2023 Town of Parker Annual Budget

VIDEO LINK: PARKER - YOUR KIND OF PLACE

READER’S GUIDE TO BUDGET DOCUMENT

This document provides citizens with a comprehensive overview of the Town’s adopted budget, the budget process, Town services and operations, and the resources that fund them. This document first outlines the process, policies, goals and issues involved in developing the budget. It then discusses the financial structure of the Town with an overview of the Town’s various funds, including where the money comes from and how it is spent. Details about the budget, forecasted revenue and appropriated expenditures follow, along with an in-depth look at Town departments and programs. This document is divided into the following sections:

Introduction

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

Budget Overview

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

Long-Range Plan

The section presents a ten-year road map for the operations and finances of the Town. The tenyear plan for the major operations and funds follows a townwide overview.

Budget Detail

This section includes summaries of the overall budget by fund, sources of revenue, types of expenditures and costs by department, along with the authorized staffing levels by department or division. For comparison, three years of historical results and the prior year amended budget and projections are presented alongside the budget. There is also a fund balance summary for each fund.

Following each fund summary is information at the department and division levels, including explanations of significant budget variances, prior year accomplishments, goals for the current year, authorized positions and significant changes within the department or division.

Revenue Manual

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

Capital Budget

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

Appendix

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

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

TABLE OF CONTENTS

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INTRODUCTION

MESSAGE FROM THE TOWN MANAGER

January 3, 2023

To the Honorable Mayor, Members of Town Council and Citizens of the Town of Parker:

On behalf of the Town of Parker, I am pleased to present the Town of Parker’s 2023 Annual Budget. This budget is the result of collaborative work between the Mayor, Town Council, staff and Parker community. I am proud of the hard work that has been accomplished, resulting in a comprehensive and fiscally sound budget. The Mayor, Town Council and staff diligently worked together to serve the Parker community and set the path for the future.

The Town Council adopted the 2023 Budget on December 5, 2022, following an extensive process by staff working with the Mayor and Council. As transparency and community engagement are essential to the Town’s success, budget discussions with the Mayor and Town Council occurred at a Budget Retreat in October and Study Sessions in October and November, which were open to the public to attend. Additionally, the budget was posted on the Town’s website and presented during two public hearings, allowing for community feedback.

The Town’s Strategic Goals continue to guide decisions for our 2023 Budget priorities and our operations.

• Promote a safe and healthy community

• Innovate with collaborative governance

• Enhance economic vitality

• Foster community creativity and engagement

• Support an active community

• Develop a visionary community through balanced growth

The Mayor, Town Council and staff worked diligently in 2022 to serve the community and set the path for a strong future. We brought a variety of new and exciting projects and programs to fruition that will add to Parker’s high quality of life for current residents and future generations. The past year was highlighted by the approval of the My Mainstreet Project, an important project for our Town’s future. This public-private partnership will lead to the activation of six vacant sites in our downtown area over the coming years, creating a destination for residents, workers and visitors in the heart of Parker through the addition of new restaurants and retail and residential options and providing increased revenue for the Town. Areas outside of Parker’s downtown also continued to grow. The southwest area of Town is on pace to build out the last of the largescale residential developments planned for our community in the coming years. Infrastructure is following suit. Despite cost increases due to inflation, many capital projects and initiatives were accomplished in 2022, including trail and road improvements such as the Cottonwood Drive widening, the Parker Road Multi-use Trail and downtown circulation improvements. Longrange planning initiatives, such as the comprehensive Facilities Master Plan Study and the Land Development Ordinance (LDO) Modernization project were completed or are nearing completion.

MESSAGE FROM THE TOWN MANAGER (cont)

The highly anticipated new playground equipment and amenities at O’Brien Park Playground were installed, much to the delight of all ages. We were able to achieve other milestones through the 2022 Budget such as improvements to our network security through advanced endpoint protection and multifactor authentication for Town applications.

Looking ahead, the 2023 Budget demonstrates the Town’s continued commitment to advancing our strategic goals, including innovation and partnerships, while focusing on delivering exceptional services and maintaining a vibrant and healthy community.

Priorities include meeting the General Fund required minimum cash balance; continuing operational recovery in the Recreation and Cultural Funds; balancing the competing needs of our organization such as operational expenses, infrastructure requirements and employee recruitment and retention; and ensuring maintenance and growth of community programs to meet the needs of our growing public.

The 2023 Budget ensures funding for the continuation of our existing services and some new initiatives. Variations are expected in the 2023 Budget as compared to the 2022 Budget, such as a lower sales tax growth rate in 2023 due to economic challenges at the national level; additional key positions across several departments to better meet growth demands and maintain service levels; increased operational costs; and additional capital projects/purchases. It also recognizes the national challenge of workforce recruitment. Some highlights of the 2023 Budget include:

• Planning for future funding requirements related to Town infrastructure and Town buildings

• Implementing the first steps of the Facilities Master Plan Study, including the expansion of Town Hall

• Funding performance pay at an average of 5% for staff and the Police Officer Step Plan

• Implementation of expected compensation study recommendations

• Addition of nine (9) full-time positions across several departments

• Funding to develop studies and plans, such as a Language Access Plan and Traffic Signal Timing Optimization Study

• Investing in public capital improvements throughout the Town, such as Salisbury Park North development and Harvie Open Space improvements

• Improvement projects for several major roadways, including the Dransfeldt Road extension, Chambers Road extension and North Parker Road improvements.

I want to thank our Town staff, the Mayor and Town Council for the many hours of work and discussion that resulted in a fiscally responsible budget that positively impacts our community, now and in the future. Thanks to all these efforts, Parker continues to be highly regarded for our overall quality of life, safety, recreation opportunities and wellness.

FORM OF GOVERNMENT

MAYOR AND TOWN COUNCIL 2023

FORM OF GOVERNMENT

The Town of Parker is organized as a Council-Manager form of government. This form of government combines the political leadership of elected officials in the form of a Council with the managerial training and experience of an appointed local government manager. Elected leadership encourages citizens’ civic participation and sets policies and priorities that represent the people of the Town. A full-time professional manager ensures that the policies and priorities are effectively and efficiently implemented and oversees day-to-day Town operations.

Jeff Toborg, Mayor Anne Barrington

John Diak

Laura Hefta

Todd Hendreks

Joshua Rivero

Brandi Wilks

Mayor and Town Council

Town Manager Town Attorney Municipal Judge

Citizen Boards and Commissions

Citizens of Parker

FORM OF GOVERNMENT (cont)

The Town hierarchy supports the strategic plan of the Town. Through elections and regular opportunities for citizen input, Town citizens direct the Council’s vision and mission, which are achieved through the strategic plan. The Town Manager reports directly to the Town Council and implements the strategic plan. The Town Attorney and Municipal Judge ensure the Town is operating legally and enforce the Town Code. Citizen boards and commissions provide additional feedback on Town operations with regards to the strategic plan and goals. Finally, the departments support the strategic plan through service delivery that supports one or more of the strategic goals. More information on the creation of the strategic plan is found in that section.

TOWN DEPARTMENTAL ORGANIZATIONAL CHART

Town Manager

Deputy Town Manager Cultural

Parks, Recreation and Open Space

Human Resources

Assistant Town Manager

Communications Manager Engagement Strategist

Event Manager

Community Relations Liaison

Other Departments

Police Department

Engineering/ Public Works

Finance

Community Development

Town Clerk

Executive Assistant

Municipal Court

INTRO-6

Town of Parker 2023 Annual Budget

PARKER PROUD

VIDEO LINK: PARKER PROUD

TOWN VISION, MISSION AND STRATEGIC GOALS

TOWN OF PARKER VISION

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

TOWN OF PARKER MISSION

The mission is the way in which the Town intends to achieve its vision of being an area leader and pre-eminent destination community. The Town mission is to enrich the lives of residents by providing exceptional services, engaging community resources, and furthering an authentic hometown feel. We promote transparent governing, support sustainable development, and foster a strong, local economy.

TOWN OF PARKER CORE VALUES

Leadership, innovation and good governance are not possible unless all of Town staff from the Council down operate using a shared set of values. The Town values are as follows:

Teamwork

• Communicate openly, honestly and frequently with all members of our team

• Demonstrate fairness, compassion, and consistency in our interactions with others

• Recognize the value of all members of our organization

• Form partnerships with the community

• Listen to and respect the ideas and concerns of others

• Enable team members to strike a healthy work and life balance

Quality Service

• Treat each customer with professional courtesy, warmth and friendliness

• Create a hometown feeling in our facilities and our community

• Focus on problem solving by listening empathetically while responding promptly and fairly

• Serve our customers efficiently and knowledgeably

• Strive to meet or exceed the expectations of our customers

• Treat all coworkers as customers

Integrity

• Embrace a culture of honor and trustworthiness

• Exhibit conduct that inspires public confidence

• Manage the Town’s business honestly and directly

• Honor commitments and promises

• Be reliable, dependable, and accountable for our actions

• Learn from our mistakes

Innovation

• Create a proactive, empowering environment

• Embrace the challenge of change

• Encourage and develop creative ideas in all areas of the Town

• Transform innovative ideas into reality

TOWN OF PARKER STRATEGIC GOALS

The strategic goals represent a combination of organizational and town-wide goals for the community. Each goal supports an aspect of the Town mission, and each department develops its annual operational budget and strategies to support one or more goals. A more in-depth discussion of the strategic goals are found in the Strategic Plan detailed on the Town of Parker website.

Support an Active Community

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

Enhance Economic Vitality

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

Innovate with Collaborative Governance

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

Mission

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

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

Foster Community Creativity and Engagement

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

Promote a Safe and Healthy Community

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

Develop a Visionary Community Through Balanced Growth Vision

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

STRATEGIC GOALS AND OPERATIONAL STRATEGIES

PROCESS FOR CREATING STRATEGIC GOALS AND OPERATIONAL STRATEGIES

The strategic plan evolved during 2015 as a cooperative project led by the Town Manager’s office and included participation by the Town Council and Town staff. Citizen participation was funneled through the elected officials. The outcome was the development of a vision statement, mission statement, and strategic goals. The plan complemented the Parker 2035 Master Plan, and it guides budgeting as new and ongoing budget requests must align with the strategic goals and objectives in the plan.

The strategic goals are meant to be high-level and guide the Town for many years, but the strategic plan to accomplish the goals is not static. As priorities of Town citizens evolve, Town leadership uses citizen engagement to make changes to the strategic objectives and the ongoing departmental strategies that support them. Citizens have input through Town elections, citizen boards and commissions, feedback on social media and through the various community surveys put out by the Communications team. For example, the most recent community survey was completed in 2021. The results affirm that the Town’s strategic goals are still in line with the citizens’ values and priorities. The community survey also provides one measure of the Town’s performance regarding its mission. The survey shows that most citizens are happy with the overall direction of the Town, while managing growth is an area of concern. To that end, the 2023 budget and 10-year Long-Range Plan are both focused on balancing infrastructure growth with community programming and achieving an optimal timing for capital projects.

Guided by the strategic plan and elected leadership, the departments develop operational strategies every year that support the strategic goals and ultimately, the mission and vision. The budget process is the catalyst for this planning since the Town does not have unlimited financial resources to implement every possible strategy. Once each department identifies their operational strategies, they are used to develop the annual budget requests. All capital expenses, new personnel and significant incremental operational expenses must be presented with an explanation of how the item supports one or more strategic goals. The strategic goals are also used in the annual pay-for-performance reviews completed each year. Specific departmental strategies are organized by the goal they support and included in the following pages of this section. The departmental strategies are also included in the budget detail section by department, where they are referred to as 2023 Goals and Performance Measures.

MEASURING PERFORMANCE

In addition to soliciting citizen feedback on Town performance, each department also reflects annually on its progress towards its past and current strategies. The result is a discussion of prior year accomplishments and performance measures by department in the budget detail section.

The Town Manager’s is leading an ongoing project to further operationalize the strategic plan. The project will ensure that departmental strategies are actual goals (vs. activities) that support the Town’s mission and vision through the strategic framework discussed above. The project will also create more robust performance measurement for the various Town departments. The process has started with select departments and will be rolled out in conjunction with new performance measures software to all departments in the near future.

DEPARTMENTAL STRATEGIES

A complete list of departmental goals and strategies is found in the Budget Detail section of this document. The following is a summary of the key strategies that exemplify each Strategic Goal.

FOSTER COMMUNITY CREATIVITY AND ENGAGEMENT FOSTER COMMUNITY CREATIVITY AND ENGAGEMENT

• Improve sound quality in the PACE theater with the redesign and replacement of the current system

• Evaluate ways to utilize the Let’s Talk Parker community engagement platform to promote public participation and obtain community input on multiple projects and initiatives

• Explore new Diversity, Equity and Inclusion (DEI) platforms

• Identify underserved populations and create improved outreach mechanisms

• Establish and launch the Parks, Recreation and Open Space Commission

• Explore new community outreach activities to better connect residents with their local government

• Expand the use of video as a communications and engagement platform

SUPPORT

• Complete site plan, construction drawings and construction activity for a 1.4-mile soft-surface trail along the Xcel Energy right-of-way from Latigo Lane to Canterberry Parkway

• Complete planning, design and construction drawings for the 90-acre Salisbury North Master Plan Improvements

• Partner with Therapeutic Recreation to expand accessible art and cultural programs/events

• Renovate Parker Recreation Center’s pickleball courts; evaluate upgrading courts to LED lighting

• Renovate the USMC CPL David M. Sonka Dog Park surface with a more sustainable and suitable material

ENHANCE ECONOMIC VITALITY

• Develop the next steps for implementation of the Development Agreement for the My Mainstreet project

• Development and implementation of the Economic Development Strategic Plan through a visioning and goal setting process with the Mayor and Council, staff, and community partners to advance economic vitality by building a strong local, diverse, and resilient economy

• Approve and entitle new developments generating economic development benefit by increasing the commercial and light industrial base by 25,000 square feet

• Expand the Community Response Team (CRT) to enhance mental health crises and emergency response

• Increase involvement with Douglas County’s Homeless Assistance & Resource Team (HART) to respond to community calls regarding homelessness and provide support to individuals experiencing homelessness

• Evaluate 911 and emergency dispatch technology in the Communications Center for potential updates, building on the recently completed conversion to the Emergency Services Internet Protocol Network (ESinet)

• Complete MUTCD (Manual on Uniform Traffic Control Devices) warrant studies of 6 relatively high-volume locations to see if new signals are needed

• Complete crash analyses for 6 intersections to see if geometric or engineering applications may improve safety

• Process and approve all building and construction permits using the 2021 International Building Code (IBC) building and fire codes and the 2020 national electrical code

• Present the 2025 Bicycle and Pedestrian Master Plan Update for Town Council adoption by Q2 2023

PROMOTE A SAFE AND HEALTHY COMMUNITY PROMOTE A SAFE AND HEALTHY COMMUNITY

INNOVATE WITH COLLABORATIVE GOVERNANCE

• Implement initiatives within the Procurement Division that would allow recognition via the Achievement of Excellence in Procurement (AEP) through the National Procurement Institute

• Partner with the City of Centennial in a design and systems engineering project to improve connectivity between the neighboring communities

• Meet the State of Colorado’s new website accessibility standards, which will take effect in 2024

• Launch a redesigned Parker at Work Employee Intranet to better support all departments across the organization

DEVELOP A VISIONARY COMMUNITY THROUGH BALANCED GROWTH

• Complete the Land Development Ordinance Modernization project (public comment period in Q1 2023; Planning & Zoning Commission and Town Council consideration in Q2 2023)

• Complete Phase Three of the Parks Dedication Standards Project (Planning & Zoning Commission and Town Council consideration by end of 2023)

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

VIDEO LINK: HOW IT WORKS - PROGRAMS AND SERVICES

IMPORTANT DIGITAL RESOURCES

TOWN OF PARKER ONLINE RESOURCES

To support transparency, the Town of Parker has a variety of online resources available to allow the public easy access to information.

TOWN

OF PARKER WEBSITE

The Town of Parker’s website (www.ParkerOnline.org) offers access to more information from the Finance Department, such as Accounting, Budget, Purchasing, Sales Tax and Business Resources.

STRATEGIC PLANS, MASTER PLANS / INFORMATIONAL RESOURCES

• Town of Parker Strategic Goals and Plan: www.ParkerOnline.org/StrategicPlan

• Town of Parker Open Budget: www.ParkerOnline.org/OpenBudget

• Master Plans and Guiding Documents: www.ParkerOnline.org/MasterPlans

• Partnering for Parker’s Progress (P3) Website (Urban Renewal Authority): www.P3Parker.com

• Parker Business Resources: www.ParkerOnline.org/Business

• Talk of the Town (Monthly Newsletter): www.ParkerOnline.org/TalkoftheTown

• Town of Parker Annual Report: www.ParkerOnline.org/AnnualReport

CITIZEN ENGAGEMENT AND PARTICIPATION / OTHER ONLINE RESOURCES

• Town of Parker Fact or Fiction: www.ParkerOnline.org/FactOrFiction

• Let’s Talk Parker (Community Engagement): www.LetsTalkParker.org

• Parker Arts Website: www.ParkerArts.org

• Parker Parks and Recreation Website: www.ParkerRec.com

• Parker Police Department Website: www.ParkerPolice.org

SOCIAL MEDIA PLATFORMS

Facebook

• @TownofParkerCO

• @ParkerArts

• @ParkerPoliceDepartment

• @ParkerRec

Twitter

• @TownofParkerCO

• @ParkerArtsCO

• @ParkerPolice

• @ParkerRec YouTube

• @TownofParkerCO

• @ParkerRecreation

Instagram

• @TownofParkerCO

• @ParkerArtsCO

• @ParkerPolice

• @ParkerRec

Town of Parker 2023 Annual Budget

LET’S TALK PARKER

VIDEO LINK: COMMUNITY ENGAGEMENT

VIDEO LINK: LET’S TALK PARKER

TOWN PROFILE

Community

Located 20 miles south of Denver, the Town of Parker offers the perfect balance of a full-service community with a hometown feel. A community that is highly rated for safety, Parker provides nearly 62,000 residents with an unmatched quality of life, spectacular parks and recreation amenities, a great business mix, world-class cultural facilities and a wide variety of community events. With a highly-educated population and average household income that exceeds much of the Denver Metro area, Parker is well positioned for the future.

Parker operates under a Town Council/Manager form of government. The Mayor and Town Council, who are elected at large, make policy decisions, approve the Town budget and enact and provide for the enforcement of Town ordinances (laws). Town Council hires and directs the Town Manager, who oversees Town staff and the day-to-day operations of the organization.

The Town employs 313 full-time and 542 part-time employees who are dedicated to providing services to our residents, with the highest number of staff employed by the Parks, Recreation and Open Space Department. Parker’s Arts, Culture and Events (PACE) Center also bustles with activity year round. 2022 continued to be a year of adaptation with unique events, classes and programs designed to engage the community and keep the arts alive in Parker.

The Town continues to grow quickly and works diligently to provide and maintain the necessary community infrastructure, including 630 lane miles of roadway, 94 traffic signals, 7,615 storm drains/inlets and manholes, 147 miles of storm pipe, 381 ponds and 30 Town-owned buildings. Our Police Department is an accredited industry leader and has implemented a wide variety of innovative initiatives, including a nationally-recognized body-worn camera program.

In addition to the many services offered by the Town, we strive to engage our community through social media, opportunities for involvement and a wide range of activities and events. We encourage community engagement in all we do, especially through our online engagement platform, www.LetsTalkParker.org. Even through Parker’s growth, we’ve managed to maintain a palpable feeling of community.

Parker is a well-planned community that offers excellent opportunities for investors, retailers and developers to relocate or expand. Both businesses and residents enjoy the open space and trails, recreational amenities, opportunities for community involvement and great schools. They also enjoy a wide range of shopping venues, access to many modes of transportation and quality services.

History

When the Town incorporated in 1981, it was one square mile and had a population of 285. Since then, Parker has transformed from a rural equestrian community to an exciting town with nearly 60,000 residents, beautiful open spaces and well-planned residential and commercial developments. The municipalities of Lone Tree and Aurora are directly adjacent to Parker, while Castle Rock is located just to the south.

Governance

The Town is a home-rule municipality governed by a Council-Manager form of government. Six Councilmembers and the Mayor are elected to staggered four-year terms, so no more than three Councilmember terms expire every two years. Councilmembers and the Mayor are limited to four, four-year terms of office. Town Council is given the power by the Town Charter to enact and provide for the enforcement of ordinances, make policy decisions and approve the Town budget. They also hire, supervise and direct the Town Manager, Town Attorney and Municipal Court Judge. The Town Manager carries out the Council’s directives and is responsible for all other Town staff and day-to-day activities.

PARKER AMENITIES Housing

Parker’s residential communities include a variety of well-planned housing opportunities, ranging from entry level homes to luxury executive housing to multi-family townhomes, condos and apartments. Mixed-use neighborhoods are being developed in Parker, as well as a variety of homes along golf courses, parks and open space. The median home value in Parker is $665,000.

Water

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

Healthcare

Parker Adventist Hospital is located in Parker and offers a wide array of specialists and services, including a branch of The Children’s Hospital. New medical offices and practices continue to locate near this facility and the surrounding area, attracting a high-quality workforce to the community. In addition, the Skyridge Medical Center is located in Lone Tree, just 10 miles west of Parker. Both hospitals have recently added new facilities to accommodate the growth that Parker and Douglas County have experienced in recent years.

Parker is also home to the Rocky Vista University College of Osteopathic Medicine. The Rocky Vista University campus includes leading-edge technology, AV capabilities and educational support which are evident throughout the approximately 145,000 square feet of campus and buildings of the University.

Education

Parker is served by the Douglas County School District Re. 1 (DCSD). The third largest school district in the state, DCSD serves more than 64,000 students and is one of the highest performing districts in Colorado. In addition to the Rocky Vista University College of Osteopathic Medicine, Parker is also home to the Arapahoe Community College Parker Campus, which provides a convenient location for educational opportunities for higher education to those living or working in and around Douglas County.

INTRODUCTION

TOWN PROFILE (cont)

Transportation

Parker is located in northeast Douglas County, approximately five miles east of I-25. The E-470 tollway runs through the northern portion of town and the 15 to 20-minute commute to the Meridian, Inverness and Denver Tech Center business parks is easily made via the expressway.

South Parker Road (Highway 83) provides connectivity and convenient access for commuters. The Regional Transportation District (RTD) also serves the Parker community by providing rapid transit services, including the Light Rail on Lincoln Avenue and a FlexRide system to various businesses and residential areas.

Airports

Centennial Airport, located about 15 minutes from central Parker, is the third-busiest general aviation facility in the country, handling corporate and charter air traffic. Denver International Airport (DIA) is approximately 30 miles northeast of Parker and can be reached in 30 minutes via E-470.

Recreation

Parker residents enjoy many recreational opportunities, including a state-of-the-art library, a senior center and 17 public parks. The public parks contain a variety of facilities including soccer, baseball and softball fields, basketball courts, tennis courts, an ice skating trail, skate park, walking trails, picnic pavilions and playgrounds, as well as a dog park and disc golf course. The Town’s Railbender Skate and Tennis Park is a favorite for many local in-line skaters and skateboarders.

The Parker Fieldhouse is a 100,000-square-foot indoor facility that features basketball courts, a 25-foot climbing wall, inline hockey rink, turf field, fitness center, running track and batting cages. Program participation continues to exceed expectations.

The Recreation Center is home to an Olympic-size indoor swimming pool that is used by the high school swim teams, as well as for swimming lessons, exercise classes and year-round recreational swimming. The facility also includes basketball courts, work-out area with state-of-the-art equipment, cycling area and classrooms for various activities.

H2O’Brien Pool, the recently renovated outdoor swimming pool, features slides, a zero-depth entry, water cannons and a fort in the pool that allows kids and adults to play and relax.

Parker Recreation is much more than facilities. Our community enjoys a full range of adult and youth programming, including year-round swimming lessons, youth and adult sports and special interest classes, arts and crafts classes and cultural events. Recreational sport leagues are available year-round for nearly all age groups.

Arts, Culture and Events

From festivals and events to public art and performances, Parker is an exceptionally artistic and creative community.

The Parker Arts, Culture and Events (PACE) Center celebrated its 10-year anniversary in 2021. Home to a 500-seat theater, 250-seat amphitheater, art gallery, event room, dance studio, culinary teaching kitchen, visual arts studios, media room and several classrooms, the PACE Center provides a wide variety of family-oriented cultural, arts, scientific and educational programming to the region and serves as a rental venue for community, business and social events.

The Schoolhouse, located in the heart of downtown Parker, continues to house fantastic events, shows, classes and art. Originally opened in 1915 as the Parker School House, the building operated as a school until 1967 and was acquired by the Town in 1995. The Schoolhouse includes a 200seat theater, as well as a dance studio and classrooms for community, cultural and recreational activities.

Parker Tax Rates

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

Economy and Demographics

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

INTRO-24

Town of Parker 2023

Annual Budget

VIDEO LINK: UNBRIDLED OPPORTUNITY

BUDGET OVERVIEW

GFOA DISTINGUISHED BUDGET AWARD

The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to Town of Parker, Colorado, for its Annual Budget for the fiscal year beginning January 1, 2022. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as a financial plan, as an operations guide, and as a communications device. This award is valid for a period of one year only. 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.

GOVERNMENT FINANCE OFFICERS ASSOCIATION

Distinguished Budget Presentation Award

PRESENTED TO

Town of Parker Colorado

For the Fiscal Year Beginning January 01, 2022

Executive Director

BUDGET PROCESS

INTERNAL PROCESS

The budget is prepared annually according to the Town of Parker Charter, State of Colorado budget law and the Government Finance Officers Association guidelines. The Town uses an incremental approach to budgeting. An incremental approach uses a base, or existing, budget and adjusts up or down as necessary.

The steps that occur during the annual budget cycle are as follows:

• Town goals are developed or reaffirmed by the Town Council. Budget requests must demonstrate how they align with the goals.

• Proposed capital expenses over $100,000 for the next ten years are submitted by each department and are scored by a cross-departmental team to develop the long range plan.

• Proposed capital expenses for the current year are submitted by each department and are scored by a cross-departmental team for the capital budget. The proposed capital expenses are limited by revenue projections.

• Expense line item budgets are submitted by the departments with the initial budget request equal to the current year’s amended budget less any one-time expenses in the prior year. Certain expense lines require a detailed worksheet listing each expense within the line item.

• Expense justifications for new expenses over $50,000 for the current year, including new personnel requests of any amount, are submitted by each department and scored by a crossdepartmental team for the expense budget. The proposed expenses are limited by revenue projections.

• Revenue projections are developed by the Finance Department together with each department using internal trends and external economic indicators.

• The Town executive management team reviews the requests and makes a recommendation to the Town Council through the Town Manager. Study sessions are held throughout the process to inform and seek the input of the Town Council. Adjustments are made as necessary.

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

• Based on the number of strategic planning and study sessions held with the Town Council, revisions to the proposed budget are usually minimal or not needed at all.

• Budget amendments are presented to Town Council two or three times a year as needed. These are passed by Town Council via budget ordinance after a public hearing.

CITIZEN INVOLVEMENT IN THE BUDGET PROCESS

Citizen involvement in the budget ensures the participation of the people affected by it. The proposed budget is made available on the Town’s website by October 15th. Through the Talk of the Town newsletter, social media and online communication, interested citizens are made aware that the proposed budget is available online for their review, and they are invited to provide feedback. Prior to adoption of the budget, the Town holds several study sessions which are open to the public. At these meetings, Council and staff openly discuss budget requests, including proposed major capital projects and new staff positions, capital outlay and special project items. Then, two public hearings are held as Council considers the annual budget adoption. The Town of Parker website includes information on Agendas, Minutes and Packets for the Council Meetings.

SECTION TITLE

DATE ACTIVITY

April 26, 2022 2023 budget process discussed with Executive Management Team (EMT)

April 27Kick-off of cross-functional team to develop the 10-year capital plan

May 9Scoring of 10-year capital requests completed by team

June 23Kick-off of cross-functional team to prioritize the 2023 capital requests

July 11Scoring of 2023 capital requests completed by team

July 13Allocation process methodologies for Internal Service Funds established

July 18Town Council Retreat - Long Range Plan Study Session

July 25Completion of expense line item requests and expense justification sheets

July 25Revenue budget drafted

July 27Kick-off of cross-functional expense team to prioritize the 2023 expense requests August 4Scoring of expense requests completed by the expense team

1, 2023 2023 fiscal year begins

1 2 3 4 5 6

7 8 9 10 11

27 2023 budget filed with the State of Colorado Department of Local Affairs and with the Governmental Finance Officers Association

COLOR KEY

Strategic PlanningStrategic PlanningOperating Budget

LEGAL DEADLINE

FINANCIAL HIGHLIGHTS OF THE 2023 BUDGET

This section presents the highlights of the 2023 Budget. Following this section is detailed background information on the Town’s basis of presentation, budgeting and accounting, the Town’s budget and financial policies, and the debt service and financial obligations of the Town.

BUDGET DEVELOPMENT Short Term Factors Impacting Overall Budget Development

The Town experienced strong revenue growth in 2022. Growth in the Town of Parker and inflation were the primary growth factors for the Town. Additionally, changes to the municipal code in late 2020 and collaboration with the state on sales tax have increased the number of remote sellers remitting sales tax to the Town. Growth is expected to level off as inflation eases somewhat and also begins to impact consumer spending. Inflation is a mixed indicator for the Town because higher prices result in more sales tax revenue, but they also blunt demand and raise the Town’s operating costs. Also, in some categories such as construction, the rate of cost increases has exceeded the revenue growth in 2022; this trend is expected to continue into 2023. The 2023 budget reflects a flatter projected revenue growth rate as compared to 2022.

Another major impact to the 2023 budget is the level of capital needs throughout the Town, both within the community and Town government itself. As the Town grows and returns to a prepandemic level of service provision, modest expense growth must be balanced with necessary capital spending. The overall strong financial position of the Town guided planning for the 2023 capital program and the 10-year capital improvement plan (CIP). Cash reserves at the end of 2022 and beginning of 2023 are set aside in the Capital Renewal and Replacement Reserve Fund for near-term infrastructure needs.

On the operational expense side, the Town is managing cost-increases in every category in order to maintain the same programs and service levels. For the 2023 budget, growth in discretionary categories was contained as much as possible to accommodate these increases. To that end, the Town continued the new process from 2022 for prioritizing incremental expenses over $50,000. The process mirrors the existing scoring process for capital items. In 2023, not every capital need or incremental expense request was able to be funded. Items at the bottom of the priority list were not included in 2023, and will be revisited in future years if needed.

Finally, the impact of the COVID-19 pandemic was not considered for budget development as demand for cultural and recreation programming returned in 2022. These were the two departments most impacted by closures and restrictions. The Cultural department is well positioned for 2023 after ticket sales, rentals and class registration are projected to exceed the budget in 2022. The Recreation department has seen permanent shifts in demand for some offerings following the pandemic, but it also had a strong return to rentals and youth sports and programs. The town has taken steps to build up a minimum cash balance in these funds to hedge against any future impactful events, and the departments are continuing to work towards greater efficiencies in cost recovery and matching programming to citizens’ needs.

FINANCIAL HIGHLIGHTS OF THE 2023 BUDGET (cont)

Budget Objective and Priorities

The objective of the 2023 budget is to preserve the current level of services to the community while managing increased operational expenditures and capital needs. Significant assumptions that impact the budget include the following:

• The Town will sustain the current level of community programming and repair and maintenance of infrastructure.

• Sales tax revenue growth is budgeted at 8% for 2023.

• Both performance pay and commissioned officer step increases are budgeted at 5% due to the current labor market.

• A compensation study will be completed in 2023, and the Town will implement some or all of the recommendations.

• Growth in discretionary expenses is contained to balance capital needs and inflation.

Four priorities were established for the 2023 budget:

• Maintain required General Fund cash reserves and build cash reserves for the Cultural and Recreation Funds

• Maintain community programs and the repair and maintenance program for infrastructure

• Balance competing funding needs between operating expenses, increased staffing and infrastructure

• Identify funding sources for needs identified in the 2021 Facilities Master Plan

The first two priorities remain in place from the 2022 budget. First, General Fund cash reserves remain a priority as they are a legal requirement and are set by the Council. Additionally, the COVID-19 pandemic highlighted the need for cash reserves in the Cultural and Recreation funds, since a significant portion of their revenue is from charges for services. Unforeseen events that impact demand or the Town’s ability to provide programming also impact these departments’ ability to cover overheard operating costs. Now that the funds have recovered from COVID-19, the Town is taking steps to grow the cash balance as a hedge against future impactful events. Second, citizen demand for community programs is strong, and maintaining infrastructure before costly failures is both a best practice and Town responsibility

Third, development growth in the Town has created a need for additional infrastructure investment and increased operational expense, including increased staff to manage the growing number of new capital and infrastructure repair and maintenance projects. These must be carefully balanced to fit within the revenue constraints of the Town. The Town used a scoring process for capital projects, incremental expense increases over $50,000 and new personnel to prioritize the most important items for each category by fund.

Finally, Town municipal buildings are aging and required to support increasing numbers of staff and community members. Recognizing that significant repairs and expansion are becoming necessary, the Town undertook a Facilities Master Plan in 2021 to identify needs for repair and/ or replacement of Town equipment, facilities and other assets. The plan identified four projects to accommodate needed growth. Funds were set aside starting in 2021 in the Capital Renewal and Replacement Reserve Fund to help fund the needs identified in the plan; however, cost increases in all public works projects indicate that the original project cost estimates in the master plan

are likely too low. Therefore, additional funding was set aside in 2022 and the 2023 budget to fund these projects, and other potential revenue sources, such as the Excise Tax Fund, are being considered if necessary as the projects progress.

Town staff has implemented a thoughtful process of strategic planning and preparing a carefully balanced budget that supports the direction of the Town Council and the Town’s strategic goals. The Council has ample opportunity for input as the proposed budget is being prepared. Therefore, Town Council passed the 2023 budget as originally presented, with no changes between the proposed and final adopted budget.

General Fund

Sales tax makes up almost 71% of the General Fund revenue, so estimating the 2022 projected and 2023 budgeted revenue accurately is key to the overall direction of the 2023 budget. Sales tax growth has fluctuated for several years. Growth was 6.3% in 2019, 7.8% in 2020, 18% in 2021 and is projected to close 2022 at 12%. With some of the growth attributed to short-term factors, a conservative projection of 8% was used for 2023. The experience of other Denver area municipalities, local economic projections and continued population growth were all considered in developing the budget.

The top five General Fund revenue sources, including sales tax, account for about 85% percent of the total revenue in the General Fund. Overall, growth for these revenue sources in the General Fund is budgeted to grow 7% from the 2022 projection and generate $4.4 million in incremental revenue.

The Town uses an incremental approach to budgeting. An incremental approach uses a base, or existing, budget and adjusts up or down as necessary. Discretionary spending has been reduced significantly through several years of cost cutting, so a base level of expenditures is considered necessary as a starting point. Funding of personnel-related costs, including a 5% increase for performance pay and commissioned officer step plan, compensation study related changes, medical benefit cost increases and new full-time positions require an additional $5.3 million in expenditures in the General Fund.

Other expenditure increases include inflation related cost increases in operations and community programs. Repair and maintenance costs for streets and snow removal activities are also increasing by about $1.3 million due to increased labor and materials costs.

Several small capital projects are also included in the 2023 General Fund budget, including traffic safety, police and parks maintenance equipment. The Town Hall expansion project was moved to the Capital Renewal and Replacement Reserve fund where all of the facilities master plan projects are now held.

In summary, the 2023 General Fund budget implements the Town’s four budgetary priorities. The resulting balanced budget maintains excellent service to the community and Town employees while maintaining and improving Town infrastructure.

FINANCIAL HIGHLIGHTS OF THE 2023 BUDGET (cont)

FINANCIAL HIGHLIGHTS

This section begins with a look at total revenues and expenditures in all funds excluding interfund transfers. The Compound Annual Growth Rate (CAGR) shows the average annual percentage change over the period 2019 – 2023.

Overall revenue growth in all funds has been an average of 3% year-over-year. Operational funds including the Cultural and Recreation funds had a drop in revenues due to the COVID-19 pandemic. The capital funds and Stormwater Utility have variable growth rates because developer contributions fluctuate from year to year. The Medical benefits fund has also seen higher than average growth due to cost recovery for increased benefits costs.

Note: Interfund transfers are not included

FINANCIAL HIGHLIGHTS OF THE 2023 BUDGET (cont)

The overall expenditure growth in all funds has averaged 9% year-over-year. Capital projects are the primary driver of growth in the Parks and Recreation, Capital Improvement and Stormwater funds. The number of construction projects varies every year in those funds. The Cultural Fund shows flat growth due to the dip in program expenditures during the COVID-19 pandemic. Recreation costs have increased due to increased program costs and higher capital needs in recent years. Both the Fleet Services and Technology Management funds have increased due to cost increases and growth in service levels as the Town grows. Finally, the activities in the Law Enforcement Assistance Fund were moved to the General Fund in 2022.

Note: Interfund transfers are not included

FINANCIAL HIGHLIGHTS OF THE 2023 BUDGET (cont)

GENERAL FUND

The General Fund is the main operating fund of the Town. Town operations, which include Police/ Public Safety, Public Works, Building Inspection, Community Development, Municipal Court and Administration (which includes Town Administration, as well as the Communications, Finance and Human Resources Departments) are accounted for in this fund.

Revenues by Category

Excluding transfers in, total 2023 budgeted revenue is $76.4 million, with sales tax being the largest revenue source. The sales tax growth rate has been increasing since 2019, reflecting growth in the Town. Growth in 2021 jumped to 18%, due in part to short term factors, and is expected stabilize somewhat to end 2022 at 12%. Therefore, a moderate rate of 8% has been used for the 2023 budget to account for slowing in Town growth and easing of inflation.

The Parks and Recreation Fund transfers in $1.6 million to partially offset the parks and recreation administration costs included in the General Fund. An interfund transfer of $0.4 million from the Stormwater Utilities Fund offsets work completed by the Public Works Department on behalf of the Stormwater Department. Additional revenue discussion is in the Revenue Manual section of this document.

FINANCIAL HIGHLIGHTS OF THE 2023 BUDGET (cont)

Expenditures by Category

Total expenditures are $7.8 million lower in the 2023 Budget as compared to the 2022 Projected Actuals. Most of this variance is due to a transfer of $24.4 million to the Capital Renewal and Replacement Reserve Fund in 2022. The 2023 budgeted transfer declined to $8.2 million based on the available cash reserves.

Another significant variance of $6.8 million is in Salary and Benefits. The budget assumes all positions will be filled for the full year, while the 2022 Projected amount reflects vacancies that have occurred throughout the year. The 2023 Budget also includes 5% performance pay increase and police step increases, funding to implement the 2023 compensation study recommendations and increased healthcare costs. Finally, purchased services are increasing $1.3 million to account for inflation in repair and maintenance and the cost of community programs. Utilities and internal services are also increasing due to inflation.

FINANCIAL HIGHLIGHTS OF THE 2023 BUDGET (cont)

Expenditures by Department

Major variances by department are largely personnel related but also include inflationary increases in repairs and maintenance. The following are notable variances between the 2022 Projected and 2023 Budget:

• The variance in Community Development reflects the removal of the 2022 Parker Master Plan update that was a one-time expense and an increase in both building inspections and bank fees for which there is offsetting revenue.

• Interfund transfers are decreasing due to the one-time $24.4 million dollar transfer to the Capital Renewal and Replacement Reserve fund in 2022. The 2023 budget includes a transfer of $8.2 million based on available cash reserves.

FINANCIAL HIGHLIGHTS OF THE 2023 BUDGET (cont)

• The Parks, Forestry and Open Space increase of $1.0 million is due to an increased level of repairs and maintenance and increased personnel costs.

• The Police Department shows an increase of $3.3 million, of which $1.2 million is related to the step increases and structural changes to the compensation plan for sworn officers. It also accounts for positions that were vacant in 2021 but fully budgeted in 2022. Performance increases for civilian staff and a taser maintenance plan make up the rest of the difference.

• The Public Works Department increase of $1.7 million is split between personnel and increased repair and maintenance costs. The Department is adding four positions to account for the increased lane miles and new infrastructure projects. Labor and materials cost increases are also impacting the budget for street maintenance and snow removal.

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

* The Ending Fund Balance to Total Expenditures for the 2022 Amended Budget indicates a 16% ratio. The 2022 Budget has been amended for expense revisions approved by Town Council. It does not reflect revenue increases that have occurred.

General Fund Balance

General Fund expenditures are lower than revenue for the 2023 Budget, which results in a increase to the ending fund balance of $6.2 million (12.8% increase) from 2022 projected actuals. Responsible fiscal policy dictates that the use of cash balances should be limited to one-time expenditures, and this is the case for 2023. A one-time transfer of $8.2 million to the Capital Renewal and Replacement Reserve Fund is being made with excess cash reserves. The Town Charter requires the General Fund maintain a ratio of 25% of cash to total expense; the ratio for the 2023 Budget is 38% after this one-time transfer.

The additional cash being maintained in the General Fund will be utilized to offset increased inflationary impacts above what was budgeted. Project bids opened in fall 2022 indicated a need to provide potential funding for bid overruns. Budget amendments will be presented to Council for their approval as projects require additional funding.

FINANCIAL HIGHLIGHTS OF THE 2023 BUDGET (cont)

OTHER FUND HIGHLIGHTS

In addition to the General Fund, the Town has five other main operational and capital project funds. These are the Parks and Recreation, Cultural, Recreation, Public Improvements and Stormwater Utility Funds. Financials for each may be found under the Budget Detail tab. Highlights of variances between the 2023 Budget and the 2022 Projected Actuals for these funds follows.

Parks and Recreation Fund

The total revenue decline of $0.8 million is due to increased tax revenue of $0.5 million, decrease in transfers in of $1.1 million and a decrease of $0.2 million in contributions. On the expense side, the capital projects budgeted for 2023 are in line with the projects in 2022. The annual transfer to the Recreation Fund for parks and recreation programs is being moved from the Parks and Recreation Fund to the General Fund to free up cash for the robust Parks capital program.

Cultural Fund

Charges for services in the Cultural Fund are in line with the 2022 Projection. The 2022 Projection is higher than the 2022 Budget due to robust return of demand for programs and tickets following the COVID-19 pandemic. Revenues are not expected to increase significantly in 2023 due to the PACE center being almost at capacity for offering programs and shows. Expenditures are increasing by $0.8 million, reflecting the full cost of programs following COVID-19 and inflationary impacts in overhead costs. The Fund Balance decreases just under $600,000 (24.7%) due to funding one-time expenditures in 2023.

Recreation Fund

Charges for services in the Recreation fund are increasing $.8 million due to a strong return of demand for sports and youth programs. Expenditures are increasing $1.5 million, primarily in personnel. One full time position for a marketing coordinator is being added and the cost of the position is being shared with the Parks and Recreation Fund. The Fund Balance decreases approximately $310,000 (10.9%) due to funding one-time expenditures in 2023.

Public Improvements Fund

Revenues in the Public Improvements Fund are increasing $6.9 million due to an increase in project partner contributions. The Town is starting two major infrastructure projects with regional partners, including extending Dransfeldt Road. Projects in 2023 total $44.9 million, half of which is for the Dransfeldt Road Project. More information on capital projects can be found in that section of this document. The Fund Balance decreases $19.4 million (57.9%) due to the timing of capital projects. The Town is undertaking several major projects in 2023 due to available funding.

Stormwater Utility Fund

Stormwater revenue is down $5.6 million in 2023 due to fewer planned developer-funded capital projects as compared to 2022. Expenses are decreasing by $7.6 million for the same reason. The Fund Balance decreases just over $850,000 (37.9%) due to the timing of receipt of developer contributions.

All of the Town funds are included in the Budget Detail section of this document. Additional variance information may be found there for the above funds and also for those remaining funds not included above.

FINANCIAL HIGHLIGHTS OF THE 2023 BUDGET (cont)

STAFFING

The chart below summarizes the full-time equivalent (FTE) employee numbers by department and fund for the time period 2019 through the 2023 Budget. Full-time equivalent numbers convert staff time into the decimal equivalent. One full-time position (1.0 FTE) is defined as containing 2,080 hours (typically 40 hours per week); a half-time position (.5 FTE) requires 1,040 work hours (20 hours per week).

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

* The amounts presented under Part-Time/Seasonal represent Full-Time Equivalents and not actual positions.

Staffing Variances from 2022 Projected to 2023 Budget

The changes in the part-time and seasonal staff from 2022 to 2023 are primarily in the Cultural and Recreation Funds where the number of employees increased to accommodate the return of demand for programs and services following the COVID-19 pandemic.

The full-time staffing variances reflect the need for additional operational and support staff as the Town grows. Full-time staffing increases have been kept to a minimum in prior years as the Town focused instead on operational efficiencies and relied on part-time and seasonal employees for

FINANCIAL HIGHLIGHTS OF THE 2023 BUDGET (cont)

many services. The Town is now at a point where more employees are needed to maintain the level of service expected by the citizens. The difficulty in hiring part-time and seasonal staff in the current economic climate was also a factor in adding full-time positions.

