2013-2014 Biennial Operating and Capital Budget

2013-2014 Biennial

Operating and Capital Budget

8101

ra

lst

On

rO

ad

, ar

va

da

, CO

800

02

2013-2014Biennial Operating

andCapital Budget

2013-2014 BIENNIAL OPERATING AND CAPITAL BUDGET

i

TABLE OF CONTENTS

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

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


ii

Bob DyerCouncilmember

District 4(Term expires 2015)

Don AllardCouncilmember

At-Large(Term expires 2013)

Marc WilliamsMayor

(Term expires 2015)

Bob FiferCouncilmember

At-Large(Term expires 2015)

Rachel ZenzingerMayor Pro TemCouncilmember


Mark McGoffCouncilmember


Shelley CookCouncilmember


CITY OFFICIALS

CITY MANAGER AND KEY STAFF

Mark G. Deven City ManagerWilliam Ray Deputy City ManagerMichele Hovet Deputy City ManagerGeorge Boyle Municipal JudgeChristopher K. Daly City AttorneyMichael Elms Director of Community DevelopmentHazel Hartbarger Director of Arvada Economic Development AssociationRon Czarnecki Chief Information OfficerRobert Manwaring Director of Public WorksLinda Haley Director of Human ResourcesMaureen Phair Executive Director of Arvada Urban Renewal AuthorityGordon Reusink Director of Parks, Golf and Hospitality ServicesVictoria A. Runkle Director of FinancePhilip Sneed Executive Director of Arvada CenterJames Sullivan Director of UtilitiesDon Wick Chief of PoliceChris Koch City ClerkVicky Reier Assistant to the City Manager


iii

MunicipalJudge

CityManager

CityAttorney

Mayor andCity

Council

CITIZENSOF

ARVADA

DeputyCity Manager

DeputyCity Manager


iv

The Government Finance Officers Association of the United States and Canada (GFOA) presented a Dis-tinguished Budget Presentation Award to the City of Arvada for its Biennial budget for the fiscal years 2011-2012. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a com-munications device.

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

The City of Arvada has received this

Distinguished Budget Presentation Award for

the past 21 years!

February 15, 2013

Members of City CouncilCity of Arvada8101 Ralston RoadArvada, Colorado 80002

Members of City Council:

Transmitted with this letter is the City of Arvada 2013 – 2014 Operating Budget. This document represents all of the decisions made during the budget adopted on October 22, 2012. As we discussed, there are few changes requested in 2013 and 2014 at this time. This budget is the beginning of a longer perspective on the challenges facing not only our community, but many local governments across the nation. As I have discussed with you, members of our organization and our community on many occasions, I am a strong proponent of long-range financial planning. Developing long range-financial plans encompasses many different elements, including ten-year planning for all major funds to view costs with a longer perspective, a ten-year Capital Improvement Plan that identifies projects, funding sources and any associated operating costs and the allocation of all resources in a manner that reflects the Council’s strategic priorities. These elements should also be consistent with departmental long-term planning efforts, such as the City’s Comprehensive Plan. All of these elements have been initiated and refined over these last 15 months, since my appointment as your city manager, which is a credit to our Finance staff and our operating departments who have embraced the long-term and strategic focus. In the document herein are ten-year plans for each Operating Fund. In the Overview, the assumptions and long-term challenges are identified for each Fund. We believe our assumptions are conservative, reflecting the increased sales tax collected in 2012 while exercising caution as we project future revenues. We are constantly working with various third-party economists to constantly review our analysis.

We have provided a ten-year Capital Improvements Plan (CIP) with operating costs of changes included. We have complete alignment on the priorities – “Taking Lasting Care” of what we currently have, “Building Our Base” and finishing the projects we have started, and “Investing in the Future”, which is beginning a dialogue on the long-term strategic investments the City needs and wants to provide to our future residents.

We are about to begin implementation of performance-based budgeting. In recognition of this very significant business transformation, we have named this new initiative FOCUS in order to emphasize the alignment of our resource allocation with the high priorities identified by the City Council and the community. Implementation of FOCUS will be a significant challenge for our entire organization. Having stated that, I can express with con-fidence this organization is ready to meet this challenge.

This adopted Budget includes several other strategic planning initiatives. One major recommendation in the 2013 Budget is to appropriate $300,000 to update the City’s Comprehensive Plan. We also have various other plans being developed: examination of long-range public safety space needs, historical inventory and some park master plans with our recreational partner, APEX.

These considerations, combined with an uncertain economy, explain why the 2013 – 2014 Budget has so few changes. We need to have a deeper dialogue on the overall economy, the impact of the Affordable Care Act and other financial influences on our ten-year financial plan. We will also have further discussions with you as we initiate FOCUS which will include the identification of your strategic priorities.

Because of these issues, I do expect there will be changes in the 2014 Budget. Departments were very cognizant of the influences guiding this first budget. The budget process this year was much abbreviated with a discus-sion of longer term challenges than major 2013 issues. We know our City is physically growing. This growth will bring additional streets, more housing growth, public safety needs, park maintenance and a host of other needs to maintain the quality of life. We know we will have even more active areas with the advent of the Gold Line opening. As we head into 2014, we will be able to measure and document the current levels of service in many areas, and then confront the question of ways to maintain or improve these levels with different method-ologies. We are going to strive for more efficient and effective ways to provide the services our citizens want while we meet the natural growth of our City.

I want to thank all department directors and staff for this year’s budget discussions. Their acceptance that 2013 would be a year of setting a direction and providing me time to identify many base services helped the organi-zation turn its attention to ten-year planning and development of a comprehensive capital planning document.

Finally, you will note the budget document is quite different. First, the Overview section identifies the signifi-cant changes to the 2013 Budget both in terms of revenue and expenditures, and provides reasoning for con-tinuing to be in a period of nominal change. We have provided a Budget in Brief that provides only the total financial and personnel budgets. The Budget Detail provides the details that have always been provided, and our goal is to provide even more in the future. The ten-year plans are documented in this section. The goal is to provide more measures as we progress through this process. The Capital Improvements Plan document provided more information than in the past in an easy to read format. We are working toward that now with the Budget document.

I want to thank the Finance Staff for their work on this direction. Arlene Martinez receives a special appre-ciative note as this document uses completely new software and design to produce something that is more friendly and readable.

Respectfully submitted,

Mark G. DevenCity Manager

2013-2014 Biennial Operating and Capital BudgetMembers of City CouncilFebruary 15, 2013Page 2

Budget Overview


Community Profile - Live, Work and Play

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

– Work –

Per Capita Income $31,159Median Household Income $66,378Residents who Work in the City 10,896

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

Source: www.city-data.com

– Play –

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

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

– Live –

City of Arvada at a GlanceIncorporated 1904Square Miles 38.26Population 106,433Households 42,701Median Age 40.5Housing Units 44,427Median Home Value $241,800Median Monthly Rent $967

SchoolsElementary (K-8) 22Middle Schools (7-8) 5High Schools (9-12) 4Charter Schools 3Private & Parochial 5

Source: aeda.biz

l

l

l

Arvada

Denver

DenverInternational

Airport

CentennialAirport

Rocky MountainMetropolitan

Airport

UVC 470

UVE 470

UVE 470tu36

§̈¦70

UV121

UV93

? ?

? ?? ?

? ?

? ?

? ?

?

? ?

? ?

? ?

?

? ?

?

?

? ?

??

?

?

?

??

? ?

?

§̈¦25

§̈¦25

§̈¦76

tu6tu40

Jeffe

rson

Parkway

Futu

re

??

? ?

? ?

?

??

tu285

§̈¦225

§̈¦270Red RocksCommunity College

BoulderUniversity ofColorado - Boulder

University ofColorado - Denver

Universityof Denver

NREL

Colorado Schoolof Mines

to Colorado Springs

Future Gold Line

Existing Light RailFasTracks Corridors

Future Jefferson Parkway

City of Arvada

Higher Education

NREL

toMountain

Communities

3


LEGAL REQUIREMENTS AND BUDGET PROCESS

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

JANUARYUpdate ten-year

model

FEBRUARYRevenue

assumption criteriacompleted

MARCHFunding criteria

developedfor

expenditures

APRILDepartments present

capital requests,including associated

operatingcosts

DECEMBERPublication of

Budget and CIP

OCTOBERAdoption of

2013-2014 OperatingBudget and CIP with

ten-yearconsiderations

MAYCity Manager &

departments developCapital Improvement

recommendations

AUGUSTCouncil reviews

recommended 2013-2014operating budgets with

ten-year revenue &expenditure plans

JUNEDepartments develop

Operating Budgetsfor 2013-2014

JULYCouncil begins

review ofProposed CIP &Ten-Year Plan

2013BUDGETPROCESSCALENDAR

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

4


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

City Council annually appropriates all budgeted funds with the exception of the capital projects funds. Project-length budgets are adopted for these funds. The City adopts budgets for all funds using the mod-ified accrual basis of accounting, the same basis used in the entity’s financial statements, consistent with generally accepted accounting principles (GAAP).

The City Manager submits a proposed budget to the City Council for each of two budget years (January 1 to December 31). The budget includes an explana-tory message and is submitted in early August. The proposed budget contains a complete and detailed financial plan for all City funds. The proposed bud-get is open for public inspection and review. By Oc-tober 15th, City Council conducts at least one public hearing on the proposed budget. Not less than sixty days prior to the first day of the next fiscal year, City Council adopts the City budget by resolution and the annual appropriation by ordinance. The City prepares a combination line-item and department budget, but the legal level of control is at the fund level which is the amount approved by ordinance.

FUND STRUCTURE

A brief description of the City of Arvada’s fund structure follows:

Governmental Funds (General, Special Revenue and Debt Service)

• General Fund - This fund accounts for all the financial resources of the City which are not required to be accounted for in another fund.

• Lands Dedicated Fund – This fund accounts for annexation requirements of a 6% land dedi-cation or an equivalent cash contribution to be used primarily for park purposes.

• Arvada Center Fund – This fund accounts for all revenues and expenditures of the Arvada Center for the Arts and Humanities.

• Arvada Housing Authority Fund – The Section 8 Housing Assistance Payments Program is ad-ministered by the Arvada Housing Authority.

• Community Development Fund – This fund accounts for all entitlements, revenues and ex-penditures of the Community Development Block Grant (CDBG), the Home Rehabilitation and the Essential Home Repairs programs.

• Parks Fund – This fund accounts for costs as-sociated with the acquisition, design, develop-ment, maintenance and beautification of parks, open space and trails within the City.

• Police Seizure – Colorado State Statutes autho-rize local law enforcement agencies to seize cash and other assets belonging to persons convicted of public nuisance crimes. This fund was established to accounts for these resourc-es as they are awarded and expended by the City’s law enforcement agency.

• Police Tax Increment Funds – The purpose of the tax increment funds is to account for the voter approved sales tax increases (.21 and .25) to fund expanded police services.

• Grants Fund – This fund accounts for receipt of lottery monies through the Conservation Trust Fund.

• Debt Service Funds – This fund accounts for the payment of principal and interest on the $19,885,000 Series 2009 Sales and Use Tax Rev-enue Refunding bonds, the $16,955,000 Series 2003 Sales and Use Tax Refunding and Im-provement Revenue Bonds, and the $18,505,000 Series 2005 Certificates of Participation.

• Capital Improvement Projects Fund – This fund accounts for the financial resources to be used for the acquisition or construction of ma-jor capital facilities (other than those financed by the Enterprise or Internal Service Funds).

The major Governmental Funds, as reported in the 2011 City of Arvada CAFR, were the General Fund, Community Development Fund, Arvada Center Fund, Parks Fund, General Capital Improvement Projects Fund and the Construction Fund. Internal Service Funds

• Insurance Service Fund – This fund accounts for the activities associated with the City’s worker’s compensation and property and li-ability insurance activities.

5


• Print Shop Fund – This fund accounted for the activities associated with the print shop opera-tions.

• Computer Fund – This fund accounts for the accumulation of financial resources necessary for the timely and orderly replacement and maintenance of the City’s computers.

• Vehicles Fund – This fund accounts for the ac-cumulation of financial resources necessary for the timely and orderly replacement and main-tenance of the City’s vehicles and equipment.

• Building Fund – This fund accounts for the ac-cumulation of financial resources necessary for the maintenance of the City’s buildings.

Enterprise Funds• Water Fund – This fund accounts for admin-

istration, operations, capital outlay, mainte-nance, financing and related debt service and billing and collection for the water utility op-erations.

• Wastewater Fund – This fund accounts for ad-

ministration, operations, capital outlay, main-tenance and billing and collection for the col-lection, transmission and disposal of sewage and wastewater.

• Stormwater Fund –This fund accounts for all activities necessary to maintain a stormwater management plan.

• Golf Course Fund – This fund accounts for all revenues and expenses of the Lake Arbor and West Woods Golf Courses.

• Food Services Fund – This fund accounts for all revenues and expenses associated with food service activities including the operations of the banquet facilities at the Arvada Center for the Arts and Humanities.

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

6


INTRODUCTION

All the revenue assumptions and expenditure changes made to the 2013-2014 Operating Budget were made in the context of these same priorities used in the capital planning.

• Taking Lasting Care• Building the Base• Investing in the Future

Thefirstpriorityistotakecareofourcurrentassets:people,servicesandinfrastructure.Thesecondpriorityistoidentifytheareaswhereweneedtobuildonourcurrentservices.Finally,weneedtounderstandourcityisconstantlygrowingandchanging.Thenextfewyearswillcontinuetodramaticallychangeourcurrentphysicalpresenceandrequireustoconsidernotonlynewanddifferentservices,butwillalsorequireustodevelopdiffer-entwaystoaddresstheserviceswenowoffer.

However,priortoconsideringhowareascouldbechangedorenhanced,therewereotherareasthathadtobere-viewed.Thenextsetofparametersconsideredforallrecommendationsincluded:

• OurOverallEconomy• Ten-Year Plans and Implications• Performance-Based Budgeting

Wehadtoevaluateouroveralleconomytodeterminewhatcouldbeaddressedbothtodayandtomorrow.Everydecisionhasalonglife.Everyrecommendationisincludedintheten-yearplan,includingalloperatingcostsforanynewcapitalorongoingrecommendation.Finally,thisorganizationisnowinitiatingperformance-basedbud-geting.Whileourcitywillgrowinbothpopulationandrevenue,thequestionswillbemulti-faceted:whataretheprioritiesasourcitychanges;whatarethelevelsofservicesthepopulationwants;whatlevelsofservicescanbeafforded;andcanweaccomplishourworkdifferently?Alloftheseissuesareaddressedeachandeveryday.However,withintheworkwewillundertakein2013,wewillhaveupdatedanddifferenttoolstousetoaddressthese,includinganupdatedcomprehensiveplan,implementationplansfortheGoldLineandperformance-basedbudgetingmethodologies.

Intheshortterm,however,a2013–2014Budgetmustbeadoptedsothecitycancontinuetoprovidethequalityofservicesthecitizenscurrentlyexpect.Inthatcontext,thefirststepisthereviewofourcurrentoveralleconomyandtherevenuebaseweexpectinthenextfewyears.

Overall Economy

Local EconomyTheCity’sgeneralrevenuebasehasseveraldifferentinfluences.Twoofthemajorissuesaresalestaxandbuildingactivity.Asillustratedinthediscussionbelow,weareseeingverypositivesignsinthemajorrevenuesourcesofourCityinnearlyeveryactivity.

Sales TaxA3%salestaxrateonallgoodssoldwithintheCitylimitspaysformorethan56%ofourGeneralFund.Inaddi-tion,itpaysfor63policepositionsthroughanadditional0.46%taxonthesamegoods.

Overthepast18months,wehaveseensignificantsalestaxgrowth.Thefollowinggraphillustratesthepercentageincrease month over month.

7


Building ActivityWearealsoseeingsignificantpositivetrendsinourbuildingpermits.Thefollowinggraphdemonstratesasig-nificantpositivetrendinsingle-familyhousingpermits.Inadditiontothesingle-familyhomepermits,theCityhasover300multi-familyhomesbeingconstructedinoneofthetransit-orienteddevelopmentareas.Bothtypesofhousingandrenovationworkhavedefinitelyincreasedin2012.

Revenuesgenerated fromsales taxandbuildingactivitygenerateover$3.676millionofour2013estimatedrevenuesforgeneraloperatingpurposes–includingbuildingusetaxandbuildingpermitsforboththeGen-eralFundandthePoliceTaxIncrementFunds.Additionally,$3.403millionisexpectedtoberaisedfromnewhousingtapfeesfortheWaterandWasteWaterFunds. Thus, ifwesimplyanalyzedthesesources,as isac-complished,thegeneraldirectionoftheeconomyappearsquitehealthy.However,thereisalargereconomicenvironment that creates some concerns.

8


Economic Environment

Colorado UnemploymentThenationalunemploymentrate,aswellasthatofourownstate,continuestobestubbornlyhigh.Whilethereappearstobesomeimprovement,allnationalwarningsarethatitwilltakeyearstobringthisparticulareconomicindicator to 2008 levels.

Foreclosed HomesForeclosureswereaveryimportantindicatorduringtheGreatRecession.Asweslowlygrowfromthelowernumberswewereexperiencing,wecontinuetowatchthisnumber.Thereare,asreportedinthenationalpress,significantcompetingstoriesaboutforeclosures.Bankswereallowingpeopletoliveintheirhomes;banksarenowtakingmoreassertiveaction;andtheinventoryofforeclosedhomesiseitherhigherorlower,dependingonthestoryoftheday.ThefollowingisCountyinformation.Whileitisdifficulttodrawagreatmanyconclusionsfromthisdata,itappearstheworstoftheforeclosuresissuesarebehindtheCounty.

9


Inflationary ImpactsGivenourcommunityhasfood-basedshoppingcentersandover18%ofourtotalsalestaxreceiptsderivesfromgrocerystores, food inflation isan importantanalysis. Over thepast twelvemonths, food inflationhasbeen3.13%,accordingtotheBureauofLaborStatistics.Again,nationalpressstoriesindicatethatfoodcostsaregoingtoincreaseduetotheissuesrelatedtothepoorweatherconditionsof2012.Inthepast,whenfoodpricesweregreater,peoplechangedbehavior.Therearenationalstoriesindicatingpeoplearealreadydoingthat–lessbeef,morechickenisoneexample;purchasingstorebrandsovernamebrandsisanothertacticconsumersselect.

Ten-Year PlanningAlloftheseindicatorsandmorewentintodevelopingtheassumptionsforthe“TenYearPlans.”The2013–2014OperatingBudgetdocumenthasaseparatesectiononeachFundandtheassumptionsoftheten-yearplanning.

Theemphasisontheten-yearconceptistounderstandthatthisisaplanningdocument.Itisimportanttoun-derstand the long-term implications of all decisions within discussed and agreed upon assumptions as related to expenditures and revenues.

Inanyten-yearplanning,therewillbeverygoodyears.Thiscurrentyear,2012,maybeoneofthose.Simultane-ously,wewillhaveanothereconomicslowdownsometimeduringthisperiod.

Revenues• SalesTaxrevenueassumesa3%growthforallyearsexceptin2016and2019.In2016theassumptionis4%

toaccommodatethegrowthrelatedtoGoldLine.By2019wehavetocapturesomegrowthovertimethatwecertainlybelievewilloccur.

• Buildingusetaxrevenueassumesa2%growthforallyearsofthemodel.• RevenuechangesreflectassumptiononfuturedevelopmentintheRalstonUrbanRenewalArea.• ScienceandCulturalFacilitiesDistrictandOpenSpacerevenuesarederivedfromsalestaxthroughoutthe

region.Theseareassumedtoincreaseat3%annually.• WaterRatesarebudgetedtoincrease4.4%in2013,4.5%in2014–2016and3%thereafter.• WastewaterRatesincrease5.8%between2013–2015and5.5%thereafter.Over50%ofthechangehereisdue

to the regional costs of cleaning wastewater.• StormWaterRatesarebudgetedtoincrease2%inthe“even”yearsofthebudget:2014,2016,2018and2020.

Norateincreaseisbudgetedintheotheryears.

Expenditures• Personnel-relatedcostswerecalculatedbaseduponeachemployee’scurrentgradeandstepandinclude

anassumptionforfuturesalaryrangeadjustments(SRA’s).TheSRAmethodologyisnotbasedonCostofLivingAdjustments,butratherananalysisofeachjobclassinanidentifiedmarket.Themodelassumesa2.5%changefor2013,2%between2014–2017and1%thereafter.

• MedicalcostIncreasesarethemostunknownduetoexternalnationalforces.Atthistime,theincreasesare10%in2013,8%between2014–2017and4%beginningin2018throughthelifeofthemodel.

• InternalServicecosts–insurance,buildingmaintenance,vehiclereplacementandcomputercosts–areheldflatthroughthemodel.

• StaffvacancysavingshavebeenassumedineachFund.ThesearenotthesameacrosseachFundduetotheanalysisofchangeinpersonnel.

• Everyotheryear,effective2013, the ten-yearmodeldoesassume$200,000 forcommunityclean-uppro-gram.Nochangeshavebeenmadetoneighborhoodrevitalizationbudget.

• Streetmaintenanceisnowbudgetedover$5millionfortheyears2013–2017;tobalancethemodel,thetotalbudgetwasreducedto$4millionannually.In2019allgeneralgovernmentaldebtisretired.Therewillbeadditionalmoniesavailableforthesecostsbythisdate.

10


Fund BalancesAtthistime,wehavenochangesintherecommendedFundBalancesforeachFund.OvertimeeachoftheseFundsdoesneedawell-consideredfundbalancegoal.Thisdiscussionstartedfouryearsago.Allexpendituresandrevenuehavetobeconsideredwithinthecontextoften-yearimplications.ThegoalistoensureallFundshaveapositivebalancewithintheendoftheten-yearplanninghorizon.• GeneralFund:17%ofallcosts.Thetotalcostsforanygivenyearweretaken,andthenmultipliedby17%.

ThisalsomeansthateveryinternalservicecostandtransfertootherFundshasafundbalanceadded.Theneach Fund has Fund Balance target.

• ArvadaCenter:11%.• ParkFund:11%.• EnterpriseFunds:25%orthreemonths’costsofactivitiesplusoneyear’sdebtservicetoaccountforthe

differentwaystherevenueisreceivedineachoftheseFunds.TheseFundsinclude:Water,Wastewater,StormWater,GolfandHospitality.

• InternalServiceFunds:Thesehavenoadoptedlevels.Allhavehealthybalancesthroughoutthemodel.

Performance-Based BudgetingThisisthethirdcomponentofdevelopingasustainablebudgetthatmeetstheneedsofourcommunity.Asdis-cussedonmanyoccasions,thiseffortiscurrentlybeginningwithemphasis.Whilethereisnotagreatdealtouseforthe2013-2014OperatingBudget,theCityhasateamworkingontheelementsthatwillneedtobeimple-mentedandconsideredindevelopingperformancemeasures.Thereisavibrantdialogueoccurringonthistopicwithintheorganization.

Thiseffortwillleadtovariouschanges.Wemayrealizethatsomeoftheservicesofferedarenotreallyimportanttoourcitizens.Wewillimplementnewwaysofprovidingservices–anditmaynotbetheCityprovidingthose.Wewillhaveanorganizationwillingtotrynewthings;itwillleadtosomeincrediblesuccessesandsomeinter-estingfailureswithinarisktolerance.Thiswillbeasignificantworkloadin2013and2014.

Budget ControlTheCitydefinesabalancedbudgetasrevenuesplusavailablefundbalancemustmeetorexceedexpendituresineachofthetwo-yearbudgetcycles.

Theadoptedbudgetandthelevelofappropriationcanbeamendedduringtheyear.ThisactionrequiresCouncilapprovalintheformofaresolutionforabudgetamendmentandbyordinancerequiringapublichearingforanincrease in appropriation.

SUMMARY Thefactorsnotedabovewereallevaluatedindevelopingthe2013-2014OperatingBudget.After,weconsideredtheprioritiesandtheparameters,the2013–2014budgetprocesswasveryfocused.Aspresentedinthefollowingsection,thefocuswasonpreviouslyidentifiedprioritiesandchangesoccurringinourenvironment.

Thenationisunderenormouspressures:healthcarecosts,weatherimpactsonourfoodsupply,uncertainissuesatthenationalleadershiplevel,andtheinternationalissues.Overall,theCityand,itappears,theregion,aredoingverywell.However,therearemoreunknowneconomicfactorsthanoccurredinthefirstdecadeofthiscentury.The2013-2014OperatingBudgetoffersacautiousandslowdirectionforthenexttwoyears.

11

12

Revenue and Expenditure Summary


2013-2014 OPERATING AND CAPITAL BUDGET

All of the environmental issues noted in the previous sections lead to our 2013-2014 Operating Budget. The fol-lowing provides an overview of revenues and expenditures.

All Funds SummaryTheTotal2013Budgetis$230,578,141with$164,123,585inrevenuestomeettheseexpenditures. In2014,thenumbersare$171,419,726and$167,719,369

Beginning 2013 2013 2013 2014 2014 2014Funds Budgeted Budgeted Funds Budgeted Budgeted Funds

Funds Available Revenues Expenditures Available Revenues Expenditures AvailableGeneral Fund 19,098,566$ 67,932,479$ 68,866,754$ 18,164,291$ 69,640,774$ 70,422,308$ 17,382,757$ Special Revenue Funds:Grants Fund 2,924,782 586,355 600,000 2,911,137 586,355 600,000 2,897,492 Lands Dedicated 2,194,742 135,000 200,000 2,129,742 139,050 - 2,268,792 Arvada Center 110,078 10,846,595 10,844,821 111,852 11,437,376 11,419,292 129,936 Community Development 6,955,110 817,237 1,040,435 6,731,912 817,237 1,049,115 6,500,034 Arvada Housing Authority 324,899 3,950,642 3,951,081 324,460 3,950,642 3,963,038 312,064 Parks 4,003,440 7,393,702 7,408,892 3,988,250 7,615,066 7,709,032 3,894,284 Police Seizure 255,592 28,500 25,000 259,092 28,605 25,000 262,697 Police Tax Increment Fund .21 6,134,029 3,281,434 7,383,708 2,031,755 3,369,826 3,538,731 1,862,850 Police Tax Increment Fund .25 6,485,719 4,051,097 7,684,806 2,852,010 4,165,764 3,854,415 3,163,359 Economic Development 1,723,841 754,000 730,683 1,747,158 775,000 758,210 1,763,948 Total Special Revenue Funds: 31,112,232 31,844,562 39,869,426 23,087,368 32,884,921 32,916,833 23,055,456 Debt Service Funds:COP Series 2005 Debt Service 110,535 1,398,731 1,408,731 100,535 1,398,731 1,408,731 90,535 Debt Service Fund 336,027 4,039,119 4,039,119 336,027 4,039,119 4,039,119 336,027 Total Debt Service Funds 446,562 5,437,850 5,447,850 436,562 5,437,850 5,447,850 426,562 Capital Projects Funds:Capital Projects Fund 26,177,912 4,590,966 18,766,500 12,002,378 4,055,955 6,276,820 9,781,513 Special Assessment 2,180,245 - - 2,180,245 - - 2,180,245 Total Capital Projects Funds 28,358,157 4,590,966 18,766,500 14,182,623 4,055,955 6,276,820 11,961,758 Enterprise Funds:Water Fund 57,688,557 24,116,745 61,157,878 20,647,424 24,507,891 23,718,465 21,436,850 Wastewater Fund 10,773,886 12,627,735 12,317,961 11,083,660 13,372,553 12,981,062 11,475,151 Golf Course Fund 398,298 4,336,230 4,290,733 443,795 4,405,595 4,409,401 439,989 Stormwater Fund 5,649,095 3,223,775 6,743,986 2,128,884 3,263,456 4,442,990 949,350 Food Service Fund 610,585 1,673,273 1,860,446 423,412 1,721,356 1,910,795 233,973 Total Enterprise Funds 75,120,421 45,977,758 86,371,004 34,727,175 47,270,851 47,462,713 34,535,313 Internal Service Funds:Insurance Fund 4,550,221 2,078,709 3,163,067 3,465,863 2,102,547 2,626,405 2,942,005 Computers 6,682,981 1,856,479 2,121,916 6,417,544 1,858,766 1,303,413 6,972,897 Print Shop 142,784 437,801 403,825 176,760 450,935 416,610 211,085 Vehicles 6,249,356 3,428,397 5,392,897 4,284,856 3,474,698 4,168,697 3,590,857 Buildings 1,309,553 538,584 174,902 1,673,235 542,072 378,077 1,837,230 Total Internal Service Funds: 18,934,895 8,339,970 11,256,607 16,018,258 8,429,018 8,893,202 15,554,074 Total All Budgeted Funds 173,070,833$ 164,123,585$ 230,578,141$ 106,616,277$ 167,719,369$ 171,419,726$ 102,915,920$

13


Themajordifferencesbetween2013and2014areinthefollowingareas:• SignificantexpendituresinthePoliceTaxIncrementsFundstomeettherequirementsofbuildingtwoPolice

communitystations.• Over$34millionasthefirstpaymenttoDenverWaterastheCity’sshareofincreasingwatercapacityatthe

GrossReservoir.• In 2013 we are also replacing police vehicles as scheduled.• Computersandothertechnologywillbereplacedasscheduled.Thisdoesnotoccurannually.

These,combinedwiththesalaryassumptionsofstepsandtheSalaryRangeAdjustmentincreaseof2.5%andthehealthcarecostsof10%,comprisethemostsignificantchangesbetweenthetwoyears.

Othermajorchangesbetweenthecurrentbudgetandthe2013–2014Budgetareaspresentedinthefollowingtable.EachdepartmentalchangeisincludedintheBudgetDetailsectionofthisdocument.

GeneralFundDepartment Description Cost NotesFund Administration

Increase HumanServicesFunding

$75,000 This will increaseHuman Service Funding to $210,000; $75,000from CDBG; $60,000 from the General Fund and $75,000 from HODAG(HousingDevelopmentActionGrant).

Arvada Center .50Accounting Position

$35,000 Thiswilltakea.50FTEtoafull-timeposition.ItwillnotrequireadditionalGeneralFundsubsidy.

CityManager’sOffice

Additional training costs

$10,000 This will cover the additional training costs for an additional DeputyCityManager.

CommunityDevelopmentDepartment

UpdateComprehensive Plan

$300,000 TheCity’sComprehensivePlanmust beupdated everydecade.ThiswillpayforapublicprocesstodiscussourCity’sfuture.

CommunityDevelopmentDepartment

Historical Building Survey

$150,000 This is a studydiscussed onnumerous occasions to help guidedevelopmentissuesintheareaslocatedbetweentheSheridanandOlde Town rail stations.

Human Resources

City-wideEducation

$75,000 Continuedthefundingof thisprogramin2013;mayincrease in2014dependingontheanalysisoftheoverallprogram.

Information Technology

MobileTechnology

Position

$66,900 Technologyneedsareincreasing.Thispositionwillworkwithde-partmentstoensurethedeploymentofmobiletechnologyisana-lyzedandusedinastrategicandtacticalway.


Additional Internet access

$15,000 Currentlythecityhasone100mbconnectiontotheinternet.Thiswillcreatetwotoensureconnectivityinallcircumstances.

Parks Rededication ofOpenSpace

monies

$200,000 With the new strategic direction of the CIP, the City can nowdedicateOpenSpacemoniestoongoingmaintenancefromcapitalmaintenance. Thesedollarswillnowbeusedforsummertempandsupplyexpensestomaintainparks.

PublicSafety Addition of one Parking Program po-

sition

$92,000 Thisisforthefirstyearcostsofaparkingpositiontobeginanover-allprogram.Councilwillapprovethefinalprogram.

PublicWorks Additional licenses forGeographicServices

TechnologySystem

$38,500 Thiswillpurchaseenterprise-widelicensingforthesystemtobeusedthroughouttheorganization. Moreandmoredepartmentsare using geographic information to help with strategic decisions.

14


Taxes38.91%

Charges for Services31.23%

Intergovernmental Reveues13.57%

Transfers8.73%

Licenses & Permits3.59%

Fines & Forfeits0.93%

Miscellaneous2.99%

Other Financing Sources0.05%

2013 Operating Revenue by Source

Personnel Costs28.30%

Capital Maintenance & Replacement

34.13%

Services & Charges11.01%

Professional Services8.65%

Supplies5.33%

Debt Service3.52%

Miscellaneous0.45%

Transfers8.59%

2013 Expenditures by Category

Personnel Costs $65,259,890

Capital Maintenance & Replacement

78,706,523

Services&Charges 25,395,303

ProfessionalServices 19,947,393

Supplies 12,285,090

DebtService 8,125,115

Miscellaneous 1,043,147

Transfers 19,815,680

Total $230,578,141

Taxes $63,857,993

ChargesforServices 51,261,615

Intergovernmental Revenues 22,264,496

Transfers 14,325,110

Licenses & Permits 5,898,406

Fines & Forfeits 1,533,180

Miscellaneous 4,907,785

OtherFinancingSources 75,000

Total $164,123,585

15


Revenues

TaxesandChargesforServicescompriseover70%ofthetotalrevenuestheCitygeneratestopayforallservices.Thesetwotypesofrevenuesareexpectedtogenerateover$115millionofthe$164millionfor2013.

TaxesTaxesprovideover38.93%ofthetotalbudgetrevenue.ThemajorsourcesoftaxesareasfollowsandareusedprimarilybytheGeneral,DebtServiceandPoliceTaxIncrementFunds.

2011 Actual

2012 Revised

2013 Budget

2014 Budget

SalesandUseTax $43,573,093 $43,644,756 $46,469,565 $47,844,003Property&OwnershipTax 4,953,283 4,872,531 4,931,982 5,081,982AutoUseTax 5,006,383 4,881,500 5,282,970 5,388,629BuildingUseTax 2,070,334 1,579,740 2,098,040 2,098,040Franchise 4,283,049 4,659,000 4,682,248 4,772,922Other 346,538 379,597 393,188 393,188Total Taxes $60,232,680 $60,017,124 $63,857,993 $65,578,764$Change -215,556 3,840,869 1,720,771% Change -0.36% 6.40% 2.69%

Sales Taxes

16


Ofthistotal$45.9millionwillbeusedfortheGeneral,DebtServiceandPoliceTaxIncrementsFunds.In2013,theexpectationisthebasewillincreaseby3%.ItisassumedtherewillbesomelossfromtheUrbanRenewalAuthority.ThisgraphexcludesGeneralUseTax.

Property TaxTheCityhashadthesamepropertytaxratefornearly20years–4.31millsor4.31centsforevery$100ofassessedvalue.AlsoinColorado,assessedvalueis7.96%ofappraisedvalue.ThetotalassessedvalueofpropertywithintheCitylagsbyayear.Duetothenewconstruction,wedoexpecttoreceiveapproximately$4,600,000inrevenuefor2013and$4,750,000in2014.

Use TaxesWehavethreetypesofusetaxes:General,AutoandBuildingUse.TheGeneralTaxisreportedinthesalestaxtable.Itisapproximately$1.2millionannually.

AutoUseandBuildingUsetaxrevenuehasactuallygrownoverthepasttwoyears.Thesereflecttheeconomy.

17


Charges for ServicesThelargestareaofthisrevenuesourceisfortheWater,WastewaterandStormWaterrates.Thefollowinghigh-lights these three charges for services revenue.

IntergovernmentalThisistheoneareaofrevenuethathasshownasignificantlowerrevenuesource.Therearetwoprimaryrea-sons.TheHighwayUsers’TrustFund(HUTF)isfromthesalestaxonvehiclegaspurchases.TheStateallocatestheresourcesinamethodologybasedonnumberofvehiclesandpopulation.Thechallengewiththissourceofrevenueisthattheactualtaxisafixedamountontotalgallonssold.Asvehiclesbecomemoreefficientandduetotheeconomicconditions,thepopulationdrivesless,andthetotalresourcedecreases.

ThesecondmajorsourcecomesfromtheJeffersonCountymilllevyforroadandbridgecosts.Theyhavetheauthoritytochangethiseachyear,andhavebeendecreasingthemilllevyforthispurpose.

Statistically,thisrevenuetypehasremainedstable.Thechallengeisthatwehaveusedthesemoniesforstreetmaintenance.Thesecostsareseeinginflationbetween8to11%overthepastthreeyears,whiletherevenuehasnotgrown.ThishasrequiredtheCitytodedicatemoregeneralrevenuestothesestreetmaintenanceexpenses.

18


Interest EarningsInterest earnings are one of the most dismal elements of our revenues sources. The following provides a short historyofourtotalinterestearningsandrateofreturnforthepasttwoyears,withtherevised2012estimateandthe2013and2014Budget.GiventhenationaltrendswiththeFederalReserveindicatingitisconsideringlowinterestratesthrough2014,theinternationalchallengesandtheconfusionovertheLIBOR(LondonInterBankOfferedRate)asaratesettingnumberthatcanbetrustedinthemarkets,wedonotseetheyieldsgrowingoverthenexttwoyears.Wealsoexpecttospendconsiderableprincipalforourcapitalitems.Thus,totalearningswilldecreaseuntiltheyieldincreases.

Revenue SummaryOverall,revenuesareexpectedtoincreaseby2.1%acrossalltypes.Salesandusetaxesaregoingtoincreaseatapproximatelyinflationarylevels.Utilityrateswillincreaseduetothecostsofsignificantconstructionprojectsandtheregionalcostsofwatertreatment.Theseareexpectedtogrowbymorethaninflation.

19


Expenditures Asthefollowingchartillustrates,salariescomprise30.3%ofthetotalcostsin2013and39.7%in2014oftotalcosts.Thischangeisobviouslyduetothecapitaldollarsthatareestimatedtobespentin2013.Asageneralrule,remov-ingallcapitalcostsfrombothyears,salariescompriseapproximately44%oftotalcostsineachyear.

2013 2014Salaries $65,259,890 $67,954,160Capital Maintenance & Replacement 78,706,523 16,838,768Services&Charges 25,395,303 26,256,704ProfessionalServices 19,947,393 19,969,100Supplies&Expenses 12,285,090 11,617,340DebtService 8,125,115 8,116,984Miscellaneous 1,043,147 1,071,326Transfers 19,815,680 19,595,344

$230,578,141 $171,419,726

A review of the larger costs is provided.

Salaries

2011 Actual

2012 Revised

2013 Budget

2014 Budget

SalariesandWages $41,254,783 43,934,913 $46,099,521 $47,779,890TemporaryWages 3,402,688 3,477,393 3,661,223 3,746,797Benefits 13,081,487 13,970,579 15,070,479 15,902,756Overtime and Other 1,389,649 1,342,685 428,667 524,717Total Personnel Costs $59,128,607 $62,725,570 $65,259,890 $67,954,160$Change 3,596,963 2,534,320 2,694,270% Change 6.08% 4.04% 4.13%

Again,theassumptionsthroughoutthenexttwoyearsarethatsalarieswillincreasebystepsandgrade.Inaddi-tion,wehaveassumeda2.5%SalaryRateAdjustmentforthosejobsthatmaygrowduetothemarketconditions.In 2014 the increase is 2.0% for the same reasons.

TemporarycostsarehigherastheParksDepartmentisusingtheirOpenSpacemoniestopurchasetemporaryhelp for ongoing parks maintenance.

Benefitsareprimarilycomprisedofhealthanddentalcosts.Totalhealthcostsin2013areexpectedtobe$8,483,391.Thisisa10%increaseoverthe2012budgetedamount.

Mostoftheovertimeandspecialpaysareinthestreets,policeandwaterdivisions,allduetogeneralemergenciessuchasweatherandotherextraordinaryevents.

20


Services and Charges

2011 Actual

2012 Revised

2013 Budget

2014 Budget

Housing Program $3,482,873 $3,564,705 $3,595,634 $3,595,732Insurance 950,442 1,523,029 1,832,455 1,835,161CDBGProgram 239,331 345,106 388,622 388,671Utilities 7,793,224 8,125,975 8,550,410 9,009,871Program Expense 2,984,921 1,890,666 2,936,018 3,239,527Training 738,701 714,023 854,962 919,985ContractServices 1,336,509 942,635 967,690 996,084Other 11,623,167 13,220,456 6,269,512 6,271,673TotalServicesandCharges $29,149,168 $30,326,595 $25,395,303 $26,256,704$Change 1,177,427 -4,931,292 861,401% Change 4.04% -16.26% 3.39%

Theservicesandchargesincludeexpensesrelatedtopayingotheragenciesororganizations.Examplesinclude:theutilitycoststheCitypaysforelectricity,naturalgas,water,wastewaterandstormwater;moniespaidtoDen-verWaterforthepurchaseofwaterandtheservicestoMetroWastewaterforthetreatmentofthecity’ssewagethatistransferredtothisagency.TheCitypaysoutsideconsultantsforavarietyoftrainings,includingstateandfederal mandated training.

Capital TheCitynowhasaCapitalImprovementsPlan(CIP)documentdetailingboththe2013and2014appropriationsaswellasaten-yearplanfortheCity‘sinfrastructureexpenditures.ThisdocumenthasasummaryoftheCIPappropriationsunderaseparatetab.Forthespecificityofprojects,pleaseseetheCIPdocument.

TheCityhasalegalprovisiontodedicate20%oftheCity’s3centsalestaxtoinfrastructuremajorcapitalmainte-nanceandnewconstruction.Thisisreferredtoas98-101moneyafterthesectionoftheCity’scodeauthorizingthe sales tax dedication for capital needs.

Asthefollowingtableshows,in2013atotalof$7.7millionwillbegeneratedfromsalestaxforcapitalneeds.Ofthistotal,$4.5millionwillbeusedtopayfordebtserviceissuedforpreviouscapitalneeds.Theremainderwillbededicatedto“payasyougo”projects.

Funding 2013 201498-101 $7,717,998 $7,950,927Debtserviceobligations (4,534,440) (4,529,898)Transfer to the capital improvement program $3,183,558 $3,421,029

Inadditiontothesemonies,theCIPrecommendationsincludeusingwater,wastewaterandstormwaterratesformajorutilityprojects.ItincludesusingmoniesfromtheRiskManagementFundforcapitalprojectsrelatedtosafetyandsecurityattheArvadaCenter.Ofcourse,therewillbeavarietyofgrantsandotherintergovernmentalrevenues to meet various needs.

21


Thetablebelowisanoverviewofthetypesofcapitalexpenditures.In2013,theCityexpectstomakethefirstpay-mentof$34milliontoDenverWaterforourshareofthecostsoftheGrossReservoirexpansion.

Category 2013 Budget 2014 BudgetGeneralGovernment $21,253,500 $1,751,500 Transportation 2,422,000 5,087,170Parks,Golf&Hospitality 2,647,000 1,187,810Utilities 47,856,352 8,418,176Total $65,178,852 $16,444,656

Debt ServiceTheCity’ssalestaxdebtobligationwillbetotallyretiredin2019.ThisareaaccountsfortheCertificatesofPartici-pationissuedin2005.Thiswillbetheonlyoutstandingobligationafter2019.Theobligationwillberetiredby2025,and,ofthetotal$1.408million,theGeneralFundwilloweonly$420,000through2025.

TransfersThereareahostoftransferstoandfromvariousdepartments.Examplesincludethefollowinghighlights:

From To AmountGeneralFund Arvada Center $3,643,122GeneralFund Park Fund 2,883,545GeneralFund CertificatesofParticipation 466,643GeneralFund AEDA 751,000GeneralFund CIP 3,217,468GeneralFund Golf 201,294Arvada Center GeneralFund 2,000,000Water Fund GeneralFund $1,829,680

ThetransfersaregenerallyfromtheGeneralFundtohelpsupporttheactivitiesoftheotherdepartments’mis-sions.TheArvadaCenterandWaterFundpaytheGeneralFundtopayforbuilding,utilityandoverheadex-pensesofoperatingtheselinesofbusinesses.

Conclusion

Overall, the changes to the 2013–2014OperatingBudget are to be onlyprojects or programs theCouncil hasconsideredoverthepasttwoyearsindifferentbriefings.TheBudgetincludesthe$2,000,000addedtotheStreetmaintenance,ensuringthat in2013and2014thebudgetfortakingcareofourstreetswill total$5,636,877and$5,745,983,respectively.

TheBudgetrecommendswecontinuetoinvestinouremployeesthroughadditionaltrainingdollarstomeettheincreasingknowledgeweexpectofouremployees. Weareoffering toemployeesanopportunity topurchasevacationhourstoencouragethemtosavemoreforretirement,whilesimultaneouslyloweringtheCity’sfinancialliability.

This2013–2014OperatingBudgetrecommendsbuildingonthebaseofourservicesinseveralareas.Itproposesexpansionofthecity’sinternetconnectivitytoensurecontinuedserviceinnearlyeverysituation.Moreandmore

22


ofourtechnologyisbeingfoundontheinternet,andthus,connectingtothatsoftwareisimperativeforthehighfunctioningofourservices.ThesuggestedfundingforHumanServicesisincreasedtoatotalof$210,000withanadditional$75,000fromtheGeneralFund.Theneedsaregreat.Supportingthenon-profitpartnersthatofferservicesforourresidentsensuresthemostefficientandeffectivewaytoprovideservices.TheBudgetadvocatesforadditionallicensingforgeographicservicesasmoreandmoreemployeesareusingthisanalyticaltoolfordecision making.

WhiletheBudgetfocusesonbaseservices,thereareareasthataregrowing.TheTransit-OrientedDevelopmentaccompanyingthenewcommuterraillinewillcreateaneedtomanageparking.Thisrequiresapositiontohelpaccomplishthiswork,inadditiontoaprogramtheCouncilwillapprovebeforeanyactualimplementation.

Technologydoeshelpustobemoreefficientandeffective. Ourresidentsrequireustoofferelectronicsearchandpaymentoftheirutilityandsalestaxobligations.Technologyisconstantlychanging.Thenewestmoveisemploymentofmobileapplications. Thesedonothappenwithoutastrategicandtacticalconsideration. TheBudgetrequestsanadditionalemployeetohelpdepartmentsastheyidentifywaystobecomemoreefficientwiththese new tools.

Inaddition,toplanforthechanges,itistimetoupdatetheCity’sComprehensivePlan.ThiswillbeanincredibleopportunitytoengagethecitizensinastrategicdiscussionofthevisionfortheCity.ThisBudgetrecommendsthisaswellasananalysisoftheCity’scorehistoricalbuildings.

Thegoalofthe2013–2014OperatingBudgetwastomeetthecriticalneedswithinourcurrentandlong-termfiscalenvironment.Simultaneously,anothergoalwastobeginadialoguewithemployeesanddecisionmakersaboutthelongviewofrevenuesandcosts.Revenuesandcostsalwaysincrease.Thechallengeistoensurethecorrectprioritiesarebeingmetaseffectivelyandefficientlyaspossible.

Thesediscussionsarebeginningwithintheworkforce.Itisexciting.Thenextfewyears,withtheimplementationofPerformance-BasedBudgeting,willcontinuetotakethisorganizationtonewheights–andContinuetoBuildaGreatCommunityforallcitizens,businesses,partnersandemployees.

23


Revenue Trend Analysis2011 Actuals, 2012 Revised Budget and 2013 and 2014 Budgets

2011 Actual 2012 Revised 2013 Budget 2014 BudgetGeneral Fund 65,029,939$ 63,934,431$ 67,932,479$ 69,640,774$Neighborhood Revitalization 159,282 - - -Grants 529,781 586,355 586,355 586,355Lands Dedicated 1,331,359 135,000 135,000 139,050Drainage 28,216 - - -Arvada Center 10,183,629 11,143,836 10,846,595 11,437,376Community Development 699,987 817,237 817,237 817,237Arvada Housing Authority 3,787,366 3,950,642 3,950,642 3,950,642Parks 6,967,658 7,091,518 7,393,702 7,615,066Police Seizure 8,293 28,500 28,500 28,605COP Series 2005 Debt Service 1,406,686 1,398,731 1,398,731 1,398,731Police Tax Increment .21 3,301,204 3,219,023 3,281,434 3,369,826Police Tax Increment .25 3,857,445 3,680,012 4,051,097 4,165,764Debt Service 4,139,224 4,039,119 4,039,119 4,039,119Capital Projects 10,031,155 12,105,777 4,590,966 4,055,955Construction 4,327 - - -Special Assessments 191,860 - - -Water 22,762,866 23,262,981 24,116,745 24,507,891Wastewater 11,419,621 11,709,170 12,627,735 13,372,553Golf Courses 4,023,241 4,239,604 4,336,230 4,405,595Stormwater 5,094,392 3,186,015 3,223,775 3,263,456Food Services 1,555,098 1,666,763 1,673,273 1,721,356Insurance 2,141,757 2,376,582 2,078,709 2,102,547Computers 2,060,477 1,857,153 1,856,479 1,858,766Print Shop 313,699 425,049 437,801 450,935Vehicles 3,406,223 3,607,765 3,428,397 3,474,698Buildings 548,360 520,200 538,584 542,072AEDA 1,175,757 1,229,000 754,000 775,000Total All Budgeted Funds 166,158,902$ 166,210,463$ 164,123,585$ 167,719,369$

24


2011 Actual 2012 Revised 2013 Budget 2014 BudgetGeneral Fund 63,245,220$ 72,275,967$ 68,866,754$ 70,422,308$Neighborhood Revitalization 116,412 225,000 - -Grants 823,764 600,000 600,000 600,000Lands Dedicated 2,219,096 1,591,236 200,000 -Drainage - 1,985,158 - -Arvada Center 10,210,464 10,843,836 10,844,821 11,419,292Community Development 695,673 960,451 1,040,435 1,049,115Arvada Housing Authority 3,826,648 4,016,197 3,951,081 3,963,038Parks 6,750,319 7,289,653 7,408,892 7,709,032Police Seizure - 25,000 25,000 25,000COP Series 2005 Debt Service 1,400,381 1,408,731 1,408,731 1,408,731Police Tax Increment .21 2,971,012 3,361,168 7,383,708 3,538,731Police Tax Increment .25 3,292,196 3,601,229 7,684,806 3,854,415Debt Service 4,187,993 4,039,119 4,039,119 4,039,119Capital Projects 14,509,317 24,750,049 18,766,500 6,276,820Construction 13,488 4,267,657 - -Special Assessments 16,157 - - -Water 15,671,131 24,233,665 61,157,878 23,718,465Wastewater 8,695,551 11,605,220 12,317,961 12,981,062Golf Courses 3,608,841 4,244,445 4,290,733 4,409,401Stormwater 1,961,734 12,741,334 6,743,986 4,442,990Food Services 1,700,589 2,241,784 1,860,446 1,910,795Insurance 2,059,273 2,619,896 3,163,067 2,626,405Computers 2,341,920 3,753,215 2,121,916 1,303,413Print Shop 262,974 389,265 403,825 416,610Vehicles 2,200,149 4,366,176 5,392,897 4,168,697Buildings 690,979 879,647 174,902 378,077AEDA 1,020,973 744,029 730,683 758,210Total All Budgeted Funds 154,492,254$ 209,059,127$ 230,578,141$ 171,419,726$

Expenditure Trend Analysis2011 Actuals, 2012 Revised Budget and 2013 and 2014 Budgets

25

26

Ten-Year Models

Ten-Year Models

2013-2022 TEN-YEAR MODEL ASSUMPTIONS

All Funds

• Personnel-related expenses were calculated in detail based upon each employee’s current grade and step and include future estimated market rate adjustments. The market rate adjustment was budgeted at 2.5% for 2013, 2% for 2014-2017 and 1% thereafter.

