Town of Parker 2022 Annual Budget by townofparkerco

2022 ANNUAL BUDGET

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

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Town of Parker Table Contents 2022 Annual Budget

Town of Parker 2022 Table Annual of Contents Budget

READER’S GUIDE TO TABLE BUDGET OFDOCUMENT CONTENTS 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. In addition to this document, 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 budget message from the Town Administrator 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 2022 budget process, the 2022 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 2022 budget by fund, sources of revenue, types of expenditures and costs by department, along with the authorized staffing levels by department or division. For comparison, the 2018, 2019 and 2020 actual amounts and 2021 amended and projected amounts are presented alongside the 2022 figures. There is also a fund balance summary for each fund. Following each fund summary is information at the department and division levels, including explanations of significant budget variances, prior year accomplishments and 2022 goals, authorized positions and significant changes within the department or division.

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

Capital Budget This section provides detail on the 2022 Capital Budget and the 10-Year Capital Improvement Plan (CIP). The capital projects are presented by fund and are grouped by new capital, reinvestment in existing capital, facilities and machinery, equipment and software.

Appendix This section contains a copy of the signed budget ordinance, demographic information, a glossary and other reference items. Town of Parker 2022 Annual Budget

Table of Contents

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. 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 Administrator........................................................................................................... INTRO-2 Form of Government............................................................................................................................................... INTRO-4 Parker Proud............................................................................................................................................................... INTRO-6 Town Vision, Mission and Strategic Goals...................................................................................................... INTRO-7 Strategic Goals and Operational Strategies................................................................................................... INTRO-9 Departmental Strategies......................................................................................................................................INTRO-11 Town Programs and Services............................................................................................................................INTRO-17 Town of Parker Digital Resources....................................................................................................................INTRO-18 Let’s Talk Parker......................................................................................................................................................INTRO-19 Town Profile..............................................................................................................................................................INTRO-20

Budget Overview GFOA Distinguished Budget Award....................................................................................................................... BO-2 Budget Process............................................................................................................................................................... BO-3 Budget Calendar............................................................................................................................................................. BO-4 Financial Highlights of the 2022 Budget............................................................................................................... BO-5 Total Fund Budget and Historical Summaries................................................................................................... BO-18 Summary of All Funds by Fund Type.............................................................................................................. BO-18 Where It Comes From (Revenues), Where It Goes To (Expenditures).............................................. BO-19 Fund Balance and Fund Cash Projections..................................................................................................... BO-20 Basis of Presentation, Budgeting and Accounting.......................................................................................... BO-22 Department/Division Fund Summary.............................................................................................................. BO-28 Budget and Financial Policies.................................................................................................................................. BO-30 Debt Service and Financial Obligations............................................................................................................... BO-34

Long-Range Plan Long-Range Plan............................................................................................................................................................ LRP-3 General Fund Long-Range Plan............................................................................................................................... LRP-4 Parks and Recreation Fund Long-Range Plan.................................................................................................... LRP-6 Cultural Fund Long-Range Plan............................................................................................................................... LRP-8 Recreation Fund Long-Range Plan.......................................................................................................................LRP-10 Public Improvements Long-Range Plan.............................................................................................................LRP-12

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Town of Parker 2022 Annual Budget

TABLE OF CONTENTS Budget Detail Funds Overview.............................................................................................................................................................. BD-2 General Fund.................................................................................................................................................................... BD-5 General Fund Summary........................................................................................................................................... BD-6 General Fund Revenue.......................................................................................................................................... BD-10 General Fund Expenditures by Department................................................................................................. BD-13 Communications................................................................................................................................................. BD-14 Community Development............................................................................................................................... BD-18 Economic Incentives and Interfund Transfers......................................................................................... BD-23 Elected Officials................................................................................................................................................... BD-25 Emergency Response - COVID-19................................................................................................................ BD-27 Finance.................................................................................................................................................................... BD-29 Human Resources............................................................................................................................................... BD-34 Interdepartmental............................................................................................................................................... BD-38 Municipal Court.................................................................................................................................................... BD-40 P3 Support Services.......................................................................................................................................... BD-43 Parks and Forestry/Open Space.................................................................................................................. BD-45 Police....................................................................................................................................................................... BD-50 Public Works......................................................................................................................................................... BD-56 Town Administrator........................................................................................................................................... BD-63 Town Attorney..................................................................................................................................................... BD-67 Town Clerk............................................................................................................................................................ BD-70 Special Revenue Funds.............................................................................................................................................. BD-73 Special Revenue Funds Summary..................................................................................................................... BD-74 Conservation Trust Fund...................................................................................................................................... BD-76 Cultural Fund............................................................................................................................................................. BD-78 Law Enforcement Assistance Fund.................................................................................................................. BD-84 Parks and Recreation Fund.................................................................................................................................. BD-86 Recreation Fund....................................................................................................................................................... BD-89 Capital Projects Funds................................................................................................................................................ BD-97 Capital Projects Funds Summary...................................................................................................................... BD-98 Excise Tax Fund.....................................................................................................................................................BD-100 Capital Renewal and Replacement Reserve Fund....................................................................................BD-102 Impact Fee Funds..................................................................................................................................................BD-104 Hess Ranch Metropolitan District Fund........................................................................................................BD-107 Parkglenn Construction Fund...........................................................................................................................BD-109 Public Improvements Fund................................................................................................................................BD-111 Debt Service Funds....................................................................................................................................................BD-115 Debt Service Funds Summary..........................................................................................................................BD-116 General Debt Service Fund................................................................................................................................BD-118 Recreation Debt Service Fund..........................................................................................................................BD-120 Enterprise Fund...........................................................................................................................................................BD-122 Stormwater Utility Fund......................................................................................................................................BD-123 Internal Service Funds.............................................................................................................................................BD-129 Internal Service Funds Summary.....................................................................................................................BD-130 Town of Parker 2022 Annual Budget

Table of Contents

TABLE OF CONTENTS Facility Services Fund..........................................................................................................................................BD-132 Fleet Services Fund..............................................................................................................................................BD-136 Medical Benefits Fund..........................................................................................................................................BD-139 Technology Management Fund.......................................................................................................................BD-141

Revenue Manual Introduction..................................................................................................................................................................... RM-2 List of Revenue Sources with Links.............................................................................................................. RM-5

Capital Budget Executive Summary....................................................................................................................................................... CB-2 Capital Improvement Plan Summary...................................................................................................................... CB-3 General Fund 10-Year Plan.......................................................................................................................................... CB-4 General Fund Capital Project Details............................................................................................................... CB-10 Parks and Recreation Fund 10-Year Plan............................................................................................................ CB-32 Parks and Recreation Fund Capital Project Details.................................................................................... CB-35 Cultural Fund 10-Year Plan....................................................................................................................................... CB-48 Cultural Fund Capital Project Details............................................................................................................... CB-51 Recreation Fund 10-Year Plan................................................................................................................................. CB-60 Recreation Fund Capital Project Details......................................................................................................... CB-63 Public Improvement Fund 10-Year Plan.............................................................................................................. CB-70 Public Improvement Fund Project Details..................................................................................................... CB-75 Stormwater Utility Fund 10-Year Plan................................................................................................................ CB-108 Stormwater Utility Fund Project Details....................................................................................................... CB-111 Fleet Services Fund 10-Year Plan......................................................................................................................... CB-126 Fleet Services Fund Project Details................................................................................................................ CB-128 Technology Management Fund 10-Year Plan.................................................................................................. CB-130 Technology Management Fund Project Details......................................................................................... CB-132 Facility Services Fund 10-Year Plan..................................................................................................................... CB-136

Appendix Principal Sales and Use Tax Payers....................................................................................................................... APP-2 Operating Indicators by Function.......................................................................................................................... APP-3 Capital Assets by Function and Program........................................................................................................... APP-4 Demographic and Economic Information........................................................................................................... APP-5 Budget Ordinance........................................................................................................................................................ APP-6 Mill Levy Ordinance................................................................................................................................................... APP-12 Glossary.......................................................................................................................................................................... APP-15

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Town of Parker 2022 Annual Budget

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Town of Parker 2022 Annual Budget

INTRODUCTION

INTRODUCTION MESSAGE FROM THE TOWN ADMINISTRATOR January 3, 2022

To the Honorable Mayor, Members of Town Council and Citizens of the Town of Parker: On behalf of the Town of Parker, I am pleased to present the Town of Parker’s 2022 Annual Budget. This budget is the result of collaborative work between the Mayor, Town Council, staff and the community. I am proud of the hard work that has been accomplished, resulting in a comprehensive and fiscally sound budget. The Mayor, Town Council and staff diligently worked together to serve the Parker community and set the path for the future. The Town Council adopted the 2022 Budget on Nov. 15, 2021, following an extensive process by staff, as well as discussions with the Town Council at study sessions in September and October. As transparency and community engagement are essential to the Town’s success, the budget was also posted on the Town’s website and presented during two public hearings, allowing for community feedback. The Town’s Strategic Goals continued to guide decisions, not only with our 2022 Budget priorities, but in all of our operations. Town of Parker Strategic Goals:

• • • • • •

Promote a safe and healthy community Innovate with collaborative governance Enhance economic vitality Foster community creativity and engagement Support an active community Develop a visionary community through balanced growth

2021 focused on recovery and innovative solutions and we look to 2022 to focus on building for tomorrow. While this past year was still far from a routine year, Parker enjoyed many accomplishments and achievements. After months of closures and restrictions, we were pleased to welcome our community back into our facilities and to in-person events. From July 4th and Summer Concerts at Discovery Park to Recreation Race Series and a return of PACE Center performances, we reconnected in person with our residents. The Town continued our commitment to community engagement with social media efforts, online public meetings, and the rollout of a Pledge of Allegiance program. Our 2021 Community Survey allowed residents the opportunity to provide feedback about current Town services, as well as future projects and Town direction. We also continued to utilize the Let’s Talk Parker community engagement platform to promote public participation and obtain community input on multiple projects, including the Town’s Land Development Ordinance Modernization. Introduction

INTRO-2

Town of Parker 2022 Annual Budget

MESSAGE FROM THE TOWN ADMINISTRATOR INTRODUCTION (cont) Many capital projects and initiatives were accomplished in 2021, including trail and road improvements and long-range planning initiatives, such as the comprehensive Facilities Master Plan Study. We successfully submitted a grant application for new sidewalks on Parker Road through the DRCOG Safer Main Streets grant program and were awarded $3.2 million for the project. Looking ahead, the 2022 Budget demonstrates the Town’s continued commitment to advancing our strategic goals, including innovation and partnerships, while focusing on delivering exceptional services and maintaining a vibrant and healthy community. Priorities included meeting the General Fund required minimum cash balance; achieving operational recovery in the Recreation and Cultural Funds, balancing the competing needs of our organization such as operational expenses, new employee positions and infrastructure requirements; as well as ensuring maintenance and growth of community programs. The 2022 Budget contains funding for the continuation of existing services and new initiatives. It also recognizes the needs and concerns of the possible impact federal and state programs may have on revenue, the changing COVID-19 environment and how it could affect our Recreation and Cultural activities, the difficulty filling open positions with the challenging and competitive employment market and balancing 2022 needs with our 10-year financial plan. Funding for Town Council strategic goals and service enhancements was also accounted for in the budget. Some of the highlights of the 2022 Budget include:

• • • • • • •

Planning for future funding requirements related to Town infrastructure and Town buildings Implementing the first steps of the Facilities Master Plan Study Funding performance pay at an average of 4% for staff and the Police Officer Step Plan Addition of eight full-time positions across several departments Funding to develop a comprehensive economic development strategy Funding community activities at pre-COVID-19 levels, similar to 2019 My Mainstreet Downtown revitalization effort including evaluation of development proposals and the process for the disposition of the four Town-owned parcels

• Updating the O’Brien Park Playground equipment and amenities • Improving network security through advanced endpoint protection and multifactor authentication for Town applications

• Investing $26,250,741 in capital improvements throughout the Town I want to thank the staff and Town Council for the many hours of work and discussion that resulted in a fiscally responsible budget that positively impacts our community, now and in the future. Thanks to all these efforts, Parker continues to be highly regarded for our overall quality of life, safety, recreation opportunities and wellness.

Michelle Kivela, Town Administrator

Town of Parker 2022 Annual Budget

INTRO-3

Introduction

FORM OF GOVERNMENT MAYOR AND TOWN COUNCIL

Jeff Toborg, Mayor

Laura Hefta

Anne Barrington

Todd Hendreks

John Diak

Cheryl Poage

Joshua Rivero

FORM OF GOVERNMENT The Town of Parker is organized as a Council-Administrator 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 administrator. 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. 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 Administrator 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.

Introduction

INTRO-4

Town of Parker 2022 Annual Budget

FORM OF GOVERNMENT (cont) ORGANIZATIONAL CHART

Citizens of Parker

Mayor and Town Council

Town Attorney

Community Development

Town Administrator

Engineering/ Public Works

Deputy Town Administrator

Municipal Judge

Police

Assistant Town Administrator

Cultural

Municipal Court

Human Resources

Communications

Citizen Boards and Commissions

Town Clerk

Finance

Information Technology

Parks and Recreation

Town of Parker 2022 Annual Budget

INTRO-5

Introduction

INTRODUCTION PARKER PROUD VIDEO LINK: PARKER PROUD

Introduction

INTRO-6

Town of Parker 2022 Annual Budget

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

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

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

Teamwork • Communicate openly, honestly and frequently with all members of our team • Demonstrate fairness, compassion, and consistency in our interactions with others • Recognize the value of all members of our organization • Form partnerships with the community • Listen to and respect the ideas and concerns of others • Enable team members to strike a healthy work and life balance Quality Service • Treat each customer with professional courtesy, warmth and friendliness • Create a hometown feeling in our facilities and our community • Focus on problem solving by listening empathetically while responding promptly and fairly • Serve our customers efficiently and knowledgeably • Strive to meet or exceed the expectations of our customers • Treat all coworkers as customers Integrity • Embrace a culture of honor and trustworthiness • Exhibit conduct that inspires public confidence • Manage the Town’s business honestly and directly • Honor commitments and promises • Be reliable, dependable, and accountable for our actions • Learn from our mistakes Innovation • Create a proactive, empowering environment • Embrace the challenge of change • Encourage and develop creative ideas in all areas of the Town • Transform innovative ideas into reality

Town of Parker 2022 Annual Budget

INTRO-7

Introduction

INTRODUCTION 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.

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.

Support an Active Community

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

Enhance Economic Vitality

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

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.

Innovate with Collaborative Governance

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

Mission Introduction

Develop a Visionary Community Through Balanced Growth

Vision INTRO-8

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

Town of Parker 2022 Annual Budget

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

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 Administrator’s office and included participation by the Town Council and Town staff. Citizen participation was funneled through the elected officials. The outcome was the development of a vision statement, mission statement, and strategic goals. The plan 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 Department. For example, the most recent community survey was completed in 2021. The results, linked below, 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 2022 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.

VIDEO LINK: 2021 COMMUNITY SURVEY RESULTS

Town of Parker 2022 Annual Budget

INTRO-9

Introduction

STRATEGIC GOALS AND OPERATIONAL STRATEGIES (cont) 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 goal. 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 2022 Goals and Performance Measures.

MEASURING PERFORMANCE In addition to soliciting citizen feedback on Town performance, each department also reflects annually on its progress towards its past and current strategies. The result is a discussion of prior year accomplishments and performance measures by department in the budget detail section. The Town Administrator’s office began leading a project in 2021 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 2022.

Introduction

INTRO-10

Town of Parker 2022 Annual Budget

DEPARTMENTAL STRATEGIES

FOSTER COMMUNITY FOSTER COMMUNITY CREATIVITY AND ENGAGEMENT CREATIVITY AND ENGAGEMENT

2022 Departmental Strategies • Implement a Parker Youth Commission to provide an opportunity for the youth of Parker to acquire a greater knowledge of and appreciation for the local government process through active participation and to support a higher level of civic involvement by youths • Create at least one new education program for either senior citizens or people with disabilities through the Cultural Department • Redesign the Town of Parker website and Employee Intranet • Implement and promote new Town of Parker volunteer management system and website • Implement a memorial tree program • Work with an artist to have a mural painted within the newly renovated East/West Trail Jordan Undercrossing

Town of Parker 2022 Annual Budget

INTRO-11

Introduction

DEPARTMENTAL STRATEGIES (cont) SUPPORT AN ACTIVE COMMUNITY

2022 Departmental Strategies • Work with at least one new partner to the Cultural Department on a free event for the community • Redesign the Parker Parks and Recreation website • Within the Recreation Department, achieve designated cost recovery goals by Service Category areas • Implement a Parks, Recreation and Open Space Commission • Increase Senior and Therapeutic Recreation program opportunities • Construct the Trails at Crowfoot Park by spring of 2022 including a multi-use sports field, baseball field, tennis courts, pickleball courts, picnic/shade shelters, playground, nine-hole disc golf course, and trails. • Complete the construction drawings and specifications for the development of the Harvie Open Space in 2023 • Complete the planning, design, and construction of the O’Brien Park Playground improvements • Complete the update to the 2005 Bicycle and Pedestrian Plan and adopt it as part of the Transportation Master Plan

Introduction

INTRO-12

Town of Parker 2022 Annual Budget

DEPARTMENTAL STRATEGIES (cont) ENHANCE ECONOMIC VITALITY

2022 Departmental Strategies • Retain a consultant to develop and implement an Economic Development Strategic Plan through a visioning and goal setting process with the Mayor and Council, staff and community partners that will advance economic vitality by building a strong local, diverse, and resilient economy • Work in partnership with P3 to market, engage prospective investors and developers, assess submission quality including financial analysis, project design, identify risk and alignment with Town goals and advocate the disposition of the four Town-owned parcels in downtown Parker • Roll-out robust economic development marketing initiatives to promote local business community and support business success, and create a new marketing and communications plan to enhance economic development outreach efforts

Town of Parker 2022 Annual Budget

INTRO-13

Introduction

DEPARTMENTAL STRATEGIES (cont) PROMOTE A SAFE AND HEALTHY COMMUNITY PROMOTE A SAFE AND HEALTHY COMMUNITY 2022 Departmental Strategies •

Complete all major facility-related capital improvement projects: o Recreation Center – pool dehumidification unit replacement o Town Hall – boilers and roof replacement o Town Hall – expansion design o Motsenbocker – wastewater repair o Fieldhouse – roof top units and curtain replacement o Fieldhouse and Recreation Center security enhancements

• Complete work orders for Fleet in an average of 4 days (96 hours) • Continue with phase II of construction of a parallel soft surface trail along the Cherry Creek Regional Trail to reduce trail congestion and improve safety • Renovate Salisbury Park Field #2 infield by removing the turf and installing a full skin (dirt) infield to provide a better suited infield for a wider range of user groups and ages • Complete update to Cherry Creek Major Drainage Plan in conjunction with other project stakeholders • Migrate all infrastructure inspections and work orders to new asset management software and begin utilizing new software to efficiently manage assets • Expand the Community Response Team (CRT) to enhance its response to mental health crises and emergencies • Maintain Nationally Accredited Agency status by the Commission on Accreditation for Law Enforcement Agencies (CALEA) for law enforcement accreditation. Goals for accreditation will be to: reduce risk and liability exposure by improved policy, create a greater accountability within the department, create a template for command reports for improved reports and analyses, help improve employee morale through accreditation and increase staff (minimum part-time) to assist manager with all four accreditations. • Explore and implement options for Court Supervision and Teen Court Programs to expand both programs • Install upgraded camera systems, public address systems, card access panels and panic buttons at the Fieldhouse and Recreation Center as a part of the building safety and security plan • Complete Warrant studies of 6 relatively high-volume locations to see if new signals are needed

Introduction

INTRO-14

Town of Parker 2022 Annual Budget

DEPARTMENTAL STRATEGIES INTRODUCTION (cont) INNOVATE WITH COLLABORATIVE GOVERNANCE

2022 Departmental Strategies • In collaboration with department directors, develop and implement a work plan to address opportunities to improve culture, leadership and communication • Finalize the performance measures framework and fully operationalize the Town’s strategic plan • Develop and implement a DEI (Diversity, Equity and Inclusion) approach to the Town’s culture and employee practices • Replace legacy phone system with a Unified Communication hosted phone solution that better suits the Town’s needs • Continue the practice of annually replacing 25% of workstations and laptops to prevent a backlog of obsolete technology and ensure efficient and cost-effective operations • Enhance procurement policies and practices to increase clarity for vendors and staff, to increase compliance and mitigate the need for waivers and to implement time and cost saving measures • Implement the paperless procurement system to streamline Town purchases to improve efficiency and accountability • Conduct a townwide needs analysis for employee safety and risk management training • Implement mentoring program to support newly promoted supervisors/managers • Initiate compensation structure/plan analysis • Complete a department records audit in each Town department to determine what types of records each department keep; followed by a training program regarding records retention and processes. • Develop three new educational videos to make our government processes approachable and understandable • Create a system to offer plea bargains by mail to reduce numbers of people that must appear in Court, to best serve the public and reduce those that fail to appear in Court • Deploy new traffic responsive equipment in support of DRCOG grant and develop new algorithms for all new areas

Town of Parker 2022 Annual Budget

INTRO-15

Introduction

INTRODUCTION STRATEGIES (cont) DEPARTMENTAL DEVELOP A VISIONARY COMMUNITY THROUGH BALANCED GROWTH

2022 Departmental Strategies • Use the 10-year financial plan to sustainably implement the Facilities Master Plan that will be completed in early 2022 • Construct the safety and circulation improvement project on/adjacent to Mainstreet in the downtown area • Construct improvements to Motsenbocker Road south of the Hess Road intersection • Construct the proposed Cottonwood Drive widening over Cherry Creek and also the construction of median landscaping improvement in the summer of 2022. • Design the Lincoln Avenue widening between Jordan Road and Parker Road • Complete the construction of the following traffic signals; Parker Road/Parkglenn, Motsenbocker Road/French Creek Avenue, and Chambers Road/Crowfoot Valley Road/Bayou Gulch Road • Complete Module Three of the Land Development Ordinance Modernization and issue a Public Hearing Draft of the entire Ordinance Modernization by December 2022 • Adopt a land use/transportation/urban design plan for the area centered on the intersection of Parker Road and Pine Lane • Execute an intergovernmental agreement amendment with Douglas County to jointly fund the design of the proposed Dransfeldt Road extension over Cherry Creek • Execute an intergovernmental agreement amendment with Douglas County to jointly fund the design of the proposed Lincoln Avenue widening between Jordan Road and Parker Road • Complete the Zoning Map Amendment project to implement the Land Development Ordinance Modernization • Initiate an update to the Parker 2035 Master Plan

Introduction

INTRO-16

Town of Parker 2022 Annual Budget

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.

Town of Parker 2022 Annual Budget

INTRO-17

Introduction

INTRODUCTION IMPORTANT DIGITAL RESOURCES TOWN OF PARKER ONLINE RESOURCES

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

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

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

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

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

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

YouTube • @TownofParkerCO • @ParkerRecreation Introduction

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Town of Parker 2022 Annual Budget

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

VIDEO LINK: COMMUNITY ENGAGEMENT

Town of Parker 2022 Annual Budget

INTRO-19

Introduction

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 60,000 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/Administration form of government. The Mayor and Town Council, who are elected at large, make policy decisions, approve the Town budget and enact and provide for the enforcement of Town ordinances (laws). Town Council hires and directs the Town Administrator, who oversees Town staff and the day-to-day operations of the organization. The Town employs 301 full-time and 494 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. 2021 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.

Introduction

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Town of Parker 2022 Annual Budget

TOWN INTRODUCTION PROFILE (cont) The Town continues to grow quickly and works diligently to provide and maintain the necessary community infrastructure, including 550 lane miles of roadway, 92 traffic signals (79 Town-owned and 13 CDOT-owned signals on Parker Road), 6,649 stormwater drainage facilities, and 30 Townowned buildings. Our Police Department is an accredited industry leader and has implemented a wide variety of innovative initiatives, including a nationally-recognized body-worn camera program. In addition to the many services offered by the Town, we strive to engage our community through social media, opportunities for involvement and a wide range of activities and events. We encourage community engagement in all we do, especially through our online engagement platform, www.LetsTalkParker.org. Even through Parker’s growth, we’ve managed to maintain a palpable feeling of community. Parker is a well-planned community that offers excellent opportunities for investors, retailers and developers to relocate or expand. Both businesses and residents enjoy the open space and trails, recreational amenities, opportunities for community involvement and great schools. They also enjoy a wide range of shopping venues, access to many modes of transportation and quality services.

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

Governance The Town is a home-rule municipality governed by a Council-Administrator 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 Administrator, Town Attorney and Municipal Court Judge. The Town Administrator carries out the Council’s directives and is responsible for all other Town staff and day-to-day activities.

Town of Parker 2022 Annual Budget

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Introduction

INTRODUCTION TOWN 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 $676,941.

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

Healthcare Parker Adventist Hospital is located in Parker and offers a wide array of specialists and services, including a branch of The Children’s Hospital. New medical offices and practices continue to locate near this facility and the surrounding area, attracting a high-quality workforce to the community. In addition, the Skyridge Medical Center is located in Lone Tree, just 10 miles west of Parker. Both hospitals have recently added new facilities to accommodate the growth that Parker and Douglas County have experienced in recent years. Parker is also home to the Rocky Vista University College of Osteopathic Medicine. The Rocky Vista University campus includes leading-edge technology, AV capabilities and educational support which are evident throughout the approximately 145,000 square feet of campus and buildings of the University.

Introduction

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Town of Parker 2022 Annual Budget

TOWN INTRODUCTION 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.

Town of Parker 2022 Annual Budget

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Introduction

INTRODUCTION TOWN PROFILE (cont) Transportation Parker is located in northeast Douglas County, approximately five miles east of I-25. The E-470 tollway runs through the northern portion of town and the 15 to 20-minute commute to the Meridian, Inverness and Denver Tech Center business parks is easily made via the expressway. South Parker Road (Highway 83) provides connectivity and convenient access for commuters. The Regional Transportation District (RTD) also serves the Parker community by providing rapid transit services, including the Light Rail on Lincoln Avenue and a FlexRide system to various businesses and residential areas.

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

Introduction

INTRO-24

Town of Parker 2022 Annual Budget

TOWN INTRODUCTION 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, a skate park, walking trails, picnic pavilions and playgrounds, as well as a dog park and disc golf course. The Town’s Railbender Skate and Tennis Park is a favorite for many local in-line skaters and skateboarders. The Parker Fieldhouse is a 100,000-square-foot indoor facility that features basketball courts, a 25-foot climbing wall, inline hockey rink, turf field, fitness center, running track and batting cages. Program participation continues to exceed expectations. The Recreation Center is home to an Olympic-size indoor swimming pool that is used by the high school swim teams, as well as for swimming lessons, exercise classes and year-round recreational swimming. The facility also includes basketball courts, work-out area with state-of-the-art equipment, cycling area and classrooms for various activities. 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 their 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.

Town of Parker 2022 Annual Budget

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Introduction

TOWN 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. The following set of data and graphical information illustrates various demographic and economic indicators of the Town and the surrounding area.

Introduction

INTRO-26

Town of Parker 2022 Annual Budget

TOWN PROFILE (cont)

Town of Parker 2022 Annual Budget

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Introduction

INTRODUCTION TOWN PROFILE (cont)

Introduction

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Town of Parker 2022 Annual Budget

TOWN INTRODUCTION PROFILE (cont)

Town of Parker 2022 Annual Budget

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Introduction

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Town of Parker 2022 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, 2021. 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, 2021

Executive Director Budget Overview

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Town of Parker 2022 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. 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 detailing each expense within the line item.

• Expense justifications for new expenses over $50,000 for the current year, including new

personnel requests of any amount, are submitted by each department and scored by a crossdepartmental team for the expense budget. The proposed expenses are limited by revenue projections.

• Revenue projections are developed by the Finance Department in conjunction 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 Administrator. Study sessions are held throughout the process to inform and seek the input of the Town Council. Adjustments are made as necessary.

• The Town Administrator 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.

• With the strategic planning and study sessions held with the Town Council, it is expected that revisions to the proposed budget will be 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 prior to adoption. Through the Talk of the Town newsletter, social media and online communication, interested citizens are made aware that the proposed budget is available online for their review, and they are invited to provide feedback. 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 2022 Annual Budget

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Budget Overview

SECTION CALENDAR BUDGET TITLE

DATE

LEGAL DEADLINE

ACTIVITY

April 29

Kick-off for cross-functional long-range plan team

June 1 June 8

Kick-off for cross-functional capital team 2022 budget process discussed with Executive Management Team (EMT) Scoring of long range plan requests completed by long-range plan team

June 9

Scoring of capital requests completed by capital team Allocation process methodologies for Internal Service Funds established Completion of expense line item requests and expenses justification sheets Town Council Retreat - Strategic Planning Kick-off for cross-functional expense team

July 12 July 14

July 22 July 23 July 30 August 2 August 6

Revenue budget drafted Scoring of expense requests completed by expense team

September 15

Proposed 2022 budget discussed with Town Administrator Town Council Study Session: General Fund Budget

September 27

October 4 October 13

Town Council Study Session: Remaining Funds Budgets Proposed 2022 budget posted online and sent to October 15 Town Council

November 1

First public hearing on the 2022 budget

November 15

Second public hearing and passage of the 2022 budget

December 15

2022 fiscal year begins 2022 budget filed with the State of Colorado Department of Local Affairs and with the Governmental Finance Officers Association

January 31

5 6

January 1, 2022 January 25

COLOR KEY Strategic Planning

Budget Overview

Capital Budget Process

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Operating Budget

Town of Parker 2022 Annual Budget

FINANCIAL HIGHLIGHTS OF THESECTION 2022 BUDGET TITLE This section presents the highlights of the 2022 Budget. Following this section is detailed background information on the Town’s basis of presentation, budgeting and accounting, the Town’s budget and financial policies, and the debt service and financial obligations of the Town.

BUDGET DEVELOPMENT Short Term Factors Impacting Overall Budget Development The Town experienced strong revenue growth in 2021. The overall economic recovery, including pent-up demand for goods and services, growth in the Town of Parker, federal and state cash infusions into the economy and inflation are all growth factors for the Town. Additionally, changes to the municipal code in late 2020 and collaboration with the state on sales tax have increased the number of remote sellers remitting sales tax to the Town. Growth is expected to level off as economic interventions from the federal government turn from jump-starting the economy to managing inflation. Inflation is a mixed indicator for the Town because higher prices result in more sales tax revenue, but they also blunt demand and raise the Town’s operating costs. The Town has also already captured much of growth related to the increase in remote sellers. The 2022 budget reflects a flatter projected revenue growth rate as compared to 2021. Another major impact to the 2022 budget is the level of capital needs throughout the Town, both within the community and Town government itself. As the Town grows and returns to a prepandemic level of service provision, modest expense growth must be balanced with necessary capital spending. The overall strong financial position of the Town guided planning for the 2022 capital program and the 10-year capital improvement plan (CIP). Cash reserves at the end of 2021 and beginning of 2022 are set aside in the Capital Renewal and Replacement Reserve Fund for near-term infrastructure needs. On the operational expense side, travel and in-person training are budgeted at levels similar to 2019, and other operational costs are incrementally increasing as the Town predicts a return to full service provision for the entire year. Growth above 2019 levels was contained as much as possible considering the infrastructure needs the Town is facing. To that end, the Town implemented a new process for prioritizing incremental expenses over $50,000 for the 2022 budget. The process mirrors the existing scoring process for capital items that has been in place for four years. Finally, the ongoing effect of the COVID-19 pandemic was also considered for budget development. The Cultural and Recreation department budgets have been most directly impacted by closures and reduced operations. These two departments depend on patrons participating in classes and events in person and on booking facility rentals. It was expected Town services would return to normal in early 2021, but the rise of the Delta variant caused some softening of revenues in the second half of the year. Revenues will be watched closely in 2022 with steps taken to preserve operational recovery in those funds if necessary.

Town of Parker 2022 Annual Budget

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Budget Overview

SECTION TITLE FINANCIAL HIGHLIGHTS OF THE 2022 BUDGET (cont) Budget Objective and Priorities The objective of the 2022 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:

• Community activities will return to 2019 funding levels. • Sales tax revenue growth is budgeted at 6% for 2022. • Both performance pay and commissioned officer step increases are budgeted at 4%, in line with regional increases.

• Changes to the compensation structure of the police department will address compression issues and hiring challenges.

• Growth in discretionary expenses is contained to balance capital needs. • The Town must plan to fund Town infrastructure and building improvements identified in the Facilities Master Plan to be completed in late 2021.

Four priorities were established for the 2022 budget:

• Maintain required General Fund cash reserves • Maintain and grow community programs • Balance competing funding needs between operating expenses, increased staffing and infrastructure

• Identify funding sources for needs identified in the 2021 Facilities Master Plan The first two priorities remain in place from the 2021 budget. First, General Fund cash reserves remain a priority as they are a legal requirement and are set by the Council. Second, community programs have continued to grow despite setbacks from COVID-19. Third, development growth in the Town has created a need for additional infrastructure investment and increased operational expense, including increased staff to manage the growing number of new capital and infrastructure repair and maintenance projects. These must be carefully balanced to fit within the revenue constraints of the Town. The Town used a scoring process for capital projects, incremental expense increases over $50,000 and new personnel to prioritize the most important items for each category by fund. Finally, Town municipal buildings are aging and required to support increasing numbers of staff and community members. Recognizing that significant repairs and expansion are becoming necessary, the Town undertook a Facilities Master Plan in 2021 to identify needs for repair and/ or replacement of Town equipment, facilities and other assets. Strategic planning maximizes the efficiency of Town assets and promotes safety in operations. The 2022 budget includes a $9.3 million transfer of General Fund cash reserves to the Capital Renewal and Replacement Reserve Fund to help fund the needs identified in the plan. 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 2022 budget as originally presented, with no changes between the proposed and final adopted budget. Budget Overview

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Town of Parker 2022 Annual Budget

FINANCIAL HIGHLIGHTS OF THE 2022SECTION BUDGETTITLE (cont) General Fund Sales tax makes up almost 71% of the General Fund revenue, so estimating the 2021 projected and 2022 budgeted revenue accurately is key to the overall direction of the 2022 budget. Sales tax growth has fluctuated for several years. Growth was 4% in 2018, 6.3% in 2019, 7.8% in 2020 and is projected to close 2021 around 18%. With some of the growth attributed to short-term factors, a conservative projection of 6% was used for 2022. The experience of other Denver area municipalities, local economic projections and continued population growth were all considered in developing the budget. The top five General Fund revenue sources, including sales tax, account for about 86% percent of the total revenue in the General Fund. Specific 2022 growth rates for those five sources range from 3.9% for electric excise taxes to about 12% for real property taxes. Overall, operational revenue growth in the General Fund is budgeted to grow 7% from the 2021 projection and generate $3.2 million in incremental revenue. The Town uses an incremental approach to budgeting. An incremental approach uses a base, or existing, budget and adjusts up or down as necessary. Discretionary spending has been reduced significantly through several years of cost cutting, so a base level of expenditures is considered necessary as a starting point. Funding of personnel-related costs, including a 4% increase for performance pay and commissioned officer step plan, police compensation plan structural changes, medical benefit cost increases and new full-time positions require an additional $2.2 million in expenditures in the General Fund. Other expenditure increases include a return to 2019 levels of operational costs in travel, training, community outreach and community events. Repair and maintenance costs for streets and snow removal activities are also increasing by about $1.2 million due to increased labor and materials costs. Several small capital projects are also included in the 2022 budget, such as boiler replacement and roof repairs at Town Hall. The larger items identified in the 2021 Facilities Master Plan are not budgeted for in 2022. The plan is still being finalized, and more work needs to be done on prioritizing and planning for the projects. Cash is being set aside in the Capital Renewal and Replacement Reserve fund for these projects. In summary, the 2022 General Fund budget implements the Town’s four budgetary priorities. The General Fund maintains a 25.7% General Fund cash reserve. Funding for community programs was increased but balanced with personnel and capital needs. The resulting balanced budget maintains excellent service to the community and Town employees while maintaining and improving Town infrastructure. Finally, the budget includes a $9.3 million transfer to the Capital Renewal and Replacement Reserve fund for future Town infrastructure needs.

Town of Parker 2022 Annual Budget

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Budget Overview

SECTION TITLE FINANCIAL HIGHLIGHTS OF THE 2022 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 2018 – 2022. Overall revenue growth in all funds has been an average of 7% year-over-year. Operational funds including the Cultural and Recreation funds have seen lower than average revenues due to the drop off in charges for services during the COVID-19 pandemic. The capital funds and Stormwater Utility have variable growth rates because developer contributions fluctuate from year to year. The Medical benefits fund has also seen higher than average growth due to cost recovery for increased benefits costs.

2018 Actual

2019 Actual

2020 Actual

2021 Amended Budget

2021 Projected

2022 Budget

Beginning Fund Balances

$ 58,431,454

$ 74,028,558

$ 87,393,820

$ 139,080,657

$ 117,351,516

19%

Governmental Funds General Fund

$ 51,221,196

$ 85,427,108

$ 60,249,324

$ 54,967,246

$ 62,759,282

$ 65,951,145

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

452,869 8,147,923 95,745 3,562,158 6,010,824

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

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

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

600,055 10,808,787 80,173 2,473,123 5,061,791

600,060 10,461,450 107,460 3,598,812 7,163,000

7% 6% 3% 0% 4%

Capital Projects Funds Public Improvements Excise Tax Capital Renewal/Replacement Impact Fee Funds Hess Ranch Metro District Parkglenn Construction

13,143,865 3,855,891 32,470 3,283

9,643,535 2,735,075 46,064 248,718 4,704

31,669,825 5,023,121 17,519 2,289 29,859 1,940

7,703,140 2,830,000 20,000 2,798 25,035 2,850

8,491,625 6,033,500 20,000 545 51,600 400

12,431,967 6,400,000 30,000 562 53,160 400

-1% 14% -2%

Proprietary Funds Enterprise Fund Stormwater Utility

2,399,937

5,364,127

8,939,359

11,269,389

16,133,925

9,791,240

42%

Internal Service Funds Fleet Services Technology Management Facility Services Medical Benefits

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

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

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

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

2,684,002 3,981,583 1,089,223 4,454,868

2,988,150 4,183,682 1,181,235 4,739,150

8% 7% 4% 10%

98,551,213

135,517,234

132,215,537

108,263,886

124,724,482

129,681,473

Revenues

Debt Service Funds General Debt Service Recreation Debt Service

Total Revenues

Compound Annual Growth

-41%

Note: Interfund transfers are not included

Budget Overview

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Town of Parker 2022 Annual Budget

FINANCIAL HIGHLIGHTS OF THE 2022SECTION BUDGETTITLE (cont) The overall expenditure growth in all funds has been an average of 9% year-over-year. Changes in the Parks and Recreation, Law Enforcement Assistance, Public Improvements, Stormwater Utility and Medical Benefits funds all had higher growth rates than 9%. 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 Law Enforcement Assistance fund was impacted by grants, and the Medical Benefits Fund saw increased employee claims.

Expenditures

2018 Actual

2019 Actual

$ 47,098,810

$ 80,849,047

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

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

Capital Projects Funds Public Improvements Excise Tax Capital Renewal/Replacement Impact Fee Funds Hess Ranch Metro District Parkglenn Construction

Governmental Funds General Fund

2020 Actual

2021 Amended Budget

44,439,874

$ 54,124,289

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

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

9,333,929 128,567 4,891,277 9,428,573

7,175,737 -

8,464,583 -

5,902,339 -

Debt Service Funds General Debt Service Recreation Debt Service

943,441 1,586,078

943,045 1,585,947

Proprietary Funds Enterprise Fund Stormwater Utility

1,921,245

Internal Service Funds Fleet Services Technology Management Facility Services Medical Benefits Total Expenditures Ending Fund Balances

2021 Projected

49,995,519

Compound Annual Growth

57,650,044

7,929,984 132,370 4,706,327 8,508,184

4,637,733 166,361 5,893,280 9,771,922

27% 26% 3% 5%

40,054,436 -

40,062,020 -

13,165,000 -

16%

942,451 1,584,894

940,323 1,582,620

940,322 1,582,620

943,210 1,582,499

0% 0%

4,152,298

3,573,265

20,364,967

20,944,980

11,685,976

57%

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

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

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

2,495,384 3,975,659 1,141,299 4,427,000

2,502,363 3,911,785 1,114,966 4,122,183

2,544,648 4,219,666 1,141,062 4,411,098

6% 8% 3% 10%

82,954,115

122,151,968

80,528,700

152,888,323

146,453,623

117,812,499

$ 74,028,558

$ 87,393,820

$ 139,080,657

$ 94,456,220

$ 117,351,516

$ 129,220,490

17%

2022 Budget

Note: Interfund transfers are not included

Town of Parker 2022 Annual Budget

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Budget Overview

SECTION TITLE FINANCIAL HIGHLIGHTS OF THE 2022 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 2018 Actual

2019 Actual

2020 Actual

2021 Amended Budget

2021 Projected

2022 Budget

$ 35,753,563 1,971,653 2,582,049 40,307,266

$ 37,986,431 1,998,059 2,635,997 42,620,487

$ 40,923,357 2,321,699 2,486,245 45,731,301

$ 39,960,000 2,373,500 2,531,676 44,865,176

$ 45,680,000 2,373,500 2,735,500 50,789,000

$ 48,391,400 2,658,320 2,821,300 53,871,020

8% 8% 2% 8%

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

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

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

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

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

3,500,000 233,800 3,733,800

3,700,000 258,175 3,958,175

13% 1% 12%

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

1,111,618 1,661,505 754,935 173,540 576,661 4,278,259

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

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

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

1,100,000 2,025,000 180,000 352,775 3,657,775

1,122,000 2,200,000 185,400 302,500 3,809,900

0% 7% 2% -15% -3%

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

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

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

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

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

1,500,000 1,262,300 1,542,002 4,304,302

1,250,000 1,257,800 1,532,750 4,040,550

7% 3% 7% 6%

157,074 692,137

120,305 31,433,694

124,233 595,050

121,000 380,000

91,000 183,405

90,500 181,000

-13% -28%

51,221,196 1,853,304

85,427,108 1,460,674

60,249,324 1,875,570

54,967,246 1,521,843

62,759,282 1,521,843

65,951,145 1,734,594

7% -2%

$ 53,074,500

$ 86,887,782

$ 62,124,894

$ 56,489,089

$ 64,281,125

$ 67,685,739

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

Fines and Forfeitures Other Revenue Subtotal Revenue Transfers In Total Revenue

Compound Annual Growth

Excluding transfers in, total 2022 budgeted revenue is almost $66 million, with sales tax being the largest revenue source. The sales tax growth rate has been increasing since 2018, reflecting growth in the Town. Growth in 2021 jumped to a projected 18%, due in part to short term factors discussed in the Budget Development section that aren’t expected to be sustained. Therefore, a moderate rate of 6% has been used for the 2022 budget. The Parks and Recreation Fund transfers in $1.4 million to partially offset the parks and recreation administration costs included in the General Fund. An interfund transfer of $0.3 million from the Stormwater Utilities Fund offsets work completed by the Public Works Department on behalf of the Stormwater Department. Including these two transfers, revenue is budgeted at a total of $67.7 million. Additional revenue discussion is in the Revenue Manual section of this document. Budget Overview

BO-10

Town of Parker 2022 Annual Budget

FINANCIAL HIGHLIGHTS OF THE 2022SECTION BUDGETTITLE (cont) Expenditures by Category General Fund Expenditures by Category Salary and Benefits Supplies Purchased Services Internal Services Insurance/Utilities Debt Service Capital Outlay Economic Development Incentives Other Subtotal Expenditures Transfers Out Total Expenditures

2018 Actual $ 22,725,123 834,124 10,084,916 4,971,075 1,355,749 3,699,875 1,767,176 1,309,990 350,782 47,098,810 2,442,226 $ 49,541,036

2019 Actual $ 23,599,670 868,778 10,051,137 5,478,856 1,334,623 36,928,606 760,411 1,327,708 499,258 80,849,047 2,437,265 $ 83,286,312

2020 Actual $ 23,787,938 1,023,223 8,667,131 5,691,601 1,427,101 2,349,150 355,555 876,185 261,990 44,439,874 3,582,554 $ 48,022,428

2021 Amended Budget $ 27,603,453 1,260,144 11,951,119 6,278,028 1,573,915 2,347,250 1,439,980 954,000 716,400 54,124,289 12,522,724 $ 66,647,013

2021 Projected $ 25,496,037 1,074,182 10,801,711 6,278,418 1,459,872 2,347,250 1,383,980 679,000 475,069 49,995,519 32,012,752 $ 82,008,271

2022 Budget $ 29,714,076 1,203,490 12,254,558 6,948,137 1,651,213 2,345,250 2,355,800 579,000 598,520 57,650,044 12,888,398 $ 70,538,442

Compound Annual Growth 7% 10% 5% 9% 5% -11% 7% -18% 14% 5% 52% 9%

Total expenditures are $11.5 million lower in the 2022 Budget as compared to the 2021 Projected Actuals. Most of this variance is due to a transfer of $29.4 million to the Capital Renewal and Replacement Reserve Fund in 2021. The 2022 budgeted transfer declined to $9.3 million based on the available cash reserves. Another significant variance of $4.2 million is in Salary and Benefits. The budget assumes all positions will be filled for the full year, while the 2021 Projected amount reflects vacancies that have occurred throughout the year. The 2022 Budget also includes 4% performance pay increase and police step increases, changes to the police compensation structure and increased healthcare costs. Finally, purchased services are increasing $1.5 million to account for increased repair and maintenance costs and snow removal costs and for a full return to community programming.

Town of Parker 2022 Annual Budget

BO-11

Budget Overview

SECTION TITLE FINANCIAL HIGHLIGHTS OF THE 2022 BUDGET (cont) Expenditures by Department Major variances by department are largely personnel related but also include changes in capital expenditures. General Fund Summary Expenditures by Department Communications Community Development Building Inspection Historic Preservation Economic Incentives Interfund Transfers Emergency Response - COVID-19 Elected Officials Finance Sales Tax Human Resources Risk Management Interdepartmental Debt Service Municipal Court P3 Services Parks, Forestry and Open Space Parks and Forestry Facility Police Public Works Public Works Facility General Government Buildings Town Administrator Economic Development Town Attorney Town Clerk Elections Customer Service Total Expenditures

2019 2018 Actual Actual $ 814,277 $ 821,554 $ 1,350,102 1,394,565 1,577,405 1,551,944 1,019 1,267,768 1,269,708 2,442,226 2,437,265 144,333 170,387 880,482 883,673 445,119 391,826 652,305 742,228 363,955 365,062 437,678 448,552 3,699,875 36,928,606 333,869 354,510 285,774 306,110 3,641,886 3,863,400 225,063 241,600 16,490,231 16,181,295 11,468,382 11,797,110 185,150 216,805 645,390 547,026 480,197 468,855 443,628 465,948 791,330 829,116 305,971 476,332 31,396 290 136,225 132,545 $ 49,541,036 $ 83,286,312 $

2021 2020 Amended Actual Budget 730,051 $ 943,372 $ 1,241,954 1,900,387 1,536,033 1,685,860 1,526 2,000 826,185 900,000 3,582,554 12,522,724 258,171 250,000 130,330 163,937 1,036,068 2,226,461 411,299 530,274 748,413 963,295 417,271 481,878 317,828 1,060,557 2,349,150 2,347,250 342,201 397,889 267,364 302,398 3,242,019 4,052,136 229,442 395,721 15,346,141 18,270,502 11,849,552 13,702,867 187,493 208,489 592,336 564,322 534,403 770,987 399,392 249,322 937,163 1,056,103 335,432 447,917 41,444 105,000 131,213 145,365 48,022,428 $ 66,647,013 $

2021 2022 Projected Budget 927,593 $ 985,592 1,498,336 1,985,007 1,612,904 1,817,693 1,500 2,000 625,000 525,000 32,012,752 12,888,398 60,900 166,623 203,371 1,451,232 2,004,166 487,979 567,692 844,080 981,311 464,324 524,115 811,828 684,407 2,347,250 2,345,250 377,491 451,583 294,104 320,189 3,619,462 4,354,174 381,470 223,085 17,430,421 18,971,107 13,347,502 15,800,799 195,864 202,703 532,833 1,493,211 760,476 860,192 141,110 244,391 1,038,251 1,422,291 374,921 488,137 68,817 45,000 133,248 147,578 82,008,271 $ 70,538,442

Compound Annual Growth 5% 10% 4% 18% -20% 52% 9% 23% 6% 11% 10% 12% -11% 8% 3% 5% 0% 4% 8% 2% 23% 16% -14% 16% 12% 9% 2% 9%

The following are notable variances between the 2022 Budget and 2021 Projected Actuals:

• The $.5 million increase in Community Development reflects an increased cost for technology management and a project to update the Parker Master Plan.

• Interfund transfers are decreasing due to the one-time $29.4 million dollar transfer to the

Capital Renewal and Replacement Reserve fund in 2021. The 2022 budget includes a transfer of $9.3 million based on available cash reserves.

• The Finance increase of $.5 million reflects a contingency of $0.3 million for legal assistance

Budget Overview

BO-12

Town of Parker 2022 Annual Budget

FINANCIAL HIGHLIGHTS OF THE 2022SECTION BUDGETTITLE (cont) and a possible IRS payment related to employee 401(a) and 457(b) plans. The remainder of the increase is for a capital project to implement a paperless procurement system.

• The Parks, Forestry and Open Space increase of $0.73 million is due to an increased level of repairs and maintenance and increased personnel costs.

• The Police Department shows an increase of $1.5 million, of which $1.2 million is related to

the step increases and structural changes to the compensation plan for sworn officers. It also accounts for positions that were vacant in 2021 but fully budgeted in 2022. Performance increases for civilian staff and a taser maintenance plan make up the rest of the difference.

• The Public Works Department increase of $2.5 million is split between personnel and

increased repair and maintenance costs. The Department is adding four positions to account for the increased lane miles and new infrastructure projects. Labor and materials cost increases are also impacting the budget for street maintenance and snow removal.

• Within Public Works, the General Government Buildings budget is increasing almost $1 million due to capital replacement needs at the Town Hall.

• The Town Attorney budget is increasing $.4 million to account for two additional Assistant Town Attorneys and increased legal fees.

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

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

2018 Actual

2019 Actual

2020 Actual

2021 Amended Budget

2021 Projected

2022 Budget

$ 17,498,023 53,074,500 49,541,036 $ 21,031,487

$ 21,031,487 86,887,782 83,286,312 $ 24,632,957

$ 24,632,957 62,124,894 48,022,428 $ 38,735,423

$ 38,735,423 56,489,089 66,647,013 $ 28,577,499

$ 38,735,423 64,281,125 82,008,271 $ 21,008,277

$ 21,008,277 67,685,739 70,538,442 $ 18,155,574

42%

30%

81%

43%

26%

Compound Annual Growth 5% 6% 9% -4%

26%

General Fund expenditures are higher than revenue for the 2022 Budget, which results in a reduction to the ending fund balance of $2.9 million from 2021 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 2022. A one-time transfer of $9.3 million to the Capital Renewal and Replacement Reserve Fund is being made with excess cash reserves. The Town Charter requires the General Fund maintain a ratio of 25% of cash to total expense; the ratio for the 2022 Budget is 26% after this one-time transfer.

Town of Parker 2022 Annual Budget

BO-13

Budget Overview

SECTION TITLE FINANCIAL HIGHLIGHTS OF THE 2022 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 2022 Budget and the 2021 Projected Actuals for these funds follows.

Parks and Recreation Fund The revenue variance of $0.4 million is due to lower budgeted contributions in 2022. Contributions from developers vary from year to year and are not generally budgeted unless known in advance. The fund also shows increase in sales tax revenue of $.5 million. On the expense side, the capital projects budgeted for 2022 are smaller and fewer than what was planned for 2021, resulting in a $2.2 million expense decrease. This decrease is partially offset by a $1.1 million increase in the interfund transfer to the Recreation Fund. The additional funding is being used by the Recreation Fund for capital projects and to create a healthy fund balance reserve.

Cultural Fund Revenue in the Cultural Fund is increasing $2.2 million in the 2022 Budget, primarily due to increases in charges for services and intergovernmental grants. Expenditures are increasing by $1.1 million. Both increases reflect the Cultural Department anticipating providing a full year of services and programming after COVID-19 related closures and restrictions persisted into 2021.

Recreation Fund Revenue in the Recreation fund is increasing $2.1 million reflecting the operational closures due to COVID-19 that persisted into 2021. The Parks and Recreation department is also changing the fee schedule for some activities to promote greater cost recovery in its programs. Expenditures are increasing $1.2 million, primarily in personnel and contracted services. The department has had to restructure its positions somewhat to address the current difficulty of hiring for part-time and seasonal positions. One full time position is being added as part of this effort.

Public Improvements Fund Revenues in the Public Improvements Fund are increasing $3.9 million due to an increase in developer contributions. Major contributions are anticipated partnership funding for the North Parker Road improvements and developer contributions for several traffic lights. Projects in 2022 total $9.1 million, half of which is for North Parker Road improvements.

Stormwater Utility Fund Stormwater revenue is down $6.3 million in 2022 due to fewer planned developer-funded capital projects as compared to 2021. Expenses are decreasing by $9.2 million for the same reason. 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.

Budget Overview

BO-14

Town of Parker 2022 Annual Budget

FINANCIAL HIGHLIGHTS OF THE 2022SECTION BUDGETTITLE (cont) STAFFING The chart below summarizes the full-time equivalent (FTE) employee numbers by department and fund for the time period 2018 through the 2022 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 Town Clerk Municipal Court Town Administrator Finance Town Attorney Human Resources Community Development Communications Police Public Works Parks and Forestry P3 Support Services Total General Fund Parks and Recreation Fund Law Enforcement Assistance Fund Cultural Fund Recreation Fund Stormwater Utility Fund Fleet Services Fund Technology Management Fund Facilities Services Fund Total Full-Time Equivalent

2018 Actual

2019 Actual

2020 Actual

2021 Amended 2021 Budget Projected

2022 Budget

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

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

4.80 2.80 3.75 13.34 5.00 7.00 24.80 4.00 122.90 35.40 25.40 2.25 251.44

5.00 2.00 3.75 14.80 5.00 7.00 24.50 4.00 125.90 36.40 25.30 2.25 255.90

5.00 2.00 3.75 14.80 5.00 7.00 24.50 4.00 125.90 36.40 25.10 2.25 255.70

5.00 2.00 3.75 14.50 7.00 7.00 24.50 4.00 125.90 40.40 25.30 2.25 261.60

3.18 1.00 33.13 111.14 8.80 4.60 12.00 8.60

3.18 1.00 31.78 106.55 8.60 4.60 12.50 8.60

3.16 1.00 21.23 75.93 8.85 4.60 12.50 8.60

2.85 1.50 24.00 96.35 9.80 4.35 12.50 8.35

2.85 1.50 22.00 95.75 9.80 4.35 12.50 8.35

2.85 1.50 32.00 104.35 9.80 4.35 12.50 8.35

437.49

432.25

387.31

415.60

412.80

437.30

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 2022 Annual Budget

BO-15

Budget Overview

SECTION TITLE FINANCIAL HIGHLIGHTS OF THE 2022 BUDGET (cont)

Employees by Fund/Department

2018 Actual

2019 Actual

2020 Actual

2021 Amended 2021 Budget Projected

2022 Budget

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

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

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

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

5.00 2.00 3.75 14.80 5.00 7.00 24.50 4.00 125.90 36.40 24.90 2.25 255.50

5.00 2.00 3.75 14.50 7.00 7.00 24.50 4.00 125.90 40.40 24.90 2.25 261.20

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

3.18 1.00 20.53 33.75 8.20 4.60 12.00 8.60

3.18 1.00 20.53 30.55 8.20 4.60 12.50 8.60

3.16 1.00 18.13 30.73 8.60 4.60 12.50 8.60

2.85 1.50 18.00 28.35 9.80 4.35 12.50 8.35

2.85 1.50 19.00 29.35 9.80 4.35 12.50 8.35

342.60

340.70

338.36

341.20

348.90

Full-Time Equivalent of Part-Time and Seasonal* 1.50 Public Works and Engineering Parks and Forestry 2.80 12.60 Cultural Fund Recreation Fund 77.39 0.60 Stormwater Utility Fund

0.80 3.10 11.25 76.00 0.40

0.20 0.20 3.10 45.20 0.25

0.00 0.40 6.00 68.00 0.00

0.00 0.20 4.00 67.40 0.00

0.00 0.40 13.00 75.00 0.00

94.89

91.55

48.95

74.40

71.60

88.40

437.49

432.25

387.31

415.60

412.80

437.30

Total Full-Time Equivalent

Total Full-Time Equivalent Grand Total

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

Staffing Variances from 2021 Projected to 2022 Budget The changes in the part-time and seasonal staff from 2021 to 2022 are primarily in the Cultural and Recreation Funds where the number of employees was greatly reduced due to the COVID-19 impacts in 2020 and 2021. The numbers for 2022 return the staffing levels for a full year of normal levels of events and activities. 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

BO-16

Town of Parker 2022 Annual Budget

FINANCIAL HIGHLIGHTS OF THE 2022SECTION 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. The difficulty in hiring part-time and seasonal staff in the current economic climate was also a factor in adding full-time positions. The chart below shows the specific full-time positions added in each department. The Finance and Cultural department changes are part of a restructuring in those departments, while the other departments added staff to handle an increased workload.

Finance Public Works Town Attorney Cultural Fund Rereation Fund

Part-time benefited position moved to full-time Removed budgeted part-time auditor Additional positions in Streets Division Additional positions in Engineering Division Additional position in Traffic Services Division Additional Assistant Town Attorneys Additional positions in Personal Services Elimination of Assistant Cultural Director Additional position in Aquatics

0.20 (0.50) 2.00 2.00 1.00 2.00 2.00 (1.00) 1.00

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.

Town of Parker 2022 Annual Budget

BO-17

Budget Overview

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

2022 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

2,658,320 48,391,400 2,821,300 3,958,175 3,809,900 4,040,550 90,500 181,000 1,734,594 67,685,739

Proprietary Funds Enterprise Internal Fund Service

Debt Service

- $ - $ 3,350,000 10,358,900 6,760,000 1,230,460 3,923,060 9,953,012 35,000 4,883,029 353,410 13,590,667 8,370,234 30,301,016 32,506,756

2,525,709 2,525,709

- $ - $ 2,658,320 62,100,300 9,581,300 3,958,175 8,963,420 2,545,000 13,075,656 29,614,218 125,500 12,680,240 16,561 7,246,240 26,221,204 9,791,240 13,092,217 155,902,677

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

10,858,646 20,788,800 16,003,502 4,577,259 2,231,398 525,000 320,189 12,888,398 2,345,250 70,538,442

166,361 14,409,655 5,893,280 7,349,177 27,818,473

13,165,000 5,436,401 18,601,401

2,525,709 2,525,709

Net Increase (Decrease) in Fund Balances

(2,852,703)

2,482,543

13,905,355

(2,441,964)

Beginning Fund Balances

21,008,277

15,808,869

70,432,953

5,183,476

$ 18,155,574

$ 18,291,412

$ 84,338,308

Ending Fund Balances

Budget Overview

BO-18

11,685,976 547,228 12,233,204

Total All Funds

2,741,512

12,316,474 12,316,474

23,175,120 20,955,161 40,854,478 18,986,914 5,893,280 2,231,398 525,000 320,189 26,221,204 4,870,959 144,033,703

775,743

11,868,974

4,917,941

117,351,516

5,693,684

$ 129,220,490

Town of Parker 2022 Annual Budget

TOTAL FUND BUDGET AND HISTORICAL SUMMARIES (cont) WHERE IT COMES FROM... REVENUES (ALL FUNDS)

General Property Tax 1.7%

Sales and Use Tax 39.9%

Transfers In 16.8%

Miscellaneous 8.1% Other Taxes 6.1%

Fines and Forfeitures 0.1%

Licenses and Permits 2.5% Intergovernmental 5.7%

Charges for Services 19.1%

WHERE IT GOES TO... EXPENDITURES (ALL FUNDS) Public Safety 14.5%

General Government 16.1%

Debt Service 3.4%

Transfers Out 18.2%

Public Works 28.4%

P3 Services 0.2% Economic Incentives 0.4% Community Development 1.5%

Cultural 4.1%

Town of Parker 2022 Annual Budget

Parks and Recreation 13.2%

BO-19

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.

Fund Balance 12/31/2017

2018 Revenue

2018 Expenditure

Fund Balance 12/31/2018

2019 Revenue

2019 Expenditure

Fund Balance 12/31/2019

2020 Revenue

17,498,023

53,074,500

49,541,036

21,031,487

86,887,782

83,286,312

24,632,957

62,124,894

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

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

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

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

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

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

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

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

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

13,945,954 6,435,400 2,005,209 202,740

14,690,704 3,855,891 32,470 3,283

7,175,737 1,946,839 -

21,460,921 8,344,453 2,037,679 206,023

11,249,679 2,735,075 46,064 248,718 4,704

8,464,583 1,606,144 100,000 -

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

943,441 1,586,078

943,045 1,585,947

942,451 1,584,894

GOVERNMENT FUNDS

OPERATING FUND General Fund

DEBT SERVICE FUNDS General Debt Service Recreation Debt Service

PROPRIETARY FUNDS

Fund Balance 12/31/2017

2018 Revenue

2018 Expenditure

Fund Balance 12/31/2018

2019 Revenue

2019 Expenditure

Fund Balance 12/31/2019

2020 Revenue

ENTERPRISE FUND Stormwater Utility

4,538,699

2,410,297

2,107,103

4,841,893

5,364,127

4,615,133

5,590,887

8,939,359

INTERNAL SERVICE FUNDS Fleet Services Technology Management Facility Services Medical Benefits

306,682 2,079,140 42,791 399,985

2,195,368 3,156,620 1,011,280 3,270,417

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

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

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

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

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

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

Budget Overview

BO-20

Town of Parker 2022 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 each 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.