The impact of the increased FTEs is found in all employee-related cost areas. The increases impact the areas of salary and benefits, computer and software, office or work equipment, uniforms, office furniture, vehicle, training and travel.

TOTAL

FUND BUDGET AND HISTORICAL SUMMARIES

SUMMARY OF ALL FUNDS BY FUND TYPE

TOTAL FUND BUDGET AND HISTORICAL SUMMARIES (cont)

WHERE IT COMES FROM... REVENUES (ALL FUNDS)

WHERE IT GOES TO... EXPENDITURES (ALL FUNDS)

TOTAL FUND BUDGET AND HISTORICAL SUMMARIES (cont)

FUND BALANCE AND FUND CASH PROJECTIONS

Click on the fund name in the table below to go directly to the detail for this fund including sources of revenue and types of expenditures.

Fund Balances

This chart is included to show the fund balances for each of the Town’s funds. A fund balance reflects the net financial resources of a fund; in other words, assets minus liabilities. In simpler terms, this is equivalent to dollars available to spend. If some of the funds’ resources are not available to spend, those resources would be indicated by “restricting” or “reserving” a portion of the fund balance.

Town of Parker 2023

TOTAL FUND BUDGET AND HISTORICAL SUMMARIES (cont)

The Governmental Accounting Standards Board (GASB) Statement Number 54 (Reporting and Governmental Fund Type Definitions) is used by the Town. The statement provides clearlydefined categories of fund balance to make the nature and extent of the constraints placed on a government’s fund balance more transparent. The categories of fund balance are as follows: nonspendable, restricted, committed, assigned and unassigned. The fund balances reported in this document reflect the total of these categories. The Town’s Annual Comprehensive Financial Report (ACFR) provides the breakdown on a historical basis.

Updated budget information by fund is always available online via Town of Parker Open Budget

BASIS OF PRESENTATION, BUDGETING AND ACCOUNTING

BASIS OF PRESENTATION—FUND ACCOUNTING

The activities of the Town are organized into separate funds that are designated for a specific purpose or set of purposes. Each fund is considered a separate accounting entity, so the operations of each fund are accounted for with a set of self-balancing accounts that comprise its revenues, expenses, assets, liabilities and fund equity as appropriate.

The number and variety of funds used by the Town promotes accountability but can also make municipal budgeting and finance complex. Therefore, understanding the fund structure is an important part of understanding the Town’s finances. The three basic fund categories are Governmental Funds, Proprietary Funds and Fiduciary Funds; within each fund category there are various fund types. Following is a description of the seven fund types that contain the Town’s various funds. Only six of these funds are budgeted as the Town does not have the authority to spend on its own the resources accounted for in the Fiduciary Fund.

GOVERNMENTAL FUNDS

General Fund

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

Special Revenue Funds

Special Revenue Funds account for activities supported by revenues that are received or set aside for a specific purpose that are legally restricted. The Town has four Special Revenue Funds that it budgeted in 2023, the Parks and Recreation Fund, Conservation Trust Fund, Cultural Fund and Recreation Fund. A fifth, the Law Enforcement Assistance Fund, was closed in 2022, and the activities in this fund were moved to the General Fund.

Capital Projects Funds

Capital Projects Funds account for financial resources that must be used for the acquisition, improvements or construction of major capital projects. The Town has eight Capital Projects Funds:

• Public Improvement Capital Project Fund

• Excise Tax Fund

• Capital Renewal and Replacement Reserve Fund

• Impact Fee Funds

• Public Works

• General Government

• Police Facility

• Court Facility

• Hess Ranch Metro District Fund

BASIS OF PRESENTATION, BUDGETING AND ACCOUNTING (cont)

Three funds were closed as of 2022: the Parks and Recreation Impact Fee Fund, the Transportation Impact Fee Fund and the Parkglenn Construction Fund. The monies in these funds were allocated toward eligible projects and the funds were closed.

The 10-year capital improvements plan lists approved and anticipated capital projects of the Town, and is located in the capital section of the budget document.

Debt Service Funds

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

PROPRIETARY FUNDS

Enterprise Funds

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

Internal Service Funds

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

FIDUCIARY FUNDS (CUSTODIAL FUNDS)

Trust Funds

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

BASIS OF PRESENTATION, BUDGETING AND ACCOUNTING (cont)

FUND SUMMARY

The information on the previous pages is summarized below in a table format. Also included is an indication of which funds are considered to be major funds based on the definition by the Governmental Accounting Standards Board (GASB). All other listed funds are classified as nonmajor funds. All of these listed funds, except for the Fiduciary Funds, are included in the Town’s audited financials. Budgets are included in this document for all listed funds, except for Parker Authority for Reinvestment, Greater Parker Foundation fund, and the Fiduciary Funds.

BASIS OF PRESENTATION, BUDGETING AND ACCOUNTING (cont)

The following chart illustrates the fund structure and the various funds the Town uses. Also shown is the total expense budget further split by fund and fund type The total appropriation amount for all funds, including interfund transfers, is $185,891,808.

BASIS OF PRESENTATION, BUDGETING AND ACCOUNTING (cont)

BASIS OF BUDGETING

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

BASIS OF ACCOUNTING

Basis of accounting refers to the point at which revenues or expenditures are recognized in the accounts and reported in the financial statements. The government-wide financial statements, as well as the financial statements for proprietary funds and fiduciary funds, are reported using the economic resource measurement focus and the accrual basis of accounting. Under accrual basis of accounting, revenues are recorded when earned and expenses are recorded when a liability is incurred, regardless of when the cash is received or disbursed.

Governmental fund financial statements are reported using current financial resources measurement focus and the modified accrual basis of accounting. Under modified accrual basis of accounting, revenues are recognized as soon as they become both measurable and available, and expenditures are recorded in the period that the expenditure occurs and becomes a liability.

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

BASIS OF BUDGETING VS. BASIS OF ACCOUNTING

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

SUMMARY

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

BASIS OF PRESENTATION, BUDGETING AND ACCOUNTING (cont)

BUDGET AND FINANCIAL POLICIES

The Town of Parker has an important responsibility to its citizens to account for public funds and manage municipal finances wisely. This section provides a summary of the significant elements of the adopted Annual Budget and major financial policies in place to ensure the funding for the Town’s services is managed responsibly. Financial policies are reviewed with Town Council annually during the budget review for ongoing relevance and adherence to the policy.

The Town of Parker prepares the operating and capital budgets simultaneously each year. All funds are included in the operating budget.

BALANCING THE BUDGET

• The budget is considered to be balanced when proposed expenditures do not exceed proposed revenues and available fund balances for any budgeted year. This applies to all funds contained in the budget.

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

• Sales and excise taxes are the primary revenues used by the Town to offset expenditures and balance the budget. Property taxes, charges for services and other revenues are also used.

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

• Revenues remaining from the previous year will be placed in the fund balance and can be used for the purpose of balancing the budget, as long as the Council-mandated contingency amount is maintained.

BUDGET RESERVES AND FUND REPLENISHMENT

• The non-appropriated General Fund balance will be maintained at levels sufficient to provide necessary working capital and contingency reserves. Beginning with 2018, the reserve was set at a minimum of 25% of the total General Fund expenditures. In addition, reserves for future major capital expenditures may be accrued in the fund balance.

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

• Use of the budget reserves must be recommended by the Town Manager and be approved by a majority vote of the Town Council.

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

REVENUES

One-time Revenues

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

• Grants must be shown as revenue in the appropriate fund and approved for expenditure by the Town Council. Also, the funds may only be used for the intended purpose as outlined by the contributing party.

• One-time revenues, such as tax windfalls, will be placed into the fund balance of the appropriate fund. The funds can be utilized only after the Town Council has approved the expenditure.

• It is likely the one-time revenues and corresponding expenditures were unknown at the time of budget development. The budget adjustments must be included as a budget amendment once they are known.

Service Charges and Fees

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

Temporary Loans between Funds

The transfer of revenues between funds to cover temporary shortfalls in cash revenue is at the discretion of the Finance Director, but is only permissible under the following circumstances:

• A temporary loan can be made to funds that may experience a revenue lag due to collections.

• A temporary loan can be used to satisfy a shortfall in a transfer to a subsidized fund until the budget can be revised to the required transfer amount.

EXPENDITURES

Expenditure Types

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

Personnel

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

Budget Reallocation

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

Capital Outlay

Capital outlay funds are to be appropriated for specific capital assets. Purchasing, acquiring or constructing a capital asset must be verified by the Finance Department prior to the purchase or contract to ensure that the expenditure of capital outlay funds has been specifically approved by Council during the budget process. Expenditure of capital outlay funds that are not on the approved list must be reviewed by the Finance Director and the appropriate Department Director prior to approval by the Town Manager and before making the purchase.

BUDGET AND FINANCIAL POLICIES (cont) REVENUE AND SPENDING LIMITATIONS

In 1992, voters approved the Taxpayer’s Bill of Rights (TABOR) Amendment to the Colorado Constitution that places limits on revenue and expenditures of the state and local governments. Even though the limit is placed on both revenue and expenditures, the constitutional amendment in reality applies to a limit on revenue collections. Growth in revenue is limited to the increase in the Denver-Boulder Consumer Price Index plus local growth (new construction and annexation). This percentage is added to the preceding year’s revenue base and the result is the dollar limit allowed for revenue collection in the ensuing year. Any revenue collected over the limit must be refunded to the citizens. Federal grants or gifts to the Town are not included in the revenue limit.

In April 1996, voters in Parker approved an amendment to the Home Rule Charter which authorizes the Town to collect, retain and expend all revenue of the Town for 1996 and each subsequent fiscal year, not withstanding any limitation contained in Article X, Section 20 of the State Constitution. The Amendment is complex and subject to judicial interpretation. The Town believes it is in compliance with the requirements of the Amendment; however, the Town has made certain interpretations in the Amendment’s language in order to determine its compliance.

The Amendment requires that emergency reserves be established. These reserves must be at least 3% of fiscal year spending (excluding bonded debt service). The Town is not allowed to use the emergency reserves to compensate for economic conditions, revenue shortfalls or salary or benefit increases.

ENTERPRISE FUNDS

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

AUTHORITY OVER EXPENDITURES

All expenditures for the Town must be for Town business, properly authorized and approved, and within the Town Council’s approved budget.

The Chief Procurement Officer (CPO) is the public purchasing official for the Town, responsible for providing direction and assistance in the acquisition of goods and services. The CPO will procure all goods and services in excess of $5,000 with some limited exceptions specifically defined in Town policy. These purchases also require a pre-approved Authorization for Expenditure. Procurements of $20,000 or more require a competitive process with the award given to the lowest responsible and responsive bidder.

Expenditures of any amount must be authorized by the Department Director, accomplished by signing the source document to be paid or approving an Authorization for Expenditure. The Director may provide written authorization delegating his or her approval authority as follows:

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

• The Department Director may delegate his or her approval on invoices or other cash disbursements under $10,000 to a Deputy Director or under $5,000 to a direct report.

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

BUDGET AND FINANCIAL POLICIES (cont)

Although the ultimate responsibility for a departmental budget lies with that Department’s Director, purchases greater than $5,000 require further approvals. Purchases between $5,000 and $100,000 also require approvals from the budget authority, procurement and the Town Manager. Purchases of $100,000 and more also require Town Council approval.

The Town Operations Manual provides complete policy and procedural detail on all expenditures.

EXECUTIVE TERMINATION OF APPROVED SPENDING

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

DEBT MANAGEMENT

Short-term Debt/Lease-purchase Agreements

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

Long-term Debt

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

Bond Rating

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

Voter Approval of Debt

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

The full Debt Management Policy can be found on the Town of Parker website.

BUDGET AMENDMENTS

The Town Charter allows Town Council to make additional appropriations by ordinance during the fiscal year for unanticipated expenditures of the Town. Such appropriations shall not exceed the amount by which actual and anticipated revenues of the year exceed the revenues estimated in the budget, unless the appropriations are necessary to relieve an emergency endangering public peace, health, safety or property.

Requests for budget amendments are submitted to the Finance Director for consideration. If the request is justified and there is offsetting revenue, it is submitted to the Town Manager for approval prior to being placed on a Council agenda. Budget amendments are presented to Town Council at a regular meeting and require two readings prior to adoption.

DEBT SERVICE AND FINANCIAL OBLIGATIONS

Occasionally, the Town has issued debt as a means of providing the necessary funding to construct major capital projects. When advantageous, the Town has also used long-term financing to fund land and equipment purchases.

The Town has outstanding long-term financial obligations in the form of sales and use tax revenue bonds and certificates of participation. There are no current plans to increase the amount of debt.

DEBT LIMITATIONS

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

OUTSTANDING DEBT AND FINANCIAL OBLIGATIONS

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

2015 Sales and Use Tax Refunding Note

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

Sales and Use Tax Refunding Note

2019 Certificates of Participation

In 2019, the Town refunded all of the Certificates of Participation, Series 2009A with an outstanding aggregate principal amount of $34,190,000 with the proceeds from the sale of Refunding Certificates of Participation, Series 2019 with an aggregate principal amount of $25,215,000. The leased property associated with the Series 2019 COPs is the existing Town police building and the six-acre site upon which it is located.

The annual debt service payments are accounted for in the Interdepartmental Department budget in the General Fund. The debt service payment schedule is shown in the following table.

Certificates of Participation Series 2019

2014 Certificates of Participation

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

Certificates of Participation Series 2014

DEBT SERVICE AND FINANCIAL OBLIGATIONS (cont)

TOWN CREDIT RATINGS

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

• 2006 Sales and Use Tax Revenue Bonds – AA Standard & Poor’s, Fitch

• 2019 Certificates of Participation – AA Standard & Poor’s

• 2014 Certificates of Participation – AA Standard & Poor’s

DEBT SERVICE FUND SUMMARY

The table below summarizes the fund transactions for each of the three outstanding obligations.

LONG-RANGE PLAN

LONG RANGE PLAN

Within the next 15 years, the planned developments within the Town boundaries will be largely completed and the Town will be built-out. This has important implications for both Town revenue streams and Town activities. Tax revenue growth that is related to population growth, such as sales taxes, will level off. Property tax revenue and franchise fees will also see declining growth as the number of incremental homes drops off.

The Public Works department will shift its focus from building new infrastructure to maintaining existing Town assets. With new infrastructure projects complete, building-related revenues such as excise tax and large residential building permits will decrease. These are substantial, one-time revenues that support building new infrastructure that will not be available to maintain it longterm.

In the meantime, the Town has considerable planned infrastructure needs for the next ten years, both within the community and within the Town government itself. As the community grows, the Town will also need to increase staff and operational expenses to support community services and programs. To support all these needs and prepare for the changes that will come with build-out, the Town must strategically leverage all its revenue sources and create a deliberate timeline for projects and growth.

In order to address these strategic issues and achieve the Town’s strategic goals, the Town developed a detailed Long-Range Financial Plan (LRP) for five funds starting in 2022. The funds included are the significant operating and capital funds that are impacted by or impact the General Fund. The LRP includes the 2023 Budget and estimates for years 2024 through 2032. The LRP is an evolving road map for the Town’s financial future. It is intended to serve as a tool to identify both challenges and opportunities and to provide insight to address issues impacting the financial condition of the Town. It also presents a picture of how the funds interact with each other, including how even small changes to one fund’s revenue or expense assumptions impact the overall financial picture.

The LRP incorporates all the projects in the 10-year Capital Improvement Plan and includes an average of five incremental staff positions a year. In 2023, year one, there are nine new positions to reflect the actual staffing needs for next year. On the revenue side, the LRP strategically makes use of the most restricted revenue first to maximize flexibility. Finally, this year, the LRP does not include the full impacts of build-out since it is projected to occur outside of the ten-year planning period. Some slowing of development-related revenue growth is addressed in the Public Improvement Fund section. Economic factors such as inflation or market cycles are only included in the near term because the outlook is always changing as the projection extends farther out, and they tend to impact both the revenue and expense side to mitigate the overall impact. For 2023, the current economic trends, including inflation, are included in both the expenditure and revenue budgets.

LONG RANGE PLAN

GENERAL FUND LONG-RANGE PLAN

The LRP for the General Fund assumes steady revenue growth overall, with larger increases in early years that begin to taper off by 2032. This is because much of the population growth that drives increases in the main revenue sources is occurring now. The sales tax growth rate declines to 5% by 2032, while other major revenue sources also reflect declining growth. A percentage of costs associated with the Parks and Recreation Department in the General Fund are reimbursed via a transfer from the Parks and Recreation Fund. A percentage of Stormwater costs in the General Fund are also reimbursed through a transfer from that fund.

On the expense side, operational expenses excluding personnel, capital outlay and transfers out are projected to increase 8% in 2023, with increases stepping down to 4% by 2025. This is an adjustment from last year’s assumptions in order to factor in the current inflationary environment. Personnel categories are projected to increase 7% until 2024 and then step down to 5% by 2028, not including the five incremental positions added per year in this fund. Personnel cost assumptions were adjusted from last year to reflect the current tight labor market. Health care

General Fund

GENERAL FUND LONG-RANGE PLAN (cont)

costs are projected to increase 10% per year based on cost increases that the Town has seen since it became self-insured.

Capital outlay costs vary from year-to-year and are minimal to include improvements to Town buildings and equipment for operations, such as police and parks maintenance equipment. The projects included in the Town Facilities Master Plan can be found in the Capital Renewal and Replacement Reserve Fund. Transfers out also vary based on the cash needs in other funds that are supported by the General Fund.

Based on this model, the fund balance in the General Fund falls under the required 25% in 2028. The amount of cash required varies since the requirement is a percentage of expenditures. The Town will have to review the timing of projects, modify expenditures and/or identify new revenue sources to build up the fund balance to maintain the legally required reserves.

LONG RANGE PLAN

PARKS AND RECREATION FUND LONG-RANGE PLAN

The major revenue source for the Parks and Recreation Fund is the half-cent sales tax that is dedicated to parks and recreation in Town. As such, the LRP assumes the same revenue growth as the General Fund, with larger increases in early years that taper off by 2032. There is also a $4 million transfer from the Excise Tax Fund in 2024 to fund the construction of the Salisbury Park North facilities according to the Salisbury Park Master Plan.

The Parks and Recreation Fund is where most of the capital projects for parks and recreation are held, so expenditures vary with anticipated development and infrastructure needs. Major projects include the Salisbury Park North project in 2024, ongoing parks and trails development and a second recreation center at Reata West in 2030. The incremental revenues and expenses associated with the operation of Salisbury Park North are reflected in the Recreation Fund, while no incremental expenditures and revenues are included for the second recreation center due to anticipated construction time.

PARKS AND RECREATION FUND LONG-RANGE PLAN (cont)

The fund maintains a healthy cash reserve balance, except for 2024 and 2025, when the Salisbury Park project is underway. The timing and scope of projects can be adjusted, and there is also anticipated capacity in the Excise Tax Fund to increase the transfer in a particular year, if needed.

LONG RANGE PLAN

CULTURAL FUND LONG-RANGE PLAN

The LRP for the Cultural Fund assumes that revenue grows incrementally at 3% through 2032. The Cultural Department already offers robust programming in shows, rentals and classes that makes the most of the space available at the PACE Center, the Schoolhouse and Ruth Chapel. Therefore, room for more programming and rentals is limited.

Not including Capital Outlay, expenditures assume the same 8% growth as the General Fund in 2023 and then tapers down to 4% in 2025. Personnel costs similarly taper from 7% to 5%, and health care costs increase by 10% each year. Capital outlay varies with the replacement needs at the cultural facilities. Although the expansion of PACE center is included in the Capital Renewal and Replacement Reserve Fund, new revenues and expenditures associated with the expansion will be included in this fund when the project is closer to being started in 2031.

The fund balance in the Capital Fund is adequate throughout the next ten years, thanks to robust demand for programming and strong cost recovery of Parker Arts programs. The transfer from the General Fund remains fairly consistent as a result.

CULTURAL FUND LONG-RANGE PLAN (cont)

Parker Arts staff will continue to evaluate programs, pricing and cost recovery strategies to ensure that the Cultural Fund remains in a strong position.

LONG RANGE PLAN

RECREATION FUND LONG-RANGE PLAN

The LRP plan for the Recreation Fund assumes that revenue grows incrementally between 2-3% through 2032, with higher growth in the near term in some categories to reflect the strong return of demand for youth programs and rentals following the COVID-19 pandemic. While the space at the current Recreation Center and Fieldhouse limits the growth of programs and rentals, the construction of Salisbury Park North starting in 2024 is expected to contribute additional revenue by 2028. The Parks and Recreation Department is also hiring a new marketing coordinator in 2023 to position the Town to meet the changing needs of Parker’s active community since the pandemic.

The LRP assumes the same rates of expenditure growth as the General Fund and the Cultural Fund, since recreation programs are impacted by the same inflationary trends and labor market. Some adjustments are also being made to the personnel structure to attract and retain staff in particularly challenging areas, such as lifeguards. The capital outlay varies according to anticipated equipment replacement needs, but overall, capital projects are minimal in this fund.

Recreation Fund

Long-Range Plan

RECREATION FUND LONG-RANGE PLAN (cont)

The fund balance of the Recreation Fund is maintained through an annual transfer from the General Fund starting in 2022. This represents a change from historical budgets in which the transfer was made from the Parks and Recreation Fund. The fund balance falls too low in 2032, which will have to be addressed through the General Fund transfer (if funds are available), operational adjustments and/or new incremental revenues. It is also likely that revenues from the new recreation center at Reata North will start to come in at the end of 2032 or 2033.

LONG RANGE PLAN

PUBLIC IMPROVEMENTS FUND LONG-RANGE PLAN

The LRP for the Public Improvements Fund assumes building-related taxes and intergovernmental shareback revenues will show higher growth in the near term as the activities that support these revenues are occurring now. By 2032, the growth tapers off to 2% for all major revenue sources. Contributions are budgeted according to the anticipated revenues received from developers for planned development activities. It is likely that more contributions will be identified in the later years than are currently included in the plan; however, project expenditures will increase proportionally with those revenues.

Expenditures vary from year to year depending on development and expected infrastructure replacement needs. Several large street widening and extension projects make up the large capital numbers in 2023 and 2024, including the extension of Dransfeldt Road and the widening of Lincoln Avenue, Stroh Road and Chambers Road. Intersection improvements at Lincoln Avenue and Jordan Road are another near-term improvement.

Due to large street projects being clustered in the next few years, the fund balance in the Public Improvements Fund is projected to go negative in 2024-2026 and drop too low in 2029 and

Public Improvements Fund

PUBLIC IMPROVEMENTS FUND LONG-RANGE PLAN (cont)

2031. This suggests that the fund can support all of the planned projects, but the timing will have to be adjusted. This will be accomplished through the annual priority scoring process for capital projects. There is also anticipated capacity in the Excise Tax Fund to increase the transfer in to the Public Improvements Fund after 2026, if needed. The transfer is forecasted conservatively in later years due to the requirement that the entire amount be spent on eligible projects in the year that it is transferred.

LONG RANGE PLAN

BUDGET DETAIL

FUNDS OVERVIEW OVERVIEW

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

• A five-year revenue and expenditure summary including ending fund balances

• Authorized Full-Time-Equivalent (FTE) positions

• An explanation of significant variances between the current year adopted budget and the projected prior year

• 2022 accomplishments

• 2023 goals

• Performance measures

Due to the nature of various funds, the presentation of these items in each fund may vary and is detailed below.

GENERAL FUND

The General Fund is the main operating Fund of the Town. Town operations accounted for in this fund include Police/Public Safety, Public Works, Building Inspection, Community Development, Municipal Court and Administration.

The General Fund section includes a summary of total revenues and expenditures including the ending fund balance. The remaining detail is accounted for by department.

GENERAL FUND BY DEPARTMENT

• Communications

• Community Development

• Economic Incentives and Interfund Transfers

• Elected Officials

• Emergency Response - COVID-19

• Finance

• Human Resources

• Interdepartmental

• Municipal Court

• P3 Support Services

• Parks and Forestry/Open Space

• Police

• Public Works

• Town Attorney

• Town Clerk

• Town Manager

FUNDS OVERVIEW (cont)

SPECIAL REVENUE FUNDS

Special Revenue Funds account for activities supported by revenues that are legally restricted for a specific purpose.

There are two Special Revenue Funds that are not included in this budget, but are included in the Annual Comprehensive Financial Report: the Parker Authority for Reinvestment Fund and the Greater Parker Foundation Fund. These funds are legally separate entities for which the Town is financially accountable.

FUNDS

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

• Cultural Fund: This fund is for activities related to the Cultural Department, also known as Parker Arts.

• Law Enforcement Assistance Fund: This fund historically included crisis intervention, police training and equipment, and victim services and support. This fund will be closed in 2022, and these activities will be accounted for in the General Fund in the Police Department.

• Parks and Recreation Fund: This fund primarily accounts for planning, design and construction of parks, trails and recreation facilities. Other uses include land acquisition, repayment of debt issued and special studies and analysis related to the overall operation, functionality and implementation of park and recreational facilities.

• Recreation Fund: This fund accounts for the operations of recreational facilities, including the Fieldhouse, Recreation Center and parks.

CAPITAL PROJECTS FUNDS

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

FUNDS

• Capital Renewal and Replacement Reserve Fund: This fund accounts for funds which can be used to fill budgetary gaps related to the renewal and/or replacement of aging equipment and facilities.

• Excise Tax Fund: This fund holds new development excise taxes to be transfered to other funds to pay for roads, parks or municipal facilities.

• Impact Fee Funds: This fund accounts for the impact fee revenue received for a few months before voters replaced it with an increased excise tax. The balance may be used for specific capital projects.

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

• Parkglenn Construction Fund: This fund historically held funds in escrow for a traffic signal at Parker Road and Parkglenn Way. The signal was budgeted for construction in 2022. The fund has a zero balance for the current budget year but remains in this document for historical information.

FUNDS OVERVIEW (cont)

• Public Improvements Fund: This fund accounts for streets capital projects which include Town-constructed road and bridge additions, extension and expansions of roads, traffic signal installations and median landscaping.

DEBT SERVICE FUNDS

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

FUNDS

• General Debt Service Fund: This fund is for payments of principal and interest on the 2014 Certificates of Participation issued to finance construction of the Public Works Operation Center (PWOC).

• Recreation Debt Service Fund: This fund is for payments of principal and interest on the sales and use tax bonds and Certificates of Participation issued to finance construction of recreation capital projects.

ENTERPRISE FUND

Enterprise Funds account for operations that are financed and operated in a manner similar to private businesses, where the intent of the Town is that the fund will be self-supporting.

The Town of Parker has one Enterprise Fund, so the detailed section for the fund includes the revenue and expenditures, including the ending fund balance for this fund.

FUND

• Stormwater Utility Fund: This fund accounts for fees collected from residential and commercial properties so that the Town can properly plan, construct and maintain stormwater systems.

INTERNAL SERVICE FUNDS

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

FUNDS

• Facility Services Fund: This fund accounts for the maintenance of most Town facilities, including the building maintenance and janitorial services of approximately 32 sites.

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

• Medical Benefits Fund: This fund accounts for the payment of medical claims for employees and their covered dependents. The Town is partially self-funded for medical care.

• Technology Management Fund: This fund accounts for computer maintenance and replacement, software management, network administration, data security, data backup and recovery, GIS mapping, end user support and technical support for all Town departments.

GENERAL FUND

GENERAL FUND

SUMMARY

GENERAL FUND REVENUE (IN TOTAL)

GENERAL FUND EXPENDITURES (BY DEPARTMENT)

• Communications

• Community Development

• Economic Incentives and Interfund Transfers

• Elected Officials

• Emergency Response - COVID-19

• Finance

• Human Resources

• Interdepartmental

• Municipal Court

• P3 Support Services

• Parks and Forestry/Open Space

• Police

• Public Works

• Town Attorney

• Town Clerk

• Town Manager

SPECIAL REVENUE FUNDS

CAPITAL PROJECTS FUNDS

DEBT SERVICE FUNDS

ENTERPRISE FUND

INTERNAL SERVICE FUNDS

GENERAL FUND: SUMMARY

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES

Five Year Historical Highlights

The Compound Annual Growth Rate (CAGR) shows the growth or contraction in each of the major revenue and expenditure lines for the five-year time period of 2019 – 2023. Use of the CAGR helps to show a longer period trend rather than focusing on just one year change over another.

• Not including the debt refunding proceeds in 2019, total Revenues have grown by 8% which is just under the 10% growth in the Taxes category. Sales tax is the primary revenue source in the General Fund so it is to be expected that there is a strong correlation between these two rates.

• Licenses and Permits reflect the growth in building permits for new housing developments in Town.

• Fines and Forfeitures are flat largely due to the Police Department’s current strong emphasis on community policing and education of citizens rather than a focus on ticket issuance.

• Interest revenue has fluctuated since 2019 due to the impact of Federal Reserve rate changes.

• Community contributions to the Town are the primary revenue source in the Miscellaneous category and vary from year to year.

GENERAL FUND: SUMMARY (cont)

• Not including the debt service refunding in 2019, the Total Expenditures’ CAGR of 11% is driven by increases in Transfers Out and Salary and Benefits. The years 2021 and 2022 include a transfer to the Capital Renewal and Replacement Reserve Fund to help cover infrastructure needs identified in the 2021 Facilities Master Plan. Excluding the debt service refunding and Transfers Out results in a CAGR for Total Expenditures of 9%.

• Salary and Benefits have grown 10%, which includes employee compensation increases and increased healthcare costs in addition to incremental increases in staffing as the Town grows. The 2022 and 2023 budgets position the Town to remain competitive in the tight labor market. Other categories have increased to factor in inflation and Town population growth in order for the Town to continue to provide exceptional services and programs to the citizens.

• In 2019, the Town completed a refunding of outstanding debt that has lowered the Debt Service.

• Capital Outlay fluctuates due to the timing of necessary capital asset purchases and projects. More information on current and future capital outlays can be found in the Capital Budget section of this document.

2023 Adopted Budget vs. 2022 Projected Actual

• The 2023 budgeted total expenditures are decreasing $7.8 million from the 2022 projection due to the difference in the transfer from the General Fund to the Capital Renewal and Replacement Reserve Fund. This decrease is offset by increases in Salary and Benefits and other operational expenses.

• Salary and Benefits increases from the 2022 budget include a 5% performance pay increase and police officer step plan increase and anticipated increases associated with a compensation study scheduled for 2023.

• Supplies, Purchased Services, Internal Services and Utilities are increasing due to inflation.

• The 2023 Capital Outlay budget includes replacement of some aging equipment at Town facilities and parks maintenance equipment.

• The Fund Balance increases $6.2 million (12.8%) due to General Fund expenditures being lower than revenues for the 2023 Budget.

GENERAL FUND: SUMMARY (cont)

NOTE: Department-specific budget variances are found in the individual departmental budget pages which follow the General Fund Summary and General Fund Revenue sections.

GENERAL FUND: SUMMARY (cont)

SOURCES OF REVENUE: GENERAL FUND

EXPENDITURES BY TYPE: GENERAL FUND

GENERAL FUND: REVENUE

GENERAL FUND: REVENUE (cont)

GENERAL FUND: REVENUE (cont)

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES

Additional information on major General Fund Revenues can be found in the Revenue Manual section of this document.

2023 Adopted Budget vs. 2022 Projected Actual

• Overall, General Fund revenue is expected to increase 7% from the 2022 projection of $73.3 to $78.4 million. This increase is driven primarily by budgeted growth of sales tax revenue of 8%.

• Property Tax Revenue is budgeted to remain flat due to 2022 not being an assessment year for property tax valuations.

• Electric Excise Tax revenue is budgeted to increase 4% to account for increased development.

• Robust construction activity resulted in a large increase in building permit revenue projected for 2022. The same level of activity is expected to continue in 2023.

• Business license revenue is decreasing to zero due to new state legislation that prohibits business licenses to be required for businesses without a physical location in the Town. The Town is removing business license fees for all businesses to keep its policies equitable.

• Revenue from Miscellaneous is increasing to include a state mandated plastic bag surcharge that will be in effect for 2023.

GENERAL FUND EXPENDITURES BY

DEPARTMENT/DIVISION

COMMUNICATIONS

ABOUT COMMUNICATIONS

The Town Manager’s Office Communications staff works to enhance communication between the Town and Parker residents, the media and other interested parties. Townwide public relations are handled by the division, including promoting the Parker community, responding to media inquiries and providing awareness of and opportunities for citizen involvement in the Town’s decisionmaking processes. The division serves as the Public Information Office for the Town.

BD-14

GENERAL FUND: EXPENDITURES

Shaded sections represent equivalent positions with title or level changes.

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES

2023 Adopted Budget vs. 2022 Projected Actual

• The 2023 budget for Salary and Benefits includes funding for a performance pay adjustment of 5% and increased healthcare costs.

• The Purchased Services budget includes an increase in the cost of putting on community events.

• The increase in costs associated with community programming is offset by overall general fund revenue increases.

2022 ACCOMPLISHMENTS

Support an Active Community

• Implemented a new Volunteer Portal System (VolunteerParker.org) to promote volunteer opportunities that exist across all Town departments

• Reintroduced a full schedule of Town special events following the phase-out of COVID-19 attendance restrictions

SECTION TITLE

GENERAL FUND: EXPENDITURES

Department: Communications

Innovate with Collaborative Governance

• Launched a redesigned Town of Parker website (ParkerOnline.org) featuring easier navigation and search functions, as well as additional accessibility features for ease of use

• Introduced a new and innovative drone light show for the Town’s July 4th event, one of the first such shows ever to be held in the Denver metro area

Foster Community Creativity and Engagement

• Recorded 200,000 engagements on Town social media channels through October.

• Attracted 236,132 visitors to the Town website through October

• Transitioned live streaming of Town public meetings from Facebook to YouTube, making it easier for more residents to keep informed about their local government

Enhance Economic Vitality

• Worked alongside long-time event partner The Rotary Club of Parker to introduce a new format for the State of the Town event to improve engagement with business and community members

• Led communications and engagement efforts for implementation of the My Mainstreet project, the largest development and community-building project in the history of downtown Parker

2023 GOALS

Support an Active Community

• Introduce new community event permit platform to better serve the needs of our active community

Innovate with Collaborative Governance

• Work with other Town departments to meet the State of Colorado’s new website accessibility standards, which will take effect in 2024

• Launch a redesigned Parker at Work Employee Intranet to better support all departments across the organization

Foster Community Creativity and Engagement

• Explore new community outreach activities to better connect residents with their local government

• Expand the use of video as a communications and engagement platform

GENERAL FUND: EXPENDITURES

PERFORMANCE MEASURES BY STRATEGIC GOAL

OUTPUT MEASURE: Number of individuals who showed interest in attending one of the Town's large special events, such as the Stars and Stripes Celebration, Mayor's Holiday Lighting, Bike to Work Day, or Hometown Holiday Experience, by visiting the Town's online events webpage*

OUTPUT MEASURE: Recorded engagements (likes/reactions, clicks, comments, shares) between Town of Parker, Facebook, Twitter and Instagram accounts

Reflects overall social media engagement efforts for the Town channels.

OUTPUT MEASURE: Recorded engagements by individuals who participated in at least one project on the Town's online community engagement platform through an action such as viewing a project, downloading a document, asking a question, participating in a survey or contributing an idea*

New performance measures more accurately reflect departmental goals that align with the Town's overarching strategic goals.

A handful of factors are likely affecting Town social media engagement in 2021. Facebook has restructured how pages are promoted reducing the number of followers who see our posts on their News Feed. The engagement drop among municipalities' pages is a trend being experienced by many of our peers nationally, as evidenced by discussion among Government Social Media Organization professionals. Regular pace of events/activity frequency did not resume until fall and community events are some of the biggest drivers for engagement numbers. We also saw a diminished response/engagement to COVID messaging from 2020.

COMMUNITY DEVELOPMENT

ABOUT COMMUNITY DEVELOPMENT

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

GENERAL FUND: EXPENDITURES

GENERAL FUND: EXPENDITURES

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES

2023 Adopted Budget vs. 2022 Projected Actual

• The 2023 budget for Salary and Benefits includes funding for a performance pay adjustment of 5% and increased healthcare costs. Vacancies in 2022 are the reason for the lower 2022 projection compared to the 2022 budget.

• Building Inspection costs are increasing to accommodate increased roof inspections due to growth. These costs are recovered when building permits are issued.

• Purchased services are decreasing due to a one-time master plan update included in 2022.

2022 ACCOMPLISHMENTS

Support an Active Community

• Along with Parks and Recreation, advanced Phase Three (3) of the Parks Dedication Standards Project to prepare a draft design manual that will guide the types of amenities and improvements incorporated into future parks and parks renovation

• Worked with Parks and Recreation/Engineering-Public Works to complete the Bicycle and Pedestrian Master Plan Update Final Draft, with scheduled completion in Q1 2023

• Negotiated a Planned Development (PD) zoning amendment and Partial Waiver Resolution amendment for the Hess Ranch PD, also known as Looking Glass, that will increase planned parks and open space by 10+ acres

Foster Community Creativity and Engagement

• Negotiated Exhibit D of the My Mainstreet Development Agreement for downtown redevelopment that includes a major public art component across the development sites

GENERAL FUND: EXPENDITURES

Department: Community Development

Enhance Economic Vitality

• Approved several commercial/light industrial development projects that generated retail sales tax, employment and economic activity, including: Phase Two of the EDGE 470 flex project, Trader Joe’s grocery store, an unnamed grocery store in the former Goodwill space, and Anthology North Planned Development Segment One

• Prepared Land Development Ordinance amendments that establish new standards governing the duration of development approvals to assist applicants with the implementation of their projects

• Updated the Department’s Five-Year Development Forecast and 2035 population projections

Promote a Safe and Healthy Community

• Implemented the comprehensive 2021 International Code Council and National Electric Code building and fire code updates that were approved by Town Council in December 2021.

• Completed a total of 44,791 building and fire inspections through October 2022, an increase of 35% over 2021

Develop a Visionary Community Through Balanced Growth

• Continued the Land Development Ordinance Modernization through the third and final phase of the project that will be the first comprehensive update to Town zoning since incorporation in 1981; obtained Town Council approval for revisions to the Ordinance regarding utility location and design to maintain high quality residential development

• Advanced Town Bicycle and Pedestrian Master Plan Update to address current issues/ opportunities and align with the Town’s adopted Complete Streets policy

• Completed a scope of work for the planned Parker 2035 Master Plan Update and prepared a Request for Proposals for issuance in 2023

• Approved Segment One of the Anthology North (Tanterra) Planned Development with 1,532 residential lots, 44 acres of parks, 109 acres of open space and new roads, including a future extension of Chambers Road south from Hess Road

• Approved Segment One of the Hess Ranch (Looking Glass) Planned Development with 905 residential lots, 26 acres for commercial development, 30 acres of parks, 52 acres of open space and new roads, including a future extension of Chambers Road and Stroh Road

2023 GOALS

Enhance Economic Vitality

• Approve and entitle new developments generating economic development benefit by increasing the commercial and light industrial base by 25,000 square feet

• Receive and process a Site Plan application for at least one My Mainstreet property in 2023

• Annex and zone land at key locations in and around Parker for future commercial, light industrial or mixed-use development, with a 2023 goal to annex at least one property that is an enclave or contiguous to the Town

SECTION TITLE

GENERAL FUND: EXPENDITURES

Department: Community Development

Promote a Safe and Healthy Community

• Process and approve all building and construction permits using the 2021 International Building Code building and fire codes and the 2020 national electrical code

• Present the 2025 Bicycle and Pedestrian Master Plan Update for Town Council adoption by Q2 2023

Develop a Visionary Community Through Balanced Growth

• Complete the Land Development Ordinance Modernization project (public comment period in Q1 2023; Planning & Zoning Commission and Town Council consideration in Q2 2023)

• Complete Phase Three of the Parks Dedication Standards Project (Planning & Zoning Commission and Town Council consideration by end of 2023)

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

• Begin the Parker 2035 Master Plan Update process through a Request for Proposals in early 2023, selecting a consultant, with project launch in Q3 2023

PERFORMANCE MEASURES BY STRATEGIC GOAL

Enhance Economic Vitality

OUTPUT MEASURE: Number of permits issued

The number of permits issued is an indicator of the amount of building and construction activity in Town. It is also a surrogate measure for the level of development interest and investment activity in Town, both of which are indicators of the economic vitality of the community.

Promote a Safe and Healthy Community

OUTPUT MEASURE: Number of inspections completed

The number of inspections completed indicates the level of and extent to which the Town monitors that all construction activity complies with the building and fire codes; both of which are meant to ensure that all building and development activity results in safe and structurally sound use and occupancy.

* Amounts were impacted by COVID-19.

ECONOMIC INCENTIVES AND INTERFUND TRANSFERS

ABOUT ECONOMIC INCENTIVES AND INTERFUND TRANSFERS

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

GENERAL FUND: EXPENDITURES

Department: Economic Incentives and Interfund Transfers

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES

2023

Adopted Budget vs. 2022 Projected Actual

• The decrease in the transfer to the Cultural Fund reflects the recovery of Parker Arts after COVID-19.

• Transfers to the Capital Renewal and Replacement Reserve fund in 2022 and 2023 are based on the available cash in the General Fund. This money is being set aside for infrastructure needs that were identified in the 2021 Facilities Master Plan

• Beginning in 2023, the General Fund is picking up the transfer to the Recreation Fund. The transfer previously came from the Parks and Recreation Fund, but the robust capital plan for parks requires conserving cash in that fund.

ELECTED OFFICIALS

ABOUT THE TOWN OF PARKER’S ELECTED OFFICIALS

Town Council (2022 Council pictured below) is the legislative and policy-making body of Town government and represents the citizens of Parker. The Council establishes Town policy through the enactment of ordinances and resolutions, determines the Town’s budget, establishes Town goals, appoints advisory committees and commissions and participates in various county-wide intergovernmental relationships.

GENERAL FUND: EXPENDITURES

Department: Elected Officials

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES

2023 Adopted Budget vs. 2022 Projected Actual

• The increase in Purchased Services reflects the Council’s return to full participation in community events, meetings and outreach.

• Internal Services increases in 2023 reflect a change in how technology management services are allocated.

EMERGENCY RESPONSE COVID-19

ABOUT THE TOWN’S EMERGENCY RESPONSE TO COVID-19

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

Town of Parker 2023

Annual Budget

BD-27

Budget Detail

SECTION TITLE

GENERAL FUND: EXPENDITURES

Department: Emergency Response - COVID-19

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES

2023 Adopted Budget vs. 2022 Projected Actual

• The Emergency Response department was created to hold state and federal COVID-19 relief funding received in 2020 and 2021.

FINANCE

ABOUT THE FINANCE DEPARTMENT

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

Town of Parker 2023 Annual Budget

BD-29

Budget Detail

GENERAL FUND: EXPENDITURES

Finance

Shaded sections represent equivalent positions with title or level changes.

GENERAL FUND: EXPENDITURES

Department: Finance

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES

2023 Adopted Budget vs. 2022 Projected Actual

• The 2023 budget for Salary and Benefits includes funding for the performance pay adjustment of 5% and healthcare cost increases.

• A contingency of $300,000 is included within the Purchased Services category for legal assistance related to employee 401(a) and 457(b) plans. This category also includes contract services for sales tax audits.

• The Capital Outlay in 2022 includes a one-time $350,000 expense for paperless procurement and accounts payable software to increase transparency and efficiency of the Town’s financial processes.

2022 ACCOMPLISHMENTS

Innovate with Collaborative Governance

• Modified and adopted Municipal code changes to implement remote seller business license changes and sales tax exemption of state-imposed fees resulting from Colorado Legislation

• Received Government Finance Officers Association’s Certificate of Achievement for Excellence in Financial Reporting for the 2021 Annual Comprehensive Financial Report and its Distinguished Budget Presentation Award for the 2022 budget

Enhance Economic Vitality

• Awarded a contract to a third-party audit firm to assist with Sales/Use Tax audits

2023 GOALS

Innovate with Collaborative Governance

• Improve efficiency with a paperless accounts payable process, including electronic workflow and a paperless procurement system

• Implement initiatives within the Procurement Division that will allow recognition via the Achievement of Excellence in Procurement (AEP) through the National Procurement Institute

• Develop and implement procurement training programs for Town staff

• Develop and implement a separate, dedicated Procurement Manual for Town procurement activities

• Implement online Business Tax Licensing portal

Enhance Economic Vitality

• Complete a filing frequency review to ensure vendors are following Town code

SECTION TITLE

GENERAL FUND: EXPENDITURES

Department: Finance

PERFORMANCE MEASURES BY STRATEGIC GOAL

Innovate

OUTPUT MEASURE: Number of sales tax audits completed

Sales tax audits are opportunities to connect with businesses to ensure that they understand and comply with Town sales tax code. Audits also ensure that the Town is receiving all the revenue that is owed and that businesses are not overpaying.

OUTPUT MEASURE: Business licenses issued

Licensing businesses helps to ensure that they comply with Town code and sales tax requirements, and it allows the businesses to access Town services. Business Licenses also provide demographic information to the Town for economic development purposes.

