2024 Town of Parker Annual Budget by townofparkerco

2024 Annual Budget Town of Parker

To download a copy of this presentation, click on the following link for the PDF version www.parkeronline.org/2024budget

Town of Parker 2024 Annual Budget

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YOUR KIND OF PLACE VIDEO LINK: PARKER - YOUR KIND OF PLACE

Town of Parker 2024 Annual Budget

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TABLE OF CONTENTS 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. Table of Contents

Town of Parker 2024 Annual Budget

TABLE OF CONTENTS This Table of Contents uses active links. To skip to a particular page in the book, click on the title or page number below. Parker - Your Kind of Place................................................................................................................................................. i Reader’s Guide to Budget Document............................................................................................................................ ii Table of Contents................................................................................................................................................................. iii Document Accessibility Information............................................................................................................................. vi

Introduction Message from the Town Manager...................................................................................................................................2 Parker Proud............................................................................................................................................................................5 Form of Government............................................................................................................................................................6 Town Vision, Mission and Strategic Goals...................................................................................................................8 Strategic Goals and Operational Strategies............................................................................................................. 10 Departmental Strategies.................................................................................................................................................. 11 Town Programs and Services........................................................................................................................................ 14 Important Digital Resources........................................................................................................................................... 15 Let’s Talk Parker.................................................................................................................................................................. 16 Town Profile.......................................................................................................................................................................... 17 Community Engagement................................................................................................................................................. 26

Budget Overview GFOA Distinguished Budget Award........................................................................................................................... 28 Budget Process................................................................................................................................................................... 29 Budget Calendar................................................................................................................................................................. 30 Financial Highlights of the Budget............................................................................................................................... 31 Total Fund Budget and Historical Summaries......................................................................................................... 46 Summary of All Funds by Fund Type.................................................................................................................... 46 Where It Comes From (Revenues), Where It Goes To (Expenditures).................................................... 47 Fund Balance and Fund Cash Projections........................................................................................................... 48 Basis of Presentation, Budgeting and Accounting................................................................................................ 50 Department/Division Fund Summary.................................................................................................................... 56 Budget and Financial Policies........................................................................................................................................ 58 Debt Service and Financial Obligations..................................................................................................................... 62

Long-Range Plan Long-Range Plan................................................................................................................................................................. 67 General Fund Long-Range Plan.................................................................................................................................... 68 Parks and Recreation Fund Long-Range Plan......................................................................................................... 70 Cultural Fund Long-Range Plan.................................................................................................................................... 72 Recreation Fund Long-Range Plan.............................................................................................................................. 74 Public Improvements Long-Range Plan.................................................................................................................... 76

Town of Parker 2024 Annual Budget

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TABLE OF CONTENTS Budget Detail Funds Overview.................................................................................................................................................................. 80 General Fund........................................................................................................................................................................ 83 General Fund Summary............................................................................................................................................... 84 General Fund Revenue................................................................................................................................................ 88 General Fund Expenditures by Department....................................................................................................... 91 Communications....................................................................................................................................................... 92 Community Development..................................................................................................................................... 96 Economic Incentives and Interfund Transfers............................................................................................. 101 Elected Officials....................................................................................................................................................... 103 Emergency Response - COVID-19.................................................................................................................... 105 Finance........................................................................................................................................................................ 107 Human Resources................................................................................................................................................... 111 Interdepartmental................................................................................................................................................... 115 Municipal Court........................................................................................................................................................ 117 P3 Support Services.............................................................................................................................................. 120 Parks and Forestry/Open Space...................................................................................................................... 122 Police........................................................................................................................................................................... 127 Public Works............................................................................................................................................................. 133 Town Attorney......................................................................................................................................................... 140 Town Clerk................................................................................................................................................................ 143 Town Manager......................................................................................................................................................... 146 Special Revenue Funds.................................................................................................................................................. 151 Special Revenue Funds Summary......................................................................................................................... 152 Conservation Trust Fund.......................................................................................................................................... 154 Cultural Fund................................................................................................................................................................. 156 Law Enforcement Assistance Fund...................................................................................................................... 162 Parks and Recreation Fund...................................................................................................................................... 164 Recreation Fund........................................................................................................................................................... 167 Capital Projects Funds.................................................................................................................................................... 173 Capital Projects Funds Summary.......................................................................................................................... 174 Public Improvements Fund...................................................................................................................................... 176 Excise Tax Fund........................................................................................................................................................... 180 Capital Renewal and Replacement Reserve Fund.......................................................................................... 182 Impact Fee Funds........................................................................................................................................................ 184 Hess Ranch Metropolitan District Fund.............................................................................................................. 187 Cherry Creek South Metropolitan District Fund.............................................................................................. 189 Parkglenn Construction Fund................................................................................................................................. 191 Debt Service Funds.......................................................................................................................................................... 193 Debt Service Funds Summary................................................................................................................................ 194 General Debt Service Fund...................................................................................................................................... 196 Recreation Debt Service Fund................................................................................................................................ 198 Enterprise Fund................................................................................................................................................................. 200 Stormwater Utility Fund............................................................................................................................................ 201

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Town of Parker 2024 Annual Budget

TABLE OF CONTENTS Internal Service Funds................................................................................................................................................... 207 Internal Service Funds Summary........................................................................................................................... 208 Facility Services Fund................................................................................................................................................ 210 Fleet Services Fund.................................................................................................................................................... 214 Medical Benefits Fund................................................................................................................................................ 217 Technology Management Fund............................................................................................................................. 219

Revenue Manual Introduction........................................................................................................................................................................ 224 List of Revenue Sources with Links...................................................................................................................... 227

Capital Budget Executive Summary ........................................................................................................................................................ 288 Capital Improvement Plan Summary........................................................................................................................ 289 General Fund 10-Year Plan............................................................................................................................................ 290 General Fund Capital Project Details................................................................................................................... 296 Parks and Recreation Fund 10-Year Plan................................................................................................................ 322 Parks and Recreation Fund Capital Project Details........................................................................................ 327 Cultural Fund 10-Year Plan........................................................................................................................................... 334 Cultural Fund Capital Project Details................................................................................................................... 338 Recreation Fund 10-Year Plan..................................................................................................................................... 352 Recreation Fund Capital Project Details............................................................................................................. 356 Public Improvement Fund 10-Year Plan.................................................................................................................. 368 Public Improvement Fund Project Details......................................................................................................... 374 Capital Renewal and Replacement Fund 10-Year Plan...................................................................................... 406 Capital Renewal and Replacement Fund Project Details............................................................................. 408 Stormwater Utility Fund 10-Year Plan...................................................................................................................... 410 Stormwater Utility Fund Project Details............................................................................................................. 414 Fleet Services Fund 10-Year Plan............................................................................................................................... 424 Fleet Services Fund Project Details...................................................................................................................... 426 Technology Management Fund 10-Year Plan........................................................................................................ 430 Technology Management Fund Project Details............................................................................................... 432 Facility Services Fund 10-Year Plan........................................................................................................................... 434 Facility Services Fund Project Details................................................................................................................. 436

Appendix Principal Sales and Use Tax Payers........................................................................................................................... 438 Operating Indicators by Function.............................................................................................................................. 439 Capital Assets by Function and Program............................................................................................................... 440 Demographic and Economic Information............................................................................................................... 441 Budget Ordinance............................................................................................................................................................ 442 Mill Levy Ordinance......................................................................................................................................................... 448 Glossary................................................................................................................................................................................ 451

Town of Parker 2024 Annual Budget

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TABLE OF CONTENTS

Table of Contents

Town of Parker 2024 Annual Budget

INTRODUCTION

MESSAGE FROM THE TOWN MANAGER December 14, 2023 To the Honorable Mayor, Members of Town Council and Citizens of the Town of Parker: On behalf of the Town of Parker, it is my pleasure to present the Town of Parker’s 2024 Annual Budget. Each year, the budget comes about through a rich collaboration between the Mayor and Council, the Parker community, and Town staff. We as the Town’s staff are proud of the outcome—a balanced budget that advances the Town’s priorities and further improves the quality of life for residents. The 2024 Budget continues the Town’s efforts to strengthen the services it provides while demonstrating disciplined fiscal stewardship. The Town Council adopted the 2024 Budget on November 20, 2023, 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 began at a Budget Retreat in October and Study Sessions in October and November. Each of these meetings were open to the public. Additionally, the budget was posted on the Town’s website and presented during two public hearings, creating the opportunity for community feedback.

Town of Parker Strategic Goals The Town’s Strategic Goals establish the foundation for 2024 Budget priorities and for its operations. The Strategic Goals are:

• • • • • •

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

2023 Accomplishments The Town Council and staff worked together to complete a number of many exciting projects in 2023. Each contributes to the high quality of life enjoyed by Parker residents. Public Works and Engineering. Several high-traffic roads and sidewalks were improved to enhance safety and movement throughout the Town. Major road projects included improvements to the Hilltop Road and Canterberry Parkway intersection and reconstruction of a large section of Keyser Creek Avenue in the Anthology neighborhood. Over 100,000 square yards of streets were resurfaced and an additional 695,000 square yards of streets received maintenance in 2023. Three new traffic signals were installed to improve traffic safety, as well. Sidewalk improvement projects saw sections of Pikes Peak Avenue, Mainstreet, and Parker Road added to or widened in 2023. The Town has also started the design process for the extension of Dransfeldt Road from Twenty Mile Road to Motsenbocker Road (anticipated to be completed in 2025). The project will open a new north-south arterial route in western Parker to ease traffic along Parker Road and cut commute times. Introduction

Town of Parker 2024 Annual Budget

MESSAGE FROM THE TOWN MANAGER INTRODUCTION (cont) Parks and Recreation. The Parks and Recreation Department celebrated the opening of the new Ray J. Harvie Park, a 71-acre open space park located at Mainstreet and Canterberry Parkway. Several trail improvement projects were started or completed in 2023, including completion of trails in Rowley Downs and along the High Plans Trail. Work began on design of new trail sections along the Lemon Gulch Trail and PSCo Soft-Surface Trail. The Parks and Recreation Department was also recognized with the prestigious reaccreditation from the Commission for Accreditation of Park and Recreation Agencies (CAPRA) in 2023. Only 5% of the nation’s parks and recreation departments earn this distinction. The department also realized its goal of recovering 70% of its costs from revenue derived from its programs. Economic Development. Staff completed and began implementing the Town’s new economic development strategic plan, the Parker Economic Playbook. The Playbook seeks to improve the Town’s economic vitality in the future. Community Development. The Community Development Department collaborated with the Confluence Companies to begin site plan reviews for the new East Main development and a Townowned four-story parking garage at the PACE Center. Both projects are key components of the larger My Mainstreet project for downtown Parker.

2024 Budget Highlights The 2024 Budget continues much of the good work started in 2023 and introduces new efforts to advance the Town’s strategic goals. Priorities for 2024 include meeting the General Fund required minimum cash balance; maintaining healthy fund balances in the Recreation and Cultural Funds; sustaining the current level of funding of community programming; continuation of repair and maintenance programs at 2023 funding levels; boosting employee retention through performance pay and police officer step plans; and implementing recommended changes from a compensation benchmarking study. The 2024 Budget ensures funding for the continuation of the Town’s existing services and incorporates new projects and initiatives. Key changes for the 2024 Budget include 18.5 additional full-time equivalent positions (FTEs) to meet staffing needs in several departments, funding to address price increases in costs for repair and maintenance materials in excess of projections; and the initiation of large infrastructure projects across several departments. In addition, the Town is making major strides in reducing its outstanding debt load. Among the most important items funded in the 2024 Budget is the early payoff of the Town’s 2014 Certificates of Participation (COPs) issued for the Public Works Operations Center and Recreation Center. By paying off these COPs early, the Town will save $3.3 million in interest payments in the future. The early retirement of the debt will benefit both the Stormwater and Recreation Funds. Other specific 2024 budget highlights include:

• • • • • •

Major road improvement projects on some of the roads Parker residents use most. Projects include construction for widening Lincoln Avenue and Stroh Road and making improvements to the Jordan Road/Lincoln Avenue intersection. Closing gaps in sidewalk sections along Parker Road and other locations throughout the Town. Funding performance pay at an average of 6% for staff and the Police Officer Step Plan. Implementation of expected compensation study recommendations. Addition of 12.5 FTE new positions in Police, including 10 sworn police officers. Improvements to stormwater infrastructure, including at Oak Gulch at Anthology North.

Town of Parker 2024 Annual Budget

Introduction

MESSAGE FROM THE TOWN MANAGER (cont) • •

Continued improvements to parks, recreation, trails and open space amenities, including Newlin Gulch Trail connections. Upgrades to the PACE Center to improve the patron experience and attraction of highquality performances.

Acknowledgements On behalf of Town staff, I wish to express special gratitude to those in our community who take the time to serve on our various boards and commissions, as well as those taking time to attend town halls, complete surveys, and the like. The Town staff remains committed to working side-byside with our community. Thank you for giving us the opportunity to do so. I would like to recognize and thank the Town staff who have continued to pour their hearts and sweat into serving our residents. Thank you in particular to our department directors, Finance and Department staff and others who have been integral to the development of this budget. Finally, I appreciate the dedication and wisdom of our Mayor and Council Members in leading our Town forward. You have carefully considered both the needs of residents today and those who will call Parker home in the future. Thanks to these efforts, Parker continues to be highly regarded for its overall quality of life, safety, recreation opportunities and wellness. From each member of our Town staff, thank you for your commitment to our community.

Michelle Kivela, Town Manager

Introduction

Town of Parker 2024 Annual Budget

PARKER PROUD VIDEO LINK: PARKER PROUD

Town of Parker 2024 Annual Budget

Introduction

FORM OF GOVERNMENT MAYOR AND TOWN COUNCIL 2024

Jeff Toborg, Mayor

Laura Hefta

Anne Barrington

Todd Hendreks

John Diak

Joshua Rivero

Brandi Wilks

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.

Citizens of Parker Mayor and Town Council

Town Manager

Introduction

Town Attorney

Municipal Judge

Citizen Boards and Commissions

Town of Parker 2024 Annual Budget

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 Executive Assistant

Assistant Town Manager Operation

Assistant Town Manager Administration

Cultural

Human Resources

Police Department

Parks, Recreation and Open Space

Communications Manager

Engineering/ Public Works

Event Manager

Finance

Community Relations Liaison

Community Development

Other Departments

PAR & Economic Development Town Clerk Municipal Court Town of Parker 2024 Annual Budget

Introduction

INTRODUCTION 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

Introduction

Town of Parker 2024 Annual Budget

TOWN VISION, MISSION AND STRATEGIC GOALS (cont) 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 demonstrate our commitment to the health of our community, both indoors and out by providing access to outstanding parks, trails and recreation amenities and activities. We promote a healthy lifestyle and work to meet the needs of a diverse, multigenerational community.

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

Enhance Economic Vitality

Foster Community Creativity and Engagement

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

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

Promote a Safe and Healthy Community

Innovate with Collaborative Governance

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

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.

Missionof Parker 2024 Annual Budget Town

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

Develop a Visionary Community Through Balanced Growth

9Vision

Introduction

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

INTRODUCTION 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 Performance Measures by Strategic Goal.

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 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.

Introduction

Town of Parker 2024 Annual Budget

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 FOSTER COMMUNITY CREATIVITY AND ENGAGEMENT CREATIVITY AND ENGAGEMENT •

Continue to develop opportunities for residents, businesses and other partners to share feedback on Town projects and programs.

• •

Create new opportunities for the community’s youth to learn more about local government.

• •

Add graffiti coating to existing murals to protect the assets from vandalism.

•

Assisted The Parker Youth Commission and Parker-area high school students in creating a large mural along the East-West Trail under Chambers Road. The mural featured a total of 33 student artists and has a mythical creatures theme.

Continue to grow the relationships between volunteers and groups willing to provide and assist with the Town’s sustainability. Enhance citizen engagement through programs, social media, and volunteerism: Two-way engagement between law enforcement and the community is essential to public safety messaging, trust, and crime prevention.

SUPPORT AN ACTIVE COMMUNITY

• Begin implementation of the adopted Bike and Pedestrian Master Plan with partners in the Engineering/Public Works and Parks and Recreation Departments. Initiate a project(s) that achieves one of the major recommendations of the plan such as creating a new on-street bike lane(s), eliminating an existing sidewalk gap, improving a trail connection or planning for safety improvements in a safety sensitive area such as a school, park or downtown. •

Continue to dedicate public safety resources to combat quality-of-life crimes in Parker. Collaboration with nearby law enforcement agencies through crime prevention and enforcement activities will keep Parker a great place to live, work, and play.

•

Install new rectangular rapid flash beacon (RRFB) pedestrian crossing locations for all street crossings of Sulphur Gulch regional trail.

•

Improve engagement experience for patrons with disabilities.

Town of Parker 2024 Annual Budget

Introduction

INTRODUCTION STRATEGIES (cont) DEPARTMENTAL

ENHANCE ECONOMIC VITALITY

• Create a Business Development Liaison function within the Economic Development Department to serve as the primary point of contact for prospective businesses and commercial developments seeking process/financial incentives; helps develop incentive packages; liaison to Community Development and Public Works & Engineering; small business relationship manager; assist businesses in finding available commercial space and; assists with other special projects as needed.

•

Expand the Economic Development marketing efforts for business recruitment that highlights Parker’s workforce advantages and quality of life.

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

Complete the construction of new traffic signals at Dransfeldt/Parkglenn Way, Jordan Road/ Cedar Gulch Parkway, and Parker Road/Parkglenn Way.

• • •

Complete traffic signal upgrades to Flashing Yellow Arrow at 4 intersections.

•

Train and launch two new K9 patrol units to combat drug crimes and assist with criminal apprehension.

• • •

Replace weathered interpretive signs at Auburn Hills.

•

Prevent defendants from committing second offense using the concept of restorative justice through the Teen Court program.

•

Encourage participation of Teen Court defendants as volunteers upon completing the program.

• •

Complete the construction of the O’Brien Park Streetscape.

Clean/sweep 13,000 miles of streets. Procure and install Flock Camera systems throughout the Town and expand the License Plate Reader systems on patrol vehicles to combat crimes associated with stolen vehicles.

Rejuvenate park site lighting poles with fresh paint. Replace standard high-water use faucets in the Salisbury concession building with autoshutoff low water use faucets.

Completed over 13,000 underground utility locate tickets for contractors and homeowners.

Introduction

Town of Parker 2024 Annual Budget

DEPARTMENTAL STRATEGIES INTRODUCTION (cont)

INNOVATE WITH COLLABORATIVE GOVERNANCE

•

Maintain National and State Accredited Agency status by the Commission on Accreditation for Law Enforcement Agencies (CALEA) and the Colorado Association of Chiefs of Police (CACP).

• •

Coordinate the 2024 Town Council candidate election with Douglas County.

• •

Compliance with state-mandated accessibility standards as they relate to digital assets.

Update Municipal Code to ensure compliance with various legislative changes, as well as potential updates related to Charter amendments. Continue work with employee-led diversity, equity and inclusion (DEI) committee and focus on strengthening the Town’s ability to meet the needs of all residents and employees by building employee awareness of different cultures, backgrounds, and experiences. The committee will host several employee events and trainings in 2024.

DEVELOP A VISIONARY COMMUNITY THROUGH BALANCED GROWTH

•

Complete construction of the next phase of the Town’s responsive traffic signal system improvements and integration into the Town traffic signal system.

• • •

Commence construction of the Dransfeldt Road extension project in early 2024.

•

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

•

Complete construction of the West Mainstreet operational improvements project which consists of improvements to the Mainstreet/Twenty Mile intersection and widening of Dransfeldt Road between Mainstreet and Pony Express Drive.

• • •

Complete the construction of the North Parker Road operational improvements.

Complete reconstruction of Keyser Creek Avenue pavement west of Motsenbocker Road. Substantially complete the 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 the design process for the Town Hall expansion project. Commence construction of the Hilltop Road sidewalk gap project south of the Tallman Drive intersection.

Town of Parker 2024 Annual Budget

Introduction

INTRODUCTION TOWN PROGRAMS AND SERVICES VIDEO LINK: HOW IT WORKS - PROGRAMS AND SERVICES

Visit the A to Z Directory on the Town of Parker website for more information about Town programs and Services.

Introduction

Town of Parker 2024 Annual Budget

IMPORTANT DIGITAL INTRODUCTION 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

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

YouTube • @TownofParkerCO • @ParkerRecreation Town of Parker 2024 Annual Budget

Introduction

INTRODUCTION LET’S TALK PARKER VIDEO LINK: LET’S TALK PARKER

Introduction

Town of Parker 2024 Annual Budget

INTRODUCTION 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 64,000 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. 2024 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.

Town of Parker 2024 Annual Budget

Introduction

INTRODUCTION TOWN PROFILE (cont) 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 64,000 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.

Introduction

Town of Parker 2024 Annual Budget

TOWN INTRODUCTION PROFILE (cont) 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 $526,980.

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, now known as AdventHealth Parker, is located in Parker and offers a wide array of specialists and services. 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.

Town of Parker 2024 Annual Budget

Introduction

INTRODUCTION TOWN PROFILE (cont) 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 of Parker 2024 Annual Budget

TOWN INTRODUCTION 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.

Town of Parker 2024 Annual Budget

Introduction

INTRODUCTION TOWN PROFILE (cont) 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.

Introduction

Town of Parker 2024 Annual Budget

TOWN INTRODUCTION PROFILE (cont) 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. As of December 2023, the Town of Parker has a total of 1,908 licensed business, the vast majority of which employ as few as 1 to 4 people. The following set of data and graphical information illustrates various demographic and economic indicators of the Town and the surrounding area.

Town of Parker 2024 Annual Budget Introduction

Town of Parker 2022 Annual Introduction Budget

INTRODUCTION TOWN PROFILE (cont)

Introduction

Town of Parker 2024 Annual Budget

TOWN INTRODUCTION PROFILE (cont)

VIDEO LINK: UNBRIDLED OPPORTUNITY

Town of Parker 2024 Annual Budget

Introduction

COMMUNITY ENGAGEMENT VIDEO LINK: COMMUNITY ENGAGEMENT

Introduction

Town of Parker 2024 Annual Budget

BUDGET OVERVIEW

SECTION GFOA DISTINGUISHED TITLE 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, 2023. 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, 2023

Executive Director

Budget Overview

Town of Parker 2024 Annual Budget

BUDGET SECTION PROCESS TITLE 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 $35,000, including new personnel requests of

any amount, are submitted by each department and scored by a cross-departmental 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.

Town of Parker 2024 Annual Budget

Budget Overview

SECTION CALENDAR BUDGET TITLE

DATE

ACTIVITY

March 28, 2023

2024 budget process discussed with Executive Management Team (EMT)

April 7

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

May 10

Scoring of 10-year capital requests completed by team

June 6

Kick-off of cross-functional team to prioritize the 2024 capital requests

July 5

Scoring of 2024 capital requests completed by team

July 7

Revenue budget drafted

July 10

Town Council Retreat - Long Range Plan Study Session

July 19

Completion of expense line item requests and expense justification sheets

July 26

Kick-off of cross-functional expense team to prioritize the 2024 expense requests

August 4

Scoring of expense requests completed by the expense team

2 3

LEGAL DEADLINE

8 9

September 6

Proposed 2024 budget discussed with Town Manager

October 6

Town Council Budget Retreat

October 10

Proposed 2024 budget posted online

October 15

November 6

First public hearing on the 2024 budget

November 15

November 20

Second public hearing and passage of the 2024 budget

December 15

January 1, 2024

2024 fiscal year begins

January 29

2024 budget filed with the State of Colorado Department of Local Affairs and with the Governmental Finance Officers Association

January 31

COLOR KEY Strategic Planning

Budget Overview

Capital Budget Process

Operating Budget

Town of Parker 2024 Annual Budget

FINANCIAL HIGHLIGHTS OF THESECTION 2024 BUDGET TITLE This section presents the highlights of the 2024 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 Major short-term factors impacting the 2024 budget include a sharp decline in sales tax growth year-over-year, inflationary impacts, changing trends following the COVID pandemic and the level of requested capital expenditures. Sales tax growth of 18%, 11% and 4% for the years 2021 through 2023 illustrates the change. The 2024 budget includes a growth rate of 5% based on the expectation inflation will slowly come down and growth in both the number and size of remitters, as well as increasing Town population, will continue to support a solid base level of growth. The Town relies heavily on sales tax revenue to support most of the Town’s operational services, and it also provides funding for the parks and recreation capital projects. Support for the 5% sales tax growth also comes from the increases seen in the grocery and restaurant categories when looking at the major categories of sales tax collections. When reviewing the 2023 year-to-date actuals, there is some weakness showing up in auto purchases and general merchandise purchases; however, that is more than offset by the growth in grocery and restaurant sales. Inflation has had a mixed impact on the Town because as inflation caused increases in the prices of goods and services, sales tax collections increased accordingly. The offset to the revenue increase has been the higher prices the Town has experienced in purchasing goods and services. In some categories, particularly construction costs, the increases have exceeded the revenue growth. An annual inflation rate of 4% was used as a guideline in the development of 2024 budgeted appropriations. The post-pandemic recovery has impacted the Town’s historical trends within both the Cultural Fund and the Recreation Fund. Both areas rely primarily on charges for services for their revenue. Charges for services in the Cultural Fund has experienced a compound annual growth rate of 39% for the period 2020 through the 2024 budget. This growth rate is reflective of reopening the venues, and a strong emphasis on cost recovery for the various programs along with patrons accepting increased price levels. Growth in programming will be limited as the various facilities are generally maximized in their usage. Charges for services in the Recreation Fund has also experienced a strong compound annual growth rate of 23%. Within the various revenue categories, there are signs of trend changes. Memberships and admissions have continued to grow, albeit at a slower rate than overall growth as it appears the trend of working out at home during the pandemic continues to carry forward. Growth in the day camp/preschool/kid zone programs has increased exponentially as families have welcomed new offerings in this area. The Town has taken steps with both the Cultural Fund and the Recreation Fund to build up a minimum cash balance, similar to what is a requirement with the General Fund, to hedge against any future impactful events to either operations or sales tax revenue. Both funds are Town of Parker 2024 Annual Budget

Budget Overview

SECTION TITLE FINANCIAL HIGHLIGHTS OF THE 2024 BUDGET (cont) indirectly reliant on sales tax due to the transfers in from either the General Fund or the Parks and Recreation Fund. Debt service includes the pay off of the 2014 Certificates of Participation used to finance the cost of constructing a Public Works facility and the expansion and renovation of the Town’s existing Recreation Center. This debt will be paid off effective January 31, 2024, with a cash payment of $12,484,676.56. The present value of the savings is $3,215,354.74 which is equivalent to a percentage savings of 26.02%. The Parks and Recreation Fund, General Fund and Stormwater Fund will be positively impacted by this action. Another major impact on the 2024 budget is the level of capital needs throughout the Town, both within the community and Town government itself. As the Town grows, modest expense growth is being balanced with necessary capital spending. The overall strong financial position of the Town guided planning for the 2024 capital program and the 10-year capital improvement plan. Cash reserves in the Excise Tax Fund, Capital Renewal and Replacement Reserve Fund and the Public Improvements Fund are all being drawn down to fund overall Town capital expenditures of $103.7 million. The Town has been setting aside funds for several years to address a variety of large-dollar projects. Guidelines require the use of these cash balances for one-time items and not for operational needs. On the operational expense side, the Town is managing cost increases in every category to maintain the same programs and service levels. For the 2024 budget, growth in discretionary expenses was contained as much as possible to accommodate these increases. To that end, the Town continued the process begun in 2023 for prioritizing incremental expenses over $35,000. The process mirrors the existing scoring process for capital items. Within the operating cost increases, the Town is budgeting for an increase of 18.5 new full- and part-time positions in 2024. Most of these positions are in the Police Department and Public Works Departments. These incremental positions require funding in addition to salaries and benefits. Most of these positions have clothing, transportation and equipment related needs also.

Budget Objective and Priorities The objective of the 2024 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 5% for 2024. • Both performance pay and commissioned officer step increases are budgeted at 6% due to the current labor market.

• The Town’s prudent fiscal management has enabled it to allocate funds for capital projects,

avoid an increase in employee healthcare costs, and successfully retire the 2014 Certificates of Participation.

• Growth in discretionary expenses is contained to balance capital needs and inflation. Four priorities were established for the 2024 budget:

Budget Overview

Town of Parker 2024 Annual Budget

FINANCIAL HIGHLIGHTS OF THE 2024SECTION BUDGETTITLE (cont) • Maintain required General Fund cash reserves and build cash reserves for the Stormwater Utility 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 the large volume and size of capital projects. The 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 maintain a cash balance similar to that required of the General Fund as a hedge against future impactful events. The citizen demand for community programs is strong, and maintaining infrastructure before costly failures is both a best practice and Town responsibility. 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 $35,000 and new personnel to prioritize the most important items for each category by fund. Town municipal buildings are aging and required to support increasing numbers of staff and community members. Recognizing that significant repairs and expansion are becoming necssary, the Town undertook a Facilities Master Plan in 2021 to identify needs for repair and/or replacement of Town facilities. 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 2023 and the 2024 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 2024 budget as originally presented, with no changes between the proposed and final adopted budget.

General Fund Sales tax makes up almost 72% of the General Fund revenue, so estimating the 2023 projected and 2024 budgeted revenue accurately is key to the overall direction of the 2024 budget. Sales tax growth has fluctuated for several years. Growth was 7.8% in 2020, 18.4% in 2021, 11.1% in 2022, and is projected to close 2023 at 4%. With some of the growth attributed to short-term factors, a conservative projection of 5% was used for 2024. The experience of other Denver area

Town of Parker 2024 Annual Budget

Budget Overview

SECTION TITLE FINANCIAL HIGHLIGHTS OF THE 2024 BUDGET (cont) municipalities, local economic projections and continued population growth were all considered in developing the budget. The top five revenue sources for the General fund consists of Sales Tax, Building Permits, Real Property Taxes, Road and Bridge Shareback Funds, and Excise Taxes - Electric. Overall, growth for these revenue sources in the General Fund is budgeted to grow 4% from the 2023 projection and generate $3.1M 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. 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. The Capital Outlay of $4.1M consisting of vehicles for additional staffing, a mobile vehicle barrier system, traffic safety improvements, and equipment replacement reflects a commitment to enhancing infrastructure, safety, and operational efficiency. Several small capital projects are also included in the 2024 General Fund budget, including police and parks maintenance equipment. In summary, the 2024 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.

Budget Overview

Town of Parker 2024 Annual Budget

Budget Overview

SECTION TITLE FINANCIAL HIGHLIGHTS OF THE 2024 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 2020 – 2024. Overall revenue growth in all funds has been an average of 7% year-over-year. Operational funds including the Cultural and Recreation Funds had a drop in revenues due to the COVID-19 pandemic, however they show a strong recovery over the past several years. The Capital Funds and Stormwater Fund 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.

2020 Actual

2021 Actual

2022 Actual

2023 Amended Budget

2023 Projected

2024 Budget

Beginning Fund Balances

$ 87,393,820

$ 139,080,657

$ 161,781,373

$ 194,396,155

$ 160,898,653

16%

Governmental Funds General Fund

$ 60,249,324

$ 66,797,378

73,141,455

$ 76,477,223

$ 75,851,752

$ 78,778,565

Special Revenue Funds Conservation Trust Parks and Recreation Law Enforcement Assistance Cultural Recreation

$ 494,343 $ 10,736,974 $ 77,363 $ 1,764,376 $ 3,234,914

$ 601,628 $ 11,527,424 $ 68,254 $ 2,568,516 $ 5,090,781

$ $ $ $ $

658,263 12,471,363 4,484,724 6,162,283

$ 618,600 $ 12,102,980 $ $ 4,150,545 $ 7,157,891

$ 705,000 $ 12,842,008 $ $ 4,898,798 $ 7,139,175

$ 729,500 $ 13,246,576 $ $ 5,011,083 $ 7,218,060

10% 5%

$ 11,284,644 $ $ 8,437,283 $ $ (37,337) $ $ 454 $ $ 50,115 $ $ - $ $ 14 $

11,624,930 6,929,722 148,697 105 78,297 122 1,050

$ 21,518,895 $ 9,600,000 $ 160,000 $ 134 $ 40,500 $ $ -

$ 24,998,005 $ 8,575,000 $ 6,850,000 $ 1,030 $ 45,000 $ 5 $ -

$ 25,036,437 $ 8,750,000 $ 6,500,000 $ 1,030 $ 45,000 $ 5 $ -

-6% 15% 339% -18% 11%

Revenues

Capital Projects Funds Public Improvements $ 31,669,825 Excise Tax $ 5,023,121 Capital Renewal/Replacement Reserve$ 17,519 Impact Fee Funds $ 2,289 Hess Ranch Metro District $ 29,859 Cherry Creek South Metro District $ Parkglenn Construction $ 1,940

Compound Annual Growth

30% 22%

Debt Service Funds General Debt Service Recreation Debt Service

$ $

Proprietary Funds Enterprise Fund Stormwater Utility

8,939,359

8,545,593

3,521,287

$ 15,818,648

$ 16,108,348

9,865,000

Internal Service Funds Fleet Services Technology Management Facility Services Medical Benefits

$ $ $ $

2,607,672 3,077,057 1,038,666 3,250,936

$ $ $ $

2,629,697 3,253,484 1,091,288 4,109,145

$ $ $ $

3,193,353 3,314,755 1,184,881 4,714,615

$ $ $ $

3,649,021 5,693,451 1,865,622 4,469,500

9% 17% 16% 8%

170,858,850

Total Revenues

- $ - $

132,215,537

- $ - $

126,018,361

- $ - $

3,441,990 5,209,383 1,297,113 4,376,300

- $ - $

3,597,984 5,262,483 1,308,113 4,489,500 172,672,201

131,629,902

161,970,202

Town of Parker 2024 Annual Budget

Note: Interfund transfers are not included

Budget Overview

FINANCIAL HIGHLIGHTS OF THE 2024SECTION BUDGETTITLE (cont) The overall expenditure growth in all funds has averaged 29% 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 a 28% growth rate which is related to the downturn related to COVID-19 and then the strong recovery in programming and increasing costs. 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.

Expenditures

2020 Actual

2021 Actual

2023 Amended Budget

2022 Actual

2023 Projected

2024 Budget

Compound Annual Growth

Governmental Funds General Fund

$ 44,439,874

46,807,591

50,382,727

66,533,901

62,785,624

71,629,596

Special Revenue Funds Conservation Trust Parks and Recreation Law Enforcement Assistance Cultural Recreation

$ $ $ $ $

4,419,027 89,091 3,092,735 6,229,534

$ $ $ $ $

3,286,728 127,680 4,344,647 7,338,031

$ $ $ $ $

5,168,216 5,901,121 9,006,131

$ $ $ $ $

14,284,150 6,634,863 11,008,028

$ $ $ $ $

13,146,653 6,954,432 10,808,029

$ $ $ $ $

2,679,071 8,177,992 10,979,629

Capital Projects Funds Public Improvements $ 5,902,339 Excise Tax $ Capital Renewal/Replacement Reserve $ $ Impact Fee Funds Hess Ranch Metro District $ Cherry Creek South Metro District $ Parkglenn Construction $ -

$ $ $ $ $ $ $

14,764,571 -

$ $ $ $ $ $ $

11,109,502 42,916 -

$ $ $ $ $ $ $

70,096,342 8,257,085 -

$ $ $ $ $ $ $

70,325,283 8,257,085 -

$ $ $ $ $ $ $

50,785,000 39,700,000 -

71%

Debt Service Funds General Debt Service Recreation Debt Service

$ $

942,451 1,584,894

$ $

940,323 1,582,560

$ $

943,210 1,582,379

$ $

940,570 1,584,048

$ $

940,570 1,584,048

$ $

13,942,946 1,587,644

96% 0%

Proprietary Funds Enterprise Fund Stormwater Utility

3,573,265

13,414,754

5,302,346

15,534,414

17,493,893

8,913,729

26%

Internal Service Funds Fleet Services Technology Management Facility Services Medical Benefits

$ $ $ $

2,332,749 3,142,813 1,128,491 3,651,437

$ $ $ $

2,166,881 3,390,875 1,110,231 4,042,778

$ $ $ $

1,638,720 3,446,000 1,095,323 3,396,529

$ $ $ $

4,358,121 5,181,033 1,294,513 4,536,000

$ $ $ $

4,287,815 4,983,295 1,247,176 3,355,800

$ $ $ $

3,197,259 5,605,993 1,561,514 4,542,000

8% 16% 8% 6%

Total Expenditures Ending Fund Balances

13%

-12% 28% 15%

80,528,700

103,317,650

99,015,120

210,243,068

206,169,703

223,302,373

29%

$ 139,080,657

$ 161,781,373

$ 194,396,155

$ 146,123,289

$ 160,898,653

$ 108,455,130

-6%

Note: Interfund transfers are not included

Town of Parker 2024 Annual Budget

Budget Overview

SECTION TITLE FINANCIAL HIGHLIGHTS OF THE 2024 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 General Fund Revenue by Category Taxes Sales Tax Property Tax Other Taxes Total Taxes

2020 Actual

2021 Actual

2022 Actual

2023 Amended Budget

2023 Projected

2024 Budget

$ 40,923,357 $ 48,213,675 $ 53,544,103 $ 56,188,700 $ 55,800,000 $ 58,575,000 2,321,699 2,399,054 2,666,226 2,700,000 2,700,000 2,970,000 2,486,245 3,042,954 3,343,005 3,228,710 3,593,900 3,757,900 45,731,301 53,655,683 59,553,334 62,117,410 62,093,900 65,302,900

Compound Annual Growth 9% 6% 11% 9%

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

2,593,590 252,852 2,846,442

3,774,333 228,289 4,002,622

4,022,747 242,006 4,264,753

4,500,000 190,790 4,690,790

4,000,000 293,200 4,293,200

4,160,000 305,260 4,465,260

13% 5% 12%

Intergovernmental Highway User Tax Road and Bridge Shareback Motor Vehicle Registration Other Intergovernmental Total Intergovernmental

1,075,771 1,970,715 174,418 3,250,391 6,471,295

1,329,308 2,039,177 185,805 477,202 4,031,492

1,371,938 2,259,981 187,823 371,971 4,191,713

1,326,000 2,305,000 192,610 453,670 4,277,280

1,400,000 2,305,000 182,000 478,609 4,365,609

1,450,000 2,535,500 190,000 312,600 4,488,100

8% 7% 2% -44% -9%

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

1,842,955 1,221,954 1,416,094 4,481,003

1,339,527 1,548,814 1,842,936 4,731,277

1,159,183 1,568,829 1,912,998 4,641,010

1,650,000 1,311,620 1,783,423 4,745,043

1,552,420 1,585,930 3,138,350

1,707,205 1,665,500 3,372,705

n/a 9% 4% -7%

Fines and Forfeitures Other Revenue

124,233 595,050

86,269 290,035

84,238 406,407

88,200 558,500

93,087 1,867,606

85,500 1,064,100

-9% 16%

Subtotal Revenue Transfers In

60,249,324 1,875,570

66,797,378 1,521,840

73,141,455 1,797,006

76,477,223 1,962,930

75,851,752 1,962,930

78,778,565 2,117,911

7% 3%

$ 62,124,894 $ 68,319,218 $ 74,938,461 $ 78,440,153 $ 77,814,682 $ 80,896,476

Total Revenue

Excluding transfers in, total 2024 budgeted revenue is $78.8 million, with sales tax being the largest revenue source. The sales tax growth rate has been decreasing since 2021. Growth in 2021 jumped to 18%, due in part to short term factors and declined to 11% in 2021. It is projected to end 2023 at 4% and a moderate rate of 5% has been used for 2024. The 2024 reduced growth rate accounts for slowing Town growth and easing of inflation. The Parks and Recreation Fund transfers in $1.7 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. Budget Overview

Town of Parker 2024 Annual Budget

FINANCIAL HIGHLIGHTS OF THE 2024SECTION BUDGETTITLE (cont) Expenditures by Category General Fund Expenditures by Category Salary and Benefits Supplies Purchased Services Internal Services Utilities/Insurance Debt Service Capital Outlay Economic Development Incentives Other Subtotal Transfers Out Total Expenditures

2020 2021 Actual Actual $ 23,787,938 $ 25,036,897 $ 1,011,331 1,134,102 8,667,131 9,643,401 5,691,601 5,741,076 1,427,101 1,497,018 2,349,150 2,346,750 367,447 671,762 876,185 451,865 261,990 284,720 44,439,874 46,807,591 3,582,554 32,012,727 $ 48,022,428 $ 78,820,318 $

2023 Compound 2022 2023 2024 Amended Annual Actual Projected Budget Budget Growth 26,814,644 $ 34,167,406 $ 30,817,811 $ 37,351,651 12% 1,237,939 1,355,598 1,372,169 1,761,391 15% 10,609,348 14,919,016 14,682,174 14,656,901 14% 6,389,005 7,836,416 7,831,990 8,319,407 10% 1,690,011 1,786,748 1,659,602 1,949,405 8% 2,344,750 2,345,500 2,345,000 2,342,250 0% 684,069 2,869,197 2,955,182 4,086,921 83% 379,558 562,500 445,000 470,000 -14% 233,403 691,520 676,696 691,670 27% 50,382,727 66,533,901 62,785,624 71,629,596 13% 24,692,402 8,594,306 8,594,306 19,332,214 52% 75,075,129 $ 75,128,207 $ 71,379,930 $ 90,961,810 17%

Total expenditures are $19.6 million higher in the 2024 Budget as compared to the 2023 Projected Actuals. Most of this variance is due to a transfer of $13.8M to Debt Service to pay the remaining balance for the 2014 Certificates of Participation. Another significant variance of $6.6 million is in Salary and Benefits. The budget assumes all positions will be filled for the full year, while the 2023 Projected amount reflects vacancies that have occurred throughout the year. The 2024 Budget also includes a 6% increase for both performance pay and police step increases, and funding to implement potential 2023 compensation study recommendations. Utilities and internal services are also increasing due to inflation.

Town of Parker 2024 Annual Budget

Budget Overview

SECTION TITLE FINANCIAL HIGHLIGHTS OF THE 2024 BUDGET (cont)

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

2020 Actual 730,051 $

2021 Actual 915,962 $

2023 Compound Amended Annual 2022 2023 2024 Budget Growth Actual Projected Budget 900,222 $ 1,126,201 $ 1,142,425 $ 1,331,537 16%

1,241,954 1,536,033 1,526 826,185 3,582,554 130,330 258,171 1,036,068 411,299 748,413 417,271 317,828 2,349,150 342,201 267,364

1,215,490 1,649,345 548 396,865 32,012,727 148,903 24,386 1,266,326 449,976 801,375 465,214 520,326 2,346,750 345,231 307,241

1,453,606 1,841,402 2,489 374,558 24,692,402 163,728 705 1,358,743 436,743 883,781 500,574 359,880 2,344,750 369,197 322,653

2,164,570 2,267,994 2,000 552,500 8,594,306 259,146 2,110,167 594,941 1,142,675 591,299 1,792,208 2,345,500 428,988 349,104

1,968,714 2,278,660 445,000 8,594,306 247,606 1,867,323 487,861 1,041,188 608,243 735,261 2,345,000 331,824 306,766

1,748,562 2,478,545 2,000 460,000 19,332,214 273,079 1,980,782 627,383 1,311,059 623,899 1,763,514 2,342,250 462,582 299,032

9% 13% 7% -14% 52% 20% n/a 18% 11% 15% 11% 53% 0% 8% 3%

2,783,401 458,618 229,442 15,346,141

2,839,819 642,189 309,468 16,380,562

2,959,113 749,526 207,661 17,657,132

4,011,133 983,524 215,763 22,181,012

3,753,742 934,149 222,875 21,203,666

4,420,413 1,045,909 245,432 24,603,485

12% 23% 2% 13%

8,536,653 9,273,590 10,179,996 13,047,427 12,947,091 14,226,728 1,453,655 1,634,009 1,785,296 2,351,093 2,243,148 2,497,480 1,859,244 1,753,413 2,037,311 3,630,038 3,531,372 4,549,418 187,493 206,595 220,215 234,509 238,993 339,699 592,336 499,402 801,672 906,245 1,042,118 638,235 937,163 1,016,962 1,180,936 1,413,134 1,271,316 1,557,153 335,432 326,497 358,435 468,315 438,203 458,375 41,444 68,818 40,368 45,000 45,000 50,000 131,213 127,354 74,740 132,080 86,752 68,545 534,403 773,524 733,607 971,458 765,076 989,682 399,392 101,451 83,688 215,877 256,252 234,818 $ 48,022,428 $ 78,820,318 $ 75,075,129 $ 75,128,207 $ 71,379,930 $ 90,961,810

14% 14% 25% 16% 2% 14% 8% 5% -15% 17% -12% 17%

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 2023 Projected and 2024 Budget:

• Interfund transfers increase due to the planned defeasance of the 2014 Certificates of Participation.

• The variance in Parks is related to increased water usage after a wet 2023 and a capital project to upgrade irrigation equipment.

Budget Overview

Town of Parker 2024 Annual Budget

FINANCIAL HIGHLIGHTS OF THE 2024SECTION BUDGETTITLE (cont) • The increase in Streets is due to a need to replenish snow removal supplies and increased

capital expenditures for machinery and equipment including an additional street sweeper, truck and mobile vehicle barrier system.

• Traffic Services has budgeted for increased capital expenditures - both traffic services equipment and software.

• The decline in General Government Buildings expenditures is due to decreased capital requirements.

• The Town Attorney’s office includes a document management system in 2024.

General Fund Balance Summary (in 1000s)

2020 Actual

2021 Actual

2022 Amended Budget

2022 Actual

2023 Projected

2024 Budget

Beginning Fund Balance

$ 24,632,957 $ 38,735,423 $ 28,234,323 $ 28,097,655 $ 28,097,655 $ 34,532,407

Total Revenues Total Expenditures Ending Fund Balance

62,124,894 68,319,218 74,938,461 78,440,153 77,814,682 80,896,476 48,022,428 78,820,318 75,075,129 75,128,207 71,379,930 90,961,810 $ 38,735,423 $ 28,234,323 $ 28,097,655 $ 31,409,601 $ 34,532,407 $ 24,467,073

Ending Fund Balance to Total Expenditures

81%

36%

37%

42%

48%

Compound Annual Growth 9% 7% 17% -11%

27%

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

General Fund Balance

General Fund expenditures are higher than revenue for the 2024 Budget, which results in a decrease to the ending fund balance of $10M (29.1% decrease) from 2023 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 2024. A one-time transfer of $13M to the Debt Services Fund will be used to defease the 2014 Certificates of Participation. The Town Charter requires a 25% cash-to-total expenditure ratio and that requirement is met. The additional cash being maintained in the General Fund will be utilized to offset increased inflationary impacts above what was budgeted. Project bids anticipated to be open in late 2023/early 2024 are expected to require funding in excess of what has been budgeted. Budget amendments will be presented to Council for their approval as projects require additional funding.

Town of Parker 2024 Annual Budget

Budget Overview

SECTION TITLE FINANCIAL HIGHLIGHTS OF THE 2024 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 2024 Budget and the 2023 Projected Actuals for these funds follows.

Parks and Recreation Fund The total revenue increased due to increased tax revenue of $0.6M and a Transfer In increase of $0.2 million. On the expense side, the Transfer Out to the Recreation Fund, totaling $4M, constitutes 55% of the total transfers out. The transfer to the Recreation Fund increased $4M due to a change in funding from the General Fund to the Parks and Recreation Fund.

Cultural Fund Charges for services in the Cultural Fund are in line with the 2023 Projection. Revenues are not expected to increase significantly in 2024 due to the PACE Center being almost at capacity for offering programs and shows. The 57% increase in the transfer to the Cultural Fund, showcases a commitment to enhancing cultural initiatives and funding of capital requirements. Maintaining a 25% operating reserve reflects prudent financial management for the Cultural Fund balance. Expenditures are increasing by $1.2M, reflecting the full cost of programs following COVID-19 and inflationary impacts in overhead costs. The Fund Balance decreases just above $317,000 (13.4%) due to funding one-time expenditures in 2024.

Recreation Fund The Recreation Department is navigating potential permanent shifts in fitness and membership trends post-COVID-19, impacting revenues in this sector. However, a compensatory effect is anticipated, with strong demand for classes and rentals expected to offset much of the revenue difference. Expenditures are increasing $200,000, primarily in personnel. The $4M transfer from the Parks and Recreation Fund in 2024 plays a crucial role in sustaining the fund balance, particularly for capital projects aimed at maintaining aging equipment and facilities. The Fund Balance increases approximately $240,000 (10.4%) due to a conservative approach to fund balance management.

Public Improvements Fund Revenues in the Public Improvements Fund are increasing $19.8M due to an increase in project partner contributions and Transfers In. The Town is starting two major infrastructure projects with regional partners, including extending Dransfeldt Road. Projects in 2024 total $50.8M, almost 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 $1.6M (10.9%) due to the timing of capital projects.

Stormwater Utility Fund Stormwater revenue is down $6.2M in 2024 due to a lower budgeted level of developer contributions as compared to 2023. Expenses are decreasing by $8.6M due to fewer planned capital projects. The decrease in both the number and size of projects reflects a strategic decision to preserve Fund Balance, prioritizing financial stability for the fund. Due to this approach, Fund Balance increases just over $360,000 (44%).

Budget Overview

Town of Parker 2024 Annual Budget

FINANCIAL HIGHLIGHTS OF THE 2024SECTION BUDGETTITLE (cont) 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.

STAFFING The chart below summarizes the full-time equivalent (FTE) employee numbers by department and fund for the time period 2020 through the 2024 Budget. Full-time equivalent numbers convert staff time into the decimal equivalent. One full-time position (1.0 FTE) is defined as containing 2,080 hours (typically 40 hours per week); a half-time position (.5 FTE) requires 1,040 work hours (20 hours per week).

Employees by Fund/Department Full-Time Equivalent Employees General Fund Communications Community Development Finance Human Resources Municipal Court Parks and Forestry P3 Support Services Police Public Works and Engineering Town Attorney Town Clerk Town Manager Total General Fund

2020 Actual

2021 Actual

2022 Actual

2023 2023 Amended Budget Projected

2024 Budget

4.00 24.30 13.34 7.00 3.30 25.40 2.25 122.90 35.20 5.00 4.80 3.75 251.24

4.00 23.50 15.00 7.00 3.00 26.00 2.25 121.90 36.90 5.00 5.00 3.75 253.30

5.00 26.00 15.00 7.00 3.00 26.00 2.25 123.40 40.70 6.80 5.00 3.75 263.90

5.00 26.00 15.00 7.00 3.30 28.80 2.25 127.80 42.20 6.80 5.00 3.75 272.90

6.00 26.00 15.00 7.00 3.00 28.20 1.75 127.80 41.60 6.80 4.00 4.25 271.40

6.00 26.00 15.00 7.00 3.30 28.80 1.75 140.30 46.20 6.80 4.00 4.25 289.40

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

3.16 1.00 21.23 75.93 9.05 4.60 12.50 8.60

2.85 1.50 23.03 86.08 10.15 4.25 12.50 8.35

2.85 0.00 28.80 93.81 10.10 4.25 12.50 8.35

3.35 0.00 31.00 105.85 9.58 4.25 12.50 8.35

3.35 0.00 29.38 94.26 9.00 4.25 12.50 8.35

3.35 0.00 31.00 104.85 9.40 4.25 13.50 9.35

Total Full-Time Equivalent

387.31

402.01

424.56

447.78

432.49

465.10

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.

Town of Parker 2024 Annual Budget

Budget Overview

SECTION TITLE FINANCIAL HIGHLIGHTS OF THE 2024 BUDGET (cont) Employees by Fund/Department

2020 Actual

2021 Actual

2022 Actual

2023 Amended 2023 Budget Projected

2024 Budget

Full-Time and Part-Time Benefited General Fund Communications Community Development Finance Human Resources Municipal Court Parks and Forestry P3 Support Services Police Public Works and Engineering Town Attorney Town Clerk Town Manager Total General Fund

4.00 24.30 13.34 7.00 3.30 25.20 2.25 122.90 35.00 5.00 4.80 3.75 250.84

4.00 23.50 15.00 7.00 2.50 25.20 2.25 121.90 36.40 5.00 5.00 3.75 251.50

5.00 26.00 15.00 7.00 2.50 25.20 2.25 123.40 40.40 6.80 5.00 3.75 262.30

5.00 26.00 15.00 7.00 2.50 27.20 2.25 127.80 41.40 6.80 5.00 3.75 269.70

6.00 26.00 15.00 7.00 2.50 27.20 1.75 127.80 41.40 6.80 4.00 4.25 269.70

6.00 26.00 15.00 7.00 2.50 27.20 1.75 140.30 45.40 6.80 4.00 4.25 286.20

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

3.16 1.00 18.13 30.73 8.80 4.60 12.50 8.60

2.85 1.50 18.00 28.35 10.00 4.25 12.50 8.35

2.85 0.00 18.00 29.35 10.00 4.25 12.50 8.35

3.35 0.00 18.00 30.85 9.00 4.25 12.50 8.35

3.35 0.00 18.00 30.85 9.00 4.25 13.50 9.35

Total Full-Time Equivalent

338.36

337.30

347.60

356.00

374.50

Full-Time Equivalent of Part-Time and Seasonal* Parks and Forestry 0.00 Parks and Forestry 0.20 Public Works and Engineering 0.20 Cultural Fund 3.10 Recreation Fund 45.20 Stormwater Utility Fund 0.25

0.50 0.80 0.50 5.03 57.73 0.15

0.50 0.80 0.30 10.80 64.46 0.10

0.80 1.60 0.80 13.00 75.00 0.58

0.50 1.00 0.20 11.38 63.41 0.00

0.80 1.60 0.80 13.00 74.00 0.40

Total Full-Time Equivalent

48.95

64.71

76.96

91.78

76.49

90.60

Grand Total

387.31

402.01

424.56

447.78

432.49

465.10

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

Staffing Variances from 2023 Projected to 2024 Budget An anticipated restructuring of part-time employees is expected to facilitate the attraction and retention of staff in challenging areas, such as lifeguards. The completion of a salary study will assist in addressing compensation gaps and related challenges. 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

Budget Overview

Town of Parker 2024 Annual Budget

FINANCIAL HIGHLIGHTS OF THE 2024SECTION BUDGETTITLE (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 therefore 18.5 additional FTEs are being added in 2024. 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.

Police Department

Additional Police Officers Additional Media Duplication Technician Additional Crime Scene Investigator Additional Streets Lead Technician Public Works Additional Streets Maintenance Technician Additional Traffic Signal Technician Additional Traffic Technician Technology Management Additional Network Administrator Facility Services Additional Facilities Crew Leader

Town of Parker 2024 Annual Budget

10.0 2.0 0.5 1.0 1.0 1.0 1.0 1.0 1.0

Budget Overview

TOTAL FUND BUDGET AND HISTORICAL SUMMARIES SUMMARY OF ALL FUNDS BY FUND TYPE

2024 Budget Revenues General Property Tax Sales and Use Tax Other Taxes Licenses and Permits Intergovernmental Charges for Services Fines and Forfeitures Miscellaneous Transfers In Total Revenues

Governmental Funds Special Capital Revenue Projects

General Fund

2,970,000 58,575,000 3,757,900 4,465,260 4,488,100 3,372,705 85,500 1,064,100 2,117,911 80,896,476

Proprietary Funds Enterprise Internal Fund Service

Debt Service

- $ - $ 12,546,516 4,220,000 8,540,000 1,397,000 15,266,442 11,133,703 1,128,000 12,306,030 7,694,800 26,885,000 15,530,590 33,900,019 67,217,472 15,530,590

Total All Funds

- $ - $ 2,970,000 75,341,516 12,297,900 4,465,260 1,364,000 22,515,542 3,385,000 15,422,594 33,314,002 85,500 5,116,000 255,000 19,869,130 52,228,301 9,865,000 15,677,594 223,087,151

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

12,135,825 27,082,030 21,613,325 5,711,754 1,985,380 460,000 299,032 19,332,214 2,342,250 90,961,810

13,658,700 8,177,992 8,146,282 29,982,974

90,485,000 24,160,000 114,645,000

15,530,590 15,530,590

8,913,729 589,805 9,503,534

14,906,766 14,906,766

27,042,591 27,082,030 121,012,054 19,370,454 8,177,992 1,985,380 460,000 299,032 52,228,301 17,872,840 275,530,674

Net Increase (Decrease) in Fund Balances

(10,065,334)

3,917,045

(47,427,528)

361,466

770,828

(52,443,523)

Beginning Fund Balances

34,532,407

24,378,264

92,819,803

820,740

8,347,437

160,898,651

Ending Fund Balances

$ 24,467,073

$ 28,295,309

$ 45,392,275

9,118,265

$ 108,455,130

Budget Overview

1,182,206

Town of Parker 2024 Annual Budget

TOTAL FUND BUDGET AND HISTORICAL SUMMARIES (cont) WHERE IT COMES FROM... REVENUES (ALL FUNDS) General Property Tax 1.3% Sales and Use Tax 33.9%

Transfers In 23.4%

Other Taxes 5.5%

Licenses and Permits 2.0%

Miscellaneous 8.9%

Intergovernmental 10.1%

Charges for Services 14.9%

WHERE IT GOES TO... EXPENDITURES (ALL FUNDS) General Government 9.8%

Public Safety 9.8%

Debt Service 6.5%

Transfers Out 19.0%

P3 Services 0.1% Public Works 43.9%

Economic Incentives 0.2% Community Development 0.7% Cultural 3.0% Parks and Recreation 7.0%

Town of Parker 2024 Annual Budget

Budget Overview

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.

GOVERNMENT FUNDS

Fund Balance 12/31/2019

2020 Revenue

2020 Expenditure

Fund Balance 12/31/2020

2021 Revenue

2021 Expenditure

Fund Balance 12/31/2021

2022 Revenue

OPERATING FUND General Fund

24,632,957

62,124,894

48,022,428

38,735,423

68,319,218

78,820,318

28,234,323

74,938,461

SPECIAL REVENUE FUNDS Conservation Trust Parks and Recreation Law Enforcement Assistance Cultural Recreation

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

494,343 11,261,974 77,363 3,675,142 5,327,384

525,000 9,274,091 89,091 3,092,735 6,229,534

323,491 16,277,115 121,834 1,130,110 1,239,871

601,628 12,102,424 68,254 4,406,164 7,926,285

575,000 8,920,428 127,680 4,344,647 7,338,031

350,119 19,459,110 62,406 1,191,631 1,828,126

658,263 14,520,642 7,315,728 9,955,783

CAPITAL PROJECT FUNDS Public Improvements Excise Tax Capital Renewal/Replacement Reserve Impact Fee Funds Hess Ranch Metro District Cherry Creek South Metro District Parkglenn Construction

24,246,017 9,473,384 1,983,743 248,718 210,727

33,669,824 5,023,121 17,519 2,289 29,859 1,940

5,902,339 2,084,999 412,500 -

52,013,502 12,411,506 1,588,762 251,007 29,859 212,667

13,534,644 8,437,283 29,352,663 454 50,115 14

14,764,571 2,250,000 70,000 -

50,783,575 18,598,789 30,871,426 251,461 79,974 212,681

15,915,764 6,929,722 20,948,697 105 78,297 122 1,050

942,451 1,584,894

940,323 1,582,560

943,210 1,582,379

PROPRIETARY FUNDS

Fund Balance 12/31/2019

2020 Revenue

2020 Expenditure

Fund Balance 12/31/2020

2021 Revenue

2021 Expenditure

Fund Balance 12/31/2021

2022 Revenue

ENTERPRISE FUND Stormwater Utility

5,590,887

8,939,359

4,044,298

10,485,948

8,545,593

13,906,202

5,125,340

3,521,287

INTERNAL SERVICE FUNDS Fleet Services Technology Management Facility Services Medical Benefits

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

2,607,672 3,077,057 1,038,666 4,250,936

2,332,749 3,142,813 1,128,491 3,651,437

1,925,828 1,210,319 15,197 1,108,218

2,629,697 3,253,484 1,191,288 4,109,145

2,166,881 3,390,875 1,110,231 4,042,778

2,388,644 1,072,925 96,257 1,174,586

3,193,353 3,314,755 1,184,881 4,714,615

DEBT SERVICE FUNDS General Debt Service Recreation Debt Service

Budget Overview

Town of Parker 2024 Annual Budget

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.

2022 Expenditure

Fund Balance 12/31/2022

Projected 2023 Revenue

Projected 2023 Expenditure

Projected Fund Balance 12/31/2023

Budgeted 2024 Revenue

Budgeted 2024 Expenditure

Projected Fund Balance 12/31/2024

75,075,129

28,097,655

77,814,682

71,379,930

34,532,407

80,896,476

90,961,810

OPERATING FUND 24,467,073 General Fund

600,000 11,917,279 62,406 5,901,121 9,006,131

408,382 22,062,473 2,606,238 2,777,778

705,000 13,462,008 6,709,798 10,317,175

620,000 16,288,127 6,954,432 10,808,029

493,382 19,236,354 2,361,604 2,286,924

729,500 14,091,376 7,861,083 11,218,060

844,800 9,980,553 8,177,992 10,979,629

SPECIAL REVENUE FUNDS 378,082 Conservation Trust 23,347,177 Parks and Recreation - Law Enforcement Assistance 2,044,695 Cultural 2,525,355 Recreation

11,109,502 5,000,000 42,916 222,382 213,731

55,589,837 20,528,511 51,777,207 29,184 158,271 122 -

29,348,005 8,575,000 9,350,000 1,030 45,000 5 -

70,325,283 4,000,000 8,257,085 -

14,612,559 25,103,511 52,870,122 30,214 203,271 127 -

49,196,437 8,750,000 9,225,000 1,030 45,000 5 -

50,785,000 24,160,000 39,700,000 -

CAPITAL PROJECT FUNDS 13,023,996 Public Improvements 9,693,511 Excise Tax 22,395,122 Capital Renewal/Replacement Reserve 31,244 Impact Fee Funds 248,271 Hess Ranch Metro District 132 Cherry Creek Metro District - Parkglenn Construction

943,210 1,582,379

940,570 1,584,048

13,942,946 1,587,644

DEBT SERVICE FUNDS - General Debt Service - Recreation Debt Service

2022 Expenditure

Fund Balance 12/31/2022

Projected 2023 Revenue

Projected 2023 Expenditure

Projected Fund Balance 12/31/2023

Budgeted 2024 Revenue

Budgeted 2024 Expenditure

5,849,574

2,797,053

16,108,348

18,084,661

820,740

9,865,000

9,503,534

ENTERPRISE FUND 1,182,206 Stormwater Utility

1,638,720 3,446,000 1,095,323 3,396,529

3,943,277 941,680 185,815 2,492,672

3,597,984 5,262,483 1,308,113 4,489,500

4,287,815 4,983,295 1,247,176 3,355,800

3,253,446 1,220,868 246,752 3,626,372

3,649,021 5,693,451 1,865,622 4,469,500

3,197,259 5,605,993 1,561,514 4,542,000

INTERNAL SERVICE FUNDS 3,705,208 Fleet Services 1,308,326 Technology Management 550,860 Facility Services 3,553,872 Medical Benefits

Town of Parker 2024 Annual Budget

Projected Fund Balance 12/31/2024

Budget Overview

SECTION BASIS OF TITLE 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 and 2024, 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 nine current 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 • Cherry Creek South Metro District Fund

Budget Overview

Town of Parker 2024 Annual Budget

BASIS OF PRESENTATION, BUDGETING AND ACCOUNTING SECTION TITLE (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.

Town of Parker 2024 Annual Budget

Budget Overview

SECTION BASIS OF TITLE 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. Major Fund

Non-Major Fund

Included in Budget

Included in ACFR

x x x x x

x x x x x x x

x x x x

x x x x x x x

x x

x x x x

Government Funds General Fund Special Revenue Funds Conservation Trust Fund Parks and Recreation Fund Law Enforcement Assistance Fund Cultural Fund Recreation Fund Parker Authority for Reinvestment Fund Greater Parker Foundation Fund Capital Projects Funds Public Improvements Fund Excise Tax Fund Capital Renewal and Replacement Fund Impact Fee Funds Hess Ranch Metro District Fund Cherry Creek South Metro District Fund Parkglenn Construction Fund Debt Service Funds General Debt Recreation Debt

x x x x x x x x x x x

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

Fiduciary Funds Trust Funds Security Escrow Fund

Budget Overview

n/a

Town of Parker 2024 Annual Budget

BASIS OF PRESENTATION, BUDGETING AND ACCOUNTING SECTION TITLE (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 $275,530,674.