2020 Expenditure

Fund Balance 12/31/2020

Projected 2021 Revenue

Projected 2021 Expenditure

Projected Fund Balance 12/31/2021

Budgeted 2022 Revenue

Budgeted 2022 Expenditure

Projected Fund Balance 12/31/2022

48,022,428

38,735,423

64,281,125

82,008,271

21,008,277

67,685,739

70,538,442

OPERATING FUND 18,155,574 General Fund

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

600,055 11,383,787 80,173 4,240,768 7,897,291

575,000 13,563,745 132,370 4,706,327 8,508,184

348,546 14,097,157 69,637 664,551 628,978

600,060 12,207,184 107,460 6,429,812 10,956,500

600,000 11,386,910 166,361 5,893,280 9,771,922

348,606 14,917,431 10,736 1,201,083 1,813,556

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

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

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

10,741,625 6,033,500 29,410,000 545 51,600 400

40,062,020 2,250,000 -

22,693,107 16,195,006 30,998,762 251,552 81,459 213,067

16,722,634 6,400,000 9,330,000 562 53,160 400

13,165,000 5,000,000 222,934 213,467

26,250,741 17,595,006 40,328,762 29,180 134,619 -

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

942,451 1,584,894

940,322 1,582,620

943,210 1,582,499

Fund Balance 12/31/2020

Projected 2021 Revenue

Projected 2021 Expenditure

4,044,298

10,485,948

16,133,925

21,436,397

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

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

2,684,002 3,981,583 1,189,223 4,454,868

2,502,363 3,911,785 1,114,966 4,122,183

2020 Expenditure

Projected Fund Balance 12/31/2021

Town of Parker 2022 Annual Budget

Budgeted 2022 Revenue

Budgeted 2022 Expenditure

5,183,476

9,791,240

12,233,204

2,107,467 1,280,117 89,454 1,440,903

2,988,150 4,183,682 1,181,235 4,739,150

2,544,648 4,219,666 1,141,062 4,411,098

BO-21

DEBT SERVICE FUNDS - General Debt - Recreation Debt Projected Fund Balance 12/31/2022

ENTERPRISE FUND 2,741,512 Stormwater Utility

2,550,969 1,244,133 129,627 1,768,955

INTERNAL SERVICE FUNDS Fleet Technology Management Facility Medical Benefits

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 five Special Revenue Funds that it budgets, the Parks and Recreation Fund, Conservation Trust Fund, Law Enforcement Assistance Fund, Cultural Fund and Recreation 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 eleven Capital Projects Funds, the Public Improvement Capital Project Fund, Excise Tax Fund, Capital Renewal and Replacement Reserve Fund, Impact Fee Funds, Hess Ranch Metro District Fund, and Parkglenn Construction Fund. The Impact Fee Funds consist of six individual funds: Parks and Recreation, Transportation, Public Works, General Government, Police Facility and Court Facility. The 10-year capital improvements plan lists approved and anticipated capital projects of the Town, and 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.

Budget Overview

BO-22

Town of Parker 2022 Annual Budget

BASIS OF PRESENTATION, BUDGETING AND ACCOUNTING SECTION TITLE (cont) 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 2022 Annual Budget

BO-23

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 and have budgets included in this document. Major Fund

G overnment Funds

Included in Budget

Included in CAFR

x x x x x

x x x x x x x

x x x x x x

x x

x x x x

Non-Major Fund

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 Parkglenn Construction Fund Debt Service Funds General Debt Recreation Debt

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

BO-24

n/a

Town of Parker 2022 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 $144,033,703.

2022 Budget $144,033,703 Governmental Funds $119,484,025 General Fund $70,538,442

Special Revenue $27,818,473

Proprietary Funds $24,549,678

Capital Projects $18,601,401

Debt Service $2,525,709

Enterprise $12,233,204 Stormwater Utility $12,233,204

Internal Service $12,316,474

Parks and Recreation $11,386,910

Public Improvements $13,165,000

General Debt $943,210

Law Enforcement Assistance $166,361

Excise Tax $5,000,000

Recreation Debt $1,582,499

Cultural $5,893,280

Capital Renew/Replace $0

Facility $1,141,062

Recreation $9,771,922

Impact Fees $222,934

Medical Benefits $4,411,098

Conservation Trust $600,000

Parkglenn Const $213,467

Fleet $2,544,648 Technology Management $4,219,666

Hess Ranch Metro District $0

Town of Parker 2022 Annual Budget

BO-25

Budget Overview

SECTION BASIS OF TITLE PRESENTATION, BUDGETING AND ACCOUNTING (cont)

Budget Overview

BO-26

Town of Parker 2022 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 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 2022 Annual Budget

BO-27

Budget Overview

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

General Fund

Capital Projects Funds

Elected Officials

Town Clerk

Municipal Court

Town Administrator

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 X

X X

BO-28

Town of Parker 2022 Annual Budget

Hess R

Fund t Fee Impa c

Capit al R Repla enewal an ceme d nt Fu nd

und Tax F Excis e

rovem ents Fund

c Imp Publi

Fund Recre ation

nd ral Fu Cultu

Law Enf Assis orcement tance Fund

and R ecre Fund ation Parks

Cons

ervat io

d l Fun Gene ra

Department/Fund

n Tru

st Fu n

Special Revenue Funds

Proprietary Funds

Enterprise Funds

Town Clerk

Municipal Court

Town Administrator

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

X X

Town of Parker 2022 Annual Budget

Fund Elected Officials

cal B e X

Medi

nefits

d ity Se rvice s Fun

Tech no

logy

nd ces F u Servi Fleet

Facil

Mana Fund gement

Internal Service Funds

d Utilit y Fun Storm water

Debt S Fund ervice

Recre ation

l Deb t Se Fund rvice Gene ra

Cons tr Fund uction

lenn Parkg

Hess Rnac Distr h Metro ict Fu nd

t Fee

Fund

Debt Service Capital Projects Funds Funds

Impa c

Fund

emen t

BASIS OF PRESENTATION, BUDGETING AND ACCOUNTING (cont)

Public Works Buildings

Economic Development

Economic Incentives

Interfund Transfers

BO-29

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 Administrator and when it is passed by the Town Council.

• Sales and excise taxes are the primary revenues used by the Town to offset expenditures and balance the budget. Property taxes, charges for services and other revenues are also 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 Administrator and be approved by a majority vote of the Town Council.

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

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

BO-30

Town of Parker 2022 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 Administrator and Finance Director. Reallocations must be approved before goods or services are ordered. Budget reallocations to or from personnel line items will not be approved.

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

Town of Parker 2022 Annual Budget

BO-31

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

BO-32

Town of Parker 2022 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 from the budget authority, purchasing and the Town Administrator. Purchases of $100,000 and more also require Town Council approval. The Town Operations Manual provides complete policy and procedural detail on all expenditures.

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

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

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

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

Voter Approval of Debt As required by the Town Charter and State Statute, appropriate elections will be held to obtain voter approval for debt issuance. There is no legal debt limit other than voters’ approval. 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 Administrator for approval prior to being placed on a Council agenda. Budget amendments are presented to Town Council at a regular meeting and require two readings prior to adoption.

Town of Parker 2022 Annual Budget

BO-33

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 2022 2023 2024 2025 Total

Principal 1,015,000 1,040,000 1,065,000 1,090,000 $ 4,210,000

Interest 79,603 57,512 34,884 11,718 183,717

Total 1,094,603 1,097,512 1,099,884 1,101,718 4,393,717

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

BO-34

Town of Parker 2022 Annual Budget

DEBT SERVICE AND FINANCIAL OBLIGATIONS SECTION TITLE (cont) Certificates of Participation Series 2019 Year 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 Total

Principal 1,195,000 1,255,000 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 $ 22,955,000

Interest 1,147,750 1,088,000 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 9,465,750

Total 2,342,750 2,343,000 2,340,250 2,339,500 2,335,500 2,313,250 2,298,500 2,300,750 2,299,000 2,303,250 2,298,000 2,303,500 2,304,000 2,299,500 $ 32,420,750

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

Certificates of Participation Series 2014 Year 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 Total

Principal 850,000 880,000 910,000 940,000 975,000 1,025,000 1,075,000 1,110,000 1,150,000 1,210,000 1,270,000 1,320,000 1,370,000 $ 14,085,000

Town of Parker 2022 Annual Budget

Interest 579,106 545,106 518,706 489,131 451,131 402,781 351,531 315,250 276,400 218,900 158,400 107,600 54,800 4,468,842

BO-35

Total 1,429,106 1,425,106 1,428,706 1,429,131 1,426,131 1,427,781 1,426,531 1,425,250 1,426,400 1,428,900 1,428,400 1,427,600 1,424,800 $ 18,553,842

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 three outstanding obligations.

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

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

2014 COP 2014 COP 2014 COP

Parks & Rec Fund General Fund Stormwater Fund

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

2019 COP

General Fund

General (100%)

2022 Budget Expense Interest Principal 79,603 $ $ 1,015,000 $

Budget Overview

BO-36

Total 1,094,603

289,000 450,500 110,500 850,000

196,896 306,926 75,284 579,106

485,896 757,426 185,784 1,429,106

1,195,000

1,147,750

2,342,750

3,060,000

1,806,459

4,866,459

Town of Parker 2022 Annual Budget

LONG-RANGE PLAN

LONG RANGE PLAN

Long-Range Plan

LRP-2

Town of Parker 2022 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 services and programs. To support all these needs and prepare for the changes that will come with build-out, the Town must strategically leverage all its revenue sources and create a deliberate timeline for projects and growth. In order to address these strategic issues, the Town developed a detailed Long-Range Financial Plan (LRP) for five funds. The funds included are the significant operating and capital funds that are impacted by or impact the General Fund. The LRP includes the 2022 Budget and estimates for years 2023 through 2031. 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 five incremental staff positions a 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 as that 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 not included 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.

Town of Parker 2022 Annual Budget

LRP-3

Long-Range Plan

LONG RANGE GENERAL FUND PLAN LONG-RANGE PLAN The LRP for the General Fund assumes steady revenue growth overall, with larger increases in early years that begin to taper off by 2031. This is because much of the population growth that drives increases in the main revenue sources is occurring now. The larger transfer into the fund in 2027 is due to capital improvements at the Motsenbocker building that houses Parks and Recreation. A percentage of costs associated with the Parks and Recreation Department in the General Fund are reimbursed via a transfer from the Parks and Recreation Fund. Another large one-time revenue is the $20 million received in 2031 for anticipated partnership funding for a large community project on Mainstreet. On the expense side, operational expenses excluding personnel, capital outlay and transfers out are projected to increase 2% annually. Two percent was chosen because at the time of preparation, the Town had been operating in a low, or no inflation environment for several years. This assumption may be revisited as the LRP evolves to reflect the current economic environment. Personnel categories are projected to increase 4% annually, not including the five incremental 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

2022 BUDGET

2023 LRP

2024 LRP

2025 LRP

2026 LRP

53,871,020 3,958,175 3,809,900 4,040,550 90,500 75,000 100,000 6,000 65,951,145 1,734,594 67,685,739

56,934,841 4,322,780 3,893,509 5,122,195 92,310 76,500 102,000 6,120 70,550,254 1,968,155 72,518,409

59,899,930 4,704,255 4,106,990 4,386,155 94,156 78,030 104,040 6,242 73,379,798 1,965,260 75,345,059

62,789,492 4,895,239 4,189,605 5,608,552 96,039 79,591 106,121 6,367 77,771,006 2,156,554 79,927,560

65,440,211 5,088,782 4,273,955 4,744,661 97,960 81,182 108,243 6,495 79,841,489 2,309,982 82,151,471

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

29,714,076 1,204,990 12,253,058 6,948,137 1,651,213 2,345,250 2,355,800 579,000 598,520 57,650,044 12,888,398 70,538,442

31,976,106 1,231,568 12,621,244 7,231,545 1,709,017 2,345,300 1,384,000 590,580 703,490 59,792,851 5,665,306 65,458,157

33,947,898 1,259,254 13,072,386 7,376,176 1,770,997 2,345,351 8,811,000 602,392 658,560 69,844,014 5,641,214 75,485,228

36,188,534 1,304,295 13,542,386 7,523,700 1,836,161 2,345,403 11,003,000 614,439 714,731 75,072,649 5,762,439 80,835,088

38,561,073 1,343,747 14,032,113 7,674,174 1,904,711 2,345,456 2,782,300 626,728 669,006 69,939,308 5,570,581 75,509,889

Beginning Fund Balance

21,008,277

18,155,574

25,215,827

25,075,658

24,168,129

$ 18,155,574

$ 25,215,827

$ 25,075,658

$ 24,168,129

$ 30,809,711

Ending Fund Balances Percent Fund Balance to Total Expenditures

Long-Range Plan

39%

26%

LRP-4

33%

30%

41%

Town of Parker 2022 Annual Budget

GENERAL FUND LONG-RANGE LONG RANGE PLANPLAN (cont) positions added per year in this fund. Health care costs are projected to increase 8% per year based on cost increases that the Town has seen since it became self-insured. Capital outlay costs vary from year-to-year and include Town building improvements in 2024, 2025 and 2027. The large community project mentioned above takes place in 2031. These costs and timeframes are subject to change as the Town Council implements the results of the 2021 Facilities Master Plan. Transfers out also vary based on the cash needs in other funds that are supported by the General Fund. Based on this model, the fund balance in the General Fund falls under the required 25% in 2031 due to the community project. The amount of cash required varies since the requirement is a percentage of expenditures. The Town will have to review the timing of projects or take steps to build up the fund balance (e.g. transfer funds from the Capital Renewal and Replacement Reserve Fund) to cover this expense.

2027 LRP 68,012,238 5,201,961 4,360,073 6,142,674 99,919 82,806 110,408 6,624 84,016,704 5,880,452 89,897,156

2028 LRP 70,281,103 5,412,687 4,602,967 5,140,353 101,918 84,462 112,616 6,757 85,742,864 2,385,101 88,127,965

2029 LRP 72,419,122 5,371,765 4,695,839 6,743,578 103,956 86,151 114,869 6,892 89,542,172 2,482,671 92,024,843

2030 LRP 74,201,406 5,582,779 4,961,371 5,581,443 106,035 87,874 117,166 7,030 90,645,104 2,606,669 93,251,773

41,076,635 1,395,749 14,542,479 7,827,657 1,976,860 2,345,510 12,644,000 639,263 726,406 83,174,560 6,390,724 89,565,284

43,750,974 1,448,365 15,074,439 7,984,210 2,052,836 2,345,565 1,113,000 652,048 679,874 75,101,311 6,919,061 82,020,372

46,400,748 1,503,862 15,628,993 8,143,894 2,132,882 2,345,622 950,000 665,089 738,532 78,509,622 16,407,383 94,917,004

49,216,921 1,550,111 16,207,192 8,306,772 2,217,258 2,345,679 1,184,000 678,391 691,181 82,397,505 6,578,992 88,976,497

30,809,711

31,141,583

37,249,176

34,357,015

$ 31,141,583

$ 37,249,176

$ 34,357,015

$ 38,632,290

35%

45%

36%

Town of Parker 2022 Annual Budget

43%

LRP-5

2031 LRP Revenues 75,762,894 Taxes 5,702,810 Licenses and Permits 5,071,594 Intergovernmental 7,386,825 Charges for Services 108,156 Fines and Forfeitures 89,632 Interest 20,119,509 Miscellaneous 7,171 Other Financial Sources 114,248,592 Subtotal 2,836,364 Transfers In 117,084,955 Total Revenues 52,230,113 1,609,188 16,810,136 8,472,908 2,263,501 2,392,593 41,235,000 691,959 751,126 126,456,523 7,502,317 133,958,840

38,632,290 Beginning Fund Balance $ 21,758,406 Ending Fund Balances 16%

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 in Town. As such, the LRP assumes the same revenue growth as the General Fund, with larger increases in early years that taper off by 2031. There is also an $11.7 million transfer from the Excise Tax Fund in 2024 to fund the construction of the Salisbury Park North facilities according the Salisbury Park Master Plan. The Parks and Recreation Fund is where most of the capital projects for parks and recreation are held, so expenditures vary with anticipated development and infrastructure needs. Major projects include the Salisbury Park North project in 2024-2025 and the construction of a second recreation center in 2027-2028. The incremental revenues and expenses associated with the operation of Salisbury Park North are reflected in the Recreation Fund, while no incremental expenditures and revenues are included for the second recreation center due to anticipated construction time. Parks and Recreation Fund Long-Range Plan

2022 BUDGET

2023 LRP

2024 LRP

2025 LRP

2026 LRP

Revenues Taxes Charges for Services Interest Rent Contributions Miscellaneous Subtotal Transfers In Total Revenues

10,358,900 2,500 40,000 35,000 25,000 50 10,461,450 1,745,734 12,207,184

10,969,905 40,800 35,700 100,000 51 11,146,456 1,650,000 12,796,456

11,515,349 41,616 36,414 100,000 52 11,693,431 11,701,900 23,395,331

12,087,988 42,448 37,142 100,000 53 12,267,632 3,244,575 15,512,207

12,576,948 43,297 37,885 100,000 54 12,758,184 3,330,304 16,088,488

Expenditures by Category Salary and Benefits Supplies Purchased Services Internal Services Utilities/Insurance Debt Service Capital Outlay Contributions Economic Incentives Subtotal Transfers Out Total Expenditures

371,692 5,225 163,950 24,866 4,072,000 4,637,733 6,749,177 11,386,910

388,873 5,225 163,994 25,363 3,645,000 4,228,456 3,157,904 7,386,359

406,927 5,330 167,274 25,871 17,435,000 18,040,401 3,140,711 21,181,113

425,903 5,436 170,619 26,388 16,835,000 17,463,347 3,315,203 20,778,550

445,854 5,545 174,032 26,916 6,695,000 7,347,346 2,346,178 9,693,524

Beginning Fund Balance

14,097,157

14,917,431

20,327,528

22,541,746

17,275,404

$ 14,917,431

$ 20,327,528

$ 22,541,746

$ 17,275,404

$ 23,670,368

Ending Fund Balance

Long-Range Plan

LRP-6

Town of Parker 2022 Annual Budget

PARKS AND RECREATION FUND LONG-RANGE LONG RANGE PLANPLAN (cont) The fund maintains a healthy cash reserve balance, even after being drawn down to fund the second recreation center. If the fund balance becomes an issue, the timing and scope of projects could be adjusted.

2027 LRP

2028 LRP 13,485,880 45,046 39,416 100,000 56 13,670,398 3,510,137 17,180,536

13,085,784 44,163 38,643 100,000 55 13,268,646 3,418,789 16,687,435

2029 LRP 13,898,289 45,947 40,204 100,000 57 14,084,498 2,979,260 17,063,758

2030 LRP 14,185,914 46,866 41,008 100,000 59 14,373,847 3,091,473 17,465,320

466,836 5,656 177,512 27,454 25,210,000 25,887,458 5,896,507 31,783,965

488,909 5,769 181,063 28,003 19,110,000 19,813,744 2,378,986 22,192,729

512,137 5,884 184,684 28,563 2,135,000 2,866,269 2,453,275 5,319,544

536,588 6,002 188,378 29,134 2,205,000 2,965,102 2,553,654 5,518,756

23,670,368

8,573,837

3,561,643

15,305,858

3,561,643

$ 15,305,858

$ 27,252,422

8,573,837

Town of Parker 2022 Annual Budget

LRP-7

2031 LRP 14,479,582 47,804 41,828 100,000 60 14,669,274 2,430,797 17,100,071 517,632 6,122 192,145 29,717 2,135,000 2,880,616 2,758,959 5,639,575

Revenues Taxes Charges for Services Interest Rent Contributions Miscellaneous Subtotal Transfers In Total Revenues Expenditures by Category Salary and Benefits Supplies Purchased Services Internal Services Utilities/Insurance Debt Service Capital Outlay Contributions Economic Incentives Subtotal Transfers Out Total Expenditures

27,252,422 Beginning Fund Balance $ 38,712,918 Ending Fund Balance

Long-Range Plan

LONG RANGE CULTURAL FUND PLAN LONG-RANGE PLAN The LRP for the Cultural Fund assumes that revenue grows incrementally at 2% through 2031. The Cultural Department already offers robust programming in shows, rentals and classes that makes the most of the space available at the PACE Center, the Schoolhouse and Ruth Chapel. Therefore, room for more programming and rentals is limited. Not including Capital Outlay, expenditures assume incremental 3% growth through 2031, which represents personnel increases of 4% (8% for healthcare) and other operational increases of 2%. Capital outlay varies with the replacement needs at the cultural facilities. In 2029, the LRP includes a capital expansion of the PACE center. New revenues and expenditures associated with the expansion are not included due to the anticipated time for the construction to be completed. The fund balance drops to $.65 million in 2026, which would cover a month and a half of operational expenses. It is a best practice to have enough reserves to cover several months of expenses in case of an emergency, so operational changes, new revenue sources or a larger General Fund transfer may need to be explored to create a healthy balance in this fund. 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 Beginning Fund Balance Ending Fund Balance

Long-Range Plan

2023 LRP

2022 BUDGET

2026 LRP

2025 LRP

2024 LRP

537,000 2,819,812 4,000 228,000 10,000 3,598,812 2,831,000 6,429,812

552,990 2,877,707 4,120 234,840 10,300 3,679,957 2,200,000 5,879,957

569,457 2,947,836 4,244 241,885 10,609 3,774,031 2,184,000 5,958,031

586,416 3,019,744 4,371 249,142 10,927 3,870,601 2,305,000 6,175,601

603,881 3,093,480 4,502 256,616 11,255 3,969,734 2,107,409 6,077,143

2,177,132 108,620 2,628,759 497,279 180,490 301,000 5,893,280

2,264,477 110,792 2,681,334 507,225 184,123 210,000 5,957,951

2,355,337 113,008 2,727,678 517,369 187,829 184,000 6,085,222

2,449,854 115,268 2,782,232 527,717 191,610 205,000 6,271,681

2,548,176 117,574 2,837,876 538,271 195,468 90,000 6,327,364

664,551

1,201,083

1,123,088

995,898

899,817

1,201,083

1,123,088

LRP-8

995,898

899,817

649,596

Town of Parker 2022 Annual Budget

CULTURAL FUND LONG-RANGE LONG RANGE PLANPLAN (cont)

2,650,456 119,925 2,894,634 549,036 199,404 234,000 6,647,456

2,756,857 122,324 2,952,526 560,017 203,420 663,000 7,258,144

2,867,543 124,770 3,011,577 571,217 207,517 10,052,000 16,834,625

2,982,691 127,266 3,071,809 582,642 211,697 23,000 6,999,104

649,596

707,643

688,476

689,084

707,643

688,476

689,084

Town of Parker 2022 Annual Budget

2031 LRP 699,347 3,491,292 5,219 297,488 13,048 4,506,394 2,545,000 7,051,394

679,114 3,407,673 5,067 288,824 12,668 4,393,345 2,523,000 6,916,345

659,468 3,326,135 4,919 280,411 12,299 4,283,233 12,552,000 16,835,233

640,391 3,246,625 4,776 272,244 11,941 4,175,977 3,063,000 7,238,977

621,868 3,169,090 4,637 264,314 11,593 4,071,502 2,634,000 6,705,502

2030 LRP

2029 LRP

2028 LRP

2027 LRP

606,325

LRP-9

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

3,117,160 129,811 3,133,245 594,295 215,931 45,000 7,235,442 Total Expenditures

606,325 Beginning Fund Balance $

422,277 Ending Fund Balance

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 2031, with slighter higher growth in the near term due to rate adjustments the department implemented to improve cost recovery of recreation programs. While the space at the current Recreation Center and Fieldhouse limits the growth of programs and rentals, the construction of Salisbury Park North starting in 2024 is expected to contribute additional revenue by 2028. The LRP assumes expenditures to grow 4% per year for personnel (8% for healthcare) and 2% for other operational expenses. 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 an annual transfer from the General Fund starting in 2022. This represents a change from historical budgets in which the transfer was made from the Parks and Recreation Fund. Going forward, the Parks and Recreation Fund needs to preserve its cash for the large number of anticipated capital projects. Recreation Fund Long-Range Plan Revenues Intergovernmental Charges for Services Interest Miscellaneous Subtotal Transfers In Total Revenues

2024 LRP

2023 LRP

2022 BUDGET

2025 LRP

2026 LRP

22,000 7,130,700 5,200 5,100 7,163,000 3,793,500 10,956,500

22,440 7,354,484 5,304 5,202 7,387,430 2,700,000 10,087,430

22,889 7,585,905 5,410 5,306 7,619,509 2,700,000 10,319,509

23,347 7,825,249 5,518 5,412 7,859,526 2,700,000 10,559,526

23,814 8,062,096 5,629 5,520 8,097,059 2,800,000 10,897,059

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

5,632,787 591,466 1,630,110 814,554 649,555 453,450 9,771,922

5,875,952 603,295 1,662,712 830,845 662,546 343,000 9,978,350

6,130,271 615,361 1,695,966 847,462 675,797 331,000 10,295,857

6,396,305 627,668 1,729,886 864,411 689,313 262,000 10,569,584

6,674,647 640,222 1,764,483 881,699 703,099 201,000 10,865,151

Beginning Fund Balance

628,978

1,813,556

1,922,636

1,946,288

1,936,230

Ending Fund Balance

Long-Range Plan

1,813,556

1,922,636

LRP-10

1,946,288

1,936,230

1,968,138

Town of Parker 2022 Annual Budget

RECREATION FUND LONG-RANGE LONG RANGE PLANPLAN (cont)

2028 LRP

2027 LRP 24,290 8,306,512 5,741 5,631 8,342,174 3,000,000 11,342,174

24,776 8,858,751 5,856 5,743 8,895,126 3,100,000 11,995,126

25,271 9,144,075 5,973 5,858 9,181,177 3,100,000 12,281,177

25,777 9,412,753 6,093 5,975 9,450,597 3,300,000 12,750,597

6,965,922 653,026 1,799,773 899,333 717,161 416,400 11,451,616

7,270,791 666,087 1,835,769 917,320 731,504 348,000 11,769,470

7,589,952 679,409 1,872,484 935,666 746,135 252,000 12,075,646

7,924,147 692,997 1,909,934 954,379 761,057 319,000 12,561,514

1,968,138

1,858,696

2,084,352

2,289,884

1,858,696 16%

2,084,352 18%

2,289,884 19%

Town of Parker 2022 Annual Budget

2031 LRP

2030 LRP

2029 LRP

2,478,967 20%

LRP-11

26,292 9,690,066 6,214 6,095 9,728,668 4,200,000 13,928,668

Revenues Intergovernmental Charges for Services Interest Miscellaneous Subtotal Transfers In Total Revenues

8,274,158 706,857 1,948,132 973,467 776,278 1,002,480 13,681,372

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

2,478,967 Beginning Fund Balance $

2,726,263 Ending Fund Balance 20%

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. By 2031, the growth tapers off to 3% for tax revenue and 4% for intergovernmental revenues. Contributions are budgeted according to the anticipated revenues received from developers for planned development activities. Expenditures vary from year to year depending on development and expected infrastructure replacement needs. Several large street widening and extension projects make up the large capital numbers in 2023 and 2024, including the extension of Dransfeldt Road and the widening of Lincoln Avenue, Stroh Road and Chambers Road. Intersection improvements at Lincoln Avenue and Jordan Road are another near-term improvement. Due to large street projects being clustered in the next couple of years, the fund balance in the Public Improvements Fund is projected to go negative in 2024; however, it recovers by 2028. This suggests that the fund can support all of the planned projects, but some will have to be moved to later years. This will be accomplished through the annual priority scoring process for capital projects. Public Improvements Fund Long-Range Plan Revenues Taxes Intergovernmental Interest Contributions Miscellaneous Subtotal Transfers In Total Revenues

2024 LRP

2023 LRP

2022 BUDGET

2025 LRP

2026 LRP

3,750,000 3,870,000 163,000 4,648,967 12,431,967 4,290,667 16,722,634

4,490,370 4,125,393 166,260 15,223,310 26,075 24,031,408 4,000,000 28,031,408

4,686,017 4,283,983 169,585 10,827,500 26,075 19,993,160 4,080,000 24,073,160

4,890,870 4,448,788 172,977 1,827,500 26,075 11,366,210 2,500,000 13,866,210

5,105,376 4,620,053 176,436 5,827,500 26,075 15,755,440 2,550,000 18,305,440

Expenditures Facility Construction Traffic Control Streets/Other Imp. (capital) Streets/Other Imp. (expense) Economic Development Urban Renewal Total Expenditures

2,015,000 9,100,000 2,000,000 50,000 13,165,000

1,270,000 40,975,000 4,460,000 46,705,000

2,630,000 31,850,000 2,440,000 36,920,000

2,255,000 9,800,000 2,575,000 14,630,000

3,295,000 13,800,000 4,260,000 21,355,000

Beginning Fund Balance

22,693,107

26,250,741

7,577,149

(5,269,691)

(6,033,481)

(6,033,481) $

(9,083,040)

Ending Fund Balance

Long-Range Plan

$ 26,250,741

7,577,149

LRP-12

(5,269,691) $

Town of Parker 2022 Annual Budget

PUBLIC IMPROVEMENTS FUND LONG-RANGE LONG RANGE PLANPLAN (cont)

2027 LRP 5,330,006 4,798,036 179,965 1,827,500 26,075 12,161,582 2,601,000 14,762,582

5,522,373 4,983,002 183,564 2,327,500 26,075 13,042,514 2,653,020 15,695,534

2,485,000 3,200,000 2,645,000 8,330,000

700,000 5,200,000 2,182,250 8,082,250

(9,083,040)

(2,650,458)

(2,650,458) $

4,962,826

2030 LRP

2029 LRP

2028 LRP

5,722,017 5,175,227 187,236 5,327,500 26,075 16,438,055 2,706,080 19,144,135

5,882,839 5,375,000 190,980 1,577,500 26,075 13,052,394 2,760,202 15,812,596

1,120,000 15,500,000 2,390,918 19,010,918

1,285,000 7,219,000 2,421,045 10,925,045

4,962,826

5,096,043

Town of Parker 2022 Annual Budget

9,983,595

LRP-13

2031 LRP 6,048,270 5,582,618 194,800 5,252,500 26,075 17,104,263 2,815,406 19,919,669

Revenues Taxes Intergovernmental Interest Contributions Miscellaneous Subtotal Transfers In Total Revenues

2,300,000 9,000,000 2,472,676 13,772,676

Expenditures Facility Construction Traffic Control Streets/Other Imp. (capital) Streets/Other Imp. (expense) Economic Development Urban Renewal Total Expenditures

9,983,595 Beginning Fund Balance $ 16,130,588 Ending Fund Balance

Long-Range Plan

LONG RANGE PLAN

Long-Range Plan

LRP-14

Town of Parker 2022 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

• 2021 accomplishments • 2022 goals • Performance measures Due to the nature of various funds, the presentation of these items in each fund may vary and is detailed below.

GENERAL FUND The General Fund is the main operating Fund of the Town. Town operations accounted for in this fund include Police/Public Safety, Public Works, Building Inspection, Community Development, Municipal Court and Administration. The General Fund section includes a summary of total revenues and expenditures including the ending fund balance. The remaining detail is accounted for by department.

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

Budget Detail

BD-2

Town of Parker 2022 Annual Budget

FUNDS OVERVIEW (cont) SPECIAL REVENUE FUNDS Special Revenue Funds account for activities supported by revenues that are received or set aside for a specific purpose that are legally restricted. There are two Special Revenue Funds that are not included in this budget, but are included in the Annual Comprehensive Financial Report (ACFR): 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: Accounts for lottery funds from the State of Colorado, based on a formula tied to population. These funds are restricted and can only be used for parks, recreation and open space purposes.

• Cultural Fund: Accounts for funds related to the Cultural Department, also known as Parker Arts.

• Law Enforcement Assistance Fund: Accounts for crisis intervention, police training and equipment, and victim services and support.

• Parks and Recreation Fund: Primarily accounts for planning, design and construction of

parks, trails and recreation facilities. Other uses include land acquisition, repayment of debt issued and special studies and analysis related to the overall operation, functionality and implementation of park and recreational facilities.

•

Recreation Fund: Accounts for the operations of recreational facilities - fieldhouse, recreation center and parks.

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

FUNDS • Capital Renewal and Replacement Fund: Accounts for funds that are transferred in from other funds and which can be used to fill budgetary gaps related to the renewal and/or replacement of aging equipment, facilities and other types of assets or similar type future needs. • Excise Tax Fund: Accounts for the accumulation of new development excise taxes and the transfer of funds to other funds for the purpose of financing roads, parks or municipal facilities. • Impact Fee Funds: Accounts for the impact fee revenue received for a short few months that was then replaced by an increased excise tax. Amounts may be used for specific capital projects. • Hess Ranch Metropolitan Fund: Accounts for the property tax of 5 mills to be remitted by the Hess Ranch Metro District to the Town of Parker for the planning, design, construction and maintenance of the Town infrastructure related to the Hess Ranch development. • Parkglenn Construction Fund: Accounts for funds held in escrow for a traffic signal at Parker Road and Parkglenn Way. • Public Improvements Fund: Accounts for streets capital projects which include Townconstructed road and bridge additions, extension and expansions of roads, traffic signal installations and median landscaping. Town of Parker 2022 Annual Budget

BD-3

Budget Detail

FUNDS OVERVIEW (cont) DEBT SERVICE FUNDS Debt Service Funds are used to account for resources that will be used to pay the interest and principal of long-term debts.

FUNDS • General Debt Service Fund: Accounts for payments of principal and interest on the 2014

Certificates of Participation issued to finance construction of the public works operation center.

• Recreation Debt Service Fund: Accounts for payments of principal and interest on the

sales and use tax bonds and Certificates of Participation issued to finance construction of recreation capital projects.

ENTERPRISE FUND Enterprise Funds account for operations that are financed and operated in a manner similar to private businesses, where the intent of the Town is that the fund will be self-supporting. The Town of Parker has one Enterprise Fund so the detailed section for the fund includes the revenue and expenditures including the ending fund balance for this fund.

FUND • Stormwater Utility Fund: Accounts for fees collected from residential and commercial properties to ensure that stormwater systems are properly planned, constructed and maintained with the Town.

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

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

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

• Medical Benefits Fund: Accounts for the payment of medical claims for employees and their covered dependents on a partially self-funded basis.

• Technology Management Fund: Accounts for computer maintenance and replacement,

software management, network administration, data security, data backup and recovery, GIS mapping, end user support and technical support for all Town departments.

Budget Detail

BD-4

Town of Parker 2022 Annual Budget

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

SPECIAL REVENUE FUNDS CAPITAL PROJECTS FUNDS DEBT SERVICE FUNDS ENTERPRISE FUND INTERNAL SERVICE FUNDS Town of Parker 2022 Annual Budget

Budget Detail

GENERAL FUND: SUMMARY General Fund Summary

2018 Actual

2019 Actual

2020 Actual

2021 Amended Budget

2021 Projected

2022 Budget

Compound Annual Growth

Beginning Fund Balance

$ 17,498,023

$ 21,031,487

$ 24,632,957

$ 38,735,423

$ 21,008,277

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

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

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

45,731,301 2,846,442 6,471,295 4,481,003 124,233 330,264 212,904 51,882 60,249,324 1,875,570 $ 62,124,894

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

50,789,000 3,733,800 3,657,775 4,304,302 91,000 80,000 95,305 8,100 62,759,282 1,521,843 $ 64,281,125

53,871,020 3,958,175 3,809,900 4,040,550 90,500 75,000 100,000 6,000 65,951,145 1,734,594 $ 67,685,739

8% 12% -3% 6% -13% -33% -21% -46% 7% -2% 6%

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

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

23,787,938 1,023,223 8,667,131 5,691,601 1,427,101 2,349,150 355,555 876,185 261,990 44,439,874 3,582,554 $ 48,022,428

27,603,453 1,260,144 11,951,119 6,278,028 1,573,915 2,347,250 1,439,980 954,000 716,400 54,124,289 12,522,724 $ 66,647,013

25,496,037 1,074,182 10,801,711 6,278,418 1,459,872 2,347,250 1,383,980 679,000 475,069 49,995,519 32,012,752 $ 82,008,271

29,714,076 1,203,490 12,254,558 6,948,137 1,651,213 2,345,250 2,355,800 579,000 598,520 57,650,044 12,888,398 $ 70,538,442

7% 10% 5% 9% 5% -11% 7% -18% 14% 5% 52% 9%

$ 21,031,487

$ 24,632,957

$ 38,735,423

$ 28,577,499

$ 21,008,277

$ 18,155,574

-4%

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES Five Year Historical Highlights The Compound Annual Growth Rate (CAGR) shows the growth or contraction in each of the major revenue and expenditure lines for the five-year time period of 2018 – 2022. Use of the CAGR helps to show a longer period trend rather than focusing on just one year change over another.

• Total Revenues have grown by 6% which is just under the 8% growth in the Taxes category.

Sales tax is the primary revenue source in the General Fund so it is to be expected that there is a strong correlation between these two rates.

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

• The decline in Fines and Forfeitures of 13% is largely due to the Police Department’s current

strong emphasis on community policing and education of citizens rather than a focus on ticket issuance.

• Interest revenue has been declining since 2020 due to the impact of Federal Reserve rate decreases that have occurred since 2019.

Budget Detail

BD-6

Town of Parker 2022 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 9% is driven by increases in Transfers Out. The years 2021

and 2022 include a transfer to the Capital Renewal and Replacement Reserve Fund to help cover infrastructure needs identified in the 2021 Facilities Master Plan. Excluding Transfers Out results in a CAGR for Total Expenditures of 5%.

• Salary and Benefits have grown 7%, which includes employee compensation increases and

increased healthcare costs, in addition to limited incremental increases in staffing as the Town grows. After years of cost containment, other categories have increased in order for the Town to continue to provide exceptional services and programs to the citizens as the population increases.

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

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

Town of Parker 2022 Annual Budget

BD-7

Budget Detail

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

2020 2019 2018 Actual Actual Actual $ 814,277 $ 821,554 $ 730,051 $ 1,350,102 1,394,565 1,241,954 1,577,405 1,551,944 1,536,033 1,019 1,526 1,267,768 1,269,708 826,185 2,442,226 2,437,265 3,582,554 258,171 144,333 170,387 130,330 880,482 883,673 1,036,068 445,119 391,826 411,299 652,305 742,228 748,413 363,955 365,062 417,271 437,678 448,552 317,828 3,699,875 36,928,606 2,349,150 333,869 354,510 342,201 285,774 306,110 267,364 3,641,886 3,863,400 3,242,019 225,063 241,600 229,442 16,490,231 16,181,295 15,346,141 11,468,382 11,797,110 11,849,552 185,150 216,805 187,493 645,390 547,026 592,336 480,197 468,855 534,403 443,628 465,948 399,392 791,330 829,116 937,163 305,971 476,332 335,432 31,396 290 41,444 136,225 132,545 131,213 $ 49,541,036 $ 83,286,312 $ 48,022,428 $

2021 2021 Amended Projected Budget 943,372 $ 927,593 $ 1,900,387 1,498,336 1,685,860 1,612,904 2,000 1,500 900,000 625,000 12,522,724 32,012,752 250,000 60,900 163,937 166,623 2,226,461 1,451,232 530,274 487,979 963,295 844,080 481,878 464,324 1,060,557 811,828 2,347,250 2,347,250 397,889 377,491 302,398 294,104 4,052,136 3,619,462 395,721 381,470 18,270,502 17,430,421 13,702,867 13,347,502 208,489 195,864 564,322 532,833 770,987 760,476 249,322 141,110 1,056,103 1,038,251 447,917 374,921 105,000 68,817 145,365 133,248 66,647,013 $ 82,008,271 $

2022 Budget 985,592 1,985,007 1,817,693 2,000 525,000 12,888,398 203,371 2,004,166 567,692 981,311 524,115 684,407 2,345,250 451,583 320,189 4,354,174 223,085 18,971,107 15,800,799 202,703 1,493,211 860,192 244,391 1,422,291 488,137 45,000 147,578 70,538,442

Compound Annual Growth 5% 10% 4% 18% -20% 52% 9% 23% 6% 11% 10% 12% -11% 8% 3% 5% 0% 4% 8% 2% 23% 16% -14% 16% 12% 9% 2% 9%

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

2022 Adopted Budget vs. 2021 Projected Actual • The 2022 budgeted total expenditures are decreasing $11.5 million from the 2021 projection due to the difference in the transfer from the General Fund to the Capital Renewal and Replacement Reserve Fund. This decrease is offset by increases in Salary and Benefits, Purchased Services, Internal Services and Capital Outlay.

• Salary and Benefits increases from the 2021 budget include a 4% performance pay increase and police officer step plan increase, changes to the police compensation structure and increased medical costs.

• Purchased Services and Internal Service costs are increasing as the Town returns to prepandemic levels of service and because labor and materials costs have increased.

• The 2022 Capital Outlay budget increase includes funding for some major equipment

replacements at Town Hall and funding to begin implementation (design work) of the 2021 Facilities Master Plan.

Budget Detail

BD-8

Town of Parker 2022 Annual Budget

GENERAL FUND: SUMMARY (cont) SOURCES OF REVENUE: GENERAL FUND

Taxes 79.7%

Licenses and Permits 5.8% Intergovernmental 5.6% Charges for Services 6.0% Transfers In 2.6%

Miscellaneous 0.1%

Fines and Forfeitures 0.1%

Interest 0.1%

EXPENDITURES BY TYPE: GENERAL FUND Salary and Benefits 42.2%

Transfers Out 18.3%

Supplies 1.7%

Other 0.8% Economic Development Incentives 0.8% Capital Outlay 3.3% Debt Service 3.3% Insurance/Utilities 2.3%

Purchased Services 17.4% Internal Services 9.9%

Town of Parker 2022 Annual Budget

BD-9

Budget Detail

SECTION TITLE GENERAL FUND: REVENUE 2018 Actual

2019 Actual

2020 Actual

2021 Amended Budget

2021 Projected

2022 Budget

$ 17,498,023

$ 21,031,487

$ 24,632,957

$ 38,735,423

$ 21,008,277

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

1,971,653 214,574 35,392,629 69,544 291,390 171,330 630,974 500 380,726 1,182,279 1,666 40,307,266

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

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

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

2,373,500 230,000 45,300,000 80,000 300,000 190,000 628,000 500 410,000 1,275,000 2,000 50,789,000

2,658,320 248,400 48,000,000 82,400 309,000 205,200 615,000 500 425,000 1,325,000 2,200 53,871,020

8% 4% 8% 4% 1% 5% -1% 0% 3% 3% 7% 8%

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

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

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

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

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

50,000 30,000 5,000 7,500 100 3,500,000 16,200 125,000 3,733,800

95,000 33,750 5,000 7,725 3,700,000 16,700 100,000 3,958,175

5% -1% 4%

Intergovernmental Federal Grants LEAF-DUI Enforcement Grant 911 Authority Grants - State of Colorado Seizure Fund Revenue BABS Interest Credit School Marshall Program EMPG Grant Other Police Grants MV Registration Fees Highway User Taxes Cigarette Taxes Severance Taxes Road and Bridge Shareback Funds Total Intergovernmental

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

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

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

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

4,000 160,000 50,000 3,775 180,000 1,100,000 120,000 15,000 2,025,000 3,657,775

1,000 164,000 2,500 185,400 1,122,000 120,000 15,000 2,200,000 3,809,900

General Fund Revenue Beginning Fund Balance

Budget Detail

BD-10

Compound Annual Growth

13% -1% -2% 12%

-47% -8%

-34% 2% 0% 0% -7% 7% -3%

Town of Parker 2022 Annual Budget

GENERAL FUND: REVENUE SECTION TITLE (cont) General Fund Revenue Charges for Services Court Costs, Fees and Charges Court Classes Open Records Fees Zoning and Subdivision Fees Service Plan Fees Deficit Reduction Fees Plan Checking Fees Sales of Maps and Publications Advertising Commissions Engineering Review Fees Administrative Fees ATM Fees Misc Charges/Fees Liquor Investigations Fee Impound Fees Police Reports Drug Testing Lone Tree Dispatch Services School Resource Officer Lone Tree Crime/Evidence Services Foxfield Court Services PAR Services Police Off-duty Reimbursement Parks Services Publics Works Services C-DOT Signal Operations Event Sponsorship Total Charges for Services

2018 Actual

2019 Actual

2020 Actual

2021 Amended Budget

2021 Projected

2022 Budget

Compound Annual Growth

66,937 210 6,492 123,005 15,250 953,468 499,035 13 11,095 155,041 151,741 14 15,799 1,117 570 49,702 3,656 539,082 117,089 56,654 2,980 347,433 6,372 46,800 75,828 3,245,382

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

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

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

30,000 300 300 250,000 3,000 1,500,000 550,000 9,650 325,000 250,000 2 19,000 150 23,000 4,000 557,000 127,300 130,000 1,200 400,000 5,000 4,600 46,800 68,000 4,304,302

30,000 300 400 255,000 3,000 1,250,000 525,000 9,000 330,000 250,000 15,000 23,000 4,000 550,000 130,000 130,000 1,000 400,000 5,000 2,500 46,800 80,550 4,040,550

-18% 9% -50% 20% -33% 7% 1%

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

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

99,704 20,101 500 120,305

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

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

70,000 20,000 1,000 91,000

70,000 20,000 500 90,500

-14% -4% -50% -13%

Miscellaneous Interest Earnings and Invest Interest Earnings - 2009 COPS Contributions Contributions - Explorer/Cadet Contributions - Other Police Contributions - Teen Court Contrib. - Historic Preservation Contrib. - Tree Mitigation Restitution Contributions - K-9 Program Other Miscellaneous Revenue Miscellaneous

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

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

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

300,000 80,000 380,000

80,000 5 5,300 90,000 175,305

75,000 100,000 175,000

-28%

Town of Parker 2022 Annual Budget

BD-11

-5% 21% 13% -1%

-18% 2% 1% 3% 23% -24% 4% -6%

0% 2% 6%

-3% -27%

Budget Detail

SECTION TITLE GENERAL FUND: REVENUE (cont) General Fund Revenue

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

2018 Actual

2019 Actual

2020 Actual

2021 Amended Budget

2021 Projected

2022 Budget

Compound Annual Growth

56,547 12,094 68,640

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

51,482 400 51,882

3,000 5,100 8,100

5,000 1,000 6,000

-45% -46%

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

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

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

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

1,373,178 361,416 1,734,594

-2%

53,074,500

86,887,782

62,124,894

56,489,089

64,281,125

67,685,739

$ 70,572,523

$ 107,919,269

$ 86,757,851

$ 95,224,512

$ 103,016,548

$ 88,694,016

-46%

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

2022 Adopted Budget vs. 2021 Projected Actual • Overall, General Fund revenue is expected to increase 5% from the 2021 projection of $64.3 to $67.7 million. This increase is driven primarily by budgeted growth of sales tax revenue of 6%.

• Property Tax Revenue is budgeted to increase by 12% since the property value reassessment conducted by the county in 2021 will be reflected in 2022 collections.

• Electric Excise Tax revenue is budgeted to increase 4% to account for increased development. • Robust construction activity resulted in a large increase in building permit revenue projected for 2021. The same level of activity is expected to continue in 2022.

• Revenue from Charges for Services is decreasing slightly to account for a decrease in deficit reduction fees.

Budget Detail

BD-12

Town of Parker 2022 Annual Budget

GENERAL FUND EXPENDITURES BY DEPARTMENT

SECTION TITLE

COMMUNICATIONS ABOUT COMMUNICATIONS

The Communications Department works to enhance communication between the Town and Parker residents, the media and other interested parties. Townwide public relations are handled by the department, including promoting the Parker community, responding to media inquiries and providing awareness of and opportunities for citizen involvement in the Town’s decision-making processes. The department also oversees marketing efforts for the Town’s Recreation Department and serves as the Public Information Office for the Town.

Budget Detail

BD-14

Town of Parker 2022 Annual Budget

GENERAL FUND: EXPENDITURES SECTION TITLE Department: Communications 2018 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

2019 Actual

$ $

814,277 814,277

403,756 2,194 357,862 50,465 814,277

75,828 738,449 814,277

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

$ $

821,554 821,554

424,618 4,760 363,749 28,427 821,554

76,591 744,963 821,554

1.0 1.0 1.0 1.0 4.0

2021 Amended Budget

2020 Actual $ $

730,051 730,051

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

22,750 707,301 730,051

1.0 1.0 1.0 1.0 4.0

$ $

943,372 943,372

476,476 2,750 406,825 57,321 943,372

68,000 875,372 943,372

1.0 1.0 1.0 1.0 4.0

2021 Projected $ $

927,593 927,593

463,742 2,250 404,280 57,321 927,593

68,000 859,593 927,593

1.0 1.0 1.0 1.0 4.0

Compound Annual Growth

2022 Budget $ $

985,592 985,592

5% 5%

499,544 4,650 450,825 30,573 985,592

5% 21% 6% -12% 5%

80,550 905,042 985,592

2% 5% 5%

1.0 1.0 1.0 1.0 4.0

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2022 Adopted Budget vs. 2021 Projected Actual • The 2022 budget for Salary and Benefits includes funding for a performance pay adjustment of 4% and increased healthcare costs.

• The Purchased Services budget includes a full return to community programming that was heavily impacted by COVID-19 in 2020 and somewhat in 2021.

• The increase in costs associated with community programming is offset by an increase in anticipated sponsorship revenue.

2021 ACCOMPLISHMENTS Support an Active Community • Recorded 50,000 engagements on Parks and Recreation social media channels • Implemented new customer interface for Parks and Recreation registration software and provided internal and external training

Foster Community Creativity and Engagement • Recorded 200,000 engagements on Town social media channels • Increased Town of Parker social media website click-throughs by 10% • Increased number of Let’s Talk Parker participants by 10% • Created “Report a Pothole” customer service tool on Let’s Talk Parker Town of Parker 2022 Annual Budget

BD-15

Budget Detail

SECTION TITLE GENERAL FUND: EXPENDITURES Department: Communications Enhance Economic Vitality • Created new Business Resources flyer for use by P3 and Economic Development Division • Promoted #LoveParker and #ChooseParker business-focused campaigns to encourage support of local businesses

Innovate with Collaborative Governance • Distributed 2021 Community Survey (14% response rate) and shared results to community through innovative initiatives and campaigns

• Rolled out new series of three educational videos to make Parker’s government processes approachable and understandable

• Rolled out Mayor’s community outreach plan and initiatives, including an informational video series, community outreach opportunities, and the rollout of the Mayor’s official Facebook page

2022 GOALS Support an Active Community • Redesign the Parker Parks and Recreation website • Record 70,000 engagements on Parks and Recreation social media channels Foster Community Creativity and Engagement • Redesign the Town of Parker website and employee intranet • Implement and promote new Town of Parker volunteer management system and website • Record 275,000 engagements on Town social media channels • Increase click-throughs from social media accounts to Town website by 10% • Redesign the Talk of the Town newsletter

Enhance Economic Vitality • Partner with Deputy Town Administrator to roll out robust Economic Development marketing

initiatives to promote our local business community and support business success, and create a new marketing and communications plan to enhance Economic Development outreach efforts

Innovate with Collaborative Governance • Develop three new educational videos to make our government processes approachable and understandable

Budget Detail

BD-16

Town of Parker 2022 Annual Budget

GENERAL FUND: EXPENDITURES SECTION TITLE Department: Communications

PERFORMANCE MEASURES BY STRATEGIC GOAL 2018

2019

2020

2021

2022

Support an Active Community • OUTPUT MEASURE: Recorded engagements - Parks and Recreation

Recorded engagements, such as likes/reactions, clicks, comments and shares, between Parker Parks and Recreation Facebook, Twitter and Instagram accounts reflect social media engagement efforts for the Parks and Recreation channel. Target: 105,000 120,000 125,000 70,000 2 Measure: 80,606 107,648 93,804 50,000

Innovate with Collaborative Governance • OUTPUT MEASURE: Increase Town special events revenue by 10%

Increasing Town special event revenue helps to offset total event costs. Target: $80,000 $82,500 $68,000 1 Measure: $75,828 $75,000 $22,750 $70,000

$80,550

Foster Community Creativity and Engagement • OUTPUT MEASURE: Recorded engagements - Town of Parker

Recorded engagements, such as likes/reactions, clicks, comments and shares, between Town of Parker Facebook, Twitter and Instagram accounts reflect social media engagement efforts for the Town channel. Target: 275,000 300,000 335,000 275,000 2 Measure: 241,775 291,718 325,960 200,000

Impacted by COVID-19

There are a number of factors affecting the Town and Parks and Recreation’s social media engagement in 2021. Facebook has restructured how pages are promoted. The engagement drop among municipalities’ pages is a nationwide trend. Events/activity frequency did not resume until fall with community events being one of the biggest drivers.

Town of Parker 2022 Annual Budget

BD-17

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

BD-18

Town of Parker 2022 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 Deputy Comm Development Director Executive Assistant Building Inspection: Chief Building Official Deputy Chief Building Official Building/Electrical Inspector Building Inspector 1 and 2 Combination Building Inspector Electrical Inspector Commercial Plans Examiner Fire/Life Safety Inspector Permit Technician Building Permit Tech Lead Plans Examiner Senior Building Inspector

1,350,102 1,577,405 1,019 2,928,526

2,181,198 17,346 447,970 279,464 2,548 2,928,526

2,240,671 687,855 2,928,526

2021 Amended Budget

2020 Actual

2019 Actual

2018 Actual

1,394,565 $ 1,551,944 2,946,509 $

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

2,280,251 9,685 429,865 223,580 3,128 2,946,509

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

2,261,905 684,604 2,946,509

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

1,900,387 1,685,860 2,000 3,588,247

2,720,499 14,360 526,433 323,170 3,785 3,588,247

2,924,563 663,684 3,588,247

2021 Projected $

1,498,336 1,612,904 1,500 3,112,740

2,246,165 15,110 524,097 323,170 4,198 3,112,740

2,228,531 884,209 3,112,740

Compound Annual Growth

2022 Budget $

1,985,007 1,817,693 2,000 3,804,700

10% 4% 18% 7%

2,828,961 19,860 509,586 441,918 4,375 3,804,700

7% 3% 3% 12% 14% 7%

2,940,491 864,209 3,804,700

7% 6% 7%

1.0 0.5 1.0

1.0 1.0 -

1.0 1.0 4.0 1.0 2.0 2.5 1.0 1.0

1.0 1.0 2.0 1.0 1.0 1.0 2.0 1.5 1.0 1.0 1.0

Shaded sections represent the same positions but with specific titles now included in the table. Continued on next page

Town of Parker 2022 Annual Budget

BD-19

Budget Detail

SECTION TITLE GENERAL FUND: EXPENDITURES Department: Community Development

2018 Actual 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 Tech-DR Total Authorized FTE Positions

1.0 1.0 4.8 1.0 1.0 24.8

2019 Actual

2021 Amended Budget

2020 Actual

1.0 1.0 4.8 1.0 1.0 24.8

1.0 2.0 2.0 1.0 1.0 1.0 1.0 24.5

1.0 2.0 3.8 1.0 1.0 24.8

2021 Projected 1.0 2.0 2.0 1.0 1.0 1.0 1.0 24.5

2022 Budget 1.0 2.0 2.0 1.0 1.0 1.0 1.0 24.5

Shaded sections represent the same positions but with specific titles now included in the table.

• Internal service charges are increasing as the department has increased its use of internal services such as IT.

2021 ACCOMPLISHMENTS Support an Active Community • Initiated the final Phase 3 of the Parks Dedication Standards Project to prepare a design manual that will guide the types of amenities and improvements incorporated into parks with future private sector residential development. The project further implements the Parks Dedication Standards Study that was adopted by the Town Council in October 2020. The project is being done in partnership with the Parks and Recreation Department. • Successfully partnered with the Engineering/Public Works Department to prepare and submit a grant application for new sidewalks on Parker Road through the DRCOG Safer Main Streets grant program. The grant application was successful and the Town was awarded $3.2 million. • Partnered with the Engineering/Public Works and Parks and Recreation Departments to negotiate a revision to the Anthology North Planned Development that will provide for a multiuse trail undercrossing of Chambers Road south of future Bramwell Drive.

Enhance Economic Vitality • Continued the Temporary Patio Extension Program to help local businesses continue operating during the COVID-19 pandemic. Processed and approved 25 applications by businesses in 2020-21. Budget Detail

BD-20

Town of Parker 2022 Annual Budget

GENERAL FUND: EXPENDITURES SECTION TITLE Department: Community Development • Approved and supported the construction of multiple commercial and light industrial development projects generating retail sales tax, employment and economic activity including the EDGE 470 flex project, Parker Adventist Medical Office Building, Crown Point Multi-Tenant Retail with Trader Joe’s and the Big Tool Box retail store • Updated the Town’s Five-Year Development Forecast that assists in the evaluation of revenue projections for the Town

Promote a Safe and Healthy Community • Completed a townwide Sound and Noise Study to support an update to the Town’s Noise Ordinance which will incorporate standards based upon decibel levels and more effectively address noise complaints, mitigate nuisance impacts and preserve residential quality of life • Completed a comprehensive update to the Building Code, which occurs on a three year cycle, to ensure that building review/permitting is done using current standards for safe, structurallysound construction

Develop a Visionary Community Through Balanced Growth • Continued the Land Development Ordinance Modernization through Phase Two of a threephase project that will be the first comprehensive update to Town zoning since incorporation in 1981. Major 2021 milestones include the completion of proposed new zoning districts, use and bulk standards, development standards and illustrative graphics to support the new standards. • Initiated an update to the Town Bike and Pedestrian Plan to update the existing plan, address current issues and opportunities, and incorporate guidance from the Town’s adopted Complete Streets policy • Continued the Parker/Pine Subarea Plan centered upon the intersection of Parker Road and Pine Lane. The Plan will provide a land use/transportation/urban design framework for this future growth area.

2022 GOALS Enhance Economic Vitality • Approve and entitle new development(s) generating economic development benefit by increasing commercial and light industrial base by 50,000 square feet of new space

• Annex and zone land at key locations in and around Parker for future commercial, light

industrial or mixed-use development. The 2022 goal is to annex at least one property that is an enclave or contiguous to the Town.

Promote a Safe and Healthy Community • Transition all new building and construction projects to review and approval under the 2021

International Building Code (IBC) building and fire codes and the 2020 national electrical code by Q2 2022

• Complete the update to the 2005 Bicycle and Pedestrian Plan and adopt it as part of the Transportation Master Plan

Develop a Visionary Community Through Balanced Growth • Complete Module Three of the Land Development Ordinance Modernization and issue a Public Hearing Draft of the entire Ordinance Modernization by December 2022

Town of Parker 2022 Annual Budget

BD-21

Budget Detail

SECTION TITLE GENERAL FUND: EXPENDITURES Department: Community Development • Adopt the land use/transportation/urban design plan for the area centered upon the intersection of Parker Road and Pine Lane

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

• Initiate an update to the Parker 2035 Master Plan • Continue to Improve Building and Planning Service Delivery Standards to meet customer

service expectations; achieve at least 80% attainment with the following: (1) Building: Complete requested building inspections within one business day of scheduling and review/ issue comments for all submitted permit applications within 10 business days of being deemed complete; (2) Planning: Review/issue comments for all submitted development applications within 20 business days of being deemed complete.

PERFORMANCE MEASURES BY STRATEGIC GOAL 2018

2019

2020

2021

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. 3,713 4,679 4,6261 4,759

Promote a Safe and Health 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. 40,658 37,456 31,4971 39,307

Impacted by COVID-19

Budget Detail

BD-22

Town of Parker 2022 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 2022 Annual Budget

BD-23

Budget Detail

GENERAL FUND: EXPENDITURES Department: Economic Incentives and Interfund Transfers 2018 Actual Expenditures by Category Economic Incentives Transfers to Cultural 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

2020 Actual

2019 Actual

2021 Amended Budget

2021 Projected

Compound Annual Growth

525,000

-20%

1,680,000 757,265 3,706,973 $

1,825,766 1,767,645 1,767,645 2,831,000 10,000,000 29,390,000 9,300,000 756,788 755,079 755,107 757,398 100,000 1,000,000 4,408,739 $ 13,422,724 $ 32,637,752 $ 13,413,398

14%

1,269,708 2,437,265 3,706,973 $

826,185 900,000 625,000 525,000 3,582,554 12,522,724 32,012,752 12,888,398 4,408,739 $ 13,422,724 $ 32,637,752 $ 13,413,398

-20% 52% 38%

1,267,768 $

1,269,708 $

1,684,643 757,583 3,709,994 $

1,267,768 2,442,226 3,709,994 $

826,185 $

900,000 $

625,000 $

2022 Budget

38%

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2022 Adopted Budget vs. 2021 Projected Actual • The increase in the transfer to the Cultural Fund is to create a healthy reserve balance after the fund was impacted by COVID-19 in 2020 and 2021.

• Transfers to the Capital Renewal and Replacement Reserve fund in 2021 and 2022 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.

Budget Detail

BD-24

Town of Parker 2022 Annual Budget

SECTION TITLE

ELECTED OFFICIALS

ABOUT THE TOWN OF PARKER’S ELECTED OFFICIALS Town Council (2021 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 2022 Annual Budget

BD-25

Budget Detail

GENERAL FUND: EXPENDITURES Department: Elected Officials 2018 Actual Expenditures by Function Elected Officials Total Expenditures by Function

2019 Actual

2020 Actual

2021 Amended Budget

2021 Projected

2022 Budget

Compound Annual Growth

$ $

144,333 $ 144,333 $

170,387 $ 170,387 $

130,330 $ 130,330 $

163,937 $ 163,937 $

166,623 $ 166,623 $

203,371 203,371

9% 9%

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

104,970 23,263 9,984 6,116 144,333 $

107,988 25,180 16,986 20,233 170,387 $

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

111,100 20,030 9,050 23,757 163,937 $

107,875 13,862 21,129 23,757 166,623 $

113,431 20,750 44,190 25,000 203,371

2% -3% 45% 42% 9%

Sources of Funding General Fund Total Sources of Funding

144,333 144,333 $

170,387 170,387 $

130,330 130,330 $

163,937 163,937 $

166,623 166,623 $

203,371 203,371

9% 9%

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2022 Adopted Budget vs. 2021 Projected Actual • The difference between the 2021 projection and 2022 budget in Salaries and Benefits is due to the vacant seats that were filled in April 2021.

• The increase in Purchased Services reflects the Council’s return to full participation in

community events, meetings and outreach and includes the addition of a facilitator for the council strategic planning and budget retreats.

Budget Detail

BD-26

Town of Parker 2022 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 2022 Annual Budget

BD-27

Budget Detail

SECTION TITLE GENERAL FUND: EXPENDITURES Department: Emergency Response - COVID-19 2018 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

2019 Actual

2020 Actual

2021 Amended Budget

2021 Projected

Compound Annual Growth

2022 Budget

$ $

- $ - $

258,171 $ 258,171 $

250,000 $ 250,000 $

60,900 $ 60,900 $

- $

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

250,000 250,000 $

8,000 52,000 900 60,900 $

- $

87,377 170,794 258,171 $

250,000 250,000 $

60,900 60,900 $

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2022 Adopted Budget vs. 2021 Projected Actual • The Emergency Response department was created to hold state and federal COVID-19 relief funding received in 2020 and 2021.