OUTPUT MEASURE: Number of sales tax returns processed

The sales tax division relies on sales tax returns to determine the amount of sales tax revenues owed to the Town Sales taxes are the Town’s primary source of revenue, so it is critical that they are accounted for accurately. Sales tax returns are increasing as more remote sellers remit to the Town.

OUTCOME MEASURE: Percentage of sales tax returns processed electronically

Electronic processing improves the efficiency and accuracy of returns processing.

* The 2022 target anticipated a vacancy in the audit staff.

The 2022 and 2023 targets reflect fewer new licenses because a code change requiring remote sellers to license has been repealed.

HUMAN RESOURCES

ABOUT HUMAN RESOURCES

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

GENERAL FUND: EXPENDITURES

Human Resources

Shaded sections represent equivalent positions with title or level changes.

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES

2023 Adopted Budget vs. 2022 Projected Actual

• The 2023 budget for Salary and Benefits includes funding for the performance pay adjustment of 5% and healthcare cost increases.

• The increase in Supplies is for the newly established Diversity, Equity and Inclusion Committee, and Purchased Services include a compensation study, an Americans with Disabilities Act (ADA) transition plan, and a language access plan.

GENERAL FUND: EXPENDITURES

Department: Human Resources

2022 ACCOMPLISHMENTS

Risk Management

Innovate with Collaborative Governance

• Held four safety-related trainings for employees: workers’ compensation process, AED, meth lab waste awareness, severe weather

Human Resources

Innovate with Collaborative Governance

• Released four required compliance trainings to all employees: harassment prevention; workplace violence prevention; diversity, equity and inclusion; and civility in the workplace

• Provided aggregate exit interview data (exit interview report) to all departments from the inception of the survey tool (2017) to current, to assess trends of employee separations more accurately

• Implemented 2% salary adjustment for all non-sworn personnel

• Recognized as a Certified Healthy Workplace Partner by the Colorado School of Public Health for our commitment to employee health, safety and well-being

• Initiated compensation structure/plan analysis

2023 GOALS

Risk Management

Innovate with Collaborative Governance

• Conduct a town-wide needs analysis for safety and risk management trainings; identify training opportunities and create a current and ongoing plan to address organizational safety and risk management needs

• Initiate a revision to the Town’s ADA Transition Plan, including but not limited to a town-wide audit and analysis

Human Resources

Innovate with Collaborative Governance

• Implement new employee experience program: onboarding, in-boarding, and off-boarding to enhance organizational assimilation, employee engagement and employee retention

• Implement mentoring program to support newly promoted supervisors/managers

• Design stay interview program and train managers on application

GENERAL FUND: EXPENDITURES

PERFORMANCE MEASURES BY STRATEGIC GOAL

Department: Human Resources 20192020202120222023

Innovate with Collaborative Governance

OUTCOME MEASURE: Voluntary turnover rate (full-time and part-time benefited)

The voluntary turnover rate measures organizational health by evaluating “regrettable turnover” or voluntary separations of employees who left to seek employment elsewhere It reflects on the effectiveness of the organization’s people management strategies and human resources programming.

Target: 9.00%

Measure: 11.04% 13.44%

OUTCOME MEASURE: Number of new employee engagement programs offered

Many benefits derive from an engaged workforce. This measure ensures we are actively seeking to enhance the employee experience and continuing to engage employees by responding to opportunities, issues, and/or workforce challenges.

Target: 3

Measure: 2

INTERDEPARTMENTAL

ABOUT THE INTERDEPARTMENTAL BUDGET

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

BD-37

Budget Detail

GENERAL FUND: EXPENDITURES

Department: Interdepartmental

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES

2023 Adopted Budget vs. 2022 Projected Actual

• The Salary and Benefits budget was added in 2023 to set aside funds for implementation of the anticipated results of the 2023 compensation study across the Town.

• The decrease in the 2022 projection for Contributions/Contingency is due to the full amount of contingency funding not being needed. The 2023 budget assumes full use of the contingency funds.

• Refunding activities for the 2009 Certificates of Participation occurred in the Debt Service category of 2019 expenditures. The following years reflect reduced principal and interest of $1.3 million due to the refunding.

MUNICIPAL COURT

ABOUT MUNICIPAL COURT

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

GENERAL FUND: EXPENDITURES

Municipal Court

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES

2023 Adopted Budget vs. 2022 Projected Actual

• The 2023 budget for Salary and Benefits includes funding for the performance pay adjustment of 5% and healthcare cost increases.

• Internal services have decreased due to a change in the way Technology Management costs are allocated.

2022 ACCOMPLISHMENTS

Innovate with Collaborative Governance

• Collaborated with the Town Attorney and Municipal Court Judge to ensure compliance with new state legislation that applies to the Municipal Court

• Re-established Teen Court program that includes Law School Training, Judge Training and several Teen Court panels

• Audited deferred judgments, probation, sealings and expungement files for compliance

• Worked with Communications to redesign the Court website to include dockets information for upcoming court sessions, jury and victim information

Department: Municipal Court

Promote a Safe and Healthy Community

GENERAL FUND: EXPENDITURES

SECTION TITLE

• Presented at the Police Department Citizen’s Academy and Civic Academy to engage with the public on Court operations

• Conducted training for new police officers on Court policies and procedures

2023 GOALS

Innovate with Collaborative Governance

• Work with the Police Department to develop paperless process (electronic tickets) for all Municipal Court tickets

• Collaborate with other Municipal Courts to share/learn best practices for Court operations and standards

• Establish procedures with Douglas County and other partner jails regarding the new 48-hour requirement for defendants; beginning in 2023, State law requires hearings to be held within 48 hours after a Municipal Court receives notice that a defendant is being held solely on a municipal hold

Promote a Safe and Healthy Community

• Work with Communications and local schools to encourage more middle and high school participation in the Teen Court and Restorative Justice Programs

PERFORMANCE MEASURES BY STRATEGIC GOAL

Promote a Safe and Healthy Community

OUTPUT MEASURE: Number of Teen Court cases heard

Success in Teen Court impacts recidivism. Success in Teen Court impacts recidivism.

OUTPUT MEASURE: Teen Court community service hours sanctioned

* Due to staff vacancies and a departmental reorganization, Teen Court activities were temporarily placed on hold.

P3 SUPPORT SERVICES

ABOUT P3 SUPPORT SERVICES

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

Department: P3 Support Services

GENERAL FUND: EXPENDITURES

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2023 Adopted Budget vs. 2022 Projected Actual

• The 2023 budget for Salary and Benefits includes funding for the performance pay adjustment of 5% and healthcare cost increases.

SECTION TITLE

PARKS AND FORESTRY/OPEN SPACE

ABOUT PARKS AND FORESTRY/OPEN SPACE

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

GENERAL FUND: EXPENDITURES

Department: Parks and Forestry/Open Space

GENERAL FUND: EXPENDITURES

Department: Parks and Forestry/Open Space

Shaded sections represent equivalent positions with title or level changes.

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES

2023 Adopted Budget vs. 2022 Projected Actual

• The 2023 budget for Salary and Benefits includes funding for the performance pay adjustment of 5% and healthcare cost increases. The 2023 budget also includes two new full-time Forestry and Open Space Maintenance technicians. The additional staff are needed to handle the growing workload as new parks amenities are added and to bring some maintenance activities in-house for better outcomes.

• Internal Services reflects a change in the way technology management costs are allocated and increased fleet replacement.

• The 2023 budget includes funding in the Other category for tree replacement from restricted developer contributions.

2022 ACCOMPLISHMENTS

Support an Active Community

• Installed pickleball shade structure and other new amenities (three picnic tables and trash cans) at the Recreation Center

• Renovated Salisbury field #2 to provide an all-dirt infield, increasing its programmable use

• Installed a remote-control lighting system at O’Brien Park

• Developed and implemented a sustainable Parks, Forestry and Open Space organizational structure, complete with a technician progression plan

• Provided plan review for the Town’s Land Development Ordinance and Parks Design Guidelines document

Promote a Safe and Healthy Community

• Oversaw the safety inspection of 15 Town trail pedestrian bridges and developed a mitigation/ asset maintenance plan to ensure future safety

• Implemented a new 811 locate system specific to Parks, Forestry and Open Space to protect underground utilities from damage

GENERAL FUND: EXPENDITURES

Department: Parks and Forestry/Open Space

• Replaced over 100 trees damaged by severe weather and planted over 1,000 new plants and shrubs at parks and facilities

• Eliminated the use of phosphorus in the Town’s fertilizer program

Foster Community Creativity and Engagement

• Implemented a virtual Memorial Tree Program

• Had 100% participation in the three property adoption programs: adopt-a-trail, adopt-an-open space, and adopt-a-flowerbed

• Worked with an Eagle Scout who installed mile markers along the East/West Trail

2023 GOALS

Support an Active Community

• Renovate Parker Recreation Center’s pickleball courts; evaluate upgrading courts to LED lighting

• Renovate the USMC CPL David M. Sonka Dog Park surface with a more sustainable and suitable material

Promote a Safe and Healthy Economy

• Implement a park property recycle program

• Begin a phased approach to replacing the town’s radio frequency-based irrigation controllers to the new cellular platform for better reliability

• Develop a Parks Property Maintenance Master Plan to ensure Parker’s recreation amenities remain world-class

• Implement the use of electric mowers to reduce the Town’s carbon footprint

• Update the Open Space Management Plan to include fire mitigation and prairie dog management practices

Foster Community Creativity and Engagement

• Re-implement the Branching out Parker tree reimbursement program

• Collaborate with the Cultural Department to establish guidelines for a variety of art installations and concepts, including mural installations around Town

POLICE

ABOUT THE POLICE DEPARTMENT

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

GENERAL FUND: EXPENDITURES

Department: Police

GENERAL FUND: EXPENDITURES

Department: Police

- Shaded sections represent equivalent positions with title or level changes.

- Prior to 2022, the Victim Services Coordinator and Victim Advocate were reported in the Law Enforcement Assistance Fund.

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES

2023 Adopted Budget vs. 2022 Projected Actual

• Overall, the largest department-wide dollar increase in 2023 is due to the funding for the performance pay adjustment of 5%, sworn officer step increases of 5% and healthcare cost increases. The department is also getting four additional patrol officers for needed assignments and a civilian Media Duplication Technician for public records and court requests.

• Operational costs in supplies, purchased services and utilities increased due to needed police equipment and inflation.

• Internal Services increased to account for a new allocation method for technology management.

• The law enforcement assistance functions, including victim services, were moved from the Law Enforcement Assistance Fund to the General Fund in 2022.

GENERAL FUND: EXPENDITURES

Department: Police

2022 ACCOMPLISHMENTS

Foster Community Creativity and Engagement

• Worked with the community to support the launch of a volunteer parking monitor program for the Parker Mainstreet area

• Launched Behind the Scenes with Parker PD social media campaign to connect the community to the work of officers and PD staff

Promote a Safe and Healthy Community

• Added a new Crime Analyst position to the department to produce an analysis of crime data to maintain a safe community

• Launched the VISION (Video Increasing Safety in Our Neighborhoods) program, a partnership between residents, businesses, and the Police Department to deter criminal activity in the community by creating a voluntary database of external security cameras that share footage if needed

• Added Fire Ball extinguishers to all response vehicles to help mitigate fire danger before the arrival of the fire department

Develop a Visionary Community through Balanced Growth

• Implemented organizational changes based on a comprehensive study that identified staffing and deployment needs from a 2021 study of operations, projected Town growth, and desired service levels; developed a five-year plan to guide future recruitment

Innovate with Collaborative Governance

• Launched the Citizen Contact mobile application to ensure accountability, transparency and compliance with the State of Colorado’s Law Enforcement Accountability Act, which requires agencies to report citizen contact information, such as gender, race, age, ethnicity and reason for contact

• Collaborated with various Town departments, outside law enforcement agencies, and South Metro Fire Rescue to host the National Night Out event, at O’Brien Park in August, to enhance the relationship between residents and public safety

2023 GOALS

Foster Community Creativity and Engagement

• Engage with the community and assess new volunteer partnerships, such as the downtown parking monitoring program, to ensure community needs are being met

Promote a Safe and Healthy Community

• Expand the Community Response Team (CRT) to enhance mental health crises and emergency response

• Increase involvement with Douglas County’s Homeless Assistance & Resource Team (HART) to respond to community calls regarding homelessness and provide support to individuals experiencing homelessness

SECTION TITLE

GENERAL FUND: EXPENDITURES

Department: Police

• Evaluate 911 and emergency dispatch technology in the Communications Center for potential updates, building on the recently completed conversion to the Emergency Services Internet Protocol Network (ESinet)

• Recruit four police officers to expand the Crisis Response Team, traffic enforcement, and school resource officer program

Innovate with Collaborative Governance

• Maintain Nationally Accredited Agency status from the Commission on Accreditation for Law Enforcement Agencies (CALEA) for Public Safety Communications and Law Enforcement Accreditation

• Complete process to attain ISO 17025 Forensic Accreditation for the Crime Scene Unit through the American National Standards Institute Accreditation Board (ANAB)

• Evaluate and implement in-car reporting and call management software video systems, prisoner monitoring systems, identification applications, and advanced report-writing software

GENERAL FUND: EXPENDITURES

Department: Police

PERFORMANCE MEASURES BY STRATEGIC GOAL

OUTPUT MEASURE: Number of people connected through social media specific to the Police Department

The number of people connected through social media helps to measure success in staying relevant and sharing topics important to the community.

OUTPUT MEASURE: Number of different community crime prevention and outreach programs run by the Police Department

The number of community crime prevention and outreach programs is a direct reflection of community policing efforts.

OUTCOME MEASURE: Total number of traffic accidents in the Town of Parker

The number of traffic crashes in the Town can be symptomatic of several factors. One factor could be how traffic enforcement and education relate to reductions.

OUTCOME MEASURE: Total offenses from the National Incident-Based Reporting System (NIBRS) - Group A and Group B

Total crime in Parker is a basic measure to account for public safety.

* Partial year data from January 1 through October 31, 2022

Reduction attributed to COVID-19 pandemic.

‡ Updated previously published data with most currently available data.

PUBLIC WORKS

ABOUT PUBLIC WORKS

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

BD-54

Town of Parker 2023 Annual Budget

Department: Public Works

GENERAL FUND: EXPENDITURES

GENERAL FUND: EXPENDITURES

Shaded sections represent equivalent positions with title or level changes.

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES

2023 Adopted Budget vs. 2022 Projected Actual

Overall Budget Variances

• Across the department, the 2023 budget for Salary and Benefits includes funding for the performance pay adjustment of 5% and healthcare cost increases. Public Works will also be hiring an additional project manager in the Engineering Division.

Streets Function

• Labor and materials cost increases for street and bridge maintenance, including concrete and resurfacing, are driving the overall budget increase for Purchased Services.

• Fleet services and replacement and a change in how technology management costs are allocated make up most of the overall Internal Services increase.

Engineering Function

• The increase in the Engineering Division includes the additional Capital Project Manager to handle the increased workload from the large amount of infrastructure projects planned.

• Increases in Purchased Services include additional construction inspection and architecture services to support the robust capital plan.

Traffic Services Function

• The increase in the Traffic Services division includes an increase in engineering design support and a traffic signal timing study.

Public Works Facility Function

• There are no significant variances related to the Public Works Facility.

General Government Buildings Function

• The decrease from 2022 to 2023 is due to the completion of roof boiler replacement at Town Hall and the Town Hall expansion project moving to the Capital Renewal & Replacement Reserve Fund.

Department: Public Works

VIDEO LINKS: MEET THE FLEET

GENERAL FUND: EXPENDITURES

2022 ACCOMPLISHMENTS Streets

Enhance Economic Vitality/Promote a Safe and Health

• Completed 63,000 square yards of resurfacing on portions of Cottonwood Drive and Jordan Road

• Completed 554,000 square yards of pavement preservation on multiple residential, collector and arterial roadways and parking lots

• Completed 91,000 square yards of diamond grinding, sawing, sealing and select concrete replacement on Motsenbocker Road

• Swept 9,600 miles of Town streets and collected/disposed of 900 tons of debris from Town roadways

• Deployed staff and equipment in response to 17 winter storms, plowing 33,000 miles

• Processed 117 customer service requests

GENERAL FUND: EXPENDITURES

Department: Public Works

Engineering

Develop a Visionary Community Through Balanced Growth

• Conducted construction inspections of significant public infrastructure within the Trails at Crowfoot, Cottonwood Highlands, and Compark Village South developments. These projects have constructed new segments of or improvements to major regional roadways such as Cottonwood Drive, North Pinery Parkway, Belford Avenue, and several collector roadways.

• Completed review of all infrastructure associated with the first segment of the Anthology North/Tanterra development. The project will construct a new 1.25-mile segment of Chambers Road as a six-lane principal arterial roadway, including a bridge structure over Oak Gulch.

• Inspected over 200 right-of-way permits for work within public right-of-way

• Completed inspection of over 2,000 infrastructure elements related to development projects

Traffic Services

Support an Active Community

• Completed construction of a traffic signal at the Motsenbocker Road/French Creek Avenue intersection

• Completed Motsenbocker Road communication upgrades consisting of fiber optic and radio communications for improved communications to traffic signals

• Completed design and bid work to improve traffic signal communications along Canterberry Parkway

• Completed preliminary work for new traffic signals at Jordan Road/Parkerhouse Drive and Chambers Road/Red Sky Drive

• Installed two rectangular rapid flash beacon (RRFB) pedestrian crossing locations and a curve guidance warning system

Promote a Safe and Healthy Community

• Performed nearly 12,800 underground utility locate tickets for contractors and homeowners

• Completed signal warrants for Jordan and Cedar Gulch, Jordan and Parkerhouse, Motsenbocker and Triple Crown, Pine and Carlson, Pine and Summerset, Pine and Wintergreen, and Twenty Mile and Pony Express to evaluate the need for installing new traffic signals

Develop a Visionary Community Through Balanced Growth

• Utilize new technology to monitor real-time traffic flows along Parker Road and adjust traffic signal timing to improve traffic flow

2023 GOALS

Streets

Promote a Safe and Healthy Community

• Clean/sweep 13,000 miles of streets

GENERAL FUND: EXPENDITURES

Department: Public Works

Engineering

Develop a Visionary Community Through Balanced Growth

• Propose revisions to the Town’s Storm Drainage and Environmental Criteria Manual, in conjunction with a revision to Mile High Flood District criteria

Traffic Services

Promote a Safe and Healthy Community

• Complete MUTCD (Manual on Uniform Traffic Control Devices) warrant studies of 6 relatively high-volume locations to see if new signals are needed.

• Complete crash analyses for 6 intersections to see if geometric or engineering applications may improve safety.

• Complete the construction of the following traffic signals: Parker Road/Parkglenn, Crowfoot Valley Road/Chambers Road/Bayou Gulch Road, Chambers/Red Sky & Jordan/Parkerhouse

Innovate with Collaborative Governance

• Partner with the City of Centennial in a design and systems engineering project to improve connectivity between the neighboring communities

PERFORMANCE MEASURES BY STRATEGIC GOAL

Engineering

2019202020212022

Develop a Visionary Community through Balanced Growth

OUTPUT MEASURE: Number of right-of-way permits administered and inspected

Right-of-way permits are an indicator of the amount of utility and development construction occurring in the Town that requires oversight and inspection by Engineering staff.

OUTPUT MEASURE: Number of site plans reviewed and inspected

Site plans are one indicator of the amount of development occurring in the Town which requires Engineering staff to review and inspect public improvements associated with those projects.

Measure: 100 130 100 110

GENERAL FUND: EXPENDITURES

Department: Public Works

Streets

Promote

OUTPUT MEASURE: Square yards of streets milled and resurfaced by Town contractors

Maintaining Town streets at a high level allows for safe and efficient travel by residents as well as protecting the investment.

OUTPUT MEASURE: Number of potholes repaired by Town crews

The quick repair of potholes assures residents that the Town is responsive and engaged in maintaining the community. These repairs ensure that the roadway does not deteriorate further.

OUTPUT MEASURE: Tons of debris collected by Town sweepers on roadways

Street sweeping is a tool used to ensure a clean and aesthetically-pleasing appearance of streets and is a first line of defense to ensure healthy water and air quality. Sweeping is measured in lane miles completed and the volume of debris collected by sweepers from Town roadways.

OUTPUT MEASURE: Number of customer service requests processed

Increasing or decreasing call volumes indicate the health of the Town’s road network and/or the performance and efficacy of maintenance activities.

TOWN ATTORNEY

ABOUT THE TOWN ATTORNEY

The Town Attorney is legal advisor and counsel for the Mayor and Town Council. The Town Attorney is also legal advisor to any Town department or department head relating to his/her official duties.

GENERAL FUND: EXPENDITURES

Department: Town Attorney

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES

2023 Adopted Budget vs. 2022 Projected Actual

• The 2023 budget for Salary and Benefits includes funding for the performance pay adjustment of 5% and healthcare cost increases.

• Supplies are decreasing after a one-time furniture purchase in 2022.

2022 ACCOMPLISHMENTS

Innovate with Collaborative Governance

• Acted as legal advisor concerning significant development matters, including the My Mainstreet downtown redevelopment project

• Assisted in updating the Town Personnel Manual, Operations Manual, Police Department Policy and Procedure Manual, and Police Department Standard Operating Procedure Manual

• Served as legal advisor for the 2022 general election

GENERAL FUND: EXPENDITURES

Department: Town Attorney

2023 GOALS

Innovate with Collaborative Governance

• Recruit an additional Assistant Town Attorney to assist with a broad range of municipal legal matters that are handled by the Town Attorney’s Office

• Implement new document management system software to assist with workflow, management, and document security

TOWN CLERK

ABOUT THE TOWN CLERK

The Town Clerk is the custodian of all Town legal documents, including the Municipal Code and Home Rule Charter. The Clerk also prepares Council meeting agendas and minutes, administers municipal elections, manages the Town’s record-keeping system, administers liquor licenses, registers voters, handles open records requests, oversees the Special Licensing Authority and issues peddler and solicitor licenses and permits. The Deputy Town Clerk oversees the Administrative Assistant, the Customer Service Division and Municipal Court. (The budget for Municipal Court is displayed in its own section of this book.)

Department: Town Clerk

GENERAL FUND: EXPENDITURES

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES

2023 Adopted Budget vs. 2022 Projected Actual

• The 2023 budget for Salary and Benefits includes funding for the performance pay adjustment of 5% and healthcare cost increases.

• Internal Services are decreasing due to a change in the way technology management costs are allocated.

2022 ACCOMPLISHMENTS

Innovate with Collaborative Governance

• Successfully completed the 2022 General Election process for three Councilmember seats in collaboration with Douglas County Elections

• Developed a CivicClerk users training program for staff to ensure timely public notice of Town Council Meeting Agenda

GENERAL FUND: EXPENDITURES

Department: Town Clerk

2023 GOALS

Innovate with Collaborative Governance

• Implement any changes that come from the results of the 2022 Election as they relate to liquor licensing

• Review all department processes and procedures to provide more efficient services to the public and staff

• Support Communications in the new community event software implementation to improve the Town’s community event permit process

PERFORMANCE MEASURES BY STRATEGIC GOAL

OUTPUT MEASURE: Total number of liquor licenses processed *

This is an indicator of how well the Clerk's office is assisting the public/businesses.

OUTCOME MEASURE: Percentage of liquor license holders rating service of staff as good or excellent †

This is an indicator of building positive relationships with the community.

Target: 95%95%95%95% Measure:

This measure includes new and renewal licenses and is not controlled by the department.

The survey was not completed in 2019-2021. It has been in draft format and will be ready for use at the end of 2022.

TOWN MANAGER

ABOUT THE TOWN MANAGER’S OFFICE

The Town Manager is appointed by the Town Council and serves as the chief administrative officer of the organization. The Town Manager’s Office is responsible for providing direction on day-today operations, overseeing and implementing organizational policies, laws and Town ordinances, promoting economic activity to broaden the tax base and increase primary employment in the Town, providing Town Council support, implementing Town Council and organizational goals, appointing department directors and the development and submission of the annual budget to Town Council.

GENERAL FUND: EXPENDITURES

Town Manager

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2023 Adopted Budget vs. 2022 Projected Actual

• The 2023 budget for Salary and Benefits includes funding for the performance pay adjustment of 5% and healthcare cost increases.

• Purchased Services are decreasing in 2023 due to a one-time economic development plan that was included in 2022.

• The Internal Services are decreasing due to a change in the way that technology management costs are allocated.

GENERAL FUND: EXPENDITURES

Department: Town Manager

2022 ACCOMPLISHMENTS

Innovate with Collaborative Governance

• Completed a townwide Facilities Master Plan, which included a staffing analysis and space needs assessment, to provide a roadmap for future infrastructure growth and budgetary requirements

• Moving forward with two key Douglas County partnerships: Parker Police Department has selected a representative to assist with the countywide Homeless Initiative; and Town staff has submitted edits to the first draft of the new intergovernmental agreement regarding expanded Reuter-Hess recreation opportunities

Enhance Economic Vitality

• Retained a consultant to develop an Economic Development Strategic Plan to build a strong local, diverse, and resilient economy

• Worked in partnership with P3 to market, engage prospective investors and developers, assess submission quality including financial analysis, project design, identify risk and alignment with Town goals and advocate the disposition of the Town’s four owned parcels in Downtown Parker

• Created a staff team that negotiated the Purchase/Sale Agreement and Development Agreement for the My Mainstreet development project

Foster Community Creativity and Engagement

• Established a Parker Youth Commission to provide an opportunity for youth to acquire a greater knowledge of and appreciation for the local government process through active participation

2023 GOALS

Innovate with Collaborative Governance

• In collaboration with department directors, develop and implement a work plan to address opportunities to improve culture, leadership and communication

• Finalize the performance measures framework and fully operationalize the Town’s strategic plan

• Develop and implement a DEI (Diversity, Equity and Inclusion) approach to the Town’s culture and employee practices

Enhance Economic Vitality

• Complete the next steps of implementation of the Development Agreement for the My Mainstreet project

• Development and implementation of the Economic Development Strategic Plan through a visioning and goal setting process with the Mayor and Council, staff, and community partners to advance economic vitality by building a strong local, diverse, and resilient economy

Foster Community Creativity and Engagement

• Evaluate ways to utilize the Let’s Talk Parker community engagement platform to promote public participation and obtain community input on multiple projects and initiatives

SPECIAL REVENUE FUNDS

GENERAL FUND

SPECIAL REVENUE FUNDS

SUMMARY FUNDS

• Conservation Trust Fund

• Cultural Fund

• Law Enforcement Assistance Fund

• Parks and Recreation Fund

• Recreation Fund

CAPITAL PROJECTS FUNDS

DEBT SERVICE FUNDS

ENTERPRISE FUND

INTERNAL SERVICE FUNDS

SPECIAL REVENUE FUNDS: SUMMARY

SPECIAL REVENUE FUNDS: SUMMARY

SOURCES OF REVENUE: SPECIAL REVENUE FUNDS

EXPENDITURES BY TYPE: SPECIAL REVENUE FUNDS

CONSERVATION TRUST FUND

ABOUT CONSERVATION TRUST

This fund accounts for lottery funds from the State of Colorado, based on a formula tied to population. These funds are restricted and can only be used for parks, recreation and open space purposes.

FUND: Conservation Trust Fund

SPECIAL REVENUE FUNDS

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES

2023 Adopted Budget vs. 2022 Projected Actual

• In order to support the level of capital projects in the Parks and Recreation Fund, the transfer was increased to $620,000 in 2023.

CULTURAL FUND

ABOUT CULTURAL

The mission of the Cultural Department, also known as Parker Arts, is to enhance the local economic vitality and quality of life by offering unique gathering spaces and providing access to a wide variety of high-quality performances, exhibits, and educational programs in arts, culture, history and science.

FUND: Cultural Fund

SPECIAL REVENUE FUNDS

SPECIAL REVENUE FUNDS

FUND: Cultural Fund

Shaded sections represent equivalent positions with title or level changes.

FUND: Cultural Fund

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES

2023 Adopted Budget vs. 2022 Projected Actual

• The fund balance is stable in 2023 thanks to strong revenues for Cultural programming, shows and rentals. As a result, the transfer from the General Fund was decreased in 2023.

• Within the Administration function, the 2023 budget for Salary and Benefits includes funding for the performance pay adjustment of 5% and healthcare cost increases.

• The PACE Center budget is increasing due to sound and lighting capital equipment replacements for the theater.

• Increases within the other functions are increased costs associated with education, rentals and ticket sales and are offset by increased revenues.

• The Fund Balance decreases just under $600,000 (24.7%) due to funding one-time expenditures in 2023.

2022 ACCOMPLISHMENTS

Foster Community Creativity and Engagement

• Relocated the Uncharted Series, a six-series singer-songwriter live performance event, to the Schoolhouse Theater to expand the audience

• Achieved a sold-out audience for the The Rocky Horror Picture Show at the PACE Center, attracting many out-of-town visitors and new revenue to the Town

• Attracted a more diverse group of participants to Portfolio Day, a program to engage with area high school students interested in pursuing visual arts education and careers, through the inclusion of additional Douglas County schools

• Provided local elementary school busing assistance, amid a school district driver staff shortage, to continue to provide in-person Parker Arts productions to students

• Coordinated with Wellspring Community (supporting adults with intellectual and developmental disabilities) to provide monthly art tours and cultural speakers to engage and interact with their residents

Enhance Economic Vitality

• Modified application process to allow flexibility for facility renters to bring in their own caterer on a one-time basis

• In support of attracting people and new retail sales tax revenue opportunities to the Town, this year Parker Arts hosted: 47 theater rentals (24,717 attendance); 136 event rentals (28,162 attendance); and 163 theater performances (56,816 attendance) for a combined total presented and rental attendance of 109,695. The estimated economic impact for Parker is nearly $4 million.

Support an Active Community

• Scheduled the Summer Concert Series at Discovery Park, the first time post-pandemic, with eight free community concerts

• Expanded the Science Day at Discovery Park, in partnership with Colorado Council of Arts, Science & Culture (CASC), to add a new Science Night at the PACE Center focused on space and aviation

SECTION TITLE

SPECIAL REVENUE FUNDS

FUND: Cultural Fund

• Hosted 67 summer camps with 1,227 students who engaged in theater, music, science, art and technology

• Brought ten adult lectures to the community in 2022, with topics ranging from mental health to snakes, and the FBI to landscaping techniques for the Colorado environment

• Installed a new power adapter at the Schoolhouse Theater to support increased light and sound energy demands at live events

2023 GOALS

Foster Community Creativity and Engagement

• Improve sound quality in the PACE theater with the redesign and replacement of the current system

Enhance Economic Vitality

• Offer new concession ordering options through new point of sale system

Support an Active Community

• Partner with Therapeutic Recreation to expand accessible art and cultural programs/events

Promote a Safe and Healthy Community

• Offer a new cup reuse program to reduce waste and decrease our carbon footprint

Budget Detail

BD-80

Town of Parker 2023 Annual Budget

VIDEO LINK: PARKER: ARTS AND CULTURE

FUND: Cultural Fund

PERFORMANCE MEASURES BY STRATEGIC GOAL 20192020*20212022

Foster Community Creativity and Engagement

OUTPUT MEASURE: Number of performances by national performing artists and local art organizations

The number of performances presented in our theaters represents the depth and breadth of programming that the Town offers patrons in and around the Parker area. While quality is certainly as important as quantity, measuring the number of shows included in our season line-up ensures an adequate amount of shows and events going on throughout the year for people of all ages.

Measure: 235

OUTPUT MEASURE: Number of theater rental performances

Part of the 2019-2023 strategic plan includes providing affordable spaces for our community to gather. Therefore, measuring the number of rental performances hosted in a year helps to determine if offerings are relevant and affordable places for groups and individuals to showcase their programs and events.

Measure: 104 56

OUTPUT MEASURE:Audience member attendance at national performing artist and local art organization performances

Tracking the number of people who attend performances is important as it indicates successful programming of the right content. Ticket price, the shows booked, the times offered, or several other factors that affect our attendance numbers should be considered if numbers increase or decrease over previous years.

Measure:

Support an Active Community

OUTPUT MEASURE: Number of senior citizens served through Cultural classes and programs

This metric is part of the 2019-2023 strategic plan. Senior citizens are an underserved cultural group and the goal is to build relationships with them and develop programming that both engages with them and keeps them active in the community.

Measure: 1,113 1,345 980

OUTPUT MEASURE: Number of special needs programs, classes and performances offered

This metric is part of the 2019-2023 strategic plan. People with disabilities are an underserved cultural group and the goal is to build relationships and develop programming that both engages with them and keeps them active in the community.

Measure: 6 1 6 6

* Declining numbers due to impact of COVID-19

LAW ENFORCEMENT ASSISTANCE FUND

ABOUT LAW ENFORCEMENT ASSISTANCE

This fund accounts for crisis intervention, Police training and equipment and victim services and support. The Victim Services Program is an integral part of the Parker Police Department and assists victims of crime and surviving families in cases of death, domestic violence, sexual assault and other crimes. Emotional support is provided, along with information regarding available longterm support services.

Town of Parker 2023 Annual Budget

FUND: Law Enforcement Assistance Fund

SPECIAL REVENUE FUNDS

are recorded in the Police Department beginning in 2022.

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES

2023 Adopted Budget vs. 2022 Projected Actual

• This fund is being closed, and both the revenues and expenditures are being moved to the General Fund within the Police Department. The same level of victim services will continue to be provided by the police department.

PARKS AND RECREATION FUND

ABOUT PARKS AND RECREATION

The Parks and Recreation Fund is primarily supported by the Town’s 0.5% sales and use tax which is to be used for parks, trails, open space and recreation purposes. Major activities that are funded through this revenue stream are planning, design and construction of parks, trails and recreation facilities. Other uses include land acquisition, repayment of debt issued and special studies and analysis related to the overall operation, functionality and implementation of park and recreational facilities.

Budget Detail

BD-84

Town of Parker 2023 Annual Budget

FUND: Parks and Recreation Fund

SPECIAL REVENUE FUNDS

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES

2023 Adopted Budget vs. 2022 Projected Actual

• The 2022 Contributions projection includes a developer contribution. There are no known developer contributions budgeted for 2023, so a minimal amount is included.

• Capital Outlay remains high in 2023 due to a robust number of parks and trails projects planned.

SPECIAL REVENUE FUNDS

FUND: Parks and Recreation Fund

• The Interfund Transfer to the Recreation Fund is being discontinued in 2023 to reserve funds for capital needs. The Recreation Fund transfer will come from the General Fund instead.

2022 ACCOMPLISHMENTS

Support an Active Community

• Completed planning, design, easements and construction of the Tallman Gulch Trail spur in the Rowley Downs Subdivision; bidding and construction is scheduled for the spring of 2023

• Completed conceptual and preliminary design and cost estimating for a 1.4-mile soft-surface trail along the Xcel Energy right-of-way from Latigo Lane to Canterberry Parkway

• Finalized site plan, construction drawings and specifications for the development of the 71.4acre Harvie Open Space

Promote a Safe and Healthy Community

• Completed construction of the O’Brien Park Playground Improvements

Innovate with Collaborative Governance

• Completed the 15.4-acre Trails at Crowfoot Park; amenities include: a multi-use sports field, baseball field, tennis court, six pickleball courts, two picnic/shade shelters, a playground, ninehole disc golf course, loop trail, parking and landscaping

• Began construction of High Plains Trail Segment 1

2023 GOALS

Support an Active Community

• Complete site plan, construction drawings and construction activity for a 1.4-mile soft-surface trail along the Xcel Energy right-of-way from Latigo Lane to Canterberry Parkway

• Complete planning, design and construction drawings for the 90-acre Salisbury North Master Plan Improvements

Promote a Safe and Healthy Community

• Complete construction of the 71.4-acre Harvie Open Space Improvements

• Work on planning, design and construction drawings for High Plains Trail Segments II and IV

• Complete construction for the 0.5-mile Lemon Gulch Trail

• Work with the developer of Tanterra to construct a 31.4-acre Town-owned community park

• Work with the developer of Looking Glass to construct a 25.7-acre Town-owned community park

RECREATION FUND

ABOUT RECREATION

The Recreation Fund includes the administrative functions for all recreation and park design/ development activities. In addition, the Recreation Fund includes facility operations for the Parker Recreation Center, the Parker Fieldhouse and H2O’Brien Pool, as well as programming for adult and youth sports, aquatics, fitness, special interest, senior citizen, therapeutic and preschool activities.

SPECIAL REVENUE FUNDS

FUND: Recreation Fund

FUND: Recreation Fund

SPECIAL REVENUE FUNDS

SPECIAL REVENUE FUNDS

FUND: Recreation Fund

FUND: Recreation Fund

SPECIAL REVENUE FUNDS

Shaded sections represent equivalent positions with title or level changes.

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES

2023 Adopted Budget vs. 2022 Projected Actual

• The Recreation Department is dealing with some likely permanent shifts in fitness and membership trends since COVID-19 that are impacting revenues in this area. Strong demand for classes and rentals are expected to make up much of the difference.

• The Interfund Transfer into the Recreation Fund is decreasing since the fund has recovered from the impacts of COVID-19.

• The 2023 budget for Salary and Benefits includes funding for the performance pay adjustment of 5% and healthcare cost increases. The 2023 budget also includes the addition of one marketing coordinator whose costs are shared with the Parks and Recreation Fund. The Recreation department is also adding a full-time head lifeguard position to remain competitive during the ongoing lifeguard shortage. This is offset by reduced part-time hours to remain cost-neutral.

• Operational expenditures are increasing due to inflation and increased demand for programs.

• Capital projects at recreation facilities continue to be minimal replacement projects for building and recreation equipment.

• The Fund Balance decreases approximately $310,000 (10.9%) due to funding one-time expenditures in 2023.

2022 ACCOMPLISHMENTS

Support an Active Community

• Increased overall participation numbers by 45% in Youth Programs and Enrichment, including a 150% increase in Youth Events

• Achieved an 80% customer satisfaction rate in surveyed programs

• Automated and streamlined the park rental process by creating an online request form that improved overall tracking and communication with citizens

SECTION TITLE

SPECIAL REVENUE FUNDS

FUND: Recreation Fund

• Increased group and virtual fitness participation by 28%, a total of 50,000 participants year to date

• Increased participation for Love ‘em or Leave ‘em, Cattle Crossing and So Long to Summer races by 54%

• Offered Group Fitness Simulcast option that allows in-person and virtual participation concurrently

• Expanded Senior and Therapeutic Recreation services with the addition of a Senior Support Series, Adaptive Multi-Sport and Drum Circle programs

• Created Kids Day Out weeklong summer program option for parents with teenage children

• Expanded Day Camp program with the development of a cost-effective preschool program.

• Increased aquatic special events participation by 100% (Easter Egg Splash and Dash, Glow Swim and Pumpkin Splash)

• Completed second cost recovery strategy analysis to continue the evaluation of program impact and fees to maximize revenues and allocate financial resources responsibly

• Completed Recreation Division restructuring and the revision of all job descriptions

• Analyzed cost recovery data and established plan to achieve cost recovery goals in service categories; achieved cost recovery goals in 70% of service categories

Promote a Safe and Healthy Community

• Improved safety and security measures at Recreation facilities with the addition of panic buttons; initiated project for card access panels, monitoring cameras and public address system

• Created vehicle checklist for Day Camp bus drivers; collaborated with Fleet Division to utilize safety driving course for drivers

• Certified 850 community and Town staff participants in life safety courses

• Completed multiple Recreation facility improvements for more user-friendly and effective use and play, including the improved pool dehumidification unit and the addition of accessible player benches

Foster Community Creativity and Engagement

• Optimized registration software functions to provide improved usability both internally and externally for patrons

2023 GOALS

Support an Active Community

• Increase overall revenue through improved operational efficiency and alternative funding opportunities

• Achieve designated cost recovery goals by service category

• Increase alternative funding through partnerships, grants, sponsorships and advertising

• Earn Commission for Accreditation of Park and Recreation Agencies (CAPRA) reaccreditation by creating an environment of regular review and analysis of programs and services, thereby enhancing the quality of service and improved operational efficiency

SPECIAL REVENUE FUNDS

FUND: Recreation Fund

• Optimize registration software to maximize efficiency

• Evaluate and improve staff satisfaction and become a premier employment destination

• Continue partnering with Human Resources to develop strategies for elevated recruitment and improved part-time staff retention strategies

• Reduce the overall employee turnover rate to 10%

• Evaluate and improve onboarding and training efforts

• Reimagine part-time employees recognition programs to improve the staff experience

• Create a Culture Statement for the Parks, Recreation and Open Space Department

Foster Creativity and Community Engagement

• Improve community engagement initiatives

• Explore new Diversity, Equity and Inclusion (DEI) platforms

• Identify underserved populations and create improved outreach mechanisms

• Establish and launch the Parks, Recreation and Open Space Commission

PERFORMANCE MEASURES BY STRATEGIC GOAL

OUTPUT MEASURE: Increase race series participation rates

Attract more race participants through improved race experience and enhance marketing and outreach to improve revenue generation and cost recovery.

OUTCOME MEASURE: Achieve cost recovery goals within each of the established service categories

Cost recovery goals will measure the allocation of resources including how tax dollars are spent along with the development of revenue-generating programs that help to strengthen our overall Department’s financial performance

Foster Creativity and Community Engagement

OUTCOME MEASURE: Increase recorded engagements (likes/reactions, clicks, comments, shares) between Parker Parks and Recreation Facebook, Twitter and Instagram accounts

In an overall effort to improve upon community engagement initiatives such as new DEI platforms, updating the Marketing and Communications Plan, identifying underserved populations and creating new outreach mechanisms and establishing the Parks and Recreation Commission, we must connect with our community and patrons to improve upon service delivery and future planning.

CAPITAL PROJECTS FUNDS

GENERAL FUND

SPECIAL REVENUE FUNDS

CAPITAL PROJECTS FUNDS

SUMMARY

FUNDS

• Excise Tax Fund

• Capital Renewal and Replacement Reserve Fund

• Impact Fee Funds

• Hess Ranch Metropolitan Fund

• Parkglenn Construction Fund

• Public Improvements Fund

DEBT SERVICE FUNDS

ENTERPRISE FUND

INTERNAL SERVICE FUNDS

CAPITAL PROJECTS FUNDS: SUMMARY

Town

SOURCES OF REVENUE: CAPITAL PROJECTS FUNDS

EXPENDITURES BY TYPE: CAPITAL PROJECTS FUNDS

EXCISE TAX FUND

ABOUT EXCISE TAX

The Excise Tax Fund accounts for the accumulation of new development excise taxes and the transfer of funds to other funds for the purpose of financing roads, parks or municipal facilities. Revenue from the Development Excise Tax Fund may be expended for the following purposes only: capital improvements for major streets necessary to meet the health, safety and welfare of the Town, which includes, but is not limited to, expansion of the Town’s street network and capital equipment; parks and recreation purposes necessary to meet the health, safety and welfare of the Town, which includes, but is not limited to, the expansion of regional parks and associated infrastructure and capital equipment; expansion of administrative facilities; the provision of law enforcement services, including facilities; cost accounting, management and government of the Development Excise Tax Fund; and payment of obligations issued for major street purposes, parks and recreational facilities, administrative facilities or law enforcement facilities.

FUND: Excise Tax Fund

CAPITAL PROJECTS FUNDS

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES

2023 Adopted Budget vs. 2022 Projected Actual

• New Development Excise Tax remains high in 2023 to account for continuing robust construction activity. Growth is expected to slow in future years as the Town approaches buildout.

• The Interfund Transfer remains high to Public Improvement Fund to accommodate the large amount of capital activity in that fund.

• The Fund Balance increases

due to the timing of qualified projects.

CAPITAL RENEWAL AND REPLACEMENT RESERVE FUND

ABOUT CAPITAL RENEWAL AND REPLACEMENT RESERVE

The Capital Renewal and Replacement Reserve Fund accounts for funds that are transferred in from other funds, which can be used to fill budgetary gaps related to the renewal and/or replacement of aging equipment, facilities and other types of assets or other similar type future needs.

CAPITAL PROJECTS FUNDS

FUND: Capital Renewal and Replacement Reserve Fund

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES

2023 Adopted Budget vs. 2022 Projected Actual

• Cash reserves in the General Fund were transferred to this fund in 2021 and 2022 and are budgeted in 2023 to help fund Town infrastructure needs that were identified in the 2021 Facilities Master Plan

• The Capital Outlay in 2023 is for the Town Hall expansion, which is the highest priority project identified as needed in the master plan.

• The Fund Balance decreases $5,340,000 (10.3%) due to the timing differential between revenue inflows and construction being underway.

IMPACT FEE FUNDS

ABOUT IMPACT FEES

Impact Fees were implemented in 2019 as a means to increase the ability to fund infrastructure requirements fueled by Town growth. The fees were replaced, via election, by an increased excise tax. The fees were implemented for each of the following areas: parks and recreation, transportation, public works, general government, police facility and court facility.

