City of Arvada

Transcription

City of Arvada

CITY OF ARVADA, COLORADO 2009‐2010 BIENNIAL OPERATING AND CAPITAL BUDGET CITY OF
ARVADA
2009 AND 2010 BIENNIAL OPERATING AND CAPITAL BUDGET
Table of Contents
Overview
Budget Transmittal Letter....................................................................................................................1-8
Community Profile ............................................................................................................................9-11
Goals and Objectives.......................................................................................................................12-14
Legal Requirements.........................................................................................................................15-16
Budget Policies and Process............................................................................................................17-20
Financial Overview .........................................................................................................................21-26
Revenue and Expenditure Summary......................................................................................................27-40
Department Areas
Arvada Center for the Arts and Humanities ....................................................................................41-60
City Management and Public Representation .................................................................................61-76
Community Development ...............................................................................................................77-88
Economic Development ..................................................................................................................89-98
Finance ..........................................................................................................................................99-112
Human Resources........................................................................................................................113-120
Information Technology..............................................................................................................121-138
Judicial.........................................................................................................................................139-146
Legal............................................................................................................................................147-154
Parks, Golf and Hospitality Services...........................................................................................155-178
Public Safety................................................................................................................................179-198
Public Works and Utilities...........................................................................................................199-224
Capital Improvement Program ....................................................................................................225-244
Debt Obligations ................................................................................................................................245-250
Additional Information
2009 Budget Adoption Resolution .................................................................................................... 251
2009 Appropriation Ordinance ...................................................................................................252-253
Mill Levy Ordinance ......................................................................................................................... 254
2009 Pay Plan Adoption Resolution .................................................................................................. 255
2009 Capital Improvement Adoption Resolution .............................................................................. 256
Five Year Financial Models – Assumptions ...............................................................................257-258
Five Year Financial Models ........................................................................................................259-272
Pay Plan Position and Grade Schedules .....................................................................................273-290
Glossary of Terms .......................................................................................................................291-294
Cover Design Provided By: Steve Milke
Jeremy Murphy and Isabella Urrutia – Little Elementary
Cover Artwork By:
Special Thanks To:
Lisa Yagi, Assistant Finance Director
Bryan Archer, Controller
Arlene Martinez, Executive Secretary
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CITY OF
ARVADA
City Officials
Bob Frie
Mayor
(Term expires 2011)
Aaron Azari
Councilmember - At-Large
(Term expires 2009)
Don Allard
Councilmember – District 1
(Term expires 2009)
Mark McGoff
Councilmember - District 2
(Term expires 2011)
Lorraine Anderson
Mayor Pro Tem
(Term expires 2009)
Bob Dyer
(Term expires 2011)
Marc Williams
Councilmember – At-Large
(Term expires 2011)
City Manager and Key Staff
Craig G. Kocian
William Ray
George Boyle
Christopher K. Daly
Jo Mattoon
James Root
Michael Elms
Victoria A. Runkle
Gene Sobczak
Chris Koch
Gordon Reusink
Timothy Steinhaus
Hazel Hartbarger
Michele Hovet
Clark Johnson
Vicky Reier
Maria Vanderkolk
Don Wick
City Manager
Deputy City Manager
Municipal Judge
City Attorney
Director of Human Resources
Director of Public Works
Director of Community Development
Director of Finance
Executive Director of Arvada Center
City Clerk
Director of Parks, Golf and Hospitality Services
Executive Director of Arvada Urban Renewal Authority
Director of Arvada Economic Development Association
Director of Information Technology
Assistant to the City Manager
Chief of Police
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Administration
Market/Patron
Services
Development
Performing
Arts
Gallery/Museum
Education
Facilities
Management
Arvada
Center for
the Arts &
Humanities
Human
Resources
Human
Resources
Treasury
Tax and Audit
Purchasing
Utility Billing
Risk
Management
Finance
Information
Systems
General
Services
Network
Systems
Information
Technology
City
Management
City Clerk
KATV
Office of the
Chief
Administration
Communications
Records
Patrol
Child Advocacy
Center
Investigations
Special
Investigations
Public
Safety
City Attorney
Planning
Arvada
Housing
Code
Enforcement
Community
Development
City Manager
City
Manager's
Office
Municipal Judge
Mayor and City Council
CITIZENS OF ARVADA
Administration
Streets
Traffic &
Transportation
Engineering
Facilities
Management
Building
Inspection
Fleet
Maintenance
Utilities
Administration
GeoData
Services
Public
Works
Economic Dev
Economic
Development
Golf Courses
Hospitality/Conf
Svcs
Parks & Urban
Design
Parks, Trails,
Open Space
Maintenance
Parks, Golf
and
Hospitality
Services
CITY OF
ARVADA
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CITY OF
ARVADA
The Government Finance Officers Association of the United States and Canada (GFOA) presented a
Distinguished Budget Presentation Award to the City of Arvada for its Biennial budget for the fiscal years
2007-2008. In order to receive this award, a governmental unit must publish a budget document that
meets program criteria as a policy document, as an operations guide, as a financial plan, and as a
communications device.
We believe our current budget continues to conform to program requirements, and we are submitting it to
GFOA to determine its eligibility for another award.
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Budget Overview
CITY OF
ARVADA
2009 AND 2010 BUDGET
Community Profile
Arvada, Colorado, located in the Denver Metro Area, is home to approximately 107,050 people. The
community was born with the discovery of gold on June 22, 1850. A wagon train, bound for California, crossed
the Platte River just north of the confluence with Clear Creek, following Clear Creek west for six miles. The
members of the wagon train rested for a day, and Lewis Ralston dipped his gold pan in an unnamed mountain
stream. He found almost $5 of gold in his first pan. The stream was later named Ralston Creek in his memory.
This was the first gold discovery in Colorado, and one of the most significant events in Colorado history.
Only 20 years later, on December 1, 1870, six years before Colorado
would achieve statehood, legal notice was posted for the new Town of
Arvada. Benjamin F. Wadsworth filed a town plat, and Mary,
Wadsworth’s wife, named the new town in honor of her brother-inlaw, Hiram Arvada Haskin. At that time it was a village of 100
people; in 1904 Arvada incorporated as a town with a population of
600. Arvada turned 100 years old in 2004. Arvada officially became
a City on October 31, 1951 with a population of 2,400. Since that
time, Arvada has grown to be one of the ten largest cities in the State
of Colorado.
City of Arvada at a Glance
Incorporated
1904
Square Miles
35.55
Population
107,050
Households
41,522
Median Age
37.2
Employment
33,669
With strong historical roots, Arvada enjoys a strong civic leadership that understands values, and supports
quality of life and community growth. Arvada’s land encompasses 22,750 acres (35.5 square miles). Arvada is
known for its recreational and cultural activities, quality education, and nationally acclaimed student
accomplishments. The extraordinary parks and trails systems link downtown Denver to the foothills, and offer
easy access to mountain recreation and other activities. Arvada’s population boomed during the 1960's and
1970’s and the City has since enjoyed a steady population increase.
One need not search to explain this trend of growth. Arvada is an ideal place to live. Nestled between the
foothills of the Rocky Mountains to the west and metropolitan Denver to the east, Arvada is a thriving suburb
with a safe, beautiful, dynamic, and culturally-rich environment.
Housing Statistics
Total Arvada residential units
Total Arvada households
Average detached home price
Average attached home price
Average 2-bedroom, 1-bath apartment rent
43,456
41,522
282,502
165,622
860
Arvada is a mixture of old and new. Walking in Olde Town, listed on the National Register of Historic Places,
provides a glimpse into Arvada's past. The restored buildings that once housed the blacksmith, feed mill,
grocery, general store, bank, funeral parlor, and pool hall can still be appreciated. Arvada retains its historical
flavor while balancing residential growth with commercial, industrial, and professional office developments to
provide jobs and services for residents.
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The per capita income exceeds the rest of Colorado and the nation, while the median household income exceeds
the Denver Metropolitan Statistical area, the rest of Colorado, and the nation
Per Capita Incom e
$25,000
$20,000
*Metropolitan Statistical Area
$15,000
$10,000
Based upon effective buying income. Effective
buying income is defined as money income
less personal tax and non-tax payments –
often referred to as “after-tax” income.
$5,000
$0
Arvada
Denver
MSA*
Colorado
U.S.
Median Household Income
$60,000
$50,000
*Metropolitan Statistical Area.
$40,000
$30,000
The info is from Sales and Marketing
Management, 2004 Survey of Buying
Power, 4th Quarter (released October
2005)
$20,000
$10,000
$0
Arvada
Denver MSA*
Colorado
U.S.
The city of Arvada offers a diverse economic base, highly educated workforce, low crime rate, and close
proximity to leading universities and research institutions.
Primary Education
(Public Schools in Arvada)
Elementary Schools (grades K-6)
Middle Schools (grades 7-8)
High Schools (grades 9-12)
Charter Schools
Private and Parochial Schools
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5
4
2
5
Academic Test Scores
Test
Jefferson
SAT Verbal
570
SAT Math
578
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Colorado
560
565
National
502
515
CITY OF
ARVADA
Arvada takes pride in the nationally acclaimed, City-owned Arvada Center for the Arts and Humanities. The
Center produces multiple plays and musicals each year. It also features an outdoor amphitheater that hosts a
summer concert series, two gallery spaces with rotating exhibitions; an historical museum and more than 600
classes in the arts and humanities each year. An adjacent 7,500 square foot ballroom is the perfect setting for
business luncheons, banquets, conferences and seminars. Completion of a new 9,000 square foot black box
theater, as part of an 18,000 square foot expansion project, was completed in 2007. This new performing arts
venue will be versatile. It will be able to be modified from a 200-seat raked house to variations within the space
that can accommodate cabaret-style productions, as well as transformation of the space into an open hall,
appropriate for banquet type events for up to 90.
Arvada Police Department
• One of the lowest crime rates in the Denver Metropolitan area.
• The Arvada Police Department employs 246 people, including 165
commissioned officers.
• Officers must possess a 4-year degree from an accredited college or
university.
• First city in Colorado and the 13th in the nation to have its police
department accredited.
• First police department in the state to be accredited for an unprecedented
seventh time.
Arvada is crisscrossed by a unique system of creeks and canals where it is possible to meander along more than
163 miles of hiking, biking and horseback riding trails, and enjoy 87 parks consisting of 2,912 total acres, 600
irrigated acres and 55 playgrounds. Three outstanding golf courses are conveniently located in Arvada and offer
beautiful scenery and appropriate challenges for the novice to the professional. Spectacular mountain views and
close proximity to numerous routes to the mountains provide tremendous opportunities for activities such as
hiking, skiing, mountain biking, camping, boating, fishing, rafting and wild life watching.
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ARVADA
Goals and Objectives
In 1997 the City Council first adopted twelve Community Goals. These Community Goals define the activities
important for the City’s citizens. They describe the programs where the Council wants to allocate resources.
The staff then took the twelve goals and placed them into a context to align activities and accomplishments –
referred to as “Results.” The intent is to use these six areas as a tool to communicate, in a simple and concise
way, the City’s activities.
Economic Vitality: The City supports a business environment which includes primary jobs, a diversified
economic base and provides adequate and appropriate revenue streams now and well into the future to meet
service needs.
Physical Infrastructure: The City maintains, constructs and replaces roads, parks, utility systems, and other
capital assets to ensure the safety of City residents.
Safety and Security: The City provides a safe and secure environment for its citizens through the combined
efforts of professional police, court, legal, fire, ambulance services, the appropriate enforcement of codes and
laws, and the sense of shared community responsibility among its citizens.
Vibrant Community: The City provides support to create a strong sense of community, identity and connection
with its cultural, recreational, commercial and neighborhood programs.
Environmental Sustainability: The City meets its energy needs as innovatively as possible, including both
applying new technologies and good daily practices of lowering our costs.
Organizational Effectiveness: The City commits to being: ethical in all practices, responsible to the Citizens of
the City, fiscally and financially accountable and collaborative with internal and external partners.
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Each Department provides ways they will meet these commitments. This information is provided in the
Departmental Sections.
The definitions of the Community Goals are as follows:
CULTURE - Arvada will strengthen its leadership in the arts, culture, and heritage areas by commitment to
access, varied learning opportunities, and economic development. Residents of Arvada, and others within the
seven county regions, will experience a strong sense of this community's identity and heritage through the arts
and humanities, and will have the opportunity to make them a part of their everyday lives.
ECONOMIC DEVELOPMENT AND EMPLOYMENT - Arvada’s economy will be sustained by a skilled,
well-educated resident labor pool and a well-planned and balanced commercial, industrial and retail community
with emphasis in job creation, broadening the tax base, and assistance to existing businesses.
EDUCATION - Every resident of Arvada will have the opportunity to receive the highest quality education to
maximize their potential.
ENVIRONMENT AND NATURAL RESOURCES - Arvada will be a community which protects the
environment and uses natural resources wisely.
HOUSING AND COMMUNITY DEVELOPMENT - Arvada will be a community with quality housing
choices relative to cost, design, maintenance and location to meet the needs of a demographically diverse
population. Where appropriate, Arvada will encourage transit oriented development, pedestrian-oriented
community design concepts and recognize the diverse nature of neighborhoods in the development process,
especially with regards to development requirements.
HUMAN SERVICE NEEDS - Arvada will effectively facilitate the fulfillment of the human service needs of
all Arvada residents.
PARKS, RECREATION, AND OPEN SPACE - Arvada residents shall benefit from a well-planned, exciting
and diverse system of parks, open space, and recreational opportunities for all.
PHYSICAL INFRASTRUCTURE: Arvada will be a community which continuously provides and maintains
the highest quality possible physical infrastructure and transportation systems. The physical infrastructure will
be cost-effective, environmental conscious, and aesthetically pleasing to meet the needs of the residents,
business community, and those using city facilities, and will incorporate the latest technology, such as fiber
optics, to keep the city technologically competitive. Arvada will take an active role in infrastructure controlled
by outside entities, including cable, electrical, and natural gas. Arvada will strive to maintain the superior
quality of its water transmission and distribution system.
PLANNING AND DEVELOPMENT - Arvada will be a community which constantly strives for and achieves
high quality of life, balancing a mix of open space, residential, commercial, and employment opportunities.
Arvada will actively work towards the preservation of the mountain backdrop.
PUBLIC SAFETY - Arvada’s residents, business community, visitors, and employees will be able to live,
work, commute, visit, and conduct business with confidence in their personal safety and the safety of their
property.
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RESPONSIVE AND WELL-MANAGED GOVERNMENT - Arvada will be a community that practices
collaboration and consensus; honors diversity while focusing on shared values; is focused on issues of people,
not institutions; and recognizes the value of public discussion. The city will maintain an organizational
structure with well-qualified, highly trained and motivated employees, and encourage sound business practices
that emphasize accountability, ethical behavior, efficiency, the most appropriate technology, effectiveness, and
responsiveness.
TRANSPORTATION: Arvada will be a community of well-planned and designed transportation corridors
which will encourage traffic to use arterials and parkways, and provide congestion-free neighborhood streets.
Arvada will also strive to reduce reliance on the automobile, the traditional use of transportation, and offer
alternative modes of transportation, when possible, and will actively seek out rail alternatives.
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ARVADA
Legal Requirements
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 Charter establishes a
Council-Manager form of government. The City’s governing body consists of an elected Mayor and six member Council. The Mayor and Council appoint a City Manager. The City of Arvada is a “home rule” City,
governed by its City Charter, the Colorado State Constitution, and City ordinances as adopted by the City
Council.
The City Charter requires the adoption of budgets for the general fund, special revenue funds, debt service
funds, capital projects funds, and proprietary funds. Budgets are not required for fiduciary funds. A fiduciary
fund is custodial in nature and is used to account for assets that the government holds for others in an agent or
trustee capacity.
City Council annually appropriates all budgeted funds with the exception of the capital projects funds. Projectlength budgets are adopted for these funds. The City adopts budgets for governmental funds using the modified
accrual basis of accounting, consistent with generally accepted accounting principles (GAAP).
The City Manager submits a proposed budget to the City Council for each of two budget years (January 1 to
December 31). The budget includes an explanatory message and is submitted in late August or mid-September.
The proposed budget contains a complete and detailed financial plan for all City funds. The proposed budget is
open for public inspection and review. By October 15th, City Council conducts at least one public hearing on
the proposed budget. Not less than sixty days prior to the first day of the next fiscal year, City Council adopts
the City budget by resolution and the annual appropriation by ordinance. The City prepares a combination lineitem and department budget, but the legal level of control is at the fund level which is the amount approved by
ordinance.
On November 3, 1992, the voters of the State approved Article X, Section 20 to the State Constitution (the
amendment) limiting growth of public entities and their ability to borrow and tax.
Enterprises, defined as government-owned businesses authorized to issue revenue bonds and receiving less than
10% of its annual revenue in grants from all state and local governments combined, are excluded from the
provisions of the amendment. The City believes that its Water, Wastewater, Stormwater, Golf Course, and Food
Services operations qualify for this exclusion.
The initial revenue base is 1992 fiscal year spending. The amendment generally defines fiscal year spending as
expenditures plus reserve increases (i.e., revenues) with certain exceptions. Future revenue limits are
determined based upon the prior year’s fiscal year spending adjusted for a growth factor based on inflation and
changes in the actual value of real property within the City’s boundaries. Revenues from gifts, federal funds,
and certain interfund transfers are excluded from the limit calculation. Originally, revenues in excess of the
limit had to be refunded unless the voters approved retention of such revenue.
In November 1996, the qualified electors of the City approved Resolution R-96-127 which reads as follows:
Without creating any new tax or increasing any current taxes, shall the City of Arvada be permitted, in
1996 and each year thereafter, to retain and spend City revenues in excess of the spending, revenue
raising, or other limits in Article X, Section 20 or the Colorado Constitution, utilizing such revenues
for public safety, municipal services, transportation and other public improvements, parks and
recreational facilities, and any other lawful public purpose?
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The Amendment requires, with certain exceptions, voter approval prior to imposing new taxes, increasing a tax
rate, imposing a mill levy that will produce property tax revenue in excess of the amount collected in the
previous year adjusted by the growth factor, extending an expiring tax, or implementing a tax policy change
which directly causes a net tax revenue gain.
Except for bond refinancing at lower interest rates or adding employees to existing pension plans, the
amendment specially prohibits the creation of multiple fiscal year debt or other financial obligations without
voter approval or without irrevocably pledging present cash reserves for all future payments.
The City believes it is in compliance with the requirements of the amendment. However, due to the broad
general terms of the amendment, the City has been required to make certain interpretations of the amendment’s
language in order to determine its compliance. Ultimately, the courts may be required to determine the
appropriate interpretations of the amendment’s terms and provisions.
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ARVADA
Budget Policies and Process
The City of Arvada utilizes long range planning for each of the City’s major operating funds. Specifically, the
City prepares a two-year budget based on a five-year financial model. This method of budgeting is used to
determine if future impacts of the current proposed budget are fiscally sound. Using this five-year model, the
City is able to test the effects of current financial decisions on future year’s financial conditions when approving
funding requests throughout the organization.
There are many variables and factors that impact the five-year model. These components include the following:
beginning working capital, projected revenues, projected expenditures (including capital expenditures), ending
working capital and required working capital goals. Revenue and expenditure projections for the various funds
are based on historical trends, various economic and inflation forecasts, and known changes in operations,
legislation and capital outlay requirements. A required working capital goal is also established to mitigate
current and future risks (e.g. revenue shortfalls or unanticipated expenditures). The City maintains a working
capital balance in its General fund equal to 8% of annual expenditures. Three percent is reserved for
emergencies as required by the State constitution. The remaining 5% protects the City from cyclical
fluctuations in revenues or unanticipated expenditures. The City also establishes an individualized working
capital requirement for various operating funds.
The budget process begins with the estimated beginning working capital balance for the current year. Projected
revenues and expenditures are applied to the beginning balance to calculate the ending balance for the proposed
budget year. This process is continued for the next five years. The resulting calculation of the ending balance in
year five is compared to the calculation of the minimum required working capital goal. The bottom line is that
each fund should work towards maintaining a fund balance that is equal to, or exceeds the required working
capital goal in the fifth year. The “Additional Information” section of this document includes summaries of
five-year financial models for the City’s major operating funds.
The comparison of ending balances to the required working capital requirement in the fifth year reveals whether
or not adjustments in the current level of proposed expenditures are necessary in order to maintain long-term
financial stability. If the ending balance is equal to or exceeds the working capital requirement, no adjustment
in the current proposed budget is necessary. The fund may also contemplate additional expenditures based on
the needs in the fund. However, if there is a discrepancy between ending working capital and the required
working capital goal, the City has five years to eliminate either one-time capital expenditures, reduce on-going
operating expenditures, or some combination of the above to work toward the working capital requirement.
Taking a long-term view of the City’s current operations insures that the City acts in a fiscally responsible
manner. Budgeting in this manner also allows management time to react and respond to changes in the
economy and minimizes the effect of budget fluctuations on service delivery.
Budget Basis
Annual budgets for governmental funds (General, Special Revenue and Debt Service funds) are prepared
separately using the modified accrual basis of accounting. Modified accrual accounting is 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.
Annual budgets are also budgeted for all Enterprise and Internal Service funds. This basis used to budget these
funds is also a modified accrual basis of accounting which includes capital expenditures and current debt service
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principal payments and excludes depreciation, amortization and adjustments for accrued compensation
absences.
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 – To account for annexation requirements of a 6% land dedication or an equivalent
cash contribution to be used primarily for park purposes.
•
Drainage Fund – To account for drainage fees that are levied as development occurs.
•
Arvada Center Fund – To account 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 administered by
the Arvada Housing Authority.
•
Community Development Fund – This fund accounts for all entitlements, revenues and expenditures of the
Community Development Block Grant (CDBG), the Home Rehabilitation and the Essential Home Repairs
programs.
•
Parks Fund – To account for costs associated with the acquisition, design, development, maintenance and
beautification of parks, open space and trails within the City.
•
Police Seizure – Colorado State Statutes authorize local law enforcement agencies to seize cash and other
assets belonging to persons convicted of public nuisance crimes. This fund was established to accounts for
these resources as they are awarded and expended by the City’s law enforcement agency.
•
Police Tax Increment Funds – The purpose of the tax increment funds is to account for the voter approved
sales tax increases (.21 and .25) to fund expanded police services.
•
Repayment Fund – To account for payments related to active code enforcement.
•
Grants Fund – To account for receipt of lottery monies through the Conservation Trust Fund.
•
Debt Service Fund – To account for the payment of principal and interest on the $16,740,000 Series 1998
Sales and Use Tax Revenue Refunding bonds, the $14,000,000 Series 1999 Sales and Use Revenue Bonds,
the $16,955,000 Series 2003 Sales and Use Tax Refunding and Improvement Revenue Bonds, and the
$18,505,000 Series 2005 Certificates of Participation.
•
Capital Improvement Projects Fund – To account for the financial resources to be used for the acquisition or
construction of major capital facilities (other than those financed by the Enterprise or Internal Service
Funds).
•
Construction Fund – To account for the proceeds from the Series 2005 COP Bond issues to be used for
Stormwater drainage improvements, Water main line replacements and an expansion of the Arvada Center
for the Arts and Humanities.
The major Governmental Funds, as reported in the 2007 City of Arvada CAFR, were the General Fund, Parks
Fund, Community Development Fund, Capital Improvement Projects Fund and the Construction Fund.
Internal Service Funds
Insurance Service Fund – This fund accounts for the activities associated with the City’s worker’s
compensation and property and liability insurance activities.
•
Arvada Medical and Disability Program Fund – This fund accounted for the activities associated with the
self insurance for dental insurance for employees who chose to participate in the plan. The City has
discontinued providing medical benefits under this plan. However, the City continues to maintain this plan
until it is legally terminated.
•
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•
•
Replacement Fund – This fund accounts for the accumulation of financial resources necessary for the timely
and orderly replacement of the City’s vehicles and computers.
Central Services Fund – To account for the accumulation of financial resources necessary for the operation
of the City’s print shop, copier maintenance and replacement, vehicle maintenance shop and non-routine
building maintenance.
Enterprise Funds
Water Fund – This fund accounts for administration, operations, capital outlay, maintenance, financing and
related debt service and billing and collection for the water utility operations.
•
Wastewater Fund – This fund accounts for administration, operations, capital outlay, maintenance and
billing and collection for the collection, transmission and disposal of sewage and wastewater.
•
Stormwater Fund –This fund accounts for all activities necessary to maintain a stormwater management
plan.
•
Golf Course Fund – This fund accounts for all revenues and expenses of the Lake Arbor and West Woods
Golf Courses.
•
Food Services Fund – This fund accounts for all revenues and expenses associated with food service
activities including the operations of the banquet facilities at the Arvada Center for the Arts and Humanities.
•
The major Enterprise Funds, as reported in the 2007 City of Arvada CAFR, were the Water Fund and the
Wastewater Fund, Stormwater Fund and Golf Course Fund.
Budget Calendar
The budget process spans the majority of the year. The following summarizes the 2009 – 2010 budget schedule:
February
•
City Council Targeting Session
March
•
Department Head Budget Session
April
•
Preliminary revenue projections
June
•
Submittal of department budget requests
•
Prioritization of budget requests by budget team
July
•
Department meetings with the budget team to
discuss budget requests
•
Recommended budget presented to Department
Heads
•
Submittal of Capital Improvement Projects
(CIP) budget requests
August
•
Proposed budget document prepared
September
•
Proposed budget distributed to City Council
•
City Council study session on proposed budget
•
First reading on proposed budget
October
•
Second reading and public hearing on proposed
budget
•
Budget adoption
•
City Council appropriates, by ordinance, the
funds needed for the next fiscal year
•
City Council approves mill levy for the next
year
December
•
Final budget distributed
January
•
Update five-year model
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Budget and Accounting Control
Once the City Council adopts the budget, the City’s financial management system is used as the major tool for
monitoring activity. Quarterly financial reports are prepared for City Council which compare actual
expenditures and revenues against the budgeted and prior year amounts. Reviewing actual expenditures to
budgeted amounts on a fund-by-fund basis ensures that expenditures are within the legal appropriated limits
required by the City’s Charter.
In addition to the internal controls stated above, the City also employs two methods for external review of
financial records, practices and policies:
•
•
The City employs a Certified Public Accounting firm to audit all accounting records annually.
The City submits its Comprehensive Annual Financial Report (CAFR) to the Government Finance Officer’s
Association for review. The City has received the Certificate of Achievement for Excellence in Financial
reporting each year since 1987.
Once the budget is adopted, transfers between line items for regular operating expenses, within funds and
departments, can be accomplished with the approval of the department director. Transfers from any personnel
accounts require the approval of the department director and the City Manager.
The adopted budget and the level of appropriation can be amended during the year. This action requires Council
approval in the form of a resolution for a budget amendment and by ordinance requiring a public hearing for an
increase in appropriation.
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Financial Overview
Budget Summary 2009 – 2010
The 2009-2010 operating and capital budgets represent both short- and long-term financial plans. The budget
emphasizes the following objectives:
1. Long-term financial stability
2. Planning for the future replacement and maintenance of major capital assets
3. Capital improvements program
4. No tax rate increases
5. One-time revenues support one-time expenditures
6. Maintain current levels of services or programming to Arvada citizens
7. Addresses a Council prioritized target
8. Progressively manage the City in a prudent and efficient manner
9. Maintain a competitive compensation package
Long-Term Financial Stability:
The Budget Policies and Process section of this document explains the five-year financial model concept that the
City utilizes for long range financial planning. The City formally adopts a two-year budget. However, it
actually prepares a five-year financial model. Departments forecast revenues and expenditures in line item
detail for five years. This technique ensures long term financial stability and illustrates the ongoing costs of
today's decisions. The "Additional Information" section of this document includes summaries of these five-year
financial models.
The City also works toward maintaining a working capital balance in its General Fund equal to 8% of annual
expenditures. Three percent is reserved for emergencies as required by the State constitution. The remaining
5% protects the City from cyclical fluctuations in revenues due to changing economic conditions.
The City establishes an individualized working capital goal for various operating funds. No working capital
goal has been established for the Arvada Center, Insurance, Golf Course and other administrative or minor
funds.
•
Parks Fund – 11% of annual operating expenditures.
•
Hospitality Fund – 25% of annual operating expenditures
•
Water Fund – 25% of annual operating expenditures plus annual debt service requirement.
•
Wastewater Fund – 25% of annual operating expenditures.
•
Stormwater Fund - 25% of annual operating expenditures plus annual debt service requirements.
•
Arvada Economic Development Fund – 11% of annual operating expenditures.
•
Police Tax Increment Funds – 11% of annual operating expenditures.
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CITY OF
ARVADA
Planning for the Future Replacement and Maintenance of Major Capital Assets:
The City cannot maintain long-term financial stability without planning for the future replacement and
maintenance of major capital assets. The City employs an aggressive program to systematically repair and
replace capital assets.
Beginning in 1995, the City created a replacement fund for its vehicle fleet. Departments pay an annual
replacement cost for each of their vehicles. The City's fleet maintenance division assigns a useful life to each
vehicle along with the estimated salvage value and calculates the annual replacement cost for each vehicle.
Repeating the success of the vehicle replacement program in 1996 and 1997, the City expanded the concept to
include computer replacement and major non-routine building maintenance. The 2000 budget also incorporated
the City's new Financial Management System within the computer replacement fund while the replacement of
the Arvada Center's ticketing system software and the City's telephone system were incorporated in the 2003
budget. This method of budgeting ensures that future replacement of major capital assets will not reduce the
City's ability to provide a consistent level of service to its citizens.
In these programs, future cash outflows are projected for 10-30 years into the future. Departments pay for major
capital assets incrementally in a level and consistent manner.
Capital Improvements Program:
The City has capital maintenance and capital improvement requirements for general governmental infrastructure
and water utilities. These capital requirements ensure not only the safety of citizens, but also improve the
quality of life for citizens. Capital plans are developed for a five-year time period with long-term needs
identified.
In 1982 the need for ongoing monies for capital needs was identified and at the time 60% of the first cent of
sales tax revenue was dedicated for capital improvements – either to use as cash or to use as debt service for
capital projects.
The City manages the general governmental capital maintenance and improvement needs through the use of a
Capital Improvements Fund. This Fund receives, from the General Fund, the proceeds of 60% of one cent. It
also receives any specific grant dollars as received from outside sources. Finally, all interest on monies held in
this Fund are dedicated to capital needs. The Fund then pays for capital needs for streets, parks, and city
buildings.
The Water Utilities capital needs are met through rates, developer fees and tap fees. At the present time, these
revenues are accounted for in the appropriate Utility Fund: Water, Wastewater, and Storm Water.
Over the past several years it became apparent to the City Council and the staff that as our City ages, our capital
infrastructure needs will exceed available resources. In September of 2007, the City Council asked a Citizens’
Committee to review all of the City’s capital needs and determine the priorities of capital expenditures and
recommend funding allocations to the projects. The Committee’s recommendations will be presented to the
Council on September 22nd 2008.
Current Budget: The current budget appropriates the 60% of one cent to the CIP Fund and the Debt Service
Fund. In 2009 the General Fund will transfer $2.5 million to the CIP Fund to fund projects with cash. The
22
CITY OF
ARVADA
balance of the 60% of one cent, or $4.8 million will be dedicated to repay bonds issued in various years since
1998 for capital projects.
The allocation to specific general governmental projects will not be made until the Council hears and considers
the recommendations from the Citizens’ Committee. A full presentation on the CIP will be provided to the
Council after the recommendations are provided.
The City has one outstanding obligation for capital monies. In 2005 the City committed to funding its share of
the Grandview Grade separation using one-time available fund balances and dedicating $400,000 annually for
five years. In 2009, the budget does appropriate the last $400,000 payment from available fund balance in the
Capital Improvements Fund.
The Utilities Fund also has a decision for the Council. The currently proposed rates for the utilities, 7%, 9% and
2% for Water, Wastewater, and Storm Water include a 2% increase in each utility to continue to increase the
capital maintenance program as developed nearly ten years ago. These amounts ensure that the combined
capital maintenance budgets for the three utilities will be $6,110,000 in 2009 from their 2008 levels of
$5,360,000. This is a policy consideration for the Council.
No Increase in Taxes:
The 2009-2010 budget has no increases in sales or property tax rates.
One-Time Revenues Support One-Time Expenditures:
At this time, the Budget does not recommend any use of one time revenues to be dedicated to one-time
expenditures.
Progressively Manage the City in a Prudent and Efficient Manner:
Because of the stabilization in the economy, the City recommended additions to a number of programs that will
allow the City to progressively manage the City in a prudent and efficient manner. In addition to the specific
changes listed below, fuel costs increased for each Fund and Department by 20% in 2009. Electric and natural
gas costs increased by 10% in 2009. The City’s utility costs increased by 7% for water, 9% for wastewater, and
2% for stormwater.
General Fund:
• Operating loan of $750,000 in 2009 to be paid back in subsequent years.
• Increased Administrative Receptionist from .75 to 1.0 - $11,800 in 2009 and $13,900 in 2010
• Added $25,000 in 2009 and 2010 for review of retirement plan lineups
• Added $310,624 in 2009 and 2010 for related Golf Course debt
• Added $175,000 in 2009 for Neighborhood Cleanup Program
• Added $350,000 in 2009 for sales tax incentives
• Added $997,000 in 2009 and $1,125,000 in 2010 to meet the required 60% of 1 cent contribution to
capital, making the cash transfer to the CIP Fund $2,500,000 in 2009 and $2,625,000 in 2010.
• Eliminated Administrative Supervisor for a savings of $69,706 in 2009 and $70,928 in 2010
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CITY OF
ARVADA
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Eliminated and reduced various line items in the KATV budget for a savings of $52,571 in 2009 and
$54,148 in 2010
Eliminated and reduced various line items in the CMO budget for a savings of $15,000 in 2009 and
$15,400 in 2010.
Eliminated and reduced various line items in the City Clerk’s budget for a savings of $33,475 in 2009
and $34,479 in 2010.
Eliminated and reduced various line items in the Planning budget for a savings of $17,336 in 2009 and
$17,856 in 2010.
Eliminated and reduced various line items in Treasury budget for a savings of $3,000 in 2009 and
$3,090 in 2010.
Eliminated and reduced various line items in Sales Tax budget for a savings of $15,700 in 2009 and
$16,171 in 2010.
Eliminated and reduced various line items in Purchasing budget for a savings of $2,000 in 2009 and
$2,060 in 2010.
Eliminated and reduced line items in the Information Systems budget for a savings of $7,000 in 2009
and $7,210 in 2010.
Eliminated and reduced line items in the Judicial budget for a savings of $9,000 in 2009 and $9,270 in
2010.
Eliminated and reduced line items in the Office of the Chief budget for a savings of $13,719 in 2009 and
$14,130 in 2010
Eliminated and reduced line items in the Communications budget for a savings of $2,400 in 2009 and
$2,472 in 2010
Eliminated and reduced line items in the Records budget for a savings of $36,725 in 2009 and $37,827
in 2010
Eliminated and reduced line items in the Special Investigations budget for a savings of $12,722 in 2009
and $13,103 in 2010
Eliminated and reduced line items in the Administration budget for a savings of $12,852 in 2009 and
$13,238 in 2010
Eliminated 11 police vehicles from the overall fleet at a savings of $41,894 in 2009 and $43,198 in 2010
Added one police officer at a cost of $73,265 in 2009 and $80,282 in 2010
Eliminated 2 police positions at a savings of $82,945 in 2009 and $87,092 in 2010
Added $150,000 in 2009 and $154,500 in 2010 for street light repairs
Added $205,000 for street and traffic light electricity. This makes the 2009 annual cost $1,523,000.
Added $45,000 in 2009 and $46,350 in 2010 for street maintenance materials
Added $40,000 in 2009 and 2010 for ice slicer trial program
Eliminated and reduced line items in the Building Inspection budget for a savings of $38,568 in 2009
and $38,543 in 2010
Parks Fund:
• Added $14,190 in 2009 and $14,616 in 2010 for fertilizer
• Added $26,461 in 2009 and $27,255 in 2010 for contract maintenance
• Added $17,225 in 2009 and $17,740 in 2010 for Wadsworth Grade Separation maintenance
• Added $6,575 in 2009 and $6,772 in 2010 for portable radios
• Added $55,000 in 2009 and $56,650 in 2010 for various City utility rate increases
• Added 2 new Parks employees at a cost of $158,980 in 2009 and $122,276 in 2010
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CITY OF
ARVADA
Utilities Funds
• Added 1.5 utilities positions at a cost of $109,205 in 2009 and $114,650 in 2010
• The Water Fund budget was prepared assuming a 5% annual increase for water rates for operations. An
additional 2% was approved for increased capital maintenance.
• The Wasterwater budget was prepared assuming a 7% annual increase for sewer rates for operations.
An additional 2% was approved for increased capital maintenance.
• The Stormwater budget was prepared assuming a 0% annual increase for stormwater rates for
operations. An additional 2% was approved for increased capital maintenance.
Fleet Maintenance
• Added 2 new positions at a cost of $120,410 in 2009 and $132,000 in 2010
• Eliminated temporary salaries and benefits at a savings of $26,719 in 2009 and $27,520 in 2010
• Added purchase of MT Snow Plow at a cost of $35,500
• Added equipment to distribute magnesium chloride at a cost of $55,000
Maintain a Competitive Compensation Package:
To remain competitive in the labor force, the City annually updates the pay plan based on salary survey
information. Reviewing positions allows the pay plan to selectively respond to pay issues. Minimum and
maximum salaries in each pay grade will continue to reflect the salary rates for similar positions, in similar
organizations along the Front Range labor market, and will include private sector salary information where
comparable.
In 2003, the entire pay plan was updated. In 2008 for the 2009 Pay Plan, the City reviewed all positions and
recommend changes to Council in November, 2008. Council approved these changes and they will be
implemented in January, 2009.
Current projections indicate that the medical and dental plan premiums will increase. The 2009 budget assumes
a 12% increase to medical premiums in 2009. The provider has imposed an 18% increase. City’s Employee
Benefits Committee is reviewing changes to the plan that will close the gap between 12% and 18%. This will
require a variety of options including, but not limited to: increase co-pays for doctor visits, specialty procedures
and drug purchased.
Dental rates were assumed to increase by 3% for 2009, and this appears to be the provider’s requirement.
The five year projections assume medical costs will increase by 15% annually through 2010 and 2013 and
dental will increase at 10% for the same time period.
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CITY OF
ARVADA
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26
Revenue and
Expenditure Summary
CITY OF
ARVADA
REVENUE AND EXPENDITURE SUMMARY
The City of Arvada’s budget consists of various funds. The General Fund, Special Revenue funds, Capital
improvement funds comprised 61% of the total City budget in 2009. These funds provide for basic
governmental services and general capital projects which are supported by sales and use taxes, general property
taxes, other taxes and other fees.
Self-supporting Enterprise funds for Water, Wastewater, Stormwater, Golf Course and Food Service operations
account for 27% of the City’s budget. There are also four Internal Service funds that are financed through
charges paid by one department for goods or services paid by another department. The Internal Service funds
include the Insurance, Replacement, Central Services and Arvada Medical Disability funds. They account for
8.5% of the City’s budget.
The Debt Service fund is used to account for the accumulation of resources and the payment of bond principal
and interest for the general government and accounts for the remaining 3.5% of the budget. The Water fund
records debt service as part of its budget.
The following pages provide a narrative of the City’s major funds and a summary of the 2009-2010 projected
revenues, expenditures and working capital for all funds combined and for each individual fund.
2009 Expenditures by Fund Groups
Enterprise and Internal
Service
36%
Governmental Funds
60%
Debt Service Fund
4%
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CITY OF
ARVADA
Budget In Brief:
General Fund
Budgeted expenditures in 2009 are the same compared to the
2008 estimate not including the transfers to CIP. The
insignificant growth is caused by flat lining all budget lines
except utilities and contracts in anticipation of a pending
recession. The transfer to the Capital Improvement Projects
(CIP) fund increases $195,000 in 2009 for additional CIP
projects.
Parks Fund
Expenditures in 2009 increase $447,000 or 6.6% from the 2008
estimate primarily due to increases in medians and parks
acreage leading to increased park maintenance costs and the
hiring of 2 new parks maintenance personnel. Open Space
revenues, General Fund support and recovered costs from Apex
Recreation District make up the majority of the Parks fund
revenue. The Conservation Trust will also continue to transfer
$190,000 per year to the Parks Fund.
Economic Development Fund
Expenditures in 2009 increase $34,000 or 4.6% over the 2008
estimate. This increase is related to the re-organization of the
Department that took place in the middle of 2008. The center’s
continual efforts lead to the creation of new local and regional
jobs and generating additional sales tax revenue for the City
and the County.
Water Fund
Expenditures in 2009 increase $1,100,000 or 5% over the 2009
estimate. This increase is caused by additional CIP project
funding, increasing water main replacement $250,000 and the
addition of 1.5 full-time staff members. Water rates are
scheduled to increase 7%.
Food Services Fund
Expenditures in 2009 increase $114,000 or 5% over the 2008
estimate. In 2009, Food Service Fund will spend $173,000
replacing furniture and equipment. All other expenditures,
minus these remodel costs, will increase at 1%.
Wastewater Fund
Expenditures in 2009 decrease $1,598,000 or 15.6% over the
2008 estimate. This is a net of reduced CIP expenditures and
the increased fees for Metro Wastewater. Sewer rates are
scheduled to increase 9%. Included in this increase is a
$250,000 expansion of the sewer main replacements and the
increased fees for Metro Wastewater.
Golf Course Fund
Expenditures in 2009 decrease $227,000 or 5% from the 2008
estimate. This reduction is caused by the movement of the
payment of the new 9-hole lease being moved to the General
Fund for its final two and half years. Revenues are expected to
increase in 2009 over 2008 at Lake Arbor as many golfers are
looking for value and Lake Arbor is a lower cost high-value
course.
Stormwater Fund
Expenditures in 2009 decrease $210,000 or 5.7% over the 2008
estimate primarily due to decreases in the CIP expenditures.
Stormwater rates are scheduled to increase 2%. This increase
will be used to offset inflation.
Police Tax Increment Fund .21
Expenditures in 2009 decrease $127,000 or 3.8% from the 2008
estimate. The police department took a hard look at everything
they were doing and made some changes to some business
practices including eliminating or cutting programs. This is
reflected in the lower budget.
Insurance Fund
Expenditures in 2009 increase $1,881,000 compared to the
2008 estimate. Not including a one-time cash transfer out of
$2,000,000 in 2009, expenditures would be decreasing at 3.7%.
This was caused by a reduction in workers compensation
claims and overall insurance costs. The City charges
departments premiums to cover anticipated claims and
insurance premiums. Charges to departments are estimated to
decrease over the next five year period.
Expenditures in 2009 increase $241,000 or 9% from the 2008
estimate. 2009 will be the first year this fund will be fully
staffed and all the related costs are reflected in the higher
budget. Examples of these increases are workers
compensation, liability insurance, utilities and payroll related
items.
Arvada Center Fund
Expenditures in 2009 increase $541,000 or 5.7% over the 2008
estimate. This increase is due to the budgeted repayment of a
cash loan given to the center by the City’s General fund of
$750,000 for the years 2006-2009. The main revenue sources
for the Center, SCFD, General Fund transfer and ticket sales
are budgeted to remain flat for 2009.
The five-year models, including revenue detail by source, are shown in the “Additional Information” section of this document.
28
CITY OF
ARVADA
All Funds Summary
The following chart summarizes the revenues, expenditures and funds available for all budgeted City funds.
Beginning
2009
2009
2009
2010
2010
2010
Working
Capital
Projected
Revenues
Projected
Expenditures
Working
Capital
Projected
Revenues
Projected
Expenditures
Working
Capital
$ 25,958,265
$ 63,337,444
Lands Dedicated
4,340,000
185,000
Drainage
1,864,000
20,000
100,910
10,059,757
6,690,262
822,500
Funds
General Fund
$ 66,064,556 $
23,231,153
$ 64,579,564
$ 66,702,151 $
21,108,566
-
4,525,000
195,000
-
4,720,000
-
1,884,000
20,000
-
1,904,000
10,011,868
148,799
9,814,963
9,846,760
117,002
1,365,246
6,147,516
825,650
1,412,457
5,560,709
Special Revenue Funds:
Arvada Center
Community Development
Arvada Housing Authority
Parks
604,469
4,723,667
4,687,233
640,903
4,865,377
4,843,294
662,986
2,201,973
7,263,702
7,227,944
2,237,731
7,527,180
7,524,530
2,240,381
146,000
Police Seizure
146,000
-
-
146,000
-
-
Economic Development
426,082
768,000
762,736
431,346
808,000
805,207
434,139
4,786,724
3,201,525
3,158,472
4,829,777
3,249,655
3,326,306
4,753,126
4,412,524
3,765,800
2,904,104
5,274,220
3,845,619
3,113,080
6,006,759
Repayment Fund
Grants Fund
997,000
2,663,510
565,420
390,000
997,000
2,838,930
575,525
396,000
997,000
3,018,455
29,233,454
31,375,371
30,507,603
30,101,222
31,726,969
31,267,634
30,560,557
Debt Service Fund
COP Series 2005 Debt Service
559,000
84,000
4,311,151
1,398,325
4,305,151
1,398,325
565,000
84,000
4,311,251
1,400,225
4,304,251
1,400,225
572,000
84,000
Total Debt Service Funds
643,000
5,709,476
5,703,476
649,000
5,711,476
5,704,476
656,000
2,687,000
2,797,776
22,986,224
2,815,000
2,815,000
22,986,224
724,846
-
-
724,846
-
-
3,411,846
2,797,776
16,893,918
3,539,846
2,815,000
17,618,764
Total Special Revenue Funds:
Debt Service Funds:
Capital Projects Funds:
Capital Projects Fund
23,097,000
Construction Fund
Special Assessment
(6,817,152)
-
Total Capital Projects Funds
16,279,848
(6,092,306)
-
(5,367,460)
-
Enterprise Funds:
Water Fund
Wastewater Fund
Golf Course Fund
64,888,688
22,617,521
23,387,689
64,118,520
24,061,815
25,345,861
62,834,474
6,718,523
10,204,974
10,243,294
6,680,203
10,979,367
10,976,708
6,682,862
4,540,696
4,401,760
4,628,074
4,548,386
(775,695)
(636,759)
(557,071)
Stormwater Fund
Food Service Fund
10,331,518
845,972
3,402,548
2,204,172
3,667,670
2,329,735
10,066,396
720,409
3,472,362
2,316,281
6,998,711
2,337,450
6,540,047
699,240
Total Enterprise Funds
82,009,006
42,969,911
44,030,148
80,948,769
45,457,899
50,207,116
76,199,552
Internal Service Funds:
Insurance Fund
7,590,700
2,891,191
5,069,843
5,412,048
3,136,018
3,199,122
5,348,944
Replacement Fund
8,588,308
4,563,117
5,729,251
7,422,174
4,627,000
4,496,630
7,552,544
4,283,020
20,462,028
3,115,298
10,569,606
2,999,784
13,798,878
4,398,534
17,232,756
3,200,623
10,963,641
2,921,188
10,616,940
4,677,969
17,579,457
$ 174,585,601
$ 157,373,654
$ 162,902,437 $ 169,056,818
$ 161,979,395
Central Services
Total Internal Service Funds:
Total All Budgeted Funds
29
$ 167,313,317 $ 163,722,896
CITY OF
ARVADA
Revenue Trend Analysis
2006 and 2007 Actuals, 2008 Revised and 2009 and 2010 Budgets
General Fund
Repayment
Grants
Lands Dedicated
Drainage
Arvada Center
Parks
Police Seizure
Police Tax Increment .21
Debt Service
Capital Projects
Construction
Special Assessments
Water
Wastewater
Golf Courses
Stormwater
Food Services
Insurance
Replacement
Central Services
AEDA
Total Revenues by Fund
2006 Actual
57,530,411
1,310,284
681,153
1,176,650
88,815
8,311,460
765,163
3,886,922
6,116,740
2,690
1,409,388
2,819,173
3,194,261
4,380,012
16,361,931
1,549,177
219,203
34,066,362
9,238,435
3,717,089
9,244,103
1,947,593
3,844,641
4,239,946
2,855,100
603,322
$ 179,560,024
$
2007 Actual
63,527,124
57,998
779,841
1,402,503
107,243
9,126,919
4,315,770
3,969,790
6,858,684
98,951
1,437,125
3,340,235
3,721,780
4,427,003
12,050,696
726,580
435,125
22,714,157
8,446,821
4,394,653
7,453,049
1,897,911
4,522,685
4,686,594
3,202,500
639,676
$ 174,341,413
$
30
2008 Revised
63,504,664
171,500
555,510
175,000
20,000
9,560,128
826,500
4,704,630
6,933,086
1,400,825
3,235,550
3,740,192
4,309,667
6,970,815
724,846
21,637,040
9,646,480
4,342,241
4,449,666
2,080,261
3,567,378
4,281,751
2,990,670
733,000
$ 160,561,400
$
2009 Budget
63,337,444
565,420
185,000
20,000
10,059,757
822,500
4,723,667
7,263,702
1,398,325
3,201,525
3,765,800
4,311,151
2,687,000
724,846
22,617,521
10,204,974
4,540,696
3,402,548
2,204,172
2,891,191
4,563,117
3,115,298
768,000
$ 157,373,654
$
2010 Budget
64,579,564
575,525
195,000
20,000
9,814,963
825,650
4,865,377
7,527,180
1,400,225
3,249,655
3,845,619
4,311,251
2,815,000
724,846
24,061,815
10,979,367
4,628,074
3,472,362
2,316,281
3,136,018
4,627,000
3,200,623
808,000
$ 161,979,395
$
CITY OF
ARVADA
Expenditure Trend Analysis
2006 and 2007 Actuals, 2008 Revised and 2009 and 2010 Budgets
General Fund
Repayment
Grants
Lands Dedicated
Drainage
Arvada Center
Parks
Police Seizure
Debt Service
Capital Projects
Construction
Special Assessments
Water
Wastewater
Golf Courses
Stormwater
Food Services
Insurance
Replacement
Central Services
AEDA
Total Expenditures by Fund
2006 Actual
56,114,382
1,676,553
330,000
9,098,204
581,137
3,621,636
6,334,910
11,127
1,398,300
3,024,868
1,351,752
4,302,421
15,583,884
11,076,020
1,278,037
28,385,060
9,285,045
4,262,248
6,314,993
2,112,574
4,018,631
4,128,937
2,032,073
620,210
$ 176,943,002
$
2007 Actual
65,947,149
376,431
1,115,989
8,868,624
534,722
3,752,774
7,418,373
1,403,360
2,794,053
2,228,172
4,305,339
7,873,718
3,990,906
22,080,674
9,163,494
4,481,336
5,727,949
2,031,219
2,562,595
4,545,350
2,931,772
620,793
$ 164,754,792
$
31
2008 Revised
66,150,461
171,500
380,000
9,470,517
1,324,238
4,669,161
6,780,424
1,400,825
3,286,008
2,663,276
4,303,667
7,280,815
1,057,998
22,286,352
11,841,957
4,628,936
3,878,148
2,215,289
3,188,678
4,598,443
2,709,650
728,918
$ 165,015,261
$
2009 Budget
66,064,556
390,000
10,011,868
1,365,246
4,687,233
7,227,944
1,398,325
3,158,472
2,904,104
4,305,151
2,797,776
23,387,689
10,243,294
4,401,760
3,667,670
2,329,735
5,069,843
5,729,251
2,999,784
762,736
$ 162,902,437
$
2010 Budget
66,702,151
396,000
9,846,760
1,412,457
4,843,294
7,524,530
1,400,225
3,326,306
3,113,080
4,304,251
2,815,000
25,345,861
10,976,708
4,548,386
6,998,711
2,337,450
3,199,122
4,496,630
2,921,188
805,207
$ 167,313,317
$
CITY OF
ARVADA
Revenues
2009 Operating Revenue by Source
Intergovernmental
15%
Charges for Services
30%
Licenses, Permits &
Fees
3%
Fines & Forfeits
1%
Franchise Fees
3%
Miscellaneous
1%
Taxes
35%
Revenue Transfer
7%
Other Financing
Sources
5%
The City receives revenue from a variety of sources. The majority of City revenues are either direct charges for
services, or taxes. Total revenue for the City is projected at $157,373,654 for 2009 and $161,979,395 for 2010.
The following section provides additional information regarding projected revenue sources and is subtitled by
major category.
•
Taxes – Sales and use taxes account for the majority of the City's tax revenues. The City has a sales tax rate
of 3.46%. The City earmarks 60% of the first cent of sales and use tax for capital improvements, debt
service and administration. Another .46% is dedicated for expanded police operations. The remaining 2.4%
pays for general City operations.
Grocery stores and utility companies collect approximately 28% of the City's general sales tax. Therefore,
this revenue source is very stable from year to year and relatively insensitive to positive or negative
economic fluctuations. The City anticipates its general net sales tax revenues to grow at 1.5% in 2009.
Property tax is based on a mill levy of 4.31 per $1,000 of assessed valuation. The City’s mill levy has not
increased since 1992. The assessed valuation has grown from $546 million in 1996 to $1.13 billion in 2009.
This is a total growth of 106% or a year over year average growth of 6.23%.
Building use tax revenue is budgeted based upon 450 new residential units. Building and use taxes
collected in excess of the budgeted amounts are considered one-time revenues and are used to fund one-time
expenditures or reserves.
32
CITY OF
ARVADA
The table below depicts the amount and type of taxes projected for the two budget years.
Actual
2007
$42,174,803
4,785,164
5,444,120
1,892,913
574,545
$54,871,545
Sales and Use Tax
Property Tax
Auto Use Tax
Building Use Tax
Other
Total Taxes
$ Change
% Change
Revised Budget
2008
$42,919,364
4,844,457
5,171,914
2,213,844
473,420
$55,622,999
751,454
1.30%
Budget
2009
$43,319,345
4,853,188
5,171,914
2,277,658
477,238
$56,099,343
476,344
.80%
Budget
2010
$44,073,129
4,950,252
5,223,633
2,344,573
481,123
$57,072,710
973,367
1.74%
The graph below illustrates the trends for the major tax revenue sources.
$50,000,000
$45,000,000
$40,000,000
$35,000,000
$30,000,000
$25,000,000
$20,000,000
$15,000,000
$10,000,000
$5,000,000
$0
Sales and Use Tax
Property Tax
Auto Use Tax
Building Use Tax
Other
2007
•
2008
2009
2010
Charges for Services – The City attempts to charge customers directly for the entire cost of services
provided. This revenue category primarily consists of Water, Sewer and Stormwater charges. The City's
policy is to increase these rates slightly each year to keep pace with the cost of operations and to adhere to
federally mandated programs rather than to increase rates a large amount in any one year. The City's budget
was prepared assuming a 5% increase in Water rates, a 7% increase in Wastewater rates, and no increase in
Stormwater rates, for operating and capital expenditures. An additional 2% increase for each rate is being
proposed to continue to try and meet our expanding capital maintenance needs. If both sets of rates are
approved, the rate increases for 2009 will be 7% for Water, 9% for Wastewater and 2% for Stormwater.
Another significant charge for services includes golf course charges. The Arvada Center for the Arts and
Humanities assumed a price increase for performing arts tickets and educational classes. The City expects
demand for services at both the Arvada Center and the golf courses to remain fairly level. General services
represent transfers from the Enterprise funds for reimbursement of city support services.
33
CITY OF
ARVADA
The table below depicts the amount and type of Charges for Services for the two budget years.
General Services
Arvada Center
Parks
Subtotal Governmental Funds
% Change
•
Actual
Revised Budget
2007
2008
$5,650,314
$5,639,352
3,816,994
4,226,294
45,007
44,377
9,512,315
9,910,023
4.18%
Budget
2009
$5,826,195
4,564,786
45,254
10,436,235
5.31%
Budget
2010
$6,005,075
4,772,225
46,053
10,823,353
3.71%
Water
Wastewater
Stormwater
Golf
Food Service
Subtotal Enterprise Funds
% Change
15,752,898
7,663,772
2,915,085
4,018,308
1,727,188
32,077,251
16,566,564
8,797,987
3,056,283
4,136,160
1,936,151
34,493,145
7.53%
17,489,074
9,458,553
3,070,002
4,328,578
2,053,126
36,399,333
5.53%
18,461,057
10,174,918
3,148,194
4,409,824
2,159,894
38,353,887
5.37%
Total Charges for Services
$ Change
% Change
$41,589,566
$44,403,168
2,813,602
6.77%
$46,835,568
2,432,400
5.48%
$49,177,240
2,341,672
5.00%
Intergovernmental Revenues – Primary sources of intergovernmental revenue include Jefferson County
Open Space funds, Federal Department of Housing and Urban Development monies, Jefferson County Road
and Bridge revenues, State of Colorado Highway Users Tax Fund revenues, and amounts received from the
Denver metropolitan area Scientific and Cultural Facilities District. Interfund charges represent funds
received by one fund for services rendered to another.