Budget Detail

BD-28

Town of Parker 2022 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 2022 Annual Budget

BD-29

Budget Detail

SECTION TITLE GENERAL FUND: EXPENDITURES Department: Finance 2018 Actual Expenditures by Function Finance Sales Tax Total Expenditures by Function Expenditures by Category Salary and Benefits Supplies Purchased Services Internal Services 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 Procurement Officer Procurement Technician Accountant Accounting Technician Accounting Technician 1 - AP Accounting Technician 2 - AR Accounting Technician 3 Payroll Specialist Sales Tax Administrator Sales Tax Techician Sales Tax Auditor Sales Tax Compliance Specialist Sales Tax Analyst Accounting Manager Total Authorized FTE Positions

2021 Amended Budget

2020 Actual

2019 Actual

2021 Projected

2022 Budget

Compound Annual Growth

880,482 $ 445,119 1,325,601 $

883,673 $ 391,826 1,275,499 $

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

2,226,461 $ 530,274 2,756,735 $

1,451,232 $ 487,979 1,939,211 $

2,004,166 567,692 2,571,858

23% 6% 18%

1,015,967 6,648 165,605 126,381 11,000 1,325,601 $

1,004,164 7,429 177,620 82,586 3,700 1,275,499 $

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

1,455,495 7,233 1,016,485 177,522 100,000 2,756,735 $

1,377,330 6,845 327,125 177,911 50,000 1,939,211 $

1,505,083 7,195 532,230 177,350 350,000 2,571,858

10% 2% 34% 9% 138% 18%

360,934 79,100 18,505 867,062 1,325,601 $

449,848 48,480 14,852 762,319 1,275,499 $

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

305,000 50,000 8,838 2,392,897 2,756,735 $

380,000 50,000 22,095 1,487,116 1,939,211 $

391,400 95,000 22,095 2,063,363 2,571,858

2% 5% 5% 24% 18%

0.50 1.00 1.00 3.34 1.00 3.00 1.00 1.00 11.84

0.50 1.00 1.00 1.00 0.50 1.00 2.34 1.00 1.00 2.50 1.00 0.50 13.34

0.50 1.00 1.00 1.00 1.00 1.00

1.00 1.00 1.00 1.00 1.00 0.80 2.50 1.00 14.80

1.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 14.50

Shaded sections represent the same positions but with specific titles now included in the table.

Budget Detail

BD-30

Town of Parker 2022 Annual Budget

GENERAL FUND: EXPENDITURES SECTION TITLE Department: Finance

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2022 Adopted Budget vs. 2021 Projected Actual • The 2022 budget for Salary and Benefits includes funding for the performance pay adjustment of 4%, healthcare cost increases, movement of the Sales Tax Technician from part-time to full time and elimination of the part-time Sales Tax Auditor.

• 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 an increase in the annual audit costs.

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

2021 ACCOMPLISHMENTS Innovate with Collaborative Governance • Improved customer service and vendor tax compliance by implementing the statewide Colorado Sales and Use Tax System to streamline remittance by vendors

• Launched a project to streamline Town purchases and improve accountability and transparency using a paperless procurement process

• Improved transparency and accessibility of Town finances and capital projects with the relaunch of Open Budget platform for the Town’s budget and actual expenditures

• Received Government Finance Officers Association’s Certificate of Achievement for

Excellence in Financial Reporting for the 2020 financial report and its Distinguished Budget Presentation Award for the 2021 budget

• Issued a request for proposal (RFP) and selected a new external auditor to support transparency and excellence in financial operations

Enhance Economic Vitality • Increased sales tax collections from remote sellers by modifying the Municipal code to

implement destination sourcing for Sales Tax purposes and added marketplace facilitator language to require collection and remittance

Develop a Visionary Community Through Balanced Growth • Supported sustainable infrastructure and operational growth in the Town through the creation of a balanced 10-year financial plan

• Implemented priority scoring for incremental budget expense items to strategically manage the growth of Town programs and balance them with the Town’s infrastructure needs

2022 GOALS Innovate with Collaborative Governance • Enhance procurement policies and practices to increase clarity for vendors and staff, increase compliance and mitigate the need for waivers and implement time and cost-saving measures

• Improve efficiency with a paperless accounts payable process including electronic workflow

and a paperless procurement system to streamline Town purchases improving efficiency and accountability

Town of Parker 2022 Annual Budget

BD-31

Budget Detail

SECTION TITLE GENERAL FUND: EXPENDITURES Department: Finance • Launch a project to address backlogged tax refunds that can’t be processed by researching them and reporting them to the Great Colorado Payback

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

• Receive Government Finance Officers Association’s Certificate of Achievement for Excellence in Financial Reporting for the 2021 financial report and its Distinguished Budget Presentation Award for the 2022 annual budget

Develop a Visionary Community Through Balanced Growth • Use the 10-year financial plan to sustainably implement the Facilities Master Plan that was completed in late 2021.

PERFORMANCE MEASURES BY STRATEGIC GOAL 2018

2019

2020

2021

2022

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. Target: na na 50 40 241 Measure: na na 58 39

• 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: 650 650 5002 Measure: 450+ 675 640 554

• 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. Target: 17,500 22,000 25,000 Measure: 19,970 16,650 24,027 24,711

Budget Detail

BD-32

Town of Parker 2022 Annual Budget

GENERAL FUND: EXPENDITURES Department: Finance 2018

2019

2020

2021

2022

• OUTCOME MEASURE: Percentage of sales tax returns processed electronically

Electronic processing improves the efficiency and accuracy of returns processing Target: 95% 95% 95% Measure: 93% 94% 93% 93%

The 2022 target anticipates a vacancy in the audit staff.

The 2022 target reflects fewer new licenses because a code change requiring remote sellers to license has been in effect for over a year.

Town of Parker 2022 Annual Budget

BD-33

Budget Detail

SECTION TITLE

HUMAN RESOURCES ABOUT HUMAN RESOURCES

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

Budget Detail

BD-34

Town of Parker 2022 Annual Budget

GENERAL FUND: EXPENDITURES SECTION TITLE Department: Human Resources

Expenditures by Function Human Resources Risk Management Total Expenditures by Function

2021 Amended Budget

2020 Actual

2019 Actual

2018 Actual

2021 Projected

Compound Annual Growth

2022 Budget

652,305 $ 363,955 1,016,260 $

742,228 $ 365,062 1,107,290 $

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

963,295 $ 481,878 1,445,173 $

844,080 $ 464,324 1,308,404 $

981,311 524,115 1,505,426

11% 10% 10%

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

610,436 12,072 119,633 54,005 220,114 1,016,260 $

668,667 14,031 167,594 51,591 205,407 1,107,290 $

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

884,835 31,460 134,896 77,782 316,200 1,445,173 $

765,506 30,060 134,056 77,782 301,000 1,308,404 $

921,101 30,960 130,791 78,214 344,360 1,505,426

11% 27% 2% 10% 12% 10%

Sources of Funding General Fund Total Sources of Funding

1,016,260 1,016,260 $

1,107,290 1,107,290 $

1,165,684 1,165,684 $

1,445,173 1,445,173 $

1,308,404 1,308,404 $

1,505,426 1,505,426

10% 10%

Authorized FTE positions Human Resources Director Human Resources Manager Sr. Human Resources Business Partner Benefits and Wellness Administrator Human Resources Technician Risk Manager Organization Development Mgr Human Resources Analyst Total Authorized FTE Positions

1.0 1.0 2.0 1.0 1.0 1.0 7.0

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2022 Adopted Budget vs. 2021 Projected Actual • The 2022 budget for Salary and Benefits includes funding for the performance pay adjustment of 4% and healthcare cost increases. The 2021 projection also includes a partial-year vacancy.

2021 ACCOMPLISHMENTS Risk Management Innovate with Collaborative Governance • Guided the COVID-19 Transition Team to include partnering in the creation and reinforcement of Town protocols and supporting the return to in-person reporting from remote work • Launched new Department of Transportation management/Federal Motor Carrier Safety Administration (FMCSA) compliance program • Purchased and delivered 11 new AEDs as part of a four-year program to replace all AEDs in Town facilities

Town of Parker 2022 Annual Budget

BD-35

Budget Detail

SECTION TITLE GENERAL FUND: EXPENDITURES Department: Human Resources Human Resources Innovate with Collaborative Governance • Implemented a Flexible Working Arrangements Policy, designed and delivered townwide training • Modified all internal practices to be responsive to active Colorado legislation, the Equal Pay for Equal Work Act (EPEWA) and the Healthy Families and Workplaces Act (HFWA) • Implemented innovative video hiring software, Spark Hire, and trained managers on use • Launched townwide position description questionnaire (PDQ) process to support anticipated compensation analysis in 2022

2022 GOALS Risk Management Innovate with Collaborative Governance • Conduct a townwide needs analysis for safety and risk management trainings. • Identify training opportunities based upon the analysis and create a current and ongoing plan to address organizational safety and risk management needs

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

Human Resources Innovate with Collaborative Governance • Implement new employee experience programs: onboarding, in-boarding, and off-boarding to enhance organizational assimilation, employee engagement, and employee retention

• Implement mentoring program to support newly promoted supervisors/managers • Design Stay Interview program, train managers on application • Initiate compensation structure/plan analysis

Budget Detail

BD-36

Town of Parker 2022 Annual Budget

GENERAL FUND: EXPENDITURES SECTION TITLE Department: Human Resources

PERFORMANCE MEASURES BY STRATEGIC GOAL 2019

2020

2021

2022

Innovate with Collaborative Governance • OUTCOME MEASURE: Voluntary turnover rate (full-time and part-time benefited) 1

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: na na na 9.00% Measure: na na 11.04%

• OUTCOME MEASURE: Number of new employee engagement programs offered 1

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: na na na Measure: na na 3

New performance measures more accurately reflects departmental goals that align with the Town’s overarching strategic goals. 1

Town of Parker 2022 Annual Budget

BD-37

Budget Detail

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

Budget Detail

BD-38

Town of Parker 2022 Annual Budget

GENERAL FUND: EXPENDITURES Department: Interdepartmental 2018 Actual Expenditures by Function Interdepartmental Total Expenditures by Function Expenditures by Category Supplies Purchased Services Internal Services Contributions/Contingency Debt Service Total Expenditures by Category Sources of Funding COP BABS Credit General Fund Total Sources of Funding

2020 Actual

2019 Actual

2021 Amended Budget

2021 Projected

2022 Budget

Compound Annual Growth

$ $

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

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

3,407,807 $ 3,407,807 $

3,159,078 $ 3,159,078 $

3,029,657 3,029,657

-7% -7%

12,531 12,306 141,351 117,301 3,448 1,231 304,398 293,664 36,928,606 3,699,875 4,137,553 $ 37,377,158 $

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

13,750 387,625 6,342 652,840 2,347,250 3,407,807 $

10,004 394,992 6,342 400,490 2,347,250 3,159,078 $

15,380 94,051 5,456 569,520 2,345,250 3,029,657

5% -5% 12% 17% -11% -7%

754,935 564,601 36,812,557 3,382,618 4,137,553 $ 37,377,158 $

2,666,978 2,666,978 $

3,407,807 3,407,807 $

3,159,078 3,159,078 $

3,029,657 3,029,657

-3% -7%

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2022 Adopted Budget vs. 2021 Projected Actual • The decrease in Purchased Services is due to the completion of the Facilities Master Plan in 2021.

• The decrease in the 2021 projection for Contributions/Contingency is due to the decrease

in agency requests for contributions and the full amount of contingency funding not being needed. The decrease in contributions is carried forward in the 2022 budget.

• Refunding activities for the 2009 Certificates of Participation occurred in the Debt Service

category of 2019 expenditures. The following years reflect reduced principal and interest of $1.3 million due to the refunding.

Town of Parker 2022 Annual Budget

BD-39

Budget Detail

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

Budget Detail

BD-40

Town of Parker 2022 Annual Budget

GENERAL FUND: EXPENDITURES Department: Municipal Court

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 Amended Budget

2020 Actual

2019 Actual

2018 Actual

2021 Projected

Compound Annual Growth

2022 Budget

$ $

333,869 $ 333,869 $

354,510 $ 354,510 $

342,201 $ 342,201 $

397,889 $ 397,889 $

377,491 $ 377,491 $

451,583 451,583

8% 8%

203,283 34,668 51,799 44,119 333,869 $

225,574 17,938 73,345 37,653 354,510 $

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

241,501 14,400 71,430 70,558 397,889 $

225,412 13,120 68,400 70,559 377,491 $

259,708 14,400 105,880 71,595 451,583

6% -20% 20% 13% 8%

61,746 1,500 291,264 354,510 $

46,187 296,014 342,201 $

53,500 344,389 397,889 $

31,500 345,991 377,491 $

31,300 420,283 451,583

-18%

70,127 1,580 262,162 333,869 $

1.0 1.8

1.0 1.0

2.8

2.0

0.8

0.2

0.8

2.8

2.2

2.8

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

13% 8%

• Purchased Services have increased to include an increase in contracted legal fees and a return to travel, education and training at pre-pandemic levels.

2021 ACCOMPLISHMENTS Innovate with Collaborative Governance • Completed work with the Court software vendor and the Police Department on formatting of summons for automated ticket importing directly to Court software

• Collaborated with the Judge and prosecutors to continue to evaluate the offer of plea

bargains by mail to reduce numbers of people that must appear in Court due to COVID-19

Promote a Safe and Healthy Community • Implemented changes in the operations of the Court to limit the number of those that need to appear before the Court and preserve rights during the pandemic

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Budget Detail

GENERAL FUND: EXPENDITURES Department: Municipal Court • Updated resources needed for defendants to comply with Court orders and follow COVID-19 restrictions

2022 GOALS Innovate with Collaborative Governance • Collaborate with Town Attorney and Judge to ensure compliance with impactful new legislation that applies to the Municipal Court • Create a system to offer plea bargains by mail to reduce numbers of people that must appear in Court, to best serve the public and reduce those that fail to appear in Court • Work with IT and with Court software to notify defendants about Court appearances and sentence compliance

Promote a Safe and Healthy Community • Explore and implement options for Court Supervision and Teen Court Programs to expand both programs

• Continue to participate in police department and Civic Academy classes to share information as an outreach with the public about the operations of the Court

PERFORMANCE MEASURES BY STRATEGIC GOAL 2018

2019

2020

2021

662

419

Promote a Safe and Healthy Community • OUTPUT MEASURE: Number of Teen Court cases heard Success in Teen Court impacts recidivism. 49

• OUTPUT MEASURE: Teen Court community service hours sanctioned Success in Teen Court impacts recidivism. 706

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Town of Parker 2022 Annual Budget

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

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Budget Detail

SECTION TITLE GENERAL FUND: EXPENDITURES Department: P3 Support Services 2018 Actual

2020 Actual

2019 Actual

2021 Amended Budget

2021 Projected

2022 Budget

Compound Annual Growth

Expenditures by Function P3 Support Services Total Expenditures by Function

$ $

285,774 $ 285,774 $

306,110 $ 306,110 $

267,364 $ 267,364 $

302,398 $ 302,398 $

294,104 $ 294,104 $

320,189 320,189

3% 3%

Expenditures by Category Salary and Benefits Total Expenditures by Category

285,774 285,774 $

306,110 306,110 $

267,364 267,364 $

302,398 $ 302,398 $

294,104 $ 294,104 $

320,189 320,189

3% 3%

Sources of Funding Charges for Services Total Sources of Funding

285,774 285,774 $

306,110 306,110 $

267,364 267,364 $

302,398 302,398 $

294,104 294,104 $

320,189 320,189

3% 3%

0.25 0.50 1.00 1.00 2.75

0.25 1.00 1.00 2.25

Authorized FTE positions Executive Director (Town Admin) Director Redevelopment Coordinator Redevelopment Manager Total Authorized FTE Positions

0.25 1.00 1.00 2.25

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Town of Parker 2022 Annual Budget

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

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Budget Detail

SECTION TITLE GENERAL FUND: EXPENDITURES Department: Parks and Forestry/Open Space 2018 Actual 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 Parks and Recreation Director Deputy Director Parks, Forestry & Open Space Customer Service-Parks Parks and Open Space Manager Parks Supervisor-Operations Parks Supervisor-Admin Parks Crew Leader Parks Crew Leader-Hort & Turf Parks Crew Leader-Irr & Mow Parks Crew Leader-Gen Maint & Ath Parks Maintenance Technician Parks Maintenance Tech 1-Mowing Parks Maintenance Tech 2-Athletics Parks Maintenance Tech 2-Gen Maint Parks Maintenance Tech 2-Hort Parks Maintenance Tech 2-Irrigation Parks Maintenance Tech 3-Hort

2019 Actual

2021 Amended Budget

2020 Actual

2021 Projected

Compound Annual Growth

2022 Budget

3,114,364 $ 527,522 225,063 3,866,949 $

3,173,179 $ 690,221 241,600 4,105,000 $

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

3,389,455 $ 662,681 395,721 4,447,857 $

2,922,263 $ 697,199 381,470 4,000,932 $

3,463,863 890,311 223,085 4,577,259

3% 14% 0% 4%

2,029,364 50,156 523,644 831,891 431,903 55,042 183,000 4,105,000 $

1,885,482 45,994 450,458 600,510 488,785 232 3,471,461 $

2,216,481 84,195 730,472 698,379 501,430 181,900 35,000 4,447,857 $

1,959,075 49,315 612,383 698,379 455,880 175,900 50,000 4,000,932 $

2,309,137 55,500 795,587 840,984 501,051 75,000 4,577,259

4% -12% 7% 7% 5% -10%

1,982,609 91,254 602,823 644,451 408,386 114,197 23,229 3,866,949 $

1,253,304 2,613,645 3,866,949 $

1,183,619 2,921,381 4,105,000 $

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

1,215,641 3,232,216 4,447,857 $

1,215,641 2,785,291 4,000,932 $

1,373,178 3,204,081 4,577,259

2% 5% 4%

0.4 -

0.4 0.7

0.8 1.0 1.0 1.0 3.0 14.0 -

0.8 1.0 1.0 1.0 1.0 1.0 2.0 2.0 3.0 2.0 1.0 3.0

Shaded sections represent the same positions but with specific titles now included in the table. Continued on next page

Budget Detail

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Town of Parker 2022 Annual Budget

GENERAL FUND: EXPENDITURES SECTION TITLE Department: Parks and Forestry/Open Space 2018 Actual

Forestry/Open Space Supervisor Forestry/Open Space Crew Leader Forest/Open Space Main Tech 2 Total Full-Time Positions Full-Time Equivalent of Seasonal Employees Total Authorized FTE Positions

2019 Actual

2020 Actual

2021 Amended Budget

2021 Projected

2022 Budget

1.0 1.0 2.0 25.2

1.0 1.0 3.0 24.9

2.8 28.0

3.1 28.3

0.2 25.4

0.4 25.3

0.2 25.1

0.4 25.3

Shaded sections represent the same positions but with specific titles now included in the table.

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2022 Adopted Budget vs. 2021 Projected Actual Variances by category • The 2022 budget for Salary and Benefits includes funding for the performance pay adjustment of 4% and healthcare cost increases.

• Purchased Services increased to include higher repair and maintenance costs from price increases in materials and labor. It also includes an increase in holiday lighting costs.

• Internal Services reflect increases in technology management and fleet replacement. Parks Function • The increase over and above Salary and Benefits is due to realigning the budget between

Parks and Forestry to accommodate increased repair and maintenance costs for parks and landscaped medians.

Forestry and Open Space Function • The overall decrease in Forestry is due to the realigned budget between Parks and Forestry. Parks and Forestry Facilities Function • The decrease in Parks and Forestry facilities is due to the completion of capital improvements to the Motsenbocker parking lot in 2021.

2021 ACCOMPLISHMENTS Support an Active Community • Completed phase one of a quarter-mile stretch of soft surface trail parallel to the Cherry Creek Regional Trail between E-470 and Pine Lane

• Renovated surface material at Salisbury Park East and Tallman Park playgrounds including removal of over 500 cubic yards of playground mulch

• Laser graded infields at Salisbury Park Fields 1 and 4 and Tallman Park • Updated the Town’s e-bike code within the Town’s municipal code • Provided comments on the conceptual phase of Baldwin Gulch development, Tanterra development, Looking Glass development, and Newlin Crossing development

Town of Parker 2022 Annual Budget

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Budget Detail

SECTION TITLE GENERAL FUND: EXPENDITURES Department: Parks and Forestry/Open Space • Assisted engineering with getting multiple Town projects to 50% to 90% design, to include the redesign of Twenty Mile Rd and Mainstreet, Victorian and Mainstreet, Pine Drive and Mainstreet, and Pikes Peak Drive south of Mainstreet

Promote a Safe and Healthy Community • Completed the Beehive asset inventory process and implemented the daily use of time tracking and asset management

• Following significant tree and plant loss after severe weather events, planted over 120 tree

replacements at Town facilities and parks, utilizing tree mitigation funds collected from developers. Also planted over 2,500 new plants and shrubs in medians, parks and facilities.

Foster Community Creativity and Engagement • Managed the Town’s Branching Out Parker tree reimbursement program for 189 participants, using tree mitigation funds from developers

• Worked with an artist and implemented a themed mural within the Kieffer’s Crossing tunnel under Parker Road

• Aided with hosting the inaugural Mayor’s Day of Service

2022 GOALS Support an Active Community • Renovate Parker Recreation Center’s pickleball courts by removing the outdated dasher

boards that are designed for inline hockey and installing a more suitable fence with gates, evaluating and installing upgraded LED lighting and installing a permanent shade structure.

• Install new medians, potty shelter, drinking fountain and playground at the newly acquired Cottonwood Trailhead

• Evaluate and develop a Parks and Forestry/Open Space organizational structure that supports the growth and development of staff

• Update the O’Brien Park ball field lighting with Musco Control Link to automate the lighting function, making the field more programmable for games

Promote a Safe and Healthy Economy • Continue with phase two of construction of a parallel soft surface trail along the Cherry Creek Regional Trail to reduce trail congestion and improve safety • Engage a consultant to complete an assessment of our current trail bridges and develop a phased approach to replacing wooden bridge decks with lightweight concrete • Renovate Salisbury Park Field #2 infield by removing the turf and installing a full skin (dirt) infield which will provide the community with a better-suited infield for a wider range of user groups and ages

Foster Community Creativity and Engagement • Develop programs to better involve citizens in Town Open Space, such as informational discussions about plants and wildlife in Parker • Implement a memorial tree program Budget Detail

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Town of Parker 2022 Annual Budget

GENERAL FUND: EXPENDITURES Department: Parks and Forestry/Open Space • Work with the Cultural Department and establish guidelines for art and mural installation around town • Work with an artist to have a mural painted within the newly renovated East/ West Trail Jordan Undercrossing

Town of Parker 2022 Annual Budget

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Budget Detail

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

Budget Detail

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Town of Parker 2022 Annual Budget

GENERAL FUND: EXPENDITURES SECTION TITLE Department: Police 2018 Actual Expenditures by Function Police Administration Investigations Patrol Records Police Communications Property and Evidence Emergency Management Community Services Police Station Total Expenditures by Function

2020 Actual

2019 Actual

2021 Amended Budget

2021 Projected

Compound Annual Growth

2022 Budget

3,476,772 $ 4,033,270 $ 3,553,508 $ 4,225,057 $ 4,165,133 $ 4,034,772 1,547,373 1,386,022 1,566,231 2,003,186 1,857,390 1,898,645 8,528,769 7,453,527 7,811,398 6,744,293 7,338,626 6,815,628 730,805 1,225,701 793,766 831,027 805,657 1,607,819 1,572,994 1,548,272 1,570,692 1,843,439 1,729,452 1,917,425 466,943 358,258 408,733 520,493 494,147 557,824 6,500 6,500 6,500 1,163 39,038 51,738 246,423 170,152 210,153 295,056 242,944 286,694 704,541 502,000 460,341 771,607 750,523 514,777 $ 16,490,231 $ 16,181,295 $ 15,346,141 $ 18,270,502 $ 17,430,421 $ 18,971,107

4% 5% 6% -7% 5% 5% -40% 4% -8% 4%

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

11,492,104 11,721,099 11,707,121 13,451,684 12,695,335 14,324,971 474,953 360,865 391,880 311,525 317,594 284,937 628,314 526,570 574,655 384,696 607,077 689,645 2,425,466 2,809,959 2,640,868 2,941,343 2,941,343 3,084,426 313,227 292,572 276,915 296,100 295,449 326,443 103,000 586,280 586,280 410,400 1,261,697 29,000 24,579 28,560 25,016 22,594 23,155 $ 16,490,231 $ 16,181,295 $ 15,346,141 $ 18,270,502 $ 17,430,421 $ 18,971,107

6% 14% -2% 6% 1% -47% 6% 4%

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

32,000 32,150 24,000 33,214 43,669 60,299 3,500 7,775 15,000 2,793,620 47,694 65,839 1,000 13,343 24,597 1,048,450 1,098,750 1,063,150 1,144,500 1,100,443 1,082,611 16,291,746 17,887,157 17,168,352 11,373,807 14,976,146 15,256,885 $ 16,490,231 $ 16,181,295 $ 15,346,141 $ 18,270,502 $ 17,430,421 $ 18,971,107

-15% -52%

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

1.0 1.0 6.0 10.0 1.0 1.0 3.0 -

1.0 1.0 5.0 2.0 9.0 1.0 1.0 1.0 2.0 1.0 1.0

-1% 4% 4%

1.0 1.0 5.0 2.0 9.0 1.0 1.0 1.0 2.0 1.0 1.0

Shaded sections represent the same positions but with specific titles now included in the table. Continued on next page

Town of Parker 2022 Annual Budget

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Budget Detail

SECTION TITLE GENERAL FUND: EXPENDITURES Department: Police 2018 Actual

Background Investigator Communications Manager Communications Technician/Lead Lead Communications Technician Communications Technician Community Outreach Coordinator Community Services Manager Community Services Officer Crime Analyst Crime Scene Investigator Manager Crime Scene Investigator 1 and 2 Property and Evidence Technician Operations Service Technician Police Officer/Detective Police Detective Police Officer Public Relations CIO Training & Accreditation Coord Records Manager Media Duplication Technician Records Technician Report Technician Subtotal Overhire Police Officer Total Authorized FTE Positions

2021 Amended Budget

2020 Actual

2019 Actual

1.0 1.0 18.0 -

1.0 1.0 18.5 -

1.0 1.0 3.0 1.0 1.0 1.0 2.0 0.8 54.0 1.0 1.0 1.0 3.0 3.6 117.4 4.0 121.4

1.0 1.0 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

1.0 1.0 2.0 16.5 1.0 1.0 2.0 1.0 1.0 3.0 0.8 9.0 49.0 1.0 1.0 1.0 1.0 3.0 3.6 123.9 2.0 125.9

2021 Projected

1.0 1.0 2.0 16.5 1.0 1.0 2.0 1.0 1.0 3.0 0.8 9.0 49.0 1.0 1.0 1.0 1.0 3.0 3.6 123.9 2.0 125.9

2022 Budget

1.0 1.0 2.0 16.5 1.0 1.0 2.0 1.0 1.0 3.0 0.8 9.0 49.0 1.0 1.0 1.0 1.0 3.0 3.6 123.9 2.0 125.9

Shaded sections represent the same positions but with specific titles now included in the table.

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2022 Adopted Budget vs. 2021 Projected Actual • Overall, the largest department-wide dollar increase in 2022 is due to the funding for the

performance pay adjustment of 4%, sworn officer step increases of 4%, changes to the police compensation structure and healthcare cost increases. The structural pay changes address compression issues within the step plan. Vacancies in 2021 also contribute to the difference between the 2021 projection and 2022 budget, especially in Patrol.

• Supplies increased in Patrol and Investigations to include additional police equipment and a Taser maintenance contract.

• Purchased Services increased department-wide as police travel and training returns to prepandemic levels in 2022.

• Technology Management decreases which are specific to the Police Department account for the dollar decrease in the Police Administration function.

Budget Detail

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Town of Parker 2022 Annual Budget

GENERAL FUND: EXPENDITURES SECTION TITLE Department: Police • Technology Management increases for townwide general functions and an increase in fleet replacements costs make up the increase in Internal Services.

• Capital Outlay is decreasing in 2022 as improvements to the Police Station were completed and major software and equipment purchases were made in 2021.

2021 ACCOMPLISHMENTS Support an Active Community • Redeployment of the Parker PD bike patrol unit, with a directed focus on trail safety. This re-

launch was coupled with community safety messaging, covered by social media and a Denver news station.

Foster Community Creativity and Engagement • Developed a comprehensive report regarding several programs and partnerships in place to support vulnerable citizens within Parker • Utilized volunteers in 2021 with time spent on evidence, records, hiring, promotions, and the 2021 staffing study

Develop a Visionary Community through Balanced Growth • Completed full integration of the Computer Aided Dispatch system, mobile data computers

and report writing software. These systems provide a seamless transfer of information from call origination through reporting, filing of criminal charges and standardized national crime reporting.

Innovate with Collaborative Governance • Trained and certified all Department staff in Law Enforcement Autism Sensitivity Training.

Instructors from the International Board of Credentialing and Continuing Education Standards (IBCCES) provided staff guidelines for interacting with individuals with Autism Spectrum Disorder (ASD) in community and emergency settings. This training reduces the possibility of misunderstanding or escalation when situations arise.

• Implemented a forward-facing document system in the Department’s document management system to increase transparency and accuracy in providing Department policies and reports to the public. Policies and reports available to the public through the department’s website will be updated in real-time whenever a policy change or new report is disseminated.

2022 GOALS Enhance Economic Vitality • Increase focus on updates and new releases of in-car reporting and call management

software. Enhance in-car communications equipment, video systems, prisoner monitoring systems, identification applications and advanced report writing software

Promote a Safe and Healthy Community • Expand the Community Response Team (CRT) to enhance its response to mental health crises and emergencies

Town of Parker 2022 Annual Budget

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Budget Detail

SECTION TITLE GENERAL FUND: EXPENDITURES Department: Police Innovate with Collaborative Governance • Update technology in the Communications Center. Several systems in the dispatch center

will need to be evaluated in the coming years, including the possible replacement of the 911 phone system and other next generation 911 technologies. Building on the recently completed conversion to the Emergency Services Internet Protocol Network (ESinet) will also be a priority in the coming years. ESInet opens many doors to new communication methods involving 911 calls beyond current capabilities. These things include enhanced text to 911, the ability to receive video and other evolving communication methods.

• Maintain Nationally Accredited Agency status by the Commission on Accreditation for

Law Enforcement Agencies (CALEA) for Law Enforcement accreditation. The Department continues to maintain its accreditation status in the Advanced Law Enforcement Program and must comply with 484 standards. The reaccreditation process occurs in 2022.

Develop a Visionary Community Through Balanced Growth • Implement organizational changes based on a comprehensive study to identify staffing and

deployment needs, based on a 2021 study of operations, projected growth, and desired service levels to the Parker community through a multi-dimensional analysis conducted by the Department’s analyst. The desired outcome is to develop a blueprint for the next five years to guide recruitment and human resource deployment.

PERFORMANCE MEASURES BY STRATEGIC GOAL 2018

2019

2020

2021

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. 27,663 31,555 33,002 34,5381

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 programming is a direct reflection of community policing efforts. 12 20 17 29

Promote a Safe and Healthy Community • OUTCOME MEASURE: Total number of traffic accidents in the Town of Parker 2, 3

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. 1,664 1,138 9044 1,0631

Budget Detail

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Town of Parker 2022 Annual Budget

GENERAL FUND: EXPENDITURES SECTION TITLE Department: Police 2018

2019

2020

2021

• OUTCOME MEASURE: Total offenses from the National Incident-Based Reporting System (NIBRS) - Group A and Group B 2 Total crime in Parker is a basic measure to account for public safety. 2,429 2,350 2,375

2,5141

Partial year information January 1 through November 1, 2021.

The statistics for 2017 and 2018 have been updated due to the Parker Police Department’s 2019 transition to a new record management system that allows for more accurate data review.

Beginning in 2019, the data only includes accidents that occur on a public roadway. In prior years, it included parking lot accidents.

Reduction attributed to the COVID-19 pandemic.

Town of Parker 2022 Annual Budget

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Budget Detail

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

Budget Detail

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Town of Parker 2022 Annual Budget

GENERAL FUND: EXPENDITURES Department: Public Works 2018 Actual Expenditures by Function Public Works Streets Engineering Traffic Services Public Works Facility General Government Buildings Total Expenditures by Function

2019 Actual

2020 Actual

2021 Amended Budget

2021 Projected

2022 Budget

Compound Annual Growth

8,156,264 $ 8,540,115 $ 8,536,653 $ 9,771,866 $ 9,561,514 $ 11,096,228 1,847,191 1,654,081 1,731,072 1,453,655 1,432,006 1,400,071 1,912,047 1,824,989 1,859,244 2,199,929 2,131,907 2,857,380 187,493 208,489 195,864 202,703 216,805 185,150 1,493,211 532,833 564,322 592,336 547,026 645,390 $ 12,298,922 $ 12,560,941 $ 12,629,381 $ 14,475,678 $ 14,076,199 $ 17,496,713

8% 7% 11% 2% 23% 9%

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

3,016,267 3,220,734 3,212,843 3,728,977 3,440,629 4,227,023 493,746 524,910 407,356 418,497 374,990 320,050 8,544,750 7,471,256 7,615,722 6,535,562 7,020,109 6,959,431 1,211,418 1,252,226 1,708,679 1,695,423 1,695,423 1,912,246 474,984 403,345 456,400 398,245 401,613 411,474 380,282 291,269 355,555 571,800 571,800 1,812,800 $ 12,298,922 $ 12,560,941 $ 12,629,381 $ 14,475,678 $ 14,076,199 $ 17,496,713

9% 13% 5% 12% 4% 48% 9%

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

116,804 80,000 125,000 100,000 86,916 107,180 3,322,000 3,125,000 3,393,650 3,046,486 3,056,242 2,773,123 201,841 224,099 457,348 219,498 441,046 446,046 13,628,667 10,385,153 10,782,530 9,008,743 9,193,684 9,216,778 $ 12,298,922 $ 12,560,941 $ 12,629,381 $ 14,475,678 $ 14,076,199 $ 17,496,713

-2% 5% 22% 10% 9%

Authorized FTE positions Engineering & Public Works Director Deputy Director Operations Manager Office Manager-Engineering Administrative Assistant Public Works Manager Project Manager Associate Project Manager Engineering Services Manager Development Review Engineer Engineering Inspection Supervisor Engineering Inspector Streets Manager Streets Associate Project Manager Streets Supervisor Streets Lead Tech Streets Maintenance Technician Traffic Supervisor

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

Town of Parker 2022 Annual Budget

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

BD-57

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

0.6 1.4 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 -

0.6 1.4 0.4 1.0 2.0 2.0 1.0 1.0 1.0 1.0 1.0 1.0 2.0 2.0 15.0 1.0

Budget Detail

GENERAL FUND: EXPENDITURES Department: Public Works 2018 Actual

Traffic Engineer Assistant Traffic Engineer Traffic Engineering Tech 2 and 3 Utility Locator Traffic Signal Technician 2 and 3 Total Full-Time Positions Full-Time Equivalent of Seasonal Employees Total Authorized FTE Positions

2021 Amended Budget

2020 Actual

2019 Actual

2021 Projected

2022 Budget

1.0 1.0 4.0 34.6

1.0 1.0 5.0 35.6

1.0 1.0 5.0 35.2

1.0 1.0 2.0 1.0 2.0 36.4

1.0 1.0 2.0 1.0 2.0 40.4

1.5 36.1

0.8 36.4

0.2 35.4

36.4

40.4

Shaded sections represent the same positions but with specific titles now included in the table.

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2022 Adopted Budget vs. 2021 Projected Actual Overall Budget Variances • Across the department, the 2022 budget for Salary and Benefits includes funding for the performance pay adjustment of 4% and healthcare cost increases.

Streets Function • In addition to salary increases for current employees, the Streets division is adding two fulltime Streets technicians to accommodate the growing number of lane-miles in the Town. These costs are partially offset by the elimination of seasonal employees.

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

• Fleet services and replacement and technology management increases for Streets make up most of the overall Internal Services increase.

Engineering Function • The increase in the Engineering Division includes an additional Capital Project Manager to

handle the increased workload from the large amount of infrastructure projects planned throughout the Town in 2022 and beyond. The increased capital expense for the division is for a truck for the new manager.

• Increases in Salary and Benefits are offset by lower expenses in technology management. Traffic Services Function • The increase in the Traffic Services division includes a Traffic Supervisor to handle the growing number of traffic lights within the Town.

• The increase also includes several capital purchases, including a vehicle for the Traffic Supervisor, a new impact truck and various traffic signal components.

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

BD-58

Town of Parker 2022 Annual Budget

GENERAL FUND: EXPENDITURES Department: Public Works General Government Buildings Function • Increases to this function relate to capital improvements to the Town Hall and design work for the Town Hall expansion. The expansion is a need identified in the 2021 Facilities Master Plan.

VIDEO LINKS: MEET THE FLEET

2021 ACCOMPLISHMENTS Streets Enhance Economic Vitality/Promote a Safe and Health • Completed mill and asphalt overlays on portions of Mainstreet, Twenty Mile Road, and Idyllwilde which included 90,000 square yards • Completed pavement preservation maintenance on multiple local, collector and arterial roadways and parking lots, a total of 588,030 square yards • Completed concrete repair/replacement improvements on multiple local, collector and arterial roadways • Repaired 685 potholes • Cleaned/swept 10,000 miles of town streets with Town street sweepers and collected and disposed of 1,100 tons of debris from Town roadways • Deployed staff and equipment in response to 24 winter storms, plowed 45,000 miles Town of Parker 2022 Annual Budget

BD-59

Budget Detail

GENERAL FUND: EXPENDITURES Department: Public Works Engineering Develop a Visionary Community Through Balanced Growth • Conducted construction inspections of significant public infrastructure within the Trails at Crowfoot, Cottonwood Highlands and Looking Glass developments. These projects have constructed new segments of, or improvements to, major regional roadways such as Cottonwood Drive, Crowfoot Valley Road, Chambers Road, Bayou Gulch Road, North Pinery Parkway and Stroh Road. • Completed review of all infrastructure associated with the first segment of the Anthology North/Tanterra development. The project will construct a new 1.25-mile segment of Chambers Road as a six-lane principal arterial roadway, including a bridge structure over Oak Gulch. • Administered and inspected over 200 right-of-way permits for work within public right-of-way • Worked through Town Council to institute a new Inspection Surcharge Fee on development projects to help fund inspection help for the Town due to the high level of public infrastructure being inspected by Town staff

Traffic Services Support an Active Community • Designed and bid the proposed Motsenbocker Road and French Creek Avenue traffic signal to be completed mid-2022 • Completed construction of the new mid-block “hawk” pedestrian beacon, a new type of crossing treatment for the Parker area, on Jordan Road north of Cottonwood Drive

Promote a Safe and Healthy Community • Performed more than 12,000 underground utility locate tickets for contractors and homeowners

• Ongoing operation and maintenance of 94 traffic signals, 44 school flashers, and several thousand street signs

Innovate with Collaborative Governance • Performed expansion and installation of new Ethernet switch equipment to support

automated redundant paths between all traffic signals as well as the building-to-building path used by the Information Technology Department

• Executed a five-year intergovernmental agreement (IGA) with the Colorado Department of

Transportation (CDOT) for maintenance of the thirteen Parker Road (State Highway 83) traffic signals

• Executed an IGA with CDOT for partial construction funding for the townwide responsive traffic signal system improvement and commenced design of the system improvements

Develop a Visionary Community Through Balanced Growth • Operation of the traffic responsive operation on Parker Road including new algorithms and

new midblock counting equipment allowing the traffic signals along Parker Road and crossing arterials to select timings in real time based on measured traffic flow rather than selecting timings based on historical averages

Budget Detail

BD-60

Town of Parker 2022 Annual Budget

GENERAL FUND: EXPENDITURES Department: Public Works

2022 GOALS Streets Promote a Safe and Healthy Community • Clean/sweep 13,000 miles of streets and remove 1,100 tons of street debris • Meet or exceed the Town’s commitment to the Regional Air Quality Council (RAQC) for sweeping the Town’s sanded network following snow events

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

Traffic Services Promote a Safe and Healthy Community • Complete Warrant studies of six relatively high-volume locations to see if new traffic signals are needed

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

Innovate with Collaborative Governance • Deploy new traffic responsive equipment in support of DRCOG grant and develop new algorithms for all new areas

Develop a Visionary Community Through Balanced Growth • Complete the construction of the following traffic signals: Parker Road/Parkglenn,

Motsenbocker Road/French Creek Avenue, and Chambers Road/Crowfoot Valley Road/Bayou Gulch Road

Town of Parker 2022 Annual Budget

BD-61

Budget Detail

GENERAL FUND: EXPENDITURES Department: Public Works

PERFORMANCE MEASURES BY STRATEGIC GOAL Engineering 2018

2019

2020

2021

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. 200 300 300

200

• 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. 100 100 130 100

Streets

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. 118,699 114,600 57,7821

90,000

• 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. 566 720 1,301 685

• 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. 1,550 1,200 1,799 1,100

• 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. 223 266 234 225

The decrease in square yards in 2020 was due to the specific process required for the roads completed. 1

Budget Detail

BD-62

Town of Parker 2022 Annual Budget

SECTION TITLE

TOWN ADMINISTRATOR ABOUT THE TOWN ADMINISTRATOR’S OFFICE

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

Town of Parker 2022 Annual Budget

BD-63

Budget Detail

GENERAL FUND: EXPENDITURES Department: Town Administrator

Expenditures by Function Town Administrator Economic Development Total Expenditures by Function

2021 Amended Budget

2020 Actual

2019 Actual

2018 Actual

468,855 465,948 934,803

534,403 399,392 933,795

770,987 249,322 1,020,309

2021 Projected $

760,476 141,110 901,586

2022 Budget $ $

860,192 244,391 1,104,583

16% -14% 5% 6% -7% -5%

480,197 443,628 923,825

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

602,708 8,718 215,975 54,202 42,222 923,825 $

627,093 5,148 192,641 51,921 58,000 934,803 $

704,499 3,140 140,524 519 35,113 50,000 933,795 $

717,172 6,830 194,250 48,057 54,000 1,020,309 $

703,116 11,643 84,770 48,057 54,000 901,586 $

754,982 6,600 173,967 100,034 15,000 54,000 1,104,583

Sources of Funding General Fund Total Sources of Funding

923,825 923,825

934,803 934,803

933,795 933,795

1,020,309 1,020,309

901,586 901,586

1,104,583 1,104,583

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

Compound Annual Growth

0.75 1.00 1.00 1.00

0.75 1.00 1.00 1.00 -

1.00 1.00 1.00 6.75

3.75

17% 6% 5% 5% 5%

*Deputy Town Administrator budgeted at 7% for 2019 and 2020 **Economic Development Coordinator budgeted at 0% in 2019 and 2020

• The increase in Purchased Services is due to the addition of an economic development master

plan and increased marketing and economic development activities following a reorganization of the division in 2021.

• The Internal Services increase is due to increased technology management costs. • The addition of Capital Outlay is for performance management software to be deployed townwide.

Budget Detail

BD-64

Town of Parker 2022 Annual Budget

GENERAL FUND: EXPENDITURES Department: Town Administrator

2021 ACCOMPLISHMENTS Innovate with Collaborative Governance • Completed a townwide Facilities Master Plan, which included a staffing analysis and space needs assessment, to provide a roadmap for future infrastructure growth and budgetary requirements

• Implemented a new comprehensive onboarding program for new councilmembers to be successful

Enhance Economic Vitality • Completed the integration of the Economic Development division into the Town

Administrator’s Office. Hired a Deputy Town Administrator with a focus on economic development to create and lead long-term, comprehensive economic development strategy and to provide leadership, vision and strategic direction.

• Completed a 100-Day Workplan that included meetings with over 250 community

stakeholders, economic development organizations, real estate professionals, developers and businesses to better understand the most important issues and opportunities facing the Town through the lens of economic development and placemaking

• Major and local business retention, attraction and expansion projects including Sierra Nevada

Corporation, Paragon28, Oral Labs, Peak medical office buildings at Parker Adventist Medical Campus, Havana Bakery and Café, and Wild Goose Saloon

2022 GOALS Innovate with Collaborative Governance • In collaboration with department directors, develop and implement a work plan to address opportunities to improve culture, leadership and communication

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

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

Enhance Economic Vitality • Retain a consultant to develop and implement an Economic Development Strategic Plan

through a visioning and goal setting process with the Mayor and Council, staff and community partners that will advance economic vitality by building a strong local, diverse, and resilient economy

• Work in partnership with P3 to market, engage prospective investors and developers, assess

submission quality including financial analysis, project design, identify risk and alignment with Town goals and advocate the disposition of the four Town-owned parcels in Downtown Parker.

Foster Community Creativity and Engagement • Implement a Parker Youth Commission to provide an opportunity for the youth of Parker to acquire a greater knowledge of and appreciation for the local government process through active participation and to support a higher level of civic involvement by youths

Town of Parker 2022 Annual Budget

BD-65

Budget Detail

GENERAL FUND: EXPENDITURES Department: Town Administrator • Continue to utilize the Let’s Talk Parker community engagement platform to promote public participation and obtain community input on multiple projects and initiatives

Budget Detail

BD-66

Town of Parker 2022 Annual Budget

TOWN ATTORNEY

SECTION TITLE

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.

Town of Parker 2022 Annual Budget

BD-67

Budget Detail

GENERAL FUND: EXPENDITURES Department: Town Attorney

Expenditures by Function Legal Services 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 General Fund Total Sources of Funding

2021 Amended Budget

2020 Actual

2019 Actual

2018 Actual

2021 Projected

Compound Annual Growth

2022 Budget

$ $

791,330 $ 791,330 $

829,116 $ 829,116 $

937,163 $ 937,163 $

1,056,103 $ 1,056,103 $

1,038,251 $ 1,038,251 $

1,422,291 1,422,291

16% 16%

498,264 19,085 263,410 10,571 791,330 $

635,001 23,125 146,666 24,324 829,116 $

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

847,214 14,000 122,926 71,963 1,056,103 $

829,362 14,000 122,926 71,963 1,038,251 $

1,212,407 26,782 125,871 57,231 1,422,291

25% 9% -17% 53% 16%

15,250 776,080 791,330 $

2,250 826,866 829,116 $

20,000 917,163 937,163 $

25,000 1,031,103 1,056,103 $

3,000 1,035,251 1,038,251 $

3,000 1,419,291 1,422,291

-33% 16% 16%

1.0 1.0 1.0 1.0 4.0

1.0 1.0 1.0 1.0 1.0 5.0

Authorized FTE positions Town Attorney Deputy Town Attorney Assistant Town Attorney Legal Administrator Legal Assistant Total Authorized FTE Positions

1.0 1.0 1.0 1.0 1.0 5.0

1.0 1.0 3.0 1.0 1.0 7.0

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2022 Adopted Budget vs. 2021 Projected Actual • The 2022 budget for Salary and Benefits includes funding for the performance pay adjustment of 4% and healthcare cost increases. It also includes two additional Assistant Town Attorney positions.

• Supplies are increasing to address furniture needs as well as additional software, both related to the additional positions.

2021 ACCOMPLISHMENTS Innovate with Collaborative Governance • Acted as legal advisor for Town contracts, including annexation agreements, as well as several intergovernmental agreements with Douglas County, Parker Water and Sanitation District, Lone Tree, and several metropolitan districts

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

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

• Acted as legal advisor for the 2021 special election • Processed several metro district Service Plans, Intergovernmental Agreements (IGAs) and Amendments

Budget Detail

BD-68

Town of Parker 2022 Annual Budget

GENERAL FUND: EXPENDITURES Department: Town Attorney • Acted as legal advisor for the COVID-19 pandemic response and subsequent federal recovery acts

2022 GOALS Innovate with Collaborative Governance • Act as legal advisor for the COVID-19 pandemic response and recovery

Town of Parker 2022 Annual Budget

BD-69

Budget Detail

SECTION TITLE

TOWN CLERK ABOUT THE TOWN CLERK

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

Budget Detail

BD-70

Town of Parker 2022 Annual Budget

GENERAL FUND: EXPENDITURES Department: Town Clerk

Expenditures by Function Town Clerk Elections Customer Service Total Expenditures by Function Expenditures by Category Salary and Benefits Supplies Purchased Services Internal Services Total Expenditures by Category Sources of Funding Licenses and Permits Charges for Services General Fund Total Sources of Funding

2021 Amended Budget

2020 Actual

2019 Actual

2018 Actual

2021 Projected

Compound Annual Growth

2022 Budget

305,971 $ 31,396 136,225 473,592 $

476,332 $ 290 132,545 609,167 $

335,432 $ 41,444 131,213 508,089 $

447,917 $ 105,000 145,365 698,282 $

374,921 $ 68,817 133,248 576,986 $

488,137 45,000 147,578 680,715

12% 9% 2% 9%

327,787 1,358 83,478 60,969 473,592 $

349,007 6,436 190,490 63,234 609,167 $

369,041 927 81,615 56,506 508,089 $

449,621 1,900 160,350 86,411 698,282 $

380,386 1,362 108,827 86,411 576,986 $

437,539 1,550 118,516 123,110 680,715

7% 3% 9% 19% 9%

39,595 6,492 427,505 473,592 $

45,649 2,876 560,642 609,167 $

27,143 240 480,706 508,089 $

27,360 1,000 669,922 698,282 $

35,000 300 541,686 576,986 $

38,750 400 641,565 680,715

-1% -50% 11% 9%

1.0 1.0 1.0 2.6 5.6

1.0 1.0 0.8 2.6 5.4

1.0 1.0 0.8 2.0 4.8

1.0 1.0 1.0 1.0 1.0 5.0

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 1.0 5.0

• Purchased Services include increased codification costs as well as a return to pre-pandemic levels of travel and training.

• Internal Services are increasing to accommodate increased utilization of technology management services.

2021 ACCOMPLISHMENTS Innovate with Collaborative Governance • Successfully completed the 2021 Special Election for two vacant Councilmembers seats, with

the help and assistance of Douglas County Elections. Conducted pre-candidate and candidate orientation meetings to familiarize candidates with the election process, including signs, campaign finance forms and nomination petitions. Also met with each candidate to review campaign practices and instructions on filling out campaign financial forms.

Town of Parker 2022 Annual Budget

BD-71

Budget Detail

GENERAL FUND: EXPENDITURES Department: Town Clerk • Continued to apply temporary liquor regulations due to COVID-19 such as fee waivers and

takeout and delivery requirements at the state level which were communicated to each liquor licensee at the time of their renewal.

• Incorporated new liquor legislation into Town processes and practices, such as the new

Festival Permit, the Communal Outdoor Dining Permit, and the Takeout and Delivery Permit

• All staff members were trained on the upgrades to the CivicClerk Version 8 Agenda Management system

2022 GOALS Innovate with Collaborative Governance • Develop a CivicClerk users training for new users and those users needing a refresher to ensure all users are proficient at using the system

• Complete a department records audit in each Town department to determine what types of records each department keeps. Will provide an opportunity for training regarding records retention and processes.

• Reconvene the internal Records Management Committee with each department to assign one individual to this committee to act as their department representative as it relates to records retention and process.

PERFORMANCE MEASURES BY STRATEGIC GOAL 2018

2019

2020

2021

2022

Innovate with Collaborative Governance • OUTPUT MEASURE: Total number of liquor licenses processed 1

This is a good indicator of how well the Clerk’s office is assisting the public/businesses. Target: 110 123 130 130 Measure: 107 118 125 125

• OUTCOME MEASURE: Percentage of liquor license holders rating service of staff as good or excellent 2 • This is an indicator of building positive relationships with the community. Target: 95% 95% 95% Measure: na na na na 1

95%

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

The survey was not completed in 2019, 2020 or 2021. It has been in draft format and will be ready for use in 2022.

Budget Detail

BD-72

Town of Parker 2022 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 2022 Annual Budget

BD-73

Budget Detail

SECTIONREVENUE SPECIAL TITLE FUNDS: SUMMARY 2018 Actual

2019 Actual

2020 Actual

2021 Amended Budget

2021 Projected

2022 Budget

Beginning Fund Balances

$ 10,976,831

$ 13,469,384

$ 17,466,666

$ 19,092,421

$ 15,808,869

10%

Revenues Taxes Intergovernmental Charges for Services Fines and Forfeitures Contributions Miscellaneous Transfers In Total Revenues

7,886,177 986,109 8,706,846 65,706 318,171 306,510 4,768,975 $ 23,038,494

8,240,102 1,118,945 9,029,539 46,028 3,065,434 456,710 4,985,145 $ 26,941,903

8,814,943 2,599,415 4,211,845 45,984 383,286 252,497 4,528,236 $ 20,836,206

8,633,407 1,092,500 8,363,079 50,000 1,020,000 213,325 5,178,145 $ 24,550,456

9,780,987 1,098,598 6,921,944 30,000 1,040,000 152,400 5,178,145 $ 24,202,074

10,358,900 1,230,460 9,953,012 35,000 253,000 100,410 8,370,234 $ 30,301,016

7% 6% 3% -15% -6% -24% 15% 7%

7,098,364 1,007,231 3,981,120 811,721 777,448 3,294,022 5,974,711

5,647,903 654,534 1,923,917 983,556 688,186 3,932,291 5,380,064

7,831,592 612,712 3,301,545 1,248,802 767,535 10,020,160 6,208,761

7,075,301 486,069 3,105,267 1,217,748 795,249 8,597,231 6,208,761

8,317,822 706,811 4,449,769 1,336,699 831,745 4,826,450 7,349,177

6% 0% 3% 10% 2% 24%

Transfers Out Total Expenditures

6,687,101 706,764 4,030,667 897,532 772,162 2,011,973 16,465 5,423,282 $ 20,545,946

$ 22,944,617

$ 19,210,451

$ 29,991,107

$ 27,485,626

$ 27,818,473

8% 8%

Ending Fund Balances

$ 13,469,384

$ 17,466,666

$ 19,092,421

$ 13,651,770

$ 15,808,869

$ 18,291,412

452,869 8,522,923 95,745 5,672,413 8,294,544 23,038,494

539,279 12,258,079 86,314 5,456,883 8,601,348 26,941,903

494,343 11,261,974 77,363 3,675,142 5,327,384 20,836,206

520,075 10,278,657 84,000 4,229,524 9,438,200 24,550,456

600,055 11,383,787 80,173 4,240,768 7,897,291 24,202,074

600,060 12,207,184 107,460 6,429,812 10,956,500 30,301,016

7% 9% 3% 3% 7% 7%

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

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

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

575,000 14,967,690 128,567 4,891,277 9,428,573

575,000 13,563,745 132,370 4,706,327 8,508,184

600,000 11,386,910 166,361 5,893,280 9,771,922

20,545,946

22,944,617

19,210,451

29,991,107

27,485,626

27,818,473

12% 14% 26% 3% 5% 8%

Expenditures Salary and Benefits Supplies Purchased Services Internal Services Utilities/Insurance Capital Outlay Economic Incentives

Compound Annual Growth

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

NOTE: In prior budgets, the Capital Renewal and Replacement Reserve Fund was considered a Special Revenue Fund. For the 2022 Budget, this fund was reclassified as a Capital Projects Fund. All amounts in the Capital Renewal and Replacement Reserve Fund were moved to the Capital Projects Fund.

Budget Detail

BD-74

Town of Parker 2022 Annual Budget

SPECIAL REVENUE FUNDS: SECTION SUMMARY TITLE SOURCES OF REVENUE: SPECIAL REVENUE FUNDS Miscellaneous 0.3% Contributions 0.8% Fines and Forfeitures 0.1%

Transfers In 27.6%

Charges for Services 32.8%

Taxes 34.3% Intergovernmental 4.1%

EXPENDITURES BY TYPE: SPECIAL REVENUE FUNDS Salary and Benefits 30.0%

Transfers Out 26.4%

Supplies 2.5%

Purchased Services 16.0%

Internal Services 4.8% Utilities/Insurance 3.0%

Capital Outlay 17.3%

Town of Parker 2022 Annual Budget

BD-75

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

BD-76

Town of Parker 2022 Annual Budget

SPECIAL REVENUE SECTIONFUNDS TITLE FUND: Conservation Trust Fund

2018 Actual Revenues State Conservation Trust Fund Interest Total Revenues Expenditures Interfund Transfer Total Expenditures Beginning Fund Balance Revenue Over (Under) Exp Ending Fund Balance

2020 Actual

2019 Actual

2021 Amended Budget

2021 Projected

2022 Budget

Compound Annual Growth

452,801 $ 68 452,869 $

539,205 $ 74 539,279 $

494,271 $ 72 494,343 $

520,000 $ 75 520,075 $

600,000 $ 55 600,055 $

600,000 60 600,060

7% -3% 7%

$ $

375,000 $ 375,000 $

525,000 $ 525,000 $

575,000 $ 575,000 $

600,000 600,000

12% 12%

112,002 77,869 189,871 $

189,871 164,279 354,148 $

354,148 (30,657) 323,491 $

323,491 (54,925) 268,566 $

323,491 25,055 348,546 $

348,546 60 348,606

33% -83% 16%

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2022 Adopted Budget vs. 2021 Projected Actual • In order to support the level of capital projects in the Parks and Recreation Fund, the transfer was increased to $600,000 in 2022.

Town of Parker 2022 Annual Budget

BD-77

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

BD-78

Town of Parker 2022 Annual Budget

SPECIAL REVENUE FUNDS FUND: Cultural Fund

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 Technology 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

496,368

2021 Amended Budget

2020 Actual

2019 Actual

2018 Actual

528,290

441,321

542,500

2021 Projected

427,500

2022 Budget

Compound Annual Growth

537,000

2% 1% -1% -38% 5% 5% 1% 20% 2% 0%

183,885 1,672,818 50,703 391,035 11,397 473,478 7,115 901

186,760 1,703,937 12,455 397,168 13,077 539,964 13,396 919

54,532 515,412 2,774 191,478 3,623 302,717 503

78,000 1,023,919 3,000 193,500 10,000 456,000 20,000 960

65,000 1,045,000 2,500 289,625 2,500 477,538 10,000 460

195,000 1,615,500 7,500 470,500 14,000 501,352 15,000 960

2,791,332

2,867,676

1,071,039

1,785,379

1,892,623

2,819,812

25,463 209,284 39,711

40,052 231,152 9,713

8,618 201,286 42,112

5,000 120,000 9,000

4,000 140,000 9,000

4,000 228,000 10,000

274,458

280,917

252,016

134,000

153,000

242,000

1,684,643 400,000 25,612 -

1,680,000 100,000

1,825,766 85,000 -

1,767,645 -

2,831,000 -

14%

2,831,000 6,429,812

8% 3%

2,634,990 672,293 74,704 9,000 16,500 1,050,000 301,480 343,800 11,000 409,939 369,574 5,893,280

6% 19% -1% 8% -23% 2% 0% 3% 6% 3% -15% 3%

2,110,255 5,672,413

2,107,060 339,415 77,316 6,624 46,742 953,160 306,990 302,450 8,648 370,350 695,879 5,214,634

1,780,000 5,456,883

2,207,969 588,977 53,683 6,891 12,213 950,645 349,581 295,688 8,965 359,831 1,617,716 6,452,159

Town of Parker 2022 Annual Budget

1,910,766 3,675,142

1,767,645 4,229,524

1,790,998 349,080 27,544 12,589 220,519 186,289 105,974 5,064 194,458 200,220 3,092,735 $

2,298,614 903,504 35,589 5,500 21,400 611,677 320,650 96,500 6,608 271,000 320,235 4,891,277

BD-79

1,767,645 4,240,768

2,136,030 908,926 41,589 5,500 11,400 513,406 291,262 201,500 6,600 270,500 319,614 4,706,327

-37% 2% -29% -3%

Budget Detail

SECTIONREVENUE SPECIAL TITLE FUNDS FUND: Cultural Fund 2018 Actual 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 Assistant Cultural Dir for Operations Audio Technician Cultural Facility Specialist Development Manager Cultural Education Specialist Education Manager Facilities Manager Food & Beverage Coordinator Events/Project Assistant Graphic Design/Marketing Coordinator Lighting Technician Marketing Assistant Marketing Manager Community Outreach Specialist Patron Services Manager Production Manager Program Coordinator Stage Technician Asst Cultural Dir for Communications and External Affairs Accounting Technician Stagehand III Membership Specialist Administration Specialist Assistant Cultural Director for Programs Total Full-Time and Part-Time Benefited positions Full-Time Equivalent of Part-Time Employees Total Authorized FTE Positions

Budget Detail

2020 Actual

2019 Actual

2021 Amended Budget

2021 Projected

Compound Annual Growth

2022 Budget

1,690,939 132,727 2,456,078 215,775 153,894 565,221 5,214,634 $

1,780,996 95,008 2,456,167 233,368 165,133 1,721,487 6,452,159 $

1,500,938 55,509 953,339 313,285 143,107 126,557 3,092,735 $

1,896,369 66,897 1,670,486 434,192 169,275 654,058 4,891,277 $

1,728,765 56,619 1,655,988 433,702 177,195 654,058 4,706,327 $

2,177,132 108,620 2,628,759 497,279 180,490 301,000 5,893,280

7% -5% 2% 23% 4% -15% 3%

1,085,197 457,779 1,542,979 $

1,542,979 (995,276) 547,703 $

547,703 582,407 1,130,110 $

1,130,110 (661,753) 468,357 $

1,130,110 (465,559) 664,551 $

664,551 536,532 1,201,083

-12% 4% -6%

1.00 1.00 1.00 0.80 1.00 0.80 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00

1.00 1.00 1.00 1.00 1.00 0.80 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00

1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00

1.00 1.00 1.00 1.00 1.00 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 0.80 1.00 0.80 1.00

1.00 0.33 -

1.00 -

20.53

18.13

18.00

19.00

12.60 33.13

11.25 31.78

3.10 21.23

6.00 24.00

4.00 22.00

13.00 32.00

BD-80

Town of Parker 2022 Annual Budget

SPECIAL REVENUE SECTIONFUNDS TITLE FUND: Cultural Fund

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2022 Adopted Budget vs. 2021 Projected Actual • The fund balance recovers in 2022 from the impact of COVID-19 thanks to recovering

revenues for Cultural programming, shows and rentals combined with an increased transfer from the General Fund.

• Within the Administration function, the 2022 budget for Salary and Benefits includes funding

for the performance pay adjustment of 4% and healthcare cost increases. The Administration function also includes the addition of two assistant positions for events and marketing. These positions are partially offset by the elimination of an Assistant Cultural Director.

• The PACE Center budget is decreasing with the completion of capital improvements to the stage and audio/visual systems in 2021. This accounts for the overall reduction in Capital Outlay.