2024 Budget $275,530,674 Governmental Funds $251,120,374 General Fund $90,961,810

Special Revenue $29,982,974

Proprietary Funds $24,410,300

Capital Projects $114,645,000

Debt Service $15,530,590

Enterprise $9,503,534

Internal Service $14,906,766

Parks and Recreation $9,980,553

Public Improvements $50,785,000

General Debt $13,942,946

Stormwater Utility $9,503,534

Cultural $8,177,992

Excise Tax $24,160,000

Recreation Debt $1,587,644

Recreation $10,979,629

Capital Renew/Replace $39,700,000

Facility $1,561,514

Conservation Trust $844,800

Impact Fee Funds $0

Medical Benefits $4,542,000

Fleet $3,197,259 Technology Management $5,605,993

Hess Ranch $0 Cherry Creek $0

Town of Parker 2024 Annual Budget

Budget Overview

SECTION TITLE

Budget Overview

Town of Parker 2024 Annual Budget

BASIS OF PRESENTATION, BUDGETING AND ACCOUNTING SECTION TITLE (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.

Town of Parker 2024 Annual Budget

Budget Overview

BASIS OF PRESENTATION, BUDGETING AND ACCOUNTING (cont) DEPARTMENT/DIVISION FUND SUMMARY Governmental Funds

General Fund

Elected Officials

Town Clerk

Municipal Court

Town Manager

Elections

Finance

Sales Tax

Legal Services

Human Resources

Risk Management

Community Development

Information Technology

Communications

General Government Buildings

Customer Service

Historic Preservation

Interdepartmental

Debt Service

Cultural

Police

Building Inspection

Public Works

Parks, Forestry and Open Space

Public Works Buildings

Economic Development

Economic Incentives

Interfund Transfers

Budget Overview

X X

Town of Parker 2024 Annual Budget

Hess R

F und t Fee Impa c

Capit al R Repla enewal an ceme d nt Fu nd

Excis e

Tax F

und

rovem ents F und

c Imp

Recre ation

Publi

F und

ral Fu Cultu

a nd R ecre Fund ation Parks

ervat io C ons

Gene ra

l F un

Department/Fund

n Tru

st Fu n

Capital Projects Funds

BASIS OF PRESENTATION, BUDGETING AND ACCOUNTING (cont)

Proprietary Funds

Enterprise Funds

X X

Town of Parker 2024 Annual Budget

Fund Medi

cal B e

nefits

Elected Officials

Town Clerk

Municipal Court

Town Manager

Elections

Finance

Sales Tax

Legal Services

Human Resources

Risk Management

Community Development

Information Technology

Communications

ity Se rvice s Fun

Tech no

logy

nd ces F u Servi Fleet X

Facil

Mana Fund gement

Internal Service Funds

d Utilit y Fun Storm water

Debt S Fund ervice

Recre ation

Cher ry Cr eek S Metr ou o Dis trict F th und Gene ral D ebt S e Fund rvice

Hess Ranc Distr h Metro ict Fu nd

Impa c

t Fee

Fund

Debt Service Capital Projects Funds Funds

General Government Buildings

Customer Service

Historic Preservation

Interdepartmental

Debt Service

Cultural

Police

Building Inspection

Public Works

Parks, Forestry and Open Space

Public Works Buildings

Economic Development

Economic Incentives

Interfund Transfers

Budget Overview

BUDGET AND FINANCIAL POLICIES The Town of Parker has an important responsibility to its citizens to account for public funds and manage municipal finances wisely. This section provides a summary of the significant elements of the adopted 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 reserve 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.

Budget Overview

Town of Parker 2024 Annual Budget

BUDGET AND FINANCIAL POLICIES (cont) • 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.

Town of Parker 2024 Annual Budget

Budget Overview

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 $50,000 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 Overview

Town of Parker 2024 Annual Budget

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, depending upon the amount, from the budget authority, procurement and/or 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. Town of Parker 2024 Annual Budget

Budget Overview

SECTION DEBT SERVICE TITLEAND 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 Year 2024 2025 Total

Principal 1,065,000 1,090,000 $ 2,155,000

Interest 34,884 11,718 46,602

Total 1,099,884 1,101,718 2,201,602

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. Budget Overview

Town of Parker 2024 Annual Budget

DEBT SERVICE AND FINANCIAL OBLIGATIONS SECTION TITLE (cont) Certificates of Participation Series 2019 Year 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 Total

Principal 1,315,000 1,380,000 1,445,000 1,495,000 1,555,000 1,635,000 1,715,000 1,805,000 1,890,000 1,990,000 2,090,000 2,190,000 $ 20,505,000

Interest 1,025,250 959,500 890,500 818,250 743,500 665,750 584,000 498,250 408,000 313,500 214,000 109,500 7,230,000

Total 2,340,250 2,339,500 2,335,500 2,313,250 2,298,500 2,300,750 2,299,000 2,303,250 2,298,000 2,303,500 2,304,000 2,299,500 $ 27,735,000

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 conservative budgeting approach has facilitated effective debt management enabling the Town to pay off this debt effective January 31, 2024. The cash pay off will total $12,484,676.56 with a par amount of $12,355,000 and accrued interest of $129,676.565. The present value of the savings is $3,215,354.74, which is equivalent to a percentage savings of 26.02%.

Certificates of Participation Series 2014 Year 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 Total

Principal 910,000 940,000 975,000 1,025,000 1,075,000 1,110,000 1,150,000 1,210,000 1,270,000 1,320,000 1,370,000 $ 12,355,000

Town of Parker 2024 Annual Budget

Interest 518,706 489,131 451,131 402,781 351,531 315,250 276,400 218,900 158,400 107,600 54,800 3,344,630

Total 1,428,706 1,429,131 1,426,131 1,427,781 1,426,531 1,425,250 1,426,400 1,428,900 1,428,400 1,427,600 1,424,800 $ 15,699,630

Budget Overview

SECTION DEBT SERVICE TITLEAND 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 two outstanding obligations.

Debt Service Fund Summary Transferred Debt From 2015 Sales Parks & Rec Fund

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

2019 COP

General (100%)

General Fund

2024 Budget Expense Principal Interest $ 1,065,000 $ 34,884 $ 1,315,000 $

Budget Overview

2,380,000

1,025,250 $

1,060,134

Total 1,099,884 2,340,250

3,440,134

Town of Parker 2024 Annual Budget

LONG-RANGE PLAN

LONG RANGE PLAN

Long-Range Plan

Town of Parker 2024 Annual Budget

LONG-RANGE 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 service and programs. To support all these needs and prepare for the changes that will come with build-out, the Town must strategicaly 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 2024 Budget and estimates for years 2025 through 2033. 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 2024, year one, there are 18.5 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 2024, the current economic trends, including inflation, are included in both the expenditure and revenue budgets.

Town of Parker 2024 Annual Budget

Long-Range Plan

LONG RANGE GENERAL FUND PLAN LONG-RANGE PLAN The LRP for the General Fund assumes steady revenue growth throughout the 10-year forecast. The growth calculation presented in the General Fund is a result of the historical financial and economic trends. The sales tax is expected to grow at a 6% rate between 2024-2027 and 5% between 2028-2033. Population growth continues, although growth slows due to buildout. Building permits, property tax and road and bridge shareback revenue growth will slow as the Town moves closer to buildout, therefore Town activities will focus on increased repair and maintenance requirements and less on new infrastructure. Property tax revenue growth rate declines as increased valuations are due primarily to growth on existing properties and less on new growth. General operating expense is expected to grow at 4% between 2025-2033. The number of employees increases as a result of population growth and personnel costs are projected to grow at 5% to accomodate the increased number of employees and the Town’s goal of valuing its General Fund Long-Range Plan Revenues Taxes Licenses and Permits Intergovernmental Charges for Services Fines and Forfeitures Interest Miscellaneous Other Financial Sources Subtotal Transfers In Total Revenues Expenditures by Category Salary and Benefits Supplies Purchased Services Internal Services Utilities/Insurance Debt Service Capital Outlay Economic Development Incentives Other Subtotal Transfers Out Total Expenditures Beginning Fund Balance Ending Fund Balances Percent Fund Balance to Total Expenditures

Long-Range Plan

2024 BUDGET $

2025 LRP

2026 LRP

2027 LRP

2028 LRP

65,302,900 $ 67,904,516 $ 71,843,010 $ 76,012,382 $ 79,739,572 4,465,260 4,401,030 4,577,072 4,760,154 4,950,561 4,488,100 4,552,035 4,734,116 4,923,481 5,120,420 3,372,705 3,621,846 3,766,720 3,917,388 4,074,084 85,500 121,139 125,985 131,024 136,265 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 62,000 100,756 304,787 108,978 113,337 2,100 2,271 2,362 2,457 2,555 78,778,565 81,703,594 86,354,051 90,855,864 95,136,794 2,117,911 2,213,452 2,284,747 2,401,224 2,524,279 80,896,476 $ 83,917,046 $ 88,638,797 $ 93,257,088 $ 97,661,074

37,351,651 $ 39,605,221 $ 42,414,200 $ 45,409,493 $ 48,603,571 1,761,391 1,483,414 1,542,744 1,604,460 1,668,645 14,656,901 16,255,311 16,905,521 17,581,750 18,285,031 8,319,407 8,639,653 8,985,240 9,344,649 9,718,434 1,949,405 2,007,590 2,087,894 2,171,410 2,258,269 2,342,250 2,342,000 2,338,000 2,315,750 2,301,000 4,086,921 2,501,572 3,319,746 1,918,447 1,922,322 470,000 608,400 632,736 658,045 684,367 691,670 2,924,031 3,035,992 3,152,433 3,273,531 71,629,596 76,367,191 81,262,073 84,156,437 88,715,170 19,332,214 5,161,439 5,968,009 5,356,724 6,036,061

90,961,810 $ 81,528,630 $ 87,230,082 $ 89,513,161 $ 94,751,231

34,532,407 24,467,073 26,855,489 28,264,204 32,008,131 24,467,073 $ 26,855,489 $ 28,264,204 $ 32,008,131 $ 34,917,974 27%

33%

32%

36%

37%

Town of Parker 2024 Annual Budget

GENERAL FUND LONG-RANGE LONG RANGE PLANPLAN (cont) employees through strong compensation programs. Notable factors incorporated into the LRP are 5 FTEs added annually, $13 million contributed to incremental retirement funding, and cost of some operating items increasing at a higher rate than corresponding revenue. Capital appropriations average $2.0M annually for a total of $19.5M over the 10 years. Capital outlays are primarily for replacement of aging facilities. Based on this model and diligent planning, fund balance in the General Fund continues to remain above the required ordinance of 25% throughout the 10-year period. The amount of cash required varies since the requirement is a percentage of expenditures.

2029 LRP $

83,650,185 5,148,583 5,325,237 4,237,047 141,716 1,000,000 117,871 2,657 99,623,296 2,654,339 102,277,635

2030 LRP $

87,753,274 5,354,526 5,538,246 4,406,529 147,384 1,000,000 122,586 2,763 104,325,310 2,791,859 107,117,169

2031 LRP $

92,058,341 5,568,707 5,759,776 4,582,790 153,280 1,000,000 127,489 2,874 109,253,258 2,937,336 112,190,593

2032 LRP $

96,575,357 5,791,456 5,990,167 4,766,102 159,411 1,000,000 132,589 2,989 114,418,070 3,091,294 117,509,364

2033 LRP $

Revenues 101,314,788 Taxes 6,023,114 Licenses and Permits 6,229,774 Intergovernmental 4,956,746 Charges for Services 165,787 Fines and Forfeitures 1,000,000 Interest 137,892 Miscellaneous 3,109 Other Financial Sources 119,831,210 Subtotal 3,254,304 Transfers In 123,085,514 Total Revenues Expenditures by Category 67,340,833 Salary and Benefits 2,030,144 Supplies 22,246,539 Purchased Services 11,823,965 Internal Services 2,747,531 Utilities/Insurance 2,306,000 Debt Service 1,162,971 Capital Outlay 832,636 Economic Development Incentives 3,955,669 Other 114,446,288 Subtotal 3,756,628 Transfers Out

51,154,452 1,735,393 19,016,431 10,107,168 2,348,601 2,303,250 1,441,599 711,742 3,399,472 92,218,109 5,295,978

55,642,456 1,804,803 19,777,097 10,511,457 2,442,543 2,301,500 1,391,291 740,212 3,530,451 98,141,810 5,305,720

59,301,100 1,876,986 20,568,172 10,931,918 2,540,245 2,305,750 1,450,408 769,820 3,666,669 103,411,067 5,897,034

63,195,241 1,952,070 21,390,903 11,369,196 2,641,857 2,300,500 1,081,964 800,612 3,808,336 108,540,678 4,557,052

97,514,087

103,447,530

109,308,102

113,097,730

118,202,916

34,917,974 39,681,522

39,681,522 43,351,161

43,351,161 46,233,652

46,233,652 50,645,286

50,645,286 Beginning Fund Balance 55,527,884 Ending Fund Balances Percent Fund Balance to 47% Total Expenditures

41%

42%

Town of Parker 2024 Annual Budget

45%

Total Expenditures

Long-Range Plan

LONG RANGE PARKS AND RECREATION PLAN 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. As such, the LRP assumes the same revenue growth as the General Fund. Additional funding sources for the Parks and Recreation Fund are Use Tax and transfers in from the Conservation Trust and beginninig in 2025, transfers in from the Excise Tax Fund. The Excise Tax Fund transfers will help with funding the number and size of projects during this time period. Project expenditures total $119.6M throughout the LRP. The timing of capital projects will have to be re-evaluated into a phasing schedule throughout the 10 years. This will allow each project to be completed with available funding while maintaining the financial structure required for this fund. The Parks and Recreation Fund is where most of the capital projects for parks and recreation are held. Expenditures vary with anticipated development and infrastructure needs. Major projects

Parks and Recreation Fund Long-Range Plan Revenues Taxes Charges for Services Interest Contributions Miscellaneous Subtotal Transfers In Total Revenues Expenditures by Category Salary and Benefits Supplies Purchased Services Internal Services Capital Outlay Subtotal Transfers Out Total Expenditures

2024 BUDGET

2025 LRP

2026 LRP

2027 LRP

2028 LRP

$ 12,546,516 $ 12,936,041 $ 13,695,439 $ 14,499,730 $ 15,215,650 60 65 67 70 73 700,000 500,000 500,000 500,000 500,000 1,000,000 10 10 11 11 13,246,576 14,436,116 14,195,516 14,999,811 15,715,734 844,800 2,170,592 2,257,416 2,347,712 2,441,621 $ 14,091,376 $ 16,606,708 $ 16,452,932 $ 17,347,523 $ 18,157,355

479,304 $ 486,264 $ 5,225 5,761 170,950 240,004 33,592 32,886 1,990,000 37,560,000 2,679,071 38,324,915 7,301,482 7,042,873 9,980,553 $ 45,367,788 $

513,494 $ 542,378 $ 573,026 5,992 6,232 6,482 399,604 265,589 276,213 34,201 35,569 36,992 2,420,000 6,720,000 3,315,000 3,373,291 7,569,768 4,207,713 6,585,213 6,674,404 7,042,442 9,958,504 $ 14,244,172 $ 11,250,155

Beginning Fund Balance

19,236,354

23,347,177

(5,413,903)

1,080,525

Ending Fund Balance

$ 23,347,177 $

(5,413,903) $

1,080,525 $

4,183,876 $ 11,091,076

Long-Range Plan

4,183,876

Town of Parker 2024 Annual Budget

PARKS AND RECREATION FUND LONG-RANGE LONG RANGE PLANPLAN (cont) include the Salisbury Park North project in 2025, Stroh Park Synthetic Conversion, ongoing parks and trails development and a second recreation center at Reata West in 2031. The fund maintains a healthy cash reserve balance, except for 2025 and 2031, when the Salisbury Park North and Second Recreation Center project are underway. The LRP document continues to be used as a strategic planning tool and will be revised over the years. Due to the negative LRP cash reserve for 2025 and 2031, the Town will need to resort to project phasing to provide adequate funding for projects.

2029 LRP

2030 LRP

$ 15,967,003 $ 16,755,547 $ 76 79 500,000 500,000 11 12 16,467,091 17,255,638 2,539,286 2,640,857 $ 19,006,376 $ 19,896,495 $

605,560 $ 6,741 287,262 38,472 5,010,000 5,948,035 7,665,606 $ 13,613,641 $ 11,091,076

2031 LRP

2032 LRP

2033 LRP

Revenues 17,583,126 $ 18,451,676 $ 19,363,229 Taxes 82 85 89 Charges for Services 500,000 500,000 500,000 Interest Contributions 12 13 13 Miscellaneous 18,083,221 18,951,774 19,863,331 Subtotal 13,848,513 882,453 917,751 Transfers In 31,931,733 $ 19,834,228 $ 20,781,083 Total Revenues

Expenditures by Category 640,110 $ 676,813 $ 715,822 $ 757,298 Salary and Benefits 7,010 7,290 7,582 7,885 Supplies 298,754 310,704 323,131 336,057 Purchased Services 40,011 41,611 43,275 45,006 Internal Services 1,310,000 54,710,000 2,810,000 3,760,000 Capital Outlay 2,295,885 55,746,418 3,899,810 4,906,246 Subtotal 7,570,058 8,980,782 8,596,672 8,945,050 Transfers Out 9,865,943 $ 64,727,200 $ 12,496,482 $ 13,851,296 Total Expenditures 16,483,811

$ 16,483,811 $ 26,514,363 $

26,514,363

(6,281,104)

1,056,642 Beginning Fund Balance

(6,281,104) $

1,056,642 $

7,986,429 Ending Fund Balance

Town of Parker 2024 Annual Budget

Long-Range Plan

LONG RANGE CULTURAL FUND PLAN LONG-RANGE PLAN The LRP for the Cultural Fund assumes that Charges for Services revenue grows incrementally at 4% through 2033. 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. Revenue growth is somewhat constrained by physical capacity, therefore, room for more programming and rentals is limited. Not including Capital Outlay, expenditures assume the same 4% growth as the General Fund in 2024 through 2033. Personnel costs are expected to increase from 37% to 41% of total expenses over the 10 years. Capital outlay varies with the replacement needs at the cultural facilities. The increased cost of talent and repair and maintenance of the facilities is impacting future spending.

Cultural Fund Long-Range Plan Revenues Intergovernmental Charges for Services Interest Contributions Miscellaneous Subtotal Transfers In Total Revenues Expenditures by Category Salary and Benefits Supplies Purchased Services Internal Services Utilities/Insurance Capital Outlay Total Expenditures

2024 BUDGET $

Long-Range Plan

2026 LRP

2027 LRP

2028 LRP

650,000 $ 4,042,583 100,000 215,500 3,000 5,011,083 2,850,000 7,861,083 $

567,840 $ 4,159,309 75,000 145,392 5,408 4,952,949 1,700,000 6,652,949 $

590,554 $ 4,325,681 75,000 151,208 5,624 5,148,067 2,400,000 7,548,067 $

614,176 $ 4,498,709 75,000 157,256 5,849 5,350,990 2,600,000 7,950,990 $

638,743 4,678,657 75,000 163,546 6,083 5,562,029 3,200,000 8,762,029

2,409,104 $ 165,154 3,599,732 674,152 196,850 1,133,000

2,531,386 $ 168,610 3,151,630 624,931 219,591 -

2,673,689 $ 175,355 3,277,699 649,928 228,374 520,000

2,824,682 $ 182,370 3,408,811 675,925 237,509 471,200

2,984,954 189,667 3,545,164 702,962 247,007 887,792

8,177,992 $

6,696,148 $

7,525,045 $

7,800,497 $

8,557,546

2,361,604

2,044,695

2,001,496

2,024,518

2,175,011

2,044,695 $

2,001,496 $

2,024,518 $

2,175,011 $

2,379,494

Beginning Fund Balance Ending Fund Balance

2025 LRP

Town of Parker 2024 Annual Budget

CULTURAL FUND LONG-RANGE LONG RANGE PLANPLAN (cont) Fund balance in the Cultural Fund continues to remain healthy throughout the 10 years while focusing on ticket prices and class fees. This may be impacted by competition from other venues, disposable community income and economic conditions. Cash balance is maintained through management of the General Fund transfer and improved cost recovery of programming throughout the LRP.

2029 LRP $

664,292 $ 4,865,803 75,000 170,088 6,327 5,781,510 2,377,395 8,158,905 $

2030 LRP 690,864 $ 5,060,435 75,000 176,892 6,580 6,009,771 2,300,000 8,309,771 $

2031 LRP 718,499 $ 5,262,853 75,000 183,967 6,843 6,247,162 2,800,000 9,047,162 $

2032 LRP

2033 LRP

747,239 $ 5,473,367 75,000 191,326 7,117 6,494,048 2,800,000 9,294,048 $

Revenues 777,128 Intergovernmental 5,692,302 Charges for Services 75,000 Interest 198,979 Contributions 7,401 Miscellaneous 6,750,810 Subtotal 3,000,000 Transfers In 9,750,810 Total Revenues

3,155,144 $ 197,255 3,686,970 731,080 256,887 177,395

3,335,938 $ 205,148 3,834,453 760,323 267,164 -

3,528,075 $ 213,353 3,987,832 790,735 277,850 -

3,732,352 $ 221,887 4,147,344 822,365 288,964 -

Expenditures by Category 3,949,630 Salary and Benefits 230,761 Supplies 4,313,233 Purchased Services 855,261 Internal Services 300,523 Utilities/Insurance Capital Outlay

8,204,731 $

8,403,026 $

8,797,845 $

9,212,912 $

9,649,408 Total Expenditures

2,379,494

2,333,668

2,240,413

2,489,730

2,570,866 Beginning Fund Balance

2,333,668 $

2,240,413 $

2,489,730 $

2,570,866 $

2,672,268 Ending Fund Balance

Town of Parker 2024 Annual Budget

Long-Range Plan

LONG RANGE FUND RECREATION PLAN LONG-RANGE PLAN The LRP plan for the Recreation Fund assumes that revenue grows incrementally between 3-4% through 2033. Revenue consists of charges for services, grants, and a Parks and Recreation Fund transfer. The Recreation Department provides a plethora of classes and programs for the Town which include group fitness classes, indoor pool activities along with facility rentals and classes. Revenue growth is somewhat constrained by physical capacity, therefore, room for more programming and rentals is limited. 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 being made to the personnel structure to attract and retain staff in particularly challenging areas, such as lifeguards.

Recreation Fund Long-Range Plan Revenues Intergovernmental Charges for Services Interest Miscellaneous Subtotal Transfers In Total Revenues Expenditures by Category Salary and Benefits Supplies Purchased Services Internal Services Utilities/Insurance Capital Outlay Total Expenditures

2024 BUDGET

Long-Range Plan

2026 LRP

2027 LRP

2028 LRP

22,000 $ 177,382 $ 184,478 $ 191,857 $ 199,531 7,091,060 7,186,824 7,472,297 7,769,189 8,077,956 100,000 100,000 100,000 100,000 100,000 5,000 5,408 5,624 5,849 6,083 7,218,060 7,469,614 7,762,399 8,066,895 8,383,571 4,000,000 3,700,000 4,300,000 4,300,000 4,575,000 $ 11,218,060 $ 11,169,614 $ 12,062,399 $ 12,366,895 $ 12,958,571

5,605,953 $ 724,690 1,769,796 1,525,965 720,225 633,000

6,098,910 $ 719,966 2,030,494 1,565,592 782,777 150,000

6,429,995 $ 748,759 2,111,714 1,628,217 814,088 350,000

6,780,245 $ 778,716 2,196,183 1,683,345 846,650 200,000

7,150,880 809,873 2,284,035 1,750,680 880,514 230,000

$ 10,979,629 $ 11,347,739 $ 12,082,773 $ 12,485,139 $ 13,105,982

Beginning Fund Balance Ending Fund Balance

2025 LRP

2,286,924

2,525,355

2,347,230

2,326,856

2,208,612

2,525,355 $

2,347,230 $

2,326,856 $

2,208,612 $

2,061,201

Town of Parker 2024 Annual Budget

RECREATION FUND LONG-RANGE LONG RANGE PLANPLAN (cont) A salary study is expected to be completed before the end of 2023 which will provide the analysis of the best structure for part time employees while maximizing the operational opportunities the Recreation department has to offer. The capital outlay varies according to anticipated equipment replacement needs, but overall, capital projects are minimal in this fund. The fund balance of the Recreation Fund is maintained through transfers from the Parks and Recreation Fund. It is also likely that revenues from the new recreation center at Reata North will start to come in at the end of 2033, therefore revenue and operational expenses of the new recreation center is anticipated to impact this fund during the plan period.

2029 LRP $

207,512 $ 8,424,075 100,000 6,327 8,737,914 5,100,000 13,837,914 $

2030 LRP 215,813 $ 8,758,038 100,000 6,580 9,080,430 4,900,000 13,980,430 $

2031 LRP 224,445 $ 9,105,359 100,000 6,843 9,436,647 6,200,000 15,636,647 $

2032 LRP

2033 LRP

233,423 $ 9,466,574 100,000 7,117 9,807,113 5,700,000 15,507,113 $

Revenues 242,760 Intergovernmental 9,842,236 Charges for Services 100,000 Interest 7,401 Miscellaneous 10,192,398 Subtotal 5,928,000 Transfers In 16,120,398 Total Revenues

7,543,204 $ 842,269 2,375,394 1,820,707 915,732 395,000

7,958,624 $ 875,963 2,470,408 1,893,535 952,361 -

8,398,648 $ 911,001 2,569,226 1,969,275 990,454 810,000

8,864,877 $ 947,444 2,671,993 2,048,046 1,030,073 120,000

Expenditures by Category 9,359,049 Salary and Benefits 985,338 Supplies 2,778,870 Purchased Services 2,129,968 Internal Services 1,071,274 Utilities/Insurance Capital Outlay

13,892,306 $

14,150,891 $

15,648,604 $

15,682,433 $

16,324,499 Total Expenditures

2,061,201

2,006,809

1,836,348

1,824,391

1,649,071 Beginning Fund Balance

2,006,809 $

1,836,348 $

1,824,391 $

1,649,071 $

1,444,970 Ending Fund Balance

Town of Parker 2024 Annual Budget

Long-Range Plan

LONG RANGE PUBLIC IMPROVEMENTS PLAN 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. 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 projects make up the large capital numbers in 2024 consisting of sidewalks, street widening and extending roads. Projects include the widening of Lincoln Avenue, Stroh Road and Pine Lane Bridge over Cherry Creek. Sidewalk improvements at Pine Drive to Robinson Ranch are another near-term improvement.

Public Improvements Fund Long-Range Plan Revenues Taxes Intergovernmental Interest Contributions Subtotal Transfers In Total Revenues Expenditures Traffic Control Streets/Other Imp. (capital) Streets/Other Imp. (expense) Economic Development Total Expenditures

2024 BUDGET $

Long-Range Plan

2026 LRP

2027 LRP

2028 LRP

4,760,000 $ 5,094,336 $ 5,298,109 $ 5,510,034 $ 5,730,435 10,226,437 4,942,912 5,140,628 5,346,254 5,560,104 2,250,000 1,700,000 1,700,000 1,700,000 1,700,000 7,800,000 1,200,000 3,725,000 3,850,000 1,350,000 25,036,437 12,937,248 15,863,738 16,406,287 14,340,539 24,160,000 5,126,400 5,331,456 5,544,714 5,766,503 49,196,437 $ 18,063,648 $ 21,195,194 $ 21,951,002 $ 20,107,042

1,370,000 $ 1,325,000 $ 3,605,000 $ 4,805,000 $ 1,260,000 45,100,000 14,150,000 24,600,000 11,650,000 11,750,000 4,250,000 2,250,000 65,000 54,080 56,243 58,493 60,833

50,785,000 $ 15,529,080 $ 30,511,243 $ 16,513,493 $ 13,070,833

Beginning Fund Balance Ending Fund Balance

2025 LRP

14,612,559 $

13,023,996

13,023,996 $ 15,558,564 $

15,558,564

6,242,515

11,680,024

6,242,515 $ 11,680,024 $ 18,716,233

Town of Parker 2024 Annual Budget

PUBLIC IMPROVEMENTS FUND LONG-RANGE LONG RANGE PLANPLAN (cont) Due to large street projects being clustered in the next few years, the timing and scope of capital projects will have to be re-evaluated into a phasing schedule throughout the 10 years. This will be accomplished through the annual priority scoring process for capital projects. There is also the anticipated capacity in the Excise Tax Fund to increase the transfer into the Public Improvements Fund, if needed. The transfer is forecasted conservatively in later years due to the requirement that the appropriated amount be spent on eligible projects in the associated year funds were transferred.

2029 LRP

2030 LRP

2031 LRP

2032 LRP

2033 LRP

Revenues $ 5,959,653 $ 6,198,039 $ 6,445,960 $ 6,703,799 $ 6,971,951 Taxes 5,782,508 6,013,808 6,254,361 6,504,535 6,764,716 Intergovernmental 1,700,000 1,700,000 1,700,000 1,700,000 1,700,000 Interest 3,694,000 1,700,000 600,000 Contributions 4,400,000 700,000 17,842,160 14,611,847 18,094,321 16,608,334 16,036,667 Subtotal 5,997,163 6,237,049 6,486,531 6,745,993 7,015,832 Transfers In $ 23,839,323 $ 20,848,896 $ 24,580,852 $ 23,354,326 $ 23,052,499 Total Revenues

2,470,000 $ 18,000,000 2,750,000 63,266

$ 23,283,266 $ 18,716,233

3,235,000 $ 1,720,000 $ 1,850,000 14,000,000 2,750,000 3,000,000 65,797 68,429

840,000 $ 6,200,000 3,000,000 71,166

Expenditures 1,400,000 Traffic Control 2,500,000 Streets/Other Imp. (capital) 3,250,000 Streets/Other Imp. (expense) 74,013 Economic Development

7,900,797 $ 18,788,429 $ 10,111,166 $

7,224,013 Total Expenditures

19,272,290

51,255,972 Beginning Fund Balance

32,220,389

38,012,812

$ 19,272,290 $ 32,220,389 $ 38,012,812 $ 51,255,972 $ 67,084,458 Ending Fund Balance

Town of Parker 2024 Annual Budget

Long-Range Plan

LONG RANGE PLAN

Long-Range Plan

Town of Parker 2024 Annual Budget

BUDGET DETAIL

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

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

• 2023 Accomplishments • 2024 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 details are 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 Department • Public Works/Engineering • Town Attorney • Town Clerk • Town Manager

Budget Detail

Town of Parker 2024 Annual Budget

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 included crisis intervention, police training and

equipment, and victim services and support. This fund was closed in 2022 but remains in this document for historical purposes. These activities are now 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 • 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. • Excise Tax Fund: This fund holds new development excise taxes to be transferred to other funds to pay for roads, parks or municipal facilities. • Capital Renewal and Replacement Reserve Fund - This 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. • 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 District 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. Town of Parker 2024 Annual Budget

Budget Detail

FUNDS OVERVIEW (cont) • Cherry Creek South Metropolitan District Fund: This fund accounts for the property tax of 5 mills to be remitted by the Cherry Creek South Metropolitain District Fund to the Town of Parker for the planning, design, construction and maintenance of the Town infrastructure related to the Cherry Creek South 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.

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, expenditures and 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.

Budget Detail

Town of Parker 2024 Annual Budget

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

SPECIAL REVENUE FUNDS CAPITAL PROJECTS FUNDS DEBT SERVICE FUNDS ENTERPRISE FUND INTERNAL SERVICE FUNDS Town of Parker 2023 Annual Budget

Budget Detail

GENERAL FUND: SUMMARY 2020 Actual

2021 Actual

2023 Amended Budget

2022 Actual

2023 Projected

2024 Budget

Compound Annual Growth

Beginning Fund Balance

$ 24,632,957 $ 38,735,423 $ 28,234,323 $ 28,097,655 $ 28,097,655 $ 34,532,407

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

45,731,301 53,655,683 59,553,334 62,117,410 62,093,900 65,302,900 2,846,442 4,002,622 4,264,753 4,690,790 4,293,200 4,465,260 6,471,295 4,031,492 4,191,713 4,277,280 4,365,609 4,488,100 4,481,003 4,731,277 4,641,010 4,745,043 3,138,350 3,372,705 124,233 86,269 84,238 88,200 93,087 85,500 330,264 16,722 168,147 231,500 1,500,000 1,000,000 212,904 246,102 64,024 321,000 365,506 62,000 51,882 27,211 174,236 6,000 2,100 2,100 60,249,324 66,797,378 73,141,455 76,477,223 75,851,752 78,778,565 1,875,570 1,521,840 1,797,006 1,962,930 1,962,930 2,117,911 $ 62,124,894 $ 68,319,218 $ 74,938,461 $ 78,440,153 $ 77,814,682 $ 80,896,476

9% 12% -9% -7% -9% 32% -27% -55% 7% 3% 7%

Transfers Out Total Expenditures

23,787,938 1,011,331 8,667,131 5,691,601 1,427,101 2,349,150 367,447 876,185 261,990 44,439,874 3,582,554 $ 48,022,428 $

37,351,651 1,761,391 14,656,901 8,319,407 1,949,405 2,342,250 4,086,921 470,000 691,670 71,629,596 19,332,214 90,961,810

12% 15% 14% 10% 8% 0% 83% -14% 27% 13% 52% 17%

Ending Fund Balances

$ 38,735,423 $ 28,234,323 $ 28,097,655 $ 31,409,601 $ 34,532,407 $ 24,467,073

-11%

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

25,036,897 1,134,102 9,643,401 5,741,076 1,497,018 2,346,750 671,762 451,865 284,720 46,807,591 32,012,727 78,820,318 $

26,814,644 1,237,939 10,609,348 6,389,005 1,690,011 2,344,750 684,069 379,558 233,403 50,382,727 24,692,402 75,075,129 $

34,167,406 1,355,598 14,919,016 7,836,416 1,786,748 2,345,500 2,869,197 562,500 691,520 66,533,901 8,594,306 75,128,207 $

30,817,811 1,372,169 14,682,174 7,831,990 1,659,602 2,345,000 2,955,182 445,000 676,696 62,785,624 8,594,306 71,379,930 $

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 period of 2020 – 2024. Use of the CAGR helps to show a longer period trend rather than focusing on just one year change over another. • Licenses and Permits reflect the growth in building permits for new housing developments in Town. • Intergovernmental has declined from 2020 due to a one-time Federal grant of $2.9M related to the CARES Act. The remaining years are relatively flat. • Charges for Services have declined due to the absence of new developments meeting the deficit reduction fee qualification. • Fines and Forfeitures have declined 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 reflects the change in interest rates that has occured over this time period.

Budget Detail

Town of Parker 2024 Annual Budget

GENERAL FUND: SUMMARY (cont) • Community contributions to the Town are the primary revenue source in the Miscellaneous category and vary from year to year. • The Total Expenditures’ CAGR of 17% 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. • Salary and Benefits have grown 12%, which includes a 6% employee compensation increase and healthcare costs in addition to incremental increases in staffing as the Town grows. Other categories have increased to factor in inflation and Town population growth for the Town to continue to provide exceptional services and programs to the citizens. • 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.

2024 Adopted Budget vs. 2023 Projected Actual • The 2024 budgeted total expenditures are increasing $19.6M from the 2023 projection. Of the $19.6M, $6.5M are due to Salary and Benefits which includes 16.5 additional full time equivalent employees for 2024. The remainder is primarily an increase in Transfers Out to position the Town to complete a proposed debt defeasance in 2024. • The Town continues to evaluate Salary and Benefits through compensation studies and market analysis. 2024 includes a 6% performance pay increase and police officer step plan increase. • Initiating a compensation study for part-time employees demonstrates the Town’s commitment to equitable remuneration. The anticipated finalization in 2024 suggests a thorough assessment for potential adjustments. • The increase in Supplies, Internal Services and Utilities expenditures is driven by multiple factors such as inflation and incremental increases in staffing. • The 2024 Capital Outlay budget includes replacement of some aging equipment at Town facilities and parks maintenance equipment. • Transfers Out include funding for the defeasance of the 2014 Certificates of Participation debt. The $13.7M debt payoff accounts for 71% of the $19.3M Transfer Out amount in 2024. • The Fund Balance decreases $10M (29%) due to the one-time use of cash to help fund the budgeted debt defeasance.

Town of Parker 2024 Annual Budget

Budget Detail

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

2020 Actual 730,051 $

2021 Actual 915,962 $

2023 Compound 2022 Amended Annual 2023 2024 Actual Budget Growth Projected Budget 900,222 $ 1,126,201 $ 1,142,425 $ 1,331,537 16%

1,241,954 1,536,033 1,526 826,185 3,582,554 130,330 258,171 1,036,068 411,299 748,413 417,271 317,828 2,349,150 342,201 267,364

1,215,490 1,649,345 548 396,865 32,012,727 148,903 24,386 1,266,326 449,976 801,375 465,214 520,326 2,346,750 345,231 307,241

1,453,606 1,841,402 2,489 374,558 24,692,402 163,728 705 1,358,743 436,743 883,781 500,574 359,880 2,344,750 369,197 322,653

2,164,570 2,267,994 2,000 552,500 8,594,306 259,146 2,110,167 594,941 1,142,675 591,299 1,792,208 2,345,500 428,988 349,104

1,968,714 2,278,660 445,000 8,594,306 247,606 1,867,323 487,861 1,041,188 608,243 735,261 2,345,000 331,824 306,766

1,748,562 2,478,545 2,000 460,000 19,332,214 273,079 1,980,782 627,383 1,311,059 623,899 1,763,514 2,342,250 462,582 299,032

9% 13% 7% -14% 52% 20% n/a 18% 11% 15% 11% 53% 0% 8% 3%

2,783,401 458,618 229,442 15,346,141

2,839,819 642,189 309,468 16,380,562

2,959,113 749,526 207,661 17,657,132

4,011,133 983,524 215,763 22,181,012

3,753,742 934,149 222,875 21,203,666

4,420,413 1,045,909 245,432 24,603,485

12% 23% 2% 13%

14% 14% 25% 16% 2% 14% 8% 5% -15% 17% -12% 17%

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

Budget Detail

Town of Parker 2024 Annual Budget

GENERAL FUND: SUMMARY (cont) SOURCES OF REVENUE: GENERAL FUND Taxes 80.8%

Licenses and Permits 5.5% Intergovernmental 5.5%

Transfers In 2.6%

Miscellaneous 0.1%

Charges for Services 4.2% Fines and Forfeitures 0.1% Interest 1.2%

EXPENDITURES BY TYPE: GENERAL FUND

Salary and Benefits 41.1%

Transfers Out 21.3%

Other 0.8% Economic Development Incentives 0.5% Supplies 1.9%

Capital Outlay 4.5% Debt Service 2.6% Insurance/Utilities 2.1% Internal Services 9.1%

Town of Parker 2024 Annual Budget

Purchased Services 16.1%

Budget Detail

SECTION TITLE GENERAL FUND: REVENUE 2020 Actual Beginning Fund Balance

2021 Actual

2022 Actual

2023 Amended Budget

2023 Projected

2024 Budget

$ 24,632,957 $ 38,735,423 $ 28,234,323 $ 28,097,655 $ 28,097,655 $ 34,532,407

Compound Annual Growth 9%

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

2,321,699 210,468 40,451,737 90,868 380,752 127,410 632,672 500 368,961 1,143,598 2,636 45,731,301

2,399,054 244,380 47,899,909 126,447 187,319 210,518 636,032 500 464,538 1,484,309 2,677 53,655,683

2,666,226 248,408 53,242,419 156,367 145,317 240,073 644,059 500 697,752 1,508,946 3,267 59,553,334

2,700,000 267,800 55,890,000 92,700 206,000 211,356 636,300 500 630,000 1,480,000 2,754 62,117,410

2,700,000 260,000 55,400,000 100,000 300,000 260,000 645,000 500 825,000 1,600,000 3,400 62,093,900

2,970,000 270,000 58,170,000 105,000 300,000 270,000 650,000 500 900,000 1,664,000 3,400 65,302,900

6% 6% 10% 4% -6% 21% 1% 0% 25% 10% 7% 9%

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

88,130 23,243 3,900 6,623 5 2,593,590 14,147 116,804 2,846,442

47,017 32,368 5,330 10,030 125 3,774,333 16,467 116,952 4,002,622

16,940 39,839 2,770 7,516 190 4,022,747 14,820 159,931 4,264,753

35,400 4,840 10,300 4,500,000 11,500 128,750 4,690,790

6,500 35,000 3,700 7,000 4,000,000 16,000 225,000 4,293,200

6,760 37,000 3,000 7,500 4,160,000 16,000 235,000 4,465,260

-47% 12% -6% 3% n/a 13% 3% 19% 12%

Intergovernmental Federal Grants LEAF-DUI Enforcement Grant V.A.L.E. Grant 911 Authority Grants - State of Colorado Seizure Fund Revenue School Marshall Program Other Police Grants MV Registration Fees Highway User Taxes Cigarette Taxes Severance Taxes Road and Bridge Shareback Funds Total Intergovernmental

2,876,671 1,020 159,928 123 64,633 3,306 174,418 1,075,771 126,808 17,902 1,970,715 6,471,295

5,337 172,453 104,665 8,176 6,292 185,805 1,329,308 172,724 7,555 2,039,177 4,031,492

30,447 377 17,795 173,688 5,850 7,766 187,823 1,371,938 97,897 38,151 2,259,981 4,191,713

39,210 1,000 32,000 168,100 10,000 67,000 8,160 192,610 1,326,000 120,000 8,200 2,305,000 4,277,280

10,306 33,000 168,100 8,500 128,703 182,000 1,400,000 120,000 10,000 2,305,000 4,365,609

500 8,000 168,100 6,000 190,000 1,450,000 120,000 10,000 2,535,500 4,488,100

n/a -16% n/a 1% n/a n/a n/a 16% 2% 8% -1% -14% 7% -9%

Budget Detail

Town of Parker 2024 Annual Budget

GENERAL FUND: REVENUE SECTION TITLE (cont) 2023 Amended Budget

2021 Actual

2022 Actual

44,784 $ 225 240 197,556 20,000 1,842,955 486,944 35 3,664 340,596 252,549 2 13,460 50 23,003 4,063 526,188 186,203 132,339 1,178 329,246 6,098 75 46,800 22,750 4,481,003

23,035 $ 75 732 453,778 8,000 1,339,527 707,618 17,239 185,097 308,034 5 21,056 150 26,187 3,514 586,972 376,471 152,702 3,211 381,098 11,713 778 4,700 48,360 71,225 4,731,277

30,594 $ 90 267,195 1,159,183 900,790 11,693 116,124 361,018 4 20,005 400 28,260 2,745 491,416 483,425 150,555 1,060 390,533 68,252 2,700 7,050 51,840 66,435 29,643 4,641,010

30,600 $ 100 240 300,000 3,000 1,650,000 816,000 9,000 92,000 357,000 19,380 153 24,480 3,570 550,000 154,500 144,200 1,000 412,000 12,000 500 4,800 49,920 80,000 30,600 4,745,043

40,000 $ 100 300 260,000 4,000 500,000 12,000 200,000 400,000 19,380 100 29,000 3,500 550,000 390,000 150,000 500 412,000 60,000 1,550 1,000 49,920 20,000 35,000 3,138,350

45,000 100 300 250,000 3,000 600,000 12,000 200,000 450,000 10,000 100 25,000 3,000 671,285 390,000 150,000 1,000 445,000 10,000 1,000 1,000 49,920 30,000 25,000 3,372,705

0% -18% 6% 6% -38% n/a 5% n/a 35% -12% 16% n/a -7% 19% 2% -7% 6% 20% 3% -4% 8% 13% 91% n/a 2% 7% n/a -7%

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

101,837 20,584 1,812 124,233

68,534 17,735 86,269

69,027 14,197 1,014 84,238

71,400 16,300 500 88,200

80,000 10,000 3,087 93,087

75,000 10,000 500 85,500

-7% -17% -28% -9%

Miscellaneous Interest Earnings and Invest Contributions Contributions - Explorer/Cadet Contributions - Teen Court Contrib. - Historic Preservation Contrib. - Tree Mitigation Restitution Other Miscellaneous Revenue Miscellaneous

330,264 10,168 1,000 20 95,309 5,225 101,182 543,168

16,722 148,143 150 25 28,562 6,094 63,128 262,824

168,147 (109,727) 1,000 750 110,386 5,364 56,251 232,171

231,500 270,000 51,000 552,500

1,500,000 400 10 251,852 3,244 110,000 1,865,506

1,000,000 2,000 60,000 1,062,000

32% n/a n/a n/a n/a n/a -21% -12% 18%

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

Town of Parker 2024 Annual Budget

2023 Projected

2024 Budget

Compound Annual Growth

2020 Actual

Budget Detail

SECTION TITLE GENERAL FUND: REVENUE (cont) 2020 Actual Other Financial Sources Insurance Recoveries Sales of General Fixed Assets Total Other Financial Sources

51,482 $ 400 51,882

2021 Actual

2023 Amended Budget

2022 Actual

3,121 $ 24,090 27,211

7,554 $ 166,682 174,236

5,000 $ 1,000 6,000

2023 Projected 2,000 $ 100 2,100

2024 Budget

Compound Annual Growth

2,000 100 2,100

-56% -29% -55%

Transfers In From Parks and Recreation Fund From Law Enforcement Assistance Fund From Capital Reserve Fund From Stormwater Fund Total Transfers In

1,177,700 412,500 285,370 1,875,570

1,215,636 306,204 1,521,840

1,373,184 62,406 361,416 1,797,006

1,557,426 405,504 1,962,930

1,713,838 404,073 2,117,911

10% n/a n/a 9% 3%

Total Revenue

62,124,894

68,319,218

74,938,461

78,440,153

77,814,682

80,896,476

$ 86,757,851 $ 107,054,641 $ 103,172,784 $ 106,537,808 $ 105,912,337 $ 115,428,883

Total Funds Available

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

2024 Adopted Budget vs. 2023 Projected Actual • Overall, General Fund revenue is expected to increase 4% from the 2023 projection of $77.8M to $80.9M. This increase is driven primarily by budgeted growth of Sales Tax revenue of 5%. • The budgeted 10% increase in Property Tax revenue for 2024 is attributed to it being an assessment year for property tax valuation. This reflects an anticipation of changes in property values affecting the overall tax revenue. • The budget for Electric Excise Tax is increasing 4% to reflect the growth in CORE’s revenue due to increased development and their rate increases. • The projected decline in Building Permit revenue for 2023 is attributed to adverse weather conditions limiting construction activity and fluctuations in the housing market. • The increase in Miscellaneous Income is attributed to interest income. However, there is an expectation for this income to decrease in 2024, indicating a potential shift in interest rates.

Budget Detail

Town of Parker 2024 Annual Budget

GENERAL FUND EXPENDITURES BY DEPARTMENT/DIVISION

SECTION TITLE

COMMUNICATIONS ABOUT COMMUNICATIONS

The Town Manager Office’s 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 decision-making processes. The division serves as the Public Information Office for the Town.

Budget Detail

Town of Parker 2024 Annual Budget

GENERAL FUND: EXPENDITURES SECTION TITLE Department: Communications

2020 Actual Expenditures by Function Communications Total Expenditures by Function Expenditures by Category Salary and Benefits Supplies Purchased Services Internal Services Total Expenditures by Category Sources of Funding Sponsorships General Fund Total Sources of Funding Authorized FTE positions Communications Director Communications Manager Communications Coordinator Event Manager Special Events & Sponsorship Coord Engagement Strategist Digital Marketing Coordinator Community Relations Liaison Events Coordinator Total Authorized FTE Positions

2021 Actual

2023 Amended Budget

2022 Actual

2023 Projected

Compound Annual Growth

2024 Budget

$ $

730,051 $ 730,051 $

915,962 $ 915,962 $

900,222 $ 900,222 $

1,126,201 $ 1,126,201 $

1,142,425 $ 1,142,425 $

1,331,537 1,331,537

16% 16%

440,510 697 223,634 65,210 730,051 $

486,745 2,481 380,122 46,614 915,962 $

441,953 6,642 427,510 24,117 900,222 $

576,791 6,180 501,585 41,645 1,126,201 $

621,645 6,050 473,085 41,645 1,142,425 $

755,730 7,192 515,270 53,345 1,331,537

14% 79% 23% -5% 16%

22,750 707,301 730,051 $

71,225 844,737 915,962 $

66,435 833,787 900,222 $

80,000 1,046,201 1,126,201 $

20,000 1,122,425 1,142,425 $

30,000 1,301,537 1,331,537

7% 16% 16%

1.0 1.0 1.0 1.0 4.0

1.0 1.0 1.0 1.0 1.0 5.0

1.0 1.0 1.0 1.0 1.0 1.0 6.0

Shaded sections represent equivalent positions with title or level changes.

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2024 Adopted Budget vs. 2023 Projected Actual • The increase in expenditures between 2023 Projected and 2024 Budget is $189,112 or 16.5%. • The 2024 budget for Salary and Benefits incorporates a 6% performance pay adjustment, healthcare costs, and accounts for the reduction of position vacancies in 2023, leading to an associated expense increase in 2024. • The 19% increase in Supplies is attributed to additional community engagement and outreach programs, highlighting the commitment to expanding community initiatives and the associated resource allocation. • The increase in the Purchased Services budget is directed towards covering the higher costs associated with organizing community events. This adjustment reflects a commitment to sustaining and enhancing community engagement activities.

Town of Parker 2024 Annual Budget

Budget Detail

SECTION TITLE GENERAL FUND: EXPENDITURES Department: Communications

2023 ACCOMPLISHMENTS Support an Active Community • Successfully expanded Parker Fall Fest into a new signature Town event highlighted by Fun and Games Day, which welcomed a record 4,000-participants who were treated to a drone light show in the skies above O’Brien Park.

• Began transition to a new online community event permit platform to better serve the needs of our active community.

Innovate with Collaborative Governance • Rolled out a redesigned Intranet that more effectively serves Town employees and features numerous improvements to the site’s navigation and search functions. • Reestablished the HOA Summit meetings on a biannual basis to provide HOA board members and property managers with an opportunity to engage with other Parker HOA representatives, Town elected officials and staff about issues and concerns pertinent to Parker’s residential communities.

Foster Community Creativity and Engagement • Recorded 241,625 engagements on Town social media channels through October 2023. • Attracted 351,876 visitors to the Town website through October 2023. • Implemented several new outreach activities aimed at connecting residents with local government, including a record number of appearances at the Parker’s Farmers Market and new pop-up events at Town parks. • Began remediation efforts to address digital accessibility issues as required by the State of Colorado’s new digital accessibility standards and improve the delivery of services for all members of the Parker community.

2024 GOALS Support an Active Community • Complete rollout of new online community event permit platform to the public, including updated processes and procedures.

• Continue to enhance Town’s lineup of signature community events that contribute to the quality of life in Parker.

Innovate with Collaborative Governance • Continue to inform and educate the community through various campaigns and communication channels and grow the number of subscribers and followers.

• Continue remediation efforts to address digital accessibility issues. Foster Community Creativity and Engagement • Continue to develop opportunities for residents, businesses and other partners to share feedback on Town projects and programs. • Create new opportunities for the community’s youth to learn more about local government.

Budget Detail

Town of Parker 2024 Annual Budget

GENERAL FUND: EXPENDITURES SECTION TITLE Department: Communications • Conduct the Town’s triennial Community Survey to help measure resident satisfaction with municipal government service delivery, ask pertinent policy questions and gather opinions about future Town projects and goals.

PERFORMANCE MEASURES BY STRATEGIC GOAL 2020 2021 2022 2023 2024 Support an Active Community 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.* --Target: 20,000 20,000 20,000 --21 ,399 Measure: Foster Community Creativity and Engagement 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. Target: Measure:

300,000 325,960

335,000 200,000 †

275,000 209,696

275,000 241 ,625

275,000

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.* Target: Measure:

---

1 5,000 1 6,1 84

1 7,000

* 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.

Town of Parker 2024 Annual Budget

Budget Detail

SECTION TITLE

COMMUNITY DEVELOPMENT ABOUT COMMUNITY DEVELOPMENT

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

Budget Detail

Town of Parker 2024 Annual Budget

GENERAL FUND: EXPENDITURES Department: Community Development

Expenditures by Function Planning Building Inspection Historic Preservation Total Expenditures by Function Expenditures by Category Salary and Benefits Supplies Purchased Services Internal Services Utilities/Insurance Total Expenditures by Category Sources of Funding Licenses and Permits Charges for Services Total Sources of Funding Authorized FTE positions Community Development Director Executive Assistant Building Inspection: Assistant Director Building Chief Building Official Deputy Chief Building Official Building/Electrical Inspector Building Inspector Electrical Inspector Commercial Plans Examiner Fire and Life Safety Supervisor Fire and Life Safety Inspector Permit Technician Building Permit Tech Lead Senior Plans Examiner Plans Examiner Senior Building Inspector

2023 Amended Budget

2021 Actual

2022 Actual

1,241,954 $ 1,536,033 1,526 2,779,513 $

1,215,490 $ 1,649,345 548 2,865,383 $

1,453,606 $ 1,841,402 2,489 3,297,497 $

2,164,570 $ 2,267,994 2,000 4,434,564 $

1,968,714 $ 2,278,660 4,247,374 $

1,748,562 2,478,545 2,000 4,229,107

9% 13% 7% 11%

2,230,113 6,865 308,206 230,857 3,472 2,779,513 $

2,318,691 15,944 262,566 263,984 4,198 2,865,383 $

2,519,900 21,341 400,463 351,314 4,479 3,297,497 $

3,073,312 30,035 809,503 516,844 4,870 4,434,564 $

2,767,598 27,879 930,030 516,844 5,023 4,247,374 $

3,063,809 31,800 546,550 581,548 5,400 4,229,107

8% 47% 15% 26% 12% 11%

2,009,945 769,568 2,779,513 $

1,570,198 1,295,185 2,865,383 $

1,914,412 1,383,085 3,297,497 $

3,105,858 1,328,706 4,434,564 $

3,249,048 998,326 4,247,374 $

3,110,990 1,118,117 4,229,107

12% 10% 11%

1.0 1.0

1.0 -

1.0 1.0 4.0 1.0 1.0 1.0 1.5 1.0 1.0 1.0

1.0 1.0 1.0 2.0 1.0 1.0 1.0 1.0 1.5 1.0 1.0 1.0

1.0 1.0 4.0 1.0 1.0 1.0 2.5 1.0 1.0 1.0

1.0 1.0 3.0 2.0 1.0 1.0 2.5 1.0 1.0 1.0

2023 Projected

Compound Annual Growth

2020 Actual

2024 Budget

continued…

Town of Parker 2024 Annual Budget

Budget Detail

SECTION TITLE GENERAL FUND: EXPENDITURES Department: Community Development

2020 Actual Planning: Assistant Director Planning Planning Manager Senior Planner Planner and Associate Planner Associate Planner Associate Planner-DR Associate Planner-CP Planner 1 Planning Coordinator Planning Technician Comm Dev Technician Total Authorized FTE Positions

2021 Actual

1.0 2.0 3.8 1.0 1.0 24.3

2022 Actual

1.0 2.0 2.0 1.0 1.0 1.0 1.0 23.5

1.0 2.0 3.0 1.0 1.5 1.0 1.0 26.0

2023 Amended Budget 1.0 2.0 2.0 1.0 2.5 1.0 1.0 26.0

2023 Projected 1.0 2.0 2.0 1.0 2.5 1.0 1.0 26.0

2024 Budget 1.0 2.0 2.0 1.0 2.5 1.0 1.0 26.0

Shaded sections represent equivalent positions with title or level changes.

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2024 Adopted Budget vs. 2023 Projected Actual • The decrease in expenditures between 2023 Projected and 2024 Budget is $18,267 or 0.4%. • The 2024 budget for Salary and Benefits incorporates a 6% performance pay adjustment and healthcare cost which leads to an associated expense increase in 2024. • The increase in building inspection costs is attributed to accommodating the rise in roof inspections due to growth and an increase in severe weather events. These costs are expected to be recovered as building permits are issued, aligning the expenses with the revenue generated from increased construction activities. • Purchased Services consists of the Town of Parker’s Land Development Ordinance Modernization Project (LPO), the Town Master Plan, and roofing contracts; these items encompass over 50% of the expenses for 2023. The LPO and Master Plan do not require additional funding in 2024.

2023 ACCOMPLISHMENTS Support an Active Community • Completed the final phase, phase 3, of the Parks Design Guidelines and Construction Manual project to update and improve standards for existing and future parks. • Completed the Bike and Pedestrian Master Plan to update and improve policy, standards and recommended actions for walking, biking and non-vehicular transportation in Town. • Completed the site plan application for the Ray J. Harvie Open Space in partnership with the Parks and Recreation Department.

Budget Detail

Town of Parker 2024 Annual Budget

GENERAL FUND: EXPENDITURES SECTION TITLE Department: Community Development Foster Community Creativity and Engagement • Utilized the Let’s Talk Parker community engagement platform to inform the public and obtain public input for multiple Community Development projects including the Parks Design Guidelines and Construction Manual, Bike and Pedestrian Master Plan and Land Development Ordinance Modernization projects. • Updated and improved the Development Tour Map tool used to engage and inform the public about development projects. The tool updates those interested in a project’s status and provides application information.

Enhance Economic Vitality • Approved multiple commercial and mixed-use development projects that will generate retail sales tax, employment and economic activity including: Parker Town Center Mixed-Use at southwest corner of Mainstreet and Pine Drive; McDonald Audi Service/Sales Center at northwest corner of Twenty Mile Road and Ponderosa Drive; Senderos Creek North Offices at the southeast corner of Mainstreet and Jordan Road; In-N-Out Burger at the southwest corner of Parker Road and Pine Lane; Pope Property Annexation and Zoning; and Coyle/Perkins Property Annexation and Zoning. • Advanced the implementation of Phase 1 of the My Mainstreet project by guiding the developer through planning, design development and site plan preparation. The site plan applications are under review and expected to be approved in the first half of 2024. • Participated in and supported the preparation of Parker’s Economic Playbook to update the Town’s economic development vision, strategies and activities. • Updated the Department’s Five-Year Development Forecast and 2035 population projections.

Promote a Safe and Healthy Community • Completed a total of 43,174 building and fire inspections through October 2023 to ensure code compliance and safe, sound building construction. • Reorganized the building inspection team to add a second electrical inspector position to ensure sufficient capacity for plan review, inspections and fire/life safety with new construction.

Develop a Visionary Community Through Balanced Growth • Completed the third and final phase of the Land Development Ordinance modernization and issued the public hearing draft for final review. The project will be completed in Q1 2024 with Planning Commission and Town Council public hearings. • Restarted the Parker and Pine Sub-Area Plan project to prepare an area plan focused upon the intersection of Parker Road and Pine Lane and surrounding land. • Advanced implementation of the adopted Parker Road Corridor Plan by applying for a grant from the Denver Regional Council of Governments (DRCOG) for planning and conceptual design of displaced left-turn improvements at the intersection of Parker Road and Mainstreet. • Completed a scope of work for the planned Parker 2035 Master Plan Update and issued a Request for Proposals (RFP) for consulting assistance.

Town of Parker 2024 Annual Budget

Budget Detail

SECTION TITLE GENERAL FUND: EXPENDITURES Department: Community Development

2024 GOALS Support an Active Community • Begin implementation of the adopted Bike and Pedestrian Master Plan with partners in the Engineering/Public Works and Parks and Recreation Departments. Initiate a project(s) that achieves one of the major recommendations of the plan such as creating a new on-street bike lane(s), eliminating an existing sidewalk gap, improving a trail connection or planning for safety improvements in a safety sensitive area such as a school, park or downtown. • Approve and entitle new developments generating the benefit of economic development by increasing the commercial and light industrial base by 25,000 square feet or greater. • Process and approve a site plan application for at least one My Mainstreet property in 2024. • Annex and zone land at key locations in and around Parker for future commercial, light industrial or mixed-use development. The 2024 goal is to annex and zone a Douglas County enclave located on the west side of Parker Road (southbound) between Lincoln Avenue and Parkglenn Way.

PERFORMANCE MEASURES BY STRATEGIC GOAL 2020

2021

2022

2023

2024

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. Measure:

4,626 *

3,569

3,580

5,895 †

7,000

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. Measure:

31 ,497 *

29,480

44,791

43,1 74 †

50,000

* Amounts were impacted by COVID-1 9. † Partial year data from January 1 through September 28, 2023

Budget Detail

100

Town of Parker 2024 Annual Budget

SECTION TITLE

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.

Town of Parker 2024 Annual Budget

101

Budget Detail

GENERAL FUND: EXPENDITURES Department: Economic Incentives and Interfund Transfers

2020 Actual

2021 Actual

2023 Amended Budget

2022 Actual

2023 Projected

2024 Budget

Compound Annual Growth

Expenditures by Category Economic Development Incentives Transfers to Parks and Rec Fund Cultural Fund Recreation Fund Capital Projects Fund Capital Renewal/Replacement Debt Service Fund Facilities Fund Medical Benefits Fund Total Expenditures by Category Sources of Funding Sales Tax General Fund Total Sources of Funding

826,185 $

396,865 $

374,558 $

552,500 $

304,000 1,825,766 1,767,648 2,831,004 29,390,000 20,800,000 756,788 755,079 757,398 100,000 1,000,000 4,408,739 $ 32,409,592 $ 25,066,960 $

826,185 396,865 374,558 3,582,554 32,012,727 24,692,402 4,408,739 $ 32,409,592 $ 25,066,960 $

445,000 $

460,000

-14%

1,811,000 3,178,000 350,000 2,500,000 755,306 9,146,806 $

1,811,000 2,850,000 3,178,000 350,000 2,500,000 2,725,000 755,306 13,757,214 9,039,306 $ 19,792,214

n/a 12% n/a n/a n/a 106% n/a n/a 46%

552,500 8,594,306 9,146,806 $

445,000 460,000 8,594,306 19,332,214 9,039,306 $ 19,792,214

-14% 52% 46%

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2024 Adopted Budget vs. 2023 Projected Actual • The increase in expenditures between 2023 Projected and 2024 Budget is $10,752,908 or 119%. • The defeasance of the 2014 Certificates of Participation debt accounts for 71.2% of the total Transfers To expense in 2024. • Transfers to the Capital Renewal and Replacement Reserve Fund in 2023 and 2024 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. • The 57% increase in the transfer to the Cultural Fund, aimed at funding capital requirements and additional art programs, showcases a commitment to enhancing cultural initiatives.

Budget Detail

102

Town of Parker 2024 Annual Budget

SECTION TITLE

ELECTED OFFICIALS

ABOUT THE TOWN OF PARKER’S ELECTED OFFICIALS Town Council (2023 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.

Town of Parker 2024 Annual Budget

103

Budget Detail

GENERAL FUND: EXPENDITURES Department: Elected Officials

2020 Actual Expenditures by Function Elected Officials Total Expenditures by Function

2021 Actual

2023 Amended Budget

2022 Actual

2023 Projected

2024 Budget

Compound Annual Growth

$ $

130,330 $ 130,330 $

148,903 $ 148,903 $

163,728 $ 163,728 $

259,146 $ 259,146 $

247,606 $ 247,606 $

273,079 273,079

20% 20%

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

93,217 14,340 4,840 17,933 130,330 $

99,155 13,138 17,291 19,319 148,903 $

109,672 17,117 17,218 19,721 163,728 $

116,687 30,232 44,290 67,937 259,146 $

116,669 27,000 36,000 67,937 247,606 $

124,488 30,411 42,981 75,199 273,079

7% 21% 73% 43% 20%

Sources of Funding General Fund Total Sources of Funding

130,330 130,330 $

148,903 148,903 $

163,728 163,728 $

259,146 259,146 $

247,606 247,606 $

273,079 273,079

20% 20%

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2024 Adopted Budget vs. 2023 Projected Actual • The increase in expenditures between 2023 Projected and 2024 Budget is $25,473 or 10.3%. • The increase in Purchased Services reflects increased membership fees and travel associated with an active level of participation, commitment and engagement. • The 11% increase in Internal Services is related to the increase in technical support from IT for the elected officials.