Jefferson County collects a county sales tax of 0.1% which is used exclusively for the preservation and
development of the area's open space. Jefferson County Open Space Advisory Committee collects these
revenues and passes through the City's attributable share. The Advisory Committee also controls a portion
of the tax collected which it distributes in the form of grants for land acquisition and development. The City
predicts its attributable share of the tax to increase 2.5% for 2009 and 2% thereafter.
The City's budget assumes that Federal funding for the Arvada Housing Authority will be fairly stable.
Federal funding for Community Development Block Grant is budgeted to remain at the same level as 2008.
The programs funded by these Federal revenue sources are entirely self-supporting.
The City anticipates revenues from Jefferson County Road and Bridge to grow at 1.35% for 2009 and 2%
thereafter. The City also anticipates revenues from the State of Colorado Highway Users Tax Fund grow at
1.35% for 2009 and 2% thereafter.
All counties in the metropolitan Denver area collect a 0.1% sales tax to be used exclusively for the
promotion of the scientific and cultural development in the area. The revenue is collected and distributed by
the Scientific and Cultural Facilities District (SCFD). District-wide, this tax generates over $32 million
annually. Entities must meet certain criteria to become eligible for distribution of SCFD funds. SCFD
allocates these funds based on the entity's paid attendance and operating income. The Arvada Center for the
34
CITY OF
ARVADA
Arts and Humanities qualifies for approximately $1,000,000 of these funds each year. The City anticipates
these revenues to be stable throughout the model.
The table below depicts the amount and type of intergovernmental revenues projected for the two budget
years.
Interfund Transfer
CDBG Fund
Housing Authority
Highway Users
Road and Bridge
Open Space
Scientific and Cultural
Other
Total Intergovernmental
Actual
Revised Budget
2007
2008
$10,081,172
$10,240,863
281,758
638,000
3,856,294
4,513,738
3,258,738
3,108,738
1,244,222
1,261,019
3,010,389
3,085,649
978,683
969,661
1,414,213
2,300,660
Budget
2009
$9,856,958
638,000
4,513,738
2,983,738
1,286,239
3,147,362
986,872
510,725
Budget
2010
$10,349,231
638,000
4,649,150
3,043,413
1,311,964
3,210,309
986,872
520,989
$24,125,469
$23,923,632
-2,194,696
-8.40%
$24,709,928
786,296
3.29%
$ Change
% Change
$26,118,328
1,992,859
8.26%
•
Capital Improvement Projects – Revenue in this category represents a transfer from the General Fund,
Jefferson County Open Space funds, CDOT, lottery funds, developer fees and grants used to complete major
capital improvement projects. Revenue is estimated at $2,497,000 in 2009 and $2,625,000 in 2010, which
represents 60% of the first cent of sales tax. Detail for Capital Improvements can be found in the “Capital
Improvements” section of this document.
•
Transfers - This category represents operating transfers made from one fund to another. The following
funds receive transfers in from other funds:
Budget
2009
$3,143,748
200,850
37,884
3,227,882
765,000
358,652
61,493
60,000
187,379
26,249
110,776
110,151
$8,290,064
Parks Fund
Golf Course Fund
General Fund
Arvada Center
Arvada Economic Development
Water
Wastewater
CDBG
Housing
Food Service
Replacement
Maintenance
Total Transfers
Budget
2010
$3,315,960
206,786
39,020
3,369,178
805,000
369,211
63,338
60,000
193,000
26,774
110,937
$8,559,204
The in-kind transfer of services to the Arvada Center is $2,026,288 in 2009 and $2,087,076 in 2010.
35
CITY OF
ARVADA
•
Licenses and Permits – The largest revenues in this category are water and sewer taps, building permits,
automobile fees, contractor license fees, inspections and plan review fees. The City expects these revenues
to be $4,929,222 in 2009 and $5,480,828 in 2010.
•
Fines and Forfeits – These revenues consist primarily of court fines and fees. In the future, the City
expects these revenues to grow slightly. The City anticipates collecting $1,348,000 for 2009 and
$1,348,000 for 2010.
•
Franchise Fees – Franchise fees and collected and paid by local gas and electric utility, telephone and cable
television companies. The City has granted these franchises, a non-exclusive right to furnish, sell and
distribute these services to City residents. The City anticipates collecting $4,315,654 in 2009 and
$4,472,936 in 2010.
•
Miscellaneous – These revenues include interest on investments, gifts, donations and other miscellaneous
revenues. The City earns interest on all of its idle cash, including its checking account. The 2009-2010
budget was prepared assuming interest revenue of $3,813,825 in 2009 and $3,725,642 in 2010 and assuming
that interest rates will remain relatively low in the next two years.
The City's investment policy emphasizes investment safety and limits the city's investments to:
•
•
•
•
Fully insured and/or collateralized certificates of deposits issued by Colorado banks or savings and
loans.
Direct obligations of the United States Government.
Obligations of certain U.S. Government agencies.
Repurchase agreements and commercial paper.
The City anticipates that revenue from other sources will be $3,572,067 in 2009 and $3,803,485 in 2010.
•
Other Financing Sources – This revenue represents expected proceeds of $1,749,279 in 2009 and
$1,004,422 in 2010 from the issuance of an operating loan to the Arvada Center and the sale of surplus
vehicles and equipment.
36
CITY OF
ARVADA
Expenditures
2009 Expenditures by Category
Capital Improvement
Projects
4%
Services & Charges
15%
Debt Service
5%
Miscellaneous
1%
Capital Maintenance/
Purchases
3%
Transfers
13%
Supplies and Expense
12%
Personnel
38%
Professional Services
9%
The City of Arvada budgeted expenditures for all funds totaling $162,902,437 in 2009 and $167,313,317 in
2010. The following section provides additional information regarding budgeted expenditures by category.
•
Personnel Costs – Personnel costs represent the largest expenditure category and accounts for 40% of all
expenditures in 2009. Salaries and wages for both full-time and part-time employees account for more than
76% of total personnel costs. Employee benefits (retirement, health and dental insurance, worker’s
compensation and unemployment insurance) represent 22% and overtime and other costs account for the
remaining 2%. The table below shows details of personnel costs for the two budget years.
Salaries and Wages
Temporary Wages
Benefits
Overtime and Other
Total Personnel Costs
$
$
$ Change
% Change
Actual
Revised Budget
2007
2008
38,762,011 $
41,344,384 $
3,022,944
3,363,035
11,425,803
12,603,859
1,739,153
1,775,088
54,949,911 $
59,086,366 $
4,136,455
7.53%
Budget
2009
43,429,981 $
3,356,909
13,410,778
1,538,085
61,735,753 $
2,649,387
4.48%
Budget
2010
45,519,183
3,423,860
14,806,550
1,581,721
65,331,314
3,595,561
5.82%
A schedule of all positions and the pay plan can be found in the “Additional Information” section of this
document.
•
Capital Improvement Projects – Expenditures in this category represent funds used to complete major
capital improvement projects. Expenditures are estimated at $7,060,276 in 2009 and $11,543,065 for 2010
and include capital improvement expenditures for the Enterprise funds. Detail for capital improvement
projects can be found in the “Capital Improvements” section of this document.
•
Services and Charges – This category includes expenditures for a variety of operations. The Housing
Authority and the Community Development Block grant programs account for a majority of the
expenditures. Charges to divisions for their share of the insurance costs including: workers’ compensation,
general and property liability and auto liability insurance are included in this category. The cost of
37
CITY OF
ARVADA
electricity, gas and water to operate the City’s buildings, parks and open space are included in utilities.
Other operating expenditures in this category include charges for water obtained from Denver Water, water
treatment expenses, snow and ice removal materials and training. The remaining expenditures in this
category include expenditures for copiers, printing, dues and subscriptions, advertising and licenses. The
table below includes the details for services and charges for the two budget years.
Housing Program
$
Insurance
Utilities
Water Charges
Program Expense
CDBG Program
Training
Contract Services
Other
Total Services and Charges
$
$ Change
% Change
Actual
Revised Budget
2007
2008
3,482,337 $
4,296,476 $
1,437,002
2,039,754
3,622,483
3,789,900
2,744,614
3,166,484
1,875,331
1,851,593
209,013
918,048
690,291
904,003
695,042
833,892
5,759,310
6,204,281
20,515,423 $
24,004,431 $
3,489,008
17.01%
Budget
2009
4,292,394 $
1,885,122
3,989,723
3,259,959
2,079,975
962,587
905,605
881,653
5,777,093
24,034,111 $
29,680
0.12%
Budget
2010
4,421,539
1,956,291
4,249,097
3,359,777
2,178,977
991,719
931,889
906,252
5,969,293
24,964,834
930,723
3.87%
•
Professional Services and Contracts – Expenditures in this category are budgeted at $15,363,012 in 2009
and $13,320,227 in 2010. The majority of the expenditures in this category relate to charges incurred for
sewer disposal, the street overlay program and payment for equity actors at the Arvada Center for the Arts
and Humanities.
•
Supplies and Expense – Expenditures in this category are budgeted at $19,155,628 in 2009 and
$17,593,764 in 2010. The majority of these expenditures represent the allocations from all divisions of the
City for their share of computer replacement, vehicle replacement, vehicle maintenance and building
maintenance.
•
Debt Service – This category accounts for the payment of principal and interest on the City’s outstanding
revenue bonds, including debt recorded in the Water fund and the Series 2005 COP. Expenditures are
budgeted at $8,816,975 in 2009 and $8,815,480 in 2010. Details of the City’s long-term debt obligations
can be found in the “Debt Obligations” section of this document.
•
Miscellaneous – This category includes expenditures for repair and maintenance, inventory and purchases
of equipment such as vehicles and computers. Expenditures are budgeted at $1,080,222 for 2009 and
$1,121,861 for 2010.
•
Transfers – This category includes the operating transfers made between the funds. Transfers are budgeted
at $20,413,284 in 2009 and $17,727,623 in 2010.
•
Capital Maintenance/Purchases – This category includes purchases of capital items and maintenance of
capital assets. Expenditures are budgeted at $5,243,176 in 2009 and $6,895,149 in 2010.
Detail for the City’s largest fund (General Fund) is included on the next two pages.
38
CITY OF
ARVADA
General Fund Revenues by Source
2007
Actuals
REVENUES
Fines & Forfeits
Intergovernmental
Licenses, Permits and Fees
Miscellaneous
Revenue Transfer
Taxes
Total General Fund Revenue
$
$
5,650,314
1,224,809
4,701,261
2,245,853
1,649,089
75,278
47,980,516
63,527,120
2008
Estimate
$
$
5,639,352
1,348,001
4,375,757
1,796,552
1,462,545
36,781
48,845,676
63,504,664
2009
Estimate
$
$
5,826,195
1,348,000
4,269,977
1,833,389
654,478
37,884
49,367,521
63,337,444
2010
Estimate
$
$
6,005,075
1,348,000
4,355,377
1,871,332
589,639
39,020
50,371,121
64,579,564
General Fund Expenditures by Department
2007
Actuals
EXPENDITURES
City Manager's Office
Finance
Human Resources
Information Technology
Legal
Municipal Court
Parks Golf & Hospitality Svcs
Public Safety
Public Works & Utilities
Transfers
Total General Fund Expenditures
$
2008
Estimate
$
$
6,895,001
2,109,183
2,462,056
1,192,193
2,864,539
1,143,533
773,007
185,871
17,734,258
18,216,412
12,379,005
65,955,058
Fund Balance, Beginning
Fund Balance, Ending
$
$
Fund Balance Goal (8% of Expenditures)
Excess/(Deficiency)
$
$
2009
Estimate
$
$
7,700,020
2,320,502
2,626,065
1,313,272
3,060,746
1,241,472
900,353
193,084
18,982,181
17,388,234
10,424,532
66,150,461
31,032,000
28,604,062
$
$
5,276,405
23,327,657
$
$
39
2010
Estimate
$
$
6,230,050
2,340,021
2,749,870
1,345,482
3,184,587
1,287,856
914,711
193,084
19,417,409
17,590,226
10,811,260
66,064,556
$
4,456,434
2,456,329
2,906,111
1,410,840
3,351,671
1,342,837
969,590
196,027
20,411,358
18,433,435
10,767,519
66,702,151
28,604,062
25,958,265
$
$
25,958,265
23,231,153
$
$
23,231,153
21,108,566
5,292,037
20,666,228
$
$
5,285,164
17,945,989
$
$
5,336,172
15,772,394
CITY OF
ARVADA
2009 General Fund Operating Revenues
Fines & Forfeits
2.13%
9.20%
Intergovernmental
6.74%
Licenses, Permits and
Fees
2.89%
Miscellaneous
1.03%
Revenue Transfer
0.06%
Taxes
77.94%
2009 General Fund Expenditures by Department
3.54%
Finance
4.16%
Human Resources
2.04%
9.43%
4.82%
Transfers
16.36%
Legal
1.95%
Public Works
26.63%
Judicial
1.38%
Public Safety
29.39%
40
Enterprise Services
0.29%
Arvada Center for the Arts
and Humanities Programs
CITY OF
ARVADA
ARVADA CENTER FOR THE ARTS AND HUMANITIES
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 Center functions at the core of a host
of distinct yet overlapping communities. For the hundreds of artists, instructors and technicians who ply
their trade for or within our many walls, the Center is a vibrant network of creative thinking and being
that testifies to the intrinsic values and inherent need for art and culture in contemporary society. For the
hundreds of thousands of men and women, boys and girls, who partake each year in the richness and
diversity of our offerings, the Center is a means to an improved understanding of one’s self 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 and a reflection of the community’s
hopeful, grand and ambitious spirit.
REVENUE SOURCES:
EARNED
CONTRIBUTED
Ticket Sales
• Broadway theater
• Children’s theater
• Summer concert series
• Other theatrical and musical performances
• Fees, ticket handling
Institutional
• City of Arvada general fund
• Scientific and Cultural Facilities District
(SCFD)
• Grants, government and foundation
• Sponsorships, corporate
• Naming opportunities, corporate and
foundation
Tuition
• Youth and adult courses
• Arts Day
• Summer camps
• Front Range Youth Symphony
• Arvada Center Dance Academy
• Ceramics
Individual
• Arvada Center memberships
• Philanthropic support
• Planned Gifts/Endowment
Events
• Holiday Arts and Crafts Fair, annual
• Wine and Arts Classic
Retail
• Arvada Center Gift Shop
• Artist sales, periodic
• Ceramics sales, semi-annual
• Fine Art Market, annual
Rental
• Hot Times, Kool Cars, annual
• Meeting rooms and theaters, periodic
BUDGET CHANGES - 2009 and 2010:
-
Operating loan of $750,000 in 2009 to be paid back in subsequent years.
Elimination of Sound & Light Technician for 2009 & 2010 budget.
41
CITY OF
ARVADA
MAJOR ACCOMPLISHMENTS:
Theater Series
• Following four consecutive seasons of declining subscription sales, advance ticket purchases for the
Arvada Center’s 2008-2009 Theater Series have been strong since the start of the campaign. Sales are
tracking upwards of 15% over last season.
• The Center made significant change in programming for the 2008- 2009 theater programming. This
is the first year the Arvada Center will be launching its theater series with a blockbuster: Les
Miserables. This also is the first season the Arvada Center is offering ticket buyers the choice of
paying for their subscription in monthly installments – an innovative option in the Metro Denver
entertainment market.
• Ticket sales for Buddy: The Buddy Holly Story, performed in the summer of 2008 exceeded total sales
for the last two plays combined in 2008: House of Blue Leaves and Altar Boyz.
• The 2008 Summer Concert Series, held in the Arvada Center’s open-air amphitheater, exceeded sales
goals this season, surpassing last year’s figures in both paid attendance and total revenue. Of
particular note, attendance for Southern Exposure’s annual summer concert at the Arvada Center
increased in 2008 by 40 percent and revenue by 35 percent.
• In the summer of 2008 the Arvada Center joined with the Colorado Symphony Orchestra’s first
appearance at the Arvada Center in over 25 years. The ticket sales exceeded forecast by 12 percent.
• The 2008 Summer Concert Series included performances by the Colorado Symphony Orchestra,
Colorado Ballet, Arvada Center Chorale and Lakewood Symphony Orchestra.
Educational Programs
•
The Arts Day program offers a variety of cultural arts activities. In 2008 over 38,000 children
visited the Center and participated in acting, creating visual art, and dozens of other artistic
endeavors.
•
For years, the Arvada Center’s scholarship and outreach programs have made arts experiences
available and affordable for economically disadvantaged individuals along the Front Range. In 2008,
the Center expanded the delivery of these services by partnering with community agencies to
coordinate a schedule of recurring experiences for their members. The Arvada Center’s widely
popular Arts Day educational arts experiences are now being offered on a regular basis to children
served by the Colorado Coalition for the Homeless and Mt. Saint Vincent Home.
Marketing
• In summer 2008, the Arvada Center received its first media sponsorship in several years. Our
partnership with the combined Metro North and Mile High Newspaper Groups increased our scope of
media coverage in the northwest suburbs of Metro Denver. Full-page advertisements promoting
programs and events at the Arvada Center are now featured weekly in the eight newspapers
represented by the media group. The Center receives the advertising as part of its sponsorship
package, which includes additional opportunities for third-party, advertiser involvement in
community outreach activities, such as fundraising for local schools for Arvada Center Children’s
Theater and Arts Days experiences, and cross-marketing among our respective customer bases.
Gallery
• The Arvada Center launched a new membership program titled “Make Your Visit Count!” As art
exhibitions at the Center are free to the public. The “Make Your Visit Count” program improves our
ability to market our art exhibitions and related activities to both regular and prospective audiences.
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CITY OF
ARVADA
Arvada Center Volunteer Program
• The Center’s volunteers - unpaid personnel - were given a formal voice with the formation of the
Arvada Center Volunteer Council, under the support and direction of the Executive Director. The
Center heavily relies on volunteers. In order to ensure the Center uses volunteers effectively, a
Volunteer Council was created. This Council is beginning to define and implement the training
required in areas – including usher, orientation and customer service – that are provided throughout
the year.
Administration
• In order to ensure the highest safety of the Center’s patrons and staff, in 2008, the Center formed a
committee comprised of the Arvada Police Department, Arvada Fire Protection District, City of
Arvada Emergency Manager, City of Arvada Risk Management and Arvada Center senior staff.
They systematically reviewed safety issues at the Center. Three subcommittees have been formed:
Safety, Security, and Employment. The entire project is scheduled for completion by the end of
2009. The outcomes will be training of all staff, volunteers, instructors and other service providers in
aspects of the safety and security plan.
• In 2008 the Center reorganized business activities into a “Business Center” to provide the necessary
controls and support for managing the daily and annual financial activities. Accounting, budgeting,
forecasting, and financial reporting are now organized in one Division working with all program
managers receiving and discussing financial information on a frequent and regular basis.
FUTURE OUTLOOK:
• The Center will continue to collaborate with other regional arts programs in the Front Range area.
• The Center will continue to enhance programming with agencies such as the Colorado Symphony
Orchestra, Fort Collins Museum of Contemporary Art, and Colorado Coalition for the Homeless.
• The Center will continue to make fiscal and financial management a main element of its day-to-day
operations. A concern at present for the Arvada Center—and we are not alone in this worry—is the
prospective impact of shifting macro or global economies onto micro or local economies. How much
risk can any cultural enterprise assume in these uncertain times? Constant evaluation of our programs
is mandatory in order to make necessary adjustments to meet operating constraints.
DEPARTMENT RELATED CITY COUNCIL GOALS, OBJECTIVES AND TARGETS:
VIBRANT COMMUNITY
Objectives:
1.
An exhibition of diptychs by internationally renowned artist Joseph Raffael will be presented in
spring 2009 in partnership with the Fort Collins Museum of Contemporary Art and the Butler
Institute in Ohio, the first museum of American art in the United States.
2.
Our photography exhibition in January-February 2009: Shooting the West: New Expressions of
the Old West, will be guest directed by the curator of the annual Coors Western Art Exhibition
and Sale and is slated to include a subset of photographs from the collection of the Colorado
Historical Society.
3.
Preliminary discussions have commenced with the following organizations for prospective
collaborations in programming: Lemon Sponge Cake Contemporary Ballet, Ballet Nouveau
Colorado, The Boulder Philharmonic and the Loveland Art Museum.
43
CITY OF
ARVADA
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
In 2008 – 2009, the Center also will embark on an outreach program to advance its Arts for
Ageless Adults program through community partnerships, beginning with Allied Jewish Housing
in Denver. These “ageless” outreach workshops will utilize professional artists experienced in
engaging older adults in the creative and healthy process of self-expression to create works that
honor their life experiences.
Another new cultural partner for the Arvada Center will be the Jefferson Symphony Orchestra
(JSO), who is presenting its annual Young Artists Competition in January 2009 at the Center for
the first time in the history of the event. In February, the JSO returns to Arvada for an afternoon
Family Concert, featuring performances of “Peter and the Wolf” and “Carnival of the Animals,”
co-produced by the Arvada Center. The Arvada Center’s Music with a View concert series in the
Lower Gallery features a three-concert mini-series by the Boulder Philharmonic Chamber Players
and the debut performance by the Playground, a celebrated new music ensemble from the
University of Denver Lamont School of Music.
The Center will uphold a standard of excellence that sets the Arvada Center apart as a model for
multi-disciplinary art centers regionally and nationally.
The Center will develop innovative and integrated programs across the Center’s multidisciplinary divisions: theater, music, visual arts and education.
The Center will collaborate with other arts and civic organizations to improve the Center’s
recognition and value of brand in the marketplace, developing venues, programs and services that
will enable arts, culture and heritage groups and artists to flourish and expand their audiences.
The Center will maintain strong financial controls, focused on the development and retention of
appropriate levels of staff and operational funds to ensure the long-term fiscal viability of the
Arvada Center.
The Center will deepen and broaden the Center’s streams of contributed revenue by developing
new relationships and strengthening existing ones with individual and institutional funders.
The Center will maintain our institutional commitment to the art of stagecraft with theatrical
events that meet our highest standards of production and artistic creativity.
The Center will uphold the same production standards for our Children’s Theater as we do for our
“Broadway” productions.
The Center will expand learning opportunities in the arts and humanities within and outside of the
Arvada Center in both physical and virtual environments.
The Center will promote the cultural heritage of the City of Arvada through classes, tours and
interactive exhibitions at the Arvada History Museum.
Retain our market position as a leader in the areas of inclusiveness and accessibility through our
myriad offerings for the disabled, including shadow interpretation, assistive listening services and
large-print programs.
Provide consistent, pro-active and comprehensive customer service by both staff and volunteers.
Provide a high return on investment of taxpayer dollars.
44
CITY OF
ARVADA
45
CITY OF
ARVADA
Operating Expenditures by Division
Administration
Development
Education
Facilities Management
Gallery / Museum
Marketing
Performing Arts
Total Arvada Center by Division
Arvada Center
2006 Actual
2,793,875
293,055
915,428
198,003
240,368
1,355,414
3,302,061
$
9,098,204
2007 Actual
2,684,475
261,261
903,271
201,909
281,364
1,366,240
3,170,104
$
8,868,624
2008 Revised
$
2,887,335
342,004
970,953
226,304
274,296
1,465,519
3,304,106
$
9,470,517
2009 Proposed 2010 Proposed
$
3,296,890 $
2,971,489
356,095
381,062
1,053,482
1,078,842
226,797
239,466
284,480
301,107
1,402,464
1,445,170
3,391,660
3,429,624
$ 10,011,868 $
9,846,760
2006 Actual
3,804,763
1,359,731
710,592
1,265,244
58,885
14,124
30,525
1,854,340
$
9,098,204
2007 Actual
3,726,917
1,248,771
798,890
1,114,294
22,541
11,694
35,546
1,909,971
$
8,868,624
2008 Revised
$
3,967,534
1,443,113
802,184
1,177,945
47,018
52,524
12,929
1,967,270
$
9,470,517
$
4,130,731 $
4,302,289
1,464,112
1,474,734
666,754
673,485
1,712,039
1,297,617
27,731
28,102
30,231
30,907
13,000
13,338
1,967,270
2,026,288
$ 10,011,868 $
9,846,760
$
$
Operating Expenditures by Category
Arvada Center
Personnel
Services & Charges
Supplies & Expenses
Contracts & Leases
Inventory
Capital Maintenance
Capital Outlay
Transfers
Total Arvada Center by Category
$
46
$
CITY OF
ARVADA
$12,000,000
$10,000,000
$8,000,000
$6,000,000
$4,000,000
$2,000,000
$0
2006
2007
Administration
Gallery / Museum
2008
2009
Development
Marketing
2010
Education
Performing Arts
2011
2012
2013
2009 Operating Expenditures by Category
Capital Outlay
0.13%
Transfers
19.65%
Capital Maintenance
0.30%
Personnel
41.26%
Inventory
0.28%
Contracts & Leases
17.10%
Services & Charges
14.62%
Supplies & Expenses
6.66%
47
CITY OF
ARVADA
Arvada Center Employee Positions
Accounting Technician I AC
Administrative Coordinator
Administrative Specialist III
Arts Day Coordinator
Associate Producer
Box Office Supervisor
Budget Analyst
Center Shop Coordinator
Clay Programs Coordinator
Customer Service Representative
Dance Coordinator
Database / Direct Mail Specialist
Development Coordinator
Development Manager
Education Assistant
Education Coordinator
Education Manager
Executive Director Arvada Center
Exhibition Designer
Facilities Manager
Facility Coordinator / House Manager
Gallery / Museum Manager
Graphic Designer
Head of Wardrobe
History Museum Curator / Gallery Assistant
Lead Theater Technician
Marketing & Patron Services Manager
Marketing Assistant
Performing Arts Assistant
Performing Arts Manager
Production Coordinator
Publicist
Security Operations Officer
Senior Customer Service Representative
Sound Technician
Sound & Light Technician
Stage Manager
Technical Director
Technical Manager
Theatre Electrician
Youth Symphony Coordinator
2007
0.50
1.00
2.00
1.00
1.00
1.00
1.00
0.50
0.50
3.00
0.50
1.00
1.00
1.00
0.75
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
0.75
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
0.50
2008
0.50
1.00
2.00
1.00
1.00
1.00
1.00
0.50
0.50
3.00
0.50
1.00
1.00
1.00
0.75
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
0.75
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
0.50
2009
0.50
1.00
2.00
1.00
1.00
1.00
1.00
0.50
0.50
3.00
0.50
1.00
1.00
1.00
0.75
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
0.75
1.00
1.00
1.00
1.00
1.00
1.00
1.00
0.00
1.00
1.00
1.00
1.00
0.50
2010
0.50
1.00
2.00
1.00
1.00
1.00
1.00
0.50
0.50
3.00
0.50
1.00
1.00
1.00
0.75
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
0.75
1.00
1.00
1.00
1.00
1.00
1.00
1.00
0.00
1.00
1.00
1.00
1.00
0.50
Total Arvada Center Employees
41.00
41.00
40.00
40.00
48
CITY OF
ARVADA
Administration
PURPOSE: Provides the institutional vision for the Arvada Center. Directs and supports general
operations through executive and fiscal management.
PROGRAMS:
General Administration
Business Office
Volunteer Program
Arvada Council for the Arts and Humanities
PERFORMANCE MEASURES – 2009 and 2010
•
•
•
Performance standards to be routinely set from ongoing review and analysis of departmental
deliverables.
Increase partnerships with civic (e.g. Arvada Historical Society, Historic Olde Town Arvada, Arvada
Economic Development Association), cultural (e.g. Colorado Symphony Orchestra, Fort Collins
Museum of Contemporary Art, Colorado Historical Society), business (e.g. Arvada Chamber of
Commerce, West Chamber of Commerce, Metro North Chamber of Commerce), media (Mile High
Suburban Press Network, Metro North Newspaper Group) and community (e.g. Colorado Coalition
for the Homeless, Asian Pacific Development Center, The Children’s Hospital of Denver)
institutions.
Develop a more positive, creative and cooperative business relationship with the City of Arvada’s
Parks, Golf and Hospitality Department.
PROGRAM DESCRIPTIONS:
General Administration: Provides the institutional vision for the Center and executive direction to
salaried, contracted and unpaid employees. Cultivates relationships with funders. Advocates legislation,
funding or other issues that benefit the Arvada Center (under the direction of the City Council and City
Manager’s Office.)
Business Office: Directs the fiscal management and budget control of Center operations. Performs longterm financial planning with the Executive Director and Senior Staff. Executes monthly financial reports
and analyses. Oversees the maintenance of the Center’s project accounting system. Coordinates annual
audit with City of Arvada Finance Department and external auditor. Supports the Arvada Council for the
Arts and Humanities with the fiscal management of its 501(c)3. Provides financial information for the
annual Scientific and Cultural Facilities District proposal and other grant applications.
Volunteer Program: Manages a volunteer staff of 350 unpaid employees. Manages program’s
recruitment initiatives and training services. Addresses critical staff (unpaid) and program needs with the
Volunteer Council. Maintains regular communication with volunteers through monthly newsletter.
Oversees program’s recognition and benefits services. Promotes and develops new volunteer
opportunities at the Center.
49
CITY OF
ARVADA
Arvada Council for the Arts and Humanities: Supports the Arvada Council for the Arts and
Humanities in their roles as advocates and fundraisers.
BUDGET CHANGES – 2009 and 2010:
-
Operating loan of $750,000 in 2009 to be paid back in subsequent years.
NON-FUNDED BUDGET ISSUES – 2009 and 2010: None
50
CITY OF
ARVADA
Development
PURPOSE: Pursues philanthropic support for Center programs through the solicitation and securement
of donations from individuals, corporations, foundations, government entities, grants and special events.
PROGRAMS:
Institutional Giving
• City of Arvada general fund
• Scientific and Cultural Facilities District
(SCFD)
• Grants, government and foundation
• Sponsorships, corporate
• Naming opportunities, corporate and
foundation
Individual Giving
• Arvada Center memberships
• Philanthropic support
• Planned Gifts/Endowment
Events
• Fundraisers, such as the Wine and Arts
Classic
• Donor recognition and cultivation events
•
•
•
•
Performance standards to be routinely set from ongoing review and analysis of departmental
deliverables.
Deepen and broaden individual giving through new acquisition strategies, donor retention programs
and solicitation of major donors.
Support Arvada Council for the Arts and Humanities in their cultivation of prospective funders
through individual solicitation and special events.
Grow institutional giving through philanthropic, marketing and customer/employee initiatives for
corporate funders and foundations.
Individual Giving: Solicits individuals for the philanthropic support of Arvada Center operations and
programs. Manages the Arvada Center membership program.
Events – Fundraisers: Coordinates fundraisers, such as the annual Wine and Arts Classic, in association
with other Center divisions and the Arvada Council for the Arts and Humanities.
Events – Recognition and Cultivation: Coordinates dinners, receptions and other programs in
association with other Center divisions and the Arvada Council for the Arts and Humanities for the
recognition and cultivation of Arvada Center funders.
Institutional Giving: Solicits corporations and other businesses, foundations and government agencies
for the philanthropic support of Arvada Center operations and programs.
BUDGET CHANGES – 2009 and 2010: None
51
CITY OF
ARVADA
Education
PURPOSE: Provides educational opportunities in dance, drama, pottery, photography, music and
humanities for children and adults.
PROGRAMS:
Education Programs for Children and Adults
Arts Day Program
Ceramics Program
Dance Program
Youth Orchestras
Camps
Accessibility
PERFORMANCE MEASURES - 2009 and 2010
•
•
•
•
•
•
•
Review and evaluate all classes and programs against institutional standards and market conditions
for content and delivery.
Expand learning opportunities in the arts and humanities within and outside of the Arvada Center in
both physical and virtual environments.
Establish formal performance criteria and standards for instructors and educators.
Secure institution-wide (e.g. school or district) participation in Arts Day and related programming.
Increase market for outsourced Arts Day and related programming.
Retain our market position as a leader in the areas of inclusiveness and accessibility through our
myriad offerings for the disabled, including shadow interpretation, assistive listening services and
large-print programs.
Develop innovative and integrated education programs across Center’s multi-disciplinary divisions:
theater, music and visual arts.
Education Programs for Children and Adults: Offers education classes and workshops in a variety of
fields, including dance, drama, photography, music, ceramics, humanities and visual arts to individuals,
schools, community groups and others throughout the Denver Metro region.
Arts Day Program: Provides hands-on arts-oriented workshops to preschool through high school age
students throughout the Denver Metro area. Encourages participation from Title I schools, which
primarily consist of children from disadvantaged or low-income families.
Ceramics Program: Provides classes and workshops in a studio-quality work area with professional and
journey-level instructors. Facilitates sales of instructor and student pottery at two in-Center sales each
year.
Dance Program: Provides dance education classes and facilitates dance recitals and programs which give
students performance opportunities.
Youth Orchestras: Provides education to approximately 175 students from the Metro area ages 8
through 21 in orchestral music in a creative setting. Facilitates the Front Range Youth Symphony (FRYS)
52
CITY OF
ARVADA
and several other chamber or jazz groups. Coordinates recitals, performances and entertainment for
Arvada Center events.
Camps: Provides summer camps for education and hands-on experiences that meet the needs of students
out of school for the summer. Facilitates drama camps and coordinates performances in ticketed Arvada
Center events.
Accessibility: Provides shadow interpretation for deaf, assistive listening devices for hard of hearing and
audio description and large print programs for blind and low vision patrons, tailor-made Arts Day
programs for students with disabilities, interpreted gallery and museum tours, and other educational
offerings to more than 4,000 individuals with disabilities annually.
53
CITY OF
ARVADA
Galleries/Museum
PURPOSE: Curates or presents exhibitions in contemporary and traditional expressions that advance an
understanding of appreciation for the fine arts; manages operations of the Arvada History Museum.
PROGRAMS:
Gallery Exhibitions and Educational Programs
Arvada History Museum
Music with a View
Fine Art Market Show and Sale
Holiday Craft Fair
•
•
•
•
•
•
•
•
Maintain three-to-five year advance schedule of gallery exhibitions.
Develop professional relationships with Front Range art museums and galleries to co-present
exhibitions at the Arvada Center.
With Development Department, secure additional funding to underwrite exhibition costs.
With Patron Services and Development Departments, increase participation Membership Has Its
Benefits program and keep the exhibitions free to the public.
Establish recurring schedule of ArtTalks and ArtTours with Music with a View program.
With the Arvada Historical Society, develop new programmatic elements for Arvada History
Museum.
Meet or exceed revenue goals for 2009 and 2010 from the Fine Art Market and Holiday Craft Fair.
Improve ongoing media attention and reviews of exhibitions by local and regional press.
Gallery Exhibitions: Curates and presents visual arts exhibitions in four Arvada Center interior galleries
and exterior sculpture garden, featuring work from regionally, nationally and internationally acclaimed
artists. Manages docent program, docent-led gallery tours and other educational and didactical
components.
Arvada History Museum: Develops exhibitions with the Arvada Historical Society presenting Arvada’s
history from early 1800s to the present at the permanent museum located within the Arvada Center.
Manages permanent collections.
Music with a View: Presents a concert series in the Center Lower Gallery featuring a variety of styles
performed by local musicians. Coordinates ArtTalks and ArtTours with exhibiting artists and local
scholars for patrons prior to the beginning of each concert.
Fine Art Market Show and Sale: Coordinates a juried exhibition and sale for 150 local artists. Promotes
the event, which attracts hundreds of customers annually for fine art and crafts. Commissions from the
sale of these items are major funding source for the Galleries/Museum division.
Holiday Craft Fair: Coordinates a two-day exhibition and sale for vendors selling hand-crafted items.
Held Thanksgiving weekend, it is one of the most popular events in the Denver Metro area during that
time. Booth rentals for the fair are major funding source for the Galleries/Museum division (formerly a
funding source for the Development Department).
54
CITY OF
ARVADA
55
CITY OF
ARVADA
Marketing and Patron Services
PURPOSE: Creates and implements marketing plans that will help to meet or exceed revenue goals for
Arvada Center programs. Heightens public awareness and develop and foster a positive public image.
Manages front-line customer service and ticket purchasing through the box office and the front desk at the
Center.
PROGRAMS:
Sales and Market Research
Advertising
Internet
Audience Development
Publicity and Promotions
Publications and Materials
Database Management and Direct
Mail Coordination
Sales
Ticketing and Registration
Customer Service
Front Desk Operations
Center Shop
•
•
•
•
•
•
•
•
•
•
Develop marketing and communications plans to support Center programs and activities to
stakeholder groups identified in Purpose.
Increase theater subscription renewals and new acquisitions.
Increase single ticket sales for all theater, dance and music events.
Develop group sales program to increase revenue by 6% for Performing Arts Division.
Increase registrations for education programs and classes.
Expand reach and scope of communications activities to support brand and program marketing.
Develop professional partnership and sponsorship relationships with local arts and cultural
organizations and media, respectively.
Conduct at least four market research surveys each year to assess customer satisfaction and/or
revenue on program growth potential.
With Development Department, manage the development and delivery of sponsorship programs and
donor cultivation initiatives.
Increase speed and accuracy with all transactions for patrons to maintain high level of efficiency
while maintaining a high level of customer service.
Market Research: Conduct market research to determine trends and demographics for use by staff
through a variety of research strategies.
Advertising: Budgets, schedules, designs, and produces print, radio, outdoor, and television advertising.
Cultivates and maintains media sponsorships each year.
Internet: Utilizes the internet for on-line sales, promotion, audience development, media relations,
marketing, and research.
Audience Development: Implements strategies, tactics, and special events to attract new patrons.
56
CITY OF
ARVADA
Publicity and Promotions: Provides public exposure for all events and classes presented by the Center.
Facilitates photographs, audio and video for documentation and for use in in-house media publicity and
advertising.
Publications and Materials: Produces seasonal performing arts brochures, education class catalog, direct
mail pieces, target market postcards for specific events, direct mail pieces, flyers and posters to promote
center offerings. Writes, graphically designs, illustrates and produces all publications and direct mail
pieces.
Database Management and Direct Mail Coordination: Manages information in the Center’s primary
database, including data entry, accuracy of information, and report generation. Facilitates direct mail by
generating lists and coordination with mail house.
Sales: Conducts in-house subscription renewal acquisition campaigns including direct mail, in-house
telemarketing, and in-house intermission sales. Provides opportunities for groups to arrange for special
pricing for theater or concert events.
Ticketing and Registration: Provides a customer-based service for all tickets, registrations and rentals
by telephone, mail order, and walk-up payments. Sets up and maintains ticketing software to track sales
and ensure proper accounting.
Customer Service: Serves as the focal point for dissemination of Arvada Center information and
handling customer concerns.
Front Desk Operations: Serves as the main hub of information for all visitors to the Center. Directs
patrons to meetings, events, performances or staff member. Coordinates package receipt, inbound mail
and faxes, and maintains instructor mailboxes.
Center Shop: Sells merchandise which relates to the Arvada Center’s cultural and artistic missions.
57
CITY OF
ARVADA
Performing Arts
PURPOSE: Provides a variety of local, regional, national, and international performances in theater,
dance and music that challenge and entertain audiences.
PROGRAMS:
Broadway Theater
Children’s Theater
Music
Dance
Family Events
Cowboy Poetry Gathering
•
•
•
•
•
•
•
Meet or exceed revenue goals in 2009 and 2010.
Research and assess the artistic quality of each presentation.
Provide high quality theater, music, and dance productions that meet the vision and direction of the
Arvada Center
Produce children’s theater with the important educational tie to area schools and their curriculum and
standards.
Maintain the theatre program as a nationally recognized LORT B Theatre.
Actively build partnerships in order to ensure ongoing media attention and reviews of productions by
local and regional press.
Actively program the Black Box theatre to best utilize the more-intimate space.
Broadway Theater: Provides full-season, Equity theater with a commitment to the art of stagecraft.
Presents seasons with titles unique to regional theater in the market. Utilizes the Main Stage and Black
Box venues to their greatest advantage—larger Broadway-type productions in the Main Stage and more
intimate productions in the Black Box. Shadowed and audio performances are performed several times a
season for the hearing and visually impaired.
Children’s Theater: Presents quality children’s theater programming that equals the quality of
Broadway-type theater events. Schedules programs to meets the needs for attendance of over 75,000
children per year. Specifically programs special shows for Title 1 schools which primarily consist of
children from disadvantaged or low income families. Productions are tied to school curriculum and study
guides are made available.
Music: Presents a summer concert series in the Amphitheater which presents the best of local and
regional musicians, as well as partners with other cultural institutions, such as the Colorado Symphony
Orchestra. Coordinates with the Arvada Center Chorale to facilitate concerts that showcases their efforts
to be ambassadors of music within the Arvada community. Partners with the Gallery Division in
presenting Jeffrey Siegel and his Keyboard Conversations series. Partners with the Jefferson Symphony
Orchestra to present its Young Artist Competition and family concerts.
58
CITY OF
ARVADA
Dance: Presents high-quality dance performances utilizing the best of local and regional dance
companies, as well as partnering with other local dance institutions, such as the Colorado Ballet.
Family Events: Presents family-friendly summer concerts with free pre-show activities, such as face
painting, hands-on art projects, etc., at an affordable price.
Cowboy Poetry Gathering: Coordinates the third largest poetry gathering in the nation drawing from the
community of working cowboys and ranchers. Gathering consists of workshops and concerts featuring
artists from as far away as Australia and Canada. Partners with other Arvada Center divisions to ensure
the gathering is a Center-wide event.
-
Elimination of Sound & Light Technician for 2009 & 2010 budget.
59
CITY OF
ARVADA
PURPOSE: Provide support for all maintenance and building needs including security, support for center
events, employees, and guests.
PROGRAMS:
House Management
Facility Scheduling and Coordination
Security and Safety
Volunteer Usher Program
•
•
Maintains schedule of repair, maintenance and renovation for facility and grounds.
Directs review and evaluation of safety and security procedures at the Arvada Center by a committee
of members from the Arvada Police Department, Arvada Fire Protection District, City of Arvada
Emergency Manager, City of Arvada Risk Management and Arvada Center senior staff.
PROGRAM DESCRIPTIONS
Facilities Management: Coordinates Center-wide repair, maintenance, renovations, operations and
support functions; addresses customer service items and concerns related to the facilities and grounds.
House Management: Provides house management and front-of-house support for all adult professional
theater performances, concerts, children’s theater, theater rentals, and special events.
Facility Scheduling and Coordination: Coordinates with the Arvada Center Banquet and Conference
Center for scheduling of meeting and performance space at the Arvada Center.
Security and Safety: Coordinates building security for the safety of staff, patrons and all persons
providing a service to the Arvada Center or utilizing the Arvada Center facilities or grounds. Coordinates
Safety and Security Project.
Volunteer Usher Program: Coordinates and manages over 175 individual volunteers who contribute
thousands of hours of service each year for the Mainstage and Black Box Theaters, Amphitheater, and for
a variety of special events.
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City Management and Public
Representation Programs
CITY OF
ARVADA
CITY MANAGEMENT AND PUBLIC REPRESENTATION
PURPOSE: To ensure proper management of City operations and public representation and participation.
REVENUE SOURCES:
General Fund
PEG fees (Public, Education, Government Access cable television fees)
KATV Sponsorships
Passport Filing Fees
Partnership with Arvada Fire Protection District (Emergency Preparedness)
Emergency Manager Assistance Grant (federal funds)
-
Increased Administrative Receptionist from .75 to 1.0 - $11,800 in 2009 and $13,900 in 2010
Added $25,000 in 2009 and 2010 for review of retirement plan lineups
Added $310,624 in 2009 and 2010 for related debt
Added $175,000 in 2009 for Neighborhood Cleanup Program
Added $350,000 in 2009 for sales tax incentives
Added $997,000 in 2009 and $1,125,000 in 2010 to meet the required 60% of 1 cent contribution
to capital, making the cash transfer to the CIP Fund $2.5M in 2009 and $2.625M in 2010
Eliminated Administrative Supervisor for a savings of $69,706 in 2009 and $70,928 in 2010
Eliminated and reduced various line items in the KATV budget for a savings of $52,571 in 2009
and $54,148 in 2010
Eliminated and reduced various line items in the CMO budget for a savings of $15,000 in 2009
and $15,400 in 2010.
Eliminated and reduced various line items in the City Clerk’s budget for a savings of $33,475 in
2009 and $34,479 in 2010.
•
•
•
•
Partnered with Jefferson County and the City and County of Broomfield to establish the Jefferson
Parkway Public Highway Authority.
Continued leadership in intergovernmental relations with R-1 Schools, Jefferson County, Adams
County, DRCOG, North Jeffco, AFPD, RTD, AURA, Historic Olde Town Arvada, Metro
Wastewater Reclamation District and others.
Provided staff / city representation to numerous regional boards including Rocky Flats Stewardship
Council, Greater Metro Telecommunications Consortium, Metropolitan Mayors and Commissioners
Youth Awards, Jefferson County Mediation Advisory Board, Carin’ Clinic, Ralston House (formerly
Arvada Child Advocacy Center), Colorado Wireless Communities, the Jefferson Parkway Public
Highway Authority, the Colorado Emergency Management Association, the Colorado Information
Analysis Center, the Adams and Jefferson County Hazardous Response Authorities, and others.
Provided staff representation to state and national organizations such as the Colorado Municipal
League, the Alliance for Innovation, the International City Manager’s Association, the National
Association of Government Communicators, the City/County Communications and Marketing
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CITY OF
ARVADA
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Association, the National Association of Telecommunications Officers and Advisors, the Colorado
Municipal Clerk’s Association, and the International Institute of Municipal Clerks.
Implemented Ask Arvada.
Provided assistance to City Council on citizen and community concerns, contacts, and issues.
Managed City of Arvada Leadership and Supervisory Skill (CLASS 2) training program for all
managers and supervisors in support of the organizational values of professionalism and personal and
professional enrichment.
Re-established a Department of Economic Development within the City of Arvada.
Administered the 2007 biennial Arvada Citizen Survey.
Participated as one of four beta test sites for a national senior survey.
Won numerous awards for television programming from national organizations.
Provided high quality photo, video, and graphic support for all city departments via multi media
services within KATV Channel 8.
Substantially increased video streaming on the City of Arvada website.
Successfully marketed new dog licensing program for the city and exceeded revenue goals.
Launched sustainability program for the City of Arvada.
Achieved implementation of railroad crossing Quiet Zones in the community.
During 2007, 1,811 passport applications were processed for total revenue to the city of $67,126.
The city’s ordinances and resolutions from 1904 to current have been imaged and are available to the
public on the city’s web site.
Coordinated TIPS training for employees of Arvada liquor licensed establishments.
Developed an ongoing Records Management Training program for over 40 city employees.
City Clerk staff relocated to new offices, established a new passport processing room, and expanded
and reconfigured the file room.
Ongoing employee and citizen training on all-hazard preparedness through Arvada Report articles,
presentations, and exercises/discussions.
Developed the annual Legislative Agenda and advocated for municipal issues with Arvada’s
legislators.
Completed the biennial budget process.
FUTURE OUTLOOK:
•
•
•
•
•
Excellence in existing services and maintenance.
Preservation of high standards for public safety.
Jefferson Parkway beltway link.
Preservation of strong financial management.
Gold Line transit system and stations.
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CITY OF
ARVADA
ECONOMIC VITALITY
Objectives:
1.
Initiate and sustain physical and economic revitalization efforts in Olde Town and more
specifically in the Triangle Area, Ridge Home, and SE/I-76 Corridor of Arvada to ensure longterm vitality and stability.
2.
Encourage high-quality, diverse development that will result in a variety of housing, jobs, and
shopping opportunities.
3.
Strengthen the economic development of Arvada by recognizing and supporting the cultural
assets and creative resources that enrich our community.
4.
Promote and encourage education and training options for people to be well-qualified and skilled
for employment opportunities.
ENVIRONMENTAL SUSTAINABILITY
Objectives:
1.
Initiate and manage a sustainability program for both the City organization and for the
community.
SAFETY AND SECURITY
Objectives:
1.
Promote a safe environment at City Hall and all City facilities.
2.
Promote programs to ensure a safe environment in non-City facilities.
3.
Strategically plan for the increased resource demands in areas of growth and redevelopment.
4.
Provide leadership and direction for planning, response, and mitigation of disaster and emergency
situations.
5.
Actively participate in regional and intergovernmental planning.
ORGANIZATIONAL EFFECTIVENESS
Objectives:
1.
Maximize the use of taxpayer dollars.
2.
Continue to strive for high performance within all City departments and divisions.
3.
Maximize utilization of available technology for efficiency, effectiveness, and/or public safety.
4.
Promote organizational excellence through the development of a well-trained, efficient, effective,
positive employee body, and by providing opportunities for career development.
5.
Proactively manage risk to reduce all claims, and aggressively defend all claims and lawsuits to
protect taxpayers from frivolous or meritless cases.
6.
Continue to analyze the City’s organizational structure and municipal policies for effectiveness
and efficiency, involving all layers of the organization.
7.
Continue to enhance communication, outreach, and image projects for the City of Arvada.
8.
Emphasize diversity in the employee body.
9.
Maintain a proactive role on state and national issues.
10.
Monitor national, regional, and local trends to assist with strategic planning and forecasting.
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CITY OF
ARVADA
11.
12.
Nurture a communicative and collaborative inter-disciplinary environment that supports the
development of strategic partnerships between multiple, internal and external entities and
agencies.
VIBRANT COMMUNITY
Objectives:
1.
Balance open space, residential, commercial, and employment opportunities.
2.
Annex eligible areas within the comprehensive plan growth area.
3.
Be a recognized leader in the offering of diverse and accessible multi-disciplinary, cultural arts
and heritage programs.
4.
Preserve the historic nature of Olde Town and other historically significant areas as civic and
cultural resources.
5.
Promote access by all residents to a broad variety of arts, culture and heritage activities taking
place in many areas throughout the city.
6.
Support access to quality libraries and library services as significant cultural and educational
resources for learning.
7.
Support programs of general interest offered by civic or faith-based organizations in community
information materials and networks.
8.
Maintain community and school interactions to reinforce the importance of K-12, community
college and higher education facilities and resources in strengthening lifelong learning,
particularly in arts, culture and heritage.
9.
Maintain collaborative efforts with the school districts to insure the highest quality education to
Arvada citizens.
10.
Continue to work with education community, business community, and other governmental
agencies to identify and enhance learning and personal growth.
11.
Ensure that the City’s Community Development processes include consideration of means by
which residents, whether at home, work, or school, can access the technological revolution.
12.
Support Red Rocks Community College.
13.
Support the community’s ability to facilitate Human Service needs in the community.
14.
Develop programs, where feasible and appropriate, in order to provide tax relief to low-income
and elderly residents of Arvada.
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CITY OF
ARVADA
65
CITY OF
ARVADA
City Clerk
City Council
City Managers
KATV
Total City Management by Division
General Fund
2006 Actual
606,953
332,574
1,481,499
1,506,116
400,830
$
4,327,972
2008 Revised
$
731,856
401,594
1,461,767
4,547,364
557,439
$
7,700,020
$
698,488 $
727,580
323,066
335,248
1,440,089
1,501,797
3,241,074
1,334,076
527,333
557,733
$
6,230,050 $
4,456,434
2006 Actual
2007 Actual
2008 Revised
1,917,595 $
1,821,358 $
2,002,880
739,675
817,832
960,916
308,681
364,081
431,906
1,475,453
4,002,153
4,294,887
28
776
714
2,295
58,316
17,300
6,021
(172,552)
(128,437)
1,115
$
4,327,972 $
6,895,001 $
7,700,020
$
2,001,984 $
2,099,910
835,936
862,962
404,412
416,543
2,669,420
758,491
310,624
310,624
2,295
2,364
5,379
5,540
$
6,230,050 $
4,456,434
$
2007 Actual
542,171
388,499
1,371,924
4,041,895
550,512
$
6,895,001
$
General Fund
Personnel
Services & Charges
Supplies & Expenses
Contracts & Leases
Debt Service
Capital Maintenance
Capital Outlay
Other Financing Uses
Total City Management by Category
$
66
CITY OF
ARVADA
$9,000,000
$8,000,000
$7,000,000
$6,000,000
$5,000,000
$4,000,000
$3,000,000
$2,000,000
$1,000,000
$0
2006
2007
City Clerk
2008
City Council
2009
City Managers
2010
2011
2012
2013
KATV
Debt Service
4.99%
Capital Maintenance
0.04%
Capital Outlay
0.09%
Personnel
32.13%
Services & Charges
13.42%
Contracts & Leases
42.85%
Supplies & Expenses
6.49%
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CITY OF
ARVADA
City Manager’s Office Employee Positions
Administrative Receptionist to City Manager
Administrative Specialist IV
Administrative Supervisor
Assistant to City Manager
City Clerk
City Manager
Deputy City Clerk
Deputy City Manager
Document Management Systems Administrator
Emergency Management Coordinator
Executive Assistant CMO
Multi Media Technician
Television Services Administrator
2007
0.75
1.00
2.00
1.00
3.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
3.00
1.00
2008
0.75
1.00
2.00
1.00
3.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
3.00
1.00
2009
0.00
2.00
2.00
0.00
3.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
3.00
1.00
2010
0.00
2.00
2.00
0.00
3.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
3.00
1.00
Total City Management Employees
18.75
18.75
18.00
18.00
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CITY OF
ARVADA
Mayor and City Council
PURPOSE: The Mayor and City Council are the representative body of the City of Arvada and have the
responsibility of determining community needs and establishing immediate and long-range policies
consistent with those needs.
PROGRAMS:
City Ambassadors
Legislative
Intergovernmental Relations
Policy Makers
Fiduciaries of Taxpayer Dollars
PERFORMANCE MEASURES – 2009 and 2010:
•
•
As a part of the annual budget process, review community goals, objectives, and priorities to ensure
their validity and appropriateness for the council. Track changes and additions.
Biannually review and consider input from the citizen survey to assist with planning, budgeting, and
program review for the City.
City Ambassadors: This program is City Council’s representation with other agencies, community
groups and citizens.
Legislative: This is the passage of ordinances and resolutions in support of City Council’s desired
direction for the community, complying with the charter requirements for City Council.
Intergovernmental Relations: Strong participation in local and national organizations.
Policy Makers: The Mayor and City Council are designated by the City Charter to develop the policies
implemented by the City Staff.
Fiduciaries of Taxpayer Dollars: The Mayor and City Council, as the elected representatives of the
citizens of Arvada, are the fiduciaries of taxpayer dollars.
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CITY OF
ARVADA
City Management
PURPOSE: To supervise implementation of policy and procedure as directed by the City Council
through the coordination and supervision of operations in all City departments. The City Manager advises
the City Council on all matters relating to the planning, development and operating status of City
departments.
PROGRAMS:
Legislative Advocacy/Coordination
Telecommunications
Departmental Management
Financial Management
Special Projects
Intergovernmental Relations
Council Assistance/Relations
Council Agenda Management/Preparation
Media Relations
Strategic/Organizational/Team Management
Citizen and Customer Assistance
Employee Relations/Recognition
KATV Channel 8
Community Outreach
Implementation of Council Decisions
Special Events
Emergency Management
•
•
•
•
Respond to citizen requests for assistance within seven (7) working days, including follow-up with
mayor and city council.
Ensure that 100% of employees in the CMO participate in training and professional development as
agreed to in their personal work plans.
Monitor our budgets within the CMO to maintain 97% accuracy in transactions.
Actively participate in the state legislative process, advocate for the city’s position and seek no less
than 50% of City-desired state legislation passed.
Legislative Advocacy/Coordination: The legislative advocacy and coordination program provides
direct lobbying and advocacy services on behalf of the City, as well as prepares and administers City
Council’s legislative agenda and tracks and responds to legislative issues on a local, regional, state and
federal level.
Telecommunications: The telecommunications program provides for and manages PEG access, the
City’s telecommunication’s policy, and the franchise agreements between the City and
telecommunications companies.
Departmental Management: The departmental management program provides guidance, coaching,
facilitating services and leadership to all City departments including implementing City Council’s policy
direction.
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CITY OF
ARVADA
Financial Management: The financial management program provides resources to manage the City’s
financial matters, including TABOR-related policy and financial issues, annual budget preparation and
monitoring process, and preparation and management of the capital projects budget.
Special Projects: The special projects program provides resources devoted to a number of special
programs initiated throughout the auspices of the City Manager’s office and the City Council.
Intergovernmental Relations: The intergovernmental relations program provides resources to maintain
communications with municipal, state and federal governments in addition to a myriad of other groups
and associations.
