City of Golden BIENNIAL BUDGET 2011/2012 2011 - 2012 CITY OF GOLDEN, COLORADO BUDGET AND CAPITAL PROGRAMS

2011 - 2012 Golden Downtown General Improvement District Budget

2011 Budget Adopted by Resolution of the Golden City Council on December 9, 2010

2010 GOLDEN CITY COUNCIL Jacob Smith, Mayor Marcia Claxton, Ward I Joe Behm, Ward II Bob Vermeulen, Ward III Bill Fisher, Ward IV Marjorie Sloan, District I Karen Oxman, Mayor Pro-Tem, District II

Submitted by: Michael C. Bestor City Manager 2011-2012 CITY OF GOLDEN BIENNIAL BUDGET TABLE OF CONTENTS

INTRODUCTION Budget Message ...... 1 City Council Budget Letter ...... 7 Budget Calendar ...... 10 Citizens Budget Advisory Committee Message ...... 12 GFOA Distinguished Budget Presentation Award ...... 14 2011-2012 Budget Summary Fund Type Descriptions ...... 15 2011 Budget Summary Revenue and Expenditure Chart of all Funds ...... 20 2012 Budget Summary Revenue and Expenditure Chart of all Funds ...... 21 2011 Budget Summary – By Fund Type ...... 22 2012 Budget Summary – By Fund Type ...... 23 Fund Balance Detail Governmental Funds ...... 24 Fund Cash Balance Detail Proprietary Funds ...... 25 2011 Budget Summary – All Funds ...... 26 City of Golden Debt Service Requirements ...... 27 Organizational Chart ...... 28 City of Golden Staffing Chart ...... 29

REVENUE MANUAL Property Tax Revenue...... 31 Sales Tax Revenue ...... 34 Use Tax Revenue ...... 35 Building Use Tax Revenue ...... 36 Sales and Use Tax Audit Revenue ...... 37 Vendor Discount Revenues ...... 38 Auto Ownership Tax Revenue ...... 39 Xcel Energy Franchise Fee ...... 40 Cable Franchise Fee ...... 41 Building Permit Revenue ...... 42 Fire Contract Fee Revenue ...... 43 Recreation Fees/Field Rental Revenue ...... 44 Campground Revenue ...... 45 Administrative Service Fee Revenue ...... 46 Plan Check Fee ...... 47 Cigarette Tax Revenue ...... 48 County Road and Bridge Revenue ...... 49 Court Fines and Fees Revenue ...... 50 Gaming Grant Revenue ...... 51 Investment Income ...... 52 Water Sales Revenue ...... 53 Coors Water Sales Revenue ...... 54 Water Development Fee Revenue ...... 55 Wastewater Sales Revenue ...... 56 Wastewater Development Fee Revenue ...... 57 Drainage Utility Fee Revenue ...... 58 Cemetery Operating Revenue ...... 59 The Splash Aquatic Park Revenues ...... 60 Community Center Admission Revenue ...... 61 Community Center Program Fees ...... 62 Fossil Trace Golf Course Green Fees ...... 63 Fossil Trace Golf Course Cart Rental Fees ...... 64 Fossil Trace Golf Course Driving Range ...... 65 Fossil Trace Golf Course Merchandise Sales ...... 66 Highway User Tax Revenue ...... 67 Jefferson County Open Space Sales Tax Shared Revenue ...... 68 Lottery Revenue ...... 69

GENERAL FUND 2011 General Fund Revenues/Expenditures Charts ...... 72 2012 General Fund Revenues/Expenditures Charts ...... 73 Comparative Budget Changes by Program ...... 74 Comparative Budget Changes by Department ...... 75 General Fund Revenues ...... 76 City Council ...... 78 Sustainability ...... 80 City Attorney ...... 84 Municipal Judge ...... 85 City Manager’s Office ...... 86 GURA Director’s Office ...... 88 Communications Office ...... 89 City Clerk’s Office ...... 94 Human Resources Department ...... 96 Finance and Administrative Services Department ...... 99 Municipal Court ...... 103 Planning and Development Department ...... 106 Economic Development ...... 108 Community Marketing ...... 109 Public Works Department...... 110 Streets Division ...... 114 Highway Corridor Project Streets ...... 116 Police Administration and Support Services ...... 119 Police Operations Division ...... 122 Fire Department ...... 125 Parks and Recreation Administration ...... 128 Outdoor Recreation Division ...... 130 Parks Division ...... 133 Forestry Division ...... 136 Clear Creek RV Park ...... 138 Municipal Facilities Division ...... 140 Other General Fund Divisions ...... 142 MANAGERIAL ENTERPRISE FUNDS

Community Center Fund Comparative Budget Changes ...... 145 Community Center Fund ...... 146

The Splash Aquatic Park Fund Comparative Budget Changes ...... 149 The Splash Aquatic Park Fund ...... 150

Cemetery Operations Fund Comparative Budget Changes ...... 153 Cemetery Operations Fund ...... 154

Fossil Trace Golf Club Operations Fund Comparative Budget Changes ...... 157 Fossil Trace Golf Club Operations ...... 158

Rooney Road Sports Complex Fund Comparative Budget Changes ...... 163 Rooney Road Sports Complex ...... 164

Museum Fund Comparative Budget Changes ...... 167 Golden History Museums ...... 168

UTILITY FUNDS Water Fund Comparative Budget Changes ...... 171 Wastewater Fund Comparative Budget Changes ...... 173 Utilities Division ...... 175 Water Treatment Division ...... 178 Environmental Services Division ...... 182 Water Fund ...... 185 Wastewater Fund ...... 186 Drainage Utility Fund Comparative Budget Changes ...... 188 Drainage Utility Fund ...... 189

CAPITAL IMPROVEMENT PLAN FUNDS 10-Year Capital Improvement Plan ...... 191 Capital Improvement Plan Summary ...... 202 Capital Programs Fund ...... 204 Sales and Use Tax Capital Improvements Fund ...... 205 Water Fund Capital Programs ...... 208 Wastewater Fund Capital Programs ...... 209 Drainage Utility Fund Capital Programs ...... 210 Open Space Fund ...... 211 Conservation Trust Special Revenue Fund Capital Programs (Lottery) ...... 212 Fossil Trace Golf Club ...... 213 INTERNAL SERVICE FUNDS

Fleet Management Comparative Budget Changes ...... 215 Fleet Management Division ...... 216

Information Technology Comparative Budget Changes ...... 220 Information Technology Division ...... 221

Other Internal Service Funds Description ...... 225 Insurance Fund – Comparative Budget Changes ...... 226 Medical Benefit Fund - Comparative Budget Changes ...... 227 Workers’ Compensation and Unemployment Insurance Fund - Comparative Budget Changes ...... 228

OTHER FUNDS Golden Downtown General Improvement District (GDGID) Fund - Comparative Budget Changes ...... 229 Cemetery Perpetual Care Fund - Comparative Budget Changes ...... 230

APPENDIX A Demographic and Economic Statistics (Unaudited) ...... 231 Operating Indicator Statistics (Unaudited) ...... 232 Capital Asset Statistics (Unaudited) ...... 233 Principal Taxpayer Statistics (Unaudited) ...... 234 Miscellaneous Statistics (Unaudited) ...... 235 Map ...... 236 About Golden ...... 237 Golden’s Water Treatment Plant ...... 238 Glossary ...... 239 Resolution No. 2092 Adopting the 2011 Budget ...... 245 Resolution No. 2093 Setting the 2011 Property Tax Mill Levy ...... 247 Resolution No. 10-1 Appropriating the 2011 GDGID Budget ...... 248 Resolution No. 10-2 Setting the 2011 GDGID Property Tax Mill Levy ...... 249 Resolution No. 1606 Long-Range Budget Policies ...... 250 Resolution No. 1597 Debt Management Policy ...... 259 Resolution No. 734 Strategic Thinking and Leadership ...... 265

APPENDIX B Financial Trend Monitoring System ...... 269

911 10TH ST. GOLDEN, CO 80401 TEL: 303-384-8000 FAX: 303-384-8001 WWW.CITYOFGOLDEN.NET

Council Memorandum

For: The Honorable Mayor and City Council

From: Mike Bestor, City Manager

Date: October 15, 2010 Re: Recommendations Regarding 2011 – 2012 Operating Budget

I. BACKGROUND:

Two years ago you adopted the current biennial budget in a time of “extraordinary and unique volatility”. This City was as prepared for this “Great Recession” as any could be, and your 2009-2010 Budget was proactive, measured and focused on the long term.

Unfortunately this global economic retrenchment has been of a longer term than most people would have anticipated, so that we once again find ourselves using very conservative forecasts to protect this organization against the serious potential of more reductions in revenue.

Fortunately, at this time, we have many reasons to celebrate the financial condition of the City of Golden:

x The 2009-2010 Budgets anticipated using 1.5 million dollars of accumulated General Fund reserves to get through the two-year period. Instead, with careful management and a great tax audit program, we now expect to add $200,000 to our reserves.

x When we re-financed our outstanding sales tax revenue bonds we saved the City 1.3 million dollars, and received an upgraded bond rating from Standard and Poor’s (from A to A+).

x Our actual sales tax revenue as of September 30 is precisely where we predicted it would be.

x We are currently re-filling all the positions that were subject to the soft hiring freeze.

City of Golden Page 1 2011/2012 Biennial Budget x Our 2010 end-of-year (12/31/2010) projected General Fund balance is currently at 29% of expenditures – well above our target operating position of 10-20%.

x Our long-standing budget policies proved their worth during this recession and we held true to those policies every step of the way.

II. RECOMMENDATIONS:

Attached for your consideration is a two-year operating budget that: x Maintains ending General Fund balances at the top of our target range. x Maintains solid fund balances within management’s targets for every other fund. x Keeps police and other salaries competitive by authorizing limited raises based on merit of 2% and provides for some selected salary market adjustments where warranted. More normal levels of merit increases (4%) are included in the 2012 projection but no final decision will be made on that for at least 12 months. x After a two-year gap, reinstates compliance with the Golden Municipal Code Section 2.08.012 by adjusting Council compensation 1.7%, consistent with the Denver-Boulder C.P.I. x Further meets Council Governance Policy 2.5 (6) by maintaining the $1,000 per councilor constituent communication funds; provides $ 30,000 for Council Training & Travel and fully funds ($30,000) City memberships in DRCOG, CML, I-70 Coalition, Transit Alliance, etc. The Communication Managers’ budget continues the part-time position which provides research and administrative assistance to the Mayor and funds the annual Boards & Commissions Appreciation Dinner. x Funds Council’s new Neighborhood Grant Program by adding $ 20,000 to the City Council Budget. x Increases employee and city premium costs for employee medical insurance by 5%, as recommended by the City’s benefits consultants. To mitigate further premium increases to employees and the City, employee deductibles and maximum out-of-pocket costs have been increased. This strategy results in smaller premium increases to the City and the group as a whole, while passing along most of the increased costs to those who are frequent users of the medical plan. x Provides $900,000 from the General Fund to provide productive work space for Public Works and Planning Department staff by re-using the former shops building. A much smaller amount ($200,000) is planned from the General Fund in 2012 to retrofit the then- vacant Public Works offices for use by the IT Department. x Adds two full-time positions to the General Fund:

o A Web Content Manager to make full use of the Council-directed new web site and to better control its content. City of Golden 2011/2012 Biennial Budget Page 2 o A third Sales and Use Tax Auditor. x Provides up to $575,000 over the two year period to protect this community from the proposed Jefferson Parkway. x Continues the senior sales tax refund program at $56,000. x Increases our contribution to the Foothills Animal Shelter from $22,000 to $32,000 to cover increased costs for their new, larger building. x Increases City contribution to the Volunteer Firefighters Pension Plan (our only defined benefit plan) by 21% to $146,000. (This % change does not include the extra $50,000 contribution in 2010.) x Provides $25,000 in the City Managers’ budget in both years to finance the 4th of July fireworks show. x Establishes museum operations in its own “Managerial Enterprise Fund” for better control, accountability and long term planning. x Continues emergency operations planning by providing $20,000 in each year for consulting help in staging exercises and $5,000 in 2011 for phone lines and other physical modifications to the Emergency Operations Center. x Does not include money for citizen surveys or pedestrian and bicycle surveys (if Council decides to conduct such surveys, money can be supplementally appropriated to match your identified program scope.)

III. Support for Recommendations

These budget recommendations are designed to be in compliance with all applicable City of Golden policy requirements:

x The City Charter x Council Resolution 1606 x Council budget letter of September, 2010

In addition, we have carefully considered the draft Vision 2030 and believe that we are absolutely in-line with the policy directives in that document.

Vision 2030 identifies a primary “Guiding Principle” of Responsive Government.

Our City government is responsive, approachable, good at listening, welcomes participation and involvement, is fair to all parts of the City and is accountable.

City of Golden Page 3 2011/2012 Biennial Budget This budget dramatically increases our ability to communicate with the addition of the Web Content Manager and the completion of our web site redesign. Restoring even token level merit increase and training budgets, helps maintain and improve our terrific City staff that led Vision 2030 participants to recognize this first principle as an important part of what makes Golden such a great place.

Resolution 1606, Long-Range Budgetary Policies, calls for a General Fund balance between 10% and 20% with the preferred target of 20%. One of the options to be considered if the fund balance exceeds 20% is:

(4) Are there one-time capital items in the Capital Improvement Plan that should be given higher priority and started immediately?

I believe that we should not delay addressing the poor working conditions of Public Works/Planning staff. We have analyzed a large variety of options and considered the remodel of the old (blue) shops building to be the most cost effective. We believe this can be a very energy efficient and timely solution that can be accomplished for less than the cost of a 5 year office lease. The City will no doubt have continued use of this building for a very long time. Moving the IT staff into the vacated office space will then free up much needed space in City Hall, but more importantly provide a secured work area for the IT operation and the water plant.

Resolution 1606 also says that:

c. If projected year-end fund balance is between 10% and 20%, the Council should: 1. Thoroughly scrutinize revenue projections to make sure they are conservatively estimated based on sound principles. 2. Thoroughly review current revenues and operating expenditures quarterly to make sure that the ending fund balance will not go below 10%.

You already do #2 every year in good times and bad. As you know, the Finance Director and I watch the budget “like a hawk” every single month. Our track record in predictions and year-long adjustments should give you a very high level of confidence. As you review this year’s Revenue Manual, you will see that all of our projections are based on sound analysis. Finally, you should have every confidence in the proposed ending fund balances because they are so close to 20% and because you have seen how quickly we can reduce budgeted expenditures, if needed.

I have included funding for one more Sales and Use Tax Auditor because of the excellent job our current staff has performed. Unfortunately we have several large corporations that had not paid the full amount owed to the City of Golden. Each of our two current auditors has secured more than $400,000 on average per year in 2008 and 2009. While we cannot expect that amount every year, we are very certain there is more money out there and we think we owe it to our citizens to help these businesses identify the proper amounts they should be paying.

City of Golden 2011/2012 Biennial Budget Page 4 The 2% merit increase is based on the Mountain States Employers Council annual survey which shows projected increases for all metro Denver of 2.1%. The accompanying employee paid increase on medical insurance premiums, deductibles and out-of-pocket maximums are unfortunate, as they may completely wipe out this small merit pay increase for some employees. Our self insured Medical Benefit Fund must remain sound.

We considered programming the $20,000 you requested for the Neighborhood Grant Program among the various capital funds that might be used to fund grant requests. After much consideration, we are recommending that the entire amount be programmed in the City Council budget in the General Fund for three reasons:

1. Spreading this small amount among parks, streets and sidewalk capital budgets is more trouble than it is worth,

2. This method provides total transparency, and

3. The method provides accountability.

Even in these turbulent times, I can confidently recommend this budget to you for your consideration and adoption.

IV. Limiting Factors

There are two significant threats to this budget:

1. The potential for a significant double dip recession, and

2. The 3 initiatives on the November ballot proposed by Colorado’s anti-tax advocates.

All revenue projections are based on very conservative estimates assuming the economy stays fairly level. If ever these estimates prove too optimistic, we can reduce expenditures at any time during the year. Because we collect our own taxes, and analyze those returns monthly, we know very quickly if collections deteriorate. We still predict ending the year with on-target fund balances which will provide a significant cushion for any eventuality.

An even bigger unknown than this economy is the impact if the three statewide ballot initiatives (Amendment 60, Amendment 61 and Proposition 101) pass in November. Although every prominent candidate from both parties is opposing these measures and polling indicates that they will all be defeated, we must be prepared, just in case. If these measures should pass, Council will need to reschedule budget adoption until your December 16 meeting so you can consider very significant changes, which will likely include:

x An immediate 10% reduction in the General Fund, followed by reductions year after year. This will be possible only with significant reductions in personnel in almost every department.

x Because of staff reductions, many of our citizen boards would need to shift from a monthly to a quarterly meeting schedule.

City of Golden Page 5 2011/2012 Biennial Budget x An additional 13% increase in water and wastewater rates to pay property taxes to Clear Creek, Summit and Jefferson counties.

x Significant program changes at the Community Center to make it as self-sufficient as possible.

x Development of appropriate severance packages.

In summary, the City remains in sound financial condition and the 2011-2012 Biennial Budget furthers that position while achieving Council and community goals.

City of Golden 2011/2012 Biennial Budget Page 6 City of Golden Page 7 2011/2012 Biennial Budget City of Golden 2011/2012 Biennial Budget Page 8 City of Golden Page 9 2009/2010 Biennial Budget City of Golden

2011-2012 Biennial Budget Calendar

Date Action

March 17, 2010 CBAC (Citizens Budget Advisory Committee) 2009 year-end financial overview

April 21, 2010 CBAC review of 1st Quarter Report

May 19, 2010 CBAC review of 2010 budget amendment

June 2010 6/02 Initial 10 Year CIP Meeting with Department Heads 6/23 CBAC 10 Year CIP Discussion

July 2010 7/12 Distribute Budget Templates to Departments 7/20 Preliminary Revenue Projections Completed – Review with Management Team 7/21 CBAC review of FTMS (Financial Trends Monitoring System); 2nd quarter Financials; 2009 CAFR 7/22 Distribute Updated 10 Year CIP Schedules and Preliminary Revenue Projections to Department Heads

August 2010 8/03 Meeting with Department Heads to review 10 Year CIP and Revenue Projections 8/13 Budget requests due to Finance 8/17 Copies of new requests to Management Team 8/18 CBAC 2011 Budget discussion Week of 8/23 Initial Meeting with Department Heads to review budget requests with Finance Director 8/24 At Management Team - review new requests with Department Heads 8/26 Proposed Rate and Fee Changes to Finance

September 2010 9/09 Distribute 2011 CIP to Council 9/09 Follow-up Meeting with Department Heads to review budget requests with City Manager, Salary survey review with Management Team 9/15 CBAC review of 2011 CIP, Proposed Rate and Fee Changes 9/16 Council Study Session review of 2011 CIP, Review of Proposed Rate and Fee Changes 9/23 Public hearing on 2011 CIP, Public Hearing on Rate and Fee Changes

City of Golden 2011/2012 Biennial Budget Page 10 October, 2010 10/07 Adoption of Rate & Fee Changes for 2011 10/14 Council Study Session review of 2011-2012 Budget 10/20 CBAC review of 2011 revenue projections, draft 2011-2012 Budget; review of 3rd quarter financials 10/21 Public hearing on 2011-2012 Budget and CIP

November, 2010 11/04 Council Study Session review of 2011-2012 Budget 11/10 CBAC review of 2011-2012 Budget recommendations from Council and Public hearings, CBAC final recommendations on Budget 11/11 Public Hearing on 2011-2012 Budget and CIP, City Council Adopts 2011 Budget and CIP, City Council Sets Mill Levy for 2011

December, 2010 12/31 2011-2012 Budget ready for distribution

City of Golden Page 11 2011/2012 Biennial Budget A Message From the Citizens Budget Advisory Committee

The purpose of the Citizens Budget Advisory Committee (CBAC) is to advise the City Manager on the development, implementation, and evaluation of the yearly budget presented to City Council. In addition, the committee acts as a vehicle for the exchange of information between community members, City staff, and City Council. CBAC meetings are open and all citizens are encouraged to attend. CBAC meets monthly from March through November. Citizens may become voting members of this all-volunteer committee by attending at least five meetings of the previous nine meetings. The five meetings can bridge two budget years.