Budget Detail

104

Town of Parker 2024 Annual Budget

SECTION TITLE

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 2024 Annual Budget

105

Budget Detail

SECTION TITLE GENERAL FUND: EXPENDITURES Department: Emergency Response - COVID-19

2020 Actual Expenditures by Function Emergency Response COVID-19 Total Expenditures by Function Expenditures by Category Salary and Benefits Supplies Purchased Services Total Expenditures by Category Sources of Funding Federal Grants General Fund Total Sources of Funding

2021 Actual

2023 Amended Budget

2022 Actual

2023 Projected

Compound Annual Growth

2024 Budget

$ $

258,171 $ 258,171 $

24,386 $ 24,386 $

705 $ 705 $

- $ - $

n/a n/a

96,088 158,891 3,192 258,171 $

4,245 19,671 470 24,386 $

705 705 $

- $

n/a n/a n/a n/a

87,377 170,794 258,171 $

24,386 24,386 $

705 705 $

- $

n/a n/a n/a

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2024 Adopted Budget vs. 2023 Projected Actual • The Emergency Response department was created to hold state and federal COVID-19 relief

funding received in 2020 and 2021. The department has a zero balance for the current budget year but remains in this document for historical information.

Budget Detail

106

Town of Parker 2024 Annual Budget

FINANCE

SECTION TITLE

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 2024 Annual Budget

107

Budget Detail

SECTION TITLE GENERAL FUND: EXPENDITURES Department: Finance

Expenditures by Function Finance Sales Tax Total Expenditures by Function Expenditures by Category Salary and Benefits Supplies Purchased Services Internal Services Utilities/Insurance Capital Outlay Total Expenditures by Category Sources of Funding Sales Tax Audit Licenses and Permits Charges for Services General Fund Total Sources of Funding Authorized FTE positions Finance Director Controller Finance Manager Chief Procurement Officer Procurement Technician Buyer Accountant Accounting Technician Accounting Analyst Payroll Specialist Payroll Analyst Sales Tax Administrator Sales Tax Techician Sales Tax Auditor Sales Tax Compliance Specialist Sales Tax Analyst Total Authorized FTE Positions

2023 Amended Budget

2021 Actual

2022 Actual

1,036,068 $ 411,299 1,447,367 $

1,266,326 $ 449,976 1,716,302 $

1,358,743 $ 436,743 1,795,486 $

2,110,167 $ 594,941 2,705,108 $

1,867,323 $ 487,861 2,355,184 $

1,980,782 627,383 2,608,165

18% 11% 16%

1,064,793 12,259 235,084 135,231 1,447,367 $

1,307,422 5,365 251,592 144,363 7,560 1,716,302 $

1,337,168 6,392 307,029 139,897 5,000 1,795,486 $

1,624,706 7,195 565,935 162,272 345,000 2,705,108 $

1,519,978 5,200 322,734 162,272 345,000 2,355,184 $

1,813,034 7,945 597,690 189,496 2,608,165

14% -10% 26% 9% n/a n/a 16%

471,620 88,130 22,320 865,297 1,447,367 $

313,766 47,017 23,339 1,332,180 1,716,302 $

301,684 16,940 22,456 1,454,406 1,795,486 $

298,700 22,206 2,384,202 2,705,108 $

400,000 6,500 24,881 1,923,803 2,355,184 $

405,000 6,760 27,991 2,168,414 2,608,165

-4% -47% 6% 26% 16%

0.50 1.00 1.00 1.00 0.50 1.00 2.34 1.00 1.00 3.00 1.00 13.34

0.50 1.00 1.00 1.00 1.00 1.00 3.00 1.00 1.00 1.00 2.50 1.00 15.00

0.50 1.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 2.50 1.00 15.00

2023 Projected

2024 Budget

Compound Annual Growth

2020 Actual

0.50 1.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 2.50 1.00 15.00

Shaded sections represent equivalent positions with title or level changes.

Budget Detail

108

Town of Parker 2024 Annual Budget

GENERAL FUND: EXPENDITURES SECTION TITLE Department: Finance

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2024 Adopted Budget vs. 2023 Projected Actual • The increase in expenditures between 2023 Projected and 2024 Budget is $252,981 or 10.7%. • Incorporating a 6% performance pay adjustment and healthcare cost into the 2024 budget for Salary and Benefits reflects a comprehensive approach to financial planning and employee well-being. • 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 17% increase in Internal Services for Technology Management in 2024 is attributed to the increase in techinical expense for the department.

2023 ACCOMPLISHMENTS Innovate with Collaborative Governance • Received Government Finance Officers Association’s (GFOA) Certificate of Achievement for

Excellence in Financial Reporting for the 2021 Annual Comprehensive Financial Report (34 years), the Distinguished Budget Presentation Award for the 2022 Budget (19 years) and the Award for Outstanding Achievement in Popular Annual Financial Reporting (two years).

• Prepared the third annual 10-Year Financial Plan for 2024-2033 and received special recognition from GFOA for the 2023-2032 10-Year Financial Plan.

• Provided procurement training to several internal departments to raise the level of compliance with Town procurement policy.

• Contracted with Bonfire Interactive for electronic bidding and contract management services to streamline and reduce paper processes.

Enhance Economic Vitality • Worked with a third-party audit firm to assist with sales/use tax audits to increase educational and compliance efforts with Town retail businesses.

2024 GOALS Innovate with Collaborative Governance • Improve efficiency with a paperless accounts payable process, including electronic workflow and a paperless procurement system.

• Implement initiatives within Procurement Division that would allow recognition via the

Achievement of Excellence in Procurement (AEP) through the National Procurement Institute.

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

• Implement online Business Tax Licensing portal. • Create a step-by-step grant guide for internal departments. • Defease the 2014 Certificates of Participation ($12,355,000 of remaining principal) to reduce the amount of overall Town debt payments.

Town of Parker 2024 Annual Budget

109

Budget Detail

SECTION TITLE GENERAL FUND: EXPENDITURES Department: Finance Enhance Economic Vitality • Complete a filing frequency review to ensure vendors are following Town code.

PERFORMANCE MEASURES BY STRATEGIC GOAL 2020 2021 2022 2023 2024 Innovate with Collaborative Governance 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. 50 40 Target: 24 * 24 24 58 39 18 20 Measure: 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. Target: Measure:

650 640

650 554

500 † 629

500 † 51 2

500 †

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. 1 7,500 22,000 25,000 39,000 39,000 Target: 24,027 24,71 1 38,1 97 38,1 1 1 Measure: OUTCOME MEASURE: Percentage of sales tax returns processed electronically Electronic processing improves the efficiency and accuracy of returns processing. 95% 95% 95% 95% Target: 93% 93% 95% 95% Measure:

95%

* The 2022-2024 targets 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.

Budget Detail

110

Town of Parker 2024 Annual Budget

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

Town of Parker 2024 Annual Budget

111

Budget Detail

GENERAL FUND: EXPENDITURES Department: Human Resources

Expenditures by Function Human Resources Risk Management Total Expenditures by Function Expenditures by Category Salary and Benefits Supplies Purchased Services Internal Services Utilities/Insurance Capital Outlay Total Expenditures by Category Sources of Funding General Fund Total Sources of Funding Authorized FTE positions Human Resources Director Deputy Dir of Human Resources Sr. Human Res Business Partner Benefits and Wellness Administrator Human Resources Business Partner Human Resources Technician Risk Manager Human Resources Manager Total Authorized FTE Positions

2023 Amended Budget

2021 Actual

2022 Actual

748,413 $ 417,271 1,165,684 $

801,375 $ 465,214 1,266,589 $

883,781 $ 500,574 1,384,355 $

1,142,675 $ 591,299 1,733,974 $

1,041,188 $ 608,243 1,649,431 $

1,311,059 623,899 1,934,958

15% 11% 14%

719,515 26,170 90,203 70,631 259,165 1,165,684 $

708,234 22,853 167,195 63,254 305,053 1,266,589 $

829,422 32,969 138,516 61,697 321,751 1,384,355 $

992,446 66,400 248,867 49,881 376,380 1,733,974 $

883,149 94,500 228,676 49,881 393,225 1,649,431 $

1,085,790 52,947 231,062 77,028 444,109 44,022 1,934,958

11% 19% 27% 2% 14% n/a 14%

1,165,684 1,165,684 $

1,266,589 1,266,589 $

1,384,355 1,384,355 $

1,733,974 1,733,974 $

1,649,431 1,649,431 $

1,934,958 1,934,958

14% 14%

1.0 2.0 1.0 1.0 1.0 1.0 7.0

1.0 1.0 2.0 2.0 1.0 7.0

2023 Projected

Compound Annual Growth

2020 Actual

2024 Budget

1.0 1.0 2.0 2.0 1.0 7.0

Shaded sections represent equivalent positions with title or level changes.

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2024 Adopted Budget vs. 2023 Projected Actual • The increase in expenditures between 2023 Projected and 2024 Budget is $285,527 or 17.3%. • Incorporating a 6% performance pay adjustment and healthcare cost into the 2024 budget for Salary and Benefits reflects a comprehensive approach to financial planning and employee well-being. • The Salary and Benefit 23% increase variance between 2023 and 2024 is attributed to two vacancies, and there is an expectation of filling these positions by the end of 2024. • The increase in Purchased Services for the NeoGov software and application bundle in 2024 is aligned with addressing current and anticipated organizational needs. The inclusion of Perform, Learn, and Attract modules indicates a strategic approach to enhance organization efficiency.

Budget Detail

112

Town of Parker 2024 Annual Budget

GENERAL FUND: EXPENDITURES Department: Human Resources

2023 ACCOMPLISHMENTS Risk Management Innovate with Collaborative Governance • Initiated a revision to the Town’s ADA Transition Plan, including but not limited to a townwide audit and analysis. • Held safety-related trainings for employees including workers’ compensation process, meth lab waste awareness, severe weather, bloodborne pathogens.

Human Resources Innovate with Collaborative Governance • Provided aggregate exit interview data (exit interview report) to all departments for 2022, to assess trends of employee separations more accurately. • Conducted market benchmark study and implemented new compensation structure model resulting in creation of pay families. • More fully transitioned personnel to the business partner model with assigned client groups.

2024 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.

• Analyze current workers’ compensation policies, procedures, and practices to be sure the

Town is both compliant to regulatory requirements and responsive to injured workers’ needs.

Human Resources Innovate with Collaborative Governance • Implement new employee experience program that includes onboarding, in-boarding, and

off-boarding to enhance organizational assimilation, employee engagement and employee retention.

• Implement NeoGov suite (HRIS modules) ‘Attract, Perform, Learn’ to enhance recruitment,

overhaul performance management, and provide a robust centralized learning management system.

• Implement new part-time employee pay structure/plan to more adequately address market pressures, and alleviate internal administrative burden.

Town of Parker 2024 Annual Budget

113

Budget Detail

GENERAL FUND: EXPENDITURES Department: Human Resources

PERFORMANCE MEASURES BY STRATEGIC GOAL 2020 2021 2022 2023 2024 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% -1 1 .04% -Measure: 1 3.44% 1 2.69% 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: 2 ---2 2 Measure:

Budget Detail

114

Town of Parker 2024 Annual Budget

SECTION TITLE

INTERDEPARTMENTAL ABOUT THE INTERDEPARTMENTAL BUDGET

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

Town of Parker 2024 Annual Budget

115

Budget Detail

SECTION TITLE GENERAL FUND: EXPENDITURES Department: Interdepartmental

Expenditures by Function Interdepartmental Total Expenditures by Function Expenditures by Category Salary and Benefits Supplies Purchased Services Internal Services Contributions/Contingency Debt Service Total Expenditures by Category Sources of Funding COP BABS Credit General Fund Total Sources of Funding

2023 Amended Budget

2023 Projected

2024 Budget

Compound Annual Growth

2020 Actual

2021 Actual

2022 Actual

$ $

2,666,978 $ 2,666,978 $

2,867,076 $ 2,867,076 $

2,704,630 $ 2,704,630 $

4,137,708 $ 4,137,708 $

3,080,261 $ 3,080,261 $

4,105,764 4,105,764

11% 11%

6,930 72,949 1,207 236,742 2,349,150 2,666,978 $

9,221 295,159 8,805 207,141 2,346,750 2,867,076 $

15,432 135,142 2,316 206,990 2,344,750 2,704,630 $

1,045,000 16,140 113,180 9,368 608,520 2,345,500 4,137,708 $

16,255 114,638 9,368 595,000 2,345,000 3,080,261 $

1,000,000 16,355 130,220 8,269 608,670 2,342,250 4,105,764

n/a 24% 16% 62% 27% 0% 11%

2,666,978 2,666,978 $

2,867,076 2,867,076 $

2,704,630 2,704,630 $

4,137,708 4,137,708 $

3,080,261 3,080,261 $

4,105,764 4,105,764

n/a 11% 11%

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2024 Adopted Budget vs. 2023 Projected Actual • The increase in expenditures between 2023 Projected and 2024 Budget is $1,025,503 or 33.3%. • Allocating funds in the Salary and Benefits budget in 2023 and 2024 for potential compensation study results demonstrates a forward-thinking approach. This allows for flexibility in implementing adjustments based on the outcomes of such studies across the Town. • Assuming full use of contingency funds in both the 2023 Projected and 2024 Budget indicates a preparedness for unforeseen expenses or uncertainties in each respective year.

Budget Detail

116

Town of Parker 2024 Annual Budget

SECTION TITLE

MUNICIPAL COURT ABOUT MUNICIPAL COURT

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

Town of Parker 2024 Annual Budget

117

Budget Detail

SECTION TITLE GENERAL FUND: EXPENDITURES Department: Municipal Court

2020 Actual Expenditures by Function Municipal Court Total Expenditures by Function Expenditures by Category Salary and Benefits Supplies Purchased Services Internal Services Total Expenditures by Category Sources of Funding Charges for Services Contributions General Fund Total Sources of Funding

2021 Actual

2023 Amended Budget

2022 Actual

2023 Projected

Compound Annual Growth

2024 Budget

$ $

342,201 $ 342,201 $

345,231 $ 345,231 $

369,197 $ 369,197 $

428,988 $ 428,988 $

331,824 $ 331,824 $

462,582 462,582

8% 8%

192,749 7,481 68,552 73,419 342,201 $

208,537 11,665 67,649 57,380 345,231 $

204,525 10,728 97,490 56,454 369,197 $

276,947 13,300 109,950 28,791 428,988 $

218,975 12,920 71,138 28,791 331,824 $

297,720 12,214 114,100 38,548 462,582

11% 13% 14% -15% 8%

46,187 296,014 342,201 $

26,321 318,910 345,231 $

31,654 750 336,793 369,197 $

31,700 397,288 428,988 $

40,600 291,224 331,824 $

46,100 416,482 462,582

0% n/a 9% 8%

1.0 1.8 0.5

1.0 1.0 0.5

3.3

2.5

0.5

0.8

0.5

0.8

3.3

3.0

3.3

3.0

3.3

Authorized FTE positions Court Administrator Court Clerk Judge Total Full-Time and Part-Time Benefited positions Full-Time Equivalent of Part-Time Employees Total Authorized FTE Positions

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2024 Adopted Budget vs. 2023 Projected Actual • The increase in expenditures between 2023 Projected and 2024 Budget is $130,758 or 39.4%.

• Incorporating a 6% performance pay adjustment and healthcare cost into the 2024 budget

for Salary and Benefits reflects a comprehensive approach to financial planning and employee well-being.

• A decrease in Internal Services in 2023 is attributed to a change in the allocation of Technology Management.

2023 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, including HB23-1132 (Court Data Sharing Task Force) and HB23-1182 (Remote Public Access to Criminal Court Proceedings).

• Established procedures with Douglas County and other partnering jails to meet the 48-hour

requirement for defendants. State law requires hearings to be held within 48 hours after the

Budget Detail

118

Town of Parker 2024 Annual Budget

GENERAL FUND: EXPENDITURES SECTION TITLE Department: Municipal Court Municipal Court receives notice that a defendant is being held on a Parker Municipal warrant.

• Hosted and trained a Court Basics course for Colorado Association for Municipal Court Administration clerks.

• • • •

The Teen Court Scholarship Program awarded $2,750.00 to two Teen Court Volunteers. Successfully completed Teen Court Law School training for all members. Successfully completed the Colorado Bureau of Investigation CJIS Audit. Awarded an additional $3,000 from the Colorado Department of Local Affairs for the First Appearance Grant Program.

Promote a Safe and Healthy Community • Conducted training for new police officers on Court policies and procedures

2024 GOALS Innovate with Collaborative Governance • Comply with accessibility standards as they relate to digital assets.

Promote a Safe and Healthy Community • Reduce recidivism rates through the Court’s continued commitment to promote restorative

justice through community service and providing education and resources for traffic, misdemeanors, and animal violations. • Prevent defendants from committing second offense using the concept of restorative justice through the Teen Court program. • Encourage participation of Teen Court defendants as volunteers upon completing the program.

PERFORMANCE MEASURES BY STRATEGIC GOAL

2020 2021 Promote a Safe and Healthy Community OUTPUT MEASURE: Number of Teen Court cases heard Success in Teen Court impacts recidivism. 38 36 Measure:

2022

2023

OUTPUT MEASURE: Teen Court community service hours sanctioned Success in Teen Court impacts recidivism. 662 41 9 56 Measure:

444

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

Town of Parker 2024 Annual Budget

119

Budget Detail

SECTION TITLE

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.

Budget Detail

120

Town of Parker 2024 Annual Budget

GENERAL FUND: EXPENDITURES Department: P3 Support Services

2020 Actual

2021 Actual

2022 Actual

2023 Amended Budget

2023 Projected

2024 Budget

Compound Annual Growth

Expenditures by Function P3 Support Services Total Expenditures by Function

$ $

267,364 $ 267,364 $

307,241 $ 307,241 $

322,653 $ 322,653 $

349,104 $ 349,104 $

306,766 $ 306,766 $

299,032 299,032

3% 3%

Expenditures by Category Salary and Benefits Total Expenditures by Category

267,364 267,364 $

307,241 307,241 $

322,653 322,653 $

349,104 349,104 $

306,766 306,766 $

299,032 299,032

3% 3%

Sources of Funding Charges for Services Total Sources of Funding

267,364 267,364 $

307,241 307,241 $

322,653 322,653 $

349,104 349,104 $

306,766 306,766 $

299,032 299,032

3% 3%

0.25 1.00 1.00 2.25

0.25 0.50 1.00 1.75

Authorized FTE positions Executive Director (Town Mgr) PAR & Economic Dev Director Redevelopment Coordinator Total Authorized FTE Positions

0.25 0.50 1.00 1.75

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2024 Adopted Budget vs. 2023 Projected Actual • The decrease in expenditures between 2023 Projected and 2024 Budget is $7,734 or 2.5%.

• Incorporating a 6% performance pay adjustment and healthcare cost into the 2024 budget

for Salary and Benefits reflects a comprehensive approach to financial planning and employee well-being.

Town of Parker 2024 Annual Budget

121

Budget Detail

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.

Budget Detail

122

Town of Parker 2024 Annual Budget

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

Expenditures by Function Parks Forestry and Open Space Parks and Forestry Facility Total Expenditures by Function Expenditures by Category Salary and Benefits Supplies Purchased Services Internal Services Utilities/Insurance Capital Outlay Other Total Expenditures by Category Sources of Funding Interfund Transfer General Fund Total Sources of Funding Authorized FTE positions Director of Parks Recreation and Open Space Deputy Director Parks, Forestry and Open Space Customer Service Specialist-Parks PFOS Manager Parks and Open Space Manager PFOS Operations Administrator Parks Supervisor-Admin Parks Supervisor-Operations Parks Supervisor Parks Crew Leader Parks Lead Technician Parks Maintenance Technician Town Forestor Forestry/Open Space Supervisor Assistant Town Forester Forestry/Open Space Maint Tech Forestry/Open Space Crew Leader Total Full-Time Positions Full-Time Equivalent of Seasonal Employees Total Authorized FTE Positions

2023 Amended Budget

2021 Actual

2022 Actual

2,783,401 $ 458,618 229,442 3,471,461 $

2,839,819 $ 642,189 309,468 3,791,476 $

2,959,113 $ 749,526 207,661 3,916,300 $

4,011,133 $ 983,524 215,763 5,210,420 $

3,753,742 $ 934,149 222,875 4,910,766 $

4,420,413 1,045,909 245,432 5,711,754

12% 23% 2% 13%

1,885,482 34,102 450,458 600,510 488,785 11,892 232 3,471,461 $

1,856,922 43,981 584,422 695,386 475,029 82,736 53,000 3,791,476 $

1,878,822 43,168 495,016 853,597 528,171 117,526 3,916,300 $

2,532,521 69,000 778,087 1,116,740 541,772 118,300 54,000 5,210,420 $

2,401,226 72,083 750,100 1,116,740 398,317 118,300 54,000 4,910,766 $

2,784,596 56,000 793,602 1,144,330 569,226 310,000 54,000 5,711,754

10% 13% 15% 17% 4% 126% 291% 13%

1,177,700 2,293,761 3,471,461 $

1,215,636 2,575,840 3,791,476 $

1,373,184 2,543,116 3,916,300 $

1,557,426 3,652,994 5,210,420 $

1,557,426 3,353,340 4,910,766 $

1,713,838 3,997,916 5,711,754

10% 15% 13%

0.4

1.0

0.8 1.0 1.0 1.0 3.0 14.0 1.0 2.0 1.0 25.2

0.8 1.0 1.0 3.0 13.0 1.0 3.0 1.0 25.2

0.8 1.0 1.0 3.0 13.0 1.0 1.0 3.0 25.2

0.8 1.0 1.0 3.0 3.0 12.0 1.0 1.0 3.0 27.2

0.2 25.4

0.8 26.0

1.6 28.8

1.0 28.2

1.6 28.8

2023 Projected

Compound Annual Growth

2020 Actual

2024 Budget

Shaded sections represent equivalent positions with title or level changes.

Town of Parker 2024 Annual Budget

123

Budget Detail

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

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2024 Adopted Budget vs. 2023 Projected Actual • The increase in expenditures between 2023 Projected and 2024 Budget is $800,988 or 16.3%. • The 2024 budget for Salary and Benefits includes funding for the performance pay adjustment of 6% and healthcare costs. This ensures comprehensive financial planning for employee compensation and well-being in the upcoming year. • The 162% increase in Capital Outlay is related to an irrigation project. • An unusual, rainy season affecting reduced water usage in 2023 highlights the impact of weather on consumption patterns with the return to original water usage in 2024 within Utilities/Insurance expenditures.

2023 ACCOMPLISHMENTS Promote a Safe and Healthy Community • Completed renovation of the pickleball courts by removing dasher boards and installing a new chain link perimeter fence.

• Installed the first mobile trail use counter on Cherry Creek Regional Trail to monitor usage along the entire trail segment.

• Updated five irrigation controllers with new cellular technology. • Renovated the exterior of the Salisbury horse arena building, added sand and crumb rubber to the arena surfacing, and replaced standard, high-water use faucets with auto-shutoff low water use faucets.

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

• Implemented a new locate system to protect underground utilities from damage. • Replaced over 100 declined trees and planted over 2,500 new plants and shrubs at parks and facilities.

• • • •

Replaced over 5,500 cu ft of damaged concrete trail throughout the Town’s trail system. Ground down 460 linear ft of concrete sidewalk and trail to reduce trip hazards. Repaired routine cracks and spalling at Railbender Skate Park. Laser graded two baseball fields (O’Brien and Salisbury Field #4) to ensure sustainable programmability and safety.

• Partnered with a vendor to pilot organic fertilizer. • Implemented an internal recycling program for Parks and Recreation. • Implemented the use of an electric mower and hand-held string trimmers and blowers to reduce the Town’s carbon footprint.

• Evaluated multiple partnerships for recycling by the Town.

Budget Detail

124

Town of Parker 2024 Annual Budget

GENERAL FUND: EXPENDITURES Department: Parks and Forestry/Open Space • Purchased and implemented the use of a robotic painter for all sports field planting resulting in more efficiency.

• Implemented a property-based maintenance process as Phase 1 of developing a Parks Property Maintenance Plan.

• Began evaluation of the Open Space Management Plan to include fire mitigation and prairie dog management practices.

Foster Community Creativity and Engagement • Provided rental and event support for 35 community events and 244 rentals. • Reinstated the Town’s ‘Branching Out Parker’ tree planting reimbursement program. • Had 100% participation in the three Parks, Forestry and Open Space property adoption programs: adopt-a-trail, adopt-an-open space, and adopt-a-flowerbed.

2024 GOALS Promote a Safe and Healthy Community • Upgrade the Parker Recreation Center’s pickleball court lighting system to LED. • Evaluate park, trail, and trailhead wayfinding signs and install or update signage as appropriate. • Add bike fix-it stations on Tallman and Sulphur Gulch trails. • Replace weathered interpretive signs at Auburn Hills. • Continue with phased approach to replacing the Town’s radio frequency-based irrigation controllers with the new cellular platform for better reliability. The new controllers also boost the Town’s sustainability and waterwise capabilities. • Implement a staff training program as part of the Parks, Forestry and Open Space staff development plan. • Rejuvenate park site lighting poles with fresh paint. • Replace standard high-water use faucets in the Salisbury concession building with autoshutoff low water use faucets. • Evaluate the feasibility of converting low use turf with high water needs to low water alternatives. • Introduce the use of growth regulators on high-use turf to reduce water and maintenance costs. • Continue to evaluate the use and implementation of alternative fuel source equipment and vehicles. • Continue to evaluate the use of alternative chemicals and fertilizers. • Replace the wooden potty shelters at Tallman Park with sustainable metal enclosures. • Replace metal port-o-potty enclosure covers with sustainable expanded metal that are currently plastic.

Town of Parker 2024 Annual Budget

125

Budget Detail

SECTION TITLE GENERAL FUND: EXPENDITURES Department: Parks and Forestry/Open Space • Evaluate the use of drones to mitigate noxious weeds more accurately and efficiently in Townowned open space.

Foster Community Creativity and Engagement • Develop an Adopt-a Park program. • Continue the ‘Branching Out Parker’ tree planting reimbursement program. • Continue to grow the relationships between volunteers and groups willing to provide and assist with the Town’s sustainability. • Add graffiti coating to existing murals to protect the assets from vandalism. • Incorporate the celebration of Earth Day into the Arbor Day celebration.

Budget Detail

126

Town of Parker 2024 Annual Budget

POLICE

SECTION TITLE

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

Town of Parker 2024 Annual Budget

127

Budget Detail

GENERAL FUND: EXPENDITURES Department: Police

2020 Actual

2021 Actual

2023 Amended Budget

2022 Actual

2023 Projected

Compound Annual Growth

2024 Budget

Expenditures by Function Police Administration Investigations Patrol Records Police Communications Law Enforcement Assistance Property and Evidence Emergency Management Community Services Police Station Total Expenditures by Function

3,553,508 $ 3,846,002 $ 3,706,389 $ 5,219,724 $ 5,117,868 $ 5,497,914 1,566,231 1,686,176 1,624,019 2,094,571 1,856,951 2,114,967 6,744,293 7,096,299 8,139,786 10,016,654 9,706,501 11,503,333 831,027 656,631 1,033,862 734,434 662,657 931,900 1,570,692 1,698,478 1,783,720 2,218,861 2,130,225 2,612,751 134,198 187,965 177,492 206,026 408,733 490,406 460,179 627,735 531,206 689,019 1,163 3,039 4,092 6,500 6,500 17,275 210,153 269,739 255,887 327,689 281,203 330,370 460,341 633,792 515,000 746,879 733,063 699,930 $ 15,346,141 $ 16,380,562 $ 17,657,132 $ 22,181,012 $ 21,203,666 $ 24,603,485

12% 8% 14% 3% 14% n/a 14% 96% 12% 11% 13%

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

11,707,121 12,342,018 13,471,412 16,316,847 15,355,891 17,924,312 311,525 435,746 509,706 500,896 503,375 785,080 384,696 506,803 566,478 689,824 721,499 757,288 2,640,868 2,546,866 2,665,240 3,523,985 3,523,985 3,462,386 276,915 297,419 364,885 354,556 346,579 374,520 227,131 52,998 765,904 724,641 1,270,899 25,016 24,579 26,413 29,000 27,696 29,000 $ 15,346,141 $ 16,380,562 $ 17,657,132 $ 22,181,012 $ 21,203,666 $ 24,603,485

11% 26% 18% 7% 8% n/a 4% 13%

Sources of Funding Charges for Services Fines and Forfeitures Grants Contributions Intergovernmental General Fund Total Sources of Funding

33,214 41,564 99,657 40,203 92,600 38,100 29,643 30,600 35,000 25,000 2,793,620 116,294 62,235 157,370 170,203 14,500 1,000 150 1,000 1,144,500 1,378,949 1,372,056 1,088,960 1,338,951 1,470,343 11,373,807 14,843,605 16,092,541 20,863,879 19,566,912 23,055,542 $ 15,346,141 $ 16,380,562 $ 17,657,132 $ 22,181,012 $ 21,203,666 $ 24,603,485

3% n/a -73% n/a 6% 19% 13%

Authorized FTE positions Police Chief Deputy Chief of Police Police Commander Sergeant Investigations Sergeant Patrol Sergeant Professional Standards Sergeant Accreditation Manager Administrative Manager-PD Administrative Assistant Administrative Asst-Patrol & Invest Administrative Asst-CSI Background Investigator Communications Manager

Budget Detail

1.0 1.0 6.0 10.0 1.0 1.0 3.0 1.0 1.0

1.0 1.0 5.0 2.0 9.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0

128

1.0 1.0 5.0 2.0 9.0 1.0 1.0 1.0 1.0 1.0 1.0

Town of Parker 2024 Annual Budget

GENERAL FUND: EXPENDITURES Department: Police

2020 Actual Communications Technician/Lead Lead Communications Technician Communications Technician Community Outreach Coordinator Community Services Manager Community Services Officer Crime Analyst Statistics and Compliance Specialist Crime Scene Investigator Manager Crime Scene Investigator Property and Evidence Technician Operations Service Technician Police Officer/Detective Police Detective Police Officer Public Relations PIO Training & Accreditation Coord Records Manager Media Duplication Technician Records Technician Report Technician Victim Services Coordinator Victim Advocate (VOCA Grant) Subtotal Overhire Police Officer Total Authorized FTE Positions

18.5 1.0 1.0 3.0 1.0 1.0 1.0 2.0 0.8 57.0 1.0 1.0 1.0 3.0 3.6 120.9 2.0 122.9

2021 Actual

2022 Actual

2.0 16.5 1.0 1.0 2.0 1.0 1.0 3.0 0.8 9.0 47.0 1.0 1.0 1.0 1.0 3.0 3.6 119.9 2.0 121.9

2.0 16.5 1.0 1.0 2.0 1.0 1.0 3.0 0.8 9.0 47.0 1.0 1.0 1.0 1.0 3.0 3.6 1.0 0.5 121.4 2.0 123.4

2023 Amended Budget

2023 Projected

2.0 16.5 1.0 1.0 2.0 1.0 1.0 1.0 3.0 1.0 0.8 9.0 51.0 1.0 1.0 2.0 3.0 3.0 1.0 0.5 125.8 2.0 127.8

2024 Budget 2.0 18.5 1.0 1.0 2.0 1.0 1.0 1.0 3.5 1.0 0.8 9.0 57.0 1.0 1.0 2.0 3.0 3.0 1.0 0.5 134.3 6.0 140.3

- 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 2024 Adopted Budget vs. 2023 Projected Actual • The increase in expenditures between 2023 Projected and 2024 Budget is $3,399,819 or 16%. • Overall, the largest department-wide dollar increase in 2024 is due to the funding for the performance pay adjustment of 6%, sworn officer step increases of 6% and healthcare cost. • The addition of ten Police Officers, two Communication Technicians, and a part-time Crime Scene investigator indicates a strategic increase in staffing to enhance various aspects of law enforcement and crime management within the community. • The increase in operational costs for Supplies, Purchased Services, and Utilities is attributed to expenses related to police equipment and services, and the impact of inflation on overall operational needs. This reflects the influence of specific resource requirements and broader economic trends on expenditure.

Town of Parker 2024 Annual Budget

129

Budget Detail

GENERAL FUND: EXPENDITURES Department: Police • The substantial 56% increase in Supplies is due to the purchase of new equipment within the Investigations Division and increased technology investments.

2023 ACCOMPLISHMENTS Support an Active Community • Provided a safe environment for all large community events, including the Parker Days Festival. • Continually review community development permits for Crime Prevention Through Environmental Design (CPTED) considerations.

Foster Community Creativity and Engagement • Hosted the Department’s first-ever Crime in Parker Town Hall in October, with nearly 100 community members attending. • Successfully hosted various community events, such as National Night Out, Coffee with a Cop, two Citizen Police Academies, a Teen Academy, Faith Based Programming, Parker Senior Resource Fair, and a Special Needs Academy in collaboration with the Town’s Therapeutic Recreation Program. • Launched a new Instagram page with Therapy Dog Teddy.

Enhance Economic Vitality • Increased involvement with Douglas County’s Homeless Education Assistance & Resource

Team (HEART) to respond to community calls regarding homelessness and provide support to individuals experiencing homelessness.

Promote a Safe and Healthy Community • Through additional staffing approvals, Parker PD expanded the Crisis Response Team and the School Resource Officer program and filled two Detective vacancies.

• Increased traffic enforcement, doubling the number of traffic tickets through collaboration with community members via the PD online interactive traffic complaint map.

• Increased family and peer wellness programs for PD staff and the addition of a department therapy dog.

• Addressed a Fentanyl Town Hall in November. • Obtained a TruNarc system to identify illicit drugs while minimizing exposure potential safely. Innovate with Collaborative Governance • Achieved the department’s fourth CALEA Award for Advanced Reaccreditation for Law Enforcement and the third award for Public Safety Communications.

• Collaborative messaging with the police departments in Lone Tree and Castle Rock and

the Douglas County Sheriff’s Office, focusing on SCAM (Stop, Call, Ask, Make an informed decision).

Budget Detail

130

Town of Parker 2024 Annual Budget

GENERAL FUND: EXPENDITURES Department: Police

2024 GOALS Support an Active Community • The department plans to re-launch the Community Resource Officer position and remain dedicated to Crime Prevention Through Environmental Design (CPTED), Crime Free Multihousing, and Training Coordination for department staff. • Continue to dedicate public safety resources to combat quality-of-life crimes in Parker. Collaboration with nearby law enforcement agencies through crime prevention and enforcement activities will keep Parker a great place to live, work, and play.

Foster Community Creativity and Engagement • Continue to host Community Town Hall events discussing contemporary public safety issues while connecting community members with key Police Department staff.

• Enhance citizen engagement through programs, social media, and volunteerism: Two-way engagement between law enforcement and the community is essential to public safety messaging, trust, and crime prevention.

Enhance Economic Vitality • Enhance partnerships in the community with the Chamber of Commerce, Rotary clubs, Downtown Business Alliance, apartment managers, etc.

Promote a Safe and Healthy Community • Procure and install Flock Camera systems throughout the Town and expand the License Plate Reader systems on patrol vehicles to combat crimes associated with stolen vehicles.

• Train and launch two new K9 patrol units to combat drug crimes and assist with criminal apprehension.

Innovate with Collaborative Governance • Maintain National and State Accredited Agency status by the Commission on Accreditation for Law Enforcement Agencies (CALEA) and the Colorado Association of Chiefs of Police (CACP).

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

Develop a Visionary Community Through Balanced Growth • The Staffing Analysis/Patrol Workload Assessment for the Parker Police Department identified the need to increase commissioned Police Officers. The goal in 2024 will be to recruit 10 additional police officer positions to expand patrol shifts, traffic enforcement, and special assignments.

• Improve the evidence warehouse to enhance safe storage and increase the volume of evidence and safekeeping items.

Town of Parker 2024 Annual Budget

131

Budget Detail

GENERAL FUND: EXPENDITURES Department: Police

PERFORMANCE MEASURES BY STRATEGIC GOAL 2020 2021 2022 2023 Foster Community Creativity and Engagement 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. 33,002 34,538 Measure: 41 ,088 51 ,523 * Enhance Economic Vitality 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. 17 † 29 Measure: 52 54 * Promote a Safe and Healthy Community 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. 857 † 1 ,01 8 Measure: 1 ,055 765 * 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. 2,556 ‡ 3,780 3,004 * 2,062 * Measure:

* Partial year data from January 1 through September 28, 2023 † Reduction attributed to COVID-1 9 pandemic. ‡ Updated previously published data with most currently available data.

Budget Detail

132

Town of Parker 2024 Annual Budget

PUBLIC WORKS

SECTION TITLE

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

Town of Parker 2024 Annual Budget

133

Budget Detail

SECTION TITLE GENERAL FUND: EXPENDITURES Department: Public Works

2020 Actual

2021 Actual

2022 Actual

2023 Amended Budget

2023 Projected

2024 Budget

Compound Annual Growth

Expenditures by Function Streets Engineering Traffic Services Public Works Facility General Government Buildings Total Expenditures by Function

8,536,653 $ 9,273,590 $ 10,179,996 $ 13,047,427 $ 12,947,091 $ 14,226,728 1,453,655 1,634,009 1,785,296 2,351,093 2,243,148 2,497,480 1,859,244 1,753,413 2,037,311 3,630,038 3,531,372 4,549,418 187,493 206,595 220,215 234,509 238,993 339,699 592,336 499,402 801,672 906,245 1,042,118 638,235 $ 12,629,381 $ 13,367,009 $ 15,024,490 $ 20,169,312 $ 20,002,722 $ 22,251,560

14% 14% 25% 16% 2% 15%

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

3,212,843 3,449,840 3,698,531 4,698,596 4,424,039 5,437,815 418,497 532,383 550,317 595,740 587,867 739,983 6,535,562 6,887,900 7,823,249 10,594,030 10,579,760 10,559,808 1,708,679 1,727,232 1,993,487 2,179,783 2,175,357 2,520,804 398,245 415,319 465,725 509,170 516,458 556,150 355,555 354,335 493,181 1,591,993 1,719,241 2,437,000 $ 12,629,381 $ 13,367,009 $ 15,024,490 $ 20,169,312 $ 20,002,722 $ 22,251,560

14% 15% 13% 10% 9% 62% 15%

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

116,804 116,952 159,931 128,750 225,000 235,000 3,046,486 3,368,485 3,631,919 3,631,000 3,705,000 3,985,500 457,348 302,189 218,455 191,849 305,863 312,856 9,008,743 9,579,383 11,014,185 16,217,713 15,766,859 17,718,204 $ 12,629,381 $ 13,367,009 $ 15,024,490 $ 20,169,312 $ 20,002,722 $ 22,251,560

19% 7% -9% 18% 15%

Authorized FTE positions Engineering & Public Works Director Deputy Director of Engineering Deputy Director of Operations Operations Manager Office Manager-Engineering Operations Coordinator-Eng and PW Administrative Assistant Project Manager Associate Project Manager Engineering Services Manager Sr. Development Review Engineer Development Review Engineer Engineering Field Services Manager Engineering Inspection Supervisor Engineering Inspector Streets Manager Streets Associate Project Manager Streets Supervisor Streets Lead Tech Streets Maintenance Technician Traffic Operations Superintendent Traffic Engineer Assistant Traffic Engineer Traffic Division Manager

Budget Detail

0.6 1.0 0.4 1.0 2.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 2.0 2.0 12.0 1.0 -

0.6 1.0 0.4 0.4 1.0 2.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 2.0 2.0 13.0 1.0 1.0 -

0.6 1.0 0.4 0.4 1.0 1.0 2.0 1.0 1.0 1.0 1.0 2.0 1.0 2.0 2.0 15.0 1.0 1.0

134

0.6 1.0 0.4 0.4 1.0 1.0 3.0 1.0 1.0 1.0 1.0 2.0 1.0 2.0 2.0 15.0 1.0 1.0

0.6 1.0 0.4 0.4 1.0 1.0 3.0 1.0 1.0 1.0 1.0 2.0 1.0 2.0 3.0 16.0 1.0 1.0

Town of Parker 2024 Annual Budget

GENERAL FUND: EXPENDITURES SECTION TITLE Department: Public Works

Traffic Technician Traffic Signal Technician Utility Locator Total Full-Time Positions

1.0 5.0 35.0

2.0 2.0 1.0 36.4

2.0 3.0 1.0 40.4

2023 Amended Budget 2.0 3.0 1.0 41.4

Full-Time Equivalent of Seasonal Employees Total Authorized FTE Positions

0.2 35.2

0.5 36.9

0.3 40.7

0.8 42.2

2020 Actual

2021 Actual

2022 Actual

2023 Projected 2.0 3.0 1.0 41.4 0.2 41.6

2024 Budget 3.0 4.0 1.0 45.4 0.8 46.2

Shaded sections represent equivalent positions with title or level changes.

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2024 Adopted Budget vs. 2023 Projected Actual Overall Budget Variances • The increase in expenditures between 2023 Projected and 2024 Budget is $2,248,838 or 11.2%. • The 2024 budget for Salary and Benefits includes funding for the performance pay adjustment of 6%, healthcare cost and addition of four new employees. • The 42% increase in Capital Outlay in Public Works, covering maintenance and upkeep of facilities, streets, and bridges, underscores a commitment to preserving and enhancing essential infrastructure within the community.

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.

• The inclusion of two additional employees - a Streets Lead Technician and a Streets

Maintenance Technician - reflects a proactive response to the anticipated higher workload resulting from the planned infrastructure projects.

• Internal Services expense reflects increased vehicle replacement costs and technology requirements.

Engineering Function • Increases in Purchased Services include additional construction inspection and architecture services to support the robust capital plan. • The 11% increase in the Engineering Division is tied to increased expenditures on travel and training, coupled with an anticipated rise in rates for consultants.

Traffic Services Function • The 40% increase in Salary and Benefit consists of a 6% performance pay adjustment,

healthcare cost and the addition of two employees - a Traffic Maintenance Technician and Traffic Signal Maintenance Technician along with full staffing of positions.

Town of Parker 2024 Annual Budget

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Budget Detail

SECTION TITLE GENERAL FUND: EXPENDITURES Department: Public Works

VIDEO LINKS: MEET THE FLEET

Public Works Facility Function • Ther 42% increase in the Public Works Facility Function Division expenditures is explained by one-time purchases, replacement of two computer room A/C units, and the building automation system.

General Government Buildings Function • A 39% decrease in the 2024 budget is a result of a reduced need for infrastructure and projects.

2023 ACCOMPLISHMENTS Streets Enhance Economic Vitality/Promote a Safe and Health • Completed 108,421 square yards of resurfacing on portions of Canterbury Parkway, Chambers Road and Twenty-Mile Road. • Completed 695,318 square yards of pavement preservation on multiple residential, collector and arterial roadways and parking lots.

Budget Detail

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Town of Parker 2024 Annual Budget

GENERAL FUND: EXPENDITURES SECTION TITLE Department: Public Works • Swept 12,700 miles of Town streets and collected/disposed of 1,418 tons of debris from Town roadways. • Deployed staff and equipment in response to 15 winter storms, plowing 26,441 miles. • Processed 365 customer service requests. • Filled 1,518 potholes.

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

Engineering Develop a Visionary Community Through Balanced Growth • Conducted construction inspections and warranty inspections of significant public infrastructure within the Trails at Crowfoot, Tanterra, and Looking Glass developments. These projects have constructed or will construct new segments of major regional roadways such as Chambers Road, Stroh Road, and Bayou Gulch Road. • Continued review of the next segments of the Tanterra and Looking Glass developments. Together these projects will extend Chambers Road from Hess Road to Crowfoot Valley Road, and will extend Stroh Road west to connect to this new segment of Chambers Road. • 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 • Installed two rectangular rapid flash beacon (RRFB) pedestrian crossing locations on Heirloom Parkway and on J. Morgan Blvd.

Enhance Economic Vitality • Completed new traffic counts town-wide and published information for business and community use.

Promote a Safe and Healthy Community • Completed over 13,000 underground utility locate tickets for contractors and homeowners. • Selected new Accident Analysis Software for risk assessment and reduction.

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Budget Detail

SECTION TITLE GENERAL FUND: EXPENDITURES Department: Public Works • Completed construction of traffic signals at the Chambers Rd / Red Sky Dr, and Jordan Road / Parkerhouse Road, and Crowfoot Road / Chambers Road intersections. • Completed upgrades of obsolete detection equipment at six intersections for safe and reliable operation. • Evaluated and installed approximately 20 new residential chase drains to address nuisance drainage conditions.

2024 GOALS Streets Promote a Safe and Healthy Community • Clean/sweep 13,000 miles of streets.

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 Support an Active Community • Install new rectangular rapid flash beacon (RRFB) pedestrian crossing locations for all street crossings of Sulphur Gulch regional trail.

Promote a Safe and Healthy Community • Complete the construction of new traffic signals at Dransfeldt/Parkglenn Way, Jordan Road/ Cedar Gulch Parkway, and Parker Road/Parkglenn Way. • Complete traffic signal upgrades to Flashing Yellow Arrow at 4 intersections.

Develop a Visionary Community Through Balanced Growth • Deploy new Traffic Responsive operation on east Mainstreet, North Chambers corridors.

continued... Budget Detail

138

Town of Parker 2024 Annual Budget

GENERAL FUND: EXPENDITURES SECTION TITLE Department: Public Works

PERFORMANCE MEASURES BY STRATEGIC GOAL Engineering

2020 2021 2022 2023 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. 300 200 Measure: 200 300 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. 1 30 1 00 110 90 Measure:

Streets

2020 2021 2022 2023 Promote a Safe and Healthy Community 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. 57,782 90,000 Measure: 63,000 75,990 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. 1 ,301 685 623 1 ,51 8 Measure: 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. 1 ,799 1 ,1 00 1 ,284 1 ,458 Measure: 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. 234 225 1 46 365 Measure:

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Budget Detail

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

Budget Detail

140

Town of Parker 2024 Annual Budget

GENERAL FUND: EXPENDITURES SECTION TITLE Department: Town Attorney

2020 Actual Expenditures by Function Town Attorney Total Expenditures by Function Expenditures by Category Salary and Benefits Supplies Purchased Services Internal Services Capital Outlay Total Expenditures by Category Sources of Funding Charges for Services General Fund Total Sources of Funding Authorized FTE positions Town Attorney Deputy Town Attorney Assistant Town Attorney Assist Town Attorney-Special Projects Legal Administrator Legal Assistant Total Authorized FTE Positions

2021 Actual

2022 Actual

2023 Amended Budget

2023 Projected

Compound Annual Growth

2024 Budget

$ $

937,163 $ 937,163 $

1,016,962 $ 1,016,962 $

1,180,936 $ 1,180,936 $

1,413,134 $ 1,413,134 $

1,271,316 $ 1,271,316 $

1,557,153 1,557,153

14% 14%

804,603 9,507 67,616 55,437 937,163 $

878,885 9,043 70,513 58,521 1,016,962 $

1,060,317 18,720 56,754 45,145 1,180,936 $

1,225,201 13,790 124,511 49,632 1,413,134 $

1,085,482 13,790 122,412 49,632 1,271,316 $

1,325,341 14,790 135,615 56,407 25,000 1,557,153

13% 12% 19% 0% n/a 14%

20,000 917,163 937,163 $

8,000 1,008,962 1,016,962 $

1,180,936 1,180,936 $

3,000 1,410,134 1,413,134 $

4,000 1,267,316 1,271,316 $

3,000 1,554,153 1,557,153

-38% 14% 14%

1.0 1.0 1.0 1.0 1.0 5.0

1.0 1.0 2.0 0.8 1.0 1.0 6.8

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2024 Adopted Budget vs. 2023 Projected Actual • The increase in expenditures between 2023 Projected and 2024 Budget is $285,837 or 23%. • The 2024 budget for Salary and Benefits includes funding for the performance pay adjustment of 6% and healthcare costs. The presence of one current vacancy indicates the impact of staffing changes on budget dynamics during 2023 to 2024. • The allocation to Capital Outlay in 2024 for the purchase of a Document Management System signifies an investment in software to centralize and organize all legal documents efficiently. This reflects a strategic move to streamline document management processes within the organization.

Town of Parker 2024 Annual Budget

141

Budget Detail

SECTION TITLE GENERAL FUND: EXPENDITURES Department: Town Attorney

2023 ACCOMPLISHMENTS Innovate with Collaborative Governance • Recruited and hired an additional Assistant Town Attorney to act as police legal advisor and assist with a broad range of municipal legal matters that are handled by the Town Attorney’s Office. • Acted as legal advisor concerning development matters, including negotiations regarding a significant property annexation, the My Mainstreet downtown redevelopment project and the formation of the Town of Parker My Mainstreet General Improvement District. • Implemented use of electronic signatures. • Assisted in updating the Town Personnel Manual, Operations Manual, Police Department Policy and Procedure Manual, Police Department Standard Operating Procedure Manuals, and online terms, conditions, and waivers for the Parks and Recreation Department. • Served as legal advisor for the 2023 special election. • Assisted with contracts for numerous projects including the updated Rueter Hess Reservoir Recreation Authority, major software purchases, and updates to contract templates.

2024 GOALS Innovate with Collaborative Governance • Update Municipal Code to ensure compliance with various legislative changes, as well as potential updates related to Charter amendments.

• Provide increased training opportunities for various Town Departments related to liability issues, contracts, records issues, and other topics.

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

Budget Detail

142

Town of Parker 2024 Annual Budget

TOWN CLERK

SECTION TITLE

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

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Budget Detail

SECTION TITLE GENERAL FUND: EXPENDITURES Department: Town Clerk 2020 Actual Expenditures by Function Town Clerk Elections Customer Service Total Expenditures by Function Expenditures by Category Salary and Benefits Supplies Purchased Services Internal Services Total Expenditures by Category Sources of Funding Licenses and Permits Charges for Services General Fund Total Sources of Funding

2021 Actual

2023 Amended Budget

2022 Actual

2023 Projected

Compound Annual Growth

2024 Budget

335,432 $ 41,444 131,213 508,089 $

326,497 $ 68,818 127,354 522,669 $

358,435 $ 40,368 74,740 473,543 $

468,315 $ 45,000 132,080 645,395 $

438,203 $ 45,000 86,752 569,955 $

458,375 50,000 68,545 576,920

8% 5% -15% 3%

369,041 927 81,615 56,506 508,089 $

343,591 444 108,363 70,271 522,669 $

294,691 1,150 80,591 97,111 473,543 $

465,078 1,550 125,907 52,860 645,395 $

389,988 1,750 125,357 52,860 569,955 $

407,706 1,550 112,498 55,166 576,920

3% 14% 8% -1% 3%

27,143 240 480,706 508,089 $

37,698 732 484,239 522,669 $

42,609 90 430,844 473,543 $

40,240 240 604,915 645,395 $

38,700 300 530,955 569,955 $

40,000 300 536,620 576,920

10% 6% 3% 3%

1.0 1.0 0.8 2.0 4.8

1.0 1.0 1.0 1.0 1.0 5.0

1.0 1.0 1.0 1.0 4.0

Authorized FTE positions Town Clerk Deputy Town Clerk Town Clerk Admin Administrative Assistant 2 Customer Service Specialist Total Authorized FTE Positions

1.0 1.0 1.0 1.0 4.0

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2024 Adopted Budget vs. 2023 Projected Actual • The increase in expenditures between 2023 Projected and 2024 Budget is $6,965 or 1.2%. • The 2024 budget for Salary and Benefits includes funding for the performance pay adjustment of 6% and healthcare cost.

2023 ACCOMPLISHMENTS Innovate with Collaborative Governance • Implemented changes from the 2022 Election as they related to liquor licensing. • Implemented a process for the newly created Retail Establishment Permit to support small businesses.

• Provided support to Communications during implementation of the new community event software and provided input into the new process.

• Organized and implemented the Town’s Record Management Committee. • Provided input and feedback for the use of e-signatures on various Town documents to help

Budget Detail

144

Town of Parker 2024 Annual Budget

GENERAL FUND: EXPENDITURES SECTION TITLE Department: Town Clerk move the organization forward to using less paper as an organization.

• Conducted the Town of Parker My Mainstreet General Improvement District election under C.R.S. Title 31 Municipal Election Code.

• Coordinated the 2023 Special Election regarding four changes to the Town’s Charter with Douglas County Elections.

2024 GOALS Innovate with Collaborative Governance • Compliance with state-mandated accessibility standards as they relate to digital assets. • Continue to develop the Records Management Committee to move the organization forward to using less paper. • Draft and adopt a Records Management Policy for the Town. • Coordinate the 2024 Town Council candidate election with Douglas County.

PERFORMANCE MEASURES BY STRATEGIC GOAL 2020 2021 2022 2023 Innovate with Collaborative Governance OUTPUT MEASURE: Total number of liquor licenses processed * This is an indicator of how well the Clerk's office is assisting the public/businesses. 1 23 1 30 1 30 1 35 Target: 1 25 1 25 1 30 1 31 Measure:

2024

1 35 --

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. 95% 95% 95% Target: ---Measure: † † †

95% 1 00%

95% --

* This measure includes new and renewal licenses and is not controlled by the department. † The survey was first implemented for 2023.

Town of Parker 2024 Annual Budget

145

Budget Detail

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.

Budget Detail

146

Town of Parker 2024 Annual Budget

GENERAL FUND: EXPENDITURES SECTION TITLE Department: Town Manager 2020 Actual Expenditures by Function Town Manager Economic Development Total Expenditures by Function

2022 Actual

2023 Amended Budget

2023 Projected

2024 Budget

Compound Annual Growth

534,403 $ 399,392 933,795 $

773,524 $ 101,451 874,975 $

733,607 $ 83,688 817,295 $

971,458 $ 215,877 1,187,335 $

765,076 $ 256,252 1,021,328 $

989,682 234,818 1,224,500

17% -12% 7%

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

704,499 3,140 140,524 519 35,113 50,000 933,795 $

725,371 12,167 43,356 39,081 55,000 874,975 $

644,873 4,257 63,892 78,909 20,364 5,000 817,295 $

874,170 5,140 213,347 36,678 48,000 10,000 1,187,335 $

726,405 3,500 206,745 36,678 48,000 1,021,328 $

1,032,278 5,124 120,217 56,881 10,000 1,224,500

10% 13% -4% n/a 13% n/a -33% 7%

Sources of Funding General Fund Total Sources of Funding

933,795 933,795 $

874,975 874,975 $

817,295 817,295 $

1,187,335 1,187,335 $

1,021,328 1,021,328 $

1,224,500 1,224,500

7% 7%

0.75 1.00 1.00 1.00

0.75 1.00 1.00 1.00 -

0.75 2.00 1.00 -

3.75

0.50 4.25

Authorized FTE positions Town Manager Deputy Town Manager Assistant Town Manager Executive Assistant Assistant to the Town Manager Economic Development: PAR & Economic Dev Director Total Authorized FTE Positions

2021 Actual

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2024 Adopted Budget vs. 2023 Projected Actual • The increase in expenditures between 2023 Projected and 2024 Budget is $203,172 or 19.9%. • The 2024 budget for Salary and Benefits includes funding for the performance pay adjustment of 6% and healthcare cost. • The rise in 2024 Salaries, Supplies, and Internal Services expenditures can be attributed to the fulfillment of two previously vacant positions. • There were no capital purchases budgeted for 2024.

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Budget Detail

SECTION TITLE GENERAL FUND: EXPENDITURES Department: Town Manager

2023 ACCOMPLISHMENTS Town Manager Innovate with Collaborative Governance • Proposed a legislative advocacy framework and policy agenda to Town Council. The effort comes at the request of the Council and is intended to create better representation of the Town’s interests at the State Capitol. The Council is anticipated to finalize the structure in January 2024.

• Launched an employee-led diversity, equity, and inclusion (DEI) committee. The committee is

focused on strengthening the Town’s ability to meet the needs of all residents and employees by building employee awareness of different cultures, backgrounds, and experiences. The committee hosted several events in 2023.

• The Town introduced new initiatives to ensure a great community partnership with Parker’s homeowners associations, including reintroduction of biannual HOA summits. In addition to the Summits, a new section was created on the Town’s website featuring informational and educational resources relevant to both HOA representatives and residents alike.

Enhance Economic Vitality • Worked alongside the Confluence Companies to bring a site plan submittal to the Town for the development of the East Main mixed-use project on E. Mainstreet. The project features residences, restaurant and retail spaces and underground parking.

Develop a Visionary Community Through Balanced Growth • Led architectural design conversation on the Town Hall expansion project. The project is anticipated to break ground in summer 2024.

Foster Community Creativity and Engagement • The Parker Youth Commission created two award programs to encourage involvement of the Town’s youth in local government. The Spirit of Parker awards scholarships to high school students while the Pride of Parker awards gift cards to middle school students.

• Assisted The Parker Youth commission and Parker-area high school students in creating a

large mural along the East-West Trail under Chambers Road. The mural featured a total of 33 student artists and has a mythical creatures theme.

Economic Development Enhance Economic Vitality • Completed the 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.

• Relaunched the Economic Development website www.ParkerED.org with information and resources for new and existing Parker businesses.

• Created the Business Spotlight Series which is a professionally produced video series that

highlights Parker businesses. The videos are then added to the Economic Development social media channels, website and featured in the biannual Parker Business Bulletin.

Budget Detail

148

Town of Parker 2024 Annual Budget

GENERAL FUND: EXPENDITURES Department: Town Manager

2024 GOALS Town Manager Innovate with Collaborative Governance • Finalize the performance measures framework and fully operationalize the Town’s strategic plan.

• Continue work with employee-led diversity, equity and inclusion (DEI) committee and focus on strengthening the Town’s ability to meet the needs of all residents and employees by building employee awareness of different cultures, backgrounds, and experiences. The committee will host several employee events and trainings in 2024.

Foster Community Creativity and Engagement • Update and streamline employee handbook to improve accessibility and compliance with Town policies.

• Review and update the Town’s boards and commissions policies and processes for consistency among different groups.

• Develop annual business plan for communications and events that further enhance engagement with the community and contribute to the quality of life in Parker.

Economic Development Enhance Economic Vitality • Create a Business Development Liaison function within the Economic Development

Department to serve as the primary point of contact for prospective businesses and commercial developments seeking process/financial incentives; help develop incentive packages; serve as liaison to Community Development and Public Works & Engineering; assist as small business relationship manager; assist businesses in finding available commercial space; and assist with other special projects as needed.

• Expand the Economic Development marketing efforts for business recruitment that highlights Parker’s workforce advantages and quality of life.

• Revamp the menu of tools and incentives for the Town of Parker that align with the changes in the community for aging buildings and target specific primary employment sectors.

Town of Parker 2024 Annual Budget

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Budget Detail

150

Town of Parker 2024 Annual Budget

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

Town of Parker 2023 Annual Budget

151

Budget Detail

SECTIONREVENUE SPECIAL TITLE FUNDS: SUMMARY 2020 Actual

2021 Actual

2022 Actual

2023 Amended Budget

2023 Projected

2024 Budget

Compound Annual Growth

Beginning Fund Balances

$ 17,466,666 $ 19,092,421 $ 22,891,392 $ 27,854,871 $ 27,854,871 $ 24,378,264

Revenues Taxes Intergovernmental Charges for Services Fines and Forfeitures Contributions Miscellaneous Transfers In Total Revenues

8,814,943 10,447,330 11,596,340 11,930,530 11,956,939 12,546,516 2,599,415 1,100,042 1,813,515 1,317,191 1,529,000 1,397,000 4,211,845 7,001,282 9,746,236 10,374,895 10,730,144 11,133,703 45,984 23,691 383,286 1,214,817 404,653 225,500 200,889 215,500 252,497 69,441 215,889 181,900 1,168,009 912,500 4,528,236 5,248,152 8,673,783 5,609,000 5,609,000 7,694,800 $ 20,836,206 $ 25,104,755 $ 32,450,416 $ 29,639,016 $ 31,193,981 $ 33,900,019

9% -14% 28% n/a -13% 38% 14% 13%

Expenditures Salary and Benefits Supplies Purchased Services Internal Services Utilities/Insurance Capital Outlay Transfers Out Total Expenditures

$ 19,210,451 $ 21,305,786 $ 27,486,937 $ 35,688,515 $ 34,670,588 $ 29,982,974

11% 8% 30% 23% 7% -1% 11% 12%

Ending Fund Balances

$ 19,092,421 $ 22,891,392 $ 27,854,871 $ 21,805,372 $ 24,378,264 $ 28,295,309

10%

494,343 $ 601,628 $ 658,263 $ 618,600 $ 705,000 $ 729,500 11,261,974 12,102,424 14,520,642 12,722,980 13,462,008 14,091,376 77,363 68,254 3,675,142 4,406,164 7,315,728 5,961,545 6,709,798 7,861,083 5,327,384 7,926,285 9,955,783 10,335,891 10,317,175 11,218,060 $ 20,836,206 $ 25,104,755 $ 32,450,416 $ 29,639,016 $ 31,193,981 $ 33,900,019

10% 6% n/a 21% 20% 13%

13% 2% n/a 28% 15% 12%

Revenues by Fund Conservation Trust Parks and Recreation Law Enforcement Assistance Cultural Recreation Total Revenues Expenditures by Fund Conservation Trust Parks and Recreation Law Enforcement Assistance Cultural Recreation Total Expenditures

Budget Detail

5,647,903 654,534 1,923,917 983,556 688,186 3,932,291 5,380,064

525,000 $ 9,274,091 89,091 3,092,735 6,229,534

6,317,768 838,273 2,848,932 1,090,318 793,870 3,207,925 6,208,700

7,059,418 2,447,490 4,697,001 1,201,990 909,655 3,759,914 7,411,469

8,056,781 835,050 4,770,240 1,992,890 892,105 15,379,975 3,761,474

7,791,156 819,731 5,259,809 1,915,758 852,853 14,269,807 3,761,474

8,494,361 895,069 5,540,478 2,233,709 917,075 3,756,000 8,146,282

575,000 $ 600,000 $ 620,000 $ 620,000 $ 844,800 8,920,428 11,917,279 17,425,624 16,288,127 9,980,553 127,680 62,406 4,344,647 5,901,121 6,634,863 6,954,432 8,177,992 7,338,031 9,006,131 11,008,028 10,808,029 10,979,629

$ 19,210,451 $ 21,305,786 $ 27,486,937 $ 35,688,515 $ 34,670,588 $ 29,982,974

152

Town of Parker 2024 Annual Budget

SPECIAL REVENUE FUNDS: SECTION SUMMARY TITLE SOURCES OF REVENUE: SPECIAL REVENUE FUNDS Transfers In 22.7% Miscellaneous 2.7% Contributions 0.6%

Charges for Services 32.8% Taxes 37.1%

Intergovernmental 4.1%

EXPENDITURES BY TYPE: SPECIAL REVENUE FUNDS

Salary and Benefits 28.3%

Transfers Out 27.2%

Supplies 3.0%

Purchased Services 18.5%

Capital Outlay 12.5%

Utilities/Insurance 3.1%

Town of Parker 2024 Annual Budget

Internal Services 7.4%

153

Budget Detail

SECTION TITLE

CONSERVATION TRUST FUND ABOUT CONSERVATION TRUST

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

Budget Detail

154

Town of Parker 2024 Annual Budget

SPECIAL REVENUE SECTIONFUNDS TITLE FUND: Conservation Trust Fund

2020 Actual Revenues State Conservation Trust Fund Interest Total Revenues Expenditures Transfers Out Total Expenditures Beginning Fund Balance Revenue Over (Under) Exp Ending Fund Balance

2021 Actual

2022 Actual

2023 Amended Budget

2023 Projected

2024 Budget

Compound Annual Growth

494,271 $ 72 494,343 $

601,572 $ 56 601,628 $

656,587 $ 1,676 658,263 $

618,000 $ 600 618,600 $

700,000 $ 5,000 705,000 $

725,000 4,500 729,500

10% 181% 10%

525,000 525,000 $

575,000 575,000 $

600,000 600,000 $

620,000 620,000 $

844,800 844,800

13% 13%

354,148 (30,657) 323,491 $

323,491 26,628 350,119 $

350,119 58,263 408,382 $

408,382 (1,400) 406,982 $

408,382 85,000 493,382 $

493,382 (115,300) 378,082

9% n/a 4%

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2024 Adopted Budget vs. 2023 Projected Actual • The increase in expenditures between 2023 Projected and 2024 Budget is $224,800 or 36.3%.

• To sustain the capital projects in the Parks and Recreation Fund, the transfer was increased to $844,800 in 2024, reflecting a 36% increase from the previous year.