• Increases within the other functions include operating costs associated with pre-pandemic

levels of activity, such as a full performing arts schedule, full class programming, and buildings open all year for rentals and activities. These increases make up the increases in Supplies and Purchased Services.

2021 ACCOMPLISHMENTS Foster Community Creativity and Engagement • Developed innovative programming in different spaces, including a new tiny art gallery

outside of the PACE Center, movie sing-a-longs in our theater, interactive theater (where the audience played the game Clue live during a musical) and an online murder mystery challenge

• Presented Parker Arts Lectures, both in-person and via online streaming, on many topics

including climate change, cannibal Alferd Packer, the coronavirus, hiking in Douglas County, mental health, the science of interstellar travel and more

• Held the fifth annual Portfolio Day event for high school juniors and seniors from around

Douglas County who are interested in continuing their educational and professional career in visual arts. During this year’s virtual event, students had their portfolios reviewed by university art professors and professional artists, and received personalized constructive critiques on their artwork, portfolio presentation and artist statement. This culminated in a student exhibit called Bright Futures in the PACE Center’s curated art gallery. Scholarships and prizes were awarded by the Parker Artists Guild and participating colleges and universities.

Enhance Economic Vitality • Despite being limited by COVID restrictions, presented 127 performances by national performing artists, regional groups, and local arts organizations

• Provided space for 164 groups to hold meetings and had the honor of accommodating 20 weddings.

• Hosted 26 theater rentals from groups located in and around Parker Support an Active Community • Held a total of 65 summer enrichment camps that allowed 1,069 campers to learn about dance, music, theater, Legos, magic, YouTube video-making and more

Town of Parker 2022 Annual Budget

BD-81

Budget Detail

SECTIONREVENUE SPECIAL TITLE FUNDS FUND: Cultural Fund • Partnered with the Colorado Council of Arts, Science and Culture to put on a new Science Day event, which included dozens of science-based vendors and attracted over 2,000 kids and their families

• Renovated the PACE Theater motorized rigging with a new state-of-the art control system,

thus providing the public with a better overall theater experience when renting or attending our shows

2022 GOALS Foster Community Creativity and Engagement • Offer one new education program to underprivileged schools outside of Douglas County • Offer at least one new education program for either senior citizens or people with disabilities Enhance Economic Vitality • Set up an application system for new catering companies to be able to increase the diversity of food options we can offer to our renters

Support an Active Community • Utilize expanded power infrastructure to increase the flexibility of the events and shows in the Schoolhouse Theater

• Work with at least one new partner on a free event for the community

VIDEO LINK: PARKER: ARTS AND CULTURE

Budget Detail

BD-82

Town of Parker 2022 Annual Budget

SPECIAL REVENUE SECTIONFUNDS TITLE FUND: Cultural Fund

PERFORMANCE MEASURES BY STRATEGIC GOAL 2019

2020 1

2021

Foster Community Creativity and Engagement • OUTPUT MEASURE: Number of performances by national performing artists and local

art organizations The number of performances presented in our theaters represents the depth and breadth of programming that the Town offers patrons in and around the Parker area. While quality is certainly as important as quantity, measuring the number of shows included in our season line-up ensures an adequate amount of shows and events going on throughout the year for people of all ages. 235 132 127

• OUTPUT MEASURE: Number of theater rental performances

Part of the 2019-2023 strategic plan includes providing affordable spaces for our community to gather. Therefore, measuring the number of rental performances hosted in a year helps to determine if offerings are relevant and affordable places for groups and individuals to showcase their programs and events. 104 56 127

• 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. 57,000 17,000 25,288

Support an Active Community • OUTPUT MEASURE: Number of senior citizens served through Cultural classes and

programs This metric is part of the 2019-2023 strategic plan. Senior citizens are an underserved cultural group and the goal is to build relationships with them and develop programming that both engages with them and keeps them active in the community. 1,113 1,345 980

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

offered This metric is part of the 2019-2023 strategic plan. People with disabilities are an underserved cultural group and the goal is to build relationships and develop programming that both engages with them and keeps them active in the community. 6 1 6

Impacted by COVID-19 Town of Parker 2022 Annual Budget

BD-83

Budget Detail

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

Budget Detail

BD-84

Town of Parker 2022 Annual Budget

SPECIAL REVENUE FUNDS FUND: Law Enforcement Assistance Fund 2018 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 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

2020 Actual

2019 Actual

2021 Amended Budget

2021 Projected

2022 Budget

Compound Annual Growth

- $ 21,940 65,706 7,846 253 95,745 $

- $ 29,950 46,028 10,327 9 86,314 $

- $ 27,063 45,984 4,140 176 77,363 $

- $ 30,000 50,000 4,000 84,000 $

23,348 $ 25,750 30,000 1,000 75 80,173 $

25,710 25,750 20,000 35,000 1,000 107,460

62,365 297 2,917 320 65,899 $

90,120 695 3,663 320 94,798 $

86,133 65 1,556 1,337 89,091 $

119,367 1,500 6,200 1,500 128,567 $

123,420 1,150 6,100 1,700 132,370 $

136,211 1,500 26,950 1,700 166,361

22% 50% 74% 52% 26%

142,046 (8,484) 133,562 $

133,562 (11,728) 121,834 $

121,834 (44,567) 77,267 $

121,834 (52,197) 69,637 $

69,637 (58,901) 10,736

-11%

112,200 29,846 142,046 $

1.00 1.00

1.00 0.50 1.50

4% -15% -40% 3%

-48%

1.00 0.50 1.50

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2022 Adopted Budget vs. 2021 Projected Actual • The Police Department is receiving $20,000 in 2022 through the state Peace Officer Mental Health grant program.

Town of Parker 2022 Annual Budget

BD-85

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 land acquisition, repayment of debt issued and special studies and analysis related to the overall operation, functionality and implementation of park and recreational facilities.

Budget Detail

BD-86

Town of Parker 2022 Annual Budget

SPECIAL REVENUE FUNDS FUND: Parks and Recreation Fund 2018 Actual Revenues Taxes Sales Tax Use Tax Total Taxes Intergovernmental Charges for Services Interest Rent Contributions Miscellaneous Transfers In Total Revenues Expenditures Salary and Benefits Supplies Purchased Services Internal Services Capital Outlay Economic Incentives Interfund Transfer Total Expenditures Beginning Fund Balance Revenue Over (Under) Exp Ending Fund Balance

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

2019 Actual

7,150,713 $ 7,596,254 $ 8,184,750 735,465 643,848 630,193 7,886,177 8,240,102 8,814,943 1,584,960 1,250 124,948 290,492 131,969 26,545 18,170 21,581 108,887 2,834,282 182,000 1,366 33 271 375,000 875,000 525,000 8,522,923 $ 12,258,079 $ 11,261,974

351,832 248 206,606 1,235,078 16,465 5,048,282 6,858,511 $

7,665,984 1,664,412 9,330,396

9,330,396 4,958,838 $ 14,289,232

14,289,232 1,987,883 $ 16,277,115

0.35 1.00 0.50 1.00 0.33 3.18

0.33 1.00 0.50 1.00 0.33 3.16

2021 Amended Budget

2020 Actual

370,429 345,885 60,127 1,423,089 5,099,711 7,299,241 $

2021 Projected

2022 Budget

Compound Annual Growth

7,994,370 $ 9,136,000 $ 9,681,900 639,037 644,987 677,000 8,633,407 9,780,987 10,358,900 2,750 2,500 150,000 35,000 40,000 20,000 90,000 35,000 900,000 900,000 25,000 250 50 50 575,000 575,000 1,745,734 $ 10,278,657 $ 11,383,787 $ 12,207,184 $

336,661 341,390 360,334 371,692 318,576 5,225 5,225 5,225 95,237 162,950 162,990 163,950 8,762 8,762 24,866 3,668,553 8,815,602 7,392,673 4,072,000 4,855,064 5,633,761 5,633,761 6,749,177 9,274,091 $ 14,967,690 $ 13,563,745 $ 11,386,910 16,277,115 16,277,115 14,097,157 (4,689,033) (2,179,958) 820,274 $ 11,588,082 $ 14,097,157 $ 14,917,431

0.35 1.00 1.00 0.50 2.85

8% -2% 7%

-25% 7% -31% -56% 47% 9% 1% 114% -6% 35% 8% 14% 16% -16% 12%

0.35 1.00 1.00 0.50 2.85

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2022 Adopted Budget vs. 2021 Projected Actual • The 2021 Contributions projection includes a developer contribution and a contribution from Douglas County for parks projects that are underway. There are no known contributions budgeted for 2022.

• Capital Outlay is decreasing due to a smaller number of parks projects budgeted for 2022. • The Interfund Transfer to the General Fund is increasing in 2022 to capture the increased repair and maintenance costs for parks in the General Fund.

Town of Parker 2022 Annual Budget

BD-87

Budget Detail

SPECIAL REVENUE FUNDS FUND: Parks and Recreation Fund

2021 ACCOMPLISHMENTS Support an Active Community • Completed an amendment to the existing 17 Mile House Property and Norton Farm’s conservation easements for the High Plains Trail

• Completed construction drawings, specifications, and permits for the High Plains Trail bridge across Parker Road (Segment I) with construction anticipated to begin in January of 2022

• Constructed an underpass crossing of Jordan Road for the East/West Trail • Completed planning review referrals for the new 31-acre community park in the Tanterra (Anthology North) Subdivision to be dedicated by the developer to the Town

• Completed planning review referrals for the new 25-acre community park in the Looking Glass Subdivision to be dedicated by the developer to the Town

Innovate with Collaborative Governance • Completed an intergovernmental agreement (IGA) between Parker, Aurora, and Arapahoe

County for each jurisdiction’s shared “long-term” maintenance needs and responsibilities for the High Plains Trail

2022 GOALS Support an Active Community • Work with the developer and contractor to complete the construction of the Trails at

Crowfoot Park by spring of 2022. New amenities include a multi-use sports field, baseball field, tennis courts, pickleball courts, picnic/shade shelters, playground, nine-hole disc golf course, and trails.

• Complete the planning, design, easements, and construction of the Tallman Gulch Trail spur in the Rowley Downs Subdivision

• Complete the planning, design, license agreement, and construction of a soft-surface trail along the Xcel Energy right-of-way from Latigo Lane to Canterberry Parkway

• Complete the construction drawings and specifications for the development of the Harvie Open Space in 2023

• Complete the planning, design, and construction of the O’Brien Park Playground Improvements

PERFORMANCE MEASURES BY STRATEGIC GOAL 2018

2019

2020

2021

Support an Active Community • OUTCOME MEASURE: Increase percentage of park land, trails and/or open space 1

As development continues throughout the Town, we want to continue to acquire additional park land, trails and open space to meet the outdoor recreational needs of the community. na na na 20%

New performance measures more accurately reflects departmental goals that align with the Town’s overarching strategic goals. 1

Budget Detail

BD-88

Town of Parker 2022 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 2022 Annual Budget

BD-89

Budget Detail

SECTIONREVENUE SPECIAL TITLE FUNDS FUND: Recreation Fund 2018 Actual

2021 Amended Budget

2020 Actual

2019 Actual

2021 Projected

2022 Budget

Compound Annual Growth

Revenues Intergovernmental Grants Charges for Services Administrative Fees Advertising Revenue Aquatic Rentals Aquatic Programs Childcare Clothing & Uniform Charges Day Camp Program Discovery Park - Admission Discovery Park - Concessions Enrichment Event Sponsor/Vendor Revenue Fieldhouse - Admissions Fieldhouse - Advert/Sponsors Fieldhouse - ATM Fees Fieldhouse - Concessions Fieldhouse - Equipment Rentals Fieldhouse - Facility Rentals Fieldhouse - Hosted Spec Events Fieldhouse - Merchandise Sales Fieldhouse - Sports Instruction Fitness - Aqua Aerobics Fitness - Personal Training Fitness - Specialty Contract Fitness - Specialty Internal Hess Activity Fee H2O - Merchandise Sales H2O - Pool Admission Fees H2O - Pool Rental Fees H2O - Season Passes H2O/Salisbury - Concessions Kid Zone Memberships Parker Run Series Photo I.D. Cards PRC - Admissions PRC - Facility Rentals PRC - Hosted Events PRC - Locker & Towel Rental PRC - Merchandise Sales Sports- Adult Programs Sports - Field Rentals Sports - Youth Contracted Sports - Youth Programs

Budget Detail

15,000 $ 3,999 11,313 36,910 95 481,144 149,743 7,772 42,539 106,877 23,640 162 60,700 3,955 208,718 46,905 3,165 164,174 212,678 188,991 1,303 123,910 20,373 13,506 48,469 115,817 1,713,327 70,151 646 386,344 42,069 39,341 1,039 2,514 315,762 74,750 241,657 670,335

21,500 $ 3,874 16,261 38,087 563 471,381 160,164 8,426 38,982 130,928 33,119 97 49,777 4,112 243,107 45,144 2,847 221,176 2,575 246,399 178,086 6,390 1,345 115,462 27,573 8,903 67,359 118,625 1,642,225 68,857 768 434,645 48,212 38,759 872 3,591 312,599 67,381 206,132 745,933

BD-90

51,800 $ 4,287 3,586 8,209 139 56,683 143,887 7,527 16,567 119,397 17,129 54 12,673 1,103 193,955 8,864 1,617 119,151 2,595 89,857 10,672 95,571 23,601 517 60,535 1,550 700 17,690 49,687 891,105 24,422 220 150,600 28,777 9,257 219 1,281 166,356 35,277 147,831 435,709

- $ 4,000 14,000 35,000 65,000 25,000 200 450,000 160,000 7,000 24,000 125,000 25,000 150 52,000 3,500 223,000 53,000 3,000 210,000 245,000 42,000 160,000 10,000 1,500 175,000 50,000 18,000 68,000 75,000 2,050,000 65,000 850 420,000 15,000 30,000 1,000 3,500 315,000 55,000 246,000 735,000

22,000 $ 5,000 14,000 30,000 72,000 14,000 200 225,500 160,000 7,000 40,000 105,000 25,000 150 20,000 1,500 243,000 15,000 3,000 210,000 675 125,000 39,000 150,000 10,000 1,850 142,000 40,000 18,295 75,000 75,000 1,215,000 65,000 300 390,000 12,500 10,000 1 3,600 315,000 55,000 215,000 650,000

22,000

10%

5,000 14,000 35,000 80,000 40,000 200 475,000 175,000 8,000 40,000 140,000 25,000 150 50,000 3,500 250,000 30,000 2,500 210,000 275,000 50,000 170,000 10,000 1,500 145,000 31,000 18,000 68,000 100,000 2,265,000 65,000 850 460,000 56,000 20,000 4,000 335,000 100,000 246,000 755,000

6% 5%

2% 20% 0% 4% 1% -2% 7% 1% -2% -5% -3% 5% -11% -6% 6% 7% -3% 4% 4% 11% 7% 9% -4% 7% -2% 7% 4% 7% -16% 12% 1% 8% 0% 3%

Town of Parker 2022 Annual Budget

SPECIAL REVENUE SECTIONFUNDS TITLE FUND: Recreation Fund 2018 Actual Swimming Lesson Fees Therapeutic Recreation Program Vending Machine Commissions Total Charges for Services Interest Miscellaneous Interfund Transfers From Parks & Rec Fund From Technology Fund Total Interfund Transfers Total Revenues 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 Transfers Out Total Expenditures by Category Beginning Fund Balance Revenue Over (Under) Exp Ending Fund Balance

2020 Actual

2019 Actual

2021 Amended Budget

2021 Projected

2022 Budget

Compound Annual Growth

255,296 11,332 14,094

322,060 14,305 14,762

165,307 6,884 8,508

300,000 8,000 10,000

210,000 8,000 10,000

350,000 8,000 14,000

5,915,514 53,968 26,342

6,161,863 82,507 5,333

3,139,556 26,378 17,180

6,577,700 20,000 5,000

5,026,571 5,100 8,120

7,130,700 5,200 5,100

2,208,900 74,820

2,330,145 -

2,092,470 -

2,835,500 -

3,793,500 -

14%

2,283,720 8,294,544 $

2,330,145 8,601,348 $

2,092,470 5,327,384 $

2,835,500 9,438,200 $

2,835,500 3,793,500 7,897,291 $ 10,956,500

14% 7%

886,089 1,082,788 26,459 1,636,479 947,906 431,931 1,613,525 633,730 100,468 517,171 195,350 151,523 500,000 8,723,419 $

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 $

989,118 1,228,322 14,024 2,054,073 1,002,326 427,089 1,993,714 715,740 106,193 529,351 239,608 129,015 9,428,573 $

961,902 1,044,551 13,923 1,920,923 961,045 366,995 1,875,052 528,887 104,059 375,682 224,486 130,679 8,508,184 $

1,006,438 1,213,001 14,121 1,902,052 1,147,221 509,218 2,191,002 708,376 109,604 552,204 266,320 152,365 9,771,922

16% 1% -26% 2% 7% 0% 8% 3% 4% 4% 7% 1%

554,256 1,157,941 46,898 1,736,485 884,008 508,887 1,601,258 625,668 93,070 473,634 204,479 145,318 8,031,902 $

4,856,819 565,643 1,461,163 578,353 611,995 149,446 500,000 8,723,419 $

3,724,171 280,384 873,785 670,271 543,742 137,181 6,229,534 $

5,474,466 539,090 1,461,909 805,848 596,760 550,500 9,428,573 $

4,862,782 423,075 1,280,189 775,284 616,354 550,500 8,508,184 $

5,632,787 591,466 1,630,110 814,554 649,555 453,450 9,771,922

5% 1% 5% 5% 1% 21%

4,581,965 573,492 1,365,066 681,757 617,948 211,674 8,031,902 $

2,001,448 262,642 2,264,092 $

2,264,092 (122,071) 2,142,021 $

2,142,021 (902,150) 1,239,871 $

1,239,871 9,627 1,249,498 $

1,239,871 (610,893) 628,978 $

628,978 1,184,578 1,813,556

-25% 46% -5%

Town of Parker 2022 Annual Budget

BD-91

8% -8% 0% 5% -44% -34%

Budget Detail

SECTIONREVENUE SPECIAL TITLE FUNDS FUND: Recreation Fund

Authorized FTE Positions Administration Parks and Recreation Director 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 Rec Supervisor -Sports Programs Manager on Duty/Special Events Therapeutic Rec Rec Coordinator 2-TR Recreation Manager Recreation Center Rec Manager - Facilities Rec Coordinator 1-Registration Rec Coordinator 2-Admin/Retail Rec Coordinator 1-Memberships Rec Coordinator 1-Fac PRC Rec Coordinator 2-Fac Deputy Recreation Manager Guest Services Representative II Maintenance & Facility Attendant Admin and Retail Asst Coordinator Manager on Duty/Events Supervisor Childcare Coordinator Aquatics Rec Manager - Facilities Rec Supervisor - Aquatics Rec Coordinator 2-Aquatics Rec Coordinator 2-Aquatics Gst Svcs Fieldhouse Rec Manager - Facilities Recreation Supervisor - Fieldhouse Rec Coordinator 1 and 2-Fac FH Rec Coordinator 2-Events Recreation Coordinator II Recreation Coordinator I Events Lead Guest Services Representative

2018 Actual

2019 Actual

2021 Amended Budget

2020 Actual

2021 Projected

2022 Budget

0.25 1.00 0.50 -

0.25 1.00 0.50 1.00

0.23 1.00 0.50 1.00

0.25 1.00 1.00 0.50 -

0.90 1.00 3.00 0.80 1.00 1.00

1.00 3.00 0.80 1.00 1.00

0.60 1.00 4.00 0.80 -

1.00 0.10

1.00 -

1.00 1.00 2.00 1.00 0.80 1.00 1.60 0.80 0.80

1.00 1.00 2.00 1.00 1.60 0.80

1.00 1.00 1.00 2.00 1.00 0.80

0.34 1.00 1.00 1.00 1.00 1.00 0.80

1.00 1.00 -

1.00 2.00 -

0.33 1.00 2.00 -

0.33 1.00 2.00 1.00

1.00 1.00 2.00 0.80 0.80

1.00 1.00 2.00 0.80 -

1.00 2.00 1.00 0.80 -

0.33 1.00 2.00 1.00 -

Shaded sections represent the same positions but with specific titles now included in the table. Continued on next page

Budget Detail

BD-92

Town of Parker 2022 Annual Budget

SPECIAL REVENUE SECTIONFUNDS TITLE FUND: Recreation Fund 2018 Actual Day Camp FH Day Camp Director Rec Coordinator 1-Day Camp Day Camp Counselor Fitness Programs Rec Manager - Programs Rec Supervisor-Fitness-Wellness Fitness / Wellness Coordinator Youth Programs Rec Manager - Programs Rec Coord II - Youth Enrichment Total Full-Time and Part-Time Benefited positions Full-Time Equivalent of Part-Time Employees Total Authorized FTE Positions

2020 Actual

2019 Actual

2021 Amended Budget

2021 Projected

2022 Budget

1.00 1.00 1.60

1.00 1.00 0.80

1.00 1.00 1.60

1.00 1.00 -

1.00

0.30 1.00 -

1.00

0.10 1.00

33.75

30.55

30.73

28.35

29.35

77.39 111.14

76.00 106.55

45.20 75.93

68.00 96.35

67.40 95.75

75.00 104.35

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2022 Adopted Budget vs. 2021 Projected Actual • Charges for services are budgeted to increase in 2022 as the impacts from Covid-19 are

mitigated by a normal operating schedule for a full year. Recent rate adjustments that were implemented to facilitate greater cost recovery in recreation programs will also contribute to the increase.

• The Interfund Transfer into the Recreation Fund is increasing to return the fund to a healthy reserve balance after the impacts of COVID-19 in 2020 and 2021.

• The 2022 budget for Salary and Benefits includes funding for the performance pay adjustment of 4% and healthcare cost increases. The 2022 budget also includes the addition of one recreation coordinator position and a return to pre-pandemic levels of seasonal staffing.

• Operational expenditures are increasing to provide a pre-pandemic level of services and programming.

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

2021 ACCOMPLISHMENTS Support an Active Community • Expanded virtual and outdoor offerings addressing community safety and social distancing guidelines and reinstated larger in-person classes to the program schedule

• Continued and expanded several special events and programs that provided high quality affordable experiences for the community - Senior Stroll, CPR Flash Mob, Kids that Care, Easter Egg Splash and Dash, Glow Swim, Fright Night and Kids Tryathlon

Town of Parker 2022 Annual Budget

BD-93

Budget Detail

SECTIONREVENUE SPECIAL TITLE FUNDS FUND: Recreation Fund • Increased participation in both Aquatics and Sports programs by 30% with over 40,000 participants combined

• Reinstatement of several programs and community partnerships previously canceled due to

COVID-19 – Summer Day Camp, Rockies Skills Challenge, Summer Lacrosse and Boom Soccer.

• Updated and improved the Park Rental processes to accommodate internal programs and events, partnered programs and community events to allow for shared, responsible use

• Completed review of registration software infrastructure and updated customer user interface Promote a Safe and Healthy Community • Implemented the Recreation Division General Security Plan including a virtual training program and associated in-person training to all full and part time staff

• Offered a low-cost CPR, AED and First Aid Program certification to all Town staff and the general public

• Changed Lifeguard Service providers to Starguard Elite which includes a more comprehensive safety and audit program for the Town’s Lifeguards and Aquatics Facilities

• Developed a building safety improvement plan which addressed facility safety concerns • Completed multiple Recreation Facility improvements for more user friendly and effective use and play including a lighting upgrade, upgraded gymnasium control panel, re-lined inline rink

Foster Community Creativity and Engagement • Implemented a summer Youth Hockey Open Play season playing in a “sandlot” style game that is more engaging and improves autonomy for the participants

• Updated the Activity Registration site to provide consistency in formatting and more concise activity search functions allowing customers to more easily find courses

Enhance Economic Vitality • Completed a departmental assessment that resulted in a comprehensive department

restructuring including the addition of new job titles and job descriptions and reporting assignments to allow for improved efficiency and continuity of operations

• Worked with consultant to develop the Department’s first cost recovery strategy and philosophy; creating a comprehensive and defensible strategy for allocating financial resources while evaluating programming impact and fees to maximize revenues

2022 GOALS Support an Active Community • Achieve designated cost recovery goals by service category areas • Continue with the implementation of data analytics • Implement a Parks, Recreation and Open Space Commission • Increase all program participation by 10% • Increase membership numbers to pre-pandemic levels • Continue to update and automate Parks and Recreation community rental processes to increase efficiency and simplify use for the community

Budget Detail

BD-94

Town of Parker 2022 Annual Budget

SPECIAL REVENUE FUNDS FUND: Recreation Fund • Enhance part-time recruitment process to attract best candidates; and expand retention efforts to secure optimal staffing levels

• Improve participation numbers in Day Camp services; reinstate before-care service to the curriculum

• Increase Senior and Therapeutic Recreation program opportunities • Expand group fitness platform to include virtual simulcast options and special events at a variety of Town locations

Promote a Safe and Healthy Community • Install upgraded camera systems, public address systems, card access panels and panic

buttons at the Fieldhouse and Recreation Center as a part of the building safety and security plan

• Provide robust life safety course offerings to both the community and the public • Enhance vehicle training procedures for Day Camp

PERFORMANCE MEASURES BY STRATEGIC GOAL 2018

2019

2020

2021

Support an Active Community • OUTPUT MEASURE: Increase Recreation memberships 1

The goal is to continually increase memberships and reduce attrition and defection rates to maintain cost recovery. na na na 10%

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

service categories 1 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. na na na 40%

New performance measures more accurately reflect departmental goals that align with the Town’s overarching strategic goals. 1

Town of Parker 2022 Annual Budget

BD-95

Budget Detail

SECTION TITLE

Budget Detail

BD-96

Town of Parker 2022 Annual Budget

CAPITAL PROJECTS FUNDS

GENERAL FUND SPECIAL REVENUE FUNDS CAPITAL PROJECTS FUNDS SUMMARY FUNDS • Excise Tax Fund • Capital Renewal and Replacement Reserve Fund • Impact Fee Funds • Hess Ranch Metropolitan Fund • Parkglenn Construction Fund • Public Improvements Fund

DEBT SERVICE FUNDS ENTERPRISE FUND INTERNAL SERVICE FUNDS

Town of Parker 2022 Annual Budget

BD-97

Budget Detail

CAPITAL PROJECTS FUNDS: SUMMARY

Beginning Fund Balances

2018 Actual

2019 Actual

2020 Actual

2021 Amended Budget

2021 Projected

2022 Budget

Compound Annual Growth

$ 22,589,303

$ 32,049,076

$ 36,162,589

$ 66,507,303

$ 70,432,953

33%

8,467,557 6,210,500 9,670,025 10,110,000 24,338,062 2,947,640 3,711,500 3,923,060 3,428,945 1,000,000 1,001,600 4,648,967 509,989 425,683 214,545 234,062 1,999,999 12,250,000 31,640,000 13,590,667 $ 38,744,552 $ 22,833,823 $ 46,237,670 $ 32,506,756

7% -3%

Revenues Taxes Intergovernmental Charges for Services Contributions Miscellaneous Transfers In Total Revenues

7,779,983 6,416,609 4,359,342 3,713,061 246,834 4,397,522 1,391,332 498,663 910,260 1,546,839 1,606,144 $ 18,582,348 $ 14,284,240

1% -17% 72% 15%

Expenditures 1,689,524 5,462,352 23,861 1,946,839

1,460,679 6,999,369 4,535 1,706,144

9,122,576

$ 10,170,727

$ 32,049,076

$ 36,162,589

Streets Repairs and Maintenance Capital Outlay Economic Development Incentives Transfers Out Total Expenditures

Ending Fund Balances

474,278 5,311,608 116,453 2,497,499

1,820,000 38,209,436 25,000 2,250,000

1,820,000 38,208,205 33,815 2,250,000

2,000,000 11,115,000 50,000 5,436,401

8,399,838

$ 42,304,436

$ 42,312,020

$ 18,601,401

4% 19% 20% 29% 19%

$ 66,507,303

$ 47,036,690

$ 70,432,953

$ 84,338,308

27%

9,953,140 2,830,000 10,020,000 2,798 25,035 2,850 $ 22,833,823

$ 10,741,625 6,033,500 29,410,000 545 51,600 400 $ 46,237,670

$ 16,722,634 6,400,000 9,330,000 562 53,160 400 $ 32,506,756

3% 14% 312%

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

40,054,436 2,250,000 -

40,062,020 2,250,000 -

13,165,000 5,000,000 222,934 213,467

16% 27%

8,399,838

$ 42,304,436

$ 42,312,020

$ 18,601,401

19%

Revenue by Fund Public Improvements Excise Tax Capital Renewal/Replacement Impact Fees Hess Ranch Metro District Parkglenn Construction Total Revenues

$ 14,690,704 $ 11,249,679 $ 33,669,824 3,855,891 2,735,075 5,023,121 32,470 46,064 17,519 248,718 2,289 29,859 3,283 4,704 1,940 $ 18,582,348 $ 14,284,240 $ 38,744,552

-41% 15%

Expenditures by Fund Public Improvements Excise Tax Capital Renewal/Replacement Impact Fees Hess Ranch Metro District Parkglenn Construction Total Expenditures

7,175,737 1,946,839 -

8,464,583 1,606,144 100,000 -

9,122,576

$ 10,170,727

Budget Detail

BD-98

Town of Parker 2022 Annual Budget

CAPITAL PROJECTS FUNDS SUMMARY SOURCES OF REVENUE: CAPITAL PROJECTS FUNDS Intergovernmental 12.1%

Contributions 14.3% Miscellaneous 0.7%

Taxes 31.1%

Transfers In 41.8%

EXPENDITURES BY TYPE: CAPITAL PROJECTS FUNDS Economic Development Incentives 0.3%

Capital Outlay 59.7% Transfers Out 29.2%

Streets R&M 10.8%

Town of Parker 2022 Annual Budget

BD-99

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

BD-100

Town of Parker 2022 Annual Budget

CAPITAL PROJECTS FUNDS FUND: Excise Tax Fund

Revenues New Development Excise Tax Interest Total Revenues Expenditures Transfers Out Total Expenditures Beginning Fund Balance Revenue Over (Under) Exp Ending Fund Balance

$ $

3,735,299 120,592 3,855,891

1,946,839 1,946,839

6,435,400 1,909,052 8,344,453

2021 Amended Budget

2020 Actual

2019 Actual

2018 Actual

$ $

4,922,145 100,976 5,023,121

1,606,144 1,606,144

2,084,999 2,084,999

8,344,453 1,128,931 9,473,384

9,473,384 2,938,122 $ 12,411,506

2,531,440 203,635 2,735,075

2021 Projected

2,730,000 100,000 2,830,000

6,000,000 33,500 6,033,500

2,250,000 2,250,000

12,411,506 580,000 $ 12,991,506

12,411,506 3,783,500 $ 16,195,006

2022 Budget $

Compound Annual Growth

6,360,000 40,000 6,400,000

14% -24% 14%

5,000,000 5,000,000

27% 27%

16,195,006 1,400,000 $ 17,595,006

26% -7% 21%

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2022 Adopted Budget vs. 2021 Projected Actual • New Development Excise Tax remains high in 2022 to account for continuing robust construction activity.

• The Interfund Transfer is increasing to the Parks and Recreation Fund and the Public

Improvement Fund to accommodate the large amount of capital activity in those funds.

Town of Parker 2022 Annual Budget

BD-101

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

BD-102

Town of Parker 2022 Annual Budget

CAPITAL PROJECTS FUNDS FUND: Capital Renewal and Replacement Reserve Fund

Revenues Transfers In Interest Total Revenues Expenditures Interfund Transfer Total Expenditures Beginning Fund Balance Revenue Over (Under) Exp Ending Fund Balance

2020 Actual

2019 Actual

2018 Actual

- $ 32,470 32,470 $

- $ 46,064 46,064 $

- $

100,000 100,000 $

2,005,209 32,470 2,037,679 $

2,037,679 (53,936) 1,983,743 $

2021 Amended Budget

2021 Projected

Compound Annual Growth

2022 Budget

- $ 10,000,000 $ 29,390,000 $ 20,000 20,000 17,519 17,519 $ 10,020,000 $ 29,410,000 $

9,300,000 30,000 9,330,000

- $

412,500 412,500 $

- $

30,998,762 1,588,762 1,588,762 1,983,743 9,330,000 29,410,000 10,020,000 (394,981) 1,588,762 $ 11,608,762 $ 30,998,762 $ 40,328,762

-2% 312%

98% 312% 111%

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2022 Adopted Budget vs. 2021 Projected Actual • Cash reserves in the General Fund were transferred to this fund in 2021 and are budgeted in

2022 to help fund Town infrastructure needs that were identified in the 2021 Facilities Master Plan.

Town of Parker 2022 Annual Budget

BD-103

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

BD-104

Town of Parker 2022 Annual Budget

CAPITAL PROJECTS SECTIONFUNDS TITLE FUND: Impact Fee Funds

Transportation Impact Fees Revenues Impact Fees Interest Total Revenues Expenditures Interfund Transfer Total Expenditures Beginning Fund Balance Revenue Over (Under) Exp Ending Fund Balance Parks and Recreation Impact Fees Revenues Impact Fees Interest Total Revenues Expenditures Interfund Transfer Total Expenditures Beginning Fund Balance Revenue Over (Under) Exp Ending Fund Balance Public Works Impact Fees Revenues Impact Fees Interest Total Revenues Beginning Fund Balance Revenue Over (Under) Exp Ending Fund Balance General Government Impact Fees Revenues Impact Fees Interest Total Revenues Beginning Fund Balance Revenue Over (Under) Exp Ending Fund Balance

2021 Amended Budget

2020 Actual

2019 Actual

2018 Actual

2021 Projected

Compound Annual Growth

2022 Budget

- $ - $

75,668 $ 577 76,245 $

- $ 702 702 $

- $ 825 825 $

- $ 150 150 $

103 103

- $

77,200 77,200

- $

76,245 76,245 $

76,245 702 76,947 $

76,947 825 77,772 $

76,947 150 77,097 $

- $ - $

142,574 $ 1,088 143,662 $

- $ 1,322 1,322 $

- $ 1,600 1,600 $

- $ 350 350 $

400 400

- $

145,734 145,734

- $

143,662 143,662 $

143,662 1,322 144,984 $

144,984 1,600 146,584 $

144,984 350 145,334 $

- $ - $

6,892 $ 52 6,944 $

- $ 64 64 $

- $ 90 90 $

- $ 12 12 $

15 15

- $

6,944 6,944 $

6,944 64 7,008 $

7,008 90 7,098 $

7,008 12 7,020 $

7,020 15 7,035

- $ - $

10,277 $ 79 10,356 $

- $ 95 95 $

- $ 135 135 $

- $ 15 15 $

20 20

- $

10,356 10,356 $

10,356 95 10,451 $

10,451 135 10,586 $

10,451 15 10,466 $

10,466 20 10,486

Town of Parker 2022 Annual Budget

BD-105

77,097 (77,097) -

145,334 (145,334) -

Budget Detail

CAPITAL PROJECTS FUNDS 2018 Actual Police Facility Impact Fees Revenues Impact Fees Interest Total Revenues Beginning Fund Balance Revenue Over (Under) Exp Ending Fund Balance Court Facility Impact Fees Revenues Impact Fees Interest Total Revenues Beginning Fund Balance Revenue Over (Under) Exp Ending Fund Balance

2021 Amended Budget

2020 Actual

2019 Actual

2021 Projected

Compound Annual Growth

2022 Budget

- $ - $

10,446 $ 80 10,526 $

- $ 97 97 $

- $ 135 135 $

- $ 16 16 $

20 20

- $

10,526 10,526 $

10,526 97 10,623 $

10,623 135 10,758 $

10,623 16 10,639 $

10,639 20 10,659

- $ - $

977 $ 8 985 $

- $ 9 9 $

- $ 13 13 $

- $ 2 2 $

4 4

- $

985 985 $

985 9 994 $

994 13 1,007 $

994 2 996 $

996 4 1,000

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2022 Adopted Budget vs. 2021 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 will be transferred out to pay for eligible projects. Those funds will then be closed.

Budget Detail

BD-106

Town of Parker 2022 Annual Budget

SECTION TITLE

HESS RANCH METROPOLITAN DISTRICT FUNDS ABOUT HESS RANCH METRO DISTRICT

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

Town of Parker 2022 Annual Budget

BD-107

Budget Detail

CAPITAL PROJECTS FUNDS FUND: Hess Ranch Metropolitan District Funds 2018 Actual Revenues Capital Maintenance Mill Interest Total Revenues Beginning Fund Balance Revenue Over (Under) Exp Ending Fund Balance

2020 Actual

2019 Actual

2021 Amended Budget

2021 Projected

2022 Budget

- $ - $

29,758 $ 101 29,859 $

25,000 $ 35 25,035 $

51,500 $ 100 51,600 $

53,060 100 53,160

- $

29,859 29,859 $

29,859 25,035 54,894 $

29,859 51,600 81,459 $

81,459 53,160 134,619

Compound Annual Growth

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2022 Adopted Budget vs. 2021 Projected Actual • The Hess Ranch Metro District agreed to levy and remit to the Town a property tax of 5 mills (one mill equals 1/1000 of a dollar) which will be used for the planning, design, construction and maintenance of Town infrastructure. The first revenue was received in 2020.

Budget Detail

BD-108

Town of Parker 2022 Annual Budget

SECTION TITLE

PARKGLENN CONSTRUCTION FUND ABOUT PARKGLENN CONSTRUCTION

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

Town of Parker 2022 Annual Budget

BD-109

Budget Detail

CAPITAL PROJECTS FUNDS FUND: Parkglenn Construction Fund

Revenues Interest Total Revenues

$ $

Expenditures Transfers Out Total Expenditures

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

3,283 3,283

$ $

- $ 202,740 3,283 206,023

2021 Amended Budget

2020 Actual

2019 Actual

2018 Actual

4,704 4,704

$ $

1,940 1,940

- $ 206,023 4,704 210,727

$ $

2,850 2,850

- $ 210,727 1,940 212,667

2021 Projected $ $

- $ 212,667 2,850 215,517

2022 Budget

400 400

$ $

400 400

- $

213,467 213,467

212,667 400 213,067

Compound Annual Growth -41% -41%

213,067 (213,067) -

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2022 Adopted Budget vs. 2021 Projected Actual • Traffic patterns on Parker Road now warrant the construction of this traffic light at Parkglenn Way. The 2022 budget transfers the balance out of this fund for construction of the light in the Public Improvements Fund.

Budget Detail

BD-110

Town of Parker 2022 Annual Budget

SECTION TITLE

PUBLIC IMPROVEMENTS FUND ABOUT PUBLIC IMPROVEMENTS

The Public Improvements Fund is for streets capital projects and is primarily funded by 75% 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.

Town of Parker 2022 Annual Budget

BD-111

Budget Detail

SECTION TITLE CAPITAL PROJECTS FUNDS FUND: Public Improvements Fund 2018 Actual Revenues Taxes Use Tax Excise Taxes - Undergrounding Total Taxes Intergovernmental PAR Capital Funding Grants Roads Sales Tax Shareback Roads Use Tax Shareback Highway User Tax Shareback HUTF - FASTER Funds Total Intergovernmental Interest Contributions Miscellaneous Transfers In Total Revenues

3,650,590 $ 394,093 4,044,684

2020 Actual

2019 Actual

3,486,427 $ 398,742 3,885,169

3,164,213 $ 381,199 3,545,412

20,750,000 484,766 2,774,211 2,824,550 2,957,876 408,131 407,801 293,028 114,805 405,811 307,400 365,905 286,423 4,359,342 3,713,061 24,308,304 385,152 653,973 342,128 3,428,945 1,391,332 4,397,522 190 2,012 1,546,839 1,606,144 1,999,999 $ 14,690,704 $ 11,249,679 $ 33,669,824 $

2021 Amended Budget

3,120,000 $ 360,500 3,480,500

2021 Projected

3,240,025 $ 430,000 3,670,025

2022 Budget

3,350,000 400,000 3,750,000

2,356,640 3,000,000 3,200,000 260,000 350,000 355,000 306,000 310,000 315,000 2,922,640 3,660,000 3,870,000 163,000 160,000 300,000 4,648,967 1,001,600 1,000,000 2,250,000 2,250,000 4,290,667 9,953,140 $ 10,741,625 $ 16,722,634

Expenditures Facility Construction Traffic Control Streets Capital Improvements Streets R&M Economic Development - Other Urban Renewal Total Expenditures

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

13,945,954 21,460,921 24,246,017 52,013,502 52,013,502 22,693,107 3,557,634 (29,320,395) (30,101,296) 27,767,485 2,785,096 7,514,967 $ 21,460,921 $ 24,246,017 $ 52,013,502 $ 21,912,206 $ 22,693,107 $ 26,250,741

112,202 563,718 4,786,432 1,689,524 23,861 7,175,737 $

540,026 6,459,343 1,460,679 4,535 8,464,583 $

Compound Annual Growth

789,434 1,266,216 1,265,185 2,015,000 4,522,174 24,193,220 24,193,020 9,100,000 2,000,000 1,820,000 1,820,000 474,278 116,453 25,000 33,815 50,000 12,750,000 12,750,000 5,902,339 $ 40,054,436 $ 40,062,020 $ 13,165,000

-2% 0% -2%

4% -3% 2% -3% -17% 1% 29% 3%

38% 17% 20% 16% 13% -17% 5%

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2022 Adopted Budget vs. 2021 Projected Actual • Use Tax and Roads Sales Tax Shareback are increasing in 2022 in line with historical trends. • Transfers In are increasing from the Excise Tax Fund to account for the level of construction activity. In 2022, this line also includes transfers from the Park Glenn Construction Fund and the Transportation Impact Fee Fund for eligible projects.

• Traffic Control projects are increasing in 2022 to account for an increase in the number of intersections where traffic lights are warranted.

• Streets Capital Improvements are decreasing after the completion of the large Cottonwood Bridge widening project in 2021. Urban Renewal projects are also down after several PAR funded projects were undertaken in 2021.

Budget Detail

BD-112

Town of Parker 2022 Annual Budget

CAPITAL PROJECTS SECTIONFUNDS TITLE FUND: Public Improvements Fund

2021 ACCOMPLISHMENTS Innovate with Collaborative Governance • Executed intergovernmental agreement (IGA) amendments with Douglas County to jointly

fund the preliminary design of the proposed Dransfeldt Road extension over Cherry Creek and conceptual/preliminary design effort for the Lincoln Avenue widening project between Keystone Boulevard and Parker Road

• Executed an IGA with the Colorado Department of Transportation (CDOT) for partial

construction funding for the sidewalk/trail along east side of Parker Road between the Sulphur Gulch Trail and south of Parker Square Drive and for partial construction funding for the Parker Road (north) operational improvements between Pine Lane and Lincoln Avenue

Develop a Visionary Community Through Balanced Growth • Completed the construction of operational improvements to the southwest corner of Mainstreet and Parker Road (State Highway 83)

• Commenced the design of the proposed Lincoln Avenue widening between Keystone Boulevard and Parker Road (State Highway 83)

• Continued construction of the Cottonwood Drive widening over Cherry Creek with

improvements between the Jordan Road intersection and Parker Road (State Highway 83)

• Commenced construction of the next segment of the Parker Road multi-use trail/sidewalk on the west side of Parker Road between the Twenty Mile Road and Hess Road intersections

• Commenced the design of the townwide responsive traffic signal system improvements extending the implementation on Parker Road that was completed in 2020.

• Commenced the conceptual design of the next segment of the Parker Road multi-use trail/

sidewalk on the east side of Parker Road between the Sulphur Gulch Trail and south of Parker Square Drive

• Completed the design and began construction on the improvements to Motsenbocker Road south of the Hess Road intersection

• Commenced the final design effort for the J Morgan Boulevard extension south of Stroh Road • Completed the reconstruction of Nate Drive between Hess Road and J Morgan Boulevard

2022 GOALS Innovate with Collaborative Governance • Execute an intergovernmental agreement (IGA) amendment with Douglas County to continue to jointly fund the design of the proposed Dransfeldt Road extension over Cherry Creek

• Execute an IGA amendment with Douglas County to continue to jointly fund the design of the proposed Lincoln Avenue widening between Jordan Road and Parker Road

Develop a Visionary Community Through Balanced Growth • Complete the construction of the next phase of the Town of Parker’s responsive traffic signal system improvements

• Complete the construction of the safety and circulation improvement project on/adjacent to Mainstreet in the downtown area

Town of Parker 2022 Annual Budget

BD-113

Budget Detail

SECTION TITLE CAPITAL PROJECTS FUNDS FUND: Public Improvements Fund • Complete the construction of improvements to Motsenbocker Road south of the Hess Road intersection

• Complete the design and construction of the next segment of the Parker Road multi-use trail/ sidewalk on the west side of Parker Road between the Twenty Mile Road and Hess Road intersections

• Complete the construction of the Cottonwood Drive widening over Cherry Creek, including the construction of median landscaping improvement in the summer of 2022

• Complete the design of the J Morgan extension project south of Stroh Road • Complete the next section of CORE (formerly IREA) power line conversion to an underground configuration in the Parker Road/Hess Road vicinity

• Complete the design of the Lincoln Avenue widening between Jordan Road and Parker Road

Budget Detail

BD-114

Town of Parker 2022 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 2022 Annual Budget

BD-115

Budget Detail

SECTION DEBT SERVICE TITLEFUNDS: SUMMARY

Beginning Fund Balances Revenues Transfers In From General Fund From Parks and Recreation Fund From Stormwater Fund Total Revenues

- $

757,583 1,586,078 185,858 2,529,519

Expenditures Principal Interest Other Debt Costs Total Expenditures

1,715,000 812,519 2,000 2,529,519

Ending Fund Balances

Revenue by Fund General Debt Service Fund Recreation Debt Service Fund Total Revenues Expenditures by Fund General Debt Service Fund Recreation Debt Service Fund Total Expenditures

Budget Detail

$ $

943,441 1,586,078 2,529,519

1,750,000 776,992 2,000 2,528,992

943,441 1,586,078 2,529,519

- $

757,265 1,585,947 185,780 2,528,992

- $

2021 Amended Budget

2020 Actual

2019 Actual

2018 Actual

756,788 1,584,894 185,663 2,527,345

1,785,000 740,345 2,000 2,527,345

- $

943,045 1,585,947 2,528,992

$ $

942,451 1,584,894 2,527,345

BD-116

- $

755,079 1,582,620 185,244 2,522,943

1,820,000 700,943 2,000 2,522,943

- $

942,451 1,584,894 2,527,345

2021 Projected

$ $

940,323 1,582,620 2,522,943

- $

0% 0% 0% 0%

1,865,000 658,709 2,000 2,525,709

2% -5% 0% 0%

- $

1,820,000 700,942 2,000 2,522,942

757,398 1,582,499 185,812 2,525,709

755,107 1,582,620 185,215 2,522,942

- $

Compound Annual Growth

2022 Budget

940,322 1,582,620 2,522,942

943,210 1,582,499 2,525,709

0% 0% 0%

943,210 1,582,499 2,525,709

0% 0% 0%

Town of Parker 2022 Annual Budget

DEBT SERVICE FUNDS: SECTION SUMMARY TITLE SOURCES OF REVENUE (TRANSFERS IN): DEBT SERVICE FUNDS

From Parks and Recreation Fund 62.6%

From Stormwater Fund 7.4%

From General Fund 30.0%

EXPENDITURES BY TYPE: DEBT SERVICE FUNDS

Interest 26.1%

Other Debt Costs 0.1%

Principal 73.8%

Town of Parker 2022 Annual Budget

BD-117

Budget Detail

SECTION TITLE

GENERAL DEBT SERVICE FUND ABOUT GENERAL DEBT SERVICE

The General Debt Service Fund accounts for payments of principal and interest on the 2014 Certificates of Participation issued to finance construction of the public works operation center.

Budget Detail

BD-118

Town of Parker 2022 Annual Budget

DEBT SERVICE SECTIONFUNDS TITLE FUND: General Debt Service Fund

2018 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

2019 Actual

2021 Amended Budget

2020 Actual

2021 Projected

Compound Annual Growth

2022 Budget

757,583 $ 185,858 943,441 $

757,265 $ 185,780 943,045 $

756,788 $ 185,663 942,451 $

755,079 $ 185,244 940,323 $

755,107 $ 185,215 940,322 $

757,398 185,812 943,210

0% 0% 0%

514,800 428,641 943,441 $

524,700 418,345 943,045 $

534,600 407,851 942,451 $

544,500 395,823 940,323 $

544,500 395,822 940,322 $

561,000 382,210 943,210

2% -3% 0%

- $

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2022 Adopted Budget vs. 2021 Projected Actual • There are no notable variances in this fund in 2022.

Town of Parker 2022 Annual Budget

BD-119

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

BD-120

Town of Parker 2022 Annual Budget

DEBT SERVICE SECTIONFUNDS TITLE FUND: Recreation Debt Service Fund 2018 Actual Revenues Transfers In From Parks and Rec Fund Total Revenues Expenditures Principal Interest Other Debt Costs Total Expenditures Beginning Fund Balance Revenue Over (Under) Exp Ending Fund Balance

2019 Actual

2021 Amended Budget

2020 Actual

2021 Projected

Compound Annual Growth

2022 Budget

$ $

1,586,078 $ 1,586,078 $

1,585,947 $ 1,585,947 $

1,584,894 $ 1,584,894 $

1,582,620 $ 1,582,620 $

1,582,499 1,582,499

0% 0%

1,200,200 383,878 2,000 1,586,078 $

1,225,300 358,647 2,000 1,585,947 $

1,250,400 332,494 2,000 1,584,894 $

1,275,500 305,120 2,000 1,582,620 $

1,304,000 276,499 2,000 1,582,499

2% -8% 0% 0%

- $

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2022 Adopted Budget vs. 2021 Projected Actual • There are no notable variances in this fund in 2022.

Town of Parker 2022 Annual Budget

BD-121

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

BD-122

Town of Parker 2022 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 2022 Annual Budget

BD-123

Budget Detail

SECTION TITLE ENTERPRISE FUND FUND: Stormwater Utility Fund

Beginning Fund Balance

4,538,699

2021 Amended Budget

2021 Projected

$ 10,485,948

2020 Actual

2019 Actual

2018 Actual

4,841,893

5,590,887

5,183,476

25,000 20,000 150,000 1,100,000 1,250,000 2,545,000 15,300 7,230,000 940 9,791,240

Revenues Charges for Services Zoning and Subdivision Fees $ Grading Permit Charges Engineer Review Charges Commercial Stormwater Utility Charges Residential Stormwater Utility Charges Total Charges for Services Interest Contributions Miscellaneous Transfers In Total Revenues $

- $ 11,350 55,586 957,517 1,288,357 2,312,810 84,210 2,917 10,360 2,410,297 $

- $ 8,573 100,057 1,051,082 1,384,807 2,544,519 143,525 2,674,272 1,811 5,364,127 $

4,690 $ 1,500 $ 40,000 $ 28,000 9,000 21,091 160,000 60,000 134,467 1,061,610 1,152,980 1,090,000 1,200,000 1,365,909 1,452,489 2,674,347 2,589,389 2,518,000 15,000 60,000 64,583 13,600,000 8,620,000 6,197,267 925 3,162 8,939,359 $ 11,269,389 $ 16,133,925 $

Expenditures Salary and Benefits Supplies Purchased Services Internal Services Utilities/Insurance Capital Outlay Transfers Out Total Expenditures

696,733 8,008 276,783 139,017 5,796 794,908 185,858 2,107,103

743,606 44,762 351,333 152,196 6,054 2,854,347 462,835 4,615,133

718,944 17,788 387,364 134,969 6,989 2,307,211 471,033 4,044,298

Ending Fund Balance

4,841,893

5,590,887

$ 10,485,948

Authorized FTE Positions Engineering & Public Works Director Deputy Director of Operations Operations Manager Stormwater Project Manager Stormwater Project Engineer Stormwater Engineering Technician Stormwater Lead Tech Stormwater Supervisor Maintenance Tech 2 Maintenance Tech 3 Stormwater Equipment Operator Environmental Program Manager Total Full-Time Positions Full-Time Equivalent of Seasonal Employees Total Authorized FTE Positions

Budget Detail

Compound Annual Growth

2022 Budget

1,031,362 14,250 471,454 171,554 7,700 18,668,647 491,446 $ 20,856,413

996,467 14,025 459,154 171,554 8,450 19,295,330 491,417 $ 21,436,397

1,032,616 14,250 450,654 180,756 7,700 10,000,000 547,228 $ 12,233,204

898,924

5,183,476

2,741,512

0.20 1.00 1.00 1.00 2.00 1.00 1.00 1.00 8.20

0.20 0.40 1.00 1.00 1.00 1.00 2.00 2.00 8.60

0.20 0.20 0.40 1.00 1.00 1.00 1.00 1.00 2.00 2.00 9.80

0.60

0.40

0.25

8.80

8.60

8.85

9.80

BD-124

15% 28% 4% -1% 2% -35% -25% 42% 10% 15% 13% 7% 7% 88% 31% 55% -13%

Town of Parker 2022 Annual Budget

ENTERPRISE SECTION FUND TITLE SOURCES OF REVENUE: STORMWATER ENTERPRISE FUND

Contributions 74.1%

Grading Permit Charges 0.2% Engineer Review Charges 1.5% Commercial Stormwater Utility Charges 11.2%

Interest 0.2%

Residential Stormwater Utility Charges 12.8%

EXPENDITURES BY TYPE: STORMWATER ENTERPRISE FUND

Capital Outlay 81.7%

Interfund Transfer 4.5%

Salary and Benefits 8.4% Supplies 0.1% Purchased Services 3.7% Internal Services Utilities 1.5% 0.1%

Town of Parker 2022 Annual Budget

BD-125

Budget Detail

SECTION TITLE ENTERPRISE FUND FUND: Stormwater Utility Fund

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2022 Adopted Budget vs. 2021 Projected Actual • The major difference in revenue is the level of developer contributions received in 2021 and

the conservative level budgeted for 2022. Contributions are typically not budgeted until they are committed by a developer.

• The 2022 budget for Salary and Benefits includes funding for the performance pay adjustment of 4% and healthcare cost increases.

• The number and size of capital projects are down in 2021 due to normal fluctuations in construction requirements.

2021 ACCOMPLISHMENTS Promote a Safe and Healthy Community • Performed 5,800 infrastructure inspections and 1,350 maintenance activities through November 2021

• Performed over 2,000 development project inspections and issued over 35 grading permits through November 2021

• Performed Cherry Creek improvements to repair eroded stream banks and the channel and submitted for federal permitting

• Performed Lemon Gulch and Brandy Gulch improvements at Hess Ranch/Looking Glass as a fee-in-lieu project through the Mile High Flood District

• Substantially completed construction of Green Acres Tributary improvements at Compark Village South as a fee-in-lieu project through the Mile High Flood District

• Completed oversight and inspection of developer-constructed improvements to Oak Gulch upstream of Motsenbocker Road

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

• Began designs for the Jordan Tributary Improvements upstream and downstream of

Mainstreet, the Clarke Farms Drainage Improvements, and the Compark Channel downstream of Jordan Road

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

2022 GOALS Promote a Safe and Healthy Community • Complete design and start construction on 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 and the Compark Channel improvements downstream of Jordan Road

Budget Detail

BD-126

Town of Parker 2022 Annual Budget

ENTERPRISE SECTION FUND TITLE FUND: Stormwater Utility Fund • Construction of West Stroh Gulch improvements through Anthology North Segment 1 • Complete update to Cherry Creek Major Drainage Plan in conjunction with other project stakeholders

• Migrate all infrastructure inspections and work orders to new asset management software and begin utilizing new software to efficiently manage assets

• Perform inspections of 25% of Town stormwater assets

PERFORMANCE MEASURES BY STRATEGIC GOAL 2018

2019

2020

2021

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. 3,012 3,367 5,788 5,500

• 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. 1,193 894 1,461 1,400

• 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. 1,600 1,700+ 2,000+ 2,000+

• OUTPUT MEASURE: Grading permits issued

Grading permits are an indicator of the number of new construction sites each year that require environmental monitoring and oversight by Engineering staff. 57 34 35 35

Town of Parker 2022 Annual Budget

BD-127

Budget Detail

BD-128

Town of Parker 2022 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 2022 Annual Budget

BD-129

Budget Detail

INTERNAL SERVICE FUNDS: SUMMARY 2018 Actual Beginning Fund Balances Revenues Charges for Services Miscellaneous Other Financing Sources Transfers In Total Revenues

2,828,598

2,636,718

2021 Amended Budget

2020 Actual

2019 Actual $

3,540,721

4,259,562

2021 Projected $

4,259,562

2022 Budget $

Compound Annual Growth

4,917,941

15%

9,352,648 118,794 153,609 8,633

9,923,382 113,518 54,245 -

9,822,301 76,422 75,608 1,000,000

12,030,117 41,000 -

12,024,785 26,393 158,498 100,000

13,075,656 16,561 -

9% -39%

9,633,685

$ 10,091,145

$ 10,974,331

$ 12,071,117

$ 12,309,676

$ 13,092,217

2,424,661 311,759 2,184,473 63,762 2,834,995 1,286,490 719,425

2,508,410 486,883 2,199,090 77,692 3,387,579 527,488 -

2,563,359 309,992 2,393,226 49,509 3,427,085 1,512,319 -

2,670,592 511,210 2,853,093 64,897 4,208,000 1,731,550 -

2,576,593 569,435 2,781,290 64,897 3,912,049 1,747,033 -

2,798,533 516,155 3,011,504 81,968 4,205,314 1,703,000 -

4% 13% 8% 6% 10% 7% 6%

Expenditures Salary and Benefits Supplies Purchased Services Internal Services Utilities/Insurance Capital Outlay Transfers Out Total Expenditures

9,825,565

9,187,142

$ 10,255,490

$ 12,039,342

$ 11,651,297

$ 12,316,474

Ending Fund Balances

2,636,718

3,540,721

4,259,562

4,291,337

4,917,941

5,693,684

21%

2,195,368 3,156,620 1,011,280 3,270,417

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

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

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

2,684,002 3,981,583 1,189,223 4,454,868

2,988,150 4,183,682 1,181,235 4,739,150

9,633,685

$ 10,091,145

$ 10,974,331

$ 12,071,117

$ 12,309,676

$ 13,092,217

8% 7% 4% 10% 8%

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

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

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

2,495,384 3,975,659 1,141,299 4,427,000

2,502,363 3,911,785 1,114,966 4,122,183

2,544,648 4,219,666 1,141,062 4,411,098

9,187,142

$ 10,255,490

$ 12,039,342

$ 11,651,297

$ 12,316,474

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

9,825,565

BD-130

6% 2% 3% 10% 6%

Town of Parker 2022 Annual Budget

INTERNAL SERVICE FUNDS SUMMARY SOURCES OF REVENUE: INTERNAL SERVICE FUNDS

Charges for Services 99.9%

Miscellaneous 0.1%

EXPENDITURES BY TYPE: INTERNAL SERVICE FUNDS Utilities/Insurance 34.1% Internal Services 0.7%

Purchased Services 24.5% Capital Outlay 13.8%

Supplies 4.2% Salary and Benefits 22.7%

Town of Parker 2022 Annual Budget

BD-131

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

BD-132

Town of Parker 2022 Annual Budget

INTERNAL SERVICE FUNDS FUND: Facility Services Fund 2018 Actual 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 Insurance/Utilities 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 Maintenance Tech Facility Crew Leader Total Authorized FTE Positions

2019 Actual

2020 Actual

2021 Amended Budget

2021 Projected

2022 Budget

Compound Annual Growth

347,310 $ 760,553 1,107,863 4,388 1,575 1,113,826 $

339,324 $ 691,644 1,030,968 1,510 6,188 1,038,666 $

353,193 $ 735,107 1,088,300 2,000 1,090,300 $

353,193 $ 735,107 1,088,300 223 700 100,000 1,189,223 $

380,284 800,000 1,180,284 230 721 1,181,235

2% 5% 4% -42% -42%

344,700 $ 658,256 1,002,956 2,042 6,282 1,011,280 $

666,704 74,238 262,543 55,004 5,855 1,064,344 $

764,244 65,544 255,792 42,911 1,128,491 $

725,045 45,890 242,260 54,104 1,000 73,000 1,141,299 $

705,019 44,190 238,653 54,104 73,000 1,114,966 $

755,075 49,744 269,267 65,976 1,000 1,141,062

3% 0% 3% 14% -36%

664,042 50,158 239,867 38,616 5,848 998,531 $

55,540 49,482 105,022 $

105,022 (89,825) 15,197 $

15,197 (50,999) (35,802) $

15,197 74,257 89,454 $

89,454 40,173 129,627

20%

42,791 12,749 55,540 $

0.10 0.50 1.00 1.00 6.00 8.60

0.10 0.25 1.00 1.00 5.00 1.00 8.35

24%

0.10 0.25 1.00 1.00 5.00 1.00 8.35

Shaded sections represent the same positions but with specific titles now included in the table.

EXPLANATION OF SIGNIFICANT BUDGET VARIANCES 2022 Adopted Budget vs. 2021 Projected Actual • The 2021 projection includes a one-time transfer from the General Fund to maintain a healthy fund balance.

• The 2022 budget for Salary and Benefits includes funding for the performance pay adjustment of 4% and healthcare cost increases.

• Operational expenditures are increasing in line with historical trends.