CBAC supports this biennial budget. Golden’s Finance Department, City staff and others have again done a remarkably fine job of assembling a budget for the next two years.

We commend the City staff on successfully taking steps in 2009 and 2010 to control expenditures during a period of uncertain economic conditions, while maintaining essential services. We note that the Finance Director has raised revenue by pursuing Sales and Use Tax Audits, and judicious investments of the City’s reserves. We applaud the recent bond refinancing, which will result in considerable interest savings in future years. We agree with the City Manager’s contention that the economic retrenchment will be longer term and support his conservative revenue forecasts.

We support the following budget priorities:

™ Public safety / Fire and police ™ Infrastructure / Provide adequate working conditions for Public Works/Planning staff, including green/environmental components in this and future Capital Improvement projects ™ Water resources / Protect our water rights and manage and maintain the quality of our water ™ Compensation / Stability of good quality staff ™ Council’s priorities towards sustainability and future transportation needs.

In support of the final 2011-2012 Biennial Budget, CBAC recommends to City Management and Council, the following (in no particular order):

9 Exercise vigilance and contingency planning for potential revenue issues, especially sales and use tax revenues, relating to economic conditions and legislative actions 9 Continue to review water needs, water rate schedules, etc. 9 Continue effective communication with the citizens, staff and Council 9 Continue to support and maintain City infrastructure, including I.T. systems and security 9 Continue to promote Downtown vitality

In conclusion, CBAC wants to acknowledge the efforts of the many individuals who have given so much of their time and energy towards the City’s efforts in putting together a 2011-2012 Budget.

City of Golden 2011/2012 Biennial Budget Page 12 City of Golden Page 13 2011/2012 Biennial Budget GFOA Distinguished Budget Award

The Government Finance Officers Association of the United States and Canada (GFOA) presented an award of Distinguished Presentation to the City of Golden for its annual budget for the fiscal year beginning Jan. 1, 2009. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan and as a communication device. The award is valid for one budget period only. The City of Golden believes our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award.

2009 was the tenth consecutive time the City of Golden has received this budget award.

City of Golden 2011/2012 Biennial Budget Page 14 SECTIONȱOVERVIEWȱ

Thisȱ sectionȱ ofȱ theȱ 2011Ȭ2012ȱ budgetȱ documentȱ providesȱ anȱ overviewȱ ofȱ theȱ departmentalȱ narratives,ȱ revenuesȱ andȱ expendituresȱ inȱ theȱ City’sȱ primaryȱ funds.ȱȱInȱ addition,ȱ thisȱ sectionȱ providesȱaȱdefinitionȱandȱexplanationȱofȱtheȱfundȱtypesȱusedȱbyȱtheȱCity,ȱandȱanȱexplanationȱofȱtheȱ budgetingȱ andȱ accountingȱ basisȱ forȱ presentationȱ ofȱ revenuesȱ andȱ expendituresȱ byȱ fundȱ andȱ aȱ summaryȱofȱpoliciesȱlocatedȱinȱAppendixȱAȱofȱthisȱdocument.ȱ ȱ DEPARTMENTALȱNARRATIVESȱ ȱ ItȱhasȱalwaysȱbeenȱtheȱoverarchingȱpriorityȱofȱCityȱCouncilȱtoȱmakeȱGoldenȱaȱgreatȱplaceȱtoȱlive,ȱ workȱandȱplay.ȱȱToȱthatȱend,ȱeachȱdepartmentȱandȱdivisionȱbudgetȱnarrativeȱprovidesȱaȱdetailedȱ descriptionȱofȱtheȱactivities,ȱbudgetedȱstaffingȱlevels,ȱasȱwellȱasȱgoalsȱforȱtheȱupcomingȱbiennialȱ budget,ȱaccomplishmentsȱforȱ theȱ currentȱ andȱ priorȱ budgetȱ yearsȱ andȱ theȱperformanceȱmeasuresȱ utilizedȱtoȱfacilitateȱtheȱattainmentȱofȱCouncil’sȱchiefȱpriority.ȱȱȱȱȱ ȱ BASISȱOFȱPRESENTATION,ȱBUDGETINGȱANDȱACCOUNTINGȱ ȱ BasisȱofȱPresentationȱ–ȱFundȱAccountingȱ ȱ Theȱ activitiesȱ ofȱ theȱ Cityȱ areȱ organizedȱ intoȱ separateȱ fundsȱ thatȱ areȱ designatedȱ forȱ aȱ specificȱ purposeȱorȱsetȱofȱpurposes.ȱȱEachȱfundȱisȱconsideredȱaȱseparateȱaccountingȱentity,ȱsoȱtheȱoperationsȱ ofȱ eachȱ fundȱ areȱ accountedȱ forȱ withȱ aȱ setȱ ofȱ selfȬbalancingȱ accountsȱ thatȱ compriseȱ itsȱ revenues,ȱ expenses,ȱassets,ȱliabilities,ȱandȱfundȱequityȱasȱappropriate.ȱȱȱ ȱ Theȱ numberȱ andȱ varietyȱ ofȱ fundsȱ usedȱ byȱ theȱ Cityȱ promotesȱ accountabilityȱ butȱ canȱ alsoȱ makeȱ municipalȱ budgetingȱ andȱ financeȱ complex.ȱȱTherefore,ȱ understandingȱ theȱ fundȱ structureȱ isȱ anȱ importantȱ partȱ ofȱ understandingȱ theȱ City’sȱ finances.ȱȱTheȱ threeȱ basicȱ fundȱ categoriesȱ areȱ GovernmentalȱFunds,ȱProprietaryȱFundsȱandȱFiduciaryȱFunds;ȱwithinȱeachȱfundȱcategoryȱthereȱareȱ variousȱfundȱtypes.ȱȱFollowingȱisȱaȱdescriptionȱofȱtheȱsixȱfundȱtypesȱthatȱcontainȱtheȱCity’sȱvariousȱ funds.ȱ ȱ ȱ ȱ ȱ

City of Golden Page 15 2011/2012 Biennial Budget GovernmentalȱFundsȱ ȱ GeneralȱFundȱ ȱ Theȱ Generalȱ Fundȱ isȱ theȱ City’sȱ primaryȱ operatingȱ fundȱ andȱ isȱ usedȱ toȱ trackȱ theȱ revenuesȱ andȱ expendituresȱassociatedȱwithȱtheȱbasicȱCityȱservicesȱthatȱareȱnotȱrequiredȱtoȱbeȱaccountedȱforȱinȱ otherȱfunds.ȱȱThisȱincludesȱservicesȱsuchȱasȱpolice,ȱpublicȱworks,ȱparksȱandȱrecreation,ȱandȱotherȱ supportȱ servicesȱ suchȱ asȱ humanȱ resources.ȱȱTheseȱ servicesȱ areȱ fundedȱ byȱ generalȱ purposeȱ taxȱ revenuesȱandȱotherȱrevenuesȱthatȱareȱunrestricted.ȱȱThisȱmeansȱthatȱtheȱCityȱCouncil,ȱwithȱinputȱ fromȱtheȱpublic,ȱhasȱtheȱabilityȱtoȱdistributeȱtheȱfundsȱinȱaȱwayȱthatȱbestȱmeetsȱtheȱneedsȱofȱtheȱ communityȱasȱopposedȱtoȱotherȱfundsȱareȱrestrictedȱtoȱpredefinedȱuses.ȱ ȱ SpecialȱRevenueȱFundsȱ ȱ SpecialȱRevenueȱfundsȱaccountȱforȱactivitiesȱsupportedȱbyȱrevenuesȱthatȱareȱreceivedȱorȱsetȱasideȱ forȱ aȱ specificȱ purposeȱ thatȱ areȱ legallyȱ restricted.ȱȱTheȱ Cityȱ hasȱ threeȱ Specialȱ Revenueȱ funds;ȱ ConservationȱTrustȱFundȱandȱGoldenȱDowntownȱGeneralȱImprovementȱDistrictȱ(GDGID).ȱ ȱ CapitalȱProjectsȱFundsȱ ȱ Capitalȱ Projectsȱ fundsȱ accountȱ forȱ financialȱ resourcesȱ thatȱ mustȱ beȱ usedȱ forȱ theȱ acquisition,ȱ improvementsȱorȱconstructionȱofȱmajorȱcapitalȱprojects.ȱȱTheȱCityȱhasȱthreeȱCapitalȱProjectsȱfunds;ȱ SalesȱandȱUseȱTaxȱCapitalȱImprovementȱFundȱ(SUTȱCapitalȱFund),ȱCapitalȱProgramsȱFunds,ȱandȱ OpenȱSpaceȱFund.ȱȱTheȱ10ȱyearȱcapitalȱimprovementsȱplanȱlistsȱapprovedȱandȱanticipatedȱcapitalȱ projectsȱ ofȱ theȱ City,ȱ andȱ canȱ beȱ locatedȱ inȱ theȱ capitalȱ improvementȱ planȱ sectionȱ ofȱ theȱ budgetȱ document.ȱ ȱ ProprietaryȱFundsȱ ȱ EnterpriseȱFundsȱ ȱ Enterpriseȱ fundsȱ accountȱ forȱ operationsȱ thatȱ areȱ financedȱ andȱ operatedȱ inȱ aȱ mannerȱ similarȱ toȱ privateȱbusiness,ȱwhereȱtheȱintentȱofȱtheȱCityȱisȱthatȱtheȱfundȱwillȱbeȱselfȱsupporting.ȱȱThisȱrequiresȱ thatȱtheȱexpenseȱofȱprovidingȱgoodsȱandȱservicesȱtoȱtheȱgeneralȱpublicȱonȱaȱcontinuingȱbasisȱbeȱ financedȱ orȱ recoveredȱ primarilyȱ throughȱ userȱ charges.ȱȱInȱ theȱ eventȱ thatȱ theseȱ userȱ chargesȱ areȱ insufficientȱtoȱcoverȱtheȱoperationsȱofȱtheȱEnterpriseȱfund,ȱtransfersȱcanȱbeȱmadeȱfromȱotherȱfundȱ typesȱtoȱprovideȱadditionalȱsupport.ȱȱTheȱCity’sȱEnterpriseȱfundsȱconsistȱofȱUtilityȱFundsȱ(Water,ȱ WastewaterȱandȱDrainage),ȱSplashȱAquaticȱParkȱFund,ȱFossilȱTraceȱGolfȱCourseȱFund,ȱCommunityȱ CenterȱFund,ȱCemeteryȱOperationsȱFund,ȱMuseumȱFundȱandȱRooneyȱRoadȱSportsȱComplexȱFund.ȱ ȱ ȱ ȱ

City of Golden 2011/2012 Biennial Budget Page 16 InternalȱServiceȱfundsȱaccountȱforȱtheȱfinancingȱofȱgoodsȱandȱservicesȱprovidedȱprimarilyȱbyȱoneȱ Cityȱ departmentȱ toȱ otherȱ Cityȱ departmentsȱ orȱ agencies,ȱ orȱ toȱ otherȱ governments,ȱ onȱ aȱ costȬ reimbursementȱ basis.ȱȱTheȱ City’sȱ Internalȱ Serviceȱ fundsȱ consistȱ ofȱ theȱ Fleetȱ Managementȱ Fund,ȱ Informationȱ Technologyȱ Fund,ȱ Insuranceȱ Fund,ȱ Medicalȱ Benefitȱ Fundȱ andȱ Workers’ȱ CompensationȱFund.ȱ ȱ FiduciaryȱFundsȱ(TrustȱandȱAgencyȱFunds)ȱ ȱ TrustȱFundsȱ ȱ TrustȱandȱAgencyȱfundsȱaccountȱforȱresourcesȱthatȱtheȱCityȱdoesȱnotȱhaveȱtheȱauthorityȱtoȱspendȱ onȱitsȱownȱbecauseȱtheȱCityȱisȱholdingȱassetsȱofȱtheseȱfundsȱinȱaȱtrusteeȱcapacityȱorȱasȱanȱagentȱforȱ anotherȱorganizationalȱunit.ȱȱTheȱCityȱhasȱoneȱtrustȱfundȱwhichȱisȱbudgeted;ȱCemeteryȱPerpetualȱ Careȱ Fundȱ andȱ oneȱ trustȱ fundȱ thatȱ isȱ notȱ budgeted;ȱ Volunteerȱ Firefighterȱ Serviceȱ Awardȱ Trustȱ Fund.ȱ ȱ BasisȱofȱBudgetingȱ ȱ Basisȱ ofȱ budgetingȱ refersȱ toȱ theȱ methodologyȱ usedȱ toȱ includeȱ revenuesȱ andȱ expendituresȱ inȱ theȱ budget.ȱȱTheȱCityȱofȱGoldenȱprimarilyȱbudgetsȱonȱaȱcashȱbasis.ȱȱTheȱCityȱdoesȱnotȱbudgetȱforȱnonȬ cashȱitemsȱsuchȱasȱdepreciationȱandȱamortization.ȱȱTheȱrevenuesȱandȱexpendituresȱareȱassumedȱtoȱ beȱ collectedȱ orȱ spentȱ duringȱ theȱ periodȱ appropriated.ȱȱUsingȱ thisȱ assumption,ȱ theȱ currentȱ yearȱ revenuesȱareȱcomparedȱtoȱexpendituresȱtoȱensureȱthatȱeachȱfundȱhasȱsufficientȱrevenuesȱtoȱcoverȱ expendituresȱduringȱtheȱbudgetȱyear,ȱorȱthatȱthereȱareȱsufficientȱcashȱreservesȱinȱtheȱfundȱtoȱcoverȱ aȱrevenueȱshortfall.ȱ ȱ BasisȱofȱAccountingȱ ȱ Basisȱ ofȱ accountingȱ refersȱ toȱ theȱ pointȱ atȱ whichȱ revenuesȱ orȱ expendituresȱ areȱ recognizedȱ inȱ theȱ accountsȱandȱreportedȱinȱtheȱfinancialȱstatements.ȱȱTheȱgovernmentȬwideȱfinancialȱstatements,ȱasȱ wellȱasȱtheȱfinancialȱstatementsȱforȱproprietaryȱfundsȱandȱfiduciaryȱfunds,ȱareȱreportedȱusingȱtheȱ economicȱresourceȱmeasurementȱfocusȱandȱtheȱaccrualȱbasisȱofȱaccounting.ȱȱUnderȱaccrualȱbasisȱofȱ accounting,ȱ revenuesȱ areȱ recordedȱ whenȱ earnedȱ andȱ expensesȱ areȱ recordedȱ whenȱ aȱ liabilityȱ isȱ incurred,ȱregardlessȱofȱwhenȱtheȱcashȱisȱreceived.ȱ ȱ Governmentalȱ fundȱ financialȱ statementsȱ areȱ reportedȱ usingȱ currentȱ financialȱ resourcesȱ measurementȱfocusȱandȱtheȱmodifiedȱaccrualȱbasisȱofȱaccounting.ȱȱUnderȱmodifiedȱaccrualȱbasisȱofȱ accounting,ȱrevenuesȱareȱrecognizedȱasȱsoonȱasȱtheyȱbecomeȱbothȱmeasurableȱandȱavailable,ȱandȱ expendituresȱareȱrecordedȱinȱtheȱperiodȱthatȱtheȱexpenditureȱoccursȱandȱbecomesȱaȱliability.ȱȱȱ ȱ ȱ

City of Golden Page 17 2011/2012 Biennial Budget BasisȱofȱBudgetingȱvs.ȱBasisȱofȱAccountingȱ ȱ Theȱbasisȱofȱbudgetingȱdiffersȱfromȱtheȱbasisȱofȱaccountingȱonlyȱbyȱtheȱassumptionsȱthatȱareȱmadeȱ inȱregardsȱtoȱtheȱtimingȱofȱtheȱrecognitionȱofȱrevenuesȱandȱexpenditures.ȱȱTheȱbudgetȱassumesȱthatȱ allȱrevenuesȱandȱexpendituresȱasȱwellȱas,ȱtheȱassociatedȱcash,ȱwillȱbeȱexpendedȱorȱreceivedȱduringȱ theȱ budgetȱ period.ȱȱConversely,ȱ theȱ basisȱ ofȱ accountingȱ onlyȱ recognizesȱ revenuesȱ whenȱ theyȱ becomeȱbothȱmeasurableȱandȱavailable,ȱandȱexpendituresȱwhenȱincurred.ȱȱCashȱisȱnotȱnecessarilyȱ receivedȱorȱexpendedȱatȱtheȱsameȱtime.ȱ ȱ BUDGETȱPOLICYȱSUMMARYȱ ȱ Theȱ2011/2012ȱbiennialȱbudgetȱisȱgovernedȱby,ȱandȱinȱcomplianceȱwithȱcurrentȱbudgetȱpolices.ȱȱTheȱ followingȱsummaryȱprovidesȱinformationȱregardingȱcurrentȱbudgetȱpolicies,ȱwhichȱcanȱbeȱreadȱinȱ detailȱinȱAppendixȱAȱofȱtheȱbudgetȱdocument.ȱȱ ȱ Resolutionȱ734ȱ–ȱStrategicȱThinkingȱandȱLeadership:ȱȱCityȱCouncilȱadoptedȱaȱprocessȱofȱstrategicȱ planningȱandȱthinkingȱasȱitsȱchosenȱmethodȱtoȱevaluateȱandȱimplementȱpolicyȱdecisionsȱandȱ acceptedȱaccountabilityȱforȱshapingȱtheȱfutureȱofȱtheȱcommunity.ȱ ȱ Resolutionȱ1597ȱ–ȱDebtȱManagementȱPolicy:ȱthisȱpolicyȱestablishesȱappropriateȱusesȱofȱdebt,ȱ establishesȱformalȱdebtȱmanagementȱpracticesȱtoȱensureȱthatȱtheȱCityȱmaintainsȱaȱstrongȱcreditȱ profileȱandȱappliesȱtheseȱpracticesȱasȱaȱfunctionalȱtoolȱforȱshortȬtermȱandȱlongȬtermȱdebtȱ management.ȱ ȱ Resolutionȱ1606ȱ–ȱLongȱRangeȱBudgetȱPolicies:ȱȱtheȱlongȱrangeȱbudgetȱpoliciesȱthatȱwereȱadoptedȱ byȱCityȱCouncilȱunderȱthisȱresolutionȱprovideȱguidelinesȱcoveringȱareasȱofȱrevenueȱmanagement,ȱ strategicȱbudgeting,ȱmaintenanceȱofȱinfrastructureȱandȱequipment,ȱmanagementȱofȱenterpriseȱ funds,ȱfundȱbalanceȱlevelsȱandȱseveralȱotherȱareasȱcriticalȱtoȱtheȱdevelopmentȱofȱtheȱCity’sȱbudget.ȱȱ Theȱpurposeȱofȱtheseȱpolicesȱisȱtoȱprovideȱaȱframeworkȱforȱtheȱmanagementȱofȱtheȱsourcesȱandȱ usesȱofȱpublicȱfundsȱtoȱachieveȱcommunityȬwideȱgoals.ȱȱ ȱ ȱ ȱ ȱ