Town of Parker 2024 Annual Budget

155

Budget Detail

SECTION TITLE

CULTURAL FUND ABOUT CULTURAL

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

Budget Detail

156

Town of Parker 2024 Annual Budget

SPECIAL REVENUE FUNDS FUND: Cultural Fund 2020 Actual Revenues Intergovernmental Grants Charges for Services Concessions Ticket Sales Merchandise and Art Sales Rentals Catering Class Registration Fundraising Miscellaneous Charges for Services Total Charges for Services Miscellaneous Interest Contributions Other Total Miscellaneous Transfers In From General Fund From Excise Tax Fund From Facilities Reserve Fund Total Transfers In Total Revenues Expenditures by Function Administration PACE Center Building Production Public Art Art Gallery Presenting Classes Rentals Outreach Events Marketing Schoolhouse/Ruth Chapel Total Expenditures by Function

2021 Actual

2022 Actual

441,321 $

432,137 $

54,532 515,412 2,774 191,478 3,623 302,717 503

115,583 990,965 12,920 336,611 4,440 475,572 7,744 540

255,878 2,243,510 38,275 535,992 8,748 669,357 14,990 1,166

205,000 2,008,285 5,000 516,000 7,000 642,800 15,000 960

1,071,039

1,944,375

3,767,916

8,618 201,286 42,112

(123) 183,119 9,008

252,016

665,000 $

2024 Budget

Compound Annual Growth

10%

290,000 2,363,359 3,000 573,776 7,000 656,844 15,000 930

290,000 2,404,733 3,000 655,000 7,000 666,820 15,000 1,030

3,400,045

3,909,909

4,042,583

52% 47% 2% 36% 18% 22% n/a 20% 39%

10,484 196,643 8,694

5,000 200,500 10,000

120,000 200,889 3,000

100,000 215,500 3,000

192,004

215,821

215,500

323,889

318,500

1,825,766 85,000 -

1,767,648 70,000

2,831,004 -

1,811,000 -

2,850,000 -

1,910,766 3,675,142 $

1,837,648 4,406,164 $

2,831,004 7,315,728 $

1,811,000 5,961,545 $

1,811,000 6,709,798 $

2,850,000 7,861,083

12% n/a n/a 11% 21%

1,790,998 349,080 27,544 12,589 220,519 186,289 105,974 5,064 194,458 200,220 3,092,735 $

1,944,898 899,272 38,040 4,612 14,745 555,267 297,806 195,230 5,213 242,015 147,549 4,344,647 $

2,381,322 604,476 75,879 7,314 33,675 1,098,806 413,896 598,759 23,659 348,889 314,446 5,901,121 $

2,859,757 1,022,720 74,704 62,500 12,500 1,153,400 330,500 406,005 45,000 430,413 237,364 6,634,863 $

2,854,795 1,012,194 97,704 62,500 12,500 1,080,544 420,914 701,005 45,000 430,413 236,863 6,954,432 $

3,234,565 1,583,277 101,892 65,625 12,740 1,225,956 429,805 701,005 50,256 505,928 266,943 8,177,992

16% 46% 39% n/a 0% 54% 23% 60% 77% 27% 7% 28%

157

535,000 $

2023 Projected

650,000

Town of Parker 2024 Annual Budget

500,987 $

2023 Amended Budget

85% 2% -48% 6%

Budget Detail

SECTIONREVENUE SPECIAL TITLE FUNDS FUND: Cultural Fund

Expenditures by Category Salary and Benefits Supplies Purchased Services Internal Services Utilities/Insurance Capital Outlay Total Expenditures by Category Beginning Fund Balance Revenue Over (Under) Exp Ending Fund Balance Authorized FTE Positions Cultural Director Deputy Cultural Director Assistant Cultural Dir for Operations Cultural Facility Specialist Facilities Manager Development Manager Education Manager Cultural Education Specialist Special Events Coordinator Community Outreach Specialist Program Coordinator Marketing Manager Marketing Assistant Marketing Coordinator Graphic Design Coordinator Cultural Front of House Coord. Food & Beverage Coordinator Patron Services Manager Production Manager Audio Technician Lighting Technician Stage Technician Asst Cultural Dir for Communications/External Affairs Accounting Technician Total Full-Time and Part-Time Benefited Positions Full-Time Equivalent of Part-Time Employees Total Authorized FTE Positions

2023 Amended Budget

2021 Actual

2022 Actual

1,500,938 $ 55,509 953,339 313,285 143,107 126,557 3,092,735 $

1,560,305 $ 71,219 1,628,061 386,555 169,655 528,852 4,344,647 $

1,943,726 $ 150,103 2,972,380 431,926 188,127 214,859 5,901,121 $

2,232,928 $ 155,190 2,861,352 566,833 195,435 623,125 6,634,863 $

2,157,546 $ 155,490 3,263,135 570,728 184,408 623,125 6,954,432 $

2,409,104 165,154 3,599,732 674,152 196,850 1,133,000 8,177,992

13% 31% 39% 21% 8% 73% 28%

547,703 582,407 1,130,110 $

1,130,110 61,517 1,191,631 $

1,191,631 1,414,607 2,606,238 $

2,606,238 (673,318) 1,932,920 $

2,606,238 (244,634) 2,361,604 $

2,361,604 (316,909) 2,044,695

44% n/a 16%

1.00 1.00 1.00 1.00 1.00 1.00 0.80 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00

1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00

1.00 0.33

18.13

18.00

3.10 21.23

5.03 23.03

10.80 28.80

13.00 31.00

11.38 29.38

13.00 31.00

2023 Projected

Compound Annual Growth

2020 Actual

2024 Budget

Shaded sections represent equivalent positions with title or level changes.

Budget Detail

158

Town of Parker 2024 Annual Budget

SPECIAL REVENUE SECTIONFUNDS TITLE FUND: Cultural Fund

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2024 Adopted Budget vs. 2023 Projected Actual • The increase in expenditures between 2023 Projected and 2024 Budget is $1,223,560 or 17.6%. • The 2024 budget for Salary and Benefits includes funding for the performance pay adjustment of 6% and healthcare cost. • The 57% increase in the transfer to the Cultural Fund, aimed at funding additional art programs and funding of capital requirements showcases a commitment to enhancing cultural initiatives. • The 82% increase in Capital Outlay is directed towards the replacement of aging facilities and equipment for 2024. • Maintaining a 25% operating reserve reflects prudent financial management for the Cultural Fund balance.

2023 ACCOMPLISHMENTS Foster Community Creativity and Engagement • Our family shows included collaborations with Celtic Steps, Animal Farm, The Children’s

Museum of Denver, Boulder Ballet and several low-cost student matinees such as Alexander and the Terrible, Horrible, No Good, Very Bad Day, The Jungle Book, and Giraffes Can’t Dance.

• DEI efforts in the PACE Center Art Gallery included a female-focused collection, “Women with Power Tools,” and a compelling show on Japanese encampments in Colorado called “Reflections on Amache.”

• The Honey Festival saw its highest turnout, with over 3,500 in attendance and 20+ bee and

honey-related vendors. Highlights included honeybee arts, crafts and education at our “Kids Hive” and the People’s Choice Award for the best honey!

• Parker Arts continued its youth volunteer program and welcomed young students to the

theater to share technical experience with backstage production in lighting, sound, stage crew, set construction and more.

Support an Active Community • Aging adults and assisted living facility residents welcomed the Parker Arts team for a menu of learning options including arts and crafts, lecture series viewings and discussions, book readings, singing sessions, cookie decorating, games, and conversation exercises to share experiences. Parker Arts also added several daytime lectures at the Schoolhouse to cater to older adults.

• A new, interactive history event called “Crime and Wine” – created in partnership with

Douglas County Historians at the Castle Rock Library – introduced patrons to the history of Parker through a true crime event from 1900. Offering food, wine, and tours of the historic Schoolhouse and Ruth Memorial Chapel, the event sold out and will be offered again in 2024 due to high demand.

• Our “Rockin’ abilities” classes and summer camp, which invites adolescents and adults with

exceptionalities to “join Parker’s new rock band,” saw an increase of 11 camps and classes with 52 participants in 2023. We also offered a sensory-friendly performance for The Sound of Music with 221 patrons in attendance, almost triple the previous year.

Town of Parker 2024 Annual Budget

159

Budget Detail

SECTIONREVENUE SPECIAL TITLE FUNDS FUND: Cultural Fund Enhance Economic Vitality • Parker Arts assisted in driving the economic vitality of the downtown area by offering events, classes and shows which bring patrons to the downtown area to eat, shop and enjoy all that Parker has to offer. In 2023, Parker Arts hosted: • 96 theater rentals • 197 event rentals • 157 theater performances

2024 GOALS Foster Community Creativity and Engagement • Add Shakespeare-focused student matinee program that ties into school curriculum including language arts, history, film and cinema and/or performing arts.

• Completion and implementation of the Public Arts Master Plan. Enhance Economic Vitality • Continue to improve the patron purchasing and ticketing experience. • Continue to work toward strategic plan goal of increased sustainability by making continued updates to theater equipment.

• Initiate an update to the Cultural Arts Strategic Plan.

VIDEO LINK: PARKER: ARTS AND CULTURE

Budget Detail

160

Town of Parker 2024 Annual Budget

SPECIAL REVENUE SECTIONFUNDS TITLE FUND: Cultural Fund Support an Active Community • Improve engagement experience for patrons with disabilities.

PERFORMANCE MEASURES BY STRATEGIC GOAL 2020* 2021 2022 2023 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 lineup ensures an adequate amount of shows and events going on throughout the year for people of all ages. 1 32 1 27 Measure: 1 63 1 57 OUTPUT MEASURE: Number of theater rental performances Part of the 201 9-2023 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. 56 26 47 96 Measure: 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. 1 7,000 25,288 45,1 09 53,357 Measure: Support an Active Community OUTPUT MEASURE: Number of senior citizens served through Cultural classes and programs This metric is part of the 201 9-2023 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. 1 ,345 980 1 ,027 3,237 Measure: OUTPUT MEASURE: Number of special needs programs, classes and performances offered This metric is part of the 201 9-2023 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. 1 6 6 11 Measure:

* Numbers impacted by COVID-1 9. Town of Parker 2024 Annual Budget

161

Budget Detail

LAW ENFORCEMENT ASSISTANCE FUND ABOUT LAW ENFORCEMENT ASSISTANCE This fund accounted 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. These services are now accounted for in the Police Department in the General Fund.

Budget Detail

162

Town of Parker 2024 Annual Budget

SPECIAL REVENUE FUNDS FUND: Law Enforcement Assistance Fund

2020 Actual Revenues Federal Grant - VOCA VALE Grant State of Colorado Grants Court Surcharges Interest Miscellaneous Total Revenues Expenditures Salary and Benefits Supplies Purchased Services Utilities/Insurance Transfers Out Total Expenditures Beginning Fund Balance Revenue Over (Under) Exp Ending Fund Balance Authorized FTE Positions Victim Services Coordinator Victim Advocate (VOCA Grant) Total Authorized FTE Positions

2021 Actual

2023 Amended Budget

2022 Actual

2023 Projected

Compound Annual Growth

2024 Budget

- $ 27,063 45,984 4,140 176 77,363 $

18,054 $ 23,499 2,780 23,691 134 96 68,254 $

- $ - $

n/a n/a n/a n/a n/a n/a n/a

86,133 65 1,556 1,337 89,091 $

119,050 1 7,013 1,616 127,680 $

62,406 62,406 $

- $

n/a n/a n/a n/a n/a n/a

133,562 (11,728) 121,834 $

121,834 (59,426) 62,406 $

62,406 (62,406) - $

- $

n/a n/a n/a

1.00 1.00

1.00 0.50 1.50

FTEs are recorded in the Police Department beginning in 2022.

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2024 Adopted Budget vs. 2023 Projected Actual • This Fund was closed in 2023, and both the revenues and expenditures were moved to the General Fund within the Police Department. • The same level of victim services will continue to be provided by the Police Department. • This Fund has a zero balance for the current budget year but remains in this document for historical information.

Town of Parker 2024 Annual Budget

163

Budget Detail

SECTION TITLE

PARKS AND RECREATION FUND ABOUT PARKS AND RECREATION

The Parks and Recreation Fund is primarily supported by the Town’s 0.5% 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 the acquisition of park land or the permanent improvement of park and recreation programs and facilities, operation and maintenance of park and recreation programs and facilities, and debt service on bonds or other debt obligations issued to acquire land, open space or construct park and recreation facilities.

Budget Detail

164

Town of Parker 2024 Annual Budget

SPECIAL REVENUE FUNDS FUND: Parks and Recreation Fund

2020 Actual Revenues Taxes Sales Tax Use Tax Total Taxes Intergovernmental Charges for Services Interest Rent Contributions Miscellaneous Transfers In Total Revenues

2021 Actual

2022 Actual

2023 Amended Budget

2023 Projected

2024 Budget

Compound Annual Growth

8,184,750 $ 9,642,735 $ 10,708,820 $ 11,183,952 $ 11,150,015 $ 11,704,516 630,193 804,595 887,520 746,578 806,924 842,000 8,814,943 10,447,330 11,596,340 11,930,530 11,956,939 12,546,516 1,584,960 501,441 1,250 2,540 340 1,250 60 60 131,969 (939) 74,710 90,000 885,000 700,000 21,581 46,667 55,654 56,100 182,000 1,031,698 208,010 25,000 271 128 34,868 100 9 525,000 575,000 2,049,279 620,000 620,000 844,800 $ 11,261,974 $ 12,102,424 $ 14,520,642 $ 12,722,980 $ 13,462,008 $ 14,091,376

9% 8% 9% n/a -53% 52% n/a n/a n/a 13% 6%

Expenditures Salary and Benefits Supplies Purchased Services Internal Services Capital Outlay Transfers Out Total Expenditures

479,304 5,225 170,950 33,592 1,990,000 7,301,482 9,980,553

9% -64% 16% n/a -14% 11% 2%

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

14,289,232 16,277,115 19,459,110 22,062,473 22,062,473 19,236,354 1,987,883 3,181,996 2,603,363 (4,702,644) (2,826,119) 4,110,823 $ 16,277,115 $ 19,459,110 $ 22,062,473 $ 17,359,829 $ 19,236,354 $ 23,347,177

8% 20% 9%

Authorized FTE Positions Director of Parks Recreation and Open Space Special Project Analyst Parks Project Manager Marketing Coordinator Project Administrator Accounting Technician Total Authorized FTE Positions

336,661 318,576 95,237 3,668,553 4,855,064 9,274,091 $

339,922 348,426 429,067 401,486 315,486 1,744,423 5,225 5,125 23,293 98,041 293,490 293,842 19,615 29,829 29,829 2,608,027 2,957,711 13,526,539 12,416,371 5,633,700 6,749,063 3,141,474 3,141,474 8,920,428 $ 11,917,279 $ 17,425,624 $ 16,288,127 $

0.33

0.35

1.00 0.50 1.00 0.33 3.16

1.00 1.00 0.50 2.85

1.00 1.00 1.00 3.35

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2024 Adopted Budget vs. 2023 Projected Actual • No Contributions were projected for 2023, and none are anticipated in 2024, resulting in no budget allocation for this revenue category.

• To sustain the capital projects in the Parks and Recreation Fund, a transfer from the

Conservation Trust Fund was increased to $844,820 in 2024, reflecting a 36% increase from the previous year.

• In 2024, the Transfer Out to the Recreation Fund, totaling $4M, constitutes 55% of the total for that line item.

Town of Parker 2024 Annual Budget

165

Budget Detail

SPECIAL REVENUE FUNDS FUND: Parks and Recreation Fund

2023 ACCOMPLISHMENTS Support an Active Community • The O’Brien Park Playground renovation is complete. • The Rowley Downs 10-foot wide concrete trail connection is complete. • The 0.5-mile Lemon Gulch Trail is bid and will start construction in 2024. • The planning, design and construction drawings for the 31.36-acre Town-owned community

park in Tanterra are complete and ready for construction. (Park construction depends on the overall subdivision development schedule.)

• The planning, design and construction drawings for the 25.70-acre Town-owned community

park in Looking Glass are complete and ready for construction. (Park construction depends on the overall subdivision development schedule.)

• Planning, design, and construction drawings for the 91-acre Salisbury Park North Master Plan are underway.

• The site plan and construction drawings for a 1.4-mile soft-surface trail along the Public

Service Company right-of-way from Latigo Lane to Canterberry Parkway are complete. The project is ready for bidding.

Promote a Safe and Healthy Community • The O’Brien Park Streetscape is bid and started construction in November 2023. • The Parks, Trails, Open Space & Streetscape Design and Construction Manual is complete. Innovate with Collaborative Governance • The construction of the 71.4-acre Harvie Open Space Improvement is complete. • The High Plains Trail Segment 1 construction is complete. • Planning, design, and construction drawings for the High Plains Trail segments II, III and IV are underway.

2024 GOALS Support an Active Community • Complete the construction of the 0.5-mile Lemon Gulch Trail. • Finish the planning, design, and construction drawings for the 91-acre Salisbury Park North Master Plan.

• Complete the construction of the 1.4-mile Public Service Corridor Trail. Promote a Safe and Healthy Community • Complete the construction of the O’Brien Park Streetscape. Innovate with Collaborative Governance • Finish the planning, design, and construction drawings for the High Plains Trail segments II, III and IV.

• Complete the construction of the High Plains Trail segments II, III and IV.

Budget Detail

166

Town of Parker 2024 Annual Budget

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

Town of Parker 2024 Annual Budget

167

Budget Detail

SECTIONREVENUE SPECIAL TITLE FUNDS FUND: Recreation Fund 2020 Actual Revenues Intergovernmental Grants Charges for Services Admissions Concessions Memberships Programs Rentals Day Camp/Preschool/Kid Zone Therapeutic Recreation Program Miscellaneous Charges Total Charges for Services Interest Miscellaneous Transfers In From General Fund From Parks & Rec Fund Total Transfers In Total Revenues Expenditures by Function Administration Sports and Leisure Special Interest Programs Recreation Center Aquatics H2O'Brien Pool Fieldhouse Fitness Programs Therapeutic Recreation Programs Day Camp Discovery Park Youth Programs Transfers Out Total Expenditures by Function Expenditures by Category Salary and Benefits Supplies Purchased Services Internal Services Utilities/Insurance Capital Outlay Total Expenditures by Category Beginning Fund Balance Revenue Over (Under) Exp Ending Fund Balance

Budget Detail

51,800 $

2021 Actual

2023 Amended Budget

2022 Actual

22,000 $

154,500 $

164,191 $

2023 Projected

164,000 $

2024 Budget

Compound Annual Growth

22,000

-19% 18% 36% 17% 23% 20% 74% 82% 19% 23% 40% -27%

498,720 37,890 891,105 1,341,846 260,662 64,892 6,884 37,557

792,000 111,187 1,289,332 2,195,102 429,421 188,263 7,409 41,653

897,616 104,530 1,459,013 2,646,951 488,255 309,074 20,441 52,100

918,500 116,500 1,915,000 2,835,500 536,500 555,000 28,000 68,600

895,950 103,000 1,725,000 2,852,854 632,000 504,000 51,000 56,371

966,500 130,000 1,675,000 3,030,500 546,500 592,000 76,000 74,560

3,139,556 26,378 17,180

5,054,367 (369) 14,783

5,977,980 13,806 15,997

6,973,600 15,000 5,100

6,820,175 150,000 5,000

7,091,060 100,000 5,000

2,092,470

2,835,504

3,793,500

3,178,000 -

4,000,000

2,092,470 5,327,384 $

2,835,504 7,926,285 $

3,793,500 3,178,000 3,178,000 4,000,000 9,955,783 $ 10,335,891 $ 10,317,175 $ 11,218,060

n/a 18% 18% 20%

711,537 832,099 7,910 1,373,401 702,498 194,903 1,411,691 364,615 84,694 223,027 211,218 111,941 6,229,534 $

857,237 983,508 27,523 1,509,341 923,121 363,543 1,552,724 406,867 95,165 279,540 208,791 130,671 7,338,031 $

1,010,994 1,613,203 1,618,663 1,770,845 1,279,443 1,382,562 1,484,939 1,569,214 27,524 30,000 25,000 30,000 2,023,094 2,202,394 2,118,163 2,284,915 1,071,285 1,198,340 1,103,809 1,228,275 500,285 464,529 401,338 466,340 1,577,610 2,155,261 2,131,006 1,781,736 584,550 639,070 653,585 675,135 95,521 142,917 146,928 135,637 381,644 679,036 625,764 489,703 273,483 297,824 286,626 328,271 180,698 202,892 212,208 219,558 9,006,131 $ 11,008,028 $ 10,808,029 $ 10,979,629

26% 17% 40% 14% 15% 24% 6% 17% 12% 22% 12% 18% n/a 15%

3,724,171 280,384 873,785 670,271 543,742 137,181 6,229,534 $

4,298,491 451,567 1,190,565 703,763 622,599 71,046 7,338,031 $

4,767,266 5,394,786 5,232,124 5,605,953 552,964 674,635 659,116 724,690 1,626,580 1,615,398 1,702,832 1,769,796 750,449 1,396,228 1,315,201 1,525,965 721,528 696,670 668,445 720,225 587,344 1,230,311 1,230,311 633,000 9,006,131 $ 11,008,028 $ 10,808,029 $ 10,979,629

11% 27% 19% 23% 7% 47% 15%

2,142,021 (902,150) 1,239,871 $

1,239,871 588,254 1,828,126 $

1,828,126 949,652 2,777,778 $

2% n/a 19%

168

2,777,778 (672,137) 2,105,641 $

2,777,778 (490,854) 2,286,924 $

2,286,924 238,431 2,525,355

Town of Parker 2024 Annual Budget

SPECIAL REVENUE SECTIONFUNDS TITLE FUND: Recreation Fund 2020 Actual Authorized FTE Positions Administration Director of Parks Recreation and Open Space Deputy Director of Recreation Marketing Supervisor Marketing Coordinator Rec Manager Sports and Leisure Programs Rec Manager-Programs Rec Supervisor-Sports Rec Coordinator 2-Sports Customer Service Specialist Manager on Duty Special Events Therapeutic Rec Rec Coordinator 2-TR Senior Pro Recreation Center Rec Manager - Facilities Rec Coordinator 1-Registration Rec Coordinator 2-Admin/Retail Administrative Resources Analyst Rec Coordinator 1-Memberships Rec Coordinator 1-Fac Rec Coordinator 2-Fac Childcare Coordinator Deputy Recreation Manager Aquatics Rec Manager-Facilities Rec Supervisor-Aquatics Head Lifeguard Rec Coordinator 2-Aquatics Rec Coord 2-Aquatics Programming Rec Coord 2-Aquatics Operations Rec Coord 2-Aquatics Gst Svcs Fieldhouse Rec Manager-Facilities Recreation Supervisor-Fieldhouse Rec Coordinator 1-Facilities Rec Coordinator 2-Facilities Events Lead Day Camp FH Day Camp Director Rec Coordinator 1-Day Camp Day Camp Counselor

2021 Actual

2022 Actual

2023 Amended Budget

2023 Projected

2024 Budget

0.23

0.25

1.00 0.50 1.00

1.00 1.00 0.50 -

1.00 1.00 1.00 -

2.00 3.00 0.80 1.00

0.60 1.00 4.00 0.80 -

1.00

1.00 1.00 1.00 2.00 0.80 1.00

0.34 1.00 1.00 1.00 1.00 1.00 0.80 -

1.00 2.00 -

0.33 1.00 2.00 -

0.33 1.00 1.00 1.00 1.00

0.33 1.00 1.00 1.00 1.00 1.00

1.00 1.00 2.00 0.80

0.33 1.00 2.00 1.00 -

0.33 1.00 1.00 1.00 -

1.00 1.00 1.60

1.00 1.00 -

continued…

Town of Parker 2024 Annual Budget

169

Budget Detail

SPECIAL REVENUE FUNDS FUND: Recreation Fund

2020 Actual Fitness Programs Rec Manager-Programs Rec Supervisor-Fitness and Wellness Rec Coord 2-Fitness and Wellness Youth Programs Rec Manager-Programs Rec Coord 2-Youth Enrichment Total Full-Time and Part-Time Benefited positions Full-Time Equivalent of Part-Time Employees Total Authorized FTE Positions

2021 Actual

2022 Actual

2023 Amended Budget

2023 Projected

2024 Budget

1.00

0.30 1.00 -

0.30 1.00 1.00

1.00

0.10 1.00

30.73

28.35

29.35

30.85

45.20 75.93

57.73 86.08

64.46 93.81

75.00 105.85

63.41 94.26

74.00 104.85

Shaded sections represent equivalent positions with title or level changes.

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2024 Adopted Budget vs. 2023 Projected Actual • The increase in expenditures between 2023 Projected and 2024 Budget is $171,600 or 1.6%. • The Recreation Department is navigating potential permanent shifts in fitness and membership trends post-COVID-19, impacting revenues in this sector. However, a compensatory effect is anticipated, with strong demand for classes and rentals expected to offset much of the revenue difference. • The 2024 budget for Salary and Benefits includes funding for the performance pay adjustment of 6% and healthcare cost. • The $4M transfer from the Parks and Recreation Fund in 2024 plays a crucial role in sustaining the fund balance, particularly for capital projects aimed at maintaining aging equipment and facilities. • In 2024, an anticipated restructuring of part-time employees is expected to facilitate the attraction and retention of staff in challenging areas, such as lifeguards. The completion of a salary study will assist in addressing compensation gaps and related challenges.

2023 ACCOMPLISHMENTS Support an Active Community • Earned Commission for Accreditation of Park and Recreation Agencies (CAPRA) reaccreditation by creating an environment of regular review and analysis of programs and services. The result is enhanced quality of service for residents and improved operational efficiency. • Achieved overall operational cost recovery goal of 70%. • Increased annual facility rental revenue by 15%, surpassing the budgeted amount by $100,000 by year-end.

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170

Town of Parker 2024 Annual Budget

SPECIAL REVENUE FUNDS FUND: Recreation Fund • Achieved a 90% enrollment rate during the summer season and 94% during holiday breaks resulting in a $100,000 increase in revenue for the day camp program. • Achieved budgeted amount for personal training revenue marking a 20% increase compared to 2022. • Officially proclaimed July as Parks and Recreation month in Parker. • Averaged 50% increase in participation for Recreation events and races, indicating strong community engagement. Substantial increases in both participation and revenue for key programs in archery, gymnastics, and basketball instruction. • Enhanced part-time onboarding and training procedures by implementing a cloud-based operations portal for both new and current employees. Successfully completed over 750 courses across three categories: General Security Plan, Recreation Division training and Human Resource training. • Created new Therapeutic Recreation programs for the public with martial arts, parent workshops, Runabilities, and Rockin’ Abilities classes. Established collaborative partnerships with neighboring municipalities to offer inclusive dances for this community. • Launched additional Senior Supports Series topics and extended more services to the aging adult community by introducing programs such as Inspirahikes. • Secured $164,191 in grant funds to provide additional funding sources. • Recorded 77,000 social media engagements, such as likes/reactions, clicks, comments and shares, between Parker Parks and Recreation Facebook, Twitter/X and Instagram accounts. • Established the Parks, Recreation and Open Space Commission and appointed seven members.

2024 GOALS Support an Active Community • Commit to consistently improving the quality of customer service through establishing a comprehensive customer service goal/plan that focuses on enhancing recreational experiences, interactions, community engagement, and soliciting valuable feedback from customers. • Strive to become a premier employment destination by emphasizing an enhanced workplace environment focusing on a positive culture, competitive compensation, improved training opportunities, positive work-life balance support, and enhanced employee engagement. • Enhance Diversity, Equity, and Inclusion (DEI) within the Parks & Recreation Department by implementing a strategy that fosters a more inclusive workplace culture including the formation of a committee, ongoing DEI training to increase awareness and promote information sharing within our workforce, with the objective of fostering a more inclusive and equitable environment. • Optimize financial performance and operational efficiency by improving technology to enhance productivity, identifying cost-savings opportunities, achieving cost recovery goals through the use of data, and seeking alternate funding sources when possible to supplement revenue.

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171

Budget Detail

SECTIONREVENUE SPECIAL TITLE FUNDS FUND: Recreation Fund

PERFORMANCE MEASURES BY STRATEGIC GOAL 2020 2021 2022 2023 2024 Support an Active Community 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. Target: 3,000 -----1 ,663 2,395 -2,700 Measure: 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. Target: 70% -----40% -65% 70% Measure: 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. Target: Measure:

Budget Detail

-93,804

-50,000

172

-70,000

-77,000

77,000 --

Town of Parker 2024 Annual Budget

CAPITAL PROJECTS FUNDS

GENERAL FUND SPECIAL REVENUE FUNDS CAPITAL PROJECTS FUNDS SUMMARY FUNDS • Public Improvements Fund • Excise Tax Fund • Capital Renewal and Replacement Reserve Fund • Impact Fee Funds • Hess Ranch Metropolitan District Fund • Cherry Creek South Metropolitan District Fund • Parkglenn Construction Fund

DEBT SERVICE FUNDS ENTERPRISE FUND INTERNAL SERVICE FUNDS

Town of Parker 2024 Annual Budget

173

Budget Detail

CAPITAL PROJECTS FUNDS: SUMMARY 2020 Actual Beginning Fund Balances

2021 Actual

2022 Actual

2023 Amended Budget

2023 Projected

2024 Budget

Compound Annual Growth

$ 36,162,589 $ 66,507,303 $ 100,797,905 $ 128,083,131 $ 128,083,131 $ 92,819,803

27%

8,467,557 12,893,841 11,783,779 13,809,855 24,338,062 4,911,871 5,221,583 4,449,040 3,428,945 1,951,533 1,273,307 12,500,000 509,989 (22,072) 504,254 560,634 1,999,999 31,640,000 25,090,834 6,850,000 $ 38,744,552 $ 51,375,173 $ 43,873,757 $ 38,169,529 $

Revenues Taxes Intergovernmental Contributions Miscellaneous Transfers In Total Revenues

12,330,000 10,150,946 12,532,064 5,456,030 6,850,000 47,319,040 $

12,760,000 15,266,442 7,800,000 4,506,030 26,885,000 67,217,472

11% -11% 23% 72% 91% 15%

1,590,000 76,929,368 63,000 4,000,000

4,250,000 86,170,000 65,000 24,160,000

Expenditures Streets Repairs and Maintenance Capital Outlay Economic Development Incentives Transfers Out Total Expenditures

474,278 5,311,608 116,453 2,497,499

1,535,214 13,165,752 63,605 2,320,000

1,995,508 9,094,465 62,445 5,436,113

1,590,000 76,713,427 50,000 4,000,000

8,399,838 $ 17,084,571 $ 16,588,531 $ 82,353,427 $ 82,582,368 $ 114,645,000

73% 101% -14% 76% 92%

Ending Fund Balances

$ 66,507,303 $ 100,797,905 $ 128,083,131 $ 83,899,233 $ 92,819,803 $ 45,392,275

-9%

$ 33,669,824 $ 13,534,644 $ 15,915,764 $ 25,868,895 $ 29,348,005 $ 49,196,437 5,023,121 8,437,283 6,929,722 9,600,000 8,575,000 8,750,000 17,519 29,352,663 20,948,697 2,660,000 9,350,000 9,225,000 2,289 454 105 134 1,030 1,030 29,859 50,115 78,297 40,500 45,000 45,000 122 5 5 1,940 14 1,050 $ 38,744,552 $ 51,375,173 $ 43,873,757 $ 38,169,529 $ 47,319,040 $ 67,217,472

10% 15% 379% -18% 11% n/a n/a 15%

5,902,339 $ 14,764,571 $ 11,109,502 $ 70,096,342 $ 70,325,283 $ 50,785,000 2,084,999 2,250,000 5,000,000 4,000,000 4,000,000 24,160,000 412,500 70,000 42,916 8,257,085 8,257,085 39,700,000 222,382 213,731 -

8,399,838 $ 17,084,571 $ 16,588,531 $ 82,353,427 $ 82,582,368 $ 114,645,000

71% 85% 213% n/a n/a n/a n/a 92%

Revenue by Fund Public Improvements Excise Tax Capital Renewal/Replacement Impact Fees Hess Ranch Metro District Cherry Creek South Metro District Parkglenn Construction Total Revenues Expenditures by Fund Public Improvements Excise Tax Capital Renewal/Replacement Impact Fees Hess Ranch Metro District Cherry Creek South Metro District Parkglenn Construction Total Expenditures

Budget Detail

174

Town of Parker 2024 Annual Budget

CAPITAL PROJECTS FUNDS SUMMARY SOURCES OF REVENUE: CAPITAL PROJECTS FUNDS Contributions 11.6%

Intergovernmental 22.7%

Miscellaneous 6.7%

Taxes 19.0%

Transfers In 40.0%

EXPENDITURES BY TYPE: CAPITAL PROJECTS FUNDS

Economic Development Incentives 0.1%

Capital Outlay 75.2%

Transfers Out 21.1%

Streets Repairs and Maintenance 3.7%

Town of Parker 2024 Annual Budget

175

Budget Detail

SECTION TITLE

PUBLIC IMPROVEMENTS FUND ABOUT PUBLIC IMPROVEMENTS

The Public Improvements Fund is for streets capital projects and is primarily funded by 75% 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.

Budget Detail

176

Town of Parker 2024 Annual Budget

CAPITAL PROJECTS FUNDS FUND: Public Improvements Fund

2020 Actual

2021 Actual

2022 Actual

3,164,213 $ 381,199 3,545,412

3,958,666 $ 494,770 4,453,436

4,437,724 $ 502,982 4,940,706

2023 Amended Budget

2023 Projected

2024 Budget

Compound Annual Growth

Revenues Taxes Use Tax Excise Taxes - Undergrounding Total Taxes Intergovernmental PAR Capital Funding Grants Roads Sales Tax Shareback Roads Use Tax Shareback Highway User Tax Shareback HUTF - FASTER Funds Total Intergovernmental Interest Contributions Miscellaneous Transfers In Total Revenues

4,220,000 540,000 4,760,000

7% 9% 8%

20,750,000 215,941 800,000 547,851 486,909 4,452,437 2,957,876 3,513,203 3,896,687 3,640,000 4,200,000 4,264,000 293,028 452,503 509,085 469,040 475,000 490,000 307,400 348,181 251,018 300,000 220,000 220,000 24,308,304 4,861,738 5,143,699 4,409,040 5,110,941 10,226,437 385,152 17,878 261,203 300,000 2,800,000 2,250,000 3,428,945 1,951,533 1,273,307 12,500,000 12,532,064 7,800,000 2,012 59 6,015 1,999,999 2,250,000 4,290,834 4,350,000 4,350,000 24,160,000 $ 33,669,824 $ 13,534,644 $ 15,915,764 $ 25,868,895 $ 29,348,005 $ 49,196,437

-56% n/a 10% 14% n/a -8% -19% 55% 23% n/a 86% 10%

Expenditures Traffic Control Streets Capital Improvements Streets Repairs and Maintenance Economic Development - Other Urban Renewal Total Expenditures

15% 78%

789,434 140,870 654,216 3,645,945 3,645,945 1,370,000 4,522,174 12,459,533 5,941,574 54,494,844 54,710,785 45,100,000 474,278 1,535,214 1,995,508 1,590,000 1,590,000 4,250,000 116,453 63,605 62,445 50,000 63,000 65,000 565,349 2,455,759 10,315,553 10,315,553 5,902,339 $ 14,764,571 $ 11,109,502 $ 70,096,342 $ 70,325,283 $ 50,785,000

-14% n/a 71%

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

24,246,017 52,013,502 50,783,575 55,589,837 55,589,837 14,612,559 27,767,485 (1,229,927) 4,806,262 (44,227,447) (40,977,278) (1,588,563) $ 52,013,502 $ 50,783,575 $ 55,589,837 $ 11,362,390 $ 14,612,559 $ 13,023,996

-12% n/a -29%

3,830,200 $ 479,655 4,309,855

4,035,000 $ 520,000 4,555,000

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2024 Adopted Budget vs. 2023 Projected Actual • The decrease in expenditures between 2023 Projected and 2024 Budget is $19,540,283 or 27.8%. • Use Tax and Roads Sales Tax Shareback continues to increase in line with historical trends therefore a 4% growth is expected in 2024. • Traffic Control projects are decreasing in 2024 after most of the currently needed traffic lights were included in the 2024 budget. • Streets Capital Improvements consist of several large projects in 2023, including the Dransfeldt Road extension, which is being completed in partnership with Douglas County. • The Fund Balance decreases $1.6 million due to the timing of capital projects. The Town is undertaking several major projects in 2023 and 2024 due to available funding.

Town of Parker 2024 Annual Budget

177

Budget Detail

CAPITAL PROJECTS FUNDS FUND: Public Improvements Fund

2023 ACCOMPLISHMENTS Innovate with Collaborative Governance • Executed an intergovernmental agreement (IGA) amendment with Douglas County to jointly fund the construction of Dransfeldt Road extension over Cherry Creek.

• Commenced IGA negotiations with the 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.

• Utilizing urban renewal funding to complete sidewalk and pedestrian lighting improvements on the north side of Mainstreet between Victorian Drive and Discovery Park.

• Sidewalk and pedestrian sidewalk improvements substantially completed on Pikes Peak Drive between Mainstreet and the Sulphur Gulch Trail utilizing urban renewal funding.

Develop a Visionary Community Through Balanced Growth • Closed out the Cottonwood Drive roadway widening over Cherry Creek with improvements between Jordan Road and Parker Road. This project also included the completion of the Cottonwood Trailhead improvements.

• Commenced the construction of the Town-wide responsive traffic signal system improvements with partial CDOT funding.

• Completed the design and competitive bidding 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.

• • • •

Reconstructed Keyser Creek Avenue between Motsenbocker Road and Red Rosa Circle. Commenced the design process for the Town Hall expansion project. Installed Crowfoot Valley Road/Chambers Road/Bayou Gulch Road span wire traffic signal. Completed the construction of new mast arm traffic signals at the Chambers Road/Red Sky Drive intersection and the Jordan Road/Parkerhouse Road intersection.

• Completed the Canterberry Parkway redundant fiber optic upgrade to improve traffic signal communications on the east side of Parker.

• The West Mainstreet operational improvement projects were competitively bid. The projects consist of improvements to the Mainstreet/Twenty Mile intersection and widening of Dransfeldt Road between Mainstreet and Pony Express Drive. Construction is anticipated to be completed in 2024.

• Completed a competitive selection process for the Stroh Road/Cherry Creek widening project. • Completed the construction of the Hilltop/Canterberry area improvements project. • Competitively bid and awarded the North Parker Road operational improvements project which consists of operational improvements on Parker Road between Lincoln Avenue and E-470.

• Completed the construction of the Bradbury Ranch Drive emergency culvert repairs. • Completed the Pine Drive/Sulphur Gulch bridge rehabilitation project.

Budget Detail

178

Town of Parker 2024 Annual Budget

CAPITAL PROJECTS FUNDS FUND: Public Improvements Fund

2024 GOALS Innovate with Collaborative Governance • Execute an IGA with Douglas County to jointly fund the construction of the proposed Lincoln Avenue widening project (Keystone Boulevard to Parker Road).

• Execute IGA with 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.

• Receive approval from the Colorado Department of Transportation (CDOT) to construct a

traffic signal at the Parker Road/Parkglenn Way intersection and complete the construction in 2024.

• Execute IGA with Douglas County to jointly fund the construction of the proposed Hess Road/ Tammy Lane traffic signal and the proposed Lincoln Avenue/Villagecreek Parkway traffic signal.

Develop a Visionary Community Through Balanced Growth • Complete construction of the next phase of the Town’s responsive traffic signal system improvements and integration into the Town traffic signal system.

• Commence construction of the Dransfeldt Road extension project in early 2024. • Complete reconstruction of Keyser Creek Avenue pavement west of Motsenbocker Road. • Substantially complete the 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 the next section of CORE power line conversion to an underground configuration in the Parker Road/Hess Road vicinity.

• Complete construction of the West Mainstreet operational improvements project which consists of improvements to the Mainstreet/Twenty Mile intersection and widening of Dransfeldt Road between Mainstreet and Pony Express Drive.

• Complete the construction of the North Parker Road operational improvements. • Complete the design process for the Town Hall expansion project. • Commence construction of the Hilltop Road sidewalk gap project south of the Tallman Drive intersection.

• Complete the median landscaping/lighting on the Lincoln Avenue median between Keystone Boulevard and Jordan Road.

• • • •

Substantially complete the design of the Stroh Road/Cherry Creek widening project. Complete the design of the Parker Road/Hilltop Road intersection improvements. Install the Dransfeldt Road/Parkglenn Way/Lincoln Meadows Parkway traffic signal. Complete the Pine Lane/Cherry Creek bridge rehabilitation project.

Town of Parker 2024 Annual Budget

179

Budget Detail

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

Budget Detail

180

Town of Parker 2024 Annual Budget

CAPITAL PROJECTS FUNDS FUND: Excise Tax Fund 2023 Amended Budget

2023 Projected

2024 Budget

Compound Annual Growth

2020 Actual

2021 Actual

2022 Actual

8,440,405 $ (3,122) 8,437,283 $

6,843,073 $ 86,649 6,929,722 $

9,500,000 $ 100,000 9,600,000 $

7,775,000 $ 800,000 8,575,000 $

8,000,000 750,000 8,750,000

13% 65% 15%

2,250,000 2,250,000 $

5,000,000 5,000,000 $

4,000,000 4,000,000 $

Revenues New Development Excise Tax Interest Total Revenues

4,922,145 $ 100,976 5,023,121 $

Expenditures Transfers Out Total Expenditures

2,084,999 2,084,999 $

4,000,000 24,160,000 4,000,000 $ 24,160,000

85% 85%

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

9,473,384 12,411,506 18,598,789 20,528,511 20,528,511 25,103,511 2,938,122 6,187,283 1,929,722 5,600,000 4,575,000 (15,410,000) $ 12,411,506 $ 18,598,789 $ 20,528,511 $ 26,128,511 $ 25,103,511 $ 9,693,511

28% n/a -6%

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2024 Adopted Budget vs. 2023 Projected Actual • The increase in expenditures between 2023 Projected and 2024 Budget is $20,160,000 or 504%. • New Development Excise Tax remains high in 2023 and 2024 to account for continuing robust construction activity. Growth is expected to slow in future years as the Town approaches buildout. • The Fund Balance decreases $15.4M (61%) due to the timing of qualified projects and a large transfer to the Public Improvement Fund to help fund the Dransfeldt Road extension.

Town of Parker 2024 Annual Budget

181

Budget Detail

SECTION TITLE

CAPITAL RENEWAL AND REPLACEMENT RESERVE FUND ABOUT CAPITAL RENEWAL AND REPLACEMENT RESERVE

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

Budget Detail

182

Town of Parker 2024 Annual Budget

CAPITAL PROJECTS FUNDS FUND: Capital Renewal and Replacement Reserve Fund

2020 Actual Revenues Transfers In Intergovernmental Interest Total Revenues Expenditures Capital Outlay Transfers Out Total Expenditures Beginning Fund Balance Revenue Over (Under) Exp Ending Fund Balance

2021 Actual

2022 Actual

2023 Amended Budget

2023 Projected

2024 Budget

Compound Annual Growth

- $ 29,390,000 $ 20,800,000 $ 17,519 (37,337) 148,697 17,519 $ 29,352,663 $ 20,948,697 $

2,500,000 $ 160,000 2,660,000 $

2,500,000 $ 5,000,000 1,850,000 9,350,000 $

2,725,000 5,000,000 1,500,000 9,225,000

n/a n/a 204% 379%

412,500 412,500 $

8,257,085 8,257,085 $

8,257,085 39,700,000 8,257,085 $ 39,700,000

n/a n/a 213%

1,983,743 1,588,762 30,871,426 51,777,207 51,777,207 52,870,122 (394,981) 29,282,663 20,905,781 (5,597,085) 1,092,915 (30,475,000) 1,588,762 $ 30,871,426 $ 51,777,207 $ 46,180,122 $ 52,870,122 $ 22,395,122

127% n/a 94%

70,000 70,000 $

42,916 42,916 $

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2024 Adopted Budget vs. 2023 Projected Actual • The increase in expenditures between 2023 Projected and 2024 Budget is $31,442,915 or 380.8%. • Cash reserves in the General Fund were transferred to this fund in 2023 and 2024 to help fund Town infrastructure needs that were identified in the 2021 Facilities Master Plan. • The proposed Downtown Parking Garage is to be developed with the My Mainstreet Project. Parker Authority for Reinvestment will be contributing $5M in 2023 and 2024. • The Capital Outlay in 2024 is for the Town Hall expansion, which is the highest priority project identified as needed in the master plan and the construction of the Downtown Parking Garage.

Town of Parker 2024 Annual Budget

183

Budget Detail

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

Budget Detail

184

Town of Parker 2024 Annual Budget

CAPITAL PROJECTS SECTIONFUNDS TITLE FUND: Impact Fee Funds 2020 Actual

2021 Actual

2023 Amended Budget

2022 Actual

2023 Projected

Compound Annual Growth

2024 Budget

Transportation Impact Fees Revenues Interest Total Revenues

$ $

702 $ 702 $

157 $ 157 $

- $ - $

n/a n/a

Expenditures Transfers Out Total Expenditures

- $

77,103 77,103 $

- $

n/a n/a

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

76,245 702 76,947 $

76,947 157 77,103 $

77,103 (77,103) - $

- $

n/a n/a n/a

Parks and Recreation Impact Fees Revenues Interest Total Revenues

$ $

1,322 $ 1,322 $

295 $ 295 $

- $ - $

n/a n/a

Expenditures Transfers Out Total Expenditures

- $

145,279 145,279 $

- $

n/a n/a

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

143,662 1,322 144,984 $

144,984 295 145,279 $

145,279 (145,279) - $

- $

n/a n/a n/a

Public Works Impact Fees Revenues Interest Total Revenues

$ $

64 $ 64 $

- $ - $

26 $ 26 $

30 $ 30 $

250 $ 250 $

250 250

41% 41%

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

6,944 64 7,008 $

7,008 7,008 $

7,008 26 7,034 $

7,034 30 7,064 $

7,034 250 7,284 $

7,284 250 7,534

1% 41% 2%

General Government Impact Fees Revenues Interest Total Revenues

$ $

95 $ 95 $

1 $ 1 $

37 $ 37 $

50 $ 50 $

375 $ 375 $

375 375

41% 41%

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

10,356 95 10,451 $

10,451 1 10,452 $

10,452 37 10,489 $

10,489 50 10,539 $

10,489 375 10,864 $

10,864 375 11,239

1% 41% 2%

Police Facility Impact Fees Revenues Interest Total Revenues

$ $

97 $ 97 $

1 $ 1 $

38 $ 38 $

50 $ 50 $

375 $ 375 $

375 375

40% 40%

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

10,526 97 10,623 $

10,623 1 10,624 $

10,624 38 10,662 $

10,662 50 10,712 $

10,662 375 11,037 $

11,037 375 11,412

1% 40% 2%

Court Facility Impact Fees Revenues Interest Total Revenues

$ $

9 $ 9 $

- $ - $

4 $ 4 $

30 $ 30 $

30 30

35% 35%

985 9 994 $

994 994 $

994 4 998 $

998 4 1,002 $

998 30 1,028 $

1,028 30 1,058

1% 35% 2%

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

Town of Parker 2024 Annual Budget

185

Budget Detail

CAPITAL PROJECTS FUNDS EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2024 Adopted Budget vs. 2023 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 but remain in this document for historical information.

Budget Detail

186

Town of Parker 2024 Annual Budget

SECTION TITLE

HESS RANCH METROPOLITAN DISTRICT FUNDS ABOUT HESS RANCH METRO DISTRICT

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

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187

Budget Detail

CAPITAL PROJECTS FUNDS FUND: Hess Ranch Metropolitan District Funds

2020 Actual Revenues Capital Maintenance Mill Interest Total Revenues Beginning Fund Balance Revenue Over (Under) Exp Ending Fund Balance

2021 Actual

2023 Amended Budget

2022 Actual

2023 Projected

2024 Budget

Compound Annual Growth

29,758 $ 101 29,859 $

50,133 $ (18) 50,115 $

77,762 $ 535 78,297 $

40,000 $ 500 40,500 $

40,000 $ 5,000 45,000 $

40,000 5,000 45,000

8% 165% 11%

29,859 29,859 $

29,859 50,115 79,974 $

79,974 78,297 158,271 $

158,271 40,500 198,771 $

158,271 45,000 203,271 $

203,271 45,000 248,271

n/a 11% 70%

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2024 Adopted Budget vs. 2023 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 $45,000 (22%) due to the timing of the revenue and absence of projects.

Budget Detail

188

Town of Parker 2024 Annual Budget

SECTION TITLE

CHERRY CREEK SOUTH METROPOLITAN DISTRICT FUNDS ABOUT CHERRY CREEK SOUTH METRO DISTRICT The Cherry Creek South Metropolitan District Funds account for the property tax of 5 mills to be remitted to the Town for the planning, design, construction, and maintenance of Town infrastructure related to the Cherry Creek South development.

Town of Parker 2024 Annual Budget

189

Budget Detail

CAPITAL PROJECTS FUNDS FUND: Cherry Creek South Metropolitan District Funds

2020 Actual Revenues Capital Maintenance Mill Interest Total Revenues Beginning Fund Balance Revenue Over (Under) Exp Ending Fund Balance

2021 Actual

2023 Amended Budget

2022 Actual

2023 Projected

Compound Annual Growth

2024 Budget

- $ - $

122 $ 122 $

- $ - $

- $ 5 5 $

5 5

n/a n/a n/a

- $

122 122 $

122 5 127 $

127 5 132

n/a n/a n/a

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2024 Adopted Budget vs. 2023 Projected Actual • Revenue was not budgeted for 2023 or 2024 due to the relatively insignificant amount received in 2022. As development continues, revenue will increase and will be budgeted in future years.

Budget Detail

190

Town of Parker 2024 Annual Budget

SECTION TITLE

PARKGLENN CONSTRUCTION FUND ABOUT PARKGLENN CONSTRUCTION

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

Town of Parker 2024 Annual Budget

191

Budget Detail

CAPITAL PROJECTS FUNDS FUND: Parkglenn Construction Fund

2020 Actual

2021 Actual

2023 Amended Budget

2022 Actual

2023 Projected

Compound Annual Growth

2024 Budget

Revenues Interest Total Revenues

$ $

1,940 $ 1,940 $

14 $ 14 $

1,050 $ 1,050 $

- $ - $

n/a n/a

Expenditures Transfers Out Total Expenditures

- $

213,731 213,731 $

- $

n/a n/a

210,727 1,940 212,667 $

212,667 14 212,681 $

212,681 (212,681) - $

- $

n/a n/a n/a

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

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2024 Adopted Budget vs. 2023 Projected Actual • 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. • This Fund has a zero balance for the current budget year but remains in this document for historical information.

Budget Detail

192

Town of Parker 2024 Annual Budget

DEBT SERVICE FUNDS

GENERAL FUND SPECIAL REVENUE FUNDS CAPITAL PROJECTS FUNDS DEBT SERVICE FUNDS SUMMARY FUNDS • General Debt Service Fund • Recreation Debt Service Fund

ENTERPRISE FUND INTERNAL SERVICE FUNDS

Town of Parker 2024 Annual Budget

193

Budget Detail

SECTION DEBT SERVICE TITLEFUNDS: SUMMARY 2020 Actual Beginning Fund Balances Revenues Transfers In From General Fund From Parks and Recreation Fund From Stormwater Fund Total Revenues

2021 Actual - $

2023 Amended Budget

2022 Actual - $

- $

2023 Projected - $

n/a

106% 0% 0% 57%

756,788 $

755,079 $

757,398 $

755,306 $

755,306 $ 13,757,214

1,582,560 185,244 2,522,883 $

1,582,379 185,812 2,525,589 $

1,584,048 185,264 2,524,618 $

1,584,048 1,587,644 185,264 185,732 2,524,618 $ 15,530,590

1,785,000 740,345 2,000

1,820,000 700,883 2,000

1,865,000 658,589 2,000

1,920,000 602,618 2,000

2,524,618 $ 15,530,590

2,527,345 $

2,522,883 $

2,525,589 $

2,524,618 $

Ending Fund Balances

- $

Budget Detail

1,584,894 185,663 2,527,345 $

Expenditures by Fund General Debt Service Fund Recreation Debt Service Fund Total Expenditures

- $

Expenditures Principal Interest Other Debt Costs Total Expenditures

Revenue by Fund General Debt Service Fund Recreation Debt Service Fund Total Revenues

Compound Annual Growth

2024 Budget

- $

14,975,000 553,590 2,000 -

n/a

96% 0% 57%

942,451 $

940,323 $

943,210 $

940,570 $

940,570 $ 13,942,946

1,584,894 2,527,345 $

1,582,560 2,522,883 $

1,582,379 2,525,589 $

1,584,048 2,524,618 $

1,584,048 1,587,644 2,524,618 $ 15,530,590

942,451 1,584,894

940,323 1,582,560

943,210 1,582,379

940,570 1,584,048

2,527,345 $

2,522,883 $

2,525,589 $

2,524,618 $

2,524,618 $ 15,530,590

194

70% -7% 0% 57%

13,942,946 1,587,644

96% 0% 57%

Town of Parker 2024 Annual Budget

DEBT SERVICE FUNDS: SECTION SUMMARY TITLE SOURCES OF REVENUE (TRANSFERS IN): DEBT SERVICE FUNDS

From Parks and Recreation Fund 10.2%

From Stormwater Fund 1.2%

From General Fund 88.6%

EXPENDITURES BY TYPE: DEBT SERVICE FUNDS

Principal 96.4%

Interest 3.6%

Town of Parker 2024 Annual Budget

195

Budget Detail

SECTION TITLE

GENERAL DEBT SERVICE FUND ABOUT GENERAL DEBT SERVICE

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

Budget Detail

196

Town of Parker 2024 Annual Budget

DEBT SERVICE SECTIONFUNDS TITLE FUND: General Debt Service Fund

2020 Actual Revenues Transfers In From General Fund From Stormwater Fund Total Revenues Expenditures Principal Interest Total Expenditures Beginning Fund Balance Revenue Over (Under) Exp Ending Fund Balance

2021 Actual

2023 Amended Budget

2022 Actual

2023 Projected

Compound Annual Growth

2024 Budget

756,788 $ 185,663 942,451 $

755,079 $ 185,244 940,323 $

757,398 $ 185,812 943,210 $

755,306 $ 185,264 940,570 $

755,306 $ 13,757,214 185,264 185,732 940,570 $ 13,942,946

106% 0% 96%

534,600 407,851 942,451 $

544,500 395,823 940,323 $

561,000 382,210 943,210 $

580,800 359,770 940,570 $

580,800 13,600,600 359,770 342,346 940,570 $ 13,942,946

125% -4% 96%

- $

n/a n/a n/a

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2024 Adopted Budget vs. 2023 Projected Actual • The 2014 Certificates of Participation (COPs) are callable effective November 1, 2023. Paying off the debt early leads to a projected savings of $3.3M over the next decade.

• The Stormwater Utility Fund and General Fund will benefit from the interest savings since they will no longer make transfers to fund the principal and interest payments.

Town of Parker 2024 Annual Budget

197

Budget Detail

SECTION TITLE

RECREATION DEBT SERVICE FUND ABOUT RECREATION DEBT SERVICE

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

Budget Detail

198

Town of Parker 2024 Annual Budget

DEBT SERVICE SECTIONFUNDS TITLE FUND: Recreation Debt Service Fund

Revenues Transfers In From Parks and Recreation Fund Total Revenues Expenditures Principal Interest Other Debt Costs Total Expenditures Beginning Fund Balance Revenue Over (Under) Exp Ending Fund Balance

2023 Amended Budget

2023 Projected

Compound Annual Growth

2020 Actual

2021 Actual

2022 Actual

2024 Budget

$ $

1,584,894 $ 1,584,894 $

1,582,560 $ 1,582,560 $

1,582,379 $ 1,582,379 $

1,584,048 $ 1,584,048 $

1,587,644 1,587,644

0% 0%

1,250,400 332,494 2,000 1,584,894 $

1,275,500 305,060 2,000 1,582,560 $

1,304,000 276,379 2,000 1,582,379 $

1,339,200 242,848 2,000 1,584,048 $

1,374,400 211,244 2,000 1,587,644

2% -11% 0% 0%

- $

n/a n/a n/a

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2024 Adopted Budget vs. 2023 Projected Actual • The 2015 Sales and Use Tax refunding note will mature in 2025 and the 2019 Certificates of Participation mature in 2035.

Town of Parker 2024 Annual Budget

199

Budget Detail

ENTERPRISE FUND

GENERAL FUND SPECIAL REVENUE FUNDS CAPITAL PROJECTS FUNDS DEBT SERVICE FUNDS ENTERPRISE FUND The Enterprise Fund consists of one fund so there is not a summary of funds. FUND • Stormwater Utility Fund

INTERNAL SERVICE FUNDS

Budget Detail

200

Town of Parker 2024 Annual Budget

SECTION TITLE

STORMWATER UTILITY FUND ABOUT STORMWATER UTILITY

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

Town of Parker 2024 Annual Budget

201

Budget Detail

SECTION TITLE ENTERPRISE FUND FUND: Stormwater Utility Fund 2020 Actual

2023 Amended Budget

2022 Actual

2021 Actual

2024 Budget

Compound Annual Growth

5,590,887 $ 10,485,948 $

5,125,340 $

2,797,053 $

820,740

-38%

1,061,610 $ 1,452,489 4,690 21,091 134,467 2,674,347 64,583 6,197,267 3,162 8,939,359 $

1,091,478 $ 1,504,767 75,610 41,662 218,117 2,931,634 658 5,611,182 2,119 8,545,593 $

1,182,256 $ 1,279,354 $ 1,300,000 $ 1,624,183 1,702,986 1,725,000 13,000 10,400 26,000 16,700 14,560 20,000 197,141 156,000 210,000 3,033,280 3,163,300 3,281,000 21,911 28,000 150,000 464,350 12,626,348 12,626,348 1,746 1,000 51,000 3,521,287 $ 15,818,648 $ 16,108,348 $

1,350,000 1,800,000 15,000 20,000 200,000 3,385,000 1,364,000 100,000 5,000,000 16,000 9,865,000

6% 6% 34% -1% 10% 6% n/a 12% -5% 50% 2%

Expenditures Salary and Benefits Supplies Purchased Services Internal Services Utilities/Insurance Capital Outlay Transfers Out Total Expenditures

718,944 971,775 17,788 13,865 387,364 358,433 134,969 148,126 6,989 8,450 2,307,211 11,914,105 471,033 491,448 4,044,298 $ 13,906,202 $

950,113 1,158,582 1,036,356 12,978 15,100 15,000 416,389 540,950 465,333 149,738 274,873 274,873 11,734 12,800 10,110 3,761,394 13,532,109 15,692,221 547,228 590,768 590,768 5,849,574 $ 16,125,182 $ 18,084,661 $

1,142,748 15,200 563,298 376,983 11,500 6,804,000 589,805 9,503,534

12% -4% 10% 29% 13% 31% 6% 24%

Ending Fund Balance

$ 10,485,948 $

5,125,340 $

2,797,053 $

2,490,519 $

820,740 $

1,182,206

-42%

0.20 0.60 1.00 1.00 1.00 1.00 4.00 8.80

0.20 0.20 0.60 1.00 1.00 1.00 1.00 1.00 4.00 10.00

0.20 0.20 0.60 1.00 1.00 1.00 1.00 4.00 9.00

0.25

0.15

0.10

0.58

0.40

9.05

10.15

10.10

9.58

9.00

9.40

Beginning Fund Balance Revenues Charges for Services Commercial Stormwater Utility Charges Residential Stormwater Utility Charges Zoning and Subdivision Fees Grading Permit Charges Engineer Review Charges Total Charges for Services Intergovernmental Interest Contributions Miscellaneous Total Revenues

Authorized FTE Positions Engineering & Public Works Director Deputy Director of Operations Operations Manager SW Project Manager SW Project Engineer SW Engineering Technician SW Permit Coordinator SW Supervisor SW Lead Tech SW Maintenance Tech Total Full-Time Positions Full-Time Equivalent of Seasonal Employees Total Authorized FTE Positions

2,797,053 $

2023 Projected

Shaded sections represent equivalent positions with title or level changes.

Budget Detail

202

Town of Parker 2024 Annual Budget

ENTERPRISE SECTION FUND TITLE SOURCES OF REVENUE: STORMWATER ENTERPRISE FUND Contributions 50.7% Miscellaneous 0.2%

Commercial Stormwater Utility Charges 13.7%

Interest 1.0%

Residential Stormwater Utility Charges 18.2%

Intergovernmental 13.8%

Other Charges for Services 2.4%

EXPENDITURES BY TYPE: STORMWATER ENTERPRISE FUND

Transfers Out 6.2%

Capital Outlay 72.7%

Salary and Benefits 12.0%

Supplies 0.2% Purchased Services 5.9% Internal Services 4.0% Utilities/Insurance 0.1%

Town of Parker 2024 Annual Budget

203

Budget Detail

SECTION TITLE ENTERPRISE FUND FUND: Stormwater Utility Fund

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2024 Adopted Budget vs. 2023 Projected Actual • The decrease in expenditures between 2023 Projected and 2024 Budget is $8,581,127 or 47.5%. • The 2024 budget for Salary and Benefits includes funding for the performance pay adjustment of 6% and healthcare costs. • While 2024 is not anticipated to match the high of 2023 in Interest revenue, it is expected to surpass the levels observed in previous years, indicating an expectation of continued high interest rates. • In 2024, the decrease in both the number and size of projects reflects a strategic decision to preserve Fund Balance, prioritizing financial stability for the community. • The strategic decision to preserve Fund Balance in 2023 is expected to yield positive results, with a projected 44% increase in 2024. This reflects a balanced approach to financial management.

2023 ACCOMPLISHMENTS Promote a Safe and Healthy Community • Performed 5,908 infrastructure inspections and 1,019 maintenance activities through Q3. • Completed Anthology Drop Structure emergency repair. • Performed over 2,000 development project inspections and issued over 30 grading permits through Q3.

• Began construction of stabilization improvements to Cherry Creek at the future Dransfeldt Extension Bridge.

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

• Facilitated commencement of construction of improvements to Oak Gulch and West Stroh Gulch through Tanterra Segment 1.

• Facilitated commencement of construction of improvements to Brandy Gulch through Looking Glass Segment 2.

• Completed design and construction of new stormwater detention and water quality pond at the intersection of Hilltop Road and Canterberry Parkway.

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

• Completed design of the Cottonwood Meadows Channel improvements. • Assisted with emergency repairs and redesign of the Jordan Tributary culvert under Bradbury Ranch Drive.

Budget Detail

204

Town of Parker 2024 Annual Budget

ENTERPRISE SECTION FUND TITLE FUND: Stormwater Utility Fund

2024 GOALS Promote a Safe and Healthy Community • 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 completion of construction of West Stroh Gulch and Oak Gulch improvements through Tanterra Segment 1. • Start an update to the master drainage plan for Sulphur Gulch and Tallman Gulch. • Advance design for Newlin Gulch improvements at Recreation Drive. • Inspect 25% of Town stormwater assets. • Complete construction of the Cottonwood Meadows Channel improvements.

Develop a Visionary Community Through Balanced Growth • Perform an update to the Town’s Stormwater Utility Needs Assessment to account for significant increases in program costs in recent years.