Town of Parker 2022 Annual Budget

BD-133

Budget Detail

INTERNAL SERVICE FUNDS FUND: Facility Services Fund

2021 ACCOMPLISHMENTS Promote a Safe and Healthy Community • Multiple Capital Improvement Projects at Town Facilities • Conducted Facility Master Plan and Space Needs Assessment • Completed LED lighting conversion at Police Department, Fieldhouse and Town Hall • Enhanced counter security at Town Hall • Completed structural repairs and parking lot lighting projects at Motsenbocker complex • Actively participated in obtaining and deploying personal protective equipment requirements • Completed a total of 4,354 work orders • Completed 2,460 individual preventive maintenance inspections throughout Town operated facilities in an average of 10.8 days from origination date

• Completed 1,894 customer requested work orders in an average of 10.4 days

2022 GOALS Promote a Safe and Healthy Community • Complete all major Capital Improvement projects planned (facility-related) • Recreation Center – Pool Dehumidification Unit Replacement • Town Hall – Boilers and Roof Replacement • Town Hall – Expansion Design • Motsenbocker – Wastewater Repair • Fieldhouse – Roof Top Units and Curtain Replacement • Fieldhouse and Recreation Center Security Enhancements

Budget Detail

BD-134

Town of Parker 2022 Annual Budget

INTERNAL SERVICE SECTIONFUNDS TITLE FUND: Facility Services Fund

PERFORMANCE MEASURES BY STRATEGIC GOAL 2018

2019

2020

2021

Promote a Safe and Healthy Community • OUTPUT MEASURE: Number of individual preventative maintenance inspections

throughout Town-operated facilities Inspection of mechanical equipment, lighting, life safety equipment allows needed repairs to be identified and made prior to considerable impact to the operation of the facility. 2,557 2,672 2,792 2,460

• 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. 8.6 12.6 11.0 10.8

• 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. 2,523 1,968 1,780 1,894

• 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. 6.3 9.8 9.5 10.4

Town of Parker 2022 Annual Budget

BD-135

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

BD-136

Town of Parker 2022 Annual Budget

INTERNAL SERVICE SECTIONFUNDS TITLE FUND: Fleet Services Fund 2018 Actual Revenues Charges for Services Internal User Charges Lone Tree Fleet Services Total Charges for Services Interest Miscellaneous Insurance Recoveries/Sale of Assets Transfers In Total Revenues Expenditures Salary and Benefits Supplies Purchased Services Internal Services Capital Outlay Total Expenditures Beginning Fund Balance Revenue Over (Under) Exp Ending Fund Balance

2019 Actual

2020 Actual

2021 Amended Budget

2021 Projected

2022 Budget

Compound Annual Growth

2,360,703 $ 114,046 $ 2,474,749 27,098 702 54,245 2,556,794 $

2,423,456 $ 84,615 $ 2,508,071 17,857 6,136 75,608 2,607,672 $

2,420,158 $ 100,000 $ 2,520,158 20,000 2,540,158 $

2,420,158 $ 100,000 $ 2,520,158 4,946 400 158,498 2,684,002 $

2,882,555 100,000 2,982,555 5,095 500 2,988,150

11% 2% 10% -9% -48%

1,927,751 $ 91,211 $ 2,018,962 7,431 6,733 153,609 8,633 2,195,368 $

443,659 7,497 246,212 25,146 1,286,490 2,009,004 $

465,925 29,943 352,891 22,688 527,488 1,398,935 $

468,299 9,488 336,045 6,598 1,512,319 2,332,749 $

467,221 8,200 409,170 10,793 1,600,000 2,495,384 $

460,357 8,200 407,530 10,793 1,615,483 2,502,363 $

490,575 9,291 428,790 15,992 1,600,000 2,544,648

3% 6% 15% -11% 6% 6%

306,682 186,364 493,046 $

493,046 1,157,859 1,650,905 $

1,650,905 274,923 1,925,828 $

1,925,828 44,774 1,970,602 $

1,925,828 181,639 2,107,467 $

2,107,467 443,502 2,550,969

62% 24% 51%

Authorized FTE Positions Engineering & Public Works Director Deputy Director of Operations Fleet Maintenance Master Technician Fleet Supervisor Fleet Maintenance Tech 2 Fleet Maintenance Tech 3 Facilities/Fleet Manager Total Authorized FTE Positions

0.10 1.00 1.00 1.00 1.00 0.50 4.60

0.20 0.15 1.00 1.00 1.00 1.00 4.35

2021 ACCOMPLISHMENTS Promote a Safe and Healthy Community • Performed scheduled to unscheduled repairs at a rate of 90.3%/9.7% (typical target for a fleet operation is 80%/20% for scheduled to unscheduled repair work performed)

• Completed 1,521 work orders from January 1, 2021 through September 30, 2021 with an average time to close of 110.25 hours

Town of Parker 2022 Annual Budget

BD-137

Budget Detail

SECTION TITLE INTERNAL SERVICE FUNDS FUND: Fleet Services Fund

2022 GOALS Promote a Safe and Healthy Community • Completion of work orders in an average of 4 days (96 hours) • Perform maintenance at a ratio of 80%/20% scheduled to unscheduled repairs • Complete preventive maintenance inspections at a rate of 90% or better as scheduled

PERFORMANCE MEASURES BY STRATEGIC GOAL 2018

2019

2020

2021

2022

Promote a Safe and Healthy Community • OUTCOME MEASURE: Completed work orders average time to close in hours

This provides a baseline dataset of efficiency to repair equipment. This may also be referred to as downtime and can impact the operational capacity to provide services. Equipment downtime is a measurement of time in which a piece of equipment is unavailable during operational hours to perform work. Target: 96.0 96.0 96.0 96.0 Measure: 96.0 98.4 105.2 110.3

• OUTCOME MEASURE: Ratio of performing scheduled to unscheduled repairs

This metric helps manage the efficiency of the shop as a whole. It is more desirable to perform maintenance on equipment based on scheduled inspections. The inspections allow technicians to identify and repair other items of note and improved vehicle availability between inspections. Target: 80.0% 80.0% 80.0% 80.0% Measure:

83.3%

20.0% 92.8%

20.0% 91.9%

20.0% 90.3%

16.7%

7.2%

8.1%

9.7%

20.0%

• OUTCOME MEASURE: Percentage of scheduled preventative maintenance inspections

completed on or before scheduled month This metric is a lead indicator related to shop productivity. Performing scheduled inspections in a timely manner based on predictive intervals provides a more efficient availability of the Town’s fleet. Missed opportunities impact the availability of the fleet and the operations. Target: 95.0% 95.0% 97.0% 95.0% Measure: 97.0% 94.3% 92.0% 91.0%

Budget Detail

BD-138

Town of Parker 2022 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.

Town of Parker 2022 Annual Budget

BD-139

Budget Detail

SECTION TITLE INTERNAL SERVICE FUNDS FUND: Medical Benefits Fund 2018 Actual 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

2020 Actual

2019 Actual

2021 Amended Budget

2021 Projected

2022 Budget

Compound Annual Growth

2,628,182 $ 776,748 3,404,930 13,165 7,806 3,425,901 $

2,467,059 $ 772,206 3,239,265 4,837 6,834 1,000,000 4,250,936 $

3,584,000 $ 862,000 4,446,000 3,000 1,000 4,450,000 $

3,584,000 $ 856,668 4,440,668 3,000 11,200 4,454,868 $

3,819,150 916,000 4,735,150 3,000 1,000 4,739,150

11% 7% 10% -24% -60%

2,529,041 $ 691,702 3,220,743 8,969 40,705 3,270,417 $

705 163,049 2,829,147 2,992,901 $

9,693 203,266 3,381,724 3,594,683 $

6,167 218,185 3,427,085 3,651,437 $

2,500 217,500 4,207,000 4,427,000 $

5,850 204,284 3,912,049 4,122,183 $

2,500 204,284 4,204,314 4,411,098

37% 6% 10% 10%

399,985 277,516 677,501 $

677,501 (168,782) 508,719 $

508,719 599,499 1,108,218 $

1,108,218 23,000 1,131,218 $

1,108,218 332,685 1,440,903 $

1,440,903 328,052 1,768,955

38% 4% 27%

10%

EXPLANATION OF SIGNIFICANT BUDGET VARIANCE 2022 Adopted Budget vs. 2021 Projected Actual • Premium revenue has increased to continue to build the cash balance to a more sustainable level. The Town is self-insured which makes it important for the Fund to be in a position to absorb high value and/or high volume claims.

• Although healthcare claims are projected lower than the budget in 2021, the 2022 budget

reflects the 2021 budgeted amount to allow for the potential for a higher number of claims in 2022.

Budget Detail

BD-140

Town of Parker 2022 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.

Town of Parker 2022 Annual Budget

BD-141

Budget Detail

INTERNAL SERVICE FUNDS FUND: Technology Management Fund

2018 Actual Revenues Charges for Services Internal User Charges Total Charges for Services Interest Miscellaneous Total Revenues Expenditures Salary and Benefits Supplies Purchased Services Capital Outlay Interfund Transfer Total Expenditures Beginning Fund Balance Revenue Over (Under) Exp 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 Chief Information Officer Programmer Analyst Total Authorized FTE Positions

2021 Amended Budget

2020 Actual

2019 Actual

2021 Projected

2022 Budget

Compound Annual Growth

3,109,988 $ 3,109,988 28,215 18,417 3,156,620 $

2,935,840 $ 2,935,840 37,085 21,699 2,994,624 $

3,043,997 $ 3,043,997 13,502 19,558 3,077,057 $

3,975,659 $ 3,975,659 15,000 3,990,659 $

3,975,659 $ 3,975,659 3,024 2,900 3,981,583 $

4,177,667 4,177,667 3,115 2,900 4,183,682

8% 8% -42% -37% 7%

1,375,781 373,009 1,380,390 3,129,180 $

1,330,816 228,793 1,583,204 3,142,813 $

1,478,326 454,620 1,984,163 58,550 3,975,659 $

1,411,217 511,195 1,930,823 58,550 3,911,785 $

1,552,883 454,620 2,109,163 103,000 4,219,666

4% 16% 8%

1,316,960 253,399 1,535,345 719,425 3,825,129 $

1,410,631 (134,556) 1,276,075 $

1,276,075 (65,756) 1,210,319 $

1,210,319 15,000 1,225,319 $

1,210,319 69,798 1,280,117 $

1,280,117 (35,984) 1,244,133

-11%

2,079,140 (668,509) 1,410,631 $

1.0 1.0 1.0 4.0 1.0 1.0 1.0 1.0 1.0 12.0

0.5 1.0 1.0 1.0 4.0 1.0 1.0 1.0 1.0 1.0 12.5

0.5 1.0 1.0 1.0 1.0 1.0 4.0 1.0 1.0 1.0 12.5

0.5 1.0 1.0 1.0 1.0 1.0 2.0 2.0 1.0 1.0 1.0 12.5

-3%

0.5 1.0 1.0 1.0 1.0 1.0 2.0 2.0 1.0 1.0 1.0 12.5

Shaded sections represent the same positions but with specific titles now included in the table.

• Technology management costs are generally increasing townwide as the number of new

software products and maintenance and licensing agreements has grown. Telephone costs are also increasing as the Town will migrate to a new phone system in 2022.

Budget Detail

BD-142

Town of Parker 2022 Annual Budget

INTERNAL SERVICE FUNDS FUND: Technology Management Fund

2021 ACCOMPLISHMENTS Promote a Safe and Healthy Community • Supported public safety evidence and patrol operations with much needed upgrades to video hardware and software throughout the department

Innovate with Collaborative Governance • Improved performance and security of the town network through the computer replacement program and upgrades to the operating systems, domain controllers and main firewalls

• Improved network security by completing a data center modernization project that

implemented server security best practices per the National Institute of Standards and Technology

• Preserved continuity of Town functions by finalizing a new copier fleet agreement before the end-of-service life printers start to fail

2022 GOALS Promote a Safe and Healthy Community • Ensure the reliability of the police computer aided dispatch (CAD) system for emergency calls and the records management system (RMS) with upgrades to recent versions

Innovate with Collaborative Governance • Replace legacy phone system with a Unified Communication hosted phone solution that better suits the Town’s needs

• Improve network security by implementing best practices in cybersecurity, including advanced endpoint protection and multifactor authentication for Town applications

• Continue the practice of annually replacing 25% of workstations and laptops to prevent a backlog of obsolete technology and ensure efficient and cost-effective operations

• Deploy new copier fleet townwide

Town of Parker 2022 Annual Budget

BD-143

Budget Detail

INTERNAL SERVICE FUNDS FUND: Technology Management Fund

PERFORMANCE MEASURES BY STRATEGIC GOAL 2018

2019

2020

2021

2022

Innovate with Collaborative Governance • OUTPUT MEASURE: Number of help desk ticket responses provided 1

The Help Desk is the most visible IT function to Town staff. Total ticket count is a standard metric for the industry. Measure: 2,600 2,550 2,917 2,670

• OUTPUT MEASURE: Help desk ticket response time in minutes

Resolving help desk tickets in a timely manner ensures that Town staff is fully equipped to perform their jobs. Responding to a ticket within 15 minutes minimizes disruption to the users’ work and ensures that requests don’t slip through the cracks before they are assigned. Target: 15 15 15 15 Measure: 12 16 12 10

New performance measures more accurately reflect departmental goals that align with the Town’s overarching strategic goals. 1

Budget Detail

BD-144

Town of Parker 2022 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 73.4% of the total General Fund revenues and 52.8% 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 2015 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

RM-2

Town of Parker 2022 Annual Budget

REVENUE MANUAL INTRODUCTION (con’t) Outside Sources of Revenue All Funds

Miscellaneous 10.8%

General Property Tax 2.3%

Fines and Forfeitures 0.1%

External Charges for Services 14.9%

Sales and Use Tax 52.8%

Intergovernmental 7.6% Licenses and Permits 3.4% Other Taxes 8.1%

Outside Sources of Revenue General Fund General Property Tax 4.0% Miscellaneous 0.3% Fines and Forfeitures 0.1%

Sales and Use Tax 73.4%

External Charges for Services 6.1% Intergovernmental 5.8%

Licenses and Permits 6.0%

Other Taxes 4.3%

Town of Parker 2022 Annual Budget

RM-3

Revenue Manual

REVENUE MANUAL INTRODUCTION (con’t) 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 93.3% 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.

2022 Adopted Budget Revenues General Property Tax Sales and Use Tax Other Taxes Licenses and Permits Intergovernmental Charges for Services* Fines and Forfeitures Miscellaneous

Total Revenues

Total All Funds

Amount Included in Manual

2,658,320 62,100,300 9,581,300 3,958,175 8,963,420

2,658,320 62,100,300 9,578,600 3,800,000 8,622,400

17,554,562 125,500 12,680,239

15,308,352 7,716,061

117,621,816

109,784,033

Percent of Total Revenue Fund 100.0% 100.0% 100.0% 96.0% 96.2%

General General, Parks and Recreation, Public Improvements General, Public Improvements, Excise Tax General General, Conservation Trust, Parks and Recreation, Law Enforcement, Cultural, Recreation, Public Improvements, Hess Ranch Metro District 87.2% General, Cultural, Recreation, Stormwater 0.0% General, Law Enforcement 60.9% General, Conservation Trust, Parks and Recreation, Law Enforcement, Cultural, Recreation, Capital Reserve, Public Improvements, Impact Fee, Hess Ranch Metro District, Parkglenn Construction, Stormwater, Fleet Services, Technology Mgmt, Facility Services, Medical Benefits 93.3%

*The total for this revenue item was reduced by the amount of internal fund charges: $12,059,656

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

RM-4

Town of Parker 2022 Annual Budget

REVENUE MANUAL INTRODUCTION (con’t) 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 Specific Ownership Tax Sales Tax Sales Tax Audit Lodging Tax Cable Franchise Fee Xcel Energy Franchise Fee Core Electric Cooperative Excise Tax Motor Vehicle Registration Highway Users Tax County Road and Bridge Cigarette Tax

General General General, Parks and Recreation General, Parks and Recreation General General General General, Public Improvements 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

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 PACE Facility Rentals The Schoolhouse Facility Rentals

Cultural Cultural Cultural Cultural Cultural Cultural Cultural

continued…

Town of Parker 2022 Annual Budget

RM-5

Revenue Manual

REVENUE MANUAL INTRODUCTION (con’t) REVENUE SOURCE

FUND

Recreation Admission Revenue H2O'Brien Admission Revenue Discovery Park Admission Revenue Recreation Concessions Revenue Recreation Sports Program Fees Recreation Aquatics Recreation Specialty Fitness Personal Training Fees Recreation Kids' Zone Program Fees Fieldhouse Facility Rentals Fieldhouse Day Camp Fees Fieldhouse Sports Instruction Fees Recreation Field Rentals

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 Public Public Public

Excise Tax

Excise Tax Fund

Stormwater Engineering Review Fees Stormwater Utility Fee Revenue Stormwater Contributions

Stormwater Utility Stormwater Utility Stormwater Utility

Lone Tree Fleet Services

Fleet Services

Revenue Manual

RM-6

Improvements, Parks and Recreation Improvements Improvements Improvements

Town of Parker 2022 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 ten year history of these assessment percentages is provided below.

Overview: Assessment Percentages Property Class

2011

2012

2013

2014

2015

2016

2017

2018

2019

2020

Real Property Commercial Residential

29.00 7.96

29.00 7.20

29.00 7.15

Personal Property

29.00

Total assessed valuation (in millions) for the Town of Parker for the past ten years is demonstrated by the following table:

Assessed Valuation

2011

2012

2013

2014

2015

2016

2017

2018

2019

2020

$559.4

$564.6

$568.3

$577.9

$667.8

$690.8

$791.2

$809.5

$949.9

$986.8

Town of Parker 2022 Annual Budget

RM-7

Revenue Manual

PROPERTY TAX REVENUE (con’t) Payment Property owners pay property taxes to Douglas County in either two installments due February 28 and June 15 or in one installment due April 30. Douglas County 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 Town's % of Tax Bill

2016 2.602 19.274 41.064 4.016 9.250 0.473 0.620 77.299

2017 2.602 19.774 38.996 4.021 9.250 0.453 0.557 75.653

2018 2.602 19.774 44.950 4.008 9.250 0.479 0.820 81.883

2019 2.602 19.274 43.839 4.023 9.250 0.451 0.997 80.436

2020 2.602 19.274 43.504 4.012 9.250 0.478 1.000 80.120

3.4%

3.2%

Percentage of Tax Bill Town of Parker, 3.2%

Other Governments, 96.8%

Revenue Manual

RM-8

Town of Parker 2022 Annual Budget

PROPERTY TAX REVENUE (con’t) Computing the Property Tax Bill The formulas used for computing residential property taxes for 2020 assessments are as follows: Assessed valuation = Property market value x Assessment ratio Property tax = Assessed valuation x Mill levy / 1,000 Parker $300,000 7.15% $21,450 2.602 / 1,000 $56

Market value x Assessment Ratio Assess Value x Mill Levy Divided by 1,000 Property Tax

Other Government $300,000 7.15% $21,450 77.518 / 1,000 $1,663

For the 2020 residential assessments paid in 2021, the owner of a home valued at $300,000 would have paid $56 in property taxes to the Town of Parker and $1,663 to the other governments common to all Parker taxpayers. Using the 29% business assessment rate, a business with a market value of $300,000 would have paid $226 in property taxes to the Town of Parker in 2021, and $6,744 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 remains constant. Due to residential growth and market values rising relative to commercial market values, the residential assessment ratio has been decreasing. As such, the residential property assessment rate has declined from 21% in 1982 to the current level of 7.15%, while the commercial property rate has remained at 29%. The residential property assessment rate was expected to be lowered again in 2022; however, voters repealed the Gallagher Amendment in 2020, and the legislature froze the assessment rates for both residential and commercial properties. If the rates remain frozen, the repeal of the Gallagher Amendment will positively impact property tax revenues in the Town. 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 2022 Annual Budget

RM-9

Revenue Manual

PROPERTY TAX REVENUE (con’t) Trend: 3,000,000

Year 2017 2018 2019 2020 2021 Projected 2022 Adopted

2,500,000 2,000,000 1,500,000 1,000,000

Revenue 1,738,077 1,971,653 1,998,059 2,321,699 2,373,500 2,658,320

% Change (YoY) 13.4% 1.3% 16.2% 2.2% 12.0%

500,000 0

2017

2018

2019

2020

2021 2022 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

three annexations approved by the third quarter of 2021, including one commercially zoned property. Two more annexations will be placed on council agendas in the fourth quarter.

• The 2022 budgeted tax level is based on the Douglas County Assessor valuations from 2021 for taxes collected in 2022.

VIDEO LINK: HOW IT WORKS - ANNEXATION

INSERT VIDEO HOW IT WORKS: ANNEXATION

Revenue Manual

RM-10

Town of Parker 2022 Annual Budget

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: 300,000

Revenue Year 193,864 2017 214,574 2018 208,007 2019 210,468 2020 230,000 2021 Projected 248,400 2022 Adopted

250,000 200,000 150,000 100,000

% Change (YoY) 10.7% -3.1% 1.2% 9.3% 8.0%

50,000 0

2017

2018

2019

2020

2021 2022 Projected Adopted

• The historical growth is attributable to the increased population, number of vehicles owned and increased vehicle taxable value.

Town of Parker 2022 Annual Budget

RM-11

Revenue Manual

SALES TAX REVENUE Distribution: General Fund 83% Parks and Recreation Fund 17%

Source:

Visitors and residents in Parker

Collection:

In 1981, the citizens of Parker voted to implement a 1% sales and use tax, and voters increased the rate to 2.5% in 1982. In 1984, Parker became a home rule municipality with power to self-govern in matters of local and municipal concern. In 1990, the citizens voted to increase the sales tax rate to the current level of 3%, with the added .5% to be earmarked for parks and recreation improvements. Sales tax is charged on certain services and all retail purchases. As a home rule Town, Parker collects and administers its own sales and use tax. In late 2020, the Town signed an intergovernmental agreement with the State of Colorado that enables the Town to collect sales tax through their portal as well. This has increased the level of collections from market place facilitators. Businesses remit tax to Parker monthly, quarterly or annually. Taxes collected are remitted to the Town by the 20th of the month following collection, either online or through a lockbox. The Town uses a number of enforcement tools to collect from delinquent accounts including taxpayer education, delinquency notices, personal phone contact and visits, audits, summons to municipal court and seizures.

Trend: 70,000,000

Year 2017 2018 2019 2020 2021 Projected 2022 Adopted

60,000,000 50,000,000 40,000,000 30,000,000 20,000,000

General Fund 34,103,607 35,462,173 37,712,688 40,542,605 45,380,000 48,082,400

P&R Fund 6,820,721 7,092,435 7,541,505 8,108,600 9,076,000 9,620,100

% Change Total (YoY) Revenue 40,924,329 4.0% 42,554,608 6.3% 45,254,193 7.5% 48,651,205 11.9% 54,456,000 6.0% 57,702,500

10,000,000 0

2017

2018

2019

2020

2021 2022 Projected Adopted

• The sales tax growth rate has been increasing since 2018, reflecting steady population and business growth in the Town.

• The amount of collections related to internet sales has continued to grow. In late 2020, Town

Council amended the Town charter to broaden the e-commerce tax base, which has positively impacted collections.

Revenue Manual

RM-12

Town of Parker 2022 Annual Budget

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: 500,000 450,000 400,000 350,000 300,000 250,000 200,000 150,000 100,000 50,000 0

Year 2017 2018 2019 2020 2021 Projected 2022 Adopted

2017

2018

2019

2020

General Fund 236,585 291,390 273,743 380,752 300,000 309,000

% Change Total P&R (YoY) Revenue Fund 283,902 47,317 23.2% 349,668 58,278 -6.1% 328,492 54,749 76,150 456,902 39.1% 60,000 360,000 -21.2% 61,800 370,800 3.0%

2021 2022 Projected Adopted

• Audit revenues fluctuate based on the size and number of audits.

Town of Parker 2022 Annual Budget

RM-13

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: 220,000 200,000 180,000 160,000 140,000 120,000 100,000 80,000 60,000 40,000 20,000 0

Revenue Year 167,014 2017 171,330 2018 187,354 2019 127,410 2020 190,000 2021 Projected 205,200 2022 Adopted

2017

2018

2019

2020

% Change (YoY) 2.6% 9.4% -32.0% 49.1% 8.0%

2021 2022 Projected Adopted

• The Town of Parker has five existing hotels, including two that opened in 2020. • The 2020 revenue reflects the impact of reduced travel due to COVID-19. The 2021 projection reflects the expectation that travel would not return to 2019 levels until later in the year. The 2022 budget assumes a return to pre-pandemic level of travel.

Revenue Manual

RM-14

Town of Parker 2022 Annual Budget

CABLE FRANCHISE SECTION TITLE FEE Distribution: General Fund 100% Source:

Cable television customers

Collection:

Under the franchise agreement with Comcast, 5% of gross revenues received by Comcast on sales of cable television within the Town is to be remitted to the Town monthly, no later than 30 days following the close of the month.

Trend: 700,000

Revenue Year 645,652 2017 630,974 2018 615,559 2019 632,672 2020 628,000 2021 Projected 615,000 2022 Adopted

650,000 600,000 550,000 500,000

% Change (YoY) -2.3% -2.4% 2.8% -0.7% -2.1%

450,000 400,000

2017

2018

2019

2020

2021 2022 Projected Adopted

• The cable industry continues to experience a decline in the number of customers. Revenue is projected to decline in 2022.

Town of Parker 2022 Annual Budget

RM-15

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: 500,000

Revenue Year 359,800 2017 380,726 2018 426,223 2019 368,961 2020 410,000 2021 Projected 425,000 2022 Adopted

400,000 300,000 200,000

% Change (YoY) 5.8% 12.0% -13.4% 11.1% 3.7%

100,000 0

2017

2018

2019

2020

2021 2022 Projected Adopted

• Revenues fluctuate based on the combination of the number of customers, consumption related to temperatures and utility rates.

• With the Town population increasing, a 3.7% growth is budgeted for 2022.

Revenue Manual

RM-16

Town of Parker 2022 Annual Budget

CORE ELECTRIC COOPERATIVE (FORMERLY IREA) EXCISE TAX Distribution: General Fund 75% Public Improvement Fund 25%

Source:

Electric power customers

Collection:

Under the franchise agreement with CORE (formerly IREA), 4% of gross revenues received by CORE on sales of electric power within the Town is to be remitted to the Town monthly, no later than 30 days following the close of the month.

Trend: 1,800,000

Year 2017 2018 2019 2020 2021 Projected 2022 Adopted

1,700,000 1,600,000 1,500,000 1,400,000 1,300,000 1,200,000

General Public Imp Fund Fund 375,860 1,127,580 394,093 1,182,279 398,742 1,196,227 381,199 1,143,598 430,000 1,275,000 400,000 1,325,000

% Change Total (YoY) Revenue 1,503,441 4.9% 1,576,372 1.2% 1,594,969 -4.4% 1,524,797 11.8% 1,705,000 1.2% 1,725,000

1,100,000 1,000,000

2017

2018

2019

2020

2021 2022 Projected Adopted

• Revenues fluctuate based on the combination of the number of customers, consumption related to temperatures and utility rates.

• Projected revenues for 2021 includes a power cost adjustment surcharge that was added to customers’ bills in April and permanent rate adjustment implemented in September.

• With the Town population increasing, a growth rate of 1.2% is budgeted for 2022.

Town of Parker 2022 Annual Budget

RM-17

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: 200,000

Revenue Year 168,385 2017 173,540 2018 178,942 2019 174,418 2020 180,000 2021 Projected 185,400 2022 Adopted

150,000 100,000 50,000 0

2017

2018

2019

2020

% Change (YoY) 3.1% 3.1% -2.5% 3.2% 3.0%

2021 2022 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. • Douglas County offices were closed during much of 2020, causing many motorists to defer title and registration services. The 2021 projection and 2022 budget reflect a return to historical trends.

Revenue Manual

RM-18

Town of Parker 2022 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: 1,400,000

Year 2017 2018 2019 2020 2021 Projected 2022 Adopted

1,350,000 1,300,000 1,250,000 1,200,000 1,150,000 1,100,000

Revenue 1,128,750 1,111,618 1,360,487 1,075,771 1,100,000 1,122,000

% Change (YoY) -1.5% 22.4% -20.9% 2.3% 2.0%

1,050,000 1,000,000

2017

2018

2019

2020

2021 2022 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.

• The 2021 projection and 2022 budget reflect a return to pre-pandemic levels of activity.

Town of Parker 2022 Annual Budget

RM-19

Revenue Manual

SECTION TITLE COUNTY ROAD AND BRIDGE REVENUE 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: 2,400,000 2,200,000

Year 2017 2018 2019 2020 2021 Projected 2022 Adopted

2,000,000 1,800,000 1,600,000 1,400,000

Revenue 1,483,059 1,661,505 1,695,755 1,970,715 2,025,000 2,200,000

% Change (YoY) 12.0% 2.1% 16.2% 2.8% 8.6%

1,200,000 1,000,000

2017

2018

2019

2020

2021 2022 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.

Revenue Manual

RM-20

Town of Parker 2022 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

Revenue Year 120,904 2017 120,718 2018 115,663 2019 126,808 2020 120,000 2021 Projected 120,000 2022 Adopted

175,000 150,000 125,000 100,000 75,000 50,000

% Change (YoY) -0.2% -4.2% 9.6% -5.4% 0.0%

25,000 0

2017

2018

2019

2020

2021 2022 Projected Adopted

• In January 2021, the state legislature raised the cigarette tax to 9.6 cents per cigarette;

however, any additional revenue above 4.2 cents is used for special programs and is not part of the distribution to the Town.

• Revenue depends upon the number of smokers and number of cigarettes purchased within the state, in addition to the Town’s proportionate share of state sales tax collections.

Town of Parker 2022 Annual Budget

RM-21

Revenue Manual

SECTION TITLEINCOME INVESTMENT 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: 2,400,000

Year 2017 2018 2019 2020 2021 Projected 2022 Adopted

2,000,000 1,600,000 1,200,000 800,000

Revenue 415,614 1,127,280 2,173,944 1,111,715 365,893 386,061

% Change (YoY) 171.2% 92.8% -48.9% -67.1% 5.5%

400,000 0

2017

2018

2019

2020

2021 2022 Projected Adopted

• As of September 2021, the Federal Open Market Committee’s (FOMC) target range was 0.000.25%.

• Portfolio values have remained fairly consistent and with interest rates decreasing, investment

income has been lower in 2021. Revenues are expected to recover somewhat in 2022 from the low in 2021.

• The portfolio book value as of 9/30/2021 was $164.7 million. Of this, $146.8 million was

invested in two Local Government Investment Pools: $69.8 million in COLOTRUST with an average monthly yield of 0.05% and $77.0 million in CSAFE with an average monthly yield of 0.046%. Investment in US Agency securities, US Treasuries and money market mutual funds was $17.8 million with an average market yield of 0.30%.

• Interest revenues will vary based on rates and portfolio volume.

Revenue Manual

RM-22

Town of Parker 2022 Annual Budget

LONE TREE DISPATCH SECTION TITLE FEES Distribution: General Fund 100% Source:

City of Lone Tree

Collection:

In 2007, the City of Lone Tree and the Town of Parker entered into an Intergovernmental Agreement (IGA) whereby the Town of Parker would provide dispatch services to the City of Lone Tree. In 2013, the fee billing was amended from being based on a percentage of incidents per billing cycle to a flat 35% fee based on the total operating budget of dispatch. All other items remained the same. Beginning in 2019, the IGA was updated so that the actual expenses from the latest full-year actuals of Lone Tree is applied to the Parker dispatch budget.

Trend: 800,000

Revenue Year 518,999 2017 539,082 2018 509,619 2019 526,188 2020 2021 Projected 557,000 2022 Adopted 550,000

600,000 400,000 200,000 0

2017

2018

2019

2020

% Change (YoY) 3.9% -5.5% 3.3% 5.9% -1.3%

2021 2022 Projected Adopted

• Revenue fluctuates based on the Town Dispatch budget and the number of calls related to Lone Tree.

Town of Parker 2022 Annual Budget

RM-23

Revenue Manual

SECTION LONE TREE TITLE 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: 150,000

Revenue Year 56,531 2017 56,654 2018 112,356 2019 132,339 2020 2021 Projected 130,000 2022 Adopted 130,000

100,000

50,000

2017

2018

2019

2020

% Change (YoY) 0.2% 98.3% 17.8% -1.8% 0.0%

2021 2022 Projected Adopted

• Revenue fluctuates based on the Town property and evidence budget.

Revenue Manual

RM-24

Town of Parker 2022 Annual Budget

SCHOOL RESOURCE OFFICER Distribution: General Fund 100% Source:

Douglas County School District and American Academy

Collection:

Douglas County School District RE-1 and the Town of Parker entered into an Intergovernmental Agreement (IGA) whereby the two agencies would share the costs for providing police officers to act as school resource officers. The 2017 IGA was updated in 2019. Also in 2019, American Academy and the Town of Parker entered into a separate IGA to share in the costs of providing a police officer who would act as a school resource officer.

Trend: 250,000

Revenue Year 88,554 2017 117,089 2018 194,293 2019 186,203 2020 2021 Projected 127,300 2022 Adopted 130,000

200,000 150,000 100,000

% Change (YoY) 32.2% 65.9% -4.2% -31.6% 2.1%

50,000 0

2017

2018

2019

2020

2021 2022 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 is currently being

renegotiated, which is reflected in the conservative 2021 revenue forecast and 2022 budget.

Town of Parker 2022 Annual Budget

RM-25

Revenue Manual

PLAN CHECK FEES Distribution: General Fund 100% Source:

Contractors, developers and residents

Collection:

The plan check fee is determined by the Community Development department and charged based on a fee schedule in accordance with the International Building Code and adopted Town Code. Fees are assessed for the review of plans for construction permit issuance. The fee is paid to the Building Division at the time the plans are reviewed.

Trend: 600,000

Revenue Year 447,084 2017 499,035 2018 510,609 2019 486,944 2020 550,000 2021 Projected 525,000 2022 Adopted

500,000 400,000 300,000 200,000

% Change (YoY) 11.6% 2.3% -4.6% 12.9% -4.5%

100,000 0

2017

2018

2019

2020

2021 2022 Projected Adopted

• Revenue will fluctuate based on the amount of commercial construction, new residential housing starts and home improvements.

• The Town of Parker has been experiencing robust construction activity for the past few years, not withstanding a slowdown in 2020 due to the COVID-19 pandemic.

Revenue Manual

RM-26

Town of Parker 2022 Annual Budget

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: 4,000,000

Year 2017 2018 2019 2020 2021 Projected 2022 Adopted

3,500,000 3,000,000 2,500,000 2,000,000 1,500,000 1,000,000

Revenue 2,124,688 2,297,783 2,316,791 2,593,590 3,500,000 3,700,000

% Change (YoY) 8.1% 0.8% 11.9% 34.9% 5.7%

500,000 0

2017

2018

2019

2020

2021 2022 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.

Town of Parker 2022 Annual Budget

RM-27

Revenue Manual

STREET CUT PERMITS Distribution: General Fund 100% Source:

Contractors, developers and residents

Collection:

A street cut permit is required whenever a project cuts into an existing street, such as for utility installation. Fees are assessed based on the area of street disturbance. The fee is paid to the Building Division at the time the permit is obtained.

Trend: 140,000

Revenue Year 59,527 2017 107,180 2018 86,916 2019 116,804 2020 2021 Projected 125,000 100,000 2022 Adopted

120,000 100,000 80,000 60,000 40,000

% Change (YoY) 80.1% -18.9% 34.4% 7.0% -20.0%

20,000 0

2017

2018

2019

2020

2021 2022 Projected Adopted

• Street cut permit revenue fluctuates based on the number of applications received and the size of the projects (i.e., the amount of street cut).

Revenue Manual

RM-28

Town of Parker 2022 Annual Budget

ZONING AND SUBDIVISION 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: 300,000

Revenue Year 114,904 2017 123,005 2018 143,622 2019 197,556 2020 250,000 2021 Projected 255,000 2022 Adopted

250,000 200,000 150,000 100,000

% Change (YoY) 7.0% 16.8% 37.6% 26.5% 2.0%

50,000 0

2017

2018

2019

2020

2021 2022 Projected Adopted

• Revenues fluctuate based on the number of development applications received.

Town of Parker 2022 Annual Budget

RM-29

Revenue Manual

SECTION TITLEREVIEW FEES ENGINEERING 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: 400,000

Revenue Year 227,843 2017 155,041 2018 147,996 2019 340,596 2020 325,000 2021 Projected 330,000 2022 Adopted

350,000 300,000 250,000 200,000 150,000 100,000

% Change (YoY) -32.0% -4.5% 130.1% -4.6% 1.5%

50,000 0

2017

2018

2019

2020

2021 2022 Projected Adopted

• Revenues fluctuate based on the number of development applications received.

Revenue Manual

RM-30

Town of Parker 2022 Annual Budget

DEFICIT REDUCTION SECTION TITLE 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 2,500,000

Year 2017 2018 2019 2020 2021 Projected 2022 Adopted

2,000,000 1,500,000 1,000,000

Revenue 1,147,803 953,468 2,000,622 1,842,955 1,500,000 1,250,000

% Change (YoY) -16.9% 109.8% -7.9% -18.6% -16.7%

500,000 0

2017

2018

2019

2020

2021 2022 Projected Adopted

• Revenues fluctuate based on the amount of new development, level of annexation activity, and the Denver-Boulder CPI.

Town of Parker 2022 Annual Budget

RM-31

Revenue Manual

SECTION TITLE LOTTERY REVENUE Distribution: Conservation Trust Fund 100% Source:

Customers who buy lottery and lotto tickets

Collection:

Lottery proceeds are collected from retail merchants selling lottery products by the State of Colorado. Municipal lottery proceeds are distributed to municipalities based upon current population estimates prepared by the State Division of Local Governments. Parker’s share is electronically transferred quarterly to the Town’s depository bank account. Conservation trust funds can only be used for the acquisition, development and maintenance of new park and open space sites or for capital improvements and maintenance of public sites used for recreational purposes.

Trend: 700,000

Revenue Year 434,342 2017 452,801 2018 539,205 2019 494,271 2020 600,000 2021 Projected 600,000 2022 Adopted

600,000 500,000 400,000 300,000 200,000

% Change (YoY) 4.2% 19.1% -8.3% 21.4% 0.0%

100,000 0

2017

2018

2019

2020

2021 2022 Projected Adopted

• The revenue is directly related to lottery participation and changes in population relationship among Colorado municipalities.

• Population growth and a return to in-person retail shopping are reflected in the 2021 projection and 2022 budget.

Revenue Manual

RM-32

Town of Parker 2022 Annual Budget

SCIENTIFIC AND CULTURAL FACILITIES DISTRICT SECTION GRANT TITLE Distribution: Cultural Fund 100% Source:

Sales and use tax collected in the seven-county Scientific and Cultural Facilities District; distributed as a grant

Collection:

Eligible organizations apply for funding annually. The grant is distributed quarterly via electronic check.

Trend: 600,000

Revenue Year 410,390 2017 468,006 2018 528,290 2019 414,196 2020 415,000 2021 Projected 525,000 2022 Adopted

400,000

200,000

2017

2018

2019

2020

% Change (YoY) 14.0% 12.9% -21.6% 0.2% 26.5%

2021 2022 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.

• The 2022 budget assumes that paid attendance will return to pre-pandemic levels.

Town of Parker 2022 Annual Budget

RM-33

Revenue Manual

SECTION TITLE 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: 1,800,000 1,600,000 1,400,000 1,200,000 1,000,000 800,000 600,000 400,000 200,000 0

Year 2017 2018 2019 2020 2021 Projected 2022 Adopted

2017

2018

2019

2020

Revenue 1,461,875 1,672,818 1,703,937 515,412 1,040,000 1,605,000

% Change (YoY) 14.4% 1.9% -69.8% 101.8% 54.3%

2021 2022 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.

• The 2022 budget assumes a return to pre-pandemic attendance.

Revenue Manual

RM-34

Town of Parker 2022 Annual Budget

CULTURAL CONCESSION SECTION REVENUE TITLE Distribution: Cultural Fund 100% Source:

Customers of the PACE Center and The Schoolhouse

Collection:

Concession payments are collected at point of sale.

Trend: 250,000

Revenue Year 187,002 2017 183,885 2018 186,760 2019 54,532 2020 65,000 2021 Projected 195,000 2022 Adopted

200,000 150,000 100,000

% Change (YoY) -1.7% 1.6% -70.8% 19.2% 200.0%

50,000 0

2017

2018

2019

2020

2021 2022 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.

• The 2022 budget assumes a return to pre-pandemic attendance.

Town of Parker 2022 Annual Budget

RM-35

Revenue Manual

SECTION TITLE 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: 600,000

Year 2017 2018 2019 2020 2021 Projected 2022 Adopted

500,000 400,000 300,000 200,000

Revenue 436,814 473,478 539,965 302,717 477,538 501,352

% Change (YoY) 8.4% 14.0% -43.9% 57.8% 5.0%

100,000 0

2017

2018

2019

2020

2021 2022 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.

• The 2022 budget assumes a return to pre-pandemic attendance.

Revenue Manual

RM-36

Town of Parker 2022 Annual Budget

CULTURAL SECTION MEMBERSHIPS TITLE 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: 140,000

Year 2017 2018 2019 2020 2021 Projected 2022 Adopted

120,000 100,000 80,000 60,000 40,000

Revenue 84,636 107,987 115,010 61,350 65,000 100,000

% Change (YoY) 27.6% 6.5% -46.7% 5.9% 53.8%

20,000 0

2017

2018

2019

2020

2021 2022 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. Growth in membership is now expected to remain somewhat stable.

• Revenue for 2020 and 2021 reflects the impact of the facilities being closed and/or open for limited audience attendance due to COVID-19 resulting in limited membership growth.

• The 2022 budget assumes a return to pre-pandemic membership levels.

Town of Parker 2022 Annual Budget

RM-37

Revenue Manual

SECTION PACE FACILITY TITLE 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: Rental Theatre Year 74,232 2017 94,123 2018 96,888 2019 61,330 2020 95,400 2021 Projected 150,000 2022 Adopted

400,000 350,000 300,000 250,000 200,000 150,000 100,000

% Change Total Rental (YoY) Revenue Events 225,778 151,547 38.1% 311,903 217,780 -1.1% 308,548 211,660 -46.8% 164,248 102,918 40.3% 230,400 135,000 60.6% 370,000 220,000

50,000 0

2017

2018

2019

2020

2021 2022 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.

• The 2022 budget assumes a return to pre-pandemic level of growth.

Revenue Manual

RM-38

Town of Parker 2022 Annual Budget

THE SCHOOLHOUSE FACILITY RENTALS REVENUE Distribution: Cultural Fund 100% Source:

Customers of The Schoolhouse

Collection:

Rental payments are collected by phone, over-the-counter and by mail.

Trend: Rental Theatre Year 12,650 2017 45,595 2018 48,445 2019 9,930 2020 29,225 2021 Projected 50,000 2022 Adopted

100,000 80,000 60,000 40,000

% Change Total Rental (YoY) Revenue Events 22,996 10,346 196.8% 68,258 22,663 16.6% 79,620 31,175 -73.1% 21,380 11,450 130.2% 49,225 20,000 82.8% 90,000 40,000

20,000 0

2017

2018

2019

2020

2021 2022 Projected Adopted

• Rental revenue is demand-based. • The facility underwent a renovation resulting in reduced 2017 revenue and growth in 2018, while construction around The Schoolhouse had some impact on facility rentals in 2019.

• Revenue for 2020 and 2021 reflects the impact of the facilities being closed and/or open for limited rentals due to COVID-19.

• The 2022 budget assumes a return to pre-pandemic rental activity.

Town of Parker 2022 Annual Budget

RM-39

Revenue Manual

SECTION TITLE 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: 3,500,000

Year 2017 2018 2019 2020 2021 Projected 2022 Adopted

3,000,000 2,500,000 2,000,000 1,500,000 1,000,000

Daily Users 474,491 493,221 565,573 269,997 495,000 600,000

Annual Members 1,934,953 1,808,516 1,729,660 943,868 1,300,000 2,350,000

% Change Total (YoY) Revenue 2,409,444 -4.5% 2,301,737 -0.3% 2,295,233 -47.1% 1,213,865 47.9% 1,795,000 64.3% 2,950,000

500,000 0

2017

2018

2019

2020

2021 2022 Projected Adopted

• Both the Recreation Center and the Fieldhouse have been operating at near capacity levels from 2017 through 2019 which limits the amount of revenue growth.

• Revenue for 2020 and 2021 reflects the impact of the facilities being closed and/or open for limited users due to COVID-19.

• The 2022 budget assumes a return to pre-pandemic levels of activity. Revenues in 2022

will also be impacted by a newly revised fee structure focused on an improved level of cost recovery for some programs.

Revenue Manual

RM-40

Town of Parker 2022 Annual Budget

H2O’BRIEN POOL ADMISSION SECTION REVENUE TITLE 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

Revenue Year 128,773 2017 123,910 2018 115,462 2019 60,535 2020 142,000 2021 Projected 145,000 2022 Adopted

150,000 100,000 50,000 0

2017

2018

2019

2020

% Change (YoY) -3.8% -6.8% -47.6% 134.6% 2.1%

2021 2022 Projected Adopted

• Revenues for the pool are primarily weather related. • Summer 2019 started out with cool weather which impacted pool admissions. • Revenue for 2020 reflects the impact of the facilities being closed and/or open for limited users due to COVID-19.

• The pool opened for normal operations in the summer of 2021, which is reflected in the 2021 projection and 2022 budget.

Town of Parker 2022 Annual Budget

RM-41

Revenue Manual

DISCOVERY PARK ADMISSION REVENUE Distribution: Recreation Fund 100% Source:

Users of the Parker Ice Trail at Discovery Park The Parker Ice Trail is opened as conditions permit; typically December through February.

Collection:

Admissions are collected online or over-the-counter at Discovery Park.

Trend: 200,000

Revenue Year 116,111 2017 149,743 2018 160,164 2019 143,887 2020 160,000 2021 Projected 175,000 2022 Adopted

150,000 100,000 50,000 0

2017

2018

2019

2020

% Change (YoY) 29.0% 7.0% -10.2% 11.2% 9.4%

2021 2022 Projected Adopted

• The Parker Ice Trail at Discovery Park opened in the winter of 2017. • Revenues depend on the weather conditions that impact opening and closing dates. • Revenues in 2020 and the beginning of 2021 were somewhat impacted by COVID-19 related admissions limits.

• The 2022 budget assumes a season of normal operations and attendance.

Revenue Manual

RM-42

Town of Parker 2022 Annual Budget

RECREATION CONCESSION SECTION REVENUE TITLE 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: 160,000

Year Revenue 2017 114,987 2018 116,940 2019 125,562 2020 37,890 2021 Projected 102,000 2022 Adopted 126,000

120,000 80,000 40,000 0

2017

2018

2019

2020

% Change (YoY) 1.7% 7.4% -69.8% 169.2% 23.5%

2021 2022 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.

• The 2022 budget assumes a return to pre-pandemic operations.

Town of Parker 2022 Annual Budget

RM-43

Revenue Manual

SECTION TITLE 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: Program Fees Adult Youth Contract Year 283,111 653,170 249,038 2017 315,762 670,335 241,657 2018 312,599 745,933 206,132 2019 166,356 435,709 147,831 2020 2021 Projected 315,000 650,000 215,000 2022 Adopted 335,000 755,000 246,000

1,400,000 1,300,000 1,200,000 1,100,000 1,000,000 900,000

% Total Change Revenue (YoY) 1,185,319 3.6% 1,227,754 3.0% 1,264,664 749,896 -40.7% 1,180,000 57.4% 1,336,000 13.2%

800,000 700,000

2017

2018

2019

2020

2021 2022 Projected Adopted

• The Recreation Center and the Fieldhouse have been operating at near capacity levels from 2017 through 2019 which limits the amount of revenue growth.

• Revenue for 2020 and 2021 reflects the impact of the facilities being closed and/or open for limited users due to COVID-19.

• The 2022 budget assumes a return to pre-pandemic participation in sports programs.

Revenues in 2022 will also be impacted by a newly revised fee structure focused on an improved level of cost recovery for some programs.

Revenue Manual

RM-44

Town of Parker 2022 Annual Budget

RECREATION SECTION AQUATICS TITLE 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: 500,000 450,000 400,000 350,000 300,000 250,000 200,000 150,000 100,000 50,000 0

Revenue Year 213,893 2017 255,296 2018 322,060 2019 165,307 2020 312,000 2021 Projected 465,000 2022 Adopted

2017

2018

2019

2020

% Change (YoY) 19.4% 26.2% -48.7% 88.7% 49.0%

2021 2022 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.

• The 2022 budget assumes a return to pre-pandemic attendance. Revenues in 2022 will also be impacted by a newly revised fee structure focused on an improved level of cost recovery for some programs.

Town of Parker 2022 Annual Budget

RM-45

Revenue Manual

SECTION TITLE RECREATION SPECIALTY FITNESS FEES Distribution: Recreation Fund 100% Source:

Recreation Center customers

Collection:

Specialty fitness fees are collected by internet, phone, over-the-counter and by mail.

Trend: 250,000

Revenue Year 197,347 2017 188,991 2018 178,086 2019 95,571 2020 150,000 2021 Projected 170,000 2022 Adopted

200,000 150,000 100,000

% Change (YoY) -4.2% -5.8% -46.3% 57.0% 13.3%

50,000 0

2017

2018

2019

2020

2021 2022 Projected Adopted

• Specialty fitness includes activities such as TRX suspension training, focus interval training and various other fitness programs.

• Over time, customers tend to move to a facility membership that allows them to train on their own or participate in other classes that are free with their membership.

• Revenue for 2020 and 2021 reflects the impact of the facilities being closed and/or open for limited users due to COVID-19.

• The 2022 budget assumes a return to pre-pandemic attendance.

Revenue Manual

RM-46

Town of Parker 2022 Annual Budget

PERSONAL TRAINING FEES Distribution: Recreation Fund 100% Source:

Recreation customers

Collection:

Personal training fees are collected by internet, phone, over-the-counter and by mail.

Trend: 300,000

Revenue Year 250,476 2017 212,678 2018 246,399 2019 89,857 2020 125,000 2021 Projected 275,000 2022 Adopted

250,000 200,000 150,000 100,000

% Change (YoY) -15.1% 15.9% -63.5% 39.1% 120.0%

50,000 0

2017

2018

2019

2020

2021 2022 Projected Adopted

• Over time, customers tend to move from a personal training package to a facility membership. This limits the amount of revenue growth.

• Revenue for 2020 and 2021 reflects the impact of the facilities being closed and/or open for limited users due to COVID-19.

• The 2022 budget assumes a return to pre-pandemic levels of personal training.

Town of Parker 2022 Annual Budget

RM-47

Revenue Manual

RECREATION KIDS’ ZONE PROGRAM FEES Distribution: Recreation Fund 100% Source:

Kids’ Zone customers

Collection:

Kids’ Zone fees are collected by phone and over-the-counter.

Trend: 150,000

Revenue Year 112,566 2017 115,817 2018 118,625 2019 49,687 2020 75,000 2021 Projected 100,000 2022 Adopted

100,000

50,000

2017

2018

2019

2020

% Change (YoY) 2.9% 2.4% -58.1% 50.9% 33.3%

2021 2022 Projected Adopted

• Kids’ Zone offers a variety of classes and events. Offerings include the Princess Ball and Milk

and Cookies with Santa. Revenues depend on the number of customers and attraction to the specific classes and events.

• Revenue for 2020 and 2021 reflects the impact of the facilities being closed and/or open for limited users due to COVID-19.

• The 2022 budget assumes normal operations with some parents still hesitant to return to large events with their small children.

Revenue Manual

RM-48

Town of Parker 2022 Annual Budget

FIELDHOUSE FACILITY SECTION RENTALTITLE FEES Distribution: Recreation Fund 100% Source:

Fieldhouse customers

Collection:

Rental payments are collected by phone, over-the-counter and by mail.

Trend: 300,000

Revenue Year 187,447 2017 208,718 2018 243,107 2019 193,955 2020 243,000 2021 Projected 250,000 2022 Adopted

250,000 200,000 150,000 100,000

% Change (YoY) 11.3% 16.5% -20.2% 25.3% 2.9%

50,000 0

2017

2018

2019

2020

2021 2022 Projected Adopted

• Rental fees depend upon demand. • Revenue for 2020 and 2021 reflects the impact of the facilities being closed and/or open for limited rentals due to COVID-19.

• The 2022 budget assumes a return to pre-pandemic levels of facility rentals.

Town of Parker 2022 Annual Budget

RM-49

Revenue Manual

SECTION TITLE FIELDHOUSE DAY CAMP FEES Distribution: Recreation Fund 100% Source:

Fieldhouse customers

Collection:

Day camp fees are collected by internet, phone, over-the-counter and by mail.

Trend: 600,000

Revenue Year 485,346 2017 481,144 2018 471,381 2019 56,683 2020 225,500 2021 Projected 475,000 2022 Adopted

500,000 400,000 300,000 200,000

% Change (YoY) -0.9% -2.0% -88.0% 297.8% 110.6%

100,000 0

2017

2018

2019

2020

2021 2022 Projected Adopted

• The day camp program includes both before and after school programs and is operating near capacity.

• Revenue for 2020 and 2021 reflects the impact of the facilities being closed and/or open for limited campers due to COVID-19.

• The 2022 budget assumes a return to pre-pandemic operations with some parents still hesitant to send their children to camp.

Revenue Manual

RM-50

Town of Parker 2022 Annual Budget

FIELDHOUSE SPORTS INSTRUCTION SECTION TITLE FEES Distribution: Recreation Fund 100% Source:

Fieldhouse customers

Collection:

Sports instruction fees are collected by internet, phone, over-the-counter and by mail.

Trend: 400,000

Revenue Year 188,704 2017 164,174 2018 221,176 2019 119,151 2020 210,000 2021 Projected 210,000 2022 Adopted

300,000 200,000 100,000 0

2017

2018

2019

2020

% Change (YoY) -13.0% 34.7% -46.1% 76.2% 0.0%

2021 2022 Projected Adopted

• Revenue is impacted by program demand, which has fluctuated the last several years. • Revenue for 2020 and 2021 reflects the impact of the facilities being closed and/or open for limited users due to COVID-19.

• The 2022 budget assumes a pre-pandemic level of activity.

Town of Parker 2022 Annual Budget

RM-51

Revenue Manual

RECREATION FIELD RENTALS Distribution: Recreation Fund 100% Source:

Recreation customers

Collection:

Field rental fees are collected by phone, over-the-counter and by mail.

Trend: 150,000

Revenue Year 42,299 2017 74,750 2018 67,381 2019 35,277 2020 55,000 2021 Projected 100,000 2022 Adopted

100,000

50,000

2017

2018

2019

2020

% Change (YoY) 76.7% -9.9% -47.6% 55.9% 81.8%

2021 2022 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 2022 budget assumes a pre-pandemic level of rentals. Revenues in 2022 will also be

impacted by a newly revised fee structure that focuses on an improved level of cost recovery for some programs.

Revenue Manual

RM-52

Town of Parker 2022 Annual Budget

BUILDING USE SECTION TAX REVENUE TITLE Distribution: Public Improvements Fund 83% Parks and Recreation Fund 17% Source: Contractors, developers, Parker businesses and residents

Collection:

Building use tax is assessed at 4% (3% is Town of Parker and 1% is collected and remitted to Douglas County) on 50% of the estimated value of 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: 5,000,000 Year 2017 2018 2019 2020 2021 Projected 2022 Adopted

4,000,000 3,000,000 2,000,000 1,000,000 0

2017

2018

2019

2020

% Capital Change P&R Improvement Total (YoY) Revenue Fund Fund 3,149,967 3,774,588 624,621 3,650,590 4,386,055 16.2% 735,465 3,486,427 4,130,275 -5.8% 643,848 3,164,213 3,794,406 -8.1% 630,193 2.4% 3,240,000 3,884,982 644,982 3.7% 3,350,000 4,027,000 677,000

2021 2022 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

2017 440 35

2018 438 43

2019 424 32

2020 416 27

Projected 2021 625 14

• 2021 permits and corresponding valuation are expected to increase with growth. 2022 is also expected to increase.

Town of Parker 2022 Annual Budget

RM-53

Revenue Manual

PARKER AUTHORITY FOR REINVESTMENT CAPITAL FUNDING Distribution: Public Improvements Fund 100% Source:

Parker Authority for Reinvestment (P3)

Collection:

As an Urban Renewal Authority, it is P3’s charge to reduce and eliminate blight by removing barriers to private development and reinvestment to help improve our community. P3 is participating with the Town on several urban renewal projects.

Trend: 24,000,000

Revenue Year 0 2017 0 2018 0 2019 20,750,000 2020 2021 Projected 0 2022 Adopted 0

20,000,000 16,000,000 12,000,000 8,000,000

% Change (YoY) n/a n/a n/a n/a n/a

4,000,000 0

2017

2018

2019

2020

2021 2022 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.

• The remaining $13 million contributed in 2020 is dedicated to funding of capital projects in

the Parker Central Urban Renewal Area. The same accounting methodology was followed with this amount.

Revenue Manual

RM-54

Town of Parker 2022 Annual Budget

DOUGLAS COUNTY ROAD SALES TAX SHARED SECTION REVENUE TITLE Distribution: Public Improvement Fund 100% Source:

Citizens and visitors in Douglas County

Collection:

Douglas County collects a 0.4% 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: 3,600,000 3,500,000 3,400,000 3,300,000 3,200,000 3,100,000 3,000,000 2,900,000 2,800,000 2,700,000

Year 2017 2018 2019 2020 2021 Projected 2022 Adopted

2017

2018

2019

2020

Sales Tax Use Tax 349,236 2,660,206 408,131 2,774,211 407,801 2,824,549 293,028 2,957,876 350,000 3,000,000 355,000 3,200,000

% Change Total (YoY) Revenue 3,009,442 5.7% 3,182,342 1.6% 3,232,350 0.6% 3,250,904 3.0% 3,350,000 6.1% 3,555,000

2021 2022 Projected Adopted

• Revenue depends on the level of County sales tax collections. • Collections have been trending upward with growth.

Town of Parker 2022 Annual Budget

RM-55

Revenue Manual

FASTER REVENUE Distribution: Public Improvements Fund 100% Source:

State of Colorado

Collection:

Funding Advancements for Surface Transportation and Economic Recovery (FASTER), was signed into law on March 2, 2009. It raises additional revenues for statewide transportation improvements from the road safety surcharge, oversize/ overweight surcharge, rental car surcharges and late vehicle registration fees. Revenues are credited to the Highway Users Tax Fund (HUTF) and distributed per statute to the Colorado Department of Transportation, counties and municipalities.

Trend 400,000

Revenue Year 309,015 2017 286,423 2018 365,905 2019 307,400 2020 310,000 2021 Projected 315,000 2022 Adopted

350,000 300,000 250,000 200,000 150,000 100,000

% Change (YoY) -7.3% 27.8% -16.0% 0.8% 1.6%

50,000 0

2017

2018

2019

2020

2021 2022 Projected Adopted

• Revenues fluctuate based on the amount of vehicle surcharges collected by the state. • Revenues could potentially be positively impacted in 2022 by State Senate Bill 260, which

raises several vehicle fees and surcharges for statewide transportation projects. However, new fees and fee increases are being phased in throughout 2022 and beyond, which could lessen the immediate impact.

Revenue Manual

RM-56

Town of Parker 2022 Annual Budget

EXCISE TAX Distribution: Excise Tax Fund 100% Source:

Contractors and developers

Collection:

Excise tax is paid by the builder at the time a building permit is issued for a new residence or commercial structure. The fees are used to pay for capital projects, such as street improvements or parks that are needed for the new residents moving into the Town. The fees are only used for capital items and not to fund regular operations.

Trend: 7,000,000

Year 2017 2018 2019 2020 2021 Projected 2022 Adopted

6,000,000 5,000,000 4,000,000 3,000,000 2,000,000

Revenue 3,321,992 3,735,299 2,531,440 4,922,145 6,000,000 6,360,000

% Change (YoY) 12.4% -32.2% 94.4% 21.9% 6.0%

1,000,000 0

2017

2018

2019

2020

2021 2022 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

2020 Actual Permits Avg Value 390 366,000 26 1,771,000 1,183,000 27

2021 Projected Permits Avg Value 608 381,000 17 837,000 14 2,508,000

• The amount of tax collected per unit is as follows for 2021: Single family Attached dwelling (townhomes and condos) Apartment dwelling

2021 $ 10,602 $ 6,601 $ 5,799

• The commercial rate is $0.40 per square foot in 2021.

Town of Parker 2022 Annual Budget

RM-57

Revenue Manual

SECTION TITLE ENGINEERING REVIEW FEES STORMWATER 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, in some cases varying depending on the size of the development. Community Development collects the fees for the Public Works Engineering division at the time of a development application, before reviews commence.

Trend: 200,000

Revenue Year 61,555 2017 55,586 2018 2019 100,057 134,467 2020 160,000 2021 Projected 150,000 2022 Adopted

150,000 100,000 50,000 0

2017

2018

2019

2020

% Change (YoY) -9.7% 80.0% 34.4% 19.0% -6.3%

2021 2022 Projected Adopted

• Revenue fluctuates based on the amount of annual development. • Revenues have been trending higher with growth.

Revenue Manual

RM-58

Town of Parker 2022 Annual Budget

STORMWATER UTILITYSECTION FEE REVENUE TITLE 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.

3,000,000

Utility Fees Commercial Residential Year 889,862 1,186,022 2017 957,517 1,288,357 2018 1,051,082 1,384,807 2019 1,061,610 1,452,488 2020 2021 Projected 1,090,000 1,200,000 1,100,000 1,250,000 2022 Adopted

2,500,000 2,000,000 1,500,000 1,000,000 500,000 0

2017

2018

2019

2020

% Change Total (YoY) Revenue 2,075,885 8.2% 2,245,874 8.5% 2,435,889 3.2% 2,514,098 2,290,000 -8.9% 2.6% 2,350,000

2021 2022 Projected Adopted

Trend: • Periodic fee increases are based on the U.S. Labor Statistics Consumer Price Index for Denver/ Aurora/Lakewood.

• Single family residential (SFR) property fees were $7.73 per month in 2021 and will be $8.08 per month in 2022.

• 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

Town of Parker 2022 Annual Budget

RM-59

Revenue Manual

SECTION TITLE CONTRIBUTIONS STORMWATER 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: 16,000,000

Year 2017 2018 2019 2020 2021 Projected 2022 Adopted

14,000,000 12,000,000 10,000,000 8,000,000 6,000,000 4,000,000

Revenue 480,992 0 2,674,272 6,197,267 13,600,000 7,230,000

% Change (YoY) -100.0% n/a 131.7% 119.5% -46.8%

2,000,000 0

2017

2018

2019

2020

2021 2022 Projected Adopted

• Contributions fluctuate based on the number of development projects requiring channel and bank stabilization.

Revenue Manual

RM-60

Town of Parker 2022 Annual Budget

LONE TREE FLEET SECTION SERVICES TITLE 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: 150,000

Revenue Year 108,770 2017 91,211 2018 114,046 2019 84,615 2020 100,000 2021 Projected 100,000 2022 Adopted

100,000

50,000

2017

2018

2019

2020

% Change (YoY) -16.1% 25.0% -25.8% 18.2% 0.0%

2021 2022 Projected Adopted

• Revenues fluctuate based on the amount of fleet shop services used by Lone Tree.