Council Assistance/Relations: The Council assistance/relations program is generally geared toward
encouraging, maintaining, and improving City Council association and support of citizens, staff,
intergovernmental and City events. Specifically, this program provides assistance to Council in the form
of secretarial services, follow-up on citizen concerns, requests and inquiries for service or information,
and organizing neighborhood meetings.
Council Agenda Management/Preparation: The Council agenda management/preparation program
provides coordinating City Council agenda items and the weekly preparation of the Council agenda
packet and maintaining the long-term study session priority list.
Media Relations: The media relations program is intended to develop, nurture and maintain the
organization’s overall relationship with the media in order to develop a positive working relationship and
image for the community.
Strategic/Organizational/Team Management: The strategic/organizational/team management program
assists the City’s senior management team to develop skills and abilities necessary to keep an eye on the
future while handling day-to-day operations.
Citizen and Customer Assistance: The citizen assistance program provides direct service to citizens in
resolving concerns and issues they may have with the City’s provision of services, including phone
inquiries, requests for information and service, and walk-in assistance.
Employee Relations/Recognition: The employee relations/recognition program recognizes and
acknowledges employees on a job well done.
KATV Channel 8: KATV Channel 8 provides informational programming to Arvada residents via
community messages, broadcast of City Council and planning commission meetings, information pieces
and several monthly programs such as Cop Talk, the A-Files, Arvada Insights, and Let’s Talk with Ed
Sardella.
Community Outreach: This program oversees a variety of efforts to engage the community in decision
making, including a number of communication tools such as The Arvada Report, KATV Channel 8, and
the city’s web site.
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CITY OF
ARVADA
Implementation of Council Decisions: This program ensures the implementation of all policies and
procedures as directed by the City Council through the coordination and supervision of operations in all
City departments.
Special Events: Coordinates a variety of special events throughout the City, such as groundbreaking and
dedication ceremonies, and provides input and support on community events such as Independence Day,
the Harvest Festival and more.
Emergency Management: The Office of Emergency Management (OEM) is responsible for
maintaining, keeping current and functionally testing the City of Arvada’s Emergency Operations Plan
through regularly scheduled exercises. The Emergency Management Coordinator (EMC) performs
official emergency communications duties; coordinates City emergency planning and response efforts;
identifies emergency preparedness funding sources, prepares grants and manages grant programs;
educates employees and citizens; and leads the City Emergency Management Team.
-
Increased Administrative Receptionist from .75 to 1.0 - $11,800 in 2009 and $13,900 in 2010
Eliminated Administrative Supervisor for a savings of $69,706 in 2009 and $70,928 in 2010
Eliminated and reduced various line items in the KATV budget for a savings of $52,571 in 2009 and
$54,148 in 2010
Eliminated and reduced various line items in the CMO budget for a savings of $15,000 in 2009 and
$15,400 in 2010.
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CITY OF
ARVADA
City Clerk
PURPOSE: To complete the numerous and diverse statutory duties of the City Clerk under City policies,
procedures, ordinances, and state statutes. To provide staff support to City Council and liquor authority
and direct the functions of elections, records, licensing and legislation.
PROGRAMS:
Election Administration
Licensing
Records Management
City Records On-Line
Public Notification
City Council Recording Secretary
Boards & Commissions
Recording
Paperless Council Packet
Passport Acceptance Facility
•
•
•
•
•
•
•
•
•
•
Efficient administration of elections.
Timely issuance of new applications and renewals for various licenses.
99% of liquor licenses issued or denied within 120 days of filed application.
On-going maintenance and training of citywide records management program.
Timely retrieval of records for citizens and City staff.
98% of City Council minutes completed within a week of the meeting.
Interviews for vacancies on boards and commissions completed prior to terms of office expiring.
Efficient administration of Passport application processing.
Full implementation and enhancements to paperless Council packet - reduce number of printed
packets.
Start researching upgrade of technology for City Council recording system and agenda management
software.
Election Administration: The election administration program involves the coordination and
administration of City general and special elections. In addition, citizen initiated recalls, initiatives and
referendums are submitted to the City Clerk and verified for sufficiency by the Clerk to the City Council
and special elections scheduled and held as necessary.
Licensing: The licensing program licenses and regulates holders of liquor, merchant guard, amusement,
kennel, trash haulers, adult business, massage parlor and pawnbroker’s licenses in the City. The City
Clerk’s office provides staff support to the Liquor Licensing Authority, attends meetings, prepares agenda
packets, and distributes minutes.
Records Management: The records management program is a citywide program to keep an inventory of
all records, whether active, semi-active or permanent, within the City. The program maintains retention
schedules for all documents, retrieves files at staff or citizen request, maintains two off-site storage
facilities for vital records, a database index of all records and schedules destruction of documents
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CITY OF
ARVADA
according to the retention schedules. The program also includes regular training sessions with the 40+
records management representatives from all city departments.
City Records On-Line: The document imaging program is a citywide program implemented in 1997 to
image selected applications into an imaging system for faster and easier access by staff and citizens.
Public Notification: The public notification program is responsible for the timely publishing of all legal
notices in the City’s office newspaper, including first and second reading ordinances, requests for
proposals, requests for bids, notice of final settlements, election notices and other notices required under
state statutes or local ordinances.
City Council Recording Secretary: The City Clerk’s office is responsible for recording all City Council
meetings and the preparation, retention and distribution of City Council minutes. Agenda packets are put
together, disseminated and retained by the City Clerk’s office.
Boards and Commissions: The boards and commissions program tracks the members of various boards
that City Council appoints citizens to serve on. Notices of vacancies are published in the official
newspaper, interviews are arranged with City Council, appointment papers are prepared for the City
Council agenda and a directory of members is maintained.
Recording: The recording program involves selecting items required by law to be recorded following
City Council action, sending them to the county Clerk & recorder’s office, maintaining a computer
database of recorded documents and disseminating copies of recorded documents to appropriate outside
parties and staff members.
Paperless Council Packet: This program electronically provides the City Council weekly agenda
packets to Council members, staff & citizens via compact discs and the Internet.
Passport Acceptance Facility: Designated Passport Acceptance Facility to process passport applications
and submit to U.S. Passport Agency. Attends U.S. government passport training as required.
-
Eliminated and reduced various line items in the City Clerk’s budget for a savings of $33,475 in 2009
and $34,479 in 2010.
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CITY OF
ARVADA
Fund Administration
PURPOSE: This program accounts for expenditures that are not department specific.
PROGRAMS:
Administration
Administration: Includes costs which benefit the organization as a whole including: DRCOG, CML,
and NLC dues, bank, armored car and investment administration.
-
Added $25,000 in 2009 and 2010 for review of retirement plan lineups
Added $310,624 in 2009 and 2010 for related debt
Added $175,000 in 2009 for Neighborhood Cleanup Program
Added $350,000 in 2009 for sales tax incentives
Added $997,000 in 2009 and $1,125,000 in 2010 to meet the required 60% of 1 cent contribution to
capital, making the cash transfer to the CIP Fund $2.5M in 2009 and $2.625M in 2010
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CITY OF
ARVADA
76
Programs
CITY OF
ARVADA
COMMUNITY DEVELOPMENT DEPARTMENT
PURPOSE: To sustain a planned and balanced community that provides affordable housing while
preserving existing neighborhoods and the related housing stock, enhance the image of the community,
and provides quality jobs for citizens, generates additional revenue and insures the economic health and
financial stability for the City of Arvada. Responsible for coordinating development activities to conform
to City policies and regulations.
REVENUE SOURCES:
General Fund
State Grants and Funds
Federal Funds and Grants
Private Lenders
Private Activity Bonds
Other Miscellaneous Resources
-
Eliminated and reduced various line items in the Planning budget for a savings of $17,336 in 2009
and $17,856 in 2010.
•
•
•
•
Public Information and Outreach – Staff continued to be involved in neighborhood meetings relating
to development projects.
Southeast/I-76 planning continued with several public meetings and the selection of a consultant
Development Review Activity in 2008:
- 170 annexation, rezoning, PUD’s, B.O.A.’s, etc., not including miscellaneous cases.
- 113 single family home inspections or reviews.
- 94 multi-family inspections.
- 42 new commercial buildings or additions/tenant finish permits and certificates of occupancy.
- On-site inspections for development plan condition compliance.
- Reviewed 6 annexation and 14 rezoning applications. Processed 3 outline development plans.
- Reviewed and processed 51 Board of Adjustment cases.
- Continued work on the Stocke-Walters Neighborhood to address residents concerns.
- Adopted new development application fees.
- Reviewed and analyzed the Candelas project, a major development impact to Arvada.
- Completed the Arvada transit Planning project.
- Completed adoption of the Accessory Dwelling Unit (ADU) Ordinance.
- Adopted revisions to the Comprehensive Plan to address a number of technical considerations.
- Participated in the Sustainability Plan to research ways to make the city a more sustainable
community.
- Met with residents of 64th & Sheridan to discuss options for planning in the area.
Essential Home Repairs Program:
11 grants or deferred loans were completed with a total expenditure of $165,620.
Four bank loans and seven high-risk loans completed for $92,421.
EHR Program evaluation process continuing with excellent ratings from participants in 2007.
FirstBank Rental Improvement Loan Program commitment of $3,000,000 over three years.
Examination of loan portfolio completed and necessary collection efforts made.
Year-end annual report completed.
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CITY OF
ARVADA
•
•
•
•
•
Housing Development:
Jefferson/Willow Green Townhomes completed with City assistance of $300,000.
Funding contribution o $30,000 provided to Habitat for Humanity for new housing on W. 68th
Avenue.
Action completed with Apple Creek ownership and HUD on sale of City HODAG loan for
$3,467,000. Purchase Agreement completed and approved by HUD and Apple Creek ownership
for sale of City loan to private foundation for $3,467,000.
Private Activity Bonds:
•
Prior unused City PAB used with the Metro Mayors Caucus salvaged for use for another
MRB program identified as 2006. Program provided 30 fixed rate loans along with 4% down
payment grant assistance for borrowers. Program completed.
•
Prior unused City PAB used with the Metro Mayors Caucus salvaged for use for another
MRB program identified as 2007A. Program provided 30 fixed rate loans at 5.95% along
with 4% down payment grant assistance for borrowers. 2 loans for $284,223 committed in
Arvada.
•
$4,407,420 in 2007 City PAB approved and committed for use for Metro Mayors Caucus
MRB program identified as 2007B/C. Program provided 30 fixed rate loans at % along
with 4% down payment grant assistance for borrowers. 9 loans for $1,204,079 committed in
Arvada.
The Arvada Housing Authority had the honor of being recognized through with a national
NAHRO Award of Merit in Housing and Community Development and also selected as a
candidate for a National NAHRO Award of Excellence for its partnership and work regarding the
Castlegate Apartments acquisition, renovation, and conversion to a mixed income affordable
housing community.
Community Development Block Grant
2008 Action Plan completed and submitted to HUD.
Participation in NAHRO as national member of Board of Governors. Executive Board Member
for Mountain Plains.
Prepared 2007 HUD CDBG CAPER Report – HUD response shows City in compliance with
draw down rate requirements.
FSS Program Coordinator funding approved.
2007 grant approved by HUD for $37,745 in December, 2006. Agreement with Stride prepared,
submitted to City Council, and approved in March, 2007. Application for program coordinator
funding for 2008 prepared and submitted to HUD and grant approved by HUD for $38,122 in
December, 2007
Funding budget prepared and approved by the Authority.
SEMAP rating: Authority received a “high performer” rating from HUD.
Prepared and submitted 2008 HUD annual Agency Plan.
The Arvada Housing Authority was recognized by Mountain Plans NAHRO at its Annual
Conference in 2007 with a President’s Award for being a High Performing Agency in Section 8.
Extensive work regarding HUD PIC reporting program by staff has achieved minimum required
95% reporting rate
Community Wheels Program with the Seniors Resource contract renewed.
Awarded the 2007/2008 OEC grant. New grant of $21,000 for 2006-2007 and four
supplemental grants of $10,920 totaling $31,920 with $890 in administrative fees for 20062007. Grant fully utilized. 83 Arvada households assisted with an average utility bill grant
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CITY OF
ARVADA
of $305 per household. An application for the 2007-2008 year successful in obtaining a new
grant of $26,000.
•
•
•
•
•
Human Services Advisory Committee application process completed and recommendations sent to
City Council.
City matched funding grant from Governor’s Energy Office and implemented Insulate Colorado 2008
Program.
Code Enforcement Activity as of April 2008: 1176 violations enforced; 137 summonses issued; 607
signs removed; 222 building permit applications reviewed; 50 liquor license applications reviewed;
and 100 sales tax applications reviewed.
Conducted City Council Study Session on enforcement and court issues.
Participated in police in-service training.
MAJOR CHANGES:
•
•
•
•
•
Stagnant Federal funding for CDBG will reduce funding for Essential Home Repairs Program and
community-based organizations and require City financial support and alterations to continue
programs at full productivity. Certain program alterations will be explored and recommended to
reduce program expenditures/increase revenues potentially making program less usable for very low
income Arvada elderly and family homeowners and resulting in the completion of fewer units.
Department will explore a City Housing Trust Fund to be created and funded through existing funds
and future potential State housing investment fund and/or City revenues.
Future HUD regulations and Federal legislation may alter program rules for the Section 8 Program
and potentially the CDBG Program.
Substantial possibility that Stride will no longer provide self sufficiency program services to the
Arvada Housing Authority and alternative self sufficiency program will need to be explored and
implemented.
Property Maintenance Code and increased enforcement responsibilities.
FUTURE OUTLOOK:
•
•
•
•
•
•
•
•
•
As much of Arvada’s vacant area is built out, the emphasis will shift to the Candelas, Leyden Rock,
and other northwest areas, as well as infill, and redevelopment projects.
Infrastructure issues will need to be addressed on a regional basis to make Arvada business and
industrial parks accessible.
Expand efforts to secure cooperation with lenders, HUD. And State to leverage City/HUD resources.
Tighter Federal fiscal and client restraints will continue to negatively effect the Section 8 Housing
Choice Voucher program operation potentially reducing number of households receiving assistance.
Changing City demographics and increased interest for Section 8 and Essential Home Repairs
assistance will expand waiting lists.
Availability of Private Activity Bond (PAB) authority will continue.
Cooperative effort with Jefferson County Housing Authority to secure and preserve affordable
housing projects will continue.
CDBG funds will not increase and call into question whether CDBG alone can provide necessary
financial contributions to both the Human Services Advisory Committee and Essential Home Repairs
Program at needed levels.
Continuing attempts at Federal level to eliminate or reduce CDBG funding and/or alter funding
formula that could cause City to lose entitlement status.
79
CITY OF
ARVADA
•
•
•
There will be an increasing need to explore program alterations and allocate funding from alternative
sources for the Essential Home Repairs program.
Continued need for City to explore alternative funding and establish (1) a housing trust fund and
possibly (2) a revolving loan fund for the Essential Home Repairs Program.
Address Council with presentation regarding the implementation of a proactive systematic
enforcement program that targets problematic neighborhoods.
ECONOMIC VITALITY
Objectives:
1.
Implement an aggressive industrial and retail development and re-development program to attract
or expand primary jobs and new investment, to generate increased gross taxable retail sales, and
to increase the base of primary jobs.
2.
specifically in the Triangle Area, Ridge Home, and SE/I76 Corridor of Arvada to insure longterm vitality and stability.
3.
Develop a plan utilizing Arvada Urban Renewal Authority where possible for revitalization of
distressed areas.
VIBRANT COMMUNITY
Objectives:
1.
Ensure that the City’s Community Development processes include consideration of means by
which residents, whether at home, work, or school, can access the technological revolution.
2.
Encourage quality mixed-use development that combines residential, commercial, and office uses
and provides an appropriate dispersed mix of residential housing types at different affordability
levels.
3.
Strive to stabilize and improve Arvada's existing housing stock, neighborhoods, and related
infrastructure with special emphasis on code enforcement and outreach to property owners and
tenants.
4.
The City will develop and implement programs to assist low- to moderate-income homebuyers.
5.
Encourage residential housing options in the Olde Town Area and City of Arvada to insure longterm vitality and stability. Implement Olde Town Arvada Concept Plan.
6.
Continue to support the community’s ability to facilitate Human Service needs in the community.
7.
Develop programs, where feasible and appropriate, in order to provide tax relief to low-income
and elderly residents of Arvada.
8.
Continue to respond and resolve code enforcement issues on a reactive basis, review
miscellaneous building and other permit applications, review/plat/data entry of new single family
permit applications, provide existing programs and customer service, Remove illegal signs from
city right of way, and address Council about implementing a new program “ Systematic
Enforcement of Problematic Neighborhoods.
9.
Continue to support the community’s ability to facilitate Human Service needs in the community.
80
CITY OF
ARVADA
1.
The City will work to protect the community from negative environmental consequences.
VIBRANT COMMUNITY & ECONOMIC VITALITY
Objectives:
1.
2.
Maintain and update the Comprehensive Plan as the single, unified, general design for the growth
of the City.
3.
Provide for a phased series of specific planning and improvement plans for the preservation,
enhancement, and redevelopment, as needed, for existing City neighborhoods in accordance with
the overall City Comprehensive Plan.
4.
Encourage high-quality, diverse development that will result in a variety of housing, jobs, and
shopping opportunities.
5.
Implement completed neighborhood plans.
6.
Preserve and enhance existing commercial and residential areas as quality areas to live and shop.
7.
Improve the visual appearance of the City and gateways into the City with special emphasis on
Olde Town.
8.
Annex eligible areas within the comprehensive plan growth area.
9.
Monitor national, regional, and local trends to assist with strategic planning and forecasting.
10.
Objectives:
1.
2.
3.
4.
5.
6.
7.
8.
9.
PHYSICAL INFRASTRUCTURE
Objectives:
1.
Complete and maintain a safe and well-planned transportation system to meet community needs,
including vehicle, pedestrian, bicycle, commuter rail, and mass transit.
81
CITY OF
ARVADA
General Fund
Code Enforcement
Housing and Community
Development
Planning
Community
Development
Arvada Housing
Authority
Total Community Development by Division
$
2006 Actual
300,151
$
$
2007 Actual 2008 Revised
512,808 $
548,134
$
581,275 $
618,383
303,444
1,454,431
324,298
1,272,077
333,525
1,438,843
343,863
1,414,883
354,152
1,483,794
581,137
534,722
1,324,238
1,365,246
1,412,457
3,621,636
6,260,799
$
3,752,774
6,396,679
$
4,669,161
8,313,901
$
4,687,233
8,392,500
$
4,843,294
8,712,080
General Fund
Personnel
Services & Charges
Supplies & Expenses
Contracts & Leases
Capital Maintenance
Capital Outlay
Community
Personnel
Development
Services & Charges
Supplies & Expenses
Contracts & Leases
Capital Maintenance
Transfers
Personnel
Arvada Housing
Authority
Services & Charges
Supplies & Expenses
Contracts & Leases
Capital Maintenance
Transfers
Total Community Development
2006 Actual
1,443,805
95,375
160,781
357,970
95
85,533
251,333
32,198
4,089
196,421
11,563
242,168
3,344,853
18,737
3,744
484
11,650
$
6,260,799
$
82
2007 Actual
1,647,117
99,859
231,738
130,469
110,972
209,013
12,279
7,047
137,341
58,070
229,508
3,482,337
17,453
4,166
95
3,457
15,758
$
6,396,679
$
2008 Revised
$
1,750,904
189,828
207,700
171,440
630
135,844
918,048
36,655
36,822
832
16,391
179,646
307,619
4,296,476
25,335
5,685
1,069
7,500
25,477
$
8,313,901
$
1,860,942 $
1,962,633
158,342
164,921
216,015
220,912
103,073
106,165
649
668
1,000
1,030
142,144
152,409
962,587
991,719
36,726
37,827
7,027
7,238
857
883
16,883
17,389
199,022
204,992
328,045
353,183
4,292,394
4,421,539
26,096
26,878
5,856
6,032
1,101
1,134
7,500
7,500
26,241
27,028
$
8,392,500 $
8,712,080
CITY OF
ARVADA
12,000,000
10,000,000
8,000,000
6,000,000
4,000,000
2,000,000
0
2006
2007
2008
2009
Code Enforcement
Planning
2010
2011
2012
2013
Housing and Community Development
Capital Maintenance
0.03%
Supplies & Expenses
3.32%
Capital Outlay
0.01%
Transfers
2.68%
Contracts & Leases
1.38%
0.29%
Personnel
27.78%
Services & Charges
64.50%
83
CITY OF
ARVADA
Community Development Employee Positions
Code Enforcement Manager
Code Enforcement Officer
Housing / Neighborhood Revitalization Manager
Management Aide
Planning Manager
Senior Planner
2007
2.00
1.00
1.00
5.00
1.00
1.00
1.00
1.00
6.00
2008
2.00
1.00
1.00
5.00
1.00
1.00
1.00
1.00
6.00
2009
2.00
1.00
1.00
5.00
1.00
1.00
1.00
1.00
6.00
2010
2.00
1.00
1.00
5.00
1.00
1.00
1.00
1.00
6.00
Total General Fund Employees
19.00
19.00
19.00
19.00
Community Development Assistant
Housing Rehabilitation / Loan Specialist
Housing Services Specialist
1.00
1.00
0.00
0.00
1.00
1.00
0.00
1.00
1.00
0.00
1.00
1.00
Total Community Development Fund Employees
2.00
2.00
2.00
2.00
Administrative Specialist II
Housing Specialist
Section 8 Program Supervisor
0.00
1.00
3.00
1.00
1.00
0.00
3.00
1.00
1.00
0.00
3.00
1.00
1.00
0.00
3.00
1.00
Total Housing Authority Employees
5.00
5.00
5.00
5.00
Total Community Development Employees
26.00
26.00
26.00
26.00
84
CITY OF
ARVADA
Planning and Zoning
PURPOSE: The planning program area is responsible for coordinating development activities to conform
to City policies and regulations.
PROGRAMS:
Community growth and development services
Planning Commission
Board of Adjustment
Building Permits
Regional Planning Activities
Comprehensive planning, neighborhood
planning, special projects
Development Review
Olde Town Design Guidelines
Planning Information and Mapping
Zoning and Informational Maps
Demographics
Public Information
•
•
•
•
•
•
Board of Adjustment cases reviewed within 35 days
Process commercial and industrial applications as a priority
Continue with the implementation of the Comprehensive Plan including standards mixed use and for
big box design
Complete the TOD station planning
Evaluate/implement (if desirable) Arvada as a Certified Local Government for Historic Preservation
Continue to work with the Stocke-Walter neighborhood to change the zoning to meet their needs to
maintain the existing historic character
Community Growth and Development Services: Provides coordination and review of development
policies and implementation through the adoption of long range plans, adoption of codes and ordinances
to implement plans, and review of development proposals to those plans, policies, and codes.
Planning Information and Mapping: Prepares and provides information on development activities
such as population growth and projections, land area within the City, permits issued, and other planning
and demographic related information. Provides for the maintenance and updating of the official zoning
maps, land use information, the City map, address maps and other special project maps relating to
development issues.
Comprehensive Planning, Neighborhood Planning, and Special Projects: Develops long range
projections and plans for the community. Handles all special projects related to planning and community
development.
-
Eliminated and reduced various line items in the Planning budget for a savings of $17,336 in 2009
and $17,856 in 2010.
85
CITY OF
ARVADA
Housing and Neighborhood Revitalization
PURPOSE: The Arvada Housing Authority provides diversified housing affordable to low and moderate
income households. The Community Development 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.
PROGRAMS:
Section 8 Housing Choice Voucher Program
Community Development Block Grant (CDBG)
Housing Opportunity Fund
Essential Home Repairs Program
Community Services Program
Private Activity Bonds and Housing
Rental Improvement Loan Program
HOME Rehabilitation/Home Ownership
Insulate Colorado 2008
OEC energy assistance program
•
•
•
•
•
•
HUD SEMAP Section 8 Program rating
CDBG disbursement rate
Essential Home Repairs Program citizen evaluation surveys
HUD IDIS performance reports on persons or households served
HUD approval of annual CDBG funding agreement
Section 8 Program unit lease up
Section 8 Housing Choice Voucher Program: Up to 508 low to moderate income households are
provided vouchers to assist with rent payment. Staff duties include: processing and maintaining
program, monitoring intergovernmental agreement with county, reporting financial, budget and payment
information to HUD, application for additional Section 8 units, and client intake. The program actively
works with and supports Stride and Colorado Homeless Families in supporting client self sufficiency and
with Jefferson County on client portability.
Private Activity Bonds (PAB) and Housing: Utilization of City private activity bonding (PAB)
authority of approximately $4,000,000 for multi family construction or single family mortgage revenue
bond (MRB) programs.
Community Development Block Grant (CDBG): Some programs partially or fully funded from CDBG
include the Essential Home Repairs program, homeless housing, VOA senior citizen meal programs,
community food banks, Seniors Resource Center, Child Advocacy Center, Carin Clinic, Jeffco Mental
Health, etc.
Rental Improvement Loan Program: A cooperative effort between the City and FirstBank, offering
low-cost loans for owners of single family rental properties to improve and enhance the physical
condition of rental units.
Housing Opportunity Fund: Housing fund to provide financial support to existing and potential
housing programs for low and moderate income households.
86
CITY OF
ARVADA
Essential Home Repairs Program: Assistance to citizens who need repairs and improvements to their
homes. Low interest loans, deferred loans, and grants, as well as technical assistance and contractor
supervision are provided.
HOME Rehabilitation Programs: HUD HOME funding is used to renovate homeowner single family
units and rental multi-family housing for moderate income households.
Community Services: Administering a variety of community service efforts including Community
Wheels, Insulate Colorado, OEC energy assistance, Adams County Transit, etc.
87
CITY OF
ARVADA
Community Code Enforcement
PURPOSE: Code Enforcement responds to zoning and nuisance code issues in the field and at the
customer service counter, assisting citizens, contractors, developers, and internal customers.
PROGRAMS:
Zoning Code Compliance
Nuisance Code Compliance
Review of Miscellaneous Permits
Review of Permits For New Single Family Development
Removal of Illegal Right-of-Way Signs
Customer Service
•
•
•
Respond to and resolve 6,000+ complaints of violation.
Review 1,500+ miscellaneous permits (building, sales tax, liquor, mother-in-law, special events, etc.)
Remove 2,000+ signs from City-Right-of-Way.
Zoning Code Compliance: Code enforcement reviews single family permit applications for compliance
of zoning ordinance criteria and specific subdivision requirements. They also review miscellaneous
permit applications for signs, additions, pools, fences, etc. for zoning compliance.
Nuisance Code Compliance: Enforcement of nuisance violations as directed by the Land Development
Code, Municipal Code and Property Maintenance Code. This program covers weeds, trash, signs, fence
locations, inoperable/unlicensed vehicles, snow removal, site distance at intersections, and other
miscellaneous violations.
Miscellaneous Permits: Review of Liquor License, Sales Tax, Revocable Permits, Mother-in-law
Agreements, ADU Permits, Special Events/Transient Merchants, etc.
Review New Single Family Permit Applications: Code Enforcement reviews these permits for general
zoning requirements and specific PUD requirements. Once the applications are reviewed and meet the
standards the information is platted and the data is entered into Permits Plus.
Right-of-Way Sign Removal: Remove illegal signage on City-right-of-way on a pro-active basis..
Customer Service: Code enforcement staff assist internal and external customers with requests for
maps, researching files, zoning information and enforcement issues.
BUDGET CHANGES - 2009 and 2010: None
88
Programs
CITY OF
ARVADA
ECONOMIC DEVELOPMENT DEPARTMENT
PURPOSE: To sustain a planned and balanced community that provides quality, cost-effective service
by facilitating industrial, business and retail development that creates new, well-paying jobs; helps
existing businesses grow; and generates additional revenue to the City.
REVENUE SOURCES:
Economic Development Fund
General Fund
−
None
Business Retention:
• The Arvada Economic Development Association (AEDA) Business Retention Program has a
reputation as the best in the State of Colorado, if not the country. The program was a model for other
local and national organizations. AEDA staff presented the program at state and national
conferences, was interviewed by many publications, chaired the Metro Denver Economic
Development Professionals group, participated on a variety of economic development efforts, and
provided individual counseling to many communities about the program.
• AEDA had 14,635 multiple contacts/communications with Arvada businesses during 2007 alone.
• JobLINK, an online employment matching solution, continued to be a valuable resource for Arvada
businesses and job seekers. The website was visited 83,948 times in 2007; 530 employer
representatives were registered to either post job opportunities or search keyword-searchable resumes.
An average of 55 job opportunities per month was listed on the website during the year.
• A total of 40 existing Arvada retail, office, and industrial businesses expanded, upgraded space, or
began an expansion process in 2007. These businesses or property owners invested almost
$5 million in capital improvements.
• At year end 2007, 3,995 Arvada businesses were listed on the comprehensive business database,
which included 191 primary employers with 5,633 employees. The information was made available
to the public through www.aeda.biz.
• AEDA staff facilitated a marketing campaign for Historic Olde Town Arvada (HOTA) and
participated on a variety of projects and committees.
• Many AEDA-sponsored events were conducted during 2007 such as the annual business appreciation
event, business forum, CEO forums, legal issues forum, search engine optimization forum, and
specialized seminars through the Jefferson County Business Resource Center (JCBRC) to address
identified business needs, such as retail bootcamps and startup seminars.
• AEDA authored the business section for each edition of the Arvada Report providing valuable
information for and about businesses.
Retail, Office and Industrial Development:
• Over 40 new restaurants and retailers joined the Arvada business community in 2007, including
businesses such as Arvada Grill, Big 5 Sporting Goods, CATO, Egg and I Restaurant. Retail
development projects included Grandview Plaza, Westwoods Shopping Center Phase II, and Shoppes
89
CITY OF
ARVADA
•
•
•
•
at Arvada. Nearly $10 million in retail capital improvements and construction were invested during
2007. About 148,000 sq. ft. of new retail space was added to Arvada’s retail real estate inventory or
was under construction.
AEDA began a more aggressive approach to retail recruitment and development to include
preparations for the ICSC conference.
49 new office and industrial companies located, or began the building process to locate, to Arvada
during 2007. Arvada realized over $15 million in office/industrial capital investment with over $6.5
million in capital investment in the Arvada Enterprise Zones.
It is estimated that about 550 new, non-retail jobs were added to the Arvada employment base.
About 150,000 sq. ft. of industrial/office space was added to the speculative space inventory with
more planned for 2008.
Marketing:
• AEDA’s marketing efforts in 2007 generated 26,604 multiple contacts. Contacts included real estate
partners, targeted industries, direct mailings, businesses, developers/consultants, trade show and other
events, and general marketing inquiries.
• AEDA’s website, www.aeda.biz was enhanced and launched in 2007.
• 66 commercial properties were listed on www.arvadapropertylink.com resulting in 7,045 records
received multiple times.
• The monthly newsletter, Arvada, Colorado Real Estate Review, was distributed 19,733 times (1,644+
per month average) in 2007 to real estate professionals and community partners.
• About 120 real estate professionals and community leaders attended the Thirteenth Annual
Commercial Real Estate Review which featured retail development, redevelopment opportunities,
City of Arvada projects, networking and cross-marketing among the participants.
• A customized retail brochure was developed for specific retail recruitment efforts.
• In 2007, AEDA leveraged resources by jointly participating with other economic development
organizations in eight trade shows, marketing campaigns, events, national activities, as well as
products and services. Partners included Metro Denver Economic Development Corporation,
Jefferson and Adams counties and the State of Colorado.
• AEDA strategically focused on public relations as a marketing tool and reduced its printed
advertising strategy. AEDA staff was interviewed and quoted in many local, state and national
publications during the year resulting in free publicity for the community.
• Primary marketing materials were updated including the economic profile, annual report, view-at-aglance calendar, and customized pieces.
MAJOR CHANGES
•
•
•
•
•
Because of economic trends, AEDA and the City must focus more aggressively on retail
development.
Businesses are adjusting business plans, moving forward with expansion plans, or locating to Arvada
because of new opportunities such as Arvada Ridge for retail and Tower Place for commercial. More
inquiries have been received through partnerships with other organizations.
Some existing primary employers are considering facility expansions and/or reporting increased
employment needs indicating an economic recovery has begun.
More job opportunities were posted on JobLINK.
Website visitations increased significantly.
90
CITY OF
ARVADA
•
•
•
•
•
International competition is negatively impacting some Arvada manufacturers. Resources are being
made available to assist these businesses.
The investment in the Jefferson County Business Resource Center (JCBRC) to start-up and grow
businesses has proven valuable and was widely used. That trend will likely continue.
The revitalization of dated commercial areas must be continually addressed including Ralston Fields,
W. 58th and Ward Road, W. 64th Avenue and Simms, and southeast Arvada.
The “Square Lake” area is being monitored for potential development opportunities.
Historic Olde Town Arvada continues to transform into a significant shopping district and must be
encouraged.
FUTURE OUTLOOK
•
•
•
•
•
•
•
•
•
•
•
•
•
New retail development and growing existing retailers are predicted to steadily improve based on
strategic outreach and marketing efforts started at year end 2007 and early 2008.
Commercial development in northwest Arvada will occur.
Attracting a hotel(s) to Olde Town, Ralston Fields, and/or Candelas areas will be challenging, but
important for Arvada.
Support of the Jefferson County Business Resource Center (JCBRC) will be a necessary partnership
to encourage primary job and business growth.
Smaller business parks will continue to develop, i.e. Tower Place, Parkway Business Center, Ralston
Creek Business Park, etc.
Business retention efforts will be a key marketing component for job growth and business expansions.
Strategic partnerships are critical to leverage limited funds and resources.
Infrastructure, technology, sustainability, and water availability will be critical to attract targeted
industries such as biomedical, high-tech, research and development, etc.
Continued relationships and education (relative to Arvada) of commercial real estate and
development partners will help attract targeted industries and retail businesses.
E-Commerce may threaten future revenues generated through sales tax.
Tax policy relative to business must be addressed, i.e. TABOR, Gallagher, and Amendment 23.
Business friendly legislation must be monitored and supported.
Employer health care and insurance coverage costs must be monitored and addressed.
ECONOMIC VITALITY
Objectives:
1.
Implement an aggressive retail, office, and industrial development and re-development program
to generate increased gross taxable retail sales, increase the base of primary jobs, and attract or
expand primary jobs and new investment.
2.
Attract a quality hotel.
2 Year Target:
a.
Actively pursue a hotel for the community through partnerships with AURA, AEDA,
City of Arvada and hotel developer.
3.
Initiate and sustain physical and economic revitalization efforts, especially in Olde Town, Ralston
Fields, and SE/I-76 Corridor of Arvada to insure long-term vitality and stability.
91
CITY OF
ARVADA
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
19.
20.
21.
22.
23.
24.
Retain quality businesses and assist them in ways that will provide an environment for growth
and success.
Utilize Arvada Urban Renewal Authority where possible to revitalize distressed areas.
Encourage and support the development of appropriate home-based businesses.
Maintain conference and banquet services that provide high quality food, beverage, meeting, and
event services.
Maintain a centralized sales approach for reserving and booking space at the City’s facilities.
Masterplan and develop the Arvada Center site as a venue for arts and humanities and banquet
and conference programs.
Establish a coherent program for growth that addresses the increasing demand for banquet and
conference services.
Provide effective and efficient administration that excels at financial resource management and
personnel management.
Develop financial resources; develop active volunteerism at levels appropriate for the
community’s banquet and conference facilities.
Long-term financial sustainability for on-going operations and capital improvements by
developing and maintaining a coordinated strategic funding plan.
Maintain an internal and external communication program.
Maximize the use of partnerships and strategic alliances.
92
CITY OF
ARVADA
93
CITY OF
ARVADA
AEDA
AEDA
Total Economic Development by Division
$
$
2006 Actual
620,210
620,210
$
$
2007 Actual 2008 Revised
620,793 $
728,918
620,793 $
728,918
$
762,736 $
805,207
$
762,736 $
805,207
AEDA
Personnel
Services & Charges
Supplies & Expenses
Contracts & Leases
Capital Maintenance
Capital Outlay
Transfers
Total Economic Development by Category
2006 Actual
337,238
181,197
31,326
66,653
95
3,701
$
620,210
$
94
2007 Actual
362,484
140,250
42,373
71,465
409
3,812
$
620,793
$
2008 Revised
$
459,355
153,872
40,559
70,540
666
3,926
$
728,918
$
491,164 $
525,142
155,723
160,741
40,599
41,817
70,540
72,656
666
686
4,044
4,165
$
762,736 $
805,207
CITY OF
ARVADA
1,000,000
900,000
800,000
700,000
600,000
500,000
400,000
300,000
200,000
100,000
0
2006
2007
2008
2009
2010
2011
2012
Contracts & Leases
9.25%
Capital Maintenance
0.09%
Transfers
0.53%
Supplies & Expenses
5.32%
Personnel
64.40%
Services & Charges
20.42%
95
2013
CITY OF
ARVADA
Economic Development Employee Positions
Deputy Director of AEDA
Director of Economic Development
Manager of Economic Development
Market Research Specialist
Marketing Specialist
Retail Specialist - AEDA
2007
1.00
1.00
0.00
1.00
0.00
1.00
0.00
2008
1.00
1.00
0.00
1.00
0.00
1.00
1.00
2009
1.00
0.00
1.00
1.00
1.00
1.00
0.00
2010
1.00
0.00
1.00
1.00
1.00
1.00
0.00
Total Economic Development Employees
4.00
5.00
5.00
5.00
96
CITY OF
ARVADA
PURPOSE: The economic development area is the business-to-government liaison between prospective
businesses or existing businesses and the City of Arvada. The department also handles all marketing
activities to enhance the image of the City for business development.
PROGRAMS:
Marketing/Public Relations
Community Issues
Retail Development
Business Retention
Business/Industrial Development
PERFORMANCE MEASURES: 2009 and 2010:
•
•
•
•
•
•
•
Aggressively market and target specific retailers to generate new and grow existing retail businesses
that will produce increased gross retail sales
Assist with the reinvigoration efforts of at least one large dated shopping center
Attract and/or expand targeted industries and primary employers
Increase non-retail job base
Bring in new capital investment
Assist existing employers to promote business and expansion efforts.
Develop new leads and working prospects
Retail Development: This program is designed to recruit new, targeted, expanding or relocating retail
and restaurant businesses to Arvada thereby increasing sales tax revenue for the City by identifying retail
leakage and providing missing products/services for citizens and reducing the retail vacancy rate.
Business Retention: Assist Arvada businesses to succeed and grow. Included in this program are the
following: partnering with existing Arvada businesses; promoting Arvada businesses; assisting with
expansion and growth efforts; assisting with employee searches; providing Internet exposure for existing
businesses; providing information-sharing and recognition programs; conducting market research by
visiting employers to determine needs while promoting retention and expansion; facilitating educational
and counseling services; and assisting businesses with development services.
Business/Industrial Development: This program is designed to attract new or relocating office, R&D,
industrial and other targeted industries to Arvada's many business parks and available buildings including
the Candelas area and Ralston Fields, providing a greater tax base for the City, bringing in new
investment and quality jobs for citizens. It includes the administration of the Enterprise Zone and the
AEDA Revolving Loan and Incentive Program.
Marketing/Public Relations: AEDA's marketing objective is to enhance the City’s image; develop and
maintain databases necessary for site selection; create an awareness of Arvada's business advantages to
commercial real estate brokers, developers, and users; participate in trade shows and develop general and
specific informational resources.
97
CITY OF
ARVADA
Community Issues: The program provides input and monitors infrastructure issues such as the Jefferson
Parkway and provides advice and counsel regarding City issues relative to the business environment, as
appropriate.
98
Finance Programs
CITY OF
ARVADA
FINANCE DEPARTMENT
PURPOSE: Performs, manages, develops and oversees the financial operations for the City and various
related organizations. This includes financial reporting, fiscal analysis, budgeting, transaction processing,
compliance, debt management, cash and investment management, grants writing and administration,
purchasing, tax and audit programs, utility billing and accounting, purchasing, risk management programs
and financial software technical maintenance and support.
REVENUE SOURCES:
General Fund
User Rates and Charges
Internal Service Fund
−
−
−
$3,090 in 2010.
Eliminated and reduced various line items in Sales Tax budget for a savings of $15,700 in 2009
and $16,171 in 2010.
Eliminated and reduced various line items in Purchasing budget for a savings of $2,000 in 2009
and $2,060 in 2010.
•
•
•
•
•
•
•
•
The Utilities Division successfully implemented a new utility billing software system. This system
cost nearly $1.1 million to implement and is responsible for the correct billing of over 35,000 water
bills six times a year.
The Purchasing Division implemented Purchasing Cards across the City, providing more controls on
City spending. The program has eliminated the processing of over 2,570 vendor payment checks.
The Purchasing Division worked with a vendor and had four Automated Teller Machines installed at
City Hall, the Arvada Center, and at the City’s two golf courses. The agreement pays the City thirty
cents on each transaction. The machines are being used above expectations of the vendor.
The Treasury Division completed the Comprehensive Annual Financial Report in 2006 and 2007 and
was awarded the Finance Officers Certificate of Achievement for Excellence in Financial Reporting.
The Treasury Division implemented a new audit procedure of Purchasing Card expenditures. The
audit procedures ensured that each employee’s monthly Purchasing Card expenditures would be
randomly audited no less than twice a year.
In addition to the 30 classes on workplace safety issues the Risk Management Division presented, the
Division implemented a trench safety class that included digging the trench and providing hands-on
experience in the safety requirements.
Outside Insurance companies audited our workplace safety and liability issues. The Risk
Management Division received a very positive report on their programs to limit risk exposure. This
resulted in lower insurance costs for the City.
The Sales Tax Division conducted two fiscal reports on shopping centers within our City. This work
analyzed the demographics, crime, revenue, and shopping potential of these areas. These studies are
the first of several studies and are used in discussions with the shopping center developers in an effort
to increase revenue generation in these areas.
99
CITY OF
ARVADA
FINANCE DEPARTMENT
•
The Sales Tax Division continued the Senior Rebate program in sales taxes. Over 600 seniors
received a check from the City for an average of $75 each. This program includes City staff going to
organizations and agencies to help seniors complete the appropriate paperwork to receive their
rebates.
MAJOR CHANGES:
•
•
•
•
The Department regraded a Tax and Audit Coordinator to a Sales Tax Analyst to provide more
analytical support to the Department.
The Department divided a full-time Financial Analyst into two part-time positions. One is a Payroll
Technician and the other works in the Sales Tax Division as a License and Revenue Specialist. This
was to ensure lunch time coverage in the Sales Tax Division – and was a downgrade of the former
position.
The Department reclassified a Utility Service Representative (Meter Reader) position to a Utility
Billing Technician, permitting a position to work both indoors and outdoors.
The Department reclassified a Utility Billing Meter Reader position to a Utility Service
Representative Lead to provide support in the field.
FUTURE OUTLOOK:
•
•
•
•
•
The Sales Tax Division will implement a new sales tax software system in 2009 providing far more
electronic communication with our customers; an open architecture allowing more versatile reports;
and access to various elements of the information across the organization.
The Utility Billing Division will implement budget billing for our water utility customers to help
them in making even payments throughout the year.
The Risk Management Division will implement new practices on a “return to work” program to lower
our workers’ compensation costs.
The Purchasing Division will implement an electronic bidding program that will permit the City to
provide information on all bids in one location and permit bidders to electronically submit their
quotes and proposals.
The Treasury Division will continue to automate the Accounts Payables functions, including
electronically storing and retrieving invoices and working towards an ability to enter invoices
electronically to the City.
Organizational Effectiveness
1. Provide accounts receivables support to all Departments in the areas of Housing Assistance, Code
Enforcement, Property Maintenance and other departments in the management of monies owed to
the City and the placement of liens, where applicable.
2. Provide grants writing, management and accounting to Parks, Transportation, Ralston House and
other agencies to secure resources and account for the same to maximize City resources.
3. Work with the Divisions of Information Technology, Building Maintenance, and Vehicle
Maintenance to evaluate the revenues and costs of these Internal Service Funds to determine if
they are being appropriately budgeted and if there are ways the City can reduce these costs.
100
CITY OF
ARVADA
FINANCE DEPARTMENT
4. Aid departments in writing and managing Request for Proposal and other processes to ensure not
only consistency with legal parameters and cost effectiveness, but also ensure all vendors have an
opportunity to bid on city work.
5. Provide safety and wellness programs to continue to address programs that will provide cost
containment of our liability, workers’ compensation and property insurance costs.
6. Implement new software in 2009 that will provide more electronic tools for both our external and
internal customers.
Economic Vitality
1. Conduct fiscal analysis on three more shopping center areas to provide information for economic
development use.
Physical Infrastructure
1. Create a comprehensive Capital Improvements document that defines the City’s total investment
in maintenance operations, capital maintenance and new capital improvements.
101
CITY OF
ARVADA
FINANCE DEPARTMENT
Expenditures by Division
General Fund
Water
Insurance
Purchasing
Sales Tax
Treasury
Billing & Accounting
Benefits Administration
Risk Management
Total Finance
2006 Actual
330,563
672,610
1,368,919
3,217,058
3,331,406
687,225
$
9,607,781
2008 Revised
$
429,052
697,215
1,499,798
3,548,170
2,562,598
626,080
$
9,362,913
$
444,596 $
464,768
730,569
776,362
1,574,705
1,664,981
3,621,107
3,688,575
4,430,579
2,517,480
639,264
681,642
$ 11,440,820 $
9,793,808
2006 Actual
2007 Actual
2008 Revised
2,021,416 $
2,027,622 $
2,147,874
156,551
206,836
226,973
130,351
131,145
153,972
68,403
99,627
95,879
(6,114)
(7,451)
1,465
4,277
1,367
20
650,917
659,418
726,273
84,595
112,919
149,894
153,817
146,623
199,285
49,137
32,847
25,000
2,246,425
2,319,164
2,376,200
2,494
4,731
32,167
21,625
66,787
573,198
549,333
547,106
1,989,182
1,437,002
2,039,754
91,805
103,176
131,150
108,445
144,105
134,420
700
32,819
1,269
6,248
112,482
155
1,110,000
327,555
330,000
$
9,607,781 $
8,319,741 $
9,362,913
$
2,273,548 $
2,412,795
224,691
234,093
154,385
159,059
95,879
98,756
1,367
1,408
767,025
819,166
137,856
142,992
235,108
242,353
25,000
25,000
2,384,600
2,385,400
4,731
4,873
66,787
68,791
564,747
604,460
1,885,122
1,956,291
135,086
139,137
138,453
142,606
6,435
6,628
2,340,000
350,000
$ 11,440,820 $
9,793,808
$
2007 Actual
404,831
564,463
1,492,762
3,295,090
1,962,613
599,982
$
8,319,741
$
General Fund
Water
Insurance
Total Finance
Personnel
Services & Charges
Supplies & Expenses
Contracts & Leases
Inventory
Capital Maintenance
Personnel
Services & Charges
Supplies & Expenses
Contracts & Leases
Debt Service
Capital Maintenance
Capital Outlay
Personnel
Services & Charges
Supplies & Expenses
Contracts & Leases
Inventory
Capital Maintenance
Capital Outlay
Transfers
$
102
CITY OF
ARVADA
FINANCE DEPARTMENT
14,000,000
12,000,000
10,000,000
8,000,000
6,000,000
4,000,000
2,000,000
0
2006
2007
2008
Purchasing
2009
2010
Sales Tax
2011
2012
Treasury
Risk Management
Transfers
20.45%
Capital Maintenance
0.11%
Capital Outlay
0.58%
Contracts & Leases
2.27%
Debt Service
20.84%
Supplies & Expenses
4.59%
Personnel
31.51%
Services & Charges
19.65%
103
2013
CITY OF
ARVADA
FINANCE DEPARTMENT
Finance Department Employee Positions
Accountant I
Accounting Manager
Accounting Technician II
Accounts Payable Technician
Assistant Finance Director
Budget Specialist
Collections Agent
Controller
Director of Finance
Executive Secretary
Financial Specialist
Financial Systems Analyst
Grants Administrator
Investment Manager
License & Revenue Specialist
Payroll Administrator
Payroll Technician
Procurement Specialist
Purchasing Manager
Sales Tax Analyst
Sales Tax Auditor
Senior Accountant
Storeskeeper
Tax Audit Manager
Total General Fund
2007
2.00
1.00
2.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
0.00
1.00
1.00
0.00
1.00
0.00
2.00
1.00
1.00
3.00
1.00
0.50
1.00
26.50
2008
2.00
1.00
2.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
0.00
1.00
1.00
0.00
1.00
0.00
2.00
1.00
1.00
3.00
1.00
0.50
1.00
26.50
2009
2.00
1.00
2.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
0.00
1.00
1.00
1.00
0.50
1.00
0.50
2.00
1.00
0.00
3.00
1.00
0.50
1.00
26.50
2010
2.00
1.00
2.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
0.00
1.00
1.00
1.00
0.50
1.00
0.50
2.00
1.00
0.00
3.00
1.00
0.50
1.00
26.50
Accounting Technician I
Customer Information System Analyst
Utility Accounts Manager
Utility Billing Specialist
Utility Billing Technician
Utility Service Representative
Utility Service Representative Lead
Total Water Fund
1.00
1.00
0.00
1.00
0.00
4.00
4.00
1.00
12.00
1.00
1.00
0.00
1.00
0.00
4.00
4.00
1.00
12.00
1.00
0.00
1.00
1.00
1.00
4.00
3.00
1.00
12.00
1.00
0.00
1.00
1.00
1.00
4.00
3.00
1.00
12.00
Property & Casualty Analyst
Risk Management Analyst
Risk Management Technician
Risk Manager
Safety & Loss Control Analyst
Total Insurance Fund
1.00
1.00
0.75
1.00
1.00
4.75
1.00
1.00
0.75
1.00
1.00
4.75
1.00
1.00
0.75
1.00
1.00
4.75
1.00
1.00
0.75
1.00
1.00
4.75
Total Finance Employees
43.25
43.25
43.25
43.25
104
CITY OF
ARVADA
FINANCE DEPARTMENT
Treasury
PURPOSE: The Treasury Division performs, manages, develops and oversees the financial operations
for the City and various related organizations.
PROGRAMS:
State and Federal Financial Reporting
Financial Planning and Analysis
General Accounting
Investments
Grant Proposals
Financial Management System
Debt Management
Payroll
Accounts Payable
Accounts Receivable
Fixed Assets
Financial Reporting
Budget
•
•
•
In 2009 the Division will implement new software and procedures to electronically accept, process,
store and retrieve vendor requests for payments – invoices.
The Division will ensure all changes to the retirement programs will be made in 2009. This will
require working with new vendors and with employees to ensure their retirement savings are secure
and correctly accounted.
The Division will continue to provide financial and fiscal oversight to all financial transactions. This
is to ensure there are no findings in our annual audit process.
Payroll: This program prepares and distributes the City’s biweekly payroll. Other duties include the
payment of Federal and State withholding taxes, garnishments, pension contributions and insurance
premiums.
Accounts Payable: This program processes payments on a daily basis to vendors providing goods and
services to the City. It also maintains the necessary information to comply with Internal Revenue Service
reporting of miscellaneous payments.
Accounts Receivable: This program bills, collects and receipts various City revenues including weed
mowing, housing payments, hydrant meter and reservoir permits.
Fixed Assets: This program identifies new fixed assets and maintains an inventory of the City’s land,
buildings, equipment and infrastructure. The maintenance of a fixed asset inventory and calculation of
depreciation is required by state statute and Governmental Accounting Standards Board #34 and is
necessary to provide internal controls designed to safeguard the City’s assets from loss or misuse.
Financial Reporting: This program provides quarterly financial reports to each department and to the
City Council. It produces the comprehensive annual financial report which is required by state and
federal law. It also responds to daily financial information requests as needed and prepares specialized
monthly reports as requested by departments.
105
CITY OF
ARVADA
FINANCE DEPARTMENT
Budget: This program ensures the integrity of the five-year model and the revenue and expenditure
estimating. The department continues to do the work of actually assembling budget documents.
State and Federal Financial Reporting: This program prepares reports and requests for funds as
required by the state and federal government (U.S. Department of Housing and Urban Development,
CDBG, Housing, HOME, and Rental Rehabilitation).
Financial Planning and Analysis: This program responds to requests and projects which require
financial expertise.
General Accounting: This program performs other activities involved in assuring that financial
information is as up to date and accurate as possible, including bank reconciliations, capital improvement
accounting, journal entries, budget monitoring and lottery and open space funds monitoring.
Investments: Actively manage the City’s funds to earn the greatest return possible while managing risk.
Grant Proposals: Actively seek available grant funding for all City operations.
Financial Management System: This program is responsible for providing ongoing maintenance,
upgrades in technology and employee support and training for the citywide financial management system.
Debt Management: This program manages new and existing debt issues, including compliance with
arbitrage and continuing disclosure requirements.
−
$3,090 in 2010.
106
CITY OF
ARVADA
FINANCE DEPARTMENT
Tax and Audit
PURPOSE: To collect and account for sales and use tax, enforce the regulations contained in Chapter 31
of the City Code, answer inquiries regarding the City sales and use tax regulations.
PROGRAMS:
Enforcement
Tax/Rent Refund Program
Administration
Customer Service
Auditing
•
The Division will purchase and implement new software for the collection and accounting of sales,
use and other taxes to the City. This will be, at least, a $250,000 cost.
Administration: This program is responsible for the mailing, receiving, receipting, processing and filing
of over 28,000 sales tax returns.
Customer Service: This program is responsible for answering over 8,500 requests for information
annually. This program also processes all new license applications and closures of businesses. It includes
the “90-day follow-up” calls and delivery of new sales tax licenses.
Auditing: Over 375 sales and use tax audits are conducted annually by this program. The audits provide
local businesses the opportunity to meet with a tax auditor and discuss their specific business and the
applicability of the Arvada code. It increases future tax ordinance compliance which generates additional
voluntarily remitted tax revenue.
Enforcement: This program ensures that all taxes due to the City are received in a timely manner. The
collection aspect includes delinquent tax returns, returned checks, outstanding audit assessments,
adjustments to filed returns, and timely payments. This program also ensures tax licensure of all
businesses.
Tax/Rent Refund Program: Refund a portion of property tax or monthly rental payments and a portion
of sales tax paid for food to low-income seniors and low-income heads of households. This program
assists over 600 Arvada residents annually.
−
Eliminated and reduced various line items in Sales Tax budget for a savings of $15,700 in 2009 and
$16,171 in 2010.
107
CITY OF
ARVADA
FINANCE DEPARTMENT
Purchasing
PURPOSE: Perform the procurement of the more complex and costly acquisitions; support departmental
purchasing efforts for routine needs; administer procurement policies and procedures; manage the
maintenance, support, training and development of the purchasing module portion of the financial
management system; operate a central warehouse for routine supplies; coordinate the storage of surplus
property for subsequent disposal through an auction contract.
PROGRAMS:
Professional Development
Shipping and Receiving
Central Stores
Surplus Property Disposal
Training
Procurement
Coordination of Goods and Services
Requirements
Financial System
Ordinance and Procedural Administration
•
•
The Purchasing Division will develop more cost-efficient ways to train employees on the use of
Purchasing Cards using video tools.
The Purchasing Division will develop an electronic bid process to permit all requests for proposals
and qualifications to be posted in one location – probably a third-party vendor. This site will contain
all changes in City bid documents and inform all registered users of the changes. This process will
also accept all bids electronically. This will minimize the need for multiple copies and management
of the bid process.
Procurement: Collaborate with City departments to provide the professional resources necessary to
acquire goods and services, with the most appropriate quality and availability, at the most advantageous
cost to the City and citizens. Support delegated departmental authority for day-to-day purchasing needs.
Develop and maintain a professional organization to represent the City in the vendor/supplier community
for all procurement matters.
Coordination of Goods and Services Requirements: Research the needs of City departments to
identify opportunities to maximize the value of taxpayer dollars through the consolidation of common
needs that would result in broad-based, citywide contracts for goods and services.
Financial System: Provide support and administration in the operation, maintenance and development of
the purchasing module component of the Financial Management System and its integration to other
related modules.
Ordinance and Procedural Administration: Administer the requirements of established laws and
procedures in order to provide assurances related to compliance by City departments, and to develop and
propose revisions/amendments that will result in more effective processes, and to provide for appropriate
fiduciary guarantees.
108
CITY OF
ARVADA
FINANCE DEPARTMENT
Shipping and Receiving: Facilitate freight transactions related to the business needs of City departments
from a central location.
Central Stores: Provide a convenient and economical source for consumable goods for the day-to-day
operation of the City.
Surplus Property Disposal: Manage an auction services contract to enable the disposal of surplus City
items in a manner that maximizes the revenue value. Coordinate the staging and distribution of items
with the Treasury Division and other City departments in order to accomplish disposal through auction in
a timely fashion.