PERFORMANCE MEASURES BY STRATEGIC GOAL 2020 2021 2022 2023 Promote a Safe and Healthy Community 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. Measure:

5,788

5,500

5,800

5,890

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. 1 ,461 1 ,400 Measure: 1 ,307 643 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. 2,000+ 2,000+ 2,000+ 2,000+ Measure: 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. 35 35 30 35 Measure: Town of Parker 2024 Annual Budget

205

Budget Detail

206

Town of Parker 2024 Annual Budget

INTERNAL SERVICE FUNDS

GENERAL FUND SPECIAL REVENUE FUNDS CAPITAL PROJECTS FUNDS ENTERPRISE FUND DEBT SERVICE FUNDS INTERNAL SERVICE FUNDS SUMMARY FUNDS • Facility Services Fund • Fleet Services Fund • Medical Benefits Fund • Technology Management Fund

Town of Parker 2024 Annual Budget

207

Budget Detail

INTERNAL SERVICE FUNDS: SUMMARY 2023 Amended Budget

2020 Actual

2021 Actual

2022 Actual

3,540,721 $

4,259,562 $

4,732,411 $

2023 Projected

2024 Budget

Compound Annual Growth

Beginning Fund Balances

8,347,437

24%

Revenues Charges for Services Miscellaneous Other Financing Sources Transfers In Total Revenues

9,822,301 10,791,897 12,179,199 14,285,386 14,278,586 15,422,594 76,422 54,372 54,998 39,400 359,500 255,000 75,608 237,345 173,407 19,994 1,000,000 100,000 $ 10,974,331 $ 11,183,614 $ 12,407,604 $ 14,324,786 $ 14,658,080 $ 15,677,594

12% 35% n/a n/a 9%

7,563,443 $

Expenditures Salary and Benefits Supplies Purchased Services Internal Services Utilities/Insurance Debt Service Capital Outlay Total Expenditures

$ 10,255,490 $ 10,710,765 $

9,576,572 $ 15,369,667 $ 13,874,086 $ 14,906,766

9% 19% 8% 36% 6% n/a 19% 10%

Ending Fund Balances

4,259,562 $

4,732,411 $

7,563,443 $

6,518,562 $

8,347,437 $

9,118,265

21%

2,607,672 $ 3,077,057 1,038,666 4,250,936

2,629,697 $ 3,253,484 1,191,288 4,109,145

3,193,353 $ 3,314,755 1,184,881 4,714,615

3,441,990 $ 5,209,383 1,297,113 4,376,300

3,597,984 $ 5,262,483 1,308,113 4,489,500

3,649,021 5,693,451 1,865,622 4,469,500

9% 17% 16% 1% 9%

Revenue by Fund Fleet Services Technology Management Facility Services Medical Benefits Total Revenues Expenditures by Fund Fleet Services Technology Management Facility Services Medical Benefits Total Expenditures

Budget Detail

2,563,359 309,992 2,393,226 49,509 3,427,085 1,512,319

2,441,802 517,372 2,405,733 45,810 3,823,041 1,477,007

2,708,006 272,244 2,291,964 65,882 3,176,639 11,281 1,050,556

3,039,347 1,211,320 3,204,171 162,869 4,321,000 3,430,960

2,984,704 601,211 3,068,942 162,869 3,143,500 3,912,860

3,559,726 617,803 3,237,784 167,633 4,321,000 3,002,820

$ 10,974,331 $ 11,183,614 $ 12,407,604 $ 14,324,786 $ 14,658,080 $ 15,677,594 $

2,332,749 $ 3,142,813 1,128,491 3,651,437

2,166,881 $ 3,390,875 1,110,231 4,042,778

$ 10,255,490 $ 10,710,765 $

208

1,638,720 $ 3,446,000 1,095,323 3,396,529

4,358,121 $ 5,181,033 1,294,513 4,536,000

4,287,815 $ 4,983,295 1,247,176 3,355,800

3,197,259 5,605,993 1,561,514 4,542,000

9,576,572 $ 15,369,667 $ 13,874,086 $ 14,906,766

8% 16% 8% 6% 10%

Town of Parker 2024 Annual Budget

INTERNAL SERVICE FUNDS SUMMARY SOURCES OF REVENUE: INTERNAL SERVICE FUNDS

Charges for Services 98.4%

Miscellaneous 1.6%

EXPENDITURES BY TYPE: INTERNAL SERVICE FUNDS Utilities/Insurance 29.1%

Internal Services 1.1%

Purchased Services 21.7%

Capital Outlay 20.1%

Supplies 4.1%

Salary and Benefits 23.9%

Town of Parker 2024 Annual Budget

209

Budget Detail

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

Budget Detail

210

Town of Parker 2024 Annual Budget

INTERNAL SERVICE FUNDS FUND: Facility Services Fund

Revenues Charges for Services Custodial Internal User Charges Facilities Internal User Charges Total Charges for Services Interest Miscellaneous Transfers In Total Revenues Expenditures Salary and Benefits Supplies Purchased Services Internal Services Capital Outlay Total Expenditures Beginning Fund Balance Revenue Over (Under) Exp Ending Fund Balance Authorized FTE Positions Engineering & Public Works Director Deputy Director of Operations Facility/Fleet Manager Facility Maintenance Coordinator Facility Supervisor Facility Crew Leader Facility Maintenance Tech Total Authorized FTE Positions

2023 Amended Budget

2021 Actual

2022 Actual

339,324 $ 691,644 1,030,968 1,510 6,188 1,038,666 $

353,193 $ 735,107 1,088,300 (125) 3,113 100,000 1,191,288 $

380,284 $ 800,000 1,180,284 892 3,705 1,184,881 $

399,744 $ 895,369 1,295,113 1,000 1,000 1,297,113 $

399,744 $ 895,369 1,295,113 12,000 1,000 1,308,113 $

711,537 1,142,085 1,853,622 11,000 1,000 1,865,622

20% 13% 16% 64% -37% n/a 16%

764,244 65,544 255,792 42,911 1,128,491 $

697,039 42,584 265,460 37,033 68,115 1,110,231 $

699,881 51,494 290,681 53,267 1,095,323 $

843,248 51,707 274,834 124,724 1,294,513 $

795,024 51,736 275,692 124,724 1,247,176 $

1,029,019 60,389 285,264 126,842 60,000 1,561,514

8% -2% 3% 31% n/a 8%

15,197 81,057 96,257 $

96,257 89,558 185,815 $

185,815 2,600 188,415 $

185,815 60,937 246,752 $

246,752 304,108 550,860

24%

105,022 (89,825) 15,197 $ 0.10 0.50 1.00 1.00 6.00 8.60

0.10 0.25 1.00 1.00 1.00 5.00 8.35

2023 Projected

2024 Budget

Compound Annual Growth

2020 Actual

145%

0.10 0.25 1.00 1.00 2.00 5.00 9.35

Shaded sections represent equivalent positions with title or level changes.

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2024 Adopted Budget vs. 2023 Projected Actual • The increase in expenditures between 2023 Projected and 2024 Budget is $314,338 or 25.2%. • The 2024 budget for Salary and Benefits increase 29%. This increase accounts for performance pay adjustment of 6%, healthcare costs and the addition of a Facility Crew Leader position. • The Capital Outlay for the Facility Crew Leader encompasses a one-time purchase of transportation equipment in 2024. • The increase in Internal User Charges is 43% in 2024 which helps offset the rise in expenditures. • The strategic decision to preserve Fund Balance in 2023 and 2024 is expected to yield positive results, with a projected $304,108 increase in 2024. This reflects a balanced approach to financial management.

Town of Parker 2024 Annual Budget

211

Budget Detail

INTERNAL SERVICE FUNDS FUND: Facility Services Fund

2023 ACCOMPLISHMENTS Promote a Safe and Healthy Community • Completed the Fieldhouse and Recreation Center security enhancements. • Made improvements at Fieldhouse including upgraded gymnasium curtains and batting cages, installation of computer room air conditioning unit and replacement of the lighting control panel. • Replaced main hot water tank serving back of house at PACE Center. • Installed permanent safety ladders at several facilities for roof access. • Performed 3,925 total work orders (2,257 preventive maintenance inspections at Town facilities and 1,668 customer-requested work orders) with an average completion time of 16 days.

2024 GOALS Promote a Safe and Healthy Community • Replace Fieldhouse roof-top units. • Replace roof and leaking windows at Town Hall. • Complete PACE Center enhancements to computer room air conditioning and ADA doors. • Replace carpet at Police Department.

Develop a Visionary Community Through Balanced Growth • Support Town Hall expansion design and construction efforts. • Install electric vehicle (EV) charging stations at Motsenbocker maintenance facility.

Budget Detail

212

Town of Parker 2024 Annual Budget

INTERNAL SERVICE SECTIONFUNDS TITLE FUND: Facility Services Fund

PERFORMANCE MEASURES BY STRATEGIC GOAL 2020 2021 2022 2023 Promote a Safe and Healthy Community OUTPUT MEASURE: Number of individual preventative maintenance inspections throughout Town-operated facilities. Inspection of mechanical equipment, lighting, and life safety equipment allows needed repairs to be identified and made prior to considerable impact to the operation of the facility. 2,792 2,460 Measure: 2,460 2,257 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. 1 1 .1 1 0.8 1 0.8 1 9.5 Measure: 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. 1 ,780 1 ,894 1 ,894 1 ,668 Measure: 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. 9.5 1 0.4 1 0.4 1 3.4 Measure:

Town of Parker 2024 Annual Budget

213

Budget Detail

SECTION TITLE

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.

Budget Detail

214

Town of Parker 2024 Annual Budget

INTERNAL SERVICE SECTIONFUNDS TITLE FUND: Fleet Services Fund

Revenues Charges for Services Internal User Charges Lone Tree Fleet Services Total Charges for Services Interest Miscellaneous Insurance Recoveries/Sale of Assets Total Revenues Expenditures Salary and Benefits Supplies Purchased Services Internal Services Capital Outlay Total Expenditures Beginning Fund Balance Revenue Over (Under) Exp Ending Fund Balance Authorized FTE Positions Engineering & Public Works Director Deputy Director of Operations Fleet Maintenance Master Technician Fleet Supervisor Fleet Maintenance Tech Facilities/Fleet Manager Total Authorized FTE Positions

2023 Amended Budget

2021 Actual

2022 Actual

2,423,456 $ 84,615 2,508,071 17,857 6,136 75,608 2,607,672 $

2,297,970 $ 88,219 2,386,189 149 6,014 237,345 2,629,697 $

2,896,259 $ 107,360 3,003,619 12,914 3,413 173,407 3,193,353 $

3,330,944 $ 96,546 3,427,490 14,000 500 3,441,990 $

3,330,944 $ 96,546 3,427,490 150,000 500 19,994 3,597,984 $

3,452,021 96,000 3,548,021 100,000 1,000 3,649,021

9% 3% 9% 54% -36% n/a 9%

468,299 9,488 336,045 6,598 1,512,319 2,332,749 $

432,045 17,659 341,780 8,777 1,366,620 2,166,881 $

445,840 (41,856) 354,615 12,615 867,506 1,638,720 $

528,891 17,838 442,287 38,145 3,330,960 4,358,121 $

512,810 15,700 402,300 38,145 3,318,860 4,287,815 $

565,859 11,139 459,470 40,791 2,120,000 3,197,259

5% 4% 8% 58% 9% 8%

1,650,905 274,923 1,925,828 $

1,925,828 462,816 2,388,644 $

2,388,644 1,554,633 3,943,277 $

3,943,277 (916,131) 3,027,146 $

3,943,277 (689,831) 3,253,446 $

3,253,446 451,762 3,705,208

18% 13% 18%

0.10 1.00 1.00 2.00 0.50 4.60

0.10 0.15 1.00 1.00 2.00 4.25

2023 Projected

2024 Budget

Compound Annual Growth

2020 Actual

0.10 0.15 1.00 1.00 2.00 4.25

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2024 Adopted Budget vs. 2023 Projected Actual • The decrease in expenditures between 2023 Projected and 2024 Budget is $1,090,566 or 25.4%. • The 2024 budget for Salary and Benefits includes funding for the performance pay adjustment of 6% and healthcare cost. • While 2024 is not anticipated to match the high of 2023 in Interest revenue, it is expected to surpass the levels observed in previous years, indicating an expectation of continued high interest rates. • The Capital Outlay for the Town’s fleet and equipment replacement schedule in 2024 has been reduced by 36% based on the department’s maintenance and replacement calculations. • The strategic decision to preserve Fund Balance in 2023 is expected to yield positive results, with a projected 13% increase in 2024. This reflects a balanced approach to financial management. Town of Parker 2024 Annual Budget

215

Budget Detail

SECTION TITLE INTERNAL SERVICE FUNDS FUND: Fleet Services Fund

2023 ACCOMPLISHMENTS Promote a Safe and Healthy Community • Completed 1,600 work orders through September 30 Q3 with an average time to close of 73 hours.

• Maintained 518 pieces of equipment to safe and serviceable standards. • Completed a major upgrade to the Town’s fleet work order management system. Develop a Visionary Community through Balanced Growth • Procured and implemented Stormwater Vac-Truck to enhance operations. • Procured several electric pieces of fleet equipment such as four (4) plug in electric hybrid Ford Escapes, field mower, and associated open space equipment. • Managed replacement of 45 pieces of operational equipment in the fleet.

2024 GOALS Promote a Safe and Healthy Community • Complete 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. • Evaluate and procure additional electric or electric hybrid vehicles and equipment where appropriate and applicable.

PERFORMANCE MEASURES BY STRATEGIC GOAL 2020 2021 2022 2023 2024 Promote a Safe and Healthy Community 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. Target: 96.0 96.0 96.0 96.0 96.0 1 05.2 1 1 0.3 -1 04.0 73.0 Measure: 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. Target: 80/20% 80/20% 80/20% 80/20% 80/20% 91 .9/ 8% 90.3/ 9.7% 62/ 38% * 67/ 33% -Measure: OUTCOME MEASURE: Percentage of timely preventative maintenance inspections Performing timely scheduled inspections based on predictive intervals maximizes availability of the Town’s fleet. 95% 95% 1 00% Target: 95% 97% 92% 91 % 92% 83% -Measure:

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

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Town of Parker 2024 Annual Budget

SECTION TITLE

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.

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Budget Detail

SECTION TITLE INTERNAL SERVICE FUNDS FUND: Medical Benefits Fund

Revenues Charges for Services Town Premium Employee Contribution Total Charges for Services Interest Miscellaneous Transfers In Total Revenues Expenditures Supplies Purchased Services Insurance Total Expenditures Beginning Fund Balance Revenue Over (Under) Exp Ending Fund Balance

2023 Amended Budget

2021 Actual

2022 Actual

2,467,059 $ 772,206 3,239,265 4,837 6,834 1,000,000 4,250,936 $

3,224,996 $ 866,484 4,091,480 121 17,544 4,109,145 $

3,823,952 $ 875,916 4,699,868 10,110 4,637 4,714,615 $

3,500,000 $ 862,300 4,362,300 10,000 4,000 4,376,300 $

3,500,000 $ 855,500 4,355,500 130,000 4,000 4,489,500 $

3,500,000 865,500 4,365,500 100,000 4,000 4,469,500

9% 3% 8% 113% -13% n/a 1%

6,167 218,185 3,427,085 3,651,437 $

7,122 212,615 3,823,041 4,042,778 $

7,687 212,203 3,176,639 3,396,529 $

8,000 207,000 4,321,000 4,536,000 $

212,300 3,143,500 3,355,800 $

8,000 213,000 4,321,000 4,542,000

7% -1% 6% 6%

508,719 599,499 1,108,218 $

1,108,218 66,367 1,174,586 $

1,174,586 1,318,086 2,492,672 $

2,492,672 (159,700) 2,332,972 $

2,492,672 1,133,700 3,626,372 $

3,626,372 (72,500) 3,553,872

63% n/a 34%

2023 Projected

2024 Budget

Compound Annual Growth

2020 Actual

EXPLANATION OF SIGNIFICANT BUDGET VARIANCE 2024 Adopted Budget vs. 2023 Projected Actual • The increase in expenditures between 2023 Projected and 2024 Budget is $1,186,200 or 35.4%. • The Town’s proactive approach to employee wellbeing and historical claims growth has allowed for consistent healthcare cost premiums without changes. The commitment to maintaining a high quality of care reflects the Town’s dedication to employee welfare. • With a dedicated approach, Fund Balance was reduced by only 2%, showcasing a careful balance between supporting employee wellbeing and fiscal responsibility.

Budget Detail

218

Town of Parker 2024 Annual Budget

SECTION TITLE

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.

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Budget Detail

INTERNAL SERVICE FUNDS FUND: Technology Management Fund

Revenues Charges for Services Internal User Charges Total Charges for Services Interest Miscellaneous Total Revenues Expenditures Salary and Benefits Supplies Purchased Services Debt Service Capital Outlay Total Expenditures Beginning Fund Balance Revenue Over (Under) Exp Ending Fund Balance Adj Ending Fund Balance Authorized FTE Positions Finance Director IT Manager Senior Systems Administrator Systems Administrator Police Systems Administrator Senior Systems Analyst Senior Systems Specialist System Specialist GIS Coordinator GIS Administrator Network Administrator Total Authorized FTE Positions

2023 Amended Budget

2021 Actual

2022 Actual

3,043,997 $ 3,043,997 13,502 19,558 3,077,057 $

3,225,928 $ 3,225,928 191 27,365 3,253,484 $

3,295,428 $ 3,295,428 4,231 15,096 3,314,755 $

5,200,483 $ 5,200,483 6,000 2,900 5,209,383 $

5,200,483 $ 5,200,483 50,000 12,000 5,262,483 $

5,655,451 5,655,451 35,000 3,000 5,693,451

17% 17% 27% -37% 17%

1,330,816 228,793 1,583,204 3,142,813 $

1,312,718 450,007 1,585,878 42,272 3,390,875 $

1,562,285 254,919 1,434,465 11,281 183,050 3,446,000 $

1,667,208 1,133,775 2,280,050 100,000 5,181,033 $

1,676,870 533,775 2,178,650 594,000 4,983,295 $

1,964,848 538,275 2,280,050 822,820 5,605,993

10% 24% 10% n/a n/a 16%

1,210,319 (137,391) (3) 1,072,925 $

1,072,925 (131,245) 941,680 $

941,680 28,350 970,030 $

941,680 279,188 1,220,868 $

1,220,868 87,458 1,308,326

-1%

1,276,075 (65,756) 1,210,319 $ 0.5 1.0 1.0 1.0 1.0 1.0 4.0 1.0 1.0 1.0 12.5

0.5 1.0 1.0 1.0 1.0 1.0 2.0 2.0 1.0 1.0 1.0 12.5

2023 Projected

2024 Budget

Compound Annual Growth

2020 Actual

0.5 1.0 1.0 1.0 1.0 1.0 2.0 2.0 1.0 1.0 2.0 13.5

Shaded sections represent equivalent positions with title or level changes.

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2024 Adopted Budget vs. 2023 Projected Actual • The 2024 budget for Salary and Benefits includes funding for the performance pay adjustment of 6% and healthcare costs. • Technology management costs are generally increasing townwide as the number of new software products and maintenance and licensing agreements has grown. • The technology master plan that was conducted in 2023 identified and recommended the inclusion of a Network Administrator to support and manage the technological infrastructure efficiently. Budget Detail

220

Town of Parker 2024 Annual Budget

INTERNAL SERVICE FUNDS FUND: Technology Management Fund

2023 ACCOMPLISHMENTS Promote a Safe and Healthy Community • Implemented a trackable and ongoing cyber security training program to meet the requirements of the Town’s security audit and cyber insurance.

Innovate with Collaborative Governance • Replaced end of life hardware that hosted the Police Department’s Computer Aided Dispatch and Records Management System.

2024 GOALS Promote a Safe and Healthy Community • Deploy enterprise wifi throughout the Town that utilizes security best practices including network level authentication and access control. • Replace the production server cluster computer and memory. • Complete the semi-annual NIST cyber security audit.

PERFORMANCE MEASURES BY STRATEGIC GOAL 2020 2021 2022 2023 2024 Promote a Safe and Healthy Community 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. 3,448 -2,91 7 2,670 Measure: 2,555 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 1 5 minutes minimizes disruption to the users’ work and ensures that requests don’t slip through the cracks before they are assigned. Target: Measure:

Town of Parker 2024 Annual Budget

15 12

15 10

221

15 1 4.35

15 17

15 --

Budget Detail

222

Town of Parker 2024 Annual Budget

REVENUE MANUAL

REVENUE MANUAL INTRODUCTION VIDEO LINK: HOW IT WORKS - TOWN SOURCES OF REVENUE

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 74.4% of the total General Fund revenues and 44.1% 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. Revenue Manual

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REVENUE MANUAL INTRODUCTION (cont)

Outside Sources of Revenue All Funds Miscellaneous 11.6%

Fines and Forfeitures 0.1%

General Property Tax 1.7%

External Charges for Services 19.5%

Sales and Use Tax 44.1% Intergovernmental 13.2%

Licenses and Permits 2.6% Other Taxes 7.2%

Outside Sources of Revenue General Fund

General Property Tax 3.8% Miscellaneous 1.4% Fines and Forfeitures 0.1% External Charges for Services 4.3%

Sales and Use Tax 74.4%

Intergovernmental 5.7%

Licenses and Permits 5.7%

Other Taxes 4.8%

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Revenue Manual

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 90.3% 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.

2024 Adopted Budget

Total All Funds

Amount Included in Manual

Percent of Total Revenue in Category

Revenues General Property Tax Sales and Use Tax Other Taxes License and Permits Intergovernmental

2,970,000 75,341,516 12,297,900 4,465,260 22,515,537

2,970,000 75,341,516 12,294,000 4,395,000 17,808,500

100.0% 100.0% 100.0% 98.4% 79.1%

Charges for Services Fines and Forfeitures Miscellaneous

18,827,908 110,500 19,869,135

16,464,838 85,500 11,871,535

87.4% 77.4% 59.7%

Total Revenues

156,397,756

141,230,889

90.3%

Fund General General, Parks and Recreation, Public Improvements General, Public Improvements, Excise Tax General General, Conservation Trust, Cultural, Recreation, Public Improvements, Capital Renewal and Replacement, Hess Ranch Metro District, Cherry Creek South Metro District General, Cultural, Recreation, Stormwater, Fleet General General, Conservation Trust, Parks and Recreation, Cultural, Recreation, Capital Renewal and Replacement, Public Improvements, Excise Tax, Impact Fee, Hess Ranch Metro District, Cherry Creek South 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.

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 Trend – includes actual collections for the prior four years and projections for the current and following year, along with the basis for the forecasted revenues

Revenue Manual

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Town of Parker 2024 Annual Budget

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 Revenue Specific Ownership Tax Revenue Sales Tax Revenue Sales Tax Audit Revenue Lodging Tax Revenue Cable Franchise Fee Xcel Energy Franchise Fee Core Electric Cooperative Excise Tax Motor Vehicle Registrations Revenue Highway Users Tax Revenue County Road and Bridge Levy Cigarette Tax Revenue Court Fines and Fees

General General General, Parks and Recreation General, Parks and Recreation General General General General, Public Improvements General General General General General

Investment Income

All funds based on cash and investment balances

Intergovernmental Lone Tree Dispatch Fees Lone Tree Crime/Evidence Services School Resource Officer Reimbursement

General General General

Public Works/Community Development Plan Check Fees Building Permits Street Cut Permits Zoning and Subdivision Fees Engineering Review Fees Deficit Reduction Fees

General General General General General General

Lottery Revenue

Conservation Trust

Scientific and Cultural Facilities District Grant Cultural Ticket Revenue Cultural Concession Revenue Cultural Class Registration Revenue Cultural Memberships Revenue PACE Facility Rentals Revenue The Schoolhouse Facility Rentals Revenue

Cultural Cultural Cultural Cultural Cultural Cultural Cultural

continued…

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REVENUE MANUAL INTRODUCTION (cont) REVENUE SOURCE

FUND

Recreation Admission Revenue H2O'Brien Admission Revenue Discovery Park Admission Revenue Recreation Concession Revenue Recreation Sports Program Fees Recreation Aquatics Revenue Recreation Preschool Program Revenue Recreation Specialty Fitness Fees Personal Training Fees Recreation Kids' Zone Program Fees Fieldhouse Facility Rental Fees Fieldhouse Day Camp Fees Fieldhouse Sports Instruction Fees Parker Run Series Fees Recreation Park and Field Rental Revenue

Recreation Recreation Recreation Recreation Recreation Recreation Recreation Recreation Recreation Recreation Recreation Recreation Recreation Recreation Recreation

Building Use Tax Revenue Parker Authority for Reinvestment Capital Funding Douglas County Road Sales Tax Shared Revenue FASTER Revenue

Public Improvements, Parks and Recreation Public Improvements Public Improvements Public Improvements

Excise Tax Revenue

Excise Tax Fund

Stormwater Engineering Review Fees Stormwater Utility Fees Revenue Stormwater Contributions

Stormwater Utility Stormwater Utility Stormwater Utility

Lone Tree Fleet Services Revenue

Fleet Services

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Town of Parker 2024 Annual Budget

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 five-year history of these assessment percentages is provided below.

Overview: Assessment Percentages Assessment Year 2019 2020

Property Class

2018

Real Property Commercial Residential

29.000 7.200

Personal Property

29.000

2021

2022

29.000 7.150

29.000

Total assessed valuation (in millions) for the Town of Parker for the past five years is demonstrated by the following table:

Assessed Valuation

2018

2019

2020

2021

2022

$809.5

$949.9

$986.8

$1,090.7

$1,486.4

*Valuation for 2023 is not available as of the publication of the budget.

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Revenue Manual

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.

Five Year Mill Levy History Town of Parker Douglas County Douglas County School District Douglas County Libraries South Metro Fire Protection Cherry Creek Basin Water Urban Drainage District TOTAL

2018 2.602 19.774 44.950 4.008 9.250 0.479 0.820 81.883

Assessment Year 2019 2020 2.602 2.602 19.274 19.274 43.839 43.504 4.023 4.012 9.250 9.250 0.451 0.478 0.997 1.000 80.436 80.120

2021 2.602 18.524 43.797 4.021 9.319 0.479 1.000 79.742

2022 2.602 18.524 42.836 4.008 9.288 0.500 1.000 78.758

Town's Percent of Tax Bill

3.2%

3.3%

3.2%

Percentage of Tax Bill Town of Parker, 3.3%

Other Governments, 96.7%

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PROPERTY TAX REVENUE (cont) Computing the Property Tax Bill The formulas used for computing residential property taxes assessed in 2023 are as follows: Assessed valuation = Adjusted property market value x Assessment ratio Property tax = Assessed valuation x Mill levy / 1,000 Parker $500,000 6.70% $33,500 2.602 / 1,000 $87

Adjusted Market Value x Assessment Ratio Assess Value x Mill Levy * Divided by 1,000 Property Tax

Other Government $500,000 6.70% $33,500 76.156 / 1,000 $2,551

* The mill levy for Parker is finalized; other governmental agencies are being finalized so the above example is an estimate only.

For the 2023 residential assessments paid in 2024, the owner of a home valued at $500,000 would have paid $87 in property taxes to the Town of Parker and $2,551 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 2024, and $11,043 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, Commercial property will go to 27.9% for tax year 2023 along with the first $30,000 in actual value being exempted. It will go back to 29% for tax years 2024 and 2025. Multi-family residential property will be temporarily reduced from 7.15% to 6.7% for tax year 2024 and back to 7.15% for tax year 2025. All other residential real property tax rates have also been temporarily lowered to 6.7%. It will go back to 7.15% for tax year 2025. 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. Town of Parker 2024 Annual Budget

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PROPERTY TAX REVENUE (cont) Trend: 3,500,000

Property Tax Revenue

3,000,000 2,500,000

Year 2019 2020 2021 2022 2023 Projected 2024 Adopted

2,000,000 1,500,000 1,000,000 500,000

Revenue 1,998,059 2,321,699 2,399,054 2,666,226 2,700,000 2,970,000

% Change (YoY) 16.2% 3.3% 11.1% 1.3% 10.0%

0 2019

2020

2021

2022

2023 2024 Projected Adopted

• 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. There were no annexactions in 2023 or planned for 2024 that will impact the trend.

• The 2024 budgeted tax level is based on the Douglas County Assessor valuations from 2023 for taxes collected in 2024.

VIDEO LINK: HOW IT WORKS - ANNEXATION

INSERT VIDEO HOW IT WORKS: ANNEXATION

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SPECIFIC OWNERSHIP TAX REVENUE Distribution: General Fund 100% 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.

Trend: Specific Ownership Tax Revenue

300,000 250,000

Year Revenue 2019 208,007 2020 210,468 2021 244,380 2022 248,408 2023 Projected 260,000 2024 Adopted 270,000

200,000 150,000 100,000 50,000

% Change (YoY) 1.2% 16.1% 1.6% 4.7% 3.8%

0 2019

2020

2021

2022

2023 2024 Projected Adopted

• The historical growth is attributable to the increased population, number of vehicles owned and increased vehicle taxable value. High vehicle prices and inventory shortages also impacted collections.

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SALES TAX REVENUE Distribution: General Fund 83% Parks and Recreation Fund 17%

Source:

Visitors and residents in Parker

Collection:

In 1981, the citizens of Parker voted to 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 marketplace 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: Sales Tax Revenue

80,000,000 70,000,000

General P&R Total % Change Year Fund Fund Revenue (YoY) 2019 37,712,688 7,541,505 45,254,193 2020 40,542,605 8,108,600 48,651,205 7.5% 2021 48,026,356 9,605,271 57,631,627 18.5% 11.2% 2022 53,398,786 10,679,757 64,078,543 2023 Projected 55,500,000 11,090,015 66,590,015 3.9% 2024 Adopted 58,275,000 11,644,516 69,919,516 5.0%

60,000,000 50,000,000 40,000,000 30,000,000 20,000,000 10,000,000 0 2019

2020

2021

2022

2023 2024 Projected Adopted

• Sales tax growth rate reflected steady population and business growth in the Town. • In late 2020, change in municipal code and state statute required remote sellers to collect and remit sales tax. Therefore, Town Council amended the Town Charter to broaden the e-commerce tax base, which continues to positively impact collections.

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SALES TAX AUDIT REVENUE Distribution: General Fund 83% Parks and Recreation Fund 17% Source: Parker businesses and construction companies with construction projects in Parker

Collection:

The Town’s audit program emphasizes taxpayer education and voluntary compliance. 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: Sales Tax Audit Revenue

500,000 400,000

Year 2019 2020 2021 2022 2023 Projected 2024 Adopted

300,000 200,000 100,000

General Fund 273,743 380,752 187,319 145,317 300,000 300,000

P&R Total % Change Fund Revenue (YoY) 54,749 328,492 76,150 456,902 39.1% 37,464 224,783 -50.8% 29,063 174,380 -22.4% 60,000 360,000 106.4% 60,000 360,000 0.0%

0 2019

2020

2021

2022

2023 2024 Projected Adopted

• Audit revenues fluctuate based on the number of audits and size of firms audited. With full staffing, the selection of audits expanded the sample size to new and existing businesses while focusing on anomalies in sales tax revenue.

Town of Parker 2024 Annual Budget

235

Revenue Manual

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: Lodging Tax Revenue

300,000 250,000

Year Revenue 2019 187,354 2020 127,410 2021 210,518 2022 240,073 2023 Projected 260,000 2024 Adopted 270,000

200,000 150,000 100,000 50,000

% Change (YoY) -32.0% 65.2% 14.0% 8.3% 3.8%

0 2019

2020

2021

2022

2023 2024 Projected Adopted

• The Town of Parker has six existing hotels. • The 2020 revenue reflects the impact of reduced travel due to COVID-19. The 2024 budget reflects a recovery to pre-pandemic travel and full operation of the new hotels.

Revenue Manual

236

Town of Parker 2024 Annual Budget

CABLE FRANCHISE SECTION TITLE 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: Cable Franchise Fees

700,000 600,000

Year Revenue 2019 615,559 2020 632,672 2021 636,032 2022 644,059 2023 Projected 645,000 2024 Adopted 650,000

500,000 400,000 300,000 200,000 100,000

% Change (YoY) 2.8% 0.5% 1.3% 0.1% 0.8%

0 2019

2020

2021

2022

2023 2024 Projected Adopted

• The cable industry continues to experience a decline in the number of customers either through downgrading TV plans of cable or paying for internet streaming.

• With the decrease in customers, cable providers have increased their rates keeping the Town’s collections steady.

Town of Parker 2024 Annual Budget

237

Revenue Manual

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: Xcel Energy Franchise Fee

1,000,000 800,000

Year Revenue 2019 426,223 2020 368,961 2021 464,538 2022 697,752 2023 Projected 825,000 2024 Adopted 900,000

600,000 400,000 200,000

% Change (YoY) -13.4% 25.9% 50.2% 18.2% 9.1%

0 2019

2020

2021

2022

2023 2024 Projected Adopted

• Revenues fluctuate based on the combination of the number of customers, consumption related to temperatures and utility rates.

• Revenues are trending up due to propulation growth and a utility rate increase enacted in 2023. These funds are distributed into the Town’s General Fund for delivery of services.

• The Public Utilities Commission voted to allow Xcel to gain back $500M spent on natural gas during the storm of 2021, which resulted in an increase in rates.

Revenue Manual

238

Town of Parker 2024 Annual Budget

CORE ELECTRIC COOPERATIVE 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: CORE Electric Cooperative Excise Tax

2,500,000 2,000,000

Year 2019 2020 2021 2022 2023 Projected 2024 Adopted

1,500,000 1,000,000 500,000

General Public Imp Fund Fund 1,196,227 398,742 1,143,598 381,199 1,484,309 494,770 1,508,946 502,982 1,600,000 520,000 1,664,000 540,000

Total % Change Revenue (YoY) 1,594,969 1,524,797 -4.4% 1,979,079 29.8% 2,011,928 1.7% 2,120,000 5.4% 2,204,000 4.0%

0 2019

2020

2021

2022

Axis Title

2023 2024 Projected Adopted

• 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 2022.

• The 2023 projection and 2024 budget reflect the higher rates enacted in 2021.

Town of Parker 2024 Annual Budget

239

Revenue Manual

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: Motor Vehicle Registrations Revenue

190,000 185,000

Year Revenue 2019 178,942 2020 174,418 2021 185,805 2022 187,823 2023 Projected 182,000 2024 Adopted 190,000

180,000 175,000 170,000 165,000

% Change (YoY) -2.5% 6.5% 1.1% -3.1% 4.4%

160,000 2019

2020

2021

2022

2023 2024 Projected Adopted

• Parker’s proportionate share of the revenue is impacted by the relationship of its growth with that of the remainder of the state.

• A second factor impacting revenue growth is consumer vehicle preferences 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.

Revenue Manual

240

Town of Parker 2024 Annual Budget

HIGHWAY USERS TAX REVENUE Distribution: General Fund 100% Source:

Gasoline tax and related fees paid by Colorado motorists

Collection:

The Highway Users Tax Fund (HUTF) is state-collected, locally-shared revenue that is distributed via 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: Highway Users Tax Revenue

1,600,000 1,400,000 1,200,000

Year 2019 2020 2021 2022 2023 Projected 2024 Adopted

1,000,000 800,000 600,000 400,000 200,000

Revenue 1,360,487 1,075,771 1,329,308 1,371,938 1,400,000 1,450,000

% Change (YoY) -20.9% 23.6% 3.2% 2.0% 3.6%

0 2019

2020

2021

2022

2023 2024 Projected Adopted

• Parker’s proportionate share of the revenue is impacted by the relationship of its growth with that of the remainder of the state.

• The decline in the 2020 revenue reflects reduced driving habits of citizens during the

COVID-19 pandemic but has since recovered with an increase in tourism and people taking driving vacations rather than flying.

Town of Parker 2024 Annual Budget

241

Revenue Manual

SECTION TITLE COUNTY ROAD AND BRIDGE LEVY 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: 3,000,000

County Road and Bridge Levy

2,500,000 Year 2019 2020 2021 2022 2023 Projected 2024 Adopted

2,000,000 1,500,000 1,000,000 500,000

Revenue 1,695,755 1,970,715 2,039,177 2,259,981 2,305,000 2,535,500

% Change (YoY) 16.2% 3.5% 10.8% 2.0% 10.0%

0 2019

2020

2021

2022

2023 2024 Projected Adopted

• 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.

• The increases in the 2023 projection and 2024 budget reflect the latest property assessments completed for 2022.

Revenue Manual

242

Town of Parker 2024 Annual Budget

CIGARETTE SECTION TAX REVENUE TITLE Distribution: General Fund 100% Source:

Cigarette smokers in Colorado

Collection:

The state imposes and collects a 4.2 cent tax per cigarette, of which 27% of the proceeds are distributed to municipalities and counties according to the ratio of the state sales tax collected in the entity to the total state sales tax collected in the prior year. The state disburses the funds two months after they are collected.

Trend: 200,000

Cigarette Tax Revenue

150,000

Year Revenue 2019 115,663 2020 126,808 2021 172,724 2022 97,897 2023 Projected 120,000 2024 Adopted 120,000

100,000 50,000

% Change (YoY) 9.6% 36.2% -43.3% 22.6% 0.0%

0 2019

2020

2021

2022

2023 2024 Projected Adopted

• In January 2021, the state legislature raised the cigarette tax to gradually increase to 9.7 cents per cigarette; however, any additional revenue above 4.2 cents are 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.

Town of Parker 2024 Annual Budget

243

Revenue Manual

COURT FINES AND FEES Distribution: General Fund 100% Source:

Tickets and citations issued by the Parker Police and fines adjudicated by the Parker Municipal Judge

Collection:

Tickets are paid through the mail, online or directly to the Court. Court arraignments are generally two times a month on Tuesdays and Court trials are generally once a month on Fridays. All collection efforts are made by the Parker Municipal Court.

Trend: Court Fines and Fees

140,000 120,000

Year Revenue 2019 120,305 2020 124,233 2021 86,269 2022 84,238 2023 Projected 93,087 2024 Adopted 85,500

100,000 80,000 60,000 40,000 20,000

% Change (YoY) 3.3% -30.6% -2.4% 10.5% -8.2%

0 2019

2020

2021

2022

2023 2024 Projected Adopted

• Court revenues are dependent on citations issued by the Police Department and fines and court costs as administered by the Judge.

Revenue Manual

244

Town of Parker 2024 Annual Budget

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: 10,000,000

Investment Income

8,000,000

% Change Year Revenue (YoY) 2019 2,173,944 2020 1,111,715 -48.9% 2021 -5,667 -2022 817,121 -953.5% 2023 Projected 8,608,035 2024 Adopted 6,756,535 -21.5%

6,000,000 4,000,000 2,000,000 0 2019

2020

2021

2022

2023 2024 Projected Adopted

• 2022 annual Investment Income revenue is $817 due to the accounting adjustment for markto-market.

• As of July 2023, the Federal Open Market Committee’s (FOMC) Federal Funds target range was 5.25-5.5%, which is a 2.25% increase over the prior year.

• Rate increases in 2023 have resulted in a large increase in investment income that will exceed the budget.

• The portfolio book value as of 9/30/2023 was $234.3 million. Of this, $177.9 million was

invested in two Local Government Investment Pools: $83.9 million in COLOTRUST with an average monthly yield of 5.51% and $94.0 million in CSAFE with a monthly average of 5.44% Investment in US Agency securities, US Treasuries and money market mutual funds was $56.3 million with an average yield to maturity of 2.8%.

• Interest revenues will vary based on rates and portfolio volume.

Town of Parker 2024 Annual Budget

245

Revenue Manual

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 of actuals at the 35% rate is the basis for the billing to Lone Tree.

Trend: Lone Tree Dispatch Fees

800,000 700,000 600,000

Year Revenue 2019 509,619 2020 526,188 2021 586,972 2022 491,416 2023 Projected 550,000 2024 Adopted 671,285

500,000 400,000 300,000 200,000 100,000

% Change (YoY) 3.3% 11.6% -16.3% 11.9% 22.1%

0 2019

2020

2021

2022

2023 2024 Projected Adopted

• Revenue fluctuates based on the Town Dispatch budget and the number of calls related to Lone Tree.

Revenue Manual

246

Town of Parker 2024 Annual Budget

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: Lone Tree Crime/Evidence Services

180,000 160,000 140,000 120,000 100,000 80,000 60,000 40,000 20,000 0

Year Revenue 2019 112,356 2020 132,339 2021 152,702 2022 150,555 2023 Projected 150,000 2024 Adopted 150,000 2019

2020

2021

2022

% Change (YoY) 17.8% 15.4% -1.4% -0.4% 0.0%

2023 2024 Projected Adopted

• Revenue fluctuates based on the Town property and evidence budget.

Town of Parker 2024 Annual Budget

247

Revenue Manual

SECTION RESOURCE SCHOOL TITLE 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: School Resource Officer Reimbursement

600,000 500,000

Year Revenue 2019 194,293 2020 186,203 2021 376,471 2022 483,425 2023 Projected 390,000 2024 Adopted 390,000

400,000 300,000 200,000 100,000

% Change (YoY) -4.2% 102.2% 28.4% -19.3% 0.0%

0 2019

2020

2021

2022

2023 2024 Projected Adopted

• 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 2023 revenue forecast and 2024 budget.

Revenue Manual

248

Town of Parker 2024 Annual Budget

PLAN SECTION CHECKTITLE 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: Plan Check Fees

1,000,000 800,000

Year Revenue 2019 510,609 2020 486,944 2021 707,618 2022 900,790 2023 Projected 500,000 2024 Adopted 600,000

600,000 400,000 200,000

% Change (YoY) -4.6% 45.3% 27.3% -44.5% 20.0%

0 2019

2020

2021

2022

2023 2024 Projected Adopted

• Revenue will fluctuate based on the amount of commercial construction, new residential housing starts and home improvements.

• The housing market has been in a state of flux over the past few years due to the surge in demand for homes. Construction decreased in 2023 due to supply chain concerns.

• 2023 revenue also decreased due to weather conditions limiting construction activity.

Town of Parker 2024 Annual Budget

249

Revenue Manual

SECTION TITLE 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: Building Permits

4,500,000 4,000,000 3,500,000 3,000,000 2,500,000 2,000,000 1,500,000 1,000,000 500,000 0

Year 2019 2020 2021 2022 2023 Projected 2024 Adopted 2019

2020

2021

2022

Revenue 2,316,791 2,593,590 3,774,333 4,022,747 4,000,000 4,160,000

% Change (YoY) 11.9% 45.5% 6.6% -0.6% 4.0%

2023 2024 Projected Adopted

• 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.

• The housing market has been in a state of flux over the past few years due to the surge

in demand for homes. Construction decreased in 2023 due to supply chain concerns and economic uncertainty.

• 2023 revenue also decreased due to weather conditions limiting construction activity.

Revenue Manual

250

Town of Parker 2024 Annual Budget

STREETSECTION CUT PERMITS TITLE 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 Permits

250,000 200,000

Year Revenue 2019 86,916 2020 116,804 2021 116,952 2022 159,931 2023 Projected 225,000 2024 Adopted 235,000

150,000 100,000 50,000

% Change (YoY) 34.4% 0.1% 36.7% 40.7% 4.4%

0 2019

2020

2021

2022

2023 2024 Projected Adopted

• Street cut permit revenue fluctuates based on the number of applications received, the geographical size of the projects and rate adjustments.

Town of Parker 2024 Annual Budget

251

Revenue Manual

SECTIONAND ZONING TITLESUBDIVISION FEES Distribution: General Fund 100% 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: Zoning and Subdivision Fees

500,000 400,000

Year Revenue 2019 143,622 2020 197,556 2021 453,778 2022 267,195 2023 Projected 260,000 2024 Adopted 250,000

300,000 200,000 100,000

% Change (YoY) 37.6% 129.7% -41.1% -2.7% -3.8%

0 2019

2020

2021

2022

2023 2024 Projected Adopted

• Revenues fluctuate based on the number of development applications received and a rate

adjustment. Projects for which applications were received in 2022 are currently underway.

Revenue Manual

252

Town of Parker 2024 Annual Budget

ENGINEERING REVIEW FEES 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: Engineering Review Fees

400,000 350,000 300,000

Year Revenue 2019 147,996 2020 340,596 2021 185,097 2022 116,124 2023 Projected 200,000 2024 Adopted 200,000

250,000 200,000 150,000 100,000 50,000

% Change (YoY) 130.1% -45.7% -37.3% 72.2% 0.0%

0 2019

2020

2021

2022

2023 2024 Projected Adopted

• Revenues fluctuate based on the number of development applications received and the rate adjustments.

Town of Parker 2024 Annual Budget

253

Revenue Manual

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 Deficit Reduction Fees

2,500,000 2,000,000

Year 2019 2020 2021 2022 2023 Projected 2024 Adopted

1,500,000 1,000,000 500,000

Revenue 2,000,622 1,842,955 1,339,527 1,159,183 0 0

% Change (YoY) -7.9% -27.3% -13.5% -100.0%

0 2019

2020

2021

2022

2023 2024 Projected Adopted

• Revenues fluctuate based on the amount of new development, level of annexation activity, and the Denver-Boulder CPI.

Revenue Manual

254

Town of Parker 2024 Annual Budget

LOTTERY REVENUE Distribution: Conservation Trust Fund 100% Source:

Customers who buy lottery and lotto tickets

Collection:

Lottery proceeds are collected from retail merchants selling lottery products by the State of Colorado. Municipal lottery proceeds are distributed to municipalities based upon current population estimates prepared by the State Division of Local Governments. Parker’s share is electronically transferred 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: Lottery Revenue

800,000 700,000 600,000

Year Revenue 2019 539,205 2020 494,271 2021 601,572 2022 656,587 2023 Projected 700,000 2024 Adopted 725,000

500,000 400,000 300,000 200,000 100,000

% Change (YoY) -8.3% 21.7% 9.1% 6.6% 3.6%

0 2019

2020

2021

2022

2023 2024 Projected Adopted

• The revenue is directly related to lottery participation and changes in population relationship among Colorado municipalities.

• Lottery organizers have gradually made winning harder enticing the public to purchase lottery tickets with hopes to be caught in the avalanche of a winning ticket.

Town of Parker 2024 Annual Budget

255

Revenue Manual

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: Scientific and Cultural Facilities District Grant

700,000 600,000

Year Revenue 2019 528,290 2020 414,196 2021 422,137 2022 488,487 2023 Projected 655,000 2024 Adopted 650,000

500,000 400,000 300,000 200,000 100,000

% Change (YoY) -21.6% 1.9% 15.7% 34.1% -0.8%

0 2019

2020

2021

2022

2023 2024 Projected Adopted

• Although a grant is not guaranteed, historical precedent indicates that the Cultural Facilities in the Town of Parker will be awarded the grant annually.

• The Town of Parker Cultural Department is a Tier II SCFD organization and as such receives funding based equally on two factors: 1) qualifying annual income and 2) the organization’s paid attendance.

• Revenues have increased due to the increase in population and tourism which correlates to the increase in ticket sales.

Revenue Manual

256

Town of Parker 2024 Annual Budget

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: Cultural Ticket Revenue

3,000,000 2,500,000

Year 2019 2020 2021 2022 2023 Projected 2024 Adopted

2,000,000 1,500,000 1,000,000 500,000

Revenue 1,703,937 515,412 990,965 2,243,510 2,362,359 2,403,733

% Change (YoY) -69.8% 92.3% 126.4% 5.3% 1.8%

0 2019

2020

2021

2022

2023 2024 Projected Adopted

• Ticket revenues are demand-based and are the result of ticket sales for performances such as concerts, plays and other cultural events.

• Revenue for 2020 and 2021 reflects the impact of the facilities being closed and/or open for limited audience attendance due to COVID-19.

• Revenues have increased due to the increase in population and tourism which correlates to the increase in ticket sales and the popularity of ticketed performances.

Town of Parker 2024 Annual Budget

257

Revenue Manual

CULTURAL CONCESSION REVENUE Distribution: Cultural Fund 100% Source:

Customers of the PACE Center and The Schoolhouse

Collection:

Concession payments are collected at point of sale.

Trend: Cultural Concessions Revenue

350,000 300,000

Year Revenue 2019 186,760 2020 54,532 2021 115,583 2022 255,878 2023 Projected 290,000 2024 Adopted 290,000

250,000 200,000 150,000 100,000 50,000

% Change (YoY) -70.8% 112.0% 121.4% 13.3% 0.0%

0 2019

2020

2021

2022

2023 2024 Projected Adopted

• 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.

• Customer service was revitalized to incorporate personalized catering while emphasizing the Town’s internal culture of operational excellence.

• Revenues have increased due to the increase in population and tourism which correlates to the increase in ticket sales.

Revenue Manual

258

Town of Parker 2024 Annual Budget

CULTURAL CLASS REGISTRATION REVENUE Distribution: Cultural Fund 100% Source:

Customers of the PACE Center and The Schoolhouse Course offerings include theater, science, digital art, dance, music and visual art courses. The facilities include dance studios, flexible classroom spaces, media lab and a theater.

Collection:

Class fees are collected by internet, phone, over-the-counter and by mail.

Trend: Cultural Class Registration Revenue

800,000 700,000 600,000

Year Revenue 2019 539,965 2020 302,717 2021 475,572 2022 669,357 2023 Projected 656,844 2024 Adopted 666,820

500,000 400,000 300,000 200,000 100,000

% Change (YoY) -43.9% 57.1% 40.7% -1.9% 1.5%

0 2019

2020

2021

2022

2023 2024 Projected Adopted

• 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.

• Cultural class registrations appear to have plateaued beginning in 2022 due to the avilability of options offered, availability of classrooms, and capacity.

Town of Parker 2024 Annual Budget

259

Revenue Manual

CULTURAL MEMBERSHIPS REVENUE 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: Cultural Memberships Revenue

140,000 120,000

Year Revenue 2019 115,010 2020 61,350 2021 88,450 2022 113,508 2023 Projected 100,000 2024 Adopted 115,000

100,000 80,000 60,000 40,000 20,000

% Change (YoY) -46.7% 44.2% 28.3% -11.9% 15.0%

0 2019

2020

2021

2022

2023 2024 Projected Adopted

• 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.

• 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.

Revenue Manual

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Town of Parker 2024 Annual Budget

PACE FACILITY RENTALS REVENUE Distribution: Cultural Fund 100% Source:

Customers of the PACE Center

Collection:

Rental payments are collected by phone, over-the-counter and by mail.

Trend: 600,000

PACE Facility Rentals Revenue

500,000

Rental Year Theater 2019 96,888 2020 61,330 2021 118,040 2022 208,765 2023 Projected 200,000 2024 Adopted 260,000

400,000 300,000 200,000 100,000

Rental Total % Change Events Revenue (YoY) 211,660 308,548 102,918 164,248 -46.8% 145,328 263,368 60.3% 213,310 422,075 60.3% 250,000 450,000 6.6% 270,000 530,000 17.8%

0 2019

2020

2021

2022

2023 2024 Projected Adopted

• 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.

• 2023 projections and 2024 budget remains strong due to the increase in population and tourism which correlates to the increased interest in facilities to host events.

Town of Parker 2024 Annual Budget

261

Revenue Manual

SECTION THE SCHOOLHOUSE TITLE 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: 120,000

The Schoolhouse Facility Rentals Revenue

100,000

Rental Year Theatre 2019 48,445 2020 9,930 2021 37,213 2022 61,550 2023 Projected 70,000 2024 Adopted 70,000

80,000 60,000 40,000 20,000

Rental Total % Change Events Revenue (YoY) 31,175 79,620 11,450 21,380 -73.1% 24,180 61,393 187.2% 38,500 100,050 63.0% 40,000 110,000 9.9% 40,000 110,000 0.0%

0 2019

2020

2021

2022

2023 2024 Projected Adopted

• Rental revenue is demand-based and budgeted conservatively as a result of maxing out rental opportunities.

• Revenue for 2020 and 2021 reflects the impact of the facilities being closed and/or open for limited rentals due to COVID-19.

• 2023 projections and 2024 budget remains strong due to the increase in population and tourism which correlates to the increased interest in facilities to host events.

Revenue Manual

262

Town of Parker 2024 Annual Budget

RECREATION ADMISSION REVENUE 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: Recreation Admission Revenue

2,500,000 2,000,000

Year 2019 2020 2021 2022 2023 Projected 2024 Adopted

1,500,000 1,000,000 500,000

Daily Annual Users Members 565,573 1,729,660 269,997 943,868 413,471 1,344,143 484,216 1,513,138 495,000 1,770,000 537,000 1,800,000

Total % Change Revenue (YoY) 2,295,233 1,213,865 -47.1% 1,757,614 44.8% 1,997,354 13.6% 2,265,000 13.4% 2,337,000 3.2%

0 2019

2020

2021

2022

2023 2024 Projected Adopted

• Both the Recreation Center and the Fieldhouse have been operating at near capacity levels which has 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 fluctuate based on the number of admissions along with rate adjustments.

Town of Parker 2024 Annual Budget

263

Revenue Manual

H2O’BRIEN POOL ADMISSION REVENUE Distribution: Recreation Fund 100% 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: 200,000

H2O'Brien Pool Admission Revenue

150,000

Year Revenue 2019 115,462 2020 60,535 2021 159,083 2022 181,304 2023 Projected 153,950 2024 Adopted 168,000

100,000 50,000

% Change (YoY) -47.6% 162.8% 14.0% -15.1% 9.1%

0 2019

2020

2021

2022

2023 2024 Projected Adopted

• Revenue for 2020 reflects the impact of the facilities being closed and/or open for limited users due to COVID-19.

• Revenues for the pool are primarily weather-related with June 2023 being one of the wettest and coldest months in years which had a heavy impact on pool admissions.

• Due to repairs and maintenance (R&M) in 2023, pool admissions were impacted but with

preventative maintenance incorporated, 2024 admissions are conservatively expected to increase.

Revenue Manual

264

Town of Parker 2024 Annual Budget

DISCOVERY PARK ADMISSION SECTION REVENUE TITLE Distribution: Recreation Fund 100% Source:

Users of the Parker Ice Trail at Discovery Park The Parker Ice Trail is typically open December through February as conditions permit.

Collection:

Admissions are collected online or over-the-counter at Discovery Park.

Trend: Discovery Park Admission Revenue

300,000 250,000

Year Revenue 2019 160,164 2020 143,887 2021 206,966 2022 212,845 2023 Projected 230,000 2024 Adopted 240,000

200,000 150,000 100,000 50,000

% Change (YoY) -10.2% 43.8% 2.8% 8.1% 4.3%

0 2019

2020

2021

2022

2023 2024 Projected Adopted

• Revenues depend on the weather conditions that impact opening and closing dates.

Town of Parker 2024 Annual Budget

265

Revenue Manual

RECREATION CONCESSION REVENUE Distribution: Recreation Fund 100% Source:

Users of H2O’Brien, the Fieldhouse, Salisbury Park and Discovery Park

Collection:

Concession payments are collected at point of sale.

Trend: Recreation Concession Revenue

140,000 120,000

Year Revenue 2019 125,562 2020 37,890 2021 111,187 2022 104,530 2023 Projected 103,000 2024 Adopted 130,000

100,000 80,000 60,000 40,000 20,000

% Change (YoY) -69.8% 193.4% -6.0% -1.5% 26.2%

0 2019

2020

2021

2022

2023 2024 Projected Adopted

• 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.

• Summer activities were reduced due to inclement weather and to repairs and maintenance (R&M) in 2023 at H2O’Brien.

Revenue Manual

266

Town of Parker 2024 Annual Budget

RECREATION SPORTS PROGRAM FEES Distribution: Recreation Fund 100% Source:

Participants in Parker-organized sporting activities such as softball, basketball, flag football, kickball, soccer and several other programs

Collection:

Sports fees are collected by internet, phone, over-the-counter and by mail.

Trend: 1,600,000

Recreation Sports Program Fees

1,400,000

% Program Fees Total % Change Year Adult Youth Contract Revenue (YoY) 2019 312,599 745,933 206,132 1,264,664 2020 166,356 435,709 147,831 749,896 -40.7% 2021 269,614 657,107 207,104 1,133,825 51.2% 2022 383,978 792,048 219,472 1,395,498 23.1% 2023 Projected 386,000 780,000 200,000 1,366,000 -2.1% 2024 Adopted 394,000 803,000 242,000 1,439,000 5.3%

1,200,000 1,000,000 800,000 600,000 400,000 200,000 0 2019

2020

2021

2022

2023 2024 Projected Adopted

• Both the Recreation Center and the Fieldhouse operated at near capacity levels from 2017 through 2019 and again in 2022-2024 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.

• The 2023 projection and 2024 budget also reflect a revised fee structure focused on an improved level of cost recovery for this program.

Town of Parker 2024 Annual Budget

267

Revenue Manual

RECREATION AQUATICS REVENUE 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: Recreation Aquatics Revenue

450,000 400,000 350,000 300,000 250,000 200,000 150,000 100,000 50,000 0

Year Revenue 2019 322,060 2020 165,307 2021 371,146 2022 388,357 2023 Projected 382,000 2024 Adopted 412,000 2019

2020

2021

2022

% Change (YoY) -48.7% 124.5% 4.6% -1.6% 7.9%

2023 2024 Projected Adopted

• 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 aquatics programs returned to pre-pandemic levels in 2021. The 2023

projection and 2024 budget also reflect a revised fee structure focused on an improved level of cost recovery for this program.

Revenue Manual

268

Town of Parker 2024 Annual Budget

RECREATION PRESCHOOL PROGRAM REVENUE Distribution: Recreation Fund 100% Source:

Located in the Parker Fieldhouse, this state licensed preschool program provides a safe, inclusive, educational and fun learning environment for ages 3 to 5

Collection:

Preschool fees are collected by internet, phone, over-the-counter and by mail.

Trend: Recreation Preschool Program Revenue

140,000 120,000

Year Revenue 2019 0 2020 0 2021 0 2022 0 2023 Projected 72,000 2024 Adopted 120,000

100,000 80,000 60,000 40,000 20,000

% Change (YoY)

66.7%

0 2019

2020

2021

2022

2023 2024 Projected Adopted

• New program originating in 2022 with a launch in 2023. • Increased revenue for 2024 budget reflects attendence will be at capacity.

Town of Parker 2024 Annual Budget

269

Revenue Manual

SECTION TITLE RECREATION SPECIALTY FITNESS FEES Distribution: Recreation Fund 100% Source:

Parker Recreation offers a variety of fitness and mind/body classes

Collection:

Specialty fitness fees are collected by internet, phone, over-the-counter and by mail.

Trend: 200,000

Recreation Specialty Fitness Fees

150,000

Year Revenue 2019 178,086 2020 95,571 2021 126,396 2022 148,539 2023 Projected 160,000 2024 Adopted 185,000

100,000 50,000

% Change (YoY) -46.3% 32.3% 17.5% 7.7% 15.6%

0 2019

2020

2021

2022

2023 2024 Projected Adopted

• Specialty fitness includes activities such as TRX suspension training, focus interval training and various other fitness programs.

• 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 2023, although revenues are still

impacted by some likely permanent shifts in fitness trends such as outdoor activities and phone fitness applications.

• Additional classes will be added in 2024 reflecting the increased revenue for that year.

Revenue Manual

270

Town of Parker 2024 Annual Budget

PERSONAL TRAINING FEES Distribution: Recreation Fund 100% Source:

Parker Recreation offers different options to meet personal training needs

Collection:

Personal training fees are collected by internet, phone, over-the-counter and by mail.

Trend: Personal Training Fees

300,000 250,000

Year Revenue 2019 246,399 2020 89,857 2021 135,379 2022 140,204 2023 Projected 200,000 2024 Adopted 225,000

200,000 150,000 100,000 50,000

% Change (YoY) -63.5% 50.7% 3.6% 42.6% 12.5%

0 2019

2020

2021

2022

2023 2024 Projected Adopted

• 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 such as outdoor activities and phone fitness applications.

Town of Parker 2024 Annual Budget

271

Revenue Manual

RECREATION KIDS’ ZONE PROGRAM FEES Distribution: Recreation Fund 100% Source:

Kids’ Zone offers a variety of classes and events designed to enrich your child’s life & grow a healthy self-esteem

Collection:

Kids’ Zone fees are collected by phone and over-the-counter.

Trend: 200,000

Recreation Kids' Zone Program Fees

150,000

Year Revenue 2019 118,625 2020 49,687 2021 88,975 2022 112,736 2023 Projected 160,000 2024 Adopted 140,000

100,000 50,000

% Change (YoY) -58.1% 79.1% 26.7% 41.9% -12.5%

0 2019

2020

2021

2022

2023 2024 Projected Adopted

• Revenues depend on the number of customers and attraction to the specific classes and events such as the Princess Ball and Milk and Cookies with Santa.

• 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, increasing in 2023. This

coincides with the increase in population but leveling out due to being at capacity with limited space.

Revenue Manual

272

Town of Parker 2024 Annual Budget

FIELDHOUSE FACILITY SECTION RENTALTITLE FEES Distribution: Recreation Fund 100% Source:

The Fieldhouse offers indoor venue rentals

Collection:

Rental payments are collected by phone, over-the-counter and by mail.

Trend: Fieldhouse Facility Rental Fees

400,000 350,000 300,000

Year Revenue 2019 243,107 2020 193,955 2021 289,810 2022 319,334 2023 Projected 375,000 2024 Adopted 290,000

250,000 200,000 150,000 100,000 50,000

% Change (YoY) -20.2% 49.4% 10.2% 17.4% -22.7%

0 2019

2020

2021

2022

2023 2024 Projected Adopted

• Rental fees depend upon demand. • Facility rentals continue to experience strong growth over pre-pandemic levels. • Revenue for 2020 and 2021 reflects the impact of the facilities being closed and/or open for limited rentals due to COVID-19.

• June 2023 has been one of the wettest and coldest months in years resulting in the use of the Fieldhouse as a venue for events.

Town of Parker 2024 Annual Budget

273

Revenue Manual

SECTION TITLE FIELDHOUSE DAY CAMP FEES Distribution: Recreation Fund 100% Source:

Parker Fieldhouse Day Camps are state licensed and provide opportunities for personal growth, increased self-confidence and friendship-building, through physical activity and creative endeavors for kids ages 5-14

Collection:

Day camp fees are collected by internet, phone, over-the-counter and by mail.

Trend: Fieldhouse Day Camp Fees

500,000 400,000

Year Revenue 2019 471,381 2020 56,683 2021 178,879 2022 295,885 2023 Projected 400,000 2024 Adopted 430,000

300,000 200,000 100,000

% Change (YoY) -88.0% 215.6% 65.4% 35.2% 7.5%

0 2019

2020

2021

2022

2023 2024 Projected Adopted

• Revenue for 2020 and 2021 reflects the impact of the facilities being closed and/or open for limited campers due to COVID-19.

• Through the utilization of grants since 2020, revenue has increased to reflect a return to prepandemic operations with some parents still hesitant to send their children to camp.

Revenue Manual

274

Town of Parker 2024 Annual Budget

FIELDHOUSE SPORTS INSTRUCTION SECTION TITLE FEES Distribution: Recreation Fund 100% Source:

Private sport lessons, clinicials and camps for Fieldhouse customers

Collection:

Sports instruction fees are collected by internet, phone, over-the-counter and by mail.

Trend: Fieldhouse Sports Instruction Fees

500,000 400,000

Year Revenue 2019 221,176 2020 119,151 2021 196,541 2022 267,908 2023 Projected 400,000 2024 Adopted 400,000

300,000 200,000 100,000

% Change (YoY) -46.1% 65.0% 36.3% 49.3% 0.0%

0 2019

2020

2021

2022

2023 2024 Projected Adopted

• 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 2021, plateauing in 2023 and 2024 due to limited space availability.

Town of Parker 2024 Annual Budget

275

Revenue Manual

PARKER RUN SERIES FEES Distribution: Recreation Fund 100% Source:

Any participant

Collection:

Parker Run Series fees are collected via the internet.

Trend: Parker Run Series Fees

160,000 140,000 120,000

Year Revenue 2019 68,857 2020 24,422 2021 68,195 2022 101,568 2023 Projected 105,000 2024 Adopted 110,000

100,000 80,000 60,000 40,000 20,000

% Change (YoY) -64.5% 179.2% 48.9% 3.4% 4.8%

0 2019

2020

2021

2022

2023 2024 Projected Adopted

• The Parker Run Series includes Cattle Crossing 5K & Family Fun Trek, Love ‘em or Leave ‘em Valentines Day 5K/10K, So Long to Summer 5K/10K, and Turkey Day 5K Fun Run/Walk.

Revenue Manual

276

Town of Parker 2024 Annual Budget

• •

RECREATION PARK AND FIELD RENTAL SECTION REVENUE TITLE Distribution: Recreation Fund 100% Source:

The Recreation Center has two community rooms available for public rental, with capacities from 10 to 70 people

Collection:

Field rental fees are collected by phone, over-the-counter and by mail.

Trend: Recreation Park and Field Rental Revenue

160,000 140,000 120,000

Year Revenue 2019 85,551 2020 56,858 2021 105,847 2022 113,492 2023 Projected 151,000 2024 Adopted 131,000

100,000 80,000 60,000 40,000 20,000

% Change (YoY) -33.5% 86.2% 7.2% 33.0% -13.2%

0 2019

2020

2021

2022

2023 2024 Projected Adopted

• 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.

• The 2023 projection and 2024 budget also reflect a revised fee structure focused on an improved level of cost recovery for this program.