City of Golden 2011/2012 Biennial Budget Page 18 City of Golden Page 19 2009/2010 Biennial Budget CITY OF GOLDEN 2011 BUDGET

Where it comes from…revenues (all funds):

General Property Tax Intergovernmental 9% 6% Interfund Transfers 8% Sales and Use Tax 28%

Charges for Service includes(amounts stated in thousands): Charges for Service $ 2,405 General Fund 40% $ 7,891 Water/Wastewater/Drainage $ 1,519 Community Center Miscellaneous Other $ 392 Cemetery 9% $ 371 Splash Aquatic Park $ 2,918 Fossil Trace Golf Course $ 75 Sports Complex $ 81 Museums $ 50 Capital Programs $ 5,592 Internal Service $ 49 Cemetery Perpetual Care

Where it goes…expenditures (all funds):

Debt Service 8% Misc Other/Interfund General Government 8% 21%

Parks and Recreation 19%

Public Works includes(amounts stated in Public Safety thousands): 15% $ 3,624 General Fund $ 6,319 Water Fund $ 2,086 Wastewater Fund Public Works $ 521 Drainage Utility Fund 29% $ 4,273 Capital Project Funds

City of Golden 2011/2012 Biennial Budget Page 20 CITY OF GOLDEN 2012 BUDGET

Where it comes from…revenues (all funds):

General Property Tax Intergovernmental 10% 4% Interfund Transfers 6%

Sales and Use Tax 29%

Charges for Service includes(amounts stated in thousands): Charges for Service $ 2,447 General Fund 42% $ 8,368 Water/Wastewater/Drainage $ 1,534 Community Center Miscellaneous Other $ 401 Cemetery 9% $ 374 Splash Aquatic Park $ 3,016 Fossil Trace Golf Course $ 77 Sports Complex $ 81 Museums $ 50 Capital Programs $ 5,699 Internal Service $ 50 Cemetery Perpetual Care

Where it goes…expenditures (all funds):

Debt Service 9% Misc Other/Interfund 7% General Government 22%

Parks and Recreation 16%

Public Works includes(amounts stated in thousands): Public Safety $ 3,354 General Fund 17% $ 7,092 Water Fund $ 2,054 Wastewater Fund Public Works $ 456 Drainage Utility Fund 29% $ 3,206 Capital Project Funds

City of Golden Page 21 2011/2012 Biennial Budget - 022 , 366 , 4,366,022 4 Total Grand Grand Agency Trust and Special Revenue --- Service Internal Internal 700 , 178 , 3,178,700 3 Capital Capital Projects 822 , 084 , 1,084,822 1 Funds Enterprise Enterprise - 1,521,435 3,203,696 - - - 4,725,131 500 , 102,500 102 1,584,400 - - - - - 1,584,400 8,070,6313,624,364 8,925,621 - 4,273,455 375,000 ------16,823,439 8,445,631 1,042,7081,709,705 1,068,700 - 398,700 460,600 - - - - 15,000 - 3,192,105 1,503,308 2,280,045 6,167,442 2,603,000 - 175,000 - 11,225,487 4,743,811 - 200,000 5,827,848 17,750 - 10,789,409 (1,601,535) (1,376,437) (1,465,200) (53,841) 4,740 51,024 (4,441,249) Fund 23,055,663 17,683,198 11,514,451 5,827,848 192,750 15,000 58,288,910 21,454,128 16,306,761 10,049,251 5,774,007 197,490 66,024 53,847,661 General General y enditures and enditures enditures p p and Econ. Devel. Econ. and g City of Golden 2011 BUDGET SUMMARY - BY FUND TYPE 31, 2011 For The Year Ended December Debt Service Public Works Other Uses Other Accumulation (Use) of Contingency (Use) of Accumulation Contingency Ending Projected $4,485,779 $2,604,340 $523,505 $3,704,513 $101,293 $1,646,523 $13,065,954 FUNDING SOURCES: Revenues: Tax Property General Tax Use and Sales TaxesOther Permits and Licenses Service for Charges Intergovernmental Forfeitures and Fines InterestMiscellaneous 5,012,100Interfund Transfers Transfers ProceedsBond 10,151,900 456,600 2,405,300 1,058,675 1,041,650 - 495,300 13,245,705 - - 80,965 610,103 4,905,682 - 120,000 - - - 1,916,169 1,774,962 - - 120,307 5,591,800 - - - 19,200 - - 29,500 - - 27,865 111,500 - - - 162,000 - 70,707 49,389 3,150 2,959 - - - - - 1,516 21,292,194 - 5,039,965 15,057,582 3,200,784 - - - 16,635 - - 2,518,915 1,061,634 456,600 358,665 - 495,300 - - Interfund Transfers Interfund Total Ex Total Parks and Recreation Plannin Land Sale Proceeds Total Revenues Total EXPENDITURES: General Government Other Ex Public Safet

City of Golden 2011/2012 Biennial Budget Page 22 - 230 , 227 , 3,227,230 3 Total Grand Agency Trust and Special Revenue --- Service Internal Internal 900 , 260 , 2,260,900 2 Capital Capital Projects ------270 , 861,270 861 Funds Enterprise Enterprise - 1,544,035 3,210,246 - - - 4,754,281 060 , 105,060 105 (775,816) (1,795,641) (254,454) 38,406 (18,030) 60,590 (2,744,945) 1,594,950 - - - - - 1,594,950 8,263,3743,353,852 9,602,438 - 3,205,800 850,000 ------16,162,090 9,113,374 1,060,670 1,068,700 398,700 - - 15,000 2,543,070 1,036,778 - 430,600 - - - 1,467,378 2,343,325 5,929,296 115,000 - 200,000 - 8,587,621 4,488,033 - 400,000 5,842,901 17,750 - 10,748,684 Fund 22,140,982 18,144,469 8,610,346 5,842,901 217,750 15,000 54,971,448 21,365,166 16,348,829 8,355,892 5,881,307 199,720 75,590 52,226,503 General General y enditures and enditures enditures p p and Econ. Devel. Econ. and g City of Golden 2012 BUDGET SUMMARY - BY FUND TYPE 31, 2012 For The Year Ended December Debt Service Other Uses Other Contingency (Use) of Accumulation Projected Ending Contingency Ending Projected $3,709,963 $758,699 $319,052 $3,742,919 $83,263 $1,707,113 $10,321,009 Public Works FUNDING SOURCES: Revenues: Tax Property General Tax Use and Sales TaxesOther Permits and Licenses Service for Charges Intergovernmental Forfeitures and Fines InterestMiscellaneous 5,010,000Interfund Transfers Transfers Bond Proceeds 10,237,782 496,600 2,446,650 1,079,896 - 740,200 500,510 13,850,498 - - 622,468 4,953,141 50,000 - 126,000 - - - 1,013,000 1,513,766 - - 5,699,100 - 73,295 - - 95,400 - - 33,451 - 28,000 111,500 - - - 163,600 - 70,707 49,883 3,150 2,989 - - - 1,981 22,046,131 - - 5,038,000 15,190,923 - - - 1,966,800 25,707 - 2,346,283 1,082,885 496,600 331,141 500,510 Interfund Transfers Interfund Total Ex Total Parks and Recreation Land Sale Proceeds Total Revenues Total EXPENDITURES: General Government Other Ex Plannin Public Safet

City of Golden Page 23 2011/2012 Biennial Budget ȱȱ ȱȱȱȱȱ 56,660 57,059 26,204 262,392 Balance ȱ 3,709,963 1,707,113 Projected 12/31/2012 ȱȱȱȱȱȱȱ ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ ȱȱȱȱȱȱȱȱȱȱ ȱȱȱȱȱȱȱȱȱȱȱȱȱ ȱȱȱȱȱȱȱ ȱȱȱȱȱȱȱȱȱȱȱȱȱȱ ȱȱȱȱȱȱȱȱȱȱȱȱȱȱ Fund ȱȱȱȱȱȱ ȱȱȱȱȱȱȱ 17,750 15,000 448,700 200,000 2012 6,797,046 1,364,600 Budget ȱȱ ȱȱȱȱ Ȭ ȱȱȱȱȱȱȱ ȱȱȱȱȱȱȱ ȱȱȱȱȱȱȱȱȱ ȱȱȱȱȱȱ ȱȱȱȱȱȱȱȱȱȱȱ Expenditure ȱȱȱȱȱ ȱȱȱȱȱȱȱȱ 36,544 75,590 493,051 163,176 2012 6,548,241 1,364,600 Budget Revenue 21,365,166 22,140,982 ȱȱ ȱȱȱȱȱ ȱȱȱȱȱ ȱȱȱȱȱȱȱ ȱȱȱȱ ȱȱȱȱȱȱȱȱȱ ȱȱ ȱȱȱȱȱ 38,265 63,028 305,465 218,041 Balance ȱ 4,485,779 1,646,523 Projected 12/31/2011 ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ ȱȱȱȱȱȱȱȱȱȱ ȱȱȱȱȱȱȱ ȱȱȱȱȱȱȱȱȱȱȱȱ ȱȱȱȱȱȱȱ ȱȱȱȱȱȱȱȱȱȱȱȱ ȱȱȱȱȱȱȱȱȱȱȱȱȱȱ Fund ȱȱȱȱȱȱȱȱ ȱȱȱȱȱȱȱ 17,750 15,000 175,000 8,383,696 1,532,055 1,598,700 2011 23,055,663 Budget Expenditure ȱȱȱȱȱȱȱȱȱȱ ȱȱȱȱȱȱȱȱȱ ȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱ ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ ȱȱȱȱȱȱȱȱȱȱȱȱ ȱȱȱȱȱȱȱȱȱȱȱȱȱȱ ȱȱȱȱȱ ȱȱȱȱȱȱȱȱȱ 36,190 66,024 161,300 2011 7,194,582 1,384,300 1,520,369 Budget 21,454,128 Revenue ȱȱȱȱ ȱȱȱȱ ȱȱ ȱȱȱȱȱȱȱȱȱ ȱȱȱȱȱȱȱ ȱȱȱȱȱȱ ȱȱȱȱȱȱȱȱȱȱȱ ȱȱ ȱȱȱȱȱ 11,686 19,825 76,728 432,441 Balance ȱ 1,494,579 6,087,314 1,595,499 Projected 12/31/2010 ȱȱȱȱȱȱȱȱȱȱ ȱȱȱȱȱȱȱȱȱȱȱȱ ȱȱȱȱȱȱȱ ȱȱȱȱȱȱȱȱȱȱȱȱ ȱȱȱȱȱȱȱ ȱȱȱȱȱȱȱȱȱ ȱȱȱȱȱȱȱȱȱȱȱȱȱȱ Fund ȱȱȱȱȱȱ ȱȱȱȱȱȱȱ 26,701 15,000 940,000 194,900 2010 7,481,550 1,309,050 Budget ȱȱȱȱ ȱȱȱȱȱȱȱ ȱȱ ȱȱȱȱȱȱȱ ȱȱȱȱȱȱȱȱȱ ȱȱȱȱȱȱ ȱȱȱȱȱȱȱȱȱȱȱ Expenditure FUNDS ȱȱȱȱȱ ȱ ȱȱȱȱȱȱȱȱ 72,400 35,937 903,000 927,925 189,100 2010 6,211,088 Budget Revenue 21,220,753 21,033,051 ȱȱȱȱȱ ȱȱȱȱȱ ȱȱȱȱȱ ȱȱȱȱȱȱȱ ȱȱȱȱ ȱȱȱȱȱȱȱȱȱ ȱȱȱ ȱ 10,589 Fund 2,765,041 1,538,099 Balance 12/31/2009 ȱȱȱȱȱȱ ȱȱȱȱȱȱȱȱȱȱȱ ȱȱȱȱȱȱȱȱȱ ȱȱȱȱȱȱȱȱȱȱȱ ȱȱȱȱȱȱ ȱȱȱȱȱȱ ȱȱȱȱȱȱȱȱȱȱȱ GOVERNMENTAL ȱ ȱ ALL Fund ȱ ȱȬȱ Improvement ȱ Improvement ȱ Fund ȱ PROJECTION ȱ FUNDS FUNDS ȱ ȱ Care ȱ Fund 82,528 General ȱ ȱ Capital Fund 48,686 ȱ ȱ FUND ȱ FUND Tax ȱ Trust (GDGID) ȱ ȱ ȱ Fund 813,566 Golden ȱ ȱ PROJECT REVENUE Perpetual ȱ Use ȱ ȱ ȱ BALANCE Fund 5,899,612 ȱ Downtown Fund ȱ of Programs ȱ ȱ ȱ Budget ȱ ȱ Space and ȱ ȱ City 2011 Fund FUND SPECIAL Capital Open PERMANENT OPERATING General Conservation Sales Cemetery CAPITAL Golden District

City of Golden 2011/2012 Biennial Budget Page 24 ȱȱȱȱ ȱȱȱ 86,546 57,347 15,000 27,563 47,186 16,987 ȱ ȱ (47,153) 591,737 189,012 998,772 503,832 510,178 131,108 Cash 1,511,024 Projected ȱȱȱȱȱȱȱȱ ȱȱȱȱȱ ȱȱ ȱȱȱȱȱȱȱ ȱȱȱȱȱȱȱ ȱȱȱȱȱ ȱȱȱȱȱ ȱȱȱȱȱ ȱȱȱȱȱȱȱȱ ȱȱȱȱȱ ȱȱȱȱȱȱȱȱ ȱȱȱȱȱȱ ȱȱȱȱȱ ȱȱȱȱȱȱȱȱ 12/31/2012 ȱȱȱȱȱȱ ȱȱȱȱȱ 52,638 338,000 478,051 480,270 848,801 485,000 496,489 2012 2,038,100 2,008,300 2,054,198 1,498,901 3,112,738 8,593,474 1,512,700 Budget Expense ȱȱ ȱȱȱȱȱ ȱȱ ȱȱȱȱȱ ȱȱȱȱȱ ȱȱȱȱȱ ȱȱȱȱȱ ȱȱȱȱȱȱȱ ȱȱ ȱȱ ȱȱ ȱȱ ȱȱ ȱȱȱȱȱ ȱȱȱȱȱȱ ȱȱȱȱȱȱȱȱ In ȱ 371,923 421,425 485,270 516,200 131,297 430,953 2012 2,013,048 2,141,400 1,016,701 1,979,484 1,506,325 3,112,217 6,758,434 1,345,459 Budget Cash ȱȱ ȱȱȱȱȱ ȱȱ ȱȱȱȱȱ ȱȱȱȱȱ ȱȱ ȱȱȱȱȱ ȱȱȱȱȱ ȱȱ ȱȱ ȱȱ ȱȱ ȱȱ ȱȱȱȱȱ ȱȱȱȱ ȱȱȱ 10,000 21,112 47,707 82,523 111,598 557,814 113,973 967,572 425,173 102,277 502,754 298,349 Cash 1,377,924 1,787,887 Projected 12/31/2011 ȱȱȱȱȱȱȱ ȱȱȱȱȱȱȱ ȱȱȱȱ ȱȱȱȱȱȱȱ ȱȱȱȱȱȱȱȱȱ ȱȱȱȱȱȱȱȱȱ ȱȱȱȱȱȱȱ ȱȱȱȱȱȱȱ ȱȱȱȱȱȱȱ ȱȱȱȱȱȱȱ ȱȱȱȱȱȱȱȱȱ ȱȱȱȱ ȱȱȱȱȱȱȱ ȱȱȱȱȱȱȱȱȱ ȱȱȱȱȱȱ ȱȱȱȱȱȱ 51,280 338,000 461,523 472,270 893,713 485,000 453,177 2011 1,992,800 2,008,300 2,085,727 1,480,548 3,464,783 7,817,616 1,516,000 Budget Expense ȱȱȱȱȱȱ ȱȱȱȱȱȱȱȱȱ ȱȱȱȱȱȱ ȱȱȱȱȱȱȱȱȱ ȱȱȱȱȱȱȱȱȱ ȱȱȱȱȱȱȱȱȱ ȱȱȱȱȱȱȱȱȱ ȱȱȱȱȱȱȱȱȱȱȱ ȱȱȱȱȱȱ ȱȱȱȱȱȱ ȱȱȱȱȱȱ ȱȱȱȱȱȱ ȱȱȱȱȱȱ ȱȱȱȱȱȱȱȱȱ ȱȱȱȱȱȱ ȱȱȱȱȱȱȱȱ In ȱ 371,923 411,765 477,270 516,200 136,360 427,200 2011 1,991,248 2,132,700 1,006,475 1,835,327 1,483,025 3,424,544 6,596,572 1,270,059 Budget Cash ȱȱȱȱȱ ȱȱ ȱȱȱȱȱ ȱȱ ȱȱȱȱȱ ȱȱ ȱȱȱȱȱ ȱȱȱȱȱ ȱȱ ȱȱ ȱȱ ȱȱ ȱȱ ȱȱȱȱȱ ȱȱȱȱ ȱȱȱ 5,000 87,946 (91,650) 163,731 523,891 113,150 936,372 340,093 352,678 500,277 544,290 108,500 Cash 1,253,524 3,008,931 Projected ȱȱȱȱȱ ȱȱȱȱȱ ȱȱȱȱȱ ȱȱ ȱȱȱȱȱȱȱȱȱ ȱȱȱȱȱȱ ȱȱȱȱȱ ȱȱȱȱȱ ȱȱȱȱȱ ȱȱȱȱȱ ȱȱȱȱȱȱȱ ȱȱ ȱȱȱȱȱ ȱȱȱȱȱ 12/31/2010 ȱȱȱȱȱȱ ȱȱȱȱȱ 49,640 380,263 333,216 259,425 807,395 417,210 377,036 2010 1,888,850 2,167,300 2,058,651 1,402,141 2,934,926 6,455,746 1,382,718 Budget Expense ȱȱȱȱȱ ȱȱȱȱȱ ȱȱ ȱȱ ȱȱȱȱȱ ȱȱȱȱȱ ȱȱȱȱȱ ȱȱȱȱȱȱȱ ȱȱ ȱȱ ȱȱ ȱȱ ȱȱ ȱȱȱȱȱ ȱȱȱȱȱȱ ȱȱȱȱȱȱȱȱ In ȱ 418,000 371,923 264,425 957,500 480,750 137,650 436,950 2010 1,961,300 2,017,700 1,644,600 1,520,325 2,897,826 6,055,865 1,165,859 Budget Cash FUNDS ȱȱȱȱȱ ȱȱȱȱȱ ȱȱ ȱȱ ȱȱȱȱȱ ȱȱȱȱȱ ȱȱȱȱȱ ȱȱȱȱȱ ȱȱ ȱȱ ȱȱ ȱȱȱȱȱ ȱȱ ȱȱ ȱ ȱȱȱȱ ȱȱȱ Ȭ Cash Projected 12/31/2009 ȱȱȱȱȱȱȱ ȱȱȱȱȱȱȱ ȱȱȱȱȱȱȱȱ ȱȱȱȱ ȱȱȱȱȱȱȱȱȱȱȱȱȱȱ ȱȱȱȱȱȱ ȱȱȱȱȱȱȱ ȱȱȱȱȱȱȱ ȱȱȱȱȱȱȱ ȱȱȱȱȱȱȱ ȱȱȱȱȱȱȱ ȱȱȱȱȱȱȱȱ ȱȱȱȱ ȱȱȱȱȱȱȱ PROPRIETARY ȱ ALL ȱȬȱ Fund 252,083 ȱ Fund 125,045 Fund 382,093 ȱ ȱ FUND ȱ Fund 125,993 ȱ Complex Fund 48,586 ȱ ȱ Fund 40,700 ȱ Fund 761,149 ȱ Course Fund 1,403,124 PROJECTION ȱ ȱ ȱ Fund 485,184 ȱ Park ȱ FUNDS ȱ Sports ȱ SERVICE Center Technology Fund 766,729 Golf ȱ ȱ ȱ Golden ȱ ȱ ȱ Fund 872,832 Operations ȱ Fund (241,755) ȱ Comp Fund ȱ ȱ CASH Benefits ȇȱ Road ȱ ȱ of ȱ Budget Aquatic ȱ Fund 3,408,812 ȱ ȱ Trace ȱ ȱ Management ȱ City 2011 Fund FUND Cemetery Workers Community Medical Museum Drainage Insurance Rooney Wastewater Information Fossil INTERNAL Splash ENTERPRISE Water Fleet