−
Eliminated and reduced various line items in Purchasing budget for a savings of $2,000 in 2009 and
$2,060 in 2010.
109
CITY OF
ARVADA
FINANCE DEPARTMENT
Utility Billing and Accounting
PURPOSE: To provide customer support and administrative services involved in the production and
revenue collection of a bi-monthly utility statement for water, sewer and stormwater services.
PROGRAMS:
Automatic Clearing House (ACH)
Financial Assistance Program
On-line and Telephone Payment Services
Administration
Billing and Accounting
Customer Service
•
•
The Division will implement budget billing for our water utility customers. This will permit
customers to make equal payments throughout the year, and avoid high payment periods.
The Division will implement the next element of the new utility billing software known as “E-Care.”
This software will allow customers to receive or look at their utility bill electronically, and will offer
additional electronic ways to pay their bills.
Administration: Identifies program direction; provides customer support, financial management,
personnel supervision, administrative support for the accounting and billing operations of the City's
municipally owned Water, Wastewater, and Stormwater systems. The division’s goal is to provide
customer support and accurate collection of meter readings in conjunction with the billing and revenue
collection.
Billing and Accounting: Currently, 34,000 accounts are read six times a year for a total of 204,036
readings annually. Readings are reviewed, calculated and a utility statement produced for every account
on a bi-monthly basis. Approximately 800 water and sewer payments are processed and posted daily.
Collection activities are performed on a weekly basis and include the hand delivery of termination and the
discontinuance of service for nonpayment.
Customer Service: Utility Billing Technicians received a total of 29,006 phone calls from residents in
the City. Phone assistance is provided to citizens regarding leaks, water conservation, rates, drought
issues, transfers of service and service requests.
Automatic Clearing House (ACH): Provides an alternative payment method for residents. This method
allows residents to automatically pay their utility statement through an electronic file. The resident
authorizes the City to automatically debit their checking or savings account on the due date of their utility
statement.
Financial Assistance Program: This program was implemented for residents that need financial
assistance with their water, wastewater or stormwater service due to extenuating circumstances.
Applicants are required to submit an application and comply with income limitations.
110
CITY OF
ARVADA
FINANCE DEPARTMENT
On-line and Telephone Payment Services: In conjunction with Teleworks, Inc., the Utility Billing
division has developed an on-line/telephone billing system to increase customer payment options. Utility
statements can be paid via the Internet or by telephone.
111
CITY OF
ARVADA
FINANCE DEPARTMENT
Risk Management
PURPOSE: The purpose of the Risk Management Division is to assist each department in the
development of its loss prevention program and to assist in the review of liability exposures in all
programs; protect and preserve property, assets and financial viability through careful and complete risk
analysis of all activities. Minimize loss exposures and insurance costs without obstructing the delivery of
high quality services.
PROGRAMS:
Safety Program
Workers Comp Program and Administration
Property and Casualty Insurance
Insurance Fund Administration
•
•
The Division will continue to work with other city departments to determine ways to mitigate against
various losses. This will include implementing more programs that are in the field training.
The Division will develop a more proactive program to have employees return to work after a
Worker’s Compensation claim.
Safety Program: A combination of in-house and federally mandated programs designed to reduce losses
and decrease worker's compensation injuries. Utilizes safety policies and supplies, training, ergonomic
audits, and incentives to help provide a safe and healthful work environment for City employees.
Workers’ Compensation Program and Administration: This comprehensive program is for
administration of a state supervised self-insured program. This program ensures that employees injured
on the job receive medical attention at no cost to them. If the injury is recognized as the employer's
responsibility, all medical and administrative costs are covered until employee has reached maximum
medical improvement.
Property and Casualty Insurance: This program is self-insured and self-administered. All property
and liability claims are handled in-house. Effective claims administration is achieved through prompt
customer service, effective documentation, and consistent claims handling procedures.
Insurance Fund Administration: This program oversees and coordinates all activities of the Risk
Management Division including contracting and the distribution of costs through an allocation system.
112
Human Resources
Department Programs
CITY OF
ARVADA
HUMAN RESOURCES DEPARTMENT
PURPOSE: Human Resources (HR) is responsible for establishing and maintaining an effective work
force to meet the needs of the citizens of Arvada. The department functions as an internal consultant to
other City departments in all areas of employee relations and assists departments in promoting and
fostering professional growth, teamwork, pride and leadership throughout the organization.
REVENUE SOURCES:
General Fund
−
None
MAJOR ACCOMPLISHMENTS
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Conducted harassment training for all employees and supervisors in the City to help keep our
workplace behavior appropriate and to limit our legal liabilities.
Realigned the City’s recruitment process to test for candidates’ compatibility with the City’s core
competencies.
Assisted in the upgrading of the City’s performance management system including an appraisal tool
that measures a person’s contribution to meeting the City’s vision.
Helped implement a retirement health savings account program for sworn police officers.
Administered a Cultural Survey of all City employees to measure the health of the organization.
Oversaw the recruitment/promotion of two City department heads: Chief of Police and the Executive
Director of the Arvada Center.
Changed providers for Long Term Disability insurance. Savings in the program allowed the City to
save money, enhance the benefits provided, and to get better customer service.
Created an oversight committee for the Executive Retirement Plan and a voluntary plan. This
oversight helps the City meet its fiduciary responsibility for these benefits.
Implemented a voluntary Long Term Care insurance benefit.
Offered employees considerable opportunities for education in areas of healthy living, safety, and
financial fitness.
Implemented a number of important workplace policies including an updated Family and Medical
Leave Act policy and a Modified Duty policy.
Played a key role in the coordination of the Lighting Up the Holidays program in which City
employees and community members donate gifts to needy children in our community
Assisted in the development of the second City of Arvada Leadership and Supervisory Skills
(CLASS) program.
Coordinated employee and volunteer appreciation events.
MAJOR CHANGES
•
•
Implementation of new recruitment software will improve hiring process for organization.
On-line advertising of our positions/marketing the City to prospective employees
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ARVADA
FUTURE OUTLOOK
The City has a record of employee excellence. The City, under the leadership of HR, will take a proactive
approach in maintaining this excellence. With internal and external workforce changes the City will need
to update its approach toward recruitment and retention. Maintaining the quality of our Total
Compensation package and managing it closely is also necessary to find and keep quality people. Finally,
the City needs to keep its employment systems strong to minimize legal liability in the employment
realm.
To accomplish these goals, the City will focus on updating and/or implementing quality recruitment
systems, training programs, and succession planning programs. We will proactively partner with
departments on employee relations matters to help get the right employees into the organization and help
those that are not a fit move on to other opportunities. In addition, HR will continue to manage the City’s
Total Compensation package to maintain competitiveness and to respond to changes in the employment
environment. Special emphasis will be placed on the medical plan including promoting wellness and
helping our employees plan for their post-retirement health insurance needs. We will look at our
incentive and recognition programs to make sure we are meeting the needs of the workforce both today
and in the future. We will also make sure we are providing the full Total Compensation package
consistently. Finally, HR will take the lead in minimizing the City’s exposure to legal liability.
Addressing such issues will help us to maintain and build a great workforce, and only with a great
workforce will Arvada be able to continue to build a great community.
Objectives:
1. The Human Resources Department will promote organizational excellence by supporting the
development of a well-trained, efficient, effective, positive employee body, and by guiding other
city departments to provide opportunities for career development. Our role will include effective
recruitment and selection, job classification, total compensation, wellness and retention programs
and partnering with city departments on employee relations matters.
2. The Human Resources Department will proactively manage risk to reduce all claims, and
aggressively defend all claims and lawsuits to protect taxpayers from frivolous or meritless cases.
We will operate with the highest regard for the City’s personnel rules and regulations while also
treating each individual employee with professionalism and respect.
3. The Human Resources Department will continue to analyze the City’s organizational structure
and municipal policies for effectiveness and efficiency. We will partner with departments to
analyze their workforce and practices for the best use of people and positions.
4. The Human Resources Department will continue to enhance communication, outreach, and image
projects for the City of Arvada. We will proactively connect with our fellow departments to help
them with any human resources needs. We will also market the City to prospective employees
through innovative on-line recruitment tools that will promote and emphasize the importance of
our core competencies.
5. The Human Resources Department will work to enhance diversity in the employee body by
actively recruiting for a diverse workforce. We will also promote diversity in thought and ideas
by routinely involving others outside our department on projects and processes that affect our
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CITY OF
ARVADA
employee body.
2 Year Targets:
Funding for on-line recruitment system
Funding to meet fiduciary responsibility in retirement plan administration
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CITY OF
ARVADA
General Fund
Human Resources
Total Human Resources
$
$
2006 Actual
1,082,061
1,082,061
2007 Actual
1,192,193
1,192,193
2008 Revised
$
1,313,272
$
1,313,272
$
1,345,482 $
1,410,840
$
1,345,482 $
1,410,840
2007 Actual
738,094
138,341
81,202
233,678
409
469
$
1,192,193
2008 Revised
$
789,327
195,196
83,972
243,777
1,000
$
1,313,272
$
831,600 $
883,841
201,175
191,149
81,482
83,730
230,225
251,090
1,000
1,030
$
1,345,482 $
1,410,840
$
$
Personnel
Services & Charges
Supplies & Expenses
Contracts & Leases
Inventory
Capital Maintenance
Total Human Resources
General Fund
2006 Actual
713,692
124,702
71,294
171,787
231
355
$
1,082,061
$
116
$
CITY OF
ARVADA
1,800,000
1,600,000
1,400,000
1,200,000
1,000,000
800,000
600,000
400,000
200,000
0
2006
2007
2008
2009
2010
2011
2012
2013
Capital Maintenance
0.07%
Contracts & Leases
17.11%
Supplies & Expenses
6.06%
Personnel
61.81%
Services & Charges
14.95%
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CITY OF
ARVADA
Human Resources Employee Positions
Benefits Administrator
Compensation & Benefits Manager
Compensation Technician
Employment Manager
Executive Secretary
Human Resources Analyst
Senior Human Resources Analyst
2007
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
2008
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
2009
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
2010
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
Total Human Resources Employees
9.00
9.00
9.00
9.00
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CITY OF
ARVADA
Human Resources
PURPOSE: Human Resources is responsible for establishing and maintaining an effective workforce to
meet the needs of the citizens of Arvada. The department functions as an internal consultant to other City
departments in all areas of employee relations and assists department in promoting and fostering
professional growth, teamwork, pride and leadership throughout the organization.
PROGRAMS:
Statutory Compliance
(EEO/FLSA/ADA/FMLA)
Employee Relations and Consulting
Personnel records management
Employment and Recruiting
Training and Development
Compensation Administration
Workforce and Strategic Planning
Wellness and Recognition Programs
•
•
•
•
•
95% of employees will still be working for the City one year after hire.
100% of tuition reimbursement funds will be used during the year.
99% of employee complaints will be resolved within the organization.
Employee turnover will stay below 10% a year.
98% of employee benefit concerns will be resolved within 10 working days.
Employment and Recruiting: This service provides for the recruitment and selection of all employees
hired by the City, including full-time, part-time, and temporary staff. Administrative duties include:
advertising, posting, attending career fairs, notifying candidates of their status, maintaining the website,
HR Smart and job line, testing, background investigation and research, personal interviews and medical
examinations as required.
Training and Development Programs: Provides training opportunities for employees throughout the
City. Topics are generally targeted and include topics such as Harassment and New Employee
Orientation. The City offers tuition assistance for employees pursuing college education in a City of
Arvada related field.
Compensation Administration: Administrative function for the City's pay plan that includes research
and analysis of data, classification studies, updating job descriptions, conducting job audits, and annual
update of City’s payplan.
Benefits Administration: The employee benefits program provides comprehensive benefits to City
employees including a full medical plan, employee assistance program, life insurance, and retirement
plans which are coordinated by staff.
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CITY OF
ARVADA
Workforce and Strategic Planning: Ongoing analysis of the employment market is monitored to keep
the City staffing strong. Also, Human Resources partners with the City Manager’s Office to develop a
positive working environment that helps keep employees motivated and effective in their work.
Wellness and Recognition Programs: This program provides for the annual flu shot clinic offered to
employees and subsidizes the health department's charges for the shots: it provides partial subsidy for
blood cholesterol testing and arranges annual blood pressure checks at no cost to employees. The wellness
program also sponsors miscellaneous seminars on health and safety issues. Employee recognition
includes coordinating or funding such events as the annual employee picnic, the annual holiday party,
employee of the month recognition, retirement receptions and gifts, the annual retired employee dinner,
volunteer dinner and longevity awards.
Statutory Compliance (EEO/FLSA/ADA/FMLA): Working closely with the Risk Management
Division and the City Attorney’s office, this program insures the City is in compliance with city, state and
federal employment laws.
Employee Relations and Consulting: Human Resource staff gives advice to employees and supervisors
on personnel related issues. Human Resources provides additional resources to work groups needing
more in-depth assistance. Human Resources provides investigations into potentially high liability
situations involving potential workplace violence and illegal harassment.
Personnel Records Management: Human Resources maintains the official employment files of each
City employee.
120
Programs
CITY OF
ARVADA
INFORMATION TECHNOLOGY DEPARTMENT
PURPOSE: To create and maintain the computer infrastructure including hardware, software and
telecommunications equipment necessary to support needs of the City of Arvada. Additionally, the
Information Technology Department operates all internal mail, print and main reception services for the
City.
REVENUE SOURCES:
General Fund
Central Service Fund
−
Eliminated and reduced line items in the Information Systems budget for a savings of $7,000 in
2009 and $7,210 in 2010.
•
•
•
•
•
•
•
•
•
•
•
Implemented a new project management methodology in IT to track projects, resources etc. This
helped managers prioritize tasks and allocate resources. We tracked both project work and daily
work so now we have a better breakdown by job title on how their time is typically spent. We also
worked with other city staff to teach project management to the organization and created a project
reporting tool on the Intranet for anyone to monitor, including the City Manager.
Participated in Colorado Wireless Communities, a group dedicated to bringing wireless technologies
to our communities and signed a letter of intent with C-Com for final build of the network.
Implemented technology security policies, working with Legal, HR and EMT to finalize. Trained
staff from around the organization on use and published policies on the intranet.
Continually enhanced the City and Community Web site, allowing for “one-stop shopping” for
employees, citizens and community partners winning another Digital Cities top 10 Award. Moving
up from 7th to 4th place.
Assisted with implementation of “Ask Arvada” a Citizen Request Management System (CRM) so
information and services are available 24 x 7 for citizens and customers on the City web site.
Additionally we implemented the Code Enforcement module of the same system. So far over 10,000
FAQ’s have been viewed and over 2,200 requests for services have been submitted.
Re-wrote the Arvada Center’s website per their requirements, www.arvadacenter.org
Re-wrote AEDA’s website per their requirements, www.aeda.biz
Implemented a web and voice based building permit inspection scheduling interface to the existing
Permits Plus application using the City standard IVR system from Tele-Works.
Implemented an opt in citizen service called “Notify Me” allowing citizens to sign up for alerts and
information on community events, road projects and other relevant topics.
In partnership with the Finance and Public Works Departments we successfully implemented a new
CIS system to handle all aspects of the Utility Billing service.
Created several small database driven applications to meet specific organizational needs. Examples
include a small application to better manage street light maintenance, a tracking system for the
Ralston house, and a work management application for the Wastewater division.
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CITY OF
ARVADA
•
•
•
•
•
•
•
•
•
•
Supported the Arvada Fire Protection District technology needs by assisting with over 140 help desk
calls, new server installations and multiple system upgrades. Performed a Business Impact Analysis
for AFPD prioritizing their technology systems, presented to senior management.
Printing services had a record volume year at the Print Shop, which resulted in $34,000 profit
bringing the fund balance back to $0. We hope in 2008 that the trend continues and we are able to
build up funds to replace the printing press, it is over 20 years old and parts are no longer made for it.
Created, documented and tested a Disaster Recovery (DR) site at the Indiana Shops. The project
focus for 2007 was for the Police systems. Several times since implementation, redundant failover to
the DR offsite server has assured business continuity for the vital Police CAD system during planned
and unplanned outages at City Hall. Prior years include Financial System Applications and
communication systems to include email, voicemail and Blackberry. These systems are tested 2
times a year, and documentation is updated. IT DR manuals with policies have been re-written and
tested with a table top exercise. The City of Arvada is far ahead of its peers with all of these systems
offsite and tested. Vendors are often impressed when they call to sell us a solution.
Completed implementation of COPLINK, an interagency computer system designed to link criminal
justice information, amongst several partner agencies. COPLINK is now being viewed by police
agencies across the state as a successful tool. Aurora is leading the charge to try to bring this tool to
others across the state. Adams County will be joining our existing system in 2008.
2007 was the year for radio upgrades and changes:
- Upgraded our radio transmitters to the latest “Master III” version available for our type of system
- Radio System Rebanding/Retuning - Replaced obsolete equipment (mostly handhelds) across the
organization, mostly funded by a settlement from NexTel and retuned to new FCC mandated
frequencies, which will be less susceptible to interference.
- Microwave/T1 Upgrade - Improved radio system reliability
Completed the re-configuration of technology in all patrol cars. Computers were moved to a slide out
tray in the trunk, joining emergency lights, siren, radio and GPS equipment. Screens and keyboards
were left up front for better ergonomics and officer safety. This is worth checking out sometime, it is
very well designed and works well for the officers.
Led technology effort in Dispatch Center expansion project, coordinating and conducting expansion
of radio, telephone and Computer Aided Dispatch systems – provided innovative methods of
technology continuity when dispatch center had to be totally vacated during building expansion
process.
Completely rebuilt PD Arrest and Booking systems with a new mugshot system, upgraded and
enhanced fingerprint scanning equipment and a newly developed booking form, all closely integrated
with the Police Computer RMS System – providing better workflow, more ease of use and less
repetitive tasks.
Worked with Human Resources to select, procure and implement a new online employee recruiting
system. This system continues to have intermittent vendor problems and we are working with HR to
resolve them.
Worked to re-organize the IT Department and re-write job descriptions so that employee skills best fit
the needs of the organization. Moved the Telecommunications Admin position from Information
Systems to Network Systems. Hired staff for all PD functions and moved PD staff into the 1st floor
lunchroom. Re-organized the help desk with 3 staff members answering phones, working with
customers and on projects. Changed the Project Administrator position to reflect the duties
performed as an Associate Project Manager. Filled the new position in 2007 funded out of building
Inspection.
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CITY OF
ARVADA
•
•
•
•
•
•
•
•
•
Replaced the high speed Xerox DocuTech with a faster, cost effective mass printing system, saving
the City over $27,000 annually at the print shop
Replaced all Minolta and Sharp departmental copiers with Panasonic copiers, and increased
functionality with network printing, faxing and scanning while saving the City over $8,000 annually.
Continued to build our in-house creative design service. Accomplishments include bringing in-house
the design of both the Arvada Report and the Annual Report/calendar. Additionally, we created
artwork for the award winning Fill-up-a-Can initiative.
Worked with an outside consultant to evaluate the state and inventory in the Document Management
System, for determination of future use with other departments as well as use with e-discovery.
Departments completed the document survey and we now have a better understanding of what types
of documents are kept, and where. We found that the Document Management system is sufficient for
use in the future. We still need to determine support methodologies and create a 5-year model for
expansion, and lastly determine ownership of the system.
Upgraded the SAN “Storage Area Network”. A 7 year old SAN that had reached end of life.
Successfully swapped out old SAN with a product from a Compellent. Increased the City’s disk
space from 10 Terabytes to almost 50 Terabytes. This includes installing a new SAN at the disaster
Recovery location to allow for replication of data from City Hall.
Replaced the Uninterruptible Power Supply (UPS) in the computer room and in Police dispatch.
Successfully upgraded the UPS to a more modular system that is easily upgradeable and has
monitoring features to notify of temperature changes, power fluctuations, and allows for remote
access over the internet to make changes to the system and power on and off servers if necessary.
Started implementing Virtualization technology. Over the last 2 ½ years physical servers have been
consolidated to run in a virtual environment. This technology allows for the combining of servers to
one physical computer. This has many benefits, one is increased reliability, another is the ability to
copy these servers to the DR location and in a very short time recreate our environment in a different
location in case of a disaster at city hall. Third this can really help reduce the carbon foot print by
reducing the number of physical servers the city has.
Added a fiber connection from City Hall to the Wastewater facility on the INET agreement with
Comcast.
Upgraded to the latest version of the following software packages:
- Intergraph – Police systems – Computer Aided Dispatch, Records Management System, I/Mobile
(in the patrol cars) Required to keep the product current and supported by the vendor
- Transitioned Police Mobile Data Computers to AT&T’s new 3G Wireless Data Network giving
higher bandwidth to allow for increased mobile computing opportunities
- Adore System Upgrade – Police field Training software system upgrade - keep up with latest
version – better serving the training needs of the PD’s staffing increase
- Tessitura – Arvada Center – ticketing systems, required to keep the product current and supported
by the vendor.
- Oracle Financials - This was necessary to get all servers on to a supported version of the Linux
operating system
- Permitting system – Building Inspection - Required to keep the product current and supported by
the vendor
- Courts System – Made needed changes to this system, it had not been upgraded recently.
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CITY OF
ARVADA
MAJOR CHANGES:
•
•
•
•
•
•
•
•
New technology security policies and procedures were created, reviewed and implemented August
2007.
Added one FTE to support Building Permit technology and Arvada Center ticketing and marketing
software.
Created a focus on project management to include re-grading a position to an Associate Project
Manager
Prioritized the need for wireless competition in the community to determine needs and then started
addressing implementation of a communitywide system.
Augmented the Disaster Recovery site to include Police systems, communication systems including
email, phone and blackberry, Sales Tax and Utility Billing and Finance systems. Tested and
documented use in a disaster.
Started down the path to better align IT with the business. This work will continue in earnest during
the second half of 2008 and the first half of 2009.
Reached agreement with Arvada Fire Protection District allowing them to upgrade their radio system
by joining on to the Arvada/Westminster 800 MHz system – greatly furthering radio interoperability
and interagency co-operation.
Implemented email encryption policies and purchased software to manage and archive all email for 3
years to comply with E-discovery Federal Civil Law changes.
FUTURE OUTLOOK:
Security of systems and information continues to be prevalent in the IT industry. Disaster recovery
planning and testing are key components. Web page content that normally is informational in nature
should now be reviewed as to its potential in criminal or terrorist use. Web e-commerce and egovernment initiatives continue. Citizen requests will continue to grow and need to be managed and the
information provided needs to be easily accessible by staff and council.
Wireless initiatives continue to grow and mature. Integration of web services over web compliant devices
will continue. Web enabled devices will change from the traditional laptop to PDA to cell phone.
Wireless initiatives need to be addressed inside and outside the organization. External wireless initiatives
will need to be collaborative in nature.
The Computer Replacement fund needs to be continually monitored because of escalating maintenance
costs. Life cycles of systems may need to be adjusted depending on organizational budget impacts.
Data and technology needs continually grow at the City and this needs to be reviewed and consolidated
where possible so that information is easily accessible and duplication of effort and resources do not
occur. With the implementation of best of breed applications during the last several years we are seeing
less sharing of data and an increase in the existence of “data silos”. This issue complicates crossdepartmental sharing, increases overall data storage requirements, and in many cases compromises overall
City data integrity. The IT Council will play a continuing role in the prioritization of new technology. A
look towards new Open or hosted systems will be expanded upon to allow the city to grow technology at
reasonable costs.
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CITY OF
ARVADA
Information is everywhere and needs to be centrally managed for citizens through a 3-1-1 / CRM system
and through data management on the back end.
Objectives:
1.
Be proactive in the use of technology.
2.
3.
2 Year Targets:
a. Effective and Efficient Web Systems – more resources to keep up with the demand for
services. Re-write the City’s Intranet site with web 2.0 tools.
b. Implementation of IT service management strategies to better align with the business and
ensure that we add value to the organization.
c. Police CAD/RMS System – partnering with system owner, re-evaluate the current system and
investigate what new systems are available in the marketplace
d.
4.
2 Year Targets:
a.
Disaster Recovery – Police and Communication Systems – continue to build redundancy
into these key city systems at the disaster recovery site.
b.
3-1-1 Citizen Service and Information Sharing – to create a repository for organizational
information for citizens and staff. Create a central point for phone calls and be able to
track requests that come out of these contacts, through to completion.
5.
2 Year Targets:
a. Business Process Management – The City needs to evaluate processes they perform now
and how they are documented. This will help with the 3-1-1 system implementation and
with succession planning.
ECONOMIC VITALITY
Objectives:
1.
Be proactive in the use of technology.
2 Year Targets:
a. Develop web applications that support the efforts of Economic Development., Urban
Renewal and other areas to help achieve organizational objectives.
b. Supporting Community Broadband – to leverage our interests in the global economy by
increasing competition in broadband deployment.
125
CITY OF
ARVADA
Objectives:
1. Continually manage and monitor data security to safeguard the City’s technical assets.
2 Year Targets:
a. Perform bi-annual security audits of the City’s computer systems and networks
i. Implement appropriate changes
ii. Implement changes needed for PCI compliance for credit card use.
b. Continue testing and implementation of the City’s Disaster Recovery (DR) site annually.
c. Continue to investigate E-Discovery needs to include Instant Messaging (IM’s) and web
2.0 products.
2. Increase network Bandwidth.
a. Implement secured wireless network in City buildings, primarily for staff use but allow
Internet access for citizen and quest use.
b. Increase 6MB Internet connection for ingoing and outgoing Internet traffic.
SAFETY and SECURITY
Objectives:
1.
Maximize use of available technology for efficiency, effectiveness, and/or public safety.
2 Year Targets:
a. Continue participation in metro area COPLINK data sharing system. Provide leadership
for other communities joining COPLINK.
b. Continual maintenance and improvement of the Police Department voice and data
systems to keep the lines of communication and the flow of information open to assist the
Police Department in fulfilling its Public Safety mission
VIBRANT COMMUNITY
Objectives:
1.
Engage the community to foster participatory government and an atmosphere of inclusion.
2 Year Targets:
a. Continue fostering use of Ask Arvada, the citizen request management system, and grow
it into a 3-1-1 system.
2.
Partner with the Arvada Center through technology.
a. Web site improvements
b. Internet distant training
c. New internet commerce opportunities
Objectives:
1.
Minimize the City’s carbon footprint and maximize energy savings through technology. Ensure
that we employ environmentally sound measures in utilizing material and energy resources and
126
CITY OF
ARVADA
that procurement criterion includes sustainability specifications.
2 Year Targets:
a. Purchase only EPEAT and Energy Star compliant hardware.
i. Replace 450 computer workstations and laptops with EPEAT gold certified
systems in 2008
b. Participate on Sustainability Committee:
i. As an active partner in harnessing technology energy consumption.
ii. Creating new effective ways to tele-commute from home.
c. Partner with other jurisdictions to share technology resources.
127
CITY OF
ARVADA
General Fund
General Services
Information Systems
Replacement
Computer Replacement
Central Services
Print Shop
Total Information Technology by Division
2006 Actual
151,999
2,371,989
1,462,363
346,611
$
4,332,962
2007 Actual
191,278
2,673,261
1,815,969
288,128
$
4,968,636
2008 Revised
$
214,416
2,846,330
2,535,739
356,137
$
5,952,622
$
211,581 $
222,821
2,973,006
3,128,850
3,506,156
1,080,742
364,850
381,234
$
7,055,593 $
4,813,647
2006 Actual
2007 Actual
2,026,723 $
2,271,457
264,295
325,609
124,048
197,457
69,562
43,909
17
32,882
26,107
6,461
62,206
66,827
35,424
896,997
1,305,523
900
35,436
443,619
431,400
127,354
135,917
(11)
49,539
44,084
145,098
103,015
17,631
3,912
7,000
1,200
$
4,332,962 $
4,968,636
2008 Revised
$
2,390,439
382,067
186,994
50,419
50,827
62,019
10,000
2,434,389
29,331
140,971
57,827
145,620
11,719
$
5,952,622
$
2,521,929 $
2,673,538
373,806
380,616
187,606
193,233
50,419
51,932
50,827
52,352
67,530
73,934
10,000
10,300
3,399,295
966,297
29,331
30,211
149,684
159,612
57,827
59,562
145,620
149,989
11,719
12,071
$
7,055,593 $
4,813,647
$
$
Expenditures by Category
Personnel
Services & Charges
Supplies & Expenses
Contracts & Leases
Inventory
Capital Maintenance
Capital Outlay
Personnel
Replacement
Services & Charges
Supplies & Expenses
Contracts & Leases
Capital Maintenance
Capital Outlay
Transfers
Central Services
Personnel
Services & Charges
Supplies & Expenses
Contracts & Leases
Capital Maintenance
Capital Outlay
Total Information Technology by Category
General Fund
$
128
CITY OF
ARVADA
8,000,000
7,000,000
6,000,000
5,000,000
4,000,000
3,000,000
2,000,000
1,000,000
0
2006
2007
2008
2009
General Services
Computer Replacement
2010
2011
2012
Information Systems
Print Shop
Capital Maintenance
1.30%
Contracts & Leases
2.78%
Personnel
38.82%
Supplies & Expenses
51.66%
Services & Charges
5.44%
129
2013
CITY OF
ARVADA
Information Technology Employee Positions
Application System Administrator
Application Administrator
Associate Database Administrator
Associate Project Manager
Computer Support Specialist
Customer Service Specialist
Information Systems Manager
Jr Database Administrator
Network Administrator
Network Systems Manager
Oracle Software Administrator
Police Systems Analyst
Police Systems Manager
Project Administrator
Senior Database Administrator
Senior Network Administrator
Service Desk Manager
Services Technician
Systems Administrator
Technical Systems Project Manager
Telecommunication Network Administrator
Telecommunication Administrator
Web Systems Administrator
Web Systems Project Manager
2007
1.00
0.00
0.00
0.00
0.00
3.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
0.00
1.00
3.00
1.00
0.00
1.00
1.00
1.00
2008
1.00
1.00
0.00
0.00
1.00
2.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
0.00
1.00
1.00
0.00
1.00
3.00
1.00
1.00
0.00
1.00
1.00
2009
1.00
0.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
0.00
1.00
1.00
1.00
1.00
1.00
0.00
1.00
1.00
1.00
1.00
3.00
1.00
1.00
0.00
1.00
1.00
2010
1.00
0.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
0.00
1.00
1.00
1.00
1.00
1.00
0.00
1.00
1.00
1.00
1.00
3.00
1.00
1.00
0.00
1.00
1.00
Total General Fund
24.00
24.00
24.00
24.00
Police Business Analyst
Police Systems Technician
Police Specialized Systems Administrator
0.00
1.00
1.00
0.00
1.00
1.00
1.00
1.00
0.00
1.00
1.00
0.00
Total Tax Initiative 22
2.00
2.00
2.00
2.00
1.00
1.00
1.00
1.00
Total Computer Replacement Fund
1.00
1.00
1.00
1.00
Creative Services Designer
Printing Technician
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
Total Vehicle Maintenance & Print Shop Fund
2.00
2.00
2.00
2.00
Total Information Technology Employees
29.00
29.00
29.00
29.00
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CITY OF
ARVADA
Information Systems
PURPOSE: The Information Systems Division provides computer system support, programming and
services to City Departments, manages information systems projects and guides the organization in the
areas of system implementation, application support, project management and web system development.
PROGRAMS:
Sales Tax Systems
GIS Database and infrastructure Support
Permits Software Support
Disaster Recovery Planning
Project Management
Application Development
Database Management
Financial Management System
Arvada Center Systems Support
PG&HS System Support
Web Services
Utility Billing
•
•
•
Maintain computer system availability at 98% during normal business hours
Deliver projects on time and within budget 100% of the time
Monitor employee participation in technical and personal development training annually to be 90% or
better.
Database Support: Designs, implements, tunes and monitors all Citywide database applications.
Currently we support Oracle MSSQL and MYSQL databases. Our focus in the last year has been to
consolidate database applications to reduce costs and provide well-managed highly available applications
Financial Management System: Manages the day-to-day operations of the City's Financial management
system including general ledger, AR, AP, payroll, fixed assets, budget and HR functionality. Provide
application programming, report writing, database administration and super user support for these
systems. In addition, manages upgrade, enhancement and new functionality implementation project
management support. 2006 projects include implementation of an HR recruiting package, a Discoverer
upgrade, an Oracle application upgrade, family pack implementation, a database upgrade and continued
improvements to the budget process.
Web Services: Designs, develops, and maintains content rich, easy to use web applications enabling City
staff and community partners to manage web content, ensuring the web is a valuable communications
tool. Develops applications in support of e-government initiatives and trains content managers. 2006
projects include a new PD website, a new Arvada Center Website, enhancements to the City website,
implementation of a citizen contact management product and potentially new sites for AURA and AEDA.
Utility Billing and Sales Tax Support: Manages the computer systems for Utility Billing and Sales Tax
including bill processing, report writing and system customizations. 2008 brought the implementation of a
new Utility Billing (CIS) application, which is separate from the Sales Tax system. 2008 will also mark
the start of a process to replace the Sales Tax system,
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CITY OF
ARVADA
GIS Support: Provides application and database support for the GDS division as they deliver state of the
art GIS applications.
Arvada Center System Support: Provides application support and system administration support for
the constituent management and point of sale systems for the Arvada Center, including report writing
upgrade support and integration. 2006 projects include two software upgrade implementations, integration
of the Tessitura messaging system, and completion of the WEB API project to provide true on-line sales.
PG&HS System Support: Provide day-to-day support for the restaurant point of sale systems and the
Caterease and Room Viewer systems. 2006 projects include upgrades to Caterease and Room Viewer.
Permits Software Support: With the addition of a new FTE in late 2007 we are now providing end to
end IT support for the Building Inspection and Permitting Division and all of the applications needed to
support this division. In 2009 we will focus on system integration and maximization of technology
utilization.
Disaster Recovery Planning: Creates and maintains solutions and documentation to support disaster
recovery efforts for key City applications. 2006 projects include tests of the DR plan, finalization of
recommendations for the PD plan, and improvements to the Indiana Shops DR facility including voice,
data internet and e-mail services.
Project Management: Develops and manages organization IT projects to include proper scoping of the
project, bidding, procurement, contract negotiations, setup, integration and completion of projects.
Application Development: In the last year we have developed a few small applications designed to meet
specific City needs where off the shelf software does not exist or is cost prohibitive. This is a small
percentage of our work but we will continue to pursue these opportunities where they make sense.
−
Eliminated and reduced line items in the Information Systems budget for a savings of $7,000 in 2009
and $7,210 in 2010.
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CITY OF
ARVADA
Network Systems
PURPOSE: The Network Systems Division administers, maintains, repairs, supports, and provides
services to City departments in the areas of workstations, servers, local and wide area network
connectivity, SAN management-disk storage, email, data backups, helpdesk, replacement fund, file and
print services, network wiring, web access, and computer room environment.
PROGRAMS:
Operating System Support
Server Administration
Help Desk
PC Installation, Maintenance and Support
Replacement Fund
LAN/WAN
Network File and Print Services
E-Mail
Wiring Infrastructure
Computer Room Environment
WEB Access
Telecommunications
•
•
•
•
Maintain 99.98% access to network for file access and printing
Provide 99.98% access to Internet for internal/external Web access and internet e-mail
Resolve 75% or better of helpdesk calls at first contact
Keep employee participation in technical and personal development training at 90% or better
Operating System Support: Provide support for the City of Arvada standard PC operating system. This
includes installation and configuration.
PC Installation, Maintenance and Support: Responsible for evaluation of new PC’s to be purchased as
a City of Arvada standard. Installation of operating systems and all City supported software applications.
Deploy the PC to the user areas.
Server Administration: Manage the servers that provide services to the end users. This includes
keeping servers patched to the latest supported operating systems, maintain Directory Services Database
(this database contains all objects for security: users, passwords, e-mail printers, DNS, SHCP, groups
etc.) and making sure all data is backed up and restorable.
LAN/WAN: Maintain all equipment that connects peripheral devices together. This includes all hubs,
switches, routers, wireless bridges, cable and fiber.
Help Desk: Provides a place for end users to notify Network Systems division via phone/e-mail of
problems or concerns. Users will get a rapid response to problems or concerns for both hardware and
software that is supported by the City of Arvada IT Systems. Analyzes the requests to proactively look
for solutions to known issues. Works closely will all other divisions in IT to proactively solve issues.
Network File and Print Services: Network Systems division will make sure end users have access to
their files that are stored on network servers and will have access to all network attached printers. Work to
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CITY OF
ARVADA
keep adequate disk space for users to store data in an environment that is reliable and can be backed up
and restored if needed.
E-Mail: Manage the electronic mail system for all City of Arvada employees by keeping databases
consistent, keeping viruses and spam out; make e-mail available to all users everywhere via WEB access,
POP3, IMAP.
Replacement Fund: Manage the computer replacement fund. This involves setting up the budget in a 5
year plan, keeping the project consistent with the General Ledger making sure that new technology is
added to the replacement fund when necessary and feasible.
Wiring Infrastructure: Maintain wiring for the Network infrastructure for all City buildings. This
includes patch panels, patch cables, cabling in the walls and ceiling and keeping cabling records.
Computer Room Environment: Managing the computer room facility to ensure security access to the
room, making sure there is adequate power for equipment, monitoring UPS levels and redundancy for the
equipment, managing space to house equipment and managing the HVAC system so the cooling
requirements for hardware is sufficient.
WEB Access: Manage the servers and routers that provide access to the Internet. This includes
providing access for internal users to WEB, FTP, SMTP, DNS and other Internet services. Also included
is access for external users to the City of Arvada web sites and other services such as online bill paying,
remote access for staff to internal applications and data.
Project Management: Develops and manages organization IT projects to include proper scoping of the
project; bidding and procurement; contract negotiation; system set up and integration and project
closeout.
Telecommunications: Operates and maintains the City owned telecommunications network including
voice and data service, 600+ desktop phone sets, 11 PBX switches, and an integrated voicemail system.
Manages vendor contracts for service and maintenance and coordinates City low voltage cabling projects.
2006 projects include completion of the QWEST DS3 infrastructure project, Citywide rollout of Call
Accounting, enhancements to the call center application at the Arvada Center, a number of operating
system upgrades, a project to reduce our monthly cost for single lines and the potential selection of a new
telecommunications support provider.
134
CITY OF
ARVADA
Police Systems
PURPOSE: The Police Systems Sub-Division supports, maintains, and upgrades all Police Technical
Systems, as well as identifies, assesses, procures, and implements new technology to assist the police
department in its public safety mission.
PROGRAMS:
PSAP/Communications Systems and Equipment
Interoperability and Communication with
Outside Agencies and Databases
Helpdesk Response to Police Specific Issues
City Radio System
Police CAD/RMS
Patrol Car Mobile Computers
Arrest/Booking Equipment
Specialty Systems and Equipment
•
•
•
•
Maintain 99.99% functionality for Computer Aided Dispatch System, Police Radio System, and E911
phone system.
Provide a 99% availability of Police Records Management System to all Police Department
personnel.
Provide 96% up time for Police Department Mobile Computer System.
Assure that 95% of the area of the City provides wireless connectivity for the Police Department
Mobile Computers.
City Radio System: Responsible for the 800 MHz MA/COM EDACS radio system used not only by the
Police Department for voice communications, but by most other City departments in their day-to-day
and/or emergency operations.
Police CAD/RMS: Manages the Police Department's Computer Aided Dispatch and Records
Management System which includes all communications center and police records information systems,
the police field reporting system, mapping and mobile dispatch information system.
Patrol Car Mobile Computers: Ensures that the laptops in the police cars are functioning dependably,
remaining connected to the wireless wide area network, communicating with Arvada Dispatch, state and
national crime databases and DMV, and reliably running applications such as the records management
system and field reporting.
Arrest/Booking Equipment: Maintains and upgrades arrestee booking workstations, digital mugshot
system, Livescan fingerprint system and connection to Colorado Bureau of Investigation (CBI) for
electronic submission of fingerprints and arrest data to state database.
Specialty Systems and Equipment: Maintains various specialized systems and technical equipment
utilized in specific areas throughout the Police Department. Identifies new technologies which might
benefit police operations.
135
CITY OF
ARVADA
PSAP/Communications Systems and Equipment: The Arvada Public Safety Point Access Point
(PSAP) is the Dispatch Center on the second floor of City Hall and contains a multitude of sophisticated
technical systems, which must be regularly maintained and upgraded to ensure consistent, reliable and
effective service.
Interoperability and Communication with outside agencies and databases: The Police Department is
involved in several radio and data sharing initiatives in order to communicate and share information with
other public safety agencies and bureaus. Theses complicated links and systems must be developed,
administered and maintained.
Helpdesk Response to Police Specific Issues: Responds to trouble and user support issues with radio
equipment, Police Department computer hardware and software, and various other departmental technical
systems.
136
CITY OF
ARVADA
General Services
PURPOSE: Provide support and services to City departments, projects and employees in the areas of
mail delivery, printing, binding, creative design services, main entrance reception and copier
administration.
PROGRAMS:
Print Shop
Copiers
Mail Delivery
Reception
Cashiering
PERFORMANCE MEASURES - 2009 and 2010:
•
•
•
•
•
Turn around all requests for print in less than 5 business days with 90% of work being performed
within 24 hours
Be the low cost provider for all duplication and design services work
Maintain at 99% customer satisfaction rating in all areas
Provide highly available convenience copiers with 99% uptime
Produce revenues to sustain the operation and support all necessary equipment
Print Shop: Provides reproduction services to all City departments. Produces in excess of 2.5 million
copies annually, including black, two color, and full color. Standard jobs include business cards,
letterhead, envelopes, council and planning commission packets, promotional material for PD, AEDA, the
Arvada Center and others. In 2008 we hope to replace the Printing Press. Creative Design - we have been
offering this service since 2006 and continue to add volume each year. We currently charge for two large
jobs, the Arvada Report and the Annual Report/Calendar. At this point other design work is being done as
a value added service.
Copiers: We have recently completed the implementation of convenience copiers for the entire
organization. We standardized on products from Panasonic. Primary benefits include the addition of
functionality, all of the machines can copy, print, scan, and in most cases fax. Additionally, this project
has resulted in considerable savings to the City in the form of reduced lease rates.
Mail Room: Provide pick up/delivery mail service to City departments and remote locations and delivers
mail to the US Post Office. Prepare over 20,000 external and internal mailings per month, to include
delinquent water bills and sales tax bills.
Reception: Main reception and switchboard is attended during all business hours to act as the initial
contact for most citizen inquiries. This area also produces and maintains internal phone directory and
resource guides used throughout the City.
Cashiering: Main reception assists customers with walk in water bill payments, enters payments into the
CIS utility billing system and balances transactions end of the day.
137
CITY OF
ARVADA
138
Judicial Programs
CITY OF
ARVADA
JUDICIAL DEPARTMENT
PURPOSE: The municipal court acts as an impartial tribunal.
REVENUE SOURCES:
General Fund
Grants
−
Eliminated and reduced line items in the Judicial budget for a savings of $9,000 in 2009 and
$9,270 in 2010.
•
•
•
•
•
•
Teen Court continues to be a popular and successful program for our department.
Court staff continues to work on team building and is providing effective and efficient services to
internal and external customers as well as with each other.
Court staff set a departmental goal to improve and maintain outstanding customer service.
Quarterly surveys are distributed to evaluate the success rate.
Developed a process to ensure all clerks are being trained effectively and are consistent with job
tasks.
Providing current information to the public through the court web page, written materials and
consistency in staff responses.
Obtained a federal grant to provide Juvenile offenders who receive substance abuse charges
financial assistance. This assistance allows them to attend charge related classes, counseling and
obtain substance abuse evaluations as part of their sentence.
MAJOR CHANGES:
•
•
•
•
New updated Court software
Provided alternate sources to receive court payments such as, drop box for after hour payments
and payments by phone with credit card in addition to walk in traffic and mail.
Improved security in the Courtroom and doors accessing the back offices
Hired and trained quality staff members
FUTURE OUTLOOK:
•
•
•
•
•
Implement electronic payment feature on new court system which will allow for payments to be
made via internet.
Improve our fine collections process by outsourcing with collection agency
Seek resources and funding to develop community service opportunities for offenders and
citizens of the City of Arvada community.
Continue to evaluate and improve court security needs.
Continue to promote and expand the Teen Court program
139
CITY OF
ARVADA
JUDICIAL DEPARTMENT
SAFETY AND SECURITY
Objectives:
1.
Timely handling of summons and complaints filed in Municipal Court.
2.
Sentencing Programs in Municipal Court.
3.
4.
5.
6.
7.
8.
9.
10.
11.
140
CITY OF
ARVADA
JUDICIAL DEPARTMENT
141
CITY OF
ARVADA
JUDICIAL DEPARTMENT
Expenditures by Division
General Fund
Judicial
Total Municipal Court
$
$
2006 Actual
701,976
701,976
2007 Actual
773,007
773,007
2008 Revised
$
900,353
$
900,353
$
914,711 $
969,590
$
914,711 $
969,590
2007 Actual
588,344
86,940
91,854
5,869
$
773,007
2008 Revised
$
645,366
151,294
103,427
266
$
900,353
$
683,247 $
730,044
127,771
132,741
103,427
106,531
266
274
$
914,711 $
969,590
$
$
Personnel
Services & Charges
Supplies & Expenses
Capital Maintenance
Capital Outlay
Total Municipal Court by Category
General Fund
2006 Actual
512,049
108,280
81,647
$
701,976
$
142
$
CITY OF
ARVADA
JUDICIAL DEPARTMENT
1,200,000
1,000,000
800,000
600,000
400,000
200,000
0
2006
2007
2008
2009
2010
2011
2012
Capital Outlay
0.03%
Supplies & Expenses
11.31%
Services & Charges
13.97%
Personnel
74.70%
143
2013
CITY OF
ARVADA
JUDICIAL DEPARTMENT
Judicial Employee Positions
Administrative Court Clerk
Court Administrator
Court Marshal
Municipal Judge
Teen Court Coordinator / Administrative Court Clerk
2007
5.00
1.00
1.00
1.00
1.00
2008
5.00
1.00
1.00
1.00
1.00
2009
5.00
1.00
1.00
1.00
1.00
2010
5.00
1.00
1.00
1.00
1.00
Total Judicial Employees
9.00
9.00
9.00
9.00
144
CITY OF
ARVADA
JUDICIAL DEPARTMENT
Judicial
PURPOSE: The municipal court is a trial court of limited jurisdiction. The court acts as an impartial fact
finder in determining if a City ordinance has been violated. Upon a finding or admission of guilt, the
court imposes sanctions which are consistent with the nature of the violation.
PROGRAMS:
Teen Court
Trial Sessions
Sentencing
Citizen inquiries and complaints
Municipal Court
Process summonses and complaints
Arraignment Sessions
•
•
•
•
•
•
•
•
Complete 95% of arraignments within 30 days of summons issuance.
90% of trials held within 60 days of plea.
Fast track domestic violence and unauthorized use of auto charges with arraignment within 24 hours
of violation
Improve court security for the staff and public
Provide Teen Court program to juveniles in the community
Increase citizen awareness of court process by utilizing the website
Reduce outstanding warrants by 10%
Develop a process to improve collection of fines and fees
Municipal Court: The Municipal Court is a trial court of limited jurisdiction. The court acts as an
impartial fact finder in determining if a City ordinance has been violated. Minimum fines are imposed
against persons found guilty of a violation for a first time offense, while greater fines are imposed for
those found guilty of repeated offenses. Persons found 'not guilty' are exonerated.
Process summonses and complaints: Determine if an individual can pay a fine by mail, at the Traffic
Violation Bureau or if it is necessary for them to go before the judge.
Arraignment Sessions: Advise defendants of their rights. Penalties are imposed upon a guilty plea and
trials are set for persons entering a 'not guilty' plea.
Teen Court: Program set up to approach youth offenders charged with a misdemeanor offense. They
receive judgment from their peers. Teen Court hearings are held using teen attorneys, jurors and bailiffs
to try cases. The Judge is a volunteer attorney who presides over Teen Court sessions.
Trial Sessions: Sessions are held on a regular basis and defendants found not guilty are exonerated.
Defendants found guilty are penalized with a fine, jail sentence or given an alternative sentence.
Sentencing: Programs for persons pleading guilty or are found guilty include: fine payment schedules,
community service, classes or counseling and detention programs.
145
CITY OF
ARVADA
JUDICIAL DEPARTMENT
Citizen inquiries and complaints: This program answers and responds to citizen inquiries and
complaints.
−
Eliminated and reduced line items in the Judicial budget for a savings of $9,000 in 2009 and $9,270
in 2010.
146
Legal Programs
CITY OF
ARVADA
LEGAL DEPARTMENT
PURPOSE: The City Attorney’s office prosecutes municipal court violations, performs general legal
services, provides counsel to City Council, the City Manager and all departments, offices, agencies,
boards, commissions and authorities, and when necessary acts as liaison to outside legal counsel.
REVENUE SOURCES:
General Fund
Insurance Fund
-
None
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
In 2007, 137 resolutions and 54 ordinances were written.
83 resolutions and 15 ordinances have been written to date in 2008.
Reviewed hundreds of contracts (including Intergovernmental Agreements and Memorandum of
Understanding)
Acted as liaison to outside counsel for condemnation cases for street projects.
Served as counsel for administrative public hearings for liquor prosecutions, sales tax, blight,
personnel, Board of Adjustment, Planning, AURA, ordinance hearings, etc.
Served as legal counsel to several nonprofit corporations connected to the City.
Taught new officer training throughout the year and in-service training for police employees
Negotiations on proposed Qwest cable franchise
Negotiations with JCMD on a Parkway IGA
Negotiations with Public Service on a franchise agreement
Work on E-Discovery program and performed training to pertinent city staff on E-Discovery
HB 1023 (Immigration) – developed language for contracts and trained pertinent city staff
Work on issues surrounding the Police Retiree Health Savings Account
Work on issues surrounding the City-wide retirement system review
Work on Ralston Fields
Foothills Church agreement
Erosion Control Ordinance
59th Avenue Townhomes issues
Arvada Finance Corporation annual meeting
Building Code Related Ordinances in 2007 (which consisted of 6 complex ordinances)
Building Expansion contracts and amendments
Cable Franchise Application and Process Ordinance
Candelas/Maruyama
Civil Emergency Ordinance
County-wide dog licensing program Ordinance
Curfew Ordinance
Denver Water Board (issue regarding rate increases)
Development Agreement with IRG for the Plaza
147
CITY OF
ARVADA
LEGAL DEPARTMENT
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Disposition and Development Agreement drafted for the development of the AURA Webster Street
Property
E-Discovery Briefings with each department (approximately 25 sessions)
E-Discovery Briefing to City Council, Liquor Authority
GEOS Metropolitan District
Harvest Festival Parade issue
Hometown Metropolitan District Nos. 1-4
Immigration briefings with department heads (4)
Inchoate (Incomplete) crimes ordinance
Indiana Marketplace Business Improvement District
JCMD Agreements Study Session
JCMD Parkway IGA
Legal work on creating Police Retiree Health Savings Plan using existing funds
McDonald’s at Indiana Marketplace
Municipal Court (former employee allegations)
Negotiations with Qwest for a possible video franchise
North Jeffco Contract for Lease and Purchase (Old Ice Rink)
Olde Town BID Dissolution
Ordinance regarding accumulation of chickens
Proposed Do not feed the wildlife Ordinance
Proposed Public Art Ordinance
Proposed Sledding Ordinance
Randall article published in The Municipal Lawyer
Randall article published in The Urban Lawyer
Reid Betzing – Employee of the Month for December 2007
Revised City Erosion Control Ordinance to conform with EPA/CDH updated requirements
Revision of Animal Ordinance
Special Districts Ordinance
Training of Code Enforcement and Building Inspectors on the new International Property
Maintenance Code
Training at Teen Court Retreat
Training at Westwoods College twice on “Testimony and Police Report Writing”
Training of Board of Adjustment on “Legal Ethics as it Applies to Administrative Boards”
Training for all employees regarding Sexual Harassment (Mike Polk and HR conducts this training
quarterly)
Training of each Department on effects of HB-1023 (Immigration)
Updated Building Code Ordinance
Utility Billing software contract
Wadsworth & Grandview Grade Separation
Water Rights in Oberon Ditch exchange with Foothills Church
148
CITY OF
ARVADA
LEGAL DEPARTMENT
FUTURE OUTLOOK:
The City Attorney’s office will adapt and grow both professionally and institutionally to changing legal
obligations and requirements created by management decisions at the municipal, state and federal levels,
as well as through intergovernmental cooperation.
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
Provide legal counsel and legal services to the Arvada City Council.
Provide day-to-day legal counsel to divisions and departments of the City.
Prosecution of criminal defendants to ensure the safety of anyone who resides in or visits Arvada.
Prosecution of Arvada Code violations to ensure the safety of buildings and citizens, and for the
preservation of our neighborhoods.
Represent the City and individual employees as civil defense counsel in administrative, county,
state and federal courts.
Represent the City as plaintiff’s counsel in administrative, county, state and federal courts.
Timely handling of summons and complaints filed in Municipal Court
Sentencing Programs in Municipal Court
149
CITY OF
ARVADA
LEGAL DEPARTMENT
General Fund
Total Legal
City Attorney
$
$
2006 Actual
1,013,419
1,013,419
2007 Actual
1,143,533
1,143,533
2008 Revised
$
1,241,472
$
1,241,472
$
1,287,856 $
1,342,837
$
1,287,856 $
1,342,837
2007 Actual
975,981
96,843
38,905
31,804
$
1,143,533
2008 Revised
$
1,071,949
88,869
40,194
38,565
1,628
267
$
1,241,472
$
1,123,995 $
1,172,918
90,060
93,903
40,386
41,598
31,520
32,466
1,628
1,677
267
275
$
1,287,856 $
1,342,837
$
$
General Fund
Personnel
Services & Charges
Supplies & Expenses
Contracts & Leases
Capital Maintenance
Capital Outlay
Total Legal by Category
2006 Actual
876,991
66,291
38,675
30,672
790
$
1,013,419
$
150
$
CITY OF
ARVADA
LEGAL DEPARTMENT
1,600,000
1,400,000
1,200,000
1,000,000
800,000
600,000
400,000
200,000
0
2006
2007
2008
2009
2010
2011
Supplies & Expenses
3.14%
Capital Maintenance
0.13%
Contracts & Leases
2.45%
Capital Outlay
0.02%
Services & Charges
6.99%
Personnel
87.28%
151
2012
2013
CITY OF
ARVADA
LEGAL DEPARTMENT
Legal Employee Positions
Assistant City Attorney
City Attorney
Deputy City Attorney
Legal Assistant
Legal Secretary
Legal Support Supervisor
Senior Assistant City Attorney
2007
1.00
1.00
1.00
1.00
2.00
1.00
3.00
2008
1.00
1.00
1.00
1.00
2.00
1.00
3.00
2009
1.00
1.00
1.00
1.00
2.00
1.00
3.00
2010
1.00
1.00
1.00
1.00
2.00
1.00
3.00
Total Legal Employees
10.00
10.00
10.00
10.00
Litigation Support Specialist
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
Total Insurance Fund Employees
2.00
2.00
2.00
2.00
Total Legal Department Employees
12.00
12.00
12.00
12.00
152
CITY OF
ARVADA
LEGAL DEPARTMENT
City Attorney’s Office
PURPOSE: To provide legal services to the City Council, the City Manager, and City departments
including legal analysis of contracts and documents; overseeing and ensuring correct procedures are used
in conducting official City business; review of resolutions and ordinances as to correct form;
representation of City Council, the City Manager, and City departments before state and federal courts
and administrative agencies in litigation matters; and prosecution of violations of the City code through
the municipal court.
PROGRAMS:
General Legal
Litigation
Prosecution
•
•
•
Handling most litigation and claims defense matters in-house thus enhancing the control and cost
containment of litigation and claims defense.
Obtaining a guilty verdict in at least 80% of municipal court cases determined by judge or jury
following trial on the merits.
More efficient plea bargaining procedures, including the use of a mail-in plea bargain program and
other streamlined procedures for mandatory court arraignments.
General Legal: Provides legal services, analysis, and advice to City Council, City Manager, and City
departments, and various boards, commissions, and organizations throughout the City; reviews contracts
and legal documents for the City; authors ordinances and resolutions for consideration by City Council;
provides legal opinions for City Council, City Manager, and City departments; oversees administrative
and personnel hearings.
Litigation: Represents and defends the City Council, City Manager, City departments, and various
boards and commissions, before administrative tribunals and all levels of courts, both state and federal;
provides legal counsel to the risk management office concerning claims made against the City; represents
the City in cases brought on behalf of the City against entities or individuals.