Town of Parker 2024 Annual Budget

277

Revenue Manual

BUILDING USE TAX REVENUE Distribution: Public Improvements Fund 83% Parks and Recreation Fund 17% Source: Contractors, developers, Parker businesses and residents

Collection:

Building use tax is assessed at 4% (3% is Town of Parker and 1% is collected and remitted to Douglas County) on 50% of the estimated value of 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 Revenue

6,000,000 5,000,000 4,000,000

Year 2019 2020 2021 2022 2023 Projected 2024 Adopted

3,000,000 2,000,000 1,000,000 0 2019

2020

2021

2022

Capital P&R Improvement Fund Fund 643,848 3,486,427 630,193 3,164,213 804,590 3,958,641 887,520 4,437,724 806,924 4,035,000 842,000 4,220,000

% Total Change Revenue (YoY) 4,130,275 3,794,406 -8.1% 4,763,231 25.5% 5,325,244 11.8% 4,841,924 -9.1% 5,062,000 4.5%

2023 2024 Projected Adopted

• Building use tax fluctuates based on the number of residential and commercial permits issued and the valuation associated with permits, primarily commercial.

• Permit history is as follows:

Residential Commerical

2019 438 43

2020 424 32

2021 416 27

2022 746 23

Projected 2023 610 18

• Anyone who requires a Town of Parker Building Permit must pay a town Building Use Tax on the cost of construction materials used.

Revenue Manual

278

Town of Parker 2024 Annual Budget

PARKER AUTHORITY FOR REINVESTMENT CAPITAL SECTION FUNDING TITLE Distribution: Public Improvements Fund Capital Renewal and Replacement Fund

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: Parker Authority for Reinvestment Capital Funding

25,000,000 20,000,000

Year Revenue 2019 0 2020 20,750,000 2021 0 2022 0 2023 Projected 5,215,941 2024 Adopted 7,164,000

15,000,000 10,000,000 5,000,000

% Change (YoY) ------

0 2019

2020

2021

2022

2023 2024 Projected Adopted

• 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 therefore this source of revenue is project driven.

• The remaining $13 million contributed in 2020 is dedicated to funding of capital projects in

the Parker Central Urban Renewal Area. Projects are priority based and must reside within the Urban Renewal Area.

• P3 is contributing $5 million in each of the two years, 2023 and 2024, towards the construction of the PACE parking garage

Town of Parker 2024 Annual Budget

279

Revenue Manual

DOUGLAS COUNTY ROAD SALES TAX SHARED REVENUE Distribution: Public Improvement Fund 100% Source:

Citizens and visitors in Douglas County

Collection:

Douglas County collects a 0.4% 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: Douglas County Road Sales Tax Shared Revenue

5,000,000 4,000,000

Year Sales Tax Use Tax 2019 2,824,549 407,801 2020 2,957,876 293,028 3,513,203 452,503 2021 2022 3,896,687 509,085 2023 Projected 4,200,000 475,000 2024 Adopted 4,264,000 490,000

3,000,000 2,000,000 1,000,000

Total % Change Revenue (YoY) 3,232,350 3,250,904 0.6% 3,965,706 22.0% 4,405,772 11.1% 4,675,000 6.1% 4,754,000 1.7%

0 2019

2020

2021

2022

2023 2024 Projected Adopted

• Revenue depends on the level of County sales tax collections. • Collections have been trending upward with growth.

Revenue Manual

280

Town of Parker 2024 Annual Budget

FASTER SECTION REVENUE TITLE 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.

Trend 400,000 FASTER Revenue 300,000

Year Revenue 2019 365,905 2020 307,400 2021 348,181 2022 251,018 220,000 2023 Projected 2024 Adopted 220,000

200,000 100,000

% Change (YoY) -16.0% 13.3% -27.9% -12.4% 0.0%

0 2019

2020

2021

2022

2023 2024 Projected Adopted

• Revenues fluctuate based on the amount of vehicle surcharges collected by the state. • The decline in revenue can be attributed to a change in pattern where more people are

working from home. The increase in fuel costs has also been a contributing factor in the decline.

Town of Parker 2024 Annual Budget

281

Revenue Manual

SECTION EXCISE TAX TITLE REVENUE 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: Excise Tax Revenue

9,000,000 8,000,000 7,000,000 6,000,000 5,000,000 4,000,000 3,000,000 2,000,000 1,000,000 0

Year 2019 2020 2021 2022 2023 Projected 2024 Adopted 2019

2020

2021

2022

Revenue 2,531,440 4,922,145 8,440,405 6,843,073 7,775,000 8,000,000

% Change (YoY) 94.4% 71.5% -18.9% 13.6% 2.9%

2023 2024 Projected Adopted

• 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:

Single family Multi family Commercial

2022 Actual Permits Avg Value 743 383,000 3 3,133,000 23 2,035,000

2023 Projected Permits Avg Value 600 430,000 10 4,840,000 18 1,600,000

• The amount of tax collected per unit is as follows for 2023: Single family Attached dwelling (townhomes and condos) Apartment dwelling

2023 $ 13,397 $ 8,341 $ 7,328

• The commercial rate is $0.51 per square foot in 2023. It is increasing to $0.64 in 2024.

Revenue Manual

282

Town of Parker 2024 Annual Budget

STORMWATER ENGINEERING REVIEW FEES 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 and before reviews commence.

Trend: Stormwater Engineering Review Fees

250,000 200,000

Year Revenue 2019 100,057 2020 134,467 2021 218,117 2022 197,141 2023 Projected 210,000 2024 Adopted 200,000

150,000 100,000 50,000

% Change (YoY) 34.4% 62.2% -9.6% 6.5% -4.8%

0 2019

2020

2021

2022

2023 2024 Projected Adopted

• Revenues fluctuate based on the number of annual development applications received and a modified rate adjustment.

Town of Parker 2024 Annual Budget

283

Revenue Manual

STORMWATER UTILITY FEES 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: Stormwater Utility Fees Revenue

1,600,000 1,400,000

Utility Fees Year Commercial Residential 2019 1,051,079 1,385 2020 1,061,610 1,452 1,091,478 1,505 2021 2022 1,182,256 1,624 2023 Projected 1,300,000 1,725 2024 Adopted 1,350,000 1,800

1,200,000 1,000,000 800,000 600,000 400,000 200,000

% Total Change Revenue (YoY) 1,052,464 1,063,062 1.0% 1,092,983 2.8% 1,183,880 8.3% 1,301,725 10.0% 1,351,800 3.8%

0 2019

2020

2021

2022

2023 2024 Projected Adopted

• 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 $8.90 per month in 2023 and are $9.17 per month in 2024.

• 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

Revenue Manual

284

Town of Parker 2024 Annual Budget

STORMWATER CONTRIBUTIONS 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: • Contributions fluctuate based on the number of development projects requiring channel and Stormwater Contributions

14,000,000 12,000,000

Year Revenue 2019 2,674,272 2020 6,197,267 2021 5,611,182 2022 464,350 2023 Projected 12,626,348 2024 Adopted 5,000,000

10,000,000 8,000,000 6,000,000 4,000,000 2,000,000

% Change (YoY) --9.5% -91.7% 2619.1% -60.4%

0 2019

2020

2021

2022

2023 2024 Projected Adopted

bank stabilization.

Town of Parker 2024 Annual Budget

285

Revenue Manual

LONE TREE FLEET SERVICES REVENUE 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: Lone Tree Fleet Services Revenue

120,000 100,000

Year Revenue 2019 114,046 2020 84,615 2021 88,219 2022 107,360 2023 Projected 96,546 2024 Adopted 96,000

80,000 60,000 40,000 20,000

% Change (YoY) -25.8% 4.3% 21.7% -10.1% -0.6%

0 2019

2020

2021

2022

2023 2024 Projected Adopted

• Revenues fluctuate based on the amount of fleet shop services used by Lone Tree.

Revenue Manual

286

Town of Parker 2024 Annual Budget

CAPITAL BUDGET

EXECUTIVE SUMMARY 2024 CAPITAL BUDGET AND 10-YEAR CAPITAL IMPROVEMENT PLAN (CIP)

BACKGROUND The following pages detail the Town’s 2024 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.

Capital Budget

288

Town of Parker 2024 Annual Budget

EXECUTIVE SUMMARY 2024 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 2024 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 - 2024 BUDGET

Description

New Capital

Reinvestment in Existing Capital

Facilities

Machinery, Equipment, Software

Total*

General Fund Parks and Recreation Fund Cultural Fund Recreation Fund Public Improvements Fund Capital Renewal and Replacement Fund Stormwater Fund Fleet Services Fund Technology Management Fund Facility Services Fund

1,710,000 3,650,000 -

180,000 42,820,000 6,804,000 2,050,000 -

279,000 231,000 524,000 39,700,000 60,000

3,807,921 902,000 109,000 70,000 822,820 -

4,086,921 1,890,000 1,133,000 633,000 46,470,000 39,700,000 6,804,000 2,120,000 822,820 60,000

TOTAL CAPITAL EXPENDITURES

5,360,000

51,854,000

40,794,000

5,711,741

103,719,741 * Does not include contingency amts

Town of Parker 2024 Annual Budget

289

Capital Budget

GENERAL FUND 10-YEAR PLAN CAPITAL PROJECTS - GENERAL FUND 2022-2033 CAPITAL IMPROVEMENT PLAN CIP BY PROJECT

ACTUAL 2022

PROJECTED 2023

BUDGETED 2024

10-YEAR CIP 2024 - 2033

PROJECT TOTALS 2022 - 2033

EXPENDITURES Facilities TOWNWIDE Townwide Card Access System

240,000

TOWN HALL Fire Panel Replacement Boiler Replacement Roof Replacement North Window Replacement Facility Generator VAV Controllers and Actuators RTU Replacement of 2 Units Elevator Rebuild/Replace Rollup Doors (4)

18,275 251,625 22,800 -

45,000 515,000 -

80,000 -

80,000 250,000 200,000 370,000 160,000 50,000

18,275 296,625 537,800 80,000 250,000 200,000 370,000 160,000 50,000

POLICE FACILITY Audio/Visual System Upgrade Carpet Replacement Evidence Warehousing Updates PD Landscape Renovation Roof Top Units (4) Computer Room Chiller Gates Generator Replacement Police Facility Roof Boilers (3)

155,000 -

110,000 25,000 -

110,000 25,000 900,000 316,121 175,000 115,000 140,000 230,000 120,000

155,000 110,000 25,000 900,000 316,121 175,000 115,000 140,000 230,000 120,000

14,410 -

30,000 31,800 340,000 1,020,000

14,410 30,000 31,800 340,000 1,020,000

PUBLIC WORKS OPERATIONS CENTER Building Automation System Replacement Computer Room AC Mag Tanks (#1 and #2) Hotsy Pressure Washers 2 units Paint Wash Bay Parts Mezzanine Traffic Shop Polished Concrete Facility Roof Roof Top Unit Air Handling Units Replacement

50,000 14,000 -

50,000 29,000 85,000 30,000 12,000 150,000 35,000 279,000 55,000 200,000

PARKS Rec Center Pickleball Court Shade Structure Motsenbocker Shop Upgrades

23,438 -

1,000,000

23,438 1,000,000

330,548

715,000

279,000

6,827,921

7,873,469

MOTSENBOCKER FACILITY Sewer Line Repair Building A Dormer Window Replacement Building A Exterior Paint Visitor Parking Lot Reconstruct Equipment Lot Reconstruct

Subtotal Facilities

Capital Budget

290

Town of Parker 2024 Annual Budget

GENERAL FUND 10-YEAR PLAN

CIP BY PROJECT

2025

Facilities TOWNWIDE TW Card Access

240,000

TOWN HALL Fire Panel Boilers Roof North Windows Generator VAV RTU Elevator Rollup Doors

250,000 200,000 -

180,000 160,000 -

190,000 -

50,000

POLICE FACILITY AV Upgrade Carpet Evidence Wrhse Landscape RTUs Comp Room AC Gates Generator Roof Boilers

100,000 75,000 -

800,000 77,625 175,000 -

80,342 115,000 -

83,154 -

140,000 230,000 -

120,000

MOTSENBOCKER FACILITY Sewer Line Repair Mots Windows 30,000 Mots Paint Mots Parking Mots Equip Lot -

31,800 340,000 -

510,000

PUBLIC WORKS OPERATIONS CENTER BAS Replacement Comp Room AC 15,000 Mag Tanks 85,000 Hotsy Pressure 30,000 Paint Wash Bay 12,000 Parts Mezzanine Polished Concrete Roof RTU Air Handling Units -

150,000 -

35,000 -

279,000 55,000 80,000

80,000

40,000

PARKS Pickleball Shade Mots Shop

1,000,000

1,037,000

1,764,425

1,045,342

1,678,154

370,000

534,000

80,000

40,000

Subtotal

2026

2027

Town of Parker 2024 Annual Budget

2028

2029

291

2030

2031

2032

2033

Capital Budget

GENERAL FUND 10-YEAR PLAN (cont)

CIP BY PROJECT Machinery, Equipment and Software TOWN ATTORNEY Document Management System Software

ACTUAL 2022

PROJECTED 2023

BUDGETED 2024

PROJECT TOTALS 2022 - 2033

10-YEAR CIP 2024 - 2033

25,000

20,364 -

48,000

20,364 48,000

HUMAN RESOURCES NeoGov Bundle: Perform, Learn Attract HCM - Full Suite System

44,022 -

44,022 200,000

FINANCE Financial Software/Procurement, Payment

345,000

POLICE DEPARTMENT FARO Scanner Crash Data Kit Replacement Fingerprint Machine Cellebrite Computer(s) License Plate Readers on Patrol Vehicles Portable Radio Replacements Cell Phone Forensics Quartermaster Software SmartForce Cubicle Build in Evidence Floor Scrubber Machine Vehicle(s) for Additional Police Officer Replacement Police Vehicle K9 Units for Drugs and Apprehension Stationary License Plate Readers Portable License Plate Readers Emergency Response/Shelter Trailer All-Weather Upgrades to Ranger Utility Vehicle SWAT Night Vision

8,088 7,610 6,925 6,886 15,860 7,629 -

304,500 56,703 7,300 18,813 6,755 5,570 170,000 -

44,150 335,000 500,000 89,000 95,000 66,500 6,249 -

44,150 625,000 500,000 89,000 95,000 336,500 6,249 17,000 7,000 37,000

8,088 7,610 6,925 6,886 60,010 937,129 56,703 7,300 18,813 6,755 5,570 670,000 89,000 95,000 336,500 6,249 17,000 7,000 37,000

PUBLIC WORKS/ENGINEERING Signal System Server Replacement Conflict Monitor Testing Equipment Road DSS Sensor Replacement Traffic Detection Equipment Traffic Signal Cabinet Replacement Tandem Cab & Chassis for cement tech mobile batch Crash Truck Tandem Cab & Chassis for asphalt patch truck Plow Truck Commercial Riding Mower Traffic Signal Locks Upgrade Resp Signal System Phase 2 Power Backup Systems Replace Utlity Locate Equipment Traffic Safety Software Traffic Signal Townwide Controller Replacement Street Sweeper Traffic Signal Central System Replacement Dump Truck w/Plow & Spreader Mobile Vehicle Barrier Systems LED Signal Face Replacement Program Gator Upgrade to Toolcat/Broom System to System (S2S)-Interconnect Centennial Vehicle for Additional Public Works Employee Traffic Operations Center - Display Software

32,940 10,488 6,548 99,656 30,756 -

234,787 189,220 230,000 188,785 153,163 46,837 33,641 26,593 25,000 16,215 15,000 -

180,000 140,000 500,000 425,000 350,000 262,000 200,000 72,000 54,000 50,000 45,000 15,000

40,000 1,410,000 1,430,000 500,000 425,000 350,000 262,000 200,000 904,000 54,000 50,000 95,000 35,000

72,940 10,488 6,548 1,744,443 1,649,976 230,000 188,785 153,163 46,837 33,641 26,593 25,000 16,215 15,000 500,000 425,000 350,000 262,000 200,000 904,000 54,000 50,000 95,000 35,000

TOWN MANAGER Town Hall AV Equipment Community Event Permit System

Capital Budget

292

Town of Parker 2024 Annual Budget

GENERAL FUND 10-YEAR PLAN (cont)

CIP BY PROJECT

2025

2026

2027

2028

2029

2030

2031

2032

2033

Mach,Equip,Software TOWN ATTORNEY Document Mgmt

TOWN MANAGER TH AV Equipment Comm Event Permit

200,000

290,000 30,000 17,000 7,000 37,000

30,000 -

PUBLIC WORKS/ENGINEERING Signal System Srvr Conflict Monitor Road DSS Sensor Traffic Detect Eq 190,000 Traff Signal Cab 150,000 Tandem Cab/Chass Upgraded Impact Tandem Cab/Chass Plow Truck Comm Rid Mower Traffic Signal Locks Power Backup Replace Util Locate Traffic Safety Traffic Controller Street Sweeper Traffic Signal Sys Single Axle Dump Mobile Barrier LED Signal Face 72,000 Gator Upgrade S2S Centennial Vehicle for FTEs Traffic Ops Sftwre -

200,000 160,000 80,000 -

40,000 105,000 170,000 80,000 -

110,000 110,000 90,000 -

115,000 120,000 90,000 20,000

120,000 130,000 100,000 -

125,000 140,000 100,000 50,000 -

130,000 150,000 110,000 -

135,000 160,000 110,000 -

HUMAN RESOURCES NeoGov HCM Full Suite FINANCE Financial Software POLICE DEPARTMENT FARO Scanner Crash Data Kit Replace Fingerprint Cellebrite License Plate Rdrs Replace Radio Cell Phone Forensics Quartermaster SmartForce Cubicle/Evidence Floor Scrubber Vehicle Replace Vehicle K9 Units Stationary LPRs Portable License Emergency Trailer All-Weather Upgr SWAT Night

Town of Parker 2024 Annual Budget

293

Capital Budget

GENERAL FUND 10-YEAR PLAN (cont) ACTUAL 2022 -

57,168 22,080 332,998

55,000 63,300 2,240,182

310,000 3,807,921

310,000 210,000 130,000 12,871,921

57,168 387,080 273,300 130,000 15,445,101

Other Land and Improvements

20,093

Total Capital Expenditures

683,639

2,955,182

4,086,921

19,699,842

23,338,663

PARKS M-6 Kubota Tractor Plow- 2 plows Computerized Irrigation Controller Update Vehicle for Additional Parks Employee Industrial Mower (5900) Subtotal Machinery, Equipment, Software

ACTUAL 2022

AVAILABLE RESOURCES Fund Balance - January 1

28,234,323

BUDGETED 2024

PROJECT TOTALS 2022 - 2033 300,000 250,000 146,000 250,000 250,000 220,000 120,000 185,000 1,650,000 1,000,000 70,000

10-YEAR CIP 2024 - 2033 300,000 250,000 146,000 250,000 250,000 220,000 120,000 185,000 1,650,000 1,000,000 70,000

CIP BY PROJECT Tandem Axle Dump Plow & Spreader School Zone Flasher Controller Upgrades 3/4 Ton Pickup with Snow Plow and Sander Traffic Signal-Fire Preemption Equipment Upgrades Platform Lift Truck Front Loader Tractor Road Weather Information System Ethernet Switch Replacements/Upgrades Signal Pole Replacements Travel Time/Driver Feedback Info System Mastic Trailer

PROJECTED 2023

PROJECTED 2023 $

28,097,655

BUDGETED 2024 $

34,532,407

In-Year Revenue Available for Capital Taxes Licenses and Permits Intergovernmental Charges for Services Fines and Forfeitures Contributions Net Investment Earnings Miscellaneous Revenue Total Revenues Proceeds from Sales of Capital Assets Insurance Recoveries Transfers In Transfers Out Less Non-Capital Expenditures Total In-Year Revenue Available for Capital

59,553,334 4,264,753 4,191,713 4,641,010 84,238 2,409 168,147 61,615 72,967,219 166,682 7,554 1,797,006 24,692,402 49,699,088 546,971

62,093,900 4,293,200 4,365,609 3,138,350 93,087 252,262 1,500,000 113,244 75,849,652 100 2,000 1,962,930 8,594,306 59,830,442 9,389,934

65,302,900 4,465,260 4,488,100 3,372,705 85,500 1,000,000 62,000 78,776,465 100 2,000 2,117,911 19,332,214 67,542,675 (5,978,413)

Total Funds Available for Capital

28,781,294

37,487,589

28,553,994

Total In-Year Capital Expenses

683,639

2,955,182

4,086,921

Ending Available Resources - December 31

Capital Budget

28,097,655

294

34,532,407

24,467,073

Town of Parker 2024 Annual Budget

GENERAL FUND 10-YEAR PLAN (cont)

CIP BY PROJECT Tandem Axle School Zone 3/4 Ton Pickup Signal-Fire Platform Truck Front Loader Trac Road Weather Ethernet Signal Pole Travel Time Mastic Trailer

2025 300,000 250,000 73,000 -

2026

2027

2028

2029

2030

2031

2032

2033

250,000 250,000 220,000 120,000 20,000 -

20,000 200,000 -

20,000 200,000 500,000 70,000

25,000 200,000 500,000 -

73,000 25,000 250,000 -

25,000 250,000 -

25,000 300,000 -

PARKS M-6 Tractor Computer Irrigation Vehicle for FTE Ind Mower Subtotal

130,000 1,746,000

1,330,000

140,000 785,000

70,000 1,200,000

1,100,000

728,000

720,000

695,000

760,000

Other Land & Improvement

2,783,000

3,094,425

1,830,342

2,878,154

1,100,000

1,098,000

1,254,000

775,000

Total Capital Exp.

Town of Parker 2024 Annual Budget

295

800,000

Capital Budget

GENERAL FUND PROJECTS Capital Project: Town Hall North Window Replacement

DESCRIPTION This project provides funding to replace the existing lower level windows on the north side of the building at Town Hall. The seal on these windows have failed to various degrees and are no longer able to provide a sealed envelope resulting in increased energy usage as well as location for water infiltration to occur. There are several windows on the second floor that also need attention to mitigate seal damage.

PURPOSE/DISCUSSION Evaluation of the existing windows took place in 2021 and 2022 with indications that repairs should be made in the near future. It is typical with commercial buildings that the seals may begin to deteriorate requiring an industry term of reglazing. This is a practice of replacing the seals and/ or glass on each window pane to mitigate an unsealed condition. Currently several of the windows have seals which allow moisture to flow into the building and also allow conditioned air to escape resulting in interior damage as well as difficulty in maintaining comfortable space temperatures.

PROJECT BUDGET Year Actual 2022 Projected 2023 Budgeted 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 TOTAL

Expenditures $ 80,000 $ 80,000

FUNDING SOURCES General Fund Revenue

IMPACT ON OPERATING COSTS Reduction in energy consumption

IMPACT ON OTHER DEPARTMENTS Better space temperature management

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community Providing sound infrastructure at Town Hall has an impact on our ability to provide services to the public. The offices affected by this project have staff that provide support for an active community through their work.

Promote a Safe and Healthy Community The staff affected in these offices provide services that affect the development of a safe and healthy community. Whether it is Planning or Engineering, the impact of these operations are important and providing adequate office space for staff plays a role in this effort.

Capital Budget

296

Town of Parker 2024 Annual Budget

GENERAL FUND SECTION PROJECTS TITLE Capital Project: Police Facility Carpet Replacement

DESCRIPTION This project provides funding for replacement of carpet in office and high-density work areas supplementing the previous replacement of carpet in high-traffic areas.

PURPOSE/DISCUSSION This project provides funding for replacement of carpet in the office and high-density work areas of the police station. The police station will be nearly 14 years old in 2024 and the carpet in the workspace areas are showing wear, deterioration, and unraveling. The current carpet is a broad loom rolled product that has held up well to hard use but is difficult to maintain. This project proposes the use of carpet tile. Carpet tile provides more options for future maintenance and rotation and is a superior choice for a 24/7 use building.

PROJECT BUDGET Year Actual 2022 Projected 2023 Budgeted 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 TOTAL

Expenditures $ 110,000 $ 110,000

Town of Parker 2024 Annual Budget

FUNDING SOURCES General Fund Revenue

IMPACT ON OPERATING COSTS None

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Promote a Safe and Healthy Community A properly equipped police department is vital to maintaining a safe and healthy community. This project provides for a safe and well-maintained facility for police department staff. Well-maintained facilities assist in staff wellness and happiness, which in turn fosters retention of employees.

297

Capital Budget

GENERAL FUND PROJECTS Capital Project: Police Facility Evidence Warehousing Updates

DESCRIPTION Updates are needed to maximize dwindling space for drug and vehicle items held as evidence. This budget item improves the drug storage shelving and the layout of the outdoor vehicle storage cages.

PURPOSE/DISCUSSION Several areas of the evidence warehouse are at capacity, with two areas well beyond capacity. The drug storage vault currently overflows to the middle of the room with boxes stacked over 5 feet and minimal room to move around them. The most southern vehicle cage needs to be sectioned off to allow for more storage for items that can be placed outside (including flammable items and bicycles), freeing up valuable general storage areas in the warehouse. Additional flammable cabinets will be purchased and housed in the outside storage area. The warehouse was purpose-built as an evidence storage facility for the Parker Police Department, with a 20-year life expectancy. We are 13 years into the warehouse’s life and experiencing storage issues sooner than expected because we store all of the property and evidence for the Lone Tree Police Department.

PROJECT BUDGET Year Actual 2022 Projected 2023 Budgeted 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 TOTAL

Expenditures $ 25,000 $ 25,000

FUNDING SOURCES General Fund Revenue

IMPACT ON OPERATING COSTS None

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED 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.

Innovate with Collaborative Governance By dedicating improvements to our property and evidence management, our collaborations with Lone Tree and the DA’s office will be more effective and efficient.

Promote a Safe and Healthy Community Enhancing the legitimacy and professionalism of criminal evidence at the Parker Police Department directly and significantly impacts this strategic goal.

Capital Budget

298

Town of Parker 2024 Annual Budget

GENERAL FUND PROJECTS Capital Project: Public Works Facility Building Automation System Replacement

DESCRIPTION This project provides funding for a replacement and upgrade to the current Building Automation System (BAS) at the Public Works Operations Center.

PURPOSE/DISCUSSION The purpose of this project is to replace the existing BAS with the Town’s standard system. The existing BAS is approximately nine years old and is nearing the end of its useful life. This project plans to replace the current proprietary software and the electronic controllers associated with the HVAC equipment. These obsolete devices are discontinued, and any failure will impact the daily operational programs for Public Works staff.

PROJECT BUDGET

FUNDING SOURCES

Year Actual 2022 Projected 2023 Budgeted 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 TOTAL

General Fund Revenue

Expenditures $ 50,000 $ 50,000

IMPACT ON OPERATING COSTS This project will have a positive impact by reducing the downtime for the HVAC equipment.

IMPACT ON OTHER DEPARTMENTS This location serves the Public Works Traffic, Streets and Stormwater divisions.

TOWN STRATEGIC GOALS ACHIEVED Promote a Safe and Healthy Community Providing adequate capability for air conditioning and heating at this facility is important and has a direct impact on providing a safe and healthy work environment. Failure of the HVAC BAS system will negatively impact staff ability to use the facility in a safe and pleasant air quality environment.

Town of Parker 2024 Annual Budget

299

Capital Budget

SECTION TITLE GENERAL FUND PROJECTS Capital Project: Public Works Facility Computer Room Air Conditioning Units

DESCRIPTION This project provides funding for the replacement of the Computer Room Air Conditioning (CRAC) unit at the Public Works Operations Center. CRAC units are specifically designed for the loads typically found in a computer room.

PURPOSE/DISCUSSION The existing CRAC unit is original to the building and has been in operation for approximately nine years. The unit services the primary IT data room at the Public Works facility. It is imperative to provide additional space temperatures in IT data rooms to prolong the related equipment. Industry standards for replacement of this type of unit is ten years.

PROJECT BUDGET Year Actual 2022 Projected 2023 Budgeted 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 TOTAL

Capital Budget

Expenditures $ 14,000 15,000 $ 29,000

FUNDING SOURCES General Fund Revenue

IMPACT ON OPERATING COSTS None

IMPACT ON OTHER DEPARTMENTS This project ultimately provides IT service capacity to the Engineering & Public Works department

TOWN STRATEGIC GOALS ACHIEVED Promote a Safe and Healthy Community The Town relies on data systems to track work performed and requested by our citizens. This project provides support to ensure that data is provided to the workforce, which in turn supports the community at large. Failure to provide this needed infrastructure can have negative impacts on the Town’s ability to provide timely and efficient services.

300

Town of Parker 2024 Annual Budget

GENERAL FUND SECTION PROJECTS TITLE Capital Project: Town Attorney Document Management System

DESCRIPTION This system will provide document management software for the Town Attorney’s Office. A document management system organizes and retains all legal documents (including research, draft agreements, correspondence and email) in one central location that can be easily accessed by, and allow for collaboration among, the legal team.

PURPOSE/DISCUSSION A document management system will allow the Town Attorney’s Office to digitally store and organize its legal files. The current practice is paper files, with some storage of draft agreements, written correspondence and research on the storage drives and email within Outlook folders. This system will provide one repository for all of these documents without the need to consult multiple locations for historical information or most recent drafts. Implementation of this system will reduce the staff time spent creating, organizing, maintaining and storing the current system of paper filing.

PROJECT BUDGET Year Actual 2022 Projected 2023 Budgeted 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 TOTAL

Expenditures $ 25,000 $ 25,000

FUNDING SOURCES General Fund Revenue

IMPACT ON OPERATING COSTS This system will make the Town Attorney’s Office more efficient, collaborative and organized, allowing for greater productivity and responsiveness to all Town departments.

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community This system will make the Town Attorney’s Office more organized and efficient, allowing for increased responsiveness to those departments that support an active community, such as the Parks, Recreation, and Open Space Department.

Foster Community Creativity and Engagement This system will make the Town Attorney’s Office more organized and efficient, allowing for increased responsiveness to those departments that foster community creativity and engagement, such as the Cultural Department.

Promote a Safe and Healthy Community This system will make the Town Attorney’s Office more organized and efficient, allowing for increased responsiveness to those departments that promote a safe and healthy community, such as the Police Department, Engineering/Public Works, and Community Development. Town of Parker 2024 Annual Budget

301

Capital Budget

SECTION TITLE GENERAL FUND PROJECTS Capital Project: Human Resources NeoGov Bundle: Perform, Learn, Attract

DESCRIPTION This budget item is to purchase a bundle of software applications (Perform, Learn, and Attract) to more efficiently and effectively address current and anticipated organizational need.

PURPOSE/DISCUSSION The bundle of applications will have a positive impact on all Town departments.

Perform will provide a meaningful tool to evaluate employee performance and associate merit increases thereto. This application and related practice enhancements will provide a defensibility of process and demonstrate the Town’s compliance with the Equal Pay for Equal Work Act. A new system’s capability is necessary to encourage a more meaningful performance-related process for both employees and evaluators. At present, the Town does not have a system-wide solution for learning management. Learn will be a much-needed response for ongoing training, knowledge transfer, succession planning, and personal and professional development.

Attract is a best-in-class application for recruitment and generating a positive and productive candidate experience. In anticipation of continued, tight labor market conditions, our focus must be on creating the most favorable employee experience, beginning with the recruitment process and candidate experience. Among other features, this application will provide department-specific landing pages, robust sourcing capabilities and advanced analytics to leverage talent within our current and potential applicant pools.

PROJECT BUDGET Year Actual 2022 Projected 2023 Budgeted 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 TOTAL

Expenditures $ 44,022 $ 44,022

FUNDING SOURCES General Fund Revenue

IMPACT ON OPERATING COSTS None

IMPACT ON OTHER DEPARTMENTS See details above

TOWN STRATEGIC GOALS ACHIEVED Innovate with Collaborative Governance

Employing a high quality, dedicated work force is required of and supports the Town’s goal to innovate with collaborative governance. Exhibiting internal alignment by effectively evaluating employees, training employees, and attracting the most talented workforce demonstrates transparency, accountability, and responsible stewardship of the Town’s personnel-related funds. Further, offering more robust, internal tools/resources will better serve our staff and, in turn, allow our departments more time to focus on providing the highest quality of service to our community. Capital Budget

302

Town of Parker 2024 Annual Budget

GENERAL FUND PROJECTS Capital Project: Police Department License Plate Readers on Patrol Vehicles

DESCRIPTION This budget item is for the purchase of mobile license plate readers (LPR) which attach to the roof of patrol cars and provide real-time scans of license plates to detect stolen cars, missing people, warrants, and other information agencies attach to license plates. This list is compiled by the Colorado Bureau of Investigations (CBI) and is automatically downloaded to the in-car system. The in-car system consists of four cameras mounted to the corners of the roof to ensure maximum information gathering.

PURPOSE/DISCUSSION The LPR gathers each plate it reads with a date and time stamp that officers or detectives can research to narrow down potential suspects responsible for criminal activity. If the officer can ensure the validity of the plate read, they can act upon the information given to them in realtime. The LPR system does not give registration information from the license plate or use facial recognition software to identify any driver or passenger.

PROJECT BUDGET

FUNDING SOURCES

Year Actual 2022 Projected 2023 Budgeted 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 TOTAL

General Fund Revenue

Expenditures $ 15,860 44,150 $ 60,010

IMPACT ON OPERATING COSTS None

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community The use of cameras assists in solving crimes. The less crime that is perceived allows citizens to be out in the community more often, as safety is less of a concern. The portable LPR system can be used if car break-ins spike at the different trailheads throughout the Town, as has happened during the summer months in previous years.

Enhance Economic Vitality Solving cases related to crime allows citizens to feel more comfortable being out of their houses, thus assisting in the economy. Also, the use of useable leads has reduced the amount of time that officers and detectives spend on developing viable leads.

Promote a Safe and Healthy Community The use of cameras assists in solving crimes. The less crime that is perceived allows citizens to be out in the community more often as safety is less of a concern.

Town of Parker 2024 Annual Budget

303

Capital Budget

GENERAL FUND PROJECTS Capital Project: Police Department Portable Radio Replacements

DESCRIPTION This budget request is part of 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 BUDGET Year Actual 2022 Projected 2023 Budgeted 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 TOTAL

Expenditures $ 7,629 304,500 335,000 290,000 $ 937,129

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.

Capital Budget

304

Town of Parker 2024 Annual Budget

GENERAL FUND SECTION PROJECTS TITLE Capital Project: Police Department Vehicles

DESCRIPTION This budget item is for one fully-equipped police vehicle to replace a vehicle that was totaled in 2022 and five vehicles for additional officers.

PURPOSE/DISCUSSION The Patrol Division is currently short one police car. Also, additional staff members were approved during the budgeting process requiring five additional vehicles.

PROJECT BUDGET Year Actual 2022 Projected 2023 Budgeted 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 TOTAL

Expenditures 170,000 589,000 $ 759,000

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. Patrol vehicles are a critical tool in the transport of officers to calls and a platform for regular patrols. Patrol vehicles are especially critical in a suburban community that tends to be more spread out and car-oriented. A properly equipped police department is vital to maintaining a safe and healthy community.

Town of Parker 2024 Annual Budget

305

Capital Budget

GENERAL FUND PROJECTS Capital Project: Police Department Canine Officers for Drugs/Apprehension

DESCRIPTION This request is to fund the purchase of two canines and training of two police canine (K9) officers, including all relevant equipment. The K9s will be training in both drug detection and the apprehension of suspects.

PURPOSE/DISCUSSION The two current canines, due to age and legislative changes, will be retired from service by the end of the year, thus necessitating the new dogs and allowing a change in the program. The new K9s’ service will be changed from our current K9s to include apprehension training to both track and apprehend suspects if necessary. Since 2017, the current K9s, Rico and Kato, have been deployed at least 400 times to various drug and article searches resulting in numerous arrests and drug seizures. They have often been requested to assist neighboring agencies as well.

PROJECT BUDGET

FUNDING SOURCES

Year Actual 2022 Projected 2023 Budgeted 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 TOTAL

General Fund Revenue

Expenditures $ 95,000 $ 95,000

IMPACT ON OPERATING COSTS No ongoing change to current costs

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Enhance Economic Vitality Using K9s, especially for drugs, helps reduce the number of drugs in the Town and, along with apprehension, reduces the crimes associated with drug use, including stolen cars, criminal trespasses, and robberies.

Foster Community Creativity and Engagement Our current K9s have been a huge success not only with their productivity but with their community support. The social media support of both of our current K9s is outstanding, and the K9 class is often the most anticipated class during the Citizen’s Academy, mainly because of the dogs. This community excitement will only continue with new dogs.

Promote a Safe and Health Community The use of K9s directly relates to reducing drug activity in the Town which includes more safety for the community. Dogs help keep officers safe during the apprehension of violent suspects. The dogs can help gain compliance before officers need to control the suspect.

Capital Budget

306

Town of Parker 2024 Annual Budget

GENERAL FUND PROJECTS Capital Project: Police Department Stationary License Plate Reader Systems

DESCRIPTION This project will install ten Flock stationary license plate readers (LPR) at various locations throughout the Town. LPRs are valuable in locating stolen vehicles, wanted parties, and missing people.

PURPOSE/DISCUSSION Colorado has led the nation in stolen vehicles for the last several years. These stolen vehicles are then used to commit other crimes, such as burglary, large-scale shoplifting, drug trade, etc. Parker has seen a significant uptick in crimes involving stolen vehicles from Parker and other metro cities. LPRs are a proven force multiplier. Stationary LPRs can be strategically placed at main entry points of the Town and known “hot spots” where stolen cars are frequently recovered, like big box and grocery stores. Most of our neighboring communities, including Douglas County and Castle Rock, have installed Flock stationary LPRs. Agencies nationwide that utilize Flock LPRs also contribute their data to a central database, further assisting departments in locating vehicles involved in criminal activity that cross state lines and borders

PROJECT BUDGET Year Actual 2022 Projected 2023 Budgeted 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 TOTAL

Expenditures $ 66,500 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 $ 336,500

FUNDING SOURCES General Fund Revenue

IMPACT ON OPERATING COSTS None

IMPACT ON OTHER DEPARTMENTS Initial involvement of IT will be required.

TOWN STRATEGIC GOALS ACHIEVED Enhance Economic Vitality Economic vitality suffers if people feel unsafe or if there is a perception of high crime. A community’s economic success relies on an environment free of crime and decay. A well-equipped police department is key to this effort.

Innovate with Collaborative Governance

Crime is not limited to jurisdictional boundaries, which increases the need for cooperation between all law enforcement agencies. Flock provides a national database for sharing LPR information between law enforcement agencies nationwide. Crime is mobile, and collaboration between agencies is critical in the fight against crime.

Promote a Safe and Healthy Community A safe community is a healthy community. The appeal of Parker is that “hometown feel” we have all worked hard to maintain. The feeling of safety is a pillar of Parker’s success and should be protected as an essential aspect.

Town of Parker 2024 Annual Budget

307

Capital Budget

SECTION TITLE GENERAL FUND PROJECTS Capital Project: Police Department Portable License Plate Reader System

DESCRIPTION This system is a portable license plate reader (LPR) that can be placed in different areas of the Town in response to ongoing criminal events to help develop potential leads in cases.

PURPOSE/DISCUSSION This LPR system will detect/deter criminal activity where crimes might have occurred, are suspected, or have shown a tendency to occur. The LPR gathers each plate it reads with a date and time stamp that officers or detectives can research to narrow down potential suspects responsible for criminal activity. The LPR system does not give registration information from the license plate or use facial recognition software to identify any driver or passenger.

PROJECT BUDGET Year Actual 2022 Projected 2023 Budgeted 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 TOTAL

Expenditures $ 6,249 $ 6,249

FUNDING SOURCES General Fund Revenue

IMPACT ON OPERATING COSTS None

IMPACT ON OTHER DEPARTMENTS None

Capital Budget

308

Town of Parker 2024 Annual Budget

GENERAL FUND PROJECTS Capital Project: Public Works Traffic Detection Equipment

DESCRIPTION This project is the replacement of failing or obsolete traffic signal detection equipment.

PROJECT BUDGET Year Actual 2022 Projected 2023 Budgeted 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 TOTAL

Expenditures $ 99,656 234,787 180,000 190,000 200,000 105,000 110,000 115,000 120,000 125,000 130,000 135,000 $ 1,744,443

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 Support an Active Community Proper operation of traffic signals and the associated equipment ensure pedestrians and cyclists that share the Town’s transportation system feel comfortable traveling across intersections. This promotes healthier modes of transportation (other than vehicles).

Foster Community Creativity and Engagement All of Parker’s residents and community events will benefit from more efficient travel.

Enhance Economic Vitality The traffic signals are a critical piece of mobility within the Town of Parker. If citizens and visitors cannot get around town efficiently or conveniently, economic vitality suffers.

Develop a Visionary Community through Balanced Growth 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.

Town of Parker 2024 Annual Budget

309

Capital Budget

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

Year Actual 2022 Projected 2023 Budgeted 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 TOTAL

General Fund Revenue

Expenditures $ 30,756 189,220 140,000 150,000 160,000 170,000 110,000 120,000 130,000 140,000 150,000 160,000 $ 1,649,976

IMPACT ON OPERATING COSTS No direct change in routine maintenance man-hours, but newer cabinets may have fewer emergency call-out conditions.

IMPACT ON OTHER DEPARTMENTS None

Develop a Visionary Community through Balanced Growth Traffic signal quantities have increased in the last 20 years with 70+ 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.

Capital Budget

310

Town of Parker 2024 Annual Budget

GENERAL FUND SECTION PROJECTS TITLE Capital Project: Public Works Townwide Traffic Signal Controller Replacement

DESCRIPTION This budget item is for direct replacement of all Town traffic signal controllers.

PURPOSE/DISCUSSION This project is to replace the controller computer unit within a traffic signal cabinet. The current equipment the Town uses for intersection control is being phased out by the manufacturing community and we have been informed it will no longer be available after mid-2023. The Town will need to upgrade to modern controller technology to continue base level control and be ready for new interfaces such as Vehicle to Infrastructure, or Vehicle to Vehicle (V2X) safety technologies.

PROJECT BUDGET

FUNDING SOURCES

Year Actual 2022 Projected 2023 Budgeted 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 TOTAL

General Fund Revenue

Expenditures $ 500,000 $ 500,000

IMPACT ON OPERATING COSTS None

IMPACT ON OTHER DEPARTMENTS None

Enhance Economic Vitality

The traffic signals are a critical piece of mobility within the Town of Parker. If citizens and visitors can’t get around town efficiently or conveniently, economic vitality suffers.

Promote a Safe and Healthy Community Properly functional and reliable traffic signals assist in providing a safe transportation network.

Town of Parker 2024 Annual Budget

311

Capital Budget

SECTION TITLE GENERAL FUND PROJECTS Capital Project: Public Works Street Sweeper

DESCRIPTION This budget item provides for the addition of a full-size street sweeper to the Town’s fleet.

PURPOSE/DISCUSSION Current service levels for street sweeping activities include two different functions. During the winter months, street sweeping activity is focused on removing materials within 72 hours after a snow event on primary and collector streets. During the summer months, street sweeping activities are planned to sweep all streets, including residential streets, a minimum of four times per year. All of these efforts affect our air and water quality and are considered Best Management Practices (BMP) for the Town and its citizens. It is estimated that 133 lane miles of streets will be added to the Town by 2025. These streets will be added to the Town’s inventory for maintenance, which includes sweeping. Due to the expected increase in lane miles and the increased geographic area, an additional street sweeper will be needed to maintain the current level of service. Street sweepers typically require a great deal of maintenance to remain effective. Some repairs may take several weeks to a month to perform. It is typical for a fleet to incorporate at least one spare street sweeper for every two to three operating units.

PROJECT BUDGET

FUNDING SOURCES

Year Actual 2022 Projected 2023 Budgeted 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 TOTAL

General Fund Revenue

Expenditures $ 425,000 $ 425,000

IMPACT ON OPERATING COSTS Vehicle maintenance

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community Street sweeping is vital to ensuring bicycle lanes are clean, free of debris, and usable. Street sweeping also minimizes the amount of debris that ends up in the sidewalks which are utilized by walkers/joggers.

Enhance Economic Vitality

Keeping the Town clean, the stormwater system operable, and contributing to improved air quality ensures that Parker provides a high quality of life and is a desirable location for business to locate, grow, and thrive.

Promote a Safe and Healthy Community The primary purpose of the Town’s street sweeping activity it to mitigate air and water quality issues by removing debris and sediment from the roadway infrastructure. Capital Budget

312

Town of Parker 2024 Annual Budget

GENERAL FUND PROJECTS Capital Project: Public Works Traffic Signal Central System Replacement

DESCRIPTION This budget item is for the replacement of the traffic signal control system.

PURPOSE/DISCUSSION The traffic signal control system is a software platform that provides second-by-second communications to all traffic signals in the Town of Parker. Communications allows for standard features like automated failure monitoring, remote upload and download of signal control parameters, and clock synchronization. Communication also facilitates advanced features such as Traffic Responsive operation.

PROJECT BUDGET

FUNDING SOURCES

Year Actual 2022 Projected 2023 Budgeted 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 TOTAL

General Fund Revenue

Expenditures $ 350,000 $ 350,000

IMPACT ON OPERATING COSTS None

IMPACT ON OTHER DEPARTMENTS None

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. A modern traffic control system is needed to keep Traffic Services future-focused and on pace with advances in technology.

Promote a Safe and Healthy Community Properly functional and reliable traffic signals assist in providing a safe transportation network. The central control system is the glue that binds all the traffic signals together into an efficient whole.

Town of Parker 2024 Annual Budget

313

Capital Budget

SECTION TITLE GENERAL FUND PROJECTS Capital Project: Public Works Dump Truck with Plow/Spreader

DESCRIPTION The addition of a single axle dump truck primarily is to provide necessary equipment for snow plowing and secondarily to provide support vehicles during routine street maintenance activities.

PURPOSE/DISCUSSION The Town is the sole entity responsible for plowing snow from Town-owned and operated streets as well as performing repair and replacement of asphalt and concrete assets associated with streets to provide reliable infrastructure and effective mobility. During plowing activities, Town staff will typically operate from eight to twelve snowplows depending on the severity of the event and availability of staff. It is typical for these pieces of equipment to incur maintenance-related issues during an event. Maintaining a sufficient percentage of necessary resources to perform this function is essential to keeping the roadways passible. This addition will provide additional ability to sustain snow removal efforts during long duration events. The single axle truck can also be used for residential plowing when required and is a maneuverable and versatile truck that is easier to operate while still possessing sufficient power to operate as a full-size plow truck. During the period of time streets staff are performing asphalt and concrete repair, the single axle allows for maneuverability, versatility, and efficient operation on narrow residential streets. Due to the expected increase in lane miles and the increased geographic area, an additional snowplow and an additional staff member will be needed to maintain the current level of service.

PROJECT BUDGET Year Actual 2022 Projected 2023 Budgeted 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 TOTAL

Expenditures $ 262,000 $ 262,000

FUNDING SOURCES General Fund Revenue

IMPACT ON OPERATING COSTS None

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community Having adequate staffing and equipment allows the Town to ensure it is able to provide snow plowing and street maintenance that ensure mobility, including vehicle, bicycle and pedestrian mobility.

Enhance Economic Vitality

Well-maintained streets are a sign of a well-funded and well-managed community providing a high quality of life and a desirable location for business to locate, grow, and thrive, making Parker a place people want to be.

Capital Budget

314

Town of Parker 2024 Annual Budget

GENERAL FUND PROJECTS Capital Project: Public Works Mobile Vehicle Barrier System

DESCRIPTION This project provides funding to purchase a mobile vehicle barrier system that will enhance the safety and security of patrons during street closures for festivals, events, and farmers markets held within the Town.

PURPOSE/DISCUSSION The Town has a vibrant community that frequently organizes festivals, events, and farmers markets, attracting both residents and visitors. These gatherings contribute to the local economy, encourage community engagement, and showcase the Town’s cultural diversity. However, the increasing concern for public safety, particularly considering recent vehicular incidents in other regions, necessitates the implementation of proactive measures to ensure the safety of attendees. The mobile vehicle barrier system is a flexible and versatile solution designed to prevent unauthorized vehicle access and protect patrons in areas temporarily closed off for public events. The system consists of robust barriers that can be quickly deployed and repositioned as needed. These barriers are engineered to withstand the impact of vehicles, ensuring that any potential threats are effectively mitigated.

PROJECT BUDGET Year Actual 2022 Projected 2023 Budgeted 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 TOTAL

Expenditures $ 200,000 $ 200,000

FUNDING SOURCES General Fund Revenue

IMPACT ON OPERATING COSTS None

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community The mobile vehicle barrier system supports an active community by creating a safe, secure, and welcoming environment that encourages participation, economic growth, cultural celebration, and the overall well-being of its members.

Enhance Economic Vitality By fostering a safe and secure environment for Town events, these barriers will encourage higher participation rates, boost patron confidence, and encourage increased spending at local businesses.

Promote a Safe and Healthy Community The mobile vehicle barrier system will significantly contribute to promoting a safe and healthy community by providing a robust defense against potential vehicular threats during public gatherings. Town of Parker 2024 Annual Budget

315

Capital Budget

SECTION TITLE GENERAL FUND PROJECTS Capital Project: Public Works LED Signal Face Replacement Program

DESCRIPTION This project will replace high-age light-emitting diode (LED) signal faces needed for the traffic signal heads.

PURPOSE/DISCUSSION Traffic signal equipment requires routine maintenance and equipment replacement to ensure reliability of the transportation network. Regular replacement of aged traffic signal equipment that has shown reliability issues or has reached end-of-service life reduces the number of after-hours repairs/callbacks and helps control associated labor costs. All Town traffic signals (approximately 100 as of 2023) utilize LED traffic signal faces. The use of LED signal faces became the Town standard over twenty years ago due to their energy efficiency and extended life (versus prior use of incandescent signal faces). All LED signal faces begin to dim over time and need to be replaced to meet minimum Federal MUTCD (Manual on Uniform Traffic Control Devices) requirements per Section 4D.06. In addition, as the LED signal faces continue to age, failures become more prevalent. An average traffic signal in the Town of Parker has approximately 72 signal faces per intersection. The Town needs a program to replace these LED signal faces to improve the dependability and visibility of the LED signal faces. The requested budget is based on a ten-year replacement program that would replace the LED signal faces in ten traffic signals per year (10% per year).

PROJECT BUDGET Year Actual 2022 Projected 2023 Budgeted 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 TOTAL

Expenditures $ 72,000 72,000 80,000 80,000 90,000 90,000 100,000 100,000 110,000 110,000 $ 904,000

FUNDING SOURCES General Fund Revenue

IMPACT ON OPERATING COSTS Positive as well-maintained equipment prevents unplanned downtime and provides a better level of service to the public.

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.

Promote a Safe and Healthy Community Properly functional and reliable traffic signals are critical in providing a safe transportation network.

Capital Budget

316

Town of Parker 2024 Annual Budget

GENERAL FUND PROJECTS Capital Project: Public Works Gator Upgrade to Toolcat/Broom

DESCRIPTION This project provides funding to replace an existing piece of equipment with an upgrade to a Toolcat type piece of equipment.

PURPOSE/DISCUSSION The Streets Division is responsible for right-of-way (ROW) maintenance, not just mowing of roadsides but also cleaning sidewalks, road shouldering, rocking medians and weed spraying. A Toolcat will provide a multitude of ways to help serve us in our ROW functions. This equipment will come with the ability to install different types of attachments to perform a wide variety of tasks. Having the ability to have a broom application on this piece of equipment will allow our ROW team to sweep up dirt and debris from sidewalks. The bucket attachment can be used to scrape hardened material on sidewalks, perform road shouldering tasks, assist with rocking medians, along with carrying the weed spraying apparatus. As our Town continues to grow, so does the ROW responsibility. This machine can also serve a multi-season and multi-role purpose. For instance, this machine can also be utilized for downtown snow removal as it is more compact than most machines and can be easily transported to location based on its size

PROJECT BUDGET

FUNDING SOURCES

Year Actual 2022 Projected 2023 Budgeted 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 TOTAL

General Fund Revenue

Expenditures $ 54,000 $ 54,000

IMPACT ON OPERATING COSTS Routine maintenance

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community ROW maintenance includes ensuring sidewalks and bicycle lanes are clean, free of debris/vegetation, and safely traversable. ROW maintenance ensures that vegetation and debris does not overtake the sidewalk or bicycle lane and reduces potential hazards.

Enhance Economic Vitality The overall appearance and cleanliness of the Town make Parker appealing, a place people want to spend time in or make a home in, thus improving the local economy.

Promote a Safe and Healthy Community ROW maintenance includes mowing, trimming, weed spraying, removal of trash and debris and maintaining road shoulders. Most ROWs include a sidewalk and are adjacent to a travel lane or bicycle lane. Keeping these areas clean and maintained not only improves the appearance of the Town, but also reduces hazards to pedestrians and motorists. Town of Parker 2024 Annual Budget

317

Capital Budget

GENERAL FUND PROJECTS Capital Project: Public Works System to System Interconnect (Centennial)

DESCRIPTION This project provides connection to the City of Centennial traffic signal central control system.

PURPOSE/DISCUSSION The Town of Parker and the City of Centennial utilize the same master traffic signal central control systems. The traffic signal control system is a software platform that provides secondby-second communications to all traffic signals in the Town of Parker. Communications allows for standard features like automated failure monitoring, remote upload and download of signal control parameters, and clock synchronization. The purpose of this capital expenditure would be to connect the Town of Parker’s traffic signal control system with the City of Centennial’s traffic signal control system to provide data sharing and potential integrated operations.

PROJECT BUDGET Year Actual 2022 Projected 2023 Budgeted 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 TOTAL

Expenditures $ 50,000 $ 50,000

FUNDING SOURCES General Fund Revenue; Denver Regional Council of Governments (DRCOG) grant

IMPACT ON OPERATING COSTS None

IMPACT ON OTHER DEPARTMENTS The system integration may require the assistance of Information Technology if Cloud (i.e. non physical) connections are made.

TOWN STRATEGIC GOALS ACHIEVED Enhance Economic Vitality The traffic signals are a critical piece of mobility within the Town of Parker. Integrated operation has the potential to minimize delay on cross-jurisdictional roadways.

Develop a Visionary Community through Balanced Growth A modern traffic control system is needed to keep Traffic Services future-focused and on pace with advances in technology.

Innovate with Collaborative Governance This system would provide opportunities to collaborate with other agencies to coordinate signals. Beyond the City of Centennial, Arapahoe County is another local agency with Centracs that borders the Town of Parker traffic signals.

Promote a Safe and Healthy Community Properly functional and reliable traffic signals assist in providing a safe transportation network.

Capital Budget

318

Town of Parker 2024 Annual Budget

GENERAL FUND PROJECTS Capital Project: Public Works 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

Year Actual 2022 Projected 2023 Budgeted 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 TOTAL

General Fund Revenue

Expenditures $ 45,000 50,000 $ 95,000

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.

Town of Parker 2024 Annual Budget

319

Capital Budget

GENERAL FUND PROJECTS Capital Project: Public Works Traffic Operations Center Display/Software

DESCRIPTION This project will provide for the installation of a new display wall and procurement of video management software for the Town’s Traffic Operations Center.

PURPOSE/DISCUSSION As part of the original public works building construction, a traffic operations center room was constructed. This is where the Town’s traffic signal central system and server is located. It was originally anticipated that a display wall of multiple monitors would be needed to effectively use this space. In addition, video management software is needed to operate the proposed video wall.

PROJECT BUDGET Year Actual 2022 Projected 2023 Budgeted 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 TOTAL

Expenditures $ 15,000 20,000 $ 35,000

FUNDING SOURCES General Fund Revenue

IMPACT ON OPERATING COSTS As with any new infrastructure, long term replacement costs must be anticipated. The proposed video wall in the traffic operations center will operate 12 hours per day, but must be ready for 24-hour operation in emergency response scenarios. It is anticipated that this equipment and operating software will need to be replaced approximately every five to seven (5-7) years.

IMPACT ON OTHER DEPARTMENTS Some assistance from the IT Department may be required if the selected software requires access to external internet for upgrades and remote vendor support.

TOWN STRATEGIC GOALS ACHIEVED Enhance Economic Vitality The traffic signals are a critical piece of mobility within the Town of Parker. If citizens and visitors cannot get around town efficiently or conveniently, economic vitality suffers. This investment will result in Town staff being more effective at monitoring and responding to mobility issues/ concerns.

Develop a Visionary Community through Balanced Growth This investment is vital to have excellent infrastructure and support a growing town. Modern technology and equipment are needed to keep Traffic Services future-focused and on pace with advances in technology.

Promote a Safe and Healthy Community Properly functional and reliable traffic signals are critical in providing a safe transportation network.

Capital Budget

320

Town of Parker 2024 Annual Budget

GENERAL FUND PROJECTS Capital Project: Parks Computerized Irrigation Controller Update

DESCRIPTION This project will retrofit all irrigation controllers with new computerized technology capable of supporting cellular connectivity.

PURPOSE/DISCUSSION This retrofit conversion is necessary to irrigate all Town properties. The Town’s current computerized irrigation controller system, which is a radio-based platform, is being updated to 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 BUDGET Year Actual 2022 Projected 2023 Budgeted 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 TOTAL

Expenditures $ 22,080 55,000 310,000 $ 387,080

FUNDING SOURCES General Fund Revenue

IMPACT ON OPERATING COSTS There is a negative impact on operating cost associated with converting to this technology, however, without such an expense the Parks and Recreation Department will not be able to efficiently water Town assets such as trees, shrubs and turf.

IMPACT ON OTHER DEPARTMENTS There is a positive impact on nearly all departments as computerized irrigation provides the necessary water to sustain a desirable landscape at all Town properties.

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 Computerized irrigation enhances economic vitality by ensuring Town assets are maintained and continue to present the Town of Parker as a well maintained and inviting community for business and patrons alike.

Develop a Visionary Community through Balanced Growth Through visionary development and design, the Town has invested in landscapes and turf, the maintenance of which are made possible through the computerized irrigation system.

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. Without irrigation, Town assets would go dormant and eventually succumb to dry conditions. Town of Parker 2024 Annual Budget

321

Capital Budget

PARKS AND RECREATION FUND 10-YEAR PLAN SECTION TITLE CAPITAL PROJECTS - PARKS & RECREATION FUND 2022-2033 CAPITAL IMPROVEMENT PLAN CIP BY PROJECT

ACTUAL 2022

PROJECTED 2023

BUDGETED 2024

PROJECT TOTALS 2022 - 2033

10-YEAR CIP 2024 - 2033

EXPENDITURES Historical Projects O'Brien Park Improvements Harvie Open Space Lemon Gulch Trail Rowley Downs Trail Connection H2O Renovation High Plains (E-470) Trail Overcrossing/Parker Road Trail Corridor Latigo-Canterberry Dog Park Parking Cameras Cottonwood Trailhead Shade Shelter/Picnic Tables Ongoing Trails Development (general) Subtotal Historical Projects

2,072,744 376,741 201,664 64,662 50,317 38,630 27,609 2,832,367

148,775 3,108,556 2,316,974 740,338 25,000 753,873 1,030,731 133,000 175,000 100,000 8,532,247

New Capital Salisbury Park North Rueter-Hess Reservoir Recreational Opportunities Newlin Gulch Trail Connection Reata West Second Recreation Center Newlin Meadows HOA Trail Connection O'Brien Park North Construction Kinney Creek Trail Subtotal New Capital

95,853 95,853

3,250,000 210,000 254,124 3,714,124

Reinvestment in Existing Capital Cherry Creek Trail/Soft Surface Rec Center Pickleball Court Upgrades Trails at Crowfoot Park Signage Tallman Portable Toilet Enclosure Railbender Tennis Court Resurface O'Brien Ballfield LED Upgrade Salisbury Ballfield LED Upgrade Recreation Center Pickleball Court Resurface Salisbury Horse Arena LED Upgrade Railbender LED Upgrade Iron Horse Park Renovation/Synthetic Salisbury Multi-Purpose to Synthetic Tallman Multi-Purpose to Synthetic Railbender Skate Deck Renovations Salisbury East Playground Salisbury West Playground Stroh Synthetic/Playground Tallman Playground Railbender Playground Bar CCC Lights/Paved Parking McCabe Meadows Parking Lot Reconstruct Tallman Meadows Parking Lot Reconstruct Salisbury Sports Fields Parking Lot Reconstruct Norwell Outdoor Fitness Station Area Auburn Hills Shelter (Soccer Field) Fieldhouse Parking Lot Reconstruct Subtotal Reinvestment in Existing

995 995

50,000 50,000

Capital Budget

322

2,221,519 3,485,297 2,518,638 805,000 75,317 792,503 1,058,340 133,000 175,000 100,000 11,364,614

210,000 1,500,000 1,710,000

36,250,000 2,100,000 1,500,000 53,000,000 250,000 6,100,000 1,200,000 100,400,000

39,500,000 2,310,000 1,849,977 53,000,000 250,000 6,100,000 1,200,000 104,209,977

80,000 60,000 40,000 180,000

80,000 60,000 40,000 150,000 170,000 680,000 50,000 100,000 225,000 2,700,000 1,200,000 1,500,000 500,000 1,500,000 1,500,000 5,000,000 1,500,000 1,500,000 2,500,000 870,000 290,000 1,280,000 300,000 150,000 1,400,000 25,245,000

995 130,000 60,000 40,000 150,000 170,000 680,000 50,000 100,000 225,000 2,700,000 1,200,000 1,500,000 500,000 1,500,000 1,500,000 5,000,000 1,500,000 1,500,000 2,500,000 870,000 290,000 1,280,000 300,000 150,000 1,400,000 25,295,995

Town of Parker 2024 Annual Budget

PARKS AND RECREATION FUNDSECTION 10-YEAR TITLE PLAN

2026

2027

2028

2029

2030

New Capital Salisbury North 36,250,000 Reuter-Hess 210,000 Newlin Gulch Trail Connection Reata West Rec Newlin Meadows O'Brien Park North Kinney Creek Trail Subtotal 36,460,000

210,000 250,000 460,000

210,000 210,000

210,000 600,000 810,000

210,000 5,500,000 200,000 5,910,000

210,000 3,000,000 1,000,000 4,210,000

Reinvestment in Existing Capital Cherry Creek Trail Pickleball Fence Site Signage Tallman Enclosure Railbender Tennis O'Brien LED Salisbury LED Rec Pickleball Resurf Sal Horse Arena LED Railbender LED Iron Horse Reno Sal Multi Synth Tallman Multi Synth Railbender Skate Deck Sal East Playground Sal West Playground Stroh Playgground Tallman Playgrnd Railbender Playgrnd Bar CCC McCabe Parking Tallman Parking Salisbury Parking Norwell Outdoor Auburn Shelter Fieldhouse Parking Subtotal

150,000 170,000 680,000 500,000 660,000 290,000 1,280,000 3,730,000

1,200,000 5,000,000 210,000 6,410,000

100,000 225,000 2,700,000 3,025,000

50,000 1,500,000 1,550,000

CIP BY PROJECT

2025

Town of Parker 2024 Annual Budget

323

2031

2032

2033

210,000 50,000,000 50,210,000

210,000 210,000

1,500,000 1,500,000 2,500,000 1,400,000 6,900,000

1,500,000 1,500,000 300,000 150,000 3,450,000

Capital Budget

PARKS AND RECREATION FUND 10-YEAR PLAN (cont) SECTION TITLE ACTUAL 2022

CIP BY PROJECT Facilities Living Wheel Space Force Flag

PROJECTED 2023

BUDGETED 2024

10-YEAR CIP 2024 - 2033

PROJECT TOTALS 2022 - 2033

28,496

Machinery and Equipment Robotic Field Painter Trails at Crowfoot Pickleball Amenities

20,000 34,000

Contingency

66,000

100,000

1,000,000

1,066,000

2,957,711

12,416,371

1,990,000

126,645,000

142,019,082

Total Capital Expenditures

ACTUAL 2022

AVAILABLE RESOURCES Fund Balance - January 1

PROJECTED 2023

19,459,110

BUDGETED 2024

22,062,473

19,236,354

In-Year Revenue Available for Capital Sales and Use Taxes Intergovernmental Contributions Net Investment Earnings Miscellaneous Revenue Total Revenues Transfers In Transfers Out Less Non-Capital Expenditures Total In-Year Revenue Available for Capital

11,596,340 501,441 208,010 74,710 90,862 12,471,363 2,049,279 6,749,063 2,210,505 5,561,074

11,956,939 885,000 69 12,842,008 620,000 3,141,474 730,282 9,590,252

12,546,516 700,000 60 13,246,576 844,800 7,301,482 689,071 6,100,823

Total Funds Available for Capital

25,020,184

31,652,725

25,337,177

Total In-Year Capital Expenses

2,957,711

12,416,371

1,990,000

Ending Available Resources - December 31

Capital Budget

22,062,473

324

19,236,354

23,347,177

Town of Parker 2024 Annual Budget

PARKS AND RECREATION FUND 10-YEAR PLANTITLE (cont) SECTION

CIP BY PROJECT

2025

2026

2027

2028

2029

2030

2031

2032

2033

Facilities Living Wheel Flag

Machinery and Equipment Robotic Painter Trails Crow Pickle

100,000

36,560,000

4,290,000

6,720,000

3,935,000

7,560,000

4,310,000

50,310,000

7,210,000

3,760,000

Contingency Total Capital Exp.