• Increases for the City’s medical plan were budgeted at 10% for 2013, 8% for 2014-2017 and 4% for 2018 and beyond.

• Transfers to fund insurance lines, building maintenance, vehicle replacement, computer maintenance and computerreplacementareheldflatthroughoutthemodels.

• Transfers to fund vehicle maintenance and risk management services are increased at 3% throughout the models.

General Fund

• The working capital goal is 17% of all expenditures.• Sales tax revenue assumes a 3% growth for all years of the model except 2016 (4%) and 2019 (3.5%).• Building use tax revenue assumes a 2% growth for all years of the model.• AssumesarevenueoffsetofincreasingamountsforpendingredevelopmentintheUrbanRenewalAreas.• Assumes an additional transfer of $2,000,000 in 2013-2017 and $1,000,000 in 2018-2022 for streets mainte-

nance.• Assumes a vacancy savings of 2.5% for all years of the model.

Arvada Center

• The working capital goal is 11% of all expenditures.• Assumes SCFD revenue will increase 3% for all years of the model.• AssumestheCitycashtransfertobeflatat$1,643,122throughoutthemodel.

Parks

• The working capital goal is 11% of all expenditures.• Open Space revenues are budgeted to increase at 3% for all years of the model except 2016 (4%) and 2019

(3.5%).• TheCity’sattributableshareofOpenSpacerevenuewillcontinuetobeused100%forparkmaintenance

and operations in 2013 and thereafter.

Police Tax .21

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

27

Ten-Year Models

2013-2022 TEN-YEAR MODEL ASSUMPTIONS (cont.)

Police Tax .25

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

Water

• The working capital goal is 25% of all expenditures plus one year’s Debt Service.• Ratesarebudgetedtoincrease4.3%in2013,4.5%in2014-2016and3%thereafter.

Wastewater

• The working capital goal is 25% of all expenditures.• Ratesarebudgetedtoincrease5.75%in2013-2015and5.5%thereafter.

Golf

• The working capital goal is 25% of all expenditures.• Golf rounds are budgeted to increase 2% in 2013 after a 7% increase in 2012.

Storm Water

• The working capital goal is 25% of all expenditures plus one year’s Debt Service.• Ratesarebudgetedtoincrease2%in2014,2016,2018and2020withnorateincreaseintheotheryears.

Hospitality

• The working capital goal is 25% of all expenditures.• Assumes no operating transfer to or from the General Fund.• Model contains funding for capital replacement items of $263,096 in 2013-2014 and $140,000 in 2015 and

beyond.

Insurance Services

• The working capital goal is $3,000,000 plus the annual actuarial projection for limited loss.• Revenuesforinsurancelinesareassumedflatthroughoutthemodel.• Revenuesforriskmanagementservicesareincreasedat3%throughoutthemodel.• Funding for 3 security projects is budgeted at $573,500 for 2013.

28

Ten-Year Models

Ten

Yea

r Fi

nanc

ial M

odel

sG

ener

al F

und

- Tab

le 1

2011

2012

2013

2014

2016

2018

2020

2022

Act

uals

Est

imat

eB

udge

tB

udge

tPr

opos

edPr

opos

edPr

opos

edPr

opos

edR

EV

EN

UE

STa

xes

49,4

28,2

22$

51

,424

,142

$

52

,542

,799

$

54

,069

,694

$

57

,385

,558

$

60,2

74,6

57$

68

,172

,586

$

71,9

11,3

85$

Lice

nses

, Per

mits

and

Fee

s2,

344,

025

2,34

9,81

12,

289,

000

2,28

9,00

02,

353,

640

2,42

0,89

12,

490,

860

2,56

3,65

5In

terg

over

nmen

tal

4,85

7,45

94,

829,

883

4,79

8,25

04,

872,

866

5,05

2,85

05,

177,

640

5,33

3,92

55,

476,

397

Cha

rges

for S

ervi

ces

6,17

8,87

15,

362,

274

5,62

9,22

45,

763,

807

6,04

4,39

66,

341,

697

6,65

4,92

16,

985,

032

Fine

s & F

orfe

its1,

261,

497

1,51

8,00

01,

533,

180

1,54

8,51

21,

625,

087

1,65

7,75

11,

691,

072

1,72

5,06

2M

isce

llane

ous

782,

491

957,

075

968,

527

925,

396

1,18

2,00

51,

278,

255

1,42

0,23

41,

542,

266

Rev

enue

Tra

nsfe

r17

7,37

495

,639

171,

499

171,

499

173,

298

175,

206

177,

230

179,

378

Tota

l Gen

eral

Fun

d R

even

ue65

,029

,939

$

66,5

36,8

24$

67,9

32,4

79$

69,6

40,7

74$

73,8

16,8

34$

77

,326

,097

$

85,9

40,8

28$

90

,383

,175

$

EX

PEN

DIT

UR

ES

City

Man

ager

's O

ffic

e2,

372,

558

$

2,

983,

425

$

2,90

8,45

0$

3,

011,

799

$

3,21

6,70

0$

3,

374,

701

$

3,50

4,96

3$

3,

640,

010

$C

omm

unity

Dev

elop

men

t2,

129,

452

2,46

7,79

93,

017,

615

2,58

6,21

62,

710,

307

2,79

8,02

52,

883,

670

2,97

0,37

8Fi

nanc

e2,

720,

759

2,83

9,00

72,

965,

014

3,06

9,36

53,

268,

669

3,41

5,32

93,

560,

305

3,70

2,48

9Fu

nd A

dmin

14,2

99,4

7516

,560

,561

12,2

43,5

8612

,442

,223

13,3

39,3

2814

,159

,416

19,2

26,2

1520

,192

,660

Hum

an R

esou

rces

1,10

1,80

21,

214,

284

1,22

6,70

21,

270,

094

1,35

3,76

51,

418,

454

1,47

9,94

31,

540,

173

Info

rmat

ion

Tech

nolo

gy2,

871,

205

3,07

4,41

73,

203,

329

3,31

9,74

63,

529,

849

3,66

0,01

73,

784,

483

3,91

2,12

7Le

gal

1,34

4,48

31,

412,

154

1,52

7,96

21,

585,

084

1,68

9,20

11,

763,

145

1,82

3,64

11,

876,

353

Mun

icip

al C

ourt

827,

532

909,

525

94

5,28

3

977,

936

1,

045,

744

1,09

8,40

5

1,

133,

705

1,16

9,63

2Pu

blic

Saf

ety

17,2

92,0

7419

,300

,192

20,0

65,1

3320

,745

,178

22,1

36,3

2122

,939

,930

23,7

25,4

5024

,534

,796

Publ

ic W

orks

17,0

27,9

5618

,399

,140

19,3

52,8

3319

,946

,328

21,0

83,9

8820

,942

,770

21,8

61,5

1822

,815

,763

Util

ities

1,25

7,92

41,

342,

400

1,41

0,84

71,

468,

339

1,57

6,79

41,

637,

588

1,69

8,09

71,

758,

354

Tota

l Gen

eral

Fun

d Ex

pend

iture

s63

,245

,220

$

70,5

02,9

04$

68,8

66,7

54$

70,4

22,3

08$

74,9

50,6

66$

77

,207

,780

$

84,6

81,9

90$

88

,112

,735

$

Fund

Bal

ance

, Beg

inni

ng21

,113

,183

$

23,0

64,6

46$

19,0

98,5

66$

18,1

64,2

91$

16,4

42,7

25$

14

,019

,200

$

14,7

11,0

21$

17

,519

,072

$Fu

nd B

alan

ce, E

ndin

g23

,064

,646

$

19,0

98,5

66$

18,1

64,2

91$

17,3

82,7

57$

15,3

08,8

93$

14

,137

,517

$

15,9

69,8

59$

19

,789

,512

$

Fund

Bal

ance

Goa

l (17

% o

f Exp

endi

ture

s )10

,751

,687

$

11,9

85,4

94$

11,7

07,3

48$

11,9

71,7

92$

12,7

41,6

13$

13

,125

,323

$

14,3

95,9

38$

14

,979

,165

$Ex

cess

/(Def

icie

ncy)

12,3

12,9

59$

7,

113,

072

$

6,45

6,94

3$

5,

410,

965

$

2,56

7,28

0$

1,

012,

194

$

1,57

3,92

1$

4,

810,

347

$

29

Ten-Year Models

Ten

Yea

r Fi

nanc

ial M

odel

sA

rvad

a C

ente

r - T

able

2

2011

2012

2013

2014

2016

2018

2020

2022

Act

uals

Est

imat

eB

udge

tB

udge

tPr

opos

edPr

opos

edPr

opos

edPr

opos

edR

EV

EN

UE

SLi

cens

es, P

erm

its a

nd F

ees

6,94

5$

6,

600

$

6,60

0$

6,

600

$

6,60

0$

6,

600

$

6,60

0$

6,

600

$In

terg

over

nmen

tal

947,

682

1,03

9,79

7

1,06

5,02

0

1,10

3,63

7

1,20

1,44

3

1,24

3,46

7

1,31

9,97

9

1,40

1,26

9C

harg

es fo

r Ser

vice

s5,

161,

038

5,

285,

750

5,

742,

405

6,

200,

330

7,

051,

599

8,

098,

560

8,

960,

446

9,

725,

971

Mis

cella

neou

s49

3,05

1

72

2,25

0

38

9,44

8

44

3,68

7

57

8,11

2

75

6,77

3

99

4,70

6

1,

307,

727

Rev

enue

Tra

nsfe

r3,

574,

913

3,

610,

392

3,

643,

122

3,

683,

122

3,

765,

538

3,

851,

284

3,

940,

493

4,

033,

307

Tota

l Rev

enue

s10

,183

,629

$

10

,664

,789

$

10

,846

,595

$

11

,437

,376

$

12

,603

,292

$

13

,956

,684

$

15

,222

,224

$

16

,474

,874

$

EX

PEN

DIT

UR

ES

AC

Pre

sent

s-

$

1,11

2,00

0$

923,

408

$

1,14

2,63

2$

1,57

5,07

5$

2,17

8,05

1$

2,61

7,24

3$

2,62

7,01

5$

Adm

inis

tratio

n3,

029,

282

3,

306,

971

3,

075,

065

3,

156,

737

3,

382,

697

3,

672,

042

3,

850,

004

4,

036,

320

Dev

elop

men

t12

8,18

0

92

,095

23

6,47

3

34

7,62

1

38

0,71

9

41

0,20

3

44

2,07

1

47

3,82

3Ed

ucat

ion

776,

942

932,

448

914,

775

940,

270

990,

867

1,03

9,43

3

1,11

4,53

7

1,20

2,43

2Fa

cilit

ies M

anag

emen

t13

7,69

2

17

5,84

8

19

7,03

8

20

3,31

5

27

8,37

7

29

3,00

7

30

9,86

2

32

7,92

1G

alle

ry /

Mus

eum

321,

446

333,

322

333,

212

340,

763

356,

237

374,

776

406,

798

445,

079

Mar

ketin

g1,

339,

893

1,

288,

395

1,

385,

633

1,

417,

283

1,

482,

833

1,

635,

525

1,

775,

101

1,

941,

120

Perf

orm

ing

Arts

4,47

7,02

8

3,54

5,80

6

3,77

9,21

7

3,87

0,67

1

4,12

8,44

9

4,39

5,84

1

4,76

1,33

5

5,47

5,58

4To

tal E

xpen

ditu

res

10,2

10,4

63$

10,7

86,8

85$

10,8

44,8

21$

11,4

19,2

92$

12,5

75,2

54$

13,9

98,8

78$

15,2

76,9

51$

16,5

29,2

94$

Fund

Bal

ance

, Beg

inni

ng25

9,00

8$

23

2,17

4$

11

0,07

8$

11

1,85

2$

15

1,31

0$

15

0,53

0$

59

,032

$

(5

4,43

1)$

Fund

Bal

ance

, End

ing

232,

174

$

110,

078

$

111,

852

$

129,

936

$

179,

348

$

108,

336

$

4,30

5$

(1

08,8

51)

$

Fund

Bal

ance

Goa

l (11

% o

f Exp

endi

ture

s)1,

123,

151

$

1,

186,

557

$

1,

192,

930

$

1,

256,

122

$

1,

383,

278

$

1,

539,

877

$

1,

680,

465

$

1,

818,

222

$Ex

cess

/(Def

icie

ncy)

(890

,977

)$

(1

,076

,479

)$

(1,0

81,0

78)

$

(1

,126

,186

)$

(1,2

03,9

30)

$

(1

,431

,541

)$

(1,6

76,1

60)

$

(1

,927

,073

)$

30

Ten-Year Models

Ten

Yea

r Fi

nanc

ial M

odel

sPa

rks -

Tab

le 3

2011

2012

2013

2014

2016

2018

2020

2022

Act

uals

Est

imat

eB

udge

tB

udge

tPr

opos

edPr

opos

edPr

opos

edPr

opos

edR

EV

EN

UE

SLi

cens

es, P

erm

its a

nd F

ees

52,4

76$

48,2

75$

49

,723

$

51

,214

$

54,3

34$

57

,642

$

61,1

53$

64

,878

$

Inte

rgov

ernm

enta

l3,

142,

349

3,29

9,55

2

3,

398,

539

3,50

0,49

5

3,74

9,73

0

3,

825,

085

3,95

8,96

3

4,

200,

064

Cha

rges

for S

ervi

ces

59,5

98

60,7

19

62

,071

62

,433

66,2

35

70

,270

74,5

48

79

,089

Mis

cella

neou

s97

3,19

4

97

0,28

2

999,

824

1,

029,

011

1,

090,

840

1,15

6,83

7

1,

227,

059

1,30

1,78

6

R

even

ue T

rans

fer

2,74

0,04

0

2,

808,

044

2,88

3,54

5

2,

971,

913

3,

156,

682

3,35

2,70

5

3,

560,

666

3,78

1,29

2

To

tal R

even

ues

6,96

7,65

7$

7,

186,

872

$

7,39

3,70

2$

7,

615,

066

$

8,

117,

821

$

8,46

2,53

9$

8,

882,

389

$

9,42

7,10

9$

EX

PEN

DIT

UR

ES

Arv

ada

Res

ervo

ir27

,490

$

(1

0,40

7)$

9,

224

$

9,93

7$

9,63

0$

10,4

35$

11

,458

$

12,7

20$

A

thle

tic F

acili

ties

494,

881

516,

036

56

1,66

5

589,

933

631,

833

67

6,91

8

725,

450

77

7,70

7

Dis

trict

133

6,55

7

37

0,58

7

388,

161

40

5,37

7

43

7,48

3

472,

319

51

0,13

1

551,

189

D

istri

ct 2

297,

689

293,

590

31

3,81

5

340,

443

366,

686

39

5,10

5

425,

892

45

9,25

7

Dis

trict

330

1,74

4

37

6,77

3

381,

884

41

7,13

1

45

0,07

6

485,

813

52

4,59

7

566,

704

Fo

rest

ry/O

pen

Spac

e28

9,71

8

28

4,67

2

307,

437

32

0,88

4

34

0,92

7

362,

256

38

4,95

6

409,

121

Jo

int P

arks

Adm

inis

tratio

n4,

125,

032

4,48

8,01

9

4,

520,

180

4,68

2,45

2

5,00

0,03

9

5,

219,

248

5,43

8,53

7

5,

653,

891

Nat

ure

Cen

ter

127,

145

143,

825

14

9,55

7

153,

737

162,

089

16

8,49

7

175,

242

18

2,34

7

Park

& U

rban

Des

ign

750,

062

767,

709

77

6,96

9

789,

138

816,

023

84

8,62

7

882,

849

91

8,81

3

Tota

l Exp

endi

ture

s6,

750,

318

$

7,23

0,80

4$

7,

408,

892

$

7,70

9,03

2$

8,21

4,78

6$

8,

639,

218

$

9,07

9,11

2$

9,

531,

749

$

Fund

Bal

ance

, Beg

inni

ng3,

830,

033

$

4,04

7,37

2$

4,

003,

440

$

3,98

8,25

0$

3,75

7,68

4$

3,

431,

229

$

2,99

6,94

8$

2,

627,

603

$

Fund

Bal

ance

, End

ing

4,04

7,37

2$

4,

003,

440

$

3,98

8,25

0$

3,

894,

284

$

3,

660,

719

$

3,25

4,55

0$

2,

800,

225

$

2,52

2,96

3$

Fund

Bal

ance

Goa

l (11

% o

f Exp

endi

ture

s)74

2,53

5$

795,

388

$

81

4,97

8$

847,

994

$

903,

626

$

95

0,31

4$

998,

702

$

1,

048,

492

$

Exce

ss/(D

efic

ienc

y)3,

304,

837

$

3,20

8,05

2$

3,

173,

272

$

3,04

6,29

0$

2,75

7,09

3$

2,

304,

236

$

1,80

1,52

3$

1,

474,

471

$

31

Ten-Year Models

Ten

Yea

r Fi

nanc

ial M

odel

sPo

lice

Tax

Incr

emen

t .21

- T

able

4

2011

2012

2013

2014

2016

2018

2020

2022

Act

uals

Est

imat

eB

udge

tB

udge

tPr

opos

edPr

opos

edPr

opos

edPr

opos

edR

EV

EN

UE

S

Taxe

s3,

061,

483

$

3,

147,

569

$

3,25

9,78

3$

3,34

9,54

0$

3,

570,

765

$

3,

776,

430

$

4,

010,

513

$

4,

242,

163

$

In

terg

over

nmen

tal

15,6

38

-

-

-

-

-

-

-

M

isce

llane

ous

224,

083

60,0

00

21,6

51

20,2

86

36

,158

44,5

35

59

,284

71,3

83

To

tal R

even

ues

3,30

1,20

4$

3,20

7,56

9$

3,

281,

434

$

3,

369,

826

$

3,60

6,92

3$

3,82

0,96

5$

4,06

9,79

7$

4,31

3,54

6$

EX

PEN

DIT

UR

ES

Adm

inis

tratio

n B

urea

u18

2,02

9$

20

6,07

5$

226,

348

$

231,

259

$

24

1,82

1$

25

1,82

9$

26

2,36

6$

27

3,46

7$

A

nim

al M

anag

emen

t62

,539

82

,577

85

,260

87

,179

91,2

26

93

,710

96,3

04

99

,045

Com

mun

icat

ions

Bur

eau

280,

044

319,

152

33

4,74

3

35

0,15

2

378,

498

392,

965

407,

664

422,

747

Crim

inal

Inve

stig

atio

ns B

urea

u31

7,71

6

34

2,47

9

347,

941

356,

994

37

2,68

4

38

2,11

7

39

1,94

9

40

2,26

1

O

ffic

e of

the

Chi

ef28

1,68

4

32

6,84

5

4,28

7,34

8

342,

790

36

5,82

0

38

3,28

5

40

1,75

4

42

1,29

8

Pa

trol B

urea

u1,

656,

690

1,

799,

747

1,85

4,76

9

1,91

6,05

8

2,

014,

492

2,

073,

180

2,

233,

287

2,

311,

696

R

ecor

ds B

urea

u19

0,31

0

24

3,89

5

247,

299

254,

299

26

5,99

5

27

6,98

9

28

8,26

1

29

9,82

5

To

tal E

xpen

ditu

res

2,97

1,01

2$

3,32

0,77

0$

7,

383,

708

$

3,

538,

731

$

3,73

0,53

6$

3,85

4,07

5$

4,08

1,58

5$

4,23

0,33

9$

Fund

Bal

ance

, Beg

inni

ng5,

917,

038

$

6,

247,

230

$

6,13

4,02

9$

2,03

1,75

5$

1,

708,

670

$

1,

509,

837

$

1,

412,

660

$

1,

434,

954

$

Fu

nd B

alan

ce, E

ndin

g6,

247,

230

$

6,

134,

029

$

2,03

1,75

5$

1,86

2,85

0$

1,

585,

057

$

1,

476,

727

$

1,

400,

872

$

1,

518,

161

$

Fund

Bal

ance

Goa

l (11

% o

f Exp

endi

ture

s)32

6,81

1$

36

5,28

5$

812,

208

$

389,

260

$

41

0,35

9$

42

3,94

8$

44

8,97

4$

46

5,33

7$

Ex

cess

/(Def

icie

ncy)

5,92

0,41

9$

5,76

8,74

4$

1,

219,

547

$

1,

473,

590

$

1,17

4,69

8$

1,05

2,77

9$

951,

898

$

1,05

2,82

4$

32

Ten-Year Models

Ten

Yea

r Fi

nanc

ial M

odel

sPo

lice

Tax

Incr

emen

t .25

- T

able

5

2011

2012

2013

2014

2016

2018

2020

2022

Act

uals

Est

imat

eB

udge

tB

udge

tPr

opos

edPr

opos

edPr

opos

edPr

opos

edR

EV

EN

UE

S

Taxe

s3,

775,

126

$

3,89

2,76

9$

4,02

1,58

0$

4,

132,

649

$

4,

406,

317

$

4,66

0,59

9$

4,

950,

132

$

5,23

6,58

4$

M

isce

llane

ous

82,3

18

55

,000

29

,517

33,1

15

82,6

39

13

1,32

4

20

1,37

8

25

4,79

1

To

tal R

even

ues

3,85

7,44

4$

3,

947,

769

$

4,

051,

097

$

4,16

5,76

4$

4,48

8,95

6$

4,

791,

923

$

5,15

1,51

0$

5,

491,

375

$

EX

PEN

DIT

UR

ES

Adm

inis

tratio

n B

urea

u38

,083

$

52

,111

$

58

,309

$

60,0

58$

63,7

15$

67

,595

$

71,7

12$

76

,079

$

Ani

mal

Man

agem

ent

55,8

27

60

,471

65

,201

68,4

15

74,9

12

79

,758

82,5

50

84

,946

Com

mun

icat

ions

Bur

eau

294,

607

32

1,89

5

34

1,98

7

358,

929

392,

676

415,

088

437,

276

458,

153

Crim

inal

Inve

stig

atio

ns B

urea

u89

3,66

7

951,

093

940,

407

96

6,75

0

1,

018,

019

1,04

9,06

8

1,

081,

581

1,11

5,72

1

O

ffic

e of

the

Chi

ef20

6,91

3

216,

800

4,25

0,39

7

30

5,71

0

32

6,32

6

33

8,74

6

35

1,82

4

36

5,62

8

Pa

trol B

urea

u1,

692,

430

1,85

9,32

2

1,90

7,40

3

1,

970,

823

2,

276,

095

2,55

9,67

6

2,

778,

580

2,89

7,58

6

R

ecor

ds B

urea

u1,

738

1,79

1

1,84

5

1,95

7

2,07

6

2,20

2

2,33

7

Spec

ial I

nves

tigat

ions

Bur

eau

110,

670

10

7,68

4

11

9,31

1

121,

885

127,

256

130,

297

133,

447

136,

706

Tota

l Exp

endi

ture

s3,

292,

197

$

3,57

1,11

4$

7,68

4,80

6$

3,

854,

415

$

4,

280,

956

$

4,64

2,30

4$

4,

939,

172

$

5,13

7,15

6$

Fund

Bal

ance

, Beg

inni

ng5,

543,

817

$

6,10

9,06

4$

6,48

5,71

9$

2,

852,

010

$

3,

342,

524

$

3,65

2,60

9$

3,

931,

108

$

4,42

4,05

3$

Fu

nd B

alan

ce, E

ndin

g6,

109,

064

$

6,48

5,71

9$

2,85

2,01

0$

3,

163,

359

$

3,

550,

524

$

3,80

2,22

8$

4,

143,

446

$

4,77

8,27

2$

Fund

Bal

ance

Goa

l (11

% o

f Exp

endi

ture

s)36

2,14

2$

392,

823

$

845,

329

$

42

3,98

6$

47

0,90

5$

510,

653

$

54

3,30

9$

565,

087

$

Ex

cess

/(Def

icie

ncy)

5,74

6,92

2$

6,

092,

896

$

2,

006,

681

$

2,73

9,37

3$

3,07

9,61

9$

3,

291,

575

$

3,60

0,13

7$

4,

213,

185

$

33

Ten-Year Models

Ten

Yea

r Fi

nanc

ial M

odel

sW

ater

Fun

d - T

able

6

2011

2012

2013

2014

2016

2018

2020

2022

Act

uals

Est

imat

eB

udge

tB

udge

tPr

opos

edPr

opos

edPr

opos

edPr

opos

edR

EV

EN

UE

SLi

cens

es, P

erm

its a

nd F

ees

3,76

0,79

3$

3,

303,

505

$

3,

277,

970

$

3,44

4,48

4$

3,

722,

758

$

4,02

3,64

3$

4,

348,

986

$

4,70

0,77

2$

Cha

rges

for S

ervi

ces

17,7

72,5

26

18

,365

,413

19,1

95,9

52

20,1

41,9

99

21,6

59,7

26

23,1

75,0

97

24,5

56,6

40

26,0

21,8

70M

isce

llane

ous

720,

476

1,

178,

036

1,

214,

314

480,

044

53

6,35

2

437,

652

47

0,18

4

90,3

59R

even

ue T

rans

fer

404,

931

41

6,02

7

42

8,50

9

441,

364

46

8,24

3

496,

758

52

7,01

2

559,

107

Oth

er F

inan

cing

Sou

rces

Tota

l Rev

enue

s22

,658

,726

$

23,2

62,9

81$

24

,116

,745

$

24

,507

,891

$

26

,387

,079

$

28

,133

,150

$

29

,902

,822

$

31

,372

,108

$

EX

PEN

DIT

UR

ES

Drin

king

Wat

er C

ompl

ianc

e46

6,51

1$

490,

936

$

506,

947

$

52

5,91

3$

558,

659

$

58

4,30

9$

608,

810

$

63

4,63

7$

Park

Tap

s75

,205

-

79,1

96

82,4

71

87,4

94

92

,822

98,4

75

10

4,47

2Pa

rks I

rrig

atio

n11

5,30

6

-

156,

000

15

6,78

0

158,

352

15

9,93

9

161,

543

16

3,16

2R

alst

on T

reat

men

t Pla

nt6,

381,

330

6,52

7,79

9

7,19

4,45

0

7,

376,

843

8,03

9,84

7

8,

678,

894

9,37

0,25

0

10

,117

,689

Rev

enue

Div

isio

n of

Wat

er1,

408,

372

3,29

4,13

5

3,23

3,05

8

3,

264,

472

3,33

9,83

2

3,

394,

373

5,45

6,91

9

3,

250,

562

Util

ity A

dmin

istra

tion

619,

960

61

4,65

6

62

8,81

9

656,

130

70

9,80

7

739,

942

76

9,89

3

795,

704

Wat

er G

ener

al A

dmin

istra

tion

2,09

2,70

0

4,

966,

639

40

,829

,278

2,

825,

447

4,77

1,96

2

12

,429

,378

21

,496

,055

3,

544,

449

Wat

er S

uppl

y/O

pera

tions

/Con

serv

atio

n57

5,01

4

684,

979

712,

931

73

6,79

1

782,

914

82

5,29

3

869,

867

91

5,28

3W

ater

Sys

tem

Ope

ratio

ns3,

936,

733

7,51

9,28

0

7,81

7,19

9

8,

093,

618

8,65

6,81

9

9,

144,

241

9,63

2,78

8

10

,132

,271

Tota

l Exp

endi

ture

s15

,671

,131

$

24,0

98,4

24$

61

,157

,878

$

23

,718

,465

$

27

,105

,686

$

36

,049

,191

$

48

,464

,600

$

29

,658

,229

$

Wor

king

Cap

ital,

Beg

inni

ng51

,536

,405

$

58,5

24,0

00$

57

,688

,557

$

20

,647

,424

$

22

,541

,020

$

16

,599

,978

$

22

,161

,213

$

2,

037,

760

$W

orki

ng C

apita

l, En

ding

58,5

24,0

00$

57

,688

,557

$

20,6

47,4

24$

21,4

36,8

50$

21,8

22,4

13$

8,68

3,93

7$

3,

599,

435

$

3,75

1,63

9$

Wor

king

Cap

ital G

oal (

25%

+ D

ebt S

ervi

ces)

6,29

7,45

0$

8,

290,

306

$

17

,554

,770

$

8,

190,

316

$

9,03

8,97

2$

11

,273

,298

$

14

,378

,150

$

9,

420,

622

$Ex

cess

/(Def

icie

ncy)

52,2

26,5

50$

49

,398

,251

$

3,09

2,65

5$

13

,246

,534

$

12

,783

,442

$

(2

,589

,361

)$

(1

0,77

8,71

5)$

(5,6

68,9

83)

$

34

Ten-Year Models

Ten

Yea

r Fi

nanc

ial M

odel

sW

aste

wat

er F

und

- Tab

le 7

2011

2012

2013

2014

2016

2018

2020

2022

Act

uals

Est

imat

eB

udge

tB

udge

tPr

opos

edPr

opos

edPr

opos

edPr

opos

edR

EV

EN

UE

SLi

cens

es, P

erm

its a

nd F

ees

1,24

5,02

3$

273,

265

$

27

5,11

3$

278,

666

$

28

5,88

5$

29

3,40

5$

30

1,23

2$

30

8,84

7$

Cha

rges

for S

ervi

ces

10,3

28,3

32

11

,159

,096

11,7

16,9

31

12

,440

,807

14,0

19,7

24

15,7

92,6

21

17,7

90,4

74

19,9

50,0

27M

isce

llane

ous

(218

,972

)

209,

614

56

6,48

0

581,

793

61

5,30

5

64

2,08

5

70

6,85

9

81

4,53

7R

even

ue T

rans

fer

65,2

38

67

,195

69,2

11

71

,287

75,6

29

80,2

35

85,1

21

90,3

05To

tal R

even

ues

11,4

19,6

21$

11

,709

,170

$

12,6

27,7

35$

13

,372

,553

$

14,9

96,5

43$

16,8

08,3

46$

18,8

83,6

86$

21,1

63,7

16$

EX

PEN

DIT

UR

ES

Was

tew

ater

Col

lect

ion

Syst

em1,

725,

008

$

4,

024,

287

$

3,95

2,58

7$

4,

089,

224

$

4,36

8,48

3$

4,60

3,90

0$

4,84

0,53

0$

5,08

0,60

2$

Was

tew

ater

Dis

posa

l5,

888,

619

6,

536,

367

7,22

2,99

0

7,

715,

182

8,99

8,98

8

10,3

02,0

42

11,5

75,3

74

13,0

06,0

90W

aste

wat

er G

ener

al A

dmin

istra

tion

1,08

1,92

4

1,11

4,63

0

1,

142,

384

1,17

6,65

6

1,

360,

864

1,

443,

742

1,

468,

327

1,

557,

748

Tota

l Exp

endi

ture

s8,

695,

551

$

11

,675

,284

$

12,3

17,9

61$

12

,981

,062

$

14,7

28,3

35$

16,3

49,6

84$

17,8

84,2

31$

19,6

44,4

40$

Wor

king

Cap

ital,

Beg

inni

ng8,

015,

930

$

10

,740

,000

$

10,7

73,8

86$

11

,083

,660

$

11,7

58,4

67$

12,2

95,6

35$

13,4

99,3

87$

15,7

40,9

53$

Wor

king

Cap

ital,

Endi

ng10

,740

,000

$

10,7

73,8

86$

11

,083

,660

$

11,4

75,1

51$

12

,026

,675

$

12

,754

,297

$

14

,498

,842

$

17

,260

,229

$

Wor

king

Cap

ital G

oal (

25%

of E

xpen

ditu

res)

2,17

3,88

8$

2,91

8,82

1$

3,

079,

490

$

3,24

5,26

6$

3,

682,

084

$

4,

087,

421

$

4,

471,

058

$

4,

911,

110

$Ex

cess

/(Def

icie

ncy)

8,56

6,11

2$

7,85

5,06

5$

8,

004,

170

$

8,22

9,88

6$

8,

344,

591

$

8,

666,

876

$

10

,027

,784

$

12

,349

,119

$

35

Ten-Year Models

Ten

Yea

r Fi

nanc

ial M

odel

sG

olf C

ours

e - T

able

8

2011

2012

2013

2014

2016

2018

2020

2022

Act

uals

Est

imat

eB

udge

tB

udge

tPr

opos

edPr

opos

edPr

opos

edPr

opos

edR

EV

EN

UE

SC

harg

es fo

r Ser

vice

s3,

790,

693

$

4,

041,

564

$

4,

123,

071

$

4,18

4,07

4$

4,

438,

884

$

4,70

9,21

2$

4,

996,

003

$

5,30

0,26

0$

Mis

cella

neou

s19

,466

11

,403

11

,865

12

,046

12,7

74

13

,550

14,3

73

15

,249

Rev

enue

Tra

nsfe

r21

3,08

2

21

9,47

4

20

1,29

4

209,

475

22

6,58

0

244,

725

26

3,97

7

284,

401

Tota

l Rev

enue

s4,

023,

241

$

4,

272,

441

$

4,

336,

230

$

4,40

5,59

5$

4,

678,

238

$

4,96

7,48

7$

5,

274,

353

$

5,59

9,91

0$

EX

PEN

DIT

UR

ES

Gol

f Cou

rse

Gen

eral

Adm

inis

tratio

n92

5,61

0$

94

7,38

5$

1,

025,

388

$

1,04

4,65

6$

1,

087,

462

$

1,12

7,84

8$

1,

174,

749

$

1,22

4,40

6$

Lake

Arb

or G

olf C

ours

e A

dmin

istra

tion

356,

852

362,

614

376,

045

38

7,41

5

412,

580

43

0,09

2

448,

548

46

8,01

1La

ke A

rbor

Mai

nten

ance

579,

767

611,

063

637,

388

64

6,82

2

681,

813

70

4,15

6

727,

207

75

1,46

6La

ke A

rbor

Res

taur

ant

196,

118

266,

651

274,

698

28

3,39

4

300,

903

31

6,50

5

333,

035

35

0,54

9W

est W

oods

Gol

f Cou

rse

Adm

inis

tratio

n49

2,65

1

59

4,97

5

64

3,45

7

675,

484

72

8,74

8

774,

458

82

1,87

0

870,

888

Wes

t Woo

ds M

aint

enan

ce44

4,38

4

47

7,78

9

49

4,48

9

512,

043

54

8,78

3

577,

212

60

4,91

2

630,

302

Wes

t Woo

ds R

esta

uran

t84

3,91

4

81

9,66

6

83

9,26

8

859,

587

91

6,16

7

973,

654

1,

034,

087

1,09

7,73

0To

tal E

xpen

ditu

res

3,83

9,29

6$

4,08

0,14

3$

4,29

0,73

3$

4,

409,

401

$

4,67

6,45

6$

4,

903,

925

$

5,14

4,40

8$

5,

393,

352

$

Wor

king

Cap

ital,

Beg

inni

ng22

,055

$

20

6,00

0$

39

8,29

8$

443,

795

$

43

8,31

8$

473,

980

$

63

2,76

5$

929,

666

$W

orki

ng C

apita

l, En

ding

206,

000

$

398,

298

$

443,

795

$

43

9,98

9$

440,

100

$

53

7,54

2$

762,

710

$

1,

136,

224

$

Wor

king

Cap

ital G

oal (

25%

of E

xpen

ditu

res)

959,

824

$

1,02

0,03

6$

1,07

2,68

3$

1,

102,

350

$

1,16

9,11

4$

1,

225,

981

$

1,28

6,10

2$

1,

348,

338

$Ex

cess

/(Def

icie

ncy)

(753

,824

)$

(621

,738

)$

(6

28,8

88)

$

(662

,361

)$

(729

,014

)$

(688

,439

)$

(523

,392

)$

(212

,114

)$

36

Ten-Year Models

Ten

Yea

r Fi

nanc

ial M

odel

sSt

orm

wat

er U

tility

- T

able

9

2011

2012

2013

2014

2016

2018

2020

2022

Act

uals

Est

imat

eB

udge

tB

udge

tPr

opos

edPr

opos

edPr

opos

edPr

opos

edR

EV

EN

UE

SLi

cens

es, P

erm

its a

nd F

ees

1,61

0,55

6$

-

$

-$

-$

-$

-

$

-$

-

$In

terg

over

nmen

tal

199,

535

-

-

-

-

-

-

-

Cha

rges

for S

ervi

ces

3,14

3,50

3

3,

148,

900

3,

157,

295

3,23

1,85

8

3,31

9,78

5

3,40

9,93

7

3,50

2,36

6

3,59

7,13

0M

isce

llane

ous

140,

799

11

9,60

0

66

,480

31,5

98

24

,699

31

,314

32

,217

37

,099

Rev

enue

Tra

nsfe

r-

-

-

-

-

-

-

-

Tota

l Rev

enue

s5,

094,

393

$

3,26

8,50

0$

3,22

3,77

5$

3,

263,

456

$

3,

344,

484

$

3,

441,

251

$

3,

534,

583

$

3,

634,

229

$

EX

PEN

DIT

UR

ES

Stor

mw

ater

1,96

1,73

4$

8,

572,

405

$

6,

743,

986

$

4,44

2,99

0$

2,98

0,93

6$

3,71

4,14

8$

3,47

8,49

2$

3,49

8,31

9$

Tota

l Exp

endi

ture

s1,

961,

734

$

8,57

2,40

5$

6,74

3,98

6$

4,

442,

990

$

2,

980,

936

$

3,

714,

148

$

3,

478,

492

$

3,

498,

319

$

Wor

king

Cap

ital,

Beg

inni

ng7,

820,

341

$

10,9

53,0

00$

5,

649,

095

$

2,12

8,88

4$

1,28

5,28

4$

1,68

8,35

4$

1,44

2,37

9$

1,51

5,78

6$

Wor

king

Cap

ital,

Endi

ng10

,953

,000

$

5,

649,

095

$

2,

128,

884

$

949,

350

$

1,64

8,83

2$

1,41

5,45

7$

1,49

8,47

0$

1,65

1,69

6$

Wor

king

Cap

ital G

oal (

25%

+ D

ebt S

ervi

ce1,

422,

651

$

3,07

6,58

4$

2,61

9,58

5$

2,

044,

581

$

1,

679,

067

$

1,

862,

370

$

1,

803,

456

$

1,

808,

413

$Ex

cess

/(Def

icie

ncy)

9,53

0,35

0$

2,

572,

511

$

(4

90,7

01)

$

(1

,095

,231

)$

(3

0,23

5)$

(4

46,9

13)

$

(3

04,9

86)

$

(1

56,7

17)

$

37

Ten-Year Models

Ten

Year

Fin

ancia

l Mod

elsH

ospi

talit

y - T

able

10

2011

2012

2013

2014

2016

2018

2020

2022

Actu

als

Estim

ate

Budg

etBu

dget

Prop

osed

Prop

osed

Prop

osed

Prop

osed

REVE

NUES

Char

ges f

or S

ervi

ces

1,54

3,48

3$

1,56

1,43

6$

1,

608,

266

$

1,

654,

524

$

1,

755,

285

$

1,

862,

182

$

1,

975,

588

$

2,

095,

901

$M

iscell

aneo

us11

,614

63

,233

65,0

07

66,8

32

70

,773

75

,015

79

,548

84

,393

Reve

nue T

rans

fer

-

-

-

-

-

-

-

Total

Rev

enue

s1,

555,

097

$

1,

624,

669

$

1,67

3,27

3$

1,72

1,35

6$

1,82

6,05

8$

1,93

7,19

7$

2,05

5,13

6$

2,18

0,29

4$

EXPE

NDIT

URES

Banq

uet F

acili

ty1,

243,

991

$

1,

488,

824

$

1,54

2,48

5$

1,58

6,78

6$

1,54

7,68

1$

1,62

4,44

8$

1,70

5,26

2$

1,78

9,17

3$

Hosp

italit

y Ge

nera

l Adm

inist

ratio

n45

6,59

8

28

3,26

0

317,

961

324,

009

334,

310

347,

114

360,

345

374,

085

Total

Exp

endi

ture

s1,

700,

589

$

1,

772,

084

$

1,86

0,44

6$

1,91

0,79

5$

1,88

1,99

1$

1,97

1,56

2$

2,06

5,60

7$

2,16

3,25

8$

Wor

king

Cap

ital,

Begi

nnin

g90

3,49

2$

75

8,00

0$

610,

585

$

423,

412

$

172,

444

$

71,0

64$

13,9

99$

5,95

4$

Wor

king

Cap

ital,

Endi

ng75

8,00

0$

61

0,58

5$

423,

412

$

233,

973

$

116,

511

$

36,6

99$

3,52

8$

22,9

90$

Wor

king

Cap

ital G

oal (

25%

of E

xpen

ditu

res)

425,

147

$

443,

021

$

46

5,11

2$

47

7,69

9$

47

0,49

8$

49

2,89

1$

51

6,40

2$

54

0,81

5$

Exce

ss/(D

efici

ency

)33

2,85

3$

16

7,56

4$

(41,

700)

$

(243

,726

)$

(353

,987

)$

(4

56,1

92)

$

(512

,874

)$

(5

17,8

25)

$

38

Ten-Year Models

Ten

Year

Fin

ancia

l Mod

elsIn

sura

nce S

ervi

ces -

Tab

le 11

2011

2012

2013

2014

2016

2018

2020

2022

Actu

als

Estim

ate

Budg

etBu

dget

Prop

osed

Prop

osed

Prop

osed

Prop

osed

REVE

NUES

Inter

gove

rnm

ental

2,00

4,57

1$

2,31

0,58

2$

2,

010,

729

$

2,03

2,52

8$

2,07

8,11

9$

2,

126,

489

$

2,17

7,80

2$

2,

232,

245

$

Misc

ellan

eous

137,

186

66,0

00

67,9

80

70,0

19

74

,284

78,8

07

83

,607

88,6

98

To

tal R

even

ue2,

141,

757

$

2,

376,

582

$

2,07

8,70

9$

2,

102,

547

$

2,

152,

403

$

2,20

5,29

6$

2,

261,

409

$

2,32

0,94

3$

EXPE

NDIT

URES

Bene

fits A

dmin

istra

tion

1,50

5,76

9$

1,91

6,24

8$

2,

540,

540

$

1,97

3,79

6$

1,67

1,55

0$

1,

715,

181

$

1,76

0,31

8$

1,

806,

996

$

Risk

Man

agem

ent

553,

504

594,

113

62

2,52

7

652,

609

710,

714

74

8,66

0

778,

625

80

8,46

8

Total

Exp

endi

ture

s2,

059,

273

$

2,

510,

361

$

3,16

3,06

7$

2,

626,

405

$

2,

382,

264

$

2,46

3,84

1$

2,

538,

943

$

2,61

5,46

4$

Fund

Bala

nce,

Begi

nnin

g4,

601,

516

$

4,

684,

000

$

4,55

0,22

1$

3,

465,

863

$

2,

736,

366

$

2,26

1,94

6$

1,

734,

896

$

1,17

1,09

7$

Fu

nd B

alanc

e, En

ding

4,68

4,00

0$

4,55

0,22

1$

3,

465,

863

$

2,94

2,00

5$

2,50

6,50

5$

2,

003,

401

$

1,45

7,36

2$

87

6,57

6$

Begi

nnin

g Ca

sh6,

107,

072

$

Endi

ng C

ash

6,03

6,29

3$

Ac

tuar

ial P

roje

ctio

n Ad

just

men

t(1

,486

,072

)$

Avai

labl

e Ca

sh E

ndin

g4,

550,

221

$

NOTE

: The

Actu

arial

Pro

jectio

n Ad

justm

ent i

s a co

mpo

nent

thro

ugho

ut th

e mod

el, re

flecte

d in

the F

und

Balan

ce.

39

Ten-Year Models

Ten

Yea

r Fi

nanc

ial M

odel

sC

ompu

ters

- T

able

12

2011

2012

2013

2014

2016

2018

2020

2022

Act

uals

Est

imat

eB

udge

tB

udge

tPr

opos

edPr

opos

edPr

opos

edPr

opos

edR

EV

EN

UE

SIn

terg

over

nmen

tal

1,77

8,08

7$

1,

780,

231

$

1,78

0,23

1$

1,78

0,23

1$

1,

780,

231

$

1,78

0,23

1$

1,

780,

231

$

1,78

0,23

1$

C

harg

es fo

r Ser

vice

s28

,666

.00

26,4

00.0

0

26

,400

.00

27

,192

.00

28,8

48.0

0

30

,605

.00

32,4

69.0

0

34

,446

.00

Mis

cella

neou

s24

2,49

6

48,3

96

49,8

48

51,3

43

54

,470

57

,787

61

,307

65

,040

Tr

ansf

er11

,227

-

-

-

-

-

-

-

To

tal R

even

ue2,

060,

476

$

1,85

5,02

7$

1,

856,

479

$

1,

858,

766

$

1,86

3,54

9$

1,

868,

623

$

1,87

4,00

7$

1,

879,

717

$

EX

PEN

DIT

UR

ES

Com

pute

r Mai

nten

ance

635,

543

$

1,

258,

196

$

1,14

9,62

1$

1,17

4,16

3$

1,

247,

004

$

1,31

6,84

7$

1,

433,

358

$

1,50

6,96

3$

C

ompu

ter R

epla

cem

ent

1,70

6,37

7

2,

493,

850

972,

295

129,

250

1,

487,

250

902,

750

1,

087,

250

1,44

8,69

5

To

tal E

xpen

ditu

res

2,34

1,92

0$

3,

752,

046

$

2,12

1,91

6$

1,30

3,41

3$

2,

734,

254

$

2,21

9,59

7$

2,

520,

608

$

2,95

5,65

8$

Fund

Bal

ance

, Beg

inni

ng8,

861,

444

$

8,58

0,00

0$

6,

682,

981

$

6,

417,

544

$

6,14

4,58

1$

4,

959,

335

$

4,24

6,87

5$

3,

779,

735

$

Fund

Bal

ance

, End

ing

8,58

0,00

0$

6,

682,

981

$

6,41

7,54

4$

6,97

2,89

7$

5,

273,

876

$

4,60

8,36

1$

3,

600,

274

$

2,70

3,79

4$

40

Ten-Year Models

Ten

Yea

r Fi

nanc

ial M

odel

sV

ehic

les -

Tab

le 1

3

2011

2012

2013

2014

2016

2018

2020

2022

Act

uals

Est

imat

eB

udge

tB

udge

tPr

opos

edPr

opos

edPr

opos

edPr

opos

edR

EV

EN

UE

SIn

terg

over

nmen

tal

3,22

3,75

1$

3,22

8,28

9$

3,

292,

220

$

3,35

8,11

9$

3,56

2,62

9$

3,

779,

592

$

4,00

9,77

0$

4,

253,

964

$

Mis

cella

neou

s14

2,12

3

85

,000

61,1

77

41

,579

59

,230

54,3

93

55

,782

66,7

59

O

ther

40,3

48

294,

476

75

,000

75,0

00

75,0

00

75

,000

75,0

00

75

,000

Tota

l Rev

enue

3,40

6,22

2$

3,60

7,76

5$

3,

428,

397

$

3,47

4,69

8$

3,69

6,85

9$

3,

908,

985

$

4,14

0,55

2$

4,

395,

723

$

EX

PEN

DIT

UR

ES

Veh

icle

Mai

nten

ance

1,97

8,40

2$

2,21

7,58

9$

3,

746,

934

$

2,34

3,95

5$

2,52

4,49

2$

2,

775,

520

$

2,81

8,01

5$

2,

957,

097

$

Veh

icle

Rep

lace

men

t22

1,74

7

2,

125,

820

1,64

5,96

3

1,

824,

742

1,

655,

630

1,42

6,14

3

1,

167,

439

1,02

3,02

9

To

tal E

xpen

ditu

res

2,20

0,14

9$

4,34

3,40

9$

5,

392,

897

$

4,16

8,69

7$

4,18

0,12

2$

4,

201,

663

$

3,98

5,45

4$

3,

980,

126

$

Fund

Bal

ance

, Beg

inni

ng5,

778,

927

$

6,

985,

000

$

6,24

9,35

6$

4,

284,

856

$

3,

590,

857

$

2,79

2,63

6$

2,

462,

810

$

2,81

4,08

3$

Fu

nd B

alan

ce, E

ndin

g6,

985,

000

$

6,

249,

356

$

4,28

4,85

6$

3,

590,

857

$

3,

107,

594

$

2,49

9,95

8$

2,

617,

908

$

3,22

9,68

0$

41

Ten-Year Models

Ten

Yea

r Fi

nanc

ial M

odel

sB

uild

ings

- T

able

14

2011

2012

2013

2014

2016

2018

2020

2022

Act

uals

Est

imat

eB

udge

tB

udge

tPr

opos

edPr

opos

edPr

opos

edPr

opos

edR

EV

EN

UE

SIn

terg

over

nmen

tal

407,

351

$

40

7,35

1$

407,

351

$

40

7,35

1$

40

7,35

1$

407,

351

$

40

7,35

1$

407,

351

$M

isce

llane

ous

29,2

79

15

,000

15,0

00

15,0

00

15

,000

15,0

00

15

,000

15,0

00R

even

ue T

rans

fer

111,

731

11

2,84

9

116,

233

11

9,72

1

12

7,01

1

-

-

-To

tal R

even

ue54

8,36

1$

535,

200

$

53

8,58

4$

542,

072

$

549,

362

$

42

2,35

1$

422,

351

$

42

2,35

1$

EX

PEN

DIT

UR

ES

Bui

ldin

g M

aint

enan

ce69

0,97

9

879,

647

17

4,90

2

378,

077

326,

989

32

0,03

6

1,05

0,79

1

1,

129,

827

Tota

l Exp

endi

ture

s69

0,97

9$

879,

647

$

17

4,90

2$

378,

077

$

326,

989

$

32

0,03

6$

1,05

0,79

1$

1,

129,

827

$

Fund

Bal

ance

, Beg

inni

ng1,

796,

618

$

1,65

4,00

0$

1,

309,

553

$

1,67

3,23

5$

1,70

2,87

8$

1,

670,

246

$

2,09

2,62

4$

1,

243,

188

$Fu

nd B

alan

ce, E

ndin

g1,

654,

000

$

1,30

9,55

3$

1,

673,

235

$

1,83

7,23

0$

1,92

5,25

1$

1,

772,

561

$

1,46

4,18

4$

53

5,71

2$

42

Ten-Year Models

Ten

Yea

r Fi

nanc

ial M

odel

sE

cono

mic

Dev

elop

men

t - T

able

15

2011

2012

2013

2014

2016

2018

2020

2022

Act

uals

Est

imat

eB

udge

tB

udge

tPr

opos

edPr

opos

edPr

opos

edPr

opos

edR

EV

EN

UE

SM

isce

llane

ous

13,8

26$

3,00

0$

3,

000

$

3,00

0$

3,

000

$

3,

000

$

3,

000

$

3,

000

$R

even

ue T

rans

fer

1,16

1,93

1

1,22

6,00

0

75

1,00

0

772,

000

81

7,82

0

867,

625

92

0,46

4

976,

520

Tota

l Rev

enue

s1,

175,

757

$

1,

229,

000

$

754,

000

$

77

5,00

0$

820,

820

$

87

0,62

5$

923,

464

$

97

9,52

0$

EX

PEN

DIT

UR

ES

Econ

omic

Dev

elop

men

t1,

020,

973

$

72

0,95

0$

730,

683

$

75

8,21

0$

813,

429

$

86

0,03

7$

905,

182

$

94

8,41

3$

Tota

l Exp

endi

ture

s1,

020,

973

$

72

0,95

0$

730,

683

$

75

8,21

0$

813,

429

$

86

0,03

7$

905,

182

$

94

8,41

3$

Fund

Bal

ance

, Beg

inni

ng1,

061,

007

$

1,

215,

791

$

1,72

3,84

1$

1,

747,

158

$

1,77

5,41

6$

1,

791,

650

$

1,81

5,33

8$

1,

858,

058

$Fu

nd B

alan

ce, E

ndin

g1,

215,

791

$

1,

723,

841

$

1,74

7,15

8$

1,

763,

948

$

1,78

2,80

7$

1,

802,

238

$

1,83

3,62

0$

1,

889,

165

$

Fund

Bal

ance

Goa

l (11

% o

f Exp

endi

ture

s)11

2,30

7$

79

,305

$

80,3

75$

83,4

03$

89

,477

$

94,6

04$

99

,570

$

104,

325

$Ex

cess

/(Def

icie

ncy)

1,10

3,48

4$

1,64

4,53

7$

1,

666,

783

$

1,68

0,54

5$

1,

693,

330

$

1,70

7,63

4$

1,

734,

050

$

1,78

4,84

0$

* Fu

nd B

alan

ce in

clud

es re

volv

ing

loan

pro

gram

bal

ance

of $

876,

605

at th

e en

d of

201

1 an

d an

add

ition

al tr

ansf

er o

f $50

0,00

0 in

201

2.