Prosecution: Represents the City in municipal court for prosecution of City code violations including
traffic infractions, miscellaneous misdemeanor offenses, code enforcement, sales tax, and liquor
violations; offers and approves plea bargains and deferred judgments when appropriate; handles appeals
of municipal court cases in district courts on behalf of the City.
None
153
CITY OF
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LEGAL DEPARTMENT
154
Parks, Golf and Hospitality
Services Programs
CITY OF
ARVADA
PARKS, GOLF, AND HOSPITALITY SERVICES DEPARTMENT
PURPOSE: The Department of Parks, Golf and Hospitality’s mission is to enrich Arvada’s quality of
life with essential services, programs and opportunities.
As a Department, we acquire, develop and maintain 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;
manage the city’s golf, banquet, conference and concession business enterprises; coordinate special
projects; and, provide community-wide celebrations.
REVENUE SOURCES:
Jefferson County Open Space (JCOS)
General Fund Transfer
Apex Park & Recreation District
Reimbursement
Colorado Lottery Funds
Lands Dedicated Funds
Park and Pavilion Rentals
Grants (Great Outdoors Colorado (GOCO),
Open Space, etc.)
Sales from:
Arvada Center Banquet and Conference
Facility
•
Golf Club Restaurants
•
Stenger Soccer Field Concessions
•
Green Fees and Driving Range Revenues
•
Cart Rentals and Merchandise Sales
•
Parks Fund:
−
Added $14,190 in 2009 and $14,616 in 2010 for fertilizer
−
Added $26,461 in 2009 and $27,255 in 2010 for contract maintenance
−
Added $17,225 in 2009 and $17,740 in 2010 for Wadsworth Grade Separation maintenance
−
Added $6,575 in 2009 and $6,772 in 2010 for portable radios
−
Added $55,000 in 2009 and $56,650 in 2010 for various City utility rate increases
−
Added 2 new Parks employees at a cost of $158,980 in 2009 and $122,276 in 2010
Park, Trail, Open Space & Park and Urban Design Services Management
• In 2007, the city’s multi-faceted park system was improved with the addition of significant
improvements to three parks: Independence, Tennyson Knolls and Davis Lane, major renovation
efforts undertaken at Woodrun Park, and, important trail segments were completed along the Van
Bibber Trail with the opening of the Ward Road Underpass.
• Design work was completed and construction began on the Van Bibber Landscaping Improvements
along West 58th Avenue, from Independence to Kipling Streets – improvements to include a trail
head, seating area and sound wall adjacent to the residential neighborhood.
• In addition, the city’s original disc golf course re-opened after improvements were completed in
Memorial Park and two synthetic fields, one with lights, were completed at Long Lake Ranch Sports
Complex.
• Arvada celebrated it 16th year as a Tree City USA community in 2007 and celebrated its 21st year
celebrating Arbor Day with students at Peck Elementary School.
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CITY OF
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•
•
•
•
•
•
Important planning efforts were undertaken throughout the park system and in the review of various
development projects; a great deal of staff time was spent on the Candelas Project. The computerized
irrigation system remained fully operational at all locations.
A number of new maintenance responsibilities were assumed in 2007; including, Beeman Park, the
Arvada Center landscaping adjacent to the Black Box Theater, Spring Mesa Park, and Saddlebrook
Park.
The third year of our relationship with the Jeffco Open Space Foundation produced a new project –
the general parks donation program. In addition, the Trees Across Arvada Program, another
collaborative effort involving the community, achieved all of its goals.
A major city project, completed in 2006 in Olde Town Arvada -- construction of a new library, a
renovated Olde Town Square and construction of a 103 car parking lot. – celebrated its one year
anniversary.
The citizen survey, for the first time, ranked city parks as the city service with which citizens were
most satisfied.
Lastly, the Associated Landscapers of Colorado recognized the Ralston Water Treatment Plant
Xeriscape Landscaping with a design award.
Lake Recreation
• More anglers visited Arvada Reservoir than ever before.
• In addition, more volunteers volunteered more hours than ever before, too.
• A record for visitors was set as was a record number of annual and daily passes; as a result, the lake
recreation business had its best year ever.
Golf Club Operations
• In 2007, the dedication of an excellent staff produced outstanding results.
• Rounds increased by 5% at West Woods Golf Club, revenue per player showed a strong increase,
and, the many new player development and marketing programs produced exceptional results. A
record number of tournament rounds were played at West Woods GC; full funding of the marketing
plan allowed both courses to update their home page and this was instrumental in reaching the
majority of the golf course fund’s financial benchmarks.
• West Woods and Lake Arbor Golf Clubs, after conducting surveys and assessing its strengths,
weaknesses, opportunities and threats devised plans that resulted in West Woods GC achieving a
4.8% increase in revenues in 2007 compared to 2006 and Lake Arbor GC achieving a 60.6% increase
in 2007 compared to 2006.
• West Woods Restaurant completed a particularly strong year, reaching the $900,000 mark in gross
sales for the first time in history. The major components of the golf business plans are focused on
increasing tournament rounds and retaining our current tournament rounds.
• West Woods Golf Club also introduced or continued a number of new programs including the
LPGA/USGA Girls Golf, Family Golf Nights, north end practice facility, frequent player credits and
focused email marketing, Lake Arbor Golf Club has also implemented a number of new programs in
2007.
• West Woods Golf Club received National Audubon Sanctuary Program status in 2007, a major
accomplishment as less than 2% of all golf courses in the world have been so designated.
• Lake Arbor Golf Club rebounded in both rounds and revenue in 2007 as compared to 2006. In 20062007, a number of major capital improvements at both courses were completed; including new
bathrooms and rain shelters at West Woods GC and a new $1,500,000 irrigation system was installed
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CITY OF
ARVADA
•
at the Lake Arbor GC – the most important capital improvement to be undertaken in the past five
years.
Although the project significantly impacted the number of rounds played, the future is bright now that
the course has a new irrigation system. Recommendations from the USGA management audit
continue to be implemented and membership in all seven men’s and women’s club achieved record
levels of participation.
Banquet and Conference Services
•
•
In late-2006, the Arvada Center Expansion Project, as it relates to the hospitality function, was
completed, which resulted in a complete renovation of the 7,000 square foot ballroom, in addition to
adding additional seating for 160 persons, new bathrooms and a bride room. The banquet and
conference services business met or exceed all of its financial benchmarks in 2007. and based on this
strong performance entered 2007 with optimism.
The Arvada Center Expansion Project recognized the need to expand the city’s banquet and
conference amenities, including a complete remodel of all ballrooms, construction of an additional
2,300-square-foot ballroom, and, relocating the banquet storage area, to continue to serve the market
and accomplish the following business goals: hold and expand share of the Arvada/Northwest
banquet and conference market, allow for hosting two larger groups simultaneously, or, one large
group in one setting, create a better balance of meeting and exhibition space by providing additional
pre-function space; and, respond to market forces relating to meeting space development cycles where
nationally ten years is considered the normal life span before the next expansion or renovation is
required.
Environment and Natural Resources Management
• The Majestic View Nature Center opened in June, 2002 and celebrated its 5th anniversary in 2007
with a well-attended celebration held in conjunction with the Arvada Celebrates its Trails Festival.
• In 2006, the amount received from the SCFD nearly doubled; and, in 2007 increased again.
Significant grants were also received from the Arvada Rotary Club and the Sunrise Rotary Club, used
to fund construction of the outdoor shade pavilion and outdoor drinking fountain at the park.
• The Majestic View Nature Center maintained its commitment to sustainability by switching to wind
generated power, installing the first LED solar-powered parking light in Colorado; and, selling
reusable cloth grocery bags. In addition, Majestic View Nature Center became the distribution point
for the Trees Across Arvada Program.
• The process of updating the Majestic View Park Masterplan also began in 2007 and an important
capital improvement project was completed with the construction of the new parking lot and
landscaping installation.
• Also in 2007, the Colorado Association of Environmental Educators recognized the Majestic View
Nature Center’s program on water conservation as the best ‘new program’ in Colorado.
Heritage and Historic Preservation
• In 2006, the restored McIlvoy House celebrated its first year of hosting the Arvada Historical Society
and Historic Olde Town Arvada offices, a key recommendation in the Olde Town Renaissance Plan,
and, the Arvada Historical Society now had a permanent home for the first time.
• The successes of 2006 were built on in 2007 as the Arvada Historical Society entered into a longer
term lease for the McIlvoy House. The Moore Bros. Historic Farm successfully completed its third
year utilizing a ‘tenant-farmer;’ and, all buildings at the farm were painted.
157
CITY OF
ARVADA
•
A grant from the State of Colorado Historical Fund for the restoration projects within the Churches
Ranch National Historic District was received and restoration of the Church Home was completed –
the Horse Protection League now occupies the 40 acre site. A grant from the State of Colorado
Historical Fund was also received for restoration of the Churches Barn.
Arvada Sister Cities International
• In 2007 the ASCI Board began discussions with Jinzhou, China on laying the groundwork for a
potential future relationship and a project undertaken to strengthen the ASCI’s economic
development program. Arvada hosted a delegation from Jinzhou in July, 2007 and began making
plans for its own visit to China in 2008.
Festivals and Special Events
• In 2007, the Arvada Festivals Commission enjoyed its best year ever, with record attendance and
volunteer participation. The commission was challenged to produce these results with less reliance
on the city’s general fund for program resources and more sponsorship income it could generate. The
commission responded setting a new high for the amount of sponsorship revenue generated in
addition to sponsoring or co-sponsoring nine festivals.
FUTURE OUTLOOK:
•
•
•
•
•
•
Colorado’s weather will continue to play a major role in the city’s parks planning and maintenance
activities, making its investment in computerized irrigation and drought management and recovery
strategies all the more important in terms of the City’s long-term drought response.
The city will continue the trend of using city attributable open space monies for maintenance, instead
of new park acquisition and construction. City attributable Jefferson and Adams County Open Space
monies are used to both finance new capital improvements and maintain existing park amenities.
Over the years two trends have emerged: use of open space monies has shifted from constructing new
projects to maintaining existing amenities; and, there has been increased demand for the limited
general funds available for capital improvement projects.
Capital maintenance funding will continue to lag behind demonstrated needs resulting in the need for
more focused prioritization.
Intergovernmental relations with Apex Park and Recreation District will continue to evolve.
Continue to respond to the drought and economic downturn by pursuing a number of strategies in
managing golf course operations. Despite the drought and its impact on the golf courses and Colorado’s
continued economic downturn, a number of new programs and operational improvements will continue to be
pursued. A tiered fee structure will offer a variety of choices to the golfers and to maximize golfer
options and revenue generation by offering lower rates at slower times and higher rates during peak
times and increase play at slower times and maximizing revenue generation during peak times.
Continue to pursue multiple missions as both a place serving the banquet and meeting needs of the
city, as Arvada has no full-service hotel within its corporate limits, and to provide an additional
source of funds for cultural programming at the Arvada Center.
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CITY OF
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VIBRANT COMMUNITY
Objectives:
1.
Preserve the historic nature of Olde Town and other historically significant areas as civic and
cultural resources
2.
Participate in historic preservation projects related to parks or open space properties
3.
Make recommendations to City Council on future and existing festivals of community wide
celebration
4.
Actively sponsor, coordinate, plan and work cooperatively with community-based organizations
on festivals of community wide celebration by promoting activities consistent with the purpose of
public celebration
5.
Maintain and enhance strong Sister City relationships
6.
Encourage collaboration among the community’s cultural assets to offer diverse activities that
attracts broad community participation
7.
Encourage the people of the City of Arvada and the people of similar cities of foreign nations to
acquire a consciousness of each other, to understand one another as individuals, as members of
their community, as citizens of their country, and as part of the family of nations
8.
Foster a continuing relationship of mutual concern between the people of the City of Arvada and
the people of similar cities of foreign nations
9.
Undertake activities and programs that will provide to one another appropriate aid, comfort and
education and mutual understanding of culture and economics
10.
Participate as an organization in the promoting, fostering and publicizing of local, state and
national programs of international cooperation
11.
Establish a Rocky Flats Cold War Museum to preserve the historical, scientific, and
environmental legacy of Rocky Flats.
12.
Support access to quality libraries and library services as significant cultural and educational
resources for learning.
13.
Provide parks and recreational facilities to meet the programmed and unprogrammed recreational
needs of Arvada area residents by acquiring and developing an adequate amount of parkland to
meet the diverse needs of the community.
14.
Design a balanced parks system that addresses the need for a variety of programmed and
unprogrammed uses.
15.
Ensure that existing demands and future demands are met through the development of new
outdoor recreational facilities.
16.
Provide opportunities for environmental education within parks or open space areas.
17.
Provide community festival spaces and outdoor performance areas within the park system.
18.
Equitably distribute and provide convenient access to parks, outdoor recreational facilities and
trails throughout the City by locating neighborhood parks within safe walking distance of the
recipients they are intended to serve.
19.
Provide all city residents with convenient vehicular and trail access to community parks.
20.
Cooperate with other jurisdictions in the development of regional parks to provide Arvada
residents with additional recreational opportunities
21.
Locate specific outdoor recreational amenities within a reasonable distance of the people who use
them.
22.
Protect and enhance the natural environment, and develop parks, trails and outdoor recreational
159
CITY OF
ARVADA
23.
24.
25.
26.
27.
28.
29.
30.
31.
32.
33.
34.
35.
36.
37.
38.
39.
40.
41.
42.
43.
44.
45.
facilities in an environmental sensitive manner by placing greater emphasis on the use of nonirrigated landscapes, native species and low water-requiring plant materials.
Use permeable placements, recycled materials, locally manufactured products, locally available
materials and low energy requiring facilities and technologies to the greatest extent practicable.
Develop a safe and comprehensive multi-purpose trail system by acquiring and developing an
extensive network of trail corridors throughout the city.
Provide off-street trail connections, where practical, to neighborhoods, parks, open space areas,
schools, commercial and employment areas, and other key destinations.
Incorporate trail corridors into roadway designs where alternative, off-street connections are not
feasible.
Connect parks to residential areas with off-street, multi-use trails and complementary on-street
trails to the greatest extent feasible.
Coordinate with adjacent cities and counties to ensure connectivity within the regional trail
system.
Utilize existing corridors, such as irrigation canals; power line easement and street courses for
trail locations.
Provide trail underpasses or signalized crossings at major roads (arterial streets and highways).
Provide parallel soft-surface trails, where feasible and appropriate, to meet diverse user needs,
including walkers, bird watchers, joggers, mountain bikers and equestrians.
Provide supporting facilities and amenities along trails, including trailhead parking, restrooms,
benches, picnic tables, interpretive signs and drinking fountains.
Protect important open space areas in and around the City by targeting and protecting open space
areas that are priorities for protection, including, riparian areas and drainage corridors, important
wildlife habitat and corridors, areas with threatened or endangered species, areas of unique
natural vegetation, water bodies, community buffers, scenic areas, view corridors, strategically
located undeveloped land within already developed areas of the City Of Arvada, and historic and
cultural resources sites; and, work with other public and private organizations to study and
identify critical natural areas for preservation.
Cooperate with other jurisdictions to promote protection of larger, consolidated areas and to
leverage available funding.
Utilize the development review process and appropriate regulations to avoid development of
sensitive areas such as ridgelines, riparian zones, and other environmentally sensitive areas.
Preserve existing trees and native vegetation where possible.
Continue, on a case-by-case basis, efforts to preserve the mountain backdrop.
Conduct landowner outreach programs and other activities designed to promote donations and
voluntary conservation of open space.
Preserve areas of high quality natural vegetation, avoiding environmentally sensitive areas in
locating trails.
Provide wildlife underpasses at major road crossings along key wildlife movement corridors.
Develop an adequate level of funding for planning, acquiring, developing, enhancing, and
maintaining parks, trails, and open spaces.
Identify alternative long-term funding sources for park maintenance.
Coordinate with other agencies and seek partnerships to leverage available funding.
Maintain parks, trails and open space areas at a high level of quality, appropriate for the type of
use and nature of the facility by establishing maintenance standards for the various types of parks
and other properties the city maintains.
Identify those areas with native vegetation, wetlands, or wildlife habitats as exempt from the
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CITY OF
ARVADA
46.
47.
48.
49.
50.
51.
52.
53.
54.
55.
56.
57.
58.
59.
60.
61.
62.
63.
City’s weed ordinance that requires mowing.
Implement, in an on-going way, a capital maintenance and replacement plan for all parks, trails,
open spaces and other areas maintained by the city.
Renovate degraded and outdated park and trail facilities, as appropriate, to meet current design
standards, including the Americans with Disabilities Act (ADA), Consumer Product Safety
Commission (CPSC) and ASTM Standards.
Provide visitor amenities and insure safety for all visitors to the city’s park system.
Develop financial resources and develop active volunteerism at levels appropriate for the city’s
park system.
Provide long-term financial sustainability for on-going operations and capital improvements by
Maintain an internal and external communications program
Manage Arvada Reservoir and Welton Reservoir as places protected through on-going
management and stewardship.
Provide visitor amenities and insure safety for all visitors to Arvada Reservoir and Welton
Reservoir.
Provide effective and efficient park administration that excels at financial resource management
and personnel management.
Develop financial resources and develop active volunteerism at levels appropriate for the
community’s flagship center for lake recreation.
Operate and maintain programs that serve as a community job creator and sales tax generator.
Provide golf course facilities to meet the recreational needs of Arvada area residents.
Ensure that existing demands and future demands are met through the development of new golf
recreational facilities.
Offer at the city’s golf clubs a high level of quality and customer service.
Manage the city’s golf courses as places protected through on-going management and
environmental stewardship.
Develop financial resources at levels appropriate for the city’s golf course operations.
Ensure that the whole community has access to quality library services.
ECONOMIC VITALITY
Objectives:
1.
2.
Maintain conference and banquet services that provide high quality food, beverage, meeting, and
event services.
3.
Maintain a centralized sales approach for reserving and booking space at the City’s facilities.
4.
Masterplan and develop the Arvada Center site as a venue for arts and humanities and banquet
and conference programs.
5.
6.
Provide effective and efficient administration that excels at financial resource management and
personnel management.
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CITY OF
ARVADA
7.
8.
Develop financial resources; develop active volunteerism at levels appropriate for the
community’s banquet and conference facilities.
Long-term financial sustainability for on-going operations and capital improvements by
Objectives:
1.
Provide a place to learn about the area’s cultural and natural features, history and habitat.
2.
Offer formal educational programs that focus on Jefferson County Public School’s elementary
school-aged curriculum.
3.
Offer formal education programs designed to appeal to other community members, including
families, educators, natural history and ecology enthusiasts and adults in general.
4.
Fulfill the park’s environmental educational mission by offering informal means of learning,
including interpretive programs that occur along the trail network through the wildlife and natural
areas.
5.
Provide residents with information on the benefits of sustainable landscapes through
demonstration gardens, backyard wildlife programs and interpretive signage.
6.
Develop and interpret a xeriscaped demonstration garden that connects from the Majestic View
Nature Center to the Prairie Arboretum.
7.
Develop and manage Majestic View Community Park as a passive community park where the
focus is on the preservation of wildlife, and interaction with nature and natural processes.
8.
Emphasize the Majestic View Park vision that emphasizes preservation of valuable habitat, and
opportunities to educate the Arvada Community about its rich natural and cultural heritage.
9.
Develop and maintain resource management plans for all city-owned open space properties that
define appropriate public use and ecosystem management strategies.
10.
Develop and maintain Majestic View Community Park’s Prairie Arboretum, an area of native
prairie species and desirable naturalized species adaptable to the prairie environment.
11.
Preserve and interpret the core wildlife area that includes Majestic View Community Park’s
wetlands, woodlands, shrub lands and grasslands.
12.
Manage the city’s prairie dog resource management areas.
13.
Provide a place that accommodates community activities without significant impacts on the site’s
natural resources.
14.
Manage Majestic View Community Park as a place that welcomes visitors from throughout the
region to walk, picnic, take photographs, observe wildlife and enjoy its great natural beauty.
15.
Manage Majestic View Community Park as a place protected through on-going management and
stewardship.
16.
Provide visitor amenities and insure safety for all visitors to Majestic View Community Park.
Provide effective and efficient park administration that excels at financial resource management
17.
and personnel management.
18.
Develop financial resources and develop active volunteerism at levels appropriate for the
community’s flagship center for environmental education.
19.
20.
Maintain an internal and external communication program.
21.
Provide residents with information on the benefits of sustainable landscapes through
demonstration gardens, backyard wildlife programs, and interpretive signage
162
CITY OF
ARVADA
Objectives:
1.
Improve the physical appearance of Olde Town and its connection to the AURA area and
adjacent neighborhoods.
2.
Olde Town.
Objectives:
1.
2.
3.
4.
5.
6.
7.
8.
9.
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CITY OF
ARVADA
General Fund
Lands Dedicated
Parks
Enterprise Services
Lands Dedicated
Arvada Reservoir
Athletic Facilities
District 1
District 2
District 3
Forestry/Open Space
Joint Parks Administration
Nature Center
Park & Urban Design
Golf Course General
Golf Courses
Administration
Lake Arbor Golf Course
Administration
Lake Arbor Maintenance
Lake Arbor Restaurant
West Woods Golf Course
Administration
West Woods Maintenance
West Woods Restaurant
Banquet Facility
Food Services
Total Parks, Golf & Hospitality Services
$
$
2006 Actual
135,127
22,970
379,436
263,739
214,622
248,732
241,736
4,087,372
119,314
756,989
2007 Actual
185,871
1,115,989
14,738
445,260
272,851
226,117
241,853
174,025
5,123,115
135,635
784,779
2008 Revised
$
193,084
19,860
416,300
286,260
240,094
284,582
245,879
4,319,819
155,668
811,962
1,157,196
1,236,216
1,266,590
1,025,240
1,031,546
418,792
526,273
153,982
491,710
550,238
196,916
530,254
603,109
199,601
531,019
614,146
203,486
556,684
645,574
213,616
645,808
596,433
763,764
1,540,724
12,273,009
588,651
601,105
816,500
1,496,086
14,697,655
632,208
649,209
747,965
1,701,815
13,304,259
630,076
669,108
728,685
1,812,862
13,635,650
654,816
702,475
743,675
1,792,825
14,061,768
164
$
$
$
$
193,084 $
196,027
20,997
21,366
402,150
418,476
300,009
312,265
246,024
255,895
287,168
296,867
271,251
277,204
4,682,002
4,875,016
164,577
170,690
853,766
896,751
$
$
CITY OF
ARVADA
Services & Charges
Supplies & Expenses
Contracts & Leases
Lands Dedicated
Transfers
Personnel
Parks
Services & Charges
Supplies & Expenses
Contracts & Leases
Debt Service
Inventory
Capital Maintenance
Capital Outlay
Transfers
Personnel
Golf Courses
Services & Charges
Supplies & Expenses
Contracts & Leases
Debt Service
Inventory
Capital Maintenance
Capital Outlay
Transfers
Food Services
Personnel
Services & Charges
Supplies & Expenses
Inventory
Capital Maintenance
Capital Outlay
Total Parks, Golf & Hospitality Services
General Fund
Actual 2006
Actual 2007
4,292 $
4,659
82,835
85,212
48,000
96,000
1,115,989
3,519,833
3,689,688
943,354
1,079,502
1,181,687
1,233,875
87,674
68,134
3,121
(9,627)
3,553
71,059
100,342
23,139
40
517,751
1,240,158
1,965,334
2,003,960
336,628
366,024
543,188
599,087
32,891
10,166
524,412
591,149
471,922
577,744
52,372
77,542
331,891
252,223
356
162
3,254
3,279
516,592
550,461
284,220
251,522
248,276
112,678
437,532
436,009
17,255
16,068
36,849
128,969
379
$ 12,273,009 $ 14,697,655
$
165
2008 Estimate
$
2,435
95,649
95,000
3,786,328
1,210,200
1,349,166
147,755
4,698
268,507
13,770
2,138,964
457,829
678,756
13,376
623,196
576,222
36,242
100,000
1,000
3,351
798,269
162,429
107,779
471,400
22,276
139,662
$ 13,304,259
2009 Estimate
$
2,435
95,649
95,000
4,087,468
1,248,756
1,398,687
147,755
4,698
282,697
43,600
14,283
2,196,255
463,137
729,757
13,376
308,124
556,540
30,142
100,000
1,000
3,429
851,552
165,611
108,532
491,253
22,856
173,058
$ 13,635,650
2010 Proposed
$
2,508
98,519
95,000
4,337,587
1,273,829
1,455,867
152,188
4,839
285,477
14,743
2,313,610
466,008
745,761
13,778
304,043
569,686
31,046
100,000
1,000
3,454
913,354
172,696
111,788
519,234
23,542
52,211
$ 14,061,768
CITY OF
ARVADA
Operating Expenditures by Fund
$18,000,000
$16,000,000
$14,000,000
$12,000,000
Food Services
Golf Courses
Parks
Lands Dedicated
General Fund
$10,000,000
$8,000,000
$6,000,000
$4,000,000
$2,000,000
$0
2006
2007
2008
2009
2010
2011
2012
2013
Note: Because of the complicated nature of the Parks, Golf & Hospitality Department structure,
the Operating Expenditure graph is calculated by fund instead of division.
Capital Maintenance
2.42%
Capital Outlay
1.08%
Contracts & Leases
1.86%
Debt Service
2.16%
Transfers
0.13%
Supplies & Expenses
17.15%
Inventory
7.78%
0.01%
Services & Charges
13.62%
Personnel
53.80%
166
CITY OF
ARVADA
Parks, Golf, and Hospitality Employee Positions
Computerized Irrigation Specialist
Computerized Irrigation Supervisor
Director of Parks, Golf & Hospitality Services
Executive Secretary
Forestry Supervisor
Irrigation Crew Supervisor
Irrigation Maintenance Leadworker
Irrigation Maintenance Worker
Municipal Services Worker
Nature Center Director
Parks & Urban Design Manager
Parks Maintenance Leadworker
Parks Manager
Parks Supervisor
Parks Worker II
Senior Landscape Architect
2007
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
4.00
1.00
1.00
1.00
5.00
1.00
4.00
17.00
3.00
2008
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
4.00
1.00
1.00
1.00
5.00
1.00
4.00
17.00
3.00
2009
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
4.00
1.00
1.00
1.00
5.00
1.00
4.00
19.00
3.00
2010
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
4.00
1.00
1.00
1.00
5.00
1.00
4.00
19.00
3.00
Total Parks Fund
45.00
45.00
47.00
47.00
Environmental Education Specialist
1.00
1.00
1.00
1.00
Total Water Fund
1.00
1.00
1.00
1.00
Assistant Golf Professional
Golf Course Equipment Mechanic
Golf Course Irrigation Technician
Golf Course Maintenance Worker
Golf Course Manager
Golf Course Superintendent
Golf Professional
Hospitality Services Supervisor
Manager of Golf Course Operations
Sous Chef
2.00
2.00
1.00
3.00
1.00
2.00
2.00
2.00
1.00
1.00
2.00
2.00
2.00
2.00
1.00
2.00
2.00
2.00
1.00
1.00
2.00
2.00
2.00
2.00
1.00
2.00
2.00
2.00
1.00
1.00
2.00
2.00
2.00
2.00
1.00
2.00
2.00
2.00
1.00
1.00
Total Golf Course Fund
17.00
17.00
17.00
17.00
Assistant Banquet Manager
Business Analyst
Business Development Coordinator
Business Development Manager
Executive Chef
Food Services Manager
1.00
1.00
1.00
2.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
2.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
2.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
2.00
1.00
1.00
1.00
1.00
Total Food Service Fund
9.00
9.00
9.00
9.00
Total Parks, Golf, and Hospitality Employees
72.00
72.00
74.00
74.00
167
CITY OF
ARVADA
Park, Trail and Open Space Design and Management
PURPOSE: The Parks Management program performs routine maintenance for City owned parks and
trails facilities. 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. The
division also coordinates the capital maintenance plan for existing parks, develops project priorities, and
bids and supervises major repair projects in existing parks.
PROGRAMS:
Parks, Trails and Open Space Maintenance
Park Maintenance
Irrigation Maintenance
Forestry
Athletic Field Maintenance
Open Space Maintenance
Parks Rentals
Parks Recreation Facility Maintenance
Urban Design
Jefferson County Open Space Liaison
Grant Proposals
Capital Maintenance Program
Capital Improvement Program
Land Acquisition
Water Conservation Program
Long Range Planning
Plan Review and Landscape Inspection
Design Services
Customer Service/Coordination with Special
Interest Groups
Park Advisory Committee (APAC) Liaison
•
•
•
•
Maintain a total of 188 sites
Maintain a citizen rating of park, facility and trail maintenance as good or excellent
Achieve department customer service objectives in a responsible manner
Complete city capital improvement projects on time and on budget
Park, Trail and Open Space Management: Duties include installation and maintenance of playground
equipment, bridges, landscaping, turf grass and native grass, trees, irrigation systems, herbicide, pesticide
and algaecide applications, snow removal, and trash service to City buildings. Parks programs involving
the community are Adopt-a-Park, Arbor Day tree planting, Plant A Tree Program, July 4th fireworks
display and Christmas tree recycling.
Park Rentals: This service involves reserving park space and sheltered areas for a fee. Parks are
reserved primarily on weekends and are rented in blocks of 5, 8, and 10 hour time periods. There are five
pavilions and two park areas to rent. The annual average number of users per year is approximately
24,000.
Park Recreation Facility Maintenance: This program maintains 49 playgrounds, 31 basketball courts,
44 tennis courts, 7 volleyball courts, 16 soccer fields, 50 game fields. In addition to the scheduled athletic
fields, many parks are used for sports practices. Sports activity in the parks requires a high degree of
maintenance. There are 10 sports associations, 1,304 teams and 22,295 players utilizing the athletic fields.
168
CITY OF
ARVADA
Jefferson County Open Space Liaison: The division is responsible for submitting annual reports to
Jefferson County Open Space.
Grant Proposals: Various grant programs are available for funding assistance for park and open space
projects. These programs include: JCOS, GOCO and the Land and Water Conservation Fund.
Capital Maintenance Program: Inventories are conducted in the parks to assess the condition of
existing facilities in approximately 83 sites. These projects are prioritized and budgeted for construction
each year.
Capital Improvement Program: The park and trail masterplan and the comprehensive plan dictate the
projects and project priorities that are submitted for consideration for funding through the CIP program.
Land Acquisition: The Urban Design Program submits proposals to Jefferson County Open Space for
land acquisition projects and trail construction.
Water Conservation Program: The program receives funding for specific water conservation projects
averaging approximately $160,000 per year.
Long Range Planning: The division is directly responsible for the coordination and development of
long term plans for future park and open space acquisition and development and recommends to City
Council positions on specific park and/or trail projects.
Plan Review and Landscape Inspection: The program reviews all development plans submitted to the
City. Furthermore, staff inspects all landscape improvements by developers and construction plans.
Design Services: The program reviews and provides design/build assistance on landscape projects
associated primarily with the Engineering Division and Colorado Department of Transportation.
Customer Service/Coordination with Special Interest Group: This program involves communication
with the many groups that promote and/or utilize parks, open space as recreation areas, including the
Arvada Horseman's Association, Wildlife/Preservation groups, youth baseball, youth soccer and model
airplane groups.
Arvada Park Advisory Committee (APAC) Liaison: The program is responsible for developing the
agenda and conducting monthly Park and Open Space Committee meetings.
169
CITY OF
ARVADA
−
−
−
−
−
−
Added $14,190 in 2009 and $14,616 in 2010 for fertilizer
Added $26,461 in 2009 and $27,255 in 2010 for contract maintenance
Added $17,225 in 2009 and $17,740 in 2010 for Wadsworth Grade Separation maintenance
Added $6,575 in 2009 and $6,772 in 2010 for portable radios
Added $55,000 in 2009 and $56,650 in 2010 for various City utility rate increases
Added 2 new Parks employees at a cost of $158,980 in 2009 and $122,276 in 2010
170
CITY OF
ARVADA
Lake Recreation Program
PURPOSE: To manage the use of the reservoirs as recreational facilities.
PROGRAMS:
Operation of Arvada/Blunn Reservoir Recreation Facility and, in time, Welton Reservoir/Recreation
Facilities
•
•
•
Annual visitor days
Continue to operate facility from permit fees.
Volunteer hours worked
Arvada/Blunn Reservoir Recreation Facility: This 700 acre recreational facility, which includes the
180 acres Arvada/Blunn Reservoir, was opened for public use in 1987. This park is open every day from
April through October each year. The primary activity at the facility is fishing and the Colorado Division
of Wildlife stocks about 25,000 rainbow trout into the reservoir each year. Other recreational uses at this
park include boating, wildlife viewing, hiking and jogging. Eighty volunteer park rangers monitor the use
of this recreation facility and oversee the collection of permit fees. Capital improvements to the facility
are made from the permit fees after normal operational costs are paid.
171
CITY OF
ARVADA
Golf Club Operations
PURPOSE: Accounts for all revenues and expenses of the Lake Arbor Golf Club and the West Woods
Golf Club.
PROGRAMS:
West Woods Golf Club Operations
•
Pro-shop Operations
•
Maintenance Operations
•
Capital Maintenance and Replacement
•
Lake Arbor Golf Course Operations
•
Pro-shop Operations
•
Maintenance Operations
•
Capital Maintenance and Replacement
•
•
•
•
•
•
Open days for play
Rounds of golf played per year
Acres maintained
Meeting or exceeding established margins for merchandise, food, liquor and labor expenses
Improve recreational program cost recovery
Lake Arbor Golf Club Operations: This program accounts for pro-shop, maintenance and restaurant
functions related to operating Lake Arbor Golf Club. Lake Arbor Golf Course is an 18-hole regulation
golf course located at 8600 Wadsworth Blvd.
West Woods Golf Club Operations: This program accounts for pro-shop, maintenance and restaurant
functions related to operating West Woods Golf Club. West Woods Golf Club is a 27-hole regulation
course located at 6600 Quaker Street.
Capital Maintenance and Improvements: This program accounts for all capital projects related to Lake
Arbor Golf Club and West Woods Golf Club.
172
CITY OF
ARVADA
Banquet and Conference Services
PURPOSE: To provide the Arvada community and region with high quality hospitality and conference
services.
PROGRAMS:
Arvada Center Banquet and Conference Facility
Stenger Soccer Complex Concessions
Allen House Facility Rental
•
•
•
•
•
Attendance at events
Events scheduled per year
Meeting or exceeding established margins for food, liquor and labor expenses
Dollar amount transferred to the Arvada Center for the Arts and Humanities to fund cultural programs
Achieve client ratings for services provides of good or excellent
Arvada Center: This program reflects the operation of the 7,700 square foot Banquet Hall located at the
Arvada Center for the Arts and Humanities, for banquets and meetings.
Stenger Soccer Complex Concessions: This program reflects the concession operations at Stenger
Soccer Complex.
Allen House Facility Rental: This program reflects the rental of the Allen House located at 64th and
Quail Street.
173
CITY OF
ARVADA
Festivals and Special Events
PURPOSE: To actively plan and coordinate public celebrations and festivals.
PROGRAMS:
Arvada Festivals Commission
•
Attainment of work program goals
Arvada Festivals Commission: The 20 members of the Arvada Festivals Commission maintain and
enhance existing and planned festivals of community wide celebration and actively sponsor, coordinate
and work cooperatively with community-based organizations on festivals of community wide celebration.
174
CITY OF
ARVADA
PURPOSE:
relations.
To act as liaison for the Sister Cities program and provide support for international
PROGRAMS:
•
Arvada Sister Cities International: A program that promotes international understanding and
cooperation.
175
CITY OF
ARVADA
Environmental Education and
Natural Resource Management
PURPOSE: To provide a variety of environmental education classes and experiences.
PROGRAMS:
Majestic View Nature Center
•
Majestic View Nature Center: The Majestic View Nature Center offers variety of environmental
education classes and experiences. The Majestic View Nature Center and Community Park encompasses
over 80 acres, which includes ponds, wetland areas, an interpretive trail, prairie grasses and hosts an
assortment of wildlife. The Center includes 3,000 square feet of hands-on nature and environmental
displays, wildlife exhibits, classrooms and meetings space.
176
CITY OF
ARVADA
Heritage and Historic Preservation
PURPOSE:
Manage the city’s park-related heritage and historic sites as places protected through on-going
management and stewardship, including providing visitor amenities and insure safety for all visitors to the
city’s park-related heritage and historic sites and emphasizing accessibility awareness and environmental
sustainability in on-going operations.
PROGRAMS:
Gold Strike Park
Churches Ranch National Historic District
Moore Brother’s Farm
Gold Strike Park: Gold Strike Community Park is a 14-acre largely undeveloped community park with
an adopted master plan to guide its development, focusing on serving an interpretive site used to
commemorate Colorado’s first documented discovery of gold. The Gold Strike Community Park
Masterplan recommends the acquisition of 10 or more acres of additional land for future expansion, with
a mission for the park as being a place of refuge for visitors, with park spaces created an integral
component to the site’s recreated naturalistic environment. The Lower Park is a large area with two
distinct spaces, the museum/interpretive center and the pavilion, linked together visually and physically
by a park trail and the West 56th Avenue Bridge. The upper linear park area is composed of a series of
discovery sites that are linked to the primary park area both physically and figuratively. The regional
Ralston Creek Trail is the primary physical link and the interpretive components provide the figurative
link.
Churches Ranch National Historic District: Located on approximately 40 acres at Long Lake Regional
Park, once restored, will serve as a rich historic resource for the citizens of Arvada and the greater Denver
area, by conveying its ranching and farming heritage through the restoration and rehabilitation of its
historic site and buildings and by maintaining it as a working farm. As an important historical site within
the Arvada park system, the city will continue to provide resources and to cultivate partnerships to
preserve Churches Ranch’s historical integrity.
Moore Brothers Farm: Located at West 72nd Avenue and Ward Road is a 50 acre working farm owned
by the city but operating under a life estate with the Moore Family. At such time as the life estate ends,
the city has committed to operating the property as a working farm or agricultural heritage center.
177
CITY OF
ARVADA
178
Public Safety Programs
CITY OF
ARVADA
PUBLIC SAFETY DEPARTMENT
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 formulation of community partnerships to enhance problem solving efforts. These,
along with our many other activities, comprise the key components of our core business initiatives
outlined in our business plan.
REVENUE SOURCES:
Current Federal Grants
Department of Justice- Office of Justice
Programs
•
Bureau of Justice Assistance Grant Program
General Fund
Police Sales Tax Fund(s)
Records Fees
Auction (sale) of unclaimed and found property
Federal/State/Local Grant Programs
Criminal Seizure Recoveries
•
-
Eliminated and reduced line items in the Office of the Chief budget for a savings of $13,719 in
2009 and $14,130 in 2010
Eliminated and reduced line items in the Communications budget for a savings of $2,400 in 2009
and $2,472 in 2010
Eliminated and reduced line items in the Records budget for a savings of $36,725 in 2009 and
$37,827 in 2010
Eliminated and reduced line items in the Special Investigations budget for a savings of $12,722 in
2009 and $13,103 in 2010
Eliminated and reduced line items in the Administration budget for a savings of $12,852 in 2009
and $13,238 in 2010
Eliminated 11 police vehicles from the overall fleet at a savings of $41,894 in 2009 and $43,198
in 2010
•
•
•
In November 2007, the Arvada Police Department received its seventh accreditation from the
Commission on Accreditation for Law Enforcement Agencies. APD is one of only four police
agencies to achieve this milestone throughout the nation.
In March 2008, the police department completed its first business plan designed to guide our efforts
in providing public safety in a fiscally responsible manner as we progress into the future.
The department received several awards from national organizations, including the International
Association of Chief’s of Police and the Alliance for Innovations in Government.
179
CITY OF
ARVADA
MAJOR CHANGES:
•
•
•
•
•
In July 2007, due to retirement, there was a change in the position of Chief of Police. Several other
members of the Command Staff retired later that year and all promoted positions have been filled as a
result of these retirements.
The Police Department was reorganized under two divisions; Operations and Field Services.
There were 25 new Police Department employees hired, including 20 police officers.
The Property and Equipment Function was transferred to the Shops.
The Police Department’s information technology function was transferred to the City’s Information
Technology Department.
FUTURE OUTLOOK (Business Initiatives)
•
•
•
•
Develop an exceptional workforce capable of addressing the changing dynamics of the community
we serve.
Develop a fiscally responsible and sustainable financial plan for accomplishing our core business
initiatives.
Actively adapt our delivery of core business activities to meet the changing dynamics of crime and
disorder.
Utilize effective communication tools to provide timely, accurate and accessible information.
SAFETY AND SECURITY
Objective: The Arvada Police Department will continually evaluate and redesign delivery of police
services to assure the safety of the community through:
1.
2.
3.
4.
5.
6.
Policing the community in an ethical, unbiased and responsible manner
Implementing innovative police practices in response to community input to address concerns,
crime, and disorder
Employing prevention strategies to reduce crime and fear of crime
Conducting complete and thorough criminal investigations
Engaging in community partnerships to maximize effectiveness
Identifying and utilizing technology which enhances our capabilities
Objective: Utilize effective communication tools to provide timely, accurate and accessible information:
1.
2.
3.
4.
Effective internal communication methods designed to inform employees
Adoption of new tools utilized to inform the public
Providing timely and accurate information
Complete disclosure of information necessary for public safety
Objective: The Arvada Police Department will employ a workforce prepared to meet the challenges of
the future. Key components include:
180
CITY OF
ARVADA
1.
2.
3.
4.
5.
6.
Recruitment and hiring of new employees
Training our workforce to maintain the high standards of the department
Striving for an employee body representative of the diverse population of the city
Retain our highly trained and skilled employee body
Plan for the succession of employees likely to retire
Pursue contemporary personnel practices
Objective: The Arvada Police Department will work with other City departments and the community to
insure sufficient financial resources through:
1.
2.
3.
4.
5.
6.
Involvement in the economic development of the community
Dedication of resources necessary to meet our business initiatives
A competitive and responsible compensation plan
Remaining fiscally responsible with all public funds entrusted to the Police Department
Maximizing our partnerships, and utilization of available grants
Maintaining a sustainable organization
181
CITY OF
ARVADA
Administration Bureau
Animal Management
Communications Bureau
Community Services Bureau
Criminal Investigations
Bureau
Office of the Chief
Patrol Bureau
Records Bureau
Special Investigations Unit
Office of the Chief
Police Seizure
Police Tax Increment .2 Administration Bureau
Animal Management
Bureau
Office of the Chief
Patrol Bureau
Records Bureau
Police Tax Increment .2 Administration Bureau
Animal Management
Bureau
Office of the Chief
Patrol Bureau
Records Bureau
Total Public Safety
General Fund
$
$
Actual 2006
Actual 2007
863,110 $
913,654
440,528
413,719
999,692
1,077,801
(113)
-
2008 Estimate
$
1,020,258
490,363
1,059,839
-
2009 Estimate
$
1,011,196
501,330
1,105,462
-
2010 Estimate
$
1,057,529
527,191
1,173,649
-
2,496,965
1,219,265
9,742,219
1,096,926
669,423
11,127
81,245
51,604
195,432
2,626,164
1,160,976
9,675,948
1,163,155
702,841
92,540
53,899
217,248
2,740,926
1,107,492
10,483,368
1,271,957
807,978
100,036
63,162
249,274
2,677,770
1,210,339
10,842,909
1,253,449
814,954
99,380
63,305
251,572
2,789,959
1,261,313
11,424,098
1,324,080
853,539
103,652
67,883
270,597
337,675
983,819
1,201,131
173,962
63,911
40,930
236,945
357,785
563,954
1,332,405
176,222
26,321
29,362
325,268
321,499
720,606
1,629,419
202,012
47,672
51,796
251,422
300,406
666,060
1,574,970
202,779
47,689
55,750
312,551
315,651
677,551
1,672,853
218,119
49,119
60,284
335,461
121,861
525,203
362,669
233
21,915,762
726,969
69,621
1,050,116
515
22,756,483
911,493
79,252
1,320,050
1,591
24,931,465
965,647
86,278
1,434,598
1,591
25,479,985
1,030,954
92,274
1,543,349
1,639
26,850,744
182
$
$
$
$
CITY OF
ARVADA
General Fund
Personnel
Services & Charges
Supplies & Expenses
Contracts & Leases
Capital Maintenance
Capital Outlay
Transfers
Police Seizure
Supplies & Expenses
Police Tax Increment .2Personnel
Services & Charges
Supplies & Expenses
Contracts & Leases
Capital Maintenance
Capital Outlay
Transfers
Police Tax Increment .2Personnel
Services & Charges
Supplies & Expenses
Contracts & Leases
Capital Outlay
Transfers
Total Public Safety
2006 Actual
14,225,083
667,220
2,237,196
393,886
4,630
11,127
1,952,901
93,164
958,938
2,744
17,121
547,008
97,706
218,050
9,888
479,100
$ 21,915,762
$
183
2007 Actual
14,333,741
793,538
2,061,948
438,471
6,196
81
100,283
1,968,362
254,363
548,756
5,710
16,862
1,729,956
33,456
350,116
8,298
106,346
$ 22,756,483
$
2008 Revised
$ 15,213,886
847,913
2,465,970
382,367
16,715
55,330
2,232,178
321,385
616,855
45,077
2,281
17,000
51,232
2,372,222
81,213
172,249
10,042
550
27,000
$ 24,931,465
$ 15,562,926 $ 16,409,240
837,446
887,270
2,500,484
2,583,483
469,522
482,923
17,023
17,534
30,008
30,908
2,295,049
2,444,161
173,570
183,087
601,076
619,886
46,285
47,674
2,349
2,420
29,078
40,143
2,566,172
2,759,689
158,844
168,191
168,479
174,274
10,042
10,343
567
583
$ 25,479,985 $ 26,850,744
CITY OF
ARVADA
$35,000,000
$30,000,000
$25,000,000
$20,000,000
$15,000,000
$10,000,000
$5,000,000
$0
2006
2007
2008
2009
2010
2011
2012
-$5,000,000
Community Services Bureau
Patrol Bureau
Animal Management
Criminal Investigations Bureau
Records Bureau
Office of the Chief
Special Investigations Unit
Supplies & Expenses
12.83%
Transfers
0.16%
Capital Outlay
0.12%
Capital Maintenance
0.08%
Contracts & Leases
2.06%
Services & Charges
4.59%
Personnel
80.16%
184
2013
CITY OF
ARVADA
Public Safety Employee Positions
2007
0.50
5.00
1.00
4.00
1.00
1.00
3.00
1.00
1.00
2.00
2.00
2.00
1.00
1.00
0.00
6.00
12.00
98.00
1.00
12.00
2.00
1.00
18.00
2.00
177.50
2008
0.50
5.00
1.00
4.00
1.00
1.00
3.00
1.00
1.00
2.00
2.00
2.00
1.00
1.00
0.50
6.00
12.00
98.00
0.00
12.00
2.00
1.00
18.00
2.00
177.00
2009
0.00
5.00
1.00
4.00
1.00
1.00
3.00
0.00
1.00
2.00
2.00
2.00
1.00
1.00
0.50
6.00
12.00
99.00
0.00
12.00
2.00
1.00
18.00
0.00
174.50
2010
0.00
5.00
1.00
4.00
1.00
1.00
3.00
0.00
1.00
2.00
2.00
2.00
1.00
1.00
0.50
6.00
12.00
99.00
0.00
12.00
2.00
1.00
18.00
0.00
174.50
Accreditation Specialist
Animal Management Officer
Crime Analyst
Investigations Specialist
Police Dispatcher
Police Officer
Police Records Specialist
Police Services Technician
Public Information Officer
Records & Evidence Supervisor
Victim Advocate
Total Employees - Tax Initiative 21
1.00
1.00
1.00
1.00
4.00
14.00
2.00
4.00
1.00
1.00
1.00
31.00
1.00
1.00
1.00
1.00
4.00
14.00
2.00
4.00
1.00
1.00
1.00
31.00
1.00
1.00
1.00
1.00
4.00
14.00
2.00
4.00
1.00
1.00
0.00
30.00
1.00
1.00
1.00
1.00
4.00
14.00
2.00
4.00
1.00
1.00
0.00
30.00
Communications Center Manager
Police Dispatcher
Police Officer
Sergeant
Total Employee - Tax Initiative 22
1.00
1.00
3.00
23.00
3.00
31.00
1.00
1.00
3.00
23.00
3.00
31.00
1.00
1.00
3.00
23.00
3.00
31.00
1.00
1.00
3.00
23.00
3.00
31.00
239.50
239.00
235.50
235.50
Administrative Specialist I
Animal Management Supervisor
Chief of Police
Communications Supervisor
Community Safety Coordinator
Crime Analyst
Criminalist
Deputy Police Chief
Evidence Technician
Executive Secretary
Liquor Licensing Control Administrator
Patrol Investigative Specialist
Police Commander
Police Dispatcher
Police Officer
Police Property & Equipment Coordinator
Sergeant
Victim Advocate
Total Employees - General Fund
Total Public Safety Employees
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CITY OF
ARVADA
Office of the Chief
PURPOSE: To supervise the delivery of police services by developing and implementing policy and
procedure that manages resources and develops personnel to meet the community needs.
PROGRAMS:
Internal/special investigations
Personnel administration
Policy Analysis and Formulation
Citizens Police Academy
Budget Administration
Grant acquisition and management
Representation on internal and external
boards/commissions/committees
Public information
•
•
•
•
•
•
•
•
•
•
•
•
•
Administration of the department within the allocated budgetary resources and with citizen
acceptance of the level and quality of services provided as indicated by citizen surveys.
Ensure that citywide plans are developed, exercised and operational in preparation for emergencies
and disasters, which could befall the city. Coordination with the Emergency Management
Coordinator in the City Manager’s Office.
Maintain media liaison to inform the public about police related activities.
When possible, acquire available grant funding to assist with financing existing and new police
programs.
Maintain a leadership presence in collaborative and cooperative intergovernmental initiatives.
Acquire and maintain technical equipment in a cost effective manner such that personnel can rely on
the radio and computer systems, which are conducive to officer effectiveness, officer/public safety,
and the gathering, storage and dissemination of information that enhances the public safety mission.
Assure compliance to legal and ethically accepted practices of policing and/or maintaining discipline
through fair and equitable investigation and sanctions for deviations from policy.
Monitor major policy issues relating to the administration of a police agency and conduct analysis of
needed modifications, additions, or revisions of current rules and procedures.
Support the economic development of the city by maintaining a safe and secure environment.
Provide leadership for the adoption of progressive policing strategies while assuring the continuation
of successful and effective police services.
Strategically position the Police Department to address future public safety needs of the City of
Arvada.
Coordinate and collaborate with other public and private entities to most effectively and efficiently
meet the needs of the public.
Build and maintain a professional well-trained, supported, acknowledged and rewarded work force.
General Administration: Involves the full range of administrative functions for the department.
Oversees and administers a department wide community policing approach which includes emergency
and non-emergency response, community engagement, problem solving, criminal investigation,
community crime prevention, mentoring and education for youth.
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ARVADA
Budget Administration: On-going budget administration to ensure compliance with budget policies.
Development of future year budgets based upon operational needs to insure sufficient resources are
available to meet our business initiatives. Provide budget administration for numerous Federal, State and
Local Grants.
Grant acquisition and management: Identify grants and other external funding sources, which can
fund new and existing public safety programs and grant administration when this funding is obtained.
Representation on internal and external boards/commissions/committees: Examples are the Jeffco
Schools Strategic Planning Council, Colorado Association of Chiefs of Police, Colorado SB 94 Advisory
Board, Metropolitan Association of Chiefs of Police, Jefferson County Master Planning, Jefferson County
Criminal Justice Planning Committee and Juvenile Services Planning Committee, Colorado Victim
Assistance in Law Enforcement Board, Sexual Assault Prevention Advisory Committee, Jefferson County
Adult Diversion Council, Jefferson County Juvenile Assessment Center Board of Directors, Tab le
Mountain Animal Center board of directors, Colorado Crime Information Computer-Board of Executive
Directors.
Public information: Provide a professional relationship with the media to involve the community in
policing and public safety activities. This also entails the dissemination of public safety crime
information, both internally and to the public on a regular basis, as well as community service
information.
Internal/special investigations: Investigations of allegations of misconduct by police employees. These
allegations may be generated both internally and externally to the organization.
Personnel administration: Development and implementation of procedures and policies for hiring,
assignment and promotion of police personnel and administration of departmental and City personnel
regulations and policies related to human resource management. Develop a succession plan for training
newer employees to achieve positions of increased responsibility.
Policy Analysis and Formulation: Development and review of City and Police Department policies
relating to the delivery of police services. Revise and formulate policies that provide for the effective
administration of the Police Department in accordance with legal mandates, accepted and accountable
police practices and an environment of progressive policing.
Citizens Police Academy: In a classroom environment, citizens are given the opportunity to learn
virtually every aspect of the police department’s operation including: accident investigation, criminal
investigations, crime lab, internal affairs, narcotic investigations, K-9 and SWAT.
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Eliminated and reduced line items in the Office of the Chief budget for a savings of $13,719 in 2009
and $14,130 in 2010
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CITY OF
ARVADA
Administration
PURPOSE: The Administration Bureau is primarily responsible for functions that relate to the overall
operation of the Department. Most of the Bureau’s activities are internally oriented and address
department priorities such as policy, rules and procedures development and management, Accreditation,
Recruitment, Training and Staff Inspection. The Bureau provides a direct service to the citizens through
coordination of extra duty employment and the reception services provided by Support Staff.
PROGRAMS:
Recruitment/Selection Process
Secondary Employment
Staff Inspections
Support Staff
Police Academy Coordination
Training
Accreditation
Background Investigations
Promotional Processes
Volunteer Program
Research and Development
•
•
•
Accomplish eighth accreditation by the Commission on Accreditation for Law Enforcement Agencies
in 2010
Attain full staffing
The Department will review and expand its use of qualified volunteers.
Accreditation: The department has been nationally accredited by the Commission for Accreditation of
Law Enforcement Agencies (CALEA) since 1986. The process provides an ongoing analysis of policy
and procedure and insures organizational accountability to the public.
Background Investigations: Provide background investigation work on all police employee candidates.
Promotional Processes: All of the department’s promotional testing processes are coordinated and
administered by the Bureau.
Recruitment/Selection Process: Provides recruitment and selection of highly qualified and diverse
police officer applicants and supports other Police Department Divisions in employee selection process.
Research & Development: The Police Department continually assesses its practices, policies, and
equipment compared to other leading law enforcement agencies across the nation. This includes
evaluating new and emerging technologies and equipment necessary for the effective functioning of the
department.
Secondary Work Coordination: Coordinates the scheduling of police officers for voluntary extra
and/or off duty jobs.
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ARVADA
Staff Inspections: Conducts unannounced examinations (inspections) throughout the police department
to verify adherence to established policy and procedure, analyzes results, and makes recommendations to
the Chief of Police. Also conducts audits on highly sensitive areas such as property and evidence.
Support Staff: The Bureau coordinates all of the Department’s support staff activities.
Police Academy Coordination: Coordinate the scheduling and attendance of inexperienced, noncertifiable recruit police officers at regional basic police training academics.
Volunteer Program: Identify opportunities for volunteers to provide services to the Police Department.
Recruit and provide support systems for volunteers assisting in the Police Department.
Training: Provides a centralized point for assuring a highly trained workforce. The Training Officer
handles: (1) all requests and arrangements for outside training; (2) coordinates all internal training; (3)
coordinates annual In-Service training; (4) new employee orientation; (5) administers all basic skill area
training and testing.
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Eliminated and reduced line items in the Administration budget for a savings of $12,852 in 2009 and
$13,238 in 2010
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CITY OF
ARVADA
Records
PURPOSE: To provide operational support services by performing numerous administrative functions,
which primarily relate to the processing of police records.
PROGRAMS:
Training and Evaluation Program (Records
Specialist)
Criminal Justice Records Management
Evidence and Property Management
Police Report Typing and Data Entry
•
•
•
•
Prioritize, type and process dictated police reports so completed reports are available for officers for
use in investigation follow-up, the court and to the public within 24-hours or less.
Complete the research and processing of criminal justice records requests from other criminal justice
agencies and the general public within 7-working days.
Effectively store and manage evidence and confiscated property, including sensitive evidence such as
cash, narcotics and guns as determined by regularly scheduled staff inspections as required by
departmental policies and procedures and national accreditation standards.
Successfully complete the formal training process of any given trainee in the Records Unit through
the use of the formal Records Unit Training and Evaluation Program (RTO Program) within 20
weeks.
Criminal Justice Records Management: Custodianship of all criminal justice related records to ensure
the integrity and security of repository files and computer databases.
Evidence and Property Management and Storage: Receive, log and store all confiscated properties and
items of evidence collected by Department employees. Arrange for the release and/or disposal of
property and evidence in compliance with legal processing.