Town of Parker 2024 Annual Budget

325

Capital Budget

SECTION PARKS AND TITLE RECREATION FUND PROJECTS

Capital Budget

326

Town of Parker 2024 Annual Budget

PARKS AND RECREATION FUND SECTION PROJECTS TITLE Capital Project: Rueter-Hess Recreation Area

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 partners, to participate in the future planning and development of this unique regional recreation amenity. Planned improvements include trails, beach areas, docks, fishing piers and picnic areas, along with native open space areas.

PROJECT BUDGET Year Actual 2022 Projected 2023 Budgeted 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 TOTAL

Expenditures $ 210,000 210,000 210,000 210,000 210,000 210,000 210,000 210,000 210,000 210,000 210,000 $ 2,310,000

FUNDING SOURCES Parks and Recreation Fund Revenue

IMPACT ON OPERATING COSTS Future increased maintenance costs to be shared between partners

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 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.

Town of Parker 2024 Annual Budget

327

Capital Budget

SECTION PARKS AND TITLE RECREATION FUND PROJECTS Capital Project: Newlin Gulch Trail Connection

DESCRIPTION The Newlin Gulch Trail is a 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 Year Actual 2022 Projected 2023 Budgeted 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 TOTAL

Expenditures $ 95,853 254,124 1,500,000 $ 1,849,977

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 Budget

328

Town of Parker 2024 Annual Budget

PARKS AND RECREATION FUND SECTION PROJECTS TITLE Capital Project: Newlin Gulch Trail Connection (cont) Conceptual Alignment of the H LC GU N Newlin Gulch Trail Coupled with I WL NE the Chambers Road Sidewalk

Future Trail Undercrossing Utilizing Bridge Over Newlin Gulch

Existing Detention Pond to Remain Existing 8' Chambers Road Sidewalk

AI NS TR EE T

Proposed Future Newlin Gulch Trail

CHAMBERS

Shea Homes Tract Q

Ne wl i

ul c h

Existing 10' Combined Chambers Road Sidewalk and Newlin Gulch Trail

CIR ROB CA

LICA

CA RA WA Y L

Existing 8' Chambers Road Sidewalk

ANGE

Proposed Future Newlin Gulch Trail

SAVORY C IR

Existing East / West Trail by the Town of Parker Future East / West Trail by Douglas County

PINE DROP AVE

NEWLIN GULCH BLVD

Existing Undercrossing

HALEY AVE

250

500 Feet

Town of Parker 2024 Annual Budget

329

Capital Budget

SECTION PARKS AND TITLE RECREATION FUND PROJECTS Capital Project: Recreation Center Pickleball Court Upgrades

DESCRIPTION This budget items allows for the retrofit of two lighting poles at the Recreation Center pickleball courts with LED conversion kits which allow for LED lamps. Two other poles may be removed due to LED technology and size of the courts.

PURPOSE/DISCUSSION LED conversion will reduce energy and maintenance costs on the lighting itself and will also eliminate damage to the field since maintaining the poles requires a 30,000 lb crane which causes damage to the playing surface. LEDs also reduce the spill light and glare by more than 50%.

PROJECT BUDGET Year Actual 2022 Projected 2023 Budgeted 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 TOTAL

Expenditures $ 50,000 80,000 $ 130,000

FUNDING SOURCES Parks and Recreation Fund Revenue

IMPACT ON OPERATING COSTS Reduction of energy and maintenance costs by 50% to 85% over typical HID (high intensity discharge) equipment.

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community LED conversion supports an active community through programming of Town sport courts.

Innovate with Collaborative Governance This conversion provides the Town the opportunity to promote being a part of the Dark Sky Initiative.

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 uniform sports field lighting.

Capital Budget

330

Town of Parker 2024 Annual Budget

PARKS AND RECREATION FUND SECTION PROJECTS TITLE Capital Project: Trails at Crowfoot Park Signage

DESCRIPTION This budget item provides Town signage for Trails at Crowfoot Park.

PURPOSE/DISCUSSION This park needs a monument sign identifying it as a Town-owned park, along with rules signs for the park, court and ballfield.

PROJECT BUDGET Year Actual 2022 Projected 2023 Budgeted 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 TOTAL

Expenditures $ 60,000 $ 60,000

FUNDING SOURCES Parks and Recreation Fund Revenue

IMPACT ON OPERATING COSTS None

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community The park provides outdoor amenities to support an active community, including baseball/softball, soccer, playground, disc golf, pickleball, tennis, and basketball.

Promote a Safe and Healthy Community

Additional park opportunities will encourage Parker residents to engage in more outside exercise. These activities contribute to a healthier community.

Town of Parker 2024 Annual Budget

331

Capital Budget

SECTION PARKS AND TITLE RECREATION FUND PROJECTS Capital Project: Tallman Portable Toilet Enclosures Replacement

DESCRIPTION This budget item provides for the replacement of two wooden portable toilet enclosures at Tallman Park.

PURPOSE/DISCUSSION This request is to replace the wooden portable toilet enclosures with long-lasting metal enclosures. Over the years these wood structures have needed annual staining and repair and are frequently vandalized (boards kicked out). The Town’s standard since the original wood enclosures were installed at Tallman Park is the metal enclosures used at all other Town parks.

PROJECT BUDGET Year Actual 2022 Projected 2023 Budgeted 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 TOTAL

Expenditures $ 40,000 $ 40,000

FUNDING SOURCES Parks and Recreation Fund Revenue

IMPACT ON OPERATING COSTS The impact to operating costs will be positive as replacement with metal enclosures will decrease the need for routine maintenance for wood and reduce the impacts of maintenance caused by vandalism.

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community Tallman Park is one of Parker’s most popular parks, used for its large playground, multi-purpose sports field, and ballfield providing a destination for an active community.

Foster Community Creativity and Engagement Tallman provides citizens a space to recreate, participate in team activities and interact with other users. A well-kept and aesthetically-pleasing park invites citizens to engage in these activities.

Promote a Safe and Healthy Community The Parks, Recreation and Open Space Department is committed to providing safe and inviting amenities to our community. This request encourages a safe and healthy environment, while providing privacy. By replacing the wood enclosures with metal, park users will no longer be subjected to the potential for injury caused by weathering wood or frequent vandalism.

Capital Budget

332

Town of Parker 2024 Annual Budget

PARKS AND RECREATION FUND SECTION PROJECTS TITLE

Town of Parker 2024 Annual Budget

333

Capital Budget

CULTURAL FUND 10-YEAR PLAN CAPITAL PROJECTS - CULTURAL FUND 2022-2033 CAPITAL IMPROVEMENT PLAN CIP BY PROJECT

ACTUAL 2022

BUDGETED 2024

PROJECTED 2023

10-YEAR CIP 2024 - 2033

PROJECT TOTALS 2022 - 2033

EXPENDITURES Facilities PACE Event Room Chair Replacement Marquee Sign Replacement Marley Dance Floor Replacement in Theater Audio System Replacement LED Lighting Hot Water Storage Tank Rigging Lineset Pit Platforming Replacement Computer Room AC/Main Electrical Room ADA Upgrades on West Patio Orchestra Shell Replacement Conference Room Furniture Replacement Interior Digital Sign Fire Pit for West Patio Theater Stair Lighting Lobby and Room Design Refresh RTU #1-7 Roof Replacement Generator Replacement Boiler Replacement THE SCHOOLHOUSE Theater Projector and Screen Plaza and South Patio Fencing Theater Power Distribtuion Unit Furnace Replacement (Annex) Roof Replacement (Annex) Event Room Chair Replacement Fire Panel and System Replacement Subtotal Facilities Machinery, Equipment and Software PACE Concert Lighting Package Wireless Uplights for Events and Shows Replace Cyclorama (CYC) Replace Cyclorama (CYC) Lights Replace Creative Studio West Projector Lighting Console Replacement in Theater Wireless Microphones System Headphone Monitors System Stage Platforming Mainstage Theater Moving Lights Replacement Production Lighting Transition Acoustic Piano Replacement Audio Console Replacement Backstage Communications Equipment Replacement Assisted Listening System Replacement Production Monitor Console Replacement Dimmer Rack Upgrade Snow Barrel Replacement Stage Manager Rack Replacement

Capital Budget

84,994 36,303 12,026 -

224,000 20,000 10,000 49,000 -

90,000 70,000 20,000 15,000 -

180,000 70,000 20,000 15,000 154,000 114,000 90,000 30,000 25,000 200,000 1,171,387 400,000 145,000 65,000

84,994 36,303 12,026 224,000 20,000 10,000 229,000 70,000 20,000 15,000 154,000 114,000 90,000 30,000 25,000 200,000 1,171,387 400,000 145,000 65,000

18,125 8,469 -

13,570 -

36,000 -

36,000 75,000 20,000 45,000

18,125 8,469 13,570 36,000 75,000 20,000 45,000

159,917

316,570

231,000

2,855,387

3,331,874

46,442 -

38,000 25,000 6,000 18,000 10,000 45,045 49,000 17,000 18,000 48,000 -

52,000 400,000 140,000 95,000 75,000 45,000 40,000 40,000 15,000 -

52,000 400,000 140,000 95,000 75,000 45,000 40,000 40,000 15,000 140,000

38,000 25,000 6,000 18,000 10,000 45,045 49,000 17,000 18,000 146,442 400,000 140,000 95,000 75,000 45,000 40,000 40,000 15,000 140,000

334

Town of Parker 2024 Annual Budget

CULTURAL FUND 10-YEAR PLAN

CIP BY PROJECT

2025

2026

2027

Facilities PACE Event Rm Chairs Marquee Sign Marley Dance Floor Audio System LED Lighting Hot Water Storage Rigging Lineset Pit Platforming Comp Room AC ADA Patio Upgrade Orch Shell Replace Conf Rm Furniture Interior Sign Fire Pit for Patio Theater Stair Lights Theater Projector RTUs Boilers Replacemnt Gen Replacemnt Boiler Replace

90,000 154,000 114,000 90,000 30,000 25,000 -

200,000

The Schoolhouse Theater Projector Plaza/Patio Fence Theater Power Furnace Replacemnt Roof Replacement Event Rm Chairs Fire Panel/System Subtotal

2028

2029

2032

2033

320,000

331,200

342,792

177,395

400,000 145,000 -

75,000 -

20,000 -

45,000

578,000

520,000

331,200

907,792

177,395

65,000

45,000

Machinery, Equipment and Software PACE Machinery & Equipment Concert Lighting Wireless Uplights Replace CYC Replace CYC Lights Creative Studio West Lighting Console Wireless Mics Headphone Mon Stage Platforming Moving Lights Prod Light Trans Acoustic Piano Audio Console Backstage Comms Assisted Listening Product Console Dimmer Rack Snow Barrel Stage Mgr Rack -

140,000

335

2031

65,000

Town of Parker 2024 Annual Budget

2030

Capital Budget

CULTURAL FUND 10-YEAR PLAN (cont) ACTUAL 2022

CIP BY PROJECT THE SCHOOLHOUSE Replace Audio Equipment COMPUTER AND SOFTARE EMS Software Upgrade POS System Replacement Subtotal Machinery, Equipment, Software Total Capital Expenditures

15,000

8,500 -

17,510

8,500 17,510

54,942

306,555

902,000

1,042,000

1,403,497

214,859

623,125

1,133,000

3,897,387

4,735,371

PROJECTED 2023

1,191,631

BUDGETED 2024

2,606,238

2,361,604

In-Year Revenue Available for Capital Charges for Services Intergovernmental Contributions Net Investment Earnings Miscellaneous Revenue Total Revenues Transfers In Less Non-Capital Expenditures Total In-Year Revenue Available for Capital

3,767,916 500,987 196,643 10,484 8,694 4,484,724 2,831,004 5,686,262 1,629,466

3,909,909 665,000 200,889 120,000 3,000 4,898,798 1,811,000 6,331,307 378,491

4,042,583 650,000 215,500 100,000 3,000 5,011,083 2,850,000 7,044,992 816,091

Total Funds Available for Capital

2,821,097

2,984,729

3,177,695

Total In-Year Capital Expenses

214,859

623,125

1,133,000

Ending Available Resources - December 31

Capital Budget

PROJECT TOTALS 2022 - 2033

10-YEAR CIP 2024 - 2033

BUDGETED 2024

ACTUAL 2022

AVAILABLE RESOURCES Fund Balance - January 1

PROJECTED 2023

2,606,238

336

2,361,604

2,044,695

Town of Parker 2024 Annual Budget

CULTURAL FUND 10-YEAR PLANTITLE (cont) SECTION

2025 The Schoolhouse Machinery & Equipment Replace audio -

2026

2027

2028

2029

2030

2031

2032

2033

Computer Equip EMS Software POS Replacement

Subtotal

140,000

578,000

520,000

471,200

907,792

177,395

65,000

45,000

Total Capital Exp.

Town of Parker 2024 Annual Budget

337

Capital Budget

CULTURAL FUND PROJECTS Capital Project: PACE Rigging Lineset

DESCRIPTION This is a three-year project that will add three rigging linesets (one per year) to the PACE Center production equipment. 2024 is the second year in this project.

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

Year Actual 2022 Projected 2023 Budgeted 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 TOTAL

Cultural Fund Revenue

Expenditures $ 49,000 90,000 90,000 $ 229,000

IMPACT ON OPERATING COSTS Potential increase in ticket revenue due to expanded programming options.

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.

Capital Budget

338

Town of Parker 2024 Annual Budget

CULTURAL FUND PROJECTS Capital Project: PACE Pit Platforming Replacement

DESCRIPTION This project will replace the existing pit platforming used for musicals.

PURPOSE/DISCUSSION The existing pit platforming used during musicals is past its useful lifespan and is showing signs of stress in the materials. This platforming is currently made entirely of wood construction and is used as additional performance space by actors during these shows above the heads of the orchestra members. A new “Strata pit filler” would be constructed from metal supports and would be an engineered solution from a company that custom designs these systems for performing arts spaces with ease of use and safe operation in mind.

PROJECT BUDGET

FUNDING SOURCES

Year Actual 2022 Projected 2023 Budgeted 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 TOTAL

Cultural Fund Revenue

Expenditures $ 70,000 $ 70,000

IMPACT ON OPERATING COSTS Reduced labor costs associated with the construction and disassembly of the current pit platforming

IMPACT ON OTHER DEPARTMENTS None

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.

Promote a Safe and Healthy Community The safety of the staff and performers at PACE will increase with the use of this new system.

Town of Parker 2024 Annual Budget

339

Capital Budget

SECTION TITLE CULTURAL FUND PROJECTS Capital Project: PACE Computer Room Air Conditioning

DESCRIPTION This project provides funding for the replacement of the computer room air conditioning (CRAC) unit at the PACE facility. CRAC units are specifically designed for the loads typically found in a computer room.

PURPOSE/DISCUSSION The existing CRAC unit is original to the building and has been in operation for approximately 12 years. The unit services the primary IT data room at the PACE facility. It is imperative to provide additional space temperatures in IT data rooms to prolong the related equipment. Industry standards for replacement of this type of unit is ten years.

PROJECT BUDGET

FUNDING SOURCES

Year Actual 2022 Projected 2023 Budgeted 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 TOTAL

Cultural Fund Revenue

Expenditures 20,000 $ 20,000

IMPACT ON OPERATING COSTS None

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community The theater is used by over 70,000 annual ticket buyers attending over 220 shows and events.

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.

Capital Budget

340

Town of Parker 2024 Annual Budget

CULTURAL FUND SECTION PROJECTS TITLE Capital Project: PACE ADA Upgrades on West Patio

DESCRIPTION This project provides funding to install an ADA door operator to provide patrons with disabilities the ability to access the back patio at this facility.

PURPOSE/DISCUSSION The scope of this project is to provide reasonable access from the main lobby to the back patio via a mechanically-operated door. The project includes electrical service to the door location along with the purchase and installation of the mechanical device and ancillary equipment (pedestal, push buttons, etc.) to make the door function appropriately.

PROJECT BUDGET Year Actual 2022 Projected 2023 Budgeted 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 TOTAL

Expenditures $ 15,000 $ 15,000

FUNDING SOURCES Cultural Fund Revenue

IMPACT ON OPERATING COSTS None

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community Each year Parker Arts welcomes almost 70,000 ticket holders as well as thousands of event attendees to the PACE Center. Many of these patrons have mobility issues and it is important that we provide access to every one of them.

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 (e.g., Parker Chorale, Inspire Creative and the Parker Symphony Orchestra) and provides a pathway for community members to take an active role in the arts.

Town of Parker 2024 Annual Budget

341

Capital Budget

CULTURAL FUND PROJECTS Capital Project: The Schoolhouse Annex Furnace Replacement

DESCRIPTION This project provides funding for the replacement of three furnaces that serve the annex of The Schoolhouse facility.

PURPOSE/DISCUSSION The furnaces at this facility are approaching 20 years of age. A typical life expectancy for commercial furnace equipment range from 12 to 15 years. These particular units are experiencing issues that require additional maintenance attention and replacement units at this time are recommended. New units will be more efficient and provide conditioned space with greater effectiveness.

PROJECT BUDGET

FUNDING SOURCES

Year Actual 2022 Projected 2023 Budgeted 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 TOTAL

Cultural Fund Revenue

Expenditures $ 36,000 $ 36,000

IMPACT ON OPERATING COSTS There should be a reduction in energy consumption with updated units due to efficiency enhancements.

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community This facility provides services to the public at large. By updating the furnaces at this location, the operational capability to support an active community is maintained and possibly enhanced.

Foster Community Creativity and Engagement The Schoolhouse is a home to Parker Artist Guild, Parker Area Historical Society and many other arts organizations. The Schoolhouse has been providing a place for Parker residents to gather since 1915, the recent renovations have only increased the use of this beloved building.

Capital Budget

342

Town of Parker 2024 Annual Budget

CULTURAL FUND PROJECTS Capital Project: PACE Mainstage Theater Moving Lights Replacement

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 Theater, 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 has been a multi-year replacement plan to ensure the continued functionality of the lighting system. 2024 will complete the project.

PROJECT BUDGET Year Actual 2022 Projected 2023 Budgeted 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 TOTAL

Expenditures $ 46,442 48,000 52,000 $ 146,442

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 Support an Active Community The theater is used by over 70,000 annual ticket buyers attending over 220 shows and events.

Develop a Visionary Community through Balanced Growth As Parker Arts increases its programming and client base through strategic growth and spending, it not only increases revenue generation for the Cultural Department, but also encourages prosperity for the entire downtown area.

Foster Community Creativity and Engagement The theater provides a performance space for a number of local arts groups (Parker Chorale, Sasquatch Productions, Colorado School of Dance, Parker Symphony Orchestra, etc.) and provides a pathway for community members to take an active role in the arts.

Town of Parker 2024 Annual Budget

343

Capital Budget

SECTION TITLE CULTURAL FUND PROJECTS Capital Project: PACE Production Lighting Transition to LED

DESCRIPTION Transition all Production Lighting equipment used regularly in the PACE Mainstage Theater to equivalent LED equipment.

PURPOSE/DISCUSSION Lighting equipment is an essential component for the everyday operations of our theater. This project would replace all of the production lighting equipment in the PACE Mainstage Theater with new, state of the art, energy-efficient LED equipment. This coincides with the Facilities ongoing effort to move to LED lighting throughout the PACE Center and other Town buildings. This transition goes towards our strategic plan goal of increased sustainability by significantly decreasing the power consumption of the equipment itself. It also greatly reduces the heat created by the lighting equipment, which in turn saves energy in temperature control measures in the room as well. Finally, because the industry has already begun the shift to “state of the art” LED lighting systems in their theaters, touring acts are starting to require this in their artist riders.

PROJECT BUDGET Year Actual 2022 Projected 2023 Budgeted 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 TOTAL

Expenditures $ 400,000 $ 400,000

FUNDING SOURCES Cultural Fund Revenue

IMPACT ON OPERATING COSTS This project would reduce expenses in power consumption, in temperature control measures, in the overall equipment repairs and maintenance, as well as the cost to replace lamps.

IMPACT ON OTHER DEPARTMENTS The Facilities department would no longer need to maintain the large fixture house lights in the PACE Theater.

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community The theater is used by over 70,000 annual ticket buyers attending over 220 shows and events.

344

Town of Parker 2024 Annual Budget

CULTURAL FUND PROJECTS Capital Project: PACE Acoustic Piano Replacement

DESCRIPTION This expenditure is for the replacement of the existing Schimmel baby grand piano that has exceeded its life expectancy with the purchase of a new Steinway baby grand piano.

PURPOSE/DISCUSSION The existing acoustic piano has mechanical issues, does not deliver the sound expected, and does not meet the needs of professional touring artist contract riders. All of these factors increase our expenses, while limiting the artists and clients that we attract as well as those that are willing to return. With the purchase of a new rider-acceptable piano, we will not only decrease the expenses associated with trying to fix our piano or rent a replacement but could also increase the revenue generated by enticing new artists and clients as well as increase the overall quality of our productions.

PROJECT BUDGET

FUNDING SOURCES

Year Actual 2022 Projected 2023 Budgeted 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 TOTAL

Cultural Fund Revenue

Expenditures $ 140,000 $ 140,000

IMPACT ON OPERATING COSTS Reduced cost of tuning and maintaining the current piano, as well as rental if required

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community The theater is used by over 70,000 annual ticket buyers attending over 220 shows and events.

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.

Town of Parker 2024 Annual Budget

345

Capital Budget

CULTURAL FUND PROJECTS Capital Project: PACE Audio Console Replacement

DESCRIPTION This project would replace the existing PACE main audio control console.

PURPOSE/DISCUSSION The existing main audio console at PACE is past its useful lifespan, showing signs of failure, is not contract-rider acceptable, and is extremely challenging to use when it is working correctly. This project would replace it with an audio console that is state of the art, intuitive in its functionality, is one of the widely-accepted consoles in contract riders, and would greatly increase the audio quality for our shows and events.

PROJECT BUDGET Year Actual 2022 Projected 2023 Budgeted 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 TOTAL

Expenditures $ 95,000 $ 95,000

FUNDING SOURCES Cultural Fund Revenue

IMPACT ON OPERATING COSTS Decreased labor expenses by streamlining the audio programming process. Decreased rental expenses to comply with contract riders.

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community The theater is used by over 70,000 annual ticket buyers attending over 220 shows and events.

Capital Budget

346

Town of Parker 2024 Annual Budget

CULTURAL FUND PROJECTS Capital Project: PACE Backstage Communications Equipment Replacement

DESCRIPTION This project replaces the existing backstage communications equipment.

PURPOSE/DISCUSSION Backstage communications equipment is critical to the effective and safe operation of the technical systems during an event or show. The backstage communications equipment at both PACE and The Schoolhouse Theater is past its useful lifespan, no longer operates correctly, and is starting to fail.

PROJECT BUDGET Year Actual 2022 Projected 2023 Budgeted 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 TOTAL

Expenditures $ 75,000 $ 75,000

FUNDING SOURCES Cultural Fund Revenue

IMPACT ON OPERATING COSTS Reduced cost of maintenance

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community The theater is used by over 70,000 annual ticket buyers attending over 220 shows and events.

Develop a Visionary Community through Balanced Growth

As Parker Arts increases its programming and client base through strategic growth and spending, it not only increases revenue generation for the Cultural Department, but also encourages prosperity for the entire downtown area.

Town of Parker 2024 Annual Budget

347

Capital Budget

SECTION TITLE CULTURAL FUND PROJECTS Capital Project: PACE Assisted Listening System Replacement and Additions

DESCRIPTION This project is to replace the assisted listening system in the PACE Center Mainstage Theater and add a system to the Schoolhouse Theater.

PURPOSE/DISCUSSION An assisted listening system is an integral component in a performing venue’s audio system and is required with very specific guidelines by the ADA. It offers those of differing hearing abilities the opportunity to enjoy programming in the venue in a way they would otherwise not have. The existing assisted listening system at the PACE Center is past its useful lifespan, no longer functions correctly, and just barely meets ADA specifications.

PROJECT BUDGET

FUNDING SOURCES

Year Actual 2022 Projected 2023 Budgeted 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 TOTAL

Cultural Fund Revenue

Expenditures $ 45,000 $ 45,000

IMPACT ON OPERATING COSTS A new, fully-functioning assisted listening system has the potential for increasing ticket revenue, and bringing in new clients as we would be accessible to a larger portion of the community.

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community The theater is used by over 70,000 annual ticket buyers attending over 220 shows and events.

Foster Community Creativity and Engagement 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.

348

Town of Parker 2024 Annual Budget

CULTURAL FUND SECTION PROJECTS TITLE Capital Project: PACE Production Monitor Console Replacement

DESCRIPTION This project would replace the existing production audio monitor console.

PURPOSE/DISCUSSION We currently use the production audio monitor console as the audio console for all Discovery Park free concerts as well as the console that controls the artist monitors onstage for the majority of music concerts at PACE. The existing production audio monitor console is past its useful lifespan, is actively failing, and requires replacement. It is also not functioning within the expectations for touring groups, thus greatly increasing the chances that we will need to rent a console to fulfill their contract riders.

PROJECT BUDGET

FUNDING SOURCES

Year Actual 2022 Projected 2023 Budgeted 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 TOTAL

Cultural Fund Revenue

Expenditures $ 40,000 $ 40,000

IMPACT ON OPERATING COSTS Decreased maintenance costs. Decreased rental expenses to comply with contract riders.

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community The theater is used by over 70,000 annual ticket buyers attending over 220 shows and events.

Develop a Visionary Community through Balanced Growth

Town of Parker 2024 Annual Budget

349

Capital Budget

CULTURAL FUND PROJECTS Capital Project: PACE Dimmer Rack Upgrade

DESCRIPTION This project will upgrade the existing dimmer racks with new processors and components that will allow us to easily control dimmable as well as newer lighting technologies.

PURPOSE/DISCUSSION The dimmers are the components in the lighting system that allow us to control the intensity of the conventional lighting fixtures that utilize incandescent lamps. The existing dimmers were installed with the construction of the PACE Center. It will be necessary to upgrade these to meet the needs of new lighting technologies and to ensure that we do not begin to have failures of the components during events and shows.

PROJECT BUDGET

FUNDING SOURCES

Year Actual 2022 Projected 2023 Budgeted 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 TOTAL

Cultural Fund Revenue

Expenditures $ 40,000 $ 40,000

IMPACT ON OPERATING COSTS Reduced cost of maintenance and prevention of costly failures of the system as it nears the end of its useful life.

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community The theater is used by over 70,000 annual ticket buyers attending over 220 shows and events.

Develop a Visionary Community through Balanced Growth

Capital Budget

350

Town of Parker 2024 Annual Budget

CULTURAL FUND SECTION PROJECTS TITLE Capital Project: PACE Snow Barrel Replacement

DESCRIPTION This project will replace the snow barrels that are used for productions at PACE.

PURPOSE/DISCUSSION We use snow barrels for several productions each year, including four versions of The Nutcracker, to create the effect of falling snow. The existing snow barrels that were built in-house have never functioned as designed, have been extremely problematic during productions, and are costly to operate and maintain. This project would replace these with ones built by a manufacturer designed and engineered for this purpose.

PROJECT BUDGET

FUNDING SOURCES

Year Actual 2022 Projected 2023 Budgeted 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 TOTAL

Cultural Fund Revenue

Expenditures $ 15,000 $ 15,000

IMPACT ON OPERATING COSTS Reduced costs associated with hanging, operating, and maintaining the necessary equipment to create this required effect during several shows a year

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community The theater is used by over 70,000 annual ticket buyers attending over 220 shows and events.

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.

Town of Parker 2024 Annual Budget

351

Capital Budget

RECREATION FUND 10-YEAR PLAN CAPITAL PROJECTS - RECREATION FUND 2022-2033 CAPITAL IMPROVEMENT PLAN CIP BY PROJECT

ACTUAL 2022

PROJECTED 2023

BUDGETED 2024

PROJECT TOTALS 2022 - 2033

10-YEAR CIP 2024 - 2033

EXPENDITURES Facilities RECREATION CENTER Pool Dehumidification System Security Camera System and other Enhancements Lap Pool Boiler Weight Room Floor PA System Safety Ladders on Roof RC Lap Pool Replaster Weight Room Rubber Floor Replacement Domestic Hot Water Storage Ballet Barre System Building Automation System (BAS) Repalcement Carpet Replacement RC Activity Pool Replaster Elevator Rebuild Therapy Pool Replaster RTUs (6) Lap Pool Lap lanes Air Handling Units Roof Replacement Fire Panel FIELDHOUSE ADA Player Benches Security Camera System and other Enhancements Gym Curtains (5) RTUs (5) Computer Air Conditioning Unit Lighting Control Panel Office Redesign Interior LED Upgrade Large Circulation Fans Hot Water Heater and Storage Carpet Replacement Roof Replacement Generator Turf Replacement Elevator Rebuild H2O'BRIEN Main Pool Boiler Pool Replaster Roof Replacement Shade Sail Replacement ADA Stairs Subtotal Facilities Transportation Equipment Day Camp Bus

Capital Budget

317,721 56,043 -

37,000 165,000 66,000 20,000 17,000 -

250,000 75,000 30,000 19,000 -

420,000 250,000 75,000 30,000 19,000 50,000 40,000 225,000 125,000 75,000 270,000 5,000 75,000 390,000 40,000

737,721 93,043 165,000 66,000 20,000 17,000 250,000 75,000 30,000 19,000 50,000 40,000 225,000 125,000 75,000 270,000 5,000 75,000 390,000 40,000

74,839 77,065 49,417 -

52,461 68,135 450,000 30,000 22,000 20,850 -

150,000 -

306,000 40,000 18,000 14,000 40,000 140,000 68,000 180,000 125,000

74,839 129,526 117,552 756,000 30,000 22,000 20,850 40,000 18,000 14,000 40,000 140,000 68,000 180,000 125,000

575,085

948,446

524,000

42,000 150,000 75,000 115,000 6,000 3,408,000

42,000 150,000 75,000 115,000 6,000 4,931,531

110,000

352

Town of Parker 2024 Annual Budget

RECREATION FUND 10-YEAR PLAN

CIP BY PROJECT

Facilities Rec Center Pool Dehumidif. Security Enhance Lap Pool Boiler Weight Rm Floor PA System Safety Ladders Pool Replaster Weight Rm Rubber Hot Water Ballet Barre BAS Carpet Replace Act Pool Replast Elevator Rebuild Ther Pool Cover RTUs Lap Pool Lanes Air Handling Roof Replace Fire Panel Fieldhouse ADA Bench Sec Camera Upgrade Gym Curtains RTUs Comp Rm AC Lighting Control Office Redesign Interior LED Lg Circulation Fan Hot Water Heater Carpet Replace Roof Replace Generator Turf Replace Elevator Rebuild H2O'Brien Main Pool Boiler Pool Replaster Roof Replace Shade Sail Replace ADA Stairs Subtotal Transportation Equipment Day Camp Bus

2025

2026

2027

2028

2029

2030

2031

2032

2033

50,000 40,000 -

225,000 125,000 -

75,000 90,000 -

90,000 -

5,000 -

420,000 75,000 390,000 40,000

156,000 40,000 18,000 7,000 -

7,000 40,000 -

140,000 68,000 -

180,000 125,000

150,000 6,000 467,000

42,000 75,000 30,000 497,000

212,000

298,000

395,000

85,000 90,000

925,000

Town of Parker 2024 Annual Budget

353

Capital Budget

RECREATION FUND 10-YEAR PLAN (cont) SECTION TITLE ACTUAL 2022

CIP BY PROJECT

PROJECTED 2023

BUDGETED 2024

10-YEAR CIP 2024 - 2033

PROJECT TOTALS 2022 - 2033

Machinery, Equipment and Software RECREATION CENTER Exercise Equipment Body Composition Unit Community Room AV Upgrades Lap Pool Bleachers Therapy Pool Cover Therapy Pool Lift Lap Pool Diving Blocks Basketball Hoop Replacement FIELDHOUSE Exercise Equipment Retractable Batting Cages Basketball Hoop Replacement Subtotal Machinery, Equipment, Software

114,000 16,000 -

20,000 13,000 -

405,000 13,000 6,000 30,000 5,600 20,000 96,000

519,000 13,000 16,000 6,000 30,000 5,600 20,000 96,000

12,259 12,259

41,865 171,865

76,000 109,000

136,000 96,000 807,600

148,259 41,865 96,000 991,724

Total Capital Expenditures

587,344

1,230,311

633,000

4,215,600

6,033,255

ACTUAL 2022

AVAILABLE RESOURCES Fund Balance - January 1

PROJECTED 2023

1,828,126

BUDGETED 2024

2,777,778

2,286,924

In-Year Revenue Available for Capital Charges for Services Intergovernmental Net Investment Earnings Miscellaneous Revenue Total Revenues Transfers In Less Non-Capital Expenditures Total In-Year Revenue Available for Capital

5,977,980 154,500 13,806 15,997 6,162,283 3,793,500 8,418,787 1,536,996

6,820,175 164,000 150,000 5,000 7,139,175 3,178,000 9,577,718 739,457

7,091,060 22,000 100,000 5,000 7,218,060 4,000,000 10,346,629 871,431

Total Funds Available for Capital

3,365,122

3,517,235

3,158,355

Total In-Year Capital Expenses

587,344

1,230,311

633,000

Ending Available Resources - December 31

Capital Budget

2,777,778

354

2,286,924

2,525,355

Town of Parker 2024 Annual Budget

RECREATION FUND 10-YEAR PLAN (cont)

2025 Mach,Equip,Software Rec Center Exercise Equip Body Comp Unit AV Upgrades Lap Pool Bleachers Ther Pool Cover Ther Pool Cover Lap Pool Blocks Bball Hoop Fieldhouse Exercise Equip Retractable Batting Bball Hoop Subtotal Total Capital Exp.

2026

2027

2028

2029

2030

2031

2032

2033

155,000 -

6,000 -

110,000 30,000 5,600 -

20,000 48,000

48,000

120,000 -

48,000 203,000

48,000 54,000

145,600

68,000

60,000 108,000

120,000

670,000

551,000

357,600

366,000

395,000

198,000

925,000

120,000

Town of Parker 2024 Annual Budget

355

Capital Budget

RECREATION FUND PROJECTS Capital Project: Recreation Center Lap Pool Replaster

DESCRIPTION This project is the replastering of the Parker Recreation Center Lap Pool.

PURPOSE/DISCUSSION The Parker Recreation Lap Pool is the only indoor public lap pool in Parker and serves community members throughout all stages of their lives. Regular replastering of pool shells is critical to maintaining the integrity of the pool shell and prolonging the life of the pool. Life expectancy for indoor pool plaster is generally 10-12 years. The Recreation Center Lap Pool shell was last replastered in 2007 and requires new plaster to refresh it from years of heavy usage and to extend the life of the amenity. Plaster begins to pit, break away and stain as it nears the end of its life expectancy. All of those are evident within the lap pool.

PROJECT BUDGET Year Actual 2022 Projected 2023 Budgeted 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 TOTAL

Expenditures $ 250,000 $ 250,000

FUNDING SOURCES Recreation Fund Revenue

IMPACT ON OPERATING COSTS None

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community The Recreation Center Lap Pool serves members of the Parker community throughout the many stages of their lives. Thousands of children have learned to swim in this pool and hundreds more rely on it for daily physical fitness, therapy and leisure activities.

Promote a Safe and Healthy Community The Parker community has relied on this lap pool for decades and will continue to do so well into the future. Replastering of pools is an industry best practice, preventative maintenance expense to extend the life of the pool shell and therefore, the pool.

Capital Budget

356

Town of Parker 2024 Annual Budget

RECREATION FUND PROJECTS Capital Project: Recreation Center Weight Room Flooring

DESCRIPTION The is the second phase of a two-part project. The first step was completed last year and involved replacing the carpeted surfaces with rubberized, industry-standard flooring. This budget item replaces the existing rubberized flooring in the center and west side of the weight room.

PURPOSE/DISCUSSION The weight room floor at the recreation center is a combination of surfaces that includes two types of rubberized flooring. This project intends to replace the old rubber flooring in the center of the weight room with industry standard rubberized flooring. This rubberized flooring was originally installed in 2009 and has seen heavy traffic for almost 15 years. The rubberized flooring utilized in fitness centers today sees a lifespan of 15-20 years. The new rubber floor is not only easier to clean and maintain, but also it absorbs sound and provides an ideal surface for body weight and free weight exercises. The new flooring will also aid in sound management for the offices on the first floor that are directly underneath the weight room.

PROJECT BUDGET

FUNDING SOURCES

Year Actual 2022 Projected 2023 Budgeted 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 TOTAL

Recreation Fund Revenue

Expenditures $ 75,000 $ 75,000

IMPACT ON OPERATING COSTS None

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community New weight room flooring will give the community the opportunity to stay active and live a healthy lifestyle. Rubberized flooring can reduce stress on guest’s joints and reduce the risk of athletic injuries. Rubberized flooring has become industry standard for weight room floors.

Promote a Safe and Healthy Community Rubberized flooring reduces the risk of athletic injuries. It is easier to clean, which makes it highly sanitary and resistant to bacteria, fungus and microbes. Rubberized flooring is shock absorbent which aids in taking stress off of guest’s joints.

Town of Parker 2024 Annual Budget

357

Capital Budget

RECREATION FUND PROJECTS Capital Project: Recreation Center Domestic Hot Water Storage

DESCRIPTION This project provides funding for a replacement and upgrade to the current domestic hot water storage capacity at the Recreation Center.

PURPOSE/DISCUSSION The purpose of this project is to replace the existing domestic hot water system and storage with multiple hot water on-demand units. The existing unit is approximately 12 years old and is nearing the end of its useful life. This project plans to replace this unit with multiple hot water on-demand units, sized appropriately to handle the bather load for this facility. These devices are proven to supply hot water in an energy-efficient manner. Also, having multiple units will provide redundancy for future replacement of individual units.

PROJECT BUDGET

FUNDING SOURCES

Year Actual 2022 Projected 2023 Budgeted 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 TOTAL

Recreation Fund Revenue

Expenditures $ 30,000 $ 30,000

IMPACT ON OPERATING COSTS A positive impact by reducing energy consumption for hot water

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community This project has a direct impact on patrons using the Parker Recreation Center. Domestic hot water capability for this facility is a key function for patrons that take showers, etc.

Promote a Safe and Healthy Community Providing adequate capability for domestic hot water at this public facility is important and provides a direct impact on providing a safe and healthy community. Failure of the hot water storage system will negatively impact patrons’ ability to wash their hands or take showers at the facility.

Capital Budget

358

Town of Parker 2024 Annual Budget

RECREATION FUND SECTION PROJECTS TITLE Capital Project: Recreation Center Ballet Barre System

DESCRIPTION This budget item provides for the purchase of ballet barres and mirrors in Fitness Studio 1 at the Parker Recreation Center.

PURPOSE/DISCUSSION To maximize the usable, revenue generating space in the studios and allow for Barre classes to be scheduled in either studio, the addition of ballet barres in Studio 1 is needed. The Fitness Division currently offers three Barre-specific classes that average 25 participants per class and have 6 to 10 participants wait-listed for each class. While we have instructors willing to teach and participants to fill classes, there is no room for expansion or additional class options due to conflicting class times. By adding barres to Studio 1, the division will have the ability to schedule Barre Classes in either studio increasing instructor hours, customer participation and department revenue. The project would include the purchase of the barre system, removal and installation of existing mirrors on the west facing wall and adding mirrors to the east facing wall.

PROJECT BUDGET

FUNDING SOURCES

Year Actual 2022 Projected 2023 Budgeted 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 TOTAL

Recreation Fund Revenue

Expenditures $ 19,000 $ 19,000

IMPACT ON OPERATING COSTS An increase in staffing cost due to increasing the amount of classes but also an increase in membership, admission, and childcare revenue as a result

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community

Maximizing studio space and having similar equipment in each allows for more classes to be added and at varying times. This aids in offering a well-rounded class schedule that promotes a healthy lifestyle for the community. These classes have proven to be popular within the Parker community.

Promote a Safe and Healthy Community Adding barres increases the opportunity for a healthy community by offering classes throughout the day and week to increase options for participation in healthy activities.

Town of Parker 2024 Annual Budget

359

Capital Budget

RECREATION FUND PROJECTS Capital Project: Replacement of Fieldhouse Rooftop Units

DESCRIPTION This project will replace the five 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 Year Actual 2022 Projected 2023 Budgeted 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 TOTAL

Expenditures $ 450,000 150,000 156,000 $ 756,000

FUNDING SOURCES Recreation Fund Revenue

IMPACT ON OPERATING COSTS Decreased non-routine maintenance costs

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community The 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 a large range of users of all ages and abilities.

Capital Budget

360

Town of Parker 2024 Annual Budget

RECREATION FUND SECTION PROJECTS TITLE Capital Project: Recreation Center Exercise Equipment: StairMasters

DESCRIPTION This year’s equipment replacement budget item is for the replacement of two of the four StairMaster machines and the addition of a fifth unit due to high demand at the Recreation Center.

PURPOSE/DISCUSSION The current StairMasters were purchased in 2018. The life span for this piece of equipment is 5 – 6 years. Two units are being replaced in 2023 due to system failure. This request would replace the remaining two units and add an additional unit, due to the popularity of the equipment. We would be trading in two StairMasters and one recumbent bike.

PROJECT BUDGET

FUNDING SOURCES

Year Actual 2022 Projected 2023 Budgeted 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 TOTAL

Recreation Fund Revenue

Expenditures $ 114,000 20,000 155,000 110,000 120,000 $ 519,000

IMPACT ON OPERATING COSTS Reduced ongoing costs of maintenance and repairs

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community This purchase will support the active community of Parker. When all StairMasters are in working order, they are being used by our members. This piece of cardio equipment is one of the most popular pieces in the weight room. There is normally a wait to use this piece of equipment.

Promote a Safe and Healthy Community Replacing the equipment on the appropriate schedule helps ensure the safety of the community members that use the equipment.

Town of Parker 2024 Annual Budget

361

Capital Budget

RECREATION FUND PROJECTS Capital Project: Recreation Center Body Composition Unit

DESCRIPTION This budget item is for the purchase of a Body Composition Machine and related software to provide accurate fitness screenings for customers and complement the 2022 purchase of the Resting Metabolic Rate machine.

PURPOSE/DISCUSSION Current fitness trends have ranked data collection for an individual’s body composition as the number one trend in 2022 and 2023 per ACSM Top Fitness Trends. Basic manual skinfold body composition testing is adequate, but a body composition machine provides the most accurate measurement of body fat and muscle composition (outside of a medical lab setting). The related software will provide staff with built-in coaching tools and customizable reporting that will offer a higher level of body assessment to our clients. Combined with the resting metabolic rate machines, the proposed body composition allows us to remain current with trends and provide a complete fitness assessment for participants, allowing them to monitor their progress toward health and wellness goals with pre- and post-tests through a variety of measurements.

PROJECT BUDGET Year Actual 2022 Projected 2023 Budgeted 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 TOTAL

Expenditures $ 13,000 $ 13,000

FUNDING SOURCES Recreation Fund Revenue

IMPACT ON OPERATING COSTS Increased revenue due to fee for the service

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community Using science-based measurements allows participants accurate data to work with as they embark upon or continue their fitness journey, promoting healthy lifestyles for the community.

Promote a Safe and Healthy Community

Increasing our fitness services promotes a healthy community by offering everything from pre-assessment to classes, to training to post-assessment. Accuracy in assessments is vital to helping community members reach their health goals.

Capital Budget

362

Town of Parker 2024 Annual Budget

RECREATION FUND SECTION PROJECTS TITLE Capital Project: Fieldhouse Exercise Equipment: Ellipticals

DESCRIPTION This budget item is for the replacement of two ellipticals at the Parker Fieldhouse.

PURPOSE/DISCUSSION The current ellipticals have reached the end of their life expectancy. Both pieces of equipment were purchased in 2015. The life expectancy on these pieces of equipment is six years. There have been multiple advances made to ellipticals since 2015, thus rendering our current ellipticals outdated. Replacing outdated fitness equipment at the Fieldhouse is necessary to keep the Parker Recreation facilities competitive with local private fitness facilities and in line with industry best practice.

PROJECT BUDGET Year Actual 2022 Projected 2023 Budgeted 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 TOTAL

Expenditures $ 12,000 $ 12,000

FUNDING SOURCES Recreation Fund Revenue

IMPACT ON OPERATING COSTS Reduced ongoing costs of maintenance and repairs

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community The fitness loft at the Fieldhouse attracts and caters to the active older adult population. Ellipticals are favored by active older adults because of the lower impact and ease of use.

Promote a Safe and Healthy Community

Replacing the equipment on the appropriate schedule helps ensure the safety of the community members that use the equipment.

Town of Parker 2024 Annual Budget

363

Capital Budget

RECREATION FUND PROJECTS Capital Project: Fieldhouse Exercise Equipment: Treadmills

DESCRIPTION This project will replace six treadmills at the Parker Fieldhouse due to projected equipment life expectancy of 25,000 – 30,000 miles.

PURPOSE/DISCUSSION Treadmills continue to be a very popular and highly utilized piece of equipment in both recreation facilities due to their versatility and accessibility. Our existing treadmills at the Fieldhouse average approximately 5,000 miles/year, per machine, which requires daily, weekly, and monthly cleaning and maintenance to maintain the proper functionality. Over the course of 5-6 years commercial treadmills must be replaced to maintain user safety and experience.

PROJECT BUDGET

FUNDING SOURCES

Year Actual 2022 Projected 2023 Budgeted 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 TOTAL

Recreation Fund Revenue

Expenditures $ 51,000 $ 51,000

IMPACT ON OPERATING COSTS Reduced ongoing costs of maintenance and repairs

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community Treadmills are the most popular piece of cardiovascular fitness equipment at our facilities. These machines often experience a wait time to use them. It is imperative that space is maximized by having all of our treadmills in proper working order so the community has access to the equipment they most desire for improved health.

Promote a Safe and Healthy Community Replacing the equipment on the appropriate schedule helps ensure the safety of the community members that use the equipment.

Capital Budget

364

Town of Parker 2024 Annual Budget

RECREATION FUND SECTION PROJECTS TITLE Capital Project: Fieldhouse Exercise Equipment: Functional Trainer

DESCRIPTION This budget item provides for the replacement of the current functional trainer machine with a similar machine.

PURPOSE/DISCUSSION The current functional trainer was purchased in 2007 and has reached the end of its useful life cycle. The expected life cycle of this piece of equipment is 10 years. The machine experiences regular maintenance closures and due to its age, finding replacement parts has become challenging for staff. Replacing outdated fitness equipment at the Fieldhouse is necessary to keep the Parker Recreation facilities competitive with local private fitness facilities and in line with industry best practice.

PROJECT BUDGET

FUNDING SOURCES

Year Actual 2022 Projected 2023 Budgeted 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 TOTAL

Recreation Fund Revenue

Expenditures $ 7,500 $ 7,500

IMPACT ON OPERATING COSTS Reduced ongoing costs of maintenance and repairs

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community This is one of our most popular pieces of strength equipment at the Fieldhouse. Replacing it with a modern machine will allow for regular and continuous usage by our patrons and will reduce down time due to maintenance issues as parts will be widely available.

Promote a Safe and Healthy Community Replacing the equipment on the appropriate schedule helps ensure the safety of the community members that use the equipment.

Town of Parker 2024 Annual Budget

365

Capital Budget

RECREATION FUND PROJECTS Capital Project: Fieldhouse Exercise Equipment: Glute Drive Weightlifting

DESCRIPTION This budget item is for the purchase of a glute drive weightlifting machine to add variety to the weight room and remain competitive with local fitness centers.

PURPOSE/DISCUSSION The glute drive machine is one of the most popular pieces of equipment in local fitness facilities. Parker Fieldhouse currently does not have one of these pieces of equipment. The glute drive machine enables users to perform this exercise in a safer environment when compared to using a barbell.

PROJECT BUDGET

FUNDING SOURCES

Year Actual 2022 Projected 2023 Budgeted 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 TOTAL

Recreation Fund Revenue

Expenditures $ 5,500 $ 5,500

IMPACT ON OPERATING COSTS None

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community The Town of Parker has a very active community. The weight room is one of the most used areas in the facility. Offering variety in weightlifting machines is considered best practice in the fitness industry.

Promote a Safe and Healthy Community This purchase will promote a safe community by offering a safer machine alternative for the glute drive exercise.

Capital Budget

366

Town of Parker 2024 Annual Budget

RECREATION FUND SECTION PROJECTS TITLE

Town of Parker 2024 Annual Budget

367

Capital Budget

PUBLIC IMPROVEMENTS FUND 10-YEAR PLAN CAPITAL PROJECTS - PUBLIC IMPROVEMENTS FUND 2022-2033 CAPITAL IMPROVEMENT PLAN CIP BY PROJECT

ACTUAL 2022

PROJECTED 2023

BUDGETED 2024

PROJECT TOTALS 2022 - 2033

10-YEAR CIP 2024 - 2033

EXPENDITURES Historical Projects Traffic Signal (Standalone & Not In Roadway Listing Below): Responsive Signal System Jordan Road/Parkerhouse Road Motsenbocker Rd/French Creek Ave Chambers/Red Sky Dr Parker Road/Parkglenn Way Jordan/Cedar Gulch Roadway CIP: Dransfeldt Motsenbocker Todd Roadway Alignment Mainstreeet Safety Circulation Improvements SW Parker Road and Mainstreet Hess-Motsenbocker Projects Mainstreet Safety and Circulation Mainstreet North Sidewalk Pikes Peak Sidewalk Mainstreet/20 Mile Intersection Improvements Motsenbocker Widening - Clarke Farms to Todd Drive Dransfeldt Widening - Main to Pony Express Mainstreet/South Edge of O'Brien Park Jordan Road Widening to Hess Road (south of Main) Kings Point Way Mainstreet Beautification Cottonwood Widening - Jordan to Cherry Creek North Parker Road Improvements, Phase 1 and 2 Pikes Peak Avenue Improvements Parker Rd/20 Mile/E470 Mobility Pine Drive Bridge Hilltop and Canterberry Improvements Cherry Creek Stabilization - Roadway Improvements Other Projects: Parker Road Sidewalk Gap Project Parker Road Sidewalk-Village Inn-Sulphur Gulch Pikes Peak Dr Sidewalk Improvements Subtotal Historical Projects New Capital Traffic Signal (Standalone & Not In Roadway Listing Below): Chambers/Crowfoot/Bayou Dransfeldt Rd/Parkglenn Way/Lincoln Meadows Hess Rd/Tammy Ln Chambers/Stroh Rd Lincoln Ave /Village Creek Parkway Chambers/Spirit Trail Bayou Gulch/N Pinery Parkway Crowfoot/N Pinery Parkway Stroh Road/Stroh Ranch Soccer Fields Pine Dr/Summerset Lane Parker Road Adaptive Signal Control Cottonwood Dr/Lanceleaf St Twenty Mile/Pony Express Chambers/Great Plain Way Hilltop Rd/Sunburst Trail Jordan Rd/Todd Dr Pine Dr/Hills Dr Hess Rd/Pardee St Parker Road/Rancho Caballo/Chrstianson Hess Rd/Great Plain Way

Capital Budget

5,638 13,905 460,814 27,107 15,530 -

712,462 521,095 75,000 491,569 601,070 610,000

718,100 535,000 535,814 518,676 616,600 610,000

2,484 12,163 2,525 1,385,654 1,254,825 424,580 348,544 90,290 64,500 176,014 54,354 90,886 8,640 107,151 1,427,387 478,056 -

74,900 147,235 47,871 2,240,031 2,560,282 1,669,093 5,400 2,795,911 875,151 6,700 178,298 127,214 550,142 8,344,699 550,000 3,424,800 1,500,000 2,000,000 2,600,000

2,484 12,163 77,425 1,532,889 1,302,696 2,664,611 2,908,826 1,759,383 69,900 2,971,925 929,505 97,586 186,938 234,365 1,977,529 8,822,755 550,000 3,424,800 1,500,000 2,000,000 2,600,000

1,162,791 233,485 7,847,323

260,703 4,403,270 200,000 37,572,896

1,423,494 4,636,755 200,000 45,420,219

16,071 -

359,899 50,000 -

600,000 650,000 50,000 50,000 -

495,000 600,000 650,000 950,000 600,000 1,015,000 1,060,000 1,060,000 600,000 270,000 1,000,000 660,000 660,000 660,000 660,000 660,000 660,000 660,000 825,000 655,000

870,970 650,000 650,000 950,000 600,000 1,015,000 1,060,000 1,060,000 600,000 270,000 1,000,000 660,000 660,000 660,000 660,000 660,000 660,000 660,000 825,000 655,000

368

Town of Parker 2024 Annual Budget

PUBLIC IMPROVEMENTS FUND 10-YEAR PLAN (cont)

CIP BY PROJECT

2025

2026

2027

2028

2029

2030

2031

New Capital Traffic Signal Chamb/Crow/Bayou Dransfeldt/Parkglenn Hess/Tammy Chambers/Stroh Lincoln/Village Cr Chamb/Spirit Tr Bayou/N Pinery Crowfoot/N Pinery Stroh Rd/Soccer Pine/Summerset Parker Rd Adaptive Cottonwd/Lanceleaf 20 Mile/Pony Exp Chambers/Great Pl Hilltop/Sunburst Jordan/Todd Pine/Hills Hess/Pardee Parker Rd/Rancho Hess/Great Plain

400,000 550,000 55,000 50,000 50,000 50,000 20,000 -

450,000 450,000 450,000 550,000 250,000 1,000,000 60,000 60,000 60,000 60,000 60,000 60,000 -

45,000 600,000 600,000 600,000 600,000 600,000 600,000 60,000 -

450,000 50,000 600,000 75,000 55,000

450,000 60,000 750,000 600,000

450,000 60,000 60,000 -

500,000 500,000 -

Town of Parker 2024 Annual Budget

369

2032

2033

Capital Budget

PUBLIC IMPROVEMENTS FUND 10-YEAR PLAN (cont)

EXPENDITURES Cottonwood Dr/Red Bud Lane Hess Rd/Fire Fly Ln Mainstreet/West Parker Rd Twenty Mile/Longs Way Motsenbocker Rd/Dransfeldt Stroh Road/Red Elder St Dransfeldt Rd/Longs Way Twenty Mile/Ponderosa Dr Roadway CIP: Becket and Woodman Drive Connection Dransfeldt Extension - South of 20-Mile Parkglenn Way Extension to Brownstone N Pinery Parkway Extension Other Projects: Townwide Sign Program Sidewalk Gap Closures Parker Road Sidewalk-Pine to Robinson Subtotal New Capital Reinvestment in Existing Capital Roadway CIP: Lincoln Widening - Keystone to Parker Rd Jordan/Lincoln Improvements Stroh Widening - J Morgan to Motsenbocker Hilltop and Parker Road Improvements Pine Lane Bridge over Cherry Creek Parker Rd (NB)/Parkglenn Improvements Twenty Mile Bridge over Sulphur Gulch Motsenbocker Widening - Drans. Ext. to Hess Rd Cottonwood/Kings Point Way Improvements Chambers Widening - Stroh to Crowfoot Jordan/E470 Improvements Lincoln/Pine Drive Intersection Improvements Dransfeldt Bridge over Sulphur Gulch Dransfeldt Widening - Lincoln to Pony Express Mainstreet/Chambers West Leg Improvements Pine Lane Widening - Jordan to Wintergreen Mainstreet Bridge over Cherry Creek Mainstreet Bridge over Newlin Gulch East Parker Bridge Repairs Hess Widening - Great Plain to Town Limit Crowfoot Valley Widening - Stroh to Town Limit Chambers Bridge over Newlin Gulch Bayou Gulch Widening Crown Crest Roundabout Modifications Chambers/E470 Improvements J Morgan Extension Other Projects: Fiber Optic Network Upgrades Roadway Safety Enhancements Median/Entryway Lighting & Landscaping Power Line Undergrounding Subtotal Reinvestment in Existing Total Capital Expenditures

Capital Budget

ACTUAL 2022

PROJECTED 2023

BUDGETED 2024

10-YEAR CIP 2024 - 2033

PROJECT TOTALS 2022 - 2033

715,000 715,000 715,000 715,000 715,000 770,000 770,000 770,000

328,050 -

215,941 21,529,744 -

800,000 -

800,000 400,000 700,000 2,200,000

1,015,941 22,257,794 700,000 2,200,000

45,192 9,395 398,708

115,477 150,605 150,000 22,571,666

100,000 700,000 700,000 3,650,000

400,000 1,600,000 11,150,000 37,535,000

560,669 1,760,000 11,300,000 60,505,374

386,330 252,904 844

1,780,805 847,096 500,000 500,000 3,037,700

23,000,000 6,000,000 10,000,000 100,000 2,500,000 600,000 200,000 -

23,000,000 6,000,000 10,500,000 2,600,000 2,500,000 3,100,000 2,200,000 7,750,000 700,000 11,200,000 500,000 3,900,000 2,250,000 4,500,000 350,000 1,750,000 2,350,000 2,450,000 1,600,000 2,000,000 15,800,000 2,150,000 6,600,000 2,250,000 1,500,000 6,750,000

25,167,135 7,100,000 11,000,000 3,100,000 2,500,000 3,100,000 2,200,000 7,750,000 700,000 11,200,000 500,000 3,900,000 2,250,000 4,500,000 350,000 1,750,000 2,350,000 2,450,000 1,600,000 2,000,000 15,800,000 2,150,000 6,600,000 2,250,000 1,500,000 9,788,544

115,150 50,292 805,520

224,850 241,870 290,000 1,105,400 8,527,721

20,000 100,000 300,000 42,820,000

1,085,000 1,000,000 3,000,000 2,000,000 133,335,000

1,425,000 1,292,162 3,290,000 3,105,400 142,668,241

9,051,549

68,672,283

46,470,000

170,870,000

248,593,834

370

Town of Parker 2024 Annual Budget

PUBLIC IMPROVEMENTS FUND 10-YEAR PLAN (cont)

CIP BY PROJECT Cottonwd/Red Bud Hess/Fire Fly Mainst/W Parker 20 Mile/Longs Mots/Dransfeldt Stroh Rd/Red Elder Drans/Longs Way 20 Mile/Ponderosa Roadway CIP: Becket Dr. Dransfeldt Ext Parkglenn Way N Pinery Pkwy Ext Other Projects: Townwide Sign Sidewalk Gap Parker Rd S/W Pine Subtotal

2025

2026

2027

2028

2029

2030

2031

2032

2033

65,000 65,000 65,000 65,000 -

650,000 650,000 650,000 650,000 65,000 -

650,000 70,000 -

700,000 70,000 70,000

700,000 700,000

400,000 100,000 -

600,000 -

200,000

2,000,000

200,000 100,000 5,500,000 7,475,000

100,000 100,000 4,310,000

100,000 200,000 4,005,000

100,000 2,000,000 3,330,000

100,000 2,220,000

100,000 3,335,000

100,000 250,000 2,070,000

100,000 2,500,000 3,640,000

100,000 3,500,000

Reinvestment in Existing Capital Roadway CIP: Lincoln-Keyst/Parker Jordan/Lincoln Stroh-J Mor/Mots 500,000 Hilltop Parker Rd 2,500,000 Pine Lane Bridge Parker/Parkglenn 2,500,000 Twenty Mile Bridge 2,000,000 Mots-Drans/Hess 750,000 Cottonwood/King 700,000 Chambers-Stroh/Crow 700,000 Jordan/E470 500,000 Lincoln/Pine Dr 400,000 Dransfeldt Bridge 150,000 Drans-Lincoln/Pony 100,000 Mainst/Chambers 50,000 Pine Lane-Jord/Wintr Mainstreet Br/CC Mainstreet Br/Newlin E Parker Bridge Hess-Great Plain+ Crowfoot-Stroh+ Chambers Br/Newlin Bayou Gulch Widen Crown Crest Round Chambers-E470 J Morgan Extension Other Projects: Fiber Optic 150,000 Roadway Safety 100,000 Median/Entryway 300,000 Power Line Undergr 500,000 Subtotal 11,900,000

7,000,000 10,000,000 3,500,000 2,100,000 400,000 300,000 250,000 150,000 -

500,000 4,000,000 1,500,000 2,200,000 150,000 100,000 -

2,300,000 1,500,000 2,000,000 800,000 150,000 -

15,000,000 2,000,000 -

600,000 750,000

6,000,000 250,000 500,000 6,000,000

2,000,000 1,000,000 -

35,000 100,000 300,000 24,135,000

500,000 100,000 300,000 500,000 9,850,000

30,000 100,000 300,000 7,180,000

350,000 100,000 300,000 500,000 18,250,000

100,000 300,000 1,750,000

100,000 300,000 500,000 13,650,000

100,000 300,000 3,400,000

100,000 300,000 400,000

Total Capital Exp.

28,445,000

13,855,000

10,510,000

20,470,000

5,085,000

15,720,000

7,040,000

3,900,000

19,375,000

Town of Parker 2024 Annual Budget

371

Capital Budget

PUBLIC IMPROVEMENTS FUND 10-YEAR PLAN (cont) ACTUAL 2022

AVAILABLE RESOURCES Fund Balance - January 1

PROJECTED 2023

50,783,575

BUDGETED 2024

55,589,837

14,612,559

In-Year Revenue Available for Capital Sales and Use Taxes Intergovernmental Contributions Net Investment Earnings Miscellaneous Revenue Total Revenues Transfers In Less Non-Capital Expenditures Total In-Year Revenue Available for Capital

4,940,706 5,143,699 1,273,307 261,203 6,015 11,624,930 4,290,834 2,057,953 13,857,811

4,555,000 5,110,941 12,532,064 2,800,000 24,998,005 4,350,000 1,653,000 27,695,005

4,760,000 10,226,437 7,800,000 2,250,000 25,036,437 24,160,000 4,315,000 44,881,437

Total Funds Available for Capital

64,641,386

83,284,842

59,493,996

Total In-Year Capital Expenses

9,051,549

68,672,283

46,470,000

Ending Available Resources - December 31

55,589,837

14,612,559

PUBLIC IMPRO MENTS FUND YEAR PLAN

13,023,996

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.

Capital Budget

372

Town of Parker 2024 Annual Budget

PUBLIC IMPROVEMENTS FUND PROJECTS: TRAFFIC SECTION SIGNALS TITLE VIDEO LINK: HOW IT WORKS - TRAFFIC SIGNALS

OVE10-

Town of Parker 2024 Annual Budget

373

Capital Budget

SECTIONIMPROVEMENTS PUBLIC TITLE 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 Based on traffic projections and planned development, this location is anticipated to be signalized. If the location meets MUTCD (Manual on Uniform Traffic Control Devices) warrants, the location should be signalized. Design of a mast arm traffic signal will occur in the first-half of 2024 and anticipated construction being contracted for in the second-half of 2024, assuming warrants are met.

PROJECT BUDGET Year Actual 2022 Projected 2023 Budgeted 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 TOTAL

Expenditures $ 50,000 600,000 $ 650,000

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 The Parker Police Department may realize improved response time, accessibility, and safety if a traffic signal is constructed at this intersection adjacent to their building.

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.

Enhance Economic Vitality This traffic signal is needed to improve operations within an existing commercial area, improving accessibility to businesses, school, and police department, which will support the overall economic vitality of the Town.

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.

Capital Budget

374

Town of Parker 2024 Annual Budget

PUBLIC IMPROVEMENTS FUND PROJECTS: TRAFFIC SIGNALS Capital Project: Dransfeldt Rd/Parkglenn Way/Lincoln Meadows Pkwy (cont)

Dransfeldt Road - Parkglenn Way Traffic Signal Vicinity Map

Twenty Mile Rd

Lincoln Ave

Traffic Signal Location C he rry

Parker

Cre

Dransfeldt Rd

500

1,000 Feet

Town of Parker 2024 Annual Budget

375

Capital Budget

SECTIONIMPROVEMENTS PUBLIC TITLE FUND PROJECTS: TRAFFIC SIGNALS Capital Project: Hess Road/Tammy Lane Signal

DESCRIPTION This budget item is for a traffic signal at the Hess Road and Tammy Lane intersection.