City of Golden Page 25 2011/2012 Biennial Budget BUDGET SUMMARY - ALL FUNDS For The Years Ended December 31, 2008 - 2012

Actual Actual Projected Planned Proposed 2008 2009 2010 2011 2012

FUNDING SOURCES:

General Property Tax 3,930,001 4,507,619 5,084,000 5,039,965 5,038,000 Sales and Use Tax 15,827,162 16,059,922 14,800,750 15,057,582 15,190,923 Other Taxes 1,129,722 1,024,922 1,045,390 1,061,634 1,082,885 Licenses and Permits 497,159 408,720 640,515 456,600 496,600 Charges for Service 19,334,695 21,974,415 19,740,911 21,292,194 22,046,131 Intergovernmental 2,129,857 2,978,814 3,117,765 3,200,784 1,966,800 Fines and Forfeitures 512,488 471,253 490,100 495,300 500,510 Interest 732,564 717,116 380,682 358,665 331,141 Miscellaneous 3,231,378 2,777,406 2,172,738 2,518,915 2,346,283 Interfund Transfers 3,911,679 3,140,753 2,328,025 4,366,022 3,227,230 Bond Proceeds - - - - - Land Sale Proceeds - - - - -

Total Revenues and Other Funding Sources 51,236,704 54,060,941 49,800,876 53,847,661 52,226,503

General Government (a) 9,098,052 9,410,666 10,375,719 10,789,409 10,748,684 Public Safety 8,302,223 8,493,498 8,188,690 8,445,631 9,113,374 Public Works 16,555,842 13,995,967 12,406,512 16,823,439 16,162,090 Parks and Recreation 8,326,569 7,994,868 10,041,097 11,225,487 8,587,621 Planning and Economic Development 1,546,276 2,597,702 2,717,273 1,503,308 1,467,378 Interfund Transfers 2,605,820 2,331,421 2,213,742 3,192,105 2,543,070 Other Expenditures 531,147 997,875 1,225,370 1,584,400 1,594,950 Debt Service 5,127,7035,127,703 7,902,3177,902,317 4,728,9664,728,966 4,725,1314,725,131 4,754,2814,754,281

Total Expenditures and Other Uses 52,093,632 53,724,315 51,897,369 58,288,910 54,971,448

(a) General Government includes General Fund administration and Internal Service Funds.

City of Golden 2011/2012 Biennial Budget Page 26 Payments ȱ Debt Service ȱ ȱ ȱ 2012 Budgeted $ $ ȱ for and and ȱ ȱ ȱ ȱ an ȱ the ȱ n.a., ȱ acquisition fund ȱ ȱ to ȱ the ȱ additions additions ȱ ȱ Bank, bonds; ȱ ȱ g Payments Debt Service 2011 Budgeted $ 1,093,196 4,719,281 699,413 $ 1,093,196 501,922 2,082,050 3,626,085 342,700 UMB ȱ finance ȱ resources Enterprise. ȱ ȱ to revenue financin financing ȱ ȱ ȱ ȱ with ȱ of of defeased. ȱ ȱ ȱ into ȱ be Utility water ȱ ȱ ȱ oses to provided in p ȱ ȱ ȱ escrow the ȱ ȱ ur Payments an entered p purposes by ȱ ȱ ȱ ȱ ȱ Debt Service Service Debt 2010 Budgeted Bonds $ 1,090,396 4,690,131 699,613 $ 1,090,396 499,122 2,078,300 3,599,735 322,700 ȱ the the million ȱ ȱ ȱ fund ȱ for for considered ȱ ȱ to ȱ ȱ $5.79 operated ȱ ȱ agreement are and and ȱ ȱ ȱ ȱ Off Refunding ȱ rate rate ȱ ȱ issued ȱ Year Debt system ȱ resources bonds Service Paid ȱ ȱ purchase also Ȭ ȱ defeased. 1999 Revenue ȱ ȱ water interest interest ȱ ȱ ȱ ȱ be City lease ȱ ȱ ȱ the provided ȱ ȱ to ȱ Series to ȱ lower lower The ȱ ȱ ȱ ȱȱ a a ȱ ȱ Service the 1. ȱ ȱ Total Debt Debt Total Enterprise at at bonds Remaining ȱ ȱ ȱ ȱ Requirements Requirements $ 1,089,246 4,216,136 2022 723,738 $ 2026 1,089,246 2025 500,922 2020 1,574,530 3,126,890 2019 327,700 No. ȱ outstanding ȱ result, considered ȱ ȱ Utility a ȱ an ȱ ȱ revenue are ȱ ȱ refinance refinance ȱ ȱ As Station ȱ ȱȱ to to ȱ ȱ under ȱ and improvements Fire ȱ ȱ use tax debt. ȱ Drainage ȱ ȱ A&B A&B ȱ ȱ Remaining Remaining Interest to be be to Interest and 2001 bonds ȱ $ 19,474,394 56,940,808 5,270,489 $ 19,474,394 6,248,413 23,090,300 37,466,414 2,857,212 ȱ Paid to Maturity 2009 ȱ 2002 2002 ȱ ȱ principal ȱ additions ȱ sales of refunded ȱ ȱ ȱ Series ȱ facilities and Series ȱ ȱ Series Series ȱ ȱ the ȱ 2010 the ȱ ȱ of ȱ shops financing ȱ Amount Amount ȱ 12-31-10 Principal Principal Bonds Bonds ȱ ȱ payments defeased. ȱ Series of ȱ Outstanding ȱ result, ȱ ȱ $ 5,114,394 12,825,808 1,135,489 $ 5,114,394 1,598,413 7,711,414 4,575,300 402,212 $2,960,000 ȱ a be ȱ ȱ to As ȱ payments The ȱ ȱ ȱȱ municipal Revenue Revenue ȱ ȱ ȱ purpose ȱ remaining ȱ the debt. $19,915,000 ȱ ȱ ȱ the ȱ service bonds. ȱ the of ȱȱ ȱ Water Water ȱ ȱ ȱ for The ȱ considered ȱ ȱȱ debt ȱ 1999 ȱ new new are ȱ ȱ ȱ are ȱ refunded ȱ bonds. ȱ future the Series ȱ ȱ ȱ completion discharging bonds issued issued ȱ ȱ ȱ ȱ ȱ Bonds ȱ of all ȱ ȱ 2001 the ȱ ȱ and and and ȱ ȱ ȱ for ȱ Bonds, 2006B for ȱ ȱ Water ȱȱ ȱ Amount Interest Rate Original Original Principal Principal Series 1989 1989 ȱ QUIREMENTS ȱ ȱ $ 12,355,000 42,110,000 7.2% 7.05% - 4,135,000 $ 4.5% 4% - 12,355,000 4.5% 4% - 4,650,000 5.0% 2.833% - 18,515,000 29,755,000 5.4% 3.75% - 2,455,000 GO payments paying ȱ ȱ ȱ Series ȱ resources ȱ Series Series Revenue 1989 ȱ ȱ Bonds, ȱ ȱ ȱ service ȱ participation ȱ of Bonds Bonds Series refunding, ȱ ȱ ȱ ȱ $4,695,000 ȱ ȱ debt ȱ of Revenue ȱ generating ȱ the ȱ Enterprise ȱ ȱ The of ȱȱ 260. ȱ Water Water GRAND TOTALGRAND 49,340,000 ȱ ȱ ȱ Tax ȱ future ȱ result, EBT SERVICE RE EBT SERVICE certificates all ȱ Utility purpose page Use ȱ ȱ ȱ ȱ ȱ ȱ ation a ȱ g in ȱ Subtotal: Revenue Bonds Revenue Subtotal: 34,980,000 for on ȱ the ȱ As purposes ȱ purchase. and ȱ ȱ ȱ ȱȱ obli obligation ȱ ȱ for ȱ the ȱ Drainage found million Sales ȱ ȱ ȱȱ ȱ are ȱ for ȱ Tunnel eneral ȱ system. be Subtotal: General Obligation Bonds Obligation General Subtotal: 14,360,000 resources ȱ ȱ ȱ general g the the ȱ ȱ ȱ ȱ $14.36 ȱ N 2011-2012 D bonds may ȱ ȱ Vidler water ȱ ȱ Bank,n.a., ȱ the the ȱ ȱ refunded refunded refunded refunded issued ȱ ȱ ȱ ȱ ȱ generating 2006A Policy ȱ ȱ ȱ of to y ȱ ȱ of ȱ UMB ȱ City Cit City City City ȱ ȱ ȱ ȱ ȱ Debt ȱ Series ȱ s rights ȇ the the ȱ the the the ȱ ȱ ȱ ȱ ȱ with , ȱ POLICY: ȱ City ȱ purposes ȱ 2010, 2006, 2009. 2002 2002, water ȱ ȱ ȱ ȱ ȱ CITY OF GOLDE CITY escrow In of In Revenue Bonds Revenue In Payable from Water Fund, Sales and Use Tax Capital Improvement Fund, and the Drainage Utility Fund respectively. Utility Drainage Fund, and the Capital Improvement Tax and Use Fund, Sales from Water Payable B & 2010 A Series Bonds, Revenue Water Fund Capital Improvment Tax and Use from Sales Payable 5,015,000 COP, 2006 Series In 14,360,000 The Water Revenue Bonds, Series 2006 A & B & 2006 A Series Bonds, Revenue Water 5,790,000 the DEBT improvements Sales & Use Tax Revenue Bonds, Series 2010 A Series Bonds, Tax Use Revenue & Sales 19,915,000 Drainage Utility Enterprise Revenue Bonds, Series 2009 Series Bonds, Revenue Enterprise Utility Drainage 4,260,000 Certificates of Participation Certificates $1,095,00

City of Golden Page 27 2011/2012 Biennial Budget Citizensȱofȱ Goldenȱ

CityȱCouncil

BoardsȱandȱCommissions:ȱ Cityȱ Municipalȱ CitizensȱBudgetȱAdvisoryȱCommitteeȱ Attorneyȱ Judgeȱ EconomicȱDevelopmentȱCommissionȱ GoldenȱUrbanȱRenewalȱAuthorityȱ HistoricȱPreservationȱBoardȱ LiquorȱLicensingȱAuthorityȱ Parksȱ&ȱRecreationȱAdvisoryȱBoardȱ City Manager PlanningȱCommissionȱ Administrativeȱ CampaignȱElectionȱBoardȱ Assistantȱ

CityȱClerkȱ Financeȱandȱ Administrativeȱ Services Communicationsȱ Managerȱ Humanȱ Resourcesȱ Planningȱandȱ Developmentȱ Parksȱandȱ Recreationȱ PublicȱWorksȱ

Policeȱ Departmentȱ FireȱDepartmentȱ

City of Golden 2011/2012 Biennial Budget Page 28 StaffingȱChart

2009 2010 2011 2012 Reg.ȱ Reg.ȱ Reg.ȱ Fullȱȱȱȱȱ Partȱ Fullȱȱȱȱȱ Partȱ Fullȱȱȱȱȱ Reg.ȱPartȱ Fullȱȱȱȱȱ Partȱ DEPARTMENTȱ/ȱDIVISION Timeȱ(a) Timeȱ(b) Otherȱ(c) Timeȱ(a) Timeȱ(b) Otherȱ(c) Timeȱ(a) Timeȱ(b) Otherȱ(c) Timeȱ(a) Timeȱ(b) Otherȱ(c)

ADMINISTRATION CityȱCouncil ȱȱȱȱȱȱȱȱȱȱȬ ȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱȱ7 ȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱ7 ȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱȱȱ7 ȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱȱȱ7 CityȱManagerȱȱȱȱȱȱȱȱȱ 2 ȱȱȱȱȱȱȱȱȱȱȬ ȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱ 2 ȱȱȱȱȱȱȱȱȱȱȬ ȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱ 2 ȱȱȱȱȱȱȱȱȱȱȱȬ ȱȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱȱȱȱ2 ȱȱȱȱȱȱȱȱȱȱȬ ȱȱȱȱȱȱȱȱȱȱȱ Ȭ CommunicationsȱManagerȱȱȱȱȱȱȱȱȱ 1 ȱȱȱȱȱȱȱȱȱ2 ȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱ 2 ȱȱȱȱȱȱȱȱȱȱȬ ȱȱȱȱȱȱȱȱȱ2 ȱȱȱȱȱȱȱ 3 ȱȱȱȱȱȱȱȱȱȱȱȬ ȱȱȱȱȱȱȱȱȱȱ2 ȱȱȱȱȱȱȱȱȱȱ3 ȱȱȱȱȱȱȱȱȱȱȬ ȱȱȱȱȱȱȱȱȱȱȱ2 CityȱClerkȱȱȱȱȱȱȱȱȱ 2 ȱȱȱȱȱȱȱȱȱ1 ȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱ 2 ȱȱȱȱȱȱȱȱȱȱȬ ȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱ 2 ȱȱȱȱȱȱȱȱȱȱȱȬ ȱȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱȱȱȱ2 ȱȱȱȱȱȱȱȱȱȱȬ ȱȱȱȱȱȱȱȱȱȱȱ Ȭ HumanȱResourcesȱȱȱȱȱȱȱȱȱ 3 ȱȱȱȱȱȱȱȱȱ1 ȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱ 3 ȱȱȱȱȱȱȱȱȱȱȬ ȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱ 3 ȱȱȱȱȱȱȱȱȱȱȱȬ ȱȱȱȱȱȱȱȱȱȱȱȬ ȱȱȱȱȱȱȱȱȱȱ3 ȱȱȱȱȱȱȱȱȱȱȬ ȱȱȱȱȱȱȱȱȱȱȱ Ȭ MunicipalȱCourtȱServicesȱȱȱȱȱȱȱȱȱ 3 ȱȱȱȱȱȱȱȱȱȱȬ ȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱ 3 ȱȱȱȱȱȱȱȱȱȱȬ ȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱ 3 ȱȱȱȱȱȱȱȱȱȱȱȬ ȱȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱȱȱȱ3 ȱȱȱȱȱȱȱȱȱȱȬ ȱȱȱȱȱȱȱȱȱȱȱ Ȭ Financeȱȱȱȱȱȱȱȱȱ 9 ȱȱȱȱȱȱȱȱȱ1 ȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱ 9 ȱȱȱȱȱȱȱȱȱ1 ȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱ10 ȱȱȱȱȱȱȱȱȱȱ1 ȱȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱȱ10 ȱȱȱȱȱȱȱȱȱ1 ȱȱȱȱȱȱȱȱȱȱȱ Ȭ InformationȱTechnologyȱȱȱȱȱȱȱȱȱ 6 ȱȱȱȱȱȱȱȱȱȱȬ ȱȱȱȱȱȱȱȱȱȱȬ ȱȱȱȱȱȱȱ 6 ȱȱȱȱȱȱȱȱȱȱȬ ȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱ 6 ȱȱȱȱȱȱȱȱȱȱȱȬ ȱȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱȱȱȱ6 ȱȱȱȱȱȱȱȱȱȱȬ ȱȱȱȱȱȱȱȱȱȱȱ Ȭ FleetȱManagementȱȱȱȱȱȱȱȱȱ 4 ȱȱȱȱȱȱȱȱȱȱȬ ȱȱȱȱȱȱȱȱȱ1 ȱȱȱȱȱȱȱ 4 ȱȱȱȱȱȱȱȱȱȱȬ ȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱ 4 ȱȱȱȱȱȱȱȱȱȱȱȬ ȱȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱȱȱȱ4 ȱȱȱȱȱȱȱȱȱȱȬ ȱȱȱȱȱȱȱȱȱȱȱ Ȭ Planningȱ&ȱDevelopmentȱȱȱȱȱȱȱȱȱ 5 ȱȱȱȱȱȱȱȱȱȱȬ ȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱ 5 ȱȱȱȱȱȱȱȱȱ1 ȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱ 5 ȱȱȱȱȱȱȱȱȱȱ1 ȱȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱȱȱȱ5 ȱȱȱȱȱȱȱȱȱ1 ȱȱȱȱȱȱȱȱȱȱȱ Ȭ GURAȱȱȱȱȱȱȱȱȱ 1 ȱȱȱȱȱȱȱȱȱȱȬ ȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱ 1 ȱȱȱȱȱȱȱȱȱȱȬ ȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱ 1 ȱȱȱȱȱȱȱȱȱȱȱȬ ȱȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱȱȱȱ1 ȱȱȱȱȱȱȱȱȱȱȬ ȱȱȱȱȱȱȱȱȱȱȱ Ȭ

PUBLICȱWORKS Admin.ȱ&ȱEngineering ȱȱȱȱȱȱȱȱȱ9 ȱȱȱȱȱȱȱȱȱ1 ȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱȱȱ9 ȱȱȱȱȱȱȱȱȱ1 ȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱȱȱ9 ȱȱȱȱȱȱȱȱȱȱ1 ȱȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱȱȱȱ9 ȱȱȱȱȱȱȱȱȱ1 ȱȱȱȱȱȱȱȱȱȱȱ Ȭ Streets ȱȱȱȱȱȱȱ14 ȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱ14 ȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱ14 ȱȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱȱ14 ȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱȱȱȱȱ Ȭ Sustainability ȱȱȱȱȱȱȱȱȱ1 ȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱȱȱ1 ȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱȱȱ1 ȱȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱȱȱȱ1 ȱȱȱȱȱȱȱȱȱȱȬ ȱȱȱȱȱȱȱȱȱȱȱ Ȭ

POLICE Admin.ȱ&ȱCommunicationsȱȱȱȱȱȱȱ 22 ȱȱȱȱȱȱȱȱȱ1 ȱȱȱȱȱȱ11 ȱȱȱȱȱ22 ȱȱȱȱȱȱȱ 1 ȱȱȱȱȱ11 ȱȱȱȱȱ22 ȱȱȱȱȱȱȱȱ 1 ȱȱȱȱȱȱ 11 ȱȱȱȱȱȱȱȱ22 ȱȱȱȱȱȱȱȱ 1 ȱȱȱȱȱȱȱ11 Operations ȱȱȱȱȱȱȱ40 ȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱ17 ȱȱȱȱȱȱȱ40 ȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱ17 ȱȱȱȱȱȱȱ40 ȱȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱȱ17 ȱȱȱȱȱȱȱȱ40 ȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱȱȱ17

FIRE ȱȱȱȱȱȱȱȱȱ9 ȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱ70 ȱȱȱȱȱȱȱȱȱ9 ȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱ82 ȱȱȱȱȱȱȱȱȱ9 ȱȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱȱ82 ȱȱȱȱȱȱȱȱȱȱ9 ȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱȱȱ82