Town of Parker 2023 Annual Budget

CAPITAL PROJECTS FUNDS

FUND: Impact Fee Funds

CAPITAL PROJECTS FUNDS

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES

2023 Adopted Budget vs. 2022 Projected Actual

• The Impact Fee was implemented in 2019 and then replaced, via election, by an increased excise tax. Ongoing revenue will consist only of interest income on the cash balances.

• In 2022, the balances of the Transportation Impact Fee Fund and the Parks and Recreation Impact Fee Fund were transferred out to pay for eligible projects. Those funds are closed for 2023 and beyond.

HESS RANCH METROPOLITAN DISTRICT FUNDS

ABOUT HESS RANCH METRO DISTRICT

The Hess Ranch Metro District was formed and agreed to levy and remit to the Town an annual amount equal to a property tax of 5 mills (one mill equals 1/1000 of a dollar). This revenue will be used by the Town for the planning, design, construction and maintenance of Town infrastructure related to the Hess Ranch development.

CAPITAL PROJECTS FUNDS

FUND: Hess Ranch Metropolitan District Funds

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES

2023 Adopted Budget vs. 2022 Projected Actual

• The Hess Ranch Metro District agreed to levy and remit to the Town a property tax of 5 mills (one mill equals 1/1000 of a dollar) which will be used for the planning, design, construction and maintenance of Town infrastructure. The first revenue was received in 2020.

• The Fund Balance increases $40,500 (24.8%) due to the timing of the revenue and related projects.

PARKGLENN CONSTRUCTION FUND

ABOUT PARKGLENN CONSTRUCTION

Town of Parker 2023 Annual Budget

BD-107

Budget Detail

The funds in the Parkglenn Construction Fund are held in escrow for a traffic signal at Parker Road and Parkglenn Way.

CAPITAL PROJECTS FUNDS

FUND: Parkglenn Construction Fund

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES

2023 Adopted Budget vs. 2022 Projected Actual

• Traffic patterns on Parker Road now warrant the construction of this traffic light at Parkglenn Way. The balance was transferred out of this fund in 2022 for construction of the light in the Public Improvements Fund. The fund is permanently closed.

PUBLIC IMPROVEMENTS FUND

ABOUT PUBLIC IMPROVEMENTS

The Public Improvements Fund is for streets capital projects and is primarily funded by 75% of the 0.4% county sales and use tax that is collected within the Town and shared back to the Town, as well as a 2.5% Town use tax on building construction materials. Streets capital projects include Town-constructed road and bridge additions, extensions and expansions, traffic signal installations and median landscaping.

CAPITAL PROJECTS FUNDS

FUND: Public Improvements Fund

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES

2023 Adopted Budget vs. 2022 Projected Actual

• Use Tax and Roads Sales Tax Shareback for 2023 are in line with historical trends and therefore budgeted more conservatively than the 2022 projection.

• Traffic Control projects are decreasing in 2023 after most of the currently needed traffic lights were included in the 2022 budget.

• Streets Capital Improvements are increasing due to several large projects, including the Dransfeldt Roadway extension, which is being completed in partnership with Douglas County.

• The Fund Balance decreases $19.4 million (57.9%) due to the timing of capital projects. The Town is undertaking several major projects in 2023 due to available funding.

CAPITAL PROJECTS FUNDS

FUND: Public Improvements Fund

2022 ACCOMPLISHMENTS

Innovate with Collaborative Governance

• Executed an intergovernmental agreement (IGA) amendment with Douglas County to jointly fund the final design of the proposed Dransfeldt Road extension over Cherry Creek

• Executed an intergovernmental agreement (IGA) amendment with Douglas County to jointly fund the final design for the Lincoln Avenue widening project between Keystone Boulevard and Parker Road; design is underway

• Received preliminary approval from DRCOG/Colorado Department of Transportation (CDOT) for partial construction funding for the sidewalk/trail along the east side of Parker Road between the Pine Drive intersection, south to an existing sidewalk/trail north of Stroh Road

Develop a Visionary Community Through Balanced Growth

• Completed operational improvements to the southwest corner of Mainstreet and Parker Road

• Completed the Cottonwood Drive roadway widening over Cherry Creek with improvements between the Jordan Road intersection and Parker Road

• Completed the Parker Road multi-use trail/sidewalk project on the west side of Parker Road between the 20-Mile Road and Hess Road intersections

• Completed design of Town-wide responsive traffic signal system improvements

• Commenced preliminary design of the next Parker Road multi-use trail/sidewalk on the east side of Parker Road between the Sulphur Gulch Trail and south of Parker Square Drive

• Completed improvements to Motsenbocker Road at/near the Hess Road intersection

• Reconstructed Plaza Drive between Dransfeldt Road and Twenty Mile Road

• Completed the safety and circulation improvement project on/adjacent to Mainstreet (O’Brien Park to Victorian Drive (east) intersection)

• Installed Motsenbocker/French Creek traffic signal and extended communication infrastructure for traffic signals south to Stroh Road for improved coordination

• Completed the architect selection and the general contractor selection processes for the Town Hall expansion project

2023 GOALS

Innovate with Collaborative Governance

• Execute an intergovernmental agreement (IGA) with Douglas County to jointly fund the construction of the proposed Dransfeldt Road extension over Cherry Creek

• Execute an intergovernmental agreement (IGA) with Colorado Department of Transportation (CDOT) for partial construction funding for the sidewalk/trail along the east side of Parker Road between the Pine Drive intersection and an existing sidewalk/trail north of Stroh Road

Develop a Visionary Community Through Balanced Growth

• Complete construction of the next phase of the Town of Parker’s responsive traffic signal system improvements

• Commence construction of the Dransfeldt Road extension project in the second half of 2023

SECTION TITLE

CAPITAL PROJECTS FUNDS

FUND: Public Improvements Fund

• Complete reconstruction of Keyser Creek Avenue pavement west of Motsenbocker Road

• Complete design and commence construction of the next Parker Road multi-use trail/sidewalk on the east side of Parker Road, south of the Sulphur Gulch Trail to south of Parker Square Drive

• Complete construction of the proposed Cottonwood Trailhead improvements

• Complete the next section of CORE power line conversion to an underground configuration in the Parker Road/Hess Road vicinity

• Complete the Canterberry Parkway redundant fiber optic interconnect project to improve traffic signal communications in the eastern portion of the Town

• Complete construction of the Crowfoot Valley/Bayou Gulch/Chambers traffic signal, in addition to traffic signals at Jordan Road/Parkerhouse Road and Chambers Road/Red Sky

• Complete construction of the Mainstreet/Twenty Mile Road intersection improvements

• Complete design and construction of the Hilltop Road/Canterberry Parkway area improvements

• Complete construction of the Pikes Peak Drive sidewalk improvements between Mainstreet and the Sulphur Gulch Trail

• Commence construction of the Dransfeldt Road widening between Mainstreet and Pony Express Drive

• Complete construction of the Mainstreet north side sidewalk improvements between Victorian Drive (east) and Discovery Park

• Competitively bid and construct the North Parker Road operational (Phase 1) improvements

• Commence the design process for the Town Hall expansion project

DEBT SERVICE FUNDS

GENERAL FUND

SPECIAL REVENUE FUNDS

CAPITAL PROJECTS FUNDS

DEBT SERVICE FUNDS

SUMMARY

FUNDS

• General Debt Service Fund

• Recreation Debt Service Fund

ENTERPRISE FUND

INTERNAL SERVICE FUNDS

DEBT SERVICE FUNDS: SUMMARY

DEBT SERVICE FUNDS: SUMMARY

SOURCES OF REVENUE (TRANSFERS IN): DEBT SERVICE FUNDS

EXPENDITURES BY TYPE: DEBT SERVICE FUNDS

GENERAL DEBT SERVICE FUND

ABOUT GENERAL DEBT SERVICE

The General Debt Service Fund accounts for payments of principal and interest on the 2014 Certificates of Participation issued to finance construction of the Public Works Operations Center.

FUND: General Debt Service Fund

DEBT SERVICE FUNDS

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES

2023 Adopted Budget vs. 2022 Projected Actual

• There are no notable variances in this fund in 2023.

RECREATION DEBT SERVICE FUND

ABOUT RECREATION DEBT SERVICE

The Recreation Debt Service Fund accounts for payments of principal and interest on the sales and use tax bonds and Certificates of Participation issued to finance construction of recreation capital projects. The Town issued Certificates of Participation in 2014 to finance a portion of the recreation center expansion. The Town issued a refunding note in 2015 for the outstanding 2006 revenue bonds used to finance the construction of the Parker Fieldhouse and to refund the outstanding revenue bonds issued in 1993 to construct the Parker Recreation Center.

FUND: Recreation Debt Service Fund

DEBT SERVICE FUNDS

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES

2023 Adopted Budget vs. 2022 Projected Actual

• There are no notable variances in this fund in 2023.

ENTERPRISE FUND

GENERAL FUND

SPECIAL REVENUE FUNDS

CAPITAL PROJECTS FUNDS

DEBT SERVICE FUNDS

ENTERPRISE FUND

The Enterprise Fund consists of one fund so there is not a summary of funds.

FUND

• Stormwater Utility Fund

INTERNAL SERVICE FUNDS

STORMWATER UTILITY FUND

ABOUT STORMWATER UTILITY

This fund was established and accounts for fees collected from residential and commercial properties to ensure that stormwater systems are properly planned, constructed and maintained within the Town. The utility provides overall stormwater management to prevent flooding, protect water quality and to preserve the natural creeks and gulches throughout the Town.

Town of Parker 2023 Annual Budget

BD-121

Budget Detail

ENTERPRISE FUND

FUND: Stormwater Utility Fund

Shaded sections represent equivalent positions with title or level changes.

Town of Parker 2023 Annual Budget

SOURCES OF REVENUE: STORMWATER ENTERPRISE FUND

EXPENDITURES BY TYPE:

SECTION TITLE

ENTERPRISE FUND

FUND: Stormwater Utility Fund

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES

2023 Adopted Budget vs. 2022 Projected Actual

• The 2023 budget for Salary and Benefits includes funding for the performance pay adjustment of 5% and healthcare cost increases.

• Purchased services are increasing due to inflation and a cost recovery study for stormwater rates.

• The number and size of capital projects are down in 2023 due to normal fluctuations in construction requirements.

• The Fund Balance decreases just over $850,000 (37.9%) due to the timing of receipt of developer contributions.

2022 ACCOMPLISHMENTS

Promote a Safe and Healthy Community

• Performed 5,800 infrastructure inspections and 1,307 maintenance activities through November 2022

• Performed over 2,000 development project inspections and issued over 30 grading permits through November 2022

• Completed stabilization improvements to Cherry Creek adjacent to the McCabe Meadows trailhead

• Oversaw development-related construction of stabilization improvements to Happy Canyon Creek at Compark Village South in cooperation with the Mile High Flood District

• Substantially completed design of major improvements to Cherry Creek upstream and downstream of the proposed Dransfeldt extension across the creek

• Completed designs for the Jordan Tributary Improvements upstream and downstream of Mainstreet and the Clarke Farms Drainage Improvements

• Completed design of Oak Gulch improvements through Anthology North/Tanterra Segment 1

• Completed design and construction of infrastructure improvements to the stormwater detention pond adjacent to Cimarron Middle School

2023 GOALS

Promote a Safe and Healthy Community

• Begin and complete construction of the Cherry Creek at Dransfeldt capital improvement project

• Complete construction of the Jordan Tributary Improvements upstream and downstream of Mainstreet

• Complete construction of the Clarke Farms Drainage Improvements

• Oversee construction of West Stroh Gulch and Oak Gulch improvements through Anthology North Segment 1

• Design and construct a new detention/water quality pond north of Mainstreet, adjacent to Cherry Creek, to provide treatment for the Mainstreet corridor

FUND: Stormwater Utility Fund

• Complete update to Cherry Creek Major Drainage Plan in conjunction with other project stakeholders

• Advance design for Newlin Gulch improvements at Recreation Drive

• Inspect 25% of Town stormwater assets

PERFORMANCE MEASURES BY STRATEGIC GOAL

2019202020212022

OUTPUT MEASURE: Infrastructure inspections

Inspections ensure soundness and function, are necessary per the town’s MS4 permit, and establish an annual work plan for staff to perform vital maintenance and repairs.

OUTPUT MEASURE: Maintenance activities

Routine, preventative and corrective maintenance ensures function and sustainability of the Town’s stormwater system. Maintenance needs and activities are generated from inspections, observations, and reported issues.

OUTPUT MEASURE: Development project inspections

These inspections are an indicator of the amount of stormwater infrastructure that is being constructed by developers, requiring Engineering/Public Works staff to oversee and inspect that work.

Measure: 1,700+2,000+2,000+2,000+

OUTPUT MEASURE: Grading permits issued

Grading permits are an indicator of the number of new construction sites each year that require environmental monitoring and oversight by Engineering staff.

Measure: 34 35 35 30

INTERNAL SERVICE FUNDS

GENERAL FUND

SPECIAL REVENUE FUNDS

CAPITAL PROJECTS FUNDS

ENTERPRISE FUND

DEBT SERVICE FUNDS

INTERNAL SERVICE FUNDS

SUMMARY FUNDS

• Facility Services Fund

• Fleet Services Fund

• Medical Benefits Fund

• Technology Management Fund

INTERNAL SERVICE FUNDS: SUMMARY

Town of Parker 2023

SOURCES OF REVENUE: INTERNAL SERVICE FUNDS

EXPENDITURES BY TYPE: INTERNAL SERVICE FUNDS

FACILITY SERVICES FUND

ABOUT FACILITY SERVICES

The Public Works Department maintains all of the Town facilities, including building maintenance and janitorial services of approximately 32 sites. Two divisions, Custodial Services and Facility Maintenance, can be found in the Facility Services Internal Service Fund. It is the responsibility of both divisions to keep the Town’s facilities in prime condition. The staff provides exceptional customer service to their coworkers located at the various Town facilities and to members of the community.

BD-130

Town of Parker 2023 Annual Budget

FUND: Facility Services Fund

INTERNAL SERVICE FUNDS

sections represent equivalent positions with title or level changes.

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES

2023 Adopted Budget vs. 2022 Projected Actual

• The 2023 budget for Salary and Benefits includes funding for the performance pay adjustment of 5% and healthcare cost increases.

• Internal services are increasing due to a change in the way that technology management costs are allocated.

INTERNAL SERVICE FUNDS

FUND: Facility Services Fund

2022 ACCOMPLISHMENTS

Promote a Safe and Healthy Community

• Replaced pool dehumidification unit at the Recreation Center

• Completed boiler replacement at Town Hall

• Performed 4,354 total work orders (2,460 preventive maintenance inspections at Town facilities and 1,894 customer-requested work orders) with an average completion time of 10 days

Develop a Visionary Community through Balanced Growth

• Finalized and Council approved the Town’s new Facility Master Plan

2023 GOALS

Promote a Safe and Healthy Community

• Complete Fieldhouse and Recreation Center security enhancements

• Replace Fieldhouse roof-top units and curtain

• Support Town Hall expansion design efforts

• Complete Motsenbocker facility wastewater repair project

FUND: Facility Services Fund

PERFORMANCE MEASURES BY STRATEGIC GOAL

OUTPUT MEASURE: Number of individual preventative maintenance inspections throughout Town-operated facilities

Inspection of mechanical equipment, lighting, life safety equipment allows needed repairs to be identified and made prior to considerable impact to the operation of the facility.

OUTCOME MEASURE: Average number of days work orders are completed from origination date

This metric assists with the team efficiency of repairs. It also can help identify if there are other causes for delays such as parts availability or process improvement needs such as obtaining approvals for repair.

OUTPUT MEASURE: Number of customer-requested orders completed

This identifies in general terms how much work is being requested by the internal customers on Facility Maintenance. Deeper analysis of this data can help determine impacts to staffing needs and/or operational functions for a facility.

OUTCOME MEASURE: Average number of days customer-requested work orders are completed from date of request

This metric assists with the team’s efficiency in addressing the customer’s needs It may also assist in determining other causes for delays such as parts availability or approvals to perform requested repairs.

FLEET SERVICES FUND

ABOUT FLEET SERVICES

Fleet services is responsible for the acquisition, maintenance, record keeping and disposal of the Town of Parker’s fleet of cars, trucks, and heavy and light equipment. Fleet services works closely with its customers to meet their changing and growing needs, finding innovative ways to reduce costs, while keeping the service at the highest of standards.

FUND: Fleet Services Fund

INTERNAL SERVICE FUNDS

Shaded sections represent equivalent positions with title or level changes.

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES

2023 Adopted Budget vs. 2022 Projected Actual

• The 2023 budget for Salary and Benefits includes funding for the performance pay adjustment of 5% and healthcare cost increases.

• Capital outlay is increasing due to additional scheduled fleet replacement in 2023 and a fleet electrification project to replace some scheduled vehicles with electric versions.

SECTION TITLE

INTERNAL SERVICE FUNDS

FUND: Fleet Services Fund

2022 ACCOMPLISHMENTS

Promote a Safe and Healthy Community

• Performed scheduled preventive maintenance inspections at a rate of 92%

• Completed 1,219 work orders through September 30 with an average time of 104 hours

Develop a Visionary Community through Balanced Growth

• Procured six additional pieces of operational equipment to be deployed in several departments

• Managed replacement of 23 pieces of operational equipment in the fleet

2023 GOALS

Promote a Safe and Healthy Community

• Completion of work orders in an average of 4 days (96 hours)

• Perform maintenance at a ratio of 80%/20% scheduled-to-unscheduled repairs

• Complete preventive maintenance inspections at a rate of 90% or better as scheduled

• Procure and implement Stormwater Vac-Truck to enhance operations

PERFORMANCE MEASURES BY STRATEGIC GOAL

OUTCOME MEASURE: Completed work orders average time to close in hours

This measures efficiency of equipment repairs. Too much downtime can impact the operational capacity to provide services.

OUTCOME MEASURE: Ratio of performing scheduled to unscheduled repairs

This metric helps manage the efficiency of the shop as a whole. It is better to perform maintenance on equipment based on scheduled inspections to minimize downtime.

OUTCOME MEASURE: Percentage of timely preventative maintenance inspections

Performing timely scheduled inspections based on predictive intervals maximizes availability of the Town’s fleet.

95%97% 95%95%

94%92%91%92%

* Repairs were recorded as unscheduled even when the equipment was able to perform as intended.

MEDICAL BENEFITS FUND

ABOUT MEDICAL BENEFITS

Beginning in 2015, the Town moved from fully-insured to partially self-funded medical benefits. The Medical Benefits Fund accounts for the payment of medical claims for employees and their covered dependents. Funding is obtained through monthly premium charges to each department based on the type of coverage and number of employees. The Town self-insures claims up to $75,000 per covered individual. Stop-loss insurance policies have been purchased to cover losses above the $75,000 limit.

Town

BD-137

Budget Detail

INTERNAL SERVICE FUNDS

FUND: Medical Benefits Fund

EXPLANATION OF SIGNIFICANT BUDGET VARIANCE 2023 Adopted Budget vs. 2022 Projected Actual

• Premium revenue has increased to continue to build the cash balance to a more sustainable level. The Town is self-insured which makes it important for the Fund to be in a position to absorb high value and/or high volume claims. Overall healthcare costs are also increasing.

• Although healthcare claims are projected lower than the budget in 2022, the 2023 budget is based on an increase of the 2022 budgeted amount to allow for the potential for a higher number of claims in 2023.

• The Fund Balance decresaes $159,700 (10.7%) to bring the cash balance in line with actuarial guidelines.

TECHNOLOGY MANAGEMENT FUND

ABOUT TECHNOLOGY MANAGEMENT

The Information Technology Department is responsible for computer maintenance and replacement, software management, network administration, data security, data backup and recovery, Geographical Information System (GIS) mapping, end user support and technical support for all Town departments. The purpose of this internal service fund is to provide these services, replacement of aging technology and software licensing costs.

Town of Parker 2023

Annual Budget

BD-139

Budget Detail

INTERNAL SERVICE FUNDS

FUND: Technology Management Fund

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES

2023 Adopted Budget vs. 2022 Projected Actual

• The 2023 budget for Salary and Benefits includes funding for the performance pay adjustment of 5% and healthcare cost increases.

• Technology management costs are generally increasing townwide as the number of new software products and maintenance and licensing agreements has grown. The technology management department will also be undertaking a network master plan and network security audit in 2023.

INTERNAL SERVICE FUNDS

FUND: Technology Management Fund

2022 ACCOMPLISHMENTS

Promote a Safe and Healthy Community

• Upgraded the police computer aided dispatch (CAD) system for emergency calls and the record management system (RMS); moved hosting to more secure operating systems

• Implemented multifactor authentication throughout the Town to reduce our exposure to phishing and hacking attempts

Innovate with Collaborative Governance

• Replaced 25% of Town laptop and workstation fleet using streamlined process that saved 55% of the normal replacement time

• Deployed new copier fleet to improve internal and external connections

2023 GOALS

Promote a Safe and Healthy Community

• Complete a network master plan and build road maps to implement a network that meets growing security requirements

• Evaluate moving workloads to the cloud to replace end-of-life hardware clusters

Innovate with Collaborative Governance

• Replace legacy phone system with a more efficient unified communication hosted phone solution

INTERNAL SERVICE FUNDS

FUND: Technology Management Fund

PERFORMANCE MEASURES BY STRATEGIC GOAL

OUTPUT MEASURE: Number of help desk ticket responses provided The Help Desk is the most visible IT function to Town staff. Total ticket count is a standard metric for the industry.

OUTPUT MEASURE: Help desk ticket response time in minutes

Resolving help desk tickets in a timely manner ensures that Town staff is fully equipped to perform their jobs. Responding to a ticket within 15 minutes minimizes disruption to the users’ work and ensures that requests don’t slip through the cracks before they are assigned.

REVENUE MANUAL

AN EVALUATION OF MAJOR REVENUES

Revenue forecasting is important to ensure that the Town has the resources to meet its operational and infrastructure needs in the coming years. Looking only at revenue received from outside sources, the two charts on the following page show how sales and use tax revenues make up 73.5% of the total General Fund revenues and 42.0% of total Town revenues.

Due to its reliance on this primary revenue source, the Town implemented a forecasting model to help identify future financial impacts to Town strategies. The forecast model maintains monthly historical revenues back to 2016 and includes the budget for the next fiscal year for each account by fund, which allows for quick identification of changes in historical trends. Various growth rates, rolling twelve-month averages and annualized amounts are also included for budget development.

In 2021, the model was expanded to include a ten-year forecast for each revenue account to assist with long range planning. The forecasted amounts reflect potential economic impacts and the impact of planned Town activities and growth in addition to the historical financial trends.

In order to provide flexibility in the budget for unexpected events, revenue is budgeted conservatively.

In 2019, the forecast model highlighted future revenue trends that prompted the Town to engage an outside consultant to analyze user fees and the level of infrastructure cost recovery related to growth and development. Resulting changes to fee structures positively impacted revenue beginning in 2020.

VIDEO LINK: HOW IT WORKS - TOWN SOURCES OF REVENUE

REVENUE MANUAL INTRODUCTION (cont)

This manual provides information on the Town’s major revenues that are received primarily from outside sources. Major revenue sources are those that exceed $100,000 annually. These revenues make up 89% of all revenue in the adopted budget. The table below lists the sources of these revenues, along with their budgeted dollar amounts and the funds where the revenue resides. Interfund transfers are not included in this manual or in the calculation of percentage of total revenues.

2023 Adopted Budget Amount Included in Manual

Percent of Total Revenue in Category Fund Revenues General Property Tax 2,700,000 2,700,000 100.0% Sales and Use Tax 71,949,430 71,949,430 100.0% Other Taxes 13,208,365 13,205,111 100.0% License and Permits 4,690,790 4,628,750 98.7% Intergovernmental 9,834,320 9,495,650 96.6% Charges for Services 19,211,484 16,784,171 87.4% Fines and Forfeitures 118,800 - 0.0% Miscellaneous 19,514,934 6,751,734 34.6% Total Revenues 141,228,123 125,514,846 88.9%

General

General, Parks and Recreation, Public Improvements General, Public Improvements, Excise Tax General

General, Conservation Trust, Cultural, Recreation, Public Improvements, Hess Ranch Metro District General, Cultural, Recreation, Stormwater

General General, Conservation Trust, Parks and Recreation, Cultural, Recreation, Capital Reserve, Public Improvements, Impact Fee, Hess Ranch Metro District, Stormwater, Fleet Services, Technology Mgmt, Facility Services, Medical Benefits

*The total for Charges for Services was reduced by the amount of internal fund charges: $13,326,540

The information provided in this manual for each revenue source includes:

• Distribution – the fund or funds where the revenue is recorded

• Source – where the revenue comes from

• Collection – the basis for and the logistics of the collection of the revenue

REVENUE MANUAL INTRODUCTION (cont)

The revenue sources included in this manual are listed below. Click on the revenue source title to be taken directly to the detail.

REVENUE SOURCE FUND

Tax and Fees

Property Tax General

Specific Ownership Tax General

Sales Tax General, Parks and Recreation

Sales Tax Audit General, Parks and Recreation

Lodging Tax General

Cable Franchise Fee General

Xcel Energy Franchise Fee General

Core Electric Cooperative Excise Tax General, Public Improvements

Motor Vehicle Registration General

Highway Users Tax General

County Road and Bridge Levy General

Cigarette Tax General

Bag Fee General

Court Fines and Fees General

Investment Income

Intergovernmental

Lone Tree Dispatch Fees

All funds based on cash and investment balances

General

Lone Tree Crime/Evidence Services General

School Resource Officer Reimbursement General

Public Works/Community Development

Plan Check Fees General

Building Permits General

Street Cut Permits General

Zoning and Subdivision Fees General

Engineering Review Fees General

Deficit Reduction Fees

General

Lottery Revenue Conservation Trust

Scientific and Cultural Facilities District Grant

Cultural Ticket Revenue

Cultural Concession Revenue

Cultural Class Registration Revenue

Cultural Memberships

PACE Facility Rentals

The Schoolhouse Facility Rentals

Cultural

Cultural

Cultural

Cultural

Cultural

Cultural

Cultural

REVENUE MANUAL INTRODUCTION (cont)

REVENUE SOURCE FUND

Recreation Admission Revenue

H2O'Brien Admission Revenue

Discovery Park Admission Revenue

Recreation Concessions Revenue

Recreation Sports Program Fees

Recreation Aquatics

Recreation Specialty Fitness

Personal Training Fees

Recreation Kids' Zone Program Fees

Fieldhouse Facility Rentals

Fieldhouse Day Camp Fees

Fieldhouse Sports Instruction Fees

Recreation Field Rentals

Building Use Tax Revenue

Parker Authority for Reinvestment Capital Funding

Recreation

Recreation

Recreation

Recreation

Recreation

Recreation

Recreation

Recreation

Recreation

Recreation

Recreation

Recreation

Recreation

Public Improvements, Parks and Recreation

Public Improvements

Douglas County Road Sales Tax Shared RevenuePublic Improvements

FASTER Revenue

Public Improvements

Excise Tax Excise Tax Fund

Stormwater Engineering Review Fees

Stormwater Utility Fee Revenue

Stormwater Contributions

Lone Tree Fleet Services

Stormwater Utility

Stormwater Utility

Stormwater Utility

Fleet Services

PROPERTY TAX REVENUE

Distribution: General Fund 100%

Source: Parker property owners

Collection: The collection process begins with the Douglas County Assessor’s Office. Two types of property are valued by the Assessor’s Office: 1) “real property” (land and buildings) and 2) “personal property” (business machines and equipment). Once market values are established, the Assessor’s Office computes the assessed valuation of property based on state-legislated assessment percentages. Property is assessed at the end of one year, for collection in the following year. A ten year history of these assessment percentages is provided below.

Overview:

Assessment Percentages

Total assessed valuation (in millions) for the Town of Parker for the past ten years is demonstrated by the following table:

PROPERTY TAX REVENUE (cont)

Payment

Property owners pay property taxes to Douglas County in either two installments due February 28 and June 15 or in one installment due April 30. Douglas County wires the Town’s property taxes directly to the Town’s main bank account on the 10th of the month following the month that the collection is processed by Douglas County.

A five-year history of the mill levies which apply to all Parker taxpayers is provided below.

Percentage of Tax Bill

PROPERTY TAX REVENUE

Computing the Property Tax Bill

The formulas used for computing residential property taxes for 2022 assessments are as follows:

Assessed valuation = Property market value x Assessment ratio

Property tax = Assessed valuation x Mill levy / 1,000

For the 2022 residential assessments paid in 2023, the owner of a home valued at $500,000 would have paid $93 in property taxes to the Town of Parker and $2,758 to the other governments common to all Parker taxpayers.

Using the 29% business assessment rate, a business with a market value of $500,000 would have paid $377 in property taxes to the Town of Parker in 2023, and $11,185 to the other governments common to all Parker taxpayers.

Legal Restrictions

The Taxpayer Bill of Rights (TABOR) Amendment to the Colorado Constitution limits property tax revenue growth to the amount collected the previous year increased by the Denver-Boulder Consumer Price Index and a local growth factor; however, Parker citizens have voted to exempt the Town from the revenue limit provisions of TABOR. TABOR also prohibits any increase to the mill levy except by election.

Until 2020, the Gallagher Amendment to the Colorado Constitution restricted property tax growth by requiring the legislature to annually adjust the residential-assessed valuation rate to ensure that the proportion of residential to total state-assessed valuation remained constant. Due to residential growth and market values rising relative to commercial market values, the residential assessment ratio decreased over time from 21% in 1982 to 7.15% in 2021. The commercial property rate remained at 29%. Voters repealed the Gallagher Amendment in 2020, and the legislature froze the assessment rates for both residential and commercial properties; however, the rate has been temporarily lowered to 6.95% for 2022 and 2023. This will affect collections for 2023 and 2024.

Finally, there is a statutory limitation which prohibits property tax revenue growth from exceeding 5.5% each year, adjusted for new construction, although it is generally held that home rule municipalities, like Parker, are exempt from this provision.

PROPERTY TAX REVENUE (cont)

Trend:

• The increasing tax collections are related to the strong local housing market and commercial construction.

• Annexation of properties into the Town’s boundaries will also impact the trend. The Town annexed a right-of-way for a commercial area in 2022.

• The 2023 budgeted tax level is based on the Douglas County Assessor valuations from 2022 for taxes collected in 2023.

VIDEO LINK: HOW IT WORKS - ANNEXATION

Distribution: General Fund 100%

SPECIFIC OWNERSHIP TAX REVENUE

Source: Residents and businesses of Parker

Collection: The State of Colorado established the statutory authority for collecting auto ownership tax. Specific vehicle ownership taxes are based on the year of manufacture and the original taxable value. The original taxable value is determined when the vehicle is new and does not change. Taxable value for passenger vehicles is 85% of the MSRP (Manufacturer’s Suggested Retail Price); for trucks the taxable value is 75% of the MSRP.

• 46% allocated to the school district

• 4% allocated to law enforcement

• 21% to Douglas County road and bridge, social services, debt service, capital expenditures and the general fund

• 29% disbursed to a variety of other districts, including the Town of Parker.

The Town of Parker receives its share via wire transfer from Douglas County into its main bank account on the 10th of the month following the month that the collection is processed by Douglas County.

• The historical growth is attributable to the increased population, number of vehicles owned and increased vehicle taxable value. The drop in 2022 is due to new and used vehicle purchases leveling off from the post-pandemic related surge in 2021. High vehicle prices and inventory shortages also impacted collections.

SALES TAX REVENUE

Distribution: General Fund 83%

Parks and Recreation Fund 17%

Source: Visitors and residents in Parker

Collection: In 1981, the citizens of Parker voted to implement a 1% sales and use tax, and voters increased the rate to 2.5% in 1982. In 1984, Parker became a home rule municipality with power to self-govern in matters of local and municipal concern. In 1990, the citizens voted to increase the sales tax rate to the current level of 3%, with the added .5% to be earmarked for parks and recreation improvements. Sales tax is charged on certain services and all retail purchases.

As a home rule Town, Parker collects and administers its own sales and use tax. In late 2020, the Town signed an intergovernmental agreement with the State of Colorado that enables the Town to collect sales tax through their portal as well. This has increased the level of collections from market place facilitators.

Businesses remit tax to Parker monthly, quarterly or annually. Taxes collected are remitted to the Town by the 20th of the month following collection, either online or through a lockbox. The Town uses a number of enforcement tools to collect from delinquent accounts including taxpayer education, delinquency notices, personal phone contact and visits, audits, summons to municipal court and seizures.

Trend:

• The sales tax growth rate has been increasing since 2018 reflecting steady population and business growth in the Town.

• In late 2020, Town Council amended the Town charter to broaden the e-commerce tax base, which continues to positively impact collections.

• The spike in collections in 2021 is due to a combination of factors, including people shopping close to home due to COVID-19, an increase in spending as businesses opened back up, and pandemic-related cash aid from federal and state governments.

SALES TAX AUDIT REVENUE

Distribution: General Fund 83%

Parks and Recreation Fund 17%

Source: Parker businesses and construction companies with construction projects in Parker

Collection: The Town’s audit program emphasizes taxpayer education and voluntary compliance. The Town works with businesses which are delinquent or not remitting taxes to educate them on the correct way to calculate and remit sales and use tax. An audit may take two hours or several months to perform, depending on the complexity of the organization. Once the Town completes an audit, it meets with the taxpayer to go over the audit assessment and make any appropriate adjustments or corrections. The taxpayer then has 30 days to pay the assessment, work out a settlement or payment plan, or protest the assessment. The Town collects assessments through the Finance Department.

Trend:

• Audit revenues fluctuate based on the size and number of audits.

LODGING TAX REVENUE

Distribution: General Fund 100%

Source: Visitors and residents in Parker

Collection: In 2003, the citizens of Parker voted to implement a 3% lodging tax on the purchase price for lodging within the Town of Parker.

As a home rule town, Parker collects and administers its own lodging tax. Vendors remit tax to Parker monthly. Taxes collected are remitted to the Town online or through a lockbox by the 20th of the month following collection. The Town uses a number of enforcement tools to collect from delinquent accounts, including taxpayer education, delinquency notices, personal phone contact and visits, audits and liens on tangible personal property.

Trend:

% Change

Year Revenue (YoY)

2018171,330

2019187,354 9.4%

2020127,410 -32.0%

2021210,51865.2%

2022 Projected 202,000-4.0%

2023 Adopted 211,3564.6%

• The Town of Parker has five existing hotels including two that opened in 2020.

• The 2020 revenue reflects the impact of reduced travel due to COVID-19. The 2023 budget reflects a return to pre-pandemic travel since 2021 and full operation of the new hotels.

CABLE FRANCHISE FEE

Distribution: General Fund 100%

Source: Cable television customers

Collection: Under the franchise agreement with Xfinity/Comcast, 5% of gross revenues received by Xfinity/Comcast on sales of cable television within the Town is to be remitted to the Town monthly, no later than 30 days following the close of the month.

Trend:

% Change

Year Revenue (YoY)

2018630,974

2019615,559-2.4%

2020632,672 2.8%

2021636,0320.5%

2022 Projected 630,000-0.9%

2023 Adopted 636,3001.0%

• The cable industry continues to experience a decline in the number of customers. Revenue is projected to remain flat for 2022 and 2023.

XCEL ENERGY FRANCHISE FEE

Distribution: General Fund 100%

Source: Gas company customers

Collection: Under the franchise agreement with Xcel Energy, 3% of gross revenues received by Xcel Energy on sales of gas within the Town is to be remitted to the Town monthly, no later than 30 days following the close of the month.

Trend:

0 100,000 200,000 300,000 400,000 500,000 600,000 700,000 2018 2019 2020 2021 2022 Projected 2023 Adopted

%

2018380,726

2019426,223 12.0%

2020368,961 -13.4%

2021464,53825.9%

2022 Projected 600,00029.2%

• Revenues fluctuate based on the combination of the number of customers, consumption related to temperatures and utility rates.

CORE ELECTRIC COOPERATIVE (FORMERLY IREA) EXCISE TAX

Distribution: General Fund 75% Public Improvement Fund 25%

Source: Electric power customers

Collection: Under the franchise agreement with CORE (formerly IREA), 4% of gross revenues received by CORE on sales of electric power within the Town is to be remitted to the Town monthly, no later than 30 days following the close of the month.

Trend:

• Revenues fluctuate based on the combination of the number of customers, consumption related to temperatures and utility rates.

• Revenues increased in 2021 due to a power cost adjustment surcharge that was added to customers’ bills in April and permanent rate adjustment implemented in September of that year.

• The 2022 projection and 2023 budget reflect the higher rates enacted in 2021.

MOTOR VEHICLE REGISTRATIONS REVENUE

Distribution: General Fund 100%

Source: Parker businesses and residents

Collection: Douglas County Motor Vehicle Offices title and register vehicles of residents of Douglas County, which includes the Town of Parker. Fees are based on the weight of the vehicle. The funds are allocated per statute between the state, counties, and cities/towns based on a funding formula.

Trend:

% Change

Year Revenue (YoY)

2018173,540

2019178,942 3.1%

2020174,418 -2.5%

2021185,8056.5%

2022 Projected 187,0000.6%

2023 Adopted 192,6103.0%

• Parker’s proportionate share of the revenue is impacted by the relationship of its growth with that of the remainder of the state.

• A second factor impacting revenue growth is consumer vehicle preferences and vehicle costs, which have risen with inflation and supply chain issues.

• Douglas County offices were closed during much of 2020. Many motorists deferred title and registration services which is reflected in a dip in collections for that year.

Distribution: General Fund 100%

HIGHWAY USERS TAX REVENUE

Source: Gasoline tax and related fees paid by Colorado motorists

Collection: The Highway Users Tax Fund (HUTF) is state-collected, locally-shared revenue that is distributed via a monthly electronic funds transfer to the Town of Parker in accordance with the following formulas:

• Basic Fund - 9% of the first seven cents of gasoline taxes and the base amount of various motor vehicle registration, title and license fees are distributed to municipalities. Basic fund monies may be spent on acquisition of rights-of-way for, and the construction, engineering, safety, reconstruction, improvement, repair, maintenance and administration of streets, roads and highways.

• Supplemental Fund - 8% of the next eleven cents of gasoline taxes are distributed to municipalities and may be spent only on road improvements including new construction, safety improvements, maintenance and capital improvements.

• 1989 Increase Fund - 18% of the gasoline tax, registration fee and driver’s license fee increases enacted in 1989 are shared with municipalities and can be used for the same purposes as the supplemental fund.

• 1995 Increase Fund - 18% from a three-year phased reduction of the amount previously withheld by the state for administrative purposes are to be used for the same purposes as the supplemental fund.

Trend:

• Parker’s proportionate share of the revenue is impacted by the relationship of its growth with that of the remainder of the state.

• The decline in the 2020 revenue reflects reduced driving habits of citizens during the COVID-19 pandemic, which have since returned to normal.

COUNTY ROAD AND BRIDGE LEVY

SECTION TITLE

Distribution: General Fund 100%

Source: Residents and businesses who own property in Douglas County

Collection: Douglas County imposes a mill levy dedicated to road and bridge improvements throughout Douglas County. Because Douglas County’s efforts only include unincorporated areas and the property tax is collected from all areas, the state requires that Douglas County return one half of the road and bridge levy collected in each municipality back to them. The formula used to compute the amount returned to Parker is as follows:

County Road and Bridge Levy x Total Town Assessed Value / 2 = Town Portion

The money is distributed quarterly via electronic funds transfer to the Town of Parker.

Trend:

1,000,000 1,200,000 1,400,000 1,600,000 1,800,000 2,000,000 2,200,000 2,400,000 2018 2019 2020 2021 2022 Projected 2023 Adopted

20181,661,505

%

16.2%

20212,039,1773.5%

2022 Projected 2,260,00010.8%

• Revenue is impacted by the change in assessed valuations both within the County and the Town. Variations in growth rates reflect the biannual assessment process of property values.

CIGARETTE TAX REVENUE

Distribution: General Fund 100%

Source: Cigarette smokers in Colorado

Collection: The state imposes and collects a 4.2 cent tax per cigarette, of which 27% of the proceeds are distributed to municipalities and counties according to the ratio of the state sales tax collected in the entity to the total state sales tax collected in the prior year. The state disburses the funds two months after they are collected.

Trend:

• In January 2021, the state legislature raised the cigarette tax to gradually increase to 9.0 cents per cigarette; however, any additional revenue above 4.2 cents is used for special programs and is not part of the distribution to the Town.

• Revenue depends upon the number of smokers and number of cigarettes purchased within the state, in addition to the Town’s proportionate share of state sales tax collections.

INVESTMENT INCOME

Distribution: All funds on a pro rata basis to cash and investment balances held

Source: Interest and investment income from investments made by the Town

The Town uses Chandler Asset Management for its long-term investment recommendations. Securities authorized by the Town Council’s approved investment policy do not include derivative products.

Collection: Investment maturities and earnings are set up for automatic wire transfers or deposit to the Town’s Local Government Investment Pool.

Trend:

% Change

Year Revenue (YoY)

20181,125,080

20192,173,944 93.2%

20201,111,715 -48.9%

2021-5,667

2022 Projected 968,896

2023 Adopted 961,734-0.7%

• 2021 annual Investment Income revenue is a -$5,667 due to the accounting adjustment for mark-to-market.

• As of September 2022, the Federal Open Market Committee’s (FOMC) target range was 3.003.25%, which is a 3% increase over the prior year.

• Rate increases in 2022 have resulted in a projected full recovery in investment income by the end of 2022. Revenue is likely to exceed the projections based on the number of increases.

• The portfolio book value as of 9/30/2022 was $195.8 million. Of this, $138.0 million was invested in two Local Government Investment Pools: $65.6 million in COLOTRUST with an average monthly yield of 2.62% and $72.4 million in CSAFE with a monthly average of 2.64%.

Investment in US Agency securities, US Treasuries and money market mutual funds was $57.9 million with an average YTM of 4.18%.

• Interest revenues will vary based on rates and portfolio volume.

LONE TREE DISPATCH FEES

Distribution: General Fund 100%

Source: City of Lone Tree

Collection: In 2007, the City of Lone Tree and the Town of Parker entered into an Intergovernmental Agreement (IGA) whereby the Town of Parker would provide dispatch services to the City of Lone Tree. In 2013, the fee billing was amended from being based on a percentage of incidents per billing cycle to a flat 35% fee based on the total operating budget of dispatch. All other items remained the same. Beginning in 2019, the IGA was updated so that the actual expenses from the latest full-year actuals of Lone Tree is applied to the Parker dispatch budget.

Trend:

0 200,000 400,000 600,000 800,000 2018 2019 2020 2021 2022 Projected 2023 Adopted

%

2018539,082

2020526,188 3.3%

2021586,97211.6%

2022 Projected 537,000-8.5%

SECTION TITLE

LONE TREE CRIME/EVIDENCE SERVICES

Distribution: General Fund 100%

Source: City of Lone Tree

Collection: In 2010, the City of Lone Tree and the Town of Parker entered into an Intergovernmental Agreement (IGA) whereby the Town of Parker would provide crime scene investigation and evidence storage to the City of Lone Tree. The IGA was updated in 2019. The property and evidence division budget of the Town of Parker Police Department is adjusted for certain identified expenses and 50% of the remainder of the budget is allocated to the City of Lone Tree.

Trend:

% Change

Year Revenue (YoY)

201856,654

2019112,356 98.3%

2020132,339 17.8%

2021152,70215.4%

2022 Projected 140,000-8.3%

2023 Adopted 144,2003.0%

• Revenue fluctuates based on the Town property and evidence budget.

SCHOOL RESOURCE OFFICER REIMBURSEMENT

Distribution: General Fund 100%

Source: Douglas County School District and American Academy

Collection: Douglas County School District RE-1 and the Town of Parker entered into an Intergovernmental Agreement (IGA) whereby the two agencies would share the costs for providing police officers to act as school resource officers. The 2017 IGA was updated in 2019. Also in 2019, American Academy and the Town of Parker entered into a separate IGA to share in the costs of providing a police officer who would act as a school resource officer.

Trend:

% Change

Year Revenue (YoY)

2018117,089

2019194,29365.9%

2020186,203 -4.2%

2021376,471102.2%

2022 Projected

201,000-46.6%

2023 Adopted 154,500-23.1%

• The revenue will be based on the terms of the two IGAs.

• The IGA between the Town and Douglas County School District RE-1 has been renegotiated, which is reflected in the conservative 2022 revenue forecast and 2023 budget.

PLAN CHECK FEES

Distribution: General Fund 100%

Source: Contractors, developers and residents

Collection: The plan check fee is determined by the Community Development department and charged based on a fee schedule in accordance with the International Building Code and adopted Town Code. Fees are assessed for the review of plans for construction permit issuance. The fee is paid to the Building Division at the time the plans are reviewed.

Trend:

% Change

Year Revenue (YoY)

2018499,035

2019510,609 2.3%

2020486,944 -4.6%

2021707,61845.3%

2022 Projected 800,00013.1%

2023 Adopted 816,0002.0%

• Revenue will fluctuate based on the amount of commercial construction, new residential housing starts and home improvements.

• The Town of Parker has been experiencing robust construction activity for the past few years not withstanding a slowdown in 2020 due to the COVID-19 pandemic.