PURPOSE/DISCUSSION Based on traffic projections and planned development, this location needs to be signalized. If the location meets MUTCD (Manual on Uniform Traffic Control Devices) warrants, the location should be signalized in 2024. This project is the installation of a mast arm traffic signal at the Hess Road and Tammy Lane intersection.

PROJECT BUDGET Year Actual 2022 Projected 2023 Budgeted 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 TOTAL

Expenditures $ 650,000 $ 650,000

FUNDING SOURCES Intergovernmental and developer funds

IMPACT ON OTHER DEPARTMENTS The Town’s Public Works Operations Center will have greater accessibility and safety if a traffic signal is constructed at this intersection adjacent to their building.

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 which will support the overall economic vitality of the Town.

Promote a Safe and Healthy Community This traffic signal is needed to support a safe transportation network to serve the adjacent developments. Traffic signals are critical to ensure intersection safety is achieved by reducing severe accidents that would otherwise occur without them.

Capital Budget

376

Town of Parker 2024 Annual Budget

PUBLIC IMPROVEMENTS FUND PROJECTS: TRAFFIC SIGNALS Capital Project: Hess Road/Tammy Lane Signal (cont)

Hess Road - Tammy Lane Traffic Signal Vicinity Map

Todd Dr

Motsenbocker Rd

Jordan Rd

Traffic Signal Location

Hess Rd Motsenbocker Rd

750

1,500 Feet

Town of Parker 2024 Annual Budget

377

Capital Budget

PUBLIC IMPROVEMENTS FUND PROJECTS: TRAFFIC SIGNALS Capital Project: Chambers/Stroh Road Signal

DESCRIPTION This project is a traffic signal at the Chambers Road and Stroh Road intersection.

PURPOSE/DISCUSSION The initial (temporary) construction will be for a span wire traffic signal at the Chambers Road and Stroh Road intersection. Timing of the initial construction will depend on the buildout rate of the adjacent developments that will result in increased traffic counts at the intersection. The initial span wire traffic signal configuration will be required as the adjacent development will only be constructing a portion of ultimately required roadways with their initial construction. A future mast arm traffic signal upgrade will occur as development and/or the Town completes the roadway improvements, but this will be a separate project.

PROJECT BUDGET Year Actual 2022 Projected 2023 Budgeted 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 TOTAL

Expenditures $ 50,000 400,000 50,000 450,000 $ 950,000

FUNDING SOURCES Public Improvements Fund Revenue

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.

Capital Budget

378

Town of Parker 2024 Annual Budget

PUBLIC IMPROVEMENTS FUND PROJECTS: TRAFFIC SECTION SIGNALS TITLE Capital Project: Chambers/Stroh Road Signal (cont) Chambers Rd and Stroh Rd Traffic Signal Vicinity Map

Horse Creek

Hess Rd

Rd Futu re

Cha

mbe rs

Anthology

Motsenbocker

Future Tanterra

Stroh Rd

Traffic Signal Location Stroh Rd Future

Rd Stroh

Looking Glass

Trails at Crowfoot

1,000

2,000 Feet

Town of Parker 2024 Annual Budget

379

Bayou Gulch Rd

ow fo ot Va lle yR

Cham bers R

Parker Town Boundary

Capital Budget

PUBLIC IMPROVEMENTS FUND PROJECTS: TRAFFIC SIGNALS Capital Project: Lincoln Avenue/Village Creek Parkway Signal

DESCRIPTION This project is a traffic signal at the Lincoln Avenue and Village Creek Parkway intersection.

PURPOSE/DISCUSSION This project is for the installation of a mast arm traffic signal at the Lincoln Avenue and Village Creek Parkway intersection. Based on traffic projections and planned adjacent development, this location is anticipated to be signalized in the future. If the location meets MUTCD (Manual on Uniform Traffic Control Devices) warrants, the location should be signalized.

PROJECT BUDGET Year Actual 2022 Projected 2023 Budgeted 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 TOTAL

Expenditures $ 50,000 550,000 $ 600,000

FUNDING SOURCES Public Improvements Fund Revenue with funding from adjacent developments

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

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.

Capital Budget

380

Town of Parker 2024 Annual Budget

PUBLIC IMPROVEMENTS FUND PROJECTS: TRAFFIC SECTION SIGNALS TITLE Capital Project: Lincoln Avenue/Village Creek Parkway Signal (cont)

Lincoln Ave and Village Creek Pkwy Traffic Signal Vicinity Map Pine Ln

Ponderosa Dr Par ker Rd

Linc o

ln A v

Pine Dr

Traffic Signal Location

Parkglen

Parker R

n Way

500

Parker Town Boundary

1,000 Feet

Town of Parker 2024 Annual Budget

381

Capital Budget

PUBLIC IMPROVEMENTS FUND PROJECTS: ROADS Capital Project: Becket and Woodman Drive Connection

DESCRIPTION This budget item provides for the construction of a road to connect Becket Drive and Woodman Drive to correct a life safety issue and provide secondary access to the 171 residential units located at the southwest corner of Parker Road & Cottonwood Drive.

PURPOSE/DISCUSSION The residential neighborhood south of Cottonwood Drive and west of Parker Road (State Highway 83) contains 171 residential units that are currently accessible by a single ingress/egress connection which exceeds fire code requirement. This single current ingress/egress connection is through Cottonwood Way to Cottonwood Drive. To address this life safety issue by establishing a second point of ingress/egress, the Town has begun negotiations with Parker Water and Sanitation District (PWSD) as well as the Parker Meadows Condominium Association for right of way conveyance for a second point of access to Woodman Drive (to Parker Road). Right of way acquisitions will include a portion of Becket Drive, a portion of Woodman Drive, and the northsouth area between which will be known as “Brompton Way”.

PROJECT BUDGET Year Actual 2022 Projected 2023 Budgeted 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 TOTAL

Expenditures $ 215,941 800,000 $ 1,015,941

FUNDING SOURCES Parker Authority for Reinvestment

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 The Town will be taking ownership of additional roadways that will require additional snow & ice mitigation/plowing.

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.

Develop a Visionary Community through Balanced Growth This project will create the needed infrastructure for the anticipated traffic growth in this area.

Innovate with Collaborative Governance Funding for this project is from the Parker Authority for Reinvestment (P3).

Promote a Safe and Healthy Community This project will address the current life safety access issue for 171 residential units in this area by providing a second means of ingress/egress for residents and fire/life safety equipment. Capital Budget

382

Town of Parker 2024 Annual Budget

PUBLIC IMPROVEMENTS FUND PROJECTS: ROADS Capital Project: Becket and Woodman Drive Connection (cont)

Vicinity Map

D OD WO ON T T CO

CI R EN

P OM BR

AS P

DRIVEWAY

BECKET & WOODMAN DRIVE CONNECTION Becket AREA Drive and Woodman Drive PROJECT

Cottonwood King Soopers

S ED ING FR

T OO

Costco R PA R KE

IT R CU BIS

IL P LTA

AREA TO BE IMPROVED AS THE "FUTURE BROMPTON WAY" FOR BECKET AND WOODMAN DRIVE CONNECTION

UIR SQ

DRIVEWAY

AY NW TO

IR RC

Y WA OD WO ON TT CO

YP KL RIC

Y APRI LS WA

BECKET DR

WOODMAN DR

MA OD WO

AREA TO BE CONVEYED BY PARKER MEADOWS CONDO ASSOCIATION

AY NW

Parker Water & Sanitation District

AREA TO BE CONVEYED BY PARKER WATER AND SANITATION

70 E4

200

400 Feet

Town of Parker 2024 Annual Budget

383

Capital Budget

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 Year Actual 2022 Projected 2023 Budgeted 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 TOTAL

Expenditures $ 386,330 1,780,805 23,000,000 $ 25,167,135

FUNDING SOURCES Public Improvements Fund Revenue and 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 The Parks Department handles snow removal on the structures and areas where the Town is the current property owner (such as the Recreation Center).

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.

Innovate with Collaborative Governance The Town and Douglas County executed an IGA in 2021 with an amendment in 2022 to jointly fund the design with anticipated future partnership on the construction.

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. Capital Budget

384

Town of Parker 2024 Annual Budget

PUBLIC IMPROVEMENTS FUND PROJECTS: ROADS Capital Project: Lincoln Avenue Widening - Keystone to Parker Road (cont) PHOTOS/IMAGES

Town of Parker 2024 Annual Budget

385

Capital Budget

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. The sidewalk on the west side of Jordan Road will extend to the Clarke Farms Drive/Stonegate Boulevard intersection to eliminate a sidewalk gap in this area.

PROJECT BUDGET Year Actual 2022 Projected 2023 Budgeted 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 TOTAL

Expenditures $ 252,904 847,096 6,000,000 $ 7,100,000

FUNDING SOURCES Public Improvements Fund Revenue and funds in escrow due to an IGA with Douglas County for sidewalk improvements

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. It will 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.

Innovate with Collaborative Governance A portion of the sidewalk improvements on the west side of Jordan Road have been funded by Douglas County via an IGA that was executed approximately 15-years ago.

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. Capital Budget

386

Town of Parker 2024 Annual Budget

PUBLIC IMPROVEMENTS FUND PROJECTS: ROADS Capital Project: Jordan Road/Lincoln Avenue Improvements (cont)

Jordan Road and Lincoln Ave Improvements Vicinity Map

Stonegate

JORDAN RD

KEYS TON EB LV D

RECREATION DR

King Soopers Challenger Park

L LIN CO

N AVE

L LIN CO

V IL

E CEN LAG

BL VD

General Extents of Jordan Road Widening

YS KE

N AVE

N TO

CORNERSTONE DR

wl i

ch ul

Clarke Farms

FA RM S

Stonegate

JORDAN RD

Sidewalk Gap Connection

PKWY GATE ONE ST

400

Parker Town Boundary

800 Feet

Town of Parker 2024 Annual Budget

K AR

387

Capital Budget

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 and rehabilitation of the existing 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. A sidewalk will be constructed on the south side of the roadway and a sidewalk gap eliminated on the north side of the roadway adjacent to the Town’s Stroh Soccer Park.

PROJECT BUDGET Year Actual 2022 Projected 2023 Budgeted 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 TOTAL

Expenditures $ 500,000 10,000,000 500,000 $ 11,000,000

FUNDING SOURCES Public Improvements Fund Revenue; funds in escrow

IMPACT ON OTHER DEPARTMENTS New sidewalks will be constructed with the project that the Parks & Recreation Department will have to complete snow removal on where the Town is the adjacent property owner.

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. Capital Budget

388

Town of Parker 2024 Annual Budget

PUBLIC IMPROVEMENTS FUND PROJECTS: ROADS Capital Project: Stroh Road Widening - J Morgan to Motsenbocker (cont) Develop a Visionary Community through Balanced Growth

NATE DR

rry Ch e

k J MORGAN BLVD

Cr ee

PARKER RD

CREEK AVE ER YS KE

Stroh Ranch

M OT RD KER OC NB SE

This project will complete the planned arterial roadway that has been in the Town’s Master Plan documents for over four decades. This will result in a safer transportation network and provide redundancy/relief on other roadways.

MO TS

and Healthy Community

EN BO CK ER

This project will create the needed infrastructure to support the planned development of the surrounding area. This widening will complement the other roadway projects that are being constructed by developers including Chambers Road and Stroh Road within the Anthology North and Hess Ranch developments. Stroh Road Widening J Morgan Blvd to Motsenbocker Rd Promote a Safe Vicinity Map

Widening of Stroh Road to 4 Lanes

STROH RD

VA L

LEY

Second Bridge Span to be Constructed

PARKER RD

O CR

400

Town of Parker 2024 Annual Budget

Parker Town Boundary

800 Feet

389

Capital Budget

PUBLIC IMPROVEMENTS FUND PROJECTS: ROADS Capital Project: Hilltop and Parker Road Intersection Improvements

DESCRIPTION This project provides for the construction of a westbound double left-hand turn on Hilltop Road at the Parker Road intersection and a northbound right-hand turn lane.

PURPOSE/DISCUSSION The Town previously made intersection improvements at the Hilltop Road/Parker Road intersection in 2004 prior to the opening of Kohls/Flat Acres development. Traffic at the intersection has increased and improvements are needed for improved operations at the intersection. 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 routinely backs-out of the turn lane during peak times, which creates a safety concern. In addition, a northbound to eastbound right hand turn lane will be constructed for this movement.

PROJECT BUDGET Year Actual 2022 Projected 2023 Budgeted 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 TOTAL

Expenditures $ 500,000 100,000 2,500,000 $ 3,100,000

FUNDING SOURCES Public Improvements Fund Revenue

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 at this intersection. This will result in improved infrastructure that is needed for a safe and effective transportation system.

Capital Budget

390

Town of Parker 2024 Annual Budget

PUBLIC IMPROVEMENTS FUND PROJECTS: ROADS Capital Project: Hilltop and Parker Road Intersection Improvements (cont)

Parker Rd and Hilltop Rd Intersection Operational Improvements Vicinity Map

Pikes Peak Dr

Parker R

Rodeo Cir

Regional Commercial Center

Proposed Turn Lane Improvements

Twenty Mile Rd Hilltop R

Second Left-Hand Turn Lane To Be Added

Proposed Turn Lane To Be Constructed

Commercial Center

Parker Squa re

Parker R d

200

400 Feet

Town of Parker 2024 Annual Budget

391

Capital Budget

PUBLIC IMPROVEMENTS FUND PROJECTS: ROADS Capital Project: Pine Lane Bridge over Cherry Creek

DESCRIPTION This project provides funding to perform rehabilitation/heavy maintenance that goes beyond routine repair and maintenance to the Pine Lane Bridge which spans Chery Creek. The bridge spans are 615 feet long and 87 feet wide and the bridge provides multimodal transportation over Cherry Creek on Pine Lane. Recent federally required bridge inspections and assessments have determined heavy repair and maintenance to this bridge is needed to ensure continued function and the ability to ensure safe multimodal transportation.

PURPOSE/DISCUSSION This project addresses multiple rehabilitation/heavy maintenance and upgrades to this bridge. The bridge deck is constructed with asphalt over concrete. The bridge deck shows cracking of the asphalt, and a mill/overlay of the asphalt is anticipated. Expansion joints at both ends of the bridge may need to be replaced or eliminated, and the bridge railing and stone facade have continued to deteriorate from exposure to snow mitigation materials and will need to be upgraded to resistant materials. The median on this bridge is beginning to fail, exposing reinforcing steel.

PROJECT BUDGET Year Actual 2022 Projected 2023 Budgeted 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 TOTAL

Expenditures $ 2,500,000 $ 2,500,000

FUNDING SOURCES Public Improvements Fund Revenue

IMPACT ON OPERATING COSTS No new ongoing costs

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Enhance Economic Vitality Providing the citizens and businesses with a safe and functioning street network is a key component to economic vitality. This project provides for the long-term functionality of the bridge

Develop a Visionary Community Through Balanced Growth Recent and continuing growth in Parker requires additional attention and devotion of resources to maintaining Town assets. The Town’s bridges are one of those assets that need ongoing maintenance as the population and use of Town facilities increases.

Promote a Safe and Healthy Community Performing heavy bridge maintenance and repair is essential to ensure that multimodal transportation is available for the community.

Capital Budget

392

Town of Parker 2024 Annual Budget

PUBLIC IMPROVEMENTS FUND PROJECTS: ROADS Capital Project: Pine Lane Bridge over Cherry Creek (cont)

Town of Parker 2024 Annual Budget

393

Capital Budget

SECTIONIMPROVEMENTS PUBLIC TITLE FUND PROJECTS: ROADS Capital Project: Parker Road (NB)/Parkglenn Improvements

DESCRIPTION This project consists of construction of a northbound Parker Road acceleration lane and adjacent sidewalk north of the Parkglenn Way intersection.

PURPOSE/DISCUSSION Traffic at the Parker Road/Parkglenn Way is continuing to increase and improvements are needed. The construction of a northbound Parker Road acceleration lane and adjacent sidewalk north of the Parkglenn Way intersection is needed to improve the operations and safety of this intersection. The improvements are also anticipated to slightly improve traffic operations at the Lincoln Avenue intersection. The addition of a multi-modal sidewalk/trail adjacent to the east side of Parker Road will also improve pedestrian and bicycle use in the area. This sidewalk addition will be challenging due to crossing of the Baldwin Avenue drainage swale.

PROJECT BUDGET Year Actual 2022 Projected 2023 Budgeted 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 TOTAL

Expenditures $ 600,000 2,500,000 $ 3,100,000

FUNDING SOURCES Public Improvements Fund Revenue

IMPACT ON OTHER DEPARTMENTS The Town may be responsible for snow removal on a short section of the new sidewalk/trail that crosses the Baldwin Avenue drainage swale.

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.

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.

Capital Budget

394

Town of Parker 2024 Annual Budget

PUBLIC IMPROVEMENTS FUND PROJECTS: ROADS

DRIVEWAY

Capital Project: Parker Road (NB)/Parkglenn Improvements (cont)

N LINCOL

Parker Road at Parkglenn Way Northbound Acceleration Lane N AVE LINCOL Vicinity Map

AVE

ALCORN AVE

CLAYSON ST

Existing transition lane

BARRETT ST

ALCORN ST

Existing sidewalk

Construct adjoining sidewalk - final alignment over drainageway TBD R PAR KE

LDW

IN A VE

Construct northbound Parker Road acceleration lane at Parkglenn Way

AY LENN W PAR KG

125

250 Feet

Town of Parker 2024 Annual Budget

395

Capital Budget

PUBLIC IMPROVEMENTS FUND PROJECTS: ROADS Capital Project: Twenty Mile Bridge over Sulphur Gulch

DESCRIPTION This project provides funding to perform rehabilitation/heavy maintenance that goes beyond routine repair and maintenance to the Twenty Mile Bridge which spans Sulphur Gulch. The bridge spans are 230 feet long and 92 feet wide and the bridge provides multimodal transportation over the Sulphur Gulch on Twenty Mile Road. Recent federally required bridge inspections and assessments have determined appropriate repairs to this bridge are needed to ensure continued function and ability to ensure safe multimodal transportation.

PURPOSE/DISCUSSION This project addresses multiple rehabilitation/heavy maintenance and upgrades to this bridge. The bridge deck is constructed with asphalt over concrete. The bridge deck shows cracking of the asphalt, and a mill/overlay of the asphalt is anticipated. Expansion joints at both ends of the bridge need to be replaced or eliminated, and the bridge railing and stone facade have continued to deteriorate from exposure to snow mitigation materials and will need to be upgraded to resistant materials.

PROJECT BUDGET Year Actual 2022 Projected 2023 Budgeted 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 TOTAL

Expenditures $ 200,000 2,000,000 $ 2,200,000

FUNDING SOURCES Public Improvements Fund Revenue

IMPACT ON OPERATING COSTS No new ongoing costs

IMPACT ON OTHER DEPARTMENTS None

Develop a Visionary Community Through Balanced Growth

Recent and continuing growth in Parker requires additional attention and devotion of resources to maintaining Town assets. The Town’s bridges are one of those assets that need ongoing maintenance as the population and use of Town facilities increases.

Promote a Safe and Healthy Community Performing heavy bridge maintenance and repair is essential to ensure that multimodal transportation is available for the community.

Capital Budget

396

Town of Parker 2024 Annual Budget

PUBLIC IMPROVEMENTS FUND PROJECTS: ROADS Capital Project: Twenty Mile Bridge over Sulphur Gulch (cont)

Town of Parker 2024 Annual Budget

397

Capital Budget

PUBLIC IMPROVEMENTS FUND PROJECTS: OTHER Capital Project: Townwide Sign Program (TWSP)

DESCRIPTION This budget item provides funding for Gateway ID Monument Signage at the southwest corner of Mainstreet and Parker Road.

PURPOSE/DISCUSSION The Townwide Sign Program (TWSP) was developed in 2007 to create consistent facility, park and downtown sign designs. The program was expanded in 2015 to include wayfinding signage to important public destinations within the Town limits.

PROJECT BUDGET Year Actual 2022 Projected 2023 Budgeted 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 TOTAL

Expenditures $ 45,192 115,477 100,000 200,000 100,000 $ 560,669

FUNDING SOURCES Public Improvements Fund Revenue

IMPACT ON OPERATING COSTS As with any new infrastructure, long-term maintenance should be anticipated. With proper initial design/ construction, the signage may need to be replaced in 20-years. Interim maintenance such as repainting or replacement decals should be anticipated.

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community

The Townwide Sign Program supports an active community by providing visitors and residents traveling around and/or through the Parker community with information that they have arrived in Parker, and orientation and navigation assistance of the Town roadways, downtown sidewalks and trails, as well as identification of the Town’s public facilities and parks.

Enhance Economic Vitality The TWSP supports the Town’s branding, marketing and economic development efforts. Town signage lets residents and visitors know they have arrived in Parker, guides people to major public destinations or events supporting nearby businesses and industry, and creates a sense of place – all contributing to the Town’s high quality of life.

Develop a Visionary Community through Balanced Growth The TWSP supports the Town’s commitment to providing exceptional community services, wellplanned development and excellent infrastructure. The TWSP contributes to the character of Parker by providing an orderly system of informational signage and facility signage that is visually pleasing and leverages the substantial Town investment in infrastructure and facilities. This signage also improves the experience of traveling through the community and distinguishes the Town from other municipalities in the South Metro region.

Capital Budget

398

Town of Parker 2024 Annual Budget

PUBLIC IMPROVEMENTS FUND PROJECTS: SECTIONOTHER TITLE 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 2024.

PROJECT BUDGET Year Actual 2022 Projected 2023 Budgeted 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 TOTAL

Expenditures $ 9,395 150,605 700,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 $ 1,760,000

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.

Innovate with Collaborative Governance There may be opportunities to leverage Town funds potentially with Douglas County or other entities (such as metro districts) funding to complete these anticipated improvements.

Town of Parker 2024 Annual Budget

399

Capital Budget

PUBLIC IMPROVEMENTS FUND PROJECTS: OTHER Capital Project: Parker Road Sidewalk - Pine Drive to Robinson Ranch

DESCRIPTION This project continues 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. 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 final design funds in 2024 is on the east side of Parker Road south of the Pine Drive/Indian Pipe Lane intersection to the Reata Ridge development (north of Stroh Road). Two segments/gaps exist in this stretch of Parker Road totaling over 3,700 linear feet of sidewalk/multi-use trail needed.

PROJECT BUDGET Year Actual 2022 Projected 2023 Budgeted 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 TOTAL

Expenditures $ 150,000 700,000 5,500,000 200,000 2,000,000 250,000 2,500,000 $ 11,300,000

FUNDING SOURCES Public Improvements Fund Revenue and 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.

Capital Budget

400

Town of Parker 2024 Annual Budget

PUBLIC IMPROVEMENTS FUND PROJECTS: SECTIONOTHER TITLE Capital Project: Parker Road Sidewalk - Pine Drive to Robinson Ranch (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.

RA NC H RO H ST S HAD

DGE PKW Y S HADY RI

Y WA IVE

T EC Y PI N

Town of Parker 2024 Annual Budget

401

ANCH PL HR RO

G AR Y

200

400 Feet

IEW DR EV

TERRAC

LDIN DR AU

MEADOW BRIDGE WAY

H PL HANGING-J RANC

Pine Bluffs EW

IRONSTONE WAY

200 Feet

AY DRIVEW

mm Assn

Approximately 1185 linear feet

Ranch Co

BLUF F

Robinson Ranch

D BLV AN RG

Robinson

PETERSBURG CT

O JM

CDOT

C ROOK ED PI NE

CIR

PINE WAY

NCH RO BIN S ON RA

TIC ES AJ

Y H WA RANC STROH

LE CT

100

ROBINSON RANCH CT

MILE CREEK CT

S DR

COU NTRY MEA DOW

Town of Parker

GAINES MILL CT

KD REE NC M AN

K C REE

Country Meadows CE NT ER V IL

RUBY RANCH PL

PARKER

ET C

MAR K

Approximately 1060 linear feet

PARKER

NEW

L TR

KW EE

CDOT

Parker

BURG

ROBINSON RAN CH DR

Approximately 1475 linear feet DO VE

STRA S

RA NC H

Assn

K C REE

HATC HE T

h Comm n Ranc

CL EA R

Town of Parker

CDOT

Town of

Town of Parker

DR EEK ELK CR

Stroh Ranch

INDIAN PIPE LN

Parker Road East-Side Sidewalk at Robinson Ranch Vicinity Map

Big Tool Box

Robinso

P IN

K L LI S ARIO C R EE

R CREEK AVE WA BE Y

McCabe Meadows

BLVD ANCH NR SO BIN RO

Parker Road East-Side Sidewalk South of Pine Drive Vicinity Map

United Methodist Church

Reata Ridge Village

Capital Budget

PUBLIC IMPROVEMENTS FUND PROJECTS: OTHER Capital Project: Fiber Optic Network Upgrades

DESCRIPTION This project includes redundancy improvements to the Town’s fiber optic network to serve both Town facilities and traffic signals.

PURPOSE/DISCUSSION The Town fiber optic network includes nearly 30-miles of fiber optic infrastructure to link the nearly 100-traffic signals and connect Town facilities for internet/intranet operations. Loop (also called ring) fiber optic configurations allow for data transmission to continue if a section of a loop is severed by changing the direction of data to the connected part of the loop. In 2019, the Town fiber optic network experienced four construction-related severing cuts. Luckily, the damage occurred in areas with existing loop infrastructure and the system continued to function until the damage was repaired. Continued development of the fiber optic network is needed to provide redundancy throughout the rest of the network. Additional fiber optic infrastructure will be built with the appropriate roadway and/or traffic signal capital improvement projects but there are three remaining locations that are standalone projects. They are as follows: • Dransfeldt Ring–Dransfeldt Road from Mainstreet to the retail traffic signal • West Ring–Chambers Road from Mainstreet to E-470 • Hilltop Ring–Hilltop Road from Tallman Drive to Hess Road

PROJECT BUDGET Year Actual 2022 Projected 2023 Budgeted 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 TOTAL

Expenditures $ 115,150 224,850 20,000 150,000 35,000 500,000 30,000 350,000 $ 1,425,000

FUNDING SOURCES Public Improvements Fund Revenue (possible Douglas County joint project)

IMPACT ON OPERATING COSTS None

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Enhance Economic Vitality The proposed fiber optic network upgrades will support improved traffic flows on Town roadways and improved data connection between Town facilities. Both aspects will support the overall economic vitality of the Town.

Innovate with Collaborative Governance The identified West Ring on Chambers Road could be a joint Douglas County/Town project to serve both jurisdictions’ future needs.

Promote a Safe and Healthy Community This infrastructure will assist in providing a safe transportation network. Capital Budget

402

Town of Parker 2024 Annual Budget

PUBLIC IMPROVEMENTS FUND PROJECTS: OTHER 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 Year Actual 2022 Projected 2023 Budgeted 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 TOTAL

Expenditures $ 50,292 241,870 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 $ 1,292,162

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).

Town of Parker 2024 Annual Budget

403

Capital Budget

PUBLIC IMPROVEMENTS FUND PROJECTS: OTHER Capital Project: Medians and Entryways

DESCRIPTION This project includes median landscaping on non-landscaped roadway medians within the Town.

PURPOSE/DISCUSSION The Town has a backlog of non-landscaped medians within the Town and this annual capital improvement project addresses that backlog. While there are numerous non-landscaped medians in the Town, Town Council direction is that the next unfinished median to receive landscaping is the Lincoln Avenue median between Keystone Boulevard and Jordan Road. Other locations include but are not limited to Twenty Mile Road north of Mainstreet, Jordan Road south of Mainstreet and Mainstreet east of Chambers. The Town has received comments/complaints from residents relating to this unfinished Lincoln Avenue median, which is an entry point into the Town’s incorporated boundary on Lincoln Avenue from the west.

PROJECT BUDGET Year Actual 2022 Projected 2023 Budgeted 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 TOTAL

Expenditures $ 290,000 300,000 300,000 300,000 300,000 300,000 300,000 300,000 300,000 300,000 300,000 $ 3,290,000

FUNDING SOURCES Public Improvements Fund Revenue

IMPACT ON OPERATING COSTS The Town would anticipate contracting for the maintenance with an independent contractor as is done with all Town medians. Based on the size of this median island, it is anticipated to cost approximately $10,000 per year for this contract service. In addition, the water needed to irrigate these medians would run approximately $5,000 per year.

IMPACT ON OTHER DEPARTMENTS Parks & Recreation handles the median landscaping/ irrigation maintenance throughout the Town. Their budget will need to be increased to reflect this additional cost.

TOWN STRATEGIC GOALS ACHIEVED Enhance Economic Vitality This program improves the aesthetics of the Town’s roadway network and compliments adjacent commercial development.

Develop a Visionary Community through Balanced Growth This program’s effort is part of the needed infrastructure to support the planned development of the Town. Median landscaping infrastructure creates a sense of place that can help tie the community together.

Capital Budget

404

Town of Parker 2024 Annual Budget

PUBLIC IMPROVEMENTS FUND PROJECTS

Town of Parker 2024 Annual Budget

405

Capital Budget

CAPITAL RENEWAL AND REPLACEMENT FUND 10-YEAR PLAN CAPITAL PROJECTS - CAPITAL RENEWAL AND REPLACEMENT FUND 2022-2033 CAPITAL IMPROVEMENT PLAN ACTUAL 2022

CIP BY PROJECT

PROJECTED 2023

BUDGETED 2024

10-YEAR CIP 2024 - 2033

PROJECT TOTALS 2022 - 2033

EXPENDITURES Facilities Town Hall Expansion Downtown Parking Garage PWOC Expansion Old Town Hall Demolition Police Station Expansion PACE Expansion

42,916 -

8,257,085 -

26,700,000 13,000,000 -

26,700,000 13,000,000 18,600,000 450,000 10,700,000 7,000,000

35,000,001 13,000,000 18,600,000 450,000 10,700,000 7,000,000

Total Capital Expenditures

42,916

8,257,085

39,700,000

76,450,000

84,750,001

ACTUAL 2022

AVAILABLE RESOURCES Fund Balance - January 1

PROJECTED 2023

30,871,426

BUDGETED 2024

51,777,207

52,870,122

In-Year Revenue Available for Capital Intergovernmental Net Investment Earnings Transfers In Less Non-Capital Expenditures Total In-Year Revenue Available for Capital

148,697 20,800,000 20,948,697

5,000,000 1,850,000 2,500,000 9,350,000

5,000,000 1,500,000 2,725,000 9,225,000

Total Funds Available for Capital

51,820,123

61,127,207

62,095,122

Total In-Year Capital Expenses

42,916

8,257,085

39,700,000

Ending Available Resources - December 31

Capital Budget

51,777,207

406

52,870,122

22,395,122

Town of Parker 2024 Annual Budget

CAPITAL RENEWAL AND REPLACEMENT FUND 10-YEAR PLAN

CIP BY PROJECT

2025

2026

2027

2028

2029

2030

2031

2032

2033

TH Expansion Dwtn Garage PWOC Expansion OTH Demo PD Expansion PACE Expansion

500,000 450,000 -

18,100,000 -

500,000 -

10,200,000 -

7,000,000

Total Capital Exp.

950,000

18,100,000

500,000

10,200,000

7,000,000

Town of Parker 2024 Annual Budget

407

Capital Budget

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 Year Actual 2022 Projected 2023 Budgeted 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 TOTAL

Expenditures $ 42,916 8,257,085 26,700,000 $ 35,000,001

FUNDING SOURCES Capital Renewal and Replacement Fund Revenue

IMPACT ON OPERATING COSTS None

IMPACT ON OTHER DEPARTMENTS This project will have a positive impact on multiple Departments.

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community Town Hall houses many of the Town’s departments. From Community Planning to Parks and Recreation, these departments provide input and support of the vision for an active community.

Enhance Economic Vitality Town Hall houses essential Town functions that are necessary for a community to thrive. This includes Engineering and Public Works, Community Development, and P3 (Partnering for Parker’s Progress). Each of these areas has a direct impact on the Town’s vision and maintenance which enhances the possible economic vitality of the Town.

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, building inspections, infrastructure repair/maintenance, stormwater management and snow removal. Capital Budget

408

Town of Parker 2024 Annual Budget

CAPITAL RENEWAL AND REPLACEMENT FUND SECTION PROJECTS TITLE Capital Project: Downtown Parking Garage

DESCRIPTION This project funds the design and construction for a parking garage in downtown Parker.

PURPOSE/DISCUSSION The parking garage is intended to support My Mainstreet development and to provide expanded, improved public parking for the PACE Center. In the long-term, the parking garage will improve public parking conditions on the eastern half of downtown, provide increased parking infrastructure to support downtown development/redevelopment east of Mainstreet/Pine Drive and support downtown activation including community events. The Downtown parking garage will be implemented with partnership with the designated My Mainstreet developer.

FUNDING SOURCES PROJECT BUDGET Year Actual 2022 Projected 2023 Budgeted 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 TOTAL

Expenditures $ 13,000,000 $ 13,000,000

Capital Renewal and Replacement Fund Revenue.

IMPACT ON OPERATING COSTS A potential reduction to operating costs associated with public parking at or near the PACE Center.

IMPACT ON OTHER DEPARTMENTS The parking garage may affect the Cultural Department during construction but will eventually allow for convenient parking.

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community

The parking garage will advance the Mainstreet Master Plan goal of activating downtown as part of the My Mainstreet project for future mixed-use development. It will also increase access to downtown activities, cultural offerings, events and recreational opportunities including at Discovery Park and along the Sulphur Gulch Regional Trail.

Enhance Economic Vitality The parking garage will make it possible to implement the My Mainstreet project for mixed-use development in the eastern half of downtown. This will create new commercial space for retail, offices, restaurants and services resulting in greater economic activity, increased retail sales tax revenue, and new jobs/employment. The additional parking would also address the issue of limited parking in the downtown area and support the Downtown Parking Study/Plan goal to promote a “Park Once and Walk” approach to visitation.

Town of Parker 2024 Annual Budget

409

Capital Budget

STORMWATER FUND 10-YEAR PLAN CAPITAL PROJECTS - STORMWATER UTILITY 2022-2033 CAPITAL IMPROVEMENT PLAN CIP BY PROJECT

ACTUAL 2022

PROJECTED 2023

BUDGETED 2024

PROJECT TOTALS 2022 - 2033

10-YEAR CIP 2024 - 2033

EXPENDITURES Historical Projects Cherry Creek at Dransfelt Extension Jordan Tributary SW Clarke Farms Channel Improvements West Stroh Gulch in Anthology Improvements Brandy Gulch at Looking Glass Segment 2A Subtotal Historical Projects

2,500,000 635,017 109,278 3,244,295

424,027 90,000 7,126,348 5,500,000 13,140,375

2,500,000 1,059,044 199,278 7,126,348 5,500,000 16,384,670

Reinvestment in Existing Capital Annual Water Quality Improvements Program Newlin Gulch at Lincoln and Recreation Dr Oak Gulch Improvements Cottonwood SE Corner of Parker Rd/Cottonwood Dr Cottonwood Outfall to Cherry Creek Cottonwood Storm Pipe Lining Cherry Creek at Mainstreet Cottonwood NE Corner of Parker Rd/Cottonwood Dr Happy Canyon Creek at Compark Subtotal Reinvestment in Existing

461,020 461,020

742,359 1,200,000 1,942,359

500,000 5,000,000 832,000 292,000 180,000 6,804,000

900,000 500,000 9,000,000 832,000 292,000 1,980,000 2,700,000 1,339,842 1,400,000 18,943,842

2,103,379 1,700,000 9,000,000 832,000 292,000 1,980,000 2,700,000 1,339,842 1,400,000 21,347,221

Machinery, Equipment and Software F550 Pickup with Dump Bed Jet Vac Truck Zero Turn Mower UTV with 100 gallon herbicide tank One-ton Pickup Truck Subtotal Machinery, Equipment, Software

56,079 56,079

609,487 609,487

20,000 26,000 65,000 111,000

56,079 609,487 20,000 26,000 65,000 776,566

3,761,394

15,692,221

6,804,000

19,054,842

38,508,457

Total Capital Expenditures

Capital Budget

410

Town of Parker 2024 Annual Budget

STORMWATER FUND 10-YEAR PLAN

CIP BY PROJECT

2025

2026

2027

2028

2029

2030

2031

2032

2033

100,000 500,000 600,000 1,200,000

100,000 2,000,000 200,000 2,300,000

100,000 600,000 700,000

100,000 300,000 400,000

100,000 600,000 700,000

100,000 100,000

26,000 26,000

65,000 65,000

20,000 20,000

5,339,842

1,226,000

2,300,000

700,000

765,000

420,000

700,000

100,000

Reinvestment in Existing Capital Annual Water Imp 100,000 Newlin Gulch Oak Gulch Imp 1,500,000 Ctnw SE Prk/Ctnw Ctnw Outfall Ctnw Storm Pipe 1,800,000 Cherry Cr-Mainst 600,000 Ctnw NE Prk/Ctnw 1,339,842 Happy Canyon Crk Subtotal 5,339,842 Mach,Equip,Software F550 Pickup Jet Vac Truck Zero Turn Mower UTV with herb. One-ton Pickup Subtotal Total Capital Exp.

Town of Parker 2024 Annual Budget

411

Capital Budget

STORMWATER FUND 10-YEAR PLAN (cont) ACTUAL 2022

AVAILABLE RESOURCES Fund Balance - January 1 In-Year Revenue Available for Capital Charges for Services Intergovernmental Contributions Net Investment Earnings Miscellaneous Revenue Total Revenues Transfers Out Less Non-Capital Expenditures Total In-Year Revenue Available for Capital

PROJECTED 2023

5,125,340

3,033,280 464,350 21,911 1,746 3,521,287 547,228 1,540,952 1,433,107

BUDGETED 2024

2,797,053

3,281,000 12,626,348 150,000 51,000 16,108,348 590,768 1,801,672 13,715,908

820,740

3,385,000 1,364,000 5,000,000 100,000 16,000 9,865,000 589,805 2,109,729 7,165,466

Total Funds Available for Capital

6,558,447

16,512,961

7,986,206

Total In-Year Capital Expenses

3,761,394

15,692,221

6,804,000

Ending Available Resources - December 31

Capital Budget

2,797,053

412

820,740

1,182,206

Town of Parker 2024 Annual Budget

STORMWATER FUND PROJECTS

Town of Parker 2024 Annual Budget

413

Capital Budget

SECTION TITLE FUND PROJECTS STORMWATER 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 Rueter-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.

PROJECT BUDGET Year Actual 2022 Projected 2023 Budgeted 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 TOTAL

Expenditures $ 1,200,000 500,000 $ 1,700,000

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 Budget

414

Town of Parker 2024 Annual Budget

STORMWATER FUND SECTION PROJECTS TITLE 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.

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Newlin Gulch at Lincoln and Recreation

Retention Pond - by Others

Town of Parker 2024 Annual Budget

415

Town Boundary

* Layers displayed in the map image are dependent on active layers at the time of print and may not reflect all layers shown in this legend.

Capital Budget

STORMWATER FUND PROJECTS Capital Project: Oak Gulch Improvements

DESCRIPTION This project consists of master-planned stablilization 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. This drainageway is the subject of an Outfall Systems Plan (OSP) performed by the Town and the Mile High Flood District. This OSP sets forth master-planned stabilization and grade-control improvements to the channel necessary to ensure the long term stability of the drainageway. This project proposes to construct a segment of these improvements located in the vicinity of the Anthology North 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 help reduce the overall slope of the channel. This will also reduce the velocities in the channel and further prevent sediment transfer that impacts downstream water quality.

PROJECT BUDGET Year Actual 2022 Projected 2023 Budgeted 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 TOTAL

Expenditures $ 5,000,000 1,500,000 500,000 2,000,000 $ 9,000,000

FUNDING SOURCES Funded by developer; administered by Mile High Flood District (MHFD)

IMPACT ON OPERATING COSTS Due to the impact of development on natural drainageways, the proposed project will reduce overall maintenance time and costs necessary for future management. The ownership of the drainageway will remain with the metro district, but maintenance assistance can be provided by the Town or MHFD.

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.

Capital Budget

416

Town of Parker 2024 Annual Budget

STORMWATER FUND PROJECTS Capital Project: Oak Gulch Improvements (cont) 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 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

Oak Gulch at Anthology North Segment 2

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.

1,100

2,200 Feet

Stormwater

Other Features

?"B Inlet

Storm Pipe

Drop or Check

Floodway

" Inlet - by Others

Storm Pipe - by Others

Drop or Check - by Others

100 Year Floodplain

Wg Outfall

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Culvert - by Others

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Maintenance Regions

!! Manhole 2

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! ( Manhole - by Others

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Retention Pond Retention Pond - by Others

Town of Parker 2024 Annual Budget

417

Town Boundary

* Layers displayed in the map image are dependent on active layers at the time of print and may not reflect all layers shown in this legend.

Capital Budget

STORMWATER FUND PROJECTS Capital Project: Cottonwood SE Corner of Parker Rd/Cottonwood Dr.

DESCRIPTION This project proposes to construct improvements to stormwater infrastructure within the Cottonwood development in the vicinity of Parker Road and Cottonwood Drive.

PURPOSE/DISCUSSION The Cottonwood subdivision is among the older developments in the Town and improvements will be needed to the aging stormwater infrastructure in this area to ensure the proper conveyance of stormwater runoff. The improvements within this budget item will include replacement and updates to the existing water quality pond and overflow spillway infrastructure at the southeast corner of Parker Road and Cottonwood Drive. This project will improve the operations of the drainage infrastructure serving this area, replace aging infrastructure that no longer functions properly to minimize nuisance conditions and ensure adjacent properties will not be impacted by runoff. The project will also seek to improve water quality within the downstream Cherry Creek basin through the implementation of newer stormwater practices.

PROJECT BUDGET Year Actual 2022 Projected 2023 Budgeted 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 TOTAL

Expenditures $ 832,000 $ 832,000

FUNDING SOURCES Parker Authority for Reinvestment

IMPACT ON OPERATING COSTS This project will generally reduce operating costs due to a reduction in staff and equipment time needed to perform routine maintenance on this facility.

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Enhance Economic Vitality This older infrastructure resides on the commercial hard corner of Parker Road and Cottonwood Drive. Replacement and repair of this infrastructure is critical to ensure the retailers in the area are not adversely impacted by infrastructure failures of the water quality pond and overflow spillway.

Develop a Visionary Community through Balanced Growth With this development being much further along in its life cycle than most in the Town, understanding the issues requiring repairs in this subdivision will help our staff more effectively review and inspect infrastructure associated with new development to avoid these issues.

Capital Budget

418

Town of Parker 2024 Annual Budget

STORMWATER FUND PROJECTS Capital Project: Cottonwood SE Corner of Parker Rd/Cottonwood Dr. (cont) Innovate with Collaborative Governance Since this infrastructure is within the Urban Renewal Area, these improvements are eligible for funding assistance from P3.

Promote a Safe and Healthy Community These improvements will reduce the hazards associated with flood events. Additionally, the project will improve the operations of the storm drainage system in this area, eliminating nuisance conditions and improving water quality treatment of runoff from this commercial area. By decreasing sediment and pollutant releases, the water quality will be improved within the Cherry Creek Basin, including the Cherry Creek Reservoir. Phase 1

Stormwater

Drop or Check

Riparian Conservation Zone

Maintenance Regions

Storm Pipe - by Others

Drop or Check - by Others

Floodway

Town Boundary

g Outfall W

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100 Year Floodplain

" ) Outfall - by Others

Culvert - by Others

Pond

! Manhole ! 2

Channel or Swale

Pond - by Others

! ( Manhole - by Others

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Retention Pond Retention Pond - by Others

160 Feet

Town of Parker 2024 Annual Budget

Other Features

?"B Inlet

Storm Pipe

" Inlet - by Others

419

* Layers displayed in the map image are dependent on active layers at the time of print and may not reflect all layers shown in this legend.

Capital Budget

STORMWATER FUND PROJECTS Capital Project: Cottonwood Outfall to Cherry Creek

DESCRIPTION This project proposes to construct improvements to stormwater infrastructure within the Cottonwood development in the vicinity of Cottonwood Drive and Cherry Creek.

PURPOSE/DISCUSSION The Cottonwood subdivision is among the older developments in the Town and improvements will be needed to the aging stormwater infrastructure in this area to ensure the proper conveyance of stormwater runoff. The improvements proposed with this budget item include replacement and updates to the existing storm drainage outfall to Cherry Creek located at the northeast corner of Cottonwood Drive and the creek. This project will improve the operations of the storm drainage outfall serving large portions of the Cottonwood area, replace aging infrastructure that no longer functions properly to minimize nuisance conditions, improve water quality, and improve maintainability. The project will also seek to improve water quality within the downstream Cherry Creek basin through the removal of trash, debris, and some sediment with the outfall structure.

PROJECT BUDGET Year Actual 2022 Projected 2023 Budgeted 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 TOTAL

Expenditures $ 292,000 $ 292,000

FUNDING SOURCES Parker Authority for Reinvestment

IMPACT ON OPERATING COSTS This project will generally reduce operating costs due to a reduction in staff and equipment time needed to perform routine maintenance.

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community This project will improve the management of stormwater runoff in this area, minimizing impacts and reducing trash and debris from accumulating adjacent to the Cherry Creek trails and open space.

Enhance Economic Vitality This older infrastructure is located directly adjacent to Cherry Creek. Replacement and repair of this infrastructure is critical to ensure the creek and the contributing upstream commercial and residential areas are not adversely impacted by infrastructure failures.

420

Town of Parker 2024 Annual Budget

STORMWATER FUND PROJECTS Capital Project: Cottonwood Outfall to Cherry Creek (cont) Innovate with Collaborative Governance Since this infrastructure is within the Urban Renewal Area, these improvements are eligible for funding assistance from P3.

Promote a Safe and Healthy Community These improvements will reduce the hazards associated with flood events. Additionally, the project will improve the operations of the storm drainage system in this area, eliminate nuisance conditions, reduce trash and debris within Cherry Creek and increase the health of the vegetation supporting the channel. 0825

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Town of Parker 2024 Annual Budget

Streams

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421

Capital Budget

STORMWATER FUND PROJECTS Capital Project: Cottonwood Storm Pipe Lining

DESCRIPTION This project proposes to repair and coat or line the 96” corrugated steel arch-span storm sewer running between Parker Road and Cherry Creek.

PURPOSE/DISCUSSION The Cottonwood subdivision is among the older developments in the Town and improvements will be needed to the aging stormwater infrastructure in this area to ensure the proper conveyance of stormwater runoff. The improvements proposed with this project will include spot repairs of a 96” corrugated steel arch-span storm sewer. Additionally, after spot repairs have been completed, the entire sewer will be lined or coated to protect from corrosion and ensure its structural integrity. This project will improve the operations of this storm sewer serving large portions of the Cottonwood area, repairing aging infrastructure to ensure its long-term functionality. The project will also increase the maintainability of the pipe by eliminating the roughness and clogging potential of a corrugated metal material. This work will help to prevent the enormous cost and disruption that a failure of this facility would present.

PROJECT BUDGET Year Actual 2022 Projected 2023 Budgeted 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 TOTAL

Expenditures $ 180,000 1,800,000 $ 1,980,000

FUNDING SOURCES Parker Authority for Reinvestment

IMPACT ON OPERATING COSTS This project will generally reduce operating costs due to a reduction in staff and equipment time needed to perform routine maintenance.

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Enhance Economic Vitality

This older infrastructure runs through the existing commercial development (King Soopers) at the corner of Cottonwood Drive and Parker Road. Repair of this infrastructure is critical to ensure the retailers in this area are not adversely impacted by pipe failures. Without repair the failures could result in access and/ or parking for these retail areas being unavailable for significant periods of time.

Develop a Visionary Community through Balanced Growth With this area being much further along in its life cycle than most areas of the Town, understanding the issues requiring repairs in this subdivision will help our staff more effectively review and inspect infrastructure associated with new development to avoid these issues.

Capital Budget

422

Town of Parker 2024 Annual Budget

STORMWATER FUND PROJECTS Capital Project: Cottonwood Storm Pipe Lining (cont) Innovate with Collaborative Governance Since this infrastructure is within the Urban Renewal Area, these improvements are eligible for funding assistance from P3.

Promote a Safe and Healthy Community These improvements will reduce the hazards associated with flood events and the potential for any failures of the pipe which is located under retail parking areas and major public roadways.

Town of Parker 2024 Annual Budget

423

Capital Budget

FLEET SERVICES FUND 10-YEAR PLAN CAPITAL PROJECTS - FLEET SERVICES FUND 2022-2033 CAPITAL IMPROVEMENT PLAN ACTUAL 2022

CIP BY PROJECT

PROJECTED 2023

BUDGETED 2024

10-YEAR CIP 2024 - 2033

PROJECT TOTALS 2022 - 2033

EXPENDITURES Reinvestment in Existing Capital Fleet Replacements

867,506

3,163,860

2,050,000

18,913,000

22,944,366

90,000 7,325 57,675 155,000

70,000 70,000

210,000 45,000 160,000 75,000 490,000

90,000 7,325 267,675 45,000 160,000 75,000 645,000

867,506

3,318,860

2,120,000

19,403,000

23,589,366

Machinery, Equipment and Software CCG Faster (WEB-based asset solutions) Fleet JPRO Diagnostic Tool Electrification Program (Equipment) Two Post Vehicle Lifts Movable Heavy Vehicle Lift (2 sets of 6) Allignment Lift Subtotal Machinery, Equipment, Software Total Capital Expenditures

ACTUAL 2022

AVAILABLE RESOURCES Fund Balance - January 1

PROJECTED 2023

2,388,644

BUDGETED 2024

3,943,277

3,253,446

In-Year Revenue Available for Capital Charges for Services Net Investment Earnings Gain on Sale of Disposal of Asset Miscellaneous Revenue Total Revenues Less Non-Capital Expenditures Total In-Year Revenue Available for Capital

3,003,619 12,914 173,407 3,413 3,193,353 771,214 2,422,139

3,427,490 150,000 19,994 500 3,597,984 968,955 2,629,029

3,548,021 100,000 1,000 3,649,021 1,077,259 2,571,762

Total Funds Available for Capital

4,810,783

6,572,306

5,825,208

Total In-Year Capital Expenses

867,506

3,318,860

2,120,000

Ending Available Resources - December 31

Capital Budget

3,943,277

424

3,253,446

3,705,208

Town of Parker 2024 Annual Budget

FLEET SERVICES FUND 10-YEAR PLAN

CIP BY PROJECT

2025

2026

2027

2028

2029

2030

2031

2032

2033

2,560,000

1,350,000

3,038,000

2,250,000

2,375,000

800,000

1,950,000

800,000

70,000 -

45,000 160,000 -

75,000

1,810,000

2,630,000

1,555,000

3,038,000

2,250,000

2,375,000

875,000

1,950,000

800,000

Reinvestment in Existing Capital Fleet Replacement 1,740,000 Mach,Equip,Software CCG Faster JPRO Diagnostic Electrification Equip Post Vehicle Lifts Movable Heavy Lift Alighnment Lift

Total Capital Exp.

Town of Parker 2024 Annual Budget

425

Capital Budget

FLEET SERVICES FUND PROJECTS Capital Project: Fleet Replacement

DESCRIPTION This budget item is an annual allocation of funds to address the ongoing replacement of equipment deemed at or past its useful serviceable life.

PURPOSE/DISCUSSION It is the policy of the Town to equip staff with the tools needed to provide services to 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. Capital Budget

426

Town of Parker 2024 Annual Budget

FLEET SERVICES FUND PROJECTS Capital Project: Fleet Replacement (cont)

PROJECT BUDGET Year Actual 2022 Projected 2023 Budgeted 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 TOTAL

Expenditures $ 867,506 3,163,860 2,050,000 1,740,000 2,560,000 1,350,000 3,038,000 2,250,000 2,375,000 800,000 1,950,000 800,000 $ 22,944,366

FUNDING SOURCES Fleet Services Fund Revenue

IMPACT ON OPERATING COSTS Replacing equipment at the appropriate time reduces the exposure of possible costly repairs. There is also an impacted soft cost to the operation when a piece of equipment is not available to perform its intended task.

IMPACT ON OTHER DEPARTMENTS Funding the project has a positive impact on all operational departments. Having reliable equipment is important to the Town’s overall capability to provide services

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community

Many pieces of equipment in the Town’s fleet are used on a daily basis to provide services from mowing, to plowing snow and maintenance. All of the functions of the fleet are needed to provide ongoing opportunities for our citizen base.

Enhance Economic Vitality By maintaining the Town’s roadways, providing desirable amenities such as parks and open space, and providing a safe place through law enforcement, the replacement capital has a major impact on the Town’s ability to create a culture and environment where business can succeed.

Develop a Visionary Community through Balanced Growth The Fleet replacement evaluation process includes many aspects to score each piece of equipment being evaluated. This provides for consistency and justifiable expenses while managing the need just based on a time table. This has been proved to be a cost effective and best practice method to evaluate the equipment.

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.

Town of Parker 2024 Annual Budget

427

Capital Budget

SECTION FLEET SERVICES TITLE FUND PROJECTS Capital Project: Fleet Electrification Program (Fleet Equipment)

DESCRIPTION This project provides for the purchase of the equipment and infrastructure necessary to support electric vehicles obtained with fleet replacement. These funds may be leveraged against grant funding anticipated through Federal or State opportunities.

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 budgeted under fleet replacement which will allow some of the existing vehicles on the replacement schedule to be replaced with electric vehicles. This budget item includes charging infrastructure.

PROJECT BUDGET Year Actual 2022 Projected 2023 Budgeted 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 TOTAL

Expenditures $ 57,675 70,000 70,000 70,000 $ 267,675

FUNDING SOURCES Fleet Services Fund Revenue

IMPACT ON OPERATING COSTS There may be an anticipated reduction in total ownership costs associated with electric vehicles and equipment compared to standard internal combustion engines. The Town may also benefit from grant funding which requires an in-kind matching.

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.

Capital Budget

428

Town of Parker 2024 Annual Budget

FLEET SERVICES FUND PROJECTS

Town of Parker 2024 Annual Budget

429

Capital Budget

TECHNOLOGY MANAGEMENT FUND 10-YEAR PLAN CAPITAL PROJECTS - TECHNOLOGY MANAGEMENT FUND 2022-2033 CAPITAL IMPROVEMENT PLAN ACTUAL 2022

CIP BY PROJECT

PROJECTED 2023

BUDGETED 2024

10-YEAR CIP 2024 - 2033

PROJECT TOTALS 2022 - 2033

EXPENDITURES Machinery, Equipment and Software Police Records Management System Reboot Phone System Replacement Lease Payment for Xerox Copy Machines VxRail Hardware Refresh H2O'Brien Pool Fiber Railbender Park Fiber AXON Software Support Network Improvements Data Center Refresh

67,470 41,356 74,224 -

294,000 50,000 50,000 200,000 -

322,820 500,000 -

2,953,675 1,550,000 50,000

67,470 41,356 74,224 294,000 50,000 50,000 3,153,675 1,550,000 50,000

Total Capital Expenditures

183,050

594,000

822,820

4,553,675

5,330,725

ACTUAL 2022

AVAILABLE RESOURCES Fund Balance - January 1

PROJECTED 2023

1,072,925

BUDGETED 2024

941,680

1,220,868

In-Year Revenue Available for Capital Charges for Services Net Investment Earnings Miscellaneous Revenue Total Revenues Less Non-Capital Expenditures Total In-Year Revenue Available for Capital

3,295,428 4,231 15,096 3,314,755 3,262,950 51,805

5,200,483 50,000 12,000 5,262,483 4,389,295 873,188

5,655,451 35,000 3,000 5,693,451 4,783,173 910,278

Total Funds Available for Capital

1,124,730

1,814,868

2,131,146

Total In-Year Capital Expenses

183,050

594,000

822,820

Ending Available Resources - December 31

Capital Budget

941,680

430

1,220,868

1,308,326

Town of Parker 2024 Annual Budget

TECHNOLOGY MANAGEMENT FUND 10-YEAR PLAN

CIP BY PROJECT

2025

2026

2027

2028

2029

2030

2031

2032

2033

Mach,Equip,Software Police Rec System Phone System Xerox Lease VxRail H2O Fiber Railbender Fiber AXON Network Imp. Data Ctr Refresh

246,912 250,000 -

287,197 100,000 -

294,550 100,000 -

302,196 100,000 -

300,000 100,000 -

300,000 100,000 50,000

300,000 100,000 -

Total Capital Exp.

496,912

387,197

394,550

402,196

400,000

450,000

400,000

Town of Parker 2024 Annual Budget

431

Capital Budget

SECTION TITLEMANAGEMENT FUND PROJECTS TECHNOLOGY Capital Project: AXON Software Support

DESCRIPTION Axon supplies the police department with their body-worn cameras, in-car video cameras, and interview room video cameras. The software support contract associated with these products’ maintenance, support, and video storage is budgeted within the Technology Management fund.

PURPOSE/DISCUSSION Axon is the primary provider of the police department’s audio/video equipment (body-worn cameras, in-car video, and Interview room cameras) and the storage used for everyday work productivity which is mandated by Colorado State Senate House Bill 217.

PROJECT BUDGET Year Actual 2022 Projected 2023 Budgeted 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 TOTAL

Capital Budget

Expenditures $ 200,000 322,820 246,912 287,197 294,550 302,196 300,000 300,000 300,000 300,000 300,000 $ 3,153,675

FUNDING SOURCES Technology Management Fund Revenue

IMPACT ON OPERATING COSTS None

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Promote a Safe and Healthy Community By supporting our police department with the latest technology, we will be able to provide the best and safest environment across our community. With the Axon project, the Town of Parker will be demonstrating their commitment to an innovative police operation that provides citizens and employees with safe surroundings.

432

Town of Parker 2024 Annual Budget

TECHNOLOGY MANAGEMENT FUND PROJECTS Capital Project: Network Improvements

DESCRIPTION The allocated money will be used for a variety of network improvements and replacements in 2024.

PURPOSE/DISCUSSION In 2023 we initiated a network master plan with a consultant that consisted of a network architect and network engineer. The network master plan concluded with a list of projects that the Town needs to undertake over the next ten years to maximize network security, support heavier network usage, and replace end-of-life hardware and cabling. This money will be used primarily for two projects in 2024. The first project will be a robust enterprise and guest wireless system townwide. Our hope is to get three to four facilities done in 2024. This will not only include all new wireless infrastructure but also network level authentication to provide security. The other project will be replacing end-of-life network hardware and cabling. We hope to target one or two of the major facilities in 2024. Replacing network hardware while maintaining an active network is difficult and takes more time than deploying new wireless hardware.

PROJECT BUDGET Year Actual 2022 Projected 2023 Budgeted 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 TOTAL

Expenditures $ 500,000 250,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 $ 1,550,000

FUNDING SOURCES Technology Management Fund Revenue

IMPACT ON OPERATING COSTS We expect the projects to pay for themselves through productivity gains. The wireless project will enable townwide wireless connectivity to Town resources like the Group and Private shares, Laserfiche, and many more. The network hardware replacement will limit downtime and the additional throughput will increase productivity and allow support of more systems. Having manufacturer-supported hardware will guarantee the minimal amount of network downtime possible.

IMPACT ON OTHER DEPARTMENTS These projects will have a positive impact on other departments. Network downtime will be minimized, more systems can be supported, and productivity will increase.

TOWN STRATEGIC GOALS ACHIEVED Innovate with Collaborative Governance One of the key aspects to collaboration and governance is communication. Most modern communication, or indeed governance tools, requires the proper networking infrastructure to be usable. A townwide enterprise wireless network is a requirement for collaboration tools to function effectively. Town of Parker 2024 Annual Budget

433

Capital Budget

FACILITY SERVICES FUND 10-YEAR PLAN CAPITAL PROJECTS - FACILITY SERVICES FUND 2022-2033 CAPITAL IMPROVEMENT PLAN ACTUAL 2022

CIP BY PROJECT

PROJECTED 2023

BUDGETED 2024

10-YEAR CIP 2024 - 2033

PROJECT TOTALS 2022 - 2033

EXPENDITURES Machinery, Equipment and Software Vehicle for Additional Staff Member

60,000

Total Capital Expenditures

60,000

ACTUAL 2022

AVAILABLE RESOURCES Fund Balance - January 1

In-Year Revenue Available for Capital Charges for Services Net Investment Earnings Miscellaneous Revenue Total Revenues Less Non-Capital Expenditures Total In-Year Revenue Available for Capital

PROJECTED 2023

96,257

BUDGETED 2024

185,815

246,752

1,180,284 892 3,705 1,184,881 1,095,323 89,558

1,295,113 12,000 1,000 1,308,113 1,247,176 60,937

1,853,622 11,000 1,000 1,865,622 1,501,514 364,108

Total Funds Available for Capital

185,815

246,752

610,860

Total In-Year Capital Expenses

60,000

Ending Available Resources - December 31

Capital Budget

185,815

434

246,752

550,860

Town of Parker 2024 Annual Budget

FACILITY SERVICES FUND 10-YEAR PLAN

CIP BY PROJECT

2025

2026

2027

2028

2029

2030

2031

2032

2033

Mach,Equip,Software Vehicle

Total Capital Exp.

Town of Parker 2024 Annual Budget

435

Capital Budget

SECTION TITLE FACILITY SERVICES FUND PROJECTS Capital Project: 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 Year Actual 2022 Projected 2023 Budgeted 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 TOTAL

Capital Budget

Expenditures $ 60,000 $ 60,000

FUNDING SOURCES Facility Services Fund Revenue

IMPACT ON OPERATING COSTS Routine vehicle maintenance

IMPACT ON OTHER DEPARTMENTS None

436

Town of Parker 2024 Annual Budget

APPENDIX

PRINCIPAL SALES AND USE TAX PAYERS TOWN OF PARKER PRINCIPAL SALES AND USE TAX PAYERS LAST FIVE YEARS TYPE OF INDUSTRY Aggregate top ten filers

2018 $

Aggregate all other filers Total sales tax Top ten as a % of total sales tax

20,842,083

2019 $

22,062,193 $

42,904,276

21,791,261

2020 $

23,791,424 $

45,582,685

48.58%

47.81%

24,020,763

2021 $

25,087,346 $

49,108,109

27,263,681

2022 $

31,087,498 $

58,351,179

48.91%

46.72%

30,128,374 34,627,531

64,755,905

46.53%

2022 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.

Appendix

438

Town of Parker 2024 Annual Budget

OPERATING INDICATORS BY FUNCTION TOWN OF PARKER OPERATING INDICATORS BY FUNCTION FIVE YEAR TRENDS INDICATOR General Government Building Permits Single-family residential units Valuation (thousands) Multi-family residential units Valuation (thousands) Total commerical new, remodel and other Valuation (thousands)

2018

2019

394 146,872 44 61,744

952 86,277

2020

393 142,712 31 17,488

904 106,230

2021

390 142,802 26 46,044

751 49,913

2022

639 243,979 21 67,538

842 48,634

743 284,891 3 9,400

807 69,722

Tax and Licensing Business licenses issued

552

926

644

648

715

Public Safety Police Calls for service * Total crime incidents *

89,417 6,061

69,370 2,348

63,603 1,583

67,218 2,015

61,719 2,972

Building Inspection Total building inspections

40,658

37,456

31,497

40,066

54,399

28 34 6,500 10,500

30 31 6,402 7,473

10 13 2,640 4,570

24 23 3,600 4,073

26 30 6,000 8,100

Highways and Streets Streets New roadway additions (miles) Parks and Recreation Recreation Adult sports leagues Youth sports leagues Adult league attendance Youth league attendance **

* The 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.

Town of Parker 2024 Annual Budget

439

Appendix

CAPITAL ASSETS BY FUNCTION TOWN OF PARKER CAPITAL ASSETS BY FUNCTION AND PROGRAM LAST FIVE YEARS FUNCTION/PROGRAM

2018

2019

2020

2021

2022

General Government Town Hall Other office buildings

1 2

1 1

Public Safety Police Station

2 194

2 196

2 201

2 203

2 205

1 1 1 1 1 1

2 14

2 15

2 17

Public Works Facilities Miles of roadway Parks, Culture and Recreation Ruth Chapel The Schoolhouse PACE Center Recreation Center (with indoor pool) Fieldhouse Outdoor pool Parks Regional Local

Appendix

440

Town of Parker 2024 Annual Budget

DEMOGRAPHIC AND ECONOMIC INFORMATION TOWN OF PARKER DEMOGRAPHIC AND ECONOMIC INFORMATION LAST FIVE YEARS 5-Year Change