43

44

Budget in Brief

2013-2014BUDGET IN BRIEF

SECTION

45

Arvada CenterBudget in Brief

The Arvada Center …• Isoneoftheregion’slargestculturalattractions,hostingover350,000visitorsannually.• Offersyear-roundprofessionaltheater,withseventheatricalshowseachseasonalongwithoneormorechildren’stheaterproductions.• Operatesthreeartgallerieswhichhostovertwelveexhibitionsannually.• ProducesSummer at the Center, animpressivelineupofnationaltouringactsandlocalculturaleventsinits1,600-seatoutdooramphitheater.• Hasanofferingofover900classes,workshopsandcampseachyearintheperformingandvisualarts.70,000studentsparticipateannuallyinthe

Center’sschool-basedprograms.• IsthehomeoftheFrontRangeYouthSymphony,whichoffersyoungmusicianstheopportunitytoaugmentandcontinuetheirmusiceducationand

learnperformanceskills.• IsthehomeoftheArvadaCenterDanceTheater&Academyofferingclassesandprofessionaltraininginballet,modern,jazz,tap,andhiphop.• FeaturestheArvadahistorymuseum,showcasingtheheritageanddevelopmentofArvadaandtheOldWest.• Offersafully-accessibleplaygroundandsculpturegardenthatservesanestimated100,000childrenannually.

OUTCOME STATEMENTTo inspire the residents of our region to live and learn creatively by experiencing the performing arts,

visual arts, educational programs, and historical exhibits.

BUDGET2011 $10,210,463 2012 $10,843,836 2013 $10,844,821 2014 $11,419,292

EMPLOYEES2011 38.752012 38.752013 39.252014 39.25

46

Arvada CenterBudget in Brief

Performing Arts ... • Featurestwotheatricalperformancevenues—500-seatMainStageTheaterand220-seatBlackBoxTheater• Hasanexciting2013seasonlineupwhichincludesManofLaMancha,DividingtheEstate,andCurtains.• IshometooneofthemostnominatedandawardedtheatersalongtheFrontRange,andmostrecentlyreceivedthreeDenverPostOvationAwards.TheCenterisequallywellknownforitsinspiringchildren’stheaterproductions.

Galleries, Public Art, and History Museum ... • Featuresthreeartgallerieswith10,000squarefeetofexhibitionspacewhichofferanexcitingculturalandcontemporarylookatadozenormoreever-changingexhibitionsonanannualbasis.

• OffersannualexhibitionsofworkbygroupssuchastheArvadaArtistsGuild&JeffersonCountyhighschoolstudentsandteachers.• BringshistorytolifebyshowcasingtheheritageanddevelopmentofArvadaandtheOldWestthroughtheholding,preservation,displayandinterpretationofArvada-pertinentartifacts.

• Displays,throughouttheCenterandoutdoorsonthegrounds,nearly30worksofpublicart.Education ... • Servesmorethan8,500children,adultsandseniorsthroughitsmultidisciplinaryeducationalclassesandintegratedprogrammingintheareasofacting,dance,ceramics,humanities,music,photographyandvisualarts.

• Includestenstudioclassrooms,twodedicateddancestudios,adarkroomandaceramicsstudiowithakilnyard.• Providedover90,000hands-onexperienceswiththeartsin2011,includingmorethan32,000thatwerefreeorreducedprice.• OperatesaCeramicsStudiowhichhasbeeninoperationattheArvadaCentersinceitsdoorsopenedin1976.• OperatesTheArvadaCenterDanceAcademyandDanceTheateraswellastheFrontRangeYouthSymphony.

2011-2012 ACCOMPLISHMENTS• Throughtheuseofstrategicpartnershipsandtherecognizedstrengthofourpro-gramming,theArvadaCenterhasestablisheditselfasatrulyregionalinstitution,attractingnearly350,000visitstotheCenterfromacrosstheregionandbeyond.

• TheexpansionofsummerprogrammingintheOutdoorAmphitheaterhasgen-eratednewrevenue,establishedtheCenterasasummerconcertvenue,andadded significant new cultural programming and national touring acts to theDenverMetroarea.

• Overthepasttwoyears,theArtsCouncilandCenterstaffhavemadesignificantprogressinstudyingandunderstandingpotentialstructuralandgovernanceis-suesthatimpactthemissionandoperationsoftheCenter.Thisworkhasen-gagedCityCouncilinsuchawaythatsignificantpolicydecisionsregardingthefutureoftheorganizationcanbeaddressed.

2013-2014 GOALS • OverthenexttwoyearstheCenterwillfocusonincreasingthenumberofvisitorsthrough expansion of existing programming, continued strategic partnershipsandincreasedcapacityutilizationwithagoalofa10%increaseperyear.

• Inordertomaintaingrowthandstatureasaregionalinstitution,theArvadaCen-terwillcontinuetodevelopstrategicpartnershipsandcollaborationswithotherorganizations,focusingonlargeregionalinstitutionsthroughouttheState.

• Tomaintain the long-term fiscal health and sustainability of the Center whilecontinuingtoprovidehighqualityprogrammingandaddressanystructuralandgovernancechanges,aformalassessmentofdepartmentaloperatingpolicies,procedures,andpracticeswillbecompletedin2013.

47

Arvada Economic DevelopmentAssociation - Budget in Brief

The Arvada Economic Development Association …• WorkswithexistingbusinessestosupporttheireffortstogrowandbesuccessfulinArvada.• Recognizesoutstandingbusinesseseachyearfortheircontributionstothecommunity.• AggressivelyworkstoattractcomplementaryretailbusinessestoArvadaandencourageretaildevelopment.• Partnerswithcountyandstateorganizations,aswellascommercialrealestaterepresentatives,toattractmorejobstothecommunity.• Partnerswithotherbusinessorganizationstobringspecializedbusiness-relatedtrainingtoArvada.• StrategicallymarketstheArvadacommunitytobusinessesconsideringrelocationorexpansion.• Facilitatesresolutiontobusiness-relatedconcerns.• Enjoysastrongnetworkandpartnershipwithorganizationswithsimilargoals.• EnjoysanextraordinaryrelationshipwithArvadaCityCouncilandworkstoattaintheireconomicdevelopmentgoals.

OUTCOME STATEMENTTo sustain a planned and balanced community by facilitating industrial, business and

retail development which creates additional jobs, generates additional revenue, and helps existing business prosper and expand.

BUDGET2011 $1,020,973 2012 $744,029 2013 $730,683 2014 $758,210

EMPLOYEES2011 4.02012 4.02013 4.02014 4.0

48

Arvada Economic DevelopmentAssociation - Budget in Brief

The Arvada Economic Development Association ...

• Focusesoncreatingmorejobs,attractingadditionalretail,andsupportingexistingbusinesses.• Receiveda2011AwardofExcellencefromtheBusinessRetentionExpansionInternationalorganization.• HasaBoardofDirectorswhichconsistsof17volunteerbusinessandcommunityleaders.• HasaBusinessRetentionCommitteeconsistingof12additionalvolunteers.• ServesasArvada’sbusiness-to-governmentliaisonforbusinessgrowth.• Offersprogramsandservicesforbusinessdevelopmentincludingbusinessloansandgrants.• IsknownasamodelforeconomicdevelopmentinpartnershipwiththeCityofArvadaandcounselsmanycommunities.• PartnerswiththeArvadaChamberofCommercetoofferanannualLeadershipArvadaprogramforcitizensandbusinessrepresenta-tives.

• PartnerswithJeffersonCounty,allmunicipalities,andmanyotherslocatedintheCountyonaneconomicgardeningorganizationcalledtheJeffersonCountyBusinessResourceCenter,whichoffersfreecounselingandclassesforbusinesses.

• IsanactivepartnerwiththeStateofColoradotoimplementtheGovernor’sBlueprintforbusiness.• Isknownasanaward-winningorganization.

2011-2012 ACCOMPLISHMENTS

• Implemented3newfinancialassistancepilotprogramstocomplementAEDA’sexistingRevolvingLoanProgram:leveraged$200,000inpartnershipwithColo-radoEnterpriseFund(whichprovided$200,000inmatchingfunds)tocreateanArvadaMicroloanProgramforbusinessesneedingaccesstocapital;allocated$400,000fora50/50matchinggrantprogramtofosterimprovedfacades,land-scaping,siteimprovements,and/orsignage,aswellasencourageprivatesectorinvestment;andimplementeda$500/perjobincentivefornewprimaryjobscre-atedandsustainedforoneyearwithanaveragesalaryof>$45,000.

• In2011,reportedover47,000multiplecontactswithbusinesses,realestaterep-resentatives, andother partners resulting in 60existingbusinessexpansions,123newretail/restaurantbusinesses,and61newoffice,industrialandnon-retailcompanies.

• Implementedanaggressivemarketingandsocialmediacampaignresulting inover31,000multiplemarketingcontactsduring2011.Socialmediaoutreachcon-tinuedtoincreaseexponentially.

2013-2014 GOALS

• ImplementAEDABoardofDirectors’StrategicPlan.• Reduceretailvacancyrateby10%within2yearsintargetedareas.• MarketArvadathroughAEDA’swebsite,businessdirectory,andincreasesocialmediaoutreachby75%.

49

City Manager’s OfficeBudget in Brief

The City Manager/City Clerk’s Office …• Administers“AskArvada”–theplaceforcitizenstogoforanswerstocityrelatedquestions.• OperatesKATVChannel8(liveCityCouncilwebstreaming,coverstoriesfromArvada,R1SchoolDistrict,AFPD,Apex,JeffersonCountyand

ArvadaChamberofCommerceevents).• Promotesandengagesincommunityoutreach.• WorkswiththeCityCouncilinallfacetsofCitygovernment.• Isactivelyengagedinthecreationandnurturingofcommunitypartnerships.• Participatesinlegislativeadvocacyaffairs.• IsresponsiblefortheCity’smediarelationsandcommunications.• Administers“SustainArvada”-awayofhonoringArvada’srichheritageandpreservingourresourcestofostereconomicprosperity,environmental

stewardshipandcommunityvitalitytodayandintothefuture.

OUTCOME STATEMENTTo support the Arvada City Council, Citizens and Organization through the implementation of

effective policies, leadership and management practices.

BUDGET2011 $2,372,558 2012 $3,019,861 2013 $2,908,450 2014 $3,011,799

EMPLOYEES2011 16.752012 17.752013 18.952014 18.95

50

City Manager’s OfficeBudget in Brief

The City Manager/City Clerk’s Office ...

• Hasover500videosuploadedonYouTubewithover900,000hits.• LivestreamsCityCouncilandPlanningCommissionmeetingsontheCity’swebsite.• Hasprocessedover12,000passportapplicationssincebecomingaPassportAcceptanceFacilityinlate2002.• Administersthe“AskArvada”CustomerRelationshipManagementsystem.Since“AskArvada”wasputintoplaceinplacein2007,therehavebeen185,005viewsofourFAQ’sand5,378servicerequestsmade.

• Embracessustainability.CityHallhasa57kWSolarSystemontheroofthatpowers6%oftheenergyloadofthis24/7facility,savingabout$6,000peryear.FourotherCitybuildingsalsohavesolarpower,includingtheCityHallAnnex,MajesticViewNatureCenter,WaterTreatmentPlantandtheArvadaCommunityFoodBank.

• Hashad29differentMayorssincefirstincorporatingin1904.• Hasover130citizenswhoarecurrentlyappointedbycitycounciltovariousboardsandcommissions.• WasnamedasoneoftheDenverPostTopWorkplaces2012.• Wasfeaturedasa“hiddengemtolive,workandplay”onthenationallysyndicatedshow“TodayInAmericawithTerryBradshaw”.

2011-2012 ACCOMPLISHMENTS• ImprovedsupportservicesfortheCityCouncil,includingdistributionofCouncilpacketsonefullweekinadvanceofthemeetingdate;establishedanimprovedBusinessMeeting,WorkshopandRetreatschedule;implementedsecuritypro-cedures;andrefurbishedtheCouncilChamberswithnewaudioandtechnologyequipment.

• ImplementednewSustainabilityandMediaServicesprograms,includinganewcommunity garden; revisions to the land use andmunicipal codes to supportcommunity agriculture; expanded recycling; achievedU.S.Department ofEn-ergy recognition for energy efficiency through theBetterBuildingsChallenge;introducedcommunityeducationserieshighlightingvariousCityservices;andgenerated recognitionby theNationalAssociationofHousingandRedevelop-mentOfficials(NAHRO)fortheCreeksideParkProject,avideofeaturefromtheCityBeatseries.

• Providedorganizational leadership and support throughemployee recognitionevents;offeringopportunitiesforemployeeinvolvementincommunityprojects;andparticipationintheDenverPostTopWorkplacesrecognitionthatresultedinArvada’sselectionasoneofthetopfifteenlargeemployers.

2013-2014 GOALS • Continue,refineandimproveLong-RangeFinancialPlanningthroughtheTen-YearCapitalImprovementProject(CIP)planandupdatingTen-YearPlansforallmajorfunds.

• ProvideoversightandsupportformajorregionalprojectsthatwillenhanceAr-vada’s future, includingTransitOrientedDevelopment,UrbanRenewal,Jeffer-sonParkwayandtheGoldLinethroughinvolvementwithColoradostategovern-ment,DenverRegionalCouncilofGovernments,RapidTransitDistrict,regionalutilitydistrictsandotherlocalgovernmentswithinJeffersonandAdamscounties.

• Completerestructuringoftheorganizationforeffectiveandefficientservicedeliv-erythroughimplementationofspecificchangeinitiatives,includingPerformanceBased Budgeting, Employee Performance Management, streamlining depart-mental reporting relationships, establishing internal and external communica-tionsplansandfullyaligningCityCouncilgoalswiththeworkaccomplishedbyCitystaff.

51

Community DevelopmentBudget in Brief

The Community Development Department …• Providescoordinationandreviewofdevelopmentpoliciesandimplementationthroughtheadoptionoflong-rangeplans,adoptionofcodesand

ordinancestoimplementplans,andreviewofdevelopmentproposalstothoseplans,policies,andcodes.• Developslong-rangeprojectionsandplansforthecommunity.Workswithneighborhoodsonneighborhoodplanning,grantprogramsforneigh-

borhoodimprovement,andhistoricpreservationinOldeTownArvada.• Respondstozoningandnuisancecodeissuesinthefieldandatthecustomerservicecounter.• Workswithneighborhoodsonselectivepro-activeclean-upofproblemsintheirneighborhoodtohelpavoidblightingconditions.• Provides,throughtheArvadaHousingAuthority,Section8rentalassistancevouchersforupto508verylow-incomehouseholds.• Receives$435,000+inFederalfundstohelpprogramssuchastheEssentialHomeRepairProgram,homelesshousing,ChildAdvocacyCenter,

CarinClinic,JeffcoMentalHealth,DevelopmentalDisabilities,etc.• Providesassistancetocitizenswhoneedrepairsandimprovementstotheirhomes.• AdministersavarietyofcommunityserviceeffortsincludingCommunityWheels,OECenergyassistance,AdamsCountyTransit,etc.

OUTCOME STATEMENTTo enhance, guide, and preserve the physical, social, historic and economic quality of Arvada by

providing planning, housing and code enforcement services.

BUDGET2011 $6,651,773 2012 $7,490,762 2013 $8,009,131 2014 $7,598,369

EMPLOYEES2011 24.002012 24.002013 24.002014 24.00

52

Community DevelopmentBudget in Brief

The Community Development Department ...

• Reviewed238cases(annexation,rezoning,developmentplans,specialeventpermits,OldeTownDesignReviewcases,etc).Staffalsoreviewed114singlefamilybuildingpermitsin2011,424multi-familypermits,7commercialpermits,50tenantfinishes,andnumerousadditionsandmiscellaneouspermits.

• PreparedmajorchangestothesigncodewhichwasadoptedbyCityCouncil.• WorkedwithHistoricDenveronaPreservationforLivingProgramthatincludedthecreationofideabooksforhomeownersintheRenoPark/Stocke-WalterHistoricDistrictsandtheAllendale/AltaVistaneighborhoods.

• WorkedwithMemorialParkneighborsonaneighborhoodrevitalizationprogram.• Establishedaneighborhoodgrantprogramandadministeredworkoneightneighborhood improvementgrantsand30 “KnowYourNeighbor”Grants(forblockpartiesandotherneighborhoodgatherings).

• Investigated4,161complaintsofviolations;118summonseswereissuedresultingina97%voluntarycomplianceratio,and2,291illegalsignsinArvada’srightofwaywereremoved.

• UnderCouncildirection,targetedfourproblematicneighborhoodsforpro-activeenforcement.Atotalof72propertyownersparticipatedinthecurbsidepick-upprovided.Atotalof13.12tonsoftrashanddebriswereremovedfromtheareasatacostof$1,961.24.

• Removed3deterioratedandhazardouscrossingsandreplacedthemwithanewpedestriancrossingalongwithrelatedneighborhoodparkanddrainagewayimprovementsaspartoftheaward-winningCreeksideParkPedestrianCrossingandDrainageProject.

• Assistsmoderate-incomeArvadahomeownersinmakingneededrepairsandenergysavingimprovementstotheirhomesthroughlow-costloansandassistancethroughtheEssentialHomeRepairsProgram.

• Offersrentalassistancetoupto508verylowincomeArvadahouseholdswhowishtoliveinhomesorapartmentsinArvadathroughtheSection8HousingChoiceVoucherProgram.


• NeighborhoodRevitalizationProgram.In2011,theCityawarded30KnowYourNeighborgrants.Sofar, in2012,theCityhasawarded8KnowYourNeighborgrants.In2011,theCityawarded8NeighborhoodImprovementgrantsforatotalof$45,808.CityCouncilapprovedtheawardof9NeighborhoodImprovementgrantsin2012foratotalof$45,106.

• TheEssentialHomeRepairsProgramrehabbed19single-familyhousesownedby low/moderate income Arvada homeowners in 2011 at an expenditure of$214,028.Thebeneficiariesoftheprogramincluded12elderlyclientsand10ofthefamiliesbenefitingwerefemaleheadedhouseholds.

• In2011,CodeEnforcementundertookproactiveenforcementof4targetedar-eas.Noticesweremailedto492homes,with72homesparticipating.In2012,anadditional4targetareaswillparticipateinproactiveenforcement.

2013-2014 GOALS

• InitiateComprehensivePlanamendmentin2013.CompletetheamendmentandsecurePlanningCommission approval andCityCouncil ratification by end ofsecondquarterof2014.

• Preserve and enhance commercial and residential neighborhoods in theCity.Balanceenforcementeffortstoreflecttheneedsofspecificzoningdistricts.Re-spondtocitizencomplaints.Determineviolationsandapplycreativeandflexibleenforcement.Pro-activelyremoveillegalsignagefromcityright-of-way.

• ImplementCommunityStrategiesInstituterecommendationsoncreatingtheAr-vadaHousingInvestmentFund.Developaworkplanandpresentrecommenda-tionstoCouncilduringthelastquarterof2012,orthefirstquarterof2013.

53

FinanceBudget in Brief

The Finance Department …• MaintainsthefinancialandfiscalrecordsoftheCitytosuchadegreethattherecordsareauditedannuallybyathird-partyauditor.• Providestimelyandaccuratereportstocitizens,CouncilmembersandemployeesregardingtheCity’sfinancialandfiscalcondition.• Createscity-widelegalfinancialrecordssuchastheCity’sCapitalImprovementPlan,theBudgetandtheComprehensiveAnnualFinancial

Report,andprovidesallfederalandstatereporting.• Reviewsandanalyzesenterprise-wideactivitiesintheareasofrevenuegeneration,spending,insuranceandpurchasingtoauditforpatternsand

othercity-wideactivities.• Supportsallotherdepartmentsintheirvariousbusinessesintheimplementationofvariousrevenueandprogramservicedelivery.

OUTCOME STATEMENTTo serve the citizens and staff of the City of Arvada by providing relevant, timely and

solution-oriented fiscal and financial services.

BUDGET2011 $6,188,404 2012 $8,805,981 2013 $9,361,139 2014 $8,960,242 EMPLOYEES

2011 40.002012 40.002013 41.002014 41.00Financial Report

2011 Annual

54

FinanceBudget in Brief

The Finance Department ...

• Analyzes,auditsandpaysalltheCity’sobligationsofover$64millioninspending.• MaintainsallreceivablesforalldepartmentstoensureobligationstotheCityarepaidinatimelymanner.• Managesgrantwritingandfederalandstatereportingofover$6.7millioningrants.• Administerstheinvestmentportfolioofover$250millioneachday.• Servicesover36,000utilitybillingcustomerseveryothermonth,includingsendingbillsandtakingover2,500phonecallseachmonth.• DirectstheCity’spropertyandliability,workers’compensationandsafetyinsuranceprogramswiththeoutcomeoflowerclaimsoverthepasttwoyears.

• Offersasalestaxrebateprogramwhereover$60,000isrebatedtolow-incomeandseniorresidents.• Administersasalestaxauditprogramtoensureallbusinessespaytheirappropriateamountinsalesandusetaxes,thusguaranteeingequityacrossallbusinesses.

• Governsthepurchasingregulationsandparameterstocertifyallbusinesseshaveanopportunitytobeeligibleforcitybusiness.• PreparesallfinancialrecordsoftheCityforthird-partyanalysisinaccordancewithGenerallyAcceptedAccountingPrinciplesaspre-scribedbytheGovernmentalAccountingStandardsBoard.


• TheRevenueDivision implementedelectronicpayments forbothUtilityBillingandSalesTaxsystems,allowingcustomerstoreviewtheirpastusageandpaytheirbillsviathecomputer.

• TheTreasuryDivisionhelpedcreatetheJPMorganChaseColoradoPurchaseCardconsortium.TheCitynowusesthesecardstopayourbills.Thisprogramresultedinacashrebateof$255,000inthepasttwoyearsforpayingourbillsthiswayfromJPMorganChase.Theprogramalsoeliminatedover75,000piecesofspecialpaperusedtocreatechecks,loweredourmailingcostsandeliminatedtheuseofover75,000envelopes.TheCityspentover$14,800,000usingthispaymentmethod.

• ThePurchasingDivision implementeda third-partynationalelectronicbidandsolicitationpostingsystemforallCitypurchasingrequests.ThissystempermitstheCitytopostallrequirementsinonelocation,therebyensuringvendorscanfindallCity requests inone location.Thisensuresboth fulldisclosureandanenvironmentwherebyalargenumberofvendorscanparticipate.

2013-2014 GOALS

• TheRevenueDivisionwillhaveanadditional15%oftheCity’sUtilityBillingcus-tomers-or5,200-usingsomeformofelectronicpaymentoption.Thiswillelimi-natetheprocessingtime,postageandpapercosts.

• TheTreasuryDivisionwillincreasetheelectronicpaymentoftheCity’sbillsfromitscurrent68%involumeand23%intotaldollarsspentto70%and25%,re-spectively.Thiswillcontinuetosavepaperandpostage,aswellasincreaseanybankrebate.

• TheRiskManagementDivisionwill institutequarterlymeetingswithalldepart-mentstoreviewvariousinsuranceissues.Thiswillincludedepartmentsinthere-lationshipbetweenusageandtheircostswiththegoalofcontinuingtodecreasevariousaccidentsandotherissuesthatcreatebothshortandlong-termcosts.

55

Human ResourcesBudget in Brief

The Human Resources Department …• ProvidesemploymentandrecruitingfortheCityofArvada.• Develops,coordinatesandadministerstraininganddevelopmentprogramsincollaborationwithotherdepartmentsintheCity.• Administerscompensationadministration.• Providesbenefitsadministration,includingongoingeffortstomaintaincost-effectivesolutionsthatprovidethemostattractiveandbeneficialop-

tionstoouremployees.• Leadseffortsinworkforceandstrategicplanning.• AdministerstheCity’swellnessandrecognitionprograms.• EnsuresstatutorycompliancethroughouttheCity(EEO/FLSA/ADAetc.)• ProvidesemployeerelationsandconsultingtoalldepartmentsandemployeeswithintheCityofArvada.

OUTCOME STATEMENTTo support and guide the successful employment of all City employees by providing essential,

professional and consistent human resources programs.


2011 9.002012 9.002013 9.002014 9.00

56

Human ResourcesBudget in Brief

The Human Resources Department ... • Receivesthousandsofapplicationsforemploymentyearly.Thedepartmentscreensandreviewsthesetohelpmanagersselectthebestemployees.In2011,HRhelpedtohire56benefittedemployeesandhundredsoftemporary/non-benefittedemployees.

• Isresponsibleforbuildingcompetitiveandcost-consciouscompensationprogramsthatkeepouremployeesmotivatedandengagedindeliveringgreatpublicservicetoourcommunity.Wearean“EmployerofChoice”thankstoourcompensationprogram.

• LeadsthewellnesseffortsattheCityofArvada.Wellnessactivitiesandeducationhavebeenshowntopromotehealthylifestylesandincreaseproductivity.

• AdministersFMLA,ExtendedMedicalLeave,Long-TermDisability,andCOBRA internally -sobothcurrentand formeremployeesbenefitfromanindividual,“human”pointofcontacttohelpwiththesesituations.

• AdministersthehealthinsuranceprogramfortheCity.Outofthe680benefit-eligibleemployees,theCityhas607employeesenrolledintheCity’shealthinsuranceplans.That’scloseto90%ofemployees.

• Ensuresthatover600wonderfulvolunteerscanvolunteeryearafteryearthroughourvolunteerapplication/backgroundprocess.• TrackstheturnoverratefortheCity,whichin2011was6.64%.Thatislowcomparedtoourmarket.HRworkstoprovideeffectiverecruitmentandretentionservicestohelpkeepturnoverlow.

• Hastheprivilegeofworkingwithall14departmentsattheCity.Eachdepartmenthastheirownuniqueneedsandpeople.HRpartnerswiththeseindividualstomeettheirdifferentneedsandsupporttheworktheyperform.

• Employsninefull-timeemployeeswhoprovideservicesto1300employees(includesbenefittedandnon-benefitted)Citywide.Wemaybesmall,butwearemighty!


• HRworkedwithCityCounciltodevelopthenewtotalcompensationphilosophy,effectiveJanuary2012.Thisphilosophy-forArvadatobeanemployerofchoice–wascreatedtomeetthefiscalresponsibilitywehavetoourcitizenswhilecon-tinuingtocompensateouremployeesinacompetitivemanner.

• HRand theCity’sBenefitsAdvisoryCommitteeeducatedemployeesonHighDeductibleHealthPlans(HDHPs),andultimately,theCitymadethishealthcareoptionpartofourbenefitsstructureinJanuary2012.Roughly20%ofourem-ployeesenrolledinthishealthcareoptionsavingtheCitysignificantdollarsandempoweringouremployeestobebetterstewardsoftheirhealth.

• Recruitmentofseveralkeypositionswasa toppriority in2011/2012.With thehelpofrecruitingfirms,HRmanagedtherecruitmentprocessesofourcityman-ager,deputycitymanagerandArvadaCenterexecutivedirector,anddevelopedandcoordinatedtherecruitmentofournewcommunicationsmanager.

2013-2014 GOALS

• TheCityisfacingsubstantialbudgetaryimpactsasweconsiderpossiblefuturecosts toprovidehealthcare insurance forournon-benefittedemployees.Thiscouldhappenasearlyas2014.HR isworkingwithFinance todeterminepo-tentialcostsandimpacts,andwilldevelopcontingencyplansthroughout2013.

• HRwillleadthewaytodeterminehowweevaluateemployeeperformanceaswemovetoperformance-basedmeasuresandacultureshiftfocusingonmeasur-ableresults.Wewillpartnerwithseveraldepartmentsintodeterminethetools,methodsandcommunicationneededtohelpeducateandsupportstaff.

• HRwillpartnerwithCMOtoimplementacity-widetrainingprogramthatwilltar-getline-levelemployeesandtheirdevelopmentneedswithanemphasisonourCity’svalues,corecompetenciesandperformancemanagement.

57

Information TechnologyBudget in Brief

The Information Technology Department …• Supportsallthebusinesssystemsfortwelveveryuniquedepartments.ThisincludeseverythingfromTicketSalesattheArvadaCenter;Billing

forWaterandSewer;PermitsforBuilding;FinancialAccounting;WastewaterManagement;CourtRecords;GISMappingandPoliceSystemsusedforbooking,managingthedispatchcenterandrecords.

• Supportstheprintingneedsforcitydepartmentsintheprintshopfacility.• Providesdesignservicesinsupportofcitydepartmentalneeds.• Maintainsthetelephoneservicesandvoicemailusedbycitystaff.• Hasanactiveclienteleofover700users.

OUTCOME STATEMENTTo support and manage technology by planning and implementing innovative, efficient and effective

business solutions in collaboration with all city departments.


2011 27.002012 27.002013 27.002014 27.00

58

Information TechnologyBudget in Brief

The Information Technology Department ...

• Managesandsupportsa800MHZRadiosystemthatisusedbyArvadaPolice,ArvadaFire,andmanyothercitydepartments,withover1,000usersandfourtowersites.TheprimarysiteisontopofElDoradoMountain.

• Maintainsover150serversneededtorunalltheapplicationsusedbycitystaffmemberstosupporttheCityofArvada.• Overseesover140terabytes(TB)ofdiskspaceusedtocurrentlystoretheCity’selectronicdata.Twelveterabytesareequivalentto5billiontypewrittenpagesofinformation.

• SupportstheCity’semailsystem.Of400,000externalemailsthataresenttotheCity,approximately140,000arelegitimate.TherestaredeniedasSPAM,virusesetc.

• SupportsandhostssevenCitywebsites.In2011therewereover461,000visitsontheCity’smainwebsite,arvada.org.• Supports650desktopsandapproximately350+softwareapplicationsusedthroughoutthecity.• SupportsahugeamountofdatabaseswithintheCity.Forexample,atableinourfinancedatabasehasnearly200millionrows!• Stuffsandmailsover250,000waterbills,delinquentnoticesandsalestaxreturnsayearinadditiontothemailthatisprocessedforeachdepartment.

• Isworkingonenablingourcitystafftoworkfrommostanywherewithanewtypeoftechnologyreferredtoasdesktopvirtualization.Ifacityemployeeneedstoworkfromadifferentlocationotherthantheirofficetheywouldbeabletoaccesstheircomputerfromawebsite.Sofarmorethan70virtualdesktopsareinusebycityemployees.

• Processesanaverageof750ticketspermonthatourITservicedesk.


• Replaced aging, non-vendor supported phone system. This required amajornetwork infrastructure upgrade.Thenew systemprovides enhanced telecom-municationscapabilitiesbetweenstaffandCitizens.

• TheCity’s10-year-oldofficeproductivitysuitewasupgradedtoOffice2010onallworkstationsandstaffwastrainedonthenewsoftware.Theupgradeprovidesimproveddocumentproduction,sharingandcollaborationcapabilitiesandallowsustosharedocumentswithoutsideentitiesonacommonplatform.

• Thedepartmentcontinuestoberecognizedforitsinnovationinallareasoftech-nology.Awardshavebeenreceivedfromabroadrangeoforganizationsinclud-ingthePublicTechnologyInstitute’sTechnologySolutionsAward,andtheCenterforDigitalGovernments’Top10DigitalCities-BestoftheWeb,andDigitalGov-ernmentAchievementAward.

2013-2014 GOALS

• Migratecitystafftoanewcloud-basedemailsolutiontherebyreducingtheneedforthepurchase,maintenanceandupgradeofon-siteemailservers.Thegoalwillbetomigratetothenewemailsolutionwithminimaldisruptiontocitybusi-ness.

• Approximately600computerswillbereplacedinsomefashion.Thisprocesswillnotbeatraditionaloneforonereplacementofhardware,butwillrequireananal-ysisofstaffneeds.Wewilldeploydifferentequipment-basedonneeds.Workerswithaneedformobilitywillbegiventoolsthatallowaccessfromanywhereanduserswithheavyprocessingneedswillbegivenhigh-endworkstations.

• ImplementMasterDataManagement(MDM)toprovideaprocessforcollecting,aggregating,matching,consolidating,classifying,identifyinganddistributingdatathroughoutanorganizationtoensureconsistencyandcontrolofthisinformation.Theobjectiveistoensurethatthecitydoesnotusemultipleorinconsistentver-sionsofdataindifferentpartsofitsoperations.

59

JUDICIALBudget in Brief

The Municipal Court …• ActsasanimpartialfactfinderindeterminingifaCityordinancehasbeenviolated.• UtilizesJudgeswhoimposesentencesandconsequencesforviolationsoflawinatimelymanner.• Employstrainedcourtstaffwhoprovidecustomerswithinformationneededtoeffectivelysatisfycourtcases.• OfferstheTeenCourtProgram,whichprovidesanalternativesentenceforyouthoffenders,judicialeducationandvolunteeropportunitiestoour

teenpopulation.• Strivestoutilizetechnologyanditsefficiencies,includingthecurrentimplementationofelectronictickets.• MaintainsaCourtWebsitewhichprovides24/7informationtoassistcustomerswiththeircourtcaseconcerns.• Offersvariousoptionstomakepaymentsoncourtcasesmoreconvenientandaccessible-mail,dropbox,phoneandelectronic.

OUTCOME STATEMENTTo provide a fair and impartial judicial process by holding timely hearings, making

appropriate findings and sentences, and processing cases efficiently.

BUDGET2011 $827,532 2012 $941,337 2013 $945,283 2014 $977,936 EMPLOYEES

2011 10.002012 10.002013 10.002014 10.00

60

JUDICIALBudget in Brief

The Municipal Court ... • ImplementedautomatedprocesseswithaCollectionAgencyandtheDepartmentofMotorVehicleswhichhasresulted inreal-timetransferofinformationandreductioninpaperuse.

• Hasanon-linepaymentoptionforcustomerstohave24/7accesstotheircourtaccounts• Isactivelyproviding“greenerpractices”resultinginreductionofpaperuse,postage,timeandgas• Provideshigherlevelcustomerservicebyoffering24/7accesstotheircourtpaymentaccounts,seekingtechnologyadvancementstomeettheexpectationsofonlineservices,communicatingwithcustomersviasocialmediatoolsandimplementinggreenerbusinesspractices

• IsintheprocessofimplementingElectronicTickets(e-ticketing).Thiswilleliminateticketdataentryprocessing.Turnaroundtimeforticketprocessesmaybeshortened,whichwillenhancecustomerserviceandultimatelybringcasestofasterresolution.

• Maintainsacourtwebpagethatiscurrentandconsistentlyupdated,providingcustomerswith24/7courtinformation• IsintheprocessofimplementinganElectronicCourtProceduremanual.Thismanualwillprovidecourtstaffwithimmediateaccesstocourtprocessesandretrievalofinformationtheyrequiretodotheirjobseffectively.

• Hasupdatedaudioequipmentinthecourtroom,resultinginelectronicaudiotranscripttransfersbeingproducedquicklyandtranscribersreturningthemelectronically,providinganefficientpaperlessprocess.

• Isinstallingvideoarraignmentequipmentinthecourtroomtoallowforimprovedaccesstothejaileddefendants• IsresearchinginteractiveVoiceResponse(IVR).Thistechnologycouldprovidecustomersanothermethodtomakepaymentsbyusingthe24/7phonepaymentoption.Additionally,itcouldserveasavoicemessagingtooltocontactcustomerstoremindthemofcourtdates,paymentduedatesandofficeclosures,etc.


• QualityCustomerService,asevidencedbyourcustomerservicesurvey,whichreflects93%customersatisfaction.

• E-PaymentProcesswas improved andmarketed to allowmore customers topayon-line. Additionally, theE-Ticketsprogram (trafficunit)wassuccessfullyimplemented.ThepilotiscurrentlybeingusedbythePDTrafficUnitonly,withpotentialforfuturegrowth.

• Updatedthevideoarraignmentandaudioequipmentinthecourtroom.Thissys-temallowstheCourttoprocessprisonersfromJeffersonCountyJailbyvideo,reducingofficertransports,courttime,andpotentialsecurityproblems.

2013-2014 GOALS

• ProvidequalityCustomerServicebycontinuingtodistributetheCourt’scustomerservicesurveyandtrackcustomersatisfactionandcomplaintsinordertoidentifysuccessesandresolveproblems.

• IncreaseE-Ticketprocesses.TheCourtpartneredwith thePoliceDepartmenttoimplementelectronic-tickets.Todate,theprojecthasproventobesuccessful.TheCourt’scaseloadhasincreasedbyusingthistechnology,andweanticipatecontinuedgrowth.

• ParkingTicketEnforcementPlan–Parkingticketsarebeginningtobeissuedus-ingtheelectronicticketingsystem.TheCourtwillberesearchingandimplement-ingaplantoassistwithsuccessfullycollectingfinesimposedonparkingtickets.

61

LEGALBudget in Brief

The Legal Department …• Enforcesthemunicipalcode.• RepresentstheCitybeforejudicialandadministrativetribunals.• ProvideslegaladviceandcounseltoboardsandcommissionsandCitystaff.• Prepareslegaldocuments.• ProvideslegalrepresentationtotheArvadaUrbanRenewalAuthority.• Instructsemployeesonvariouslegalissues.• ActsasjudgesfortheTeenCourtprogram.• Partnerswithothergovernmentalentitiesintherepresentationofintergovernmentalauthorities.• PartnerswithothergovernmentalentitiesbyactingintheroleofaSpecialProsecutor.

OUTCOME STATEMENTTo protect the legal interests of the City by providing timely and

quality legal counsel, advice, support and advocacy.


2011 10.002012 10.002013 10.002014 10.00

62

LEGALBudget in Brief

The Legal Department ...

• ActsasLegalCounselfortheArvadaUrbanRenewalAuthoritywhichincludesthedraftingofalllegaldocumentsandprovisionofLegalCounselforthisentity.

• ActsasLegalCounselfortheCharterReviewCommitteeincludingtheresearchandpreparationofproposedballotquestionsvotedonbyArvadavoters.

• PreparestheamendedlanguagefortheamendedArvadaCharterprovisionsandpreparestheOrdinancesenactedbytheCityCounciltoremainconsistentwiththeArvadaCharter.

• PreparestheOrdinancesamendingtheBuildingCodesandtheInternationalPropertyMaintenanceCode.• PreparestheOrdinanceamendingthePersonnelRulesandtheResolutionadoptingaPayPhilosophyforArvadaEmployees.• PreparestheResolutionsandAgreementsrelatingtodevelopmentincentiveagreementssuchasthoseagreementswithKingSoopersfortheWadsworthandSheridanStores.

• PreparesallResolutionsandOrdinancesforadoptionbytheCityCouncil.• PleabargainscasesorsuccessfullyProsecutesmorethan10,000casesintheMunicipalCourt.• AdvocatesonbehalfoftheCitysothatasavingsofmorethanonemilliondollarscanberealizedoncivilclaimsandlitigation.• ProvidestrainingtoPoliceOfficers,otheremployeesandvariousBoardandCommissionMemberstoavoidfuturelitigation.


• SuccessfulprosecutionofaclearmajorityofMunicipalCourtmatters.• Successfuloutcomesinlitigation,includingcasesbroughtbyformeremployees,privatepartiesallegingpolicemisconduct,actionforexclusionfromJCMDDis-trictwhichresultedinobtainingattorneys’feeaward.

• Prepared171Resolutionsand53Ordinances,assistedwithAmendmentstoCityCharter,andcreatedtheOrdinanceAmendingthePersonnelRules.

2013-2014 GOALS

• SuccessfullyprosecuteMunicipalCourtmattersatarateof80%andsuccess-fullydefendtheCityincivilcasesatarateof70%.

• Process requests forordinances, resolutions,andagreementswithin the timeframeestablishedbyCityCouncilandtheCityManager.

• Provideassistancewithtrainingofvariousboardsandcommissionsandemploy-ees,andeffectivelyutilizeoutsidecounseltomanagetheexpenditureofpublicfundsforthispurpose.

63

Parks, Golf & HospitalityBudget in Brief

The Parks, Golf & Hospitality Department …• Providesparks,trailsandopenspacedesignandmaintenance.• DirectsandprovidesgolfcluboperationsatWestWoodsGolfCourseandLakeArborGolfCourse.• ProvidesbanquetandconferenceservicesoperationsattheArvadaCenterandtheCity’sgolfcoursefacilities.• OffersenvironmentaleducationattheMajesticViewNatureCenter.• ManagesoperationsoflakerecreationattheArvadaReservoir.• CoordinatesfestivalsandspecialeventswithintheCityofArvada.• IsresponsibleforthemanagementoftheArvadaSisterCitiesInternationalprogramattheCity.

OUTCOME STATEMENTTo enrich Arvada’s quality of life by providing essential services, programs and opportunities that

enable citizens to experience parks, trails, open spaces, recreational amenities, golf, banquet/conference and concession enterprises and community-wide celebrations.

BUDGET2011 $15,102,607 2012 $15,967,118 2013 $14,360,071 2014 $14,629,228

EMPLOYEES2011 70.002012 70.002013 69.002014 69.00

64

Parks, Golf & HospitalityBudget in Brief

The Parks, Golf & Hospitality Department ...

• SupportstheCity’sgoaltohaveaneighborhoodparkwithinaten-minutewalkofeveryhomeinArvada.In2011,twokeypropertieswerepurchasedtobedevelopedintoneighborhoodparks,oneinEastArvada,theotherinSouthCentralArvada.

• Hascertifiedplaygroundinspectorswhoroutinelyinspect51playgroundsintheArvadaparksystem.• MaintainsthenewArvadaSkatePark,whichisapproximately42,000squarefeetinsizeandoneofthelargestinColorado.• Caresforourtrees!ArvadahasbeenaTreeCityUSAcityfor25years.• Supportssustainability.BothLakeArborandWestWoodsGolfClubsareAudubonInternational’sCertifiedAudubonCooperativeSanc-tuaries.Asustainablegolfcourseoperationisonethatenhancestheplayingqualityofthegolfcourseinharmonywiththeconservationofitsnaturalenvironmentundereconomicallysoundandsociallyresponsiblemanagement.

• Isnotable!WestWoodsBarandGrillwasrecognizedbyColoradoAvidGolferMagazineasbeingthe“BestDiningExperiencePublic/Resort”noting:WestWoodsGolfClubforsakesthefamiliar,WestWoods’farecomeswithaSouthwesternflairthatattractsmanynon-golfers.

• SupportsArvadaReservoir’s lakerecreationprogramswithmorethan90volunteers.Morethan23,000anglersannuallycatchap-proximately12,000fish.

• Ishealth-conscious.AllmenuselectionsattheArvadaCenterBanquetandConferenceFacility,aswellasattherestaurantsatthecity’sgolfclubs,aretrans-fatfree.

• Annuallyhosts14,000visitorsattheMajesticViewNatureCenter,andtheCenter’spowerneedsaremeetusing100%solarpower.• OperatestheSisterCitiesInternationalProgram.Arvadaissistercitieswiththreecommunities:Mechelen,Belgium,Kyzylorda,Ka-zakhstanandJinzhou,China.

• ReceivedadistinctionattheWestArvadaDogPark,named“BestDogParkinDenver”byWestwordnewspaper.


• Completedanumberofhigh-profileprojectsincludingthe42,000sq.ft.ArvadaSkatePark,oneofColorado’s largest(named“BestSkatePark inDenver”byWestword);theHillsatStandleyLakePark-CommunityGarden-CommunitySup-portedAgricultureProject.ToattainArvada’sgoaltohaveaneighborhoodparkwithina10-minutewalkofeveryhome,purchasedtwopropertiesforneighbor-hoodparkdevelopment,oneinEastArvada,theotherinSouthCentralArvada.

• CompletedanotheryearofTakingLastingCareProgramwithanumberoftrail,playgroundandirrigationsystemprojectsatlocationsthroughoutthecity,includ-ing:ThundercloudPark,MajesticViewCommunityPark,VolunteerFirefightersPark,FitzmorrisPark,ColumbineParkandtheW.80thAvenueMedianProject.

• WorkedwiththeArvadaFestivalsCommissiontosponsororco-sponsorthe11thAnnualChocolateAffair,HighTeaforSeniors,10thAnnualKiteFestival,11thAn-nualTrailsDay,4thofJuly,FestivalofScarecrowsandWinesfortheHolidays.TheseeventsdrewthousandsofvisitorstoArvada.

2013-2014 GOALS

• InsurethatArvadawillbeacommunitywhereeveryonewillbenefitfromawell-planned,exciting,anddiversesystemofparks,openspaceandrecreationalop-portunities.

• Provide long-term financial sustainability for on-going operations and capitalmaintenanceand improvementsbydevelopingandmaintainingacoordinatedstrategicfundingplan.

• Arvadawill beacommunitywhichprotects theenvironmentandusesnaturalresourceswisely.

65

Public SafetyBudget in Brief

The Public Safety Department …• HoldsCitizenPoliceAcademiestwiceayear–springandfall–wheremorethan50residentslearnabouttheworkingsoftheArvadaPolice

Department.• RegularlyhoststheChief’sCommunityRoundtablewithChiefDonWicktosharepolicenewsandinformationwithcitizens.• Hasnearly2,000followersthroughsitessuchasFacebookandTwitter.SeveralArvadaPolicevideosonYouTubehavereceivedmorethan

100,000views.• LeadstheExplorerPost,forteensbetweentheagesof15and21whoareinterestedinacareerinlawenforcement.Explorersreceivefirst-hand

policeexperience.• Isgratefulforourvolunteers,mostofwhomaregraduatesoftheCitizensPoliceAcademy.Ourvolunteersprovidethousandsofhoursofvaluable

servicetotheArvadaPoliceDepartmenteachyear.• IncludesmembersoftheCommunityResponseImpactTeam,whoworkwithapartmentcommunities,rentalpropertyowners,businessesand

homeownerassociationstoprovidevaluablecrimepreventionprograms.

OUTCOME STATEMENTTo protect and ensure a safe community and enhance our citizens’ quality of life by delivering

responsible, dedicated, and respectful high quality police services.

BUDGET2011 $23,555,283 2012 $26,658,854 2013 $35,158,647 2014 $28,163,324

EMPLOYEES2011 229.402012 229.402013 232.402014 232.40

66

Public SafetyBudget in Brief

The Public Safety Department ...

• ProvidesDirectedPoliceIntervention(DPI),whichtargetsareasexperiencingcrimeinthecitytoreducethesenumbersandimprovetheoverallqualityoflifeforresidents.(Crimereductionusuallyequals10%ormore.)

• AssignsanofficerateachofArvada’smiddleandhighschoolsaspartoftheSchoolServicesteam.Thereisalsooneofficerwhoservesatdesignatedelementaryschools.

• EmploystwoCrimeSceneInvestigators(CSI),whoworkwithateamofspeciallytrainedofficerstocollectevidenceatmajorcrimelocations.

• UtilizesthreeK-9teamsonpatrol.Thesehighlytrainedteamsconductdozensoftracks,suspectsearches,andnarcoticsearchesaspartoftheirpatroleffortseachyear.

• Returnsnearly95%oflostpetstotheirhomeseachyearthroughArvada’sAnimalManagementTeam.• EmploysaPublicRelationsCoordinatorwhoreceivesmorethan2,000callsfromthemediaeachyear,andisavailable24/7.• IspartoftheJeffersonCountyRegionalS.W.A.T.Team.• UtilizesaSeniorLiaisonOfficer,whomeetswithandprovidesvaluableinformationfornearly1,000seniorcitizensinArvadaeachyear.• IsthefirstColoradolawenforcementagencytobeaccreditedthroughtheCommissiononAccreditationforLawEnforcementAgencies.• Receivesmorethan200,000phonecallseachyearintheDepartment’sCommunicationCenter.


• Providedtraining,education,andpersonaldevelopmentopportunitiesdesignedtoimprovethehealthandwelfareofourgreatestasset—ourworkforce.

• Reducedpropertycrimesby9%andcrimesagainstsocietyby23%.• Implementedseveral interactivemediaproductsdesigned to inform thepublicaboutcrime,communitysafety,andthepolicedepartment.

• Selectedanarchitectandconstructioncompanytodesign/buildthecommunitystations.

• Developedadecentralizedpolicedeploymentplaninpreparationoftheopeningofthecommunitystations.

2013-2014 GOALS

• Developalong-rangetechnologyplantoaddressthechangingneedsofthede-partmentandthecommunitywithinourallottedbudget.Thisincludesimprovingoursocialmediaandotheroutletsforkeepingthecommunityinformed.

• Enhanceourdecentralizedpolicingplandesignedtoimproveservicedeliverytothepublic,andimplementnewprogramsinresponsetoeconomicgrowthanddevelopmentwithintheCity.

• Plan,designandbuildtwonewPoliceDepartmentcommunitystations.• Hire, train, develop, andequip anexceptional lawenforcementworkforce ca-pableofmeetingthedemandofamodernsociety.

• Upgradeour recordsmanagementsystemandevidencemanagementsystemdesignedtoimproveourdeliveryofservices,bothinternallyandexternally.