PARKSȱ&ȱRECREATION Parksȱ&ȱRecreationȱManagementȱȱȱȱȱȱȱȱȱ 4 ȱȱȱȱȱȱȱȱȱȱȬ ȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱ 4 ȱȱȱȱȱȱȱȱȱȱȬ ȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱ 4 ȱȱȱȱȱȱȱȱȱȱȱȬ ȱȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱȱȱȱ4 ȱȱȱȱȱȱȱȱȱȱȬ ȱȱȱȱȱȱȱȱȱȱȱȬ OutdoorȱRecreation ȱ ȱȱȱȱȱȱȱȱȱ2 ȱȱȱȱȱȱȱȱȱȱȬ ȱȱȱȱȱȱ24 ȱȱȱȱȱȱȱ 2 ȱȱȱȱȱȱȱȱȬ ȱȱȱȱȱ24 ȱȱȱȱȱȱȱ 2 ȱȱȱȱȱȱȱȱȱȬ ȱȱȱȱȱȱ 24 ȱȱȱȱȱȱȱȱȱȱ2 ȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱ24 Parksȱȱȱȱȱȱȱ 10 ȱȱȱȱȱȱȱȱȱȱȬ ȱȱȱȱȱȱȱȱ 8 ȱȱȱȱȱ10 ȱȱȱȱȱȱȱȱȱȱȬ ȱȱȱȱȱȱȱ 8 ȱȱȱȱȱ10 ȱȱȱȱȱȱȱȱȱȱȱȬ ȱȱȱȱȱȱȱȱȱ8 ȱȱȱȱȱȱȱȱ10 ȱȱȱȱȱȱȱȱȱȱȬ ȱȱȱȱȱȱȱȱȱ8 Forestry ȱȱȱȱȱȱȱȱȱ1 ȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱȱȱ4 ȱȱȱȱȱȱȱȱȱ1 ȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱȱȱ4 ȱȱȱȱȱȱȱȱȱ1 ȱȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱȱȱȱ4 ȱȱȱȱȱȱȱȱȱȱ1 ȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱȱȱȱȱ4 RVȱPark ȱȱȱȱȱȱȱȱȱȱȬ ȱȱȱȱȱȱȱȱȱ5 ȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱȱȱ5 ȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱȱȱȱ5 ȱȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱȱȱ5 ȱȱȱȱȱȱȱȱȱȱȱ Ȭ MunicipalȱFacilities ȱȱȱȱȱȱȱȱȱ2 ȱȱȱȱȱȱȱȱȱ1 ȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱȱȱ2 ȱȱȱȱȱȱȱȱȱ1 ȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱȱȱ2 ȱȱȱȱȱȱȱȱȱȱ1 ȱȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱȱȱȱ2 ȱȱȱȱȱȱȱȱȱ1 ȱȱȱȱȱȱȱȱȱȱȱ Ȭ CommunityȱCenter ȱȱȱȱȱȱȱȱȱ8 ȱȱȱȱȱȱȱ10 ȱȱȱȱȱȱȱ75 ȱȱȱȱȱȱȱȱȱ8 ȱȱȱȱȱȱȱ10 ȱȱȱȱȱȱȱ75 ȱȱȱȱȱȱȱȱȱ8 ȱȱȱȱȱȱȱȱ10 ȱȱȱȱȱȱȱȱ75 ȱȱȱȱȱȱȱȱȱȱ8 ȱȱȱȱȱȱȱ10 ȱȱȱȱȱȱȱȱȱ75 Cemetery ȱȱȱȱȱȱȱȱȱ2 ȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱȱȱ5 ȱȱȱȱȱȱȱȱȱ2 ȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱȱȱ5 ȱȱȱȱȱȱȱȱȱ2 ȱȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱȱȱȱ5 ȱȱȱȱȱȱȱȱȱȱ2 ȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱȱȱȱȱ5 SplashȱAquaticȱPark ȱȱȱȱȱȱȱȱȱ0 ȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱ66 ȱȱȱȱȱȱȱȱȱ0 ȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱ66 ȱȱȱȱȱȱȱȱȱ0 ȱȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱȱ66 ȱȱȱȱȱȱȱȱȱȱ0 ȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱȱȱ66 FossilȱTraceȱGolfȱCourse ȱȱȱȱȱȱȱȱȱ8 ȱȱȱȱȱȱȱȱȱ7 ȱȱȱȱȱȱȱ90 ȱȱȱȱȱȱȱȱȱ8 ȱȱȱȱȱȱȱȱȱ7 ȱȱȱȱȱȱȱ90 ȱȱȱȱȱȱȱȱȱ8 ȱȱȱȱȱȱȱȱȱȱ7 ȱȱȱȱȱȱȱȱ90 ȱȱȱȱȱȱȱȱȱȱ8 ȱȱȱȱȱȱȱȱȱ7 ȱȱȱȱȱȱȱȱȱ90 Museums ȱȱȱȱȱȱȱȱȱȱȬ ȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱ10 ȱȱȱȱȱȱȱȱȱ3 ȱȱȱȱȱȱȱ10 ȱȱȱȱȱȱȱ10 ȱȱȱȱȱȱȱȱȱȱ3 ȱȱȱȱȱȱȱȱ10 ȱȱȱȱȱȱȱȱ10 ȱȱȱȱȱȱȱȱȱ3 ȱȱȱȱȱȱȱȱȱ10 RooneyȱRoadȱSportsȱComplex ȱȱȱȱȱȱȱȱȱ1 ȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱȱȱ2 ȱȱȱȱȱȱȱȱȱ1 ȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱȱȱ2 ȱȱȱȱȱȱȱȱȱ1 ȱȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱȱȱȱ2 ȱȱȱȱȱȱȱȱȱȱ1 ȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱȱȱȱȱ2

UTILITIES ȱWaterȱ&ȱWastewater ȱȱȱȱPreventionȱ&ȱ Maintenanceȱȱȱȱȱȱȱ 10 ȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱȱȱ1 ȱȱȱȱȱȱȱ10 ȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱȱȱ1 ȱȱȱȱȱȱȱ10 ȱȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱȱȱȱ1 ȱȱȱȱȱȱȱȱ10 ȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱȱȱȱȱ1 EnvironmentalȱServices ȱȱȱȱȱȱȱȱȱ6 ȱȱȱȱȱȱȱȱȱȱȬ ȱȱȱȱȱȱȱȱ 2 ȱȱȱȱȱȱȱȱȱ6 ȱȱȱȱȱȱȱȱȬ ȱȱȱȱȱȱȱ 2 ȱȱȱȱȱȱȱȱȱ6 ȱȱȱȱȱȱȱȱȱȬ ȱȱȱȱȱȱȱȱȱ2 ȱȱȱȱȱȱȱȱȱȱ6 ȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱȱȱ2 WaterȱTreatmentȱȱȱȱȱȱȱȱȱ 8 ȱȱȱȱȱȱȱȱȱȱȬ ȱȱȱȱȱȱȱȱȱȱȬ ȱȱȱȱȱȱȱȱȱ8 ȱȱȱȱȱȱȱȱȬ ȱȱȱȱȱȱȱȱȱȱȬ ȱȱȱȱȱȱȱȱȱ8 ȱȱȱȱȱȱȱȱȱȬ ȱȱȱȱȱȱȱȱȱȱȱȬ ȱȱȱȱȱȱȱȱȱȱ8 ȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱȱȱȱȱȬ

TOTALȱSTAFFȱȱȱȱȱ 194 ȱȱȱȱȱȱȱ30 ȱȱȱȱȱ383 ȱȱȱȱȱ205 ȱȱȱȱȱȱȱ30 ȱȱȱȱȱ406 ȱȱȱȱȱ207 ȱȱȱȱȱȱȱȱ30 ȱȱȱȱȱȱ406 ȱȱȱȱȱȱ207 ȱȱȱȱȱȱȱ30 ȱȱȱȱȱȱȱ406

(a)ȱFullȬtimeȱstaffȱmayȱbeȱproȬratedȱacrossȱdifferentȱdepts. 2010ȱStaffȱChanges: 1ȱȬ Inȱ2010,ȱtheȱpartȬtimeȱgraphicȱdesignerȱpositionȱwasȱ changedȱtoȱaȱfullȬtimeȱposition. (b)ȱReg.ȱPartȱTimeȱincludesȱpartȱtimeȱstaffȱworkingȱ24ȱhrsȱorȱmoreȱperȱweek. 2ȱȬ InȱJulyȱofȱ2010ȱtheȱCityȱtookȱoverȱoperationȱofȱtheȱGoldenȱ HistoryȱMuseumsȱandȱabsorbedȱtheȱmuseumȇsȱfullȱandȱ partȬtimeȱstaff.

(c)ȱOtherȱincludes:ȱ 2011ȱStaffȱChanges Partȱtimeȱstaffȱworkingȱlessȱthanȱ24ȱhrsȱperȱweek 1ȱȬ FinanceȱaddedȱanȱadditionalȱfullȬtimeȱsalesȱtaxȱauditor positionȱinȱ2011 Seasonal/Temporary 2ȱȬ CommunicationsȱaddedȱaȱfullȬtimeȱwebȱcontentȱmanagerȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ VolunteerȱFirefighters/PoliceȱReserves positionȱinȱ2011. 2012ȱStaffȱChanges None

City of Golden Page 29 2011/2012 Biennial Budget

REVENUE MANUAL INTRODUCTION

This manual provides information on the City’s major revenues that are received primarily from outside sources. Major revenues are greater than $100,000 received annually. Cumulatively, the 2011 projections for the revenues identified in this manual account for 80.5% of the total revenues anticipated to be received by the City.

Please note that an Administrative Service Fee charged by the General Fund to the various enterprise funds is one of the major revenues included in this manual. However, Interfund Transfers are not included in this manual nor in the calculation of percentage of total revenues.

The information provided in this manual for each revenue source includes:

• Distribution – the fund or funds where the revenue is accounted for. • Source – the source of the revenue stream. • Collection – the basis for and the logistics of the collection of the revenue. • Five Year Trend – includes actual collections for the prior four years and the projection for the current year. • Forecast – the projected revenue for the next two years. • Rationale – the basis for the forecasted revenues.

PROPERTY TAX REVENUE

Distribution: General Fund 100%

Source: Golden property owners.

Collection: The collection process begins with the Jefferson County Assessor's Office. Two types of property are valued by the Assessor's Office: 1) "real property" (land & buildings) and 2) “personal property” (business machines & 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. An eight year history of these assessment percentages is provided in the table below:

Assessment Percentages

Property Class 2002 2003 2004 2005 2006 2007 2008 2009

Real Property: Commercial 29.00 29.00 29.00 29.00 29.00 29.00 29.00 29.00 Residential 9.15 7.96 7.96 7.96 7.96 7.96 7.96 7.96

Personal Property: 29.00 29.00 29.00 29.00 29.00 29.00 29.00 29.00

City of Golden Assessed Valuations

Total assessed valuation (in millions) for the City of Golden for the past eight years is demonstrated by the following table:

2002 2003 2004 2005 2006 2007 2008 2009 Assessed Valuation $295.6 $308.4 $311.2 $331.0 $331.8 $367.6 $378.4 $423.1

Mill Levies for Golden Residents

Assessments are furnished to the Jefferson County Treasurer's Office. The Treasurer's Office issues property tax bills to every property owner based on the property's assessed valuation and the total mill levy which local governments have certified for the year. Within Golden, mill levies are certified by the City of Golden, Jefferson County, R-1 Jefferson County School District and the Urban Drainage & Flood Control District. A few Golden property owners also are subject to mill levies issued by the Golden Downtown General Improvement District (2.352), the Pleasant View Water and Sanitation District (0.552), Pleasant View Metro District (7.000), and the Fairmont Fire Protection District (8.373).

Payment

Property owners pay property taxes to Jefferson County in either two installments due February 28 & June 15 or in one installment due April 30. Jefferson County wire transfers the City’s property taxes directly to the City’s main bank account on the 10th of the month following the month that the collection is processed by Jefferson County.

City of Golden Page 31 2011/2012 Biennial Budget PROPERTY TAX REVENUE, continued

A five-year history of the mill levies which apply to all Golden taxpayers is provided in the table below:

Five Year Mill Levy History

2005 2006 2007 2008 2009 City of Golden 12.340 12.340 12.340 12.340 12.340 Jefferson County 24.346 24.346 24.346 24.346 24.346 R-1 School District 49.053 49.028 48.118 48.284 48.145 Urban Drainage District 0.532 0.542 0.507 0.528 0.508 Total 86.271 86.256 85.311 85.498 85.339 City's % of Tax Bill 14.3% 14.3% 14.5% 14.4% 14.5%

City of Golden Percentage of Tax Bill

Percentage of Tax Bill

City of Golden, 14.5%

Other Governments, 85.5%

Computing the Property Tax Bill

The formulas used for computing property taxes are as follows:

Assessed valuation = Property market value x Assessment ratio Property tax = Assessed valuation x Mill Levy / 1000

For the 2009 assessments paid in 2010, the owner of a home valued at $300,000 would have paid $295 in property taxes to the City of Golden and $1,743 to the three other governments.

Golden Other Governments Market value $ 300,000 $ 300,000 x Assessment ratio 7.96% 7.96% Assessed value $ 23,880 $ 23,880 x Mill Levy 12.340 72.999 Divided by 1000 /1000 /1000 Property tax $295 $1,743

Using the 29% business assessment percentage, a business with a 2009 market value of $300,000 would have paid $1074 in property taxes to the City of Golden in 2010, and $6,351 to the other three governments.

City of Golden 2011/2012 Biennial Budget Page 32 PROPERTY TAX REVENUE, continued

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, Golden citizens have voted to exempt the City from the revenue limit provisions of TABOR. TABOR also prohibits any increase to the mill levy except by election.

The Gallagher Amendment to the Colorado Constitution also restricts property tax growth in requiring the legislature to annually adjust the residential assessed valuation percentage to ensure that the proportion of residential to total State assessed valuation remains constant – residential properties pay 45% of the total property taxes, while commercial and industrial properties pay 55%. The decreasing residential assessment ratio noted in the table is a result of residential growth and market values rising relative to commercial market values. In order to maintain this proportional allocation, the residential property assessment percentage has declined from 21% in 1982 to the current level of 7.96%, while the non-residential property percentage has remained at 29%.

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 cities like Golden are exempt from this provision.

Five Year Trend:

6,000,000 Year Revenue 2006 3,921,389 4,500,000 2007 3,935,193 2008 4,323,823 3,000,000 2009 4,486,500 2010 5,057,800

1,500,000

0 2006 2007 2008 2009 2010

The strong local housing market, along with annexations and commercial construction, has contributed to the substantial increases in property taxes. The increases in 2008 and 2010 are due in large part to the biennial property reassessment conducted by the County Assessor’s office.

Forecast: 2011 $5,012,100 2012 $5,010,000

Rationale: Forecast for 2011 is based on preliminary valuation information for the County Assessor. Although 2012 is the biennial reassessment year, the recent economic recession suggests that residential property values will stay flat at the next reassessment, with some decline in commercial property values.

City of Golden Page 33 2011/2012 Biennial Budget SALES TAX REVENUE

Distribution: General Fund 66.7% Sales and Use Tax Capital Improvement (SUT) Fund 33.3%

Source: Visitors, residents and employees in Golden.

Collection: In 1979, the citizens of Golden voted to install a 2% sales and use tax. In 1991, the citizens voted to increase the sales and use tax rate to 3%, with the extra 1% to be earmarked for capital improvements. Sales tax is charged on certain services and all retail purchases including food.

As a home rule city, Golden collects and administers its own sales and use tax. Businesses remit tax to Golden on a monthly, quarterly or annual basis. Taxes collected are due to the City by the 20th of the month following collection. The City has established a lockbox for the efficient and secure deposit of sales and use tax monies. Returns are mailed directly to the bank, eliminating processing float. The City utilizes a number of enforcement procedures to collect from delinquent accounts including taxpayer education, delinquency notices, personal phone contact and visits, audits, summons to municipal court and seizures.

Five Year Trend:

15,000,000 General S UT Year Fund Fund Total 2006 6,888,391 3,446,795 10,335,186 2007 7,159,087 3,579,007 10,738,094 10,000,000 2008 7,240,442 3,677,791 10,918,233 2009 6,766,876 3,383,438 10,150,314 2010 6,972,500 3,486,250 10,458,750 5,000,000

0 2006 2007 2008 2009 2010

Sales tax revenues are slowly rebounding from the economic recession that started late in 2008 and impacted the City more significantly in 2009. Limited new housing starts have impacted the amount of big ticket retail sales and deliveries since 2008. In 2010, revenues are on budget through June sales. The City has not experienced major store closings or new openings in 2009 or 2010.

Forecast: 2011 $10,615,650 2012 $10,827,975

Rationale: As concerns about the speed and extent of an economic recovery persist, sales tax revenues are projected to increase slowly and gradually. Forecast anticipates a 1.5% growth in Sales Tax for 2011 and 2.0% in 2012, allowing for population increases, inflation, and some new commercial activity filling new store fronts in the downtown.

City of Golden 2011/2012 Biennial Budget Page 34 USE TAX REVENUE

Distribution: General Fund 66.7% Sales and Use Tax Capital Improvements Fund 33.3%

Source: Citizens and businesses in Golden, including automobile use tax collected and remitted by Jefferson County and use tax on business purchases remitted by Golden businesses.

Collection: In 1979, the citizens of Golden voted to install a 2% sales and use tax. In 1991, the citizens voted to increase the sales and use tax rate to 3%, with the extra 1% to be earmarked for capital improvements. Use tax is collected on purchases of items which are used in Golden and on which 3% local sales tax has not been paid to another jurisdiction.

Jefferson County collects automobile use tax and remits monthly to the City of Golden. Businesses remit tax to Golden on a monthly, quarterly or annual basis. Taxes are due to the City by the 20th of the month following purchase of the item. The City has established a lockbox for the efficient and secure deposit of sales and use tax monies. Returns are mailed directly to the bank, eliminating processing float. The City utilizes a number of enforcement procedures to collect from delinquent accounts including taxpayer education, delinquency notices, personal phone contact and visits, audits, summons to municipal court and seizures.

Five Year Trend:

4,000,000 General S UT Year Fund Fund Total 2006 1,792,571 896,151 2,688,722 3,000,000 2007 2,310,451 1,155,052 3,465,503 2008 2,114,435 1,030,122 3,144,557 2009 2,004,045 968,625 2,972,670 2,000,000 2010 1,731,000 865,500 2,596,500

1,000,000

0 2006 2007 2008 2009 2010

Use tax has fluctuated based on business investment, build out and new commercial development. The increases through 2007 are a result of the improved economy and business investment, as well as improved compliance from existing businesses. The decline starting in 2008 is a reflection of the changing economy and continued uncertainty in the business community.

Forecast: 2011 $2,661,450 2012 $2,727,975

Rationale: Forecast anticipates that use tax will increase as businesses respond to improved consumer spending, with 2.5% growth in 2011 and 2012, with no incremental increases for new commercial activity.

City of Golden Page 35 2011/2012 Biennial Budget BUILDING USE TAX REVENUE

Distribution: General Fund 66.7% Sales and Use Tax Capital Improvements Fund 33.3%

Source: Contractors, developers, Golden businesses and residents.

Collection: Building use tax is assessed at 3% of 50% of the estimated value of the construction project. Construction labor is typically not subject to use tax, and the City of Golden estimates that 50% of the building permit value is related to taxable materials, equipment, appliances, etc. Building use tax is estimated and collected by the Public Works Department at the time a building permit is obtained. Monies collected are deposited through the Finance Department.