BUILDING PERMITS

Distribution: General Fund 100%

Source: Contractors, developers and residents

Collection: The building permit fee is determined by the Community Development department in accordance with the standard fee schedule based on total valuation of the construction project contained in the International Building Code and adopted Town Code. The fee is paid to the Building Division at the time a building permit is obtained. Additional fees are collected as determined through the audit of building projects.

Trend:

% Change

Year Revenue (YoY)

20182,297,783

20192,316,791 0.8%

20202,593,590 11.9%

20213,774,33345.5%

2022 Projected 4,400,00016.6%

2023 Adopted 4,500,0002.3%

• Building permit fees fluctuate based on the number of residential and commercial permits issued and the valuation associated with permits, primarily commercial.

• Building permit fee revenue is trending upwards with growth in both the amount of construction and the valuations.

STREET CUT PERMITS

Distribution: General Fund 100%

Source: Contractors, developers and residents

Collection: A street cut permit is required whenever a project cuts into an existing street, such as for utility installation. Fees are assessed based on the area of street disturbance. The fee is paid to the Building Division at the time the permit is obtained.

Trend:

• Street cut permit revenue fluctuates based on the number of applications received and the size of the projects (i.e., the amount of street cut).

Distribution: General Fund 100%

ZONING AND SUBDIVISION FEES

Source: Developers, property owners, business owners and residents

Collection: Zoning and subdivision fees are determined by the Community Development department and charged based on a fee schedule for development applications. Fees are collected for the review, processing, and approval of plans and other technical documents. Development applications include, but are not limited to, site plans, subdivision plats, rezonings, and annexations.

Trend:

% Change

Year Revenue (YoY)

2018123,005

2019143,622 16.8%

2020197,556 37.6%

2021453,778129.7%

2022 Projected 280,000-38.3%

2023 Adopted 300,0007.1%

• Revenues fluctuate based on the number of development applications received. Projects for which applications were received in 2021 are currently underway.

ENGINEERING REVIEW FEES

SECTION TITLE

Distribution: General Fund 100%

Source: Contractors, developers and residents

Collection: Engineering review fees are assessed through a chargeback agreement that is executed as part of development applications. The engineering review fees are collected to offset the costs associated with staff time spent reviewing development project submittals and performing construction inspections. These submittals typically include construction drawings, drainage reports, traffic studies, site plans, plats, easements and other technical documents. The construction inspections are focused on public improvements that are constructed as part of a development project. Staff keeps track of the time spent on each development project to allocate their costs.

Trend:

% Change

Year Revenue (YoY)

2018155,041

2019147,996 -4.5%

2020340,596 130.1%

2021185,097-45.7%

2022 Projected 90,000-51.4%

2023 Adopted 92,0002.2%

• Revenues fluctuate based on the number of development applications received.

DEFICIT REDUCTION FEES

Distribution: General Fund 100%

Source: Contractors and developers

Collection: The Town developed a fiscal impact model in 1998 that calculates the financial effect of proposed new developments on the Town’s future operating budgets. The model looks at a 20-year projection of the revenues (e.g., property and sales tax) and the cost of services added by the proposed development (e.g., public safety, streets and parks maintenance). When there is a cumulative deficit for the 20-year period, a present value of the deficit is calculated. A development with a retail commercial component will have a lower or no deficit reduction fee depending on the retail versus residential mix. The fee is increased annually by inflation as measured by the Denver-Boulder Consumer Price Index (CPI). The deficit reduction fee is negotiated between the developer of a proposed new development and the Town during the annexation process. Once agreed upon, the fee becomes a part of the annexation contract. Trend

• Revenues fluctuate based on the amount of new development, level of annexation activity, and the Denver-Boulder CPI.

BAG FEE

Distribution: General Fund 100%

Source: Visitors and residents in Parker

Collection: In 2021, the Colorado General Assembly enacted House Bill 21-1162. This bill prohibits stores and retail food establishments from providing single-use plastic bags beginning January 1, 2024. In 2023, impacted establishments may provide single-use plastic or recycled paper bags, provided that they charge a fee of at least 10 cents per bag and remit 60% of the fee to the municipality in which they reside.

• It is expected that retailers will continue to provide one-time use plastic bags until prohibited by law in 2024. The 2023 adopted budget is the estimated revenue from Parker’s portion of the bag fee collected by retailers within the Town limits.

• Bag fee revenue is not expected to continue after 2023 when one-time use plastic bags are no longer permitted outside of limited exceptions.

Distribution: General Fund 100%

COURT FINES AND FEES

Source: Tickets and citations issued by the Parker Police and fines adjudicated by the Parker Municipal Judge

Collection: Tickets are paid through the mail, online or directly to the Court. Court arraignments are generally two times a month on Tuesdays and Court trials are generally once a month on Fridays. All collection efforts are made by the Parker Municipal Court.

Trend:

0 50,000 100,000 150,000 200,000 2018 2019 2020 2021 2022 Projected 2023 Adopted

%

2018148,954

2020122,421 2.2%

202186,269-29.5%

2022 Projected 116,00034.5%

SECTION TITLE

LOTTERY REVENUE

Distribution: Conservation Trust Fund 100%

Source: Customers who buy lottery and lotto tickets

Collection: Lottery proceeds are collected from retail merchants selling lottery products by the State of Colorado. Municipal lottery proceeds are distributed to municipalities based upon current population estimates prepared by the State Division of Local Governments. Parker’s share is electronically transferred quarterly to the Town’s depository bank account.

Conservation trust funds can only be used for the acquisition, development and maintenance of new park and open space sites or for capital improvements and maintenance of public sites used for recreational purposes.

Trend:

% Change

Year Revenue (YoY)

2018452,801

2019539,20519.1%

2020494,271 -8.3%

2021601,57221.7%

2022 Projected

600,000-0.3%

2023 Adopted 618,0003.0%

• The revenue is directly related to lottery participation and changes in population relationship among Colorado municipalities.

• Population growth and a return to in-person retail shopping after COVID-19 are reflected in revenues beginning in 2021.

SCIENTIFIC AND CULTURAL FACILITIES DISTRICT GRANT

Distribution: Cultural Fund 100%

Source: Sales and use tax collected in the seven-county Scientific and Cultural Facilities District (SCFD); distributed as a grant

Collection: Eligible organizations apply for funding annually. The grant is distributed quarterly via electronic check.

Trend:

2018468,006

%

2019528,29012.9%

2020414,196 -21.6%

2021422,1371.9%

2022 Projected 518,00022.7%

2023 Adopted 525,0001.4%

• Although a grant is not guaranteed, historical precedent indicates that the Cultural Facilities in the Town of Parker will be awarded the grant annually.

• The Town of Parker Cultural Department is a Tier II SCFD organization and as such receives funding based equally on two factors: 1) qualifying annual income and 2) the organization’s paid attendance.

• Paid attendance returned to pre-pandemic levels in 2022.

CULTURAL TICKET REVENUE

Distribution: Cultural Fund 100%

Source: Customers of the PACE Center and The Schoolhouse

Collection: Ticket fees are collected by internet, phone, over-the-counter and by mail.

Trend:

% Change

Year Revenue (YoY)

20181,672,818

20191,703,937 1.9%

2020515,412 -69.8%

2021990,96592.3%

2022 Projected 2,080,005109.9%

2023 Adopted 1,999,285-3.9%

• Ticket revenues are demand-based and are the result of ticket sales for performances such as concerts, plays and other cultural events.

• Revenue for 2020 and 2021 reflects the impact of the facilities being closed and/or open for limited audience attendance due to COVID-19.

• Event attendance returned to pre-pandemic levels in 2022.

Distribution: Cultural Fund 100%

CULTURAL CONCESSION REVENUE

Source: Customers of the PACE Center and The Schoolhouse

Collection: Concession payments are collected at point of sale.

Trend:

0 50,000 100,000 150,000 200,000 250,000 2018 2019 2020 2021 2022 Projected 2023 Adopted

%

Change Year Revenue

202054,532 -70.8%

2021115,583112.0%

2022 Projected 190,00064.4%

• Concession revenue depends upon the number and types of performances.

• Revenue for 2020 and 2021 reflects the impact of the facilities being closed and/or open for limited audience attendance due to COVID-19.

CULTURAL CLASS REGISTRATION REVENUE

SECTION TITLE

Distribution: Cultural Fund 100%

Source: Customers of the PACE Center and The Schoolhouse

Course offerings include theater, science, digital art, dance, music and visual art courses. The facilities include dance studios, flexible classroom spaces, media lab and a theater.

Collection: Class fees are collected by internet, phone, over-the-counter and by mail.

Trend:

% Change

Year Revenue (YoY)

2018473,478

2019539,965 14.0%

2020302,717 -43.9%

2021475,57257.1%

2022 Projected 642,02235.0%

2023 Adopted 642,8000.1%

• Class registration revenues are demand-based and are the result of class registrations for youth and adults.

• Revenue for 2020 and 2021 reflects the impact of the facilities being closed and/or open for limited class attendance due to COVID-19.

• Event attendance returned to pre-pandemic levels in 2022. Strong demand is reflected in the 2022 projection and 2023 budget.

CULTURAL MEMBERSHIPS

Distribution: Cultural Fund 100%

Source: Customers of the PACE Center

Collection: Membership fees are collected by internet, phone, over-the-counter and by mail.

Trend:

% Change

Year Revenue (YoY)

2018107,987

2019115,010 6.5%

202061,350 -46.7%

202188,45044.2%

2022 Projected 100,00013.1%

2023 Adopted 100,0000.0%

• The Cultural Department has focused on the development of a strong membership base over the past few years with unique events and activities for this base. Growth in membership is now expected to remain somewhat stable.

• Revenue for 2020 and 2021 reflects the impact of the facilities being closed and/or open for limited audience attendance due to COVID-19 resulting in limited membership growth.

• Membership levels have rebounded to near pre-pandemic levels, but revenue was budgeted conservatively as some members are likely hesitant to return to the theater.

PACE FACILITY RENTALS REVENUE

SECTION TITLE

Distribution: Cultural Fund 100%

Source: Customers of the PACE Center

Collection: Rental payments are collected by phone, over-the-counter and by mail.

Trend:

• Rental revenue is demand-based and the result of theater and event room, west terrace, gallery and classroom rentals.

• Revenue for 2020 and 2021 reflects the impact of the facilities being closed and/or open for limited rentals due to COVID-19.

• The 2022 projection and 2023 budget reflect strong demand at pre-pandemic levels.

THE SCHOOLHOUSE FACILITY RENTALS REVENUE

Distribution: Cultural Fund 100%

Source: Customers of The Schoolhouse

Collection: Rental payments are collected by phone, over-the-counter and by mail.

Trend:

• Rental revenue is demand-based.

• Construction around The Schoolhouse had some impact on facility rentals in 2019.

• Revenue for 2020 and 2021 reflects the impact of the facilities being closed and/or open for limited rentals due to COVID-19.

• The 2022 projection and 2023 budget reflect strong demand at pre-pandemic levels.

RECREATION ADMISSION REVENUE

SECTION TITLE

Distribution: Recreation Fund 100%

Source: Users of the Recreation Center and Fieldhouse

Collection: Fees are collected by over-the-counter payments and from direct payment from the customer’s bank account. Recreation Center and Fieldhouse users can pay for a daily admission fee or a multi-punch card, or can purchase a monthly or annual membership.

Trend:

• Both the Recreation Center and the Fieldhouse operated at near capacity levels from 2017 through 2019 which limited the amount of revenue growth.

• Revenue for 2020 and 2021 reflects the impact of the facilities being closed and/or open for limited users due to COVID-19.

• Revenues in 2022 and 2023 reflect a return to pre-pandemic activities.

Distribution: Recreation Fund 100%

H2O’BRIEN POOL ADMISSION REVENUE

Source: Users and renters of the H2O’Brien Pool

The H2O’Brien Pool is open Memorial Day weekend, generally through Labor Day.

Collection: Fees are collected over-the-counter at the H2O’Brien Pool, Parker Recreation Center and Parker Fieldhouse, or from direct payments from the customer’s bank account. H2O users can pay a Daily Admission Fee, purchase a punch card or a season membership or add a season pass to an existing Recreation membership.

The fees collected with membership plans are reflected in the membership revenue and not in the following daily admission revenue.

Trend:

0 50,000 100,000 150,000 200,000 2018 2019 2020 2021 2022 Projected 2023 Adopted

• Revenues for the pool are primarily weather related.

Change Year Revenue

%

202060,535 -47.6%

2021159,083162.8%

2022 Projected 165,0003.7%

• Summer 2019 started out with cool weather which impacted pool admissions.

• Revenue for 2020 reflects the impact of the facilities being closed and/or open for limited users due to COVID-19.

DISCOVERY PARK ADMISSION REVENUE

Distribution: Recreation Fund 100%

Source: Users of the Parker Ice Trail at Discovery Park

The Parker Ice Trail is typically open December through February as conditions permit.

Collection: Admissions are collected online or over-the-counter at Discovery Park.

Trend:

% Change

Year Revenue (YoY)

2018149,743

2019160,1647.0%

2020143,887 -10.2%

2021206,96643.8%

2022 Projected 190,000-8.2%

2023 Adopted 200,0005.3%

• Revenues depend on the weather conditions that impact opening and closing dates.

• Revenues in 2020 and the beginning of 2021 were somewhat impacted by COVID-19 related admissions limits.

• The Ice Trail closed early in 2022 due to an equipment malfunction, but it is expected to be open for a full season in 2023.

Distribution: Recreation Fund 100%

RECREATION CONCESSION REVENUE

Source: Users of H2O’Brien, the Fieldhouse, Salisbury Park and Discovery Park

Collection: Concession payments are collected at point of sale.

Trend:

%

2019125,562 7.4%

202037,890 -69.8%

2021111,187193.4%

2022 Projected 108,500-2.4%

2023 Adopted 116,5007.4%

• Concession revenue depends upon the number of attendees at the various park and recreation facilities.

• Revenue for 2020 and 2021 reflects the impact of the facilities being closed and/or open for limited users due to COVID-19.

• Activities resumed at a pre-pandemic level in 2022.

RECREATION SPORTS PROGRAM FEES

SECTION TITLE

Distribution: Recreation Fund 100%

Source: Participants in Parker-organized sporting activities such as softball, basketball, flag football, kickball, soccer and several other programs

Collection: Sports fees are collected by internet, phone, over-the-counter and by mail.

Trend:

• Both the Recreation Center and the Fieldhouse operated at near capacity levels from 2017 through 2019 which limited the amount of revenue growth.

• Revenue for 2020 and 2021 reflects the impact of the facilities being closed and/or open for limited users due to COVID-19.

• Participation in sports programs returned to pre-pandemic levels in 2022. The 2022 projection and 2023 budget also reflect a revised fee structure focused on an improved level of cost recovery for this program.

RECREATION AQUATICS

Distribution: Recreation Fund 100%

Source: Recreation Center customers

Collection: Fees for swim lessons are collected by internet, phone, over-the-counter and by mail.

Trend:

% Change

Year Revenue (YoY)

2018255,296

2019322,060 26.2%

2020165,307 -48.7%

2021371,146124.5%

2022 Projected 405,0009.1%

2023 Adopted 477,00017.8%

• Swim lessons are provided at the Recreation Center indoor pool and at H2O’Brien Pool in the summer.

• Revenue for 2020 and 2021 reflects the impact of the facilities being closed and/or open for limited users due to COVID-19.

• Participation in sports programs returned to pre-pandemic levels in 2022. The 2022 projection and 2023 budget also reflect a revised fee structure focused on an improved level of cost recovery for this program.

RECREATION SPECIALTY FITNESS FEES

SECTION TITLE

Distribution: Recreation Fund 100%

Source: Recreation Center customers

Collection: Specialty fitness fees are collected by internet, phone, over-the-counter and by mail.

Trend:

% Change

Year Revenue (YoY)

2018188,991

2019178,086 -5.8%

202095,571 -46.3%

2021126,39632.3%

2022 Projected 172,00036.1%

2023 Adopted 175,0001.7%

• Specialty fitness includes activities such as TRX suspension training, focus interval training and various other fitness programs.

• Over time, customers tend to move to a facility membership that allows them to train on their own or participate in other classes that are free with their membership.

• Revenue for 2020 and 2021 reflects the impact of the facilities being closed and/or open for limited users due to COVID-19.

• Attendance returned to near pre-pandemic levels in 2022, although revenues are still impacted by some likely permanent shifts in fitness trends.

PERSONAL TRAINING FEES

Distribution: Recreation Fund 100%

Source: Recreation customers

Collection: Personal training fees are collected by internet, phone, over-the-counter and by mail.

Trend:

% Change

Year Revenue (YoY)

2018212,678

2019246,399 15.9%

202089,857 -63.5%

2021135,37950.7%

2022 Projected 140,0003.4%

2023 Adopted 200,00042.9%

• Over time, customers tend to move from a personal training package to a facility membership. This limits the amount of revenue growth.

• Revenue for 2020 and 2021 reflects the impact of the facilities being closed and/or open for limited users due to COVID-19.

• Personal training revenues continue to experience some softness as the pandemic created some likely permanent shifts in fitness trends.

RECREATION KIDS’ ZONE PROGRAM FEES

Distribution: Recreation Fund 100%

Source: Kids’ Zone customers

Collection: Kids’ Zone fees are collected by phone and over-the-counter.

Trend:

% Change

Year Revenue (YoY)

2018115,817

2019118,625 2.4%

202049,687 -58.1%

202188,97579.1%

2022 Projected 122,00037.1%

2023 Adopted 125,0002.5%

• Kids’ Zone offers a variety of classes and events. Offerings include the Princess Ball and Milk and Cookies with Santa. Revenues depend on the number of customers and attraction to the specific classes and events.

• Revenue for 2020 and 2021 reflects the impact of the facilities being closed and/or open for limited users due to COVID-19.

• Childcare operations returned to pre-pandemic levels in 2022.

FIELDHOUSE FACILITY RENTAL FEES

Distribution: Recreation Fund 100%

Source: Fieldhouse customers

Collection: Rental payments are collected by phone, over-the-counter and by mail.

Trend:

% Change

Year Revenue (YoY)

2018208,718

2019243,107 16.5%

2020193,955 -20.2%

2021289,81049.4%

2022 Projected 260,000-10.3%

2023 Adopted 275,0005.8%

• Rental fees depend upon demand.

• Revenue for 2020 and 2021 reflects the impact of the facilities being closed and/or open for limited rentals due to COVID-19.

• Facility rentals continue to experience strong growth over pre-pandemic levels in 2022 and 2023.

FIELDHOUSE DAY CAMP FEES

SECTION TITLE

Distribution: Recreation Fund 100%

Source: Fieldhouse customers

Collection: Day camp fees are collected by internet, phone, over-the-counter and by mail.

Trend:

% Change

Year Revenue (YoY)

2018481,144

2019471,381 -2.0%

202056,683 -88.0%

2021178,879215.6%

2022 Projected 352,00096.8%

2023 Adopted 425,00020.7%

• The day camp program includes both before and after school programs and is operating near capacity.

• Revenue for 2020 and 2021 reflects the impact of the facilities being closed and/or open for limited campers due to COVID-19.

• The 2022 projection and 2023 budget reflect a return to pre-pandemic operations with some parents still hesitant to send their children to camp.

FIELDHOUSE SPORTS INSTRUCTION FEES

Distribution: Recreation Fund 100%

Source: Fieldhouse customers

Collection: Sports instruction fees are collected by internet, phone, over-the-counter and by mail.

Trend:

2021196,54165.0% 2022 Projected 277,00040.9% 2023 Adopted 277,0000.0%

• Revenue is impacted by program demand, which has fluctuated the last several years.

• Revenue for 2020 and 2021 reflects the impact of the facilities being closed and/or open for limited users due to COVID-19.

• Sports instruction returned to pre-pandemic levels in 2022.

RECREATION FIELD RENTALS

Distribution: Recreation Fund 100%

Source: Recreation customers

Collection: Field rental fees are collected by phone, over-the-counter and by mail.

Trend:

202035,277 -47.6%

202159,18067.8%

2022 Projected 130,000119.7%

2023 Adopted 131,0000.8%

• Revenue is impacted by program demand which has fluctuated over the last several years.

• Revenue for 2020 and 2021 reflects the impact of the facilities being closed and/or open for limited users due to COVID-19.

• Field rentals returned to pre-pandemic levels in 2022. The 2022 projection and 2023 budget also reflect a revised fee structure focused on an improved level of cost recovery for this program.

Distribution: Public Improvements Fund 83% Parks and Recreation Fund 17%

BUILDING USE TAX REVENUE

Source: Contractors, developers, Parker businesses and residents

Collection: Building use tax is assessed at 4% (3% is Town of Parker and 1% is collected and remitted to Douglas County) on 50% of the estimated value of a construction project. Construction labor is typically not subject to use tax, and the Town of Parker estimates that 50% of the building permit value is related to taxable items such as materials, equipment and appliances. Building use tax is estimated and collected by the Building Department at the time a building permit is obtained.

Trend:

• Building use tax fluctuates based on the number of residential and commercial permits issued and the valuation associated with permits, primarily commercial.

• Permit history is as follows:

• Revenues in 2021 and 2022 included building use tax for large new residential developments. Growth is expected to taper off in 2023 since those developments have already obtained permits.

PARKER AUTHORITY FOR REINVESTMENT CAPITAL FUNDING

Distribution: Public Improvements Fund 100%

Source: Parker Authority for Reinvestment (P3)

Collection: As an Urban Renewal Authority, it is P3’s charge to reduce and eliminate blight by removing barriers to private development and reinvestment to help improve our community. P3 is participating with the Town on several urban renewal projects.

Trend:

• In 2020, P3 contributed $8 million toward the overall Cottonwood Bridge widening project, which has a total cost estimate of $11 million. The contribution was recorded as intergovernmental revenue in the Public Improvements Fund.

• The remaining $13 million contributed in 2020 is dedicated to funding of capital projects in the Parker Central Urban Renewal Area. The same accounting methodology was followed with this amount.

DOUGLAS COUNTY ROAD SALES TAX SHARED REVENUE

Distribution: Public Improvement Fund 100%

Source: Citizens and visitors in Douglas County

Collection: Douglas County collects a 0.4% roads sales and use tax county-wide and then remits 75% of the amount collected within Parker town limits to the Town. This revenue helps fund the construction of new road projects and is accounted for in the Public Improvements Fund. Funds are electronically disbursed to the Town’s bank account monthly.

Trend:

• Revenue depends on the level of County sales tax collections.

• Collections have been trending upward with growth.

FASTER REVENUE

Distribution: Public Improvements Fund 100%

Source: State of Colorado

Collection: Funding Advancements for Surface Transportation and Economic Recovery (FASTER), was signed into law on March 2, 2009. It raises additional revenues for statewide transportation improvements from the road safety surcharge, oversize/ overweight surcharge, rental car surcharges and late vehicle registration fees.

Revenues are credited to the Highway Users Tax Fund (HUTF) and distributed per statute to the Colorado Department of Transportation, counties and municipalities.

% Change

Year Revenue (YoY)

2018286,423

2019365,90527.8%

2020307,400-16.0%

2021348,18113.3%

2022 Projected 300,000-13.8%

2023 Adopted 300,0000.0%

• Revenues fluctuate based on the amount of vehicle surcharges collected by the state.

Distribution: Excise Tax Fund 100%

Source: Contractors and developers

Collection: Excise tax is paid by the builder at the time a building permit is issued for a new residence or commercial structure. The fees are used to pay for capital projects, such as street improvements or parks that are needed for the new residents moving into the Town. The fees are only used for capital items and not to fund regular operations.

Trend:

20183,735,299

20204,922,145 94.4%

20218,440,40571.5%

2022 Projected 9,800,00016.1%

2023 Adopted 9,500,000-3.1%

• The excise tax rate fluctuates based on the Colorado Construction Cost Index set by the Colorado Department of Transportation.

• Revenues fluctuate based on the amount of annual development. The number of permits and average value of those permits for the current and prior year is as follows:

• The amount of tax collected per unit is as follows for 2022:

• The commercial rate is $0.39 per square foot in 2022. It is increasing to $0.51 in 2023.

STORMWATER ENGINEERING REVIEW FEES

SECTION TITLE

Distribution: Stormwater Utility Fund 100%

Source: Developers

Collection: Engineering Review Fees are charges to developers to cover the time Stormwater staff spends performing technical reviews of development projects. The fee amounts follow a schedule approved by Town Council that is calculated based on the typical number of hours a review takes which can vary depending on the size of the development. Community Development collects the fees for the Public Works Engineering division at the time of a development application before reviews commence.

Trend:

201855,586

2019100,05780.0%

2020134,46734.4%

2021218,11762.2%

2022 Projected 150,000-31.2%

2023 Adopted 156,0004.0%

• Revenue fluctuates based on the amount of annual development.

STORMWATER UTILITY FEE REVENUE

Distribution: Stormwater Utility Fund 100%

Source: Property owners within the Town limits

Collection: Fees collected from residences and businesses fund construction of drainage improvements, maintenance of existing drainage facilities, monitoring and safeguarding of stormwater quality, and planning, designing and constructing regional drainage improvements in cooperation with the Urban Drainage and Flood Control District.

Residential stormwater utility fees are a flat fee billed through the water and sanitation districts in Parker to minimize administrative collection costs and to make it easy for citizens to make their payment. Parker Water and Sanitation, Cottonwood Water and Sanitation, and Stonegate Water and Sanitation Districts collect fees from residents and remit them to the Town.

Stormwater utility fees for commercial property are calculated based on impervious area and billed annually by the Finance Department. Impervious area constitutes any area that does not allow water/snow to be absorbed by the ground, such as sidewalks, rooftops, driveways and parking lots. Payments are made directly to the Town of Parker and are due by April 30.

Trend:

• Periodic fee increases are based on the U.S. Labor Statistics Consumer Price Index for Denver/ Aurora/Lakewood.

• Single family residential (SFR) property fees were $8.08 per month in 2022 and will be $8.70 per month in 2023.

• Commercial and non-residential properties are calculated as follows: SFR fee x 12 months x total impervious area of property in square feet / 4000 square feet

STORMWATER CONTRIBUTIONS

SECTION TITLE

Distribution: Stormwater Utility Fund 100%

Source: Developers and other agencies/stakeholders

Collection: Town of Parker code requires that developers provide for any necessary channel and bank stabilization as part of their planning and design requirements. Town staff, working with the developer, determine whether the developer will perform the required stabilization as part of their construction work or make a contribution to the Town in lieu of performing that work. When a contribution is received, the Town uses those revenues specifically for the required drainage project. Monies may also be received from other agencies such as the Urban Drainage and Flood Control District.

Trend:

% Change

Year Revenue (YoY)

2018 0

20192,674,272

20206,197,267131.7%

20215,611,182-9.5%

2022 Projected 11,230,000100.1%

2023 Adopted 5,420,000-51.7%

• Contributions fluctuate based on the number of development projects requiring channel and bank stabilization.

LONE TREE FLEET SERVICES

Distribution: Fleet Services Fund 100%

Source: City of Lone Tree

Collection: In 2012, the Town of Parker and the City of Lone Tree entered into an intergovernmental agreement (IGA), whereby the Town of Parker would provide routine, preventative and scheduled fleet maintenance of Lone Tree vehicles. Lone Tree reimburses the Town monthly based upon an agreed upon shop rate and the hours worked on Lone Tree vehicles.

Trend:

% Change

Year Revenue (YoY)

201891,211

2019114,04625.0%

202084,615 -25.8%

202188,2194.3%

2022 Projected 100,00013.4%

2023 Adopted 96,546-3.5%

• Revenues fluctuate based on the amount of fleet shop services used by Lone Tree.

CAPITAL BUDGET

EXECUTIVE SUMMARY

2023 CAPITAL BUDGET AND 10-YEAR CAPITAL IMPROVEMENT PLAN (CIP)

BACKGROUND

The following pages detail the Town’s 2023 Capital Budget and the Ten-Year Capital Improvement Plan (CIP).

The Town defines a capital asset as one that is acquired, purchased or constructed with a cost or fair market value greater than or equal to $5,000 and a useful life of more than one year. This may include equipment, furniture, fixtures, artwork, buildings, land and/or infrastructure. Capital spending may occur through each of the following funds and one project may be funded through multiple funds depending upon the project specifics:

• General Fund

• Parks and Recreation Fund

• Cultural Fund

• Recreation Fund

• Public Improvements Fund

• Capital Renewal and Replacement Fund

• Stormwater Utility Fund

• Fleet Fund

• Information Technology Fund

• Facilities Fund

The multi-fund structure is needed to account for various dedicated revenue streams and is also helpful in maintaining a broad focus across all community needs. It is especially important that the Stormwater operations be managed as an independent business as required by governmental accounting standards for enterprise funds.

The Excise Tax Fund and the Impact Fee Funds are also potential sources of funding for qualified capital spending. This would be accomplished with an interfund transfer to one of the above listed funds, where the expenditure will occur.

Within each of these funds, capital items are grouped into the following four categories:

• New capital

• Reinvestment in existing capital

• Facilities

• Machinery, equipment and software

The annual Capital Budget and ten-year CIP are created for different purposes. Town Council appropriates funds only for the next year’s proposed Capital Budget; the costs for these projects have been researched and the projects are supported by Town staff. The ten-year CIP represents projects that departments believe may be necessary in the next ten years, but are not completely researched, nor has any detailed engineering been completed.

EXECUTIVE SUMMARY

2023 CAPITAL BUDGET AND 10-YEAR CAPITAL IMPROVEMENT PLAN (CIP)

Detail for each project includes a project description, purpose of the project, budget, funding sources, impact on operating costs, impact on other departments and the Town strategic goals supported. Where appropriate, maps and/or pictures are included

Selection of Capital Projects

Projects in the 2023 Capital Budget have been selected through a scoring process by a crossdepartmental team. Departments submit standard Capital Budget Request forms for each of their proposed capital expenses. The form includes information for scoring each request such as a project description, mandates for the project, relevance to Town strategic goals, and future costs or cost savings. The team members score the projects in twelve categories including individual Town strategies. The projects are then sorted by average score and compared to revenue projections for each fund to include those capital projects for which there is available funding.

Following the scoring process, the cross-departmental team meets to review the outcome and concur with the results. Once available funding by fund is determined, requested projects that do not have funding are moved to the first year of the ten-year CIP. This allows for those projects to be included in the process again for the next budget year.

The process has been successful in that the overall results have been reasonable, emotional decisions have been mitigated and finite resources have been effectively allocated.

CAPITAL IMPROVEMENT PLAN SUMMARY - 2023 BUDGET

* Does not include contingency amts

GENERAL FUND 10-YEAR PLAN

CAPITAL PROJECTS - GENERAL FUND

2021-2032 CAPITAL IMPROVEMENT PLAN

Town of Parker 2023 Annual Budget

CIP BY PROJECT

GENERAL FUND 10-YEAR PLAN (cont)

Town of Parker 2023

GENERAL FUND 10-YEAR PLAN (cont)

CIP

GENERAL FUND 10-YEAR PLAN (cont)

Town of Parker 2023 Annual Budget

SECTION TITLE

GENERAL FUND PROJECTS

Capital Project: Town Manager - Community Event Permit System

DESCRIPTION

This item is an online document management and workflow software solution specifically designed to support the community event permitting process.

PURPOSE/DISCUSSION

Community events contribute to the spirit, vitality and economic prosperity of our community. Each year, Town staff coordinates the issuance of numerous community event permits. Examples include festivals, concerts, parades, runs/walks, farmer/art markets and internal Town events.

The community event permit process is currently labor-intensive, requires extensive administrative oversight and does not support the Town’s mission of providing exceptional service to our citizens. This new user-friendly software will better meet applicant needs while enhancing interdepartmental communication and coordination.

PROJECT BUDGET

FUNDING SOURCES

General Fund Revenue

IMPACT ON OPERATING COSTS

This software will reduce administrative oversight costs and potentially generate more revenue as it is easier for event organizers to obtain a permit.

IMPACT ON OTHER DEPARTMENTS

This will improve interdepartmental coordination between the Public Works, Police, Parks, Community Development, Cultural, Town Clerk and Town Manager Departments.

TOWN STRATEGIC GOALS ACHIEVED

Foster Community Creativity and Engagement

Community events foster Parker’s hometown feel. They allow our citizens to attend unique, fun and family-friendly activities that promote community engagement. This software is essential for attracting and retaining event organizers by making the process as seamless as possible.

Promote a Safe and Healthy Community

The size, regulatory requirements, impact on residents and potential for public safety incidents all create risk for community events. This community event software will help ensure compliance and transparency regarding safety measures for the events.

Capital Project: Police Department - SmartForce

DESCRIPTION

SmartForce is a software solution to help crime analysts communicate crime and administrative information in real-time, significantly increasing productive policing hours every day. SmartForce will transform the Parker Police Department from the pitfalls of email to 2-way communication, a collaboration between units, automated workflows, and calculated results.

PURPOSE/DISCUSSION

SmartForce aims to improve communication and leverage data to reduce crime. Going from data-aware to insights-led, or in other words, gaining insight from the data will put the Parker PD in better positions to gain efficiencies. It shifts insights-led decision-making from command staff into an organizational pursuit. SmartForce delivers actionable insights and intelligence rather than historical reports. SmartForce embeds insights into every unit from Patrol to Investigations to Evidence and improves responses so that crime can be thwarted and prevented faster.

FUNDING SOURCES

General Fund Revenue

IMPACT ON OPERATING COSTS

Evidence shows that implementing SmartForce has quantifiable benefits in increased policing time, reduced administrative time, and more significant percentages of crime reduction.

IMPACT ON OTHER DEPARTMENTS

None

TOWN STRATEGIC GOALS ACHIEVED

Support an Active Community

A significant draw to playing outside in Parker (parks, trails, playgrounds, events) is the quality and reliability of public safety in the Town of Parker. SmartForce and Stratified Policing approaches will increase the efficiency of our crime reduction capabilities, maintaining the safety in Parker that people have come to expect.

Enhance Economic Vitality

By implementing an intelligence-led crime-reduction strategy inside the SmartForce communication and organization system, Parker can continue providing state-of-the-art public safety to the community. A community consistently rated as one of the safest in the State and the Country is attractive to residents and businesses.

Develop a Visionary Community through Balanced Growth

As the Town of Parker continues to grow and attract more visitors, the Parker Police Department needs to adapt and grow professionally alongside the community to ensure the highest level of public safety service to the community.

GENERAL FUND PROJECTS

Capital Project: Police Department - Portable Radio Replacements

DESCRIPTION

This project is a three-year, phased replacement of the current police radios that are no longer going to be supported by the manufacturer starting in 2023.

PURPOSE/DISCUSSION

Radio communication is critical to the law enforcement mission. It allows police officers to communicate emergency information to other officers, the dispatch center and other agencies. Starting in 2023, the manufacturer is no longer supporting the radios used by Parker PD. The Department is implementing a three-year plan to replace its fleet of 86 portable radios before they become completely obsolete and unusable.

PROJECT

FUNDING SOURCES

General Fund Revenue

IMPACT ON OPERATING COSTS

None

IMPACT ON OTHER DEPARTMENTS

None

TOWN STRATEGIC GOALS ACHIEVED

Enhance Economic Vitality

A low crime rate and a feeling of safety directly correlates to economic vitality. Radios are a critical tool of policing.

Innovate with Collaborative Governance

Radio systems allow immediate communication with surrounding law enforcement and fire agencies.

Compatible radio technology allows for seamless communication in emergency situations and supports interagency cooperation and support.

Promote a Safe and Healthy Community

One of the core functions of law enforcement is to maintain a safe and healthy community through crime reduction and response to emergency situations. A properly equipped police department is vital to maintaining a safe and healthy community.

GENERAL FUND PROJECTS

Capital Project: Police Department - Vehicle for Additional Staff Member

DESCRIPTION

This budget item is for a fully-equipped police vehicle for an additional officer.

PURPOSE/DISCUSSION

An additional staff member was approved during the budgeting process. This staff member requires the addition of a dedicated vehicle.

PROJECT

FUNDING SOURCES

General Fund Revenue

IMPACT ON OPERATING COSTS

Routine vehicle maintenance

IMPACT ON OTHER DEPARTMENTS

None

TOWN STRATEGIC GOALS ACHIEVED Promote a Safe and Healthy Community

One of the core functions of law enforcement is to maintain a safe and healthy community through crime reduction and response to emergency situations. An appropriately staffed police department with the requisite equipment is vital to maintaining a safe and healthy community.

SECTION TITLE

GENERAL FUND PROJECTS

Capital Project: Public Works - Traffic Detection Equipment

DESCRIPTION

This project is the replacement of failing or obsolete traffic signal detection equipment.

PURPOSE/DISCUSSION

Traffic signal equipment requires routine maintenance and equipment replacement to ensure reliability of the transportation network. Regular replacement of aged traffic signal detection equipment that has shown reliability issues or has reached end-of-service life reduces the number of after-hours repairs and staff callbacks and helps control associated labor costs.

The cost estimates are based on replacing equipment at three intersections each year, with assumed regular cost escalations.

PROJECT BUDGET

FUNDING SOURCES

General Fund Revenue

IMPACT ON OPERATING COSTS

Reduction of the number of after-hours repairs and staff callbacks

IMPACT ON OTHER DEPARTMENTS

None

TOWN STRATEGIC GOALS ACHIEVED Enhance Economic Vitality

The traffic signals are a critical piece of mobility within the Town of Parker. If citizens and visitors can’t get around town efficiently or conveniently, economic vitality suffers.

Develop a Visionary Community through Balanced Growth

Routine upgrades of obsolete traffic signal equipment are vital to have excellent infrastructure and support a growing Town. Modern detection equipment is needed to keep Traffic Services future-focused and on pace with advances in technology.

Promote a Safe and Healthy Community

Functional and reliable traffic signals assist in providing a safe transportation network.

GENERAL FUND PROJECTS

Capital Project: Public Works - Traffic Signal Cabinet Equipment

DESCRIPTION

This project is the replacement of obsolete, failure-prone, or end-of-service-life traffic signal cabinets.

PURPOSE/DISCUSSION

Traffic signal cabinets must be electrically sound and weatherproof to provide reliable service to the traveling public and house the ethernet and fiber optic equipment that supports the Town’s communications network. Replacement of traffic signal cabinets due to end-of-service life, vehicle knockdowns or lightning damage is an ongoing challenge for Traffic Services. Cabinets also can require upgrades due to expanded equipment demands such as new communications or detection equipment. The cabinet is a critical piece of each traffic signal location in Parker. If these cabinets are not purchased, reliability and safety will be compromised.

PROJECT BUDGET

FUNDING SOURCES

General Fund Revenue

IMPACT ON OPERATING COSTS

Ongoing maintenance should have no direct change in routine maintenance man-hours, but newer cabinets may have fewer emergency call-out conditions.

IMPACT ON OTHER DEPARTMENTS

None

TOWN STRATEGIC GOALS ACHIEVED Enhance Economic

The traffic signals are a critical piece of mobility within the Town of Parker. If citizens and visitors cannot get around town efficiently or conveniently, economic vitality suffers.

Develop a Visionary Community through Balanced Growth

Traffic signal quantities have increased in the last 20 years with 51 new traffic signals since 2002. The traffic cabinets originally deployed eventually reach an end of useful life. Past growth must be maintained long term.

Promote a Safe and Healthy Community

Functional and reliable traffic signals assist in providing a safe transportation network.

GENERAL FUND PROJECTS

Capital Project: Public Works-Tandem Cab/Chassis: Mobile Concrete Batch Truck

DESCRIPTION

This budget item is for a replacement cab & chassis for the mobile concrete batch truck. The unit is four years beyond its useful life and at risk of failure.

PURPOSE/DISCUSSION

The Streets division currently has a mobile concrete batch truck that consists of a concrete batch plant for making concrete on site and a cab and chassis to deploy the concrete for repairs around town. This unit reduces the Town’s reliance on commercially-batched concrete and allows staff to make repairs quickly, regardless of quantity of concrete needed. The cab and chassis part of the unit is beyond its useful life and needs to be replaced before it fails.

PROJECT BUDGET

2021 - $

FUNDING SOURCES

General Fund Revenue

IMPACT ON OPERATING COSTS

None

IMPACT ON OTHER DEPARTMENTS

None

TOWN STRATEGIC GOALS ACHIEVED

Support an Active Community

The concrete batch truck allows Streets staff to quickly make repairs to all concrete assets, including sidewalks, which preserves pedestrian and bicycle mobility.

Enhance Economic Vitality

Well maintained streets result in lower long-term costs by ensuring the usable life of the asset is maximized, and they reduce costly wear and tear on people’s cars.

Promote a Safe and Healthy Community

Providing responsive and proper maintenance of Town streets and sidewalks encourages mobility and keeps them safe for motorists, bicyclists and pedestrians.

Capital Project: Public Works - Commercial Riding Mower

DESCRIPTION

This equipment is a commercial grade riding mower for maintaining Town Rights of Way (ROW). The Streets Division currently has two mowers, but a third is needed to keep up with the workload.

PURPOSE/DISCUSSION

The Streets Division is responsible for ROW maintenance, including groundcover mowing. The ROW environment is rough on mowers, resulting in a frequent need for repairs. The third mower ensure that enough mowers are still available, even when others are out of service. The Town is also increasing in size, adding to the volume of ROW and overall workload.

PROJECT

FUNDING SOURCES

General Fund Revenue

IMPACT ON OPERATING COSTS

None

IMPACT ON OTHER DEPARTMENTS

The additional mower can be used by Stormwater or Parks when not being used for ROW mowing.

TOWN STRATEGIC GOALS ACHIEVED

Support an Active Community ROW maintenance ensures that sidewalks and bicycle lanes are clean, which encourages active, outdoor use.

Promote a Safe and Healthy Community

ROW maintenance includes removal of trash and debris and maintaining groundcover and vegetation. Most ROWs include a sidewalk and is adjacent to a travel lane or bicycle lane. Keeping these areas clean reduces hazards to pedestrians and motorists. It also mitigates the chance of wildfire.

GENERAL FUND PROJECTS

Capital Project: Public Works - Traffic Safety Software

DESCRIPTION

This project will purchase a one-year license for the Town of Parker loaded with normalized crash data for crash analyses as well as training for Town staff.

PURPOSE/DISCUSSION

Traffic Safety Software will allow for improved analysis of crash data to identify existing crash patterns with the potential for mitigation. This will allow staff to identify and scope future projects to improve safety within the Town. The analysis will also allow for identification of systemic projects to be implemented over time to reduce future crash potential. For example, low volume intersections may not have many crashes, but are higher than would be anticipated. This will allow for improved analysis to identify and prioritize safety improvements at these locations.

PROJECT BUDGET

FUNDING SOURCES

General Fund Revenue

IMPACT ON OPERATING COSTS

This software allows for safety analysis which improves project ranking and identification of projects to maximize investments with higher impacts.

IMPACT ON OTHER DEPARTMENTS

This software may provide additional information for the Police Department in identifying locations where changing enforcement could impact safety.

TOWN STRATEGIC GOALS ACHIEVED Enhance Economic Vitality

Crashes cost citizens thousands in repairs, significant lost time dealing with auto repairs and inconvenience, and higher insurance rates. Crashes may result in life altering injuries for citizens, high medical expenses or even worse. Businesses benefit by having safe and easy access.

Develop a Visionary Community through Balanced Growth

Identification of locations for mitigating crashes allows a more efficient use of the existing infrastructure, allowing the continued use of existing roadways and supporting existing businesses while safely supporting new growth.

Innovate with Collaborative Governance

Similar software is being used by Douglas County, CDOT, and others. This will allow staff to coordinate on projects impacting multiple agencies by using the same types of data and analysis.

Promote a Safe and Healthy Community

Crash analysis allows staff to quickly identify safety patterns and select projects to improve safety for the traveling public.

Capital Project: Public Works - Responsible Signal System Power Backup Systems

DESCRIPTION

This project installs uninterruptible power supply (UPS) with battery backup systems at seven stations utilized for the responsive traffic signal control system.

PURPOSE/DISCUSSION

Due to continued development in the Parker area, Parker’s roadways have and will continue to see increased traffic. Town staff has already started the implementation of an advanced traffic signal control system on Parker Road. This first phase was started in 2019 by implementing a responsive traffic control system. This responsive signal system was fully functional by mid-2020 and has already resulted in improved traffic flow on Parker Road (based on field results). This first phase resulted in the system being able to manipulate the fixed cycle programs to better fit the traffic pattern. The phase one system handles the thirteen traffic signals on Parker Road and adjacent traffic signal locations that are in close proximity to Parker Road.

This second phase will provide uninterruptible power supply (UPS) with battery backup. The system will ensure critical loads remain protected and running during power outages and other power disturbances.

PROJECT BUDGET

FUNDING SOURCES

General Fund Revenue

IMPACT ON OPERATING COSTS

The efficiency and accuracy gains with this software will reduce operating costs.

IMPACT ON OTHER DEPARTMENTS

None

TOWN STRATEGIC GOALS ACHIEVED Enhance Economic Vitality

The traffic signals are a critical piece of mobility within the Town of Parker. Improved operations result in shorter travel times which increases economic activity for Parker services and businesses. The count stations allow for efficient signal timings with improved traffic flow based on live data input; battery backup systems prevent the count stations from losing power during power outages and other power disturbances.