Town of Parker 2022 Annual Budget

RM-61

Revenue Manual

RM-62

Town of Parker 2022 Annual Budget

CAPITAL BUDGET

EXECUTIVE SUMMARY 2022 CAPITAL BUDGET AND 10-YEAR CAPITAL IMPROVEMENT PLAN (CIP)

BACKGROUND The following pages detail the Town’s 2022 Capital Budget and the Ten-Year Capital Improvement Plan (CIP). The Town defines a capital asset as one that is acquired, purchased or constructed with a cost or fair market value greater than or equal to $5,000 and a useful life of more than one year. This may include equipment, furniture, fixtures, artwork, buildings, land and/or infrastructure. Capital spending may occur through each of the following funds and one project may be funded through multiple funds depending upon the project specifics:

• • • • • • • • •

General Fund Cultural Fund Public Improvements Fund Parks and Recreation Fund Recreation Fund Stormwater Utility Fund Information Technology Fund Facilities Fund Fleet Fund

The multi-fund structure is 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, the Impact Fee Funds and the Capital Renewal and Replacement Reserve Fund 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

CB-2

Town of Parker 2022 Annual Budget

EXECUTIVE SUMMARY 2022 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 2022 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 - 2022 BUDGET

Fund

New Capital

Reinvestment in Existing Capital

Facilities

Machinery, Equipment, Software

Total

General Fund Parks and Recreation Fund Cultural Fund Recreation Fund Public Improvements Fund Stormwater Fund Fleet Services Fund Technology Management Fund Facility Services Fund

1,820,000 2,765,000 -

2,225,000 8,350,000 10,000,000 1,600,000 -

1,073,000 27,000 244,000 453,450 -

1,282,800 57,000 103,000 -

2,355,800 4,072,000 301,000 453,450 11,115,000 10,000,000 1,600,000 103,000 -

TOTAL CAPITAL EXPENDITURES

4,585,000

22,175,000

1,797,450

1,442,800

30,000,250

Town of Parker 2022 Annual Budget

CB-3

Capital Budget

GENERAL FUND 10-YEAR PLAN CAPITAL PROJECTS - GENERAL FUND 2020-2031 CAPITAL IMPROVEMENT PLAN CIP BY PROJECT

PROJECTED 2021

ACTUAL 2020

BUDGETED 2022

PROJECT TOTALS 2020 - 2031

10-YEAR CIP 2022 - 2031

EXPENDITURES Historical Projects Water Service on Town-owned Property

2,741

12,000

165,336 -

65,000 31,800 25,000 25,000 -

330,000 300,000 220,000 153,000 45,000 -

330,000 8,800,000 220,000 153,000 45,000 136,500 250,000 28,000 170,000 200,000

165,336 65,000 31,800 25,000 355,000 8,800,000 220,000 153,000 45,000 136,500 250,000 28,000 170,000 200,000

Police Facility LED Upgrade Police Facility A/V Upgrade Police Facility Carpet Replacement Police Facility Boilers (3) Police Facility Expansion Police Facility Roof Top Units (4) Police Facility Computer Room Air Conditioning Police Facility Generator Replacement Police Facility Roof Police Gates

50,000 155,000 100,000 -

63,000 9,440,000 220,000 150,000 140,000 230,000 115,000

50,000 155,000 100,000 63,000 9,440,000 220,000 150,000 140,000 230,000 115,000

Motsenbocker Building A Structural Repairs Motsenbocker Employee Lot Lighting Motsenbocker Wastewater Repair Motsenbocker Exterior Paint

36,000 124,000 -

25,000 -

25,000 31,800

36,000 124,000 25,000 31,800

PWOC Computer Room AC (2) PWOC Facility Roof PWOC Fleet/Facilities Maint. Bldg Expansion PWOC Hotsy Pressure Washers (2) PWOC Mag Tanks (2) PWOC Polished Concrete PWOC RTU1 PWOC Parts Mezzanine Traffic Shop

29,000 279,000 12,500,000 24,000 85,000 35,000 39,000 150,000

165,336

611,800

1,073,000

215,000 450,000 40,000,000 74,553,300

215,000 450,000 40,000,000 75,330,436

Reinvestment in Existing Capital Kieffer's Tunnel Lighting Upgrade Facilities Town Hall Chiller Town Hall LED Conversion Town Hall Counter Security Town Hall Mechanical Screening Town Hall Boiler Replacements Town Hall Expansion Town Hall Roof (Metal) Town Hall Roof (Flat Membrane) Town Hall Fire Panel Replacement with devices Town Hall Elevator Rebuild/Replace Town Hall Facility Generator Town Hall Roll Up Doors Town Hall RTU Replacement (2) Town Hall VAV Controllers and Actuators

Townwide Card Access System Old Town Hall Demolition Downtown Parking Garage Subtotal Facilities

Capital Budget

CB-4

Town of Parker 2022 Annual Budget

GENERAL FUND 10-YEAR PLAN

CIP BY PROJECT

Historical Projects Water Service

2031

2030

2029

2028

2027

2026

2025

2024

2023

Reinvestment in Existing Capital 12,000 Kieffer's Tunnel

500,000 -

8,000,000 -

250,000 200,000

136,500 170,000 -

28,000 -

PD LED 1 PD AV Upgrade PD Carpet PD Boilers PD Expansion PD RTUs PD Comp AC PD Generator PD Roof PD Gates

9,440,000 55,000 -

55,000 150,000 -

55,000 -

140,000 230,000 -

63,000 115,000

Mots Bldg A Mots Lights Mots Wastewater Mots Paint

31,800

PWOC Comp AC PWOC Roof PWOC Maint Bldg PWOC Hotsy PWOC Mag Tanks PWOC Pol Conc PWOC RTU1 PWOC Parts Shop

14,000 -

15,000 24,000 85,000 -

500,000 -

12,000,000 150,000

35,000 -

279,000 39,000 -

TW Card Access Old TH Demo Downtown Garage Subtotal

500,000

8,014,000

215,000 10,284,000

450,000 1,493,300

12,205,000

118,000

40,000,000 40,370,000

496,000

Facilities TH Chiller TH LED III TH Counter Sec TH Mech Screen TH Boilers TH Expansion TH Roof (metal) TH Room (flat) TH Fire panel TH Elevator TH Generator TH Roll Up Doors TH RTU TH VAV

Town of Parker 2022 Annual Budget

CB-5

Capital Budget

GENERAL FUND 10-YEAR PLAN (cont)

CIP BY PROJECT Machinery, Equipment and Software Municipal Court Software Upgrade Municipal Court Video/Audio Upgrade

PROJECTED 2021

ACTUAL 2020

BUDGETED 2022

10-YEAR CIP 2022 - 2031

PROJECT TOTALS 2020 - 2031

10,000 10,000

Performance Measures Software

15,000

Kronos Upgrade: Payroll, HR Conversion Financial Software-Procurement, Reqs, Payments

50,000 -

350,000

50,000 350,000

PD Quartermaster Software PD Unmanned Aerial Vehicle (UAV) PD Scene Documentation/Reconstruction System PD Vigilant/Learn System PD Lexis/Nexis Online Reporting Interface PD Citation Conversion Project Axon for Evidence Viewing Room PD Speed Signs x4 PD License Plate Readers x2 Patrol Vehicles and Upgrades Portable Radios for Police Department Emergency Response/Shelter Trailer All-Weather Upgrades to Ranger Utility Vehicle Panasonic HUD Tru Narc x2

12,500 55,000 125,000 58,780 9,000 21,000 -

16,000 27,000 60,000 -

16,000 27,000 60,000 70,000 16,000 17,000 7,000 60,000 50,000

12,500 55,000 125,000 58,780 9,000 21,000 16,000 27,000 60,000 70,000 16,000 17,000 7,000 60,000 50,000

F250 Vehicle (Traffic) Asphalt Hotbox/Melting Kettle Traffic Radiodetection Equipment Snow Pusher/Blower Attachment Traffic Control Device Trailer Traffic Signal Cabinet Equipment Traffic Detection Equipment Single Axle Dump Truck/Plow and Spreader 1/2 Ton Crew Cab Pick Up (Streets) Traffic Signal System Server Replacement Fleet Air Compressor Enclosed Trailer/Streets Tandem Cab & Chassis for asphalt patch truck Handheld Communication Radios (4) F-150 Truck for New Project Mgr (Eng) Upgraded Impact Truck+ TCD Storage Traffic Signal Locks Upgrade Conflict Monitor Testing Equipment F150 Truck for new employee (Traffic) Traffic Signal Central System Replacement Traffic Signal Townwide Controller Replacement Signal Pole Replacements Tandem Cab/Chassis for Cement Tech Mobile Travel Time/Driver Feedback Info System Ethernet Switch Replacements/Upgrades Platform Lift Truck Street Sweeper Front Loader Tractor Mastic Trailer 3/4 Ton Pickup with Snow Plow and Sander

49,917 42,787 10,484 6,336 5,745 41,453 30,755 -

51,000 77,000 225,000 40,000 18,000 15,900 14,000 -

66,800 100,000 200,000 20,000 35,000 190,000 95,000 20,000 38,000 -

578,800 846,000 562,000 21,000 200,000 20,000 35,000 190,000 95,000 40,000 123,000 325,000 500,000 1,000,000 200,000 1,000,000 120,000 250,000 425,000 520,000 70,000 146,000

49,917 42,787 10,484 6,336 5,745 671,253 953,755 787,000 40,000 39,000 15,900 14,000 200,000 20,000 35,000 190,000 95,000 40,000 123,000 325,000 500,000 1,000,000 200,000 1,000,000 120,000 250,000 425,000 520,000 70,000 146,000

Capital Budget

CB-6

Town of Parker 2022 Annual Budget

GENERAL FUND 10-YEAR PLAN (cont)

CIP BY PROJECT

2023

2024

2025

2026

2027

2028

2029

2030

2031

Mach,Equip,Software Court Software Court Video/Audio

10,000 10,000

Perf Mgmt Software

Kronos Upgrade Financial Software

PD Quartermaster PD UAV PD Scene Doc PD Vigilant/Learn PD Lexis/Nexis PD Citation Conv Axon for Evid PD Speed Signs PD License Rdrs Patrol Vehicles Portable Radios Emerg Resp Trailer All-Weather Veh Pansonic HUD Tru-Narc

70,000 16,000 17,000 7,000 60,000 50,000

F250/Traffic Asphalt Hotbox Traffic Radiodet Snow Push/Blow TCD Trailer Traff Signal Cab Tr Detect Equip Single Axle Dump 1/2 Ton Crew Cab Traffic Signal Sys Fleet Air Compress Enclosed Trailer Tandem Cab/Chass Handheld Radios F150 Truck Upgraded Impact Tr Signal Locks Conflict Monitor F150 Truck Traffic Signal Sys Traffic Controller Signal Pole Tandem Cab/Chass Travel Time Ethernet Platform Truck Street Sweeper Front Loader Trac Mastic Trailer 3/4 Ton Pickup

53,000 79,000 40,000 200,000 -

53,000 79,000 425,000 220,000 -

55,000 81,000 325,000 73,000

55,000 81,000 262,000 21,000 500,000 20,000 250,000 -

57,000 83,000 200,000 20,000 -

57,000 83,000 200,000 500,000 20,000 70,000 -

59,000 85,000 200,000 500,000 20,000 -

59,000 85,000 300,000 200,000 20,000 73,000

64,000 90,000 20,000 45,000 200,000 20,000 300,000 -

Town of Parker 2022 Annual Budget

CB-7

Capital Budget

GENERAL FUND 10-YEAR PLAN (cont) ACTUAL 2020

CIP BY PROJECT M-6 Kubota Tractor Plow- 2 plows Tool Tracking Systems (Parks) Best Lock Pad Lock System FTE Vehicle (Parks) FTE Vehicle (Forestry) Crash Trailer Industrial Mower (5900) Laser Grader Pergola at PACE Pergola at Sulphur Gulch Toilet Enclosures at Tallman Subtotal Machinery, Equipment, Software Total Capital Expenditures

Fund balance - January 1

Capital Expenses Total In-Year Capital Expenses Ending Available Resources - December 31

Capital Budget

PROJECT TOTALS 2020 - 2031

50,000 1,282,800

50,000 20,000 50,000 168,000 105,000 80,000 130,000 30,000 14,000 12,000 20,000 8,653,800

50,000 20,000 50,000 168,000 105,000 80,000 130,000 30,000 14,000 12,000 20,000 9,613,457

355,555

1,383,980

2,355,800

83,219,100

84,958,634

PROJECTED 2021

45,731,301 2,846,442 6,471,295 4,481,003 124,233 106,497 330,264 106,407 60,197,442 400 51,482 1,875,570 3,582,554 44,084,319 14,458,021

38,735,423

BUDGETED 2022

38,735,423

355,555 $

10-YEAR CIP 2022 - 2031

772,180

24,632,957

BUDGETED 2022

187,477

ACTUAL 2020

AVAILABLE RESOURCES

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 Certificates of Participation Transfers In Transfers Out Less Non-Capital Expenditures Total Revenue available for Capital

PROJECTED 2021

21,008,277

50,789,000 $ 3,733,800 3,657,775 4,304,302 91,000 5 80,000 95,300 62,751,182 5,100 3,000 1,521,843 32,012,752 48,611,539 (16,343,166)

1,383,980 $

CB-8

21,008,277

53,871,020 3,958,175 3,809,900 4,040,550 90,500 75,000 100,000 65,945,145 1,000 5,000 1,734,594 12,888,398 55,294,244 (496,903)

2,355,800 $

18,155,574

Town of Parker 2022 Annual Budget

GENERAL FUND 10-YEAR PLAN (cont)

CIP BY PROJECT M-6 Tractor Tool Tracking Best Lock Padlock Vehicle (Parks) Vehicle (Forestry) Crash Trailer Ind Mower Laser Grader Pergola (PACE) Pergola (Sulph Gulch) Toilet Enclosure Subtotal Total Capital Exp.

2023

2024

2025

2026

2027

2028

2029

2030

2031

20,000 50,000 48,000 50,000 80,000 30,000 870,000

20,000 817,000

55,000 130,000 719,000

14,000 1,203,000

55,000 415,000

65,000 995,000

864,000

12,000 749,000

739,000

1,382,000

8,831,000

11,003,000

2,696,300

12,620,000

1,113,000

864,000

41,119,000

1,235,000

Town of Parker 2022 Annual Budget

CB-9

Capital Budget

SECTION TITLE GENERAL FUND PROJECTS Capital Project: Town Hall Boiler Replacements

DESCRIPTION This multi-year project funds the replacement of the two boilers and associated pumps at Town Hall.

PURPOSE/DISCUSSION The existing boilers and associated pumps are almost 20 years old. Boilers typically have a recommended replacement cycle of 15 to 25 years, depending on the type and duty cycle of the boiler. The boilers at this facility provide the entire facility with heat during cold weather. The boilers operate on a lead/lag cycle, where one unit is the lead unit for a period and then becomes the secondary unit. Both units run congruently during periods of cold weather. This is a planned replacement of the existing boilers and pumps. Typical lead times for a boiler replacement are three to four months. Failure of the existing system would leave Town Hall vulnerable for an extended time. It is also a best management practice to allocate time to obtain the best pricing available. If the boiler failed and the replacement became an emergency, it would be about 20% more expensive than a planned replacement.

PROJECT BUDGET Year Actual 2020 Projected 2021 Budgeted 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 TOTAL

Expenditures $ 25,000 330,000 $ 355,000

FUNDING SOURCES General Fund Revenue

IMPACT ON OPERATING COSTS None

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Enhance Economic Vitality The ability for Town Hall to stay operational is essential to provide the infrastructure that supports all aspects of Town operations.

Foster Community Creativity and Engagement As Town Hall provides multiple operational functions, including space for community engagement meetings, it is important to maintain a usable space during all seasons.

Promote a Safe and Healthy Community Employees’ ability to come to work in all environmental conditions is an essential function of providing internal and external services as needed.

Capital Budget

CB-10

Town of Parker 2022 Annual Budget

GENERAL FUND SECTION PROJECTS TITLE Capital Project: Town Hall Expansion

DESCRIPTION This project funds design and construction of the expansion of Town Hall.

PURPOSE/DISCUSSION Town Hall was constructed in 2003 to replace Old Town Hall. The original capacity for Town Hall was based on a 10-year evaluation of space needs. Since then, the Town has continued to use Old Town Hall for staff offices and as a major storage center for files and office furniture due to space constraints. While the Town has grown over the last decade, 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 (mechanical equipment, roofing, etc.) 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. The Town is planning to complete the Facility Master Plan during the 2021 fiscal year. Output of this plan will provide additional details related to the space needs and recommendation to plan for the construction of this expansion.

PROJECT BUDGET Year Actual 2020 Projected 2021 Budgeted 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 TOTAL

Expenditures $ 300,000 500,000 8,000,000 $ 8,800,000

FUNDING SOURCES General Fund Revenue

IMPACT ON OPERATING COSTS Increased costs associated with maintaining a larger facility.

IMPACT ON OTHER DEPARTMENTS Increased time for departments tasked with maintaining the facility.

TOWN STRATEGIC GOALS ACHIEVED Enhance Economic Vitality Town Hall supports operations at all levels of the Town organization. The capability of Town Hall to provide office space, file storage, and meeting space for internal and external users is essential to providing that support.

Develop a Visionary Community through Balanced Growth Funding for this project will prevent wasteful spending on keeping Old Town Hall in service well beyond its useful life and allow the parcel of land that Old Town Hall occupies to be repurposed for other needs.

Town of Parker 2022 Annual Budget

CB-11

Capital Budget

GENERAL FUND PROJECTS Capital Project: Town Hall Roof (Metal)

DESCRIPTION This project funds the planned replacement of the metal roof at Town Hall. This roof section covers the main lobby and center section of the facility from north to south.

PURPOSE/DISCUSSION The metal roof of Town Hall was installed in 2003. Evaluation of the roof in 2021 indicated multiple deficiencies which are allowing water to leak in. Minor repair work continues to be performed, but overall replacement is recommended at this time. Although a metal roof has a long life expectancy, replacement of the roof prior to a complete failure is a key component of a facility maintenance plan. Waiting for the roof to fail would be substantially more expensive and would impact operations at this facility for an extended duration compared to preplanned replacement. The impact of performing a major repair or full replacement after a complete failure would increase the cost by about 20%.

PROJECT BUDGET Year Actual 2020 Projected 2021 Budgeted 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 TOTAL

Expenditures $ 220,000 $ 220,000

FUNDING SOURCES General Fund Revenue

IMPACT ON OPERATING COSTS None

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Enhance Economic Vitality The ability for Town Hall to stay operational is essential to provide the infrastructure that supports all aspects of Town operations.

Foster Community Creativity and Engagement As Town Hall provides multiple operational functions, including space for community engagement meetings, it is important to maintain a usable space.

Develop a Visionary Community through Balanced Growth Planned replacement, maintenance, and repair of Town-owned and operated facilities is a keystone best practice in supporting a balanced approach to facility management. By replacing the roof prior to a complete failure, the Town protects its investment in this infrastructure asset and avoids unnecessary emergency maintenance costs.

Capital Budget

CB-12

Town of Parker 2022 Annual Budget

GENERAL FUND PROJECTS Capital Project: Town Hall Roof (Flat Membrane)

DESCRIPTION This project funds the replacement of the flat roof at Town Hall.

PURPOSE/DISCUSSION Most of the roof structure at Town Hall is covered with a ballasted type membrane roof which has a life expectancy of 20 years. This roof was installed during construction in 2003. Over the lifetime of a membrane style roof, the material becomes brittle. With a ballasted roof, which incorporates rocks to hold the roof membrane in place, it is difficult to locate and repair failures. As the roof nears end of life, the frequency and the cost of needed repairs will increase. The replacement is planned as a fully adhered roof structure rather than a ballasted roof. A fully adhered roof, while being slightly costlier to install, typically has an overall lower cost over its life. The advancement in white roof structures has proven to reduce energy consumption during the summer months by reducing the heat load on the building. Roof failures not only incur repair costs themselves, but in catastrophic events there is subsequent and costly damage to the internal portions of a facility. Since it is difficult to determine when and how a roof failure will occur, it is best to perform the replacement as a planned event. Emergency repairs or replacement could cost an additional 20%.

PROJECT BUDGET Year Actual 2020 Projected 2021 Budgeted 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 TOTAL

Expenditures $ 153,000 $ 153,000

FUNDING SOURCES General Fund Revenue

IMPACT ON OPERATING COSTS None

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Enhance Economic Vitality The ability for Town Hall to stay operational is essential to provide the infrastructure that supports all aspects of Town operations.

Foster Community Creativity and Engagement

As Town Hall provides multiple operational functions, including space for community engagement meetings, it is important to maintain a usable space.

Develop a Visionary Community through Balanced Growth Planned replacement, maintenance and repair of Town-owned and operated facilities is a keystone best practice in supporting a balanced approach to facility management. By replacing the roof prior to a complete failure, the Town protects its investment in this infrastructure asset and avoids unnecessary emergency maintenance costs. Town of Parker 2022 Annual Budget

CB-13

Capital Budget

GENERAL FUND PROJECTS Capital Project: Town Hall Fire Panel and Device Replacement

DESCRIPTION This project funds replacement of the fire attenuation panel along with associated devices at Town Hall.

PURPOSE/DISCUSSION The fire panel at Town Hall is almost 20 years old. Recently, the panel has had multiple component failures. The model has been discontinued and replacement components are scarce or unavailable. The fire panel and associated devices (horns, strobes, sensors) are sophisticated systems, and typically the panel and devices have to be changed together to maintain compatibility. Failure of the panel components could result in the facility being unprotected/unmonitored for unsafe conditions. This would result in Facility Maintenance having to perform a firewatch scenario, which requires personnel to be on-site until the panel is repaired. Staff would continuously walk the facility to check for signs of fire, smoke or other indications of an unsafe condition.

PROJECT BUDGET Year Actual 2020 Projected 2021 Budgeted 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 TOTAL

Capital Budget

Expenditures $ 45,000 $ 45,000

FUNDING SOURCES General Fund Revenue

IMPACT ON OPERATING COSTS None

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Promote a Safe and Healthy Community Having a serviceable fire attenuation system is a key element to keeping Town Hall open and the occupants safe.

CB-14

Town of Parker 2022 Annual Budget

GENERAL FUND PROJECTS Capital Project: Motsenbocker Wastewater Repair

DESCRIPTION This project funds the repair of the main sewer line of Building A in the complex on Motsenbocker Road which houses Parks and Forestry, Fleet, and Facilities staff.

PURPOSE/DISCUSSION A video inspection of the sewer line from Building A showed that several pipes located outside the facility are unaligned and need repair. This project will require excavation of several areas of the exterior line. These repairs need to be completed before complete failure of the service line, which would result in the closure of all water drainage systems in this facility. The project entails confirming locations of the misaligned pipe, contracting with a vendor to perform excavation and repair, and repairing the flatwork after repairs are complete. Flatwork repairs may include a section of the parking lot.

PROJECT BUDGET Year Actual 2020 Projected 2021 Budgeted 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 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 Support an Active Community The Motsenbocker complex houses Parks and Forestry, Fleet, and Facilities staff. Parks and Forestry comprise the major portion of the workforce in Building A. Providing safe water and wastewater functions at this facility ensures the staff can provide services to the public.

Promote a Safe and Healthy Community The repairs are essential to maintain a safe working environment for staff.

Town of Parker 2022 Annual Budget

CB-15

Capital Budget

GENERAL FUND PROJECTS Capital Project: Performance Measures Software

DESCRIPTION The performance measures dashboard is an online application that provides at-a-glance visual feedback showing how the various Town departments are performing based on key indicators.

PURPOSE/DISCUSSION Performance measurement helps an organization understand its various business operations, improve public service delivery and communicate to the public. Clearly identifying key performance indicators and reporting the progress through a visual feedback tool facilitates greater transparency among employees, elected officials and the public. It reinforces the Town’s commitment to organizational excellence by using data to make evidence-based decisions in the allocation of resources and in making operational improvements.

PROJECT BUDGET Year Actual 2020 Projected 2021 Budgeted 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 TOTAL

Capital Budget

Expenditures $ 15,000 $ 15,000

FUNDING SOURCES General Fund Revenue

IMPACT ON OPERATING COSTS None

IMPACT ON OTHER DEPARTMENTS This project will require input and analysis from other departments.

TOWN STRATEGIC GOALS ACHIEVED Enhance Economic Vitality Performance measures are based on departmental goals that support the Town’s overall strategic goals. As those goals are met, we create a healthy, active and economically-vital community.

CB-16

Town of Parker 2022 Annual Budget

GENERAL FUND SECTION PROJECTS TITLE Capital Project: Financial Software for Procurement, Requisitions and Payments

DESCRIPTION The Procurement and Accounting divisions are purchasing a financial software package to electronically request, procure and pay for goods or services.

PURPOSE/DISCUSSION Procurement and accounts payable are an integral part of all departments in the Town. This software will streamline the entire process in areas including transparency, efficiency and internal controls. The software will improve transparency by allowing staff to track their requests in the system as they move through the approval process. Other functionality will empower staff to mindfully spend within their department budgets. Electronic workflows improve efficiency by instantly moving items through the stages of the processes. Electronic document storage will reduce processing time and allow staff to refer to and report on their documents without the need to find and refile paper copies. Internal controls will increase because there will be less paper traveling between desks for approvals. Access into the different areas of the system will be controlled to maintain confidential documents as needed. All signature limits will be automated, ensuring every request and invoice submitted meets the Town’s approval guidelines. The system-generated audit trail will provide comprehensive information for audit testing.

PROJECT BUDGET Year Actual 2020 Projected 2021 Budgeted 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 TOTAL

Expenditures $ 350,000 $ 350,000

FUNDING SOURCES General Fund Revenue

IMPACT ON OPERATING COSTS The efficiency and accuracy gains with this software will reduce operating costs.

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Enhance Economic Vitality Efficiencies in the documentation, timely payments, transparency to the public and better tracking of requisitions and payments through electronic workflows will enhance the relationship between Parker and the vendors who desire to do business with and in the Town.

Develop a Visionary Community through Balanced Growth As the Town grows, procurement and payment processes must also evolve for the Town to be a customer of choice for vendors and partners in the community. Town of Parker 2022 Annual Budget

CB-17

Capital Budget

SECTION TITLE GENERAL FUND PROJECTS Capital Project: Axon for Evidence Viewing Room

DESCRIPTION The Police Department will upgrade the evidence viewing room video system to improve its ability to manage and provide accurate evidence discovery related to physical evidence reviews.

PURPOSE/DISCUSSION The evidence viewing room is monitored by the aging video system that was initially installed when the Police Department was constructed. Over the last few years, most other interview rooms have been updated to the more contemporary Axon recording solution. This system allows for more efficient and accurate capture, retention, retrieval and management of evidence. Defense and District attorneys are requesting more evidence reviews than ever before so capturing these interactions is paramount to courtroom evidence discovery.

PROJECT BUDGET Year Actual 2020 Projected 2021 Budgeted 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 TOTAL

Expenditures $ 16,000 $ 16,000

FUNDING SOURCES General Fund Revenue

IMPACT ON OPERATING COSTS None

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Enhance Economic Vitality This project mitigates the Town’s risk of violating criminal case evidence discovery mandates, which could result in sanctions. Effective prosecution of offenders is important for keeping the community safe and appealing for businesses.

Innovate with Collaborative Governance The Police department works directly with the District Attorney’s office through the Axon system to share most other digital evidence. This project would allow for video captured during physical evidence reviews to be shared and discovered in the same way as body-worn cameras, in-car cameras and other interview rooms.

Promote a Safe and Healthy Community Proper evidence discovery is essential in criminal prosecutions. Holding offenders accountable is a critical aspect of public safety.

Capital Budget

CB-18

Town of Parker 2022 Annual Budget

GENERAL FUND SECTION PROJECTS TITLE Capital Project: Speed Alert Radar Message Signs (4)

DESCRIPTION This project is the purchase of four Speed Alert Radar Message Signs.

PURPOSE/DISCUSSION Due to the increase in traffic complaints, the Police Department is purchasing these signs to help educate the public and track the speeds of vehicles over an extended period.

PROJECT BUDGET Year Actual 2020 Projected 2021 Budgeted 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 TOTAL

Expenditures $ 27,000 $ 27,000

FUNDING SOURCES General Fund Revenue

IMPACT ON OPERATING COSTS None

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community The police department will use the data gathered to develop an action plan to educate citizens and enforce the traffic violations. This plan will contribute to the safety of pedestrians and bicyclists in addition to drivers. The message signs can also be used at Parks and Recreation events, such as fun runs.

Foster Community Creativity and Engagement Traffic officers from the Parker Police Department work with the public to help solve traffic issues within the Town limits. The speed/radar signs are a true example of community policing. The signs can also provide safety messaging and awareness information for the residents and motorists.

Promote a Safe and Healthy Community These speed/radar signs promote safe driving within our community. They can also be used as message boards to educate the public on current events and hazardous areas.

Town of Parker 2022 Annual Budget

CB-19

Capital Budget

SECTION TITLE GENERAL FUND PROJECTS Capital Project: License Plate Readers (2)

DESCRIPTION This project is to purchase two Vigilant Automated License Plate Reader (ALPR) units to replace two currently installed units that have reached end of life.

PURPOSE/DISCUSSION ALPR systems are critical to officers in the field who are looking for stolen cars, crime suspects, wanted parties and missing or endangered people. ALPR systems are a proven tool in combating crime by rapidly scanning license plates, saving officers valuable time when they are searching for vehicles associated with any type of police activity. These units are compatible with the current searchable database for all the Vigilant/Learn System agencies to access shared information quickly. Douglas County Sheriff’s Office, Colorado State Patrol, and Greenwood Village Police Department are just some Colorado law enforcement agencies currently using the Vigilant/Learn System, which gives Parker PD the ability to share ALPR data for investigative purposes.

PROJECT BUDGET Year Actual 2020 Projected 2021 Budgeted 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 TOTAL

Expenditures $ 60,000 $ 60,000

FUNDING SOURCES General Fund Revenue

IMPACT ON OPERATING COSTS None

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Enhance Economic Vitality A low crime rate directly correlates to economic vitality, and technology that helps solve crimes can affect the overall crime rate.

Innovate with Collaborative Governance

Local law enforcement agencies can share ALPR information through a connected database that helps locate stolen cars and suspects more efficiently and quickly.

Promote a Safe and Healthy Community The police department is tasked with finding missing persons and runaways. Sometimes these missing people have medical conditions making finding them quickly very important. Having the ability to locate vehicles associated with these people increases the chances of a speedy resolution.

Capital Budget

CB-20

Town of Parker 2022 Annual Budget

GENERAL FUND SECTION PROJECTS TITLE Capital Project: 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 Year Actual 2020 Projected 2021 Budgeted 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 TOTAL

Expenditures $ 41,453 51,000 66,800 53,000 53,000 55,000 55,000 57,000 57,000 59,000 59,000 64,000 $ 671,253

FUNDING SOURCES General Fund Revenue

IMPACT ON OPERATING COSTS Ongoing maintenance should have no direct change in routine maintenance man-hours, but newer cabinets may have fewer emergency call-out conditions.

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Enhance Economic Vitality The traffic signals are a critical piece of mobility within the Town of Parker. If citizens and visitors cannot get around town efficiently or conveniently, economic vitality suffers.

Develop a Visionary Community through Balanced Growth Traffic signal quantities have increased in the last 20 years with 51 new traffic signals since 2002. The traffic cabinets originally deployed eventually reach an end of useful life. Past growth must be maintained long term.

Promote a Safe and Healthy Community Functional and reliable traffic signals assist in providing a safe transportation network.

Town of Parker 2022 Annual Budget

CB-21

Capital Budget

SECTION TITLE GENERAL FUND PROJECTS Capital Project: Traffic Detection Equipment

DESCRIPTION This project is the replacement of failing or obsolete traffic signal detection equipment.

PURPOSE/DISCUSSION Traffic signal equipment requires routine maintenance and equipment replacement to ensure reliability of the transportation network. Regular replacement of aged traffic signal detection equipment that has shown reliability issues or has reached end-of-service life reduces the number of after-hours repairs and staff callbacks and helps control associated labor costs. The cost estimates are based on replacing equipment at three intersections each year, with assumed regular cost escalations.

PROJECT BUDGET Year Actual 2020 Projected 2021 Budgeted 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 TOTAL

Expenditures $ 30,755 77,000 100,000 79,000 79,000 81,000 81,000 83,000 83,000 85,000 85,000 90,000 $ 953,755

FUNDING SOURCES General Fund Revenue

IMPACT ON OPERATING COSTS Reduction of the number of after-hours repairs and staff callbacks

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Enhance Economic Vitality The traffic signals are a critical piece of mobility within the Town of Parker. If citizens and visitors can’t get around town efficiently or conveniently, economic vitality suffers.

Develop a Visionary Community through Balanced Growth Routine upgrades of obsolete traffic signal equipment are vital to have excellent infrastructure and support a growing Town. Modern detection equipment is needed to keep Traffic Services future-focused and on pace with advances in technology.

Promote a Safe and Healthy Community Functional and reliable traffic signals assist in providing a safe transportation network.

Capital Budget

CB-22

Town of Parker 2022 Annual Budget

GENERAL FUND PROJECTS Capital Project: Tandem Cab and Chassis (or alternative) - Asphalt Patch Truck

DESCRIPTION The Streets division currently has an asphalt patch truck, P1, which consists of a heated hopper for storing, transporting and distributing hot asphalt used for patching potholes and small overlay repairs, and the cab and chassis that the asphalt patch unit sits atop (P1). This project replaces the cab and chassis.

PURPOSE/DISCUSSION The cab and chassis for P1 is now 21 years old, nine years beyond its original life cycle and is regularly experiencing mechanical issues. These mechanical issues impact Streets Division’s ability to provide the expected level of service and efficiently patch potholes. Failing to replace the cab and chassis of P1 will result in the asset becoming unusable. The Department is evaluating two options for replacement. One option is to replace the current cab and chassis and use the Bergkamp patch body we own on a new cab and chassis. The second option is to replace the entire unit with a skid mounted patch unit to use on one of the two hook lift cab and chassis units the Town currently owns.

PROJECT BUDGET Year Actual 2020 Projected 2021 Budgeted 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 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 Streets division is responsible for maintenance of Town streets. Repair and maintenance of asphalt surface with an asphalt patch unit is a big part of street maintenance. Having adequate equipment allows the Town to ensure mobility of its citizens including vehicles, bicycles and pedestrians.

Enhance Economic Vitality Well-maintained streets provide a high quality of life and a desirable location for business to locate, grow, and thrive. Well-maintained streets are a sign of a well-managed community, and they mitigate wear and tear of vehicles in the community.

Promote a Safe and Healthy Community The operation and maintenance of Town streets ensures safety and health for Town residents and visitors. Providing responsive and correct maintenance of Town streets ensures that the community is safe for motorists, bicyclists and pedestrians. Town of Parker 2022 Annual Budget

CB-23

Capital Budget

GENERAL FUND PROJECTS Capital Project: Handheld Communication Radios (4)

DESCRIPTION The Streets division uses handheld portable radios to communicate in the field for normal tasks, community duty events and emergency response events, primarily during winter storm response. These radios are essential for winter storm response.

PURPOSE/DISCUSSION Due to staff increases and the incorporation of contractors into Public Works operations, the current inventory of handheld radios is insufficient. Additional radios will be purchased for Town staff and contractors to communicate for efficiency and safety.

PROJECT BUDGET Year Actual 2020 Projected 2021 Budgeted 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 TOTAL

Capital Budget

Expenditures $ 20,000 $ 20,000

FUNDING SOURCES General Fund Revenue

IMPACT ON OPERATING COSTS None

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Promote a Safe and Healthy Community The maintenance of Town streets ensures safety and health for Town residents and visitors. Providing responsive maintenance of Town streets, including during emergency situations, ensures that the community is safe for motorists, bicyclists and pedestrians. Radios are also part of the safety equipment of Town flaggers, equipment operators and supervisors who work adjacent to traffic.

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Town of Parker 2022 Annual Budget

GENERAL FUND SECTION PROJECTS TITLE Capital Project: F150 Truck for New Project Manager (Engineering)

DESCRIPTION This project is the addition of an F150 truck for use by the Engineering Division.

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 2020 Projected 2021 Budgeted 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 TOTAL

Expenditures $ 35,000 $ 35,000

Town of Parker 2022 Annual Budget

FUNDING SOURCES General Fund Revenue

IMPACT ON OPERATING COSTS Routine vehicle maintenance

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Enhance Economic Vitality With the continued growth of the Town, additional staff are needed to support that growth. Depending on the position, staff additions sometimes require an increase in the Town’s fleet of vehicles.

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Capital Budget

SECTION TITLE GENERAL FUND PROJECTS Capital Project: Upgraded Impact Truck with Traffic Control Device storage

DESCRIPTION This project will replace an existing impact attenuator truck and will add storage for Traffic Control Devices (TCDs).

PURPOSE/DISCUSSION The impact attenuator truck is a vital piece of safety equipment used by many Town departments that work on Parker’s roadways. This truck includes a fold up cushion that will absorb the impact of a crash protecting the errant driver and the workers. The Town built the existing truck many years ago using an old chassis that was destined for auction. This chassis is now well beyond service life and is frequently in for repair. This unit will be replaced with a modern chassis and the truck will be outfitted with a flatbed and access stair to store and to move large traffic control devices such as barricades. Having these devices pre-loaded allows Public Works to respond faster to emergency situations that may require road closures.

PROJECT BUDGET Year Actual 2020 Projected 2021 Budgeted 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 TOTAL

Capital Budget

Expenditures $ 190,000 $ 190,000

FUNDING SOURCES General Fund Revenue

IMPACT ON OPERATING COSTS None

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Promote a Safe and Healthy Community The primary function of this piece of equipment is to protect the safety of workers in the roadway while still providing for the safety of drivers that may accidentally hit the unit.

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Town of Parker 2022 Annual Budget

GENERAL FUND PROJECTS Capital Project: Traffic Signal Locks Upgrade

DESCRIPTION This project will upgrade and replace existing traffic signal cabinet locks and power supply padlocks.

PURPOSE/DISCUSSION Parker traffic signal cabinets are secured by mechanical locks. To increase security of Parker’s traffic signal cabinets and limit unauthorized access, the Town will move to electronic keys. These keys cannot be copied by a locksmith, and they can be set to expire the electronic authorization in the event of a lost key. The keys and cylinders can be audited to review access history. Testing has shown they withstand the environmental demands of heat, cold, snow, and ice among many other factors. Electronic keys are a best practice at major departments of transportation.

PROJECT BUDGET Year Actual 2020 Projected 2021 Budgeted 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 TOTAL

Expenditures $ 95,000 $ 95,000

FUNDING SOURCES General Fund Revenue

IMPACT ON OPERATING COSTS Reduction of the number of after-hours repairs and staff callbacks

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Enhance Economic Vitality It is in the Town’s financial interest to better secure our signal infrastructure from unauthorized access. Securing the traffic signal cabinets prevents the need for repairs from unauthorized access.

Promote a Safe and Healthy Community Securing the traffic signal cabinets protects the traveling public from malicious signal tampering.

Town of Parker 2022 Annual Budget

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Capital Budget

SECTION TITLE GENERAL FUND PROJECTS Capital Project: Conflict Monitor Testing Equipment

DESCRIPTION This project will replace existing conflict monitor testing equipment.

PURPOSE/DISCUSSION Once a year Town staff tests and certifies that the conflict monitor of every traffic signal is in good working condition and operating as required. The conflict monitor prevents the traffic signal from allowing an unsafe situation by causing the signal to go into flash if there is a detected conflict. The current conflict monitor tester that the Town uses can no longer be certified due to age and must be replaced.

PROJECT BUDGET Year Actual 2020 Projected 2021 Budgeted 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 TOTAL

Capital Budget

Expenditures $ 20,000 20,000 $ 40,000

FUNDING SOURCES General Fund Revenue

IMPACT ON OPERATING COSTS None

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Promote a Safe and Healthy Community The primary function of this piece of equipment is to protect and certify the safety of a vital traffic signal safety component for signals throughout the Town.

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Town of Parker 2022 Annual Budget

GENERAL FUND PROJECTS Capital Project: F150 Truck for New Employee (Traffic)

DESCRIPTION This project is the addition of an F150 truck for use by the Traffic Division.

PURPOSE/DISCUSSION An additional staff member was approved during the budgeting process. This staff member requires the addition of a dedicated vehicle. Future trucks are based on current estimates of future required staff. These staff additions would have to be approved prior to fleet additions.

PROJECT BUDGET Year Actual 2020 Projected 2021 Budgeted 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 TOTAL

Expenditures $ 38,000 40,000 45,000 $ 123,000

Town of Parker 2022 Annual Budget

FUNDING SOURCES General Fund Revenue

IMPACT ON OPERATING COSTS Routine vehicle maintenance

IMPACT ON OTHER DEPARTMENTS None

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Capital Budget

SECTION TITLE GENERAL FUND PROJECTS Capital Project: M-6 Kubota Tractor Plow (2)

DESCRIPTION The Parks Division uses two large industrial tractors, Kubota M4s (100hp), for various tasks associated with open space management. These tractors are capable of handling large frontmount snowplows to assist with snowplow operations during snow events.

PURPOSE/DISCUSSION The two Kubota M4 tractors are primarily used seasonally by Parks and Open Space (March through October) for mowing and weed management. The Parks Division assists Public Works with snow removal operations during six-inch and greater snow events. Two additional units would allow Parks to provide more efficient routine snow removal within the Parks snow operations and provide Public Works better assistance during emergency snow events, such as the Bomb Cyclone of 2019 and Winter Storm Xylia of 2021.

PROJECT BUDGET Year Actual 2020 Projected 2021 Budgeted 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 TOTAL

Capital Budget

Expenditures $ 50,000 $ 50,000

FUNDING SOURCES General Fund Revenue

IMPACT ON OPERATING COSTS Routine maintenance

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community Public Works is tasked with keeping park sidewalks, trails and all Town-owned parking lots open during snow events. Snow removal directly supports active community services during the winter.

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Town of Parker 2022 Annual Budget

GENERAL FUND PROJECTS

Town of Parker 2022 Annual Budget

CB-31

Capital Budget

PARKS AND RECREATION FUND 10-YEAR PLAN CAPITAL PROJECTS - PARKS & RECREATION FUND 2020-2031 CAPITAL IMPROVEMENT PLAN CIP BY PROJECT

PROJECTED 2021

ACTUAL 2020

BUDGETED 2022

10-YEAR CIP 2022 - 2031

PROJECT TOTALS 2020 - 2031

EXPENDITURES Historical Projects Bar CCC Lights/Paved Parking High Plains (E-470) Trail Overcrossing/Parker Road East-West Trail Under Crossing at Jordan Auburn Hills Park Soccer Field H2O Renovation H2O Renovation Fee Rowley Downs Trail Connection East/West Regional Trail Subtotal Historical Projects

1,022 82,398 172,428 1,182,339 2,162,392 3,600,579

2,750,000 3,000,000 75,000 136,500 17,852 405,000 15,000 6,399,352

New Capital Lemon Gulch Trail Rueter-Hess Reservoir Recreational Opportunities Ongoing Trails Development Newlin Gulch Trail Connection Site Signage Reata West Second Recreation Center Salisbury Park North Master Plan O'Brien Park North Construction Kinney Creek Trail Stroh Playgground Tallman Playground Railbender Playground Salisbury East Playground Salisbury West Playground Cottonwood Trailhead Playground Subtotal New Capital

21,936 26,065 48,001

588,250 210,000 115,000 20,000 933,250

1,000,000 210,000 125,000 475,000 10,000 1,820,000

1,400,000 2,100,000 1,425,000 475,000 10,000 36,500,000 35,500,000 6,100,000 1,050,000 500,000 1,500,000 1,500,000 1,500,000 1,500,000 500,000 91,560,000

2,010,186 2,310,000 1,566,065 475,000 30,000 36,500,000 35,500,000 6,100,000 1,050,000 500,000 1,500,000 1,500,000 1,500,000 1,500,000 500,000 92,541,251

Reinvestment in Existing Capital O'Brien Park Improvements Cherry Creek Trail/Soft Surface Harvie Open Space Trail Bridge Deck Replacements O'Brien Ballfield Musco Control Link Recreation Pickleball Court Fence Upgrade Norwell Site Expansion Subtotal Reinvestment in Existing

19,974 19,974

54,000 6,071 60,071

1,600,000 175,000 400,000 50,000 2,225,000

1,600,000 2,350,000 3,000,000 830,000 50,000 30,000 30,000 7,890,000

1,673,974 2,356,071 3,000,000 830,000 50,000 30,000 30,000 7,970,045

27,000

3,668,553

7,392,673

4,072,000

99,477,000

110,538,227

Facilities Living Wheel Space Force Flag Total Capital Expenditures

Capital Budget

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1,022 2,832,398 3,172,428 1,257,339 2,298,892 17,852 405,000 15,000 9,999,931

Town of Parker 2022 Annual Budget

PARKS AND RECREATION FUND 10-YEAR PLAN

CIP BY PROJECT

2028

2027

2026

2025

2024

2023

2029

2030

2031

New Capital Lemon Gulch Trail 400,000 Reuter-Hess 210,000 125,000 Ongoing Trails Newlin Gulch Trail Connection Site Signage Reata West Rec 500,000 Salisbury North O'Brien Park North Kinney Creek Trail Stroh Playgground Tallman Playgrnd Railbender Playgrnd Salis East Playgrnd Salis West Playgrnd 500,000 Cottonwd Playgrnd Subtotal 1,735,000

210,000 125,000 15,000,000 600,000 15,935,000

210,000 150,000 750,000 10,000,000 5,500,000 16,610,000

210,000 150,000 750,000 5,000,000 300,000 6,410,000

210,000 150,000 18,000,000 5,000,000 750,000 500,000 24,610,000

210,000 150,000 17,000,000 1,500,000 18,860,000

210,000 150,000 1,500,000 1,860,000

Reinvestment in Existing Capital O'Brien Park 200,000 Cherry Creek Trail 1,300,000 Harvie Open 300,000 Trail Bridge Decks 50,000 O'Brien Ballfield Rec Pickleball 30,000 Norwell Exp 30,000 Subtotal 1,910,000

200,000 1,300,000 1,500,000

225,000 225,000

225,000 60,000 285,000

250,000 350,000 600,000

250,000 250,000

275,000 275,000

275,000 70,000 345,000

275,000 275,000

3,645,000

17,435,000

16,835,000

6,695,000

25,210,000

19,110,000

2,135,000

2,205,000

2,135,000

Facilities

Total Capital Exp.

Town of Parker 2022 Annual Budget

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Capital Budget

PARKS AND RECREATION FUND 10-YEAR PLAN (cont) ACTUAL 2020

AVAILABLE RESOURCES Fund balance - January 1 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 Revenue available for Capital

14,289,232

Capital Expenses Total In-Year Capital Expenses Ending Available Resources - December 31

Capital Budget

PROJECTED 2021

8,814,943 1,584,960 182,000 131,969 23,102 10,736,974 525,000 4,855,064 750,474 5,656,436

16,277,115

3,668,553 $

16,277,115

BUDGETED 2022

9,780,987 900,000 35,000 92,800 10,808,787 575,000 5,633,761 537,311 5,212,715

14,097,157

7,392,673 $

CB-34

14,097,157

10,358,900 25,000 40,000 37,550 10,461,450 1,745,734 6,749,177 565,733 4,892,274

4,072,000 $

14,917,431

Town of Parker 2022 Annual Budget

PARKS AND RECREATION FUND PROJECTS Capital Project: Ongoing Trails Development

DESCRIPTION Funding for trail development was initiated several years ago to address small scale trail projects that are not budgeted as stand-alone capital projects and which arise during the year as a result of citizen input or Council requests.

PURPOSE/DISCUSSION The purpose of this capital project is to maintain, enhance and ultimately complete the overall trail network within the Town consistent with the goals and policies set forth by the Town Council and consistent with the Town’s adopted Open Space, Trails and Greenways Master Plan. By maintaining a yearly budget item for trail development, staff can quickly respond to both resident and Council requests for various small scale trail projects, especially those that provide connectivity and enhance the overall trail system.

PROJECT BUDGET Year Actual 2020 Projected 2021 Budgeted 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 TOTAL

Expenditures $ 26,065 115,000 125,000 125,000 125,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 $ 1,566,065

FUNDING SOURCES Parks and Recreation Fund Revenue

IMPACT ON OPERATING COSTS On-going repair and maintenance of any new additional trail segments

IMPACT ON OTHER DEPARTMENTS Parks and Recreation coordinates with Public Works/ Engineering on selecting and hiring contractors and on construction. The department’s time and resource allocation is limited with these trail sections.

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community

Prior citizen surveys indicated that about 88% of Parker residents have used the trail system within the last year with another 63% indicating that trails are “very important” in comparison to other parks and recreational amenities. Surveys have also indicated that almost 30% of residents felt that trail projects were the most important improvements for the Town to address in the next several years.

Develop a Visionary Community through Balanced Growth The Town’s trail network contributes to and supports a well-planned community.

Promote a Safe and Healthy Community This budget item helps the Town complete various gaps in the trail system in addition to implementing other trail enhancements that minimize users’ risk and ensure a safe and accessible trail network.

Town of Parker 2022 Annual Budget

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Capital Budget

PARKS AND RECREATION FUND PROJECTS Capital Project: Lemon Gulch Trail

DESCRIPTION The developer of the Meadowlark subdivision is required to fund a 10-foot-wide concrete trail from Crowfoot Valley Road to their property line along the east side of the subdivision. This trail is planned to connect to the Cherry Creek Trail just north of Stroh Road at the Stroh Road /Cherry Creek bridge.

PURPOSE/DISCUSSION The Town’s trail system is one of the most popular outdoor recreational amenities, allowing people of all ages and skill levels to experience the various parks and open space areas within the Town. As the Town continues to expand its trail system with connections to other communities, it will also serve future commuter needs, especially future residential areas along Crowfoot Valley Road. The proposed Lemon Gulch Trail advances buildout of the Town’s existing trail network.

PROJECT BUDGET Year Actual 2020 Projected 2021 Budgeted 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 TOTAL

Expenditures $ 21,936 588,250 1,000,000 400,000 $ 2,010,186

FUNDING SOURCES Parks and Recreation Fund Revenue

IMPACT ON OPERATING COSTS On-going repair and maintenance of any new additional trail segments

IMPACT ON OTHER DEPARTMENTS Parks and Recreation will coordinate with Public Works/ Engineering on selecting and hiring contractors and on construction.

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community Additional trail opportunities will encourage trail users of all ages and abilities to continue to be active and healthy.

Develop a Visionary Community through Balanced Growth Completion of this trail connection will contribute to a fully integrated trail network that will support Parker’s goal of a well-planned community with excellent infrastructure.

Promote a Safe and Healthy Community Providing more trails that interconnect to the overall townwide trail system promotes increased trail use with healthy outcomes and safer recreational and commuter mobility.

Capital Budget

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Town of Parker 2022 Annual Budget

PARKS AND RECREATION FUND PROJECTS Capital Project: Lemon Gulch Trail (cont)

CH E

K EE CR

ocker Rd

100-Year Floodplain Parker Town Boundary

Stroh Soccer Park and Trailhead Existing sidewalk

Stroh Rd

BOUNDARY

Stroh Rd

PWSD Property

ER RK PA

N W TO

Proposed trail corridor connecting future Lemon Gulch Trail to the Cherry Creek Regional Trail

RY DA UN

PARKER

Cherry Creek Regional Trail (complete from Downtown Denver to Franktown)

TOWN

Riparian Conservation Zone

Y RR

b tsen

PWSD Parcels

J Morgan Blvd

Conceptual Lemon Gulch Trail Corridor

Coyle Property

KINN

EY CRE EK

Proposed trail lowwater crossing N GU

LC H

Existing Lemon Gulch Trail

foo

tV all ey

LE M O

Cr ow

PWSD Property

Town of Parker 2022 Annual Budget

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400

800 Feet

Capital Budget

PARKS AND RECREATION FUND PROJECTS Capital Project: Rueter-Hess Recreation Authority

DESCRIPTION This project funds the Town’s pro-rata share of the cost to construct various recreational amenities at the reservoir.

PURPOSE/DISCUSSION Implementation of the Rueter-Hess Reservoir Recreation Master Plan provides an excellent opportunity for the Town, along with other Rueter-Hess Recreation Authority members, to participate in the future planning and development of this unique regional recreation amenity. Planned improvements include trails, beach areas, docks, fishing piers and picnic areas, along with native open space areas.

PROJECT BUDGET Year Actual 2020 Projected 2021 Budgeted 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 TOTAL

Expenditures $ 210,000 210,000 210,000 210,000 210,000 210,000 210,000 210,000 210,000 210,000 210,000 $ 2,310,000

FUNDING SOURCES Parks and Recreation Fund Revenue

IMPACT ON OPERATING COSTS Future increased maintenance costs to be shared between Authority members.

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community The recreational amenities and the programming located on-site will engage all segments of the community in activities that support active and healthy lifestyles.

Enhance Economic Vitality These water-based recreational opportunities will attract residents and event participants from around the Denver metro area, thereby increasing economic activity within the Town.

Develop a Visionary Community through Balanced Growth Build-out of the various recreational amenities as envisioned in the approved Master Plan will provide our residents with a wide range of water-based and land-based recreational opportunities currently unavailable within the Town.

Innovate with Collaborative Governance The Rueter-Hess Recreation Authority, which is comprised of a number of local governmental entities including, Parker, Castle Rock, Lone Tree, Castle Pines, Douglas County and Parker Water & Sanitation District, have been collaborating over the last five years to implement the reservoir master plan and conduct various ongoing activities and events that are both water-based and land-based.

Capital Budget

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Town of Parker 2022 Annual Budget

PARKS AND RECREATION FUND PROJECTS Capital Project: Site Signage

DESCRIPTION Site signage funds will be used at parks and other Town-owned properties that currently are not signed clearly or signed at all. The signs will be designed and consistent with other park identification signs throughout Town.

PURPOSE/DISCUSSION Design and installation of signs will provide consistency and visual recognition that parks are owned and maintained by the Town.

PROJECT BUDGET Year Actual 2020 Projected 2021 Budgeted 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 TOTAL

Expenditures $ 20,000 10,000 $ 30,000

FUNDING SOURCES Parks and Recreation Fund Revenue

IMPACT ON OPERATING COSTS None

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Promote a Safe and Healthy Community Providing park identification signage will provide enhanced emergency response capabilities for both the users of the park and the Town’s emergency services division.

Develop a Visionary Community Through Balanced Growth Providing a readily visible community park identification signage that denotes the Town ownership of this park will contribute to community pride and instill a sense of ownership of this park and its role in the overall planning and design of this community and the Town.

Town of Parker 2022 Annual Budget

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Capital Budget

PARKS AND RECREATION FUND PROJECTS Capital Project: Newlin Gulch Trail Connection

DESCRIPTION The Newlin Gulch Trail is a proposed north/south trail connection that will generally follow along the east side of Chambers Road to connect with the East/West Trail on the south. It will then continue north under Mainstreet. This trail will be a combination of a 10-foot-wide sidewalk along the east side of Chambers Road and detached/separated trail segments under Mainstreet to the north and connecting to the East/West Trail to the south.

PURPOSE/DISCUSSION The Newlin Gulch Trail will provide an important north/south trail connection in this area of Town which will eventually allow trail users to access the Cherry Creek Regional Trail via existing trail connections through the future Newlin Meadows Community and the existing Stonegate Community.

PROJECT BUDGET Year Actual 2020 Projected 2021 Budgeted 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 TOTAL

Expenditures $ 475,000 $ 475,000

FUNDING SOURCES Parks and Recreation Fund Revenue

IMPACT ON OPERATING COSTS On-going repair and maintenance of any new additional trail segments

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

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Town of Parker 2022 Annual Budget

PARKS AND RECREATION FUND PROJECTS 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

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

AI NS TR EE T

CIR ROB CA

Existing 8' Chambers Road Sidewalk

ANGE

LICA

CA RA WA Y L N

Proposed Future Newlin Gulch Trail

SAVORY C IR

Existing East / West Trail by the Town of Parker Future East / West Trail by Douglas County

HALEY AVE

PINE DROP AVE

250

NEWLIN GULCH BLVD

Existing Undercrossing

500 Feet

Town of Parker 2022 Annual Budget

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Capital Budget

PARKS AND RECREATION FUND PROJECTS SECTION TITLE Capital Project: O’Brien Park Improvements

DESCRIPTION The proposed new playground at O’Brien Park will expand and enhance outdoor play opportunities within the Town consistent with input provided by residents as part of the Parks, Recreation and Open Space Master Plan adopted in 2018.

PURPOSE/DISCUSSION The O’Brien Park playground is the busiest playground in Town and an iconic focal point and gathering place for people of all ages. With this popularity has come above-average wear and tear. Several pieces of equipment need repair or replacement, and the soft surface areas need constant maintenance. Informal observations by Town staff and feedback from social media are that the existing play equipment is outdated, and the “fun” factor has diminished. A new playground is needed, consistent with the input of citizens in the master plan.

PROJECT BUDGET Year Actual 2020 Projected 2021 Budgeted 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 TOTAL

Expenditures $ 19,974 54,000 1,600,000 $ 1,673,974

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 Active outdoor play is a critical component to maintaining and supporting an active community. Renovation of this playground will result in an increase in physical activity for children of all ages and abilities.

Enhance Economic Vitality The O’Brien Park playground has been a downtown focal point for families and individuals for many years. Renovation of the playground will continue to attract people to downtown where they can also shop and dine, and therefore enhance the economic vitality of the Town.

Innovate with Collaborative Governance Funding for portions of this trail project will rely on collaboration with several agencies.

Promote a Safe and Healthy Community Physical activity for all children regardless of their age and ability is a key component in developing lifelong habits that contribute to healthy lifestyles. Encouraging kids at an early age to be outside, exercising, playing and interacting with other kids has significant health and well-being benefits. Capital Budget

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Town of Parker 2022 Annual Budget

PARKS AND RECREATION FUND PROJECTS Capital Project: Soft Surface Trail Construction along Cherry Creek

DESCRIPTION The Cherry Creek Trail is one of the Town’s most popular outdoor recreational amenities, and as such experiences significant use by all age groups. The addition of a soft-surface trail will add trail capacity by separating walkers/runners from cyclists thereby increasing user safety.

PURPOSE/DISCUSSION In 2018 the Town constructed a soft-surface trail “Test Section” parallel to the existing Cherry Creek Trail near the Country Meadows community. This test section was 10’ wide and approximately 1600’ long. Upon completion of this trail, we solicited input and feedback from our residents through the Town’s “Let’s Talk Parker” website. Responses were overwhelming in support of this project with residents indicating their desire for more soft-surface trails throughout the Town and especially along the Cherry Creek Trail corridor.

PROJECT BUDGET Year Actual 2020 Projected 2021 Budgeted 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 TOTAL

Expenditures $ 6,071 175,000 200,000 200,000 225,000 225,000 250,000 250,000 275,000 275,000 275,000 $ 2,356,071

FUNDING SOURCES Parks and Recreation Fund Revenue

IMPACT ON OPERATING COSTS On-going maintenance of the soft-surface trail is projected to cost $300 to $750 annually as the trail system grows.

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community Additional soft-surface trail opportunities will encourage trail users of all ages and abilities to continue to be active and healthy.

Promote a Safe and Healthy Community Providing additional user capacity on our existing trails with the construction of a parallel softsurface trail along the existing Cherry Creek Trail will increase safety for users and help minimize potential conflicts between cyclists and other trail users. It will also encourage additional use of the trail by a wider segment of the community.

Town of Parker 2022 Annual Budget

CB-43

Capital Budget

PARKS AND RECREATION FUND PROJECTS Capital Project: Harvie Open Space

DESCRIPTION Six years ago, the Town acquired the 72-acre Harvie property from Douglas County, and in 2017, the Town completed a master plan for the property. The proposed funding will allow the Town to implement this master plan. Uses include soft-surface trails, picnic amenities, bathrooms and historic structures.

PURPOSE/DISCUSSION Acquisition of the Harvie property substantially increased the Town’s inventory of natural open space that will be protected and maintained in perpetuity. The site includes significant open space areas, several stands of ponderosa pines and a variety of prairie grasses and flowers. Portions of the site offer views of the entire Front Range. Implementation of the master plan will maximize this open space for the community.

PROJECT BUDGET Year Actual 2020 Projected 2021 Budgeted 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 TOTAL

Expenditures $ 400,000 1,300,000 1,300,000 $ 3,000,000

FUNDING SOURCES Parks and Recreation Fund Revenue

IMPACT ON OPERATING COSTS On-going maintenance of the development

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community Adding amenities to the Harvie Open Space will encourage more citizens to take advantage of the Town’s hiking trails and outdoor activities.

Innovate with Collaborative Governance The property is maintained by the Town and used for organized nature hikes in collaboration with Douglas Land Conservancy.

Develop a Visionary Community through Balanced Growth Citizen surveys conducted by the Town show that residents desire the preservation of open space, including access to these areas. As the Town has grown, the desire for additional open space in the community has also increased. The Harvie open space property preserves natural and environmentally sensitive areas, acts as a community separation buffer, incorporates trail and wildlife corridors and maintains the “small town feel” of Parker.

Promote a Safe and Healthy Community Completion of the improvements to the Harvie property will encourage Town residents to hike the soft-surface trails anticipated on this site. Capital Budget

CB-44

Town of Parker 2022 Annual Budget

PARKS AND RECREATION FUND PROJECTS Capital Project: Trail Bridge Deck Replacements

DESCRIPTION Many of the Cherry Creek Trail bridge decks need to be replaced. Given the existing and planned volume of trail users, the original ironwood decks have reached their useful life of about 20 years.

PURPOSE/DISCUSSION The bridge decks along the Cherry Creek Trail are 15 to 20 years old. Over time, the wood material has degraded and needs replacement for safety purposes. The original material, “ironwood” is no longer the preferred material since it is expensive, difficult to source and problematic to repair. Instead, concrete will minimize maintenance issues and is more durable and readily available.

PROJECT BUDGET Year Actual 2020 Projected 2021 Budgeted 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 TOTAL

Expenditures $ 50,000 300,000 60,000 350,000 70,000 $ 830,000

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 Town’s trail system consistently ranks as one of the most popular outdoor recreational amenities in citizen surveys. Not only do trails serve as places where people can run, walk and ride their bicycles, they also function as an alternative means of transportation and a means to explore other areas of the Town.

Promote a Safe and Healthy Community As the trail bridge decks age they begin to crack, separate and generally deteriorate. With numerous bridge trail decks along the Cherry Creek Trail, and trail usage continuing to increase as the Town grows, these bridges are an important trail amenity that must be maintained for user safety.

Town of Parker 2022 Annual Budget

CB-45

Capital Budget

PARKS AND RECREATION FUND PROJECTS Capital Project: Living Wheel Space Force Flag

DESCRIPTION The Space Force flag is not currently installed at Living Wheel Park. This flag will be added and flown alongside the other five branches of Armed Forces at Living Wheel Park.

