33,972

40,658

37,456

0

0

0

5

2

7

28

28

28

30

5,306

5,997

6,116

6,500

6,402

26

30

34

34

31

10,047

10,442

10,474

10,500

7,473

GENERAL GOVERNMENT Building Permits Single-family residential units Valuation (thousands) Multi-family residential units Valuation (thousands) Total commercial new, remodel and other Valuation (thousands) Tax and Licensing Business licenses issued

PUBLIC SAFETY Police Calls for service * Total crime incidents * Building Inspection Total building inspections

HIGHWAYS AND STREETS Streets New roadway additions (miles)

PARKS AND RECREATION Recreation Adult sports leagues Adult league attendance Youth sports leagues Youth league attendance**

*Incidents are based on the National Incident Based Reporting System. The totals shown are based total crime incidents; crime statistics are by nature dynamic, which allows for additions, deletions and modifications at any time. **Youth league attendance does not include participation in activities, camps or clinics starting in 2019. Source: Various Town of Parker departments.

Town of Parker 2021 Annual Budget

385 Appendix


CAPITAL ASSETS BY FUNCTION TOWN OF PARKER CAPITAL ASSETS BY FUNCTION AND PROGRAM LAST FIVE YEARS

2015

2016

2017

2018

2019

1 2

1 2

1 2

1 2

1 2

1

1

1

1

1

2 184

2 187

2 189

2 194

2 196

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 14

2 14

2 14

2 14

2 15

GENERAL GOVERNMENT Town Hall Other office buildings

PUBLIC SAFETY Police Station

PUBLIC WORKS Facilities Miles of roadway

PARKS, CULTURE AND RECREATION Ruth Chapel The Schoolhouse (formerly Mainstreet Center) PACE Center Recreation Center with indoor pool Fieldhouse Outdoor pool Parks Regional Local

Source: Town of Parker

Appendix 386

Town of Parker 2021 Annual Budget


DEMOGRAPHIC AND ECONOMIC INFORMATION TOWN OF PARKER DEMOGRAPHIC AND ECONOMIC INFORMATION LAST FIVE YEARS

2015

2016

2017

2018

2019

5-Year Change

21.54

21.78

21.82

22.20

22.30

3.5%

18,752

19,011

19,810

19,949

21,654

15.5%

50,677

51,023

51,715

53,428

56,084

10.7%

2.80

2.68

2.61

2.68

2.59

-7.5%

Median age

34.90

34.60

34.62

35.00

34.94

0.1%

High school graduates persons age 25+

97.7%

97.7%

97.8%

97.4%

98.0%

0.3%

Bachelor’s degree or higher - persons age 25+

53.5%

52.6%

53.7%

54.0%

55.0%

2.7%

2.7%

2.1%

2.4%

2.3%

2.5%

-7.4%

$100,469

$101,969

$110,534

$111,749

$113,836

13.3%

Area in square miles

Housing units

Population

Average persons per household

Unemployment rate

Median household income

Source: Town of Parker, Douglas County, Nielsen Claritas Site Reports, Bureau of Economic Analysis Over the past five years, the Town has seen nearly 11% growth in the population. The Town has also seen improvement in educational attainment, median income and the unemployment rate. In Colorado the median household income in 2019 was $72,331, while bachelor’s attainment was 40.9%. Parker matched the statewide unemployment rate of 2.5% in 2019. Parker’s strong demographics support the Town’s ongoing economic activity and growth. Statewide statistics are from the US Census Bureau and Bureau of Labor Statistics.

Town of Parker 2021 Annual Budget

387 Appendix


BUDGET ORDINANCE

Appendix 388

Town of Parker 2021 Annual Budget


BUDGET ORDINANCE (con’t)

continued...

Town of Parker 2021 Annual Budget

389 Appendix


BUDGET ORDINANCE (con’t)

Appendix 390

Town of Parker 2021 Annual Budget


BUDGET ORDINANCE (con’t)

continued...

Town of Parker 2021 Annual Budget

391 Appendix


BUDGET ORDINANCE (con’t)

Appendix 392

Town of Parker 2021 Annual Budget


BUDGET ORDINANCE (con’t)

Town of Parker 2021 Annual Budget

393 Appendix


MILL LEVY ORDINANCE

Appendix 394

Town of Parker 2021 Annual Budget


MILL LEVY ORDINANCE (con’t)

continued... Town of Parker 2021 Annual Budget

395 Appendix


MILL LEVY ORDINANCE (con’t)

Appendix 396

Town of Parker 2021 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 2021 Annual Budget

397 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. Conservation Trust – State of Colorado lottery funds remitted to the Town for parks and recreation expenditures. Appendix 398

Town of Parker 2021 Annual Budget


GLOSSARY SECTION TITLE (con’t) 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. Denver Regional Council of Governments (DRCOG) – The organization that addresses challenges and planning for the region. Members establish guidelines, set policy and allocate funding in the areas of transportation and personal mobility, growth and development, and aging and disability resources. 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: nonTown of Parker 2021 Annual Budget

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SECTION TITLE GLOSSARY (con’t) spendable, restricted, committed, assigned and unassigned. 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. Manual on Uniform Traffic Control Devices (MUTCD) – Contains the standards for traffic control devices that regulate, warn and guide road users. The MUTCD functions as both a legal and an engineering document. 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 Appendix 400

Town of Parker 2021 Annual Budget


GLOSSARY (con’t) 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. PACE Center – Parker Arts, Cultural and Events Center. Parker Authority for Reinvestment (P3 or PAR) – 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 Town of Parker 2021 Annual Budget

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SECTION TITLE GLOSSARY (con’t) 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. 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.

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Town of Parker 2021 Annual Budget


GLOSSARY (con’t) 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. 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. Urban Renewal Area (URA) - According to Colorado State Statute, an Urban Renewal Area is established when four elements of blight exist. A complete list of elements is found on the P3 website. These areas have access to unique financial tools to encourage redevelopment. 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 2021 Annual Budget

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