Develop a Visionary Community through Balanced Growth

This program’s effort is part of the needed infrastructure to support the planned development of the Town. The UPS systems with battery backup provides power stability to the expanding infrastructure preventing power loss during outages and power disturbances.

SECTION TITLE

GENERAL FUND PROJECTS

Capital Project: Public Works - Replace Utility Locate Equipments

DESCRIPTION

This project will replace obsolete utility locate equipment.

PURPOSE/DISCUSSION

Colorado law requires that the Town provide utility location services for its underground infrastructure to contractors doing work in the town. The current back-up utility locate equipment has reached the end of its life and is no longer supported by the supplier. Without a backup, the Traffic department may find itself without available equipment when it is needed.

PROJECT BUDGET

FUNDING SOURCES

General Fund Revenue

IMPACT ON OPERATING COSTS

None

IMPACT ON OTHER DEPARTMENTS

None

TOWN STRATEGIC GOALS ACHIEVED Enhance Economic Vitality

The Town’s underground infrastructure, including that which supports traffic signals and stormwater, is a critical component of mobility within the Town of Parker. Damages to existing Town infrastructure can result in significant traffic delays and costly repairs, and the Town is responsible for any damages that are caused by a failure to locate our utilities for contractors.

Develop a Visionary Community through Balanced Growth

Routine upgrades of obsolete utility locate equipment are vital to have excellent infrastructure and support a growing Town. Modern equipment is needed to keep Traffic Services futurefocused and on pace with advances in technology.

Promote a Safe and Healthy Community

Properly functioning and reliable infrastructure is necessary for a safe transportation network.

Capital Project: Parks - Vehicle for Additional Staff Member

DESCRIPTION

This budget item is for a vehicle to be utilized by an additional staff member.

PURPOSE/DISCUSSION

An additional staff member was approved during the budgeting process. This staff member requires the addition of a dedicated vehicle.

PROJECT BUDGET

FUNDING SOURCES

General Fund Revenue

IMPACT ON OPERATING COSTS

Routine vehicle maintenance

IMPACT ON OTHER DEPARTMENTS

None

TOWN STRATEGIC GOALS ACHIEVED

Enhance Economic Vitality

With the continued growth of the Town, additional staff are needed to support that growth. Depending on the position, staff additions sometimes require an increase in the Town’s fleet of vehicles.

SECTION TITLE

GENERAL FUND PROJECTS

Capital Project: Parks - Computerized Irrigation Controller Update

DESCRIPTION

This project will retrofit all irrigation controllers with new Toro Sentinel DXI technology capable of supporting cellular connectivity.

PURPOSE/DISCUSSION

This retrofit conversion is necessary to irrigate all Town properties. Toro, the manufacturer of the Town’s computerized irrigation controller system, is replacing the radio-based platform with a new system called DXI. The new system will operate on a cloud/cellular platform and eliminate the use of the current 450MHz radio frequency. Due to the expanse and complexity of computerized irrigation, going to a completely new system is not a viable economic option.

PROJECT

FUNDING SOURCES

General Fund Revenue

IMPACT ON OPERATING COSTS

None

IMPACT ON OTHER DEPARTMENTS

None

TOWN STRATEGIC GOALS ACHIEVED

Support an Active Community

This project supports an active community by providing the necessary irrigation for Town sports fields and other outdoor spaces.

Enhance Economic Vitality

This project will ensure that Town assets are maintained to a level that supports Town functions and is inviting for citizens and businesses.

Develop

a Visionary Community through Balanced Growth

Providing green spaces for recreation and preserving the scenic outdoors are core components of the Town’s land development strategy.

Promote a Safe and Healthy Community

The Parks and Recreation Department is committed to the promotion of a safe and healthy community by providing safe and inviting landscapes and turf throughout Town.

PARKS AND RECREATION FUND 10-YEAR PLAN

CAPITAL PROJECTS - PARKS & RECREATION FUND

2021-2032 CAPITAL IMPROVEMENT PLAN

Capital Budget

CB-24

Town of Parker 2023 Annual Budget

PARKS AND RECREATION FUND 10-YEAR PLAN (cont)

PARKS AND RECREATION FUND PROJECTS

Capital Project: Lemon Gulch Trail

DESCRIPTION

The developer of the Meadowlark subdivision is required to fund a 10-foot-wide concrete trail from Crowfoot Valley Road to their property line along the east side of the subdivision. This trail is planned to connect to the Cherry Creek Trail just north of Stroh Road at the Stroh Road /Cherry Creek bridge.

PURPOSE/DISCUSSION

The Town’s trail system is one of the most popular outdoor recreational amenities, allowing people of all ages and skill levels to experience the various parks and open space areas within the Town. As the Town continues to expand its trail system with connections to other communities, it will also serve future commuter needs, especially future residential areas along Crowfoot Valley Road. The proposed Lemon Gulch Trail advances buildout of the Town’s existing trail network.

PROJECT BUDGET

FUNDING SOURCES

Parks and Recreation Fund Revenue

IMPACT ON OPERATING COSTS

On-going repair and maintenance of any new additional trail segments

IMPACT ON OTHER DEPARTMENTS

Parks and Recreation will coordinate with Public Works/ Engineering on selecting and hiring contractors and on construction.

TOWN STRATEGIC GOALS ACHIEVED

Support an Active Community

Additional trail opportunities will encourage trail users of all ages and abilities to continue to be active and healthy. In addition, the Town’s trail system is the most used outdoor recreational amenity and always ranks extremely high on various citizen surveys.

Develop a Visionary Community through Balanced Growth

Completion of this trail connection will contribute to a fully integrated trail network that will support Parker’s goal of a well-planned community with excellent infrastructure.

Promote a Safe and Healthy Community

Providing more trails that interconnect to the overall townwide trail system promotes increased trail use with healthy outcomes and safer recreational and commuter mobility.

Capital Project: Lemon Gulch Trail (cont)

PARKS AND RECREATION FUND PROJECTS

Capital Project: Newlin Gulch Trail Connection

DESCRIPTION

The Newlin Gulch Trail is a proposed north/south trail connection that will generally follow along the east side of Chambers Road to connect with the East/West Trail on the south. It will then continue north under Mainstreet. This trail will be a combination of a 10-foot-wide sidewalk along the east side of Chambers Road and detached/separated trail segments under Mainstreet to the north and connecting to the East/West Trail to the south.

PURPOSE/DISCUSSION

The Newlin Gulch Trail will provide an important north/south trail connection in this area of Town which will eventually allow trail users to access the Cherry Creek Regional Trail via existing trail connections through the future Newlin Meadows Community and the existing Stonegate Community.

PROJECT BUDGET

FUNDING SOURCES

Parks and Recreation Fund Revenue

IMPACT ON OPERATING COSTS

On-going repair and maintenance of any new additional trail segments

IMPACT ON OTHER DEPARTMENTS

Parks and Recreation coordinates with Public Works/ Engineering on selecting and hiring contractors and on construction. The department’s time and resource allocation is limited with these trail sections.

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community

The continued construction of an inter-connected trail system throughout the Town will both encourage outdoor exercise and alternate modes of commuting.

Develop a Visionary Community through Balanced Growth

An integrated trail system with both regional and local connections and opportunities for expansion is critical for balanced community growth. The Newlin Gulch Trail connection will provide an important component of the Town’s overall trail system while also contributing to future balanced growth.

Promote a Safe and Healthy Community

Additional trail opportunities will encourage Parker residents to engage in more outside exercise such as walking, running and cycling. These activities contribute to a healthier community.

Capital Project: Newlin Gulch Trail Connection (cont)

Proposed Future Newlin Gulch Trail

Existing 10' Combined Chambers Road Sidewalk and Newlin Gulch Trail

Existing East / West Trail by the Town of Parker

Existing 8' Chambers Road Sidewalk

Proposed Future Newlin Gulch Trail

Existing 8' Chambers Road Sidewalk

Existing Detention Pond to Remain

Future East / West Trail by Douglas County

Future Trail Undercrossing Utilizing Bridge Over Newlin Gulch

Shea Homes Tract Q

Existing Undercrossing

PARKS AND RECREATION FUND PROJECTS

Capital Project: Rowley Downs Trail Connection

DESCRIPTION

This trail addition will run from the central open space within Rowley Downs southeast within the Public Service Company (PSCO) corridor and connecting with the existing trail running north/ south within the Willow Park community. There will also be an at-grade crossing of Seibert Circle. The trail will be 10-feet wide concrete and approximately 1,700-feet long. The new trail will connect to the existing Willow Park Trail which will eventually connect to the existing trail system to the southeast.

PURPOSE/DISCUSSION

The Town’s trail system is one of the most popular outdoor recreational amenities, providing the opportunity for individuals and families of all ages and skill levels to experience the various parks and open space areas within the Town. In addition, as the Town continues to expand our trail system with connections to surrounding areas and other communities, it will also serve future commuter needs.

PROJECT BUDGET

FUNDING SOURCES

Parks and Recreation Fund Revenue

IMPACT ON OPERATING COSTS

Completion of this trail connection will result in an additional annual maintenance cost of approximately $1,000/year.

IMPACT ON OTHER DEPARTMENTS

Parks and Recreation coordinates with Public Works/ Engineering on selecting and hiring contractors and on construction. The department’s time and resource allocation is limited with these trail sections.

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community

Additional trail opportunities will encourage trail users of all ages and abilities to continue to be active and healthy. In addition, the Town’s trail system is the most used outdoor recreational amenity and always ranks extremely high on various citizen surveys.

Develop a Visionary Community through Balanced Growth

Completion of this trail connection will contribute to a fully integrated trail network that will support and implement Parker’s goal of a well-planned community with excellent infrastructure.

Promote a Safe and Healthy Community

Providing more trails that interconnect to the overall Town-wide trail system promotes increased trail use with healthy outcomes and safer recreational and commuter mobility.

PARKS AND RECREATION FUND PROJECTS

Capital Project: Trail Corridor Latigo-Canterberry

DESCRIPTION

As part of the Public Service Company of Colorado’s (PSCo) Pawnee-Daniels Park Transmission Line Project, several projects were identified to help mitigate the impacts of the new electrical transmission towers and lines associated with the project. One of the projects included a softsurface trail from Latigo Lane to the Tallman Gulch Trail and from Omaha Avenue to Canterberry Parkway.

The PSCo transmission line was installed and completed, and COVID hit, so the trail project was put on hold. The Town is now moving forward with completing the proposed trail project.

PURPOSE/DISCUSSION

This project will create a soft-surface trail that is a natural experience and takes advantage of the views of the mountains from the corridor.

PROJECT BUDGET

FUNDING SOURCES

Parks and Recreation Fund Revenue

IMPACT ON OPERATING COSTS

Completion of this trail connection will result in an additional annual maintenance cost of approximately $2,500/year.

IMPACT ON OTHER DEPARTMENTS

Parks and Recreation coordinates with Public Works/ Engineering on selecting and hiring contractors and on construction. The department’s time and resource allocation is limited with these trail sections.

TOWN STRATEGIC GOALS ACHIEVED

Support an Active Community

Additional trail opportunities will encourage trail users of all ages and abilities to continue to be active and healthy. In addition, the Town’s trail system is the most used outdoor recreational amenity and always ranks extremely high on various citizen surveys.

Develop a Visionary Community through Balanced Growth

Completion of this trail connection will contribute to a fully integrated trail network that will support and implement Parker’s goal of a well-planned community with excellent infrastructure.

Promote a Safe and Healthy Community

Providing more trails that inter-connect to the overall Town-wide trail system promotes increased trail use with healthy outcomes and safer recreational and commuter mobility.

PARKS AND RECREATION FUND PROJECTS

Capital Project: Salisbury Park North

DESCRIPTION

Based on the Salisbury Park Master Plan which was approved in 2014, the next steps include: completion of a comprehensive site analysis including research and preparation of various technical reports and studies, project due diligence, soil testing, traffic analysis, development of a detailed phasing plan with cost per phase, initiation of entitlement process and necessary project reviews/approvals from various outside agencies, and consultant support as needed.

PURPOSE/DISCUSSION

Based on the scope of this project, staff anticipates a significant amount of background research and technical support will be needed prior to construction. These efforts, coordination, and documentation will continue into 2023.

PROJECT BUDGET

FUNDING SOURCES

Parks and Recreation Fund Revenue

IMPACT ON OPERATING COSTS

When the park is operational, it will incur maintenance and programming costs, which will be partially offset by new revenue.

IMPACT ON OTHER DEPARTMENTS

Parks and Recreation coordinates with Public Works/ Engineering on selecting and hiring contractors and on construction. The department’s time and resource allocation is limited with these trail sections.

TOWN STRATEGIC GOALS ACHIEVED

Support an Active Community

This park will support outdoor activities for all demographics, including ball fields for team sports.

Develop a Visionary Community through Balanced Growth

As the Town continues to grow there will be a commensurate increase in the need for parks and sports fields. This project will ensure that the visionary goals embodied in the original Salisbury Park Master Plan are implemented in the future so that the Town can maintain adequate recreational infrastructure to serve the entire community.

PARKS AND RECREATION FUND PROJECTS

Capital Project: Harvie Open Space

DESCRIPTION

Six years ago, the Town acquired the 72-acre Harvie property from Douglas County, and in 2017, the Town completed the Harvie Open Space Master Plan for the property. The proposed funding will allow the Town to implement this master plan. Uses include soft-surface trails, picnic amenities, bathrooms and historic structures.

PURPOSE/DISCUSSION

Acquisition of the Harvie property substantially increased the Town’s inventory of natural open space that will be protected and maintained in perpetuity. The site includes significant open space areas, several stands of ponderosa pines and a variety of prairie grasses and flowers. Portions of the site offer views of the entire Front Range. Implementation of the master plan will maximize this open space for the community.

PROJECT BUDGET

FUNDING SOURCES

Parks and Recreation Fund Revenue

IMPACT ON OPERATING COSTS

On-going maintenance of the development

IMPACT ON OTHER DEPARTMENTS

None

TOWN STRATEGIC GOALS ACHIEVED

Support an Active Community

Adding amenities to the Harvie Open Space will encourage more citizens to take advantage of the Town’s hiking trails and outdoor activities.

Innovate with Collaborative Governance

The property is maintained by the Town and used for organized nature hikes in collaboration with Douglas Land Conservancy.

Develop a Visionary Community through Balanced Growth

Citizen surveys conducted by the Town show that residents desire the preservation of open space, including access to these areas. As the Town has grown, the desire for additional open space in the community has also increased. The Harvie open space property preserves natural and environmentally sensitive areas, acts as a community separation buffer, incorporates trail and wildlife corridors and maintains the “small town feel” of Parker.

Promote a Safe and Healthy Community

Completion of the improvements to the Harvie property will encourage Town residents to hike the soft-surface trails anticipated on this site.

PARKS AND RECREATION FUND PROJECTS

Capital Project: Rueter-Hess Recreation Authority

DESCRIPTION

This project funds the Town’s pro-rata share of the cost to construct various recreational amenities at the reservoir.

PURPOSE/DISCUSSION

Implementation of the Rueter-Hess Reservoir Recreation Master Plan provides an excellent opportunity for the Town, along with other Rueter-Hess Recreation Authority members, to participate in the future planning and development of this unique regional recreation amenity. Planned improvements include trails, beach areas, docks, fishing piers and picnic areas, along with native open space areas.

PROJECT

FUNDING SOURCES

Parks and Recreation Fund Revenue

IMPACT ON OPERATING COSTS

Future increased maintenance costs to be shared between Authority members.

IMPACT ON OTHER DEPARTMENTS

None

TOWN STRATEGIC GOALS ACHIEVED

Support an Active Community

The recreational amenities and the programming located on-site will engage all segments of the community in activities that support active and healthy lifestyles.

Enhance Economic Vitality

These water-based recreational opportunities will attract residents and event participants from around the Denver metro area, thereby increasing economic activity within the Town.

Develop a Visionary Community through Balanced Growth

Build-out of the various recreational amenities as envisioned in the approved Master Plan will provide our residents with a wide range of water-based and land-based recreational opportunities currently unavailable within the Town.

Innovate with Collaborative Governance

The Rueter-Hess Recreation Authority, which is comprised of a number of local governmental entities including, Parker, Castle Rock, Lone Tree, Castle Pines, Douglas County and Parker Water & Sanitation District, have been collaborating over the last five years to implement the reservoir master plan and conduct various ongoing activities and events that are both water-based and land-based.

PARKS AND RECREATION FUND PROJECTS

Capital Project: Cottonwood Trailhead Shade Shelter and Picnic Tables

DESCRIPTION

The Cottonwood Trailhead project will update an existing outdated shade shelter and picnic tables.

PURPOSE/DISCUSSION

In 2021 and 2022, the Cottonwood Trailhead was updated along with the new vehicle bridge over Cherry Creek. The trailhead includes a parking lot, drinking fountain, port-o-let enclosure, shade shelter, picnic tables, small monument sign and connections to the Cherry Creek Regional Trail.

The existing shade shelter is now past its useful life. The wood on the shelter is rotting and splitting and the concrete flatwork under the shelter is cracking. The existing shelter does not have an ADA-accessible trail connecting the structure and picnic tables to the Cherry Creek Trail or trailhead parking. The project will replace the existing shelter with an updated shelter, picnic tables and concrete flatwork and ADA accessible trail.

FUNDING SOURCES

Parks and Recreation Fund Revenue

IMPACT ON OPERATING COSTS

The new improvements will be less maintenance, which will decrease maintenance costs.

IMPACT ON OTHER DEPARTMENTS

None

TOWN

STRATEGIC GOALS ACHIEVED

Support an Active Community

ADA enhancements at this trailhead will create a more inclusive outdoor environment that supports an active lifestyle for more of the Town’s citizens.

Promote a Safe and Healthy Community

Replacing damaged components of the trailhead and picnic area improves safety for users. ADA enhancements also improve safety and accessibility.

SECTION TITLE

PARKS AND RECREATION FUND PROJECTS

Capital Project: Dog Park Parking Cameras

DESCRIPTION

This project will install security cameras to monitor the dog park and parking lot at David M. Sonka Dog Park and Disc Golf Course.

PURPOSE/DISCUSSION

Over the years, there have been multiple incidents of dogs fighting in the dog park and breakins of vehicles in the parking lot. Park patrons have suggested installing cameras to identify perpetrators and as a deterrent to both activities.

PROJECT

FUNDING SOURCES

Parks and Recreation Fund Revenue

IMPACT ON OPERATING COSTS

None

IMPACT ON OTHER DEPARTMENTS

Information Technology will be tasked with maintaining and keeping the equipment necessary up to date.

TOWN STRATEGIC GOALS ACHIEVED

PARKS AND RECREATION FUND PROJECTS

Capital Project: Trail Bridge Deck Replacements

DESCRIPTION

Many of the Cherry Creek Trail bridge decks need to be replaced. Given the existing and planned volume of trail users, the original ironwood decks have reached their useful life of about 20 years.

PURPOSE/DISCUSSION

The wood on the Cherry Creek bridge decks has degraded and needs replacement for safety purposes. The original material, “ironwood” is no longer the preferred material since it is expensive, difficult to source and problematic to repair. Instead, concrete will minimize maintenance issues and is more durable and readily available.

PROJECT BUDGET

FUNDING SOURCES

Parks and Recreation Fund Revenue

IMPACT ON OPERATING COSTS

None

IMPACT ON OTHER DEPARTMENTS

None

TOWN STRATEGIC GOALS ACHIEVED

Support an Active Community

The Town’s trail system consistently ranks as one of the most popular outdoor recreational amenities in citizen surveys. Not only do trails serve as places where people can run, walk and ride their bicycles, they also function as an alternative means of transportation and a means to explore other areas of the Town.

Promote a Safe and Healthy Community

As the trail bridge decks age they begin to crack, separate and generally deteriorate. With numerous bridge trail decks along the Cherry Creek Trail, and trail usage continuing to increase as the Town grows, these bridges are an important trail amenity that must be maintained for user safety.

PARKS AND RECREATION FUND PROJECTS

Capital Project: Rec Center Pickleball Fence

DESCRIPTION

This project will replace the current dasher board fencing with chain-link fence that is conducive of what is typically utilized on a pickleball / tennis court.

PURPOSE/DISCUSSION

The Recreation Center’s inline hockey rink was converted to Pickleball a few years ago, however, the containment structure surrounding the court remains from the original inline rink install, 20+ years ago. The current dasher board system, being over 20 years old, is showing its age. Repair of the current system has become routine, with single panel costs ranging from $500 to $1,000. Additionally, the current dasher boards, being they are solid, three-foot high panels, create a shadow that does not allow ice and snow to melt, thus creating a safety concern. Because of the delicate nature of the court surface, the court is not able to be shoveled, thus direct sunlight is necessary to naturally melt the snow and ice. Converting the dasher boards to fence will eliminate the safety concern and make it a year-round playing surface.

FUNDING SOURCES

Parks and Recreation Fund Revenue

IMPACT ON OPERATING COSTS

Upgrading to fence will further enhance the current pickleball court, creating a positive operating cost through additional programming. The conversion will also reduce operating costs by reducing repair and maintenance of the current, outdated dasher boards.

IMPACT ON OTHER DEPARTMENTS

None

TOWN STRATEGIC GOALS ACHIEVED

Support an Active Community

Providing updated pickleball fencing adds to the attractiveness and availability of the court. More people playing equates to more people being active and exercising regularly, specifically the senior community.

Foster Community Creativity and Engagement

The outdoor pickleball facility has proven to be a popular gathering spot to a community of players who have become more and more engaged with one another, with new friendships regularly formed. This upgraded facility will help that to grow.

Innovate with Collaborative Governance

Quality courts encourage other municipalities and sports organizations to include the Town of Parker in area programs and tournaments.

PARKS AND RECREATION FUND PROJECTS

Capital Project: Robotic Field Painter

DESCRIPTION

This budget item is for the purchase of an automated GPS athletic field painting robot for painting soccer, football, baseball, and lacrosse fields.

PURPOSE/DISCUSSION

During the athletic field season, Parks staff averages 25 hours a week painting, using up to 30 gallons of paint. The purchase of an automated field painter will reduce the labor and amount of paint needed to stripe the fields, while improving the quality of field striping.

PROJECT BUDGET

FUNDING SOURCES

Parks and Recreation Fund Revenue

IMPACT ON OPERATING COSTS

Over a five-year period, the estimated cost of manual field painting is approximately $22,520, with most of the cost being in labor hours. The robotic painter will save $10,000 in personnel costs over this time and free up 300 hours for other tasks.

IMPACT ON OTHER DEPARTMENTS

The Fleet Division will see a reduction in maintenance on our painters, as the robotic painter comes with a service agreement and backup unit provided by the manufacturer.

TOWN STRATEGIC GOALS ACHIEVED

Innovate with Collaborative Governance

Quality sports fields are an integral part of an overall park system and encourage a healthy lifestyle for the residents of Parker.

Promote a Safe and Healthy Community

Quality sports fields are an integral part of an overall park system and encourage a healthy lifestyle for the residents of Parker.

CULTURAL FUND 10-YEAR PLAN

CAPITAL PROJECTS - CULTURAL FUND

2021-2032 CAPITAL IMPROVEMENT PLAN

Town of Parker 2023 Annual Budget

CULTURAL FUND 10-YEAR PLAN (cont)

CULTURAL FUND PROJECTS

Capital Project: PACE LED Lighting Upgrade

DESCRIPTION

This project includes three phases of LED upgrades throughout the facility over three years. Phase one is the main entry, hallways and theater. Phase two covers classrooms and conference rooms, and phase three covers the offices and back of house.

PURPOSE/DISCUSSION

LED lighting is a proven method to reduce costs and consumption of electricity in a facility. This project will positively impact the annual recurring electrical costs for this facility. The return on investment based on reduced energy consumption is two years for each phase.

PROJECT BUDGET

FUNDING SOURCES

Cultural Fund Revenue

IMPACT ON OPERATING COSTS

This project has a two-year return on investment for each phase with a longer life expectancy on the fixtures being deployed. This results in a fully-funded program and reduced energy consumption for years past the initial payback.

IMPACT ON OTHER DEPARTMENTS

None

TOWN STRATEGIC GOALS ACHIEVED

Foster Community Creativity and Engagement

This facility is one of the Town’s main public-attended facilities, and these efforts will help to provide a clean look with adequate lighting for many years to come.

SECTION TITLE

CULTURAL FUND PROJECTS

Capital Project: Replacement of Moving Lights in PACE Mainstage Theater

DESCRIPTION

This project is the purchase of new moving light fixtures to replace discontinued, non-functioning and failing existing fixtures.

PURPOSE/DISCUSSION

The moving lights used in the PACE Mainstage, an integral component of the lighting system, are discontinued, past their useful lifespan, are either non-functioning or beginning to fail and are no longer repairable. This is a multi-year replacement plan to ensure the continued functionality of this component of the lighting system.

PROJECT BUDGET

FUNDING SOURCES

Cultural Fund Revenue

IMPACT ON OPERATING COSTS

Replacing failing fixtures reduces repair costs.

Having state-of-the-art lighting technology allows us to attract better quality touring groups for our presented season, and a higher level of clientele interested in renting our theater, which results in increased revenues for the department.

IMPACT ON OTHER DEPARTMENTS

None

TOWN STRATEGIC GOALS ACHIEVED

Enhance Economic Vitality

Parker Arts is a critical component of a vibrant downtown. It offers events, classes, and shows year-round which bring patrons downtown to eat and shop.

Foster Community Creativity and Engagement

The theater provides a performance space for a number of local arts groups (e.g., Parker Chorale, Inspire Creative and the Parker Symphony Orchestra) and provides a pathway for community members to take an active role in the arts.

Innovate with Collaborative Governance

As the premier cultural entity for Douglas County and beyond, we collaborate with creative partners, Town departments, organizations from across the state, and vendors from around the country to deliver the most innovative programming and engaging experiences at affordable prices.

CULTURAL FUND PROJECTS

Capital Project: PACE Concert Lighting Package

DESCRIPTION

This project will create a concert lighting package to reduce the equipment rentals required and vastly increase the production quality of the Town’s concerts, shows and events.

PURPOSE/DISCUSSION

Parker Arts currently has little lighting equipment appropriate for concerts and musical events. This means that tours must bring their own equipment, the Town must rent supplemental equipment, or everyone must operate within the significant limitations of the existing equipment.

PROJECT BUDGET

FUNDING SOURCES

Cultural Fund Revenue

IMPACT ON OPERATING COSTS

A concert lighting package will increase revenue by increasing the quality of the Town’s offerings to attract larger shows. It will also reduce the rental expense associated with procuring outside lighting for shows.

IMPACT ON OTHER DEPARTMENTS

None

TOWN STRATEGIC GOALS ACHIEVED

Enhance Economic Vitality

Parker Arts is a critical component of a vibrant downtown. It offers events, classes and shows year-round, which bring patrons downtown to eat and shop.

Foster Community Creativity and Engagement

The theater provides a performance space for local arts groups (e.g., Parker Chorale, Inspire Creative and Parker Symphony Orchestra) and provides a pathway for community members to take an active role in the arts.

Innovate with Collaborative Governance

As the premier cultural entity for Douglas County and beyond, we collaborate with creative partners, Town departments, organizations from across the state, and vendors from around the country to deliver the most innovative programming and engaging experiences at affordable prices.

CULTURAL FUND PROJECTS

Capital Project: Wireless Uplights for Events and Shows

DESCRIPTION

This project will replace the LED uplights that are used for rentals, events and shows.

PURPOSE/DISCUSSION

Parker Arts needs to replace the existing LED uplights that are past their useful lifespan, not functioning at full capacity or are in disrepair. The new uplights are more energy efficient, incur far less maintenance costs, and will increase the equipment available for renters, shows and events.

PROJECT BUDGET

FUNDING SOURCES

Cultural Fund Revenue

IMPACT ON OPERATING COSTS

None

IMPACT ON OTHER DEPARTMENTS

None

TOWN STRATEGIC GOALS ACHIEVED Enhance Economic Vitality

Parker Arts is a critical component of a vibrant downtown. It offers events, classes and shows year-round, which bring patrons downtown to eat and shop.

Foster Community Creativity and Engagement

The theater provides a performance space for a number of local arts groups (e.g., Parker Chorale, Inspire Creative and Parker Symphony Orchestra) and provides a pathway for community members to take an active role in the arts.

Innovate with Collaborative Governance

As the premier cultural entity for Douglas County and beyond, we collaborate with creative partners, Town departments, organizations from across the state, and vendors from around the country to deliver the most innovative programming and engaging experiences at affordable prices.

Capital Project: Hot Water Storage Tank

DESCRIPTION

This request provides funding for the replacement of the Domestic Hot Water Heater which serves the east end of the facility.

PURPOSE/DISCUSSION

While typically these types of water heaters are replaced at failure, this one serves the back of house functions at the PACE Center. These functions include the space used by performers to prepare or rest prior to or after a show. This tank is also a larger capacity tank and would take additional time to obtain and install. It is considered a best practice to plan for such a replacement due to delays in replacement or when impact to end users is deemed critical.

PROJECT

FUNDING SOURCES

Cultural Fund Revenue

IMPACT ON OPERATING COSTS

None

IMPACT ON OTHER

None

TOWN

DEPARTMENTS

STRATEGIC GOALS ACHIEVED

Support an Active Community

The PACE Center is the cultural center for the performing arts. This project provides ongoing support of the operational areas in the facility.

Enhance Economic Vitality

Eliminating impacts to the acts and/or performers at this facility provides a stronger position to continue engaging new entertainment for the Cultural department.

Promote a Safe and Healthy Community

Providing heated potable water at all facilities is important in providing the ongoing safe and healthy use of the facility. By replacing the Hot Water Heater before it fails, the Town is able to stay committed to this aspect.

CULTURAL FUND PROJECTS

Capital Project: Replace Cyclorama (CYC)

DESCRIPTION

This expenditure is to replace the existing CYC that is discolored, damaged, and has far outlived its useful life expectancy.

PURPOSE/DISCUSSION

The CYC is the light colored background used in most shows and productions in a Performing Arts Center. While the typical life expectancy of a CYC used in our capacity is 5-7 years, we have had ours since the PACE Center opened over 11 years ago. Our CYC is discolored in several spots, has several rips that have been repaired as well as can be expected, some additional damage that cannot be repaired, and is in a great need of being replaced.

PROJECT

FUNDING SOURCES Cultural Fund Revenue

IMPACT ON OPERATING COSTS

A new CYC would greatly increase the quality of our productions and would result in more and higher-level rental clients as well as increased ticket sales, both increasing our revenue.

IMPACT ON OTHER DEPARTMENTS

None

TOWN STRATEGIC GOALS ACHIEVED

Support an Active Community

The theater is used by over 66,000 annual ticket buyers attending over 220 shows and events.

Enhance Economic Vitality

Parker Arts assists in driving the economic vitality of the downtown area by offering events, classes, shows, and other cultural offerings year-round, which bring patrons downtown to eat, shop and spend their time and money.

Foster Community Creativity and Engagement

The theater provides a performance space for a number of local arts groups and provides a pathway for community members to take an active role in the arts.

Innovate with Collaborative Governance

As the premier cultural entity for Douglas County and beyond, we collaborate with creative partners, Town departments, organizations from across the state, and vendors from around the country to deliver the most innovative programming and engaging experiences at the most affordable price.

Capital Project: Replace Cyclorama (CYC) Lights

DESCRIPTION

This project will replace the existing lighting for the Cyclorama (CYC) with purpose-made LED fixtures.

PURPOSE/DISCUSSION

Parker Arts’ light colored CYC is used as the background for shows and events most of the time. When lighting was purchased for the theatre, fixtures that were not designed for this use were repurposed. This project will replace them with fixtures that are designed for this use, which will improve the quality of the background.

PROJECT BUDGET

Year Expenditures

Actual 2021 - $

Projected 2022 -

Budgeted 2023 18,000

FUNDING SOURCES

Cultural Fund Revenue

IMPACT ON OPERATING COSTS

None

IMPACT ON OTHER DEPARTMENTS

None

TOWN STRATEGIC GOALS ACHIEVED

Enhance Economic Vitality

Parker Arts is a critical component of a vibrant downtown. If offers events, classes and shows year-round, which bring patrons downtown to eat and shop.

Foster Community Creativity and Engagement

The theater provides a performance space for local arts groups, including Parker Chorale, Inspire Creative and Parker Symphony Orchestra, and provides a pathway for community members to take an active role in the arts.

Innovate with Collaborative Governance

As the premier cultural entity for Douglas County and beyond, we collaborate with creative partners, Town departments, organizations from across the state, and vendors from around the country to deliver the most innovative programming and engaging experiences at the most affordable price.

CULTURAL FUND PROJECTS

Capital Project: Rigging Lineset

DESCRIPTION

This is a three-year project that will add three rigging linesets (one per year) to the PACE Center production equipment.

PURPOSE/DISCUSSION

The rigging linesets are the series of motors, cables, and pipes that allow a theater to suspend theatrical elements such as lighting and scenery over the stage. When the PACE Center was built, due to value engineering, the rigging system did not meet the needs of the facility. This becomes even more evident and challenging as Parker Arts attempts to expand its programming. In order to correctly and safely facilitate shows, events and rentals, it is necessary to add additional motorized linesets. This expansion will allow Parker Arts to increase the size and complexity of the programming offered.

PROJECT BUDGET

FUNDING SOURCES

Cultural Fund Revenue

IMPACT ON OPERATING COSTS

Additional linesets will allow expanded programming, which will increase ticket revenue.

IMPACT ON OTHER DEPARTMENTS

None

TOWN STRATEGIC GOALS ACHIEVED

Enhance Economic Vitality

Parker Arts is a critical component of a vibrant downtown. It offers events, classes and shows year-round, which bring patrons downtown to eat and shop.

Foster Community Creativity and Engagement

The theater provides a performance space for local arts groups, including Parker Chorale, Inspire Creative and Parker Symphony Orchestra, and provides a pathway for community members to take an active role in the arts.

Innovate with Collaborative Governance

As the premier cultural entity for Douglas County and beyond, we collaborate with creative partners, Town departments, organizations from across the state, and vendors from around the country to deliver the most innovative programming and engaging experiences at the most affordable price.

CULTURAL FUND PROJECTS

Capital Project: Audio System Replacement and Acoustic Treatments

DESCRIPTION

This project will replace the existing sound system components at the PACE theatre and install sound absorbing measures at strategic locations around the hall.

PURPOSE/DISCUSSION

The audio system in the PACE Theater is no longer meeting the needs of the touring artist contract riders. The room is too reverberant for amplified performances, reducing sound clarity and intelligibility. The most frequent patron complaint is poor sound quality. This project will improve the sound quality and bring the sound system up to current industry standards.

PROJECT BUDGET

FUNDING SOURCES

Cultural Fund Revenue

IMPACT ON OPERATING COSTS

None

IMPACT ON OTHER DEPARTMENTS

None

TOWN STRATEGIC GOALS ACHIEVED

Enhance Economic Vitality

Parker Arts is a critical component of a vibrant downtown. It offers events, classes, shows and other cultural events that bring in patrons for all of the downtown businesses.

Foster Community Creativity and Engagement

The theater provides a performance space for local arts groups (e.g., Parker Chorale, Inspire Creative and Parker Symphony Orchestra) and provides a pathway for community members to take an active role in the arts.

CULTURAL FUND PROJECTS

Capital Project: Replace Creative Studio West Projector

DESCRIPTION

This project will replace the projector in Creative Studio West at the PACE Center.

PURPOSE/DISCUSSION

Parker Arts programs and renters both use the projector in Creative Studio West regularly. The ability to project in this space is one of the major selling points for renters and a major source of revenue for Parker Arts. This projector is well past its useful life expectancy and is failing.

PROJECT BUDGET

FUNDING SOURCES

Cultural Fund Revenue

IMPACT ON OPERATING COSTS

Without this projector, the financial impact will be negative as one of the major selling points for renters is its existence.

IMPACT ON OTHER DEPARTMENTS

None

TOWN STRATEGIC GOALS ACHIEVED

Enhance Economic Vitality

Parker Arts is a critical component of a vibrant downtown. It offers events, classes and shows year-round, which bring patrons downtown to eat and shop.

Foster Community Creativity and Engagement

The theater provides a performance space for a number of local arts groups (e.g., Parker Chorale, Inspire Creative and the Parker Symphony Orchestra) and provides a pathway for community members to take an active role in the arts.

Innovate with Collaborative Governance

As the premier cultural entity for Douglas County and beyond, we collaborate with creative partners, Town departments, organizations from across the state, and vendors from around the country to deliver the most innovative programming and engaging experiences at the most affordable price.

Capital Project: Wireless Microphones System

DESCRIPTION

This expenditure is to purchase the additional wireless microphone equipment needed for the shows, events, and rentals at PACE.

PURPOSE/DISCUSSION

The Cultural Department currently does not have the wireless microphone equipment needed for many of the shows, events, and rentals at the PACE Center. This project is required to purchase enough of the hardware so that we can fully support these activities with quality and reliable inhouse audio equipment.

PROJECT BUDGET

FUNDING SOURCES

Cultural Fund Revenue

IMPACT ON OPERATING COSTS

Improving and expanding the equipment that PACE can offer in house will both reduce the costs associated with repairs and maintenance as well as increase the revenue that can be generated.

IMPACT ON OTHER DEPARTMENTS

None

TOWN STRATEGIC GOALS ACHIEVED

Enhance Economic Vitality

Parker Arts is a critical component of a vibrant downtown. It offers events, classes and shows year-round, which bring patrons downtown to eat and shop.

Foster Community Creativity and Engagement

The theater provides a performance space for a number of local arts groups (e.g., Parker Chorale, Inspire Creative and the Parker Symphony Orchestra) and provides a pathway for community members to take an active role in the arts.

Innovate with Collaborative Governance

As the premier cultural entity for Douglas County and beyond, we collaborate with creative partners, Town departments, organizations from across the state, and vendors from around the country to deliver the most innovative programming and engaging experiences at the most affordable price.

CULTURAL FUND PROJECTS

Capital Project: Headphone Monitors System

DESCRIPTION

This project will increase the quality of the audio for live pit orchestras by transitioning to personal headphone monitors for the musicians.

PURPOSE/DISCUSSION

The audio quality at the PACE Center is its largest challenge. This project will support a large pit orchestra with this specialized equipment and significantly increase the audio quality of Parker Arts shows and events.

PROJECT BUDGET

FUNDING SOURCES

Cultural Fund Revenue

IMPACT ON OPERATING COSTS

This improvement to Parker Arts’ audio offerings will increase revenue by better supporting rentals and high quality shows.

IMPACT ON OTHER DEPARTMENTS

None

TOWN STRATEGIC GOALS ACHIEVED

Enhance Economic Vitality

Parker Arts is a critical component of a vibrant downtown. It offers events, classes and shows year-round, which bring patrons downtown to eat and shop.

Foster Community Creativity and Engagement

The theater provides a performance space for a number of local arts groups (e.g., Parker Chorale, Inspire Creative and the Parker Symphony Orchestra) and provides a pathway for community members to take an active role in the arts.

Innovate with Collaborative Governance

As the premier cultural entity for Douglas County and beyond, we collaborate with creative partners, Town departments, organizations from across the state, and vendors from around the country to deliver the most innovative programming and engaging experiences at the most affordable price.

Capital Project: Stage Platforming

DESCRIPTION

This project will supplement the inadequate stage platform inventory with additional platforms and accessories to better support shows and events

PURPOSE/DISCUSSION

The quantity of existing inventory of stage platforms is inadequate and requires borrowing the platforming in the Event Room on several occasions through the year. As Parker Arts expands its programming, overlaps will necessitate renting additional platforming to support multiple events at the same time. This project will add to the inventory so that no additional rentals will be necessary.

PROJECT BUDGET

FUNDING SOURCES

Cultural Fund Revenue

IMPACT ON OPERATING COSTS

In purchasing additional platforming, not only will we avoid possible rental expenses, but we will also increase the support we are able to provide to shows, events, and rentals which will in turn increase the revenue we are able to incur from increased rentals and ticket sales.

IMPACT ON OTHER DEPARTMENTS

None

TOWN STRATEGIC GOALS ACHIEVED

Enhance Economic Vitality

Parker Arts is a critical component of a vibrant downtown. It offers events, classes and shows year-round, which bring patrons downtown to eat and shop.

Foster Community Creativity and Engagement

The theater provides a performance space for a number of local arts groups (e.g., Parker Chorale, Inspire Creative and the Parker Symphony Orchestra) and provides a pathway for community members to take an active role in the arts.

Innovate with Collaborative Governance

As the premier cultural entity for Douglas County and beyond, we collaborate with creative partners, Town departments, organizations from across the state, and vendors from around the country to deliver the most innovative programming and engaging experiences at the most affordable price.

CULTURAL FUND PROJECTS

Capital Project: Replace Audio Equipment at The Schoolhouse

DESCRIPTION

This project will replace the audio equipment that is broken, malfunctioning or at the end of its useful life at the Schoolhouse Theater.

PURPOSE/DISCUSSION

The Schoolhouse Theater audio inventory is all second-hand from the PACE Center. It is past its useful lifespan and either beginning to malfunction or is currently in disrepair. This project will create an audio inventory specific to the Schoolhouse Theatre that will better support the shows and events currently programmed in that space as well as allow for expansion of that programming.

PROJECT

FUNDING SOURCES

Cultural Fund Revenue

IMPACT ON OPERATING COSTS

None

IMPACT ON OTHER DEPARTMENTS

None

TOWN STRATEGIC GOALS ACHIEVED

Enhance Economic Vitality

Parker Arts is a critical component of a vibrant downtown. It offers events, classes and shows year-round, which bring patrons downtown to eat and shop.

Foster Community Creativity and Engagement

The theater provides a performance space for a number of local arts groups (e.g., Parker Chorale, Inspire Creative and the Parker Symphony Orchestra) and provides a pathway for community members to take an active role in the arts.

Innovate with Collaborative Governance

As the premier cultural entity for Douglas County and beyond, we collaborate with creative partners, Town departments, organizations from across the state, and vendors from around the country to deliver the most innovative programming and engaging experiences at the most affordable price.

RECREATION FUND 10-YEAR PLAN

CAPITAL PROJECTS - RECREATION FUND

2021-2032 CAPITAL IMPROVEMENT PLAN

Capital Budget

CB-60

Town of Parker 2023 Annual Budget

RECREATION FUND 10-YEAR PLAN

RECREATION FUND 10-YEAR PLAN (cont)

CB-62

Town of Parker 2023 Annual Budget

RECREATION FUND PROJECTS

Capital Project: Recreation Center Lap Pool Boiler

DESCRIPTION

This project will replace the lap pool boiler at the Recreation Center.

PURPOSE/DISCUSSION

The boiler which serves the lap pool has had multiple issues that have impacted its expected useful life, and it needs to be replaced. A previous major failure took the boiler out of service for several months while replacement parts could be found. The lap pool is a key feature of the Recreation Center and cannot be out of service for so long. This planned replacement will get new boilers in place before another failure. The replacement will include two boilers that can operate on a lead/lag cycle to increase their useful life and allow the pool to continue to operate if one needs maintenance.

PROJECT BUDGET

FUNDING SOURCES

Recreation Fund Revenue

IMPACT ON OPERATING COSTS

None

IMPACT ON OTHER DEPARTMENTS

None

TOWN STRATEGIC GOALS ACHIEVED

Support an Active Community

The pool at the Recreation Center is a high use feature. From children, to lap swimmers, to silver sneaker activities, the pool allows community members of all ages to stay active.

Enhance Economic Vitality

The pool is a key feature that attracts and retains members to the Recreation Center. Having a two-boiler system will benefit the long-range use of this feature and provides for redundancy of the system.

Foster Community Creativity and Engagement

The pool is used heavily for therapeutic recreation programs, which enhances the quality of life for individuals with disabilities through participation in adaptive programming.

SECTION TITLE

RECREATION FUND PROJECTS

Capital Project: Recreation Center Weight Room Flooring

DESCRIPTION

The project will replace the carpeted areas in the weight room with rubberized flooring.

PURPOSE/DISCUSSION

This project will replace the carpeted areas around the weight room with industry standard rubberized flooring. Properly maintained rubberized flooring lasts 15-20 years, compared to 7 for commercial carpeting. Rubber floor is not only easier to clean and maintain, but also it absorbs sound and provides an idea surface for body weight and free weight exercises.

PROJECT BUDGET

FUNDING SOURCES

Recreation Fund Revenue

IMPACT ON OPERATING COSTS

Replacing the carpet will reduce maintenance costs. A wellmaintained rubber floor can last two to three times longer than commercial carpeting.

IMPACT ON OTHER DEPARTMENTS

None

TOWN STRATEGIC GOALS ACHIEVED

Support an Active Community

Rubberized flooring has become the standard for weight room flooring. It reduces stress on guests’ joints and reduces the risk of athletic injuries, which encourages use of the weight room.

Promote a Safe and Healthy Community

Rubberized flooring reduces the risk of athletic injuries. They are also easy to clean, which makes them highly sanitary and resistant to bacteria, fungus and microbes.