Police Report Typing and Data Entry: Receive, type, duplicate, distribute and maintain offense case
reports and files, traffic accident reports and supplemental reports generated by Department employees.
Review, interpret, classify and code reports and information to produce statistics for departmental,
regional and national use.
Training and Evaluation Program: A formal field training program for new Records Unit personnel
that utilizes daily observation reports and a Training Manual. The formal program is 20 weeks in
duration.
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Eliminated and reduced line items in the Records budget for a savings of $36,725 in 2009 and
$37,827 in 2010
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CITY OF
ARVADA
Communications
PURPOSE: To provide direct service to citizens by receiving calls for police service, both nonemergency and emergency and dispatching officers or civilian staff to respond to these requests.
Monitoring the police radio and responding to requests regarding numerous tasks including but not
limited to the computer, RMS, phone calls, CCIC/NCIC, alarms, tows and EMS.
PROGRAMS:
Communications Center (Police Dispatch)
Communications Training Instructor Program
PERFORMANCE MEASURE – 2009 and 2010
•
•
•
Average response time for emergency calls from time of receipt to time of dispatch will not exceed 5
minutes.
Satisfaction rating for services provided as determined by the citizen survey.
Patrol satisfaction with dispatch as assessed by the sergeants on each shift.
Communications Center (Dispatch): Receives all calls for police service from citizens and dispatches
officers or civilians to handle the request. Receives radio or phone requests from officers for information
regarding persons, vehicles or addresses. Handles information phone calls from citizens regarding
complaints, other City services needs and referrals.
Communications Training Instructor Program: Provides on-the-job training and evaluation of new
employees in the Communications Center.
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Eliminated and reduced line items in the Communications budget for a savings of $2,400 in 2009 and
$2,472 in 2010
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CITY OF
ARVADA
Patrol
PURPOSE: To provide the basic police and public safety services for the City of Arvada.
PROGRAMS
Explorer Post
Traffic Enforcement Program
Patrol
Police Service Technician Program
Special Events
School Resource Officer Program
Child Safety Coordination
Community Response Impact Team (CRIT)
DUI Enforcement
Field Training Officer Program
K-9 Unit
SWAT Team
Bicycle Program
Trouble Traffic Task Force
Community Outreach Police Services
(Ralston COPS)
Crime Analysis
•
•
•
•
•
Respond to emergency and non-emergency incidents in accordance with Department standards.
Engage in preventive activities to reduce crime and fear of crime as measured thru the Citizen Survey.
Train all newly hired police officers.
Staff special events to provide for safety and security of all participants.
Increase enforcement/education to reduce traffic crashes and fatalities in the City.
Community Response Impact Team: Five officers and a Sergeant are responsible for establishing close
relationships with residents and businesses in the City of Arvada. Neighborhoods include a significant
number of multi-family housing and businesses. Officers carry out existing programs and facilitate
partnerships within the community to reduce and prevent crime and fear of crime, provide educational
opportunities on topics such as crime prevention, harm reduction, problem identification and problem
solving. The Crime Free Multi-Family Housing Program is a program dedicated to reducing crime and
disturbance related activity. It includes training on topics such as rental agreements, applicant screening,
eviction and other cooperative community efforts to resolve a myriad of problems often found in multifamily housing areas.
DUI Enforcement: The program includes three components. 1) Training in the latest techniques of DUI
detection and apprehension; 2) aggressive DUI enforcement by patrol officers and 3) appropriate court
and administrative hearing preparation and court testimony. The goal of DUI enforcement is to reduce
the number of intoxicated drivers on the road, reduce the number of alcohol involved automobile crashes
and reduce the number of alcohol related fatalities.
Field Training Officer (FTO) Program: Specially trained patrol officers teach and develop new police
officer trainees in all aspects of police work during a formal, on the job, training period of approximately
14 weeks. Training is split into four phases. Phase One introduces the new officer to basic police tasks.
Phase Two requires the trainee to participate in more involved police related tasks. During Phase Two the
trainee assumes more and begins to operate the police vehicle. Phase Three is a transition phase in which
the trainee become an independent, fully functional police officer. Phase Four evaluates the new officers
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CITY OF
ARVADA
competency in all critical tasks that police officers perform. Utilizing this training method ensures that all
necessary police tasks/skills are developed consistently between trainees, duplication of training is limited
which enables more efficient use of the FTO's time and detection of weaknesses in an officer's
performance can be caught early and additional training to overcome these weaknesses can be
documented.
K-9 Unit: Provides three certified K-9 teams, each consisting of an officer/handler and dog. The K-9
unit is utilized for specific activities where there is a special need for tracking, apprehension of fleeing or
hidden suspects, building searches, evidence searches, drug detection, bomb detection, perimeter control
or in some rare instances crowd control. The dogs’ presence is often an asset to the closure of an incident.
SWAT Team: The Special Weapons and Tactics (S.W.A.T.) Team provides the department with a highly
trained, specially equipped team of officers to respond to exceptional instances, criminal and non-criminal
incidents where there is an increased likelihood of injury to officers or other innocent persons. These
situations include: barricaded subjects, hostage situations, high risk warrant service, protection of
dignitaries or any circumstance which requires a police response beyond normal capabilities. Arvada
S.W.A.T. Team members are part of a regional S.W.A.T. Team. This approach reduces costs while
maintaining optimal readiness, availability and training.
Bicycle Program: The Bicycle Patrol Unit consists of specially trained and equipped patrol officers.
The officers are patrol officers who supplement their regular duties with bike patrols. Community
Resource Officers, with smaller geographic areas use the bicycles to engage in community policing
efforts in their areas. Bicycle patrols enable the officers to patrol areas that are otherwise difficult to
access such as; parks and bike paths in addition to providing a more approachable image to the public.
Trouble Traffic Task Force: A cooperative community traffic program connecting the City of Arvada
residents and neighborhood stakeholders with the Arvada Police in an effort to assist communities in
problem solving their traffic concerns, educate the community regarding traffic safety, and review and
mitigate crash locations.
Community Outreach Police Services (Ralston COPS): Ralston COPS is a satellite police facility
designed to provide basic police service from a de-centralized location. The facility is staffed Monday
through Friday from 8:00 a.m. to 6:00 p.m. by a Police Service Technician and volunteer, and is the full
time office for two of the five Community Resource Officers. The facility provides services which
include; making or requesting a police report, accident report, fingerprinting, Notary Public Service and
talking with a police officer. Patrol officers also use the facility to do reports, make phone calls, do
follow-up, interview witnesses or suspects and have meetings.
Explorer Post: Police Department sponsored branch of the Boy Scouts of America which provides
training to young adults interested in pursuing a career in law enforcement.
Traffic Enforcement Program: Provides trained officers who are assigned a variety of traffic related
responsibilities, including police service requests, selective traffic enforcement programs, and critical
accident response team. These units also provide access to otherwise difficult to reach areas via the
flexibility of the police motorcycle.
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CITY OF
ARVADA
Patrol: Provides all basic police services to the community including responding to and solving criminal
and non-criminal matters; responding to emergency and non-emergency public safety calls for service;
working with the community to solve problems; and addressing traffic-related issues.
Police Service Technician Program: Five Civilian para-professionals utilized for walk-in and phone-in
criminal report taking activity. One additional Police Service Technician addresses and resolves
abandoned vehicle issues in the City.
Special Events: Provide police services during special community events such as the Harvest Festival,
Fourth of July fireworks and planned organized activities occurring in the community.
School Resource Officer Program: This program places a patrol officer in each of the area high
schools, middle schools and surrounding communities. The officers have office space in each school and
are responsible for all police service needs in and around their school. Additionally, these officers are
part of the school environment. They become familiar with the administrators, staff, parents, students and
surrounding neighborhoods and businesses. These relationships afford the officer the opportunity to
identify problems within the school community earlier and engage in more effective problem solving.
Furthermore, the officer acts as a positive role model for students. They attend school functions; teach a
variety of courses; provide advice and guidance; and insure a positive and safe learning environment.
They participate in school-sponsored programs including peer mediation, crime prevention, anger
management, driver's safety and smoking cessation.
Child Safety Coordination: The Child Safety Coordinator teaches a variety of safety programs within
the community, delivering all the safety education programs to Arvada elementary schools. These
programs consist of crossing guard instruction, pedestrian safety, bicycle safety, stranger awareness
McGruff presentations, Trick or Treat Street, latchkey safety, Operation Lifesaver, violence avoidance
and crime prevention. The coordinator also participates in special activities, such as Read Aloud
Program, Hero's Party for the Child Advocacy Center, Future Fest, Special Olympics, Harvest Festival,
etc.
Crime Analysis: Analyze specific crime data to assist in predicting criminal patterns and methods.
Crime Analysis assists in preparing yearly statistical data on crime in the City.
-
Eliminated 11 police vehicles from the overall fleet at a savings of $41,894 in 2009 and $43,198 in
2010
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CITY OF
ARVADA
Animal Management
PURPOSE: To meet the responsibility of enforcement of all municipal ordinances and state laws
pertaining to animals, and to insure the safety and care of animals within the City.
PROGRAMS
Animal Management
Public Education
•
•
•
All Animal Management Officers will dedicate at least seven hours/month to park patrol and special
watch concerns.
AMO will instruct at least 15 school programs.
AMO will attend at least two patrol briefings per week.
Animal Management: Comprised of six officers and one supervisor, the Arvada Police Department
Animal Management Unit responds to all animal related calls for service, collection and impoundment of
stray dogs/cats and animal nuisance complaints. They also promote responsible pet ownership through
enforcement, mediation, and education.
Public Education: Provide outreach education programs in schools, community groups and individually
regarding animal care and safety.
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CITY OF
ARVADA
Investigations
PURPOSE: To follow up on criminal events perpetrated against victims, identify and arrest criminal
offenders and assist the victim in dealing with the trauma associated with being victimized.
PROGRAMS:
Economic Crime Investigations
Liquor Licensing Investigations
Domestic Violence Unit
Victim Advocate Unit
Senior Liaison Program
Computer Crimes
Criminalistic Laboratory
Crimes Against Persons
Crimes Against Property
Crimes Against Children
Fugitive Apprehension/Sexual Offender
Registration Program
•
•
•
•
•
•
Effectively prioritize and manage criminal case assignments to achieve clearance rates in the area of
40% or better.
Effectively prioritize and manage case assignments involving crimes against children to achieve
clearance rates in the area of 50% or better.
Ensure the effectiveness of our liquor licensing investigations and educational programs to achieve
80% compliance of licensed premises during investigative compliance checks.
Meet State of Colorado mandates in maintaining sexual offender registration files and follow-up
investigations.
Ensure continued compliance with applicable standards set forth by the Commission on Accreditation
for Law Enforcement Agencies.
Improve the effectiveness and professionalism of the Crime Laboratory by ensuring that criminalist
achieves appropriate certifications through recognized national organizations.
Criminalistic Laboratory: Processes crime scenes, collects evidence, processes evidence and
documents activities, which are necessary for criminal apprehension and prosecution.
Crimes Against Persons: Investigates criminal episodes involving homicide, robbery, assaults,
kidnapping and sexual assaults.
Crimes Against Property: Investigates crimes that include residential and commercial burglary,
criminal trespass, auto theft and arson.
Crimes Against Children: Focus on child victimization, which includes sexual assault, child abuse,
neglect and pro-active pedophile investigations.
Fugitive Apprehension/Sexual Offender Registration Program: Management of all outstanding
county and district court warrants issued by the department and facilitates, identification, registration and
tracking known sexual offenders within the City.
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CITY OF
ARVADA
Economic Crime Investigations: Investigation of forgeries, fraud or other crimes involving fraudulent
misrepresentations.
Liquor Licensing Investigations: Provide background information on applicants for liquor licenses,
document liquor code violations that are presented to the liquor licensing authority.
Domestic Violence Unit: Investigation of domestic violence crimes. Provide prevention education and
enforcement training.
Victim Advocates: Assist victims through the investigative and judicial process; provide emergency
services, referrals, and compensation assistance. Provide victimization prevention education.
Senior Liaison Program: Engage full time in pro-active activities for the senior citizens living in the
City. Present education programs for seniors on crime and victimization prevention. Special service
needs and problems of senior citizens are identified and addressed.
Computer Crimes: Investigate and prosecute crimes such as fraud, theft, child pornography and identity
theft, which have their origins on the Internet.
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CITY OF
ARVADA
Special Investigations
PURPOSE: To investigate 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.
PROGRAMS:
West Metro Drug Task Force
Narcotic Violations/Investigations
Vice and Illegal Gambling Violations/Investigations
Monitoring Organized Crime/Subversive Groups
Criminal Intelligence
•
•
•
Ensure continued responsiveness to narcotics-related cases initiated by Patrol Bureau officers.
Increase investigative priority levels to meet the rising trend of manufacture, distribution, and use of
methamphetamine.
Develop and implement improved methods of distributing pertinent criminal and national security
intelligence to appropriate members of the Police Department.
West Metro Drug Task Force: Participation in a multi-jurisdictional drug enforcement task force to
investigate narcotic smugglers, distributors and other individuals associated with the illegal drug trade.
Narcotic Investigations: Follow-up on citizen complaints and other sources of information regarding the
use, distribution and manufacturing of narcotics and other illegal substances.
Vice and Illegal Gambling Investigations: Investigate complaints and allegations of prostitution and
illegal gambling.
Monitoring Organized Crime and Subversive Groups: Collect intelligence information regarding
organized crime figures and subversive groups operating within the community.
Criminal Intelligence: Collect criminal intelligence information in compliance with the law through
contacts with local, state and federal agencies.
FUNDED BUDGET ISSUES - 2009 and 2010:
-
Eliminated and reduced line items in the Special Investigations budget for a savings of $12,722 in
2009 and $13,103 in 2010
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Public Works
and Utilities Programs
CITY OF
ARVADA
PUBLIC WORKS AND UTILITIES DEPARTMENT
PURPOSE: To provide infrastructure, facilities, and services for the citizens and customers.
REVENUE SOURCES:
General Fund
Internal Service Funds
Tap Fees and User Rates
General Fund
- Added $150,000 in 2009 and $154,500 in 2010 for street light repairs
- Added $45,000 in 2009 and $46,350 in 2010 for street maintenance materials
- Added $205,000 for street and traffic light electricity. This makes the 2009 annual cost
$1,523,000.
- Added $40,000 in 2009 and 2010 for ice slicer trial program
- Eliminated and reduced line items in the Building Inspection budget for a savings of $38,568 in
2009 and $38,543 in 2010
Utilities Funds
- Added 1.5 utilities positions at a cost of $109,205 in 2009 and $114,650 in 2010
- The Water Fund budget was prepared assuming a 5% annual increase for water rates for
operations. An additional 2% is being proposed for increased capital maintenance.
- The Wasterwater budget was prepared assuming a 7% annual increase for sewer rates for
- The Stormwater budget was prepared assuming a 0% annual increase for stormwater rates for
Fleet Maintenance
- Added 2 new positions at a cost of $120,410 in 2009 and $132,000 in 2010
- Eliminated temporary salaries and benefits at a savings of $26,719 in 2009 and $27,520 in 2010
- Added purchase of MT Snow Plow at a cost of $35,500
- Added equipment to distribute magnesium chloride at a cost of $55,000
•
•
•
•
•
•
•
•
•
Designed and constructed the 86th/88th Parkway connection. .
Completed the Arvada Channel flood control project.
Received the Van Bibber Drainage Letter of Map Revision (LOMR). .
Continued involvement in the Northwest Corridor EIS program and began the formation of the
Jefferson Parkway Public Highway Authority.
Continued involvement with the Grandview Grade Separation project with a Fall 2008 completion
anticipated
Completed renovation of Indiana facility and City Hall expansion.
Continued involvement in the Gold Line EIS including the selection of transit technology, station
refinements and infrastructure analysis.
Developed a Master Address Database repository and began integration with other citywide addressbased applications, including the Utilities Customer Information System (CIS)
Completed the Indiana Shop Expansion
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CITY OF
ARVADA
•
•
•
•
•
•
•
Completed the City Hall
Completed interior remodel of City Hall Annex
Treated and delivered 5.6 billion gallons of potable water to 104,000 customers
Collected and disposed of 3.6 billion gallons of sewage from 101,000 customers
Completed the $4.5 million Arvada Channel flood control project
Completed $3.4 million of water and wastewater infrastructure replacement in 2007
Reviewed financial status of the water, wastewater, and stormwater enterprise funds, and adjusted
user rates as needed to maintain stable funding.
MAJOR CHANGES:
•
•
Continued increased funding of water, sewer, and stormwater replacement projects.
Additional resurfacing funding received in 2007 allowed substantial improvements to asphalt and
concrete damaged during the 2006/2007 winter.
FUTURE OUTLOOK:
•
•
•
•
•
•
Continue to maintain current service levels, keeping up with the maintenance of existing
infrastructure, and continue to replace worn out infrastructure on an as-needed basis.
Long term expenditures for new water supply, expansion of the Arvada WTP, expansion of the North
Sewer Trunk line, and many long needed drainage projects will strain budgets.
CDOT ended the Northwest Corridor EIS and will release a Northwest Corridor Planning and
Environmental Study. The Jefferson Parkway Public Highway Authority will use that data to further
completion of the beltway.
Public release of the Gold Line DEIS is anticipated in the fall of 2008.
The northbound lanes of the Grandview Grade Separation will be open to traffic in July 2008 and
southbound will be open in the fall of 2008
The future of the world’s petroleum supply will impact virtually every element of Public Works.
Fuel and the increasing cost of asphalt based materials is expected to rise through 2008.
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CITY OF
ARVADA
ECONOMIC VITALITY
Objectives:
1.
Maintain clear and safe streets for the entire City.
2.
Preserve rights-of-way throughout the City.
3.
Reduce street lighting energy and maintenance cost.
4.
Replace aging infrastructure.
5.
Remain an active participant in the Fast Tracks process
6.
Complete and maintain a safe and well-planned transportation system to meet community needs,
7.
Provide technical support to the Jefferson Parkway Public Highway Authority in its efforts to
complete the metropolitan beltway.
8.
Study, develop and initiate implementation of a multi-modal transportation network for access to
the Gold Line stations.
9.
Implement an aggressive industrial and retail development and re-development program to attract
or expand primary jobs and new investment, to generate increased gross taxable retail sales, and
to increase the base of primary jobs.
10.
Objectives:
1.
The City will work to protect the community from negative environmental consequences.
2.
Increase the fuel efficiency of the City’s Fleet and increase energy efficiency of City facilities.
3.
Protect water quality of our lakes and streams through implementation of best management
practices in the design of stormwater conveyance and detention facilities.
4.
Offer formal education programs designed to appeal to other community member, including
families, educators, natural history and ecology enthusiasts and adults in general.
VIBRANT COMMUNITY
Objectives:
1.
2.
Maintain and update the Comprehensive Plan as the single, unified, general design for the growth
of the City.
3.
Provide for a phased series of specific planning and improvement plans for the preservation,
enhancement and redevelopment, as needed, for existing City neighborhoods in accordance with
the overall City Comprehensive Plan.
4.
Preserve and enhance existing commercial and residential areas as quality areas to live and shop.
5.
Olde Town.
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CITY OF
ARVADA
6.
7.
8.
9.
10.
11.
Strive to stabilize and improve Arvada's existing housing stock, neighbor hoods, and related
infrastructure with special emphasis on code enforcement and outreach to property owners and
tenants through the use of the Uniform Housing Code and Property Maintenance Code.
Incorporate trail corridors into roadway designs where alternative, off-street connections are not
feasible.
Connect parks to residential areas with off-street, multi-use trails and complementary on-street
trails to the greatest extent feasible.
Coordinate with adjacent cities and counties to ensure connectivity within the regional trail
system.
Utilize existing corridors, such as irrigation canals; power line easement and street courses for
trail locations.
Provide trail underpasses or signalized crossings at major roads (arterial streets and highways).
Objectives:
1.
Develop and maintain the highest quality water, wastewater, and storm sewer facilities to meet
the needs of present and future residents of Arvada.
2.
Continue to improve the flood control and drainage program to remove existing properties from
the 100-year flood plain and reduce damage to properties during lesser storm events.
3.
Improve the physical appearance of Olde Town and its connection to the AURA area and
adjacent neighborhoods.
4.
Plan for future expansion needs, and improve and maintain physical appearance and efficiency of
existing City facilities.
5.
Maximize use of available technology for efficiency, effectiveness, and/or public safety.
6.
Assure Federal mandates are met.
7.
Maintain existing fleet and motorized equipment.
SAFETY AND SECURUTY
Objectives:
1.
The City will promote a safe environment at City Hall and all City facilities.
2.
The City will promote programs to ensure a safe environment in non-City facilities.
3.
Help protect health and safety of workers and citizens by implementing progressive water quality
monitoring program, effective Stormwater management program, robust maintenance program to
prevent sanitary sewer overflows and appropriate handling of hazardous substances.
Objectives:
1.
2.
3.
Maximize utilization of available technology for efficiency, effectiveness, and/or safety.
4.
5.
202
CITY OF
ARVADA
6.
7.
8.
203
CITY OF
ARVADA
General Fund
Water
Building Inspection
Engineering
GIS
$
2006 Actual
1,226,715
1,879,332
2,431,694
438,060
$
2007 Actual
1,285,420
2,086,110
2,495,638
498,912
2008 Revised
$
1,566,661
2,179,713
2,801,273
583,427
$
1,543,277 $
1,628,582
2,189,689
2,301,202
2,680,972
2,820,181
612,519
648,860
Public Works Administration
Streets
Traffic
Vehicle Maintenance
Park Taps
Parks Irrigation
Ralston Treatment Plant
Storm Water
Transmission & Distribution
System
Utility Administration
347,099
6,417,493
2,616,904
191
78,742
288,082
4,674,151
64,306
392,673
8,413,046
3,036,704
68,735
4,726,376
5,544
425,713
6,675,213
3,156,234
175,450
290,812
5,155,914
-
437,281
6,892,342
3,234,146
186,135
299,121
5,485,475
-
458,637
7,187,883
3,388,090
197,471
308,095
5,766,350
-
7,041,055
2,071,851
7,144,885
2,246,426
7,313,038
817,827
7,574,738
821,592
7,946,573
862,482
Water General Administration
Water Quality
Water Supply/Operations/
Conservation
9,929,140
64,771
3,315,577
396,918
3,651,272
455,338
4,122,628
470,705
5,246,883
492,145
955,904
881,123
878,531
806,188
837,287
3,043,590
3,571,705
3,304,427
4,364,020
3,778,797
5,593,953
3,853,130
5,246,026
4,026,447
5,665,708
2,669,750
6,314,993
2,666,574
118,877
1,566,585
60,477,564
1,495,047
5,727,949
2,729,381
830,559
1,813,085
57,258,555
2,469,207
3,878,148
2,062,704
515,647
1,837,866
56,262,738
1,144,138
3,667,670
2,223,095
573,441
2,061,493
56,125,801
1,284,553
6,998,711
3,415,888
356,443
2,183,511
64,021,982
Wastewater
Wastewater Collection System
Wastewater Disposal
Wastewater General
Administration
Storm Water
Stormwater
Vehicle Replacement
Replacement
Central Services
Vehicle Maintenance
$
Total Public Works & Utilities
204
$
$
$
$
CITY OF
ARVADA
General Fund
Personnel
Services & Charges
Supplies & Expenses
Contracts & Leases
Capital Maintenance
Capital Outlay
Transfers
Water
Personnel
Services & Charges
Supplies & Expenses
Contracts & Leases
Inventory
Capital Maintenance
Capital Outlay
Transfers
Wastewater
Personnel
Services & Charges
Supplies & Expenses
Contracts & Leases
Capital Maintenance
Capital Outlay
Transfers
Stormwater
Personnel
Services & Charges
Supplies & Expenses
Contracts & Leases
Inventory
Capital Maintenance
Capital Outlay
Transfers
Replacement
Supplies & Expenses
Contracts & Leases
Capital Outlay
Central Services
Personnel
Services & Charges
Supplies & Expenses
Contracts & Leases
Debt Service
Capital Maintenance
Capital Outlay
Transfers
Total Public Works & Utilities
2006 Actual
7,189,663
3,195,778
1,751,567
2,866,078
250,107
478
103,817
3,808,549
4,725,483
692,253
212,780
3,154,282
5,324,842
43
7,249,770
1,038,557
129,064
439,718
4,569,261
50,366
1,357,703
1,700,376
569,501
40,599
63,185
262,513
95
4,097,684
1,281,416
7,829
2,658,745
1,026,260
84,023
83,298
5,986
99,595
332,817
32,483
21,000
$
60,477,564
$
2007 Actual
7,733,880
3,718,423
1,935,831
4,393,116
331,284
3,441
92,528
4,187,832
5,153,371
597,210
452,921
1,898
2,817,755
3,752,861
6,056
1,815,680
1,074,054
168,732
458,870
5,604,140
42,649
936,393
1,509
877,147
431,236
70,535
41,552
123,490
251
3,764,975
1,295,910
681
2,728,700
1,064,308
112,143
79,818
10,292
105,110
908,993
287,980
75,000
$
57,258,555
$
205
2008 Revised
8,169,446
3,837,516
2,050,460
2,823,551
331,562
38,713
3,000
133,986
4,266,717
5,409,201
950,481
594,381
3,679,662
1,500,000
2,337,740
1,250,470
229,456
524,222
8,078,617
52,248
702,710
1,004,234
337,111
80,010
43,760
150,195
1,846
1,957,000
1,308,226
10,551
37,727
2,014,426
1,105,443
128,045
142,347
7,771
107,647
862,260
$
56,262,738
$
2009 Proposed
8,517,589
3,760,314
2,146,076
2,782,166
281,562
2,717
3,000
96,802
4,617,131
5,769,453
1,019,187
480,899
3,750,666
2,154,000
1,975,246
1,300,215
220,557
557,532
6,940,690
52,248
233,710
938,342
269,050
91,055
31,852
152,324
1,846
1,802,500
1,319,043
10,551
37,727
2,174,817
1,257,031
196,265
146,166
7,771
110,151
917,550
$
56,125,801
$
2010 Proposed
9,016,428
3,934,654
2,223,441
2,865,631
289,900
2,798
3,090
97,493
4,896,786
6,088,685
1,059,755
495,326
3,863,186
3,217,475
2,036,073
1,388,067
232,001
578,313
7,411,212
53,816
346,811
966,488
286,943
94,875
32,970
157,788
1,901
5,092,320
1,331,914
10,868
38,859
3,366,161
1,343,909
212,916
150,794
8,004
110,937
713,394
$
64,021,982
$
CITY OF
ARVADA
Operating Expenditures by Fund
$100,000,000
$90,000,000
$80,000,000
$70,000,000
Central Services
Replacement
Stormw ater
Wastew ater
Water
General Fund
$60,000,000
$50,000,000
$40,000,000
$30,000,000
$20,000,000
$10,000,000
$0
2006
2007
2008
2009
2010
2011
2012
2013
Note: Because of the complicated nature of the Public Works and Utilities department’s structure,
the Operating Expenditure graph is calculated by fund instead of division.
Supplies & Expenses
6.34%
Capital Maintenance
7.69%
Transfers
6.92%
Services & Charges
16.50%
Capital Outlay
18.78%
Contracts & Leases
17.15%
Personnel
26.45%
Debt Service
0.17%
0.00%
206
CITY OF
ARVADA
Public Works Employee Positions
2007
8.00
1.00
1.00
0.00
1.00
2.00
7.00
2.00
3.00
1.00
1.00
1.00
1.00
1.00
3.00
1.00
1.00
1.00
2.00
11.00
1.00
1.00
1.00
2.50
19.00
1.00
1.00
1.00
1.00
1.00
1.00
6.00
1.00
0.00
4.00
1.00
4.00
1.00
1.00
1.00
1.00
1.00
1.00
Assistant Building Official
Assistant City Engineer
Associate Transportation Engineer
Building Craftsworker
Building Inspector I
Building Inspector II
Building Maintenance Leadworker
Building Maintenance Worker
Building Permit Coordinator
CADD / GIS Supervisor
Chief Building Official
Chief Surveyor
Civil Engineer III
Civil Engineer IV
Construction & Maintenance Supervisor
Construction Engineer
Crew Supervisor Traffic
Crew Supervisor Streets
Custodian
Deputy Director of Public Works / City Engineer
Director of Public Works & Utilities
Electrician
Engineering Technician II
Equipment Operator
Executive Secretary
GEO Data Services Manager
GIS Specialist
GIS Technician
HVAC Specialist
Manager of City Facilities
Municipal Inspector II
Pavement Manager
Plan Review Tech
Senior Equipment Operator
Soils Technician
Streets Maintenance Leadworker
Streets Superintendent
Survey Party Chief
Survey Technician II
Survey Technician III
Traffic Analyst
Traffic Engineer
207
2008
8.00
1.00
1.00
1.00
1.00
2.00
7.00
2.00
3.00
1.00
1.00
1.00
1.00
1.00
3.00
1.00
1.00
1.00
2.00
11.00
1.00
1.00
1.00
2.00
19.00
1.00
1.00
1.00
2.00
1.00
1.00
6.00
1.00
0.00
4.00
1.00
4.00
1.00
1.00
1.00
1.00
0.00
1.00
2009
8.00
1.00
1.00
1.00
1.00
2.00
6.00
2.00
3.00
1.00
1.00
1.00
1.00
1.00
3.00
1.00
1.00
1.00
2.00
11.00
1.00
1.00
1.00
1.50
19.00
1.00
1.00
1.00
2.00
1.00
1.00
6.00
1.00
1.00
4.00
1.00
4.00
1.00
1.00
1.00
1.00
0.00
1.00
2010
8.00
1.00
1.00
1.00
1.00
2.00
6.00
2.00
3.00
1.00
1.00
1.00
1.00
1.00
3.00
1.00
1.00
1.00
2.00
11.00
1.00
1.00
1.00
1.50
19.00
1.00
1.00
1.00
2.00
1.00
1.00
6.00
1.00
1.00
4.00
1.00
4.00
1.00
1.00
1.00
1.00
0.00
1.00
CITY OF
ARVADA
Traffic Engineering Manager
Traffic Engineering Technician
Traffic Operations Engineer
Traffic Signs & Marking Technician
Traffic Technician
Transportation Engineer
0.00
1.00
1.00
1.00
2.00
1.00
0.00
1.00
1.00
1.00
2.00
1.00
1.00
1.00
0.00
1.00
2.00
1.00
1.00
1.00
0.00
1.00
2.00
1.00
107.50
108.00
107.50
107.50
Craftsworker
1.00
1.00
1.00
1.00
Total Employees – Parks Fund
1.00
1.00
1.00
1.00
Chief Plant Operator
Civil Engineer III
Custodian
Deputy Utilities Manager
Drafting Technician
Electro Mechanical Technician
Plant Operators
Program Management Coordinator
Public Works Program Manager
Utilities Manager
Utility Supervisor
Utility System Control Technician
Utility System Senior Technician
Utility System Technicians
Water Quality Administrator
Water Quality Technician
Water Quality / Environmental Services Manager
Water Regulatory Analyst
Water Resources Administrator
Water T & D Superintendent
Water Treatment Superintendent
2.00
6.00
1.00
1.00
0.00
1.00
2.00
1.00
5.00
1.00
0.00
1.00
4.00
1.00
7.00
14.00
0.00
2.00
1.00
2.00
1.00
1.00
1.00
2.00
6.00
1.00
1.00
1.00
1.00
2.00
1.00
5.00
1.00
0.00
1.00
4.00
1.00
7.00
14.00
1.00
2.00
0.00
1.00
1.00
1.00
1.00
2.00
6.00
1.00
1.00
1.00
1.00
6.00
1.50
5.00
0.00
1.00
1.00
4.00
1.00
7.00
12.00
1.00
2.00
0.00
0.50
1.00
1.00
1.00
2.00
6.00
1.00
1.00
1.00
1.00
6.00
1.50
5.00
0.00
1.00
1.00
4.00
1.00
7.00
12.00
1.00
2.00
0.00
0.50
1.00
1.00
1.00
Total Employees - Water Fund
55.00
55.00
57.00
57.00
Utility Supervisor
Wastewater Superintendent
1.00
2.00
3.00
12.00
1.00
1.00
2.00
3.00
12.00
1.00
1.00
2.00
3.00
12.00
1.00
1.00
2.00
3.00
12.00
1.00
Total Employees - Waste Water Fund
19.00
19.00
19.00
19.00
Total Employees - General Fund
208
CITY OF
ARVADA
Storm Water Coordinator
Stormwater Administrator
Utility Supervisor
Water Quality Technician (Acting)
1.00
0.00
1.00
1.00
0.00
1.00
0.00
1.00
1.00
1.00
0.00
1.00
0.00
1.00
1.00
1.00
1.00
0.00
0.00
1.00
1.00
1.00
1.00
0.00
Total Employees - Stormwater Fund
4.00
4.00
4.00
4.00
Assistant Fleet Equipment Technician
Fleet Equipment Technician
Fleet Manager
Fleet Services Coordinator
Parts Specialist
Police Courier
Police Property and Equipment Specialist
Shop Supervisor
1.00
8.00
1.00
1.00
1.00
1.25
0.00
2.00
1.00
8.00
1.00
1.00
1.00
0.75
1.00
2.00
1.00
10.00
1.00
1.00
1.00
0.75
1.00
2.00
1.00
10.00
1.00
1.00
1.00
0.75
1.00
2.00
Total Employees - Vehicle Maintenance
15.25
15.75
17.75
17.75
Total Public Works Employees
201.75
202.75
206.25
206.25
209
CITY OF
ARVADA
PURPOSE: Provides overall direction to the utilities, engineering, streets, traffic engineering, vehicle
maintenance, building inspection, environmental services, facilities divisions and geo data services.
PROGRAMS:
•
Assure Public Works divisions perform in meeting all work plan objectives.
Public Works Administration: This program oversees and coordinates all activities of the Public Works
Department, including: supplying information to City Council; coordinating public information for
departmental issues and projects; overall budget administration for the department; directing response to
citizens.
210
CITY OF
ARVADA
GeoData Services
PURPOSE: The role of the GeoData Services Division (GDS) is to create, manage and maintain
geographic data resources in support of citywide decision making processes. GDS provides accurate and
timely mapping of existing City infrastructure, new development and drafting of construction drawings
for capital improvement projects administered by the Engineering Division. GDS provides map products
and location-based information to other City departments and divisions, as well as the public. GDS
develops and maintains the Geographic Information System (GIS) and Arvada Internet Mapping Service
(AIMS).
PROGRAMS:
Base Map Maintenance
Police Dispatch System Support
Drafting - Construction
GIS - Geographic Information System
AIMS - Arvada Internet Mapping Service
Mapping and Drafting Support
•
•
•
•
•
•
•
•
Increase number of available maps and map layers
Produce accurate CAD drawings for all in-house construction projects
Implement spatial analysis in decision-making processes
Improve accuracy, currency, and accessibility of map data
Improve efficiencies of map creation and maintenance
Improve response time required to meet mapping/drawing needs
Procure current color aerial photography, LiDAR, and infrared photography
Provide monthly map updates of geocoded street centerlines and address point data to Police dispatch
system
Base Parcel Map Maintenance: Updates city base maps including addresses, parcels, street centerlines,
annexations, city boundary, zoning, subdivisions, and city map. Map information is provided to internal
users and external agencies including mapping companies.
Police Dispatch (Integraph) System Support: Creates additional efficiencies in transferring updated
parcel, street and address map data to the Police dispatcher’s 911 emergency response system. This
program will focus on developing GIS functionality and/or conversion software that will enable addressgeocoded data to be provided directly to the Police system from GeoData Services without the need for
further editing or conversion by dispatch staff. This program will provide for more timely and consistent
data being used in the 911 system, while reducing or eliminating the need for post-processing by dispatch
staff.
Drafting – Construction: This includes drafting of construction drawings and design assistance for
capital improvement projects. These projects are street, water, wastewater, drainage and other special
projects that are “in-house” projects administered by the Engineering Division.
211
CITY OF
ARVADA
GIS - Geographic Information System: This program is set up to propagate use of Geographic
Information Systems technology into existing work processes throughout the City. This program will
expand upon the existing Computer Aided Drafting (CAD) of City maps and infrastructure to provide
seamless coverage of the entire City in a single map format. Additionally, this technology will allow for
storage and retrieval of map layers along with associated tabular database information pertaining to
individual map features, from a single, networked location. The GIS program will allow users in all City
departments the ability to automate, modify, manage, analyze, and display geographic data based upon
individual need and data requirements.
AIMS - Arvada Internet Mapping Service: Arvada's Internet Mapping Service provides access to the
City's GIS data layers through the internet using standard web browser software. The service can be used
to view interactive maps of the City, and to get extended information for properties and facilities within
the City of Arvada. Availability of these GIS data layers provides staff with the ability to quickly locate
information previously stored in numerous locations in hard-copy format, while providing added
convenience to citizens by making this data readily available through the internet.
Mapping and Drafting Support: Consists of a wide range of services for nearly every department in the
city. Some of the services provided include special map requests, presentation graphics, drafting of
standard specification drawings, assistance in updating and printing utility maps, and preparation of status
maps for current construction and development projects.
212
CITY OF
ARVADA
Streets Division
PURPOSE: Responsible for maintenance and repairs of the City's street and surface drainage
infrastructure.
PROGRAMS:
Pavement Management and Maintenance
Curb, Gutter and Sidewalk Maintenance
Winter Street Maintenance
Drainage Maintenance
Street Sweeping
Mowing and Right-of-Way Maintenance
•
•
•
•
•
•
Pavement Management & Maintenance - Evaluate street pavements based on maximum pavement life
and resurface a minimum of 20 lane miles of streets through contracts and city work forces.
Curb, Gutter and Sidewalk Maintenance - Contract for replacement of broken curb, gutter and
sidewalk for the following year's planned street resurfacing projects and the previous year's requests
for the 50/50 cost share program.
Winter Street Maintenance - Deploy plow trucks to their areas, plow all snow routes and parking lots
and sweep sand from streets within the time frames specified in the Winter Storm Management Plan.
Drainage Maintenance - Inspect the surface drainage system in the spring and complete identified
maintenance by the start of summer.. Complete drainage system inspection within a week after each
significant storm event.
Street Sweeping - Sweep residential streets five times from May 1 to September 15, arterial streets 12
times per year and eight times from May 1 to September 15, and the central business district streets
weekly, weather permitting.
Mowing and Right-of-Way Maintenance - Mow native vegetation adjacent to city streets every four
weeks to maintain height below 12 inches and remove trash and debris from right-of-way prior to
mowing.
Pavement Management and Maintenance: Maintain street pavements in a safe condition through a
systematic management program that minimizes the life cycle costs for pavements.
Curb, Gutter and Sidewalk Maintenance: Maintain and repair concrete curb, gutter and sidewalks,
through a concrete replacement program that meets the requirements of Article II, Chapter 94 of the
Arvada City Code.
Winter Street Maintenance: Maintain the streets during winter storms in accordance with the goals,
policies and procedures stated in Street Maintenance Division’s Winter Storm Management Plan.
Drainage Maintenance: Inspect and maintain the drainage system of streams, roadside ditches and
public drainage ways to meet the Community Rating System requirements for flood insurance discounts.
Street Sweeping: Maintain clean City streets for the health and safety of the public and to meet the goal
of the City's storm water pollution elimination program.
213
CITY OF
ARVADA
Mowing and Right-of-Way Maintenance: Maintain the height of native vegetation adjacent to city
streets below city code limits and keep the right-of-way free from trash and debris.
-
Added $45,000 in 2009 and $46,350 in 2010 for street maintenance materials
Added $40,000 in 2009 and 2010 for ice slicer trial program
214
CITY OF
ARVADA
Traffic and Transportation Division
PURPOSE: Responsible for the planning, design and installation of traffic control devices according to
established laws, ordinances and adopted procedures, the review and comment on development plans in
order to ensure that necessary right-of-way is dedicated and improvements are constructed according to
the City’s comprehensive transportation plan, and working with other governmental agencies on metrowide transportation planning.
PROGRAMS:
Traffic Engineering & Transportation Planning
Traffic Signals
Traffic Control
Street Lighting
•
•
•
•
•
•
•
Prepare 85 traffic control studies and recommendations
Prepare 15 signal warrant studies and install traffic signals as required (install signals as budget
allows)
Annually review traffic signal timing plans and programs for 50 City traffic signals
Replace 2,000 traffic signs per year
Conduct 200 machine traffic counts
Fabricate and install 600 traffic signs per year
Paint 2 million lineal feet of lane lines per year
Transportation Planning and Traffic Engineering: This program involves performing traffic studies
and identifying needed street and intersection improvements; providing information to the public and
answering citizen questions and requests; reviewing development plans, studies and CIP for conformity to
City development codes and engineering standards; and representing the City in regional transportation
discussions and studies.
Traffic Signals: This program administers by contract the installation, operation, and maintenance of
traffic signals, pedestrian/school signals and flashers, and other special beacons and signals; prepares and
implements timing plans, investigates citizen requests and complaints; and maintains traffic signal files
for legal documentation.
Traffic Control: The traffic field crew installs and maintains traffic signs; paints pavement markings on
public streets and publicly owned parking lots; and performs traffic counts and related studies as needed.
Street Lighting: Staff reviews street light plans for new developments and investigates requests for
additional lighting; works with Xcel Energy on the installation, operation and maintenance of the street
lights; and reviews and approves Xcel Energy invoices for operational costs.
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Added $150,000 in 2009 and $154,500 in 2010 for street light repairs
Added $205,000 for street and traffic light electricity. This makes the 2009 annual cost $1,523,000.
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Building Inspection Division
PURPOSE: Responsible for enforcement of the building codes adopted by City Council.
PROGRAMS:
Building Inspection - New and Existing Construction
•
•
•
•
Handle plan reviews, issue permits and make inspections for 300 new residential units
Handle plan reviews, issue permits and inspect commercial construction valued at $7.5 million
Conduct 22,000 inspections for building code conformity
Collect $1,500,000 of permit fees and use taxes
Building Inspection: This program includes reviewing building plans, issuing building permits,
conducting required inspections, and issuing certificates of occupancy when it has been determined that
the building is in compliance with all the building codes and other applicable laws and ordinances of the
City.
-
Eliminated and reduced line items in the Building Inspection budget for a savings of $38,568 in 2009
and $38,543 in 2010
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CITY OF
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PURPOSE: Responsible for the operation, maintenance and remodeling of all facilities in the City. The
program area monitors all energy usage in the City and administers an energy conservation program,
which includes retrofits and replacements. The division is also responsible for project management for
planning and construction of City buildings.
PROGRAMS:
Building Maintenance and Repair Services
Master Planning
Building Capital Construction
• Design
• Construction
• Contract Administration
•
•
•
•
Maintain energy use at current levels.
Replace 982 HVAC filters annually.
Paint all walls in City Hall every 3 years.
Clean and maintain 450,000 square feet of office space.
Building Maintenance and Repair Services: Daily activities of this program include cleaning City
buildings, patching and painting building interiors; relamping lights; moving furniture; set-up and takedown for functions at City Hall and the Arvada Center; minor plumbing repairs and sewer service;
sanitizing areas; and monitoring smoke detectors and fire extinguishers. Contract services include: major
plumbing, major sewer service, elevator service, fire alarm service, electronic security and surveillance,
and pest control.
Master Planning: Includes minor work in-house, hiring of outside consultants and managing the
planning projects.
Building Capital Construction: These services encompass building construction, remodel, repair and
mechanical maintenance including: concrete work, building interior and exterior construction and repair,
roof repairs, furniture construction and all types of property maintenance, repair and maintenance on
refrigeration equipment, boilers, motors, pumps, valves, dampers, air handling for ventilation, heating
elements, and temperature controls and all electrical repair and construction.
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CITY OF
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Engineering
PURPOSE: Responsible to provide professional technical engineering services to other divisions and
departments. Specific areas include design and contract administration of projects related to the City’s
infrastructure; review and monitoring of privately constructed improvements within public rights-of-way
and easements; administration of the 100 year flood plain; and engineering technical support such as
survey , inspection, property research, and preparation of technical reports
PROGRAMS:
Capital Projects
Engineering Development Review
Administration of the 100 Year Flood Plain
Engineering Technical Services
•
•
•
•
The projects exhibited in the CIP and General Fund Budgets are designed and administered within the
budget constraints and established time frame
Public infrastructures that are designed and installed by developers are successfully integrated into
the existing and future public infrastructure
Damage potential from flood events to public and private properties and infrastructure is reduced
Technical service requests are completed technically correct and to the satisfaction of the client
Capital Projects: Plan, design, and manage construction of the capital construction/maintenance projects
approved by City Council. These projects include street, water, wastewater, drainage, and other special
projects related to the city’s infrastructure and facilities. Design of some larger or very unique projects is
accomplished through contracts with private industry. The Division also plays key roles in support of
external agencies such as RTD, CDOT, UDFCD, JEC, AFPD, and others to further the goals and visions
of the City and the region.
Engineering Development Review: This program ensures that public infrastructure for private
development is planned and constructed according to sound engineering practices, is compatible with the
city’s existing infrastructure, and allows for future expansion of that infrastructure. Engineering reviews
and approves plans for drainage, site grading, streets, bridges, water lines, and wastewater lines. The
program also reviews development plats for accuracy and assigns addresses.
Administration the 100 Year Flood Plain: This program is involved in regulating construction of new or
expanded structures in the 100 year floodplain. It is also involved in reducing the potential damages to
life, public and private property, and infrastructure from flood events.
Engineering Technical Services: Provides engineering technical support to Public Works and other
departments such as Police, Parks Planning, Legal, AEDA, and Community Development. Services can
include such items as survey, land ownership research and abstracting, property boundary and ROW
surveys, land acquisition negotiations, design and construction project management, construction
inspection, materials testing utilizing the City's laboratory facility. The program also provide surveying
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support to the GeoData Services Division for updating and maintaining accuracy to base mapping in
G.I.S.
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Fleet Maintenance
PURPOSE: Responsible for maintaining, repairing and servicing all vehicles and other mobile
equipment owned by the City, and coordinates the purchase of new vehicles and equipment. The division
is responsible for purchasing and stocking of parts, and ordering fuels used by the City fleet. The division
does special parts fabrication, welding, and necessary remodeling of specialty vehicles such as police
vehicles.
PROGRAMS:
Vehicle Maintenance
Vehicle Replacement
•
•
•
•
Maintain at least 80% overall shop productivity
- 25% of Technician's time will be spent on non-scheduled repairs
- 75% of Technician's time will be spent on scheduled repairs, and 75% of that time will be on
preventative maintenance
Tracking equipment/vehicle down time
Number of return repairs
Number of roadside breakdowns
Vehicle Maintenance: Provides preventative maintenance services such as oil and fluid changes, brake
work, tire changes on cars and smaller trucks, and tune-ups. Performs repairs on most vehicles and
engines; performs welding and fabrication production services on specialty vehicles and equipment.
Modifies police cars to include lights, computers, and communication equipment. Orders specialty
equipment needed by the police department (uniforms, equipment, vehicle needs). Orders vehicle fuel
and maintains fuel dispersing sites. Manages all vehicle related services provided by outside businesses.
Vehicle Replacement: Provides replacement cost analysis for fleet vehicles and equipment. Orders new
vehicles and equipment as older models wear out and need to be replaced. Assists other departments with
evaluation of their vehicle/equipment needs. Prepares end of service life vehicles for disposal through
auction or other means to recover residual value.
-
Added 2 new positions at a cost of $120,410 in 2009 and $132,000 in 2010
Eliminated temporary salaries and benefits at a savings of $26,719 in 2009 and $27,520 in 2010
Added purchase of MT Snow Plow at a cost of $35,500
Added equipment to distribute magnesium chloride at a cost of $55,000
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Utilities
PURPOSE: The Utilities Department manages three enterprise funds: Water, Wastewater, and
Stormwater. The Utilities Department’s goal is to provide high-quality water, effective wastewater
service, and efficient stormwater management to all of its customers in the Arvada region.
PROGRAMS:
Water Utility
Acquisition of New Water Supplies
Water Treatment and Distribution
Water System Repair and Maintenance
Water Quality Monitoring
Wastewater Utility
Wastewater Collection and System Maintenance
Wastewater Treatment and Disposal
Stormwater Utility
Stormwater Permit Application and Compliance
Flood Control Projects
•
•
•
•
•
•
•
•
•
•
No violations of federal or state standards
Provide adequate water pressure, volume and quality to meet customer’s needs
Fewer sanitary sewer overflows into customer’s residents and businesses
Accomplish annual review of tap fees and rates, ensuring that the charges are based on the cost of
service
Reduce insurance claims against the funds
Long term increase in the level of customer confidence
Maintain current level of fire protection and the ISO rating,
Maintain an active infrastructure replacement program for system reliability
Active and effective preventive maintenance programs
Compliance with the Stormwater permit conditions
Water Utility: Provides adequate water pressure, volume, and quality to meet customers' needs, while
minimizing water losses and meeting the community fire protection requirements. Operates, repairs, and
replaces the existing infrastructure to maintain the present service level. Adds infrastructure and new
water supplies as needed to meet present and future community requirements. Monitors the fiscal health
of the water fund, recommending changes in the water rate structure as needed.
Wastewater Utility: Responsible for the operation and maintenance of the wastewater collection system
which conveys liquid waste from domestic, commercial and industrial establishments to the Metropolitan
Reclamation District interceptor system for appropriate disinfection and disposal. Adds infrastructure as
needed to meet present and future community requirements. Monitors the fiscal health of the wastewater
fund, recommending changes in the wastewater rate structure as needed.
Stormwater Utility: Initiates, reviews, and implements drainage and flood control projects in
conjunction with the Urban Drainage and Flood Control District, DRCOG and local neighboring
governments. Develops and implements cost effective flood control strategies for the City. Ensures that
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the City complies with all Federal and State storm water regulations. Maintains and replaces the
stormwater infrastructure to sustain the present level of service.
-
Added 1.5 utilities positions at a cost of $109,205 in 2009 and $114,650 in 2010
The Water Fund budget was prepared assuming a 5% annual increase for water rates for operations.
An additional 2% is being proposed for increased capital maintenance.
The Wasterwater budget was prepared assuming a 7% annual increase for sewer rates for operations.
An additional 2% is being proposed for increased capital maintenance.
The Stormwater budget was prepared assuming a 0% annual increase for stormwater rates for
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Capital Improvements
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i
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Buildings
Streets
Stormwater
Traffic
Parks
Trails
Golf Courses
Water
Wastewater
CITY OF
ARVADA
CAPITAL IMPROVEMENTS
PURPOSE: Each year, the City of Arvada prepares a five-year capital improvement projects plan (CIP).
The capital improvement five-year budget is the primary policy and management tool used for planning
the direction of the City’s capital projects. The capital improvement budget enables the City to
determine, in advance, the expenditures needed to complete expensive projects over several years.
The projects for water, wastewater, and stormwater portions of the CIP are determined by a masterplan.
Revenues for these three functions are derived from the collection of water, sewer, and stormwater fees.
The capital improvement program also receives funding from a general fund transfer to the capital
improvement fund based on the following formula: 60 percent of the first cent of sales tax must be
transferred for debt service or capital improvements. The estimated transfer is $2.5 million each year.
Other funding sources include developer fees, the stormwater fund, federal and state agencies, the City’s
share of Jefferson County Open Space (JCOS) funds, lottery funds, and more.
The capital budget includes one-time costs for projects that may last several years. Wide fluctuations are
expected from year to year, depending on the phasing of projects. In spite of these differences, the
operating and capital budgets are closely linked.
Each year, as capital projects are planned and others are completed, the costs related to maintaining those
capital assets are looked at. Many times we are able to absorb these costs into our operations. There are
situations where we need to add additional staff and supplies to maintain these projects. An example of
this in the 2009 budget was the creation of two Parks Maintenance workers. With the addition or
expansion of over 11 Parks in 2008, the inventory of parks had become too great to maintain. These
employees have a 2 year costs, including equipment and supplies, of $281,256. Another example of this
was the need to add over $17,000 per year to maintain the plants and materials on the newly opened
Wadsworth Grade Separation.
In 2009 and 2010, there will be many new Capital Projects funded. Each one will be looked at
individually to see the effects they will have on the operational budget. Specifically, the annual increased
street maintenance will be monitored closely to see if additional staff will be needed and the ongoing
Parks and Trails projects will also be watched. The other projects for 2009 and 2010 should have
minimal operational costs as many of them are replacement projects.
Citizens’ Capital Improvement Committee
For the first time in history, the Arvada City Council and the City of Arvada staff solicited Arvada
citizens to form a Citizens’ Capital Improvement Projects Committee. The Arvada City Council chose
CIP Committee members based on several key diversity factors such as geographic location and
experience. To represent the community geographically, members were chosen from each quadrant of the
city. There were 33 committee members overall.
The overall purpose of the CIP Citizens’ Committee was to advise and recommend capital improvement
needs and funding options to the Council and City Administration. The City identified over $150 million
important general capital improvement projects including constructing new streets and increasing street
maintenance; increasing park maintenance and development; and new facilities.
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Convened on September 22, 2007, the Committee met twice a month over the course of more than a year.
The group logged over 1,800 hours of meeting time, between the larger CIP Committee and the two
subcommittees that were formed. The City of Arvada Staff presented information on more than 200
capital projects. Over 20 categories and 40 specific projects within these categories were reviewed and
prioritized. Additional hours, too numerous to count, were devoted to homework, field trips and
discussions.
The Committee’s mission was to prioritize identified capital improvements and recommend appropriate
funding mechanisms to implement recommended capital improvements. The Committee’s work was
accomplished independently and without bias. In addition, the Committee established that it would
prioritize a comprehensive list of un-funded capital improvement projects for the benefit of all of
Arvada's citizens. Its work included making necessary revenue enhancement recommendations needed to
fund the priorities.
The 20 categories were narrowed down to 9 (Street Maintenance, Capital Transportation Improvements
and Maintenance, New Capacity, RTD FasTracks, Transit Oriented Development, Medians, Parks Capital
Maintenance, Parks and Miscellaneous) with specific recommendations made in each of these 9
categories. These recommendations were presented to City Council in November of 2008. City of
Arvada staff took these recommendations and incorporated as many of them as they could into a proposed
2009-2010 CIP budget plan. This plan will be presented to council in the spring of 2009 for final budget
approval.
What follows is an outline of the proposed CIP revenues and expenditures for 2009 and 2010. What was
presented and appropriated by Council on October 20, 2008, represents only a partial funding of the
overall projects. Some of the funding comes from year-end savings and interest earnings and will not be
appropriated until we are sure these funds exist. The corresponding project expenditures will also need to
wait until that time.
PROGRAMS:
Streets
Transportation
Parks and Trails
Public Art
Water
Wastewater
Stormwater
Golf Courses
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CRITERIA:
Many more capital projects are listed in the five-year capital plan than can be funded in any one budget
cycle. Therefore, prioritization of projects is done as part of the biennial budget process. The criteria
used for each priority is outlined as follows:
Priority 1:
A. Eliminates a hazard
B.
Satisfies an obligation (i.e. federal and state mandates, City Council goals,
developer agreements and legal contracts.)
C.
Funded entirely by sources other than CIP dollars (i.e. open space funds,
developer escrow, CDBG funds, Regional Transportation District, etc.)
Priority 2:
A. Eliminates a hazard.
B.
Satisfies an obligation (i.e. federal and state mandates, City Council goals,
developer agreements and legal contracts.)
C.
Receives funding from other sources and/or CIP dollar revenue.
Priority 3:
A. May eliminate a hazard.
B. Does not satisfy an obligation.
C. Does not have funding available other than CIP dollars.
•
•
•
Realize 98% of revenues identified for specific projects.
Projects are completed at or below original budget estimates.
Started and completed 90% of projects in accordance with the time line indicated in the budget.
•
•
•
•
•
•
•
•
Completed the construction of the 6,000 square foot third expansion of City Hall
Completed the construction on the Grandview Grade Separation and the Wadsworth Underpass.
Completed the expansion of the Arvada Blunn Reservoir increasing the City of Arvada’s fresh water
storage by 1,000 acre feet.
Completed the construction on the Van Bibber Creek Trail crossing at Ward Road.
Completed the installation of two synthetic turf soccer fields at Long Lake Ranch Regional Park.
The Stormwater Fund acquired Hayes Lake for future overflow use.
Purchased and installed a new customer information system which will be used to bill the Water,
Wastewater and Stormwater utilities. The system will also be used to manage the over 30,000
customer accounts and the internal work order system.
On-going design and construction for the barn and silo restoration took place at the Churches Ranch
Historical Site.