67

PUBLIC WORKSBudget in Brief

The Public Works Department …• Providessnowremovalandicecontrolwith14tandem-axlesnowplows.• Providesstreetresurfacing,sweeping,drainagemaintenanceandright-of-waymowing.• Creates,manages,andmaintainsgeographicdataresourcesandmappingservicesavailabletopublicandCitystaff.• ReviewsprivatedevelopmentforcompliancewithCitycriteria.• DesignsandmanagesconstructionprojectsintheCapitalImprovementsStreets,Water,Stormwater,andWastewaterbudgets,andprovides

technicalsupportfortheCapitalImprovementsParksandTrafficprojects.• MaintainsallCitybuildings.• Actsasownerrepresentativeonmajorconstructionprojects.• OverseessignaltimingonCitystreets.• Maintainsallsigns,linesandsignalswithintheCity.• ReviewsprivatedevelopmentandcapitalimprovementprojectsforcompliancewithCityspecificationsandcriteria.

OUTCOME STATEMENTTo continue to create a better community by constructing, operating

and maintaining the public’s infrastructure.

BUDGET2011 $17,718,935 2012 $21,919,543 2013 $19,527,735 2014 $20,324,405

EMPLOYEES2011 202.252012 198.252013 88.502014 88.50

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

68

PUBLIC WORKSBudget in Brief

The Streets Division ... • Has33employees–onelessthanin1980.Duringthattimestreetlanemileshavegrownfrom835lanemilesto1439lanemiles.• Maintainsapproximately1074milesofcurb,gutterandsidewalk,3634storminletsand215milesofstormpipe.

Geo Data Services …• Currentlymaintainsmorethan200GISlayers,mostofwhicharefreelyavailabletothepublic.• Has18commonlyrequestedmapsand15webmappingapplicationsavailableontheCitywebsite.Themapserverfieldsmorethan15,000requestsperday.

• Maintainsmorethan300,000addressrecordswithon-linesearchcapabilitiesandlinkstoadditionalparcelinformation.The Engineering Division …• Designsandmanagestheconstructionofapproximately$11millioninprojectsinatypicalyear.

The Facilities Management Division …• OverseesCityfacilitieswithanestimatedreplacementvalueof$124million.

The Traffic Engineering Division …• Maintainsover20,000signsintheCity• RepaintsthelanemarkingsonCitystreetseveryyearrequiring6,000gallonsofpaintperyear.• Operatesandmaintains106trafficsignalsand136schoolbeacons.• Managesthestreetlightsystemconsistingof7,600streetlights.• WasresponsiblefortheCitybeingnamedasaBikeFriendlyCitybytheLeagueofAmericanBicyclists.


• Conductedcapitalmaintenanceonover160lanemilesofstreetsincludingtheoverlayorreconstructionofninestreetsandthepatchingof1,547potholes.

• Completed reconstruction of Olde Wadsworth from Ralston Road to 64thAvenuewhichincludedwideningsidewalksandaddingon-streetbicyclelanes.

• Awardedover$5Milliondollarsintransportationgrantsfortrailandroadexpan-sionandsafetyimprovements.

2013-2014 GOALS

• Complete over $13 million dollars in capital improvement and maintenanceprojects including the reconstruction of 2miles of streets and construction ofauxiliaryturnlanesonSheridanandWadsworth.

• Buildtwopolicesubstationsbytheendof2013.• IntegrateGISintothenewbuildingpermitsoftware.

69

UTILITIESBudget in Brief

The Utilities Department …• Suppliesdrinkingwater.• Removesanddisposesofwastewatergeneratedbyresidents.• Constructsstormwaterprojectstominimizeflooding.• Issuesbuildingpermitsandconductsfollow-upinspections.• Investigatesreportsofunsafebuildings.• MaintainstheCity’sfleetofvehiclesandmotorizedequipment.• Replaceswornoutwater,sewer,andstormwaterinfrastructure.

OUTCOME STATEMENTTo provide essential health, safety and habitable services to all residents and customers by

delivering critical water, wastewater and storm water services and through the application of standardized building codes.

BUDGET2011 $28,378,118 2012 $51,012,768 2013 $83,790,511 2014 $43,515,079

EMPLOYEES2011 0.002012 0.002013 109.752014 109.75

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

70

UTILITIESBudget in Brief

The Building Division ... • Issuesbuildingpermitsfornewbuildingsincludingadditions,modifications,alterationsandallaspectsofconstruction.• ConductsbuildinginspectionstoassureconstructioniscompliancewiththeInternationalBuildingandFireCodes.• Providesreviewsofconstructionplanstoassistownersandbuildinginspectionstohelpremediatedangerousconditions.

The Vehicle Maintenance Division…• Providessafe,effective,qualityequipment/vehicleswiththebestandmostcost-effectivetechnologyavailable.• EnsurestheCity’sfleetvehiclesandequipmentaredependableandreadyforuse,withprofessionalmaintenance/repairservices.

The Stormwater Division…• Reduces/eliminatesthreatorhealthimpactsfromflooding.• Maintainstheexistingstormwaterwatersystem.• Protectsandenhancestheaquaticenvironment.

The Wastewater Division…• Providessafe,effectiveandefficientcollectionanddisposalofwastewatergeneratedbycustomers.• Providesinformationandknowledgeforcustomersexperiencingsewerservicelineproblems.• Deliverstimelymaintenanceandreplacementofwastewaterinfrastructuretominimizecustomerinconvenience.

The Water Division…• Maintainsandoperatesthewatersystemwithhighreliability.• Providessafe,highqualitydrinkingwatertoallcustomers.• Suppliesacriticalcomponentforfireprotectionbyprovidingwaterforfirefightingoperations.• Providestimelyreplacementofwaterinfrastructuretominimizecustomerinconvenience.


• In2011treatedanddeliveredapproximately5.4billiongallonsofwaterdrinkingwatertoourresidents,ofwhich3.6billiongallonscamebackaswastewater.

• In2011,collected$34.6million:$2.7millioninwaterandsewertapfees,$27millioninwaterandsewersales,$1.8millioninbuildingpermits,and$3.1mil-lioninstormwaterfees.

• Performedroutinepreventativemaintenanceon600vehiclesand400piecesofmotorizedequipment.

2013-2014 GOALS

• Deliver drinkingwater toArvada residents as needed, remove all customer-generatedwastewater,reduceflooding,keepthefleetrunningandensurebuild-ingsaresafe.

• Identify,prioritize,andplanforinfrastructureneeds,includingthegrowingcapi-talreplacementrequirements.

• Reviewof theWastewater,Water,Stormwater,Building InspectionandFleetMaintenancefeesandrates.

71

72

Budget Detail

Arvada Center for the Artsand Humanities

Arvada Center

OUTCOME STATEMENTTo inspire the residents of our region to live and learn creatively by experiencing the performing arts,

visual arts, educational programs, and historical exhibits.

PURPOSE: The Arvada Center for the Arts and Humanities inspires our community to live and learn through the performing and visual arts, history and education. The Arvada Center offers its patrons the opportunity to develop an improved understanding of themselves and their environment through a direct experience with the arts. For the citizens of Arvada – our principal stakeholders – the Center stands as a source of civic pride, a catalyst for economic development, a commitment to the arts, and a reflection of the community’s hopeful, grand and ambitious spirit.

REVENUE SOURCES:

Ticket Sales: Tuition, Retail, RentalContributions: Institutional, Individual, Events

BUDGET CHANGES - 2013 and 2014:

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

2011-2012 DEPARTMENTAL ACCOMPLISHMENTS

• Through the use of strategic partnerships and the recognized strength of our programming, the Arvada Center hasestablisheditselfasatrulyregionalinstitution,attractingnearly350,000visitstotheCenterfromacrossthe region and beyond.

• The expansion of summer programming in the Outdoor Amphitheater has generated new revenue, estab-lishedtheCenterasasummerconcertvenue,andaddedsignificantnewculturalprogrammingandnationaltouring acts to the Denver Metro area.

•Overthepasttwoyears,theArtsCouncilandCenterstaffhavemadesignificantprogressinstudyingandun-derstanding potential structural and governance issues that impact the mission and operations of the Center. ThisworkhasengagedCityCouncilinsuchawaythatsignificantpolicydecisionsregardingthefutureoftheorganization can be addressed.

2013-2014 DEPARTMENTAL GOALS

• Over the next two years the Center will focus on increasing the number of visitors through expansion of ex-isting programming, continued strategic partnerships and increased capacity utilization with a goal of a 10% increase per year.

• In order to maintain growth and stature as a regional institution, the Arvada Center will continue to devel-op strategic partnerships and collaborations with other organizations, focusing on large regional institutions throughout the State.

•Tomaintainthelong-termfiscalhealthandsustainabilityoftheCenterwhilecontinuingtoprovidehighqual-ity programming and address any structural and governance changes, a formal assessment of departmental operating policies, procedures, and practices will be completed in 2013.

73

Arvada Center

2011 Actual

2012 Revised

2013 Budget

2014Budget

Arvada Center Personnel $ 4,194,576 $ 4,214,008 $ 4,481,768 $ 4,728,652 Services & Charges 2,468,5376 2,851,254 2,777,393 3,047,988Supplies & Expenses 717,673 668,262 722,839 728,159 Contracts & Leases 847,328 1,080,947 847,821 859,329 Inventory 8,539 1,932 8,461 8,560 Capital Maintenance 5,704 56,318 6,391 6,455 Capital Outlay 36 3,845 36 36 Other Financing Uses 801 - 112 113 Transfers 1,967,270 1,967,270 2,000,000 2,040,000

Total Arvada Center by Category $ 10,210,463 $ 10,843,836 $ 10,844,821 $ 11,419,292

2011 Actual

2012 Revised

2013 Budget

2014Budget

Arvada Center AC Presents $ - $ - $ 923,408 $ 1,142,632 Administration 3,029,282 3,367,129 3,075,065 3,156,737 Development 128,180 162,516 236,473 347,621 Education 776,942 816,088 914,775 940,270 Facilities Management 137,692 178,011 197,038 203,315 Gallery / Museum 321,446 344,121 333,212 340,763 Marketing & Patron Services 1,339,893 1,311,663 1,385,633 1,417,283 Performing Arts 4,477,028 4,664,308 3,779,217 3,870,671

Total Arvada Center by Division $ 10,210,463 $ 10,843,836 $ 10,844,821 $ 11,419,292

Operating Expenditures by Division

Operating Expenditures by Category

74

Arvada Center

Personnel41.33%


Supplies & Expenses6.67%

Contracts & Leases7.80%

Inventory0.08%

Capital Maintenance0.06%

Capital Outlay0.01% Other Financing Uses

0.01%

Transfers18.44%

2013 Operating Expenditures by Category

$‐

$2,000,000

$4,000,000

$6,000,000

$8,000,000

$10,000,000

$12,000,000

2011 Actual 2012 Revised 2013 Budget 2014 Budget


AC Presents Administration DevelopmentEducation Facilities Management Marketing & Patron ServicesPerforming Arts

75

Arvada Center

ADMINISTRATION


•SuccessfullynavigatedSCFDgrantprocess,includingacceptanceofBanquetrevenuesbySCFDresultinginhigher grant award for the Center.

•Asprimaryinternalserviceprovidertodepartment,implementedprojectaccountingandconsistentfinancialprocedures and processes for each division.

•Aftermulti-yearprocess,ledtheArtsCouncilthroughsuccessfulIRSdeterminationregardingnon-profitre-quirementsandreportingoffundsfromgrantsandothersources.

•Streamlinedandcreatedconsistencyforvolunteerprogramsresultinginsignificantgrowth,improvedcom-munication, and volunteer activity at the Center.

2013-2014 GOALS

•Enhanceandimprovefinancialandnon-financialreportingandanalysisbyautomatingdatareportingforusebyeverydivisiontoimproveaccountability,increaserevenueandattendance,andidentifynewopportunities.

• Manage and lead implementation of the new web application programming interface (API) to enhance online patron experience and increase the use of the Center website.

• Implement point of sale system for reporting of inventory and selling of products other than tickets.

Provides the institutional vision for the Arvada Center. Directs and supports general operations through execu-tive,fiscal,andfacilitiesmanagement.

Budget 2011 Actual 2012 Revised 2013 Budget 2014 Budget Personnel $648,721 $742,208 $740,518 $780,051 Services & Charges 259,563 433,088 177,446 179,318 Supplies & Expenses 140,550 145,352 143,180 143,293 Contracts & Leases 12,225 24,645 12,718 12,845 Inventory 493 721 743 765 Capital Maintenance 460 50,000 460 465 Capital Outlay - 3,845 - - Transfers 1,967,270 1,967,270 2,000,000 2,040,000 TOTAL $3,029,282 $3,367,129 $3,075,065 $3,156,737

Number of Employees 2011 Actual 2012 Revised 2013 Budget 2014 Budget Administration 7.50 7.50 8.00 8.00

The Arvada Center was founded on July 4, 1976 by the Citizens

and government of Arvada.

76

Arvada Center

DEVELOPMENT


• In 2011, Development revenue increased by 11% over the previous year, with a 35% increase in Individual Giving.• Throughout 2011, Development reorganized and improved its procedures related to database management, gift processing,patronacknowledgments,reportingandoveralladministrativedutiesinordertomorequicklyim-pact, track, and assess patron giving and fundraising campaigns.

• Development secured a $25,000 corporate sponsor for the 2012 Summer at the Center events, generating new ideas and enthusiasm for additional sponsorship opportunities at the Arvada Center.

•Providedprimarystaffsupport totheArtsCouncilandeffortstoevaluateandimproveCenterstructureandgovernance through the New Pathways initiative.

2013-2014 GOALS• Development will continue to increase its average gift amount and overall levels of individual and institutional

giving, with a goal to grow revenue by 25%.•DevelopmentwillcontinueitseffortsinexpandingitsphilanthropicbaseofsupportthroughtheestablishmentofaVIPprogram,offeringindividualandinstitutionaldonorsnewandcreativeopportunitiestofurtherengagein Arvada Center programs at a higher level.

• Development will continue to cultivate sponsorship and grant opportunities from the local community, corpora-tions and foundations by leveraging our contacts and relationship through the City of Arvada and other stake-holders.

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

Budget 2011 Actual 2012 Revised 2013 Budget 2014 Budget Personnel $88,286 $135,259 $195,979 $306,750 Services & Charges 22,970 11,784 23,570 23,837 Supplies & Expenses 15,794 13,551 15,794 15,893 Contracts & Leases 1,130 1,922 1,130 1,141 TOTAL $128,180 $162,516 $236,473 $347,621

Number of Employees 2011 Actual 2012 Revised 2013 Budget 2014 Budget Development 3.00 2.00 2.00 2.00

The Arvada Center is funded in part by the City of Arvada, the Scientific & Cultural District (SCFD),

community foundations and grants, and over 2,500 individual donors and corporate partners.

77

Arvada Center

EDUCATION

2011-2012 ACCOMPLISHMENTS• Multiple Dance Academy students given scholarships to prestigious dance schools: SUNY-Purchase, Julliard

and University of Missouri- Kansas City. • Increased Front Range Youth Symphony enrollment in 2012 by 30% over 2010.• During the 2011-2012 school year, the Arts Day Program served 49,227 students and Children’s Theater had

38,027 patrons.• In 2012 the inaugural Spring Break Camp program was launched and served 172 students and generated an

additional $18,500 in revenue.

2013-2014 GOALS•GrowArtsDayoutreachandschoolfieldtripprogramsby30%.•Increase enrollment of Dance Academy by 10%.•Revamp Drama Academy and increase revenue by 20%.•Increase Front Range Youth Symphony enrollment by 10%.

Provideseducationalopportunitiesindance,drama,pottery,photography,musicandhumanitiesforchildrenand adults and manages operations of the Arvada History Museum.

The Arvada Center’s Arts Day and children’s theater programs are well

known and respected by educators throughout Colorado.

Budget 2011 Actual 2012 Revised 2013 Budget 2014 Budget Personnel $652,522 $661,554 $795,184 $819,164 Services & Charges 85,779 99,134 80,950 82,187 Supplies & Expenses 32,787 37,705 32,787 33,007 Contracts & Leases 5,235 16,709 5,235 5,287 Inventory 427 - 427 431 Capital Maintenance 80 986 80 81 Other Financing Uses 112 - 112 113 TOTAL $776,942 $816,088 $914,775 $940,270

Number of Employees 2011 Actual 2012 Revised 2013 Budget 2014 Budget Education 4.00 5.00 6.00 6.00

78

Arvada Center

GALLERIES


• Produced and Presented 32 art exhibitions in 2011 and 2012 through continued focus on strategic partnerships with local, regional, and national institutions. Awarded “Best of Westword” for Best Sculpture Show - Robert Mangold Retrospective.

• Developed new volunteer opportunities with the Gallery Greeter program resulting in a 300% increase in vol-unteerhourssince2010.VolunteerhoursinGalleryin2010equaled462,projected2012volunteerhoursareap-proximately 1,200.

•InefforttomaintainfreeaccesstoCenterGalleriesbutcountGalleryvisitorsforgrantpurposes,theMakeYourVisit Count program was launched in September 2011. As of May 2012, 16,860 Gallery patrons were counted.

• In 2012, added SmartArt Technology to Gallery exhibitions. In addition to the Guide by Cell Phone Audio Tours, exhibitionsalsoofferAugmentedRealitysmartphoneapplicationstoallowpatronsanevenmoreeducatingandengaging experience.

2013-2014 GOALS• Increase number of volunteers hours by an additional 400 hours through gallery greeting and docent program-

ming.•Re-DesignMainGalleryFloorandModularWallsystemstoenhancegalleryexperienceandincreaseflexibility

of the use of space.• Leading the Art in Public Places process for art selection at the Arvada Gold Line Transit Stations.• Increase Make Your Visit Count visits to an average of 2000 per month.

Curates or presents exhibitions in contemporary and traditional expressions that advance an understanding of ap-preciationforthefinearts.

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

Budget 2011 Actual 2012 Revised 2013 Budget 2014 Budget Personnel $191,235 $196,587 $199,504 $205,670 Services & Charges 89,703 88,350 93,200 94,239 Supplies & Expenses 30,966 55,137 30,966 31,217 Contracts & Leases 311 2,836 311 314 Inventory 7,291 1,211 7,291 7,364 Capital Maintenance 1,904 - 1,904 1,923 Capital Outlay 36 - 36 36 TOTAL $321,446 $344,121 $333,212 $340,763

Number of Employees 2011 Actual 2012 Revised 2013 Budget 2014 Budget Gallery/Museum 3.50 3.50 3.50 3.50

79

Arvada Center

MARKETING & PATRON SERVICES


• Group sales increased by 15% and the number of corporate group sales partners increased by from 15 to 75 allowing more audience development at a lower cost.

•NewOnlineMarketingCoordinatorpositionsignificantlyincreasedCenterexposureinthesocialmediaare-na,increasingFacebookLikesfrom517to1500andTwitterFollowersfrom200to486in justninemonths.Additionallyournewdigitalsign,improvedSearchEngineOptimizationandemailactivityhassignificantlyincreased market awareness of the Center.

• Subscription revenue increased by 3.4% resulting from rescaling the house and price increases. Our three year subscriber renewal rate is approximately 10% higher than the national average.

•Re-establishedthepublicrelationsandpublicitycontractpositionwhichincreasedpublicityeffortsresultingin a higher level of TV media coverage and print media exposure.

2013-2014 GOALS

•Increase subscriptions by 2% and subscription revenues by 8% over the next two years.•ContinueemphasisonsocialmediamarketingtoincreaseFaceBooklikesandTwitterfollowersby100%as

well as implement our Go Digital Go Green campaign to ramp up our email database by 50%.• Increase group sales by 25% and corporate group sales by 100%. • Redesign the department web site and conduct on-going Content Management System training and content

monitoring to improve the patron online experience and generate higher online revenues.

Creates and implements marketing plans that will help to meet or exceed revenue goals for Arvada Center programs. Heightens public awareness and develop and foster a positive public image. Manages front-line cus-tomerserviceandticketpurchasingthroughtheboxofficeandthefrontdeskattheCenter.Responsibleforhouse management and front-of-house support.

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

Budget 2011 Actual 2012 Revised 2013 Budget 2014 Budget Personnel $525,235 $588,562 $632,079 $656,243 Services & Charges 700,339 611,666 639,213 645,761 Supplies & Expenses 105,773 102,435 105,773 106,625 Contracts & Leases 8,568 7,615 8,568 8,654 Capital Maintenance - 1,385 - - Other Financing Uses (21) - - - TOTAL $1,339,893 $1,311,663 $1,385,633 $1,417,283

Number of Employees 2011 Actual 2012 Revised 2013 Budget 2014 Budget Marketing & Patron Services 8.75 8.75 7.75 7.75

80

Arvada Center

PERFORMING ARTS


•EstablishedfirstArvadaCenterPresentsTouringProductionwithRagtimeandChess.Bothproductionstrans-ferred to Lone Tree Arts Center for an additional 2 weeks.

• Continued successful model of collaboration with the Creede Repertory Theater and added a co-production with the Colorado Shakespeare Festival.

•BegantherealignmentofthePerformingArtsDivisionforincreasedefficiencyandeffectivenessbyreorganiz-ing the structure and responsibilities of the division, leading to streamlined reporting structure, improved direct supervision and increased accountability and performance.

2013-2014 GOALS

• Increase touring opportunities with other theaters along the Front Range and tour at least one production outside the Denver market area each year.

• Investigate the feasibility of touring Children’s Theater productions as an element of community outreach.• Continue realignment of the division to meet future needs while maintaining budget accountability and main-tainingproductionquality.

• Continue strategic collaboration and partnership with other theaters and organizations, including the Creede Repertory Theater, to address the goals and needs of the Arvada Center.

Provides a variety of local, regional, national, and international performances in theater, dance and music that chal-lenge and entertain audiences.

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

Budget 2011 Actual 2012 Revised 2013 Budget 2014 Budget Personnel $1,973,634 $1,737,637 $1,744,531 $1,780,747 Services & Charges 1,303,792 1,599,357 1,758,071 2,017,641 Supplies & Expenses 378,705 300,094 380,164 383,827 Contracts & Leases 819,859 1,027,220 819,859 831,088 Inventory 328 - - - Other Financing Uses 710 - - - TOTAL $4,477,028 $4,664,308 $4,702,625 $5,013,303 *This table reflects the combined Division budgets for Performing Arts and the Arvada Presents.

Number of Employees 2011 Actual 2012 Revised 2013 Budget 2014 Budget Performing Arts 10.00 10.00 10.00 10.00

81

Arvada Center

FACILITIES MANAGEMENT


•Managedorcoordinatedmultiplesignificantfacilityprojectswithminimaldisruptiontoprogrammingandac-tivities at the Center. Projects included construction of the new LED monument sign, replacement of main stage theaterseats,officecarpeting,facilityroof,andnewasphaltfortheCenter’sentrydrive/dropoffarea.

•Completedimplementationoffirstphaseofrecycle/compostprograminemployeeareasandhospitalitykitchenas well as added recycling/composting to outdoor summer amphitheater events to meet city sustainability goals.

• Assisted all Divisions with special projects and events which provided them the ability to accomplish program objectives.

2013-2014 GOALS

•CompletetheRiskManagementsafetyandsecuritymitigationprojectsidentifiedin2012toenhancethesafetyandsecurityofpatrons,staff,propertyandassetsoftheCityofArvada.Projectsinclude:additionalaccesscon-trolandCCTVequipmentandupgradestoexistingsecuritysystems,parkingandexteriorfacilitylightingup-grades and additions, and exterior front entry concrete and paver replacement.

• Convert from existing e-mail based facility scheduling system to dedicated facility scheduling and management softwaretoimproveefficiency,tracking,andcapacityutilizationforalldivisionsandprograms.

• Implement the second phase of recycle/compost program in all public areas of the facility to meet city sustain-ability goals.

•Performastaffingassessmentandrecommendationstoaddressfacilitiesmanagementandsecurityneedsduetoincreasedprogramming,exhibit/eventrequirementsandvolume.

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

The Arvada Center offers 144,000 square feet of space for theater, concerts, dance, classrooms, galleries, historical

exhibits, and conference & banquet facilities.

Budget 2011 Actual 2012 Revised 2013 Budget 2014 Budget Personnel $114,944 $152,201 $173,974 $180,027 Services & Charges 6,389 7,875 4,942 5,004 Supplies & Expenses 13,099 13,988 14,175 14,297 Capital Maintenance 3,260 3,947 3,947 3,986 TOTAL $137,692 $178,011 $197,038 $203,315

Number of Employees 2011 Actual 2012 Revised 2013 Budget 2014 Budget Facilities Management 2.00 2.00 2.00 2.00

82

Arvada Economic Development Association

Arvada Economic DevelopmentAssociation

OUTCOME STATEMENTTo sustain a planned and balanced community by facilitating industrial, business and

retail development which creates additional jobs, generates additional revenue, and helps existing business prosper and expand.

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

REVENUE SOURCES:

Economic Development FundGeneral Fund


• No changes


•Implemented3newfinancialassistancepilotprogramstocomplementAEDA’sexistingRevolvingLoanPro-gram: leveraged $200,000 in partnership with Colorado Enterprise Fund (which provided $200,000 in match-ingfunds)tocreateanArvadaMicroloanProgramforbusinessesneedingaccesstocapital;allocated$400,000for a 50/50 matching grant program to foster improved facades, landscaping, site improvements, and/or sig-nage,aswellasencourageprivatesectorinvestment;andimplementeda$500/perjobincentivefornewpri-maryjobscreatedandsustainedforoneyearwithanaveragesalaryof>$45,000.

•In2011,reportedover47,000multiplecontactswithbusinesses,realestaterepresentatives,andotherpartnersresultingin60existingbusinessexpansions,123newretail/restaurantbusinesses,and61newoffice,industrialandnon-retailcompanies.

• Implemented an aggressive marketing and social media campaign resulting in over 31,000 multiple marketing contactsduring2011.Socialmediaoutreachcontinuedtoincreaseexponentially.


•ImplementAEDABoardofDirectors’StrategicPlan.•Reduceretailvacancyrateby10%within2yearsintargetedareas.•MarketArvadathroughAEDA’swebsite,businessdirectory,andincreasesocialmediaoutreachby75%.

83


2011 Actual

2012 Revised

2013 Budget

2014Budget

AEDA Personnel $357,442 $400,054 $ 398,596 $416,496 Services&Charges 486,943 143,422 145,184 149,492 Supplies&Expenses 38,007 40,283 41,272 42,223 Contracts&Leases 133,755 155,123 140,330 144,540 CapitalMaintenance 537 728 750 772 Transfers 4,290 4,419 4,551 4,687Total Economic Development by Category $ 1,020,973 $ 744,029 $ 730,683 $ 758,210

2011 Actual

2012 Revised

2013 Budget

2014Budget

AEDA AEDA $1,020,973 $744,029 $730,683 $758,210Total Economic Development by Division $1 ,020,973 $ 744,029 $ 730,683 $ 758,210



84


$0

$200,000

$400,000

$600,000

$800,000

$1,000,000

$1,200,000



Personnel54.55%



Contracts & Leases19.21% Capital Maintenance

0.10%Transfers0.62%


85


ECONOMIC DEVELOPMENT


•ThreenewfinancialassistancepilotprogramswereimplementedtocomplementAEDA’sexistingRevolvingLoanProgram:Leveraged$200,000inpartnershipwithColoradoEnterpriseFund(whichprovided$200,000inmatchingfunds)tocreateanArvadaMicroloanProgramforbusinessesneedingaccesstocapital(4busi-nessescurrentlyintheprogram);Allocated$400,000fora50/50matchinggrantprogramtofosterimprovedfacades, landscaping, site improvements, and/or signage, as well as encourage private sector investment (22 businessesand3shoppingcentersapprovedinpilotphase).$330,533hasbeenapprovedasofMay15equat-ingtoalmost$1.9millioninprivateinvestment;Implementeda$500/perjobincentivefornewprimaryjobscreatedandsustainedforoneyearwithanaveragesalaryofover$45,000.

•In2011AEDAstaffreportedover47,000multiplecontactswithbusinesses,realestaterepresentatives,andotherpartnersresultingin60existingbusinessexpansions,123newretail/restaurantbusinesses,and61newoffice,industrialandnon-retailcompanies.

•AEDAimplementedanaggressivemarketingandsocialmediacampaignresultinginover31,000multiplemarketingcontactsduring2011.Socialmediaoutreachcontinuedtoincreaseexponentially.

•Throughstrategicrelationshipsandalliances,AEDAhasbeenabletoleveragestaffandfinancialresourcesbycollaborativemarketingandofferingsfornewandexistingbusinessesproductsandservicesresultinginmoreandbetterproductsandservicesforArvadabusinesses.

•AEDA/Arvadaachievedthreesignificantawardsinthelastyear:BusinessRetentionExpansionInternationalAwardforExcellenceforTheArvadaWayofbusinessretention;EconomicDevelopersCouncilofColoradoSpecialRecognition;andMetroDenverEconomicCorporationMetropolitanCollaborationAward.

2013-2014 GOALS

•Contactallbusinesseswith50+employeesatleastonceperyear.•Reducecombinedretailvacancyrateby10%within2yearsintargetedareas.•RedesignAEDA’swebsite,webaddress,businessdirectory,andincreasesocialmediaoutreachby75%.

Theeconomicdevelopmentareaisthebusiness-to-governmentliaisonbetweenprospectivebusinessesorexist-ingbusinessesandtheCityofArvada.Thedepartmentalsohandlesallmarketingactivitiestoenhancetheim-ageoftheCityforbusinessdevelopment.

Budget 2011 Actual 2012 Revised 2013 Budget 2014 Budget Personnel $357,442 $400,054 $398,596 $416,496 Services & Charges 486,943 143,422 145,184 149,492 Supplies & Expenses 38,007 40,283 41,272 42,223 Contracts & Leases 133,755 155,123 140,330 144,540 Capital Maintenance 537 728 750 772 Transfers 4,290 4,419 4,551 4,687 TOTAL $1,020,973 $744,029 $730,683 $758,210

Number of Employees 2011 Actual 2012 Revised 2013 Budget 2014 Budget AEDA 4.00 4.00 4.00 4.00

86

City Manager's Office

City Manager’s Office

OUTCOME STATEMENTTo support the Arvada City Council, Citizens and Organization through the implementation of

effective policies, leadership and management practices.

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

REVENUE SOURCES:

General FundPEG Fees (Public, Education, Government Access cable television fees)KATV SponsorshipsPassport Filing FeesLicense fees from liquor, amusement devices, kennel and trash haulers


•IncreaseCityManagerOfficetraining($10,000in2013and$10,300in2014)•Increasesuppliesandexpensesforthesustainabilityprogram($10,000in2013and$10,300in2014)•Add.2FTEtoCommunityCommunicationsCoordinatortransferredfromITtocreatetwo.60FTE’s

2011-2012 DEPARTMENTAL ACCOMPLISHMENTS•ImprovedsupportservicesfortheCityCouncil, includingdistributionofCouncilpacketsonefullweekin

advance of the meeting date; established an improved Business Meeting, Workshop and Retreat schedule; implementedsecurityprocedures;andrefurbishedtheCouncilChamberswithnewaudioandtechnologyequipment.

•ImplementednewSustainabilityandMediaServicesprograms,includinganewcommunitygarden;revisionsto the land use and municipal codes to support community agriculture; expanded recycling; achieved U.S. DepartmentofEnergyrecognitionforenergyefficiencythroughtheBetterBuildingsChallenge;introducedcommunity education series highlighting various City services; and generated recognition by the National As-sociationofHousingandRedevelopmentOfficials(NAHRO)fortheCreeksideParkProject,avideofeaturefrom the City Beat series.

•Providedorganizationalleadershipandsupportthroughemployeerecognitionevents;offeringopportunitiesforemployeeinvolvementincommunityprojects;andparticipationintheDenverPostTopWorkplacesrecog-nitionthatresultedinArvada’sselectionasoneofthetopfifteenlargeemployers.


•Continue,refineandimproveLong-RangeFinancialPlanningthroughthe10-YearCapitalImprovementProj-ect(CIP)planandupdating10-YearPlansforallmajorfunds.

•ProvideoversightandsupportformajorregionalprojectsthatwillenhanceArvada’sfuture,includingTran-sitOrientedDevelopment,UrbanRenewal,JeffersonParkwayandtheGoldLinethroughinvolvementwithColorado state government, Denver Regional Council of Governments, Rapid Transit District, regional utility districtsandotherlocalgovernmentswithinJeffersonandAdamscounties.

•Completerestructuringoftheorganizationforeffectiveandefficientservicedeliverythroughimplementationofspecificchangeinitiatives,includingPerformanceBasedBudgeting,EmployeePerformanceManagement,streamlining departmental reporting relationships, establishing internal and external communications plans andfullyaligningCityCouncilgoalswiththeworkaccomplishedbyCitystaff.

87


2011 Actual

2012 Revised

2013 Budget

2014Budget

General Fund Personnel $1,749,982 $2,208,688 $2,083,687 $2,165,680Services & Charges 259,474 359,095 351,629 361,612Supplies & Expenses 206,844 236,809 251,383 256,105Contracts & Leases 155,743 207,837 214,096 220,518Capital Maintenance 516 2,508 2,583 2,660Capital Outlay - 4,924 5,072 5,224

Total City Management by Category $2,372,558 $3,019,861 $2,908,450 $3,011,799

2011 Actual

2012 Revised

2013 Budget

2014Budget

General Fund City Clerk $520,442 $644,383 $666,070 $688,365City Council 255,240 286,684 287,337 295,106City Managers 1,154,051 1,607,335 1,500,743 1,555,038KATV 442,824 481,459 454,301 473,290

Total City Management by Division $2,372,558 $3,019,861 $2,908,450 $3,011,799



88


$0

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

$3,500,000



City Clerk City Council City Managers KATV

Personnel71.64%





Capital Outlay0.17%


89


CITY COUNCIL


•Adoptedbalancedbudgetsfor2011and2012.•Selectedanewcitymanagerwiththeretirementoftheformercitymanager.•WorkedwiththeRegionalTransportationDistrict(RTD)intheinitialworkfortheGoldLine.ThiscommuterrailsystemwillrunfromtheDenverUnionStationthroughtheCityofArvada.

2013-2014 GOALS

•WillbeaskedtoworkwithstaffandthepublicontheupdateoftheCity’sten-yearComprehensivePlan,creat-ingaland-usevisionastheCitycontinuestodevelopandgrow.

•WillreviewandadoptparkingpoliciesforthecentralbusinessdistrictinOldeTowninpreparationoftheopeningofamajorcommuterrailstationinthatarea.

•Willcontinuetoworkwithavarietyofregionalgovernmentstoimproveregionaltransportation.Thisworkwillinclude,butnotbelimitedto,continuedpartnershipwiththeJeffersonParkwayPublicHighwayAuthor-ity, the State Department of Transportation.

ThelegislativeaffairsoftheCityarevestedinaCityCouncilconsistingofsevenCouncilmembers,fourofwhomareelectedtorepresentspecificdistricts,andtwoofwhomareelectedatlarge.TheMayoroftheCityofArvadais elected at large.

The City of Arvada is divided into four Council districts.

Budget 2011 Actual 2012 Revised 2013 Budget 2014 Budget Personnel $124,405 $122,718 $126,249 $130,031 Services & Charges 94,189 106,574 102,442 105,137 Supplies & Expenses 36,646 51,087 52,152 53,249 Contracts & Leases - 6,305 6,494 6,689 TOTAL $255,240 $286,684 $287,337 $295,106

Number of Employees 2011 Actual 2012 Revised 2013 Budget 2014 Budget City Council 0.00 0.00 0.00 0.00

90


CITY MANAGER’S OFFICE


•FacilitatedtransitionforArvada’s leadershipfromformerCityManagerCraigKociantonewCityManag-erMarkDeventhroughaprocessthatstartedwithMr.Kocian’sretirementannouncementinearly2011to Mr.Deven’sappointmenteffectiveinOctober2011.

•Providedoversightandleadershipofseveralkeyregionalandlocalprojects,includingtheJeffersonParkway,GarrisonProject/WolffPark/ApexFieldhouse,GoldLineandGrossReservoirExpansion.

•IntroducedLong-RangeFinancialPlanning,a10-YearCapitalImprovementProgramandPerformance-BasedBudgetingtofacilitatestrategicplanning,organizationaleffectiveness/efficiencyandaccountability.

•ImplementednewSustainabilityinitiativestosupportcommunityagriculture,expandrecycling,incorporateenergyefficiencyimprovementsintohome/businessrenovationandeducateArvadaresidents,businessesandpropertyownersaboutthebenefitsofreducingwasteandenergyuse.

•FacilitatedArvada’sparticipationintheDenverPostTopWorkplacesrecognitionthatresultedinArvada’sselectionasoneofthetopfifteenlargeemployers.

2013-2014 GOALS•Provide oversight and support for major regional projects that will enhance Arvada’s future, including Transit-OrientedDevelopment,UrbanRenewal,JeffersonParkwayandtheGoldLinethroughinvolvementwithColoradostategovernment,DenverRegionalCouncilofGovernments,RapidTransitDistrict,regionalutilitydistrictsandotherlocalgovernmentswithinJeffersonandAdamscounties.

•Continue, refine and improve Long-Range Financial Planning through the 10-Year Capital Improvement Project(CIP)planandupdating10-YearPlansforallmajorfunds.

• Fully implement Performance-Based Budgeting, including selection of the technology to support the initia-tiveandorganizational trainingtosupportuseof thenewsysteminamannerthat improvesorganization effectiveness/efficiency.

•InassociationwithPerformance-BasedBudgeting,initiatestrategicplanningwiththeCityCouncilthatiden-tifies4-5majorcommunitygoalswithassociatedmetricsthatwillbetheprimaryfocusoftheorganizationduringthenext3-5years.

Supervises implementation of policy and procedure as directed by the City Council through the coordination andsupervisionofoperationsinallCitydepartments.TheCityManageradvisestheCityCouncilonallmattersrelating to the planning, development and operating status of City departments.

Budget 2011 Actual 2012 Revised 2013 Budget 2014 Budget Personnel $903,100 $1,291,431 $1,162,662 $1,208,165 Services & Charges 99,916 144,791 152,750 157,210 Supplies & Expenses 89,873 96,433 108,410 110,435 Contracts & Leases 61,162 74,160 76,385 78,676 Capital Maintenance - 520 536 552 TOTAL $1,154,051 $1,607,335 $1,500,743 $1,555,038

Number of Employees 2011 Actual 2012 Revised 2013 Budget 2014 Budget City Manager's Office 7.50 8.75 8.75 8.75

91


CITY CLERK


•ImplementedanewscheduleforpreparationofCouncilagendapacketsthatprovidedfordistributionofCouncilpacketsonefullweekinadvanceofthemeetingdateinordertoallowCouncilmembersmoretimetoreviewreports and information therein.

• Established an improved Business Meeting, Workshop and Retreat schedule that set business meetings on the firstandthirdMondays,workshopsonthesecondandfourthMondaysandretreatsoncriticaltopicsasneeded.

•IncollaborationwiththePoliceDepartment,implementednewsecurityproceduresandprimarilyscheduledallCouncilmeetingsintheCouncilChamberssothatpublicaccessisbettercontrolledandsupervised.

•Selected and supported installation of new audio recording technology for the Council Chambers and City Council Conference Room in order to meet legal requirements for recording Council meetings and Executive Sessions.

2013-2014 GOALS

•ImplementtechnologyinitiativesthatwillreducethenumberofprintedCityCouncilagendaby90%.•Develop on on-line application process for City Board and Commission applicants. •Initiate the process of implementing an Enterprise Content Management System for the City.•Developoptionsforacquiringorconstructinganewrecordsfacility.

Completes the numerous and diverse statutory duties of the City Clerk under City policies, procedures, ordinances,andstatestatutes.ProvidesstaffsupporttoCityCouncilandliquorauthorityanddirectsthefunctionsof elections, records, licensing and legislation.

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

Budget 2011 Actual 2012 Revised 2013 Budget 2014 Budget Personnel $398,559 $439,198 $458,365 $475,526 Services & Charges 43,010 79,052 78,854 81,189 Supplies & Expenses 41,992 55,669 56,250 56,872 Contracts & Leases 36,366 67,526 69,576 71,663 Capital Maintenance 516 1,988 2,047 2,108 Capital Outlay - 950 978 1,007 TOTAL $520,442 $644,383 $666,070 $688,365

Number of Employees 2011 Actual 2012 Revised 2013 Budget 2014 Budget City Clerk 5.00 5.00 5.00 5.00

92


Arvada Media Services/KATV

2011-2012 ACCOMPLISHMENTS• Expanded community programming and introduced community education series highlighting various City

services.•ReceivedrecognitionbytheNationalAssociationofHousingandRedevelopmentOfficials(NAHRO)fortheCreeksideParkProject,avideofeaturefromtheCityBeatserieshighlightingthecompletionofatrailsanddrainageprojectservinganeighborhood.

•CollaboratedwiththeproducersoftheshowToday In America with Terry Bradshaw in response to their selection of Arvada for a segment called “Hidden Gems to Live, Work and Play” that features prominent communities inanationallysyndicatedshow.

•RedefinedtheleadershippositionforArvadaMediaServices,developedtheclassificationfortheCommunica-tionsManagerpositionaspartoftheCMOreorganizationandselectedacommunicationsprofessionaltofillthe position.

•Revised media relations policies and began development of internal and external communications plans.

2013-2014 GOALS•Complete and fully implement internal and external communications plans.•Reviseand improve theArvadaReport, includingamorecontemporarydesign,greatereditorialattention

for a reduction in errors, larger font (for an aging population), earlier timing of its distribution, front-end instructionforsubmissions,finaleditopportunitiesforcontributors,andbetterimageresolution.

•Reviewand reviseCitypolicies on theuseof socialmedia, includingusageof these current socialmedia accounts, response to public comments and guidelines for posts.

•UtilizeKATVChannel8forinternalfeaturesthatwillincludeanoverviewofdepartmentandprogramsofrelevance for City employees.

• Develop additional internal communication vehicles that are intended to improve interactive communication betweenallemployees,theCityManager’sOfficeandtheCityManager.

KATV,Channel8providesinformationalprogrammingtoArvadaresidentsviacommunitymessages,televisionandweb-basedbroadcastofCityCouncilandplanningcommissionmeetings,informationpiecesandseveralmonthly programs such as ArtsCentric, the A-Files, Arvada Insights, and Making the Grade.

Budget 2011 Actual 2012 Revised 2013 Budget 2014 Budget Personnel $323,918 $355,341 $336,412 $351,958 Services & Charges 22,359 28,678 17,583 18,076 Supplies & Expenses 38,333 33,620 34,571 35,549 Contracts & Leases 58,215 59,846 61,641 63,490 Capital Outlay - 3,974 4,094 4,217 TOTAL $442,824 $481,459 $454,301 $473,290

Number of Employees 2011 Actual 2012 Revised 2013 Budget 2014 Budget KATV 4.25 4.00 5.20 5.20

93

94

Community Development


OUTCOME STATEMENTTo enhance, guide, and preserve the physical, social, historic and economic quality of Arvada by

providing planning, housing and code enforcement services.

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

REVENUE SOURCES:

General Fund Private Lenders Federal Funds and GrantsState Grants and Funds Private Activity Bonds Other Miscellaneous Resources


General Fund:• Add Historic survey ($150,000 in 2013)•Add Comprehensive Plan update ($300,000 in 2013)•Add 30” monitors for compatibility with new public works software ($10,000 in 2013)

HODAG•Increase transfer to General Fund for Human Services grants ($75,000 in 2013 and $75,000 in 2014)

2011-2012 DEPARTMENTAL ACCOMPLISHMENTS• Neighborhood Revitalization Program. In 2011, the City awarded 30 Know Your Neighbor grants. So far, in

2012, the City has awarded 8 Know Your Neighbor grants. In 2011, the City awarded 8 Neighborhood Im-provement grants for a total of $45,808. City Council approved the award of 9 Neighborhood Improvement grants in 2012 for a total of $45,106.

• The Essential Home Repairs Program rehabbed 19 single-family houses owned by low/moderate income Ar-vadahomeownersin2011atanexpenditureof$214,028.Thebeneficiariesoftheprogramincluded12elderlyclientsand10ofthefamiliesbenefitingwerefemaleheadedhouseholds.

• In 2011, Code Enforcement undertook proactive enforcement of 4 targeted areas. Notices were mailed to 492 homes, with 72 homes participating. In 2012, an additional 4 target areas will participate in proactive enforce-ment.

2013-2014 DEPARTMENTAL GOALS• Initiate Comprehensive Plan amendment in 2013. Complete the amendment and secure Planning Commission approvalandCityCouncilratificationbyendofsecondquarterof2014.

•PreserveandenhancecommercialandresidentialneighborhoodsintheCity.Balanceenforcementeffortstoreflecttheneedsofspecificzoningdistricts.Respondtocitizencomplaints.Determineviolationsandapplycreativeandflexibleenforcement.Pro-activelyremoveillegalsignagefromcityright-of-way.

• Implement Community Strategies Institute recommendations on creating the Arvada Housing Investment Fund.DevelopaworkplanandpresentrecommendationstoCouncilduringthelastquarterof2012,orthefirstquarterof2013.

95


2011 Actual

2012 Revised

2013 Budget

2014Budget

General Fund Personnel $ 1,730,172 $ 1,814,319 $ 1,852,556 $ 1,907,466 Services & Charges 84,892 117,659 106,224 109,194 Supplies & Expenses 158,194 239,214 240,506 242,526 Contracts & Leases 155,974 340,620 816,473 325,118 Capital Maintenance 220 709 730 752 Capital Outlay - 1,093 1,126 1,160 Community Personnel 165,347 184,427 189,838 198,469 Development Services & Charges 239,331 389,049 388,622 388,671 Supplies & Expenses 7,191 41,319 41,319 41,319 Contracts & Leases 23,628 125,307 125,307 125,307 Capital Maintenance 115 936 936 936 Other Financing Uses 76,532 18,448 18,448 18,448 Transfers 183,530 200,965 275,965 275,965 Arvada Housing Personnel 268,994 277,153 287,352 298,325 Authority Services & Charges 3,482,873 3,646,809 3,595,634 3,595,732 Supplies & Expenses 15,203 23,459 23,459 23,459 Contracts & Leases 6,460 6,399 6,399 6,399 Capital Maintenance - 1,203 1,203 1,203 Other Financing Uses - 7,500 7,500 7,500 Transfers 53,119 53,674 29,534 30,420 Total Community Development by Category $ 6,651,773 $ 7,490,762 $ 8,009,131 $ 7,598,369

2011 Actual

2012 Revised

2013 Budget

2014Budget

General Code Enforcement $ 525,803 $ 565,395 $ 569,741 $ 594,152 Fund Housing and Community Development 346,285 434,966 434,155 442,169 Neighborhood Revitalization - 200,000 200,000 200,000 Planning 1,257,364 1,313,253 1,813,719 1,349,895 Community CDBG - 452,328 630,590 630,590 Development Community Development 695,673 508,123 409,845 418,525 Arvada Housing Authority

Arvada Housing Authority 3,826,648 4,016,197 3,951,081 3,963,038

Total Community Development by Division $ 6,651,773 $ 7,490,762 $ 8,009,131 $ 7,598,369



96


Personnel29.09%


Capital Outlay0.01%


Other Financing Uses0.32%



Transfers3.81%


$0

$1,000,000

$2,000,000

$3,000,000

$4,000,000

$5,000,000

$6,000,000

$7,000,000

$8,000,000

$9,000,000



Code Enforcement Housing and Community Development Neighborhood Revitalization Planning CDBG Community Development Arvada Housing Authority

97


PLANNING

2011-2012 ACCOMPLISHMENTS•NeighborhoodRevitalizationProgram-StaffcontinuesworkontheNeighborhoodRevitalizationProgram.StaffisinitssecondyearofadministeringtheKnowYourNeighborandNeighborhoodImprovementGrantprograms. In 2011, the City awarded 30 Know Your Neighbor grants. So far, in 2012, the City has awarded 8 Know Your Neighbor grants. In 2011, the City awarded 8 Neighborhood Improvement grants for a total of$45,808.Staffisrecommendingtheawardof9NeighborhoodImprovementgrantsin2012foratotalof$45,106. Work has begun on the Columbine Neighborhood.

• Land Development Code Amendments - Researched, drafted regulations, held workshops, and set for adop-tion three Code amendments of Council interest: 1) revised industrial zoning uses, 2) allowing for mobile food trucks, and 3) allowing for community based agriculture. These will proceed for adoption during the summer of 2012.

•GoldLineAdvisoryCommittee (GLAC) - Staff supports thework of theGoldLineAdvisoryCommittee,arrangingforspeakers,assistingwithsettingofagenda,preparationofmeetingminutesandconductingre-searchandfollow-upworktoachievecommitteegoals.

2013-2014 GOALS

• Comprehensive Plan Update - Initiate Comprehensive Plan amendment in 2013. Complete the amendment andsecurePlanningCommissionapprovalandCityCouncilratificationbyendofsecondquarterof2014.

•NeighborhoodRevitalizationProgram-Usinggroundwork laid in2012, implement identifiedgoalsof theColumbine Neighborhood by end of 2014. In 2014, identify the third neighborhood revitalization project and initiate work. Continue administration of the Know Your Neighbor and Neighborhood Improvement grant programs in 2013 and 2014 (assuming continued funding).

•HistoricSurvey-UponfundingstaffwouldconductthefollowinginBudgetyear2013:Updateofthehistoricstructure survey which resulted in the establishment of the Reno Park, and Stocke Walter, Arvada Downtown Historic Districts and surrounding conservation area; and reconnaissance survey of the post WWII neighbor-hoods of Alta Vista and Allendale.

• Mixed Use/Transit Oriented Zoning (TOD) - Complete adoption of the Mixed Use/TOD zoning districts in early 2012. By the end of 2013, complete rezoning of TOD areas.

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

Budget 2011 Actual 2012 Revised 2013 Budget 2014 Budget Personnel $1,095,685 $1,139,673 $1,177,142 $1,204,987 Services & Charges 68,846 94,954 84,790 87,249 Supplies & Expenses 45,989 49,927 50,593 51,279 Contracts & Leases 46,624 27,990 500,464 5,628 Capital Maintenance 220 709 730 752 TOTAL $1,257,364 $1,313,253 $1,813,719 $1,349,895

Number of Employees 2011 Actual 2012 Revised 2013 Budget 2014 Budget Planning 10.00 10.00 10.00 10.00

98


CODE ENFORCEMENT


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

•2011 Year End: - 4,161 Violations – 118 Summonses – 97% Compliance Ratio - 2,291 Signs Removed From City Right-of-Way -573LiquorLicense/SalesTaxApplicationReviews - 799 Misc. Building Permit Applications Reviewed•2012 to Date - 879 Violations – 16 Summonses – 98% Compliance Ratio - 496 Signs Removed From City Right-of-Way -199LiquorLicense/SalesTaxApplicationsReviewed - 404 Building Permit Application Reviews

2013-2014 GOALS

• Community Code Enforcement - Preserve and enhance commercial and residential neighborhoods in the City. Balanceenforcementeffortstoreflecttheneedsofspecificzoningdistricts.Respondtocitizencomplaints.De-termineviolationsandapplycreativeandflexibleenforcement. Pro-activelyremoveillegalsignagefromcityright-of-way. The program expects to achieve a 95% compliance rate for violations.