RECREATION FUND PROJECTS

Capital Project: Recreation Center Safety Ladders on Roof

DESCRIPTION

This project will place a permanent safety ladder to access a lower portion of the roof. This project was identified as a corrective measure to provide a safer work environment for staff and service personnel.

PURPOSE/DISCUSSION

Staff must access the lower section of the Recreation Center roof with an extension ladder. The addition of a permanently affixed ladder will greatly reduce the risk of falls.

PROJECT BUDGET

FUNDING SOURCES

Recreation Fund Revenue

IMPACT ON OPERATING COSTS

None

IMPACT ON OTHER DEPARTMENTS

None

TOWN STRATEGIC GOALS ACHIEVED

Enhance Economic Vitality

Improving staff and contractor safety reduces Town liability.

Promote a Safe and Healthy Community

This project will improve the safety of the working environment for Town staff.

RECREATION FUND PROJECTS

Capital Project: Replacement of Fieldhouse Rooftop Units (4)

DESCRIPTION

This project will replace the four remaining roof top units (RTUs) which provide air conditioning to the Fieldhouse.

PURPOSE/DISCUSSION

Five RTUs were installed in 2007. Each serves a different zone within the Fieldhouse. The RTUs are reaching the end of their expected service life, and planned replacement is a best practice before they fail. Planned replacement allows time for the most cost-effective solution to be found and prevents service disruptions from failure of an old unit

PROJECT BUDGET

FUNDING SOURCES

Recreation Fund Revenue

IMPACT ON OPERATING COSTS

Decreased non-routine maintenance costs

IMPACT ON OTHER DEPARTMENTS

None

TOWN STRATEGIC GOALS ACHIEVED

Support an Active Community

The activities that are programmed in the FIeldhouse support an active community year-round by providing an indoor location in all weather.

Enhance Economic Vitality

These spaces are scheduled for open play and scheduled rental periods. This is a revenue source for the Parks and Recreation Department, which helps offset the operational cost for this facility. Meeting this need in the community also supports the economic vitality of the Department

Promote a Safe and Healthy Community

Having indoor space that focuses on sports and physical activity helps promote a safe and healthy community. It promotes healthy activity for large range of users of all ages and abilities.

RECREATION FUND PROJECTS

Capital Project: Fieldhouse Gym Curtains (5)

DESCRIPTION

This project will replace five movable space configuration curtains at the Fieldhouse facility.

PURPOSE/DISCUSSION

Each of the five curtains provide multiple sports surface configurations for the Fieldhouse. The curtains are strategically placed in the gymnasium, rink and turf areas. Fieldhouse facility staff configure the space multiple times daily for different activities. The curtains are reaching the end of their life and beginning to fail.

PROJECT BUDGET

FUNDING SOURCES

Recreation Fund Revenue

IMPACT ON OPERATING COSTS

None

IMPACT ON OTHER DEPARTMENTS

None

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community

The curtain system at the fieldhouse allows staff to program space for active uses, including year-round indoor sports.

Promote a Safe and Healthy Community

The versatile indoor space that these curtains provide is a safe place for the community to play during inclement weather and supports a healthy lifestyle for all ages.

RECREATION FUND PROJECTS

Capital Project: Fieldhouse Lighting Control Panel

DESCRIPTION

This project will replace the facility’s lighting control panel. This panel allows for lighting to be adjusted throughout the facility from one location.

PURPOSE/DISCUSSION

The existing lighting control panel at this facility is beyond its useful life. The panel is no longer supported and needs replacement.

PROJECT BUDGET

FUNDING SOURCES

Recreation Fund Revenue

IMPACT ON OPERATING COSTS

None

IMPACT ON OTHER DEPARTMENTS

None

TOWN STRATEGIC GOALS ACHIEVED

Support an Active Community

The Fieldhouse is heavily programmed with multiple lighting level requirements. These upgrades will allow activities spaces to be appropriately lit for the recreation programs offered.

Foster Community Creativity and Engagement

There are over 400,000 visitors annually to the Fieldhouse for recreational activities.

Promote a Safe and Healthy Community

This space is used year-round and appropriate lighting is important for safe operations during the high use times of the year (fall-winter-spring).

RECREATION FUND PROJECTS

Capital Project: Fieldhouse Computer Room Air Conditioning Unit

DESCRIPTION

This project will replace the existing Computer Room Air Conditioning (CRAC) unit at the Fieldhouse.

PURPOSE/DISCUSSION

Computer rooms have high demands to keep the equipment cool. Failure of a CRAC unit could compromise the computer equipment in the room. This is a planned replacement of an end-of-life unit before it fails.

PROJECT BUDGET

FUNDING SOURCES

Recreation Fund Revenue

IMPACT ON OPERATING COSTS

None

IMPACT ON OTHER DEPARTMENTS

None

TOWN STRATEGIC GOALS ACHIEVED

Support an Active Community

The Fieldhouse is a hub for sports and recreational programming for the community. The IT computer room houses equipment that supports these activities.

Develop a Visionary Community through Balanced Growth

Planned replacement of Town assets maximizes their efficiency and minimizes maintenance and replacement costs. Maintaining existing infrastructure is as important as acquiring new assets.

RECREATION FUND PROJECTS

Capital Project: H2O’Brien Pool Water Play Features

DESCRIPTION

This project is the addition of water features to the H2O’Brien water play structure.

PURPOSE/DISCUSSION

During the renovation of H2O’Brien pool in 2020, a state-of-the-art water play structure was added to the zero depth/shallow area of the pool. The play feature was custom designed for both toddlers and older children. Each pole and panel of the structure was designed for an interactive or passive water feature, but funding wasn’t available to implement all the features. This project adds additional water features to the play structure to complete the design.

PROJECT BUDGET

FUNDING SOURCES

Recreation Fund Revenue

IMPACT ON OPERATING COSTS

None

IMPACT ON OTHER DEPARTMENTS

None

TOWN STRATEGIC GOALS ACHIEVED

Support an Active Community

H2O’Brien pool remains the only public outdoor pool in Parker. It is a highly desirable attraction for families with children of all ages. Adding features to the site will keep the public engaged for years to come.

RECREATION FUND PROJECTS

Capital Project: Recreation Center Exercise Equipment

DESCRIPTION

This project will replace 11 treadmills at the Recreation Center due to projected equipment life expectancy of 25,000 – 30,000 miles.

PURPOSE/DISCUSSION

Treadmills continue to be the most popular equipment in both recreation facilities. The existing treadmills each currently average 10,000 miles per year, which is high utilization. On average, treadmills are safely operational until at least 25,000 miles with typical maintenance. After that, repair and parts cost upwards of $2500 per unit per year. Planned replacement of treadmills as they approach end of life ensures the safety of patrons and avoids costly repairs.

PROJECT

FUNDING SOURCES

Recreation Fund Revenue

IMPACT ON OPERATING COSTS

None

IMPACT ON OTHER DEPARTMENTS

None

TOWN STRATEGIC GOALS ACHIEVED

Support an Active Community

Treadmills are the most popular cardiovascular fitness equipment at the Town’s facilities and often have a wait time to use them. Having all treadmills in working orders encourages active use of the fitness areas.

Promote a Safe and Healthy Community

Replacing treadmills with high mileage ensures the safety of the patrons using them. Treadmill availability also promotes heart health in the community.

RECREATION FUND PROJECTS

Capital Project: Recreation Center Community Room AV Upgrades

DESCRIPTION

This project will upgrade the Recreation Center’s community rooms with conference and meeting technology to include a projector, speakers and a Smart TV.

PURPOSE/DISCUSSION

The community rooms at the Recreation Center are highly utilized facilities for multiple activities including parties, meetings and childcare. Each room has only a drop-down presentation screen, requiring users to provide a laptop, speakers and projector in order to conduct meetings or presentations. The package upgrade supports both rooms individually or as a single unit to facilitate modern event needs.

PROJECT BUDGET

FUNDING SOURCES

Recreation Fund Revenue

IMPACT ON OPERATING COSTS

Installing modern, user friendly presentation and meeting equipment will provide opportunities for increased rental revenue.

IMPACT ON OTHER DEPARTMENTS

None

TOWN STRATEGIC GOALS ACHIEVED

Foster Community Creativity and Engagement

As the Town of Parker continues to grow, HOAs, community groups and small businesses may utilize the upgraded meeting facilities to conduct necessary gatherings.

Promote a Safe and Healthy Community

The community rooms are the primary facility for Life Safety courses for both the community and Town staff. Upgraded audio visual equipment will provide useful and practical experience for instructors and participants.

RECREATION FUND PROJECTS

Capital Project: Fieldhouse Retractable Batting Cages

DESCRIPTION

This project will add retractable batting cage netting at the Fieldhouse to allow for increased and variable programming and rental opportunities of that area.

PURPOSE/DISCUSSION

The Fieldhouse currently has two 70’ long stationary batting cages. This project will add a motorized pulley system to raise and lower the batting cages. Currently, the cages are only usable for batting cage rentals, which significantly limits the rental and usage opportunities. Retractable netting would allow this space to be utilized for more variable programming and rentals during both peak and non-peak seasons.

PROJECT

FUNDING SOURCES

Recreation Fund Revenue

IMPACT ON OPERATING COSTS

Adding multipurpose rental space is anticipated to bring in additional revenues through regularly scheduled fitness classes and outside rentals.

IMPACT ON OTHER DEPARTMENTS

None

TOWN STRATEGIC GOALS ACHIEVED

Support an Active Community

This space will allow for additional rental opportunities for sport teams and expanded programming and workshops for the fitness and sports divisions.

PUBLIC IMPROVEMENTS FUND 10-YEAR PLAN

PUBLIC IMPROVEMENTS FUND 10-YEAR PLAN (cont)

CB-76

Town of Parker 2023 Annual Budget

CIP BY PROJECT

PUBLIC IMPROVEMENTS FUND 10-YEAR PLAN (cont)

PUBLIC IMPROVEMENTS FUND YEAR PLAN

PROJECT STATUS

The Engineering and Public Works Department regularly updates the status of its capital projects. The most up-to-date project information is found on the Town of Parker website under the Capital Improvements section of the Engineering and Public Works department.

The projects on the website include all ongoing projects so they may not match the lists in this section. Capital projects can and often do stretch across multiple years, Projects on the website will likely include projects budgeted in prior years.

PUBLIC IMPROVEMENTS FUND PROJECTS: TRAFFIC SIGNALS

VIDEO LINK: HOW IT WORKS - TRAFFIC SIGNALS

PUBLIC IMPROVEMENTS FUND PROJECTS: TRAFFIC SIGNALS

Capital Project: Jordan Road/Cedar Gulch Parkway Traffic Signal

DESCRIPTION

This project is a traffic signal at the Jordan Road and Cedar Gulch Parkway intersection.

PURPOSE/DISCUSSION

This project is for the installation of a mast arm traffic signal at the Jordan Road and Cedar Gulch Parkway intersection. Based on traffic projections and planned development, this location is anticipated to be signalized in 2023. If the location meets MUTCD (Manual on Uniform Traffic Control Devices) warrants and operational analysis, the location should be signalized. The warrant analysis and design are being completed in 2022.

PROJECT BUDGET

FUNDING SOURCES

Public Improvements Fund Revenue; funding in escrow from one developer with further funding anticipated from others.

IMPACT ON OPERATING COSTS

This traffic signal will require monthly repair and maintenance (R&M) plus electricity. The Town’s current R&M rate for traffic signals is approximately $4,500/year.

IMPACT ON OTHER DEPARTMENTS

None

TOWN STRATEGIC GOALS ACHIEVED

Support an Active Community

This traffic signal will support access to parks, trails and recreational amenities. Signals will also include pedestrian crossing improvements which will improve the walkability and connectivity of the existing sidewalk systems in the area.

Enhance Economic Vitality

This traffic signal is needed to support the adjacent development and provide improved access to the Town’s roadway network that will support the overall economic vitality of the Town.

Develop a Visionary Community through Balanced Growth

This traffic signal is needed to support the adjacent development and provide improved access to the Town’s roadway network.

Promote a Safe and Healthy Community

This traffic signal is needed to support a safe transportation network to serve the adjacent developments. Traffic signals are critical to ensure intersection safety is achieved by reducing severe accidents that would otherwise occur without them.

PUBLIC IMPROVEMENTS FUND PROJECTS: TRAFFIC SIGNALS

Capital Project: Jordan Road/Cedar Gulch Parkway

SECTION TITLE

Traffic Signal (cont)

Jordan Road - Cedar Gulch Parkway

Traffic Signal Vicinity Map

SECTION TITLE

PUBLIC IMPROVEMENTS FUND PROJECTS: TRAFFIC SIGNALS

Capital Project: Dransfeldt Rd/Parkglenn Way/Lincoln Meadows Pkwy Signal

DESCRIPTION

This project is a traffic signal at the Dransfeldt Road and Parkglenn Way/Lincoln Meadows Parkway intersection.

PURPOSE/DISCUSSION

This location is anticipated to be signalized in 2024 based on anticipated Manual on Uniform Traffic Control Devices (MUTCD) warrants. Design will be in 2023 with construction in 2024, assuming warrants are met.

PROJECT BUDGET

FUNDING SOURCES

Public Improvements Fund Revenue

IMPACT ON OPERATING COSTS

When completed, this traffic signal will require monthly repair and maintenance (R&M) plus electricity. The Town’s current R&M rate for traffic signals is approximately $4,500/year.

IMPACT ON OTHER DEPARTMENTS

None

TOWN STRATEGIC GOALS ACHIEVED

Support an Active Community

This project includes pedestrian crossing improvements which will improve the walkability and connectivity of the existing sidewalk systems in the area.

Develop a Visionary Community through Balanced Growth

This traffic signal is needed to provide improved traffic operations, access to the Town’s roadway network and improved safety for turning vehicles.

Promote a Safe and Healthy Community

This signal is necessary to ensure continued safety at this intersection. Its proximity to the police department could also improve response times for officers leaving the station for calls.

PUBLIC IMPROVEMENTS FUND PROJECTS: TRAFFIC SIGNALS

Capital Project: Dransfeldt Rd/Parkglenn Way/Lincoln Meadows Pkwy (cont)

Dransfeldt Road - Parkglenn Way

Traffic Signal Vicinity Map

SECTION TITLE

PUBLIC IMPROVEMENTS FUND PROJECTS: ROADS

Capital Project: J Morgan Boulevard Extension

DESCRIPTION

This project includes both improvements at the J Morgan Boulevard/Stroh Road intersection and extension of J Morgan Boulevard south of Stroh Road.

PURPOSE/DISCUSSION

In the prior fifteen years, Town Council has approved several development agreements for the area adjacent to the J Morgan Boulevard and Stroh Road intersection. The planned development of Anthology and Hess Ranch will also add additional traffic to the area. The extension of J Morgan Boulevard will be a community enhancement that is driven by the regional development.

This project will complete the construction of the full J Morgan Boulevard and Stroh Road intersection, including a traffic signal plus needed roadway transitions to the west on Stroh Road. It will also extend J Morgan Boulevard south of Stroh Road to just south of the South Metro fire station where a private road from the Reata development will tie-in. The roadway for J Morgan Boulevard will be a non-residential collector (3-lane) section with sidewalks and bike lanes.

PROJECT BUDGET

FUNDING SOURCES

Public Improvements Fund Revenue; other outside funding based on prior development/annexation agreements currently held in escrow.

IMPACT ON OPERATING COSTS

As with any new roadway/bridge construction, the Town should anticipate long-term maintenance costs.

IMPACT ON OTHER DEPARTMENTS

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community

The addition of a multimodal connection along Stroh Road and J Morgan Boulevard will support an active community by providing safer pedestrian access to local schools and access to future planned parks and open space on Town-owned property.

Enhance Economic Vitality

This roadway connection is needed to support the economic vitality of the area and the Reata West development by connecting new neighborhoods to the rest of the Town, including its commercial centers.

Develop a Visionary Community through Balanced Growth

This project will create the needed infrastructure to support the planned development in this area of the Town.

PUBLIC IMPROVEMENTS FUND PROJECTS: ROADS

Capital Project: J Morgan Boulevard Extension (cont)

Promote a Safe and Healthy Community

These improvements will contribute to the safety of the overall transportation network, and they will add a signalized crossing for safer access to the charter school by children walking from the neighborhoods.

J Morgan Blvd Extension Phase 1 - Vicinity Map

SECTION TITLE

PUBLIC IMPROVEMENTS FUND PROJECTS: ROADS

Capital Project: Dransfeldt Road Extension South of Twenty Mile Road

DESCRIPTION

This project extends Dransfeldt Road south of the Twenty Mile Road intersection, across Cherry Creek and connecting into Motsenbocker Road adjacent to the west side of the Salisbury Park North property. It will also realign/improve Motsenbocker Road from the Todd Drive intersection east to the new intersection to be constructed with the Dransfeldt Road extension project and further south along the frontage of the Salisbury Park North property.

PURPOSE/DISCUSSION

The Town has significant planned development areas remaining at the southwest quadrant of the Town. To support this planned development, an additional crossing of Cherry Creek is needed. This roadway will also support the nearby commercial area and connect to the existing Salisbury Park facility and proposed Salisbury Park North infrastructure. Construction anticipated to commence in 2023 and continue into 2024.

FUNDING SOURCES

Public Improvements Fund Revenue; other funding from Federal COVID-19 funds, Douglas County, and potentially from future annexations.

IMPACT ON OPERATING COSTS

As with any new roadway construction, the Town should anticipate long-term maintenance costs. Annual funding for roadway and bridge maintenance will need to increase to support this proposed infrastructure.

IMPACT ON OTHER DEPARTMENTS

None

TOWN STRATEGIC GOALS ACHIEVED Enhance Economic Vitality

This project will provide a multimodal connection to the commercial development near the Parker Road/Twenty Mile Road intersection from the future development at the southwest quadrant of the Parker community.

Develop a Visionary Community through Balanced Growth

This roadway will create an alternate and redundant infrastructure connection over Cherry Creek that is needed to support the planned development of the southwest quadrant of the Town.

Innovate with Collaborative Governance

The Town and Douglas County executed an IGA in 2019 to jointly fund the conceptual/preliminary design effort. Town staff is optimistic that this funding collaboration will continue in the future. Per 2022 Douglas County budget documents, they are anticipating providing funding for the construction.

PUBLIC IMPROVEMENTS FUND PROJECTS: ROADS

Capital Project: Dransfeldt Road Extension South of Twenty Mile Road (cont)

PUBLIC IMPROVEMENTS FUND PROJECTS: ROADS

Capital Project: North Parker Road Improvements, Phase 2

DESCRIPTION

This project is the second phase of improvements on Parker Road (State Highway 83) between Lincoln Avenue and E-470.

PURPOSE/DISCUSSION

This project continues the implementation of the Parker Road Master Plan that the Town completed in November of 2019. Improvements include widening and/or connecting current acceleration/deceleration lanes on southbound Parker Road between E-470 and Lincoln Avenue. This is a phased approach to implement the anticipated quadruple lane configuration on Parker Road between Lincoln Avenue and E-470. This project will increase the travel lanes on Parker Road and improve vehicular mobility, which currently experiences heavy congestion during rush hour. Later phases will implement additional improvements on or adjacent to this stretch of Parker Road to implement the Parker Road Master Plan.

PROJECT BUDGET

FUNDING SOURCES

Public Improvements Fund Revenue; potential federal and state funding

IMPACT ON OPERATING COSTS

Parker Road (State Highway 83) is a Colorado Department of Transportation (CDOT) facility and the roadway improvements will be owned/maintained by CDOT. Any new sidewalk improvements are anticipated to be maintained by the Town.

IMPACT ON OTHER DEPARTMENTS

None

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community

Existing sidewalks impacted by the project will be widened to accommodate multi-use (sidewalk/trail) adjacent to Parker Road.

Enhance Economic Vitality

This project will complete needed traffic operational improvements on Parker Road to improve safety and traffic flow to support the economic vitality of the surrounding area. Parker Road is the most important roadway in the Town for overall economic vitality.

Develop a Visionary Community through Balanced Growth

This project will create the needed infrastructure to support the planned development of the surrounding area. This section of Parker Road is very congested during peak travel times with the intersections approaching a failing level of service.

PUBLIC IMPROVEMENTS FUND PROJECTS: ROADS

Capital Project: North Parker Road Improvements, Phase 1 and 2 (cont)

Innovate with Collaborative Governance

There is a potential to receive partial State/Federal construction funding on this project through the DRCOG Transportation Improvement Program (TIP) process.

Promote a Safe and Healthy Community

This project will assist in providing a safe transportation network for the community via safety and traffic flow improvements on Parker Road.

Parker Road Operational Improvements Vicinity Map

Southbound

PUBLIC IMPROVEMENTS FUND PROJECTS: ROADS

Capital Project: Lincoln Avenue Widening - Keystone to Parker Road

DESCRIPTION

This project will widen Lincoln Avenue from Keystone Boulevard to Parker Road to a triple-lane configuration.

PURPOSE/DISCUSSION

Lincoln Avenue was widened to its current four lane configuration in 1997/1998, but based on traffic projections at that time, the ultimate six lane configuration was known to be needed in the future. Due to continued and projected traffic increases on Lincoln Avenue, the time has come for this widening to occur. The project will include widening of four bridge structures with two at Newlin Gulch and two at Cherry Creek.

PROJECT BUDGET

FUNDING SOURCES

Public Improvements Fund Revenue; anticipated partial funding through Douglas County

IMPACT ON OPERATING COSTS

As with any new roadway construction, the Town should anticipate long-term maintenance costs. Annual funding for roadway and bridge maintenance will need to increase to support this proposed infrastructure.

IMPACT ON OTHER DEPARTMENTS

None

TOWN STRATEGIC GOALS ACHIEVED

Support an Active Community

The project will improve circulation on Lincoln Avenue around and near the Town’s Recreation Center and Douglas County’s Challenger Park. The project will also include multi-use sidewalks which will promote bicycles and pedestrian activities along the roadways.

Enhance Economic Vitality

This project will improve the traffic operations around the commercial areas adjacent to the project.

PUBLIC IMPROVEMENTS FUND PROJECTS: ROADS

Capital Project: Lincoln Avenue Widening - Keystone to Parker Road (cont)

PHOTOS/IMAGES

PUBLIC IMPROVEMENTS FUND PROJECTS: ROADS

Capital Project: Parker Road/Twenty Mile Road/E-470 Mobility Improvements

DESCRIPTION

This project will connect the eastbound/northbound E-470 off-ramp at Parker Road to southbound Twenty Mile Road. Included are off-ramp improvements and widening of Twenty Mile Road to accommodate the new connection.

PURPOSE/DISCUSSION

This project continues the implementation of the Parker Road Corridor Plan that the Town completed in November of 2019. It will connect the eastbound/northbound E-470 off-ramp at Parker Road to southbound Twenty Mile Road and includes off-ramp improvements and widening of Twenty Mile Road. These improvements are part of a phased approach to implement the anticipated quadruple lane configuration on Parker Road between Lincoln Avenue and E-470. This project will provide alternative connections to the traveling public, decrease (by use of alternate routes) the traffic on Parker Road and improve vehicular mobility, which currently experiences heavy congestion during rush hour.

FUNDING SOURCES

Public Improvements Fund Revenue; partial outside funding expected

IMPACT ON OPERATING COSTS

As with any new roadway/bridge construction, the Town should anticipate long-term maintenance costs. Highway bridges are typically constructed with a 50-year design life assuming routine maintenance is performed. Roadways are typically constructed with a 30-year design life assuming routine maintenance such as mill/overlays are performed.

IMPACT ON OTHER DEPARTMENTS

None

TOWN STRATEGIC GOALS ACHIEVED Enhance Economic Vitality

This project will complete needed traffic operational improvements on Parker Road (State Highway 83) to improve safety and traffic flow to support the economic vitality of the surrounding area. Parker Road is the most important roadway in the Town for overall economic vitality.

Develop a Visionary Community Through Balanced Growth

This project will create the needed infrastructure to support the planned development of the surrounding area. The section of Parker Road between E-470 and Lincoln Avenue is very congested during peak travel times with the intersections approaching a failing level of service. Traffic is projected to increase in this area, which will only compound the mobility issues.

PUBLIC IMPROVEMENTS FUND PROJECTS: ROADS

Capital Project: Parker Road/Twenty Mile Road/E-470 Mobility Improvements (cont)

Promote a Safe and Healthy Community

This project will assist in providing a safe transportation network for the community via safety and traffic flow improvements on Parker Road. This will result in a safer transportation network.

PUBLIC IMPROVEMENTS FUND PROJECTS: ROADS

Capital Project: Jordan Road/Lincoln Avenue Improvements

DESCRIPTION

This project will improve the south leg of the Jordan Road and Lincoln Avenue intersection. Improvements include widening of the Jordan Road and Newlin Gulch bridge.

PURPOSE/DISCUSSION

Due to continued and projected traffic increases on Jordan Road, operational improvements are needed on Jordan Road south of the Lincoln Avenue intersection. This work includes extending existing acceleration/deceleration lanes, adding a sidewalk and extending the left-hand turn lanes. Due to the proximity of the Jordan Road/Newlin Gulch Bridge, this bridge must be widened to make the other improvements.

PROJECT

FUNDING SOURCES

Public Improvements Fund Revenue

IMPACT ON OPERATING COSTS

As with any new roadway/bridge construction, the Town should anticipate long-term maintenance costs. Highway bridges are typically constructed with a 50-year design life assuming routine maintenance is performed. Roadways are typically constructed with a 30-year design life assuming routine maintenance such as mill/overlays are performed.

IMPACT ON OTHER DEPARTMENTS

None

TOWN STRATEGIC GOALS ACHIEVED

Support an Active Community

The project will include the addition of a sidewalk on the west side of Jordan Road that does not exist today. This sidewalk will help facilitate access to the Town’s parks, trails, recreation amenities and activities.

Enhance Economic Vitality

These changes will improve the traffic operations in the vicinity of the project which should in turn, improve the economic vitality of the surrounding area.

Develop a Visionary Community through Balanced Growth

This project will create the needed infrastructure to support the planned development of the surrounding area.

Promote a Safe and Healthy Community

The infrastructure created by this project will support the planned development of the surrounding area to promote a safe transportation network.

PUBLIC IMPROVEMENTS FUND PROJECTS: ROADS

Capital Project: Jordan Road/Lincoln Avenue

PUBLIC IMPROVEMENTS FUND PROJECTS: ROADS

Capital Project: Stroh Road Widening - J Morgan to Motsenbocker

DESCRIPTION

This project will widen Stroh Road from the J Morgan Boulevard intersection to the Motsenbocker Road/Crowfoot Valley Road intersection. The project will include construction of a new (sister) bridge over Cherry Creek.

PURPOSE/DISCUSSION

Stroh Road is an important east-west roadway in the Town’s network. Due to the planned buildout of the southwest quadrant of the Town and continued development south and east of the Town, traffic is anticipated to increase on Stroh Road to the point where the roadway needs to be widened. The project will consist of building two new lanes on the south side of the roadway that will become the future eastbound direction. The existing lanes and bridge will be repurposed to be the future westbound lanes.

FUNDING SOURCES

Public Improvements Fund Revenue

IMPACT ON OPERATING COSTS

As with any new roadway/bridge construction, the Town should anticipate long-term maintenance costs. Highway bridges are typically constructed with a 50-year design life assuming routine maintenance is performed. Roadways are typically constructed with a 30-year design life assuming routine maintenance such as mill/overlays are performed.

IMPACT ON OTHER DEPARTMENTS

None

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community

This roadway widening project will include a new sidewalk on the south side of the roadway to provide access to the Town’s parks, trails and recreational amenities and activities such as the proposed Lemon Gulch Trail and the Cherry Creek Trail.

Enhance Economic Vitality

This project will complete this important arterial roadway that is needed to support the economic vitality of the southwest portion of the Town. This includes improved transportation components and access to existing commercial development and future/zoned commercial development at the corner of Stroh Road and Chambers Road/Motsenbocker Road.

Develop a Visionary Community through Balanced Growth

This project will create the needed infrastructure to support the planned development of the surrounding area.

PUBLIC IMPROVEMENTS FUND PROJECTS: ROADS

Capital Project: Stroh Road Widening - J Morgan to Motsenbocker (cont)

Promote a Safe and Healthy Community

This project will complete the planned arterial roadway that has been in the Town’s Master Plan documents for over three decades. This will result in a safer transportation network and provide redundancy/relief on other roadways.

Stroh

J

PUBLIC IMPROVEMENTS FUND PROJECTS: ROADS

Capital Project: Pine Drive Bridge

DESCRIPTION

This project is for heavy maintenance and rehabilitation to the Pine Drive Bridge which spans Sulphur Gulch. Recent federally required bridge inspections have determined that repairs are needed to ensure continued function and safety and to extend the life of the bridge.

PURPOSE/DISCUSSION

The bridge span provides multimodal transportation over Sulphur Gulch on Pine Drive. This project addresses multiple rehabilitation needs and upgrades. The bridge deck shows cracking of the asphalt overlay and needs a mill and overlay of the asphalt with a replacement waterproofing membrane. Expansion joints at both ends of the bridge need to be replaced or possibly eliminated. The bridge railing and stone facade have deteriorated from exposure to snow melt material and will need to be upgraded to resistant materials. Staff recommends completing these repairs as one project to extend the functional design life of the bridge.

PROJECT BUDGET

FUNDING SOURCES

Public Improvements Fund Revenue

IMPACT ON OPERATING COSTS

None

IMPACT ON OTHER DEPARTMENTS

None

TOWN STRATEGIC GOALS ACHIEVED

Support an Active Community Bridges are part of the multimodal transportation system in the Town. This project supports pedestrian and bicycle travel and connects with the Town’s sidewalk and trail system.

Enhance Economic Vitality

Providing the citizens and business with a safe and functioning street network is a key component to economic vitality.

Promote a Safe and Healthy Community

Performing heavy bridge maintenance and repair ensures that the bridge is safe for vehicle and pedestrian use.

PUBLIC IMPROVEMENTS FUND PROJECTS: ROADS

Capital Project: Pine Drive Bridge (cont)

PUBLIC IMPROVEMENTS FUND PROJECTS: ROADS

Capital Project: Hilltop and Parker Road Improvements

DESCRIPTION

This project provides for the construction of a westbound double left-hand turn on Hilltop Road at the Parker Road intersection.

PURPOSE/DISCUSSION

The Town previously made intersection improvements at the Hilltop Road/Parker Road intersection in 2004 prior to the opening of Kohl/Flat Acres development. Traffic at the intersection has increased and improvements are needed. The construction of a westbound double left-hand turn lane (currently a single left-hand turn lane) is needed to improve the operations of this traffic signal. Left-hand turning traffic at the intersection routinely backs out of the turn lane during peak times which creates a safety concern.

PROJECT BUDGET

FUNDING SOURCES

Public Improvements Fund Revenue

IMPACT ON OPERATING COSTS

As with any new roadway/bridge construction, the Town should anticipate long-term maintenance costs. Roadways are typically constructed with a 30-year design life assuming routine preventative and long-term maintenance such as mill/overlays are performed.

IMPACT ON OTHER DEPARTMENTS

None

TOWN STRATEGIC GOALS ACHIEVED Enhance Economic Vitality

These improvements will improve the traffic operations near the project that should in turn, improve the economic vitality of the surrounding area. Due to the delays at this intersection, traffic (shoppers) may avoid this area due to delays in operations.

Develop a Visionary Community through Balanced Growth

This project will create the needed infrastructure for the anticipated traffic growth in this area.

Promote a Safe and Healthy Community

This project will complete needed improvements to improve safety this intersection. This will result in improved infrastructure that is needed for a safe and effective transportation system.

PUBLIC IMPROVEMENTS FUND PROJECTS: ROADS

Capital Project: Hilltop and Parker Road Improvements (cont)

Hilltop Road at Parker Road

Double Left Turn Lane

Vicinity Map

Reconstruct from single to double left hand turn lane westbound Hilltop Road to southbound Parker Road

PUBLIC IMPROVEMENTS FUND PROJECTS: ROADS

Capital Project: Hilltop and Canterberry Road Improvements

DESCRIPTION

This project provides for improvements at the Hilltop Road/Canterberry Parkway intersection and the Hilltop Road/Legend High School intersection.

PURPOSE/DISCUSSION

The Town originally constructed the Hilltop Road/Canterberry Parkway intersection and the Hilltop Road/Legend High School intersection in 2004/2005. Traffic at the intersection has exceeded original projections and improvements are needed as follows:

1) Extension of the eastbound Hilltop Road left-hand turn lane at Canterberry Parkway

2) Extension of the eastbound Hilltop Road left-hand turn lane at Legend High School

3) Extension of the westbound Hilltop acceleration lane west of the Canterberry Parkway

Left-hand turning traffic at the intersections listed above routinely backs-out of the turn lane during peak times for Legend High School which is a safety concern. It has also been determined that there is a high accident rate for the westbound Hilltop Road acceleration lane west of the Canterberry Parkway intersection. Based on a review of the data, this is anticipated to be due to the inexperienced nature of the young drivers at Legend High School but accidents do occur with experienced drivers. Extension of this acceleration/merge lane should help address this trend by giving additional decision-making time.

In addition, Douglas County is anticipated to improve/widen Hilltop Road east of Legend High School beginning in 2023. This is due to increased traffic on this roadway and projected increases. These improvements should be undertaken to lead or match the Douglas County timeline of planned improvements to the east.

FUNDING SOURCES

Public Improvements

Fund Revenue

IMPACT ON OPERATING COSTS

As with any new roadway/bridge construction, the Town should anticipate long-term maintenance costs. Roadways are typically constructed with a 30-year design life assuming routine preventative and long-term maintenance such as mill/overlays are performed.

IMPACT ON OTHER DEPARTMENTS

None

TOWN STRATEGIC GOALS ACHIEVED

Promote a Safe and Healthy Community

This project will complete needed changes to improve safety at these two intersections on Hilltop Road. This is

PUBLIC IMPROVEMENTS FUND PROJECTS: ROADS

Capital Project: Hilltop and Canterberry Road Improvements (cont)

especially important at this location due to the number of inexperienced drivers that frequent this intersection due to the proximity of the school.

Develop a Visionary Community through Balanced Growth

This project will create the needed infrastructure for the existing and anticipated traffic growth in this area. Additionally, growth and development will continue to occur in eastern Douglas County and Elbert County which will exacerbate this problem if not addressed.

PUBLIC IMPROVEMENTS FUND PROJECTS: ROADS

Capital Project: Cherry Creek Stabilization - Roadway Improvements

DESCRIPTION

This project prepares portions of Cherry Creek for the future extension of Dransfeldt Road from Twenty Mile Road to Motsenbocker Road. The project improvements will include bank grading, trail realignment, low-water trail crossings, sanitary sewer realignment, overhead electric realignment, and the removal of concrete debris to support the upcoming roadway and stream stabilization projects.

PURPOSE/DISCUSSION

The Town has significant planned development areas remaining at the southwest quadrant of the Town. To support this planned development, an additional crossing of Cherry Creek is needed and proposed with the extension of Dransfeldt Road from Twenty Mile Road to Motsenbocker Road. The proposed alignment of this crossing requires the advanced relocation of stream overbanks and existing infrastructure to support the future bridge and roadway infrastructure. In addition, low-water crossings of Cherry Creek and the KOA Tributary are proposed to work in concert with the bridge and roadway alignments. Construction of these improvements are anticipated to commence and be completed in 2023.

This project is necessary to support the Dransfeldt Road extension and thus Parks & Recreation Department’s proposed Salisbury Park North improvements. This project will support a muchneeded additional access route to the park and provide an improved KOA tributary trail crossing.

PROJECT BUDGET

FUNDING SOURCES Public Improvements Fund Revenue

IMPACT ON OPERATING COSTS

The improvements with this project are primarily focused on relocating existing infrastructure with negligible impacts to this infrastructure’s size. No changes to long-term maintenance costs are anticipated with the sanitary sewer, trail, and electrical realignments. The two proposed low-water trail crossings will require some long-term maintenance costs. Sculpted concrete drop structures with low-water trail crossings are typically constructed with a 50-year design life, assuming routine maintenance is performed.

IMPACT ON OTHER DEPARTMENTS

Snow removal will be required by the Town’s Parks Department as needed to match the service provided on the Cherry Creek regional trail.

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community

The addition of a multimodal (pedestrians, bikes and vehicles) connection over Cherry Creek can promote a healthy lifestyle by providing access to Salisbury Park.

PUBLIC IMPROVEMENTS FUND PROJECTS: ROADS

Capital Project: Cherry Creek Stabilization - Roadway Improvements (cont)

Enhance Economic Vitality

This project will provide a multimodal (pedestrian and bike) connection and support a future vehicular roadway to the commercial development near the Parker Road/20-Mile Road/ Hilltop Road intersection from the future development at the southwest quadrant of the Parker community that does not currently exist.

Develop a Visionary Community through Balanced Growth

The proposed trail connection will create an alternate and redundant infrastructure connection over Cherry Creek that is needed to support the planned development of the southwest quadrant of the Town.

Innovate with Collaborative Governance

The Town and Douglas County executed an IGA in 2019 with amendments in 2021 and 2022 to jointly fund the design effort of the bridge and roadway. The Town, the Mile High Flood District, and the Cherry Creek Basin Water Quality Authority executed an IGA in 2021 to fund design efforts of the stream improvements and utility relocations. Town staff is optimistic that these funding collaborations will continue in the future with the construction of this and future related capital improvement projects.

Promote a Safe and Healthy Community

The infrastructure created by this project will support the planned development of the surrounding area to promote a safe transportation network.

PUBLIC IMPROVEMENTS FUND PROJECTS: SIDEWALKS

Capital Project: Parker Road Sidewalk Gap Project

DESCRIPTION

This project is part of a phased multiple-year approach to completing the sidewalk/multi-use trail adjacent to Parker Road (State Highway 83).

PURPOSE/DISCUSSION

Numerous gaps exist in the sidewalk/multi-use trail adjacent to Parker Road (State Highway 83). It has been a goal of Town Council for over 20 years to complete this needed multi-modal infrastructure for both pedestrians and bicycles. Developments adjacent to Parker Road have completed their appropriate sidewalk/multi-use trails, but gaps exist due to the way that the developments have occurred over time. The next segment that is being targeted for design is on the east side of Parker Road south of the Pine Drive intersection to the Reata Ridge development (north of Stroh Road).

PROJECT BUDGET

FUNDING SOURCES

Public Improvements Fund Revenue; potential intergovernmental funding

IMPACT ON OPERATING COSTS

Long-term maintenance should be anticipated. Given typical use and proper initial construction, the sidewalk may need to be replaced in 30 years.

IMPACT ON OTHER DEPARTMENTS

The Parks Department will be responsible for snow removal for any section of sidewalk where the Town is the adjacent property owner.

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community

The addition of a multi-use sidewalk/trail adjacent to Parker Road in the community can promote a healthy lifestyle by promoting pedestrian and bike use and will provide access to the Town’s recreational amenities like the Cherry Creek Trail.

Enhance Economic Vitality

These projects will provide a multi-modal (pedestrian and bike) connection and accessibility to the commercial development that does not currently exist.

Develop a Visionary Community through Balanced Growth

This project will provide multi-modal connections in the Parker area that are needed to support excellent infrastructure and the current and future planned development in the area.

PUBLIC IMPROVEMENTS FUND PROJECTS: SIDEWALKS

Capital Project: Parker Road Sidewalk Gap Project (cont)

Innovate with Collaborative Governance

The leveraging of potential State or Federal multi-modal funding to complete these improvements is an example of governments collaborating to complete needed infrastructure.

Promote a Safe and Healthy Community

The addition of a multi-use sidewalk/trail adjacent to Parker Road will assist in providing a safe transportation network for the community by providing a multi-modal parallel route versus walking/biking on Parker Road.

Parker Road East-Side Sidewalk South of Pine Drive

PUBLIC IMPROVEMENTS FUND PROJECTS: SIDEWALKS

Capital Project: Parker Road Trail/Sidewalk - Village Inn-Sulphur Gulch

DESCRIPTION

This project is part of a phased multiple-year approach to completing the sidewalk/multi-use trail adjacent to Parker Road (State Highway 83).

PURPOSE/DISCUSSION

Numerous gaps exist in the sidewalk/multi-use trail adjacent to Parker Road (State Highway 83). This budget item focuses on a specific large trail/sidewalk section between the former Village Inn and Sulphur Gulch east of Parke Road.

PROJECT BUDGET

2021 3,245 $

2022 636,755

FUNDING SOURCES

Public Improvements Fund Revenue; other intergovernmental funding

IMPACT ON OPERATING COSTS

Long-term maintenance should be anticipated. Given typical use and proper initial construction, the sidewalk may need to be replaced in 30 years.

IMPACT ON OTHER DEPARTMENTS

The Parks Department will be responsible for snow removal for any section of sidewalk where the Town is the adjacent property owner such as at or near Sulphur Gulch.

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community

The addition of a multi-use sidewalk/trail adjacent to Parker Road in the community can promote a healthy lifestyle by promoting pedestrian and bike use and will provide access to the Town’s recreational amenities like the Cherry Creek Trail.

Enhance Economic Vitality

These projects will provide a multi-modal (pedestrian and bike) connection and accessibility to the commercial development that does not currently exist.

Develop a Visionary Community through Balanced Growth

This project will provide multi-modal connections in the Parker area that are needed to support excellent infrastructure and the current and future planned development in the area.

Innovate with Collaborative Governance

The leveraging of potential State or Federal multi-modal funding to complete these improvements is an example of governments collaborating to complete needed infrastructure.

PUBLIC IMPROVEMENTS FUND PROJECTS: SIDEWALKS

Capital Project: Parker Road Sidewalk Project (cont)

Promote a Safe and Healthy Community

The addition of a multi-use sidewalk/trail adjacent to Parker Road will assist in providing a safe transportation network for the community by providing a multi-modal parallel route versus walking/biking on Parker Road.

Parker Road Sidewalk-East Side (Village Inn to Sulphur Gulch)

MAINSTREET

PUBLIC IMPROVEMENTS FUND PROJECTS: SIDEWALKS

Capital Project: Other Sidewalk Gap Closures

DESCRIPTION

This budget item provides funding to continue an ongoing program to close sidewalk gaps for pedestrian use and to increase access to adjacent areas.

PURPOSE/DISCUSSION

The Town has extensive sidewalk gaps in the community that need annual funding to address. The locations that utilize the sidewalk gap elimination funding will vary annually depending on needs of development, schools, and recreation. The current focus project is the sidewalk adjacent to Hilltop Road from the Pine Drive intersection to the Hidden River Lane intersection. Design work has been started and will continue in 2023.

PROJECT

FUNDING SOURCES

Public Improvements Fund Revenue; FASTER funding received from the State of Colorado.

IMPACT ON OPERATING COSTS

As with any new sidewalk construction, long-term maintenance should be anticipated. Given typical use and proper initial construction, the sidewalk may need to be replaced in 30 years.

IMPACT ON OTHER DEPARTMENTS

The Parks Department will be responsible for snow removal for any section of sidewalk where the Town is the adjacent property owner.

TOWN STRATEGIC GOALS ACHIEVED

Support an Active Community

The elimination of sidewalk gaps in the community can assist a healthy lifestyle by promoting pedestrian use and access to our recreational amenities.

Enhance Economic Vitality

This program’s effort will support the planned development of the adjacent areas by eliminating sidewalk gaps which allows better accessibility to commercial developments.

PUBLIC IMPROVEMENTS FUND PROJECTS: OTHER

Capital Project: Power Line Undergrounding

DESCRIPTION

This project provides for conversion of existing overhead power lines to an underground configuration.

PURPOSE/DISCUSSION

The Town receives annual funding via the CORE (formerly Intermountain Rural Electric Association (IREA)) franchise agreement to allow for the conversion of existing overhead power lines to underground power lines. The Town receives approximately $350,000 per year for this continuing project and we are currently escrowing these funds so that they can be budgeted for expenditure.

Town staff reviewed potential project locations with Town Council in 2015. Direction from Town Council is that the funds should be directed to conversion of the existing CORE power line adjacent to the east side of Parker Road given the prominence of Parker Road. The Town most recently funded the conversion of the power line along the Robinson Ranch residential subdivision and is working with CORE to continue this conversion process to the north. This existing power line is continuous from the recently completed section to just south of Hilltop Road. Given the cost of this underground conversion process, the funds for the next 10-years will be directed toward converting this power line. The next targeted conversion location is heading north from the Robinson Ranch subdivision toward and past the Hess Road intersection.

FUNDING SOURCES

Public Improvements Fund Revenue; funding via CORE

OTHER DEPARTMENTS

TOWN STRATEGIC GOALS ACHIEVED Enhance Economic Vitality

Underground power lines are less susceptible to weather damage that can lead to improved economic vitality through less outages.

Innovate with Collaborative Governance

The Town utilizes funds collected by CORE for the purposes of undergrounding overhead power lines through an existing franchise agreement.

Promote a Safe and Healthy Community

Underground power lines are less susceptible to weather damage that can lead to improved economic vitality through less outages.