PURPOSE/DISCUSSION In 2020, former President Trump added the Space Force to the United States Armed Forces. Living Wheel Park has a memorial flag for each branch of the military. As such, this newest military branch needs to be added to the Living Wheel Park’s memorial flag inventory.

PROJECT BUDGET Year Actual 2020 Projected 2021 Budgeted 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 TOTAL

Expenditures $ 27,000 $ 27,000

FUNDING SOURCES Parks and Recreation Fund Revenue

IMPACT ON OPERATING COSTS None

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Foster Community Creativity and Engagement All branches of the armed forces must be represented to be fully inclusive.

Conceptual drawing with flag

Capital Budget

CB-46

Town of Parker 2022 Annual Budget

PARKS AND RECREATION FUND PROJECTS

Town of Parker 2022 Annual Budget

CB-47

Capital Budget

CULTURAL FUND 10-YEAR PLAN CAPITAL PROJECTS - CULTURAL FUND 2020-2031 CAPITAL IMPROVEMENT PLAN CIP BY PROJECT

ACTUAL 2020

PROJECTED 2021

BUDGETED 2022

10-YEAR CIP 2022 - 2031

PROJECT TOTALS 2020 - 2031

EXPENDITURES Facilities PACE Buildings & Improvements Stage Deck Repair RTU HVAC Units Rigging System Renovation Event Room AV Renovation Theater Projector Replacement Theater Spotlights Replacement Roof Repairs/Replacements Event Room Chair Replacement Marley Dance Floor Replacement in Theater LED Lighting Lighting Console Replacement in Theater Moving Lights Replacement in Theater Audio System Replacement Boilers Replacement Generator Replacement Stage Manager Rack Replacement Orchestra Shell Replacement Acoustic Piano Replacement Hot Water Storage Tank The Schoolhouse Buildings & Improvements Non Historic Building & Improvements Ruth Memorial Chapel Buildings & Improvements Subtotal Facilities Machinery, Equipment and Software General Machinery & Equipment Storage Trailer for Plaza Events Computer Equipment Event Integration and Website Redesign POS System Replacement Vectorworks Software Subtotal Machinery, Equipment, Software Total Capital Expenditures

Capital Budget

21,978 10,815 -

400,000 55,000 25,000 20,000 -

114,000 15,000 20,000 33,000 48,000 -

334,000 400,000 114,000 15,000 30,000 33,000 192,000 140,000 23,000 145,000 140,000 154,000 130,000 10,000

21,978 344,815 400,000 55,000 25,000 20,000 400,000 114,000 15,000 30,000 33,000 192,000 140,000 23,000 145,000 140,000 154,000 130,000 10,000

23,567 51,197 107,557

154,058 654,058

14,000 244,000

184,000 2,044,000

361,625 51,197 2,805,615

50,000

19,000 19,000

45,000 12,000 57,000

45,000 12,000 107,000

19,000 45,000 12,000 126,000

126,557

654,058

301,000

2,151,000

2,931,615

CB-48

Town of Parker 2022 Annual Budget

CULTURAL FUND 10-YEAR PLAN

CIP BY PROJECT

Facilities PACE Stage Deck RTU HVAC Rigging System AV Event Room Theater Projector Theater Spotlight Roof Repairs Event Rm Chairs Marley Dance Floor LED Lighting Lighting Console Moving Lights Audio System Boilers Replacemnt Gen Replacemnt Stage Mgr Rack Orch Shell Replace Acoustic Piano Hot Water Storage The Schoolhouse Non-Historic Ruth Memorial Chapel Subtotal

2023

2029

2028

2027

2026

2025

2024

2030

2031

10,000 48,000 140,000 10,000 208,000

48,000 154,000 30,000 232,000

48,000 130,000 75,000 253,000

90,000 90,000

94,000 140,000 234,000

98,000 400,000 145,000 20,000 663,000

52,000 52,000

23,000 23,000

45,000 45,000

Machinery, Equipment and Software General 50,000 Storage Trailer Computer Equip -

Subtotal

50,000

Total Capital Exp.

258,000

232,000

253,000

90,000

234,000

663,000

52,000

23,000

45,000

Town of Parker 2022 Annual Budget

CB-49

Capital Budget

CULTURAL FUND 10-YEAR PLAN (cont) 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 In Less Non-Capital Expenditures Total Revenue available for Capital Capital Expenses Total In-Year Capital Expenses Ending Available Resources - December 31

Capital Budget

PROJECTED 2021

ACTUAL 2020

BUDGETED 2022

547,703

1,130,110

664,551

1,071,039 441,321 201,286 8,618 42,112 1,764,376 1,910,766 2,966,178 708,964

1,892,623 427,500 140,000 4,000 9,000 2,473,123 1,767,645 4,052,269 188,499

2,819,812 537,000 228,000 4,000 10,000 3,598,812 2,831,000 5,592,280 837,532

126,557

654,058

301,000

1,130,110

664,551

1,201,083

CB-50

Town of Parker 2022 Annual Budget

CULTURAL FUND PROJECTS Capital Project: Event Room Chair Replacement

DESCRIPTION This project is the purchase of new event chairs for the PACE Center Event Room.

PURPOSE/DISCUSSION The current chairs are ten years old and showing their age. The upholstery is worn and stained, and the paint on the metal legs is wearing off due to stacking and unstacking for events. Some of the exposed metal has sharp edges which could snag clothes and cause minor injuries to patrons as well as staff setting the chairs for events. PACE is used for many rental and internal events each year, and it is important that the space continues to represent the quality that the Cultural Department is known for.

PROJECT BUDGET

FUNDING SOURCES

Year Actual 2020 Projected 2021 Budgeted 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 TOTAL

Cultural Fund Revenue

Expenditures $ 114,000 $ 114,000

IMPACT ON OPERATING COSTS None

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community The PACE Center Event Room is a gathering space for many events including weddings, fundraisers, birthdays, anniversaries, graduations, memorials, business meetings and much more. The Cultural Department prioritizes having a beautiful and well-maintained space to offer to the community.

Enhance Economic Vitality Event rentals in The PACE Center are a source of revenue for the Town of Parker. PACE provides rental space for many events bringing local and out-of-town visitors to Parker.

Foster Community Creativity and Engagement The Event Room is home to a local church as well as a gathering space for celebratory events, Town events and meetings, educational programming and many more engaging activities.

Town of Parker 2022 Annual Budget

CB-51

Capital Budget

CULTURAL FUND PROJECTS Capital Project: Replacement of Marley Dance Floor in Mainstage Theater

DESCRIPTION This project will replace the Marley dance flooring for PACE Mainstage Theater.

PURPOSE/DISCUSSION Marley dance flooring is an integral component for the safety and performance of dance recitals and shows and is a requirement in many artist contract riders. The existing Marley flooring is past its useful life expectancy, does not meet current industry standards, increases labor costs associated with its use and may begin to pose a safety risk to performers.

PROJECT BUDGET Year Actual 2020 Projected 2021 Budgeted 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 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 The theater is used by over 66,000 annual ticket buyers attending over 220 shows and events.

Enhance Economic Vitality Parker Arts supports the economic vitality of the downtown area by offering events, classes, shows and other cultural offerings which bring in patrons for all of the downtown businesses.

Foster Community Creativity and Engagement The theater provides a performance space for a number of local arts groups (e.g., Parker Chorale, Inspire Creative and Parker Symphony Orchestra) and provides a pathway for community members to take an active role in the arts.

Capital Budget

CB-52

Town of Parker 2022 Annual Budget

CULTURAL FUND PROJECTS Capital Project: PACE LED Lighting Upgrade

DESCRIPTION This project includes three phases of LED upgrades throughout the facility over three years. Phase one is the main entry, hallways and theater. Phase two covers classrooms and conference rooms, and phase three covers the offices and back of house.

PURPOSE/DISCUSSION LED lighting is a proven method to reduce costs and consumption of electricity in a facility. This project will positively impact the annual recurring electrical costs for this facility. The return on investment based on reduced energy consumption is two years for each phase.

PROJECT BUDGET Year Actual 2020 Projected 2021 Budgeted 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 TOTAL

Expenditures $ 20,000 10,000 $ 30,000

FUNDING SOURCES Cultural Fund Revenue

IMPACT ON OPERATING COSTS This project has a two-year return on investment for each phase with a longer life expectancy on the fixtures being deployed. This results in a fully-funded program and reduced energy consumption for years past the initial payback.

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Foster Community Creativity and Engagement This facility is one of the Town’s main public-attended facilities, and these efforts will help to provide a clean look with adequate lighting for many years to come.

Town of Parker 2022 Annual Budget

CB-53

Capital Budget

CULTURAL FUND PROJECTS Capital Project: Replacement of Lighting Console in Mainstage Theater

DESCRIPTION This project is the purchase of a new lighting control console for the PACE Mainstage Theater.

PURPOSE/DISCUSSION The lighting control console in the PACE Mainstage Theater is the device that controls the entire theatrical lighting system in that space. It is a vital component to the operation of that system. The current console is at the end of its expected lifespan, does not meet operational needs of the system and needs to be replaced.

PROJECT BUDGET Year Actual 2020 Projected 2021 Budgeted 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 TOTAL

Expenditures $ 33,000 $ 33,000

FUNDING SOURCES Cultural Fund Revenue

IMPACT ON OPERATING COSTS None

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community The theater is used by over 66,000 annual ticket buyers attending over 220 shows and events.

Enhance Economic Vitality Parker Arts supports the economic vitality of the downtown area by offering events, classes, shows, and other cultural offerings which bring in patrons for all of the downtown businesses.

Foster Community Creativity and Engagement The theater provides a performance space for a number of local arts groups (e.g., Parker Chorale, Inspire Creative and the Parker Symphony Orchestra) and provides a pathway for community members to take an active role in the arts.

Capital Budget

CB-54

Town of Parker 2022 Annual Budget

CULTURAL FUND PROJECTS Capital Project: Replacement of Moving Lights in PACE Mainstage Theater

DESCRIPTION This project is the purchase of new moving light fixtures to replace discontinued, non-functioning and failing existing fixtures.

PURPOSE/DISCUSSION The moving lights used in the PACE Mainstage, an integral component of the lighting system, are discontinued, past their useful lifespan, are either non-functioning or beginning to fail and are no longer repairable. This is a multi-year replacement plan to ensure the continued functionality of this component of the lighting system.

PROJECT BUDGET Year Actual 2020 Projected 2021 Budgeted 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 TOTAL

Expenditures $ 48,000 48,000 48,000 48,000 $ 192,000

FUNDING SOURCES Cultural Fund Revenue

IMPACT ON OPERATING COSTS None

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community The theater is used by over 66,000 annual ticket buyers attending over 220 shows and events.

Town of Parker 2022 Annual Budget

CB-55

Capital Budget

CULTURAL FUND PROJECTS Capital Project: Schoolhouse (Non-Historic) Improvements

DESCRIPTION The 2022 budget item for non-historic improvements is for a power distribution system for The Schoolhouse Theater.

PURPOSE/DISCUSSION During the recent theater renovation at The Schoolhouse, a 200-amp power access point was installed in the theater to update the power infrastructure. This additional power is vital to current and future use of technical systems in that space allowing for modern performances, shows, classes and events. A power distribution system is still needed to complete the project and use the new power access point.

PROJECT BUDGET Year Actual 2020 Projected 2021 Budgeted 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 TOTAL

Expenditures $ 23,567 154,058 14,000 30,000 75,000 20,000 45,000 $ 361,625

FUNDING SOURCES Cultural Fund Revenue

IMPACT ON OPERATING COSTS None

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Enhance Economic Vitality Parker Arts supports the economic vitality of the downtown area by offering events, classes, shows, and other cultural offerings which bring in patrons for all of the downtown businesses.

Foster Community Creativity and Engagement The theater provides a performance space for a number of local arts groups and provides a pathway for community members to take an active role in the arts.

Capital Budget

CB-56

Town of Parker 2022 Annual Budget

CULTURAL FUND PROJECTS Capital Project: Point of Sale Software Replacement

DESCRIPTION The point-of-sale (POS) system currently used by the Cultural Department for concessions sales cannot accommodate growth at the cultural facilities or provide modern features such as online ordering. A POS system with more capabilities and room for growth is needed.

PURPOSE/DISCUSSION The Cultural Department would like to contract with a new POS provider that can offer new features such as online ordering and customer facing technologies. During the last year, it became important for patrons to be able to order their concessions prior to each show to eliminate lines and provide social distancing. A pilot of the pre-order system was popular and showed that the Cultural Department was missing out on potential revenue by not offering it. The current vendor cannot accommodate this or other contactless features when the facilities are operating at full capacity; therefore, a new system is being selected.

PROJECT BUDGET Year Actual 2020 Projected 2021 Budgeted 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 TOTAL

Expenditures $ 45,000 $ 45,000

FUNDING SOURCES Cultural Fund Revenue

IMPACT ON OPERATING COSTS None

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Enhance Economic Vitality Introducing this online sales system will put the Town ahead of other arts organizations in terms of offering cutting edge amenities. Introduction of this system will open a previously inaccessible stream of revenue.

Foster Community Creativity and Engagement Online pre-sales are a newer concept in the theater community and will make Parker Arts stand out by allowing patrons an easier and safer experience in Paker Arts facilities.

Town of Parker 2022 Annual Budget

CB-57

Capital Budget

CULTURAL FUND PROJECTS Capital Project: Vectorworks Software Update

DESCRIPTION This project is the purchase of updated Vectorworks drafting software.

PURPOSE/DISCUSSION The Cultural Department uses the industry standard Vectorworks drafting software regularly to advance, communicate and execute technical plans for shows, projects and events. The department is using an outdated version of the software that will no longer be compatible starting in 2022. A newer version is needed.

PROJECT BUDGET Year Actual 2020 Projected 2021 Budgeted 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 TOTAL

Expenditures $ 12,000 $ 12,000

FUNDING SOURCES Cultural Fund Revenue

IMPACT ON OPERATING COSTS None

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community The theater is used by over 66,000 annual ticket buyers attending over 220 shows and events.

Capital Budget

CB-58

Town of Parker 2022 Annual Budget

CULTURAL FUND PROJECTS

Town of Parker 2022 Annual Budget

CB-59

Capital Budget

RECREATION FUND 10-YEAR PLAN CAPITAL PROJECTS - RECREATION FUND 2020-2031 CAPITAL IMPROVEMENT PLAN CIP BY PROJECT

PROJECTED 2021

ACTUAL 2020

BUDGETED 2022

10-YEAR CIP 2022 - 2031

PROJECT TOTALS 2020 - 2031

EXPENDITURES Facilities Recreation Center Buildings & Improvements Pool Dehumidification System HVAC PA System Security Camera System Upgrades Security Enhancements Diving Board Air Handling Units (2) Carpet Replacement Elevator Rebuild Lap Pool Boiler Roof Replacement RC Lap Pool Replaster RTUs (6) Weight Room Floor Future Projects (miscellaneous) Fieldhouse Buildings & Improvements Turf Replacement LED Conversion VAV Controllers and Actuators ADA Player Benches Gymnasium Control Panel RTUs (5) Security Camera System Upgrades Gym Curtains (5) Security Enhancements Carpet Replacement Elevator Rebuild Generator Hot Water Heater Computer Air Conditioning Unit Large Circulation Fans Roof Replacement H2O'Brien Buildings & Improvements Additional Play Features Main Pool Boiler Pool Replaster Roof Replacement UV Unit Installation Shade Sail Replacement ADA Stairs Subtotal Facilities Machinery, Equipment and Software Recreation Center Machinery & Equipment Treadmill Equipment Therapy Pool Lift Lap Pool Diving Blocks Therapy Pool Cover Basketball Hoop Replacement Fieldhouse Machinery & Equipment Basketball Hoop Replacement Treadmill Equipment Subtotal Machinery, Equipment, Software Total Capital Expenditures

Capital Budget

16,533 120,648 -

309,000 35,000 20,000 -

84,031 7,894 6,000 -

420,000 84,031 7,894 12,000 60,000 40,000 125,000 120,000 390,000 150,000 216,000 40,000 64,000

745,533 35,000 20,000 84,031 7,894 12,000 60,000 40,000 125,000 120,000 390,000 150,000 216,000 40,000 64,000

71,000 45,500 35,000 35,000 -

150,000 122,184 65,000 10,841 -

180,000 250,000 122,184 104,000 10,841 40,000 125,000 68,000 14,000 30,000 18,000 140,000

300,648 71,000 45,500 35,000 35,000 250,000 122,184 104,000 10,841 40,000 125,000 68,000 14,000 30,000 18,000 140,000

137,181

550,500

7,500 453,450

17,500 42,000 125,000 75,000 60,000 115,000 6,000 3,271,450

17,500 42,000 125,000 75,000 60,000 115,000 6,000 3,959,131

297,280 5,600 20,000 30,000 96,000

96,000 107,000 448,880

137,181

550,500

453,450

3,923,330

4,611,011

CB-60

Town of Parker 2022 Annual Budget

RECREATION FUND 10-YEAR PLAN

CIP BY PROJECT

Facilities Rec Center Pool Dehumidif. HVAC PA System Sec Camera Upgrade Sec Enhancemnts Diving Board Air Handling Units Carpet Replace Elevator Rebuild Lap Pool Boiler Roof Replace Pool Replaster RTUs Weight Rm Floor Future Projects Fieldhouse Turf Replace LED Conversion VAV Controller ADA Bench Gym Control Panel RTUs Sec Camera Upgrade Gym Curtains Sec Enhance Carpet Replace Elevator Rebuild Generator Hot Water Heater Comp Rm AC Lg Circulation Fan Roof Replace H2O'Brien Addt Play Features Main Pool Boiler Pool Replaster Roof Replace UV Unit Shade Sail Replace ADA Stairs Subtotal Mach,Equip,Software Rec Center Treadmills Therapy Pool Lift Lap Pool Blocks Therapy Pool Cover Bball Hoop Fieldhouse Bball Hoop Treadmills Subtotal Total Capital Exp.

2023

2027

2026

2025

2024

2028

2031

2030

2029

120,000 -

150,000 20,000

40,000 18,000

6,000

72,000 40,000 -

72,000 -

125,000 -

420,000 6,000 60,000 390,000 20,000

50,000 39,000 30,000 -

50,000 -

7,000 18,000 -

40,000 125,000 7,000 -

68,000 140,000

180,000 -

10,000 249,000

60,000 280,000

125,000 6,000 214,000

42,000 75,000 30,000 153,000

284,000

280,000

252,000

85,000 210,000

896,000

94,000 -

96,800 5,600 30,000 -

20,000 48,000

48,000

106,480 -

94,000

51,000 51,000

48,000 48,000

132,400

68,000

56,000 104,000

106,480

343,000

331,000

262,000

201,000

416,400

348,000

252,000

314,000

1,002,480

Town of Parker 2022 Annual Budget

CB-61

Capital Budget

RECREATION FUND 10-YEAR PLAN (cont) SECTION TITLE

Fund balance - January 1 In-Year Revenue Available for Capital Charges for Services Intergovernmental Net Investment Earnings Miscellaneous Revenue Total Revenues Transfers In Less Non-Capital Expenditures Total Revenue available for Capital

Capital Expenses Total In-Year Capital Expenses Ending Available Resources - December 31

Capital Budget

PROJECTED 2021

ACTUAL 2020

AVAILABLE RESOURCES

628,978

2,142,021

1,239,871

3,139,556 $ 51,800 26,378 17,180 3,234,914 2,092,470 6,092,353 (764,969)

5,026,571 $ 22,000 5,100 8,120 5,061,791 2,835,500 7,957,684 (60,393)

137,181 $

BUDGETED 2022

1,239,871

550,500 $

CB-62

628,978

7,130,700 22,000 5,200 5,100 7,163,000 3,793,500 9,318,472 1,638,028

453,450 $

1,813,556

Town of Parker 2022 Annual Budget

RECREATION FUND SECTION PROJECTS TITLE Capital Project: Security Camera System Upgrades - Rec Center and Fieldhouse

DESCRIPTION This project includes a complete security system and camera overhaul for the Recreation Center and Fieldhouse.

PURPOSE/DISCUSSION The Recreation Division recently published the General Security Plan and associated training materials to educate and train all Recreation Division staff. The camera and server upgrades within this proposal are in place to address areas of staff concern as well as improve overall building safety and security.

PROJECT BUDGET Year Actual 2020 Projected 2021 Budgeted 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 TOTAL

Expenditures $ 206,215 $ 206,215

FUNDING SOURCES Recreation Fund Revenue

IMPACT ON OPERATING COSTS None

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Promote a Safe and Healthy Community The camera upgrade project promotes a safe community for both patrons and staff members. Server and camera replacement will improve staff’s ability to adequately monitor Town facilities to keep patrons and staff safe.

Town of Parker 2022 Annual Budget

CB-63

Capital Budget

SECTION TITLE RECREATION FUND PROJECTS Capital Project: Security Enhancements - Rec Center and Fieldhouse

DESCRIPTION This project includes the addition of several card access terminals on staff office areas, panic button installation and monitoring at both the Recreation Center and Fieldhouse front desks and the installation of an emergency public address system at the Recreation Center.

PURPOSE/DISCUSSION The Recreation Division recently published the General Security Plan and associated training materials which educates and trains all Recreation Division staff. The upgrades included in this proposal are in line with the policies and procedures outlined within the General Security Plan and considered best practices within public facilities today.

PROJECT BUDGET Year Actual 2020 Projected 2021 Budgeted 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 TOTAL

Capital Budget

Expenditures $ 18,735 $ 18,735

FUNDING SOURCES Recreation Fund Revenue

IMPACT ON OPERATING COSTS None

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Promote a Safe and Healthy Community The security upgrade promotes a safe community for both patrons and staff members.

CB-64

Town of Parker 2022 Annual Budget

RECREATION FUND SECTION PROJECTS TITLE Capital Project: Recreation Center Diving Board Replacement

DESCRIPTION This project will replace the Recreation Center lap pool diving board.

PURPOSE/DISCUSSION The lap pool diving board sees high usage year-round and is used by the public, a USA dive team and two Douglas County High school dive teams. It is at the end of its expected useful life and needs to be replaced.

PROJECT BUDGET Year Actual 2020 Projected 2021 Budgeted 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 TOTAL

Expenditures $ 6,000 6,000 $ 12,000

Town of Parker 2022 Annual Budget

FUNDING SOURCES Recreation Fund Revenue

IMPACT ON OPERATING COSTS None

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community The diving board is a sought-after attraction at the Parker Recreation Center. It is not only used for competitive divers, but also sees high demand from the public. It is the only indoor, public diving board within the Town.

CB-65

Capital Budget

RECREATION FUND PROJECTS Capital Project: Replacement of Fieldhouse Rooftop Units (5)

DESCRIPTION This project will replace five roof top units (RTUs) which provide air conditioning to the Fieldhouse.

PURPOSE/DISCUSSION The 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 2020 Projected 2021 Budgeted 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 TOTAL

Expenditures $ 150,000 50,000 50,000 $ 250,000

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 large range of users of all ages and abilities.

Capital Budget

CB-66

Town of Parker 2022 Annual Budget

RECREATION FUND SECTION PROJECTS TITLE Capital Project: Fieldhouse Gym Curtains (5)

DESCRIPTION This project provides funding to replace five movable space configuration curtains at the Fieldhouse facility.

PURPOSE/DISCUSSION Each of the five curtains provide multiple space configurations for the Fieldhouse. The curtains are strategically placed in the gymnasium, rink and turf areas. Fieldhouse facility staff configure the space multiple times daily for different activities. The curtains are reaching the end of their life and continue to require additional maintenance each year to be effective. As these systems continue to age, the frequency of failures is increasing.

FUNDING SOURCES

PROJECT BUDGET Year Actual 2020 Projected 2021 Budgeted 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 TOTAL

Expenditures

65,000 39,000 104,000

Recreation Fund Revenue

IMPACT ON OPERATING COSTS None

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 by providing a flexible indoor space.

Enhance Economic Vitality

These spaces are scheduled for open play and scheduled rental periods. This is a revenue source for the Parks and Recreation Division, which helps offset the operational cost for this facility. Meeting this need in the community also supports the economic vitality of the division.

Promote a Safe and Healthy Community Having configurable indoor space that focuses on sports and physical activity helps promote a safe and healthy community. It promotes healthy activity for large range of users of all ages and abilities.

Town of Parker 2022 Annual Budget

CB-67

Capital Budget

RECREATION FUND PROJECTS Capital Project: H2O’Brien Pool Water Play Features

DESCRIPTION This project is the addition of water features to the H2O’Brien water play structure.

PURPOSE/DISCUSSION During the renovation of H2O’Brien pool in 2020, a state-of-the-art water play structure was added to the zero depth/shallow area of the pool. The play feature was custom designed for both toddlers and older children. Each pole and panel of the structure was designed for an interactive or passive water feature, but funding wasn’t available to implement all the features. This project adds additional water features to the play structure to complete the design.

PROJECT BUDGET Year Actual 2020 Projected 2021 Budgeted 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 TOTAL

Capital Budget

Expenditures $ 7,500 10,000 $ 17,500

FUNDING SOURCES Recreation Fund Revenue

IMPACT ON OPERATING COSTS None

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community H2O’Brien pool remains the only public outdoor pool in Parker. It is a highly desirable attraction for families with children of all ages. Adding features to the site will keep the public engaged for years to come.

CB-68

Town of Parker 2022 Annual Budget

RECREATION FUND SECTION PROJECTS TITLE

Town of Parker 2022 Annual Budget

CB-69

Capital Budget

PUBLIC IMPROVEMENTS FUND 10-YEAR PLAN CAPITAL PROJECTS - PUBLIC IMPROVEMENTS FUND 2020-2031 CAPITAL IMPROVEMENT PLAN CIP BY PROJECT

PROJECTED 2021

ACTUAL 2020

BUDGETED 2022

PROJECT TOTALS 2020 - 2031

10-YEAR CIP 2022 - 2031

EXPENDITURES Historical Projects Mainstreet North Side Sidewalk Pikes Peak Drive Sidewalk Improvements Traffic Signal (Standalone & Not In Roadway Listing Below): Hess Rd/Country Meadow Square Traffic Signal Chambers Road/Grasslands Traffic Signal Jordan/Cottonwood Mid-block Ped Xing Responsive Signal System Canterberry/Idyllwilde Traffic Signal Jordan Road/Parkerhouse Road Traffic Signal Chambers/Compark Traffic Signal Roadway CIP: General Streets Dransfeldt Motsenbocker Todd Roadway Alignment Mainstreeet Safety Circulation Improvements Motsenbocker Widening - Clarke Farms to Todd Drive Kings Point Way Hess-Motsenbocker Projects SW Parker Road and Mainstreet Dransfeldt Widening - Main to Pony Express Mainstreet/20 Mile Intersection Improvements Mainstreet Beautification Mainstreet Safety and Circulation Mainstreet/South Edge of O'Brien Park Jordan Road Widening to Hess Road (south of Main) Subtotal Historical Projects New Capital Town-wide Sign Program Traffic Signal (Standalone & Not In Roadway Listing Below): Cottonwood Dr/Lanceleaf St Traffic Signal Twenty Mile/Pony Express Traffic Signal Chambers/Crowfoot/Bayou Traffic Signal Parker Road/Parkglenn Way Traffic Signal Chambers/Red Sky Dr Traffic Signal Motsenbocker Rd/French Creek Ave Traffic Signal Jordan/Cedar Gulch Traffic Signal Bayou Gulch/N Pinery Parkway Traffic Signal Chambers/Stroh Rd Traffic Signal Chambers/Great Plain Way Traffic Signal Chambers/Spirit Trail Traffic Signal Chambers/Belford Ave Traffic Signal Cottonwood Dr/Red Bud Lane Traffic Signal Crowfoot/N Pinery Parkway Traffic Signal Dransfeldt Rd/Parkglenn Way Traffic Signal Dransfeldt Rd/Longs Way Traffic Signal Hess Rd/Great Plain Way Traffic Signal Hess Rd/Pardee St Traffic Signal Hess Rd/Tammy Ln Traffic Signal Hess Rd/Fire Fly Ln Traffic Signal Hilltop Rd/Sunburst Trail Jordan Rd/Todd Dr Traffic Signal Lincoln Ave /Village Creek Parkway Traffic Signal Mainstreet/West Parker Rd Traffic Signal Motsenbocker Rd/Dransfeldt Traffic Signal Parker Road Adaptive Signal Control

Capital Budget

1,534,000 3,200,000

33,992 358,231 187,981 179,883 8,652 -

2,520 11,521 511,200 1,020 450,000 3,924

33,992 360,751 199,502 691,083 9,672 450,000 3,924

22,144 125,800 58,785 425,022 2,064,573 138,714 57,095 3,660,872

197,900 1,362,428 80,000 202,300 1,820,600 1,535,300 3,000,000 1,650,000 1,500,000 1,500,000 600,000 75,000 19,237,713

22,144 323,700 1,421,213 505,022 2,266,873 1,959,314 1,592,395 3,000,000 1,650,000 1,500,000 1,500,000 600,000 75,000 22,898,585

180,000

50,000

475,000

655,000

40,000 30,000 30,000 90,000 55,000 40,000 -

325,000 450,000 450,000 450,000 40,000 -

400,000 450,000 570,000 450,000 450,000 450,000 490,000 590,000 590,000 590,000 590,000 510,000 545,000 1,070,000 545,000 560,000 510,000 545,000 550,000 550,000 510,000 545,000 490,000 560,000 560,000 900,000

440,000 480,000 600,000 540,000 505,000 490,000 490,000 590,000 590,000 590,000 590,000 510,000 545,000 1,070,000 545,000 560,000 510,000 545,000 550,000 550,000 510,000 545,000 490,000 560,000 560,000 900,000

CB-70

Town of Parker 2022 Annual Budget

PUBLIC IMPROVEMENTS FUND 10-YEAR PLAN

CIP BY PROJECT

New Capital Townwide Sign Traffic Signal Cottonwd/Lanceleaf 20 Mile/Pony Exp Chambers/Crowft Parker Rd/Parkglenn Chamb/Red Sky Mots/French Cr Jordan/Cedar Gulch Bayou/N Pinery Chambers/Stroh Chambers/Great Pl Chamb/Spirit Tr Chamb/Belford Cottonwd/Red Bud Crowfoot/N Pinery Dransfeldt/Parkglenn Dransfeldt/Longs Way Hess/Great Plain Hess/Pardee Hess/Tammy Hess/Fire Fly Hilltop/Sunburst Jordan/Todd Lincoln/Village Cr Mainst/W Parker Mots/Dransfeldt Parker Rd Adaptive

2023

2024

2025

2031

2030

2029

2028

2027

2026

25,000

100,000

200,000

100,000

400,000 450,000 60,000 60,000 40,000 -

450,000 45,000 45,000 45,000 450,000 450,000 45,000 450,000 -

300,000 300,000 45,000 300,000 -

45,000 -

200,000 -

300,000 45,000

45,000 45,000 500,000

200,000 45,000 200,000 -

200,000 -

45,000 60,000 45,000 60,000 500,000 -

500,000 450,000 500,000 50,000 50,000 450,000 900,000

500,000 500,000 -

60,000 -

45,000 60,000 60,000 500,000 60,000 -

200,000 500,000 500,000 500,000 -

Town of Parker 2022 Annual Budget

CB-71

Capital Budget

PUBLIC IMPROVEMENTS FUND 10-YEAR PLAN (cont) EXPENDITURES Parker Road/Rancho Caballo/Chrstianson Traffic Signal Pine Dr/Hills Dr Traffic Signal Pine Dr/Summerset Lane Traffic Signal Stroh Road/Stroh Ranch Soccer Traffic Signal Stroh Road/Red Elder St Traffic Signal Twenty Mile/Ponderosa Dr. Traffic Signal Twenty Mile/Longs Way Traffic Signal Roadway CIP: J Morgan Extension Dransfeldt Extension - South of 20-Mile N Pinery Parkway Extension Parkglenn Way Extension to Brownstone Subtotal New Capital Reinvestment in Existing Capital Roadway CIP: Pikes Peak Avenue Improvements Cottonwood Widening - Jordan to Cherry Creek Parker Rd/20 Mile/E470 Mobility North Parker Road Improvements, Phase 1 and 2 Lincoln Widening - Keystone to Parker Rd Jordan/Lincoln Improvements Stroh Widening - J Morgan to Motsenbocker Bayou Gulch Widening Crown Crest Roundabout Modifications Chambers Widening - Hess to Stroh Chambers Widening - Stroh to Crowfoot Chambers/E470 Improvements Crowfoot Valley Widening - Stroh to Town Limit Dransfeldt Widening - Lincoln to Pony Express Hess Widening - Great Plain to Town Limit Motsenbocker Widening - Drans. Ext. to Hess Rd Parker Rd/Jordan/E470 Mobility Pine Lane Widening - Jordan to Wintergreen Other Projects: Roadway Safety Enhancements Median/Entryway Lighting & Landscaping Parker Road Sidewalk Project Sidewalk Gap Closures Fiber Optic Network Upgrades Power Line Undergrounding Subtotal Reinvestment in Existing Total Capital Expenditures

Capital Budget

ACTUAL 2020

PROJECTED 2021

BUDGETED 2022

10-YEAR CIP 2022 - 2031

PROJECT TOTALS 2020 - 2031

655,000 510,000 150,000 550,000 560,000 550,000 560,000

142,045 142,045

89,815 500,000 1,054,815

1,000,000 2,765,000

8,000,000 19,400,000 1,094,000 550,000 47,624,000

8,231,860 19,900,000 1,094,000 550,000 48,820,860

1,251,655 75,140 37,018 -

300,000 12,048,585 224,800 780,900 500,000 -

250,000 400,000 200,000 4,700,000 500,000 350,000 750,000 -

250,000 400,000 3,200,000 7,200,000 16,500,000 6,800,000 9,250,000 6,500,000 1,125,000 9,000,000 11,200,000 1,000,000 14,700,000 3,500,000 2,000,000 7,200,000 500,000 1,700,000

550,000 13,700,240 3,499,940 8,017,918 17,000,000 6,800,000 9,250,000 6,500,000 1,125,000 9,000,000 11,200,000 1,000,000 14,700,000 3,500,000 2,000,000 7,200,000 500,000 1,700,000

144,878 1,508,691

175,000 300,000 2,372,792 100,000 1,113,600 17,915,677

100,000 300,000 400,000 100,000 300,000 8,350,000

1,000,000 3,000,000 6,600,000 1,000,000 1,250,000 2,500,000 117,375,000

1,175,000 3,300,000 9,117,670 1,100,000 1,250,000 3,613,600 136,799,368

5,311,608

38,208,205

11,115,000

164,999,000

208,518,813

CB-72

Town of Parker 2022 Annual Budget

PUBLIC IMPROVEMENTS FUND 10-YEAR PLAN (cont)

CIP BY PROJECT Parker Rd/Rancho Pine/Hills Pine/Summerset Stroh Rd/Soccer Stroh Rd/Red Elder 20 Mile/Ponderosa 20 Mile/Longs Roadway CIP: J Morgan Ext Dransfeldt Ext N Pinery Pkwy Ext Parkglenn Way Subtotal

2023

2025

2026

2027

2028

2029

2030

2031

60,000 -

450,000 150,000 50,000 -

500,000 -

50,000 -

500,000 -

55,000 -

600,000 60,000

60,000 500,000

500,000 -

2,500,000 18,000,000 21,595,000

400,000 50,000 3,180,000

500,000 2,855,000

3,395,000

2,135,000

700,000

920,000

500,000 94,000 1,879,000

5,000,000 1,000,000 8,200,000

16,000,000 6,000,000 8,000,000 100,000 700,000 -

500,000 700,000 400,000 6,500,000 -

10,000,000 3,000,000 200,000

500,000 1,500,000

700,000 2,000,000 -

500,000 14,000,000 -

6,000,000 125,000 -

1,000,000 1,000,000 -

100,000 300,000 100,000 30,800,000

100,000 300,000 100,000 100,000 500,000 8,100,000

100,000 300,000 100,000 13,200,000

100,000 300,000 200,000 100,000 350,000 500,000 2,000,000

100,000 300,000 2,000,000 100,000 2,700,000

100,000 300,000 100,000 200,000 500,000 14,500,000

100,000 300,000 100,000 6,125,000

100,000 300,000 100,000 100,000 500,000 2,000,000

34,480,000

12,055,000

17,095,000

5,685,000

5,900,000

16,620,000

8,504,000

11,300,000

Reinvestment in Existing Capital Roadway CIP: Pikes Pk Imp Cottonwd Widening 3,000,000 Parker/20/E470 N Parker Rd 2,500,000 Lincoln-Keyst/Parker Jordan/Lincoln 450,000 8,500,000 Stroh-J Mor/Mots Bayou Gulch-Crow Crown Crest Round 500,000 Chambers-Hess/Stroh Chambers-Stroh/Crow Chambers-E470 Crowfoot-Stroh+ Drans-Linc/Pony Hess-Great Plain+ Mots-Todd/Hess 500,000 Parker/Jordan/E470 Pine Lane-Jord/Wintr Other Projects: Roadway Safety 100,000 Median/Entryway 300,000 Parker Rd Sidewalk 4,000,000 Sidewalk Gap 100,000 Fiber Optic 200,000 500,000 Power Line Undergr 15,450,000 Subtotal Total Capital Exp.

2024

42,245,000

Town of Parker 2022 Annual Budget

CB-73

Capital Budget

PUBLIC IMPROVEMENTS FUND 10-YEAR PLAN (cont)

Fund balance - January 1 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

24,246,017

Capital Expenses Total In-Year Capital Expenses Ending Available Resources - December 31

PROJECTED 2021

ACTUAL 2020

AVAILABLE RESOURCES

3,545,412 24,308,304 3,428,945 385,152 2,012 31,669,825 1,999,999 590,731 33,079,093

52,013,502

22,693,107

52,013,502

5,311,608 $

BUDGETED 2022

3,670,025 3,660,000 1,001,600 160,000 8,491,625 2,250,000 1,853,815 8,887,810

38,208,205 $

22,693,107

3,750,000 3,870,000 4,648,967 163,000 12,431,967 4,290,667 2,050,000 14,672,634

PUBLIC IMPRO MENTS FUND YEAR PLAN

11,115,000 $

26,250,741

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 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

CB-74

Town of Parker 2022 Annual Budget

PUBLIC IMPROVEMENTS FUND PROJECTS: SECTION SIGNS TITLE Capital Project: Townwide Sign Program

OVE10- DESCRIPTION

The Townwide Sign Program (TWSP) was developed in 2007 to create consistent facility, park and downtown sign designs. The program also includes townwide wayfinding signage for visitors and residents using all modes of transportation.

PURPOSE/DISCUSSION The TWSP was developed at the direction of Town Council to create consistent facility, park and downtown sign designs. The program was expanded in 2015 to include wayfinding signage, and has since designed, constructed and installed new townwide wayfinding signage to important public destinations within the Town limits. The TWSP is comprehensive and is utilized annually for several types of necessary signage including: • New or remodeled Town facilities • New or additional park signage • Replacement of old/worn signage • Sign parts for maintenance of existing signage • Necessary updating (e.g. Town logos/sign design) • E-470 Highway ‘Town of Parker’ signage • Town entry/boundary signage • Wayfinding signage townwide, including specialty Downtown district

PROJECT BUDGET Year Actual 2020 Projected 2021 Budgeted 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 TOTAL

Expenditures $ 180,000 50,000 25,000 100,000 200,000 100,000 $ 655,000

Town of Parker 2022 Annual Budget

FUNDING SOURCES Public Improvements Fund Revenue

IMPACT ON OPERATING COSTS None

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community The Townwide Sign Program supports an active community by providing visitors and residents traveling around and/or through the Parker community with orientation and navigation assistance of the Town roadways, downtown sidewalks and trails. It also identifies the Town’s public facilities and parks.

CB-75

Capital Budget

PUBLIC IMPROVEMENTS FUND PROJECTS: SIGNS Capital Project: Townwide Sign Program (cont) Enhance Economic Vitality The TWSP supports the Town’s branding, marketing and economic development efforts. Town signage lets residents and visitors know they have have arrived in Parker, guides people to major public destinations or events supporting nearby businesses and industry, and creates a sense of place – all contributing to the Town’s high quality of life.

Develop a Visionary Community Through Balanced Growth The TWSP supports the Town’s commitment to providing exceptional community services, well planned development and excellent infrastructure. The 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

CB-76

Town of Parker 2022 Annual Budget

PUBLIC IMPROVEMENTS FUND PROJECTS: TRAFFIC SECTION SIGNALS TITLE VIDEO LINK: HOW IT WORKS - TRAFFIC SIGNALS

Town of Parker 2022 Annual Budget

CB-77

Capital Budget

PUBLIC IMPROVEMENTS FUND PROJECTS: TRAFFIC SIGNALS Capital Project: Chambers/Crowfoot Valley/Bayou Gulch Traffic Signal

DESCRIPTION This project is a traffic signal at the Chambers Road (north), Bayou Gulch Road (south) and Crowfoot Valley Road intersection.

PURPOSE/DISCUSSION The initial construction (2022) will be for a span wire traffic signal at the Chambers Road (north)/ Bayou Gulch Road (south) and Crowfoot Valley Road intersection. Timing of the construction will depend on the buildout rate of the adjacent developments which impacts 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 is anticipated for 2028 as the adjacent roadways are widened. Budget for design was approved in 2021 anticipating construction in 2022.

PROJECT BUDGET Year Actual 2020 Projected 2021 Budgeted 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 TOTAL

Expenditures $ 30,000 325,000 45,000 200,000 $ 600,000

FUNDING SOURCES Public Improvements Fund Revenue; partial funding from contractual obligation of adjacent development

IMPACT ON OPERATING COSTS The traffic signal will require monthly repair and maintenance (R&M) plus electricity. The Town’s current R&M rate for traffic signals is approximately $4,500 per year. Current Traffic Services staff is at the limit of what can be supported with a good level of service. Additional staff may be needed to support this new traffic signal in the short-term future.

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.

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. Adjacent development has provided funding for a portion of this traffic signal.

Capital Budget

CB-78

Town of Parker 2022 Annual Budget

PUBLIC IMPROVEMENTS FUND PROJECTS: TRAFFIC SIGNALS Capital Project: Chambers/Crowfoot/Bayou Gulch Traffic Signal (cont) 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.

Crowfoot Valley Rd, Bayou Gulch Rd, and Chambers Rd Traffic Signal Vicinity Map

EL DE RS RE D

R ANTHEM D

EM ILIA DR

EWAY DRIV

CKER RD NBO SE OT M

S RY CO

E AN AV NT K EY SER CREEK VE

STROH RD

D HR

E AV

GROSBEAK PL

V NA M ARSH W RE

VA LL EY CR O W

O T

S RD

RIC HL AW N

Proposed Traffic Signal Location

H CIR

E AV

SCARLET SAGE AVE

E NV

ALPIN E

WILD LUP IN E

BEEBAL M

C RO W

X LO PH

TR EFOIL LN

X LO

ALPINE

AL L

E LN SAG ET RL CA

GE ST ET SA RL CA STA DAISY ST HA

ST OW

H LC GU

BA YO U

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DR WN LA CH RI

N PKW LAW Y CH

CHAM BER

NSLOW PKWY HE HOUSE FINCH ST

P TREE S

D LV LB AI

I RI

TT R

AR RO

S TR O

RED COSMOS PT

N PINERY PKWY

F OOT AVE

HOP CLOVER S

PT S HASTA DA IS Y

E ROS MALL

AV E

HOP CLOVER AVE

BAYOU GULCH RD

BIRDS FOOT TRL DS

HOP CLOVER TRL

BI R

Town of Parker 2022 Annual Budget

CB-79

500

1,000 Feet

µ Capital Budget

PUBLIC IMPROVEMENTS FUND PROJECTS: TRAFFIC SIGNALS Capital Project: Parker Road/Parkglenn Way Gulch Traffic Signal

DESCRIPTION This project is a traffic signal at the Parker Road (State Highway 83) and Parkglenn Way intersection.

PURPOSE/DISCUSSION The Colorado Department of Transportation (CDOT) access control plan for State Highway 83 has this as a signalized intersection. A Manual on Uniform Traffic Control Devices (MUTCD) warrants study in 2020 showed that this location meets the requirements for signalization. Budget for design was approved in 2021 with construction anticipated in 2022.

PROJECT BUDGET Year Actual 2020 Projected 2021 Budgeted 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 TOTAL

Expenditures $ 90,000 450,000 $ 540,000

FUNDING SOURCES Public Improvements Fund Revenue; partial funding from a reserve account funded by the limited improvement district that funded Parkglenn Way

IMPACT ON OTHER DEPARTMENTS None

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.

Capital Budget

CB-80

Town of Parker 2022 Annual Budget

PUBLIC IMPROVEMENTS FUND PROJECTS: TRAFFIC SIGNALS Capital Project: Parker Road/Parkglenn Way Gulch Traffic Signal (cont) 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.

A OS ER ND

Parker Rd and Parkglenn Way Traffic Signal Vicinity Map

TSG Auto

Murdoch's

LINCOLN

DRANS FELDT RD

Lowes

AVE

Traffic Signal Location

ENN WAY PARKGL

Police Station N PROGRESS L

PROGRE SS WAY

Parker North

IN MAN DR MOUNTA

250

500 Feet

Town of Parker 2022 Annual Budget

Parker Town Boundary

CB-81

Capital Budget

SECTIONIMPROVEMENTS PUBLIC TITLE FUND PROJECTS: TRAFFIC SIGNALS Capital Project: Chambers Road/Red Sky Drive Traffic Signal

DESCRIPTION This project is a traffic signal at the Chambers Road and Red Sky Drive intersection.

PURPOSE/DISCUSSION Based on traffic projections associated with the development on the northeast corner of Chambers Road and Hess Road, the adjacent development provided funds to the Town for the traffic signal. When the location meets Manual on Uniform Traffic Control Devices (MUTCD) warrants, the location will be signalized. Design of the improvement by a traffic engineering consultant was requested for 2021 with construction anticipated in 2022.

PROJECT BUDGET Year Actual 2020 Projected 2021 Budgeted 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 TOTAL

Expenditures $ 55,000 450,000 $ 505,000

FUNDING SOURCES Public Improvements Fund Revenue; partial funding from developers of adjacent development.

IMPACT ON OTHER DEPARTMENTS None

Capital Budget

CB-82

Town of Parker 2022 Annual Budget

PUBLIC IMPROVEMENTS FUND PROJECTS: TRAFFIC SIGNALS Capital Project: Chambers Road/Red Sky Drive Traffic Signal (cont) 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.

Chambers Road - Red Sky Drive Traffic Signal Vicinity Map

Jordan Rd

C m ha r be s R d

Traffic Signal Location

Hess Rd

500

1,000 Feet

Town of Parker 2022 Annual Budget

CB-83

Capital Budget

PUBLIC IMPROVEMENTS FUND PROJECTS: TRAFFIC SIGNALS Capital Project: Motsenbocker Road/French Creek Avenue Traffic Signal

DESCRIPTION This project is a traffic signal at the Motsenbocker Road and French Creek Avenue intersection.

PURPOSE/DISCUSSION Based on traffic projections, planned adjacent development and development to the south of this intersection, this location is anticipated to be signalized in the future. A consultant working for the Town completed a Manual on Uniform Traffic Control Devices (MUTCD) warrants study in 2020 that showed that the location is anticipated to meet warrants soon due to continued development in the area. Therefore, design is being completed in 2021 with anticipated construction in 2022.

PROJECT BUDGET Year Actual 2019 Projected 2020 Budgeted 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 TOTAL

Expenditures $ 40,000 450,000 $ 490,000

FUNDING SOURCES Public Improvements Fund Revenue; other funding

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.

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

CB-84

Town of Parker 2022 Annual Budget

PUBLIC IMPROVEMENTS FUND PROJECTS: TRAFFIC SIGNALS Capital Project: Motsenbocker Road/French Creek Avenue Traffic Signal (cont)

PARDEE ST

HESS RD

PR IS

SASKATOON P

CR EE

R KD

AV E EEK CR

Traffic Signal Location

ES PERA WAY

CIR

DO MI

NG O

PR I NC EC RE EK

CR EE K

LL Y AVE

EY NN ST

RE D

DRIVEWAY

AN TH EM DR

EL DE RS

CR EE K

S RY CO

R CI

K EE CR

ON NY BA

HO RS

HI CK OC

E AV

AL IT

O ER

ER YS KE

K EE CR

P CA

CI R

R A AVE

L BO

AR EZ ZO

T GO C DOM IN

Stroh Ranch CA Anthology LL

Stroh Ranch Manzanita

DE PL SI

BUCKHORN CREEK ST

TREJ O

HENSON CREEK S T

MOTS ENBOCK ER R D

A AN NT

RED R OS A

CA LEN DUL AD R

CH EN FR

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Motsenbocker Rd and French Creek Ave Traffic Signal Vicinity Map DR

L RA CO

T TR IP RS LE BU CR

CK TA

ST EY DL HA

MIM O S A

EMILIA DR

STROH RD

400

800 Feet

Town of Parker 2022 Annual Budget

Parker Town Boundary

CB-85

Capital Budget

PUBLIC IMPROVEMENTS FUND PROJECTS: TRAFFIC SIGNALS Capital Project: Jordan Road/Cedar Gulch Parkway Traffic Signal

DESCRIPTION This project is a traffic signal at the Jordan Road and Cedar Gulch Parkway intersection.

PURPOSE/DISCUSSION Based on traffic projections and planned adjacent development, this location is anticipated to be signalized in the future. If the location meets Manual on Uniform Traffic Control Devices (MUTCD) warrants, the location will be signalized. The Town anticipates the design in 2022 and construction in 2023.

PROJECT BUDGET Year Actual 2020 Projected 2021 Budgeted 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 TOTAL

Expenditures $ 40,000 450,000 $ 490,000

FUNDING SOURCES Public Improvements Fund Revenue; funding in escrow from one developer with further funding anticipated from others.

IMPACT ON OPERATING COSTS This traffic signal will require monthly repair and maintenance (R&M) plus electricity. The Town’s current R&M rate for traffic signals is approximately $4,500/year.

IMPACT ON OTHER DEPARTMENTS None

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. Adjacent development has and should provide funding for a portion of this traffic signal.

CB-86

Town of Parker 2022 Annual Budget

PUBLIC IMPROVEMENTS FUND PROJECTS: TRAFFIC SECTION SIGNALS TITLE Capital Project: Jordan Road/Cedar Gulch Parkway Traffic Signal (cont)

Jordan Road - Cedar Gulch Parkway Traffic Signal Vicinity Map

Jordan Rd Traffic Signal Location

Motsenbocker Rd

Mainstreet

Jordan Rd

500

1,000 Feet

Town of Parker 2022 Annual Budget

CB-87

Capital Budget

SECTIONIMPROVEMENTS PUBLIC TITLE FUND PROJECTS: ROADS Capital Project: Dransfeldt Road Extension South of Twenty Mile Road

DESCRIPTION This ongoing project extends Dransfeldt Road south of the Twenty Mile Road intersection, across Cherry Creek and connecting into Motsenbocker Road adjacent to the west side of the Salisbury Park North property. It will also realign and improve Motsenbocker Road from the Todd Drive intersection back to the new intersection to be constructed with the Dransfeldt Road extension project.

PURPOSE/DISCUSSION The Town has significant planned development areas remaining at the southwest quadrant of the Town. To support this planned development, an additional crossing of Cherry Creek is needed. This roadway will also support the nearby commercial area and connect to the existing Salisbury Park facility and proposed Salisbury Park North infrastructure. The project design is continuing from prior years with construction anticipated in 2023.

PROJECT BUDGET Year Actual 2020 Projected 2021 Budgeted 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 TOTAL

Expenditures $ 500,000 1,000,000 18,000,000 400,000 $ 19,900,000

FUNDING SOURCES Public Improvements Fund Revenue; partial funding anticipated with intergovernmental agreements and future development

IMPACT ON OPERATING COSTS As with any new roadway construction, the Town should anticipate long-term maintenance costs. Highway bridges are typically constructed with a 50-year design life assuming routine maintenance is performed. Roadways are typically constructed with a 30-year design life assuming routine and preventative maintenance such as mill/overlays are performed.

IMPACT ON OTHER DEPARTMENTS The project will include construction of new sidewalks and trails. Snow removal is not typically the Town’s responsibility unless the Town is the adjacent property owner (with the Parks Department handling snow removal if this is the case).

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community The addition of a multimodal (pedestrians, bikes and vehicles) connection over Cherry Creek promotes a healthy lifestyle by providing access to Salisbury Park.

Enhance Economic Vitality This project will provide a multimodal (pedestrian, bike and vehicle) connection and accessibility to the commercial development near the Parker Road/Twenty Mile Road/Hilltop Road

Capital Budget

CB-88

Town of Parker 2022 Annual Budget

PUBLIC IMPROVEMENTS FUND PROJECTS: ROADS Capital Project: Dransfeldt Road Extension South of Twenty Mile Road (cont) intersection from the future development at the southwest quadrant of the Parker community that does not currently exist.

Develop a Visionary Community through Balanced Growth This roadway will create an alternate and redundant infrastructure connection over Cherry Creek that is needed to support the planned development of the southwest quadrant of the Town.

Innovate with Collaborative Governance The Town and Douglas County executed an IGA in 2019 to jointly fund the conceptual/preliminary design effort. Town staff is optimistic that this funding collaboration will continue in the future. Per 2022 Douglas County budget documents, they are anticipating providing funding for the construction.

Town of Parker 2022 Annual Budget

CB-89

Capital Budget

PUBLIC IMPROVEMENTS FUND PROJECTS: ROADS Capital Project: Pikes Peak Avenue Improvements

DESCRIPTION This project is for safety and operational improvements to Pikes Peak Avenue adjacent to the PACE Center. It consists of removing the existing tree grates and installing new raised planter beds adjacent to the roadway to create three specific pedestrian crossing locations. A delivery truck pullout is also proposed west of the PACE Center main entrance.

PURPOSE/DISCUSSION Pikes Peak Drive in front of the PACE Center was constructed as a roadway flush with the front of the building that could be closed for special events, but due to fire code considerations, this has never occurred. The trees in the original planter beds have a high mortality rate, and the original design does not funnel people to the crosswalks from the parking lot. To address these issues, the Parks Department will install longitudinal raised planter beds to create a curb adjacent to the road to direct people to cross at the designated areas. The raised planter beds should also help slow traffic in this area. The design also includes a delivery truck pullout west of the main entrance, since most deliveries stop in the through lane in front of the building. Design work began in 2020 for construction in 2022.

PROJECT BUDGET Year Actual 2020 Projected 2021 Budgeted 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 TOTAL

Expenditures $ 300,000 250,000 $ 550,000

FUNDING SOURCES Public Improvements Fund Revenue

IMPACT ON OPERATING COSTS None

IMPACT ON OTHER DEPARTMENTS The Parks Department will be responsible for the new landscaping being installed with the project. While it will be additional landscaping in the area, the work to support it will be a minor addition when compared with the annual tree mortality issues with the existing tree grates.

TOWN STRATEGIC GOALS ACHIEVED Foster Community Creativity and Engagement The PACE Center is one of the main community centers for creativity and engagement. This project will improve and beautify the entrance to the PACE Center.

Promote a Safe and Healthy Community This project will promote safer crossing to/from the PACE Center parking lot to the PACE building by guiding traffic to three designated crosswalk locations and creating traffic flow improvements on Pikes Peak Drive.

Capital Budget

CB-90

Town of Parker 2022 Annual Budget

PUBLIC IMPROVEMENTS FUND PROJECTS: ROADS Capital Project: Cottonwood Widening - Jordan to Cherry Creek

DESCRIPTION This project will widen and improve Cottonwood Drive between Jordan Road and Parker Road (State Highway 83).

PURPOSE/DISCUSSION The 2022 funding is to complete median landscaping and shoulder landscaping improvements (adjacent to the Cottonwood Trailhead) following the completion of roadway and bridge improvements. The previously budgeted roadway/bridge improvement projects will complete a four-lane roadway with medians that do not exist today.

PROJECT BUDGET Year Actual 2020 Projected 2021 Budgeted 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 TOTAL

Expenditures $ 1,251,655 12,048,585 400,000 $ 13,700,240

FUNDING SOURCES Public Improvements Fund Revenue

IMPACT ON OPERATING COSTS None

IMPACT ON OTHER DEPARTMENTS The Town anticipates 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 about $5,000 per year.

TOWN STRATEGIC GOALS ACHIEVED Enhance Economic Vitality This project completes the four-lane widening of an important arterial roadway, and the associated landscaping will improve the aesthetics of the area thereby enhancing vibrancy and the economic vitality of the surrounding commercial area.

Town of Parker 2022 Annual Budget

CB-91

Capital Budget

PUBLIC IMPROVEMENTS FUND PROJECTS: ROADS Capital Project: Parker Road/Twenty Mile Road/E-470 Mobility Improvements

DESCRIPTION This project will connect the eastbound/northbound E-470 off-ramp at Parker Road to southbound Twenty Mile Road. Included are off-ramp improvements and widening of Twenty Mile Road to accommodate the new connection.

PURPOSE/DISCUSSION This project continues the implementation of the Parker Road Corridor Plan that the Town completed in November of 2019. It will connect the eastbound/northbound E-470 off-ramp at Parker Road to southbound Twenty Mile Road and includes off-ramp improvements and widening of Twenty Mile Road. These improvements are part of a phased approach to implement the anticipated quadruple lane configuration on Parker Road between Lincoln Avenue and E-470. This project will provide alternative connections to the traveling public, decrease (by use of alternate routes) the traffic on Parker Road and improve vehicular mobility, which currently experiences heavy congestion during rush hour.

PROJECT BUDGET Year Actual 2020 Projected 2021 Budgeted 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 TOTAL

Expenditures $ 75,140 224,800 200,000 3,000,000 $ 3,499,940

FUNDING SOURCES Public Improvements Fund Revenue; partial outside funding expected

IMPACT ON OPERATING COSTS As with any new roadway/bridge construction, the Town should anticipate long-term maintenance costs. Highway bridges are typically constructed with a 50-year design life assuming routine maintenance is performed. Roadways are typically constructed with a 30-year design life assuming routine maintenance such as mill/overlays are performed.

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Enhance Economic Vitality

This project will complete needed traffic operational improvements on Parker Road (State Highway 83) to improve safety and traffic flow to support the economic vitality of the surrounding area. Parker Road is the most important roadway in the Town for overall economic vitality.

Develop a Visionary Community Through Balanced Growth This project will create the needed infrastructure to support the planned development of the surrounding area. The section of Parker Road between E-470 and Lincoln Avenue is very congested during peak travel times with the intersections approaching a failing level of service. Traffic is projected to increase in this area, which will only compound the mobility issues.

Capital Budget

CB-92

Town of Parker 2022 Annual Budget

PUBLIC IMPROVEMENTS FUND PROJECTS: ROADS Capital Project: Parker Road/Twenty Mile Road/E-470 Mobility Improvements (cont) Promote a Safe and Healthy Community This project will assist in providing a safe transportation network for the community via safety and traffic flow improvements on Parker Road. This will result in a safer transportation network.

Town of Parker 2022 Annual Budget

CB-93

Capital Budget

PUBLIC IMPROVEMENTS FUND PROJECTS: ROADS Capital Project: North Parker Road Improvements, Phase 1 and 2

DESCRIPTION This project includes phased multi-modal improvements on Parker Road (State Highway 83) between Lincoln Avenue and E-470.

PURPOSE/DISCUSSION This project begins to implement the Parker Road Corridor Plan that the Town completed in November 2019. The proposed improvements are a phased approach to implement the anticipated quadruple lane configuration on Parker Road between Lincoln Avenue and E-470. This project will increase the travel lanes on Parker Road and improve vehicular mobility, which currently experiences heavy congestion during rush hour. It will widen and/or connect current acceleration/deceleration lanes on Parker Road in both directions between Lincoln Avenue and E-470. It will also include a multi-use trail/sidewalk on the east side of Parker Road to connect the Baldwin Gulch Trail and the Pine Lane intersection to improve pedestrian/bicycle connectivity, and it will construct a sidewalk north of Pine Lane to connect to the existing sidewalk to the north. Later phases of improvements will implement additional operational improvements on this stretch of Parker Road.

PROJECT BUDGET Year Actual 2020 Projected 2021 Budgeted 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 TOTAL

Expenditures $ 37,018 780,900 4,700,000 2,500,000 $ 8,017,918

FUNDING SOURCES Public Improvements Fund Revenue; partial federal and state funding

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Enhance Economic Vitality This project will complete needed traffic operational changes on Parker Road to improve safety and traffic flow to support the economic vitality of the surrounding area.

Develop a Visionary Community through Balanced Growth This project will create the needed infrastructure to support the planned development of the surrounding area. This section of Parker Road is very congested during peak travel times with the intersections approaching a failing level of service. Traffic is projected to increase significantly in this area, which will only compound the mobility issues. Capital Budget

CB-94

Town of Parker 2022 Annual Budget

PUBLIC IMPROVEMENTS FUND PROJECTS: ROADS Capital Project: North Parker Road Improvements, Phase 1 and 2 (cont) Promote a Safe and Healthy Community This project will assist in providing a safe transportation network for the community via safety and traffic flow improvements on Parker Road.

P Æ

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Crown Crest Blvd

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0.4 miles to E-470

Parker Road Operational Improvements Vicinity Map

Parker Adventist Hospital

Short-term improvements to be made to sidewalk until adjacent property develops

Convert fourth northbound lane at Pine Lane to through/right configuration Pine Ln

Pine Ln

Proposed multi-use trail / sidewalk from Pine Lane to Baldwin Gulch Trail 0.4 miles to Cherry Creek Trail

Multi-use trail / sidewalk to be constructed by pending development Pond erosa

Geometry improvements to eliminate "split phase" operations

Convert fourth northbound lane at Ponderosa Drive to through/right configuration Bal dwi n

Construct fourth southbound lane and improve intersection to through/right configuration

Gu lch ai Tr l

Twenty Mile Rd

Lincoln Ave Lincoln Ave

Extend southbound acceleration lane to approximately 550 feet south of Lincoln Avenue

500 Feet

Town of Parker 2022 Annual Budget

Parkglenn Way

CB-95

Way

250

Parkglenn

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Dransfeldt Rd

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.

Year Actual 2020 Projected 2021 Budgeted 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 TOTAL

Expenditures $ 500,000 500,000 16,000,000 $ 17,000,000

FUNDING SOURCES Public Improvements Fund Revenue; anticipated partial funding

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community The project will improve circulation on Lincoln Avenue around and near the Town’s Recreation Center and Douglas County’s Challenger Park that are some of the outstanding recreational amenities in the Parker area.