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MAJOR PROJECTS TO BE FUNDED: 2009
•
•
•
•
•
$.7 million for restrooms at Stenger Sports Complex
$1 million for Garrison Street Recreation Center
$.8 million for purchase of South/Central and East Park properties
$.6 million in additional street maintenance
$.5 million for Leyden storage
MAJOR PROJECTS TO BE FUNDED: 2010
•
•
•
•
•
$1.3 million for Transportation maintenance projects
$.6 million for additional street maintenance
$.5 million for Leyden storage
$1 million for Denver Water Moffat Project
$2.9 million for Garrison Street Bridge replacement
MAJOR CHANGES – 2009 and 2010:
•
•
An additional $600,000 will be added to each year for on-going Street Maintenance
An additional $500,000 will be added to each year for on-going Parks Capital Maintenance
CIP RELATED CITY COUNCIL GOALS, OBJECTIVES AND TARGETS:
ENVIRONMENT AND NATURAL RESOURCES - Arvada will be a community which protects the
environment and uses natural resources wisely.
Objectives:
1. Develop and maintain resource management plans for all city-owned open space properties that
define appropriate public use and ecosystem management strategies.
PARKS, RECREATION, AND OPEN SPACE - Arvada residents shall benefit from a well-planned, exciting and
diverse system of parks, open space, and recreational opportunities for all.
Objectives:
1. Provide parks and recreational facilities to meet the programmed and unprogrammed recreational
needs of Arvada area residents by acquiring and developing an adequate amount of parkland to
meet the diverse needs of the community.
2. Protect important open space areas in and around the City by targeting and protecting open space
areas that are priorities for protection, including, riparian areas and drainage corridors, important
wildlife habitat and corridors, areas with threatened or endangered species, areas of unique
natural vegetation, water bodies, community buffers, scenic areas, view corridors, strategically
located undeveloped land within already developed areas of the City Of Arvada, and historic and
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3.
4.
5.
6.
7.
8.
9.
cultural resources sites; and, work with other public and private organizations to study and
identify critical natural areas for preservation.
Develop an adequate level of funding for planning, acquiring, developing, enhancing, and
maintaining parks, trails, and open spaces.
Maintain an internal and external communications program
Manage Arvada Reservoir and Welton Reservoir as places protected through on-going
management and stewardship.
Ensure that existing demands and future demands are met through the development of new golf
recreational facilities.
Identify alternative long-term funding sources for park maintenance
Provide effective and efficient golf course administration that excels at financial resource
management and personnel management.
PHYSICAL INFRASTRUCTURE: Arvada will be a community which continuously provides and maintains the
highest quality possible physical infrastructure and transportation systems. The physical infrastructure will be
cost-effective, environmental conscious, and aesthetically pleasing to meet the needs of the residents, business
community, and those using city facilities, and will incorporate the latest technology, such as fiber optics, to keep
the city technologically competitive. Arvada will take an active role in infrastructure controlled by outside
entities, including cable, electrical, and natural gas. Arvada will strive to maintain the superior quality of its water
transmission and distribution system.
Objectives:
1. Plan for future expansion needs, and improve and maintain physical appearance and efficiency of
existing City facilities.
2. Maximize use of available technology for efficiency, effectiveness, and/or public safety.
TRANSPORTATION: Arvada will be a community of well-planned and designed transportation corridors which
will encourage traffic to use arterials and parkways, and provide congestion-free neighborhood streets. Arvada
will also strive to reduce reliance on the automobile, the traditional use of transportation, and offer alternative
modes of transportation, when possible, and will actively seek out rail alternatives.
Objectives:
1. Complete and maintain a safe and well-planned transportation system to meet community needs,
2. Maintain clear and safe streets for the entire City.
3. Preserve transportation rights-of-way throughout the City.
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PROGRAM AREA DESCRIPTIONS:
Project
Streets
Transportation
Parks and Trails
Public Art
General Fund Total
Water
Wastewater
Stormwater
Golf Course
Enterprise Fund Total
Capital Improvement Projects Total
2009
810,000
1,482,000
4,510,000
50,000
$ 6,852,000
1,854,000
206,000
1,802,500
100,000
$ 3,962,500
$10,518,500
2010
885,000
1,637,000
1,658,735
50,000
$ 4,230,735
2,917,475
318,000
5,092,320
100,000
$ 8,427,795
$12,658,530
$
$
GENERAL FUND CAPITAL IMPROVEMENT PROJECTS
STREETS
Capital improvement projects for streets include widening existing streets, constructing new roads and
bridges, safeguarding against dangerous street areas, improving pedestrian walkways, and providing
handicapped pedestrian ramps. Some of the capital projects for streets in 2009 and 2010 are identified
through the City’s comprehensive land use plan, Transportation Implementation Committee, Citizens’
Capital Improvement Committee and the Denver Regional Council of Government’s studies.
REVENUE SUMMARY – STREETS
Project
2009
CIP
Other
Sidewalk at Arvada Center
$ 10,000
$
72nd Ave spot widening
200,000
72nd and Indiana intersection improvements
Additional Street Maintenance
600,000
TOTAL REVENUES
$ 810,000
$
230
2010
CIP
-
$
135,000
150,000
600,000
$ 885,000
Other
$
$
-
CITY OF
ARVADA
EXPENDITURE SUMMARY – STREETS
Project
2009
Sidewalk at Arvada Center
$
10,000
72nd Ave spot widening
200,000
72nd and Indiana intersection improvements
Additional Street Maintenance
600,000
TOTAL EXPENDITURES
$ 810,000
•
•
•
•
2010
$
$
135,000
150,000
600,000
885,000
Sidewalk at Arvada Center – This project will install a sidewalk at the Arvada Center from
Wadsworth to a walkway on the west side of the Center.
72nd Ave spot widening – This project will install two isolated sections along 72nd Avenue to
accommodate two eastbound lanes from the Apex Center to Eldridge Street on the south side of the
road.
72nd and Indiana St – This project will install turning lanes at the intersection. Staff will solicit
CDOT and Jefferson County participation in this project.
Additional Street Maintenance – Aging street infrastructure and increase lane miles require
additional funding to maintain an adequate level of service and prevent further deterioration of the
existing resource.
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TRANSPORTATION
Capital improvement projects for transportation involves installation of traffic signals and modification,
such as detectors and turn signals; improvements to railroad crossings, street intersections, and upgrades
to traffic computer systems. In addition, there is a project for traffic control devices to control speeding
in neighborhoods. Traffic studies are conducted to determine the location of many of the capital
improvements for traffic. Primary funding is general fund dollars.
REVENUE SUMMARY – TRAFFIC
Project
2009
CIP
Other
Transportation Maintenance
$ 782,000 $
Gold Line Canal Ditch relocation
200,000
Ralston Road study
100,000
TOTAL REVENUES
$ 1,082,000 $
-
2010
CIP
Other
$ 1,337,000 $
200,000
100,000
$1,637,000 $
EXPENDITURE SUMMARY – TRAFFIC
Project
2009
Transportation Maintenance
$ 782,000
Gold Line canal ditch relocation
200,000
Ralston Road study
100,000
Grandview Grade Separation
400,000
TOTAL EXPENDITURES
$ 1,482,000
•
•
•
•
-
2010
$ 1,337,000
200,000
100,000
$ 1,637,000
Transportation Maintenance – This category is a group of CIP projects that accumulate dollars
until there are enough funds to do the project. Examples are traffic signals, bike paths, safe routes,
video detection, ADA ramps, collector street improvements, guardrails and arterial streets.
Gold Line Canal Ditch relocation – This project will relocate irrigation ditches, structures, laterals,
etc. to accommodate the Gold Line.
Ralston Road Study – This will fund a study of the corridor lane widths, turn lanes, access
management, land use and travel demand on Ralston Road. The study will also look at the feasibility
of a Gold Line Transit circulator service linking the Olde Town station and the triangle area.
Grandview Grade Separation –This will fund the City’s portion of constructing the grade
separation at Grandview and Wadsworth Bypass (CSH121). The Wadsworth Bypass will be
constructed under new bridges for the BNSF railroad and Grandview Avenue.
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ARVADA
PARKS AND TRAILS
Capital projects for parks and trails are mostly determined by the parks and trails master plan,
acquisition/development of land, and availability of grants and conditions of developer agreements.
REVENUE SUMMARY – PARKS AND TRAILS
Project
2009
2010
CIP
Other
CIP
Other
Capital Maintenance
$ 500,000
$
- $ 500,000
$
Stenger Restrooms
700,000
South/Central Park Property
400,000
East Park Property
400,000
Trails
300,000
Medians
365,000
Beeman Park
258,735
315,000
Garrison Street Recreation Center
1,000,000
Broad Lake
200,000
Skyline Estates
1,100,000
Majestic View Xeric Garden
110,000
TOTAL REVENUES
$ 3,300,000 $ 1,210,000 $1,123,735
$515,000
Project
EXPENDITURE SUMMARY – PARKS AND TRAILS
2009
Capital Maintenance
Stenger Restrooms
South/Central Neighborhood Park
East Neighborhood Park
Trails
Medians
Beeman Park
Garrison Street Recreation Center
Broad Lake
Skyline Estates
Majestic View Xeric Garden
TOTAL EXPENDITURES
$
500,000
700,000
400,000
400,000
300,000
1,000,000
1,100,000
110,000
$4,510,000
233
2010
$
500,000
365,000
573,735
220,000
$1,658,735
CITY OF
ARVADA
•
•
•
•
•
•
•
•
•
•
•
Capital Maintenance – This money will be dedicated for the replacement of park equipment, trail
repair, irrigation systems and other major maintenance projects over $50,000.
Stenger Restrooms – The funding will build the central restrooms and the two satellites. City will
seek funding partnerships with Apex and AURA.
South Central Neighborhood Park – This funding is to set aside City match dollars. Park
acquisition will only be completed if grant funds are approved. This project will develop much
needed park space in the south central portion of the City.
East Neighborhood Park – This funding is to set aside City match dollars. Park acquisition will
only be completed if grant funds are approved. This project will develop much needed park space in
the south central portion of the City.
Trails – This funding will help to meet some the trail needs in various already developed parks.
Medians – This funding will be used to complete the median on McIntyre already built by the
developer but never landscaped.
Beeman Park – Located in the Village of Five Parks and will be developed in coordination with R-1
as a School-Park for the neighborhood to maximize usage. A combination of Park Development Fees
and General Fund transfer will be used as funding for this project.
Garrison Street Recreation Center – This funding would be a loan to the Apex District to help with
the construction of a new recreation facility.
Broad Lake - To complete the neighborhood park master plan design. Funding for this phase will
come from Park Development Fees.
Skyline Estates - To complete the neighborhood park master plan design. Funding for this phase
will come from Park Development Fees.
Majestic View Xeric Garden – This funding will help complete the Xeriscape demonstration garden
located at the Nature Center.
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ARVADA
PUBLIC ART
These are capital fund dollars being set aside for purchase of public art pieces to be placed throughout the
City of Arvada.
Project
Public Art
TOTAL REVENUES
REVENUE SUMMARY – PUBLIC ART
2009
CIP
Other
$ 50,000 $
$ 50,000 $
-
EXPENDITURE SUMMARY – TRAFFIC
Project
2009
Public Art
$ 50,000
TOTAL EXPENDITURES
$ 50,000
235
2010
CIP
Other
$ 50,000 $
$ 50,000 $
-
$
$
2010
50,000
50,000
CITY OF
ARVADA
ENTERPRISE FUND CAPITAL IMPROVEMENT PROJECTS
WATER, WASTEWATER AND STORMWATER
Capital projects for water, wastewater, and stormwater are determined by numerous factors such as
growth and development, water, sewer and stormwater master plans, and the need to replace deteriorating
facilities. Water and sewer projects include construction of water reservoirs for storage, modifications to
equipment, oversizing of existing pipes, and improvements to the water and wastewater treatment plants.
Projects for stormwater include widening creeks, streams and major water channels; installing pipes and
inlets; and constructing what is necessary to eliminate flooding and controlling stormwater. Water,
Wastewater and Stormwater are considered enterprise funds and their primary source of funding is
derived from various fees.
EXPENDITURE SUMMARY - WATER
Project
2009
Arvada Water Storage Projects-Leyden Storage
$ 515,000
Denver Water Moffat Project
Simms Tank Supply Line
154,500
Acquiring Water Rights
360,500
Cathodic Protection
257,500
Northwest System Pump Station # 1
Equipment & Material Storage
309,000
Crooke Pump Station
257,500
Northwest System Pipeline Replacement
TOTAL EXPENDITURES
$1,854,000
•
•
•
•
•
•
•
•
2010
530,450
1,060,000
371,315
106,090
848,720
$2,917,475
$
Arvada Water Storage Projects – Leyden Storage – Leyden Storage is one of three storage
projects the City is pursuing to add additional water storage to our existing system. The City has
acquired the rights to the Leyden cavern and has filled the cavern to capacity. Large capacity wells
will be needed to remove the water when it is needed. The first well is projected to be drilled in 2008.
Denver Water Moffat Project – Arvada has a contractual agreement with Denver Water to
participate in an expansion of Denver’s Moffat water system. Arvada’s overall cost is estimated to be
$60 million, with the majority of the funding being spent in 2010-2012.
Simms Tank Supply Line – Install additional connection from the higher pressure Zone Four into
the Simms Water Tank. This will improve system reliability and operations
Acquiring Water Rights – These funds will be used to acquire water rights as they become
available. An annual amount for this purpose is built in to the water rates.
Cathodic Protection – Install an additional deep well anode system on the 42 inch water
transmission line to prevent corrosion of the pipeline.
Northwest System Pump Station # 1 - Upgrade pump station, increasing volume and pressure for
delivery of water to Zone Five.
Equipment & Material Storage – A covered pipe and system equipment storage area at the Indiana
facility. Repair components for large diameter water transmission lines are presently stored outside
and are suffering deterioration due to weather conditions.
Crooke Pump Station - Install new diversion point from the Farmers High Line Canal, increasing
volume and decreasing sediment load into the Croke Pump Station.
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ARVADA
•
Northwest System Pipeline Replacement - Replacement of existing 12 inch water line with a larger
24 inch pipeline, needed to supply water to the Candelas area.
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CITY OF
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EXPENDITURE SUMMARY – WASTEWATER
Project
2009
North Arvada Trunk Sewer Oversizing
$206,000
TOTAL EXPENDITURES
$206,000
•
North Arvada Trunk Sewer Oversizing - This project will parallel/replace the existing North
Arvada Trunk Sewer to carry flows generated by growth in the Little Dry Creek basin and other north
areas. The work will be completed as critical points along the line reach capacity.
EXPENDITURE SUMMARY - STORMWATER
Project
2009
Estes Outfall (Gold Line)
$ 103,000
Garrison Bridge Replacement
Annual Miscellaneous Drainage
515,000
Pierce St. Outfall
309,000
Pond Dredging
77,250
Replace/Joint Projects
309,000
Simms Street Outfall
103,000
Stream Bank Stabilization
77,250
Stormwater Design and Studies
51,500
Reno – Loberg Ralston Creek
Relocation of Salt Dome – Indiana Facility
257,500
TOTAL EXPENDITURES
$1,802,500
•
•
•
•
•
•
2010
$318,000
$318,000
2010
$ 265,225
2,917,475
530,450
79,568
318,270
318,270
79,568
53,044
530,450
$5,092,320
Estes Outfall (Gold Line) - Drainage collection system and conveyance pipeline in the area of Estes
St. and 54th Ave in preparation for the upcoming FasTracks Gold Line
Garrison Bridge Replacement – The existing bridge at Ralston Creek and Garrison Street will not
accommodate a 100-year storm event, and needs to be replaced for the new Van Bibber outfall to
function properly.
Annual Miscellaneous Drainage Improvements – Many drainage and stormwater projects are too
small to be bid separately. Therefore, these projects are combined and bid as a package. Projects can
range from installing a small length of pipe to replacement & oversizing of existing piping. An
annual amount is appropriated for this purpose.
Pierce Street Outfall - This project will improve drainage in Pierce St. between 64th and 66th to
reduce street flooding.
Pond Dredging – These funds are appropriate annually to improve water quality and restore channel
capacity by removing silt and sedimentation.
Replace/Joint Projects – Funds are used to replace worn out infrastructure or for funding City’s
portion of joint projects. In 2009 plans are to replace corrugated pipelines in 64th Ave. between
Sheridan Blvd. and Wadsworth Blvd.
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CITY OF
ARVADA
•
•
•
•
•
Simms Street Outfall – This project will improve drainage in the area of 78th and Simms to prevent
street flooding.
Stream Bank Stabilization – These funds are appropriated annually to repair deteriorating
streambanks at multiple locations to prevent bank erosion and sloughing.
Stormwater Design and Studies – Updates to drainage master plans as opportunities arise, most
often in conjunction with other projects. Usually done in collaboration with developers and outside
agencies such as Urban Drain and Flood Control District and Colorado Department of Transportation.
Reno – Loberg Ralston Creek - Purchase of ROW, planning, and some preliminary design work
outside and along Ralston Creek in area between Wadsworth By-Pass and Wadsworth Blvd to safely
convey the 100-Year Flood.
Relocation of Salt Dome – Indiana Facility - Existing salt storage at the Indiana facility drains into
Ralston Creek. The structure will be relocated to a less sensitive area with improvements to prevent
salt from reaching Ralston Creek.
GOLF COURSE
Capital improvement projects for the golf courses are utilized to improve or upgrade the Lake Arbor and
West Woods golf courses. The projects for 2009 and 2010 include:
EXPENDITURE SUMMARY – GOLF COURSE
Project
2009
Lake Arbor & West Woods Golf Paths
$ 100,000
TOTAL EXPENDITURES
$ 100,000
•
2010
$ 100,000
$ 100,000
Lake Arbor & West Woods Golf Paths – Continue tee to green concrete golf car paths for both golf
courses.
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SIGNIFICANT NON-FUNDED CAPITAL IMPROVEMENT PROJECTS
General Fund
Within the projects supported by the general fund there are 38 projects totaling over $265 million in 2008
costs that do not have any funding identified starting in 2009. A summary of those projects competing
for the $2.5 million dollars current applied annually to the capital improvement projects follows.
Streets (8) Totaling: $200,700,000
• $1,400,000
Eldridge Street – Complete construction of Eldridge Street from West 64th to Ralston
Creek
• $9,300,000
Kendrick Drive Extension – Design, ROW acquisition and construction of Kendrick
Drive as a major collector street from West 64th to Indiana Street
• $13,100,000
Quaker Street West 72nd to Leyden – Improve Quaker to a major collector, including
sidewalks, bicycle lands and two travel lanes
• $20,200,000
Simms Street West 64th to West 86th Parkway – Complete the missing curb, gutter,
sidewalk and bicycle lanes
• $60,300,000
West 72nd Avenue: McIntyre to Kipling – Widen West 72nd Avenue to four lanes,
new sidewalks, bicycle lanes and medians, plus a grade separation at the railroad
tracks
• $43,200,000
West 80th Avenue: Alkire to Kipling – Widen West 80th Avenue to four lanes, new
sidewalks, bicycle lanes and medians, plus a grade separation at the railroad tracks
• $23,200,000
Ward Rd: West 64th Avenue to 72nd Avenue – Widen to include two travel lanes and
a bicycle lane in each direction, sidewalks, landscaped tree lawns and medians, and
reduce grade from 14% to 10% near 67th Avenue
• $30,000,000
Ward Rd: West 72nd to 86th Parkway – Complete four lane median divided roadway,
including a grade-separated crossing of the railroad along Alkire Street near West
72nd Avenue
Transportation (3) Totaling: $6,845,000
• $4,345,000
Gold Line Light Rail – Arvada’s portion of the RTD FasTracks program
• $1,000,000
Pedestrian Crossing at West 52nd & Wadsworth Bypass – Construct a grade-separated
pedestrian crossing near 52nd Avenue and Wadsworth Bypass
• $1,500,000
Ralston Valley High Pedestrian Bridge – Construct a pedestrian bridge to cross
railroad tracks in the area of Alkire Street.
Parks and Trails (27) Totaling: $106,625,000
• $1,400,000
Spring Mesa Park – To complete the neighborhood park master plan design.
• $300,000
Four Acre Lake Park – To complete the neighborhood park master plan design
• $650,000
Double E Park – To complete the neighborhood park master plan design
• $700,000
Broad Lake Park – To complete the neighborhood park master plan design
• $580,000
Saddlebrook Park – To complete the neighborhood park master plan design
• $420,000
Quaker Acres Park – To complete the neighborhood park master plan design
• $4,945,000
Lake Arbor Community Park Improvements – Replacement of east bridge, parking
lot construction, shore stabilization, trail replacement, irrigation and landscape
improvements, dredging the lake and other master plan improvements.
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•
$25,000,000
•
$2,500,000
•
$2,000,000
•
$2,800,000
•
•
$350,000
$170,000
•
$27,000,000
•
$9,000,000
•
$240,000
•
$600,000
•
$715,000
•
$1,800,000
•
•
$500,000
$9,000,000
•
$545,000
•
$600,000
•
$3,500,000
•
$920,000
•
$590,000
O’Kane Site Community Park Improvements – Includes costs to fund all master plan
projects for site. These include construction of pond, lot grading, walkways,
medians, aquatics center, playgrounds, irrigation and landscaping.
Gold Strike Park Community Park Improvement – Bridge light improvements,
stream renovation, landscape improvements, site improvements, parking lot
construction and paving.
Churches Ranch National Historic Site – Renovation of caretakers quarters, buggy
shed, milk house, outhouse, and well house, signage, irrigation system, site
improvements, trail head, parking lot and restrooms.
Moore Brothers Farm & Agricultural Heritage Center – Relocation of Arvada
Gardeners Club, landscape improvements, Ward Road pedestrian underpass and
irrigation improvements.
Allen House – Complete restoration of the home.
Historic Gardens at McIllvoy Park – Complete the restoration of the historic gardens
as outlined in the deBoer masterplan.
Long Lake Regional Park – Completion of eastern ball fields and concession
building, Phase I Community Park, central ball fields, soccer complex completion
and construction of a new maintenance facility.
Stenger/Lutz Sports Complex – Construction of new pedestrian bridge, relocate
existing maintenance facility, Kipling Street trail, park and trail improvements, center
concession stands and parking lot improvements,
Foster Ball Fields – Dugout renovation, walkway improvements and construction of
small pavilion.
Pioneer Park – Construction of group picnic shelter, site improvements, parking lot
lighting and concrete walkways.
Youth Memorial Sports Complex – Trail improvements, parking lot improvements
and signage.
Arterial Street Medians – Renovation or completion of various medians throughout
Arvada.
Olde Town Streetscape – Sidewalk widening in Olde Town.
Trails – Completion of the master plan for the trail system in Arvada. This includes
trails Double E, Leyden Creek, Pattridge, Heritage Canal, Blunn, Little Dry Creek,
Ralston Creek, Club Crest and Van Bibber.
Tucker Lake Open Space Park Improvements – Completion of parking lot, picnic
shelter, trails extension and overlook development.
Leyden Lake Park Preserve Improvements – Construction of bridge, paved trail,
signage and interpretive trail.
Purchase of Hyatt Lake & Site Improvements – Acquisition of the reservoir site and
trail improvements.
Arvada/Blunn Reservoir Lake Recreation Improvements – Removal and replacement
of broken walk, restroom improvements, wildlife and planting enhancements and
parking lot improvements.
Welton Reservoir Lake Recreation Improvements – Construction of upper parking
lot, floating pier construction, boat trailer parking lot restrooms, trail and habital
improvements.
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•
$9,800,000
Majestic View Community Park – Completion of the Nature Center xeriscape
demonstration garden, Fox residence reconstruction, sewer service upgrades, restore
natural area, trail improvements, renovation of Hansen and Kennedy homes.
Enterprise Funds
Revenues for water, wastewater, and stormwater portions of the CIP are derived from the collection of
water, sewer, and stormwater fees. The five-year master plans (2009 – 2013) for these operations have
identified the following projects that have expenditures beyond 2013.
Water (5) Totaling: $100,000,000
• $24,000,000
Expansion of the Arvada Water Treatment Plant – An evaluation is scheduled in
2011 to determine when to increase water treatment capacity.
• $6,000,000
Increase the capacity of the transmission system – Additional northern transmission
line and pump station to supply future development in the northwest portion of the
City. Funding for a study has been allocated for 2010.
• $60,000,000
Participation in Denver Water Project to expand storage in the Moffat System – The
estimated time to start the project is 2010 with Arvada’s portion to be paid $20
million in 2010 and 2011 and the balance paid in 2012.
• $10,000,000
Expansion of raw water storage reservoirs. The City’s existing water storage
reservoirs are inadequate to store all the water the city is entitled to use. The needed
land has been acquired.
Wastewater (1) totaling: $8,000,000
• $8,000,000
Expansion of the North Collection System. This line was installed in 1968, and the
design criteria did not include the Candelas area. Expansion and paralleling of the
line will be needed as Candelas builds out.
Stormwater (24) Totaling: $95,900,000
• $30,000,000
Ralston Creek - European channel Robb St. to Lamar St. and Youngfield Ct. to Taft
St. including road crossings
• $9,800,000
Yankee Doodle - Enlarge detention pond at Stott Elementary; Install pond at Arvada
West HS joint park site; and numerous upstream and downstream improvements
• $3,500,000
Moon Gulch - Two detention ponds; canal crossing at W. 73rd and Indiana St.;
crossing of Indiana and Eldridge Streets; and regrade Moon Gulch Park
• $14,600,000
Clear Creek - Replace Sheridan Bridge and Tennyson St. crossing; and install
channel across "Square Lake" property
• $3,000,000
Bates Lake - Hidden Lake Master plan to be updated in 2008.
• $15,000,000
Leyden Creek - Replace bridges over Indiana St., Alkire St. and W. 72nd Ave.;
channel improvements at multiple locations
• $1,200,000
Tennyson Street - Outfall W. 58th Ave. to Clear Creek (54" pipe)
• $750,000
Developer Participation - Occasional opportunities for joint city-developer projects to
leverage city funds
• $900,000
Ames Street Outfall - W. 60th Ave. to Ralston Creek (36" and 54")
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CITY OF
ARVADA
•
$550,000
•
•
•
•
$400,000
$250,000
$500,000
$750,000
•
•
$300,000
$2,000,000
•
$250,000
•
$850,000
•
$750,000
•
•
•
•
•
•
$300,000
$300,000
$300,000
$300,000
$1,200,000
$250,000
•
•
•
•
$2,000,000
$500,000
$150,000
$2,500,000
•
$400,000
•
$750,000
•
$300,000
•
$750,000
•
•
$200,000
$500,000
Simms Street Outfall - W. 75th Ave. to W. 76th Dr. under three irrigation canals and
the BN Railroad
W. 56th Ave. Outfall - Marshall St. to Ralston Creek (36")
Independence Street Outfall - Ridge Rd. and Jellison St. to Arvada Channel (24")
Sheridan Blvd Outfall - W. 64th Ave. to W. 60th Ave. (24")
Allison Street Channel - W. 61st Ave. and Olde Wadsworth Blvd. to Ralston Creek
(open channel)
Miller Street Outfall - W. 66th Ave. to Ralston Creek (24")
Two Ponds Outfall - Realign the Farmers High Line and pipe from W. 77th Dr. to W.
80th and Club Crest
Lake Arbor - Golf Course W. 84th Way and Webster Dr. across parking lot to
drainage pond (54")
Canal Separation - Separate stormwater flows from irrigation ditches at multiple
sites.
Pond Dredging - $75,000 per year for 10 years to dredge multiple ponds filled with
sediment
Oak Street Bridge - Repair deteriorating concrete
Renesslear Bridge - Repair deteriorating concrete
W. 61st Ave. Bridge - Repair deteriorating concrete
Brooks Dr. - Bridge Repair deteriorating concrete
Lake Arbor Dredging - Deepen Lake Arbor
Lake Arbor - Bank Armoring Install bank protection to stabilize banks from wind and
wave erosion
Ralston Creek - Stabilize eroding banks at multiple locations
Little Dry Creek - Stabilize eroding banks at multiple locations
Leyden Creek - Stabilize eroding banks at multiple locations
Miscellaneous Drainage - $250,000 per year for 10 years to solve minor problems at
multiple sites
Yarrow Street Overflow - Install passageway to convey flows between homes at W.
62nd Way and Yarrow St.
Nonstructural Improvements - voluntary purchase or flood proofing of properties
subject to flooding
Van Gordon - Hyatt Drainage Spillway for "Walters Lake Dam" and open channel to
Van Bibber
Trail-Creek Separation - structures to prevent bike trails from being inundated during
minor storms
LOMRS Engineering studies to update FEMA flood plain maps
Studies - $50,000 per year for 10 years for joint studies with UDFCD
243
CITY OF
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244
Debt Service Obligations
Debt Service Obligations
CITY OF
ARVADA
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 revenue bonds outstanding as of December 31, 2008:
Series 1998 Sales and Use Tax Refunding Revenue Bonds, with interest rates from 4.85% to 5.15%,
interest payable semi-annually to December 1, 2017, and the principal due annually to December 1, 2017.
The City advance refunded $14,514,000 of the Series 1992 bonds to capture present value debt service
savings of $901,730 and the restructure its debt service schedule. Principal balance outstanding at
December 31, 2008 is $12,975,000.
Series 1999 Sales and Use Tax Revenue Bonds, with interest rates from 4.20% to 4.75% interest payable
semi-annually December 31, 2018 and principal due annually to December 1, 2018. These bonds were
issued to provide funds for the construction of roadway improvements that are part of the City’s 1998
Traffic Congestion Reduction Plan. Principal balance outstanding at December 31, 2008 is $8,250,000.
Series 2003 Sales and Use Tax improvement Revenue Bonds, with interest rates from 2.0% to 4.0%
payable semi-annually to December 1, 2017 and principal due annually to December 1, 2017. The City
advance refunded $16,530,000 of the Series 1992 bonds to capture present value debt service savings of
$2,723,881. Principal balance outstanding at December 31, 2008 is $12,855,000.
Series 2001 Variable Rate Demand Water Enterprise Revenue Bonds, with variable interest and principal
due annually to November 1, 2020. These bonds were issued for the construction of various Water
Enterprise projects. The bonds are payable solely from the net pledged revenues of the Water Enterprise.
Principal outstanding at December 31, 2008 is $22,615,000.
Series 2005 Certificates of Participation, with interest rates ranging from 2.75% to 4.35% payable semiannually to December 1, 2024 and principal due annually to December 1, 2024. The assets were sold to
finance the construction of an expansion of the Arvada Center for the Arts and Humanities and the
construction of various Stormwater, Wastewater and Water projects. Principal balance outstanding at
December 31, 2008 is $16,320,000.
The City may issue general obligation securities only if the aggregate principal amounts of all such
securities does not exceed 3% of the assessed valuation of the taxable property within the City as shown
by the last preceding assessment. The legal debt limit for the City as of December 31, 2007 is
$337,823,019. As of December 31, 2008, the City has no general obligation debt subject to this
limitation.
245
CITY OF
ARVADA
SCHEDULE OF DEBT SERVICE REQUIREMENTS
GOVERNMENTAL ACTIVITIES
December 31, 2008
SALES & USE TAX REFUNDING AND IMPROVEMENT REVENUE BONDS - Series 1998
Year
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
TOTALS
Principal
Interest
1,180,000
1,240,000
1,295,000
1,360,000
1,430,000
1,500,000
1,575,000
1,655,000
1,740,000
$12,975,000
651,957
594,727
534,587
471,132
403,132
330,917
255,167
174,824
89,610
$3,506,053
Total
Payment
1,831,957
1,834,727
1,829,587
1,831,132
1,833,132
1,830,917
1,830,167
1,829,824
1,829,610
$16,481,053
Principal
Balance
$12,975,000
11,795,000
10,555,000
9,260,000
7,900,000
6,470,000
4,970,000
3,395,000
1,740,000
$
-
SALES & USE TAX IMPROVEMENT REVENUE BONDS - Series 1999
Year
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
2018
TOTALS
Principal
385,000
400,000
420,000
440,000
450,000
475,000
500,000
520,000
545,000
4,115,000
$8,250,000
Interest
384,238
368,068
350,868
332,388
312,588
291,888
269,800
246,050
221,350
195,463
$2,972,701
246
Total
Payment
769,238
768,068
770,868
772,388
762,588
766,888
769,800
766,050
766,350
4,310,463
$11,222,701
Principal
Balance
$8,250,000
7,865,000
7,465,000
7,045,000
6,605,000
6,155,000
5,680,000
5,180,000
4,660,000
4,115,000
$
-
CITY OF
ARVADA
December 31, 2008
(continued)
SALES AND USE TAX REFUNDING AND IMPROVEMENT REVENUE BONDS - Series 2003
Year
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
Totals
Principal
1,250,000
1,285,000
1,325,000
1,370,000
1,420,000
1,465,000
1,520,000
1,580,000
1,640,000
$12,855,000
Interest
453,956
416,456
377,906
334,844
288,606
238,906
185,800
128,800
65,600
$2,490,874
247
Total
Payment
1,703,956
1,701,456
1,702,906
1,704,844
1,708,606
1,703,906
1,705,800
1,708,800
1,705,600
$15,345,874
Principal
Balance
$12,855,000
11,605,000
10,320,000
8,995,000
7,625,000
6,205,000
4,740,000
3,220,000
1,640,000
$
-
CITY OF
ARVADA
December 31, 2008
(continued)
CERTIFICATES OF PARTICIPATION – Series 2005
Year
Principal
Interest
Total
Payment
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
TOTALS
770,000
795,000
820,000
845,000
880,000
910,000
945,000
980,000
1,015,000
1,060,000
1,100,000
1,145,000
1,190,000
1,235,000
1,290,000
1,340,000
$16,320,000
628,325
605,225
580,381
553,731
519,931
489,131
456,144
420,706
381,506
340,906
298,506
254,506
208,706
161,106
110,163
56,950
$ 6,066,223
1,398,325
1,400,225
1,400,381
1,398,731
1,399,931
1,399,131
1,401,144
1,400,706
1,396,506
1,400,906
1,398,506
1,399,506
1,398,706
1,396,106
1,400,163
1,396,950
$22,386,223
248
Principal
Balance
$16,320,000
15,550,000
14,755,000
13,935,000
13,090,000
12,210,000
11,300,000
10,355,000
9,375,000
8,360,000
7,300,000
6,200,000
5,055,000
3,865,000
2,630,000
1,340,000
$
--
CITY OF
ARVADA
BUSINESS-TYPE ACTIVITIES
December 31, 2008
VARIABLE RATE DEMAND WATER ENTERPRISE REVENUE BONDS - Series 2001
Year
Principal
Interest*
Total
Payment
Principal
Balance
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
TOTALS
1,480,000
1,540,000
1,610,000
1,680,000
1,750,000
1,825,000
1,905,000
1,985,000
2,070,000
2,160,000
2,255,000
2,355,000
$22,615,000
899,667
840,267
778,433
713,800
646,367
576,117
502,850
426,383
346,700
263,600
176,883
86,350
$ 5,804,852
2,379,667
2,380,267
2,388,433
2,393,800
2,396,367
2,401,117
2,407,850
2,411,383
2,416,700
2,423,600
2,431,883
2,441,350
$28,419,852
$22,615,000
21,135,000
19,595,000
17,985,000
16,305,000
14,555,000
12,730,000
10,825,000
8,840,000
6,770,000
4,610,000
2,355,000
$
--
*Interest on these bonds is estimated at 4%.
249
CITY OF
ARVADA
250
251
252
253
254
255
RESOLUTION NO. R08·· 139
A RESOLUTION ADOPTING THE 2009-2013 CAPITAL IMPROVEMENT FUND BUDGET
AND ALLOCATING FOR SPECIFIC PROJECTS IN 2009 AND 2010
BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF ARVADA, COLORADO:
Section 1. Pursuant to the provisions of Section 2-295 of the Arvada City Code, the Council
hereby adopts the Capital Improvement Fund Budget for 2009 through 2013.
Section 2. This Resolution shall be effective upon its approval by the City Council.
APPROVED AND ADOPTED this 1st day of December, 2008.
ATTEST:
256
CITY OF
ARVADA
FIVE YEAR MODELS - ASSUMPTIONS
All Funds
•
Inflation rules were determined on a line by line basis by each department for all non-personnel related line items. 0% was used for 2009 and 3% was
used for 2010-2013.
•
Personnel related expenditures were calculated in detail and increased based on each employee’s current level in the step system and future step and/or
market rate adjustment increases. The market rate adjustment was budgeted at 3% for 2009 and 2010, and 1.75% for 2011-2013 (this reflects a market rate
adjustment of 3% less a salary savings adjustment of 1.25%)
•
Step increases for all years range from 2% to 5% depending on the salary grade.
•
The increase in the city’s medical plan was budgeted at 12% for 2009 and 15% for 2010 and 2013. The increase for the dental plan was budgeted at 3%
for 2009 and 10% thereafter.
257
General Fund
•
The working capital goal is 8% of annual expenditures less one-time excess reserve allocations.
•
Includes transfer to CIP of $2,497,000 in 2009, $2,625,000 in 2010, $2,756,000 in 2011, $2,886,000 in 2012 and $3,025,000 in 2013.
•
Includes transfer from Stormwater Fund of $259,660 in 2009, increasing 3% each year thereafter.
•
Includes transfer from Water Fund of $1,968,628 in 2009, increasing 3% each year thereafter.
•
Includes transfer from Wastewater Fund of $720,788 in 2009, increasing 3% each year thereafter.
•
Includes transfer from Food Service of $145,000 in 2009, increasing $5,000 per year.
Arvada Center
•
Assumes that Scientific and Cultural Facilities District revenues will be steady throughout the model.
•
Assumes cash transfers from the General Fund of $1,260,612 in 2009, $1,342,890 in 2010, $1,388,155 in 2011, $1,429,799 in 2012 and $1,472,694 in
2013.
•
Cash loan of $750,000 in 2009 to be paid back in subsequent years.
•
General Fund transfer of $756,000 in 2009, $805,000 in 2010, $845,000 in 2011, $883,000 in 2012 and $922,000 in 2013.
•
Working capital goal equals 11% of annual expenditures.
Water Fund
•
The model includes a 5% increase in each year. This increase is the sum of a 4% increase for inflation, .8% increase for main replacement and .2%
increase for new positions. An additional 2% increase was approved by Council to go towards capital replacement. This increase was not assumed in the
model.
•
Working capital goal equals 25% of total operating expenses plus annual debt service.
•
Includes transfer to General Fund of $1,968,628 in 2009, increasing 3% each year thereafter.
CITY OF
ARVADA
FIVE YEAR MODELS - ASSUMPTIONS
Wastewater
•
The model includes a 7% increase in each year. This increase is the sum of a 6.3% increase for inflation and a .7% increase for main replacement.
•
Working capital goal equals 25% of total operating expenses. An additional 2% increase was approved by Council to go towards capital replacement.
This increase was not assumed in the model.
•
Includes transfer to General Fund of $720,788 in 2009, increasing 3% each year thereafter.
Stormwater
•
The model includes no rate increase in each year.
•
Working capital goal equals 25% of operating expenses and annual debt service. An additional 2% increase was approved by Council to go towards
capital replacement. This increase was not assumed in the model.
•
Includes transfer to General Fund of $259,660 in 2009, increasing 3% each year thereafter.
Golf Course Fund
•
General Fund transfer of $195,000 in 2009, increasing 3% each year after.
•
Assumes capital improvements to the courses of $100,000 in 2009 and each year thereafter.
•
Revenues are assumed to cover operating expenses and contribute to capital improvements and debt service.
258
Hospitality
•
Includes transfer to the General Fund $145,000 in 2009, increasing at $5,000 each year thereafter.
•
Includes transfer from the General Fund of $26,249 in 2009, increasing 2% each year thereafter.
•
Working capital goal equals 25% of operating expenses.
•
The five-year model has the following expenditures for equipment replacement consecutively between 2009 and 2013: $173,058; $52,211; $44,499;
$33,272; and $173,451. This will reduce their available Fund Balance.
Parks
•
Includes a transfer from the General Fund of $2,943,748 in 2009, $3,109,960 in 2010, $3,206,227 in 2011, $3,300,914 in 2012 and $3,398,441 in 2013.
•
Open space revenues are budgeted to increase 2.5% in 2009 to $3,147,362 and 2% thereafter.
•
The City’s attributable share of open space will be used 100% for park maintenance and operations in 2009 and each year thereafter.
•
•
•
Insurance Services
•
Includes transfer to General Fund of $340,000 in 2009 and a $10,000 per year increase thereafter.
•
Includes one-time transfer of $2,000,000 to the City’s General Capital Improvement Fund.