Five Year Trend:

General S UT 1,000,000 Year Fund Fund Total 2006 441,579 220,757 662,336 800,000 2007 413,616 206,777 620,393 2008 336,496 170,077 506,573 600,000 2009 400,548 200,244 600,792 2010 380,000 190,000 570,000 400,000

200,000

0 2006 2007 2008 2009 2010

Building Use Tax includes new residential construction and home improvements, as well as commercial construction and can fluctuate annually, primarily based on commercial construction. New residential construction is limited by a 1% growth cap. The peak in 2006 is the result of large commercial projects, including the Gateway Station in Downtown and build out at the Coors Technology Center. The decline for 2007 and 2008 reflects a decline in the amount of new residential construction. The increase in 2009 is the result of commercial construction, primarily new office buildings.

Forecast: 2011 $540,000 2012 $540,000

Rationale: Forecast anticipates limited new residential building permits in 2011 and 2012, both well below the 1% growth cap, with some remodel and home improvement permits and some new commercial construction.

City of Golden 2011/2012 Biennial Budget Page 36 SALES & USE TAX AUDIT REVENUE

Distribution: General Fund 66.7% Sales and Use Tax Capital Improvements Fund 33.3%

Source: Businesses doing business in Golden, also audits of construction projects for building use tax.

Collection: The City's audit program emphasizes taxpayer education and voluntary compliance. As a result, the City 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 2 hours, or several months, to perform, depending on the complexity of the organization. Once the City 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 20 days to pay the assessment, work out a settlement or payment plan, or protest the assessment. The City collects assessments through the Finance Department.

Five Year Trend:

General S UT 2,400,000 Year Fund Fund Total 2006 414,800 207,369 622,169 1,800,000 2007 413,630 206,784 620,414 2008 628,388 314,155 942,543 2009 1,440,349 720,066 2,160,415 1,200,000 2010 600,000 300,000 900,000

600,000

0 2006 2007 2008 2009 2010

Audit revenues will fluctuate based on the size and number of audits, and the timing of collection. Audits are performed through on-site visits, by mail/e-mail correspondence (desk audits), or through the City’s contract auditors, Revenue Recovery Group (RRG). A large portion of the 2009 revenue is from the settlement of two audits that were in the appeal process. Currently, the City has two audits in the hearing process at the State level and three audits in appeal at the district court level, with the amount and likelihood of collections still unknown.

Forecast: 2011 $900,000 2012 $750,000

Rationale: Forecast is based on the continuation of the audit program with anticipated audits of several large businesses. 2011 also anticipates some collection of audits currently in the appeal process.

City of Golden Page 37 2011/2012 Biennial Budget VENDOR DISCOUNT REVENUES

Distribution: General Fund 100%

Source: Visitors, residents and employees in Golden.

Collection: In 2001, City Council elected to temporarily waive the 2.5% vendor fee which was available to businesses that collect and remit Golden sales tax. The discount was calculated as 2.5% of sales tax collected if the tax was remitted to the City by its due date. City Council allocated the discount to cover the costs of city-wide economic development efforts. Council has continued to extend the program, currently approved through 2015.

As a home rule city, Golden collects and administers its own sales and use tax. Businesses remit tax to Golden on a monthly, quarterly or annual basis. Taxes collected are due to the City by the 20th of the month following collection. The City has established a lockbox for the efficient and secure deposit of sales and use tax monies. Returns are mailed directly to the bank, eliminating processing float. The vendor discount is calculated by staff and transferred by journal entry to a separate revenue account.

Five Year Trend:

400,000 Year Revenue 2006 262,566 300,000 2007 273,421 2008 280,247 2009 261,964 200,000 2010 265,000

100,000

0 2006 2007 2008 2009 2010

Economic development efforts have been focused on increased awareness of the Golden area businesses and awareness of community events. Programs include local advertising on billboards, bus panels and newspapers, circulation of promotional coupons, Quick Guides and mailers along with enhanced public relations and media attention on community events. Fluctuations correlate with Sales Tax revenues and timeliness of remittances.

Forecast: 2011 $268,950 2012 $274,300

Rationale: Forecast is proportional to the projected annual increases in sales tax revenue and considers late filers.

City of Golden 2011/2012 Biennial Budget Page 38 AUTO OWNERSHIP TAX REVENUE

Distribution: General Fund 100%

Source: Residents and businesses of Golden.

Collection: The State of Colorado establishes the statutory authority for collecting auto ownership tax. Vehicle owners pay auto ownership tax upon registration of the vehicle and annually thereafter to Jefferson County, which acts as a collection agent for the State. The amount of tax is based on the value of the vehicle. Jefferson County distributes the tax accordingly:

(1) $.50 of each ownership tax payment goes to the State of Colorado to maintain the motor vehicle computer system.

(2) $.50 of each ownership tax payment goes to Jefferson County's general fund to pay for clerical processing.

(3) the remainder of the tax is distributed to Golden based on a percentage derived by comparing ad valorem (property) taxes collected by the county on behalf of the City to total ad valorem taxes collected for all taxing authorities in the county.

The City of Golden receives its share via wire transfer from Jefferson County into its main bank account on the 10th of the month following the month that the collection is processed by Jefferson County.

Five Year Trend:

600,000 Year Revenue 2006 336,892 2007 364,933 400,000 2008 356,987 2009 308,741 2010 360,000

200,000

0 2006 2007 2008 2009 2010

The decline in 2008 and 2009 is due to a decrease in new car purchases as a result of the economic recession. Year- to-date numbers for 2010 show a significant rebound in the tax revenue. Long term though, with the City’s 1% growth cap on residential permits, Golden is not growing as fast as other areas in the County. As a result, the percentage of ad valorem taxes for Golden compared to the rest of the County is declining from prior years.

Forecast: 2011 $360,000 2012 $360,000

Rationale: Forecast anticipates stable revenue in 2011 and 2012. New car purchases and subsequent ownership tax is expected to increase to offset the declining percentage of ad valorem taxes.

City of Golden Page 39 2011/2012 Biennial Budget XCEL ENERGY FRANCHISE FEE

Distribution: General Fund 100%

Source: 3% of gross revenues received by Xcel Energy on sales of gas and electricity within the City.

Collection: Under the auspices of the franchise agreement with Xcel Energy, they are to remit to the City monthly payments no later than 30 days following the close of the month.

Five Year Trend:

1,000,000 Year Revenue 2006 784,881 750,000 2007 769,477 2008 897,381 2009 792,004 500,000 2010 815,000

250,000

0 2006 2007 2008 2009 2010

Revenues fluctuate based on the combination of the number of customers, consumption, and utility rates. Several rate increases have occurred over the last few years. Consumption varies primarily with the severity of temperatures in the summer and winter months.

Forecast: 2011 $830,000 2012 $850,000

Rationale: Forecast anticipates a conservative increase of approximately 2% in both 2011 and 2012 to allow for an increase in the customer base and rate increases.

City of Golden 2011/2012 Biennial Budget Page 40 CABLE FRANCHISE FEE

Distribution: General Fund 100%

Source: 5% of gross revenues received by Comcast on sales of cable television within the City. The Franchise Agreement allows Comcast a right of way on/under City streets to operate its cable system in exchange for a fee charged on revenues from the Cable System.

Collection: Under the auspices of the franchise agreement with Comcast, they are to remit to the City quarterly payments no later than 30 days following the close of each quarter.

Five Year Trend:

300,000 Year Revenue 2006 149,628 2007 160,882 200,000 2008 173,319 2009 173,513 2010 174,000

100,000

0 2006 2007 2008 2009 2010

Federal Legislation passed in 2002 exempting cable modem service from franchise fees reduced revenues received. The increases since 2006 reflect a growing service base and rate increases.

Forecast: 2011 $175,750 2012 $177,500

Rationale: Forecast anticipates 1% annual increases to allow for increased population subscribing to cable service, as well as periodic rate increases.

City of Golden Page 41 2011/2012 Biennial Budget BUILDING PERMIT REVENUE

Distribution: General Fund 100%

Source: Contractors, Developers, Golden businesses and residents.

Collection: The building permit fee is determined by Public Works in accordance with the standard fee schedule based on total valuation of the construction project contained in the Uniform Building Code. The fee is paid at the time a building permit is obtained. Monies collected are deposited through the Finance Department. Additional fees are collected as determined through the audit of building projects.

Five Year Trend:

600,000 Year Revenue 2006 355,909 450,000 2007 341,550 2008 408,811 2009 354,252 300,000 2010 550,000

150,000

0 2006 2007 2008 2009 2010

The impact of commercial construction is reflected in the fluctuations in revenues, including the development of Clear Creek Square and Jefferson Office Park, and build out at Corporate Center, Golden Ridge, and the Coors Technology Center. Residential construction permits are historically a stable component of revenues as they are capped by the 1% growth limit. Through 2007, about 95% of all allowable residential permits have been pulled annually. That percentage dropped considerably during the recent recession. The increase in 2010 includes numerous home remodel and re-roof permits.

Forecast: 2011 $400,000 2012 $408,000

Rationale: Forecast anticipates stable Building Permit revenue in 2011 based on average revenues over the past several years, with a 2% increase in 2012 to allow for a slight increase in residential permits and/or inflation.

City of Golden 2011/2012 Biennial Budget Page 42 FIRE CONTRACT FEE REVENUE

Distribution: General Fund 100%

Source: Contracts with businesses, governments and residents for providing fire service out of the city limits.

Collection: The City establishes fees charged through negotiation with each property outside the city limits for which it provides fire service. The formula used as a basis for negotiations calculates the charge on the equivalent amount of property taxes the entity would pay to support the fire department if the entity was located within Golden. The City is paid on an annual basis through the Finance Department depending on the stipulations of the various contracts.

Five Year Trend:

450,000 Year Revenue 2006 264,158 2007 261,052 300,000 2008 261,228 2009 82,301 2010 21,050

150,000

0 2006 2007 2008 2009 2010

Revenues are based on contracted amounts. The majority of revenues received are from The MillerCoors Brewing Company. The declines in 2009 and 2010 are the result an expired contract with MillerCoors and the lack of a new contract.

Forecast: 2011 $231,200 2012 $231,200

Rationale: Forecast is based on an anticipated contract with MillerCoors, and a revenue sharing agreement with Fairmount Fire District.

City of Golden Page 43 2011/2012 Biennial Budget RECREATION FEES/FIELD RENTAL REVENUE

Distribution: General Fund 100%

Source: Fees paid by individuals and teams for programs offered by the Parks & Recreation Department for outdoor recreation activities, including: tennis, in-line hockey, softball, flag football, soccer, T- Ball, and baseball. Also includes field rental fees for programs and tournaments offered by outside agencies.

Collection: The City establishes fees charged per cost recovery policies established by the Parks & Recreation Department and approved by City Council. Monies are collected by the Parks & Recreation Department and deposited through the Finance Department.

Five Year Trend:

200,000 Year Revenue 2006 138,239 150,000 2007 150,069 2008 147,587 2009 139,255 100,000 2010 120,000

50,000

0 2006 2007 2008 2009 2010

Revenues increased in prior years due to increased participation in the various athletic programs as the City offered new programs and implemented a more extensive marketing campaign. Revenues declined in 2009 and 2010 as a result of the recent economic recession.

Forecast: 2011 $131,300 2012 $132,600

Rationale: Forecast anticipates improved revenues for 2011 as part of the economic recovery and includes a modest increase in 2012 to coincide with the projected annual population increase.

City of Golden 2011/2012 Biennial Budget Page 44 CAMPGROUND REVENUE

Distribution: General Fund 100%

Source: Visitors to Golden.

Collection: The Campground customer service representatives collect fees from campers and remit to the Finance Department for deposit. In 2003, the campground managers were replaced by customer service representatives and the hours of the campground office decreased.

Five Year Trend:

400,000 Year Revenue 2006 233,757 300,000 2007 230,383 2008 237,196 2009 262,161 200,000 2010 264,000

100,000

0 2006 2007 2008 2009 2010

The Campground provides sites for campers, tents and trailers for daily, weekly or monthly rentals. Summer and winter alike, the Campground is often at capacity. Attendance has remained relatively stable from year to year. Minimal fee increases were implemented in 2006 and 2009. In addition, the Campground now offers high-speed internet connections and collects a commission on the usage fee.

Forecast: 2011 $264,000 2012 $280,000

Rationale: Forecast for 2011 is based on continued stable revenues as the campground is generally at or near capacity. A rate increase is anticipated for 2012.

City of Golden Page 45 2011/2012 Biennial Budget ADMINISTRATIVE SERVICE FEE REVENUE

Distribution: General Fund 100%

Source: Enterprise Funds.

Collection: The amount of the service fee charged is determined during the City’s annual budget process. It is calculated based on the relative budget amount that each administrative department serves. The Finance Department effects the collection by transferring cash from the Water, Wastewater, Drainage, and Golf Course Funds to the General Fund on a monthly basis. The service fee is not charged to the enterprise funds that receive General Fund subsidies (Community Center, Splash, and Cemetery funds).

The fee is intended as a reimbursement for services which the General Fund provides to the enterprise operations including utility billing, payroll processing, accounting, policy making, human resources, general legal support, management and additional administrative duties.

Five Year Trend:

800,000 Year Utilities Recreation Total 2006 576,000 80,800 656,800 600,000 2007 622,000 84,840 706,840 2008 637,000 89,080 726,080 2009 668,850 93,500 762,350 400,000 2010 678,960 94,800 773,760

200,000

0 2006 2007 2008 2009 2010

Adjustments to the service fees are the result of increases in salary and benefit costs and additions to staff. Adjustments are made in an effort to more accurately reflect administrative services provided. The Golf Course admin fee was added in 2004. The admin fee for Splash was eliminated in 2006 and netted against the annual General Fund subsidy.

Forecast: 2011 $785,400 2012 $797,250

Rationale: Revenue forecast based on an annual 1.5% increase of General Fund services allocated.

City of Golden 2011/2012 Biennial Budget Page 46 PLAN CHECK FEES

Distribution: General Fund 100%

Source: Contractors and developers.

Collection: The plan check fee is determined by Public Works and charged based on a fee schedule in accordance with the International Building Code. Fees are assessed for the review of plans for construction permit issuance. The fee is paid at the time the plans are reviewed. Monies collected are deposited through the Finance Department.

Five Year Trend:

400,000 Year Revenue 2006 203,885 300,000 2007 201,864 2008 219,786 2009 178,882 200,000 2010 230,000

100,000

0 2006 2007 2008 2009 2010

Revenues will fluctuate based on the amount of commercial construction, new residential housing starts, and home improvements. Fees for plan reviews on residential construction are fairly stable based on the growth cap, although it can vary as developers bank their allocations in some years. Commercial activity has remained fairly consistent in recent years, with some decline in 2009.

Forecast: 2011 $210,000 2012 $220,000

Rationale: Forecast for 2011 is based on average revenues over the past several years, with anticipated increased activity in 2012 for both residential and commercial construction.

City of Golden Page 47 2011/2012 Biennial Budget CIGARETTE TAX REVENUE

Distribution: General Fund 100%

Source: Cigarette smokers in Colorado.

Collection: The state imposes and collects a twenty cent per pack tax on cigarettes, 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. (Note: Voters in Colorado approved an increase in the cigarette tax, effective January 1, 2005. However, the increase is earmarked for specific purposes and is not included in the distribution to municipalities and counties.)

Five Year Trend:

300,000 Year Revenue 2006 158,304 2007 153,020 200,000 2008 143,502 2009 127,299 2010 125,400

100,000

0 2006 2007 2008 2009 2010

Revenues are decreasing as the number of smokers is declining, more cigarettes are purchased out-of-state and over the internet, and the City’s percentage of state sales tax collections is declining as a result of greater growth in other areas of the state.

Forecast: 2011 $122,900 2012 $120,450

Rationale: Forecast is based on an anticipated decline of 2% per year.

City of Golden 2011/2012 Biennial Budget Page 48 COUNTY ROAD AND BRIDGE REVENUE

Distribution: General Fund 100%

Source: Residents and businesses owning property in Jefferson County.

Collection: Jefferson County imposes a levy of 1.900 mills dedicated to road and bridge improvements throughout Jefferson County. Because Jefferson County's efforts only include unincorporated areas and the property tax is collected from all areas, the State requires that Jefferson County return one half of the road and bridge levy to each city. The formula used to compute the amount returned to Golden is as follows:

County Road and Bridge Levy x Total City Assessed Value / 2 = City Portion

The money is distributed via electronic funds transfer on a quarterly basis to the City of Golden.

Five Year Trend:

600,000 Year Revenue 2006 387,178 450,000 2007 403,951 2008 416,367 2009 427,238 300,000 2010 380,300

150,000

0 2006 2007 2008 2009 2010

Limited new residential and commercial construction, and the completion of the biennial property value reassessments in odd numbered years for the following year’s collections have resulted in stable and slightly increasing revenues in prior years. The decrease in 2010 is due to the County making a correction in the calculation of the City’s portion.

Forecast: 2011 $300,250 2012 $303,250

Rationale: The reduction in 2011 is based on an anticipated reduction of the road and bridge levy by the County, reallocating the levy to their general property tax. 2012 assumes a 1% increase to allow for new construction, with no change in assessed property values.

City of Golden Page 49 2011/2012 Biennial Budget COURT FINES & FEES REVENUE

Distribution: General Fund 100%

Source: Tickets and citations issued by the Golden Police and fines adjudicated by the Golden Municipal Judge.

Collection: Tickets are paid through the mail and drop box or directly to the Finance Department. Regular court is held every Thursday morning, and juvenile court is held the fourth Thursday afternoon of every month. All collection efforts are made by the Golden Municipal Court.

Five Year Trend:

750,000 Year Traffic Other Total 2006 412,995 135,202 548,197 2007 292,580 124,802 417,382 500,000 2008 376,319 136,169 512,488 2009 325,562 144,606 470,168 2010 320,000 170,100 490,100

250,000

0 2006 2007 2008 2009 2010

Court revenues are dependent on citations issued by the Police Department, enforcement priorities within the Department, and fines and court costs as administered by the Judge. Decreases in Traffic Revenue are typically a result of staffing levels (due to turnover or inactive duty) within the Department. Increases in 2006 are the result of a federal COPS grant that added 4 police officers late in 2004, all assigned to traffic enforcement. The decrease in 2007 is due to staffing shortages that forced the traffic enforcement unit to be temporarily reassigned to other duties. 2008 included an increase in traffic fines and fees.

Forecast: 2011 $495,300 2012 $500,510

Rationale: Revenue forecast assumes an approximately 1% increase annually to allow for increased population and traffic volume in the City, and assumes the current staffing level in the Police Department.

City of Golden 2011/2012 Biennial Budget Page 50 GAMING GRANT REVENUE

Distribution: General Fund 100%

Source: Gaming revenues remitted to the State of Colorado by casinos in the approved gaming communities.

Collection: The City is typically awarded a grant in the fall for the following year, after an application and interview process through the Colorado Department of Local Affairs. Revenue is received on a quarterly basis after the submittal of grant progress reports.

Five Year Trend:

225,000 Year Revenue 2006 135,000 2007 113,774 150,000 2008 145,578 2009 160,115 2010 94,155

75,000

0 2006 2007 2008 2009 2010

Gaming Grant revenues are dependent on the number of police and fire calls for service that are gaming related, the cost per call for those services, one time capital equipment requests, and total funding available at the State level. The decrease in 2006 and 2007 is due to reduced call volumes the previous years, in part due to the temporary closure in 2005 of Highway 6 in the canyon, as well as reduced funds available from the State. The decrease in 2010 is the result of the State allocating funding for only the second half of the year.

Forecast: 2011 $158,000 2012 $161,000

Rationale: Revenue forecast for 2011 is based on the application submitted for funding and the likelihood of award amount. 2012 assumes a slight increase to allow for increased call volume and increases in the police and fire budgets.