Enhance Economic Vitality These changes 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 of the surrounding area.

Capital Budget

CB-96

Town of Parker 2022 Annual Budget

PUBLIC IMPROVEMENTS FUND PROJECTS: ROADS Capital Project: Lincoln Avenue Widening - Keystone to Parker Road PHOTOS/IMAGES

Town of Parker 2022 Annual Budget

CB-97

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.

PROJECT BUDGET Year Actual 2020 Projected 2021 Budgeted 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 TOTAL

Expenditures $ 350,000 450,000 6,000,000 $ 6,800,000

FUNDING SOURCES Public Improvements Fund Revenue

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community

The project will include the addition of a sidewalk on the west side of Jordan Road that does not exist today. This sidewalk will help facilitate access to the Town’s parks, trails, recreation amenities and activities.

Enhance Economic Vitality These changes will improve the traffic operations in the vicinity of the project which should in turn, improve the economic vitality of the surrounding area.

Develop a Visionary Community through Balanced Growth This project will create the needed infrastructure to support the planned development of the surrounding area.

Promote a Safe and Healthy Community The infrastructure created by this project will support the planned development of the surrounding area to promote a safe transportation network. Capital Budget

CB-98

Town of Parker 2022 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

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General Extents of Jordan Road Widening

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CORNERSTONE DR

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Clarke Farms

FA RM S

Stonegate

JORDAN RD

Sidewalk Gap Connection

400

Parker Town Boundary

800 Feet

Town of Parker 2022 Annual Budget

K AR

PKWY GATE ONE ST

CB-99

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.

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.

PROJECT BUDGET Year Actual 2020 Projected 2021 Budgeted 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 TOTAL

Expenditures $ 750,000 8,500,000 $ 9,250,000

FUNDING SOURCES Public Improvements Fund Revenue

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community

This roadway widening project will include a new sidewalk on the south side of the roadway to provide access to the Town’s parks, trails and recreational amenities and activities such as the proposed Lemon Gulch Trail and the Cherry Creek Trail.

Enhance Economic Vitality This project will complete this important arterial roadway that is needed to support the economic vitality of the southwest portion of the Town. This includes improved transportation components and access to existing commercial development and future/zoned commercial development at the corner of Stroh Road and Chambers Road/Motsenbocker Road.

Develop a Visionary Community through Balanced Growth This project will create the needed infrastructure to support the planned development of the surrounding area.

Capital Budget

CB-100

Town of Parker 2022 Annual Budget

PUBLIC IMPROVEMENTS FUND PROJECTS: ROADS Capital Project: Stroh Road Widening - J Morgan to Motsenbocker (cont) Promote a Safe and Healthy Community This project will complete the planned arterial roadway that has been on the Town’s master plan documents for over three decades. This will result in a safer transportation network and provide redundancy/relief on other roadways.

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Stroh Road Widening J Morgan Blvd to Motsenbocker Rd Vicinity Map

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J MORGAN BLVD

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PARKER RD

AVE ER CREEK YS KE

Stroh Ranch

OT RD KER OC NB SE

Widening of Stroh Road to 4 Lanes

STROH RD

VA L

LEY

Second Bridge Span to be Constructed

PARKER RD

O CR

400

Parker Town Boundary

800 Feet

Town of Parker 2022 Annual Budget

CB-101

Capital Budget

SECTIONIMPROVEMENTS PUBLIC TITLE FUND PROJECTS: ROADS Capital Project: Roadway Safety Enhancements

DESCRIPTION This is an ongoing project to address roadway safety needs that arise throughout the year that are not part of a budgeted project. They can include intersections needing luminaries, line-ofsight concerns from landscaping, guardrails and median modification.

PURPOSE/DISCUSSION The Engineering/Public Works Department reviews roadway safety concerns/issues semiannually. The review includes known safety concerns and the issues/complaints from the Town’s citizens, homeowner associations (HOA) and other governmental agencies (such as Douglas County) that are received over the year. The items are then prioritized to make the best use of available funding based on engineering judgment. This annual project allows the Town to be proactive and timely in addressing identified safety concerns.

PROJECT BUDGET Year Actual 2020 Projected 2021 Budgeted 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 TOTAL

Expenditures $ 175,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 $ 1,175,000

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 will assist in providing a safe transportation network for the community by providing funding to improve safety of the Town’s roadways. This funding allows for a proactive approach to safety.

Develop a Visionary Community through Balanced Growth This program is part of the needed infrastructure to support the planned development of the Town. Even with good planning, there are sometimes additional infrastructure improvements that can support/improve safety. This funding supports well planned development and excellent infrastructure.

Innovate with Collaborative Governance Past projects have included joint safety projects with Douglas County and Douglas County School District. There may be opportunities in the future to jointly complete projects with outside governmental entities (including metro districts).

Capital Budget

CB-102

Town of Parker 2022 Annual Budget

PUBLIC IMPROVEMENTS FUND PROJECTS: ROADS Capital Project: Medians and Entryways Lighting and Landscaping

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. This annual project addresses the backlog. Town Council directed that the next unfinished median to receive landscaping is the Lincoln Avenue median between Keystone Boulevard and Jordan Road. The Town has received complaints from residents relating to this unfinished median, which is an entry point into the Town’s incorporated boundary on Lincoln Avenue from the west.

PROJECT BUDGET Year Actual 2020 Projected 2021 Budgeted 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 TOTAL

Expenditures $ 300,000 300,000 300,000 300,000 300,000 300,000 300,000 300,000 300,000 300,000 300,000 $ 3,300,000

FUNDING SOURCES Public Improvements Fund Revenue; some locations have funds from adjacent developments in a reserve account for this purpose

IMPACT ON OPERATING COSTS Based on the size of this median island, it is anticipated to cost approximately $10,000 per year for a maintenance contract service. In addition, the water needed to irrigate these medians would run approximately $5,000 per year.

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Enhance Economic Vitality This program improves the aesthetics of the Town’s roadway network and complements adjacent commercial development.

Develop a Visionary Community Through Balanced Growth This program 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.

Town of Parker 2022 Annual Budget

CB-103

Capital Budget

PUBLIC IMPROVEMENTS FUND PROJECTS: SIDEWALKS Capital Project: Parker Road Sidewalk Project

DESCRIPTION This project is part of a phased multiple-year approach to completing the sidewalk/multi-use trail adjacent to Parker Rd. (State Highway 83).

PURPOSE/DISCUSSION Numerous gaps exist in the sidewalk/multi-use trail adjacent to Parker Road (State Highway 83). It has been a goal of Town Council for over 20 years to complete this needed multi-modal infrastructure for both pedestrians and bicycles. Developments adjacent to Parker Road have completed their appropriate sidewalk/multi-use trails, but gaps exist due to the way that the developments have occurred over time. The Town will need to address most of the gaps remaining.

PROJECT BUDGET Year Actual 2020 Projected 2021 Budgeted 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 TOTAL

Expenditures $ 144,878 2,372,792 400,000 4,000,000 200,000 2,000,000 $ 9,117,670

FUNDING SOURCES Public Improvements Fund Revenue. In 2021, the Town was approved for $3,200,000 of direct construction reimbursable funds through CDOT’s Safer Main Streets (SMS) program. These funds will be used for the gap on the east side of Parker Road from the Village Inn to Sulphur Gulch.

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 in the 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

Capital Budget

CB-104

Town of Parker 2022 Annual Budget

PUBLIC IMPROVEMENTS FUND PROJECTS: SECTION SIDEWALKS TITLE Capital Project: Parker Road Sidewalk Project (cont) excellent infrastructure and the current and future planned development in the area.

Innovate with Collaborative Governance The leveraging of potential State or Federal multi-modal funding to complete these improvements is an example of governments collaborating to complete needed infrastructure.

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.

Town of Parker 2022 Annual Budget

CB-105

Capital Budget

PUBLIC IMPROVEMENTS FUND PROJECTS: SIDEWALKS Capital Project: Sidewalk Gap Closures

DESCRIPTION This budget item provides funding to continue an ongoing program to close sidewalk gaps for pedestrian use and to increase access to adjacent areas.

PURPOSE/DISCUSSION The Town has extensive sidewalk gaps in the community that need annual funding to address. The locations that utilize the sidewalk gap elimination funding will vary annually depending on needs of development, schools and recreation. The current 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 2022.

PROJECT BUDGET Year Actual 2020 Projected 2021 Budgeted 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 TOTAL

Expenditures $ 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 $ 1,100,000

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 in the section of sidewalk where the Town is the adjacent property owner.

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community The elimination of sidewalk gaps in the community promotes healthy lifestyles by encouraging pedestrian use and access to the Town’s recreational amenities.

Enhance Economic Vitality This program will support the planned development of the adjacent areas by eliminating sidewalk gaps, which allows better accessibility to commercial developments.

Capital Budget

CB-106

Town of Parker 2022 Annual Budget

PUBLIC IMPROVEMENTS FUND PROJECTS: SECTIONOTHER TITLE Capital Project: Fiber Optic Network Upgrade

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 28-miles of fiber optic infrastructure to link the 90 traffic signals and connect Town facilities for internet and intranet operations. Loop (also called ring) configurations allow for data transmission to continue if 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. 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 five locations that are standalone projects. They are as follows: 1) Southwest Ring – Motsenbocker Rd. from Hess Rd. to Stroh Rd. 2) East Ring – Canterberry Pkwy. from Idyllwilde Pkwy. to Canterberry Trail (north) 3) Dransfeldt Ring – Dransfeldt Rd. from Mainstreet to the retail traffic signal 4) West Ring – Chambers Rd. from Mainstreet to E-470 (Possible Douglas County joint project) 5) Hilltop Ring – Hilltop Rd. from Tallman Dr. to Hess Rd.

PROJECT BUDGET Year Actual 2020 Projected 2021 Budgeted 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 TOTAL

Expenditures $ 300,000 200,000 100,000 350,000 200,000 100,000 $ 1,250,000

FUNDING SOURCES Public Improvements Fund Revenue; anticipated outside partial funding

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 of these aspects will support the overall economic vitality of the Town.

Develop a Visionary Community through Balanced Growth Forward thinking fiber optic network upgrades will support the data needs of Town facilities and traffic signals for years to come.

Town of Parker 2022 Annual Budget

CB-107

Capital Budget

STORMWATER FUND 10-YEAR PLAN CAPITAL PROJECTS - STORMWATER UTILITY 2020-2031 CAPITAL IMPROVEMENT PLAN CIP BY PROJECT

ACTUAL 2020

PROJECTED 2021

BUDGETED 2022

PROJECT TOTALS 2020 - 2031

10-YEAR CIP 2022 - 2031

EXPENDITURES Historical Projects Lemon Gulch and Tributary at Hess Improvements Cherry Creek at KOA Lemon Gulch Drainage Improvements Green Acres Tributary in Compark Improvements Newlin Gulch Crossing at East-West Trail West Stroh Gulch in Anthology Improvements Compark South Tributary Improvements Subtotal Historical Projects

1,292,974 440,000 400,000 2,132,974

5,611,182 239,877 200,000 4,918,861 7,410 4,000,000 600,000 15,577,330

6,904,156 679,877 600,000 4,918,861 7,410 4,000,000 600,000 17,710,304

Reinvestment in Existing Capital Annual Water Quality Improvements Program Jordan Tributary Pine Gulch Dam Improvements Cherry Creek at Dransfelt Extension Brandy Gulch at Looking Glass Segment 2A Sulphur Gulch and Sara Gulch MDP SW Clarke Farms Channel Improvements Cherry Creek at Mainstreet Tallman Gulch and Tributary MDP Newlin Gulch at Lincoln and Rec Cherry Creek at Lincoln Avenue Cherry Creek at Cottonwood Cherry Creek Downstream of Lincoln Cherry Creek at E470 Happy Canyon Creek at Compark Cherry Creek Downstream of Newlin Gulch Sulphur Gulch at Riva Ridge Newlin Gulch at Mainstreet Oak Gulch Improvements (3 segments) Sulphur Gulch at Canterberry Trail Cottonwood Storm Infrastructure Sara Gulch Improvements Tallman Tributary Subtotal Reinvestment in Existing

3,075 403,075

300,000 500,000 50,000 2,500,000 300,000 13,376,271

500,000 600,000 200,000 2,500,000 5,500,000 75,000 400,000 150,000 75,000 10,000,000

5,650,000 600,000 200,000 2,500,000 5,500,000 75,000 400,000 1,400,000 75,000 1,000,000 1,700,000 1,700,000 1,700,000 1,450,000 1,200,000 950,000 780,000 725,000 9,950,000 580,000 500,000 450,000 300,000 39,385,000

5,950,000 1,103,075 250,000 5,000,000 5,500,000 75,000 400,000 1,400,000 75,000 1,300,000 1,700,000 1,700,000 1,700,000 1,450,000 1,200,000 950,000 780,000 725,000 9,950,000 580,000 500,000 450,000 300,000 53,164,346

Machinery, Equipment and Software General Machinery & Equipment Pipe Camera Mower/Coupler Tandem Axle Dump Truck F550 Pickup with Dump Bed Zero Turn Mower Jet Vac Truck UTV with 100 gallon herbicide tank One-ton Pickup Truck Miscellaneous Machinery and Equipment Subtotal Machinery, Equipment, Software

110,524 20,408 38,923 1,307 171,162

68,000 68,000

16,000 525,000 26,000 65,000 632,000

110,524 20,408 38,923 68,000 16,000 525,000 26,000 65,000 1,307 871,162

2,307,211

19,295,330

10,000,000

40,017,000

61,619,541

Total Capital Expenditures

Capital Budget

CB-108

Town of Parker 2022 Annual Budget

STORMWATER FUND 10-YEAR PLAN

CIP BY PROJECT

2023

2024

2025

2026

2027

2028

2029

2030

2031

550,000 1,000,000 150,000 50,000 450,000 5,000,000 7,200,000

550,000 1,500,000 150,000 750,000 50,000 1,500,000 50,000 4,550,000

550,000 1,500,000 50,000 100,000 500,000 80,000 250,000 3,030,000

600,000 50,000 100,000 800,000 125,000 2,000,000 500,000 4,175,000

600,000 150,000 1,300,000 80,000 600,000 2,730,000

600,000 1,500,000 700,000 2,800,000

600,000 650,000 100,000 1,350,000

600,000 500,000 350,000 1,450,000

16,000 525,000 541,000

26,000 26,000

65,000 65,000

2,641,000

7,200,000

4,550,000

3,056,000

4,175,000

2,795,000

2,800,000

1,350,000

1,450,000

Reinvestment in Existing Capital Annual Water Imp 500,000 SW Jordan Trib Pine Gulch Dam Cherry Cr-Dransfelt Brandy Gulch Sulphur and Sara SW Clark Farms Cherry Cr-Mainst 250,000 Tallman and Trib Newlin Gulch 1,000,000 Cherry Cr-Lincoln 50,000 Cherry Cr-Cotton Cherry Cr-Down Linc Cherry Cr-E470 Happy Canyon Crk Cherry Cr-Down New Sulphur Gulch-Riva Newlin-Mainst Oak Gulch Imp 300,000 Sulphur-Canterberry Cottonwood Infra Sara Gulch Imp Tallman Trib Subtotal 2,100,000 Mach,Equip,Software General Pipe Camera Mower/Coupler Tandem Dump Tr F550 Pickup Zero Turn Mower Jet Vac Truck UTV with herb. One-ton Pickup Miscellaneous Subtotal Total Capital Exp.

Town of Parker 2022 Annual Budget

CB-109

Capital Budget

STORMWATER FUND 10-YEAR PLAN (cont) ACTUAL 2020

AVAILABLE RESOURCES Fund balance - January 1 In-Year Revenue Available for Capital Charges for Services Net Investment Earnings Contributions Miscellaneous Revenue Total Revenues Transfers Out Less Non-Capital Expenditures Total Revenue available for Capital

5,590,887

Capital Expenses Total In-Year Capital Expenses Ending Available Resources - December 31

Capital Budget

PROJECTED 2021

2,674,346 6,197,267 64,583 3,162 8,939,358 471,033 1,266,054 7,202,271

10,485,948

2,307,211 $

10,485,948

BUDGETED 2022

2,518,000 13,600,000 15,000 925 16,133,925 491,417 1,649,650 13,992,858

5,183,476

19,295,330 $

CB-110

5,183,476

2,545,000 7,230,000 15,300 940 9,791,240 547,228 1,685,976 7,558,036

10,000,000 $

2,741,512

Town of Parker 2022 Annual Budget

STORMWATER FUND PROJECTS Capital Project: Annual Water Quality Improvements Program

DESCRIPTION This project consists of the construction of new water quality facilities and improvements to existing water quality facilities to improve operations or bring them up to current standards. The ultimate goal of this program is to continually improve water quality provision throughout the Town.

PURPOSE/DISCUSSION The Town’s storm drainage criteria currently require all new development to construct water quality treatment facilities for their stormwater runoff. This ensures that runoff from these areas is treated prior to release to the adjacent drainageways. There are some older areas that developed before the water quality provision was in place and are not served by water quality facilities. This program builds water quality facilities to serve such areas. It also improves existing facilities to improve the overall water quality in the Town’s drainageways and decrease long-term maintenance costs. For 2022, the proposed project will improve an existing water quality pond located at the southeast corner of Parker Road and Cottonwood Drive, serving the Crown Point commercial development.

PROJECT BUDGET Year Actual 2020 Projected 2021 Budgeted 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 TOTAL

Expenditures $ 300,000 500,000 500,000 550,000 550,000 550,000 600,000 600,000 600,000 600,000 600,000 $ 5,950,000

FUNDING SOURCES Stormwater Fund Revenue

IMPACT ON OPERATING COSTS None

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community This project will improve the water quality of the Town’s drainageways, many of which are adjacent to trails and open space, helping to promote active recreation in these areas.

Promote a Safe and Healthy Community This project will improve the water quality of the Town’s drainageways, which will also provide regional benefits downstream within the Cherry Creek Basin, including Cherry Creek Reservoir.

Town of Parker 2022 Annual Budget

CB-111

Capital Budget

SECTION TITLE FUND PROJECTS STORMWATER Capital Project: Jordan Tributary and Detention Pond Sediment Removal

DESCRIPTION This project will construct drainageway improvements to the Jordan Tributary and the associated detention pond.

PURPOSE/DISCUSSION The Jordan Tributary is a major drainageway located within the Bradbury Ranch development. Over the years, this channel’s sediment load has created moderate maintenance and operational issues along this stretch of the drainageway. Improvements will alleviate maintenance issues and improve water quality.

PROJECT BUDGET Year Actual 2020 Projected 2021 Budgeted 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 TOTAL

Expenditures $ 3,075 500,000 600,000 $ 1,103,075

FUNDING SOURCES Stormwater Fund Revenue; partial funding through funds escrowed from the original development of the Bradbury Ranch subdivision

IMPACT ON OPERATING COSTS Potential lowered ongoing maintenance costs

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community These improvements will ensure that this drainageway corridor will continue to function as usable open space, and that adjacent active amenities serving the subdivision will not be impacted by issues in the channel.

Develop a Visionary Community through Balanced Growth This project will be partially funded with developer funds, which have been held for years in anticipation of these improvements.

Promote a Safe and Healthy Community These improvements will reduce the hazards associated with flooding to the Town’s residents and will eliminate nuisance conditions that have developed over time. These improvements will help to ensure that this channel and pond remains stable and operating properly through this area, and prevent potential impacts to adjacent properties, roadways, and trails. By decreasing sediment releases in this area, the water quality will be improved in this drainageway and downstream within the Cherry Creek Basin, including Cherry Creek Reservoir.

Capital Budget

CB-112

Town of Parker 2022 Annual Budget

STORMWATER FUND SECTION PROJECTS TITLE Capital Project: Jordan Tributary and Detention Pond Sediment Removal (cont)

Town of Parker 2022 Annual Budget

CB-113

Capital Budget

STORMWATER FUND PROJECTS Capital Project: Pine Gulch Dam Improvements

DESCRIPTION This project is a contribution for improvements to the Pine Gulch Dam located just outside of the Town limits northeast of the intersection of Summerset Lane and Pine Drive.

PURPOSE/DISCUSSION The Pine Gulch Dam is a State jurisdictional high hazard dam located online to Pine Gulch within unincorporated Douglas County. The dam is close to the Town limits, and Pine Gulch conveys stormwater through the Town starting at Summerset Lane. The Pine Gulch Dam infrastructure needs rehabilitation, and Douglas County is planning a construction project to implement the improvements. Maintaining the structural integrity of the dam is mandated by the State of Colorado Department of Natural Resources Dam Safety Division. Failure to maintain dam infrastructure will cause the State to require the breach of the dam, which will result in higher flows and potential flooding through the Downtown Parker area. Therefore, the Town will contribute funds to the project.

PROJECT BUDGET Year Actual 2020 Projected 2021 Budgeted 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 TOTAL

Expenditures $ 50,000 200,000 $ 250,000

FUNDING SOURCES Stormwater Fund Revenue

IMPACT ON OPERATING COSTS This project is located in Douglas County and the Town will have no maintenance responsibility.

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Enhance Economic Vitality Significant retail development is anticipated downstream of this dam that could be impacted by flooding if it fails.

Promote a Safe and Healthy Community

This project will provide design and construction of needed dam infrastructure rehabilitation to ensure the dam operates as originally designed. This ensures downstream Town infrastructure and buildings remain safe from potential flooding. These improvements will also reduce the hazards associated with flooding to the Town’s residents.

Capital Budget

CB-114

Town of Parker 2022 Annual Budget

STORMWATER FUND PROJECTS Capital Project: Pine Gulch Dam Improvements (cont)

Town of Parker 2022 Annual Budget

CB-115

Capital Budget

SECTION TITLE FUND PROJECTS STORMWATER Capital Project: Cherry Creek at Dransfeldt Extension

DESCRIPTION This project will construct master-planned improvements to Cherry Creek near the proposed Dransfeldt Road extension.

PURPOSE/DISCUSSION Cherry Creek is the Town’s most significant drainageway, bisecting the Town from south to north and serving as a major regional waterway from our region to the South Platte River. This drainageway is the subject of an Outfall Systems Plan (OSP) performed by the Town and the Mile High Flood District. This OSP sets forth necessary master-planned stabilization and grade-control improvements to the channel to ensure the long term stability of the drainageway.

PROJECT BUDGET Year Actual 2020 Projected 2021 Budgeted 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 TOTAL

Expenditures $ 2,500,000 2,500,000 $ 5,000,000

FUNDING SOURCES Collaboration and funding from both the Mile High Flood District and the Cherry Creek Basic Water Quality Authority.

IMPACT ON OPERATING COSTS The Town will be able to leverage MHFD’s maintenance funds long-term.

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Enhance Economic Vitality A portion of these improvements will be needed to support the proposed Dransfeldt Road bridge over Cherry Creek, which will enhance mobility to the key commercial areas north of the project location.

Innovate with Collaborative Governance This project is proposed as a partnership with the Mile High Flood District, which allows the Town to utilize their expertise with drainageway projects.

Promote a Safe and Healthy Community These improvements will help to ensure this channel remains stable and operating properly through this area and will prevent potential impacts to adjacent properties, roadways, and trails. By decreasing sediment releases in this area, the water quality will be improved in this drainageway and downstream within the Cherry Creek Basin, including Cherry Creek Reservoir. Capital Budget

CB-116

Town of Parker 2022 Annual Budget

STORMWATER FUND SECTION PROJECTS TITLE Capital Project: Cherry Creek at Dransfeldt Extension (cont)

Town of Parker 2022 Annual Budget

CB-117

Capital Budget

STORMWATER FUND PROJECTS Capital Project: Brandy Gulch at Looking Glass Segment 2A

DESCRIPTION This project consists of master-planned stabilization and grade-control structures to Brandy Gulch through Segment 2 of the planned Looking Glass Development.

PURPOSE/DISCUSSION Lemon Gulch is a major drainageway located within the Looking Glass development; it also has a major tributary in this area that has been named Brandy Gulch. This drainageway is the subject of an Outfall Systems Plan (OSP) performed by the Town and the Mile High Flood District (MHFD). This OSP sets forth master-planned stabilization and grade-control improvements to the channel to ensure the long-term stability of the drainageway. While the construction of these improvements is an obligation of the Looking Glass developer, the improvements are planned as a fee-in-lieu project.

PROJECT BUDGET Year Actual 2020 Projected 2021 Budgeted 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 TOTAL

Expenditures $ 5,500,000 $ 5,500,000

FUNDING SOURCES Funded by developer; administered by MHFD

IMPACT ON OPERATING COSTS The Town will be able to leverage MHFD’s maintenance funds long-term.

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community This project will support a regional trail network through the proposed development.

Innovate with Collaborative Governance

This project is proposed as a partnership with the Mile High Flood District, which allows the Town to utilize their expertise with drainageway projects.

Develop a Visionary Community through Balanced Growth As the Town and upstream areas of Douglas County continue to experience growth, implementation of the master planned improvements to key drainageways will ensure that these corridors are prepared to withstand the potential impacts of development within their basins. This project will be designed and constructed in collaboration with the surrounding development to allow the improvements to be integrated well into the subdivision.

Promote a Safe and Healthy Community These improvements will reduce the hazards associated with flooding to the adjacent residents and eliminate nuisance conditions that have developed over time. The improvements will reduce the instances of standing water that is conducive to mosquito breeding and odors. Capital Budget

CB-118

Town of Parker 2022 Annual Budget

STORMWATER FUND SECTION PROJECTS TITLE Capital Project: Sulphur Gulch and Sara Gulch MDP

DESCRIPTION This project is a Master Drainage Plan for Sulphur Gulch and its major tributary Sara Gulch within the Town limits.

PURPOSE/DISCUSSION Sulphur Gulch and Sara Gulch are major drainageways located within the eastern half of the Town which bisect the Canterberry, Willow Park, and Saddlebrook subdivisions. Both drainageways are subject to a 2001 Outfall Systems Plan (OSP) performed by the Town, Douglas County, and the Mile High Flood District. Since then, numerous changes to the technical approach of stream stabilization have occurred and the plan has become outdated. The update of this OSP to a major drainageway plan (MDP) will identify any problem areas and provide the necessary planning and budgeting information to ensure continued long-term stabilization of both drainageways. This project will be funded with contributions from the Mile High Flood District and possibly Douglas County.

PROJECT BUDGET Year Actual 2020 Projected 2021 Budgeted 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 TOTAL

Expenditures $ 75,000 $ 75,000

FUNDING SOURCES Stormwater Fund Revenue; other contributions possible

IMPACT ON OPERATING COSTS None

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community The master plan will account for any necessary adjustments to existing trails within the corridors as well as identify opportunities for additional trail crossings, promoting a more connective trail system.

Innovate with Collaborative Governance The master plan will leverage funds from outside entities such as the MHFD and Douglas County and as such, will promote a regional cohesiveness within the plan.

Promote a Safe and Healthy Community The master plan will identify any areas where conveyance of flooding events are compromised by topography, vegetation, or debris. Furthermore, any areas of current or potential erosion will be identified with stabilization improvements to prevent future property damage and increase the water quality of the system.

Town of Parker 2022 Annual Budget

CB-119

Capital Budget

SECTION TITLE FUND PROJECTS STORMWATER Capital Project: SW Clarke Farms Channel Improvements

DESCRIPTION This project will construct drainageway improvements to a local tributary stream and associated infrastructure within the Clarke Farms subdivision.

PURPOSE/DISCUSSION Just southwest of Cherokee Trail Elementary School, a local drainage channel carries flows from a large portion of the neighborhood through a narrow area between homes in Clarke Farms. Following the intense rainfall in June 2021, residents of Wellington Drive contacted Engineering staff to report localized flooding in their lots adjacent to the channel, in some cases causing minor impacts to structures. Flooding has also occurred intermittently during heavy rainfall. Improvements to the drainage channel and surrounding stormwater infrastructure are needed.

PROJECT BUDGET Year Actual 2020 Projected 2021 Budgeted 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 TOTAL

Expenditures $ 400,000 $ 400,000

FUNDING SOURCES Stormwater Fund Revenue

IMPACT ON OPERATING COSTS None

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community These improvements will ensure that this drainageway corridor will continue to function as usable open space, and will maintain the existing trail through the drainageway.

Capital Budget

CB-120

Town of Parker 2022 Annual Budget

STORMWATER FUND SECTION PROJECTS TITLE Capital Project: SW Clarke Farms Channel Improvements (cont)

Town of Parker 2022 Annual Budget

CB-121

Capital Budget

SECTION TITLE FUND PROJECTS STORMWATER Capital Project: Cherry Creek at Mainstreet

DESCRIPTION This project will construct master-planned improvements to Cherry Creek near Mainstreet.

PURPOSE/DISCUSSION Cherry Creek is the Town’s most significant drainageway, bisecting the Town from south to north and serving as a major regional waterway from our region to the South Platte River. This drainageway is the subject of a Major Drainageway Plan (MDP) performed by the Town and the Mile High Flood District (MHFD). This MDP sets forth master-planned stabilization and gradecontrol improvements that are planned to be constructed within the channel. This project will construct a segment of these improvements located in the vicinity of Mainstreet.

PROJECT BUDGET Year Actual 2020 Projected 2021 Budgeted 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 TOTAL

Expenditures $ 150,000 250,000 1,000,000 $ 1,400,000

FUNDING SOURCES Stormwater Fund Revenue; other contributions possible

IMPACT ON OPERATING COSTS The Town will be able to leverage MHFD’s maintenance funds long-term.

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community This drainageway corridor supports a regional trail network, which promotes active recreation in the area.

Promote a Safe and Healthy Community

These improvements will help to ensure this channel remains stable and operating properly through this area, and prevent potential flooding and erosion 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.

Innovate with Collaborative Governance This project is proposed as a partnership with the Mile High Flood District which allows the Town to utilize their expertise with drainageway projects. It will also enter the channel into MHFD’s Maintenance Eligibility Program, allowing the Town to leverage the District’s maintenance funds long-term.

Capital Budget

CB-122

Town of Parker 2022 Annual Budget

STORMWATER FUND SECTION PROJECTS TITLE Capital Project: Cherry Creek at Mainstreet (cont)

Town of Parker 2022 Annual Budget

CB-123

Capital Budget

SECTION TITLE FUND PROJECTS STORMWATER Capital Project: Tallman Gulch and Tributary MDP

DESCRIPTION This project is a Master Drainage Plan for Tallman Gulch and its major tributary Tallman Tributary within the Town limits.

PURPOSE/DISCUSSION Tallman Gulch and Tallman Tributary are major drainageways located within the eastern half of the Town which bisect the Reata North, Hidden River, Rowley Downs, and Canterberry subdivisions. Both drainageways are subject to a 2001 Outfall Systems Plan (OSP) performed by the Town, Douglas County, and the Mile High Flood District. Since then, numerous changes to the technical approach of stream stabilization have occurred, and the plan has become outdated. The update of this OSP to a major drainageway plan (MDP) will identify any problem areas and provide the necessary planning and budgeting information to ensure continued long-term stabilization of both drainageways.

PROJECT BUDGET Year Actual 2020 Projected 2021 Budgeted 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 TOTAL

Expenditures $ 75,000 $ 75,000

FUNDING SOURCES Stormwater Fund Revenue; other contributions possible

IMPACT ON OPERATING COSTS None

IMPACT ON OTHER DEPARTMENTS None

Innovate with Collaborative Governance The master plan will leverage funds from outside entities such as the MHFD and Douglas County and as such, will promote a regional cohesiveness within the plan.

Capital Budget

CB-124

Town of Parker 2022 Annual Budget

STORMWATER FUND SECTION PROJECTS TITLE

Town of Parker 2022 Annual Budget

CB-125

Capital Budget

FLEET SERVICES FUND 10-YEAR PLAN CAPITAL PROJECTS - FLEET SERVICES FUND 2020-2031 CAPITAL IMPROVEMENT PLAN PROJECTED 2021

ACTUAL 2020

CIP BY PROJECT

BUDGETED 2022

PROJECT TOTALS 2020 - 2031

10-YEAR CIP 2022 - 2031

EXPENDITURES Reinvestment in Existing Capital Fleet Replacements

1,512,319

1,600,000

16,006,100

19,118,419

130 15,353 15,483

1,512,319

1,615,483

1,600,000

16,006,100

19,133,902

Machinery, Equipment and Software Machinery and Equipment Transportation Equipment Subtotal Machinery, Equipment, Software Total Capital Expenditures

Fund balance - January 1 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 Revenue available for Capital

Capital Budget

2,508,071 17,857 75,608 6,136 2,607,672 820,430 1,787,242

1,512,319 $

1,925,828

BUDGETED 2022 2,107,467

1,925,828

1,650,905

Capital Expenses Total In-Year Capital Expenses Ending Available Resources - December 31

PROJECTED 2021

ACTUAL 2020

AVAILABLE RESOURCES

2,520,158 4,946 158,498 400 2,684,002 886,880 1,797,122

1,615,483 $

CB-126

2,107,467

2,982,555 5,095 500 2,988,150 944,648 2,043,502

1,600,000 $

2,550,969

Town of Parker 2022 Annual Budget

FLEET SERVICES FUND 10-YEAR PLAN

CIP BY PROJECT

2024

2025

2026

2027

2028

2029

2030

2031

1,747,000

1,750,000

1,500,000

1,350,000

1,375,000

1,535,000

1,963,100

1,536,000

1,650,000

1,747,000

1,750,000

1,500,000

1,350,000

1,375,000

1,535,000

1,963,100

1,536,000

2023

Reinvestment in Existing Capital 1,650,000 Fleet Replacement Mach,Equip,Software

Total Capital Exp.

Town of Parker 2022 Annual Budget

CB-127

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

CB-128

Town of Parker 2022 Annual Budget

FLEET SERVICES FUND PROJECTS Capital Project: Fleet Replacement (cont)

PROJECT BUDGET Year Actual 2020 Projected 2021 Budgeted 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 TOTAL

Expenditures $ 1,512,319 1,600,000 1,600,000 1,650,000 1,747,000 1,750,000 1,500,000 1,350,000 1,375,000 1,535,000 1,963,100 1,536,000 $ 19,118,419

FUNDING SOURCES Fleet Services Fund Revenue

IMPACT ON OPERATING COSTS None. New equipment will have less maintenance costs while other aging equipment will require more maintenance.

IMPACT ON OTHER DEPARTMENTS All departments that operate equipment to perform services in the Town’s response to needs.

TOWN STRATEGIC GOALS ACHIEVED Support an Active Community Equipment and vehicles purchased through this program support the operational departments in all areas of the Town including citizen activities through Parks and Open Space.

Enhance Economic Vitality By maintaining the Town’s roadways, providing desirable amenities such as parks and open space, and providing a safe place through law enforcement, the replacement capital has a major impact on the Town’s ability to create a culture and environment where business can succeed.

Foster Community Creativity and Engagement The Town’s fleet supports all activities conducted by staff. A few examples of activities include Public outreach by the Police Department, Public Works Touch-a-Truck events, and transportation provided by the Town for the Cultural Department activities.

Innovate with Collaborative Governance The Town’s purchasing policy allows the Fleet division to specify and purchase replacement equipment through competitively bid multi-agency purchasing contracts such as Colorado State Award, MAPO, Sourcewell, and other municipal governments. This practice ensures that the Town of Parker is obtaining equipment and vehicles that meet our needs while minimizing the amount of work performed through a formal bid process conducted by the Town.

Promote a Safe and Healthy Community Purchases such as police vehicles, plow equipment, and service equipment used for maintaining roadways and stormwater systems provide an active role in providing a safe and healthy community. Additionally, the equipment used to maintain the Town’s parks and open space is essential to providing these activity areas and providing opportunities for the public.

Town of Parker 2022 Annual Budget

CB-129

Capital Budget

TECHNOLOGY MANAGEMENT FUND 10-YEAR PLAN CAPITAL PROJECTS - TECHNOLOGY MANAGEMENT FUND 2020-2031 CAPITAL IMPROVEMENT PLAN ACTUAL 2020

CIP BY PROJECT

PROJECTED 2021

BUDGETED 2022

10-YEAR CIP 2022 - 2031

PROJECT TOTALS 2020 - 2031

EXPENDITURES Machinery, Equipment and Software Modular Power Revitalization Service Data Room Security Netmotion to the Cloud Archival Cloud Storage Advanced Endpoint Protection Police Records Management System Reboot Data Center Refresh Subtotal Machinery, Equipment, Software

40,050 18,500 58,550

20,000 6,000 35,000 42,000 103,000

20,000 6,000 35,000 42,000 50,000 153,000

40,050 18,500 20,000 6,000 35,000 42,000 50,000 211,550

Total Capital Expenditures

58,550

103,000

153,000

211,550

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 Revenue available for Capital

Capital Expenses Total In-Year Capital Expenses Ending Available Resources - December 31

Capital Budget

PROJECTED 2021

ACTUAL 2020

AVAILABLE RESOURCES

1,276,075

1,210,319

3,043,997 $ 13,502 19,558 3,077,057 3,142,813 (65,756)

3,975,659 3,024 2,900 3,981,583 3,853,235 128,348

BUDGETED 2022

1,210,319

1,280,117

58,550 $

CB-130

1,280,117

4,177,667 3,115 2,900 4,183,682 4,116,666 67,016

103,000 $

1,244,133

Town of Parker 2022 Annual Budget

TECHNOLOGY MANAGEMENT FUND 10-YEAR PLAN

CIP BY PROJECT

2023

2024

2025

2026

2027

2028

2029

2030

2031

Mach,Equip,Software Mod Power Revit Data Rm Security Netmotion Archival Cloud Advanced Endpt Police Rec System Data Ctr Refresh Subtotal

50,000 50,000

Total Capital Exp.

50,000

Town of Parker 2022 Annual Budget

CB-131

Capital Budget

TECHNOLOGY MANAGEMENT FUND PROJECTS Capital Project: Netmotion to the Cloud

DESCRIPTION This project will move the Town’s Netmotion virtual private network (VPN) service to the cloud. Netmotion is the VPN service that the Police Department uses to connect their mobile car units to the internal network

PURPOSE/DISCUSSION This project will increase network security by having the Police Department’s mobile units connect to the network through two layers of VPNs instead of a VPN connection facilitated by port forwarding.

PROJECT BUDGET Year Actual 2020 Projected 2021 Budgeted 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 TOTAL

Capital Budget

Expenditures $ 20,000 $ 20,000

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 This project allows the police department to effectively perform their jobs since it increases network security by preventing a hacker from crippling the network by taking advantage of open ports on the firewall.

CB-132

Town of Parker 2022 Annual Budget

TECHNOLOGY MANAGEMENT FUND SECTION PROJECTS TITLE Capital Project: Archival Cloud Storage

DESCRIPTION This project is cloud storage to archive historical data from on-premises storage devices and to provide off-site storage for Town backups.

PURPOSE/DISCUSSION The Town has a lot of historical data in the form of documents, videos and images. This data is of historical importance to the Town but is not accessed often. Moving that data to the cloud will free up on-premises storage, and the cloud storage provider will back up the data. The Town can also use the cloud storage as a target for a copy of its backups. Sending it to cloud storage would protect the backup data from cryptolocker events.

PROJECT BUDGET Year Actual 2020 Projected 2021 Budgeted 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 TOTAL

Expenditures $ 6,000 $ 6,000

Town of Parker 2022 Annual Budget

FUNDING SOURCES Technology Management Fund Revenue

IMPACT ON OPERATING COSTS None

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Enhance Economic Vitality Moving the backup target to the cloud will give the Town a true off-site backup (i.e. not a Town facility). This helps protect it from having to pay ransoms to Cryptolocker events that have completely shut down some cities and businesses. Should the Town have a Cryptolocker event without an appropriate backup, its data will be inaccessible and limit the effectiveness of the Town to provide services and to keep the community safe.

CB-133

Capital Budget

TECHNOLOGY MANAGEMENT FUND PROJECTS Capital Project: Advanced Endpoint Protection

DESCRIPTION This project is advanced endpoint protection (AEP) for internal endpoints and personal devices that access the network.

PURPOSE/DISCUSSION The Town’s current anti-malware solution is signature-based and does not protect against a zeroday exploit or malware. AEP protects against zero-day exploits by monitoring what an application is doing and stopping it from doing anything malicious. Should a malware event occur, AEP will take the endpoint off the network, notify IT staff and start collecting logs for potential submittal to the FBI. AEP will also protect personal devices that currently access the network due to the remote work requirement brought on by COVID-19.

PROJECT BUDGET Year Actual 2020 Projected 2021 Budgeted 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 TOTAL

Capital Budget

Expenditures $ 35,000 $ 35,000

FUNDING SOURCES Technology Management Fund Revenue

IMPACT ON OPERATING COSTS None

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Enhance Economic Vitality Keeping the Town’s data and network available is crucial to maintaining all Town services.

CB-134

Town of Parker 2022 Annual Budget

TECHNOLOGY MANAGEMENT FUND SECTION PROJECTS TITLE Capital Project: Police Records Management System Reboot

DESCRIPTION The Police Records Management System is due for a rehost to upgrade server operating systems.

PURPOSE/DISCUSSION When the Police Records Management System (RMS) went live in 2019, the manufacturer system requirements dictated Server 2012 as the approved operating system for the RMS servers. Central Square, the RMS software vendor, has advised that future upgrades have been designed to operate on Server 2019 and all existing systems will require operating system upgrades. These server upgrades require Central Square services in the form of a rehost for completion. No further upgrades or patches to this system can occur without a rehost.

PROJECT BUDGET Year Actual 2020 Projected 2021 Budgeted 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 TOTAL

Expenditures $ 42,000 $ 42,000

FUNDING SOURCES Technology Management Fund Revenue

IMPACT ON OPERATING COSTS None

IMPACT ON OTHER DEPARTMENTS None

TOWN STRATEGIC GOALS ACHIEVED Innovate with Collaborative Governance These systems allow for the sharing of law enforcement reports with other agencies, prosecutors, courts and the public.

Promote a Safe and Healthy Community

This system is the central depository for all crime reports and is the source for all crime reporting to the federal government. Crime statistics and trend information is also derived from the RMS which is an important tool in directing police operations. Law enforcement is a vital element in maintaining a safe community.

Town of Parker 2022 Annual Budget

CB-135

Capital Budget

FACILITY SERVICES FUND 10-YEAR PLAN CAPITAL PROJECTS - FACILITY SERVICES FUND 2020-2031 CAPITAL IMPROVEMENT PLAN PROJECTED 2021

ACTUAL 2020

CIP BY PROJECT

BUDGETED 2022

PROJECT TOTALS 2020 - 2031

10-YEAR CIP 2022 - 2031

EXPENDITURES Facilities Townwide BAS Upgrade

73,000

Total Capital Expenditures

73,000

Capital Budget

1,030,968 $ 1,510 6,188 1,038,666 1,128,491 (89,825)

15,197

BUDGETED 2022 89,454

15,197

105,022

Capital Expenses Total In-Year Capital Expenses Ending Available Resources - December 31

PROJECTED 2021

ACTUAL 2020

AVAILABLE RESOURCES

1,088,300 223 100,700 1,189,223 1,041,966 147,257

73,000 $

CB-136

89,454

1,180,284 230 721 1,181,235 1,141,062 40,173

129,627

Town of Parker 2022 Annual Budget

FACILITY SERVICES FUND 10-YEAR PLAN

CIP BY PROJECT

2031

2030

2029

2028

2027

2026

2025

2024

2023

Facilities Townwide BAS

Total Capital Exp.

Town of Parker 2022 Annual Budget

CB-137

Capital Budget

CB-138

Town of Parker 2022 Annual Budget

APPENDIX

PRINCIPAL SALES AND USE TAX PAYERS TOWN OF PARKER PRINCIPAL SALES AND USE TAX PAYERS LAST FIVE YEARS

Aggregate top ten filers

Top ten as a % of total sales tax

38,772,420

19,710,475

41,208,232

48.78%

47.83%

20,842,083

42,904,276

21,791,261

45,582,685

48.58%

47.81%

24,020,763 25,087,346

23,791,424

22,062,193

21,497,757

19,858,597

Aggregate all other filers Total sales tax

18,913,823

2020

2019

2018

2017

2016

TYPE OF INDUSTRY

49,108,109 48.91%

2020 TOP TEN SALES TAX FILERS IN ALPHABETICAL ORDER • • • • • • • • • •

Costco Wholesale #1022 Dillon Companies Inc. #75 (King Soopers) Dillon Companies Inc. #88 (King Soopers) Dillon Companies Inc. #126 (King Soopers) Douglas County Auto Use Tax Intermountain Rural Electric Association Lowe’s Home Centers, LLC Target Corporation The Home Depot USA Inc. Walmart Stores Inc.

Appendix

APP-2

Town of Parker 2022 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)

2016

291 104,587 39 46,291

779 74,862

Tax and Licensing Business licenses issued Public Safety Police Calls for service * Total crime incidents * Building Inspection Total building inspections

2018

421 154,364 19 48,540

1,024 56,268

2019

394 146,872 44 61,744

952 86,277

2020

393 142,712 31 17,488

904 106,230

390 142,802 26 46,044

751 49,913

482

519

552

926

644

73,133 5,183

85,894 6,097

89,417 6,061

69,370 2,348

63,603 1,583

27,707

33,972

40,658

37,456

31,497

28 5,997 30 10,442

28 6,116 34 10,474

28 6,500 34 10,500

30 6,402 31 7,473

10 2,640 13 4,570

Highways and Streets Streets New roadway additions (miles) Parks and Recreation Recreation Adult sports leagues Adult league attendance Youth sports leagues Youth league attendance **

2017

* Incidents are based on the National Incident-Based Reporting System. The totals shown are based on total crime incidents. Crime statistics are by nature dynamic which allows for additions, deletions and modifications at any time. ** Youth league attendance does not include participation in activities, camps or clinics starting in 2019.

Town of Parker 2022 Annual Budget

APP-3

Appendix

CAPITAL ASSETS BY FUNCTION TOWN OF PARKER CAPITAL ASSETS BY FUNCTION AND PROGRAM LAST FIVE YEARS FUNCTION/PROGRAM

2017

2016

2018

2019

2020

General Government Town Hall Other office buildings

1 2

Public Safety Police Station

2 187

2 189

2 194

2 196

2 201

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

APP-4

Town of Parker 2022 Annual Budget

DEMOGRAPHIC AND ECONOMIC INFORMATION TOWN OF PARKER DEMOGRAPHIC AND ECONOMIC INFORMATION LAST FIVE YEARS CATEGORY

2016

2017

2018

2019

2020

5-Year Change

21.78

21.82

22.20

22.30

2.4%

Housing units

19,011

19,810

19,949

21,654

22,267

17.1%

Population

51,023

51,715

53,428

56,084

57,648

13.0%

2.68

2.61

2.68

2.59

-3.4%

Median age

34.60

34.62

35.00

34.94

35.00

1.2%

High school graduates person age 25+

97.7%

97.8%

97.4%

98.0%

97.8%

0.1%

Bachelor's degree or higher person age 25+

52.6%

53.7%

54.0%

55.0%

53.2%

1.1%

2.1%

2.4%

2.3%

2.5%

5.6%

166.7%

Area in square miles

Average persons per household

Unemployment rate Median household income

$ 101,969

$ 110,534

$ 111,749

$ 113,836

11.6%

Source: Town of Parker, Douglas County, Neilsen Claritas Site Reports, Bureau of Economic Analysis

Town of Parker 2022 Annual Budget

APP-5

Appendix

BUDGET ORDINANCE

Appendix

APP-6

Town of Parker 2022 Annual Budget

BUDGET ORDINANCE (cont)

continued...

Town of Parker 2021 Annual Budget

APP-7

Appendix

BUDGET ORDINANCE (cont)

Appendix

APP-8

Town of Parker 2021 Annual Budget

BUDGET ORDINANCE (cont)

continued...

Town of Parker 2021 Annual Budget

APP-9

Appendix

BUDGET ORDINANCE (cont)

Appendix

APP-10

Town of Parker 2021 Annual Budget

BUDGET ORDINANCE (cont)

Town of Parker 2021 Annual Budget

APP-11

Appendix

MILL LEVY ORDINANCE

Appendix

APP-12

Town of Parker 2022 Annual Budget

MILL LEVY ORDINANCE (cont)

continued... Town of Parker 2021 Annual Budget

APP-13

Appendix

MILL LEVY ORDINANCE (cont)

Appendix

APP-14

Town of Parker 2021 Annual Budget

SECTION GLOSSARY TITLE Accrual Accounting – A basis of accounting in which revenues and expenditures are recorded at the time they are earned or incurred as opposed to when cash is actually received or spent. For example, in accrual accounting, revenue which was earned in December but not collected until January is recorded as revenue of December rather than January. ACFR – The Town’s Annual Comprehensive Financial Report found here: www.ParkerOnline.org/ Accounting Adopted Budget – Budget amounts approved by the Town Council and the budget document which consolidates all operating and capital appropriations. Amended Budget – The Adopted Budget plus any Town Council-approved Budget Amendments that reflect unanticipated expenditures of the Town. Americans with Disabilities Act (ADA) – The Americans with Disabilities Act, which became law in 1990, is a civil rights law that prohibits discrimination against individuals with disabilities in all areas of public life, including jobs, schools, transportation, and all public and private places that are open to the general public. Amortization – Refers to the process of allocating the cost of an intangible asset (a non-physical asset) over a period of time. Also refers to the repayment of loan principal over time. Appropriation – The legal authorization of a specific amount of money made by the Town Council which permits the Town to incur obligations and to make expenditures of resources in the various funds. Assessed Valuation – The value that is established for real or personal property by the County Assessor for the purpose of levying property taxes Balanced Budget – The budget is considered to be balanced when proposed expenditures do not exceed proposed revenues and available fund balances for any budgeted year. This applies to all funds contained in the budget. The budget must be balanced when it is formally presented to the Town Council by the Town Administrator and when it is passed by the Town Council Bond – An interest bearing note issued to borrow monies on a long term basis. Budget – A financial plan for a specified period of time (the fiscal year) that balances projected revenues and fund balance appropriations to estimated expenditures and operating transfer obligations. Budget Amendment – The Town Charter allows Town Council to make additional appropriations by ordinance during the fiscal year for unanticipated expenditures of the Town. Such appropriations shall not exceed the amount by which actual and anticipated revenues of the year exceed the revenues estimated in the budget, unless the appropriations are necessary to relieve an emergency endangering public peace, health, safety or property. Budgetary Legal Level of Control – The legal level in which expenditures cannot exceed total appropriations. For the Town of Parker, that is at the fund level. Town of Parker 2022 Annual Budget

APP-15

Appendix

SECTION TITLE GLOSSARY (cont) Budget Procedure – Requirements of the Parker Town Charter. Section 9.2 of the Parker Town Charter states “A proposed budget for the ensuing fiscal year shall be presented to the Council on or before the fifteenth day of October of each year.” Section 9.5 of the Parker Town Charter states “Not later than the 15th day of December of each year, the Council shall adopt on final reading an ordinance for the budget and an ordinance for the annual appropriations.” Budget Reallocation – Budget reallocations may be made between line items with the approval of the Town Administrator and Finance Director. Capital Asset – An asset that is acquired, purchased or constructed with a cost or fair market value (at the time of acquisition) greater than or equal to $5,000 and a useful life of more than one year. Equipment, furniture, fixtures, artwork, buildings, land and infrastructure that have a useful life of more than one year and cost greater than $5,000 are all examples of capital assets. The cost of a capital asset includes all amounts incurred to acquire the asset and any amounts that can be directly attributable to bringing the asset into working condition. Directly attributable costs include costs for delivery, site preparation, installation and professional services such as legal, architectural, engineering and project management. Capital Expenditure or Outlay – Expenditure for the acquisition or addition of a capital asset. Capital Improvement Project, Capital Project, Public Improvement Project – A permanent addition to the Town’s assets, which includes design, construction and purchase of land, buildings and facilities. Capital Projects Funds – Capital Projects Funds account for financial resources that must be used for the acquisition, improvements or construction of major capital projects. The Town currently has the following Capital Projects Funds: the Public Improvements Fund, the Excise Tax Fund, the Capital Renewal and Replacement Reserve Fund, multiple Impact Fee Funds, the Hess Ranch Metro District Fund and the Parkglenn Construction Fund. Capital Renewal and Replacement Fund – A Capital Projects Fund that accounts for funds that are transferred in from other funds and which can be used to fill budgetary gaps related to the renewal and/or replacement of aging equipment, facilities and other types of assets or similar type future needs. Certificates of Participation (COP) – A form of financing, used by government entities which is secured by a share of lease revenues. Charges for Services – The amount the Town receives for the provision of services and commodities or the performance of specific services benefiting the person charged. This is also known as user charges. Compound Annual Growth Rate (CAGR) – The average annual rate at which funds grow over multiple periods of time.

Appendix

APP-16

Town of Parker 2022 Annual Budget

GLOSSARY SECTION TITLE (cont) Conservation Trust – State of Colorado lottery funds remitted to the Town for parks and recreation expenditures. Contingency – An appropriation of funds to cover unforeseen events that occur during the fiscal year. Cultural Fund – A Special Revenue Fund that accounts for funds related to the Cultural Department, also known as Parker Arts. Debt Service – Principal and interest due on long-term debt such as loans, notes and bonds incurred by the Town. Debt Service Funds – Debt Service Funds are used to account for resources that will be used to pay the interest and principal of long-term debts. Denver Regional Council of Governments (DRCOG) – The organization that addresses challenges and planning for the region. Members establish guidelines, set policy and allocate funding in the areas of transportation and personal mobility, growth and development, and aging and disability resources. Depreciation – The method of allocating the cost of a tangible or physical asset over its useful life or life expectancy. Enterprise Funds – Enterprise Funds account for operations that are financed and operated in a manner similar to private businesses, where the intent of the Town is that the fund will be selfsupporting. The Town currently has one Enterprise Fund, the Stormwater Utility Fund. Excise Tax Fund – A Capital Projects Fund that accounts for the accumulation of new development excise taxes and the transfer of funds to other funds for the purpose of financing roads, parks or municipal facilities. Expenditure – Payment for goods or services, including operating expenses that require the current or future net current assets, debt and capital outlay. Fiscal Year – The 12-month period to which the annual budget applies. This is January 1 to December 31 for the Town of Parker. Full-Time Equivalent (FTE) – The conversion of staff time into the decimal equivalent. One fulltime position (1.0 FTE) is defined as containing 2,080 hours; a half-time position (.5 FTE) requires 1,040 work hours. Fund – An accounting entity that has a set of self-balancing accounts and that records all financial transactions for specific activities or governmental functions. The funds used by the Town are General Fund, Special Revenue Funds, Capital Project Funds, Debt Service Funds, Enterprise Fund, Internal Service Funds, and a Custodial Fund.

Town of Parker 2022 Annual Budget

APP-17

Appendix

SECTION TITLE GLOSSARY (cont) Fund Balance – Generally, fund balance is the difference between a fund’s assets and liabilities. For a given year, on a budgetary basis, the beginning fund balance plus estimated revenue less budgeted expenditures equals ending fund balance. Maintaining an adequate fund balance is important for reasons that include having funds available for emergencies, unexpected events and to maintain a strong financial position. GASB 54 establishes the scheme for reporting fund balances. There are five different classifications reported in the Town’s audited financials: nonspendable, restricted, committed, assigned and unassigned. Gallagher Amendment – Adopted by Colorado voters in 1982, this amendment impacts how much Colorado homeowners pay in property taxes. The portion of residential property that is subject to taxation drops when residential property values grow faster than non-residential property values. The Amendment was repealed by voters in 2020. GASB (Governmental Accounting Standards Board) - The agency charged with establishing accounting standards for government. General Fund – The General Fund is the general operating fund of the Town. It is used to account for all financial resources except those required to be accounted for in other funds. General Fund revenues include sales and use taxes, property taxes, licenses and permits, intergovernmental and other types of revenue. This fund includes most of the basic operation services including police, public works, finance and general administration. Great Outdoors Colorado (GOCO) – A state-wide lottery program approved by Colorado voters in 1992 to provide increased funding for parks and open space throughout the State. These funds are allocated through a competitive grant program administered by GOCO staff. Intergovernmental Agreement (IGA) – An agreement between two or more governments to cooperate in some specific way, i.e. working together on a streets project Infrastructure – Public domain capital assets such as roads, bridges, streets, drainage systems and similar immovable assets. Intergovernmental Revenues – Revenue from other governments, such as federal, state and county grants. Internal Service Funds – Internal Service Funds account for the financing of goods and services provided primarily by one Town department to other Town departments or agencies, or to other governments, on a cost-reimbursement basis. Law Enforcement Assistance Fund – A Special Revenue Fund that accounts for crisis intervention, police training and equipment, and victim services and support. Levy – To impose taxes, special assessments or service charges for the support of Town services. Manual on Uniform Traffic Control Devices (MUTCD) – Contains the standards for traffic control devices that regulate, warn and guide road users. The MUTCD functions as both a legal and an engineering document.

Appendix

APP-18

Town of Parker 2022 Annual Budget

GLOSSARY (cont) Medical Benefits Fund – An Internal Service Fund that accounts for the payment of medical claims for employees and their covered dependents on a partially self-funded basis. Mill Levy – The assessed property tax rate. It is presented in mills; one mill equaling 1/1000 of a dollar. This is multiplied by the property taxable value to determine the property tax. Objective – The planned attainment of a certain condition or specific accomplishment which is an integral part or phase of a strategy that contributes to accomplishing a goal. An objective should be stated in terms of results, not processes or activities, and should reflect a reasonable estimate of what is practical. Open Budget – The Town’s website that supports Town transparency by providing up-to-date access to the Town’s budget along with actual revenue and expenses: www.ParkerOnline.org/ OpenBudget Operating Expense – Those costs, other than capital improvements and debt service, necessary to support the primary services of the organization. PACE Center – Parker Arts, Cultural and Events Center. Parker Authority for Reinvestment (P3 or PAR) – An urban renewal authority in the Town. Parker Authority for Reinvestment Fund – A Special Revenue Fund that is a legally separate entity for which the Town is financially accountable. As such, it is not accounted for in this budget but is included in the Annual Comprehensive Financial Report. Parkglenn Construction Fund – A Capital Projects Fund that accounts for funds held in escrow for a traffic signal at Parker Road and Parkglenn Way. The signal is budgeted for construction in 2022. Parks and Recreation Fund – A Special Revenue Fund that primarily accounts for planning, design and construction of parks, trails and recreation facilities. Other uses include land acquisition, repayment of debt issued and special studies and analysis related to the overall operation, functionality and implementation of park and recreational facilities. Performance Measures – A quantitative measure that allows the Town to determine the degree to which specified performance results are met. Program – A specific set of activities directed at attaining specific objectives. Proposed Budget – The recommended Town budget annually submitted by the Town Administrator to the Town Council by October 15. Purchased Services – The cost to obtain the efforts of individuals or businesses who are not on the Town payroll and who can provide a service not available through the Town’s own resources. Parker Arts – The public name designated by the Cultural Department to represent all arts, culture, history, science and education opportunities that the Town offers to residents and visitors.

Town of Parker 2022 Annual Budget

APP-19

Appendix

SECTION TITLE GLOSSARY (cont) Public Improvements Fund – A Capital Projects Fund that accounts for streets capital projects which include Town-constructed road and bridge additions, extension and expansions, traffic signal installations and median landscaping. Recreation Debt Service Fund – A Debt Service Fund that accounts for payments of principal and interest on the sales and use tax bonds and Certificates of Participation issued to finance construction of recreation capital projects. Recreation Fund – A Special Revenue Fund that accounts for the administration functions of all recreation and park design/development activities. Reduction of Appropriations - If at any time during the fiscal year it appears probable to the Town Administrator that the revenues available will be insufficient to meet the amount appropriated, a report shall be provided to the Council without delay indicating the estimated amount of deficit and recommendations as to any steps to be taken. The Council shall then take such further action as it deems necessary to prevent or minimize any deficit, and for that purpose it may by ordinance reduce one (1) or more appropriations. Revenue – Income received by the Town government in support of the government’s program of services to the community. It includes such items as sales tax, property taxes, fees, user charges, grants and fines. Request for Proposal (RFP) – An early stage in a procurement process, issuing an invitation for suppliers, often through a bidding process, to submit a proposal on a specific commodity or service. Restricted Funds – Funds that can only be used for a specific purpose as a result of designated giving. Examples include restrictions imposed by law, creditors or bond covenants. Special Revenue Funds – Special Revenue Funds account for activities supported by revenues that are received or set aside for a specific purpose that are legally restricted. The Town currently has six Special Revenue Funds: the Conservation Trust Fund, the Cultural Fund, the Law Enforcement Assistance Fund, the Parks and Recreation Fund, and the Recreation Fund. Stormwater Utility Fund - An Enterprise Fund that accounts for fees collected from residential and commercial properties to ensure that stormwater systems are properly planned, constructed and maintained within the Town. Strategic Goal - Strategic Goals represent a combination of organizational and townwide goals for our community. Supplemental Appropriation - The Council may make additional appropriations by ordinance during the fiscal year for unanticipated expenditures required of the Town. Such additional appropriations shall not exceed the amount by which actual and anticipated revenues of the year exceed the revenues as estimated in the budget, unless the appropriations are necessary to relieve an emergency endangering the public peace, health, safety or property. Supplies – The cost of goods acquired for consumption or resale.

Appendix

APP-20

Town of Parker 2022 Annual Budget

GLOSSARY (cont) Taxpayer’s Bill of Rights (TABOR) Amendment - An amendment of the constitution of the State of Colorado which basically limits annual increases in revenues and expenditures and requires voter approval for any tax rate increase or multi-year debt of financial obligation. The increase in spending and revenue is limited to an index based on the Denver-Boulder Consumer Price Index plus a local growth factor determined by percentage change in actual value of all real property. Technology Management Fund – An Internal Service Fund that accounts for computer maintenance and replacement, software management, network administration, data security, data backup and recovery, GIS mapping, end user support and technical support for all Town departments. Transfers – The movement of monies from one fund to finance activities in another fund. The monies are considered a financing source for the receiving fund and a financing use for the originating fund. Transfers are at Council’s discretion and for an appropriate purpose, such as to support other funds and legal debt service agreements. Transfer of Appropriations - The Council may by resolution transfer any unencumbered appropriation, balance or portion thereof from one (1) department, office or agency to another. Urban Renewal Area (URA) - According to Colorado State Statute, an Urban Renewal Area is established when four elements of blight exist. A complete list of elements is found on the P3 website. These areas have access to unique financial tools to encourage redevelopment. Use Tax – A sales tax on purchases made outside of the governmental agency’s boundaries for taxable items that will be used, stored or consumed with the agency’s boundaries and for which no tax was collected on the original purchase.

Town of Parker 2022 Annual Budget

APP-21

Appendix

APP-22

Town of Parker 2022 Annual Budget