•ProactiveCodeEnforcement–Undertakeproactivecodeenforcementannuallyfor4differentneighborhoods.StaffwillcoordinatewiththeNeighborhoodRevitalizationProgramandthePoliceDepartmentNeighborsCon-nect Program.

• Regulate Zoning Regulations for Various Permit applications - Review of permits for zoning compliance: misc. buildingpermits,businessapplications,liquorlicenses,PUDregulations,floodplaincriteria,etc.Researchandinterpretationofcodesinordertofairlyapplyspecificcriteriadeterminedbythezoningdesignation.

CodeEnforcementrespondstozoningandnuisancecodeissuesinthefieldandatthecustomerservicecounter,assisting citizens, contractors, developers, and internal customers.

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

Budget 2011 Actual 2012 Revised 2013 Budget 2014 Budget Personnel $485,336 $518,377 $523,502 $546,913 Services & Charges 12,476 18,331 17,667 18,096 Supplies & Expenses 27,991 27,594 27,446 27,983 Capital Outlay - 1,093 1,126 1,160 TOTAL $525,803 $565,395 $569,741 $594,152

Number of Employees 2011 Actual 2012 Revised 2013 Budget 2014 Budget Code Enforcement 7.00 7.00 7.00 7.00

99


ARVADA HOUSING AUTHORITY


•SectionProgramunitleaseup–Staffachievedexcellentleaseuprateofover99%for2010and2011.• 100% of HAP 2011 program funding or $3,315,816 provided by HUD for housing assistance payments for eligible

very low income households for the program fully utilized. • HUD SEMAP Section 8 Program rating - Achieved a SEMAP scores of 100% (135 points out of 135 possible) for the2011and2010fiscalyearswhicharethehighestpossiblescoresahousingauthoritycanachieveandonceagain rated the Authority as a “High Performer.” The Housing Authority has consistently achieved SEMAP scores that designated it as a “high performer” for eleven out of the twelve years from 2000 to 2011.

2013-2014 GOALS

• Section 8 Program Annual Unit Lease Up – The Housing Authority assesses at the end of the calendar year the annual rate of lease-up regarding the baseline count of unit months that HUD established for the program. It is expectedthattheprogramachievesa90%lease-upratedependentonsufficientHUDfundingbeingmadeavail-able and favorable or acceptable market conditions.

• Section 8 Program Annual Expenditure Use – The Housing Authority assesses at the end of the calendar year the annualuseoffinancialhousingassistancepayments(HAP)fundingprovided.Itisexpectedthattheprogramachieves a 90% HAP expenditure rate dependent on HUD funding being made available and favorable or accept-able market conditions.

• HUD SEMAP Section 8 Program Rating – Annual HUD rating of Arvada Housing Authority operation of the Sec-tion 8 Housing Choice Voucher Program which looks at 15 set national program operation indicators annually. It is expected that the program achieve an annual HUD rating score for the Arvada Housing Authority operation of a minimum of 61 to 89%, and a goal of 90% for high performer status.

TheArvadaHousingAuthorityprovidesdiversifiedhousingaffordabletolowandmoderateincomehouseholds.

The Section 8 Housing Choice Voucher Program offers rental assistance to up to 508 very low income Arvada households who

wish to live in homes or apartments in Arvada.

Budget 2011 Actual 2012 Revised 2013 Budget 2014 Budget Personnel $268,994 $277,153 $287,352 $298,325 Services & Charges 3,482,873 3,646,809 3,595,634 3,595,732 Supplies & Expenses 15,203 23,459 23,459 23,459 Contracts & Leases 6,460 6,399 6,399 6,399 Capital Maintenance - 1,203 1,203 1,203 Other Financing Uses - 7,500 7,500 7,500 Transfers 53,119 53,674 29,534 30,420 TOTAL $3,826,648 $4,016,197 $3,951,081 $3,963,038

Number of Employees 2011 Actual 2012 Revised 2013 Budget 2014 Budget Arvada Housing Authority 3.58 3.58 3.58 3.58

100


HOUSING AND NEIGHBORHOOD REVITALIZATION


•TimelinessCDBGdisbursementratioestimatedbystaffat.77byNovember2011,meetingHUDstandardof1.5.•HUDIDISperformancereports–Performancereportssubmittedindicatedpersonsorhouseholdsfromsevennon-profitswereassistedoraidedthroughprogramsorservicesfundedbyCDBGin2011.

•SubmittaltoHUDofannualCDBGfundingplanandgrantapproval–2011and2012CDBGentitlementgrantssubmittedwithindeadlinesandgrantsapprovedbyHUDfor$460,609in2011,and$437,806in2012.

• The Essential Home Repairs Program is intended to relieve hazardous, unhealthy, defective and unsanitary con-ditionsandprovidea readilymaintainable, energyefficient, single family structure through theprovisionofaffordablefinancialassistanceandrelatedservicestoeligiblelowandmoderateincomehomeowners.Thepro-gram rehabbed 19 single family houses owned by low/moderate income homeowners in 2011 at an expenditure of$214,028.Beneficiariesincluded12elderlyclients.Tenofthefamilieswerefemaleheadedhouseholds.The2010/2011Programcitizenevaluationsurveyratedcityprogramstaffat100%satisfaction.

• Creekside Pedestrian Crossing and Drainage Project recognition - The project was completed in 2010 and in 2011 received state, regional, and national awards of excellence from the National Association of Housing and Rede-velopmentOfficials.Atotalof$771,200wasspentinCDBGentitlementandCDBG-Rstimulusfunding.

2013-2014 GOALS•CDBGdisbursementrate–ThecityisrequiredtoexpenditsCDBGfundinginanexpeditiousmanner.Thisis

measured around November 1 of each year to ascertain if the City exceeds or not an expenditure ratio of 1.5.• Essential Home Repairs Program Clients Served – The Division sets annual goals for assisting low and moderate incomehomeownersinneedofessentialrepairs,rehabilitation,andenergyefficiencyhomeimprovements.Theprogram is expected to assist 24 homeowners per year in 2013 and 2014, with a satisfaction rate of at least 90%.

• HUD approval of annual CDBG funding – The City must complete and submit an Annual Action Plan following andmeetingcertainHUDrequirementsthatfulfillsregulatoryprovisionsoftheCDBGPrograminordertoob-tainitsannualentitlementofCDBGfunds.ThisplanhasbeensubmittedtoHUDfor2013CDBGfunding.

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

Budget 2011 Actual 2012 Revised 2013 Budget 2014 Budget Personnel $314,498 $340,696 $341,750 $354,035 Services & Charges 242,901 393,423 392,389 392,520 Supplies & Expenses 91,405 203,012 203,786 204,583 Contracts & Leases 132,978 437,937 441,316 444,797 Capital Maintenance 115 936 936 936 Other Financing Uses 76,532 18,448 18,448 18,448 Transfers 183,530 200,965 275,965 275,965 TOTAL $1,041,958 $1,595,417 $1,674,590 $1,691,284 *This table reflects the combined budgets for the Housing & Community Development and Neighborhood Revitalization Divisions and the Community Development Fund.

Number of Employees 2011 Actual 2012 Revised 2013 Budget 2014 Budget Housing & Neighborhood Revitalization 3.42 3.42 3.42 3.42

101

102

Finance

Finance

OUTCOME STATEMENTTo serve the citizens and staff of the City of Arvada by providing relevant, timely and

solution-oriented fiscal and financial services.

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

REVENUE SOURCES:

General FundInternal Service FundUser Rates and Charges


• Transfer of a Business Analyst position from Hospitality to Finance. The position will be paid 1/3 General Fund, 1/3 Hospitality and 1/3 Golf.


• The Revenue Division implemented electronic payments for both Utility Billing and Sales Tax systems, allow-ing customers to review their past usage and pay their bills via the computer.

• The Treasury Division helped create the JPMorgan Chase Colorado Purchase Card consortium. The City now uses these cards to pay our bills. This program resulted in a cash rebate of $255,000 in the past two years for paying our bills this way from JPMorgan Chase. The program also eliminated over 75,000 pieces of special paper used to create checks, lowered our mailing costs and eliminated the use of over 75,000 envelopes. The City spent over $14,800,000 using this payment method .

• The Purchasing Division implemented a third-party national electronic bid and solicitation posting system for all City purchasing requests. This system permits the City to post all requirements in one location, thereby en-suringvendorscanfindallCityrequestsinonelocation.Thisensuresbothfulldisclosureandanenvironmentwhereby a large number of vendors can participate.


• The Revenue Division will have an additional 15% of the City’s Utility Billing customers - or 5,200 - using some form of electronic payment option. This will eliminate the processing time, postage and paper costs.

• The Treasury Division will increase the electronic payment of the City’s bills from its current 68% in volume and 23% in total dollars spent to 70% and 25%, respectively. This will continue to save paper and postage, as well as increase any bank rebate.

• The Risk Management Division will institute quarterly meetings with all departments to review various insur-ance issues. This will include departments in the relationship between usage and their costs with the goal of continuing to decrease various accidents and other issues that create both short and long-term costs.

103

Finance

2011 Actual

2012 Revised

2013 Budget

2014Budget

General Fund Personnel $ 2,229,783 $ 2,378,472 $ 2,516,651 $ 2,609,543 Services & Charges 250,596 268,768 212,210 218,219 Supplies & Expenses 119,488 125,551 126,702 128,868 Contracts & Leases 123,033 139,770 107,912 111,150 Inventory (6,451) - - - Capital Maintenance 648 1,494 1,539 1,585 Capital Outlay 1 - - - Other Financing Uses 3,661 - - - Water Personnel 455,494 523,499 569,792 595,607 Services & Charges 136,017 111,818 104,759 107,835 Supplies & Expenses 172,291 183,142 186,963 190,899 Contracts & Leases 16,262 25,000 25,750 26,522 Inventory 626,495 2,265,700 2,265,300 2,260,700 Capital Maintenance 1,813 5,170 5,325 5,485 Capital Outlay - 157,701 75,169 77,424 Insurance Personnel 458,698 549,546 571,370 600,265 Services & Charges 950,442 1,889,695 1,832,455 1,835,161 Supplies & Expenses 112,409 93,103 95,563 98,095 Contracts & Leases 177,724 87,552 90,179 92,884 Transfers 360,000 - 573,500 - Total Finance by Category $ 6,188,404 $ 8,805,981 $ 9,361,139 $ 8,960,242

2011 Actual

2012 Revised

2013 Budget

2014Budget

General Fund Purchasing $ 251,934 $ 287,878 $ 284,139 $ 286,931 Revenue Division of Finance 687,689 763,140 736,368 765,864 Treasury 1,781,136 1,863,037 1,944,507 2,016,570 Water Revenue Division of Water 1,408,372 3,272,030 3,233,058 3,264,472 Insurance BenefitsAdministration 1,505,769 2,016,248 2,540,540 1,973,796 Risk Management 553,504 603,648 622,527 652,609 Total Finance by Division $ 6,188,404 $ 8,805,981 $ 9,361,139 $ 8,960,242



104

Finance


Capital Outlay0.80%


Debt Service24.20%

Personnel39.07%

Services & Charges23%


Transfers6.13%


$‐

$1,000,000

$2,000,000

$3,000,000

$4,000,000

$5,000,000

$6,000,000

$7,000,000

$8,000,000

$9,000,000

$10,000,000



Purchasing Revenue Division of Finance Treasury Revenue Division of Water Benefits Administration Risk Management

105

Finance

TREASURY


• In 2011 the Treasury Division implemented electronic deposits for all employee reimbursements. This saves over 2,000 pieces of paper and envelopes annually.

• In 2011- 2012, the Division created a new Grants Management Policy. This Policy will ensure all correct account-ingforallfederalandstatedollarsreceivedandwillresultinmoreefficientandeffectiveuseoftimeduringtheyear and at year end with our third-party auditor.

• The Division successfully implemented new Governmental Accounting Standards Board (GASB) regulations. ThesearereferredtoasGASB54andGASB61–andrequiretheCitytoreportfinancialissuesinaconsistentmannertoensurecomparabilitytoothercities.Thefirstrequirescitiestodefineavailablecashindifferentways.Thesecond,GASB61,ensurescitiesreportthefinancialobligationsassociatedwithanyadditionalentities.Theseare referred to as component units, and the City has one, the Arvada Economic Development Authority, where most operational monies come from the City’s General Fund.

2013-2014 GOALS• The Division will continue to increase the volume of the City’s payment through a variety of electronic means.

Currently 68% of all transactions and 23% of total spending is accomplished electronically. The goal is that by the end of 2014, these levels will be increased to 70% and 25%, respectively.

• In 2013 the Division will research and begin to implement a paperless Accounts Payable system. While the Divi-sion clearly expects this to have both associated software and hardware costs, the overall savings in paper and timetodistributethepaper,aswellasfilingandfindinginvoices,willoffsetthehardcostsoftheproject.Fullimplementationisexpectedbyfirstquarter2014.

•TheDivisionwillcontinuetoprepareallfinancialanalysisandaccountinginadherencewithGenerallyAcceptedAccounting Principles as the Governmental Accounting Standards Board prescribes. This will ensure the city’s financialrecordsnotonlyreceivetheGovernmentalFinanceOfficersAssociationrecognition,butalsoguaranteeourfinancialrecordsareeasytoread,consistentwithotherorganizations,timelyandtransparent.

Manages,developsandoverseesthefinancialoperationsfortheCityandvariousrelatedorganizations.

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

Budget 2011 Actual 2012 Revised 2013 Budget 2014 Budget Personnel $1,501,538 $1,595,564 $1,711,620 $1,777,647 Services & Charges 92,597 72,232 68,655 70,580 Supplies & Expenses 63,319 54,328 55,142 55,980 Contracts & Leases 123,033 139,419 107,551 110,778 Capital Maintenance 648 1,494 1,539 1,585 Capital Outlay 1 - - - TOTAL $1,781,136 $1,863,037 $1,944,507 $2,016,570

Number of Employees 2011 Actual 2012 Revised 2013 Budget 2014 Budget Treasury 16.75 17.75 18.75 18.75

106

Finance

REVENUE


• Over 2011 and 2012 the Revenue Division implemented new sales-tax software that will permit businesses to electronicallyapplyandpaytheirsalestaxobligations.Thiswillsavesignificantpaperovertime.

• In the last half of 2012, the Revenue Division implemented electronic billing for the City’s utility billing cus-tomers. Whenfullyimplemented,citizenswillbeabletonotonlypaytheirwater,wastewaterandstormwater bills electronically, but will be able to access their usage and annual comparatives at any time. This will help, in particular, during the summer months to evaluate usage and provide businesses detail information for their purposes.

•In2011theRevenueDivisionunderwentsignificantorganizationalchangewiththecombinationoftwodivi-sions and loss of one manager. The Division dedicated 2011 – 2012 to the development of thorough individual work plans complete with goals, action instructions, and measurable outcomes. This work has led to a com-plete understanding of performance measures.

2013-2014 GOALS

•TheRevenueDivisionwillmarketelectronicutilitybillingpaymenttoallcustomerswithagoaltoattaina5%increase or 1,800 accounts in Utility customers opting for Electronic Billing.

•TheSalesTaxsectionoftheRevenueDivisionwillmarkettheelectronicsalestaxfilingsystemwithagoaltohave, at least, 5% or 300 taxpayers using the system by 2014.

• In 2013 the Division will implement a new Business Review program. This will translate into direct visitation of 25% of the new businesses located in Arvada in 2013 and increase visits to 50% of new businesses in 2014.

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

Budget 2011 Actual 2012 Revised 2013 Budget 2014 Budget Personnel $959,986 $1,066,988 $1,139,102 $1,189,976 Services & Charges 279,893 286,511 226,007 232,642 Supplies & Expenses 207,950 228,100 232,773 237,587 Contracts & Leases 16,262 25,000 25,750 26,522 Debt Service 626,495 2,265,700 2,265,300 2,260,700 Capital Maintenance 1,813 5,170 5,325 5,485 Capital Outlay - 157,701 75,169 77,424 Other Financing Uses 3,661 - - - TOTAL $2,096,061 $4,035,170 $3,969,426 $4,030,336 *This table reflects the combined budgets for the Revenue Divisions of both Finance and Water.

Number of Employees 2011 Actual 2012 Revised 2013 Budget 2014 Budget Revenue Division of Finance 7.00 7.00 7.00 7.00Revenue Division of Water 7.50 6.50 6.50 6.50

107

Finance

PURCHASING


• In 2011 the Division revised the Arvada Purchasing Ordinance and developed new Purchasing Administrative Rules.TheCityCounciladoptedthesechangestopermitdepartmentsmoreflexibilityinpurchasingwhilesi-multaneouslyensuringtheCityoffersanopenandcompetitiveprocessforgoodsandservices.

•Inanefforttoensurewidedistributionofallcitysolicitationrequests,theDivisionimplementedanationalelec-tronic bid/solicitation posting system (Rocky Mountain E-Purchasing System). This also required the coordina-tion of extensive user training, city-wide.

• In 2011- 2012, the Division aided all departments in a variety of solicitation requests, helping them develop cri-teria for bids, requests for proposals and requests for information. The Division’s goal is to ensure Departments have the correct training to broadly solicit for city services and goods.

2013-2014 GOALS• The Purchasing Division will audit transaction compliance with the purchasing ordinance to determine if addi-

tional changes or training is required in implementation of good purchasing practices. • The Purchasing Division will establish and maintain a high level of satisfaction as a procurement-oriented consultant.Trainingandadministrativeservicesprovidedtocitydepartmentalstaffwillbeevaluatedwithper-formance expectations developed.

• The Purchasing Division operates a central stores function. In 2013 the Division will implement an electronic inventory system.

Performstheprocurementofthemorecomplexandcostlyacquisitions;supportsdepartmentalpurchasingeffortsfor routine needs; administers procurement policies and procedures; manages the maintenance, support, training anddevelopmentofthepurchasingmoduleportionofthefinancialmanagementsystem;operatesacentralware-house for routine supplies; coordinates the storage of surplus property for subsequent disposal through an auction contract.

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

city business.

Budget 2011 Actual 2012 Revised 2013 Budget 2014 Budget Personnel $223,753 $239,419 $235,721 $237,527 Services & Charges 14,122 21,843 22,307 22,832 Supplies & Expenses 20,509 26,265 25,750 26,200 Contracts & Leases - 351 361 372 Inventory (6,451) - - - TOTAL $251,934 $287,878 $284,139 $286,931

Number of Employees 2011 Actual 2012 Revised 2013 Budget 2014 Budget Purchasing 2.50 2.50 2.50 2.50

108

Finance

RISK MANAGEMENT

2011-2012 ACCOMPLISHMENTS• The Division successfully transitioned to a new Third-Party Administrator. This was accomplished to save

money and to ensure the City receives more thorough reports about the City’s insurance issues, particularly regarding workers’ compensation issues.

•In2011theCityrevitalizedSafetyCommitteeandinstitutedabi-monthlynewsletter,TheSafetyPen.•TheDivisionupgradedandpreparedlossreportinformationthatbettermeetstheneedsofdepartmentdirec-

tors and managers. The Division also met with departments on a regular basis to review the instances that are increasing exposure costs.

2013-2014 GOALS•TheDivisionwillcontinuetoanalyzeRiskManagementFundcashbalancesastheoverallbalanceislowered,

thereby lowering costs to all other departments and Funds. • In 2013, the Division will undertake a full analysis of the allocation of risk methodology thereby shifting risk

costs more appropriately to various departments and Funds. • The Division will begin an analysis of safety programs to develop performance measures in determining the influenceofthesafetyprogramsontheoverallcosts.

Assists each department in the development of its loss prevention program and assists in the review of liability exposuresinallprograms;protectsandpreservesproperty,assetsandfinancialviabilitythroughcarefulandcompleteriskanalysisofallactivities.Minimizeslossexposuresandinsurancecostswithoutobstructingthedelivery of high quality services.

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

Budget 2011 Actual 2012 Revised 2013 Budget 2014 Budget Personnel $458,698 $549,546 $571,370 $600,265 Services & Charges 950,442 1,889,695 1,832,455 1,835,161 Supplies & Expenses 112,409 93,103 95,563 98,095 Contracts & Leases 177,724 87,552 90,179 92,884 Transfers 360,000 - 573,500 - TOTAL $2,059,273 $2,619,896 $3,163,067 $2,626,405 *This table reflects the combined Division budgets for Benefits Administration and Risk Management. Additionally, two FTEs from the Legal Department are paid out of the Risk Management Fund.

Number of Employees 2011 Actual 2012 Revised 2013 Budget 2014 Budget Risk Management 6.25 6.25 6.25 6.25

109

110

General Administration

GENERAL Administration

OUTCOME STATEMENTTo account for various general governmental activities that

either support other funds or meet large City goals.


•Arrupehighschoolinternprogram($40,000in2013and$41,200in2014)•457planautoenrollment&conversionofvacationtimeto457contribution($16,000in2013and$16,480in2014)

•City-wideemployeetraining($0in2013and$40,000in2014)•EmployeeCommitteeexpenses($5,000in2013and$5,150in2014)


•TheDivisionpaidfortheCity’sshareoftheJeffersonParkwayPublicHighwayAuthorityoverthepasttwoyears.

•TheDivisionpaidforthecostsoftheCity’sshareofpurchasingSection16asadditionalOpenSpaceinpart-nershipwiththeCityofBoulder,BoulderCounty,JeffersonCountyandtheStateLandBoard,aswellaspri-vatecompanies.

•InthisDivisionwecapturedandpaidforallthecostsassociatedwiththeArrupeInternshipprogram.Thisprogramhiredover15highschoolstudentstoprovidetuitionsupport,whiletheyalsogainedvaluableworkexperience.TheCityusedtheseyoungpeopletoinstallcomputersandaccomplishawidevarietyofadmin-istrativefunctionsacrossfivedepartments.

2013-2014 GOALS

•WiththehelpoftheHumanResourcesDepartmentandtheCityManager’soffice,thisDivisionwillpayforthecity-widetrainingprogramcurrentlyunderdevelopment.Thisprogramhas$75,000budgetedin2013and$115,000in2014.Theprogramisnowbudgetedtobea$75,000annualinvestmentthroughouttheremainderoftheten-yearmodel.

•TheDivisionwillcontinuetomeettheongoingexpendituresfortheJeffersonParkwayPublicHighwayAu-thority.Thisisestimatedtobe$200,000for2013and,again,for2014.

•TheDivisionpaysandaccountsforalltransferstheGeneralFundmakestothefollowingotherFunds:Parks,ArvadaCenter,CapitalImprovements,Golf,ArvadaEconomicDevelopmentAuthorityandothersmallpay-ments.ItalsomanagesthecostsoftheCity’sGeneralFundCertificateofDepositdebtservice.In2013,thesetransferstotalover$11.8millionoftheCity’sGeneralFundexpenditures.

111


2011 Actual

2012 Revised

2013 Budget

2014Budget

General Fund Personnel $195,575 $(442,500) $(701,894) $(729,086) Services&Charges 591,394 1,009,898 772,162 834,874 Supplies&Expenses 101,798 134,801 108,800 112,064 Contracts&Leases 1,294,175 2,811,789 833,448 600,263 Inventory 635 - - - CapitalOutlay 28,894 - - -

OtherFinancingUses 6,095 - - - Transfers 12,080,909 13,570,694 11,231,070 11,624,108Total Fund Administration by Category $14,299,475 $17,084,682 $12,243,586 $12,442,223

2011 Actual

2012 Revised

2013 Budget

2014Budget

General Fund GeneralAdministration $14,299,475 $17,084,682 $12,243,586 $12,442,223Total Fund Administration by Division $14,299,475 $17,084,682 $12,243,586 $12,442,223



112


$0

$2,000,000

$4,000,000

$6,000,000

$8,000,000

$10,000,000

$12,000,000

$14,000,000

$16,000,000

$18,000,000



General Administration




Transfers86.76%


*Thebudgetedpersonnelvacancysavingsarenotincludedinthischart.

113


GENERAL ADMINISTRATION

2011-2012 ACCOMPLISHMENTS•TheDivisionpaidfortheCity’sshareoftheJeffersonParkwayPublicHighwayAuthorityoverthepasttwoyears.•TheDivisionpaidforthecostsoftheCity’sshareofpurchasingSection16asadditionalOpenSpaceinpartner-shipwiththeCityofBoulder,BoulderCounty,JeffersonCountyandtheStateLandBoard,aswellasprivatecompanies.

•InthisDivisionwecapturedandpaidforallthecostsassociatedwiththeArrupeInternshipprogram.Thispro-gramhiredover15highschoolstudentstoprovidetuitionsupport,whiletheyalsogainedvaluableworkexpe-rience.TheCityusedtheseyoungpeopletoinstallcomputersandaccomplishawidevarietyofadministrativefunctionsacrossfivedepartments.

2013-2014 GOALS

•With thehelpof theHumanResourcesDepartmentand theCityManager’soffice, thisDivisionwillpay forthecity-widetrainingprogramcurrentlyunderdevelopment.Thisprogramhas$75,000budgetedin2013and$115,000in2014.Theprogramisnowbudgetedtobea$75,000annualinvestmentthroughouttheremainderoftheten-yearmodel.

•TheDivisionwillcontinuetomeettheongoingexpendituresfortheJeffersonParkwayPublicHighwayAuthor-ity.Thisisestimatedtobe$200,000for2013and,again,for2014.

•TheDivisionpaysandaccountsforalltransferstheGeneralFundmakestothefollowingotherFunds:Parks,Ar-vadaCenter,CapitalImprovements,Golf,ArvadaEconomicDevelopmentAuthorityandothersmallpayments.ItalsomanagesthecostsoftheCity’sGeneralFundCertificateofDepositdebtservice.In2013,thesetransferstotalover$11.8millionoftheCity’sGeneralFundexpenditures.

Thisdivisionaccountsforavarietyofcity-wideexpendituresthatdonotmeettheoperatingneedsofanyonede-partmentorotherfund.TheFinanceDepartment,alongwiththeCityManager,managesthisdivision.

Budget 2011 Actual 2012 Revised 2013 Budget 2014 Budget Personnel $195,575 $(442,500) $(701,894) $(729,085)Services & Charges 591,394 1,009,898 772,162 834,874 Supplies & Expenses 101,798 134,801 108,800 112,064 Contracts & Leases 1,294,177 2,811,789 833,448 600,263 Inventory 635 - - - Capital Outlay 28,894 - - - Other Financing Uses 6,095 - - - Transfers 12,080,909 13,570,694 11,231,070 11,624,108 TOTAL $14,299,475 $17,084,682 $12,243,586 $12,442,223 *The negative Personnel line reflects the budgeted vacancy savings for the entire General Fund.

Number of Employees 2011 Actual 2012 Revised 2013 Budget 2014 Budget Fund Administration 0.00 0.00 0.00 0.00

114

Human ResourcesDepartment

Human Resources

OUTCOME STATEMENTTo support and guide the successful employment of all City employees by providing essential, profes-

sional and consistent human resources programs.

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

REVENUE SOURCES:

General FundInternal Service Fund


• No changes


•HRworkedwithCityCounciltodevelopthenewtotalcompensationphilosophy,effectiveJanuary2012.Thisphilosophy-forArvadatobeanemployerofchoice–wascreatedtomeetthefiscalresponsibilitywehavetoourcitizenswhilecontinuingtocompensateouremployeesinacompetitivemanner.

•HR and the City’s Benefits Advisory Committee educated employees on High Deductible Health Plans(HDHPs),andultimately,theCitymadethishealthcareoptionpartofourbenefitsstructureinJanuary2012.Roughly20%ofouremployeesenrolledinthishealthcareoptionsavingtheCitysignificantdollarsandem-poweringouremployeestobebetterstewardsoftheirhealth.

•Recruitmentofseveralkeypositionswasatoppriorityin2011/2012.Withthehelpofrecruitingfirms,HRmanaged the recruitment processes of our city manager, deputy city manager and Arvada Center executive director,anddevelopedandcoordinatedtherecruitmentofournewcommunicationsmanager.

2013-2014 DEPARTMENTAL GOALS•TheCityisfacingsubstantialbudgetaryimpactsasweconsiderpossiblefuturecoststoprovidehealthcareinsuranceforournon-benefittedemployees.Thiscouldhappenasearlyas2014.HRisworkingwithFinancetodeterminepotentialcostsandimpacts,andwilldevelopcontingencyplansthroughout2013.

• HR will lead the way to determine how we evaluate employee performance as we move to performance-based measuresandacultureshiftfocusingonmeasurableresults.Wewillpartnerwithseveraldepartmentsintodeterminethetools,methodsandcommunicationneededtohelpeducateandsupportstaff.

• HR will partner with CMO to implement a city-wide training program that will target line-level employees and their development needs with an emphasis on our City’s values, core competencies and performance management.

115

Human Resources

2011 Actual

2012 Revised

2013 Budget

2014Budget

General Fund Personnel $843,191 $844,120 $918,920 $953,848 Services & Charges 126,490 210,280 182,022 187,319 Supplies & Expenses 40,717 43,213 43,903 44,614 Contracts & Leases 91,404 78,380 80,731 83,153 Capital Maintenance - 1,093 1,126 1,160Total Human Resources by Category $1,101,802 $1,177,086 $1,226,702 $1,270,094

2011 Actual

2012 Revised

2013 Budget

2014Budget

General Fund Human Resources $1,101,802 $1,177,086 $1,226,702 $1,270,094Total Human Resources by Category $1,101,802 $1,177,086 $1,226,702 $1,270,094



116

Human Resources

Personnel74.91%






$1,000,000

$1,050,000

$1,100,000

$1,150,000

$1,200,000

$1,250,000

$1,300,000



117

Human Resources

HUMAN RESOURCES


•DevelopedtheCity’snewtotalcompensationphilosophy,andasaresult,createdamorefiscallyresponsibleandhighlycompetitivepayplan.

•UpdatedtheCity’sPersonnelRuleswithacomprehensiveoverviewandcity-wideinvolvementfromalllevelsofemployees.

•IntroducedaHighDeductibleHealthPlanasanoptionforemployeeswiththeintentiontohelpemployeesbecomebetterconsumersofhealthcareandbetterstewardsoftheirownhealth.

• Managed the hiring processes of several key positions, including city manager, deputy city manager, commu-nicationsmanagerandArvadaCenterexecutivedirector.

2013-2014 GOALS•HRwillpartnerwithFinancetoanalyzeandplanforthepotentialimpactsofhealthcarereform.Thesechang-eswilltakeeffectin2014.

•HRwill leadtheprocessofmovingourorganizationtoamoremeasurableandefficientemployeeperfor-mancemanagementsystem.Wewillpartnerwithseveraldepartmentstodeterminethetools,methodsandcommunicationneededtohelpeducateandsupportstaff.

• HR will partner with CMO to develop a city-wide training program that focuses on our City’s core competen-cies,valuesandperformancemeasures.Thetrainingprogramswilltargettheneedsofalllevelsofstaffbasedonfeedbackreceivedfromcurrenttrainingneedsassessments.

HumanResourcesisresponsibleforestablishingandmaintaininganeffectiveworkforcetomeettheneedsofthecitizensofArvada.ThedepartmentfunctionsasaninternalconsultanttootherCitydepartmentsinallareasof employee relations and assists department in promoting and fostering professional growth, teamwork, pride andleadershipthroughouttheorganization.

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

Budget 2011 Actual 2012 Revised 2013 Budget 2014 Budget Personnel $843,191 $844,120 $918,920 $953,848 Services & Charges 126,490 210,280 182,022 187,319 Supplies & Expenses 40,717 43,213 43,903 44,614 Contracts & Leases 91,404 78,380 80,731 83,153 Capital Maintenance - 1,093 1,126 1,160 TOTAL $1,101,802 $1,177,086 $1,226,702 $1,270,094

Number of Employees 2011 Actual 2012 Revised 2013 Budget 2014 Budget Human Resources 9.00 9.00 9.00 9.00

118



OUTCOME STATEMENTTo support and manage technology by planning and implementing innovative, efficient and effective

business solutions in collaboration with all city departments.

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

REVENUE SOURCES:

General Fund Internal Service Fund Central Service Fund


General Fund:• Increase internet band width and add a redundant internet connection at the disaster recovery site ($15,000 in

2013 and $15,450 in 2014)•Decrease temporary wages in IT (-$2,500 in 2013 and -$2,500 in 2014)•Add Mobile Technology Specialist position•TransferCommunityCommunicationsCoordinatortoCityManager’sOffice

Computer Replacement Fund:•Additional funding for CBI connection ($5,000 in 2013 and $5,150 in 2014)

2011-2012 DEPARTMENTAL ACCOMPLISHMENTS• Replaced aging, non-vendor supported phone system. This required a major network infrastructure upgrade. ThenewsystemprovidesenhancedtelecommunicationscapabilitiesbetweenstaffandCitizens.

•TheCity’s10-year-oldofficeproductivitysuitewasupgradedtoOffice2010onallworkstationsandstaffwastrained on the new software. The upgrade provides improved document production, sharing and collabora-tion capabilities and allows us to share documents with outside entities on a common platform.

•Thedepartmentcontinuestoberecognizedforitsinnovationinallareasoftechnology.Awardshavebeenre-ceivedfromabroadrangeoforganizationsincludingthePublicTechnologyInstitute’sTechnologySolutionsAward, and the Center for Digital Governments’ Top 10 Digital Cities - Best of the Web, and Digital Govern-ment Achievement Award.

2013-2014 DEPARTMENTAL GOALS•Migratecitystafftoanewcloud-basedemailsolutiontherebyreducingtheneedforthepurchase,mainte-

nance and upgrade of on-site email servers. The goal will be to migrate to the new email solution with minimal disruption to city business.

• Approximately 600 computers will be replaced in some fashion. This process will not be a traditional one for onereplacementofhardware,butwillrequireananalysisofstaffneeds.Wewilldeploydifferentequipment-based on needs. Workers with a need for mobility will be given tools that allow access from anywhere and users with heavy processing needs will be given high-end workstations.

• Implement Master Data Management (MDM) to provide a process for collecting, aggregating, matching, con-solidating, classifying, identifyinganddistributingdata throughoutanorganization to ensure consistencyand control of this information. The objective is to ensure that the city does not use multiple or inconsistent versionsofdataindifferentpartsofitsoperations.

119


2011 Actual

2012 Revised

2013 Budget

2014Budget

General Fund Personnel $ 2,466,936 $ 2,623,359 $ 2,703,799 $ 2,807,419 Services & Charges 233,681 286,685 306,962 315,903 Supplies & Expenses 137,488 122,967 125,082 127,263 Contracts & Leases 16,799 18,877 34,893 35,940 Inventory 97 - - - Capital Maintenance 16,171 31,644 32,593 33,221 Capital Outlay 34 - - - Computers Personnel 100,870 95,842 100,569 106,102 Services & Charges 28,968 - - - Supplies & Expenses 2,212,065 3,630,973 2,021,347 1,197,311 Contracts & Leases - 26,400 - - Inventory 16 - - - Print Shop Personnel 161,283 165,705 173,867 180,061 Services & Charges 2,173 - - - Supplies & Expenses 30,584 57,250 58,954 60,709 Contracts & Leases 66,025 143,675 147,985 152,425 Debt Service 2,591 9,829 9,829 9,829 Capital Maintenance 144 12,806 13,190 13,586 Other Financing Uses 175 - - - Total Information Technology by Category $ 5,476,098 $ 7,226,012 $ 5,729,070 $ 5,039,769

2011 Actual

2012 Revised

2013 Budget

2014Budget

General Fund General Services $ 193,721 $ 214,599 $ 173,424 $ 175,576 Information Systems 2,677,484 2,868,933 3,029,905 3,144,170 Computers Computer Maintenance 635,543 1,259,365 1,149,621 1,174,163 Computer Replacement 1,706,377 2,493,850 972,295 129,250 Print Shop PrintShop 262,974 389,265 403,825 416,610 Total Information Technology by Division $ 5,476,098 $ 7,226,012 $5,729,070 $5,039,769



120




Debt Service0.17%

Personnel51.98%




$0

$1,000,000

$2,000,000

$3,000,000

$4,000,000

$5,000,000

$6,000,000

$7,000,000

$8,000,000



General Services Information Systems Computer Maintenance Computer Replacement Print Shop

121


I.T. & GENERAL SERVICES


• Replaced aging, non-vendor supported phone system. This required a major network infrastructure upgrade. •UpgradedtheCity’s10-year-oldofficeproductivitysuiteandprovidedtrainingacrosstheorganization.•ITcontinuestoberecognizedforinnovationinallareasoftechnology.Awardshavebeenreceivedfromorga-nizationsincludingthePublicTechnologyInstitute’sTechnologySolutionsAward,andtheCenterforDigitalGovernments’ Top 10 Digital Cities - Best of the Web, and Digital Government Achievement Award.

•Re-wrotejobdescriptionforthefrontdeskstafftoincludedutiesrequiredtosupportcitizensinanever-chang-ingtechnicalworld.Staffisresponsibleformaintainingourpresenceinsocialmedia.Theyaugmentourwebcontent managers, in addition to the traditional duties of greeting visitors and directing telephone inquiries.

•PurchasedanewInserterwhichformoreefficiencyintheprocessformailingwaterbills.

2013-2014 GOALS•Migratestafftoanewcloud-basedemailsolution.•Replaceapproximately600computers,includinganalysisofstaffneeds,anddeployequipmentaccordingly.

Those with a need for mobility will be given tools to allow remote access and users with heavy processing needs will be given high-end workstations.

•Provideaprocess,throughMasterDataManagement(MDM),forcollecting,aggregating,matching,consoli-dating,classifying,identifyinganddistributingdatathroughouttheorganizationtoensureconsistencyandcontrol of information.

•Replacement of postage mail machine used for metering out going city mailings.•RemodelFrontReceptionAreatoprovideamoreeffectiveperspectiveandamoresecureenvironment.

Providescomputersupport,programming&services,manages informationsystemsprojectsandguidestheorganizationinsystemimplementation,applicationsupport,projectmanagement&websystemdevelopment.Providessupportonworkstations,servers,local&wideareanetworkconnectivity,SANmanagement-diskstor-age,email,databackup,HelpDesk,replacementfund,file/printservices,networkwiring,webaccess,&com-puterroomenvironment.Providesreception,maildelivery,andcopieradministration.SupportsPoliceTechni-calSystems;identifies,assesses,procures,andimplementsnewtechnologytoassistthePolicedepartment.

Budget 2011 Actual 2012 Revised 2013 Budget 2014 Budget Personnel $2,567,806 $2,719,201 $2,804,368 $2,913,521 Services & Charges 262,648 286,685 306,962 315,903 Supplies & Expenses 2,349,553 3,753,940 2,146,429 1,324,574 Contracts & Leases 16,799 45,277 34,893 35,940 Inventory 113 - - - Capital Maintenance 16,171 31,644 32,593 33,221 Capital Outlay 34 - - - TOTAL $5,213,125 $6,836,747 $5,325,245 $4,623,159 *Table reflects the combined budgets for Information Systems and General Services Divisions and Computers Internal Service Fund Additionally, two FTEs from the IT Department are paid out of the Office of the Chief Division of the .25% Tax Increment Fund.

Number of Employees 2011 Actual 2012 Revised 2013 Budget 2014 Budget IT & General Services 25.00 25.00 25.00 25.00

122


PRINT SHOP


•NewPrintingPress,whichincreasedtheprintingcapabilitiesfortheprintshop.•PlotterInstallation–TheprintshopisnowutilizingaplotterthattheParksDepartmenthadinordertoperform

a wider variety of work.•ArvadaReport–KepttheArvadaReportgoingandontimeduringtheCity’sPublicInformationOfficerchanges.

2013-2014 GOALS

•NewPrintingVendorforArvadaReport–SelectanewprinterfortheArvadaReporttolowercosts,quickerturn-around time, and increase in number of colors.

•PlateMakingMachine–Replacetheplatemakingmachine,whichisnecessaryasthecurrentmachineisobsoleteand a newer machine will allow us to create the majority of our plates in house, reducing overall cost.

ProvidesupporttoCitydepartments,projectsandemployeesintheareasofprinting,binding,andcreativedesignservices.

IT is working on enabling our city staff to work from most anywhere with a new type of technology referred to as desktop virtualization. So far more

than 70 virtual desktops are in use by city employees.

Budget 2011 Actual 2012 Revised 2013 Budget 2014 Budget Personnel $161,283 $165,705 $173,867 $180,061 Services & Charges 2,173 - - - Supplies & Expenses 30,584 57,250 58,954 60,709 Contracts & Leases 66,025 143,675 147,985 152,425 Debt Service 2,591 9,829 9,829 9,829 Capital Maintenance 144 12,806 13,190 13,586 Other Financing Uses 175 - - - TOTAL $262,974 $389,265 $403,825 $416,610

Number of Employees 2011 Actual 2012 Revised 2013 Budget 2014 Budget Print Shop 2.00 2.00 2.00 2.00

123

124

Judicial

judicial

OUTCOME STATEMENTTo provide a fair and impartial judicial process by holding timely hearings, making

appropriate findings and sentences, and processing cases efficiently.

PURPOSE: The municipal court acts as an impartial tribunal.

REVENUE SOURCES:

General FundGrants


• Add training for pro-tem judges ($1,000 in 2013 and $1,030 in 2014)


•QualityCustomerService,asevidencedbyourcustomerservicesurvey,whichreflects93%customersatisfac-tion.

• E-Payment Process was improved and marketed to allow more customers to pay on-line. Additionally, the E-Ticketsprogram(trafficunit)wassuccessfullyimplemented.ThepilotiscurrentlybeingusedbythePDTrafficUnitonly,withpotentialforfuturegrowth.

•Updated the video arraignment and audio equipment in the courtroom. This system allows theCourt toprocessprisonersfromJeffersonCountyJailbyvideo,reducingofficertransports,courttime,andpotentialsecurity problems.


•ProvidequalityCustomerServicebycontinuingtodistributetheCourt’scustomerservicesurveyandtrackcustomer satisfaction and complaints in order to identify successes and resolve problems.

•IncreaseE-Ticketprocesses.TheCourtpartneredwiththePoliceDepartmenttoimplementelectronic-tickets.Todate,theprojecthasproventobesuccessful.TheCourt’scaseloadhasincreasedbyusingthistechnology,and we anticipate continued growth.

• Parking Ticket Enforcement Plan – Parking tickets are beginning to be issued using the electronic ticketing system.TheCourtwillberesearchingand implementingaplan toassistwithsuccessfullycollectingfinesimposed on parking tickets.

125

judicial

2011 Actual

2012 Revised

2013 Budget

2014Budget

General Fund Personnel $678,924 $771,474 $773,824 $803,311 Services & Charges 75,690 93,296 94,465 97,191 Supplies & Expenses 72,918 76,276 76,695 77,126 Capital Outlay - 291 299 308 Total Municipal Court by Category $827,532 $941,337 $945,283 $977,936

2011 Actual

2012 Revised

2013 Budget

2014Budget

General Fund Judicial $827,532 $941,337 $945,283 $977,936Total Municipal Court by Division $827,532 $941,337 $945,283 $977,936



126

judicial

$750,000

$800,000

$850,000

$900,000

$950,000

$1,000,000



Personnel81.86%


Supplies & Expenses8.11% Capital Outlay

0.03%


127

judicial

JUDICIAL


•TheCourt’scustomerservicesurveyreflects93%satisfaction.•E-Payment Process was improved and marketed to allow more customers to pay on-line.•E-Tickets(trafficunit)successfullyimplemented.ThepilotiscurrentlybeingusedbythePDTrafficUnitonly,

with potential for future growth. •Updated thevideoarraignmentandaudioequipment in the courtroom. This systemallows theCourt toprocessprisonersfromJeffersonCountyJailbyvideoreducingofficertransports,courttimeandpotentialsecurity problems.

2013-2014 GOALS•ProvidequalityCustomerServicebycontinuingtodistributetheCourt’scustomerservicesurveyandtrack

customer satisfaction and complaints to identify successes and solve problems. •IncreaseE-Ticketprocesses–TheCourtpartneredwiththePoliceDepartmenttoimplementelectronictickets.Todate,theprojecthasproventobesuccessful.TheCourt’scaseloadhasincreasedbyusingthistechnologyand we anticipate continued growth.

• Parking Ticket Enforcement Plan – The electronic ticketing system has been implemented for parking tickets. TheCourtwillberesearchingandimplementingaplantoassistwithsuccessfullycollectingfinesimposedonparking tickets.

Themunicipalcourtisatrialcourtoflimitedjurisdiction.Thecourtactsasanimpartialfactfinderindetermin-ingifaCityordinancehasbeenviolated. Uponafindingoradmissionofguilt,thecourtimposessanctionswhich are consistent with the nature of the violation.

Courts is actively providing “greener practices” resulting in reduction of

paper usage, postage, time and gas.

Budget 2011 Actual 2012 Revised 2013 Budget 2014 Budget Personnel $678,924 $771,474 $773,824 $803,311 Services & Charges 75,690 93,296 94,465 97,191 Supplies & Expenses 72,918 76,276 76,695 77,126 Capital Outlay - 291 299 308 TOTAL $827,532 $941,337 $945,283 $977,936

Number of Employees 2011 Actual 2012 Revised 2013 Budget 2014 Budget Judicial 10.00 10.00 10.00 10.00

128

Legal

LEGAL

OUTCOME STATEMENTTo protect the legal interests of the City by providing timely and

quality legal counsel, advice, support and advocacy.

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

REVENUE SOURCES:

General FundInsurance Fund for Litigation Program


• No changes


•SuccessfulprosecutionofaclearmajorityofMunicipalCourtmatters.• Successful outcomes in litigation, including cases brought by former employees, private parties alleging police misconduct,actionforexclusionfromJCMDDistrictwhichresultedinobtainingattorneys’feeaward.

• Prepared 171 Resolutions and 53 Ordinances, assisted with Amendments to City Charter, and created the Or-dinanceAmendingthePersonnelRules.


•SuccessfullyprosecuteMunicipalCourtmattersatarateof80%andsuccessfullydefendtheCityincivilcasesatarateof70%.

• Process requests for ordinances, resolutions, and agreements within the time frame established by City Coun-cilandtheCityManager.

•Provideassistancewithtrainingofvariousboardsandcommissionsandemployees,andeffectivelyutilizeoutsidecounseltomanagetheexpenditureofpublicfundsforthispurpose.

129

LEGAL

2011 Actual

2012 Revised

2013 Budget

2014Budget

General Fund Personnel $1,185,296 $1,292,759 $1,357,224 $1,410,144 Services & Charges 91,052 98,731 98,701 101,540 Supplies & Expenses 32,513 34,198 34,428 34,663 Contracts & Leases 35,622 49,443 35,476 36,540 Capital Maintenance - 1,779 1,832 1,887 Capital Outlay - 292 301 310Total Legal Department by Category $1,344,483 $1,477,202 $1,527,962 $1,585,084

2011 Actual

2012 Revised

2013 Budget

2014Budget

General Fund CityAttorney $1,344,483 $1,477,202 $1,527,962 $1,585,084Total Legal Department by Division $1,344,483 $1,477,202 $1,527,962 $1,585,084



130

LEGAL

Personnel88.83%





Capital Outlay0.02%


$1,200,000

$1,250,000

$1,300,000

$1,350,000

$1,400,000

$1,450,000

$1,500,000

$1,550,000

$1,600,000

$1,650,000



131

LEGAL

CITY ATTORNEY’S OFFICE


•SuccessfulprosecutionofaclearmajorityofMunicipalCourtmatters.• Successful outcomes in litigation, including cases brought by former employees, private parties alleging police misconduct,actionforexclusionfromJCMDDistrictwhichresultedinobtainingattorneys’feeaward.

•Prepared171Resolutionsand53Ordinances.•AssistedwithAmendmentstoCityCharter.•OrdinanceAmendingthePersonnelRules.

2013-2014 GOALS•SuccessfullyprosecuteMunicipalCourtmattersatarateof80%.•SuccessfullydefendtheCityincivilcasesatarateof70%.• Process requests for ordinances, resolutions, and agreements within the time frame established by City Coun-cilandtheCityManager.

•Provideassistancewithtrainingofvariousboardsandcommissionsandemployees.•Effectivelyutilizeoutsidecounseltomanagetheexpenditureofpublicfundsforthispurpose.

Provides legal services to the City Council, the City Manager, and City departments including legal analysis of contractsanddocuments;overseeingandensuringcorrectproceduresareusedinconductingofficialCitybusi-ness; review of resolutions and ordinances as to correct form; representation of City Council, the City Manager, andCitydepartmentsbeforestateandfederalcourtsandadministrativeagenciesinlitigationmatters;andpros-ecutionofviolationsoftheCitycodethroughthemunicipalcourt.

The Legal Department is actively involved in the mentoring of law

student interns.

Number of Employees 2011 Actual 2012 Revised 2013 Budget 2014 Budget City Attorney 10.00 10.00 10.00 10.00

Budget 2011 Actual 2012 Revised 2013 Budget 2014 Budget Personnel $1,185,296 $1,292,759 $1,357,224 $1,410,144 Services & Charges 91,052 98,731 98,701 101,540 Supplies & Expenses 32,513 34,198 34,428 34,663 Contracts & Leases 35,622 49,443 35,476 36,540 Capital Maintenance - 1,779 1,832 1,887 Capital Outlay - 292 301 310 TOTAL $1,344,483 $1,477,202 $1,527,962 $1,585,084 *Two FTEs from the Legal Department are paid out of the Risk Management Fund.

132

Parks, Golf and HospitalityServices

Parks, Golf & Hospitality

OUTCOME STATEMENTTo enrich Arvada’s quality of life by providing essential services, programs and opportunities that

enable citizens to experience parks, trails, open spaces, recreational amenities, golf, banquet/conference and concession enterprises and community-wide celebrations.

PURPOSE: The department acquires, develops and maintains Arvada’s parks, trails, open spaces and recreational amenities to perpetuate the beauty of the City’s real property and provide a higher aesthetic value; manages the city’s golf, banquet, conference and concession business enterprises; coordinates special projects; and, provides community-wide celebrations.

REVENUE SOURCES:

Jefferson County Open Space (JCOS)General Fund TransferApex Park & Recreation District ReimbursementColorado Lottery FundsLands Dedicated FundsPark and Pavilion RentalsGrants


Parks:• Increase in Temporary Wages and related lines ($142,083 in 2013 and $169,617 in 2014)• Increase in Electricity ($16,359 in 2013 and $39,916 in 2014)• Increase in Fuel ($5,889 in 2013 and $11,955 in 2014)• Increased fees for Water/Sewer/Stormwater ($18,114 in 2013 and $56,413 in 2014)• Reduction in Routine Maintenance (savings of $20,636 in 2013 and $9,706 in 2014)• Reduction in Rentals (savings of $20,752 and $17,723 in 2014)

Golf:• Increase in Electricity for transition to electric carts ($58,800 in 2013 and $63,624 in 2014)• Transfer of a Business Analyst position from Hospitality to Finance. The position will be paid 1/3 General

Fund, 1/3 Hospitality and 1/3 Golf. Added a transfer to the General Fund of $25,952 in 2013 and $27,468 in 2014.