SECTION TITLE

PUBLIC IMPROVEMENTS FUND PROJECTS: ROADS

Capital Project: Roadway Safety Enhancements

DESCRIPTION

This is an ongoing project to address roadway safety needs that arise throughout the year that are not part of a budgeted project. They can include intersections needing luminaries, line-ofsight concerns from landscaping, guardrails and median modification.

PURPOSE/DISCUSSION

The Engineering/Public Works Department reviews roadway safety concerns/issues semiannually. The review includes known safety concerns and the issues/complaints from the Town’s citizens, homeowner associations (HOA) and other governmental agencies (such as Douglas County) that are received over the year. The items are then prioritized to make the best use of available funding based on engineering judgment. This annual project allows the Town to be proactive and timely in addressing identified safety concerns.

PROJECT BUDGET

FUNDING SOURCES

Public Improvements Fund Revenue; FASTER funding received from the State of Colorado.

IMPACT ON OPERATING COSTS

Operating cost impacts depend on the type of safety enhancement undertaken.

IMPACT ON OTHER DEPARTMENTS

The impact on other departments depends on the type of safety enhancement undertaken.

TOWN STRATEGIC GOALS ACHIEVED Promote a Safe and Healthy Community

This program’s effort will assist in providing a safe transportation network for the community by providing funding to improve safety of the Town’s roadways. This funding allows for a proactive approach to safety.

Develop a Visionary Community through Balanced Growth

This program is part of the needed infrastructure to support the planned development of the Town. Even with good planning, there are sometimes additional infrastructure improvements that can support/improve safety. This funding supports well planned development and excellent infrastructure.

Innovate with Collaborative Governance

Past projects have included joint safety projects with Douglas County and Douglas County School District. There may be opportunities in the future to jointly complete projects with outside governmental entities (including metro districts).

CAPITAL RENEWAL AND REPLACEMENT FUND 10-YEAR PLAN

CAPITAL PROJECTS - CAPITAL RENEWAL AND REPLACEMENT FUND

2021-2032 CAPITAL IMPROVEMENT PLAN

CAPITAL RENEWAL AND REPLACEMENT FUND 10-YEAR PLAN

CAPITAL RENEWAL AND REPLACEMENT FUND PROJECTS

Capital Project: Town Hall Expansion

DESCRIPTION

This project funds the design and construction for the expansion of Town Hall.

PURPOSE/DISCUSSION

Town Hall was constructed in 2001/2002 to replace Old Town Hall. Its original capacity was based on a 10-year evaluation of space needs. Since then, the Town has continued to grow, and both Town Hall and Old Town Hall continue to house essential internal functions. Old Town Hall is moving beyond its useful life and will require substantial maintenance dollars (e.g., mechanical equipment and roofing) to keep the space usable. Expanding Town Hall to meet the foreseeable future needs of the Town would be a more efficient use of those funds. This expansion of Town Hall is part of the Facilities Master Plan that was completed in 2022. The master plan also includes eventual demolition of Old Town Hall.

PROJECT BUDGET

FUNDING SOURCES

Capital Renewal and Replacement Fund Revenue

IMPACT ON OPERATING COSTS

None

IMPACT ON OTHER DEPARTMENTS

None

TOWN STRATEGIC GOALS ACHIEVED

Support an Active Community

Town Hall supports operations at all levels in the organization, including Parks and Recreation.

Enhance Economic Vitality

Town Hall houses essential Town functions that are necessary for the community to continue to thrive.

Foster Community Creativity and Engagement

Town Hall is the focal point for community engagement, from Council meetings to public meeting spaces.

Promote a Safe and Healthy Community

Town Hall staff support all critical functions of core operations, including public safety, infrastructure repair and maintenance, building inspections, stormwater management and snow removal.

STORMWATER FUND 10-YEAR PLAN

CAPITAL PROJECTS - STORMWATER UTILITY

2021-2032 CAPITAL IMPROVEMENT PLAN

Capital Budget

CB-118

Town of Parker 2023 Annual Budget

STORMWATER FUND 10-YEAR PLAN

CIP BY PROJECT

STORMWATER FUND 10-YEAR PLAN (cont)

Town of Parker 2023 Annual Budget

Capital Project: Annual Water Quality Improvements Program

DESCRIPTION

This project consists of the construction of new water quality facilities and improvements to existing water quality facilities to improve operations or bring them up to current standards. The ultimate goal of this program is to continually improve water quality provision throughout the Town.

PURPOSE/DISCUSSION

The Town’s storm drainage criteria currently require all new development to construct water quality treatment facilities for their stormwater runoff. This ensures that runoff from these areas is treated prior to release to the adjacent drainageways. There are some older areas that developed before the water quality provision was in place and are not served by water quality facilities. This program builds water quality facilities to serve such areas. It also improves existing facilities to improve the overall water quality in the Town’s drainageways and decrease long-term maintenance costs.

FUNDING SOURCES

TOWN STRATEGIC GOALS ACHIEVED

Support an Active Community

This project will improve the water quality of the Town’s drainageways, many of which are adjacent to trails and open space, helping to promote active recreation in these areas.

Promote a Safe and Healthy Community

This project will improve the water quality of the Town’s drainageways, which will also provide regional benefits downstream within the Cherry Creek Basin, including Cherry Creek Reservoir.

SECTION TITLE

STORMWATER FUND PROJECTS

Capital Project: Newlin Gulch at Lincoln and Recreation Drive

DESCRIPTION

This project will construct master-planned improvements to Newlin Gulch at Lincoln Avenue and Recreation Drive.

PURPOSE/DISCUSSION

Newlin Gulch is a major drainageway located within the Town, stretching northeasterly from the Reuter-Hess Reservoir to Cherry Creek. This project is part of the Major Drainageway Plan (MDP) that sets forth master-planned stabilization and grade-control improvements for the channel.

These improvements are necessary to ensure the long-term stability and operation of the drainageway. Bank stabilization will help secure the sides of the channel and reduce the potential for erosion and impacts to adjacent properties. Grade control structures will reduce the risk of erosion in the channel bottom to reduce sediment transfer that impacts downstream water quality. This project also includes improvements to Newlin Gulch’s crossing of Recreation Drive that currently requires the roadway to be closed during times of moderate flows in Newlin Gulch. Improvements to this crossing will eliminate disruptions to Recreation Drive. Finally, this project will make significant improvements to the existing safety issue related to roadway flooding, as it is not uncommon for motorists to drive into standing water at this location.

FUNDING SOURCES

Stormwater Fund Revenue; anticipated intergovernmental funding

IMPACT ON OPERATING COSTS

This project will reduce overall maintenance costs and crew time needed to maintain the drainageway. It will also eliminate the ongoing cost of closing and re-opening the roadway due to flooding.

IMPACT ON OTHER DEPARTMENTS

None

TOWN STRATEGIC

GOALS ACHIEVED

Support an Active Community

This drainageway corridor supports a regional trail network, which promotes active recreation in the area.

Develop a Visionary Community through Balanced Growth

As the Town and upstream areas of Douglas County continue to grow, implementation of the master planned improvements will ensure that this drainageway can withstand the potential impacts of development.

Innovate with Collaborative Governance

This project is proposed as a partnership with the Mile High Flood District (MHFD) which allows

Capital Project: Newlin Gulch at Lincoln and Recreation Drive (cont)

the Town to utilize their expertise with drainageway projects. It will also enter the channel into MHFD’s Maintenance Eligibility Program, allowing the Town to leverage the District’s maintenance funds long-term. The Recreation Drive improvements will be a collaboration between the Town and Douglas County.

Promote a Safe and Healthy Community

This project will help to ensure this channel remains stable and operating properly and prevent flooding and erosion impacts to adjacent properties, roadways and trails. It will also improve water quality and the safety of Recreation Drive.

STORMWATER FUND PROJECTS

Capital Project: West Stroh Gulch in Anthology Improvements

DESCRIPTION

This project consists of master-planned stabilization and grade-control structures to West Stroh Gulch through the planned Anthology North development.

PURPOSE/DISCUSSION

West Stroh Gulch is a major drainageway located within the Anthology North development. This drainageway is the subject of an Outfall Systems Plan (OSP) that sets forth master-planned stabilization and grade-control improvements to the channel necessary to ensure the long-term stability of the drainageway. This project will construct a segment of these improvements in the vicinity of the Anthology North development.

Bank stabilization improvements will help secure the sides of the channel and reduce the potential for erosion and impacts to adjacent properties. Grade control structures will reduce the risk of erosion in the channel bottom and help reduce the overall slope of the channel to further prevent sediment transfer that impacts downstream water quality.

FUNDING SOURCES

Funded by developer; administered by Mile High Flood District (MHFD)

IMPACT ON OPERATING COSTS

These stabilization improvements should reduce the longterm maintenance needs in the stream and result in lower operating costs.

IMPACT ON OTHER DEPARTMENTS

None

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community

This project will support a regional trail network through the proposed development, which will promote active recreation in the area.

Develop a Visionary Community through Balanced Growth

As the Town and upstream areas of Douglas County continue to experience growth, implementation of the master planned improvements to key drainageways will ensure that these corridors are prepared to withstand the potential impacts of development within their basins. This project will be designed and constructed in collaboration with the surrounding development to allow the improvements to be integrated well into the subdivision.

Innovate with Collaborative Governance

This project is proposed as a partnership with the MHFD which allows the Town to utilize their

STORMWATER FUND PROJECTS

Capital Project: West Stroh Gulch in Anthology Improvements (cont)

expertise with drainageway projects. It will also enter the channel into MHFD’s Maintenance Eligibility Program, allowing the Town to leverage the District’s maintenance funds long-term.

Promote a Safe and Healthy Community

These improvements will help to ensure this channel remains stable and operating properly through this area, and prevent potential impacts to adjacent properties, roadways, and trails. By decreasing sediment releases in this area, the water quality will be improved in this drainageway and downstream within the Cherry Creek Basin, including Cherry Creek Reservoir.

SECTION TITLE

STORMWATER FUND PROJECTS

Capital Project: Cherry Creek at Mainstreet

DESCRIPTION

This project will construct master-planned improvements to Cherry Creek near Mainstreet.

PURPOSE/DISCUSSION

Cherry Creek is the Town’s most significant drainageway, bisecting the Town from south to north and serving as a major regional waterway from our region to the South Platte River. This drainageway is the subject of a Major Drainageway Plan (MDP) performed by the Town and the Mile High Flood District (MHFD). This MDP sets forth master-planned stabilization and gradecontrol improvements that are planned to be constructed within the channel. This project will construct a segment of these improvements located in the vicinity of Mainstreet.

FUNDING SOURCES

Stormwater Fund Revenue; anticipated intergovernmental funding

IMPACT ON OPERATING COSTS

This project will reduce overall maintenance costs and crew time needed to maintain the drainageway.

IMPACT ON OTHER DEPARTMENTS

None

TOWN STRATEGIC GOALS ACHIEVED

Support an Active Community

This drainageway corridor supports a regional trail network, which promotes active recreation in the area.

Develop a Visionary Community through Balanced Growth

As the Town and upstream areas of Douglas County continue to experience growth, implementation of the master planned improvements to key drainageways will ensure that these corridors are prepared to withstand the potential impacts of development within their basins.

Innovate with Collaborative Governance

This project is proposed as a partnership with the MHFD which allows the Town to utilize their expertise with drainageway projects. It will also enter the channel into MHFD’s Maintenance Eligibility Program, allowing the Town to leverage the District’s maintenance funds long-term.

Promote a Safe and Healthy Community

This project will help to ensure this channel remains stable and operating properly through this area and prevent flooding and erosion impacts to adjacent properties, roadways and trails. It will also improve the water quality in this drainageway and downstream within the Cherry Creek Basin, including Cherry Creek Reservoir.

Capital Project: Cherry Creek at Mainstreet (cont)

STORMWATER FUND PROJECTS

Capital Project: Oak Gulch Improvements - Anthology North Segment 2

DESCRIPTION

This project consists of master-planned stabilization and grade-control structures to Oak Gulch through the planned Anthology North development.

PURPOSE/DISCUSSION

Oak Gulch is a major drainageway located within the Anthology North development. It is the subject of an Outfall Systems Plan (OSP) that sets forth master-planned stabilization and grade-control improvements to the channel necessary to ensure the long-term stability of the drainageway. This project will construct a segment of these improvements located in the vicinity of the Anthology North development.

Bank stabilization improvements will help secure the sides of the channel and reduce the potential for erosion and impacts to adjacent properties. Grade control structures will reduce the risk of erosion in the channel bottom and help reduce the overall slope of the channel to further prevent sediment transfer that impacts downstream water quality.

FUNDING SOURCES

Funded by developer; administered by Mile High Flood District (MHFD)

IMPACT ON OPERATING COSTS

The Town will be able to leverage MHFD’s maintenance funds long-term.

IMPACT ON OTHER DEPARTMENTS

None

TOWN STRATEGIC GOALS ACHIEVED Enhance Economic Vitality

A portion of these improvements will be needed to support the proposed Dransfeldt Road bridge over Cherry Creek, which will enhance mobility to the key commercial areas north of the project location.

Develop a Visionary Community through Balanced Growth

As the Town and upstream areas of Douglas County continue to experience growth, implementation of the master planned improvements to key drainageways will ensure that these corridors are prepared to withstand the potential impacts of development within their basins.

Innovate with Collaborative Governance

This project is proposed as a partnership with the MHFD which allows the Town to utilize their expertise with drainageway projects.

Promote a Safe and Healthy Community

Capital Project: Oak Gulch Improvements (cont) Oak Gulch at Anthology North Segment 2

These improvements will help to ensure this channel remains stable and operating properly through this area and will prevent potential impacts to adjacent properties, roadways, and trails. By decreasing sediment releases in this area, the water quality will be improved in this drainageway and downstream within the Cherry Creek Basin, including Cherry Creek Reservoir.

STORMWATER FUND PROJECTS

Capital Project: Happy Canyon Creek at Compark

DESCRIPTION

This project will construct master-planned improvements to Happy Canyon Creek through the Compark development.

PURPOSE/DISCUSSION

Happy Canyon Creek is a major drainageway located in the northwest corner of the Town limits, within the Compark development. This project will construct a segment of the Master Drainageway Plan (MDP) improvements located in the vicinity of the Compark development. These improvements are necessary to ensure the long term stability and operation of the drainageway, and will include several elements. Bank stabilization improvements will help secure the sides of the channel and reduce the potential for erosion and impacts to adjacent properties. Grade control structures will reduce the risk of erosion in the channel bottom and further prevent sediment transfer that impacts downstream water quality.

PROJECT

FUNDING SOURCES

Stormwater Fund Revenue; anticipated intergovernmental funding

IMPACT ON OPERATING COSTS

The improvements proposed with this project will reduce overall maintenance costs and crew time needed to maintain the drainageway.

IMPACT ON OTHER DEPARTMENTS

None

TOWN STRATEGIC GOALS ACHIEVED

Support an Active Community

This drainageway corridor supports a regional trail network, which promotes active recreation in the area.

Develop a Visionary Community through Balanced Growth

As the Town and upstream areas of Douglas County continue to experience growth, implementation of the master planned improvements to key drainageways will ensure that these corridors are prepared to withstand the potential impacts of development within their basins.

Innovate with Collaborative Governance

This project is proposed as a partnership with the Mile High Flood District, which allow the Town to utilize their expertise with drainageway projects. It will also enter the channel into MHFD’s Maintenance Eligibility Program, allowing the Town to leverage the District’s maintenance funds long-term.

Capital Project: Happy Canyon Creek at Compark cont)

Promote a Safe and Healthy Community

This project will help to ensure this channel remains stable and operating properly through this area and prevent flooding and erosion impacts to adjacent properties, roadways and trails. It will also improve water quality in this drainageway and downstream within the Cherry Creek Basin, including Cherry Creek Reservoir.

Happy Canyon Creek at Compark

STORMWATER FUND PROJECTS

Capital Project: Jet Vac Truck

DESCRIPTION

The addition of a Jet Vac Sewer Maintenance truck will allow the stormwater division to clean and maintain the Town’s underground stormwater system and clear blockages from stormwater pipes.

PURPOSE/DISCUSSION

The Town currently contracts for the use of a jet vac sewer flushing truck to clean and maintain the Town’s stormwater system. The truck and driver are provided by the contractor, but Town staff perform the actual maintenance. Due to Town growth and aging infrastructure, the maintenance requirements of the Town’s stormwater system will exceed the availability of the contracted truck. The Stormwater division needs its own jet vac truck to maintain the level of service provided and respond to emergencies.

PROJECT BUDGET

FUNDING SOURCES

Stormwater Fund Revenue

IMPACT ON OPERATING COSTS

The equipment cost is partially offset by the elimination of the service contract.

IMPACT ON OTHER DEPARTMENTS

None

TOWN STRATEGIC GOALS ACHIEVED

Support an Active Community

Maintenance of the Town’s stormwater system includes maintenance and restoration of natural drainageways with the town. Many of these areas are surrounded by open space or facilitate trails along their corridors, This truck will allow the Stormwater division to address the maintenance needs in these drainageways.

Enhance Economic Vitality

Allowing sediment and debris to accumulate in the stormwater infrastructure increases the likelihood of costly repairs and maintenance down the road. This truck will allow the Stormwater division to more efficiently mitigate sediment and debris reducing the need for repairs.

Promote a Safe and Healthy Community

Maintenance of the stormwater system preserves water quality and prevents flooding.

FLEET SERVICES FUND 10-YEAR PLAN

CAPITAL PROJECTS - FLEET SERVICES FUND

2021-2032 CAPITAL IMPROVEMENT PLAN

FLEET SERVICES FUND PROJECTS

Capital Project: Fleet Replacement

DESCRIPTION

This budget item is an annual allocation of funds to address the ongoing replacement of equipment deemed at or past its useful serviceable life.

PURPOSE/DISCUSSION

It is the policy of the Town to equip staff with the tools needed to provide services to its citizens professionally, competently and safely. Vehicles and other fleet equipment (“Fleet Unit”) are among the biggest tools needed. These items represent a substantial financial investment and must be handled in the most economic manner, both in their operation and in maximizing their disposal value.

This policy recognizes that each Fleet Unit has a number of “lives”.

• Service life – amount of time a unit is capable of rendering service

• Economic life – amount of time the unit’s average total cost is at a minimum

• Technological life – amount of time the relative productivity of the unit is comparable to newer models

The following costs and other factors should be considered in determining Fleet Unit replacement recommendations.

• Operation/maintenance costs

• Repair costs

• Parts availability

• Downtime

• Technological obsolescence

• Condition

• Safety

The following is a brief explanation of the rating criteria standards.

• Age and mileage/hours – standards are based on the experience in the class of equipment and industry standards as recommended by the American Public Works Association (APWA), national averages and other cities, and intend to reflect the least cost and highest resale value to the Town.

• Maintenance and repair costs – the standard is based on the total of maintenance and repair costs as a percentage of the original purchase price. Accident and warranty repairs are not included in this calculation.

• Reliability – the standard will be based on an acceptable level of downtime for the class of equipment.

• Condition – a physical evaluation made for each vehicle that meets or exceeds the base standards for age, mileage and/or maintenance costs. The standard will be based on the cost of necessary repairs as a percentage of book value of the Fleet Unit.

The first five years of funding includes approximately $500,000 per year to address a backlog of replacement equipment currently categorized as “extended life” units.

FLEET SERVICES FUND PROJECTS

Capital Project: Fleet Replacement (cont)

PROJECT BUDGET

FUNDING SOURCES

Fleet Services Fund Revenue

IMPACT ON OPERATING COSTS

None. New equipment will have less maintenance costs while other aging equipment will require more maintenance.

IMPACT ON OTHER DEPARTMENTS

20271,350,000

20281,375,000

20291,535,000

20301,963,100

20311,536,000

20321,477,000

Enhance Economic Vitality

All departments that operate equipment to perform services in the Town’s response to needs.

TOWN STRATEGIC GOALS ACHIEVED

Support an Active Community Equipment and vehicles purchased through this program support the operational departments in all areas of the Town including citizen activities through Parks and Open Space.

By maintaining the Town’s roadways, providing desirable amenities such as parks and open space, and providing a safe place through law enforcement, the replacement capital has a major impact on the Town’s ability to create a culture and environment where business can succeed.

Foster Community Creativity and Engagement

The Town’s fleet supports all activities conducted by staff. A few examples of activities include Public outreach by the Police Department, Public Works Touch-a-Truck events, and transportation provided by the Town for the Cultural Department activities.

Innovate with Collaborative Governance

The Town’s purchasing policy allows the Fleet division to specify and purchase replacement equipment through competitively bid multi-agency purchasing contracts such as Colorado State Award, MAPO, Sourcewell, and other municipal governments. This practice ensures that the Town of Parker is obtaining equipment and vehicles that meet our needs while minimizing the amount of work performed through a formal bid process conducted by the Town.

Promote a Safe and Healthy Community

Purchases such as police vehicles, plow equipment, and service equipment used for maintaining roadways and stormwater systems provide an active role in providing a safe and healthy community. Additionally, the equipment used to maintain the Town’s parks and open space is essential to providing these activity areas and providing opportunities for the public.

SECTION TITLE

FLEET SERVICES FUND PROJECTS

Capital Project: Fleet Electrification Program (Fleet Replacements and Equipment)

DESCRIPTION

This project will transition the Town to include electric vehicles, equipment and infrastructure in its fleet. The funds are anticipated to be used to offset the additional cost of replacing some of the scheduled vehicles with electric versions.

PURPOSE/DISCUSSION

This is a multiple year approach to advance the Town’s fleet towards fleet electrification. The cost of purchasing electric vehicles and equipment is not currently budgeted in the replacement model. This funding will allow some of the existing vehicles on the replacement schedule to be replaced with electric vehicles. The project scope also includes charging infrastructure.

FUNDING SOURCES

Fleet Services Fund Revenue

IMPACT ON OPERATING COSTS

There may be a reduction in total ownership costs associated with electric vehicles and equipment compared to standard internal combustion engines.

IMPACT ON OTHER DEPARTMENTS

None

TOWN STRATEGIC GOALS ACHIEVED

Develop a Visionary Community through Balanced Growth

Fleet electrification moves the Town in a more sustainable direction as it grows to support the surrounding community.

Innovate with Collaborative Governance

Funding this project will make the Town eligible for matching grant funds from the state. This project may also include public facing charging enhancements at Town facilities.

Promote a Safe and Healthy Community

This project supports clean air initiatives for the region.

FLEET SERVICES FUND PROJECTS

Capital Project: Fleet JPRO Diagnostic Tool

DESCRIPTION

This is for the purchase of a diagnostic device for our large fleet equipment. The Town’s fleet of large equipment continues to become more computer controlled and requires diagnostics to perform repairs. This device will allow Fleet Maintenance to perform these diagnostics in-house and make more efficient repairs to the fleet thus reducing downtime and lost productivity.

PURPOSE/DISCUSSION

Currently, when a large fleet unit incurs a malfunction which causes a check engine condition, there are three courses of action: either the vendor sends a service call to our location, the unit is driven and dropped off at the vendor, or in an extreme case may be towed to the vendor at the Town’s expense. These are lost time opportunities for efficiency in our fleet maintenance practices. This diagnostic tool will allow Fleet maintenance to pull engine and other component data from the piece of equipment and determine a course of action for repairs.

PROJECT BUDGET

FUNDING SOURCES

Fleet Services Fund Revenue

IMPACT ON OPERATING COSTS

From a maintenance cost per mile, this device can have a positive impact over the fleet. There would be a reduction in troubleshooting time.

IMPACT ON OTHER DEPARTMENTS

This will have a positive impact on Streets, Stormwater, and possibly Parks and Open Space.

TOWN STRATEGIC GOALS ACHIEVED

Support an Active Community

Fleet’s main focus is to provide safe and serviceable equipment to the operating departments in order for them to be able to complete their mission goals. Through the use of this technology, Fleet can support the community more efficiently by making appropriate decisions and repairs to the equipment.

Promote a Safe and Healthy Community

As noted in supporting an active community, many of the pieces of equipment serviced by Fleet Maintenance are used in the daily operations to support a safe and healthy community. By providing this diagnostic equipment, Fleet maintenance will be better suited to provide ongoing maintenance and repairs to the Town’s heavy equipment in a timely manner.

SECTION TITLE

FLEET SERVICES FUND PROJECTS

Capital Project: CCG Faster (WEB-based asset solutions)

DESCRIPTION

This project will convert the existing fleet maintenance management system, FASTER, from a windows-based solution to a web-based platform.

PURPOSE/DISCUSSION

The Town’s Fleet Maintenance division uses FASTER Asset Solutions as a work order management system. This system allows for all repairs and routine maintenance to be scheduled and tracked for each fleet asset to ensure that the Town gets the most out of each one and replaces it at an optimal time. The vendor that supports FASTER is discontinuing any further upgrades to the windows-based system in favor of the web-based solution. The Fleet Maintenance division is recommending this conversion to ensure that the Town’s product continues to receive support and enhancements from the vendor. The web-based tool also includes additional features for internal users.

PROJECT BUDGET

FUNDING SOURCES

Fleet Services Fund Revenue

IMPACT ON OPERATING COSTS

None

IMPACT ON OTHER DEPARTMENTS

The conversion will allow operating departments with fleet equipment to access more information for management of their fleet and operations

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community

The web-based system will provide access to real time information about the fleet which in turn can improve the operations of departments that support the Town’s outdoor and recreational amenities.

Innovate with Collaborative Governance

This conversion provides a major enhancement for the Fleet Department’s internal customers. There is a customer portal that allows staff to request repairs for equipment online, view repair history, and schedule and manage appointments. It also notifies users when preventative maintenance is due.

Promote a Safe and Healthy Community

The enhanced web-based system will provide the operating departments with a tool to better manage the fleet needs of the operation, which ensures staff safety and the Town’s ability to continue to perform its core public safety and infrastructure functions.

TECHNOLOGY MANAGEMENT FUND 10-YEAR PLAN

CAPITAL PROJECTS - TECHNOLOGY MANAGEMENT FUND

2021-2032 CAPITAL IMPROVEMENT PLAN

CB-142

Town of Parker 2023 Annual Budget

TECHNOLOGY MANAGEMENT FUND PROJECTS

Capital Project: H2O’Brien Pool Fiber

DESCRIPTION

This proposed capital project is to facilitate the installation of fiber optic network cable from the intersection of Mainstreet/Parker Road to the H2O’Brien Pool facility.

PURPOSE/DISCUSSION

The purpose of this project is to re-establish a primary network pathway for the H2O’Brien facility’s network to connect to the rest of the Town of Parker’s enterprise network. When the SDWAN was installed, there were issues connecting the pool. H2O’Brien pool has been operating on a backup system; however, recent updates to the security surveillance system at the H2O’Brien pool require an upgrade. Installing a dedicated fiber line to this facility would put it in line with all other Town facilities and provide longer term redundancy and capacity for network capabilities.

PROJECT BUDGET

FUNDING SOURCES

Technology Management Fund Revenue

IMPACT ON OPERATING COSTS

None

IMPACT ON OTHER DEPARTMENTS

None

TOWN STRATEGIC GOALS ACHIEVED

Support an Active Community

A fiber connection to the Town’s main network will give staff more options when planning events and a faster response time to customers in general.

Promote a Safe and Healthy Community

Fiber connectivity to the Town’s main network will allow for increased security capabilities and future- proof the Town for upgraded security equipment.

Develop a Visionary Community through Balanced Growth

A fiber connection at H2O’Brien will allow for faster transaction times increasing customer throughput and getting them back to enjoying the facility instead of waiting in line.

TECHNOLOGY MANAGEMENT FUND PROJECTS

Capital Project: Railbender Fiber

DESCRIPTION

This proposed capital project is to facilitate the installation of fiber optic network cable from the intersection of Plaza/20-Mile to the Rail Bender Skate Park.

PURPOSE/DISCUSSION

The purpose of this project is to replace the existing point-to-point (PTP) antenna system with a more resilient fiber network which will allow for the future growth and increasing bandwidth needs of the cameras that are installed at the Rail Bender skate park. As technology improves, the resolution of the newer cameras are growing exponentially and outpacing the existing bandwidth capabilities of the wireless PTP antennas. In addition, any maintenance/exchange of the existing PTP antennas requires the antennas to be realigned from both sides of the link. This is a tedious and time-consuming process since each side will need to be aligned one at a time and the use of a bucket truck that is not normally available to IT staff is required.

PROJECT BUDGET

FUNDING SOURCES

Technology Management Fund Revenue

IMPACT ON OPERATING COSTS

None

IMPACT ON OTHER DEPARTMENTS

None

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community

A fiber connection at Railbender will allow for more security related apparatus. More security at Railbender could mean that more parents feel secure letting their children go to Railbender and thus a more active community.

Enhance Economic Vitality

A fiber connection at Railbender could allow for more Town events that accept payment to be hosted at the Park.

Promote a Safe and Healthy Community

By installing the fiber network, the security camera video will have a more reliable pathway to the network video recorder and will future proof the facilities network connectivity to the rest of the network. It will also allow for a more consistent and robust connection for Parks/Recreation and for the Police Department to be able to monitor the facility remotely through the camera feeds as needed.

FACILITY SERVICES FUND 10-YEAR PLAN

CAPITAL PROJECTS - FACILITY SERVICES FUND

2021-2032 CAPITAL IMPROVEMENT PLAN

CB-146

Town of Parker 2023 Annual Budget

APPENDIX

TOWN OF PARKER

PRINCIPAL SALES AND USE TAX PAYERS LAST FIVE YEARS

2021 TOP TEN SALES TAX FILERS IN ALPHABETICAL ORDER

• Amazon.com Services LLC

• CORE Electric Cooperative

• Costco Wholesale #1022

• Dillon Companies Inc. #75 (King Soopers)

• Dillon Companies Inc. #88 (King Soopers)

• Dillon Companies Inc. #126 (King Soopers)

• Douglas County Auto Use Tax

• Target Corporation

• The Home Depot USA Inc.

• Walmart Stores Inc.

OPERATING INDICATORS BY FUNCTION

TOWN OF PARKER OPERATING INDICATORS BY FUNCTION FIVE YEAR TRENDS

* Parker Police Department reports incidents based on the National Incident Based Reporting System. The totals shown are based on charges, not the number of incidents that occurred. It is possible, even likely, that an incident had more than one Colorado State Statute or Municipal charge associated with it. Crime statistics are by nature dynamic, which allows for additions, deletions and modifications at any time.

** Youth league attendance does not include participation in activities, camps or clinics starting in 2019.

CAPITAL ASSETS BY FUNCTION

TOWN OF PARKER CAPITAL ASSETS BY FUNCTION AND PROGRAM

DEMOGRAPHIC AND ECONOMIC INFORMATION

TOWN OF PARKER DEMOGRAPHIC AND ECONOMIC INFORMATION LAST

Source: Town of Parker, Douglas County, Colorado Dept of Labor and Unemployment, Bureau of Economic Analysis

Accrual Accounting – A basis of accounting in which revenues and expenditures are recorded at the time they are earned or incurred as opposed to when cash is actually received or spent. For example, in accrual accounting, revenue which was earned in December but not collected until January is recorded as revenue of December rather than January.

ACFR – The Town’s Annual Comprehensive Financial Report found here: www.ParkerOnline.org/ Accounting

Adopted Budget – Budget amounts approved by the Town Council and the budget document which consolidates all operating and capital appropriations.

Amended Budget – The Adopted Budget plus any Town Council-approved Budget Amendments that reflect unanticipated expenditures of the Town.

Americans with Disabilities Act (ADA) – The Americans with Disabilities Act, which became law in 1990, is a civil rights law that prohibits discrimination against individuals with disabilities in all areas of public life, including jobs, schools, transportation, and all public and private places that are open to the general public.

Amortization – Refers to the process of allocating the cost of an intangible asset (a non-physical asset) over a period of time. Also refers to the repayment of loan principal over time.

Appropriation – The legal authorization of a specific amount of money made by the Town Council which permits the Town to incur obligations and to make expenditures of resources in the various funds.

Assessed Valuation – The value that is established for real or personal property by the County Assessor for the purpose of levying property taxes

Balanced Budget – The budget is considered to be balanced when proposed expenditures do not exceed proposed revenues and available fund balances for any budgeted year. This applies to all funds contained in the budget. The budget must be balanced when it is formally presented to the Town Council by the Town Manager and when it is passed by the Town Council

Bond – An interest bearing note issued to borrow monies on a long term basis.

Budget – A financial plan for a specified period of time (the fiscal year) that balances projected revenues and fund balance appropriations to estimated expenditures and operating transfer obligations.

Budget Amendment – The Town Charter allows Town Council to make additional appropriations by ordinance during the fiscal year for unanticipated expenditures of the Town. Such appropriations shall not exceed the amount by which actual and anticipated revenues of the year exceed the revenues estimated in the budget, unless the appropriations are necessary to relieve an emergency endangering public peace, health, safety or property.

Budgetary Legal Level of Control – The legal level in which expenditures cannot exceed total appropriations. For the Town of Parker, that is at the fund level.

GLOSSARY (cont)

Budget Procedure – Requirements of the Parker Town Charter.

Section 9.2 of the Parker Town Charter states “A proposed budget for the ensuing fiscal year shall be presented to the Council on or before the fifteenth day of October of each year.”

Section 9.5 of the Parker Town Charter states “Not later than the 15th day of December of each year, the Council shall adopt on final reading an ordinance for the budget and an ordinance for the annual appropriations.”

Budget Reallocation – Budget reallocations may be made between line items with the approval of the Town Manager and Finance Director.

Capital Asset – An asset that is acquired, purchased or constructed with a cost or fair market value (at the time of acquisition) greater than or equal to $5,000 and a useful life of more than one year. Equipment, furniture, fixtures, artwork, buildings, land and infrastructure that have a useful life of more than one year and cost greater than $5,000 are all examples of capital assets. The cost of a capital asset includes all amounts incurred to acquire the asset and any amounts that can be directly attributable to bringing the asset into working condition. Directly attributable costs include costs for delivery, site preparation, installation and professional services such as legal, architectural, engineering and project management.

Capital Expenditure or Outlay – Expenditure for the acquisition or addition of a capital asset.

Capital Improvement Project, Capital Project, Public Improvement Project – A permanent addition to the Town’s assets, which includes design, construction and purchase of land, buildings and facilities.

Capital Projects Funds – Capital Projects Funds account for financial resources that must be used for the acquisition, improvements or construction of major capital projects. For the current budget year the Town has the following Capital Projects Funds: the Public Improvements Fund, the Excise Tax Fund, the Capital Renewal and Replacement Reserve Fund, multiple Impact Fee Funds, and the Hess Ranch Metro District Fund.

Capital Renewal and Replacement Fund – A Capital Projects Fund that accounts for funds that are transferred in from other funds and which can be used to fill budgetary gaps related to the renewal and/or replacement of aging equipment, facilities and other types of assets or similar type future needs.

Certificates of Participation (COP) – A form of financing, used by government entities which is secured by a share of lease revenues.

Charges for Services – The amount the Town receives for the provision of services and commodities or the performance of specific services benefiting the person charged. This is also known as user charges.

Compound Annual Growth Rate (CAGR) – The average annual rate at which funds grow over multiple periods of time.

Conservation Trust – State of Colorado lottery funds remitted to the Town for parks and recreation expenditures.

Contingency – An appropriation of funds to cover unforeseen events that occur during the fiscal year.

Cultural Fund – A Special Revenue Fund that accounts for funds related to the Cultural Department, also known as Parker Arts.

Debt Service – Principal and interest due on long-term debt such as loans, notes and bonds incurred by the Town.

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

Denver Regional Council of Governments (DRCOG) – The organization that addresses challenges and planning for the region. Members establish guidelines, set policy and allocate funding in the areas of transportation and personal mobility, growth and development, and aging and disability resources.

Depreciation – The method of allocating the cost of a tangible or physical asset over its useful life or life expectancy.

Enterprise Funds – Enterprise Funds account for operations that are financed and operated in a manner similar to private businesses, where the intent of the Town is that the fund will be selfsupporting. The Town currently has one Enterprise Fund, the Stormwater Utility Fund.

Excise Tax Fund – A Capital Projects Fund that accounts for the accumulation of new development excise taxes and the transfer of funds to other funds for the purpose of financing roads, parks or municipal facilities.

Expenditure – Payment for goods or services, including operating expenses that require the current or future net current assets, debt and capital outlay.

Facility Services Fund – An Internal Service Fund that accounts for the maintenance of most Town facilities, including the building maintenance and janitorial services of approximately 32 sites.

Fiscal Year – The 12-month period to which the annual budget applies. This is January 1 to December 31 for the Town of Parker.

Fleet Services Fund – An Internal Service Fund that accounts for the acquisition, maintenance, record-keeping and disposal of the Town’s fleet of cars, trucks, and heavy and light equipment.

Full-Time Equivalent (FTE) – The conversion of staff time into the decimal equivalent. One fulltime position (1.0 FTE) is defined as containing 2,080 hours; a half-time position (.5 FTE) requires 1,040 work hours.

GLOSSARY (cont)

Fund – An accounting entity that has a set of self-balancing accounts and that records all financial transactions for specific activities or governmental functions. The funds used by the Town are General Fund, Special Revenue Funds, Capital Project Funds, Debt Service Funds, Enterprise Fund, Internal Service Funds, and a Custodial Fund.

Fund Balance – Generally, fund balance is the difference between a fund’s assets and liabilities. For a given year, on a budgetary basis, the beginning fund balance plus estimated revenue less budgeted expenditures equals ending fund balance. Maintaining an adequate fund balance is important for reasons that include having funds available for emergencies, unexpected events and to maintain a strong financial position. GASB 54 establishes the scheme for reporting fund balances. There are five different classifications reported in the Town’s audited financials: nonspendable, restricted, committed, assigned and unassigned.

Gallagher Amendment – Adopted by Colorado voters in 1982, this amendment impacts how much Colorado homeowners pay in property taxes. The portion of residential property that is subject to taxation drops when residential property values grow faster than non-residential property values. The Amendment was repealed by voters in 2020.

GASB (Governmental Accounting Standards Board) - The agency charged with establishing accounting standards for government.

General Fund – The General Fund is the general operating fund of the Town. It is used to account for all financial resources except those required to be accounted for in other funds. General Fund revenues include sales and use taxes, property taxes, licenses and permits, intergovernmental and other types of revenue. This fund includes most of the basic operation services including police, public works, finance and general administration.

Great Outdoors Colorado (GOCO) – A state-wide lottery program approved by Colorado voters in 1992 to provide increased funding for parks and open space throughout the State. These funds are allocated through a competitive grant program administered by GOCO staff.

Intergovernmental Agreement (IGA) – An agreement between two or more governments to cooperate in some specific way, i.e. working together on a streets project.

Infrastructure – Public domain capital assets such as roads, bridges, streets, drainage systems and similar immovable assets.

Intergovernmental Revenues – Revenue from other governments, such as federal, state and county grants.

Internal Service Funds – Internal Service Funds account for the financing of goods and services provided primarily by one Town department to other Town departments or agencies, or to other governments, on a cost-reimbursement basis.

Law Enforcement Assistance Fund – A historical Special Revenue Fund that accounts for crisis intervention, police training and equipment, and victim services and support. Beginning in 2022, the amounts currently held in this fund will be held within the police department budget in the General Fund.

Levy – To impose taxes, special assessments or service charges for the support of Town services.

Manual on Uniform Traffic Control Devices (MUTCD) – Contains the standards for traffic control devices that regulate, warn and guide road users. The MUTCD functions as both a legal and an engineering document.

Medical Benefits Fund – An Internal Service Fund that accounts for the payment of medical claims for employees and their covered dependents on a partially self-funded basis.

Mill Levy – The assessed property tax rate. It is presented in mills; one mill equaling 1/1000 of a dollar. This is multiplied by the property taxable value to determine the property tax.

Objective – The planned attainment of a certain condition or specific accomplishment which is an integral part or phase of a strategy that contributes to accomplishing a goal. An objective should be stated in terms of results, not processes or activities, and should reflect a reasonable estimate of what is practical.

Open Budget – The Town’s website that supports Town transparency by providing up-to-date access to the Town’s budget along with actual revenue and expenses: www.ParkerOnline.org/ OpenBudget

Operating Expense – Those costs, other than capital improvements and debt service, necessary to support the primary services of the organization.

PACE Center – Parker Arts, Cultural and Events Center.

Parker Authority for Reinvestment (P3 or PAR) – An urban renewal authority in the Town. Details are on the P3 website: www.p3parker.com

Parker Authority for Reinvestment Fund – A Special Revenue Fund that is a legally separate entity for which the Town is financially accountable. As such, it is not accounted for in this budget but is included in the Annual Comprehensive Financial Report.

Parkglenn Construction Fund – A historical Capital Projects Fund that accounts for funds held in escrow for a traffic signal at Parker Road and Parkglenn Way. The signal was budgeted for construction in 2022. The fund has a zero balance for the current budget year but remains in this document for historical information.

Parks and Recreation Fund – A Special Revenue Fund that primarily accounts for planning, design and construction of parks, trails and recreation facilities. Other uses include land acquisition, repayment of debt issued and special studies and analysis related to the overall operation, functionality and implementation of park and recreational facilities.

Performance Measures – A quantitative measure that allows the Town to determine the degree to which specified performance results are met.

Program – A specific set of activities directed at attaining specific objectives.

GLOSSARY (cont)

Proposed Budget – The recommended Town budget annually submitted by the Town Manager to the Town Council by October 15.

Purchased Services – The cost to obtain the efforts of individuals or businesses who are not on the Town payroll and who can provide a service not available through the Town’s own resources.

Parker Arts – The public name designated by the Cultural Department to represent all arts, culture, history, science and education opportunities that the Town offers to residents and visitors.

Public Improvements Fund – A Capital Projects Fund that accounts for streets capital projects which include Town-constructed road and bridge additions, extension and expansions, traffic signal installations and median landscaping.

Recreation Debt Service Fund – A Debt Service Fund that accounts for payments of principal and interest on the sales and use tax bonds and Certificates of Participation issued to finance construction of recreation capital projects.

Recreation Fund – A Special Revenue Fund that accounts for the administration functions of all recreation and park design/development activities.

Reduction of Appropriations - If at any time during the fiscal year it appears probable to the Town Manager that the revenues available will be insufficient to meet the amount appropriated, a report shall be provided to the Council without delay indicating the estimated amount of deficit and recommendations as to any steps to be taken. The Council shall then take such further action as it deems necessary to prevent or minimize any deficit, and for that purpose it may by ordinance reduce one (1) or more appropriations.

Revenue – Income received by the Town government in support of the government’s program of services to the community. It includes such items as sales tax, property taxes, fees, user charges, grants and fines.

Request for Proposal (RFP) – An early stage in a procurement process, issuing an invitation for suppliers, often through a bidding process, to submit a proposal on a specific commodity or service.

Restricted Funds – Funds that can only be used for a specific purpose as a result of designated giving. Examples include restrictions imposed by law, creditors or bond covenants.

Special Revenue Funds – Special Revenue Funds account for activities supported by revenues that are received or set aside for a specific purpose that are legally restricted. For the current budget year the Town has the following Special Revenue Funds: the Conservation Trust Fund, the Cultural Fund, the Parks and Recreation Fund, and the Recreation Fund.

Stormwater Utility Fund - An Enterprise Fund that accounts for fees collected from residential and commercial properties to ensure that stormwater systems are properly planned, constructed and maintained within the Town.

Strategic Goal - Strategic Goals represent a combination of organizational and townwide goals for our community.

Supplemental Appropriation - The Council may make additional appropriations by ordinance during the fiscal year for unanticipated expenditures required of the Town. Such additional appropriations shall not exceed the amount by which actual and anticipated revenues of the year exceed the revenues as estimated in the budget, unless the appropriations are necessary to relieve an emergency endangering the public peace, health, safety or property.

Supplies – The cost of goods acquired for consumption or resale.

Taxpayer’s Bill of Rights (TABOR) Amendment - An amendment of the constitution of the State of Colorado which basically limits annual increases in revenues and expenditures and requires voter approval for any tax rate increase or multi-year debt of financial obligation. The increase in spending and revenue is limited to an index based on the Denver-Boulder Consumer Price Index plus a local growth factor determined by percentage change in actual value of all real property.

Technology Management Fund – An Internal Service Fund that accounts for computer maintenance and replacement, software management, network administration, data security, data backup and recovery, GIS mapping, end user support and technical support for all Town departments.

Transfers – The movement of monies from one fund to finance activities in another fund. The monies are considered a financing source for the receiving fund and a financing use for the originating fund. Transfers are at Council’s discretion and for an appropriate purpose, such as to support other funds and legal debt service agreements.

Transfer of Appropriations - The Council may by resolution transfer any unencumbered appropriation, balance or portion thereof from one department, office or agency to another.

Urban Renewal Area (URA) - According to Colorado State Statute, an Urban Renewal Area is established when four elements of blight exist. A complete list of elements is found on the P3 website. These areas have access to unique financial tools to encourage redevelopment.

Use Tax – A sales tax on purchases made outside of the governmental agency’s boundaries for taxable items that will be used, stored or consumed with the agency’s boundaries and for which no tax was collected on the original purchase.