City of Golden Page 51 2011/2012 Biennial Budget INVESTMENT INCOME

Distribution: All Funds on a pro rata basis to cash and investment balances held.

Source: Interest and investment income from investments made by the City. Interest revenues will vary based on rates and portfolio volume.

The City utilizes the services of an outside investment firm, Cutwater Asset Management, for investment recommendations. Securities authorized by the City 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 City's main bank account.

Five Year Trend:

1,600,000 Year Revenue 2006 1,384,263 1,200,000 2007 1,509,442 2008 816,420 2009 550,775 800,000 2010 380,682

400,000

0 2006 2007 2008 2009 2010

In 2006, the City had a portfolio of $15.4 million and earned 4.64% annualized return net of fees. A portion of the portfolio included bond proceeds from the issuance of COP’s and Water Revenue Bonds. A large amount of the proceeds were still earning interest in 2007 as the City’s portfolio was $15.9 million at year end, earning 4.75% net return. In 2008, the portfolio dropped to $13.6 million as bonds proceeds were spent, earning a net return of 3.5%. The portfolio increased to $16.3 million in 2009, but only earned a net return of 2.14%. Projections for year-end 2010 are an $18 million portfolio and a net return of 1%.

Forecast: 2011 $358,665 2012 $331,141

Rationale: Forecast based on anticipated cash balances in the individual funds and projected average yields of 1% in 2011 and 1.5% in 2012.

City of Golden 2011/2012 Biennial Budget Page 52 WATER SALES REVENUE

Distribution: Water Fund 100%

Source: Golden water customers.

Collection: The City water customers are divided into three segments. One-third of the City's water meters are read by the Public Works Department each month. Quarterly billings are issued by the Finance Department. Customers have until the end of the month to pay their bill. If a customer becomes more than 45 days delinquent in paying a bill, then water service is shut off until the bill and reinstatement charges are paid.

Customers pay at the Finance Department, through the City Hall drop box, or through the mail. Mailed payments go directly to the City's bank through a lock box system.

Five Year Trend:

6,000,000 Year Revenue 2006 4,069,872 4,500,000 2007 4,121,119 2008 4,527,426 2009 3,941,826 3,000,000 2010 4,350,000

1,500,000

0 2006 2007 2008 2009 2010

Except for 2009, which had unusually high precipitation, consumption has increased annually since 2005 following the completion of Guanella Reservoir and the assurance that the City had sufficient water to meet the needs of the citizens. Rates have also increased each year since 2005, other than in 2009, which had rates frozen at 2008 levels.

Forecast: 2011 $4,613,200 2012 $4,892,300

Rationale: Forecast anticipates a relatively stable consumption, with a 1% increase to account for an increase in the customer base. Rate increases of 5% per year for both 2011 and 2012 are anticipated.

City of Golden Page 53 2011/2012 Biennial Budget COORS WATER SALES REVENUE

Distribution: Water Fund 100%

Source: Coors Brewing Company.

Collection: Coors buys and uses all excess water which the City buys from Henderson Mine. Coors pays a contractual amount of $5 per acre-foot more than the City pays for the water which it receives. Additionally, Coors receives water under the terms of the Cosmic Settlement. It pays an amount per acre foot which differs according to the season of the year under this agreement. Coors remits to the City the amount it owes on a monthly basis.

Five Year Trend:

800,000 Year Revenue 2006 575,332 600,000 2007 494,594 2008 525,590 2009 751,921 400,000 2010 650,000

200,000

0 2006 2007 2008 2009 2010

Fluctuations in revenues reflect availability of water to sell. With the completion of Guanella Reservoir 2004, the City is able to store water from its other water rights, making more water available to Coors on a regular basis. The large increase in 2009 was due to decreased consumption from other utility customers.

Forecast: 2011 $656,500 2012 $669,650

Rationale: Forecast assumes stable levels of water sales to Coors, with a slight increase to allow for changes to the CPI.

City of Golden 2011/2012 Biennial Budget Page 54 WATER DEVELOPMENT FEE REVENUE

Distribution: Water Fund 100%

Source: New residential and commercial development.

Collection: City of Golden Municipal Code requires that water development fees be paid at the time the building permit is issued. Public Works computes the amount owed and collects it from the developer. Public Works then remits the money to the Finance Department for recording and deposit.

Five Year Trend:

1,600,000 Year Revenue 2006 923,967 1,200,000 2007 1,085,308 2008 192,846 2009 1,153,510 800,000 2010 600,000

400,000

0 2006 2007 2008 2009 2010

Historically, revenues have fluctuated depending on the amount of commercial construction and the banking of residential allocations from the one percent growth limit passed in 1995. The decrease for 2008 is due to builders banking a large number of the residential permit allocations and lack of new commercial construction. Some commercial projects and the low-income multi-family project pulled permits in 2009.

Forecast: 2011 $1,000,000 2012 $910,000

Rationale: Forecast assumes the issuance of approximately 50 residential permits in 2011 and 45 in 2012. System Development fees for commercial construction is not budgeted as the timing of those projects is so variable.

City of Golden Page 55 2011/2012 Biennial Budget WASTEWATER SALES REVENUE

Distribution: Wastewater Fund 100%

Source: Golden wastewater customers.

Collection: Wastewater charges are placed on the same bill as the water charges. The bill is based on the quantity of water used by a residential customer during the winter quarter. Commercial customers' wastewater charges are based on the water they use each quarter. Quarterly billings are issued by the Finance Department. Customers have until the end of the month to pay the bill. If a customer becomes more than 45 days delinquent in paying a bill, then water service is shut off until the bill and reinstatement charges are paid.

Customers pay at the Finance Department, through the City Hall drop box, or through the mail. Mailed payments go directly to the City's bank through a lock box system.

Five Year Trend:

2,000,000 Year Revenue 2006 1,426,204 1,500,000 2007 1,400,210 2008 1,433,953 2009 1,362,705 1,000,000 2010 1,420,000

500,000

0 2006 2007 2008 2009 2010

Sewer charges had previously increased each year as residential and commercial customers were added to the system. Increased water consumption during the winter months resulted in increased sewer revenues in 2005 and 2006. The declines in 2007 and 2009 are due to decreased water consumption. Rates have not increased, and have actually been reduced twice since 1994.

Forecast: 2011 $1,577,600 2012 $1,752,750

Rationale: Forecast assumes a 1% increase to reflect an increase in customer base and also includes a 10% increase in fees in both 2011 and 2012 to cover increased costs of operations. .

City of Golden 2011/2012 Biennial Budget Page 56 WASTEWATER DEVELOPMENT FEE REVENUE

Distribution: Wastewater Fund 100%

Source: New residential and commercial development.

Collection: City of Golden Municipal Code requires that wastewater development fees are paid at the time the building permit is issued. Public Works computes the amount owed and collects it from the developer. Public Works then remits the money to Finance for recording and deposit.

Five Year Trend:

450,000 Year Revenue 2006 196,554 2007 211,946 300,000 2008 63,603 2009 243,758 2010 120,000

150,000

0 2006 2007 2008 2009 2010

Historically, revenues have fluctuated depending on the amount of commercial construction and the banking of residential allocations from the one percent growth limit passed in 1995. The decrease for 2008 is due to builders banking a large number of the residential permit allocations and lack of new commercial construction. Some commercial projects and the low-income multi-family project pulled permits in 2009.

Forecast: 2011 $173,500 2012 $156,150

Rationale: Forecast assumes the issuance of approximately 50 residential permits in 2011 and 45 in 2012. System Development fees for commercial construction is not budgeted as the timing of those projects is so variable.

City of Golden Page 57 2011/2012 Biennial Budget DRAINAGE UTILITY FEE REVENUE

Distribution: Drainage Utility Fund 100%

Source: Property owners within the City limits.

Collection: Drainage Utility fees are placed on the same bill as water/wastewater charges. The quarterly bill is based on an average of 2,000 sq. ft. of impervious area for residential customers, the average square footage multiplied by number of units for multi-residential customers up to 4 units and actual impervious area for multi-residential customers above 4 units and commercial customers. Impervious area constitutes any area that doesn't allow water/snow to be absorbed by the ground, i.e. sidewalks, rooftops, driveways, parking lots, etc.

Quarterly billings are issued by Finance. Customers have until the end of the month to pay the bill. If a customer becomes more than 45 days delinquent in paying a bill, then water service is shut off until the bill and reinstatement charges are paid.

Customers pay at the Finance Department, through the City Hall drop box, or through the mail. Mailed payments go directly to the City's bank through a lock box system.

Five Year Trend:

1,000,000 Year Revenue 2006 777,684 750,000 2007 790,264 2008 807,845 2009 875,073 500,000 2010 897,500

250,000

0 2006 2007 2008 2009 2010

Increasing Drainage Utility Fees are a result of residential / commercial construction and annexations. Residential construction is limited to the one percent growth cap. The initial fee was established in 1998, with the residential fee at $3.20 per month. In 2009, the fee was increased 10%.

Forecast: 2011 $906,475 2012 $915,540

Rationale: Forecast includes an increase of 1% per year to allow for an increase in the customer base.

City of Golden 2011/2012 Biennial Budget Page 58 CEMETERY OPERATING REVENUE

Distribution: Cemetery Operating Fund 100%

Source: Customers of the Golden Cemetery

Collection: Fees include plot sales, vault settings, plot open and closing fees, memorial setting and columbarium fees. Fees are set on an annual basis by City Council. Fees are collected by the Golden Cemetery employees and remitted to Finance for recording and deposit.

Five Year Trend:

600,000 Year Revenue 2006 296,485 450,000 2007 382,568 2008 340,517 2009 360,008 300,000 2010 382,000

150,000

0 2006 2007 2008 2009 2010

Cemetery revenues are demand based and are the result of requests for services. Modest fee increases have been approved during the 5-year period. In 2007, the cemetery began selling headstones and markers. 2007 also saw an increase in plot sales.

Forecast: 2011 $391,550 2012 $401,300

Rationale: Forecast anticipates 2.5% annual increase based on demand with no fee increases proposed.

City of Golden Page 59 2011/2012 Biennial Budget SPLASH AQUATIC PARK ADMISSION REVENUES

Distribution: Splash Aquatic Park Fund 100%

Source: Splash Aquatic Park users.

Collection: Collected over-the-counter at the Splash Aquatic Park and remitted to the Finance Department on a daily basis. Splash Aquatic Park users can pay either a Daily Admission Fee, purchase a punch card or a season membership. Splash is also available for rental. The Splash Aquatic Park is open Memorial Day weekend, generally through Labor Day.

Five Year Trend:

400,000 Year Revenue 2006 272,718 300,000 2007 301,010 2008 278,279 2009 247,438 200,000 2010 301,800

100,000

0 2006 2007 2008 2009 2010

Revenues are primarily weather related. Low revenues in 2009 were a result of weather (cooler temperatures and more precipitation). Warmer temperatures resulted in increased revenue in 2010. Once school starts in August, revenues drop off as the loss of lifeguards reduces the hours of operation to weekends only.

Forecast: 2011 $298,900 2012 $301,900

Rationale: Forecast anticipates good weather, stable attendance, and is based on projected opening date and back-to-school date annually. No fee increase is anticipated.

City of Golden 2011/2012 Biennial Budget Page 60 COMMUNITY CENTER ADMISSION REVENUE

Distribution: Community Center Fund 100%

Source: Users of the Community Center and corporations for employee wellness programs.

Collection: Community Center users can pay either a Daily Admission Fee, purchase a punch card or an annual membership. Fees are collected by phone registration, over-the-counter payments and direct payment (direct transfer through the Automated Clearing House (ACH) from the customer’s bank account to the City’s bank account). The fees are collected by Community Center staff and remitted to the Finance Department on a daily basis. The ACH payments are initiated by Finance on a monthly basis.

Five Year Trend:

900,000 Year Revenue 2006 625,718 2007 717,565 600,000 2008 808,792 2009 815,494 2010 830,000

300,000

0 2006 2007 2008 2009 2010

Construction to the facility during the second half of 2006, that included the closure of the aquatics area for 10 weeks, had a negative impact on admissions. The expanded facility has seen increased admissions beginning in 2007. A slight fee increase occurred in 2010.

Forecast: 2011 $838,300 2012 $846,700

Rationale: Forecast anticipates 1% per year in increased revenues to allow for the increasing population.

City of Golden Page 61 2011/2012 Biennial Budget COMMUNITY CENTER PROGRAM FEES

Distribution: Community Center Fund 100%

Source: Recreation program fees paid by users of the Golden Community Center, including aquatics.

Collection: Collected by internet and phone registrations, over-the-counter payments, and by mail. The fees are collected by Community Center staff and remitted to the Finance Department on a daily basis.

Five Year Trend:

800,000 Year Revenue 2006 430,202 600,000 2007 542,047 2008 587,606 2009 626,151 400,000 2010 660,000

200,000

0 2006 2007 2008 2009 2010

Higher Community Center Program revenues are the result of increased participation, new programs and fee increases. Programs are offered in fitness, aquatics, creative arts and personal development. Construction in 2006 caused a decline in the aquatics program revenues for the year. Increased revenues beginning in 2007 are a result of the expanded facility providing additional space for more program opportunities.

Forecast: 2011 $680,950 2012 $686,910

Rationale: Forecast anticipates a 3% increase in 2011 and 1% in 2012 to allow for increased program attendance and new programs. No fee increases are anticipated.

City of Golden 2011/2012 Biennial Budget Page 62 FOSSIL TRACE GOLF CLUB GREEN FEES

Distribution: Fossil Trace Golf Course Fund 100%

Source: Golf Course Customers.

Collection: Collected by over-the-counter payments. The fees are collected by the golf course staff and remitted to the Finance Department on a daily basis.

Five Year Trend:

2,250,000 Year Revenue 2006 1,854,794 2007 1,930,244 1,500,000 2008 1,866,235 2009 1,691,893 2010 1,677,000

750,000

0 2006 2007 2008 2009 2010

In 2006, 36,890 18-hole equivalent rounds were played at approximately $50.28 per round. 2007 saw 37,449 18- hole equivalent rounds at approximately $51.48 per round. For 2008, 36,733 18-hole equivalent rounds were played at an average of $50.85 per round. Poor weather and the economic recession have impacted revenue for 2009 and 2010 with 32,521 rounds played in 2009 at $52.02 per round and 32,250 rounds projected for 2010.

Forecast: 2011 $1,742,000 2012 $1,822,500

Rationale: Forecast anticipates 33,500 18-hole equivalent rounds in 2011 and 33,750 rounds in 2012, with a slight fee increase in 2012.

City of Golden Page 63 2011/2012 Biennial Budget FOSSIL TRACE GOLF CLUB CART RENTAL FEES

Distribution: Fossil Trace Golf Course Fund 100%

Source: Golf Course Customers.

Collection: Collected by over-the-counter payments. The fees are collected by the golf course staff and remitted to the Finance Department on a daily basis.

Five Year Trend:

600,000 Year Revenue 2006 450,477 450,000 2007 546,027 2008 535,948 2009 471,834 300,000 2010 468,270

150,000

0 2006 2007 2008 2009 2010

Revenue is made up of approximately 88% of the golfers riding in a golf cart. Cart fees were increased in 2007 when a GPS system was installed in the carts.

Forecast: 2011 $486,420 2012 $490,050

Rationale: Forecast based on approximately 88% of the 18-hole equivalent players renting a cart, with no fee increases anticipated.

City of Golden 2011/2012 Biennial Budget Page 64 FOSSIL TRACE GOLF CLUB DRIVING RANGE FEES

Distribution: Fossil Trace Golf Course Fund 100%

Source: Golf Course Customers.

Collection: Collected by over-the-counter payments. The fees are collected by the golf course staff and remitted to the Finance Department on a daily basis.

Five Year Trend:

300,000 Year Revenue 2006 152,102 2007 154,302 200,000 2008 166,718 2009 150,672 2010 150,930

100,000

0 2006 2007 2008 2009 2010

Revenue historically averaged approximately 8.2% of annual green fee revenue. With the fee increase in 2008 and other improvements, the percentage increased to 8.9%.

Forecast: 2011 $156,780 2012 $164,025

Rationale: Forecast based on 9% of annual green fee revenue, with no anticipated fee increases.

City of Golden Page 65 2011/2012 Biennial Budget FOSSIL TRACE GOLF CLUB MERCHANDISE SALES

Distribution: Fossil Trace Golf Course Fund 100%

Source: Golf Course Customers.

Collection: Collected by over-the-counter payments. The fees are collected by the golf course staff and remitted to the Finance Department on a daily basis.

Five Year Trend:

600,000 Year Revenue 2006 393,046 450,000 2007 431,272 2008 403,665 2009 338,559 300,000 2010 314,438

150,000

0 2006 2007 2008 2009 2010

Increases in revenue reflect the quality and variety of merchandise available, as well as the popularity of the course. Revenue has averaged over $10.50 per 18-hole equivalent round. Due to the current recession, merchandise revenue is projected at $9.75 per round for 2010.

Forecast: 2011 $329,975 2012 $332,438

Rationale: Forecast based on $9.85 in merchandise sales per 18-hole equivalent round.

City of Golden 2011/2012 Biennial Budget Page 66 HIGHWAY USERS TAX REVENUE

Distribution: Capital Programs 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 electronic funds transfer on a monthly basis to the City of Golden in accordance with the following formulas:

(1) Basic Fund --- the first seven cents of gasoline taxes and the base amount of various motor vehicle registration, title and license fees. 9% of these revenues are distributed to municipalities. The 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.

(2) Supplemental Fund --- 18% 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 capacity improvements.

(3) 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 designated in (2) above.

(4) 1995 Increase Fund --- 18% from a three-year phased reduction of the amount previously withheld by the state for administrative purposes which can be used for the same purposes designated in (2) above.

Five Year Trend:

800,000 Year Revenue 2006 465,836 600,000 2007 440,161 2008 422,249 2009 455,178 400,000 2010 495,500

200,000

0 2006 2007 2008 2009 2010

The distribution has dropped since 2006 due to annexations and growth in other parts of the state creating more sharing of revenue among municipalities and reducing Golden’s proportionate share. Changes in consumption, with rising gas prices and the use of more fuel efficient vehicles also impact Golden’s share. Beginning in July 2009, revenues increased as a result of the impacts of the FASTER Bill.

Forecast: 2011 $533,369 2012 $525,400

Rationale: Forecast for 2011 based on estimates provided by CML. 2012 anticipates a 1.5% annual decrease to reflect the ongoing reduction in Golden’s proportionate share from population growth elsewhere in the state.

City of Golden Page 67 2011/2012 Biennial Budget JEFFERSON COUNTY OPEN SPACE SALES TAX SHARED REVENUE

Distribution: Open Space Fund 100%

Source: .5% sales tax paid by citizens and visitors in Jefferson County.

Collection: The State of Colorado collects the sales tax from merchants on behalf of Jefferson County. The State remits to Jefferson County on a monthly basis. Jefferson County allocates Open Space funds between its fund for unincorporated sections of Jefferson County, municipalities, and special parks districts. Funds are received electronically directly to the City’s bank account on a monthly basis.

Five Year Trend:

600,000 Year Revenue 2006 455,814 450,000 2007 470,336 2008 476,884 2009 475,680 300,000 2010 578,000

150,000

0 2006 2007 2008 2009 2010

Revenues provide funding for parks, trails and open space. Revenues have increased since 2005 due to an improved economy in the County. Population and retail growth within the County have helped offset the impacts of the recession in 2008 and 2009. The increase in 2010 is due to the City’s share of audit revenue received by the County.

Forecast: 2011 $482,800 2012 $487,600

Rationale: Forecast anticipates 1% annual increases from the average annual revenue, as overall County sales tax revenues are expected to slowly increase.