• Increase in Temporary Wages and related lines ($62,094 in 2013 and $85,867 in 2014)

Hospitality:• Assistant Banquet Manager and Business Development Coordinator positions are still authorized, but are

currently vacant with no plans to hire. Temporary staffing is required for these positions resulting in a net savings to salaries and benefits ( $79,632 in 2013 and $80,050 in 2014).

• Transfer of a Business Analyst position from Hospitality to Finance. The position will be paid 1/3 General Fund, 1/3 Hospitality and 1/3 Golf. Added a transfer to the General Fund of $25,952 in 2013 and $27,468 in 2014.

Sales from:• Arvada Center Banquet and Conference

Facility• Golf Club Restaurants • Stenger Sports Complex Concessions• Green Fees and Driving Range Revenues• Cart Rentals and Merchandise Sales

133


2011-2012 DEPARTMENTAL ACCOMPLISHMENTS• Completed a number of high-profile projects including the 42,000 sq. ft. Arvada Skate Park, one of Colorado’s

largest (named “Best Skate Park in Denver” by Westword); the Hills at Standley Lake Park-Community Gar-den-Community Supported Agriculture Project. To attain Arvada’s goal to have a neighborhood park within a 10-minute walk of every home, purchased two properties for neighborhood park development, one in East Arvada, the other in South Central Arvada.

• Completed another year of Taking Lasting Care Program with a number of trail, playground and irrigation system projects at locations throughout the city, including: Thundercloud Park, Majestic View Community Park, Volunteer Firefighters Park, Fitzmorris Park, Columbine Park and the W. 80th Avenue Median Project.

• Worked with the Arvada Festivals Commission to sponsor or co-sponsor the 11th Annual Chocolate Affair, High Tea for Seniors, 10th Annual Kite Festival, 11th Annual Trails Day, 4th of July, Festival of Scarecrows and Wines for the Holidays. These events drew thousands of visitors to Arvada.

2013-2014 DEPARTMENTAL GOALS• Insure that Arvada will be a community where everyone will benefit from a well-planned, exciting, and di-

verse system of parks, open space and recreational opportunities.• Provide long-term financial sustainability for on-going operations and capital maintenance and improvements

by developing and maintaining a coordinated strategic funding plan.• Arvada will be a community which protects the environment and uses natural resources wisely.

134


2011 Actual

2012 Revised

2013 Budget

2014Budget

Grants Grants Fund $ 823,764 $ 600,000 $ 600,000 $ 600,000 Lands Dedicated Lands Dedicated 2,219,096 1,591,236 200,000 - Parks Arvada Reservoir 27,490 21,121 9,224 9,937 Athletic Facilities 494,881 500,747 561,665 589,933 District 1 336,557 351,716 388,161 405,377 District 2 297,689 292,702 313,815 340,443 District 3 301,744 338,904 381,884 417,131 Forestry/Open Space 289,718 298,330 307,437 320,884 Joint Parks Administration 4,125,032 4,567,862 4,520,180 4,682,452 Nature Center 127,145 135,693 149,557 153,737 Park & Urban Design 750,062 782,578 776,969 789,138 Golf Courses Golf Course General Administration 695,154 1,072,354 1,025,388 1,044,657 Lake Arbor Golf Course

Administration 356,852 365,216 376,045 387,415

Lake Arbor Maintenance 579,767 584,434 637,388 646,822 Lake Arbor Restaurant 196,118 229,816 274,698 283,394 West Woods Golf Course

Administration 492,652 593,081 643,457 675,484

West Woods Maintenance 444,384 498,848 494,489 512,043 West Woods Restaurant 843,914 900,696 839,268 859,587 Food Services Banquet Facility 1,243,990 1,526,502 1,542,485 1,586,786 Food Service General Administration 456,598 715,282 317,961 324,009 Total Parks, Golf & Hospitality by Category $15,102,607 $15,967,118 $14,360,071 $14,629,228


135


2011 Actual

2012 Revised

2013 Budget

2014Budget

Grants Transfers $ 823,764 $ 600,000 $ 600,000 $ 600,000 Lands Dedicated Transfers 2,219,096 1,591,236 200,000 - Parks Personnel 4,041,365 4,221,411 4,457,347 4,640,777 Services & Charges 1,210,947 1,382,819 1,417,450 1,500,019 Supplies & Expenses 1,142,735 1,219,146 1,244,346 1,265,572 Contracts & Leases 188,370 150,949 155,477 160,142 Debt Service 2,726 - - - Inventory 724 5,134 2,000 2,000 Capital Maintenance 96,202 105,722 128,969 137,130 Capital Outlay 12,759 - - - Other Financing Uses 60 1,299 100 100 Transfers 54,430 203,173 3,203 3,292 Golf Courses Personnel 1,848,057 1,955,389 2,047,336 2,128,059 Services & Charges 389,532 423,786 440,251 451,571 Supplies & Expenses 545,705 602,115 613,564 615,800 Contracts & Leases 42,954 21,600 39,390 40,571 Debt Service 32,457 195,186 303,447 303,447 Inventory 640,474 694,113 639,780 656,041 Capital Maintenance 69,703 37,900 77,395 79,717 Capital Outlay - 301,297 100,000 103,000 Transfers 39,959 13,059 29,570 31,195 Food Services Personnel 859,342 1,187,741 845,915 874,527 Services & Charges 163,971 151,029 174,665 179,682 Supplies & Expenses 140,491 145,708 149,992 153,170 Contracts & Leases 337 - - - Inventory 386,297 345,000 384,160 395,716 Capital Maintenance 13,057 18,210 15,666 16,136 Capital Outlay - 263,096 263,096 263,096 Other Financing Uses 12,093 3,000 1,000 1,000 Transfers 125,000 128,000 25,952 27,468 Total Parks, Golf & Hospitality by Category $15,102,607 $15,967,118 $14,360,071 $14,629,228


136



Capital Outlay2.53%


Debt Service2.11%

Inventory7.14%


Personnel51.19%



Transfers5.98%


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

$0

$2,000,000

$4,000,000

$6,000,000

$8,000,000

$10,000,000

$12,000,000

$14,000,000

$16,000,000

$18,000,000


Operating Expenditures by Fund

Food Services

Golf Courses

Parks

Lands Dedicated

Grants

137


PARKS & URBAN DESIGN AND PARK MAINTENANCE OPERATIONS


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

water conservation practices.

2013-2014 GOALS• Complete projects reflected in the park system capital improvement plan, a plan that serves as the guide for

the development of new park system assets.• Complete projects reflected in the “Taking Lasting Care” capital maintenance and replacement plan, a plan

that serves as the guide for reinvestment and replacement projects in the park system assets.• Achieve established performance standards relating to, among other things, irrigation, mowing, playground

inspections and other park maintenance outputs.

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

The new Arvada Skate Park is approximately 42,000 square feet in size and one of

the largest in Colorado.

Number of Employees 2011 Actual 2012 Revised 2013 Budget 2014 Budget Parks & Urban Design and Park Maintenance

46.00 46.00 46.00 46.00

Budget 2011 Actual 2012 Revised 2013 Budget 2014 Budget Personnel $3,928,491 $4,105,053 $4,347,178 $4,526,947 Services & Charges 1,188,317 1,356,224 1,387,972 1,469,873 Supplies & Expenses 1,130,761 1,210,525 1,231,725 1,252,580 Contracts & Leases 186,913 148,954 153,422 158,025 Debt Service 2,726 - - - Inventory 724 5,134 2,000 2,000 Capital Maintenance 90,562 103,776 124,611 132,641 Capital Outlay 12,759 - - - Transfers 3,097,290 2,394,409 803,203 603,292 TOTAL $9,638,544 $9,324,075 $8,050,111 $8,145,358 *This table reflects the combined budgets for the Lands Dedicated and Grants Funds, as well as all Parks Fund Divisions except the Reser-voir and Nature Center.

138


GOLF COURSE OPERATIONS


• Successfully navigated golf club operations through the worst of the Great Recession’s impacts, staffing levels and most expenses are almost 20% below 2007 levels. Despite a decrease in rounds and revenues, all pro-grams, including junior golf, the LPGA/USGA Juniors Golf Program and the seven men’s and women’s clubs had an excellent year.

• West Woods Golf Club was recognized by the Arvada Press as the “The Reader’s Choice Best Golf Club in Jef-ferson County.”

• Accomplished a number of golf club sustainability goals, most notably concerning Lake Arbor Golf Club being designated as an Audubon International Audubon Sanctuary Golf Club and creating a single stream recycling program for golf club restaurants.

2013-2014 GOALS

• Complete projects reflected in the golf capital improvement plan, a plan that serves as the guide for the devel-opment of new golf system assets.

• Complete projects reflected in the “Taking Lasting Care” capital maintenance and replacement plan, a plan that serve as the guide for reinvestment and replacement projects in the golf system assets.

• Achieve established performance standards relating to, among other things, irrigation, mowing, golf mainte-nance outputs, merchandise, restaurant labor, food and beverage margins.

Accounts for all revenues and expenses of the Lake Arbor Golf Club and the West Woods Golf Club.

Both Lake Arbor and West Woods Golf Clubs are Audubon International’s Certified Audubon

Cooperative Sanctuaries.

Number of Employees 2011 Actual 2012 Revised 2013 Budget 2014 Budget Golf Course Operations 14.00 14.00 14.00 14.00

Budget 2011 Actual 2012 Revised 2013 Budget 2014 Budget Personnel $1,848,057 $1,955,389 $2,047,336 $2,128,059 Services & Charges 389,532 423,786 440,251 451,571 Supplies & Expenses 545,705 602,115 613,564 615,800 Contracts & Leases 42,954 21,600 39,390 40,571 Debt Service 32,457 195,186 303,447 303,447 Inventory 640,474 694,113 639,780 656,041 Capital Maintenance 69,703 37,900 77,395 79,717 Capital Outlay - 301,297 100,000 103,000 Transfers 39,959 13,059 29,570 31,195 TOTAL $3,608,841 $4,244,445 $4,290,733 $4,409,401 *This table reflects the combined budgets for all Golf Courses Fund Divisions.

139


BANQUET AND CONFERENCE OPERATIONS

2011-2012 ACCOMPLISHMENTS• Successfully navigated banquet and conference service operations through the Great Recession’s worst impacts,

staffing levels and most expenses are almost 20% below 2007 levels.• Expanding concession operations at the Stenger Sports Complex Bathroom/Concession Facility and at the Arvada

Center for the Arts and Humanities expanded summer concert series.• Accomplished a number of banquet and conference services sustainability goals, including creating trans-fat free

banquet menus and creating a single stream recycling program.

2013-2014 GOALS

• Achieve established performance standards relating to health inspections, safety inspections, internal control inspections, as well as for established business margins for labor, food and beverage operations.

• Complete projects reflected in the hospitality capital improvement and hospitality “Taking Lasting Care” capital maintenance and replacement plans, plans that serve as the guide for reinvestment and replacement in the hos-pitality system assets.

• Achieve hospitality operations sustainability relating to banquet and conference services operations, restaurant operations and concession operations.

Provides the Arvada community and region with high quality hospitality and conference services.

All menu selections at the Arvada Center Banquet and Conference Facility, as well as at the restaurants at the

city’s golf clubs, are trans-fat free.

Number of Employees 2011 Actual 2012 Revised 2013 Budget 2014 Budget Banquet and Conference Operations 9.00 9.00 8.00 8.00

Budget 2011 Actual 2012 Revised 2013 Budget 2014 Budget Personnel $859,342 $1,187,741 $845,915 $874,527 Services & Charges 163,971 151,029 174,665 179,682 Supplies & Expenses 140,491 145,708 149,992 153,170 Contracts & Leases 337 - - - Inventory 386,297 345,000 384,160 395,716 Capital Maintenance 13,057 18,210 15,666 16,136 Capital Outlay - 263,096 263,096 263,096 Other Financing Uses 12,093 3,000 1,000 1,000 Transfers 125,000 128,000 25,952 27,468 TOTAL $1,700,589 $2,241,784 $1,860,446 $1,910,795 *This table reflects the combined budgets for both Food Services Fund Divisions.

140


MAJESTIC VIEW NATURE CENTER


• Celebrated the 10th Anniversary of the Majestic View Nature Center with a well-attended celebration held in conjunction with the Arvada Celebrates in Trails Festival.

• Offered a number of environmental education classes throughout the year, all of which filled to capacity with a waiting list, while also expanding the number of public programs.

• Achieved a number of Majestic View Nature Center sustainability goals, including the installation of a solar field which now provides 99% of the nature center’s electrical needs.

2013-2014 GOALS• Complete projects reflected in the golf capital improvement plan, a plan that serves as the guide for the devel-

opment of Majestic View Nature Center assets.• Achieve performance objectives established relating to the number of volunteers and amount of volunteer

hours donated for the environmental education program.• Achieve performance objectives relating to the number of patrons, clients and customers served by the envi-

ronmental education program.

Provides a variety of environmental education classes and experiences.

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

Number of Employees 2011 Actual 2012 Revised 2013 Budget 2014 Budget Majestic View Nature Center 1.00 1.00 1.00 1.00

Budget 2011 Actual 2012 Revised 2013 Budget 2014 Budget Personnel $103,332 $107,098 $116,614 $119,911 Services & Charges 13,979 18,912 19,742 20,258 Supplies & Expenses 6,164 6,416 7,777 7,981 Contracts & Leases 1,457 1,995 2,055 2,117 Capital Maintenance 2,213 1,272 3,369 3,470 TOTAL $127,145 $135,693 $149,557 $153,737 *One FTE from the Nature Center is split between the Water (3/4) and Stormwater (1/4) Funds.

141


ARVADA/BLUNN RESERVOIR OPERATIONS


• Worked with a record number of volunteers, a new high for the program as more than 90 volunteers donated over 10,000 hours. As a result, more than 21,000 anglers were served.

• Expanded efforts, in conjunction with the city’s utility staff, to control the Zebra Mussel through a comprehensive boat inspection and angler education program.

• Hosted a number of outreach efforts including a Kid’s Fishing Derby, Disabled Veterans Fishing Tournament and a Special Needs Fishing Derby.

2013-2014 GOALS

• Manage Arvada/Blunn Reservoir as a place protected through on-going management and stewardship.• Provide visitor amenities and insure safety for all visitors to Arvada/Blunn Reservoir.• Develop resources and develop active volunteerism at levels appropriate fort the community’s flagship center for

lake recreation.

Manages the City’s lake recreation program and lake recreation facilities.

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

reservoirs.

Number of Employees 2011 Actual 2012 Revised 2013 Budget 2014 Budget Arvada/Blunn Reservoir Operations 0.00 0.00 0.00 0.00

Budget 2011 Actual 2012 Revised 2013 Budget 2014 Budget Personnel $9,542 $9,260 $(6,445) $(6,081)Services & Charges 8,651 7,683 9,736 9,888 Supplies & Expenses 5,810 2,205 4,844 5,011 Capital Maintenance 3,427 674 989 1,019 Other Financing Uses 60 1,299 100 100 TOTAL $27,490 $21,121 $9,224 $9,937 *The negative Personnel line reflects the budgeted vacancy savings for the entire Parks Fund. There are only temp wage expenses in the Arvada Reservoir Division budget.

142

Public Safety

Public Safety

OUTCOME STATEMENTTo protect and ensure a safe community and enhance our citizens’ quality of life by delivering

responsible, dedicated, and respectful high quality police services.

PURPOSE: The Arvada Police Department is a full service suburban police department organized under two major divisions: Operations and Field Services. Key services provided to citizens include; emergency and non-emergency response, criminal investigations, traffic safety, animal management, crime prevention, and formula-tion of community partnerships to enhance problem solving efforts. These, along with our many other activities, comprise the key components of our core business initiatives outlined in our business plan.

REVENUE SOURCES:

General Fund Current Federal GrantsPolice Sales Tax Fund(s) - Department of Justice - Office of JusticeRecords Fees ProgramsAuction (sale) of unclaimed and found property - Bureau of Justice Assistance GrantFederal/State/Local Grant Programs ProgramCriminal Seizure Recoveries


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

two police officers. The salaries and benefits for this change will come from salary vacancy savings.


• Provided training, education, and personal development opportunities designed to improve the health and welfare of our greatest asset — our workforce.

• Reduced property crimes by 9% and crimes against society by 23%.• Implemented several interactive media products designed to inform the public about crime, community safe-

ty, and the police department.• Selected an architect and construction company to design/build the community stations.• Developed a decentralized police deployment plan in preparation of the opening of the community stations.

2013-2014 DEPARTMENTAL GOALS• Develop a long-range technology plan to address the changing needs of the department and the community

within our allotted budget. This includes improving our social media and other outlets for keeping the com-munity informed.

• Enhance our decentralized policing plan designed to improve service delivery to the public, and implement new programs in response to economic growth and development within the City.

• Hire, train, develop, and equip an exceptional law enforcement workforce capable of meeting the demand of a modern society.

143

Public Safety

2011 Actual

2012 Revised

2013 Budget

2014Budget

General Fund Administration Bureau $ 775,028 $ 899,227 $ 954,910 $ 982,093 Animal Management 491,130 548,008 574,790 594,797 Communications Bureau 973,647 1,159,805 1,204,772 1,262,122 Criminal Investigations Bureau 2,455,815 2,963,082 2,670,827 2,745,112 Office of the Chief 993,022 1,150,789 1,186,439 1,215,338 Patrol Bureau 10,424,432 11,551,442 12,105,449 12,536,536 Records Bureau 833,401 1,011,202 992,742 1,024,383 Special Investigations Unit 345,599 387,902 375,204 384,797 Police Seizure Office of the Chief - 25,000 25,000 25,000 Police Tax Increment .21 Administration Bureau 182,029 209,122 226,349 231,259 Animal Management 62,539 78,147 85,260 87,179 Communications Bureau 280,044 312,112 334,743 350,152 Criminal Investigations Bureau 317,716 342,962 347,941 356,994 Office of the Chief 281,684 375,066 4,287,348 342,790 Patrol Bureau 1,656,690 1,791,314 1,854,769 1,916,058 Records Bureau 190,310 252,445 247,298 254,298 Police Tax Increment .25 Administration Bureau 38,083 52,111 58,309 60,058 Animal Management 55,827 61,754 65,201 68,415 Communications Bureau 294,607 343,021 341,987 358,929 Criminal Investigations Bureau 893,667 1,041,983 940,407 966,750 Office of the Chief 206,913 220,358 4,250,398 305,710 Patrol Bureau 1,692,430 1,770,328 1,907,404 1,970,823

Records Bureau - 1,738 1,791 1,845 Special Investigations Unit 110,670 109,936 119,311 121,885 Total Public Safety by Category $23,555,283 $26,658,854 $35,158,647 $28,163,324


144

Public Safety

2011 Actual

2012 Revised

2013 Budget

2014Budget

General Fund Personnel $14,096,552 $16,068,116 $16,484,953 $17,123,630 Services & Charges 560,188 672,317 606,389 621,149 Supplies & Expenses 1,959,794 2,176,975 2,175,064 2,198,312 Contracts & Leases 673,594 711,153 734,547 756,582 Capital Maintenance 1,908 15,419 15,879 16,356 Capital Outlay - 27,477 48,301 29,150 Other Financing Uses 38 - - - Police Seizure Supplies & Expenses 25,000 25,000 25,000 Police Tax Increment .21 Personnel 2,313,730 2,527,708 2,661,887 2,759,927 Services & Charges 136,140 169,123 152,696 201,866 Supplies & Expenses 437,226 458,730 463,821 468,475 Contracts & Leases 52,434 166,822 69,255 71,333 Capital Maintenance - 2,567 2,644 2,723 Capital Outlay - 3,704 4,000,000 - Transfers 31,482 32,514 33,405 34,407 Police Tax Increment .25 Personnel 2,975,608 3,213,992 3,313,614 3,430,280 Services & Charges 111,521 150,728 130,577 178,984 Supplies & Expenses 162,926 190,864 193,662 197,165 Contracts & Leases 9,200 10,973 11,302 11,641 Capital Outlay - 619 4,000,638 657 Transfers 32,942 34,053 35,013 35,688 Total Public Safety by Category $23,555,283 $26,658,854 $35,158,647 $28,163,324


145

Public Safety


Capital Outlay22.89%


Personnel63.88%


Supplies & Expenses8.13% Transfers

0.19%


$0

$5,000,000

$10,000,000

$15,000,000

$20,000,000

$25,000,000

$30,000,000

$35,000,000

$40,000,000



Administration Bureau Animal Management Communications Bureau Criminal Investigations Bureau

Office of the Chief Patrol Bureau Records Bureau Special Investigations Unit

146

Public Safety

OFFICE OF THE CHIEF


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

zation-wide.

2013-2014 GOALS• Construct community stations and fully implement decentralized policing.• Implement performance-based budgeting.• Formation and Implementation of a Regionalized crime lab.

Supervises the delivery of police services by developing and implementing policy and procedure that manages resources and develops personnel to meet the community needs.

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

Enforcement Agencies.

Number of Employees 2011 Actual 2012 Revised 2013 Budget 2014 Budget Office of the Chief 7.00 7.00 7.00 7.00

Budget 2011 Actual 2012 Revised 2013 Budget 2014 Budget Personnel $777,877 $803,782 $836,141 $863,870 Services & Charges 100,405 117,697 200,473 296,363 Supplies & Expenses 258,579 399,444 349,431 354,946 Contracts & Leases 280,335 380,046 290,935 299,663 Capital Maintenance - 3,677 3,787 3,901 Capital Outlay - - 8,000,000 - Transfers 64,424 66,567 68,418 70,095 TOTAL $1,481,619 $1,771,213 $9,749,185 $1,888,838 *Two FTEs from the IT Department are paid out of the Office of the Chief Division of the .25% Tax Increment Fund.

147

Public Safety

COMMUNICATIONS BUREAU


• Improved customer service delivery through quality assurance program and targeted training for all person-nel, which also included addressing employee well-being.

• Implemented new 911 phone system, sharing resources with adjoining agencies and providing system geo-graphic redundancy.

• Improved 911 service-delivery with the implementation of Smart 911 software.

2013-2014 GOALS• Improve response to missing children events. All personnel will become certified through the National Center

for Missing and Exploited Children program.• Improve efficiency in case filing and prosecution. Work with the Jefferson County DA’s office to implement

electronic transfer of 911 recordings.• Integrate more software systems directly with the Computer Aided System upgrade for increased efficiency

and performance of personnel.

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

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

Number of Employees 2011 Actual 2012 Revised 2013 Budget 2014 Budget Communications Bureau 23.00 23.00 23.00 23.00

Budget 2011 Actual 2012 Revised 2013 Budget 2014 Budget Personnel $1,402,311 $1,655,331 $1,731,902 $1,820,081 Services & Charges 35,521 39,146 28,397 29,155 Supplies & Expenses 109,343 114,538 115,103 115,684 Contracts & Leases 120 - - - Capital Maintenance 1,002 5,923 6,100 6,283 TOTAL $1,548,297 $1,814,938 $1,881,502 $1,971,203

148

Public Safety

RECORDS BUREAU


• The evidence unit logged in 13,973 items, and released/disposed 10,563 items. Thus far in 2012, the evidence unit has logged in 6103 items and released 3757 items.

• The Records Unit transitioned the release of accidents to Veripic, which is an on-line accident report-sharing company. The transition will improve the efficiency of the unit and make accident reports more readily available to our citizens and customers.

• The Records Unit streamlined the process of releasing reports of interest to local media.

2013-2014 GOALS

• The Records Unit will reduce the average number of days to release reports to 2.5 days with 80% released be-tween 0-7 days.

• The Evidence Unit will release/dispose as many items as the unit receives in 2013.• The department will transition to a voice transcription software to maintain the quality of reports and to shorten

the time in which it takes employees to complete them.

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

The Department’s Public Relations Coordinator receives more than 2,000 calls from the media each year, and is

available 24/7.

Number of Employees 2011 Actual 2012 Revised 2013 Budget 2014 Budget Records Bureau 11.00 11.00 12.00 12.00

Budget 2011 Actual 2012 Revised 2013 Budget 2014 Budget Personnel $636,475 $755,696 $738,164 $764,069 Services & Charges 70,438 105,753 93,624 96,376 Supplies & Expenses 119,656 146,172 148,362 150,550 Contracts & Leases 197,105 226,123 232,906 239,893 Capital Maintenance - 460 474 488 Capital Outlay - 31,181 28,301 29,150 Other Financing Uses 38 - - - TOTAL $1,023,712 $1,265,385 $1,241,831 $1,280,526

149

Public Safety

PATROL BUREAU


• Increased participation in the program in 2011-2012 by 10 multi-family complexes.• Researched, tested & selected new patrol vehicle.• Developed and implemented Sector Command and Sub-Sector deployment strategy.• Worked with IT and the Municipal Court to research, develop, and implement electronic ticketing.

2013-2014 GOALS• Increase awareness and participation in Crime Free Multi Housing (CFMH) by sponsoring applicable training

for complex owners/managers (two to four classes per year).• Evaluate new patrol-related technologies – mobile computers, vehicle equipment systems, moving radar, Pa-

trol Unit Audio/Video, LPR, On-officer A/V systems.• Further develop and refine the Sector Command approach to delivering police services.• Research and develop an Olde Town parking education and enforcement plan.

Provides the basic police and public safety services for the City of Arvada.

The Department provides Directed Police Intervention (DPI), which targets areas experiencing crime in the city to reduce these numbers and improve the overall

quality of life for residents.

Number of Employees 2011 Actual 2012 Revised 2013 Budget 2014 Budget Patrol Bureau 134.40 134.40 136.40 136.40

Budget 2011 Actual 2012 Revised 2013 Budget 2014 Budget Personnel $11,841,605 $13,064,474 $13,891,771 $14,446,744 Services & Charges 395,443 445,558 302,959 309,064 Supplies & Expenses 1,485,797 1,558,228 1,606,724 1,620,056 Contracts & Leases 50,266 43,697 45,008 46,358 Capital Maintenance 443 1,127 1,160 1,195 Capital Outlay - - 20,000 - TOTAL $13,773,553 $15,113,084 $15,867,622 $16,423,417

150

Public Safety

ANIMAL MANAGEMENT DIVISION


• Dog licensing compliance minimums were met through community education, enforcement and an open house to register dogs.

• Conducted a workplace audit to formulate a 2012 AMO team development plan.• Hired and trained two new AMO officers.

2013-2014 GOALS

• Develop, train and equip the AMO unit to conduct inspections, enforce Chapter 34 of the City Code and perform hard hazing of wildlife.

• Maintain 20% compliance rate for dog licensing and increase compliance in cooperation with the animal shelter.• Work with U.S. Department of Agriculture to conduct a field study of coyote behaviors and human conflict.

Meets the responsibility of enforcement of all municipal ordinances and state laws pertaining to animals, and in-sures the safety and care of animals within the City.

The Animal Management team returns nearly 95% of lost pets to

their homes each year.

Number of Employees 2011 Actual 2012 Revised 2013 Budget 2014 Budget Animal Management 7.00 7.00 7.00 7.00

Budget 2011 Actual 2012 Revised 2013 Budget 2014 Budget Personnel $426,801 $474,472 $504,305 $523,816 Services & Charges 4,416 15,622 22,608 23,195 Supplies & Expenses 65,070 80,817 77,830 79,258 Contracts & Leases 113,208 116,315 119,804 123,398 Capital Maintenance - 683 704 725 TOTAL $609,495 $687,909 $725,251 $750,392

151

Public Safety

INVESTIGATIONS BUREAU


• Completed 5 major case investigations resulting in 4 successful prosecutions. One homicide case remains open and active.

• Reconfigured crime lab.• Establish bureau and unit meetings to facilitate communication within the bureau.

2013-2014 GOALS

• Identification, selection, training and development of 3 new detectives.• Identification and deployment of new technologies to improve mobility, i.e. the use of tablets for detectives.• Restructure of the Criminal Investigations Bureau. Realign the bureau to more evenly distribute assignments to

the sergeants.

Provides follow-up on criminal events perpetrated against victims, identifies and arrests criminal offenders and assists the victim in dealing with the trauma associated with being victimized.

The Police Department employs two Crime Scene Investigators (CSI), who work with a team of

specially trained officers to collect evidence at major crime locations.

Number of Employees 2011 Actual 2012 Revised 2013 Budget 2014 Budget Criminal Investigations Bureau 34.00 34.00 35.00 35.00

Budget 2011 Actual 2012 Revised 2013 Budget 2014 Budget Personnel $3,189,622 $3,813,002 $3,471,365 $3,572,997 Services & Charges 111,473 153,712 99,390 101,622 Supplies & Expenses 356,633 369,969 374,675 380,081 Contracts & Leases 9,203 7,036 9,307 9,586 Capital Maintenance 266 4,308 4,437 4,570 TOTAL $3,667,198 $4,348,027 $3,959,174 $4,068,856

152

Public Safety

SPECIAL INVESTIGATIONS UNIT


• Selected and trained one new investigator assigned to the unit.• Conducted several major investigations on drug-trafficking organizations.

2013-2014 GOALS

• Identification, selection, training and development of one additional new investigator.• Provide department-wide narcotics training on the recognition and trends on marijuana/meth labs.• Review and rewrite of West Metro Drug Task Force policy.

Investigates narcotic violations and other crimes which require covert techniques. Unit personnel work closely with other investigators assisting on cases that may involve special or a prolonged surveillance.

The Police Department is part of the Jefferson County Regional S.W.A.T. Team.

Number of Employees 2011 Actual 2012 Revised 2013 Budget 2014 Budget Special Investigations Unit 5.00 5.00 5.00 5.00

Budget 2011 Actual 2012 Revised 2013 Budget 2014 Budget Personnel $360,227 $388,715 $395,147 $405,231 Services & Charges 20,593 24,331 12,623 12,849 Supplies & Expenses 75,201 83,701 85,622 87,445 Contracts & Leases 52 - - - Capital Maintenance 197 1,091 1,123 1,157 TOTAL $456,269 $497,838 $494,515 $506,682

153

Public Safety

ADMINISTRATION BUREAU

2011-2012 ACCOMPLISHMENTS• Hired 23 new police officers to fill existing vacancies.• Training unit coordinated all mandatory and assignment-specific training for the department, including process-

ing over 1000 training requests.• The Training Unit contracted with trainers to speak about emotional aspects/mental needs of the profession and

to address our “Whole Person” training.

2013-2014 GOALS• Administration Bureau will successfully achieve the department’s eighth re-accreditation through The Commis-

sion on Accreditation for Law Enforcement Agencies (CALEA).• The Training Unit will streamline the process for registering employees for training.• The Public Information Coordinator will expand the use of the department’s social media and double the number

of “friends” on Facebook and Twitter.

The Administration Bureau is primarily responsible for functions that relate to the overall operation of the Depart-ment. Most of the Bureau’s activities are internally oriented and address department priorities such as policy, rules and procedures development and management, Accreditation, Recruitment, Training and Staff Inspection. The Bureau provides a direct service to the citizens through coordination of extra duty employment and the reception services provided by Support Staff.

Citizen Police Academies are held twice a year – spring and fall – where more than 50 residents learn about the workings of

the Arvada Police Department.

Number of Employees 2011 Actual 2012 Revised 2013 Budget 2014 Budget Administration Bureau 8.00 8.00 7.00 7.00

Budget 2011 Actual 2012 Revised 2013 Budget 2014 Budget Personnel $750,973 $854,344 $891,659 $917,028 Services & Charges 69,559 90,349 129,588 133,375 Supplies & Expenses 89,668 98,700 99,800 100,932 Contracts & Leases 84,940 115,731 117,144 120,658 Capital Maintenance - 717 738 760 Capital Outlay - 619 638 657 TOTAL $995,140 $1,160,460 $1,239,567 $1,273,410

154

Public Works

PUBLIC WORKS

OUTCOME STATEMENTTo continue to create a better community by constructing, operating

and maintaining the public’s infrastructure.

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

REVENUE SOURCES:

General FundInternal Service FundsTap Fees and User Rates


General Fund:• Add Geo Data Services training ($4,900 in 2013 and $5,047 in 2014)•Add Geo Data Services ESRI enterprise license ($38,500 in 2013 and $39,655 in 2014)•Addtemporarywagesfortrafficcountproject($20,000in2013and$20,600in2014)•PublicWorksandUtilitiesweresplitintotwoseparatedivisionseffective2012.Positioncountwentfromtotalof198.25to:PublicWorks-96.0;Utilities-102.25.


• Conducted capital maintenance on over 160 lane miles of streets including the overlay or reconstruction of 9 streetsandthepatchingof1547potholes.

• Completed reconstruction of Olde Wadsworth from Ralston Road to 64th Avenue which included widening sidewalksandaddingon-streetbicyclelanes.

• Three Awarded over $5 Million dollars in transportation grants for trail and road expansion and safety im-provements.


• Complete over$13milliondollarsincapitalimprovementandmaintenanceprojectsincludingthereconstruc-tionof2milesofstreetsandconstructionofauxiliaryturnlanesonSheridanandWadsworth.

•Buildtwopolicesubstationsbytheendof2013.•IntegrateGISintonewbuildingpermitsoftware.

155

PUBLIC WORKS

2011 Actual

2012 Revised

2013 Budget

2014Budget

General Fund Engineering $2,061,446 $2,146,372 $2,246,264 $2,330,078 Facilities Management 2,593,391 2,759,603 2,729,990 2,816,034 GIS 528,762 519,203 593,944 613,805 Public Works Administration 409,449 287,465 290,422 299,252 Streets 8,418,928 9,777,186 10,074,813 10,360,754 Traffic 3,015,980 3,564,909 3,417,400 3,526,405 Drainage Drainage - 1,985,158 - -Buildings Building Maintenance 690,979 879,647 174,902 378,077 Total Public Works by Division $17,718,935 $21,919,543 $19,527,735 $20,324,405


2011 Actual

2012 Revised

2013 Budget

2014Budget

General Fund Personnel $7,172,437 $7,408,894 $7,690,755 $8,016,048 Services & Charges 3,583,125 4,290,856 3,809,550 3,918,844 Supplies & Expenses 1,679,090 1,692,163 1,755,907 1,793,142 Contracts & Leases 4,137,876 5,269,514 5,693,900 5,804,717 Capital Maintenance 357,134 294,384 303,210 312,306 Capital Outlay - 163 168 173 Other Financing Uses 102 - - -

Transfers 98,192 98,764 99,343 101,098Drainage Contracts & Leases - 1,956,941 - -

Transfers - 28,217 - -Buildings Contracts & Leases 26,594 - - - Debt Service 22,180 112,848 113,977 117,396 Capital Maintenance 642,205 766,799 60,925 260,681 Total Public Works by Category $17,718,935 $21,919,543 $19,527,735 $20,324,405


156

PUBLIC WORKS



Capital Outlay0.01%


Debt Service0.58%

Personnel39.38%



Transfers0.49%


$0

$5,000,000

$10,000,000

$15,000,000

$20,000,000

$25,000,000



Building Maintenance

Drainage

Traffic

Streets

Public Works Administration

GIS

Facilities Management

Engineering

Note: Because of the complicated nature of the Public Works Department structure, the OperatingExpendituregraphiscalculatedbyfundinsteadofdivision.

157

PUBLIC WORKS

PUBLIC WORKS ADMINISTRATION


•OversawthemaintenanceofnumerousCityfacilitiesandinfrastructure.•MaintainedoversightontheGoldLinecommuterrailprojectandassociatedprojects.•DirectedtheworkandplanningofnumerousCityprojects.

2013-2014 GOALS•DirectthemaintenanceoftheCity’sinfrastructure.•StrategicallyplantheworkofthePublicWorksDepartment.•GuidethePublicWorksDivisionstotimelyandfiscallysoundcompletionofCIPprojects.

This program oversees and coordinates all activities of the Public Works Department, including: supplying in-formationtoCityCouncil;coordinatingpublicinformationfordepartmentalissuesandprojects;overallbudgetadministrationforthedepartment;directingresponsetocitizens.

Public Works Administration oversees main-tenance of 1,427 lane miles of paved streets

and 562,000 square feet of facilities.

Number of Employees 2011 Actual 2012 Revised 2013 Budget 2014 Budget Public Works Administration 3.00 2.00 2.00 2.00

Budget 2011 Actual 2012 Revised 2013 Budget 2014 Budget Personnel $366,496 $245,449 $251,066 $259,356 Services & Charges 14,544 17,838 15,037 15,433 Supplies & Expenses 28,409 23,762 23,890 24,021 Contracts & Leases - 1,956,941 - - Capital Maintenance - 416 429 442 Transfers - 28,217 - - TOTAL $409,449 $2,272,623 $290,422 $299,252 *This table reflects the combined budgets for the Public Works Administration Division and the Drainage Fund.

158

PUBLIC WORKS

STREETS


•SpringClean-upProgram(2011).•Overlaid/Reconstructed9streets,2intersectionsandpatched1547potholes(2011),1.8miles(2012).•Inspectedandcleaned40of43stormassetgroups,973inlets,19,075lf.ofpipeandremoved90tonsofmaterial.(2011).

•SnowandIceControlfor15stormevents.(2011/2012winterseason).•82lanemilessealcoatand40lanemilesofcracksealed(2011);41.62lanesmilesofstreetsurfacemillandoverlay,reconstructandchipseal(2012).

2013-2014 GOALS

•Completetheevaluationof1400lanemilesofstreetinfrastructurethroughthePavementManagementSystem.•Collect8,000tonsofmaterialinthe2013SpringClean-upProgram.•Inspectandcleanall43stormsystemmaintenanceassetgroupsandjetcleanover19,000linearfeet.•Placeover5,000tonsofasphaltperyearandpatchover12,000squareyards.•Complete9passesthroughtheCitywiththesweepingcrew.

ResponsibleformaintenanceandrepairsoftheCity’sstreetandsurfacedrainageinfrastructure.

The Streets Department maintains approximately 1074

miles of curb, gutter and sidewalk, 3634 storm inlets and

215 miles of storm pipe.

Number of Employees 2011 Actual 2012 Revised 2013 Budget 2014 Budget Streets 33.00 33.00 33.00 33.00

Budget 2011 Actual 2012 Revised 2013 Budget 2014 Budget Personnel $2,449,581 $2,625,412 $2,716,582 $2,853,127 Services & Charges 717,265 754,901 523,941 538,188 Supplies & Expenses 1,190,384 1,167,943 1,182,193 1,207,779 Contracts & Leases 4,051,094 5,218,765 5,641,628 5,750,877 Capital Maintenance 10,502 10,165 10,469 10,783 Other Financing Uses 102 - - - TOTAL $8,418,928 $9,777,186 $10,074,813 $10,360,754

159

PUBLIC WORKS

GEO DATA SERVICES


•Developedseveralweb-basedmappingapplicationsforbothinternalandexternalcustomersandpostedtotheCitywebsites.

•Supportednumerousprojects inEngineering,Streets,Traffic,andUtilitieswithconstructiondrawingsandGISdata.

•UpdatedOfficialCityMapwithnewestannexationinformation,plottedandreplacedwallmapscity-wide.•CompletedupdatingAs-BuiltdrawingsforCityconstructionprojects.•Completedsoftware/equipmentupgrades.

2013-2014 GOALS

•Update300squaremilesofCityaerialphotography.•Integrate30GISlayersintothenewCRWBuildingPermitsoftwaretoencompass60,000addresspoints.•ContinuetranslatingutilitydataintoGISformatandimprovingmaintenanceworkflowforthefollowing: -411milessewer -235milesstorm -30,000servicelines• Continue to support mapping and data needs of other City departments and divisions, as well as the public, with120maplayersand8–10maprequests/week.

Create,manageandmaintaingeographicdataresourcesinsupportofcitywidedecisionmakingprocesses.GDSprovides accurate and timely mapping of existing City infrastructure, new development and drafting of con-structiondrawingsforcapitalimprovementprojectsadministeredbytheEngineeringDivision.GDSprovidesmapproductsandlocation-basedinformationtootherCitydepartmentsanddivisions,aswellasthepublic.GDS develops and maintains the Geographic Information System (GIS) and Arvada Internet Mapping Service (AIMS).

GDS maintains more than 300,000 address re-cords with on-line search capabilities and links

to additional parcel information.

Number of Employees 2011 Actual 2012 Revised 2013 Budget 2014 Budget Geo Data Services 4.50 4.50 4.50 4.50

Budget 2011 Actual 2012 Revised 2013 Budget 2014 Budget Personnel $418,455 $404,417 $423,304 $439,922 Services & Charges 5,381 10,190 26,144 26,790 Supplies & Expenses 79,580 87,624 127,015 129,088 Contracts & Leases 19,751 16,972 17,481 18,005 Capital Maintenance 5,596 - - - TOTAL $528,762 $519,203 $593,944 $613,805

160

PUBLIC WORKS

ENGINEERING

2011-2012 ACCOMPLISHMENTS•ConstructionplanswerereviewedandapprovedfortheGoldLinecommuterrailproject.•ConstructionontheGarrisondrainageprojectbeganinSpring2012.ThisprojectwillreplacetheundersizedboxculvertatRalstonCreekandGarrisonStreetwitha100ft.spanbridgeandassociatedchannelwork.Theprojectwillrealigntheboundariesofthe100yearfloodplainsuchthat90homeswillnolongerbewithinthefloodplain.

•ConstructionwascompletedontheupgradeofOldeWadsworthBoulevardbetweenRalstonRoadandW.64thAvenue.Improvementsincludedwideningthesidewalks,installingdesignatedbikelanes,andresurfacingthestreet.

•Constructionwascompletedontwo10ft.detachedbikepedestriantrails.OnetrailisalongtheeastsideofWad-sworthBoulevardbetweenW.72ndAvenueandW.80thAvenueandalongthewestsideofKiplingParkwayfrom58thAvenuetotheRidgeRoadbridge.

2013-2014 GOALS

•Designandcompleteover25CapitalImprovementProjectsincludingthefollowing: RidgeRoadtrailproject($1,000,000),theVanBibberTrailproject($2,150,000),andtheGarrisonStreetDrainageproject($10,000,000).

•Reviewover200privatedevelopmentprojectsforcompliancewithCitycodes,regulations,andmasterplans.Allreviewsshallbecompletedwithintwoweeksofacompleteinitialsubmittal.

•Reviewcivildesignplansfor4.5milesofGoldLinetrack,utilityandroaddesign.•Identifyandprovidetrainingopportunitiesforallstaffmemberstomaintaincurrentlicensesandcertifications.

Responsiblefortheprovisionofprofessionalengineeringservicestootherdivisionsanddepartments.Specificar-easincludedesignandcontractadministrationofprojectsrelatedtotheCity’sinfrastructure;reviewandmonitor-ingofprivatelyconstructedimprovementswithinpublicrights-of-wayandeasements;administrationofthe100yearfloodplain;andengineeringtechnicalsupportsuchassurvey,inspection,propertyresearch,andpreparationoftechnicalreports.

The Engineering Division consists of 21 full-time employees who design and manage the construction of

approximately $11 million in projects in a typical year.

Number of Employees 2011 Actual 2012 Revised 2013 Budget 2014 Budget Engineering 20.00 20.00 20.00 20.00

Budget 2011 Actual 2012 Revised 2013 Budget 2014 Budget Personnel $1,878,002 $1,940,797 $2,034,450 $2,113,684 Services & Charges 72,236 74,470 77,607 79,263 Supplies & Expenses 105,813 122,451 125,293 127,949 Contracts & Leases 1,884 1,961 2,020 2,081 Capital Maintenance 3,512 6,693 6,894 7,101 Capital Outlay - - - - TOTAL $2,061,446 $2,146,372 $2,246,264 $2,330,078

161

PUBLIC WORKS

TRAFFIC

2011-2012 ACCOMPLISHMENTS•Implementedanadvancedtrafficsignalmanagementsystemtomonitor,troubleshoot,andadjustsignaltim-ingfromCityHall.

•ReceivedBikeFriendlyCityAwardBronzeLevel.•Awarded$3.5Millionintransportationprojectgrants.•CompletedtheRalstonRoadCorridorPlan.

2013-2014 GOALS• Interview over 100 property owners along the Ralston Road Corridor to complete the design of the Ralston Roadcorridorplan.

•FinishthedevelopmentoftheTrafficDivisionassetmanagementsystemtomanage25,000signs.•Rebuild6trafficsignalsatacostof$250,000each.

Responsiblefortheplanning,design,installation,andoperationoftrafficcontroldevicesaccordingtoestab-lishedlaws,ordinancesandadoptedprocedures.Reviewandcommentondevelopmentplansinordertoensurethatnecessaryright-of-wayisdedicatedandimprovementsaredesignedorconstructedaccordingtotheCity’scomprehensive transportationplan. Plan and implement amulti-modal transportation system that connectssafelyandefficientlytotheexistingnetwork.IdentifyandsubmitgrantapplicationstofundCityCIPprojects;initiatetheOldeTownparkingprogram;andworkwithothergovernmentalagenciesonmetro-widetranspor-tationissues.

The Traffic Division repaints the lane markings on City streets every year requiring 6,000 gallons

of paint per year.

Number of Employees 2011 Actual 2012 Revised 2013 Budget 2014 Budget Traffic 9.00 9.00 9.00 9.00

Budget 2011 Actual 2012 Revised 2013 Budget 2014 Budget Personnel $825,449 $873,612 $914,183 $950,697 Services & Charges 1,963,101 2,423,341 2,229,102 2,295,647 Supplies & Expenses 86,432 91,019 93,101 94,843 Contracts & Leases 24,303 25,193 25,949 26,727 Capital Maintenance 75,813 110,897 114,218 117,644 Transfers 40,881 40,847 40,847 40,847 TOTAL $3,015,980 $3,564,909 $3,417,400 $3,526,405

162

PUBLIC WORKS

FACILITIES MANAGEMENT


• A remodel of the Wastewater crew room was completed to increase space and provide space for the Police Equip-mentSpecialisttomovetotheWastewaterBuilding.

• Remodeled space at the Water Treatment Plant allowed for relocation of the water quality and stormwater labo-ratories.

• Carpet was replaced at the Arvada Center Administration and Banquet areas and the Lake Arbor Golf Club House.

•RemodeledadultandjuvenileBooking.MovedevidencepreptotheCrimeLabandconstructed2newoffices.•A10KWphotovoltaicsystemwasinstalledontheAnnex.•TheroofattheArvadaCenterwasreplacedanddidmajormaintenancewasperformedontheroofattheIndianaShops.

2013-2014 GOALS

•CompletestudiesoftheStreets/Parksbuildingsandcampusareas.•Buildtwo10,000squarefootCommunityStationsbyendof2013atacostof$8,000,000.•ParticipateinthedepartmentofEnergy’sBetterBuildingsChallengetoaccomplisha20%reductioninenergyconsumptionby2020.

Responsiblefortheoperation,maintenanceandremodelingofallfacilitiesintheCity.TheprogramareamonitorsallenergyusageintheCityandadministersanenergyconservationprogram,whichincludesretrofitsandreplace-ments.ThedivisionisalsoresponsibleforprojectmanagementforplanningandconstructionofCitybuildings.

The Facilities Management Division oversees City facilities with an estimated replacement value of $124 million.

Number of Employees 2011 Actual 2012 Revised 2013 Budget 2014 Budget Facilities Management 20.00 20.00 20.00 20.00

Budget 2011 Actual 2012 Revised 2013 Budget 2014 Budget Personnel $1,234,455 $1,319,207 $1,351,170 $1,399,262 Services & Charges 810,599 1,010,116 937,719 963,523 Supplies & Expenses 188,471 199,364 204,415 209,462 Contracts & Leases 67,437 6,623 6,822 7,027 Debt Service 22,180 112,848 113,977 117,396 Capital Maintenance 903,916 933,012 232,125 437,017 Capital Outlay - 163 168 173 Transfers 57,311 57,917 58,496 60,251 TOTAL $3,284,369 $3,639,250 $2,904,892 $3,194,111 *This table reflects the combined budgets for the Facilities Management Division and the Buildings Internal Service Fund.

163

164

Utilities

UTILITIES

OUTCOME STATEMENTTo provide essential health, safety and habitable services to all residents and customers by

delivering critical water, wastewater and storm water services and through the application of standardized building codes.

PURPOSE: The Arvada Utilities Department provides critical health and safety services to all residents by pro-viding the drinking water, the removal and disposal of sewage, and the construction of flood control projects through programs to preserve and enhance the aquatic environment, by ensuring buildings are constructed and maintained as per the International Building and Fire Codes, and by maintaining the City’s fleet and motorized equipment.

REVENUE SOURCES:

General Fund Stormwater FundInternal Service Funds Wastewater Fund Water Fund


General Fund:•PublicWorksandUtilitiesweresplitintotwoseparatedivisionseffective2012.Positioncountwentfromtotalof198.25to:PublicWorks-96.0;Utilities-102.25.

Internal Services Fund:•Reductionsinthereplacementofvehiclesduetoimprovedtrackingandmaintenanceprograms.

Water Fund:•TheWaterFundbudgetwaspreparedassuminga4.7%annualincreaseforwaterratesforoperations.

Wastewater Fund:•TheWastewaterFundbudgetwaspreparedassuminga5.8%annualincreaseforwastewateroperations.

Stormwater Fund:•TheStormwaterFundbudgetwaspreparedassuminga0%annualincreaseforstormwaterrates.


•In2011treatedanddeliveredapproximately5.4billiongallonsofwaterdrinkingwatertoourresidents,ofwhich3.6billiongallonscamebackaswastewater.

•In2011,collected$34.6million:$2.7millioninwaterandsewertapfees,$27millioninwaterandsewersales,$1.8millioninbuildingpermits,and$3.1millioninstormwaterfees.

•Performedroutinepreventativemaintenanceon600vehiclesand400piecesofmotorizedequipment.


•Deliverdrinkingwater toArvada residentsasneeded, removeall customer-generatedwastewater, reduceflooding,keepthefleetrunningandensurebuildingsaresafe.

•Identify,prioritize,andplanforinfrastructureneeds,includingthegrowingcapitalreplacementrequirements.•ReviewoftheWastewater,Water,Stormwater,BuildingInspectionandFleetMaintenancefeesandrates.