Five Year Financial Models
General Governmental - Table 1
2007
Actuals
REVENUES
General Fund
Arvada Center
Parks
Total Revenue
EXPENDITURES
General Fund
Arvada Center
Parks
Total Expenditures
$
$
$
$
259
Net Income / (Loss)
2008
Estimate
2009
Estimate
2010
Estimate
2011
Estimate
2012
Estimate
2013
Estimate
63,527,120 $
9,126,918
6,858,684
79,512,722 $
63,504,664 $
9,560,128
6,933,086
79,997,878 $
63,337,444 $
10,059,757
7,263,702
80,660,903 $
64,579,564 $
9,814,963
7,527,180
81,921,707 $
65,708,577 $
10,243,939
7,723,201
83,675,717 $
66,960,742 $
10,609,603
7,920,351
85,490,696 $
68,011,637
10,970,990
8,122,763
87,105,390
65,955,058 $
8,868,619
7,418,373
82,242,050 $
66,150,461 $
9,470,517
6,780,424
82,401,402 $
66,064,556 $
10,011,868
7,227,944
83,304,368 $
66,702,151 $
9,846,760
7,524,530
84,073,441 $
69,299,639 $
10,254,562
7,849,835
87,404,036 $
71,539,186 $
10,607,524
8,169,242
90,315,952 $
74,321,976
10,971,628
8,506,296
93,799,900
(2,729,328)
(2,403,524)
(2,643,465)
(2,151,734)
(3,728,319)
(4,825,256)
(6,694,510)
$
$
33,394,000
30,664,672
$
$
30,664,672
28,261,148
$
$
28,261,148 $
25,617,683 $
25,617,683 $
23,465,949 $
23,465,949 $
19,737,630 $
19,737,630 $
14,912,374 $
14,912,374
8,217,864
Excess/(Deficiency)
$
$
6,579,364
24,085,308
$
$
6,592,112 $
21,669,036 $
6,664,349 $
18,953,334 $
6,725,875 $
16,740,074 $
6,992,323 $
12,745,307 $
7,225,276 $
7,687,098 $
7,503,992
713,872
General Fund - Table 2
2007
Actuals
REVENUES
Taxes
Intergovernmental
Fines & Forfeits
Miscellaneous
Revenue Transfer
Total General Fund Revenue
2008
Estimate
2009
Estimate
2010
Estimate
2011
Estimate
2012
Estimate
2013
Estimate
260
$
47,980,516 $
2,245,853
4,701,261
5,650,314
1,224,809
1,649,089
75,278
48,845,676 $
1,796,552
4,375,757
5,639,352
1,348,001
1,462,545
36,781
49,367,521
1,833,389
4,269,977
5,826,195
1,348,000
654,478
37,884
$
50,371,121
1,871,332
4,355,377
6,005,075
1,348,000
589,639
39,020
$
51,296,176
1,902,249
4,442,484
6,188,061
1,348,000
491,416
40,191
$
52,357,838
1,928,921
4,531,335
6,361,835
1,348,000
391,416
41,397
$
53,210,975
1,956,127
4,621,961
6,540,519
1,348,000
291,416
42,639
$
63,527,120 $
63,504,664 $
63,337,444
$
64,579,564
$
65,708,577
$
66,960,742
$
68,011,637
$
7,700,020 $
2,320,502
2,626,065
1,313,272
3,060,746
1,241,472
900,353
193,084
18,982,181
17,388,234
10,424,532
66,150,461 $
6,230,050 $
2,340,021
2,749,870
1,345,482
3,184,587
1,287,856
914,711
193,084
19,417,409
17,590,226
10,811,260
66,064,556 $
4,456,434
2,456,329
2,906,111
1,410,840
3,351,671
1,342,837
969,590
196,027
20,411,358
18,433,435
10,767,519
66,702,151
$
$
$
4,448,424
2,644,557
3,166,133
1,546,811
3,638,893
1,435,409
993,185
205,029
22,124,357
19,848,375
11,488,013
71,539,186
$
$
4,632,578
2,548,060
3,040,137
1,486,260
3,497,827
1,387,801
1,018,691
199,057
21,261,618
19,115,087
11,112,523
69,299,639
$
4,572,843
2,733,228
3,300,564
1,601,770
3,781,378
1,486,467
1,118,109
211,180
23,024,817
20,610,924
11,880,696
74,321,976
EXPENDITURES
Finance
Human Resources
Legal
Judicial
Enterprise Services
Public Safety
Public Works
Transfers
Total General Fund Expenditures
$
6,895,001 $
2,109,183
2,462,056
1,192,193
2,864,539
1,143,533
773,007
185,871
17,734,258
18,216,412
12,379,005
65,955,058 $
$
$
31,032,000 $
28,604,062 $
28,604,062 $
25,958,265 $
25,958,265
23,231,153
$
$
23,231,153 $
21,108,566 $
21,108,566
17,517,504
$
$
17,517,504
12,939,060
$
$
12,939,060
6,628,721
Excess/(Deficiency)
$
$
5,276,405 $
23,327,657 $
5,292,037 $
20,666,228 $
5,285,164
17,945,989
$
$
5,336,172
15,772,394
5,543,971
11,973,533
$
$
5,723,135
7,215,925
$
$
5,945,758
682,963
$
$
Arvada Center - Table 3
2007
Actuals
REVENUES
Intergovernmental
Miscellaneous
Other Financing Sources
Revenue Transfer
Total Revenues
$
$
3,816,994
1,000,063
277,290
875,000
3,157,571
9,126,918
2008
Estimate
$
261
$
4,226,294
974,811
454,337
750,000
3,154,686
9,560,128
2,887,335
342,004
970,953
226,304
274,296
1,465,519
3,304,106
9,470,517
11,299
100,910
EXPENDITURES
Administration
Development
Education
Gallery / Museum
Marketing
Performing Arts
Total Expenditures
$
2,684,470 $
261,261
903,271
201,909
281,364
1,366,240
3,170,104
8,868,619 $
$
$
(247,000) $
11,299 $
$
2009
Estimate
$
$
$
4,564,786
992,177
524,912
750,000
3,227,882
10,059,757
2010
Estimate
$
$
$
3,296,890
356,095
1,053,482
226,797
284,480
1,402,464
3,391,660
10,011,868
$
$
$
$
100,910
148,799
$
$
4,772,225
992,336
681,224
3,369,178
9,814,963
2011
Estimate
$
$
2,971,489 $
381,062
1,078,842
239,466
301,107
1,445,170
3,429,624
9,846,760 $
148,799
117,002
$
$
4,985,685
992,500
790,522
3,475,232
10,243,939
2012
Estimate
$
$
5,443,204
992,843
848,070
3,686,873
10,970,990
3,115,430 $
401,114
1,116,637
249,839
314,270
1,504,450
3,552,822
10,254,562 $
3,201,932 $
420,342
1,154,335
260,334
327,326
1,565,162
3,678,093
10,607,524 $
3,291,455
439,236
1,194,101
271,746
340,025
1,626,643
3,808,422
10,971,628
117,002
106,379
106,379
108,458
$
$
$
5,209,185
992,669
828,260
3,579,489
10,609,603
2013
Estimate
$
$
$
108,458
107,820
Parks - Table 4
2007
Actuals
REVENUES
Intergovernmental
Miscellaneous
Revenue Transfer
Total Revenues
262
EXPENDITURES
Arvada Reservoir
Athletic Facilities
District 1
District 2
District 3
Forestry/Open Space
Joint Parks Administration
Nature Center
Park & Urban Design
Total Expenditures
$
$
$
45,007
3,020,155
48,439
1,013,456
2,731,627
6,858,684
$
14,738
445,260
272,851
226,117
241,853
174,025
5,123,115
135,635
784,779
7,418,373
$
$
Excess/(Deficiency)
$
$
2008
Estimate
$
$
$
44,377
3,085,649
38,367
865,837
2,898,856
6,933,086
$
19,860
416,300
286,260
240,094
284,582
245,879
4,319,819
155,668
811,962
6,780,424
2,609,000
2,049,311
$
$
816,021
1,233,290
$
$
2009
Estimate
$
$
$
45,254
3,147,362
41,391
885,947
3,143,748
7,263,702
$
20,997
402,150
300,009
246,024
287,168
271,251
4,682,002
164,577
853,766
7,227,944
2,049,311
2,201,973
$
$
745,847
1,456,126
$
$
2010
Estimate
$
$
$
46,053
3,210,309
42,633
912,225
3,315,960
7,527,180
$
21,366
418,476
312,265
255,895
296,867
277,204
4,875,016
170,690
896,751
7,524,530
2,201,973
2,237,731
$
$
795,074
1,442,657
$
$
2011
Estimate
$
$
$
47,074
3,274,515
43,912
939,293
3,418,407
7,723,201
2012
Estimate
$
$
$
48,485
3,340,005
45,229
967,173
3,519,459
7,920,351
2013
Estimate
$
$
49,941
3,406,806
46,586
995,887
3,623,543
8,122,763
23,393
464,633
349,864
287,330
326,645
304,416
5,543,882
191,369
1,014,764
8,506,296
$
22,015
433,290
324,298
265,946
306,466
285,917
5,099,718
177,136
935,049
7,849,835
$
22,674 $
448,665
336,820
276,418
316,389
294,805
5,315,058
183,800
974,613
8,169,242 $
2,237,731
2,240,381
$
$
2,240,381
2,113,747
$
$
2,113,747
1,864,856
$
$
1,864,856
1,481,323
827,698
1,412,683
$
$
863,482
1,250,265
$
$
898,617
966,239
$
$
935,693
545,630
Police Tax Increment .21 - Table 5
2007
Actuals
2008
Estimate
2009
Estimate
2010
Estimate
2011
Estimate
2012
Estimate
2013
Estimate
REVENUES
Taxes
Intergovernmental
Miscellaneous
Total Revenues
263
EXPENDITURES
Animal Management
Office of the Chief
Patrol Bureau
Records Bureau
Total Expenditures
$
$
$
3,006,150
6,734
327,351
3,340,235
$
92,540
53,899
217,248
357,785
563,954
1,332,405
176,222
2,794,053
$
$
Excess/(Deficiency)
$
$
$
$
$
3,028,827
206,723
3,235,550
$
100,036
63,162
249,274
321,499
720,606
1,629,419
202,012
3,286,008
4,291,000
4,837,182
$
$
307,346
4,529,836
$
$
$
$
$
3,081,525
120,000
3,201,525
$
99,380
63,305
251,572
300,406
666,060
1,574,970
202,779
3,158,472
4,837,182
4,786,724
$
$
361,461
4,425,263
$
$
$
$
$
3,139,655
110,000
3,249,655
$
103,652
67,883
270,597
315,651
677,551
1,672,853
218,119
3,326,306
4,786,724
4,829,777
$
$
347,432
4,482,345
$
$
$
$
$
3,198,954
100,000
3,298,954
$
106,973
71,603
287,369
329,005
687,751
1,759,623
230,971
3,473,295
4,829,777
4,753,126
$
$
365,894
4,387,232
$
$
$
$
$
3,258,130
90,000
3,348,130
$
$
$
3,318,459
80,000
3,398,459
$
110,799
75,525
302,353
342,582
709,589
1,852,178
243,254
3,636,280
$
114,973
79,706
317,953
357,390
732,427
1,950,247
253,647
3,806,343
4,753,126
4,578,785
$
$
4,578,785
4,290,635
$
$
4,290,635
3,882,751
382,062
4,196,723
$
$
399,991
3,890,644
$
$
418,698
3,464,053
Police Tax Increment .25 - Table 6
2007
Actuals
2008
Estimate
2009
Estimate
2010
Estimate
2011
Estimate
2012
Estimate
2013
Estimate
REVENUES
Taxes
Miscellaneous
Total Revenues
264
3,582,553
139,227
3,721,780
$
$
$
26,321
29,362
325,268
726,969
69,621
1,050,116
515
2,228,172
$
$
Excess/(Deficiency)
$
$
EXPENDITURES
Animal Management
Office of the Chief
Patrol Bureau
Records Bureau
Total Expenditures
$
$
$
3,610,691
129,501
3,740,192
$
$
$
47,672
51,796
251,422
911,493
79,252
1,320,050
1,591
2,663,276
1,842,000
3,335,608
$
$
245,099
3,090,509
$
$
$
3,660,800
105,000
3,765,800
$
$
$
47,689
55,750
312,551
965,647
86,278
1,434,598
1,591
2,904,104
3,335,608
4,412,524
$
$
292,960
4,119,564
$
$
$
3,730,619
115,000
3,845,619
$
$
$
49,119
60,284
335,461
1,030,954
92,274
1,543,349
1,639
3,113,080
4,412,524
5,274,220
$
$
319,451
4,954,769
$
$
$
3,801,788
125,000
3,926,788
$ 3,873,830
135,000
$ 4,008,830
$
$
52,111
68,075
378,000
1,151,532
103,886
1,735,712
1,738
$ 3,491,054
$
$
50,594
64,287
356,389
1,089,717
98,026
1,638,655
1,688
3,299,356
$
53,674
71,919
398,871
1,214,551
110,081
1,837,905
1,791
3,688,792
5,274,220
6,006,759
$
$
6,006,759
6,634,191
$ 6,634,191
$ 7,151,967
$
$
7,151,967
7,555,452
342,439
5,664,320
$
$
362,929
6,271,262
$
384,016
$ 6,767,951
$
$
405,767
7,149,685
$
$
3,947,277
145,000
4,092,277
Water Fund - Table 7
2007
Actuals
REVENUES
Miscellaneous
Revenue Transfer
Total Revenues
265
EXPENDITURES
Park Taps
Parks Irrigation
Ralston Treatment Plant
Transmission & Distribution System
Utility Administration
Water General Administration
Water Supply/Operations/Conservation
Water Quality
Total Expenditures
$
$
$
15,752,898
2,414,273
4,331,860
215,126
22,714,157
$
3,295,090
68,735
4,726,376
7,144,885
2,251,970
3,315,577
396,918
881,123
22,080,674
Working Capital, Beginning
Working Capital, Ending
$
$
Working Capital Goal (25% + Debt Services)
Excess/(Deficiency)
$
$
2008
Estimate
$
$
$
16,566,564
2,492,327
1,979,252
598,897
21,637,040
$
3,548,170
175,450
290,812
5,155,914
7,313,038
817,827
3,651,272
455,338
878,531
22,286,352
64,904,517
65,538,000
$
$
7,891,236
57,646,765
$
$
2009
Estimate
$
$
$
17,489,074
2,806,780
1,963,015
358,652
22,617,521
$
3,621,107
186,135
299,121
5,485,475
7,574,738
821,592
4,122,628
470,705
806,188
23,387,689
65,538,000
64,888,688
$
$
7,943,071
56,945,617
$
$
2010
Estimate
$
$
$
18,461,057
3,286,550
1,944,997
369,211
24,061,815
2011
Estimate
$
$
$
2012
Estimate
2013
Estimate
19,505,771 $
3,488,919
1,916,227
380,086
25,291,003 $
20,602,903
3,556,620
1,946,313
391,284
26,497,120
$
3,816,290
222,255
326,858
6,189,330
8,783,041
927,651
25,367,784
530,172
894,249
47,057,630
$
3,882,437
228,923
336,664
6,405,434
9,326,359
960,184
26,244,744
550,741
924,589
48,860,075
$
$
21,765,397
3,625,655
1,347,984
402,819
27,141,855
$
3,688,575
197,471
308,095
5,766,350
7,946,573
862,482
5,246,883
492,145
837,287
25,345,861
$
3,755,997 $
209,497
317,339
5,978,458
8,334,823
895,169
3,867,103
510,544
865,377
24,734,307 $
64,888,688
64,118,520
$
$
64,118,520
62,834,474
$
$
62,834,474
63,391,170
$
$
63,391,170
42,830,660
$
$
42,830,660
21,112,440
8,226,589
55,891,931
$
$
8,716,732
54,117,742
$
$
8,572,010
54,819,160
$
$
14,158,208
28,672,453
$
$
14,611,386
6,501,054
Wastewater Fund - Table 8
2007
Actuals
REVENUES
Miscellaneous
Total Revenues
266
EXPENDITURES
Wastewater Collection System
Wastewater Disposal
Wastewater General Administration
Total Expenditures
$
$
$
7,663,772
274,988
450,098
57,963
8,446,821
$
3,304,427
4,364,020
1,495,047
9,163,494
$
$
Working Capital Goal (25% of Oper Exp)
Excess/(Deficiency)
$
$
2008
Estimate
$
$
$
8,797,987
246,946
445,250
156,297
9,646,480
$
3,778,797
5,593,953
2,469,207
11,841,957
9,630,673
8,914,000
$
$
2,290,874
6,623,127
$
$
2009
Estimate
$
$
$
9,458,553
247,662
437,266
61,493
10,204,974
$
3,853,130
5,246,026
1,144,138
10,243,294
8,914,000
6,718,523
$
$
2,960,489
3,758,034
$
$
2010
Estimate
$
$
$
10,174,918
280,313
460,798
63,338
10,979,367
$
4,026,447
5,665,708
1,284,553
10,976,708
6,718,523
6,680,203
$
$
2,560,824
4,119,380
$
$
2011
Estimate
$
$
$
10,946,187
281,059
481,518
65,238
11,774,002
$
4,190,343
6,118,965
1,432,362
11,741,670
6,680,203
6,682,862
$
$
2,744,177
3,938,685
$
$
2012
Estimate
$
$
$
11,775,958
281,819
497,361
67,195
12,622,333
2013
Estimate
$
$
$
12,668,582
282,595
513,371
69,211
13,533,759
$
4,355,472
6,608,482
1,475,334
12,439,288
$
4,527,876
7,137,160
1,519,593
13,184,629
6,682,862
6,715,194
$
$
6,715,194
6,898,239
$
$
6,898,239
7,247,369
2,935,418
3,779,777
$
$
3,109,822
3,788,417
$
$
3,296,157
3,951,212
Golf Course - Table 9
2007
Actuals
REVENUES
Miscellaneous
Revenue Transfer
Total Revenues
$
$
267
EXPENDITURES
Golf Course General Administration
Lake Arbor Golf Course Administration
Lake Arbor Maintenance
West Woods Golf Course Administration
West Woods Maintenance
Total Expenditures
$
$
$
$
4,018,308
10,562
195,000
170,783
4,223,870
1,236,216
491,710
550,238
196,916
588,651
601,105
816,500
4,481,336
2008
Estimate
$
$
$
$
(746,466) $
(489,000) $
4,136,160
11,081
195,000
4,342,241
1,266,590
530,254
603,109
199,601
632,208
649,209
747,965
4,628,936
2009
Estimate
$
$
$
$
(489,000) $
(775,695) $
4,328,578
11,268
200,850
4,540,696
1,025,240
531,019
614,146
203,486
630,076
669,108
728,685
4,401,760
2010
Estimate
$
$
$
$
(775,695) $
(636,759) $
4,409,824
11,464
206,786
4,628,074
1,031,546
556,684
645,574
213,616
654,816
702,475
743,675
4,548,386
2011
Estimate
$
$
$
$
(636,759) $
(557,071) $
4,487,931
11,660
213,082
4,712,673
1,047,571
576,863
672,118
222,517
678,291
733,475
771,983
4,702,818
2012
Estimate
$
$
$
$
(557,071) $
(547,216) $
4,578,865
11,861
219,474
4,810,200
1,063,882
598,300
700,054
231,606
702,423
766,317
800,475
4,863,057
2013
Estimate
$
$
$
$
(547,216) $
(600,073) $
4,718,988
12,067
226,058
4,957,113
1,084,173
619,462
729,894
240,134
727,837
800,294
830,101
5,031,895
(600,073)
(674,855)
Stormwater Utility - Table 10
2007
Actuals
REVENUES
Intergovernmental
Miscellaneous
Revenue Transfer
Total Revenues
$
2008
Estimate
268
$
$
2,915,085
19,383
973,704
3,544,877
7,453,049
EXPENDITURES
Stormwater
Total Expenditures
$
$
Working Capital Goal (25% of
Operating Expenses and Debt Service)
Excess/(Deficiency)
2009
Estimate
$
$
3,056,283
335,385
1,057,998
4,449,666
5,727,949
5,727,949
$
$
$
$
8,034,900
9,760,000
$
$
2,365,920
7,394,080
2010
Estimate
$
$
3,070,002
332,546
3,402,548
3,878,148
3,878,148
$
$
$
$
9,760,000
10,331,518
$
$
1,903,370
8,428,148
2011
Estimate
$
$
3,148,194
324,168
3,472,362
3,667,670
3,667,670
$
$
$
$
10,331,518
10,066,396
$
$
1,849,135
8,217,262
2012
Estimate
$
$
3,228,286
217,032
3,445,318
6,998,711
6,998,711
$
$
$
$
10,066,396
6,540,047
$
$
2,683,161
3,856,886
2013
Estimate
$
$
3,326,549
121,525
3,448,074
$
3,427,707
112,797
3,540,504
6,586,364
6,586,364
$
$
3,664,860
3,664,860
$
$
4,024,945
4,024,945
$
$
6,540,047
3,399,001
$
$
3,399,001
3,182,215
$
$
3,182,215
2,697,774
$
$
2,580,179
818,822
$
$
1,850,048
1,332,167
$
$
1,940,069
757,705
Hospitality - Table 11
2007
Actuals
REVENUES
Miscellaneous
Revenue Transfer
Total Revenues
1,727,188
148,980
21,743
1,897,911
$
$
$
1,496,086
535,133
2,031,219
$
$
Working Capital Goal (25% of Oper Exp)
Excess/(Deficiency)
$
$
EXPENDITURES
Banquet Facility
Hospitality General Administration
Total Expenditures
$
2008
Estimate
$
$
2009
Estimate
1,936,151
120,169
23,941
2,080,261
$
$
$
1,701,815
513,474
2,215,289
1,114,308
981,000
$
$
507,805
473,195
$
$
$
2010
Estimate
2,053,126
124,797
26,249
2,204,172
$
$
$
1,812,862
516,873
2,329,735
981,000
845,972
$
$
553,822
292,150
$
$
$
2011
Estimate
2,159,894
129,613
26,774
2,316,281
$
$
$
1,792,825
544,625
2,337,450
845,972
720,409
$
$
582,434
137,975
$
$
$
2012
Estimate
2,246,034
134,629
27,577
2,408,240
$
$
$
1,870,793
566,663
2,437,456
720,409
699,240
$
$
584,363
114,878
$
$
$
2013
Estimate
2,333,255
138,668
28,404
2,500,327
$
$
$
1,947,301
585,481
2,532,782
$
2,179,119
606,309
2,785,428
699,240
670,024
$
$
670,024
637,569
$
$
637,569
443,314
609,364
60,660
$
$
633,196
4,374
$
$
696,357
(253,043)
$
$
2,424,091
137,826
29,256
2,591,173
269
Insurance Services - Table 12
270
2007
Actuals
2008
Estimate
2009
Estimate
2010
Estimate
2011
Estimate
REVENUES
Intergovernmental
Miscellaneous
Total Revenue
$ 3,488,781
1,034,059
$ 4,522,840
$ 3,488,378
79,000
$ 3,567,378
$ 2,815,191
76,000
$ 2,891,191
$ 3,057,738
78,280
$ 3,136,018
$ 3,295,572
80,628
$ 3,376,200
EXPENDITURES
Risk Management
Total Expenditures
$ 1,962,613
599,982
$ 2,562,595
$ 2,562,598
626,080
$ 3,188,678
$ 4,430,579
639,264
$ 5,069,843
$ 2,517,480
681,642
$ 3,199,122
$ 2,605,039
716,108
$ 3,321,147
$ 5,251,755
$ 7,212,000
$ 7,212,000
$ 7,590,700
$ 7,590,700
$ 5,412,048
$ 5,412,048
$ 5,348,944
$ 5,348,944
$ 5,403,997
2012
Estimate
$
$
$
3,498,307
83,047
3,581,354
2013
Estimate
$
$
$
3,749,626
85,538
3,835,164
$
2,779,783
748,340
3,528,123
$
3,035,464
780,463
3,815,927
$
$
5,403,997
5,457,228
$
$
5,457,228
5,476,465
Economic Development - Table 13
2007
Actuals
REVENUES
Miscellaneous
Revenue Transfer
Total Revenues
$
2008
Estimate
271
$
$
5,924
633,752
639,676
EXPENDITURES
Total Expenditures
$
$
Excess/(Deficiency)
2009
Estimate
$
$
3,000
730,000
733,000
620,793
620,793
$
$
$
$
403,117
422,000
$
$
68,287
353,713
2010
Estimate
$
$
3,000
765,000
768,000
728,918
728,918
$
$
$
$
422,000
426,082
$
$
80,181
345,901
2011
Estimate
$
$
3,000
805,000
808,000
762,736
762,736
$
$
$
$
426,082
431,346
$
$
83,901
347,445
* Fund Balance includes revolving loan program balance of $315,000 at the end of 2007
2012
Estimate
$
$
3,000
845,000
848,000
805,207
805,207
$
$
$
$
431,346
434,139
$
$
88,573
345,566
2013
Estimate
$
$
3,000
883,000
886,000
$
3,000
922,000
925,000
844,018
844,018
$
$
882,520
882,520
$
$
921,562
921,562
$
$
434,139
438,121
$
$
438,121
441,601
$
$
441,601
445,039
$
$
92,842
345,279
$
$
97,077
344,524
$
$
101,372
343,667
272
CITY OF
ARVADA
2009 PAY PLAN SCHEDULES
COMBINED POSITION LISTING 2007-2010
Position
Accountant I Total
Accounting Manager Total
Accounting Technician I Total
Accounting Technician I AC Total
Accounting Technician II Total
Accounts Payable Technician Total
Accreditation Specialist Total
Administrative Coordinator Total
Administrative Court Clerk Total
Administrative Receptionist to City Manager Total
Administrative Specialist I Total
Administrative Specialist II Total
Administrative Specialist III Total
Administrative Specialist IV Total
Administrative Supervisor Total
Animal Management Officer Total
Animal Management Supervisor Total
Application Administrator Total
Application System Administrator Total
Arts Day Coordinator Total
Assistant Banquet Manager Total
Assistant Building Official Total
Assistant City Attorney Total
Assistant City Engineer Total
Assistant Finance Director Total
Assistant Fleet Equipment Technician Total
Assistant Golf Professional Total
Assistant to City Manager Total
Associate Database Administrator Total
Associate Producer Total
Associate Project Manager Total
Associate Transportation Engineer Total
Benefits Administrator Total
Box Office Supervisor Total
Budget Analyst Total
Budget Specialist Total
Building Craftsworker Total
Building Inspector I Total
Building Inspector II Total
Building Maintenance Leadworker Total
Building Maintenance Worker Total
Building Permit Coordinator Total
2007
2.00
1.00
1.00
0.50
2.00
1.00
1.00
1.00
5.00
0.75
0.50
1.00
23.00
5.00
4.00
6.00
1.00
0.00
0.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
2.00
3.00
0.00
1.00
0.00
0.00
1.00
1.00
1.00
1.00
1.00
2.00
7.00
2.00
3.00
1.00
273
2008
2.00
1.00
1.00
0.50
2.00
1.00
1.00
1.00
5.00
0.75
0.50
2.00
22.00
5.00
4.00
6.00
1.00
0.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
2.00
3.00
0.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
2.00
7.00
2.00
3.00
1.00
2009
2.00
1.00
1.00
0.50
2.00
1.00
1.00
1.00
5.00
0.00
0.00
2.00
23.00
5.00
3.00
6.00
1.00
1.00
0.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
2.00
3.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
2.00
6.00
2.00
3.00
1.00
2010
2.00
1.00
1.00
0.50
2.00
1.00
1.00
1.00
5.00
0.00
0.00
2.00
23.00
5.00
3.00
6.00
1.00
1.00
0.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
2.00
3.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
2.00
6.00
2.00
3.00
1.00
CITY OF
ARVADA
Business Analyst Total
Business Development Coordinator Total
Business Development Manager Total
CADD / GIS Supervisor Total
Center Shop Coordinator Total
Chief Building Official Total
Chief of Police Total
Chief Plant Operator Total
Chief Surveyor Total
City Attorney Total
City Clerk Total
City Manager Total
Civil Engineer III Total
Civil Engineer IV Total
Clay Programs Coordinator Total
Code Enforcement Manager Total
Code Enforcement Officer Total
Collections Agent Total
Communications Center Manager Total
Communications Supervisor Total
Community Development Assistant Total
Community Safety Coordinator Total
Compensation & Benefits Manager Total
Compensation Technician Total
Computer Support Specialist Total
Computerized Irrigation Specialist Total
Computerized Irrigation Supervisor Total
Construction & Maintenance Supervisor Total
Construction Engineer Total
Controller Total
Court Administrator Total
Court Marshal Total
Craftsworker Total
Creative Services Designer Total
Crew Supervisor Streets Total
Crew Supervisor Traffic Total
Crime Analyst Total
Criminalist Total
Custodian Total
Customer Information System Analyst Total
Customer Service Representative Total
Customer Service Specialist Total
Dance Coordinator Total
Database / Direct Mail Specialist Total
Deputy City Attorney Total
1.00
2.00
1.00
1.00
0.50
1.00
1.00
6.00
1.00
1.00
1.00
1.00
2.00
3.00
0.50
1.00
5.00
1.00
1.00
3.00
1.00
1.00
1.00
1.00
4.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
2.00
1.00
2.00
2.00
12.00
1.00
3.00
1.00
0.50
1.00
1.00
274
1.00
2.00
1.00
1.00
0.50
1.00
1.00
6.00
1.00
1.00
1.00
1.00
2.00
3.00
0.50
1.00
5.00
1.00
1.00
3.00
0.00
1.00
1.00
1.00
3.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
2.00
1.00
2.00
2.00
12.00
1.00
3.00
1.00
0.50
1.00
1.00
1.00
2.00
1.00
1.00
0.50
1.00
1.00
6.00
1.00
1.00
1.00
1.00
2.00
3.00
0.50
1.00
5.00
1.00
1.00
3.00
0.00
0.00
1.00
1.00
2.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
2.00
1.00
2.00
2.00
12.00
0.00
3.00
1.00
0.50
1.00
1.00
1.00
2.00
1.00
1.00
0.50
1.00
1.00
6.00
1.00
1.00
1.00
1.00
2.00
3.00
0.50
1.00
5.00
1.00
1.00
3.00
0.00
0.00
1.00
1.00
2.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
2.00
1.00
2.00
2.00
12.00
0.00
3.00
1.00
0.50
1.00
1.00
CITY OF
ARVADA
Deputy City Clerk Total
Deputy City Manager Total
Deputy Director of AEDA Total
Deputy Director of Public Works / City Engineer Total
Deputy Police Chief Total
Deputy Utilities Manager Total
Development Coordinator Total
Development Manager Total
Director of Community Development Total
Director of Economic Development Total
Director of Finance Total
Director of Human Resources Total
Director of Information Technology Total
Director of Parks, Golf & Hospitality Services Total
Director of Public Works & Utilities Total
Document Management Systems Administrator Total
Drafting Technician Total
Education Assistant Total
Education Coordinator Total
Education Manager Total
Electrician Total
Electro Mechanical Technician Total
Emergency Management Coordinator Total
Employment Manager Total
Engineering Technician II Total
Environmental Education Specialist Total
Equipment Operator Total
Evidence Technician Total
Executive Assistant CMO Total
Executive Chef Total
Executive Director Arvada Center Total
Executive Secretary Total
Exhibition Designer Total
Facilities Manager Total
Facility Coordinator / House Manager Total
Financial Specialist Total
Financial Systems Analyst Total
Fleet Equipment Technician Total
Fleet Manager Total
Fleet Services Coordinator Total
Food Services Manager Total
Forestry Supervisor Total
Gallery / Museum Manager Total
GEO Data Services Manager Total
GIS Specialist Total
275
1.00
1.00
1.00
1.00
2.00
0.00
1.00
1.00
1.00
0.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
0.75
1.00
1.00
1.00
2.00
1.00
1.00
3.50
1.00
19.00
2.00
1.00
1.00
1.00
5.00
1.00
1.00
1.00
1.00
0.00
8.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
2.00
1.00
1.00
1.00
1.00
0.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
0.75
1.00
1.00
1.00
2.00
1.00
1.00
3.00
1.00
19.00
2.00
1.00
1.00
1.00
5.00
1.00
1.00
1.00
1.00
0.00
8.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
0.00
1.00
2.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
0.75
1.00
1.00
1.00
6.00
1.00
1.00
3.00
1.00
19.00
2.00
1.00
1.00
1.00
5.00
1.00
1.00
1.00
0.00
2.00
10.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
0.00
1.00
2.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
0.75
1.00
1.00
1.00
6.00
1.00
1.00
3.00
1.00
19.00
2.00
1.00
1.00
1.00
5.00
1.00
1.00
1.00
0.00
2.00
10.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
CITY OF
ARVADA
GIS Technician Total
Golf Course Equipment Mechanic Total
Golf Course Irrigation Technician Total
Golf Course Maintenance Worker Total
Golf Course Manager Total
Golf Course Superintendent Total
Golf Professional Total
Grants Administrator Total
Graphic Designer Total
Head of Wardrobe Total
History Museum Curator / Gallery Assistant Total
Hospitality Services Supervisor Total
Housing / Neighborhood Revitalization Manager Total
Housing Rehabilitation / Loan Specialist Total
Housing Services Specialist Total
Housing Specialist Total
Human Resources Analyst Total
HVAC Specialist Total
Information Systems Manager Total
Investigations Specialist Total
Investment Manager Total
Irrigation Crew Supervisor Total
Irrigation Maintenance Leadworker Total
Irrigation Maintenance Worker Total
Jr Database Administrator Total
Lead Theater Technician Total
Legal Assistant Total
Legal Secretary Total
Legal Support Supervisor Total
License & Revenue Specialist Total
Liquor Licensing Control Administrator Total
Litigation Support Specialist Total
Management Aide Total
Manager of City Facilities Total
Manager of Economic Development Total
Manager of Golf Course Operations Total
Market Research Specialist Total
Marketing & Patron Services Manager Total
Marketing Assistant Total
Marketing Specialist Total
Multi Media Technician Total
Municipal Inspector II Total
Municipal Judge Total
Municipal Services Worker Total
Nature Center Director Total
276
1.00
2.00
1.00
3.00
1.00
2.00
2.00
1.00
1.00
1.00
1.00
3.00
1.00
1.00
0.00
3.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
4.00
1.00
1.00
1.00
2.00
1.00
0.00
1.00
1.00
1.00
1.00
1.00
1.00
0.00
1.00
0.75
1.00
3.00
6.00
1.00
1.00
1.00
2.00
2.00
2.00
2.00
1.00
2.00
2.00
1.00
1.00
1.00
1.00
3.00
1.00
1.00
1.00
3.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
4.00
1.00
1.00
1.00
2.00
1.00
0.00
1.00
1.00
1.00
1.00
1.00
1.00
0.00
1.00
0.75
1.00
3.00
6.00
1.00
1.00
1.00
2.00
2.00
2.00
2.00
1.00
2.00
2.00
1.00
1.00
1.00
1.00
3.00
1.00
1.00
1.00
3.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
4.00
0.00
1.00
1.00
2.00
1.00
0.50
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
0.75
1.00
3.00
6.00
1.00
1.00
1.00
2.00
2.00
2.00
2.00
1.00
2.00
2.00
1.00
1.00
1.00
1.00
3.00
1.00
1.00
1.00
3.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
4.00
0.00
1.00
1.00
2.00
1.00
0.50
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
0.75
1.00
3.00
6.00
1.00
1.00
1.00
CITY OF
ARVADA
Network Administrator Total
Network Systems Manager Total
Oracle Software Administrator Total
Parks & Urban Design Manager Total
Parks Maintenance Leadworker Total
Parks Manager Total
Parks Supervisor Total
Parks Worker II Total
Parts Specialist Total
Patrol Investigative Specialist Total
Pavement Manager Total
Payroll Administrator Total
Payroll Technician Total
Performing Arts Assistant Total
Performing Arts Manager Total
Plan Review Tech Total
Planning Manager Total
Plant Operators Total
Police Business Analyst Total
Police Commander Total
Police Courier Total
Police Dispatcher Total
Police Officer Total
Police Property & Equipment Coordinator Total
Police Property and Equipment Specialist Total
Police Records Specialist Total
Police Services Technician Total
Police Specialized Systems Administrator Total
Police Systems Analyst Total
Police Systems Manager Total
Police Systems Technician Total
Printing Technician Total
Procurement Specialist Total
Production Coordinator Total
Program Management Coordinator Total
Project Administrator Total
Property & Casualty Analyst Total
Public Information Officer Total
Public Works Program Manager Total
Publicist Total
Purchasing Manager Total
Records & Evidence Supervisor Total
Retail Specialist - AEDA Total
Risk Management Analyst Total
Risk Management Technician Total
1.00
1.00
1.00
1.00
5.00
1.00
4.00
17.00
1.00
0.00
1.00
1.00
0.00
1.00
1.00
0.00
1.00
5.00
0.00
6.00
1.25
19.00
135.00
1.00
0.00
14.00
6.00
1.00
1.00
1.00
1.00
1.00
2.00
1.00
1.00
1.00
1.00
1.00
0.00
1.00
1.00
2.00
0.00
1.00
0.75
277
1.00
1.00
1.00
1.00
5.00
1.00
4.00
17.00
1.00
0.50
1.00
1.00
0.00
1.00
1.00
0.00
1.00
5.00
0.00
6.00
0.75
19.00
135.00
0.00
1.00
14.00
6.00
1.00
1.00
1.00
1.00
1.00
2.00
1.00
1.00
0.00
1.00
1.00
0.00
1.00
1.00
2.00
1.00
1.00
0.75
1.00
1.00
1.00
1.00
5.00
1.00
4.00
19.00
1.00
0.50
1.00
1.00
0.50
1.00
1.00
1.00
1.00
5.00
1.00
6.00
0.75
19.00
136.00
0.00
1.00
14.00
6.00
0.00
1.00
1.00
1.00
1.00
2.00
1.00
0.00
0.00
1.00
1.00
1.00
1.00
1.00
2.00
0.00
1.00
0.75
1.00
1.00
1.00
1.00
5.00
1.00
4.00
19.00
1.00
0.50
1.00
1.00
0.50
1.00
1.00
1.00
1.00
5.00
1.00
6.00
0.75
19.00
136.00
0.00
1.00
14.00
6.00
0.00
1.00
1.00
1.00
1.00
2.00
1.00
0.00
0.00
1.00
1.00
1.00
1.00
1.00
2.00
0.00
1.00
0.75
CITY OF
ARVADA
Risk Manager Total
Safety & Loss Control Analyst Total
Sales Tax Analyst Total
Sales Tax Auditor Total
Section 8 Program Supervisor Total
Security Operations Officer Total
Senior Accountant Total
Senior Assistant City Attorney Total
Senior Customer Service Representative Total
Senior Database Administrator Total
Senior Equipment Operator Total
Senior Human Resources Analyst Total
Senior Landscape Architect Total
Senior Network Administrator Total
Senior Planner Total
Sergeant Total
Service Desk Manager Total
Services Technician Total
Shop Supervisor Total
Soils Technician Total
Sound & Light Technician Total
Sound Technician Total
Sous Chef Total
Stage Manager Total
Storeskeeper Total
Storm Water Coordinator Total
Stormwater Administrator Total
Streets Maintenance Leadworker Total
Streets Superintendent Total
Survey Party Chief Total
Survey Technician II Total
Survey Technician III Total
Systems Administrator Total
Tax Audit Manager Total
Technical Director Total
Technical Manager Total
Technical Systems Project Manager Total
Teen Court Coordinator / Administrative Court Clerk Total
Telecommunication Administrator Total
Telecommunication Network Administrator Total
Television Services Administrator Total
Theatre Electrician Total
Traffic Analyst Total
Traffic Engineer Total
Traffic Engineering Manager Total
278
1.00
1.00
1.00
3.00
1.00
1.00
1.00
4.00
1.00
1.00
4.00
1.00
3.00
1.00
6.00
21.00
0.00
1.00
2.00
1.00
1.00
1.00
1.00
1.00
0.50
1.00
0.00
4.00
1.00
1.00
1.00
1.00
3.00
1.00
1.00
1.00
1.00
1.00
1.00
0.00
1.00
1.00
1.00
1.00
0.00
1.00
1.00
1.00
3.00
1.00
1.00
1.00
4.00
1.00
1.00
4.00
1.00
3.00
1.00
6.00
21.00
0.00
1.00
2.00
1.00
1.00
1.00
1.00
1.00
0.50
0.00
1.00
4.00
1.00
1.00
1.00
1.00
3.00
1.00
1.00
1.00
1.00
1.00
0.00
1.00
1.00
1.00
0.00
1.00
0.00
1.00
1.00
0.00
3.00
1.00
1.00
1.00
4.00
1.00
1.00
4.00
1.00
3.00
1.00
6.00
21.00
1.00
1.00
2.00
1.00
0.00
1.00
1.00
1.00
0.50
0.00
1.00
4.00
1.00
1.00
1.00
1.00
3.00
1.00
1.00
1.00
1.00
1.00
0.00
1.00
1.00
1.00
0.00
1.00
1.00
1.00
1.00
0.00
3.00
1.00
1.00
1.00
4.00
1.00
1.00
4.00
1.00
3.00
1.00
6.00
21.00
1.00
1.00
2.00
1.00
0.00
1.00
1.00
1.00
0.50
0.00
1.00
4.00
1.00
1.00
1.00
1.00
3.00
1.00
1.00
1.00
1.00
1.00
0.00
1.00
1.00
1.00
0.00
1.00
1.00
CITY OF
ARVADA
Traffic Engineering Technician Total
Traffic Operations Engineer Total
Traffic Signs & Marking Technician Total
Traffic Technician Total
Transportation Engineer Total
Utilities Manager Total
Utility Accounts Manager Total
Utility Billing Specialist Total
Utility Billing Technician Total
Utility Service Representative Total
Utility Service Representative Lead Total
Utility Supervisor Total
Utility System Control Technician Total
Utility System Senior Technician Total
Utility System Technicians Total
Victim Advocate Total
Wastewater Superintendent Total
Water Quality / Environmental Services Manager Total
Water Quality Administrator Total
Water Quality Technician Total
Water Quality Technician (Acting) Total
Water Regulatory Analyst Total
Water Resources Administrator Total
Water T & D Superintendent Total
Water Treatment Superintendent Total
Web Systems Administrator Total
Web Systems Project Manager Total
Youth Symphony Coordinator Total
1.00
1.00
1.00
2.00
1.00
1.00
1.00
0.00
4.00
4.00
1.00
7.00
1.00
10.00
27.00
3.00
1.00
1.00
0.00
2.00
1.00
2.00
1.00
1.00
1.00
1.00
1.00
0.50
1.00
1.00
1.00
2.00
1.00
1.00
1.00
0.00
4.00
4.00
1.00
7.00
1.00
10.00
27.00
3.00
1.00
0.00
1.00
2.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
0.50
1.00
0.00
1.00
2.00
1.00
1.00
1.00
1.00
4.00
3.00
1.00
7.00
1.00
10.00
25.00
0.00
1.00
0.00
1.00
3.00
0.00
0.50
1.00
1.00
1.00
1.00
1.00
0.50
1.00
0.00
1.00
2.00
1.00
1.00
1.00
1.00
4.00
3.00
1.00
7.00
1.00
10.00
25.00
0.00
1.00
0.00
1.00
3.00
0.00
0.50
1.00
1.00
1.00
1.00
1.00
0.50
Grand Total
705.25
706.75
707.00
707.00
279
CITY OF
ARVADA
This Page Intentionally Left Blank.
280
CITY OF
ARVADA
2009 POSITION LIST
Title
Accountant I
Accounting Manager
Accounting Technician I
Accounting Technician II
Accounting Technician I AC
Accounts Payable Technician
Accreditation Specialist
Administrative Coordinator
Administrative Court Clerk
Animal Management Supervisor
Application Administrator
Arts Day Coordinator
Assistant Banquet Manager
Assistant Building Official
Assistant City Attorney
Assistant City Engineer
Assistant Finance Director
Assistant Fleet Equipment Technician
Assistant Golf Professional
Assistant to City Manager
Associate Database Administrator
Associate Producer
Associate Project Manager
Associate Transportation Engineer
Benefits Administrator
Box Office Supervisor
Budget Analyst
Budget Specialist
Building Craftsworker
Building Inspector I
Building Inspector II
281
Number of
Authorized Positions
2009
Grade
2.00
1.00
1.00
2.00
0.50
1.00
1.00
1.00
5.00
2.00
23.00
5.00
3.00
6.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
2.00
3.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
2.00
6.00
P7
M4
BTS4
BTS5
BTS4
BTS6
P8
BTS6
BTS4
BTS3
BTS4
BTS5
M2
T3
M2
IT3
P5
M1
P9
P9
M10
M11
LTC4
T4
E1
IT2
M3
IT5
ENG2
BTS6
M2
P9
P6
LTC6
T6
T7
CITY OF
ARVADA
Building Maintenance Leadworker
Building Maintenance Worker
Building Permit Coordinator
Business Analyst
Business Development Coordinator
Business Development Manager
CADD / GIS Supervisor
Center Shop Coordinator
Chief Building Official
Chief of Police
Chief Plant Operator
Chief Surveyor
City Attorney
City Clerk
City Manager
Civil Engineer III
Civil Engineer IV
Clay Programs Coordinator
Code Enforcement Manager
Code Enforcement Officer
Collections Agent
Communications Center Manager
Communications Supervisor
Compensation & Benefits Manager
Compensation Technician
Computerized Irrigation Specialist
Computerized Irrigation Supervisor
Construction & Maintenance Supervisor
Construction Engineer
Controller
Court Administrator
Court Marshal
Craftsworker
Creative Services Designer
Crew Supervisor Traffic
Crew Supervisor Streets
Crime Analyst
Criminalist
Custodian
Customer Service Representative
2.00
3.00
1.00
1.00
2.00
1.00
1.00
0.50
1.00
1.00
6.00
1.00
1.00
1.00
1.00
2.00
3.00
0.50
1.00
5.00
1.00
1.00
3.00
1.00
1.00
2.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
2.00
2.00
2.00
12.00
3.00
282
LTC9
LTC3
T8
P7
P7
M4
M4
BTS4
M8
E7
M4
M6
CS3
E2
CS4
ENG3
ENG4
P4
M6
T4
BTS5
M8
M3
M6
BTS7
T8
LTC6
M4
M2
ENG3
M10
M6
T5
LTC5
P6
M4
M4
P8
T9
LTC2
BTS4
CITY OF
ARVADA
Customer Service Specialist
Dance Coordinator
Database / Direct Mail Specialist
Deputy City Attorney
Deputy City Clerk
Deputy City Manager
Deputy Director of Public Works / City Engineer
Deputy Police Chief
Deputy Utilities Manager
Development Coordinator
Development Manager
Director of Economic Development
Director of Finance
Director of Parks, Golf & Hospitality Services
Director of Public Works & Utilities
Document Management Systems Administrator
Drafting Technician
Education Assistant
Education Coordinator
Education Manager
Electrician
Electro Mechanical Technician
Emergency Management Coordinator
Employment Manager
Environmental Education Specialist
Equipment Operator
Evidence Technician
Executive Assistant CMO
Executive Chef
Executive Director Arvada Center
Executive Secretary
Exhibition Designer
Facilities Manager
Facility Coordinator / House Manager
Fleet Equipment Technician
Fleet Manager
283
1.00
0.50
1.00
1.00
1.00
1.00
1.00
2.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
0.75
1.00
1.00
1.00
6.00
1.00
1.00
3.00
1.00
19.00
2.00
1.00
1.00
1.00
5.00
1.00
1.00
1.00
2.00
10.00
1.00
BTS3
P4
BTS6
M12
BTS7
E8
M11
PD4
M6
P5
M5
E5
E3
E6
E4
E5
E5
E7
M4
T4
BTS4
M3
M4
LTC8
U7
M6
M6
T5
T4
LTC4
T4
BTS6
M4
E5
BTS6
P5
M5
T4
P8
LTC6
M6
CITY OF
ARVADA
Fleet Services Coordinator
Food Services Manager
Forestry Supervisor
Gallery / Museum Manager
GEO Data Services Manager
GIS Specialist
GIS Technician
Golf Course Equipment Mechanic
Golf Course Irrigation Technician
Golf Course Maintenance Worker
Golf Course Manager
Golf Course Superintendent
Golf Professional
Grants Administrator
Graphic Designer
Head of Wardrobe
History Museum Curator / Gallery Assistant
Housing / Neighborhood Revitalization Manager
Housing Rehabilitation / Loan Specialist
Housing Services Specialist
Housing Specialist
Human Resources Analyst
HVAC Specialist
Information Systems Manager
Investigations Specialist
Investment Manager
Irrigation Crew Supervisor
Irrigation Maintenance Leadworker
Irrigation Maintenance Worker
Lead Theater Technician
Legal Assistant
Legal Secretary
Legal Support Supervisor
License & Revenue Specialist
Liquor Licensing Control Administrator
Litigation Support Specialist
Management Aide
Manager of City Facilities
Manager of Economic Development
Manager of Golf Course Operations
1.00
1.00
1.00
1.00
1.00
1.00
2.00
2.00
2.00
2.00
1.00
2.00
2.00
1.00
1.00
1.00
1.00
3.00
1.00
1.00
1.00
3.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
4.00
1.00
1.00
2.00
1.00
0.50
1.00
1.00
1.00
1.00
1.00
1.00
284
M3
M8
M4
M4
M7
P7
T3
LTC6
LTC3
LTC3
M8
M2
M3
M6
P6
P4
P5
M1
M10
P8
BTS5
BTS6
P8
LTC9
M10
T6
M6
M4
LTC7
LTC3
T2
BTS7
BTS6
M2
BTS4
T7
BTS6
BTS5
M10
M6
M8
CITY OF
ARVADA
Market Research Specialist
Marketing & Patron Services Manager
Marketing Assistant
Marketing Specialist
Multi Media Technician
Municipal Inspector II
Municipal Judge
Municipal Services Worker
Nature Center Director
Network Administrator
Network Systems Manager
Oracle Software Administrator
Parks & Urban Design Manager
Parks Maintenance Leadworker
Parks Manager
Parks Supervisor
Parks Worker II
Parts Specialist
Patrol Investigative Specialist
Pavement Manager
Payroll Administrator
Payroll Technician
Performing Arts Assistant
Performing Arts Manager
Plan Review Tech
Planning Manager
Plant Operators
Police Business Analyst
Police Commander
Police Courier
Police Dispatcher
Police Officer
Police Property & Equipment Specialist
Police Systems Analyst
Police Systems Manager
Police Systems Technician
Printing Technician
Procurement Specialist
Production Coordinator
1.00
1.00
0.75
1.00
3.00
6.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
5.00
1.00
4.00
19.00
1.00
0.50
1.00
1.00
0.50
1.00
1.00
1.00
1.00
5.00
1.00
6.00
0.75
19.00
136.00
1.00
14.00
6.00
1.00
1.00
1.00
1.00
2.00
1.00
285
M6
M4
BTS5
P7
P6
T7
CS1
LTC2
M2
IT3
M9
IT5
M10
LTC7
M8
M4
LTC3
LTC5
T6
M4
P9
BTS6
BTS5
M4
T4
M10
U6,U4,U3
IT3
PD3
BTS4
T4
PD1
T6
BTS4
T4
IT5
M9
T7
T5
P7
M3
CITY OF
ARVADA
Property & Casualty Analyst
Public Information Officer
Public Works Program Manager
Publicist
Purchasing Manager
Risk Management Analyst
Risk Management Technician
Risk Manager
Safety & Loss Control Analyst
Sales Tax Auditor
Section 8 Program Supervisor
Security Operations Officer
Senior Accountant
Senior Customer Service Representative
Senior Database Administrator
Senior Equipment Operator
Senior Human Resources Analyst
Senior Landscape Architect
Senior Network Administrator
Senior Planner
Sergeant
Service Desk Manager
Services Technician
Shop Supervisor
Soils Technician
Sound Technician
Sous Chef
Stage Manager
Storeskeeper
Stormwater Administrator
Streets Maintenance Leadworker
Streets Superintendent
Survey Party Chief
Survey Technician II
Survey Technician III
Systems Administrator
Tax Audit Manager
Technical Director
Technical Manager
1.00
1.00
1.00
1.00
1.00
2.00
1.00
0.75
1.00
1.00
3.00
1.00
1.00
1.00
4.00
1.00
1.00
4.00
1.00
3.00
1.00
6.00
21.00
1.00
1.00
2.00
1.00
1.00
1.00
1.00
0.50
1.00
4.00
1.00
1.00
1.00
1.00
3.00
1.00
1.00
1.00
286
P6
P8
P10
P5
M6
M2
P6
BTS4
M5
P8
P7
M4
T1
M4
P12
BTS5
IT7
LTC5
P9
P11
IT6
P9
PD2
M8
T1
M4
T7
T2
M2
P4
LTC5
M4
LTC9
M9
M1
T4
T5
IT5
M6
P4
P5
CITY OF
ARVADA
Technical Systems Project Manager
Teen Court Coordinator / Administrative Court Clerk
Telecommunication Network Administrator
Television Services Administrator
Theatre Electrician
Traffic Engineer
Traffic Engineering Manager
Traffic Engineering Technician
Traffic Signs & Marking Technician
Traffic Technician
Transportation Engineer
Utilities Manager
Utility Accounts Manager
Utility Billing Specialist
Utility Billing Technician
Utility Service Representative
Utility Service Representative Lead
Utility Supervisor
Utility System Control Technician
Wastewater Superintendent
Water Quality Administrator
Water Regulatory Analyst
Water Resources Administrator
Water T & D Superintendent
Water Treatment Superintendent
Web Systems Administrator
Web Systems Project Manager
Youth Symphony Coordinator
Total For 2009:
287
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
2.00
1.00
1.00
1.00
1.00
4.00
3.00
1.00
7.00
1.00
10.00
25.00
1.00
1.00
3.00
0.50
1.00
1.00
1.00
1.00
1.00
0.50
707.00
IT7
BTS5
IT3
M3
LTC4
M9
M6
T8
T5
LTC3
ENG3
M11
M5
BTS4
BTS4
BTS4
BTS5
M4
U6
U5
U1,U2,U3
M6
M4
T6
P7
M5
M6
M6
IT4
IT5
P5
CITY OF
ARVADA
2009 Salary Schedule
Position Steps
Grades
1
BTS2
BTS3
BTS4
BTS5
BTS6
BTS7
2
3
4
5
6
7
8
$23,185.95
$27,540.54
$30,242.28
$34,241.64
$39,856.20
$42,682.69
$24,345.25
$28,917.57
$31,754.40
$35,953.72
$41,849.02
$44,816.83
$25,562.51
$30,363.45
$33,342.12
$37,751.40
$43,941.47
$47,057.67
$26,840.64
$31,881.62
$35,009.22
$39,638.97
$46,138.54
$49,410.55
$27,914.26
$33,156.89
$36,409.59
$41,224.53
$47,984.08
$51,386.97
$28,751.69
$34,151.59
$37,501.88
$42,461.27
$49,423.60
$52,928.58
$29,614.24
$35,176.14
$38,626.94
$43,735.11
$50,906.31
$54,516.44
$30,502.67
$36,231.42
$39,785.74
$45,047.16
$52,433.50
$56,151.93
$62,183.33
$74,005.96
$85,912.42
$97,075.50
$105,651.34
$110,493.27
$115,075.96
$121,017.82
$65,292.49
$77,706.26
$90,208.04
$101,929.27
$110,933.91
$116,017.94
$120,829.76
$127,068.71
$68,557.12
$81,591.57
$93,365.32
$105,496.80
$114,816.59
$120,078.57
$125,058.80
$131,516.11
$71,299.40
$84,855.23
$96,166.28
$108,661.70
$118,261.09
$123,680.92
$128,810.56
$135,461.60
$73,438.39
$87,400.89
$99,051.27
$111,921.55
$121,808.92
$127,391.35
$132,674.88
$139,525.45
$75,641.54
$90,022.92
$102,022.81
$115,279.20
$125,463.19
$131,213.09
$136,655.13
$143,711.21
$77,910.78
$92,723.61
$104,236.70
$117,780.76
$128,185.74
$134,060.42
$139,620.54
$146,829.74
$79,469.00
$94,578.08
ENG2
ENG3
ENG4
$53,135.82
$66,241.53
$78,279.91
$55,792.61
$69,553.61
$82,193.91
$58,582.24
$73,031.29
$86,303.61
$61,511.35
$76,682.85
$90,618.79
$63,971.81
$79,750.17
$94,243.54
$65,890.96
$82,142.67
$97,070.84
$67,867.69
$84,606.95
$99,982.97
IT2
IT3
IT4
IT5
IT6
IT7
$51,699.84
$56,256.27
$60,190.45
$64,003.83
$71,139.40
$82,361.64
$54,284.84
$59,069.08
$63,199.97
$67,204.02
$74,696.37
$86,479.72
$56,999.08
$62,022.53
$66,359.97
$70,564.22
$78,431.18
$90,803.70
$59,849.03
$65,123.66
$69,677.97
$74,092.43
$82,352.74
$95,343.89
$62,242.99
$67,728.61
$72,465.08
$77,056.13
$85,646.85
$99,157.64
$64,110.28
$69,760.47
$74,639.04
$79,367.81
$88,216.26
$102,132.37
LTC2
LTC3
LTC4
LTC5
LTC6
LTC7
LTC8
LTC9
$24,645.05
$31,477.20
$33,891.76
$35,338.00
$38,128.48
$43,187.64
$46,484.96
$50,576.46
$25,877.31
$33,051.06
$35,586.35
$37,105.00
$40,034.90
$45,347.02
$48,809.21
$53,105.28
$27,171.17
$34,703.62
$37,365.67
$38,960.00
$42,036.65
$47,614.37
$51,249.67
55760.54
$28,529.73
$36,438.80
$39,233.95
$40,908.00
$44,138.48
$49,995.09
$53,812.15
58,548.57
$29,670.92
$37,896.35
$40,803.31
$42,545.00
$45,904.02
$51,994.89
$55,964.64
60,890.51
M1
M2
M3
M4
M5
M6
M7
M8
M9
M10
M11
M12
$40,879.89
$44,845.68
$47,902.06
$53,401.49
$60,032.05
$63,963.89
$67,961.00
$72,944.01
$77,447.07
$84,011.26
$94,358.02
$98,023.42
$42,923.88
$47,087.96
$50,297.16
$56,071.56
$63,033.66
$67,162.08
$71,359.05
$76,591.21
$81,319.43
$88,211.83
$99,075.92
$102,924.59
$45,070.07
$49,442.36
$52,812.02
$58,875.14
$66,185.34
$70,520.19
$74,927.01
$80,420.77
$85,385.40
$92,622.42
$104,029.71
$108,070.82
$47,323.58
$51,914.48
$55,452.62
$61,818.90
$69,494.61
$74,046.20
$78,673.36
$84,441.81
$89,654.67
$97,253.54
$109,231.20
$113,474.36
$49,216.52
$53,991.05
$57,670.73
$64,291.65
$72,274.39
$77,008.05
$81,820.29
$87,819.49
$93,240.86
$101,143.68
$113,600.45
$118,013.34
E1
E2
E3
E4
E5
E6
E7
E8
288
9
10
$31,149.33
$36,999.53
$40,629.20
$46,002.16
$53,545.09
$57,342.35
$31,806.58
$37,780.22
$41,486.48
$46,972.81
$54,674.89
$58,552.28
$69,903.72
$87,145.16
$102,982.46
$71,385.68
$88,992.64
$105,165.69
$72,891.92
$90,870.38
$107,384.68
$66,033.59
$71,853.28
$76,878.21
$81,748.85
$90,862.75
$105,196.34
$68,014.60
$74,008.88
$79,184.55
$84,201.31
$93,588.63
$108,352.23
$69,456.51
$75,577.87
$80,863.27
$85,986.38
$95,572.71
$110,649.30
$70,922.04
$77,172.56
$82,569.48
$87,800.69
$97,589.29
$112,984.00
$30,561.05
$39,033.24
$42,027.41
$43,821.00
$47,281.14
$53,554.74
$57,643.58
62717.23
$31,477.88
$40,204.24
$43,288.23
$45,136.00
$48,699.57
$55,161.38
$59,372.89
64,598.74
$32,422.22
$41,410.37
$44,586.88
$46,490.00
$50,160.56
$56,816.22
$61,154.07
66,536.71
$33,109.57
$42,288.26
$45,532.12
$47,475.00
$51,223.96
$58,020.73
$62,450.54
$67,947.29
$33,808.18
$43,180.55
$46,492.85
$48,477.00
$52,304.79
$59,244.97
$50,693.02
$55,610.79
$59,400.85
$66,220.40
$74,442.62
$79,318.29
$84,274.90
$90,454.07
$96,038.08
$104,177.99
$117,008.46
$121,553.74
$52,213.81
$57,279.11
$61,182.87
$68,207.01
$76,675.90
$81,697.84
$86,803.15
$93,167.69
$98,919.22
$107,303.33
$120,518.71
$125,200.35
$53,780.22
$58,997.48
$63,018.36
$70,253.22
$78,976.18
$84,148.77
$89,407.24
$95,962.72
$101,886.80
$110,522.43
$124,134.27
$128,956.36
$54,920.36
$60,248.23
$64,354.35
$71,742.59
$80,650.47
$85,932.72
$91,302.68
$97,997.13
$104,046.80
$112,865.50
$126,765.92
$131,690.23
$56,079.18
$61,519.47
$65,712.23
$73,256.36
$82,352.20
$87,745.90
$93,229.16
$100,064.87
$106,242.19
$115,246.97
$129,440.68
$134,468.90
CITY OF
ARVADA
Position Steps
Grades
1
2
3
4
5
6
P4
P5
P6
P7
P8
P9
P10
P11
P12
$31,543.87
$37,834.53
$41,534.59
$45,064.37
$50,860.10
$56,834.28
$61,818.61
$66,082.66
$84,011.26
$33,121.06
$39,726.25
$43,611.32
$47,317.59
$53,403.10
$59,676.00
$64,909.54
$69,386.80
$88,211.83
$34,777.12
$41,712.57
$45,791.88
$49,683.47
$56,073.26
$62,659.80
$68,155.02
$72,856.14
$92,622.42
$36,515.97
$43,798.19
$48,081.48
$52,167.64
$58,876.92
$65,792.79
$71,562.77
$76,498.94
$97,253.54
$37,976.61
$45,550.12
$50,004.74
$54,254.35
$61,232.00
$68,424.50
$74,425.28
$79,558.90
$101,143.68
$39,115.91
$46,916.63
$51,504.88
$55,881.98
$63,068.96
$70,477.23
$76,658.04
$81,945.67
$104,177.99
PD1
PD2
PD3
PD4
PR1
PR2
$51,404.50
$74,752.11
$93,281.61
$104,837.91
$48,320.23
$51,702.64
$55,002.81
$77,368.44
$95,539.03
$107,458.85
$58,853.01
$79,960.28
$97,831.96
$109,715.49
$62,678.45
$82,558.99
$99,788.60
$111,953.26
$66,526.91
$85,242.15
$101,784.37
$114,192.32
$70,518.52
$88,004.00
T1
T2
T3
T4
T5
T6
T7
T8
T9
$25,526.05
$30,622.46
$33,429.53
$36,914.82
$40,420.43
$42,403.70
$45,426.07
$47,462.63
$51,906.55
$26,802.36
$32,153.58
$35,101.01
$38,760.56
$42,441.45
$44,523.89
$47,697.37
$49,835.76
$54,501.88
$28,142.47
$33,761.26
$36,856.06
$40,698.59
$44,563.53
$46,750.08
$50,082.24
$52,327.55
$57,226.97
$29,549.60
$35,449.32
$38,698.86
$42,733.52
$46,791.70
$49,087.59
$52,586.35
$54,943.93
$60,088.32
$30,731.58
$36,867.29
$40,246.82
$44,442.86
$48,663.37
$51,051.09
$54,689.81
$57,141.69
$62,491.85
U1
U2
U3
U4
U5
U6
U7
$30,454.47
$32,284.04
$33,978.08
$34,727.23
$40,413.68
$43,823.07
$46,825.91
$31,977.19
$33,898.25
$35,676.98
$36,463.59
$42,434.37
$46,014.22
$49,167.21
$33,576.05
$35,593.16
$37,460.83
$38,286.77
$44,556.08
$48,314.93
$51,625.57
$35,254.85
$37,372.82
$39,333.87
$40,201.11
$46,783.89
$50,730.68
$54,206.84
$36,665.05
$38,867.73
$40,907.23
$41,809.15
$48,655.24
$52,759.91
$56,375.12
Note: The CS Grades are set by City Council annually.
289
7
8
9
10
$40,289.39
$48,324.12
$53,050.02
$57,558.44
$64,961.03
$72,591.55
$78,957.78
$84,404.04
$107,303.33
$41,498.07
$49,773.85
$54,641.52
$59,285.19
$66,909.86
$74,769.30
$81,326.51
$86,936.16
$110,522.43
$42,377.83
$50,829.05
$55,799.92
$60,542.04
$68,328.35
$76,354.41
$83,050.63
$88,779.21
$112,865.50
$43,272.00
$51,901.55
$56,977.30
$61,819.47
$69,770.07
$77,965.48
$84,803.00
$90,652.45
$115,246.97
$31,653.53
$37,973.31
$41,454.22
$45,776.15
$50,123.27
$52,582.62
$56,330.50
$58,855.94
$64,366.61
$32,603.13
$39,112.51
$42,697.85
$47,149.43
$51,626.97
$54,160.10
$58,020.42
$60,621.62
$66,297.61
$33,581.23
$40,285.89
$43,978.78
$48,563.91
$53,175.78
$55,784.90
$59,761.03
$62,440.26
$68,286.53
$34,293.15
$41,139.95
$44,911.13
$49,593.47
$54,303.11
$56,967.54
$61,027.96
$63,764.00
$69,734.21
$35,016.74
$42,008.00
$45,858.76
$50,639.89
$55,448.90
$58,169.56
$62,315.65
$65,109.42
$71,205.60
$37,765.00
$40,033.76
$42,134.45
$43,063.43
$50,114.90
$54,342.70
$58,066.37
$38,897.95
$41,234.77
$43,398.48
$44,355.33
$51,618.35
$55,972.99
$59,808.36
$40,064.89
$42,471.82
$44,700.43
$45,685.99
$53,166.90
$57,652.17
$61,602.61
$40,942.31
$43,401.95
$45,679.37
$46,686.52
$54,331.25
$58,914.76
$62,951.71
CITY OF
ARVADA
290
CITY OF
ARVADA
GLOSSARY OF TERMS
The City of Arvada Annual Budget and Program of Services is structured to be easily understood and
meaningful to both the general public and the organization. This glossary is provided to assist those unfamiliar
with budgeting terms and a few terms specific to the Arvada financial planning process.
Accrual Basis: A basis of accounting in which transactions are recognized at the time they are incurred, as
opposed to when cash is received or spent.
Advance Refunding: The payoff and reissuance of bonds to obtain better interest rates and/or bond conditions.
Appropriation: Appropriation is a formal action by the City Council which approves the spending limits for
the fiscal year for each fund.
Assessed Valuation: Assessed valuation is a valuation set upon real estate or other property by the County
Assessor as a basis for levying taxes.
Asset: Resources owned or held by the government which have monetary value.
Attrition: A method of achieving a reduction in personnel by not refilling the positions vacated through
resignation, reassignment, transfer, retirement or means other than layoffs.
AURA: AURA stands for Arvada Urban Renewal Authority. AURA acquires and assembles property in order
to redevelop blighted property located in the urban renewal district. The district in Arvada includes more than
400 acres on either side of Wadsworth Boulevard, between Olde Town and Interstate 70.
Authorized Positions: Employee positions, which are authorized in the adopted budget, to be filled during the
year.
Bond: A long-term I.O.U. or promise to pay. Often bonds are issued to finance the construction of long term
capital projects. It is a promise to repay a specified amount of money (the face amount of the bond) on a
particular date (maturity date). Bonds come in two types: general obligation bonds are backed by the full faith,
credit and taxing authority of the government and revenue bonds are backed only by a specific revenue stream,
such as water user fees or sales tax.
Budget: A plan of financial activity for a specified period of time (two years) indicating all planned revenues
and expenditures for the budget period.
Budgetary Basis: This refers to the basis of accounting used to estimate financing sources and uses in the
budget. This generally takes one of three forms: Generally Accepted Accounting Principles (GAAP), cash, or
modified accrual.
Budgetary Control: The control or management of a government in accordance with the approved budget for
the purpose of keeping expenditures within the limitations of available appropriations and resources.
Capital Equipment: Assets of value greater than $5,000 and having a useful life greater than 36 months.
Capital equipment is also called fixed assets.
291
CITY OF
ARVADA
GLOSSARY OF TERMS
Capital Improvements Plan (CIP): The appropriation and spending plan for improvements to city facilities
including buildings, streets, water , stormwater and sewer projects, drainage improvements, parks and trails.
Capital Outlay: Classification of expenditures related to the purchase of capital equipment.
Capital Project: Major construction, acquisition or renovation activities which add value to the governments
physical assets of significantly increase their useful life.
Cash basis: A basis of accounting in which transactions are recognized only when cash is increased or
decreased.
CDBG: CDBG stands for Community Development Block Grant, which is money given to cities from the
federal government to improve blighted conditions and to assist low and moderate income persons.
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 contingency is a budgetary reserve set aside for emergency or unanticipated expenditures
and/or revenue shortfalls are contingencies.
Debt Service: Debt Service is 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.
Designated: A portion of the funds balance is "set aside" or "designated" to reflect management's intention to
use the money in the future for a specific purpose.
Emergency Reserve: The Emergency Reserve is a term used in TABOR. See TABOR discussion on starting
on page 20 for further information. TABOR requires Arvada to maintain 3% of total fiscal year spending as an
emergency reserve in 1995.
Encumbrance: An encumbrance is the formal accounting recognition of commitments to expend resources in
the future.
Enterprise Fund: An enterprise fund is 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: A fiscal year is 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.
292
CITY OF
ARVADA
GLOSSARY OF TERMS
Full Faith and Credit: A pledge of the government’s taxing power to repay debt obligations.
Fund: A fund is a fiscal and accounting entity with a self-balancing set of accounts recording cash and other
financial resources, related liabilities and residual balances.
Fund Balance: A fund balance is the difference between total assets and total liabilities for a fund.
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 goal is 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: Infrastructures are facilities on which the continuance and growth of a community depend such
as a road, water lines, sewer lines, public buildings, and parks. Infrastructure assets are immovable and of value
only to the government.
Internal Service Fund: This fund accounts for the financing of goods or services provided by one department
or agency to other departments or agencies of the governmental unit. An example is the insurance fund.
Local Growth: Local growth is 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: The property tax rate which is based on the valuation of property. A tax rate of one mill produces one
dollar of taxes on each $1,000 of assessed property valuation.
Modified Accrual: Modified accrual is 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.
Operating Budget: An operating budget 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.
293
CITY OF
ARVADA
GLOSSARY OF TERMS
Operating Expenditures: The cost for personnel, materials and equipment required for a department to
function.
Performance Measure: Data collected to determine how effective or efficient a program is in achieving its
objectives.
Personnel Expenditures: Expenditures for salaries, wages and fringe benefits for employees.
Reserve: A reserve is a portion of the fund balance that is not available for appropriation or expenditure.
Reserve Funds: Reserve funds are separate sets of accounts established to account for funds that are reserved
for a specific purpose.
Resolution: A resolution is a formal statement of a decision or expression of opinion put before or adopted by
the city council.
Revenue Bond: This type of bond is backed only by the revenues from a specific service such as a hospital, toll
road, sales taxes.
Supplemental Appropriation: An additional appropriation made by the governing body after the budget year
has started.
TABOR: TABOR (Taxpayer Bill of Rights) is an amendment to Colorado's State Constitution which imposes
revenue limitations for governments.
TABOR Caps: TABOR caps are the limits placed each year on how much money cities can receive. The caps
are calculated on a yearly basis and are dependent upon local growth plus inflation.
Taxes: Compulsory charges levied by a government for the purpose of financing services performed for the
common benefit of the people. This term does not include specific charges made against particular persons or
property for current or permanent benefit, such as special assessments.
Tax Levy: A tax levy is the total amount to be raised by general property taxes as measured by mills. A mill
equals $1,000 of assessed valuation.
Transfer: A transfer is a revenue and expenditure between two different funds.
Undesignated:
undesignated.
Money which has not been specifically appointed to a particular purpose is considered
User Charges: The payment of a fee for direct receipt of a public service by the party benefiting from the
service is a user charge.
Working Capital: The difference between the current assets and current liabilities in a fund. In other words,
working capital is the amount of money available to pay for current operations.
294

City of Arvada

Transcription

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2015-2016 Arvada Community Profile