165

UTILITIES

2011 Actual

2012 Revised

2013 Budget

2014Budget

General Fund BuildingInspection $1,257,924 $1,338,403 $1,410,847 $1,468,339Water DrinkingWaterCompliance 466,511 507,121 506,947 525,913 Park Taps 75,205 - 79,196 82,471

ParksIrrigation 115,306 - 156,000 156,780

Ralston Treatment Plant 6,381,330 6,614,166 7,194,450 7,376,843 UtilityAdministration 619,960 763,629 628,820 656,129 WaterGeneralAdministration 2,092,700 4,966,639 40,829,278 2,825,447 WaterSupply/Operations/

Conservation575,014 690,588 712,931 736,791

WaterSystemOperations 3,936,733 7,419,492 7,817,198 8,093,617Wastewater WastewaterCollectionSystem 1,725,008 3,748,223 3,952,587 4,089,224 Wastewater Disposal 5,888,619 6,536,367 7,222,990 7,715,182

Wastewater General Administration

1,081,924 1,320,630 1,142,384 1,176,656

Stormwater Stormwater and Environmental Compliance

1,961,734 12,741,334 6,743,986 4,442,990

Vehicles VehicleMaintenance 1,978,402 2,240,356 3,746,934 2,343,955Vehicle Replacement 221,747 2,125,820 1,645,963 1,824,742

Total Utilities by Division $28,378,118 $51,012,768 $83,790,511 $43,515,079


166

UTILITIES

2011 Actual

2012 Revised

2013 Budget

2014Budget

General Fund Personnel $1,073,905 $1,097,474 $1,165,607 $1,217,138 Services&Charges 52,313 73,297 73,190 74,932 Supplies&Expenses 105,857 131,834 135,177 138,289 Contracts&Leases 22,693 21,218 21,855 22,511 CapitalMaintenance - 9,117 9,390 9,672 CapitalOutlay - 2,185 2,251 2,319 OtherFinancingUses 3,157 3,278 3,377 3,478Water Personnel 4,869,865 5,179,317 5,260,947 5,513,443 Services&Charges 5,784,870 5,886,637 6,516,690 6,646,020 Supplies&Expenses 572,923 616,648 632,145 645,749 Contracts&Leases 273,546 380,927 402,654 414,733 CapitalMaintenance 469,282 3,924,687 4,040,927 4,162,155 CapitalOutlay - 3,136,959 38,944,708 884,340 OtherFinancingUses 3,128 - - - Transfers 2,289,146 1,836,460 2,126,749 2,187,551Wastewater Personnel 1,135,542 1,140,959 1,274,628 1,337,472 Services&Charges 206,804 227,950 213,992 219,442 Supplies&Expenses 377,978 423,120 466,401 474,815 Contracts&Leases 5,890,910 8,388,172 9,130,350 9,679,763 CapitalMaintenance 53,058 57,901 58,803 60,568 CapitalOutlay - 406,779 185,688 191,259 OtherFinancingUses 782 - - - Transfers 1,030,477 960,339 988,099 1,017,743Stormwater Personnel 328,403 379,511 424,224 446,041 Services&Charges 79,685 54,445 769,116 781,789 Supplies&Expenses 13,992 70,710 20,115 20,583 Contracts&Leases 87,420 155,248 159,902 164,699 CapitalOutlay - 10,650,000 3,928,050 1,571,093 OtherFinancingUses 326 13,555 - - Transfers 1,451,908 1,417,866 1,442,579 1,458,785Vehicles Personnel 1,171,238 1,335,691 1,351,757 1,414,514

Services&Charges 126,100 140,661 117,028 119,439

Supplies&Expenses 327,315 180,528 210,681 215,865

Contracts&Leases 28,194 14,965 11,961 12,320

Inventory (21,515) 8,492 8,746 9,008

CapitalMaintenance 557,590 525,773 2,011,488 536,478

CapitalOutlay - 2,073,066 1,591,626 1,768,775

Transfers 11,227 87,000 89,610 92,298

Total Utilities by Category $28,378,118 $51,012,768 $83,790,511 $43,515,079


167

UTILITIES


Capital Outlay53.29%


Inventory0.01%


Personnel11.31%


Supplies & Expenses1.75% Transfers

5.55%


$0

$10,000,000

$20,000,000

$30,000,000

$40,000,000

$50,000,000

$60,000,000

$70,000,000

$80,000,000

$90,000,000



Water Bond Fund

Stormwater

Wastewater

Water

General Fund

Note:BecauseofthecomplicatednatureoftheUtilitiesDepartmentstructure,theOperatingExpendituregraphiscalculatedbyfundinsteadofdivision.

168

UTILITIES

BUILDING INSPECTION


•Adoptedthe2009versionoftheBuildingCodes.•Collected$2millioninbuildingpermitseachyear.•Issued5,800permitsandconducted25,000inspectionsofalltypeseachyear.•In2012initiatedthereplacementpermittingsoftwareproject,withgo-livescheduledforFebruary2013.•CompletedfullreviewoftheInternationalPropertyMaintenanceCodewithaCityCouncil-appointedcom-mittee,andadoptedrevisedcodein2012.

2013-2014 GOALS

•Adoptthe2012versionoftheBuildingCodesin2013•Providefundingandaccesstooutsidetrainingforallstafftoremainup-to-datewiththeBuildingCodes•Implementsystemforreceivingandconductingreviewsofdigitalplansviainternetin2013.•Conductreviewofallbuildingpermitfeesin2013.•Designandimplementabasicsuccessionplanin2013,expandingonthisprograminfutureyears.

Providesessentialhealth,safety,andhabitableservicestoallresidentsthroughtheapplicationofstandardizedbuildingcodes.

Arvada residents and businesses annually invest about $135 million in property

and building improvements.

Number of Employees 2011 Actual 2012 Revised 2013 Budget 2014 Budget Building Inspection *13.00 *13.00 13.00 13.00

Budget 2011 Actual 2012 Revised 2013 Budget 2014 Budget Personnel $1,073,905 $1,097,474 $1,165,607 $1,217,138 Services & Charges 52,313 73,297 73,190 74,932 Supplies & Expenses 105,857 131,834 135,177 138,289 Contracts & Leases 22,693 21,218 21,855 22,511 Capital Maintenance - 9,117 9,390 9,672 Capital Outlay - 2,185 2,251 2,319 Other Financing Uses 3,157 3,278 3,377 3,478 TOTAL $1,257,924 $1,338,403 $1,410,847 $1,468,339

*2011-2012 employees listed under Public Works

169

UTILITIES

VEHICLE MAINTENANCE & REPLACEMENT


•Completedthetwice-per-yearseasonalchangesfor100piecesofvehicles&equipmentforsnowdutyandbacktosummerusage.

•Conductedroutinemaintenanceonall600vehiclesand400motorizedequipment.•In2012,establishedanewarmoryprogramwiththePoliceDepartmenttoensureall220city-ownedgunsareproperlyregisteredandingoodworkingcondition.

•Annuallyretrofitted30policevehicleseachyear,converting15newvehiclesintoofficialpolicevehiclesandpreparing15oldersurpluspolicevehiclesforauction.

•Ordered just over 500,000gallonsof fuels for theCityfleet over the two-yearperiod, andmaintained thepumpsandholdingtankswithinscheduleddowntimeperiods.

•Performedannualreplacementcostanalysisonallvehicles;overbothyears86metthecriteriaandwerere-placedatacostof$3,396,000.

2013-2014 GOALS

•Annually evaluate and identify vehicles and equipment for replacement; total funding for replacement in2013-2014is$4million.

•Meetthegoalof85%staffproductivity,exceedingtheindustrystandardof80%.•Maintainamotorpoolof14vehiclesattheCityHallandIndianalocations.•Prepareinformationonvehiclebudgetrequestsforthe2013-14budgets.•Annually review assumptions concerning life cycle andmaintenance costs for all vehicles andmotorizedequipment,adjustingasnecessary.

Responsible formaintaining, repairingandservicingallvehiclesandothermobileequipmentownedby theCity,andcoordinatesthepurchaseofnewvehiclesandequipment.Thedivisionisresponsibleforpurchasingandstockingofparts,andorderingfuelsusedbytheCityfleet.Thedivisiondoesspecialpartsfabrication,weld-ing,andnecessaryremodelingofspecialtyvehiclessuchaspolicevehicles.

Number of Employees 2011 Actual 2012 Revised 2013 Budget 2014 Budget Vehicle Maintenance *17.75 *17.75 17.75 17.75

Budget 2011 Actual 2012 Revised 2013 Budget 2014 Budget Personnel $1,171,238 $1,335,691 $1,351,757 $1,414,514 Services & Charges 126,100 140,661 117,028 119,439 Supplies & Expenses 327,315 180,528 210,681 215,865 Contracts & Leases 28,194 14,965 11,961 12,320 Inventory (21,515) 8,492 8,746 9,008 Capital Maintenance 557,590 525,773 2,011,488 536,478 Capital Outlay - 2,073,066 1,591,626 1,768,775 Transfers 11,227 87,000 89,610 92,298 TOTAL $2,200,149 $4,366,176 $5,392,897 $4,168,697


*Vehicle maintenance and replacement included

170

UTILITIES

STORMWATER


•Finalizeddesignandbeganconstructionofthe$10millionGarrison/CentralParkdrainageproject.•Completed$4millioninotherdrainageprojectsaroundtheCity.•In2011finishedcleaningandinspectingtheentire110milesofpipingthatarepartoftheoverallsystem.•Overthetwo-yearperiod,issued90stormwaterpermitsandconducted2,300fieldinspectionsforpermitcompli-ance.

•Participatedinnumerousstate-sponsoredstakeholdermeetingsonproposedchangestotheStatestormwaterregulations.

2013-2014 GOALS•CompletetheGarrison/CentralParkdrainageprojectbyearly2013.•CompleteconstructionofdrainageimprovementsneededfortheGoldLinerailsystembyendof2014.•Activelyparticipate in stakeholdermeetingswithcitizens, contractorsand regulatorsover theevolvingStatestormwaterpermittingsystem.

•Finishmappingofassetgroups,andbeginconversiontoGISformatin2013.•Complete$3millionofdrainageimprovementsthroughouttheCityin2013and2014.

Constructsfacilitiestominimizethethreattopublichealthandsafetyduringfloodingevents,anddevelopsandoperatesprogramsdesignedtoenhancetheaquaticenvironment.

The Garrison drainage project will remove 90 homes from the floodway, annually saving homeowners thousands of

dollars by eliminating the need for flood insurance.

Number of Employees 2011 Actual 2012 Revised 2013 Budget 2014 Budget Stormwater *4.75 *4.75 4.75 4.75

Budget 2011 Actual 2012 Revised 2013 Budget 2014 Budget Personnel $328,403 $379,511 $424,224 $446,041 Services & Charges 79,685 54,445 769,116 781,789 Supplies & Expenses 13,992 70,710 20,115 20,583 Contracts & Leases 87,420 155,248 159,902 164,699 Capital Outlay - 10,650,000 3,928,050 1,571,093 Other Financing Uses 326 13,555 - - Transfers 1,451,908 1,417,866 1,442,579 1,458,785 TOTAL $1,961,734 $12,741,334 $6,743,986 $4,442,990


171

UTILITIES

WASTEWATER


•Completed21.3milesofsewermainrehabilitation(CIPP)andreplacementatacostof$3.6million.•Cleanedtheentire410milesofwastewatersystempipesineachyear.•Overthetwo-yearperiod,examined50%ofthewastewaterpipesystemviamobilevideoinspectionsystems.•Nomain-linebackupsin2011,and3main-linebackupsoccurredin2012•Transported3.6billiongallonsofwastewatertotheMetroWastewaterDistrictWWTPannually.•Reorganizedprograms,resultingintheeliminationofthreepositionsin2011.

2013-2014 GOALS

•In2013beginmanholeliningprogram,designedtoincreasethelifecycleofmanholesby50years;goalof200manholesperyear.

•Eachyearreplaceorrehabilitate$1.8million(10miles)ofagingandfailinginfrastructure.•Inspect,viamobiletelevisionsystem,30%ofthesystem•Jetclean100%ofthesewersystemineachyear.•Goalof2orfewermain-linebackups/blockagesperyear.

CollectsandconveyssanitarysewerwastestotheMetroWastewaterReclamationDistrictforproperdisinfec-tionanddisposal.Inspectionprogramsidentifywhererepairsandreplacementeffortsareneeded.

The City spends $5.5 million a year replacing worn out water and sewer mains.

Number of Employees 2011 Actual 2012 Revised 2013 Budget 2014 Budget Wastewater *17.00 *15.50 15.00 15.00

Budget 2011 Actual 2012 Revised 2013 Budget 2014 Budget Personnel $1,135,542 $1,140,959 $1,274,628 $1,337,472 Services & Charges 206,804 227,950 213,992 219,442 Supplies & Expenses 377,978 423,120 466,401 474,815 Contracts & Leases 5,890,910 8,388,172 9,130,350 9,679,763 Capital Maintenance 53,058 57,901 58,803 60,568 Capital Outlay - 406,779 185,688 191,259 Other Financing Uses 782 - - - Transfers 1,030,477 960,339 988,099 1,017,743 TOTAL $8,695,551 $11,605,220 $12,317,961 $12,981,062 *This table reflects the combined budgets for all Wastewater Fund Divisions.


172

UTILITIES

WATER


•Completed13.2milesofwatermainreplacementoverthetwoyearsatacostof$7.1million.•Continuouslymonitoredthequalityofthewaterinthepotablewatersystem,takingandanalyzingover110,000waterqualityreadingseachyear.

•DocumentedthattheCityofArvada’spotablewatersystemmetallFederalandStatedrinkingwaterstandards,andsubmittedallrequiredreportstotheStateaccuratelyandontime.

•Treatedanddelivered5.4billiongallonsofdrinkingwatereachyear.•Annuallygenerated200,000utilitybills,collecting$30million.

2013-2014 GOALS•Replace14.4milesofwaterpipelineoverthenexttwoyears,atacostof$7.6million.•Beginreplacementandexpansionofthecorrosionprotectionsystem,withfirstphasecompletionbytheendof2014.

•OperatetheRalstonandArvadaWaterTreatmentPlantstoprovidethehighestqualityproducttothecustomer,withzeroviolationsofthemandatedstandards.

•Beginningin2013financiallyparticipateinDenverWater’sGrossReservoirexpansion,withscheduledcomple-tionin2020.

MaintainsadequatewatersuppliesfortheCity’sresidents,treatingallwaterneededfordrinkingwaterpurposestothestandardssetbyStateandFederalagencies.Waterisdeliveredtocustomersatestablishedindustrystandardsforpressureandquantity.

The water system’s performance is continuously checked 24 hours a day, 365 days a year with a state-of-the-art monitoring system.

Number of Employees 2011 Actual 2012 Revised 2013 Budget 2014 Budget Water *60.25 *58.75 59.25 59.25

Budget 2011 Actual 2012 Revised 2013 Budget 2014 Budget Personnel $4,869,865 $5,179,317 $5,260,947 $5,513,444 Services & Charges 5,784,870 5,886,637 6,516,690 6,646,020 Supplies & Expenses 572,923 616,648 632,145 645,749 Contracts & Leases 273,546 380,927 402,654 414,733 Capital Maintenance 469,282 3,924,687 4,040,927 4,162,155 Capital Outlay - 3,136,959 38,944,708 884,340 Other Financing Uses 3,128 - - - Transfers 2,289,146 1,836,460 2,126,749 2,187,551 TOTAL $14,262,759 $20,961,635 $57,924,820 $20,453,992 *This table reflects the combined budgets for all Water Fund Divisions in the Department of Utilities.


173

174

Capital Improvements


This Capital Improvement Plan (CIP) for 2013 and 2014 represents two years of a new comprehensive CIP plan that encompasses a long-term and strategic approach for the City’s capital maintenance and capital investments for the next decade (see the Capital Improvement Plan 2013-2022).

The basis of this CIP is based on three major priorities:

• “Taking Lasting Care” (TLC) of our current physical assets• “Building our Base” – completing investments we have started• Building for the future

In the TLC category, we are recommending over $6 million in capital maintenance in this two-year plan. High-lights include:• Allocation of resources for bridge maintenance, gaps in sidewalk connections, long-life pavement mark-

ings and sign and signal replacements as these assets age.• Reinvestment in parks focused in four major areas: irrigation replacement, playground renovation, trail

renovation and tree replacement.• ProvisionofsignificantcapitalmaintenanceforgolfcoursesandreplacementofequipmentinourHospi-

tality division.• At the Arvada Center, the recommendation includes addressing the safety issues at the front entry plaza

and security issues.

In the area of “Building on the Base” the following are some of the areas of focus:• In transportation areas we will be planning West 72nd and Indiana Street Improvements, as well as Ward

Road Extension. Bike and pedestrian connections will be a long-term project.• TheParksDepartmentfocusesonsettingasideover$350,000annuallytomeetlong-termirrigationand

parking needs. Along with this project, there are resources dedicated to completing parks projects. The major project here is the dedication of an additional $406,000 to the East Central Park. This will be com-bined with the over $800,000 remaining to develop this park into a very active area for the community.

TheProposedCIPdoesrecommendnewinvestmentsforthefuture.Someoftheidentifiedneedsinclude:• Garage parking needs for mass transportation use and to serve Olde Town• New facilities for Police and our street, parks and vehicle maintenance workers• Master planning at Lake Arbor

The total budgeted capital expenditures by major category for 2013 and 2014 are listed below. The remaining pages of the capital improvement section explain the process of how capital improvement projects are budgeted, how the city pays for the projects and a detailed summary of capital expenditures.

2013 and 2014 Budgeted Capital Expenditures

Category 2013 Budget 2014 Budget General Government $21,253,500 $1,751,500 Transportation 2,422,000 5,087,170 Parks, Golf & Hospitality 2,647,000 1,187,810 Utilities 47,856,352 8,418,176Total $65,178,852 $16,444,656

175


What are Capital Improvements?

The Capital Improvement Plan (CIP) is a ten-year road map for creating, maintaining and paying for Arvada’s pres-ent and future infrastructure needs. The CIP outlines project costs, funding sources and estimated future operating costs associated with each capital improvement. The plan is designed to ensure that capital improvements will be made when and where they are needed and that the City will have the funds to pay for and maintain them.

Capitalimprovementprojectsarenon-routinecapitalexpendituresthatresultintheacquisitionofland,designandconstructions of new assets, or the renovation, rehabilitation or expansion of existing capital assets. Capital projects usuallyhaveanexpectedusefullifeofatleastfiveyears.

Capital improvements make up the bricks and mortar, or infrastructure that all cities must have in place to provide essential services to current residents and support new growth and development. They are also designed to pre-vent the deterioration of the City’s existing infrastructure such as roads, parks, buildings and underground pipes for water and sewer systems, and respond to and anticipate future growth of the City.

Capital Budgeting ProcessThefollowinggraphicoutlinestheCityofArvada’sfirstten-yearCapitalImprovementPlanprocess:

• Council reviews progress of past successes in first quarter of year.• Re-establishes priorities in context of new information, studies, surveys.

Developmentof

StrategicPlan

Develop ten-yearcapital maintenance

and new projectsto meet long-term

strategic needs

Buildand

Measure

Council adoptsboth the two-year

appropriationsand the ten-year

plans

• Analyze prior year expenditures.• Identify all possible sources of resources.• Develop prioritization methodology to meet Strategic Plan.• Analyze and select proposed projects for plan and for the

ten-year planning horizon.

• Departments begin various legal processes to begin the construction processes.• Quarterly reporting on all progress.

• Council reviews Proposed Plan.• Adopts two-year appropriations.• Prioritizes unfunded priorities and projects.• Adds operating costs into the operating budget.

Inourfirstyearofthisnewprocess,wemetwitheachdepartmentandidentifiedtheprogressofallprojects.Thisprocess resulted in the recognition that there was excess funding in some projects or that the original project was no longernecessaryorfeasible.Thisprovidesthefirstmonieswecanallocatetowardsnewcapitalneeds.

176


The second step was to design allocation methodology, recognizing that the needs always outpace the available resources. Through discussions with Council, surveys, and citizen guidance, the priorities for the 2013 – 2014 al-locationprocesswereidentifiedas:

• Taking Lasting Care• Building our Base• Investing for the Future

Departments then prepared their ten-year proposals. Discussions were then held with the City Manager on the highest priorities in each of these areas. The criteria used to evaluate the projects include:

• Legislative or legal mandate• Health or safety improvement• Numberofcitizensbenefitted• Council strategic goal• Completion of a missing link• Economic impact on the City

This process results in the Proposed Capital Improvement Plan now presented to City Council.

Paying for Capital Improvements

Inmanyrespects,theplanningprocessforselecting,schedulingandfinancingcapitalim-provements parallels the way an individual might plan for buying a house or a car. This process entails assessing many competing needs, determining priorities, evaluating costs andfinancingoptionsandestablishingarealistictimelineforcompletingtheprojects.

The capital improvement program receives funding from a general fund transfer to the capi-talimprovementprogrambasedonthefollowingformula:60%ofthefirstcentofsalestaxmust be transferred for debt service or capital improvements. This is called 98-101 funding. The funding for 2013 and 2014 is calculated as follows:

Funding 2013 201498-101 $7,717,998 $7,950,927Debt service obligations (4,534,440) (4,529,898)Transfer to the capital improvement program $3,183,558 $3,421,029

Other City dollars include the following sources:

• Risk Management money will be used to meet security and safety needs at the Arvada Center; this is ap-proximately$573,000.

• Water, Wastewater and Stormwater rates will pay for the necessary capital projects in those Funds.• GolfandHospitalityrevenuewillmeetalloftheidentifiedneedsintheirrespectiveFunds.• Restricted City monies are from the Police Tax Increment Funds to be used to build two Police community

stations.• ExternalDollarsareidentifiedgrantdollarsormoniesforanotherintergovernmentalagency.

Each year, as capital projects are planned and other are completed, the costs related to maintaining those capital assets are examined. Many times we are able to absorb these costs into our operations. There are also situations whereweneedtoaddadditionalstaffandsuppliestomaintaintheseprojects.Examplesofthismaybetheaddi-

177


tionofparkmaintenancestaffwhenanewparkiscompletedoranincreaseinutilityexpenditureswhennewstreetlights or signals are added. In the capital project summary, the cost of the project is shown as well as the impact of the project on the operating budget.

Capital Improvement Program Categories

The City has divided its capital improvement program into four major categories based on the type of improvement that is being constructed.

General GovernmentThis category includes capital facilities associated with the general governmentincludinggeneralofficebuilding,vehicleandparkmain-tenance facilities, the Arvada Center and police stations.

Parks and TrailsThe parks system includes regional, community and neighborhood parks, as well as the trails that link neighborhoods to parks. This category also includes the “Taking Lasting Care” component of the parks capital improvement program which includes major capital maintenance of existing park or park infrastructure, including play-ground and trail renovation, tree replacement and irrigation systems.

TransportationThis category includes all transportation infrastructure within the City limits.Thisincludesroads,bridges,trafficsignalsandbikelanes.

UtilitiesThis category includes improvements for all water, wastewater and stormwater infrastructure, including water treatment plants and the water and wastewater transmission systems. The Utilities depart-ment maintains its own capital improvement plan which is prepared in conjunction with the rate model and the City’s Comprehensive Plan, to prioritize and plan for future capital needs.

178


Withineachofthefourmajorcategories,theCitydifferentiatesbetweenrecurringcapitalexpendituresandnon-recurring capital expenditures.

Recurring Capital expenditures receive consistent funding for ongoing capital infrastructure needs throughout the City and ensure that General CIP dollars are available for improvements in particular areas. Their creation grew out of the recognition that, while some recurring needs are relatively small in scope, it was still imperative thatresourcesbereservedtofundnecessarywork.Routinecapitalexpendituresgenerallywillhavenosignificantimpact on the operating budget.

Nonrecurring capital expenditures generally receive one-time funding for the construction of a public facility or acquisitionoflandforafuturepubicfacility.Anyongoingoperatingandmaintenancecostsrelatedtotheseproj-ectshavebeenidentifiedonthenextpageinthecolumnlistedasO&M.Theseestimateshavealsobeenincludedin our operating budget.

2013 Capital Expenditure Detail

The table on the following two pages presents detail of the City’s 2013 and 2014 capital expenditures. Capital expenditures are presented in major categories. Many major categories have recurring capital projects which are designated from capital projects that are considered one-time expenditures. The sources of funding are presented for each capital project as well as the impact to the operating budget.

179


§98‐101 Other City Other/TBD 2013 Total O & M §98‐101 Other City Other/TBD 2014 Total O & MGENERAL ADMINISTRATIONPerformance Based Budgeting ‐ 500,000 ‐ 500,000 ‐ ‐ ‐ ‐ ‐ ‐ Opportunity Fund ‐ 500,000 ‐ 500,000 ‐ ‐ ‐ ‐ ‐ ‐ Contingency Fund ‐ 75,000 ‐ 75,000 ‐ ‐ ‐ ‐ ‐ ‐ WASDWORTH CORRIDORWadsworth Corridor Sidewalks ‐ 880,000 ‐ 880,000 ‐ ‐ ‐ ‐ ‐ ‐ Wadsworth Cultural Corridor Study ‐ 50,000 ‐ 50,000 ‐ ‐ ‐ ‐ ‐ ‐ Wadsworth (SH121) Multimodal Study ‐ ‐ ‐ ‐ ‐ 500,000 ‐ 500,000 ‐ Wadsworth Gateway Improvements ‐ 70,000 ‐ 70,000 ‐ ‐ ‐ ‐ ‐ ‐ TRANSPORTATION

R Bridge Maintenance ‐ 125,000 ‐ 125,000 ‐ ‐ ‐ ‐ ‐ ‐ R Collector Street Improvements 50,000 ‐ ‐ 50,000 ‐ 51,500 ‐ ‐ 51,500 ‐

ADA Ramps 50,000 ‐ ‐ 50,000 ‐ 51,500 ‐ ‐ 51,500 ‐ R Adams County Transportation Projects ‐ ‐ 60,000 60,000 ‐ ‐ ‐ 61,800 61,800 ‐

W. 72nd Ave. and Indiana St. Intersection Improvements 100,000 ‐ ‐ 100,000 ‐ 515,000 ‐ 2,472,000 2,987,000 ‐ Ward Road Extension ‐ W. 72nd Ave to W. 80th Ave. Preliminary Design 50,000 ‐ ‐ 50,000 ‐ ‐ ‐ ‐ ‐ ‐

R Safe Routes to School Program 20,000 ‐ 90,000 110,000 ‐ 20,600 ‐ 92,700 113,300 515 R Bike/Ped Program 50,000 ‐ ‐ 50,000 ‐ 51,500 ‐ ‐ 51,500 ‐ R Missing Sidewalk Program ‐ 108,000 ‐ 108,000 ‐ ‐ ‐ ‐ ‐ ‐ R Union Pacific RR Quiet Zones 350,000 ‐ ‐ 350,000 50,000 360,500 ‐ ‐ 360,500 61,800 R Intersection Safety Improvements 75,000 ‐ ‐ 75,000 ‐ 77,250 ‐ ‐ 77,250 ‐ R New Traffic Signal Construction 275,000 ‐ ‐ 275,000 ‐ 283,250 ‐ ‐ 283,250 ‐ R Long Life Pavement Markings Program 80,000 ‐ ‐ 80,000 ‐ 82,400 ‐ ‐ 82,400 ‐ R Video Detection Program 20,000 ‐ ‐ 20,000 ‐ 20,600 ‐ ‐ 20,600 ‐ R Sign Replacement; MUTCD Mandates 50,000 ‐ ‐ 50,000 ‐ 51,500 ‐ ‐ 51,500 ‐ R ATMS Completion and Upgrades 50,000 ‐ ‐ 50,000 15,000 51,500 ‐ ‐ 51,500 15,450 R Signal Replacement 780,000 ‐ ‐ 780,000 ‐ 803,400 ‐ ‐ 803,400 ‐ R UPS at Major Intersections 39,000 ‐ ‐ 39,000 ‐ 40,170 ‐ ‐ 40,170 ‐

FACILITIESOlde Town Parking Structure ‐ ‐ ‐ ‐ ‐ ‐ 1,200,000 ‐ 1,200,000 ‐ Fleet Maintenance Relocation to Culbertson Building ‐ 1,500,000 ‐ 1,500,000 ‐ ‐ ‐ ‐ ‐ ‐ PARKS

R Irrigation System Renovation ‐ 156,000 ‐ 156,000 ‐ ‐ 156,780 ‐ 156,780 ‐ R Playground Renovation 200,000 ‐ ‐ 200,000 ‐ 206,000 ‐ ‐ 206,000 ‐

Trail Renovation 50,000 ‐ ‐ 50,000 ‐ 51,500 ‐ ‐ 51,500 ‐ Candelas Mini‐Park #1 ‐ ‐ 300,000 300,000 ‐ ‐ ‐ ‐ ‐ ‐ Candelas Neighborhood Park #2 ‐ ‐ 940,000 940,000 ‐ ‐ ‐ ‐ ‐ ‐

R Stenger Sports Complex 350,000 ‐ ‐ 350,000 ‐ 360,500 ‐ 51,500 412,000 ‐ R Tree Replacement Program 15,000 ‐ ‐ 15,000 ‐ 15,450 ‐ ‐ 15,450 ‐

East Area Neighborhood Park 406,000 ‐ ‐ 406,000 ‐ ‐ ‐ ‐ ‐ 10,506 R Adams County Open Space Projects ‐ ‐ 25,000 25,000 ‐ ‐ ‐ 25,750 25,750 ‐

Lake Arbor Master Plan 30,000 ‐ ‐ 30,000 ‐ ‐ ‐ ‐ ‐ ‐ GOLFWest Woods Golf Club Golf Shop and Rest Rooms Remodel ‐ 40,000 ‐ 40,000 ‐ ‐ ‐ ‐ ‐ ‐ West Woods Restaurant Remodel, Offices and Storage ‐ ‐ ‐ ‐ ‐ ‐ 181,280 ‐ 181,280 ‐ HOSPITALITYHospitality Taking Lasting Care Kitchen ‐ 65,000 ‐ 65,000 ‐ ‐ 27,810 ‐ 27,810 ‐ TLC Banquet Equipment ‐ 70,000 ‐ 70,000 ‐ ‐ 111,240 ‐ 111,240 ‐ ARVADA CENTERArvada Center Capital Maintenance 55,000 ‐ ‐ 55,000 ‐ ‐ ‐ ‐ ‐ ‐ Arvada Center Safety and Security Video Equipment (RM) ‐ 123,000 ‐ 123,000 ‐ ‐ ‐ ‐ ‐ ‐ Arvada Center Exterior Lighting Improvements (RM) ‐ 225,000 ‐ 225,000 ‐ ‐ ‐ ‐ ‐ ‐ Arvada Center Outside Front Entry Plaza (RM) ‐ 225,500 ‐ 225,500 ‐ ‐ ‐ ‐ ‐ ‐ Public Art 50,000 ‐ ‐ 50,000 ‐ 51,500 ‐ ‐ 51,500 ‐ PUBLIC SAFETYTwo Police Substations ‐ ‐ 8,000,000 8,000,000 ‐ ‐ ‐ ‐ ‐ 90,000 WATERDenver Water Moffat Project Participation ‐ 37,331,086 ‐ 37,331,086 ‐ ‐ 250,000 ‐ 250,000 ‐

R Water Main Replacement ‐ 3,850,504 ‐ 3,850,504 ‐ ‐ 3,966,021 ‐ 3,966,021 ‐ Water Treatment Plant Improvements ‐ 500,000 ‐ 500,000 ‐ ‐ ‐ ‐ ‐ ‐ Cathodic Protection ‐ ‐ ‐ ‐ ‐ ‐ 257,500 ‐ 257,500 ‐ Leyden Storage Project ‐ 250,000 ‐ 250,000 ‐ ‐ 257,500 ‐ 257,500 ‐ WASTE WATER

R Sewer Main Replacement ‐ 1,904,762 ‐ 1,904,762 ‐ ‐ 1,961,905 ‐ 1,961,905 ‐ R North System Oversizing ‐ 100,000 ‐ 100,000 ‐ ‐ 103,000 ‐ 103,000 ‐ R Access Improvements ‐ 50,000 ‐ 50,000 ‐ ‐ 51,500 ‐ 51,500 ‐

STORMWATERGarrison Bridge Replacement ‐ 2,200,000 ‐ 2,200,000 ‐ ‐ ‐ ‐ ‐ ‐ Gold Line Improvements / Estes Street Outfall ‐ 620,000 ‐ 620,000 ‐ ‐ ‐ ‐ ‐ ‐ Quaker Street Storm Sewer ‐ 350,000 ‐ 350,000 ‐ ‐ ‐ ‐ ‐ ‐ Yarrow Street Overflow ‐ ‐ ‐ ‐ ‐ ‐ 206,000 ‐ 206,000 ‐ Allison St Outfall ‐ Phase I ‐ ‐ ‐ ‐ ‐ ‐ 1,364,750 ‐ 1,364,750 ‐ Little Dry Creek Bank Stabilization ‐ 700,000 ‐ 700,000 ‐ ‐ ‐ ‐ ‐ ‐

CAPITAL PROJECT FUNDING ALL DEPARTMENTS AND DIVISIONS 3,195,000 52,568,852 9,415,000 65,178,852 65,000 3,145,620 10,595,286 2,703,750 16,444,656 178,271

R = Recurring Projects

UTILITIES ‐ WASTEWATER UTILITIES ‐ WASTEWATER

UTILITIES ‐ STORMWATER UTILITIES ‐ STORMWATER

UTILITIES ‐ WATER UTILITIES ‐ WATER

ARVADA CENTER

PUBLIC SAFETY PUBLIC SAFETY

PG&H ‐ GOLF

2014

PW ‐ STREETS

PW ‐ FACILITIES

PG&H ‐ PARKS

PG&H ‐ GOLF

PG&H ‐ HOSPITALITY

ARVADA CENTER

2013

PW ‐ FACILITIES

PG&H ‐ PARKS

PG&H ‐ HOSPITALITY

GENERAL ADMINISTRATION GENERAL ADMINISTRATION

180


CAPITAL IMPROVEMENT PROJECTS

General AdministrationPerformance-Based Budgeting: To fund the implementation of a performance-basedbudgetingsystem,includingrequisitesoftware

2013 $500,000

Opportunity Fund: To provide the City Manager with resources to match grant and external funding opportunities

2013 $500,000

Contingency Fund: To provide resources to cover unanticipated expenses related to capital projects

2013 $75,000

Wadsworth CorridorWadsworth Corridor Sidewalks: This project will install missing sidewalks and widen existing sidewalks at three locations along Wadsworth Boulevard.

2013 $880,000

Wadsworth Cultural Corridor Study: This project will involve a study of the po-tential for development of a cultural corridor along Wadsworth Boulevard.

2013 $50,000

Wadsworth (SH121) Multimodal Study: This is a public transportation need study of Wadsworth Boulevard from I-70 to W. 88th Avenue and the Olde Wad-sworth corridor from Olde Town to the Arvada Center.

2014 $500,000

Wadsworth Gateway Improvements: This project funds the design of new City gateways.

2013 $70,000

TransportationRecurring Transportation Projects: Recurring transportation projects are for capital maintenance projects. These projects maintain street ADA ramps, bridges, sidewalks,pavementmarkings,videodetection,trafficsigns,bikelanesandtraf-ficsignals.

20132014

$2,272,000$4,572,170

W.72ndAve.andIndianaSt.IntersectionImprovements:Toprovidenewtrafficsignals, through lanes, turn lanes, sidewalks, and bike lanes at the intersection.

20132014

$100,000$515,000

Ward Road Extension – W. 72nd Ave. to W. 80th Ave. Preliminary Design: To provide for preliminary design for an extension of Ward Road from W. 72nd Ave. to W. 80th Avenue

2013 $50,000

FacilitiesFleet Maintenance Relocation to Culbertson Building: This project will consoli-datefleetoperationscurrentlyhousedwithParkMaintenanceandStreetsintheCulbertson Building.

2013 $1,500,000

Olde Town Parking Structure: This project will provide for preliminary designs for parking structures in Olde Town.

2014 $1,200,000

ParksRecurring Park Projects: There are four categories of park projects that are part of Taking Lasting Care: irrigation systems, playground renovations, trail renova-tions and tree replacements.

20132014

$796,000$867,480

Candelas Mini-Park #1: This mini-park will be built by the developer in the Can-delas area in the northwest of the City.

2013 $300,000

181


Candelas Neighborhood Park #2: This neighborhood park is also built by the developer in the Candelas area in the northwest of the City.

2013 $940,000

East Area Neighborhood Park: To complete funding for a new neighborhood park on the east side of the City.

2013 $406,000

Lake Arbor Master Plan: To provide for a master plan for the undeveloped land due west of Lake Arbor

2013 $30,000

GolfWest Woods Golf Club Golf Shop and Rest Rooms Remodel: To remodel the Golf Shop and Rest Rooms at the West Woods Golf Club

2013 $40,000

WestWoodsRestaurantRemodel,OfficesandStorage:Toremodeltheofficesandstorage components of the West Woods Restaurant

2014 $181,280

HospitalityHospitalityTakingLastingCareKitchen:Toreplaceexistingequipment,includ-ing ovens, steamers, and “hot boxes”

20132014

$65,000$27,810

TLCBanquetEquipment:Torefurbishwalls,aswellasreplacedoors,furnitureand lighting

20132014

$70,000$111,240

Arvada CenterRecurring Public Art Project: This project supports the Art in Public Places Pro-gramthatfundstheacquisitionofpublicartplacedthroughouttheCity.

20132014

$50,000$51,500

Arvada Center Capital Maintenance: This project is designed to provide the Ar-vada Center with working capital to address minor capital needs as they arise.

2013 $55,000

ArvadaCenterSafetyandSecurityVideoEquipment:Toinstallvideosurveil-lanceequipmentattheArvadaCenter

2013 $123,000

Arvada Center Exterior Lighting Improvements: To improve exterior lighting for parking safety and security purposes

2013 $225,000

Arvada Center Outside Front Entry Plaza: To repair/replace front entry surface to mitigate trip hazards

2013 $225,500

Public SafetyTwo Police Community Stations: To construct two new police community sta-tionsintheCity,oneintheeastandoneinthewesttoprovidebetterpoliceservices within the City’s vision of decentralized policing

2013 $8,000,000

WaterRecurring Water Project: The water main replacement program replaces water lines as they reach the end of their life cycle based on leak history, age and other factors.

20132014

$3,850,504$3,966,021

DenverWaterMoffatProjectParticipation:ThisprojectwillfulfilltheCity’sobli-gation for the expense of the Gross Reservoir Expansion in Boulder County that will provide the City with 3,000 acre feet of water per year.

20132014

$37,331,086$250,000

Water Treatment Plant Improvements: To add granulated activated carbon caps onthetreatmentfilterstoimprovethequalityofthedrinkingwatersupply

2013 $500,000

182


Cathodic Protection: To update/replace cathodic protection systems in major transmission lines in order to prevent corrosion

2014 $257,500

Leyden Storage Project: To drill access wells to make water stored in under-ground caverns north of the Ralston Reservoir available for future use

20132014

$250,000$257,500

WastewaterRecurring Wastewater Projects: These wastewater projects include sewer main rehabilitation, oversizing the north system pipeline for build out of the northern portion of the City and improving access to the sewer mains.

20132014

$2,054,762$2,116,405

StormwaterGarrison Bridge Replacement: To complete replacement of Garrison Street Bridge and accompanying channelization work

2013 $2,200,000

Gold Line Improvements/Estes Outfall: To complete a series of drainage improve-ments to accommodate the construction of the Gold Line

2013 $620,000

Quaker Street Storm Sewer: To install a 36” to 42” storm sewer in Quaker Street 2013 $350,000YarrowStreetOverflow:ToincreasestormsewercapacitythatcapturesflowonW. 62nd Place

2014 $206,000

Allison St. Outfall – Phase I: To replace undersized and aging culverts under the UPRR and Olde Wadsworth

2014 $1,364,750

LittleDryCreekBankStabilization:ToaddressbankerosiononLittleDryCreekfrom Club Crest to W. 80th Avenue

2013 $700,000

183

184

Debt Service Obligations


LONG-TERM DEBT OBLIGATIONS

The following pages detail the City’s debt service obligations. General Obligation bonds are direct obligations which pledge the full faith and credit of the government and revenue bonds pledge specific revenue to pay debt service. The City does not have any outstanding general obligation debt. The City has the following rev-enue bonds outstanding as of December 31, 2012: Series 2003 Sales and Use Tax improvement Revenue Bonds, with interest rates from 2.0% to 4.0% payable semi-annually to December 1, 2017 and principal due annually to December 1, 2017. The City advance refund-ed $16,530,000 of the Series 1992 bonds to capture present value debt service savings of $2,723,881. Principal balance outstanding at December 31, 2012 is $7,625,000. Series 2009 Sales and Use Tax Refunding Revenue Bonds, with interest rates from 2.5% to 4.0% payable semi-annually June 1 and December 1 and principal due annually to December 1, 2018. These bonds were issued for the purpose of advance refunding a portion of the City’s 1998 and 1999 Sales and Use Tax Revenue Re-funding Bonds in order to realize interest savings of $2,686,000. Principal outstanding at December 31, 2012 is $13,850,000. Series 2009 Water Enterprise Revenue Refunding Bonds, with interest rates from 2.0% to 5.0% payable semi-annually May 1 and November 1 and principal due annually to November 1, 2020. These bonds were issued for the purpose of advance refunding the Series 2001 Variable Rate Demand Water Enterprise Revenue Bonds in order to realize interest savings of $1,001,000. The bonds are payable solely from the net pledged revenues of the Water Enterprise. Principal outstanding at December 31, 2012 is $15,345,000. The City may issue general obligation securities only if the aggregate principal amounts of all such securities do not exceed 3% of the assessed valuation of the taxable property within the City as shown by the last preced-ing assessment. The legal debt limit for the City as of December 31, 2011 is $308,381,134. As of December 31, 2011, the City has no general obligation debt subject to this limitation.

185


Schedule of Debt Service RequirementsGovernmental Activities

December 31, 2012

Sales and Use Tax Refunding and Improvement Revenue Bonds - Series 2003

Year Principal Interest TotalPayment

PrincipalBalance

2012 7,625,0002013 1,420,000 288,606 1,708,606 6,205,0002014 1,465,000 238,906 1,703,906 4,740,0002015 1,520,000 185,800 1,705,800 3,220,0002016 1,580,000 128,800 1,708,800 1,640,0002017 1,640,000 65,600 1,705,600 $ -

Totals $7,625,000 $907,712 $8,532,712

Sales & Use Tax Revenue Refunding Bonds - Series 2009


PrincipalBalance

2012 13,850,0002013 1,890,000 435,225 2,325,225 11,960,0002014 1,935,000 387,975 2,322,975 10,025,0002015 1,990,000 339,600 2,329,600 8,035,0002016 2,045,000 279,900 2,324,900 5,990,0002017 2,105,000 218,550 2,323,550 3,885,0002018 3,885,000 155,400 4,040,400 $ -

TOTALS $13,850,000 $1,816,650 $15,666,650

186


Schedule of Debt Service RequirementsBusiness-Type Activities

December 31, 2012

Water Enterprise Revenue Refunding Bonds - Series 2009


PrincipalBalance

2012 15,345,0002013 1,730,000 535,300 2,265,300 13,615,0002014 1,760,000 500,700 2,260,700 11,855,0002015 1,805,000 456,700 2,261,700 10,050,0002016 1,860,000 402,550 2,262,550 8,190,0002017 1,915,000 346,750 2,261,750 6,275,0002018 2,010,000 251,000 2,261,000 4,265,0002019 2,090,000 170,600 2,260,600 2,175,0002020 2,175,000 87,000 2,262,000 $ -

TOTALS $15,345,000 $2,750,600 $18,095,600

187

188

Additional Information


189


190


191


192


193


194

2013 PAY PLAN SCHEDULES

COMBINED POSITION LISTING 2011-2014

POSITION SUMMARY BY FUND 2011 2012 2013 201401 General Fund 382.90 383.90 389.10 389.1008 Arvada Center 38.75 38.75 39.25 39.2509 Community Development 2.42 2.42 2.42 2.4210 Arvada Housing Authority 3.58 3.58 3.58 3.5814 Parks 47.00 47.00 47.00 47.0021 Police Tax Increment .21 30.00 30.00 30.00 30.0022 Police Tax Increment .25 33.00 33.00 33.00 33.0041 Water 67.75 65.25 65.75 65.7542 Wastewater 17.00 15.50 15.00 15.0043 Golf Courses 14.00 14.00 14.00 14.0044 Stormwater 4.75 4.75 4.75 4.7545 Food Services 9.00 9.00 8.00 8.0051 Insurance 6.25 6.25 6.25 6.2552 Computers 1.00 1.00 1.00 1.0053 Print Shop 2.00 2.00 2.00 2.0054 Vehicles 17.75 17.75 17.75 17.7586 Economic Development (AEDA) 4.00 4.00 4.00 4.00Total Position Count By Fund 681.15 678.15 682.85 682.85

195


ARVADA CENTER 2011 2012 2013 2014Accountant 0.00 1.00 1.00 1.00Accountant I 1.00 0.00 0.00 0.00Accounting Technician I 0.50 0.50 1.00 1.00Administrative Coordinator 1.00 1.00 0.00 0.00Administrative Specialist 0.00 0.00 1.00 1.00Administrative Specialist III 1.00 1.00 0.00 0.00Artistic Associate 0.00 1.00 1.00 1.00Arts Day Coordinator 1.00 0.00 0.00 0.00Assistant Production Manager 0.00 0.00 1.00 1.00Associate Producer 1.00 1.00 1.00 1.00Box Office Supervisor 1.00 1.00 1.00 1.00Chief Operating Officer 1.00 1.00 1.00 1.00Clay Programs Coordinator 0.50 0.50 0.50 0.50Corporate and Group Sales Specialist 1.00 1.00 1.00 1.00Costume Shop Manager 0.00 1.00 1.00 1.00Customer Service Representative 2.00 2.00 1.00 1.00Dance Coordinator 0.50 0.50 0.50 0.50Database / Direct Mail Specialist 1.00 0.00 0.00 0.00Development Manager 1.00 1.00 1.00 1.00Development Officer Individual Giving 1.00 1.00 1.00 1.00Development Officer Institutional Giving 1.00 1.00 1.00 1.00Director of Institutional Operations 1.00 1.00 1.00 1.00Education Assistant 1.00 1.00 1.00 1.00Education Coordinator 1.00 1.00 0.00 0.00Executive Coordinator 0.00 0.00 1.00 1.00Executive Director Arvada Center 1.00 1.00 1.00 1.00Exhibition Designer 1.00 1.00 0.00 0.00Exhibition Manager 0.00 0.00 1.00 1.00Facilities Manager 1.00 1.00 1.00 1.00Gallery / Museum Manager 1.00 1.00 1.00 1.00Graphic Designer 1.00 1.00 1.00 1.00Head of Wardrobe 1.00 0.00 0.00 0.00House Manager 1.00 1.00 1.00 1.00Lead Theater Technician 1.00 1.00 1.00 1.00Manager of Marketing and Patron Services 1.00 1.00 0.00 0.00Marketing Assistant 0.75 0.00 0.00 0.00Marketing Patron Services Manager 0.00 0.00 1.00 1.00Online Marketing Coordinator 0.00 0.75 0.75 0.75Performing Arts Manager 1.00 1.00 1.00 1.00Production Coordinator 1.00 1.00 0.00 0.00Production Manager 0.00 1.00 1.00 1.00Publicist 1.00 1.00 1.00 1.00School Programs Associate 0.00 0.00 1.00 1.00School Programs Coordinator 0.00 1.00 1.00 1.00

196


ARVADA CENTER (Continued) 2011 2012 2013 2014Security Operations Officer 1.00 1.00 1.00 1.00Senior Customer Service Representative 1.00 1.00 1.00 1.00Senior Education Coordinator 0.00 0.00 1.00 1.00Software Application Support Specialist 0.00 1.00 1.00 1.00Sound Technician 1.00 1.00 1.00 1.00Stage Manager 1.00 0.00 0.00 0.00Technical Director 1.00 1.00 1.00 1.00Technical Manager 1.00 0.00 0.00 0.00Theater Electrician 1.00 1.00 1.00 1.00Youth Symphony Coordinator 0.50 0.50 0.50 0.50Total Arvada Center Employees 38.75 38.75 39.25 39.25

ARVADA ECONOMIC DEVELOPMENT ASSOCIATION (AEDA) 2011 2012 2013 2014Administrative Specialist IV 1.00 0.00 0.00 0.00Business Marketing Coordinator 0.00 1.00 0.00 0.00Deputy Director of Economic Development 1.00 1.00 1.00 1.00Director of Economic Development 1.00 1.00 1.00 1.00Economic Development and Marketing Specialist 0.00 1.00 0.00 0.00Economic Development Manager 0.00 0.00 0.00 0.00Economic Development Specialist 0.00 0.00 1.00 1.00Marketing Program Manager 0.00 0.00 1.00 1.00Marketing Specialist 1.00 0.00 0.00 0.00Total Economic Development Employees 4.00 4.00 4.00 4.00

CITY MANAGER’S OFFICE 2011 2012 2013 2014Administrative Assistant 0.00 0.00 0.75 0.75Administrative Specialist 0.00 0.00 2.00 2.00Administrative Specialist III 1.75 1.75 0.00 0.00Administrative Specialist IV 2.00 2.00 0.00 0.00Assistant City Manager 2.00 2.00 1.00 1.00City Clerk 1.00 1.00 1.00 1.00City Manager 1.00 1.00 1.00 1.00Communications Manager 0.00 0.00 1.00 1.00Community Communications Coordinator 0.00 0.00 1.20 1.20Deputy City Clerk 1.00 1.00 1.00 1.00Deputy City Manager 1.00 2.00 2.00 2.00Document Management Systems Administrator 1.00 1.00 1.00 1.00Executive Assistant 1.00 1.00 2.00 2.00Multi Media Technician 3.00 3.00 3.00 3.00Sustainability Coordinator 1.00 1.00 1.00 1.00Television Services Administrator 1.00 1.00 1.00 1.00Total City Manager’s Office Employees 16.75 17.75 18.95 18.95

197


COMMUNITY DEVELOPMENT 2011 2012 2013 2014Administrative Coordinator 0.00 0.00 1.00 1.00Administrative Specialist 0.00 0.00 1.00 1.00Administrative Specialist III 1.00 1.00 0.00 0.00Administrative Specialist IV 1.00 1.00 0.00 0.00Administrative Supervisor 1.00 1.00 1.00 1.00Code Enforcement Manager 1.00 1.00 1.00 1.00Code Enforcement Officer 5.00 5.00 5.00 5.00Director of Community Development 1.00 1.00 1.00 1.00Housing / Neighborhood Revitalization Manager 1.00 1.00 1.00 1.00Planning Manager 1.00 1.00 1.00 1.00Senior Planner 6.00 6.00 6.00 6.00Total General Fund Employees 18.00 18.00 18.00 18.00

Administrative Specialist 0.00 0.00 0.50 0.50Administrative Specialist II 0.50 0.50 0.00 0.00Housing Rehabilitation / Loan Specialist 1.00 1.00 1.00 1.00Housing Services Specialist 0.92 0.92 0.92 0.92Total Community Development Fund Employees 2.42 2.42 2.42 2.42

Administrative Specialist 0.00 0.00 0.50 0.50Administrative Specialist II 0.50 0.50 0.00 0.00Housing Services Specialist 0.08 0.08 0.08 0.08Housing Specialist 2.00 2.00 2.00 2.00Section 8 Program Supervisor 1.00 1.00 1.00 1.00Total Housing Authority Employees 3.58 3.58 3.58 3.58Total Community Development Employees 24.00 24.00 24.00 24.00

FINANCE 2011 2012 2013 2014Accountant 0.00 2.00 2.00 2.00Accountant I 2.00 0.00 0.00 0.00Accounting Manager 1.00 1.00 1.00 1.00Accounting Specialist 0.00 1.00 1.00 1.00Accounting Technician II 2.00 2.00 2.00 2.00Accounts Payable Technician 1.00 1.00 1.00 1.00Assistant Finance Director 1.00 1.00 1.00 1.00Budget Analyst 0.00 0.00 2.00 2.00Budget Specialist 2.00 2.00 0.00 0.00Business Analyst 0.00 0.00 1.00 1.00Collections Agent 1.00 1.00 1.00 1.00Controller 1.00 1.00 1.00 1.00Director of Finance 1.00 1.00 1.00 1.00Executive Assistant 0.00 0.00 0.75 0.75Executive Secretary 0.75 0.75 0.00 0.00

198


FINANCE (Continued) 2011 2012 2013 2014Financial Systems Analyst 1.00 1.00 1.00 1.00Grants Accountant 1.00 1.00 1.00 1.00Grants Administrator 1.00 1.00 1.00 1.00Investment Manager 1.00 1.00 1.00 1.00Payroll Administrator 1.00 1.00 1.00 1.00Procurement Specialist 1.00 1.00 1.00 1.00Purchasing Manager 1.00 1.00 1.00 1.00Revenue Manager 0.50 0.50 0.50 0.50Revenue Technician 1.50 1.50 1.50 1.50Sales Tax Auditor 2.00 2.00 2.00 2.00Sales Tax Auditor Lead 1.00 1.00 0.00 0.00Sales Tax Auditor Supervisor 0.00 0.00 1.00 1.00Senior Accountant 1.00 1.00 1.00 1.00Storeskeeper 0.50 0.50 0.50 0.50Total General Fund Employees 26.25 27.25 28.25 28.25

Accounting Technician I 1.00 0.00 0.00 0.00Financial Systems Analyst 1.00 1.00 1.00 1.00Revenue Manager 0.50 0.50 0.50 0.50Revenue Technician 4.00 4.00 4.00 4.00Revenue Technician Lead 1.00 1.00 0.00 0.00Revenue Technician Supervisor 0.00 0.00 1.00 1.00Total Water Fund Employees 7.50 6.50 6.50 6.50

Environmental Health and Safety Officer 0.00 1.00 1.00 1.00Executive Assistant 0.00 0.00 0.25 0.25Executive Secretary 0.25 0.25 0.00 0.00Litigation Support Specialist 1.00 1.00 1.00 1.00Property and Casualty Claims Manager 0.00 1.00 1.00 1.00Risk Management Analyst Property and Casualty Claims Manager 1.00 0.00 0.00 0.00Risk Management Analyst Workers Compensation Claims Manager 1.00 0.00 0.00 0.00Risk Management and Wellness Technician 0.00 1.00 1.00 1.00Risk Manager 1.00 1.00 1.00 1.00Safety and Loss Control Analyst - Environmental/Health Manager 1.00 0.00 0.00 0.00Senior Assistant City Attorney 1.00 1.00 1.00 1.00Total Insurance Fund Employees 6.25 6.25 6.25 6.25Total Finance Department Employees 40.00 40.00 41.00 41.00

HUMAN RESOURCES 2011 2012 2013 2014Administrative Specialist 0.00 0.00 1.00 1.00Administrative Specialist III 1.00 1.00 0.00 0.00Benefits Analyst 1.00 1.00 0.00 0.00Benefits Specialist 0.00 0.00 1.00 1.00

199


HUMAN RESOURCES (Continued) 2011 2012 2013 2014Compensation and Benefits Manager 0.00 0.00 1.00 1.00Compensation Technician 1.00 1.00 0.00 0.00Director of Human Resources 1.00 1.00 1.00 1.00Employment Manager 1.00 1.00 1.00 1.00Employment Specialist 0.00 0.00 1.00 1.00Executive Assistant 0.00 0.00 1.00 1.00Executive Secretary 1.00 1.00 0.00 0.00Human Resources Analyst 1.00 1.00 0.00 0.00Human Resources Generalist 0.00 0.00 2.00 2.00Senior Compensation Consultant 1.00 1.00 0.00 0.00Senior Human Resources Analyst 1.00 1.00 0.00 0.00Total Human Resources Employees 9.00 9.00 9.00 9.00

INFORMATION TECHNOLOGY 2011 2012 2013 2014Administrative Specialist 0.00 0.00 1.00 1.00Administrative Specialist IV 1.00 1.00 0.00 0.00Application Administrator 1.00 1.00 1.00 1.00Associate Project Manager 1.00 1.00 1.00 1.00Chief Information Officer 0.00 1.00 1.00 1.00Community Communications Coordinator 0.00 1.00 0.00 0.00Computer Support Specialist 2.00 2.00 2.00 2.00Customer Service Specialist 1.00 0.00 0.00 0.00Director of Information Technology 1.00 0.00 0.00 0.00Information Systems Manager 1.00 1.00 1.00 1.00Mobile Technology Specialist 0.00 0.00 1.00 1.00Network Administrator 1.00 1.00 1.00 1.00Network System Manager 1.00 1.00 1.00 1.00Oracle Software Administrator 1.00 1.00 1.00 1.00Police Systems Analyst 1.00 1.00 1.00 1.00Police Systems Manager 1.00 1.00 1.00 1.00Senior Database Administrator 1.00 1.00 1.00 1.00Senior Network Administrator 1.00 1.00 1.00 1.00Senior Web Architect 0.00 0.00 1.00 1.00Service Desk Manager 1.00 1.00 1.00 1.00Services Technician 1.00 0.50 0.50 0.50Storeskeeper 0.00 0.50 0.50 0.50Systems Administrator 3.00 3.00 3.00 3.00Technical Systems Project Manager 1.00 1.00 1.00 1.00Telecommunication Network Administrator 1.00 1.00 1.00 1.00Web Systems Administrator 1.00 1.00 1.00 1.00Web Systems Project Manager 1.00 1.00 0.00 0.00Total General Fund Employees 24.00 24.00 24.00 24.00

200


INFORMATION TECHNOLOGY (Continued) 2011 2012 2013 2014Computer Support Specialist 1.00 0.00 0.00 0.00Desktop Virtualization Administrator 0.00 1.00 1.00 1.00Total Computer Replacement Fund Employees 1.00 1.00 1.00 1.00

Creative Services Designer 1.00 1.00 1.00 1.00Printing Technician 1.00 1.00 1.00 1.00Total Print Shop Fund Employees 2.00 2.00 2.00 2.00Total Information Technology Employees 27.00 27.00 27.00 27.00

JUDICIAL 2011 2012 2013 2014Administrative Court Clerk 6.00 6.00 6.00 6.00Court Administrator 1.00 1.00 1.00 1.00Court Marshal 1.00 1.00 1.00 1.00Municipal Judge 1.00 1.00 1.00 1.00Teen Court Coordinator / Administrative Court Clerk 1.00 1.00 1.00 1.00Total Judicial Employees 10.00 10.00 10.00 10.00

LEGAL 2011 2012 2013 2014Assistant City Attorney 1.00 1.00 1.00 1.00City Attorney 1.00 1.00 1.00 1.00Deputy City Attorney 1.00 1.00 1.00 1.00Legal Assistant 1.00 1.00 1.00 1.00Legal Secretary 1.00 1.00 1.00 1.00Legal Support Supervisor 1.00 1.00 1.00 1.00Senior Assistant City Attorney 4.00 4.00 4.00 4.00Total Legal Department Employees 10.00 10.00 10.00 10.00

PARKS, GOLF & HOSPITALITY 2011 2012 2013 2014Administrative and Special Events Coordinator 1.00 1.00 0.00 0.00Administrative Coordinator 0.00 0.00 1.00 1.00Administrative Specialist IV 1.00 1.00 0.00 0.00City Forester 1.00 1.00 1.00 1.00Computerized Irrigation Specialist 1.00 1.00 1.00 1.00Computerized Irrigation Supervisor 1.00 1.00 1.00 1.00Craftsworker 1.00 1.00 1.00 1.00Director of Parks, Golf and Hospitality Services 1.00 1.00 1.00 1.00Irrigation Crew Supervisor 1.00 1.00 1.00 1.00Irrigation Maintenance Leadworker 1.00 1.00 1.00 1.00Irrigation Maintenance Worker 4.00 4.00 4.00 4.00Municipal Services Worker 1.00 1.00 1.00 1.00Nature Center Director 1.00 1.00 1.00 1.00Parks and Urban Design Manager 1.00 1.00 1.00 1.00Parks Maintenance Leadworker 6.00 6.00 6.00 6.00Parks Manager 1.00 1.00 1.00 1.00

201


PARKS, GOLF & HOSPITALITY (Continued) 2011 2012 2013 2014Parks Supervisor 4.00 4.00 4.00 4.00Parks Worker II 18.00 18.00 18.00 18.00Senior Landscape Architect 2.00 2.00 2.00 2.00Special Events Coordinator 0.00 0.00 1.00 1.00Total Parks Fund Employees 47.00 47.00 47.00 47.00

Assistant Golf Manager 0.00 1.00 1.00 1.00Assistant Golf Professional 2.00 1.00 1.00 1.00Golf Course Computerized Irrigation Technician 0.00 2.00 2.00 2.00Golf Course Equipment Mechanic 1.00 1.00 0.00 0.00Golf Course Equipment Mechanic Leadworker 1.00 1.00 1.00 1.00Golf Course Equipment Specialist 0.00 0.00 1.00 1.00Golf Course Irrigation Technician 1.00 0.00 0.00 0.00Golf Course Maintenance Leadworker 1.00 1.00 1.00 1.00Golf Course Maintenance Worker 1.00 0.00 0.00 0.00Golf Course Manager 1.00 1.00 1.00 1.00Golf Course Superintendent 1.00 1.00 1.00 1.00Golf Professional 2.00 1.00 1.00 1.00Head Golf Professional 0.00 1.00 1.00 1.00Hospitality Services Supervisor 2.00 2.00 2.00 2.00Manager of Golf Course Operations 1.00 1.00 1.00 1.00Total Golf Course Fund Employees 14.00 14.00 14.00 14.00

Administrative Coordinator 0.00 0.00 1.00 1.00Administrative Specialist IV 1.00 1.00 0.00 0.00Assistant Banquet Manager 1.00 1.00 1.00 1.00Business Analyst 1.00 1.00 0.00 0.00Business Development Coordinator 2.00 2.00 2.00 2.00Business Development Manager 1.00 1.00 1.00 1.00Executive Chef 1.00 1.00 1.00 1.00Food Services Manager 1.00 1.00 1.00 1.00Hospitality Services Supervisor 1.00 1.00 1.00 1.00Total Food Service Fund Employees 9.00 9.00 8.00 8.00Total Parks, Golf, & Hospitality Employees 70.00 70.00 69.00 69.00

PUBLIC SAFETY 2011 2012 2013 2014Administrative Specialist IV 1.00 1.00 0.00 0.00Animal Management Officer 4.00 4.00 4.00 4.00Animal Management Supervisor 1.00 1.00 1.00 1.00Chief of Police 1.00 1.00 1.00 1.00Communications Specialist 12.00 12.00 12.00 12.00Communications Supervisor 3.00 3.00 3.00 3.00Crime Analyst 1.00 1.00 1.00 1.00Criminalist 2.00 2.00 2.00 2.00

202


PUBLIC SAFETY (Continued) 2011 2012 2013 2014Deputy Police Chief 2.00 2.00 2.00 2.00Emergency Management Coordinator 0.90 0.90 0.90 0.90Evidence Technician 3.00 3.00 3.00 3.00Executive Assistant 0.00 0.00 1.00 1.00Executive Secretary 1.00 1.00 0.00 0.00Lead Police Support Specialist 0.00 0.00 1.00 1.00Liquor Licensing Control Administrator 1.00 1.00 1.00 1.00Patrol Investigative Specialist 0.50 0.50 0.50 0.50Police Commander 6.00 6.00 6.00 6.00Police Officer 99.00 99.00 100.00 100.00Police Sergeant 18.00 18.00 19.00 19.00Police Services Technician 2.00 2.00 3.00 3.00Support Specialist 8.00 8.00 0.00 0.00Police Support Specialist 0.00 0.00 8.00 8.00Total General Fund Employees 166.40 166.40 169.40 169.40

Accreditation Specialist 1.00 1.00 1.00 1.00Animal Management Officer 1.00 1.00 1.00 1.00Communications Specialist 4.00 4.00 4.00 4.00Crime Analyst 1.00 1.00 1.00 1.00Investigations Specialist 1.00 1.00 1.00 1.00Lead Police Support Specialist 0.00 0.00 1.00 1.00Police Officer 14.00 14.00 14.00 14.00Police Services Technician 4.00 4.00 4.00 4.00Police Support Specialist 0.00 0.00 1.00 1.00Public Information Officer 1.00 1.00 0.00 0.00Public Relations Coordinator 0.00 0.00 1.00 1.00Records and Evidence Supervisor 1.00 1.00 1.00 1.00Support Specialist 2.00 2.00 0.00 0.00Total Tax Initiative 21 Fund Employees 30.00 30.00 30.00 30.00

Animal Management Officer 1.00 1.00 1.00 1.00Communications Center Manager 1.00 1.00 1.00 1.00Communications Specialist 3.00 3.00 3.00 3.00Police Business Analyst 1.00 1.00 1.00 1.00Police Officer 23.00 23.00 23.00 23.00Police Sergeant 3.00 3.00 3.00 3.00Policy Systems Technician 1.00 1.00 1.00 1.00Total Tax Initiative 22 Fund Employees 33.00 33.00 33.00 33.00Total Public Safety Employees 229.40 229.40 232.40 232.40

PUBLIC WORKS 2011 2012 2013 2014Administrative Coordinator 0.00 0.00 2.00 2.00Administrative Specialist 0.00 0.00 2.00 2.00Administrative Specialist III 7.00 6.00 0.00 0.00

203


PUBLIC WORKS (Continued) 2011 2012 2013 2014Assistant Building Official 1.00 1.00 0.00 0.00Associate Transportation Engineer 1.00 1.00 1.00 1.00Building Craftsworker 1.00 1.00 1.00 1.00Building Inspector 7.00 7.00 0.00 0.00Building Maintenance Leadworker 2.00 2.00 2.00 2.00Building Maintenance Worker 3.00 3.00 3.00 3.00Building Permit Coordinator 1.00 1.00 0.00 0.00Building Permit Technician 0.00 1.00 0.00 0.00CAD / GIS Supervisor 1.00 1.00 1.00 1.00Chief Building Official 1.00 1.00 0.00 0.00Chief Surveyor 1.00 1.00 1.00 1.00City Engineer 1.00 1.00 1.00 1.00Civil Engineer III 2.00 2.00 2.00 2.00Civil Engineer IV 3.00 3.00 3.00 3.00Construction and Maintenance Supervisor 1.00 1.00 1.00 1.00Crew Supervisor 1.00 1.00 1.00 1.00Custodian 10.00 10.00 10.00 10.00Deputy Director of Public Works 1.00 0.00 0.00 0.00Director of Public Works 0.00 1.00 1.00 1.00Director of Public Works and Utilities 1.00 0.00 0.00 0.00Electrician 1.00 1.00 1.00 1.00Engineering Technician II 1.50 1.50 1.50 1.50Executive Assistant 0.00 0.00 1.00 1.00Executive Secretary 1.00 1.00 0.00 0.00GEO Data Services Manager 1.00 1.00 1.00 1.00GIS Technician II 1.00 1.00 1.00 1.00HVAC Specialist 1.00 1.00 1.00 1.00Manager of City Facilities 1.00 1.00 1.00 1.00Municipal Inspector II 6.00 6.00 6.00 6.00Pavement Manager 1.00 1.00 1.00 1.00Senior GIS Analyst 1.00 1.00 1.00 1.00Soils Technician 1.00 1.00 1.00 1.00Streets Foreman 6.00 6.00 6.00 6.00Streets Manager 1.00 1.00 1.00 1.00Streets Supervisor 3.00 3.00 3.00 3.00Streets Technician 21.00 21.00 21.00 21.00Survey Party Chief 1.00 1.00 1.00 1.00Survey Technician II 1.00 1.00 1.00 1.00Survey Technician III 1.00 1.00 1.00 1.00Traffic Engineer 1.00 1.00 1.00 1.00Traffic Engineering Manager 1.00 1.00 1.00 1.00Traffic Engineering Technician 1.00 1.00 0.00 0.00Traffic Signs and Marking Technician 1.00 1.00 1.00 1.00Traffic Technician 1.00 1.00 1.00 1.00

204


PUBLIC WORKS (Continued) 2011 2012 2013 2014Transportation Engineer 1.00 1.00 1.00 1.00Transportation Engineering Assistant 0.00 0.00 1.00 1.00Total General Fund Employees 102.50 101.50 88.50 88.50

Administrative Specialist III 1.00 1.00 0.00 0.00Chief Plant Operator 6.00 6.00 0.00 0.00Civil Engineer III 1.00 1.00 0.00 0.00Custodian 1.00 1.00 0.00 0.00Deputy Director of Utilities 1.00 0.00 0.00 0.00Director of Utilities 0.00 1.00 0.00 0.00Electro Mechanical Technician 5.00 5.00 0.00 0.00Engineering Technician II 1.50 1.00 0.00 0.00Environmental Education Specialist 0.25 0.25 0.00 0.00GIS Technician I 1.00 0.50 0.00 0.00Plant Operator 5.00 5.00 0.00 0.00Public Works Project Manager 1.00 1.00 0.00 0.00Regulatory and Environmental Compliance Manager 1.00 0.50 0.00 0.00Utility Foreman 8.00 8.00 0.00 0.00Utility Service Representative 3.00 2.00 0.00 0.00Utility Service Representative Lead 1.00 1.00 0.00 0.00Utility Supervisor 5.00 5.00 0.00 0.00Utility System Technician 12.00 13.00 0.00 0.00Water Quality Administrator 1.00 1.00 0.00 0.00Water Quality Analyst 0.00 2.00 0.00 0.00Water Quality Technician 2.00 0.00 0.00 0.00Water Resources Administrator 1.00 1.00 0.00 0.00Water Resources Analyst 0.50 0.50 0.00 0.00Water System Manager 1.00 1.00 0.00 0.00Water Treatment Manager 1.00 1.00 0.00 0.00Total Water Fund Employees 60.25 58.75 0.00 0.00

Engineering Technician II 0.00 0.50 0.00 0.00GIS Technician I 0.00 0.50 0.00 0.00Regulatory and Environmental Compliance Manager 0.00 0.50 0.00 0.00Utility Foreman 3.00 0.00 0.00 0.00Utility Supervisor 2.00 2.00 0.00 0.00Utility System Technician 11.00 11.00 0.00 0.00Wastewater Collection Manager 1.00 1.00 0.00 0.00Total Wastewater Fund Employees 17.00 15.50 0.00 0.00

Environmental Education Specialist 0.75 0.75 0.00 0.00Municipal Inspector II 1.00 1.00 0.00 0.00Stormwater Administrator 1.00 0.00 0.00 0.00Stormwater and Environmental Compliance Administrator 0.00 1.00 0.00 0.00

205


PUBLIC WORKS (Continued) 2011 2012 2013 2014Utility Supervisor 1.00 0.00 0.00 0.00Utility System Technician 1.00 2.00 2.00 2.00Total Stormwater Fund Employees 4.75 4.75 0.00 0.00

Assistant Fleet Equipment Technician 1.00 1.00 0.00 0.00Fleet Equipment Technician 10.00 10.00 0.00 0.00Fleet Manager 1.00 1.00 0.00 0.00Fleet Services Coordinator 1.00 1.00 0.00 0.00Parts Specialist 1.00 1.00 0.00 0.00Police Courier 0.75 0.75 0.00 0.00Police Property and Equipment Specialist 1.00 1.00 0.00 0.00Shop Supervisor 2.00 2.00 0.00 0.00Total Vehicle Fund Employees 17.75 17.75 0.00 0.00Total Public Works Employees 202.25 198.25 88.50 88.50

UTILITIES 2011 2012 2013 2014Administrative Coordinator 0.00 0.00 1.00 1.00Administrative Specialist 0.00 0.00 1.00 1.00Assistant Building Official 0.00 0.00 1.00 1.00Building Inspector 0.00 0.00 7.00 7.00Building Permit Coordinator 0.00 0.00 1.00 1.00Building Permit Technician 0.00 0.00 1.00 1.00Chief Building Official 0.00 0.00 1.00 1.00Total General Fund Employees 0.00 0.00 13.00 13.00

Administrative Specialist 0.00 0.00 1.00 1.00Chief Plant Operator 0.00 0.00 5.00 5.00Civil Engineer IV 0.00 0.00 1.00 1.00Custodian 0.00 0.00 1.00 1.00Director of Utilities 0.00 0.00 1.00 1.00Electro Mechanical Technician 0.00 0.00 5.00 5.00Engineering Technician II 0.00 0.00 1.00 1.00Environmental Education Specialist 0.00 0.00 0.75 0.75GIS Technician I 0.00 0.00 0.50 0.50Plant Operator 0.00 0.00 5.00 5.00Plant Supervisor - SCADA 0.00 0.00 1.00 1.00Public Works Project Manager 0.00 0.00 1.00 1.00Utility Foreman 0.00 0.00 8.00 8.00Utility Service Representative 0.00 0.00 2.00 2.00Utility Supervisor 0.00 0.00 5.00 5.00Utility System Technician 0.00 0.00 14.00 14.00Water Quality Administrator 0.00 0.00 1.00 1.00Water Quality Analyst 0.00 0.00 2.00 2.00Water Quality Manager 0.00 0.00 0.50 0.50

206


UTILITIES (Continued) 2011 2012 2013 2014Water Resources Administrator 0.00 0.00 1.00 1.00Water Resources Analyst 0.00 0.00 0.50 0.50Water System Manager 0.00 0.00 1.00 1.00Water Treatment Manager 0.00 0.00 1.00 1.00Total Water Fund Employees 0.00 0.00 59.25 59.25

Engineering Technician II 0.00 0.00 0.50 0.50GIS Technician I 0.00 0.00 0.50 0.50Utility Supervisor 0.00 0.00 2.00 2.00Utility System Technician 0.00 0.00 11.00 11.00Wastewater Collection Manager 0.00 0.00 1.00 1.00Total Wastewater Fund Employees 0.00 0.00 15.00 15.00

Environmental Education Specialist 0.00 0.00 .25 .25Stormwater Analyst 0.00 0.00 1.00 1.00Stormwater and Environmental Administrator 0.00 0.00 1.00 1.00Utility System Technician 0.00 0.00 2.00 2.00Water Quality Manager 0.00 0.00 0.50 0.50Total Stormwater Fund Employees 0.00 0.00 4.75 4.75

Fleet Equipment Technician 0.00 0.00 10.00 10.00Fleet Manager 0.00 0.00 1.00 1.00Fleet Services Coordinator 0.00 0.00 1.00 1.00Parts Specialist 0.00 0.00 2.00 2.00Police Courier 0.00 0.00 0.75 0.75Police Property and Equipment Specialist 0.00 0.00 1.00 1.00Shop Supervisor 0.00 0.00 2.00 2.00Total Vehicle Fund Employees 0.00 0.00 17.75 17.75Total Utilities Department Employees 0.00 0.00 109.75 109.75

207


EXEC

12

34

56

78

910

1112

EXEC

1$7

2,16

33.75

%$7

4,86

93.50

%$7

7,49

03.25

%$8

0,00

83.00

%$8

2,40

83.00

%$8

4,88

03.00

%$8

7,42

72.50

%$8

9,61

3EX

EC2

$77,97

93.75

%$8

0,90

43.50

%$8

3,73

53.25

%$8

6,45

73.00

%$8

9,05

03.00

%$9

1,72

23.00

%$9

4,47

42.50

%$9

6,83

5EX

EC3

$84,26

53.75

%$8

7,42

43.50

%$9

0,48

43.25

%$9

3,42

53.00

%$9

6,22

83.00

%$9

9,11

53.00

%$1

02,088

2.50

%$1

04,640

EXEC

4$9

1,05

63.75

%$9

4,47

13.50

%$9

7,77

73.25

%$1

00,955

3.00

%$1

03,984

3.00

%$1

07,103

3.00

%$1

10,316

2.50

%$1

13,074

EXEC

5$9

8,39

53.75

%$1

02,085

3.50

%$1

05,658

3.25

%$1

09,092

3.00

%$1

12,365

3.00

%$1

15,736

3.00

%$1

19,208

2.50

%$1

22,188

EXEC

6$1

06,326

3.75

%$1

10,313

3.50

%$1

14,174

3.25

%$1

17,885

3.00

%$1

21,421

3.00

%$1

25,064

3.00

%$1

28,816

2.50

%$1

32,036

EXEC

7$1

14,896

3.75

%$1

19,205

3.50

%$1

23,377

3.25

%$1

27,386

3.00

%$1

31,208

3.00

%$1

35,144

3.00

%$1

39,199

2.50

%$1

42,679

EXEC

8$1

28,752

3.75

%$1

33,581

3.50

%$1

38,256

3.25

%$1

42,749

3.00

%$1

47,032

3.00

%$1

51,443

3.00

%$1

55,986

2.50

%$1

59,886

INFT

12

34

56

78

910

1112

INFT1

$60,86

13.75

%$6

3,14

43.50

%$6

5,35

43.25

%$6

7,47

83.00

%$6

9,50

23.00

%$7

1,58

73.00

%$7

3,73

53.00

%$7

5,94

72.50

%$7

7,84

62.50

%$7

9,79

22.25

%$8

1,58

72.00

%$8

3,21

9INFT2

$65,85

23.75

%$6

8,32

13.50

%$7

0,71

33.25

%$7

3,01

13.00

%$7

5,20

13.00

%$7

7,45

73.00

%$7

9,78

13.00

%$8

2,17

42.50

%$8

4,22

92.50

%$8

6,33

52.25

%$8

8,27

72.00

%$9

0,04

3INFT3

$71,25

23.75

%$7

3,92

43.50

%$7

6,51

13.25

%$7

8,99

83.00

%$8

1,36

83.00

%$8

3,80

93.00

%$8

6,32

33.00

%$8

8,91

32.50

%$9

1,13

62.50

%$9

3,41

42.25

%$9

5,51

62.00

%$9

7,42

6INFT4

$77,09

53.75

%$7

9,98

63.50

%$8

2,78

53.25

%$8

5,47

63.00

%$8

8,04

03.00

%$9

0,68

13.00

%$9

3,40

23.00

%$9

6,20

42.50

%$9

8,60

92.50

%$1

01,074

2.25

%$1

03,348

2.00

%$1

05,415

INFT5

$83,41

63.75

%$8

6,54

53.50

%$8

9,57

43.25

%$9

2,48

53.00

%$9

5,25

93.00

%$9

8,11

73.00

%$1

01,061

3.00

%$1

04,092

2.50

%$1

06,695

2.50

%$1

09,362

2.25

%$1

11,823

2.00

%$1

14,059

LTCU

12

34

56

78

910

1112

LTCU

1$2

5,00

03.75

%$2

5,93

83.50

%$2

6,84

53.25

%$2

7,71

83.00

%$2

8,55

03.00

%$2

9,40

63.00

%$3

0,28

83.00

%$3

1,19

72.50

%$3

1,97

72.50

%$3

2,77

62.25

%$3

3,51

42.00

%$3

4,18

4LTCU

2$2

6,80

53.75

%$2

7,81

13.50

%$2

8,78

43.25

%$2

9,71

93.00

%$3

0,61

13.00

%$3

1,52

93.00

%$3

2,47

53.00

%$3

3,44

92.50

%$3

4,28

62.50

%$3

5,14

32.25

%$3

5,93

42.00

%$3

6,65

2LTCU

3$2

9,55

03.75

%$3

0,65

83.50

%$3

1,73

13.25

%$3

2,76

33.00

%$3

3,74

63.00

%$3

4,75

83.00

%$3

5,80

13.00

%$3

6,87

52.50

%$3

7,79

72.50

%$3

8,74

12.25

%$3

9,61

32.00

%$4

0,40

5LTCU

4$3

2,57

63.75

%$3

3,79

83.50

%$3

4,98

13.25

%$3

6,11

83.00

%$3

7,20

13.00

%$3

8,31

73.00

%$3

9,46

73.00

%$4

0,65

12.50

%$4

1,66

72.50

%$4

2,70

92.25

%$4

3,67

02.00

%$4

4,54

3LTCU

5$3

5,91

23.75

%$3

7,25

93.50

%$3

8,56

33.25

%$3

9,81

63.00

%$4

1,01

13.00

%$4

2,24

13.00

%$4

3,50

83.00

%$4

4,81

32.50

%$4

5,93

42.50

%$4

7,08

22.25

%$4

8,14

12.00

%$4

9,10

4LTCU

6$3

9,58

93.75

%$4

1,07

43.50

%$4

2,51

13.25

%$4

3,89

33.00

%$4

5,21

03.00

%$4

6,56

63.00

%$4

7,96

33.00

%$4

9,40

22.50

%$5

0,63

72.50

%$5

1,90

32.25

%$5

3,07

12.00

%$5

4,13

2LTCU

7$4

3,64

33.75

%$4

5,28

03.50

%$4

6,86

53.25

%$4

8,38

83.00

%$4

9,83

93.00

%$5

1,33

53.00

%$5

2,87

53.00

%$5

4,46

12.50

%$5

5,82

22.50

%$5

7,21

82.25

%$5

8,50

52.00

%$5

9,67

5LTCU

8$4

8,11

23.75

%$4

9,91

73.50

%$5

1,66

43.25

%$5

3,34

33.00

%$5

4,94

33.00

%$5

6,59

13.00

%$5

8,28

93.00

%$6

0,03

82.50

%$6

1,53

92.50

%$6

3,07

72.25

%$6

4,49

62.00

%$6

5,78

6LTCU

9$5

3,03

93.75

%$5

5,02

83.50

%$5

6,95

43.25

%$5

8,80

53.00

%$6

0,56

93.00

%$6

2,38

63.00

%$6

4,25

83.00

%$6

6,18

62.50

%$6

7,84

02.50

%$6

9,53

62.25

%$7

1,10

12.00

%$7

2,52

3MGM

T1

23

45

67

89

1011

12MGM

T1$3

9,44

23.75

%$4

0,92

13.50

%$4

2,35

33.25

%$4

3,73

03.00

%$4

5,04

13.00

%$4

6,39

33.00

%$4

7,78

43.00

%$4

9,21

82.50

%$5

0,44

82.50

%$5

1,71

02.25

%$5

2,87

32.00

%$5

3,93

1MGM

T2$4

3,48

83.75

%$4

5,11

93.50

%$4

6,69

83.25

%$4

8,21

63.00

%$4

9,66

33.00

%$5

1,15

33.00

%$5

2,68

73.00

%$5

4,26

82.50

%$5

5,62

42.50

%$5

7,01

52.25

%$5

8,29

82.00

%$5

9,46

4MGM

T3$4

7,95

13.75

%$4

9,74

93.50

%$5

1,49

03.25

%$5

3,16

43.00

%$5

4,75

83.00

%$5

6,40

13.00

%$5

8,09

33.00

%$5

9,83

62.50

%$6

1,33

22.50

%$6

2,86

52.25

%$6

4,28

02.00

%$6

5,56

5MGM

T4$5

2,87

13.75

%$5

4,85

33.50

%$5

6,77

33.25

%$5

8,61

83.00

%$6

0,37

73.00

%$6

2,18

83.00

%$6

4,05

43.00

%$6

5,97

52.50

%$6

7,62

52.50

%$6

9,31

52.25

%$7

0,87

52.00

%$7

2,29

2MGM

T5$5

8,29

53.75

%$6

0,48

13.50

%$6

2,59

83.25

%$6

4,63

23.00

%$6

6,57

13.00

%$6

8,56

83.00

%$7

0,62

53.00

%$7

2,74

42.50

%$7

4,56

32.50

%$7

6,42

72.25

%$7

8,14

72.00

%$7

9,70

9MGM

T6$6

4,27

63.75

%$6

6,68

63.50

%$6

9,02

03.25

%$7

1,26

43.00

%$7

3,40

23.00

%$7

5,60

43.00

%$7

7,87

23.00

%$8

0,20

82.50

%$8

2,21

32.50

%$8

4,26

82.25

%$8

6,16

42.00

%$8

7,88

8MGM

T7$7

0,87

13.75

%$7

3,52

83.50

%$7

6,10

23.25

%$7

8,57

53.00

%$8

0,93

33.00

%$8

3,36

03.00

%$8

5,86

13.00

%$8

8,43

72.50

%$9

0,64

82.50

%$9

2,91

42.25

%$9

5,00

52.00

%$9

6,90

5MGM

T8$7

8,14

23.75

%$8

1,07

23.50

%$8

3,91

03.25

%$8

6,63

73.00

%$8

9,23

63.00

%$9

1,91

33.00

%$9

4,67

13.00

%$9

7,51

12.50

%$9

9,94

92.50

%$1

02,447

2.25

%$1

04,752

2.00

%$1

06,847

MGM

T9$8

6,16

03.75

%$8

9,39

03.50

%$9

2,51

93.25

%$9

5,52

63.00

%$9

8,39

23.00

%$1

01,344

3.00

%$1

04,384

3.00

%$1

07,515

2.50

%$1

10,203

2.50

%$1

12,958

2.25

%$1

15,500

2.00

%$1

17,810

MGM

T10

$95,00

03.75

%$9

8,56

23.50

%$1

02,012

3.25

%$1

05,327

3.00

%$1

08,487

3.00

%$1

11,742

3.00

%$1

15,094

3.00

%$1

18,547

2.50

%$1

21,510

2.50

%$1

24,548

2.25

%$1

27,350

2.00

%$1

29,897

MGM

T11

$104

,746

3.75

%$1

08,674

3.50

%$1

12,478

3.25

%$1

16,134

3.00

%$1

19,618

3.00

%$1

23,206

3.00

%$1

26,902

3.00

%$1

30,709

2.50

%$1

33,977

2.50

%$1

37,327

2.25

%$1

40,416

2.00

%$1

43,225

208

2013 PAY PLAN SCHEDULESPD

12

34

56

78

910

1112

PD1

$54,06

47.00

%$5

7,84

87.00

%$6

1,89

86.50

%$6

5,92

16.14

%$6

9,96

96.00

%$7

4,16

7PD

2$7

8,61

93.50

%$8

1,37

13.35

%$8

4,09

63.25

%$8

6,83

03.25

%$8

9,65

23.24

%$9

2,55

6PD

3$9

8,10

72.42

%$1

00,481

2.40

%$1

02,893

2.00

%$1

04,951

2.00

%$1

07,050

2.00

%$1

09,191

PD4

$110

,261

2.50

%$1

13,018

2.10

%$1

15,391

2.04

%$1

17,745

2.00

%$1

20,100

2.00

%$1

22,502

PR1

$48,32

0PR

2$4

9,86

2PR

OF1

12

34

56

78

910

1112

PROF

1$3

3,14

63.75

%$3

4,38

93.50

%$3

5,59

33.25

%$3

6,75

03.00

%$3

7,85

23.00

%$3

8,98

83.00

%$4

0,15

83.00

%$4

1,36

22.50

%$4

2,39

62.50

%$4

3,45

62.25

%$4

4,43

42.00

%$4

5,32

3PR

OF2

$36,62

73.75

%$3

8,00

03.50

%$3

9,33

03.25

%$4

0,60

93.00

%$4

1,82

73.00

%$4

3,08

23.00

%$4

4,37

43.00

%$4

5,70

52.50

%$4

6,84

82.50

%$4

8,01

92.25

%$4

9,10

02.00

%$5

0,08

2PR

OF3

$40,47

33.75

%$4

1,99

03.50

%$4

3,46

03.25

%$4

4,87

33.00

%$4

6,21

93.00

%$4

7,60

53.00

%$4

9,03

33.00

%$5

0,50

42.50

%$5

1,76

72.50

%$5

3,06

12.25

%$5

4,25

52.00

%$5

5,34

0PR

OF4

$44,72

23.75

%$4

6,39

93.50

%$4

8,02

33.25

%$4

9,58

43.00

%$5

1,07

23.00

%$5

2,60

43.00

%$5

4,18

23.00

%$5

5,80

72.50

%$5

7,20

32.50

%$5

8,63

32.25

%$5

9,95

22.00

%$6

1,15

1PR

OF5

$49,41

83.75

%$5

1,27

13.50

%$5

3,06

63.25

%$5

4,79

13.00

%$5

6,43

43.00

%$5

8,12

73.00

%$5

9,87

13.00

%$6

1,66

72.50

%$6

3,20

92.50

%$6

4,78

92.25

%$6

6,24

72.00

%$6

7,57

2PR

OF6

$54,60

73.75

%$5

6,65

53.50

%$5

8,63

83.25

%$6

0,54

43.00

%$6

2,36

03.00

%$6

4,23

13.00

%$6

6,15

83.00

%$6

8,14

22.50

%$6

9,84

62.50

%$7

1,59

22.25

%$7

3,20

32.00

%$7

4,66

7PR

OF7

$60,34

13.75

%$6

2,60

43.50

%$6

4,79

53.25

%$6

6,90

13.00

%$6

8,90

83.00

%$7

0,97

53.00

%$7

3,10

43.00

%$7

5,29

72.50

%$7

7,18

02.50

%$7

9,10

92.25

%$8

0,88

92.00

%$8

2,50

7PR

OF8

$66,67

73.75

%$6

9,17

73.50

%$7

1,59

83.25

%$7

3,92

53.00

%$7

6,14

33.00

%$7

8,42

73.00

%$8

0,78

03.00

%$8

3,20

32.50

%$8

5,28

42.50

%$8

7,41

62.25

%$8

9,38

22.00

%$9

1,17

0PR

OF9

$73,67

83.75

%$7

6,44

13.50

%$7

9,11

63.25

%$8

1,68

73.00

%$8

4,13

83.00

%$8

6,66

23.00

%$8

9,26

23.00

%$9

1,94

02.50

%$9

4,23

82.50

%$9

6,59

42.25

%$9

8,76

82.00

%$1

00,743

PROF

10$8

1,41

43.75

%$8

4,46

73.50

%$8

7,42

33.25

%$9

0,26

43.00

%$9

2,97

23.00

%$9

5,76

23.00

%$9

8,63

43.00

%$1

01,593

2.50

%$1

04,133

2.50

%$1

06,737

2.25

%$1

09,138

2.00

%$1

11,321

PROF

11$8

9,96

23.75

%$9

3,33

63.50

%$9

6,60

33.25

%$9

9,74

23.00

%$1

02,735

3.00

%$1

05,817

3.00

%$1

08,991

3.00

%$1

12,261

2.50

%$1

15,067

2.50

%$1

17,944

2.25

%$1

20,598

2.00

%$1

23,010

TBS

12

34

56

78

910

1112

TBS1

$25,83

13.75

%$2

6,80

03.50

%$2

7,73

83.25

%$2

8,63

93.00

%$2

9,49

93.00

%$3

0,38

33.00

%$3

1,29

53.00

%$3

2,23

42.50

%$3

3,04

02.50

%$3

3,86

62.25

%$3

4,62

82.00

%$3

5,32

0TB

S2$2

8,45

33.75

%$2

9,52

03.50

%$3

0,55

33.25

%$3

1,54

63.00

%$3

2,49

33.00

%$3

3,46

73.00

%$3

4,47

13.00

%$3

5,50

62.50

%$3

6,39

32.50

%$3

7,30

32.25

%$3

8,14

22.00

%$3

8,90

5TB

S3$3

1,34

13.75

%$3

2,51

63.50

%$3

3,65

43.25

%$3

4,74

83.00

%$3

5,79

13.00

%$3

6,86

43.00

%$3

7,97

03.00

%$3

9,10

92.50

%$4

0,08

72.50

%$4

1,08

92.25

%$4

2,01

42.00

%$4

2,85

4TB

S4$3

4,52

23.75

%$3

5,81

73.50

%$3

7,07

03.25

%$3

8,27

53.00

%$3

9,42

33.00

%$4

0,60

63.00

%$4

1,82

43.00

%$4

3,07

92.50

%$4

4,15

62.50

%$4

5,26

02.25

%$4

6,27

82.00

%$4

7,20

4TB

S5$3

8,02

63.75

%$3

9,45

23.50

%$4

0,83

33.25

%$4

2,16

03.00

%$4

3,42

53.00

%$4

4,72

83.00

%$4

6,06

93.00

%$4

7,45

22.50

%$4

8,63

82.50

%$4

9,85

42.25

%$5

0,97

52.00

%$5

1,99

5TB

S6$4

1,88

63.75

%$4

3,45

73.50

%$4

4,97

83.25

%$4

6,43

93.00

%$4

7,83

33.00

%$4

9,26

83.00

%$5

0,74

63.00

%$5

2,26

82.50

%$5

3,57

52.50

%$5

4,91

42.25

%$5

6,15

02.00

%$5

7,27

3TB

S7$4

6,13

73.75

%$4

7,86

73.50

%$4

9,54

33.25

%$5

1,15

33.00

%$5

2,68

73.00

%$5

4,26

83.00

%$5

5,89

63.00

%$5

7,57

32.50

%$5

9,01

22.50

%$6

0,48

82.25

%$6

1,84

92.00

%$6

3,08

6TB

S8$5

0,82

03.75

%$5

2,72

63.50

%$5

4,57

13.25

%$5

6,34

53.00

%$5

8,03

53.00

%$5

9,77

63.00

%$6

1,57

03.00

%$6

3,41

72.50

%$6

5,00

22.50

%$6

6,62

72.25

%$6

8,12

62.00

%$6

9,48

9TB

S9$5

5,97

83.75

%$5

8,07

83.50

%$6

0,11

03.25

%$6

2,06

43.00

%$6

3,92

63.00

%$6

5,84

43.00

%$6

7,81

93.00

%$6

9,85

32.50

%$7

1,60

02.50

%$7

3,39

02.25

%$7

5,04

12.00

%$7

6,54

2

209

210

GLOSSARY OF TERMS

The City of Arvada Annual Budget and Program of Services is structured to be easily understood and meaningful to both the general public and the organization. This glossary is provided to assist those unfamiliar with budget-ing terms and a few terms specific to the Arvada financial planning process.

Accrual Basis: A basis of accounting in which transactions are recognized at the time they are incurred, as op-posed to when cash is received or spent.

Advance Refunding: The payoff and re-issuance of bonds to obtain better interest rates and/or bond conditions.

Appropriation: A formal action by the City Council which approves the spending limits for the fiscal year for each fund.

Assessed Valuation: A valuation set upon real estate or other property by the County Assessor as a basis for levying taxes.

Asset: Resources owned or held that have monetary value.

Assigned Fund Balance: These are amounts that a government intends to use for a specific purpose. Intent can be expressed by the governing body or by an official or body to which the governing body delegates authority.

Attrition: A method of achieving a reduction in personnel by not refilling the positions vacated through resigna-tion, reassignment, transfer, retirement or means other than layoffs.

AURA: Stands for Arvada Urban Renewal Authority. AURA acquires and assembles property in order to rede-velop blighted property located in the urban renewal district. The district in Arvada includes 5 active areas that are located throughout the City.

Authorized Positions: Employee positions, which are authorized in the adopted budget, to be filled during the year.

Bond: A long-term I.O.U. or promise to pay. Often bonds are issued to finance the construction of long term capital projects. It is a promise to repay a specified amount of money (the face amount of the bond) on a particu-lar date (maturity date). Bonds come in two types: general obligation bonds are backed by the full faith, credit and taxing authority of the government and revenue bonds are backed only by a specific revenue stream, such as water user fees or sales tax.

Budget: A plan of financial activity for a specified period of time (two years) indicating all planned revenues and expenditures for the budget period.

Budgetary Basis: This refers to the basis of accounting used to estimate financing sources and uses in the budget. This generally takes one of three forms: Generally Accepted Accounting Principles (GAAP), cash, or modified accrual.

Budgetary Control: The control or management of a government in accordance with the approved budget for the purpose of keeping expenditures within the limitations of available appropriations and resources.

Capital Equipment: Assets of value greater than $5,000 and having a useful life greater than 36 months. Capital equipment is also called fixed assets.

211

GLOSSARY OF TERMSCapital Improvements Plan (CIP): The appropriation and spending plan for improvements to city facilities includ-ing buildings, streets, water , stormwater and sewer projects, drainage improvements, parks and trails.

Capital Outlay: Classification of expenditures related to the purchase of capital equipment.

Capital Project: Major construction, acquisition or renovation activities which add value to a government’s physi-cal assets of significantly increase their useful life.

Cash basis: A basis of accounting in which transactions are recognized only when cash is increased or decreased.

CDBG: Stands for Community Development Block Grant, which is money given to cities from the federal govern-ment to improve blighted conditions and to assist low and moderate income persons.

Committed Fund Balance: These are amounts constrained to specific purposes by a government itself, using its highest level of decision making authority. To be reported as committed, amounts cannot be used for any other purpose unless the government takes the same highest-level action to remove or change the restraint.

Consumer Price Index (CPI): A statistical description of price levels provided by the U.S. Department of Labor. The index is used to measure the increase in the cost of living (economic inflation).

Contingency: A budgetary reserve set aside for emergency or unanticipated expenditures and/or revenue short-falls.

Debt Service: The principal and interest payments on outstanding bonds.

Depreciation: Expiration in the service life of capital equipment attributable to wear and tear, deterioration, action of the physical elements, inadequacy or obsolescence.

Emergency Reserve: A term used in TABOR. TABOR requires Arvada to maintain 3% of total fiscal year spending as an emergency reserve.

Encumbrance: The formal accounting recognition of commitments to expend resources in the future.

Enterprise Fund: A separate set of financial records used for operations which are financed and operated in a manner similar to a private business enterprise. City enterprise funds are set up in order to pay ongoing costs of a program using ongoing revenues and fees generated by the program such as Arvada’s utility service.

Fiscal Year: The one-year period designated by the city for the beginning and ending of financial transactions. This is the period covered by the budget and the financial report. The city’s fiscal year begins January 1 and ends December 31.

Full Time Equivalent Position (FTE): A position converted to the decimal equivalent of a full-time position based on 2,080 hours per year. For example, a part-time typist working for 20 hours per week would be equivalent to .5 of a full-time equivalent. Full Faith and Credit: A pledge of the government’s taxing power to repay debt obligations.

Fund: A fiscal and accounting entity with a self-balancing set of accounts recording cash and other financial re-sources, related liabilities and residual balances.

212

GLOSSARY OF TERMS

Fund Balance: The difference between total assets and total liabilities for a fund.

GASB: The Governmental Accounting Standards Board, which is the source of generally accepted accounting prin-ciples for public-sector entities like the City of Arvada.

General Obligation (G.O.) Bond: This type of bond is backed by the full faith, credit and taxing power of the city.

General Fund: A general purpose fund supported by taxes, fees and other revenues which may be used for any lawful purpose. This fund accounts for all financial resources except those required to be accounted for in another fund.

Goal: A statement of broad direction, purpose or intention based on the needs of the community. A goal is general and timeless; that is, it is not concerned with a specific achievement in a given time period.

Infrastructure(s): Facilities on which the continuance and growth of a community depend such as a road, water lines, sewer lines, public buildings, and parks. Infrastructure assets are immovable and of value only to the govern-ment.

Internal Service Fund: This fund accounts for the financing of goods or services provided by one department or agency to other departments or agencies of the governmental unit. An example is the insurance fund.

Liability: An obligation to pay an amount in money, goods, or services to another party.

Local Growth: A term defined by TABOR. Local growth is the net percentage change in actual value of all real property.

Maintenance and Operation Costs: The day-to-day operation and maintenance costs of a municipality include such things as gas and electric utility bills, telephone expense, reproduction costs, postage and vehicle maintenance.

Mill: Property tax rates that are based on the valuation of property are measured in units called mills. A tax rate of one mill produces one dollar of taxes on each $1,000 of assessed property valuation.

Modified Accrual: A basis of accounting where revenues are recognized in the accounting period in which they become available and measurable, and expenditures are recognized in the accounting period when the liability is incurred, if measurable.

Nonspendable Fund Balance: These are amounts that are not in a spendable form (such as inventory) or are re-quired to be maintained intact (such as the corpus of an endowment fund).

Operating Budget: A budget which contains the day-to-day costs of delivering city services. The operating budget is the spending plan for the entity.

Operating Revenue: Funds that the government receives as income to pay for ongoing operations. It includes such items as taxes, fees from specific services, interest earnings and grant revenues. Operating revenues are used to pay for day-to-day services.

Operating Expenditures: The cost for personnel, materials and equipment required for a department to function.

213

GLOSSARY OF TERMS

Performance Measure: Data collected to determine how effective or efficient a program is in achieving its objec-tives.

Personnel Expenditures: Expenditures for salaries, wages and fringe benefits for employees.

Reserve: A portion of the fund balance that is not available for appropriation or expenditure.

Reserve Funds: Separate sets of accounts established to account for funds that are reserved for a specific purpose.

Resolution: A formal statement of a decision or expression of opinion put before or adopted by the city council.

Restricted Fund Balance: These are amounts constrained to specific purposes by their providers (such as grantors, bondholders, and higher levels of government), through constitutional provisions or enabling legislation.

Revenue Bond: This is a type of bond that is backed only by a particular source of revenue , such as water sales, road tolls, and sales taxes.

Supplemental Appropriation: An additional appropriation made by the governing body after the budget year has started.

TABOR: TABOR (Taxpayer Bill of Rights, Article X, Section 20 of the Colorado Constitution) is an amendment to Colorado’s State Constitution passed by election in 1992 that imposes revenue limitations for governments.

TABOR Caps: The limits placed each year on how much money cities can receive. The caps are calculated on a yearly basis and are dependent upon local growth plus inflation.

Taxes: Compulsory charges levied by a government for the purpose of financing services performed for the com-mon benefit of the people. This term does not include specific charges made against particular persons or property for current or permanent benefit, such as special assessments.

Tax Levy: The total amount to be raised by general property taxes as measured by mills. A mill equals $1,000 of assessed valuation.

Transfer: An expenditure from one fund to be benefit of a receiving fund.

User Charges: The payment of a fee for direct receipt of a public service by the party benefiting from the service is a user charge.

Working Capital: The difference between the current assets and current liabilities in a fund. In other words, work-ing capital is the amount of money available to pay for current operations.

214

City of Arvada8101 Ralston Road, Arvada, CO 80002

2013-2014 Biennial Operating and Capital Budget

Documents

capital budget summary

budget process

community development

areas arvada center

legal requirements

community profile

city management

public representation