City of Golden 2011/2012 Biennial Budget Page 68 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. Golden’s share is electronically transferred to the City’s depository bank account on December 1, March 1, June 1 and September 1.

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 a public site used for recreational purposes.

Five Year Trend:

400,000 Year Revenue 2006 193,577 300,000 2007 177,859 2008 176,856 2009 164,133 200,000 2010 155,000

100,000

0 2006 2007 2008 2009 2010

As participation in the Lottery has increased, revenues filtered down to the municipalities have also increased, with the City seeing a large increase for 2006. Since 2007, revenues have decreased as participation in the Lottery fluctuates, Golden’s population is increasing at a slower rate than the rest of the state, and from the impacts of the recession.

Forecast: 2011 $160,000 2012 $161,600

Rationale: Forecast anticipates a 1% annual increase to allow for increased population in the City and continued support of the Colorado Lottery.

City of Golden Page 69 2011/2012 Biennial Budget City of Golden 2009/2010 Biennial Budget Page 70 City of Golden Page 71 2009/2010 Biennial Budget CITY OF GOLDEN 2011 BUDGET

Where it comes from...General Fund revenues:

Intergovernmental Other Taxes Misc., Interest, Fines, & 5% 5% Permits Charges for Service 8% 11%

General Property Tax 24%

Sales and Use Tax 47%

Where it goes…General Fund expenditures:

Other Exp. & Interfund Transfers 14%

General Government 21% Parks and Recreation 10% Public Works 16%

Public Safety Planning and Econ. 35% Devel. 4%

City of Golden 2011/2012 Biennial Budget Page 72 CITY OF GOLDEN 2012 BUDGET

Where it comes from...General Fund revenues:

Intergovernmental Other Taxes 4% 5% Misc., Interest, Fines, & Charges for Service Permits 11% 9%

General Property Tax 23%

Sales and Use Tax 48%

Where it goes…General Fund expenditures:

Other Exp. & Interfund Transfers 12%

General Government 20% Parks and Recreation 11%

Public Works 15%

Public Safety 37% Planning and Econ. Devel. 5%

City of Golden Page 73 2011/2012 Biennial Budget COMPARATIVE BUDGET CHANGES 2008 - 2012 GENERAL FUND

AMENDED PROJECTED PROPOSED PROPOSED ACTUAL ACTUAL BUDGET ACTUAL BUDGET BUDGET DESCRIPTION 2008 2009 2010 2010 2011 2012

REVENUES:

Taxes 15,683,070 16,395,055 16,126,710 16,069,260 16,222,675 16,327,678 Licenses and Permits 497,159 408,720 473,100 640,515 456,600 496,600 Charges for Service 1,842,442 1,646,077 1,936,443 1,849,593 2,405,300 2,446,650 Intergovernmental 894,276 944,584 760,300 1,319,302 1,041,650 740,200 Fines and Forfeitures 512,488 471,253 521,100 490,100 495,300 500,510 Interest & Miscellaneous 1,027,499 914,965 821,423 851,983 832,603 853,528

TOTAL REVENUES 20,456,934 20,780,654 20,639,076 21,220,753 21,454,128 21,365,166

OPERATING EXPENDITURES:

General Government 3,149,951 3,303,882 3,690,316 3,871,823 4,000,111 3,737,333 Judicial & Legal 625,274 777,355 697,750 774,610 743,700 750,700 Planning & Development 1,390,684 1,156,184 1,104,913 983,133 1,042,708 1,036,778 Public Safety 7,896,251 7,932,421 8,375,019 8,053,490 8,070,631 8,263,374 Public Works 3,588,380 3,510,686 3,451,667 3,156,093 3,624,364 3,353,852 Parks & Recreation 2,349,085 2,324,103 2,507,832 2,284,207 2,280,045 2,343,325

Subtotal: 18,999,625 19,004,631 19,827,497 19,123,356 19,761,558 19,485,362

OTHER EXPENDITURES:

Med Benefits Cash Infusion - 30% - 279,800 - - - - Transfers to Other Funds 647,700 462,100 443,500 684,325 1,709,705 1,060,670 GURA Increment 488,628 487,978 502,250 520,000 527,800 538,350 Senior Resource Center 15,000 18,000 20,000 20,000 20,000 20,000 Coors Tech/Fairmont Fire Rebates - 216,500 436,800 464,370 465,000 465,000 Single Trash Hauler Program - - - 191,000 571,600 571,600 Public Works Admin Building Expense 27,519 275,397 - 30,000 - -

Subtotal: 1,178,847 1,739,775 1,402,550 1,909,695 3,294,105 2,655,620

TOTAL EXPENDITURES 20,178,472 20,744,406 21,230,047 21,033,051 23,055,663 22,140,982

(Use)/Accumulation of Surplus Funds 278,461 36,248 (590,971) 187,701 (1,601,535) (775,816)

Ending Fund Balance 5,863,365 5,899,613 5,308,642 6,087,314 4,485,779 3,709,963

Fund Balance as % of Expenditures 29.1% 28.4% 25.0% 28.9% 19.5% 16.8%

City of Golden 2011/2012 Biennial Budget Page 74 COMPARATIVE BUDGET CHANGES 2008 - 2012 GENERAL FUND

AMENDED PROJECTED PROPOSED PROPOSED ACTUAL ACTUAL BUDGET ACTUAL BUDGET BUDGET DESCRIPTION 2008 2009 2010 2010 2011 2012

REVENUES: Taxes 15,683,070 16,395,055 16,126,710 16,069,260 16,222,675 16,327,678 Licenses and Permits 497,159 408,720 473,100 640,515 456,600 496,600 Charges for Service 1,842,442 1,646,077 1,936,443 1,849,593 2,405,300 2,446,650 Intergovernmental 894,276 944,584 760,300 1,319,302 1,041,650 740,200 Fines and Forfeitures 512,488 471,253 521,100 490,100 495,300 500,510 Interest & Miscellaneous 1,027,499 914,965 821,423 851,983 832,603 853,528

TOTAL REVENUES 20,456,934 20,780,654 20,639,076 21,220,753 21,454,128 21,365,166

OPERATING EXPENDITURES: City Council 198,864 174,936 211,300 221,674 237,720 243,720 Sustainability 50,806 123,623 200,775 151,962 155,640 159,260 Municipal Judge 50,791 50,198 54,900 54,900 54,900 54,900 City Attorney 367,747 501,834 407,000 487,000 457,000 457,000 City Manager 344,850 328,010 360,073 353,133 379,980 391,480 Communications 252,406 270,112 392,800 321,150 431,050 402,850 GURA Director 114,970 121,646 123,950 123,350 124,950 129,650 City Clerk 220,701 224,210 237,300 222,910 239,500 241,400 Human Resources 440,534 440,069 532,725 451,395 459,745 470,345 Municipal Court 206,736 225,323 235,850 232,710 231,800 238,800 Finance & Administrative Services 1,010,580 1,043,877 1,084,870 1,058,820 1,143,585 1,181,210 Planning & Development 544,056 538,469 579,813 550,733 552,108 569,478 Economic Development 574,658 285,739 143,100 98,700 180,600 167,300 Community Marketing Program 271,970 299,878 300,000 300,000 300,000 300,000 Community Visioning - 32,098 82,000 33,700 10,000 - Museums 260,301 295,141 244,400 118,621 - - Grants 3,480 65,955 - 441,549 310,000 - Public Works Admin & Engineering 1,318,077 1,273,188 1,290,504 1,300,040 1,297,304 1,338,918 Public Works Streets 1,783,920 1,749,005 1,911,163 1,740,053 1,892,060 1,879,934 Highway Corridor Project 486,383 488,493 250,000 116,000 435,000 135,000 Police Admin & Communication 2,154,700 2,216,690 2,300,158 2,155,783 2,124,391 2,183,992 Police Operations 4,440,791 4,323,996 4,610,712 4,453,168 4,525,917 4,623,040 Fire 1,300,760 1,391,735 1,464,149 1,444,539 1,420,324 1,456,342 Parks & Recreation Administration 450,957 493,604 487,375 491,550 487,175 503,375 Outdoor Recreation 294,530 308,724 336,277 341,931 331,239 339,307 Parks 1,061,157 961,210 1,120,725 1,045,009 1,163,889 1,194,449 Forestry 181,995 158,920 191,620 181,507 194,242 200,294 RV Park 100,145 106,504 127,435 105,590 103,500 105,900 Municipal Facilities 346,260 344,944 333,024 329,881 332,341 336,818 Emergency Operations Center - - 47,000 47,000 25,000 20,000 Property & Liability Premium 166,500 166,500 166,500 149,000 160,600 160,600

Subtotal: 18,999,625 19,004,631 19,827,497 19,123,356 19,761,558 19,485,362

OTHER EXPENDITURES: Med Benefits Cash Infusion - 30% - 279,800 - - - - Transfers to Other Funds 647,700 462,100 443,500 684,325 809,705 860,670 GURA Increment 488,628 487,978 502,250 520,000 527,800 538,350 Senior Resource Center 15,000 18,000 20,000 20,000 20,000 20,000 CoorTech/Fairmount Fire Rebates - 216,500 436,800 464,370 465,000 465,000 Single Trash Hauler Program - - - 191,000 571,600 571,600 Public Works Admin Building 27,519 275,397 - 30,000 900,000 200,000

Subtotal: 1,178,847 1,739,775 1,402,550 1,909,695 3,294,105 2,655,620 TOTAL EXPENDITURES 20,178,472 20,744,406 21,230,047 21,033,051 23,055,663 22,140,982 (Use)/Accumulation of Surplus Funds 278,461 36,248 (590,971) 187,701 (1,601,535) (775,816)

City of Golden Page 75 2011/2012 Biennial Budget GENERAL FUND REVENUES Amended Projected Proposed Proposed Actual Actual Budget Actual Budget Budget Account Description 2008 2009 2010 2010 2011 2012

TAXES General Property Tax 3,907,762 4,486,500 5,057,800 5,057,800 5,012,100 5,010,000 Sales Tax 7,240,442 6,766,876 6,972,500 6,972,500 7,077,100 7,218,650 Auto Ownership Tax 356,987 308,741 340,000 360,000 360,000 360,000 Building Use Tax 336,496 400,548 360,000 380,000 360,000 360,000 Xcel Energy Franchise Tax 897,381 792,004 800,000 815,000 830,000 850,000 Telephone Occup. Tax 56,019 56,653 53,460 53,460 52,925 52,396 Cable Franchise Fee 173,319 173,513 176,750 174,000 175,750 177,500 Use Tax 2,114,435 2,003,892 1,985,700 1,731,000 1,774,300 1,818,632 Street Cut Use Tax - 153 500 500 500 500 Sales & Use Tax Audits 628,388 1,440,350 400,000 600,000 600,000 500,000 Sales Tax Refunds (28,159) (34,175) (20,000) (75,000) (20,000) (20,000)

Subtotal-Taxes 15,683,070 16,395,055 16,126,710 16,069,260 16,222,675 16,327,678

LICENSE/PERMITS Sales/Use License 49,600 19,080 50,000 50,000 18,000 50,000 Liquor/Cabaret License 10,416 13,527 11,000 12,000 12,000 12,000 Amusement License 3,500 3,200 4,200 3,500 3,500 3,500 Miscellaneous License 1,090 781 1,000 1,000 1,000 1,000 Building Permits 408,811 354,252 385,000 550,000 400,000 408,000 Special Event Liquor Permits 1,125 1,100 1,000 1,615 1,200 1,200 Miscellaneous permits 20,482 14,590 18,500 20,000 18,500 18,500 Special Event Permits 2,135 2,190 2,400 2,400 2,400 2,400

Subtotal-License/Permits 497,159 408,720 473,100 640,515 456,600 496,600

CHARGES FOR SERVICE Zoning/Subd. Fees 30,652 14,400 22,220 20,000 20,200 20,400 Police Service Fees 8,290 16,351 15,000 8,000 8,000 8,000 Fire Service Contracts 261,228 82,301 450,000 21,050 231,200 231,200 Per Call Fire Fees 5,729 8,122 6,000 25,000 10,000 10,000 Contractor Fees 23,925 24,475 21,000 90,000 25,000 25,000 Elevator Inspection Fees 14,560 - - - - - Outdoor Recreation Fees 147,587 139,255 145,000 120,000 131,300 132,600 Campground Fees 237,196 262,161 250,000 264,000 264,000 280,000 Concessions ------Tree Sales 12,546 7,751 8,000 6,185 7,000 7,000 Plan Check Fees 219,786 178,881 200,000 230,000 210,000 220,000 Batting Cage 11,835 6,061 10,000 4,500 5,000 5,000 Park Pavilion Rental 17,694 16,685 16,000 15,000 16,000 16,000 Grampsas Program Fees 85,726 86,602 70,000 85,000 85,000 85,000 Grampsas Pavilion Rental 11,920 11,735 12,000 9,000 10,000 12,000 Trash Service Fees - - - 147,835 594,500 594,500 Utility Service Fees 636,996 668,847 678,960 678,960 689,200 699,600 GDGID Fees 2,700 2,700 2,700 2,700 2,700 2,700 Splash & Fossil Trace Service Fee 89,076 93,500 2,000 94,800 96,200 97,650 Drainage O&M 24,996 26,250 27,563 27,563 - -

Subtotal-Charges for Service $1,842,442 $1,646,077 $1,936,443 $1,849,593 $2,405,300 $2,446,650

City of Golden 2011/2012 Biennial Budget Page 76 GENERAL FUND REVENUES Amended Projected Proposed Proposed Actual Actual Budget Actual Budget Budget Account Description 2008 2009 2010 2010 2011 2012

INTERGOVERNMENTAL Cigarette Tax 157,361 127,299 125,400 125,400 122,900 120,450 County Road/Bridge 416,367 427,238 470,400 380,300 300,250 303,250 Vehicle Reg. Fees 58,731 53,778 58,000 60,000 60,000 60,000 FEMA Grant 42,733 48,995 46,500 40,000 40,000 40,000 Transportation Demand Mgmt Grant 2,784 40,828 - 6,380 - - Severance Tax 32,374 24,244 10,000 11,770 10,000 10,000 Bulletproof Vest Grant 3,134 6,497 - 3,800 - - L.E.A.F. Grant (a) 11,250 450 - - - - COPS FAST Grant ------Historic Grants 1,689 13,180 - 17,436 - - COPS SRO Grant ------Police Traffic Safety Grant ------State of Co & Other Grants 22,274 13,686 - 28,061 45,500 45,500 State of CO/Federal Grants - - - 90,000 - - Dept of Justice (ARRA) Grant - - - 450,000 300,000 - Orton Grant - 28,274 50,000 12,000 5,000 - State / County Gaming Grant 145,578 160,115 - 94,155 158,000 161,000

Subtotal-Intergovernmental 894,276 944,584 760,300 1,319,302 1,041,650 740,200

FINES/FORFEITURES Traffic Fines 376,319 326,637 380,000 320,000 323,200 326,434 Parking Fines 20,445 29,400 20,000 30,000 30,300 30,600 Animal Control Fines 1,775 1,425 2,000 2,000 2,000 2,000 Penal Code Fines 23,798 12,060 20,000 20,000 20,200 20,400 Other Fines 1,245 355 1,000 1,000 1,000 1,000 Traffic Admin Fee 52,932 53,322 51,000 70,000 71,000 72,000 Court Costs 35,974 48,054 47,100 47,100 47,600 48,076

Subtotal-Fines/Forfeitures 512,488 471,253 521,100 490,100 495,300 500,510

MISCELLANEOUS Sales/Use Tax Penalties 13,509 11,796 12,000 12,500 12,500 12,500 Sales/Use Tax Vendors Fees 280,247 261,964 265,000 265,000 268,900 274,300 Miscellaneous Revenue 112,419 167,438 80,000 50,000 80,000 80,000 Interest 177,917 138,671 125,000 110,000 120,000 126,000 Shelter Advertising Revenue 9,993 3,726 - - - - COBRA Admin Fee - 1,503 - - - - Property Room Revenue 914 1,072 - - - - Logo Royalties 67 - - - - - GURA Dwntn Service Fee (b) 44,722 45,163 50,400 48,000 50,000 52,500 GURA Director Reimbursement (b) 111,849 111,869 124,223 117,183 118,703 123,168 GURA Econ Development Reinvestment 30,000 15,000 - 22,500 20,000 20,000 Donations 7,696 12,600 5,000 5,000 5,000 5,000 Passport Fees 5,415 3,368 3,500 2,500 3,000 3,000 GIS Mapping Revenue 225 40 - - - - Off Duty Pay 72,129 3,924 6,000 20,000 - - Accident Reports 1,600 1,374 2,000 1,000 2,000 2,000 Street Cut Patches 80,501 27,157 40,000 90,000 50,000 50,000 Rooney Road Parks Reimbursement ------Transfer from Open Space 69,996 100,000 100,000 100,000 102,500 105,060 Transfer from Medical Benefits 8,300 8,300 8,300 8,300 - -

Subtotal-Miscellaneous 1,027,499 914,965 821,423 851,983 832,603 853,528

TOTAL $20,456,934 $20,780,654 $20,639,076 $21,220,753 $21,454,128 $21,365,166

City of Golden Page 77 2011/2012 Biennial Budget CITY COUNCIL

As established by City Charter, the Golden City Council is the legislative and governing body of the City and may exercise all powers conferred upon and possessed by the City, except those otherwise restricted by the Charter or by statute. The Council may also adopt such laws, ordinances and resolutions as it deems proper. There are seven members of the City Council: four elected from wards, two elected from districts (each district is composed of two wards), and the Mayor is elected at-large. In November 2011, the City of Golden will hold a regular election to elect a Mayor and Two District Councilors.

City Council sets the direction for the City and decides all policy matters. Council appoints the Municipal Attorney, the Municipal Judge and the City Manager. City Council meets in formal sessions at 7:00 p.m. on the second and fourth Thursdays of each month, and in study sessions at 7:00pm on the first and third Thursday each month, unless otherwise posted.

City Council has adopted comprehensive Governing Policies which are attached to this Budget document. These policies include:

1. Ends (Intended organizational results with performance measures) 2. Governance Process 3. Board-Management delegation, and 4. Management limitations

Council’s primary approach to governing can be summarized from the policies as:

The Council will approach its role with a style emphasizing outward vision rather than internal preoccupation, encouragement of diversity in viewpoints, strategic leadership more than administrative detail, clear distinction of Council and staff roles, collective rather than individual decisions, future rather than past or present, and proactively rather than reactivity. Accordingly, the Council will:

1. Direct, control and inspire city government through the careful establishment of the broadest organizational values and perspectives (policies).

2. Focus primarily on the City’s ends, rather than the administrative or programmatic means of attaining those effects.

3. Enforce upon itself and its members discipline to govern with excellence, in such matters such as policymaking, respect of roles, speaking with one-voice and avoiding any tendency to stray from governance commitments adopted in Council policies.

4. Be accountable to the Residents of Golden for competent, conscientious and effective accomplishment of its obligations as a body. The Council will not allow any officer, individual or committee to usurp this role or commitment.

City of Golden 2011/2012 Biennial Budget Page 78 CITY COUNCIL

2011-2012 GOLDEN CITY COUNCIL

Citizens of Golden

Joe Behm Marcia Claxton Marjorie Sloan Jacob Smith Karen Oxman Bob Vermuelen Bill Fisher Ward Two Ward One District One Mayor District Two Ward Three Ward Four 1/2014 1/2014 1/2012 1/2012 1/2012 1/2014 1/2014

Part-time City Council 7

Projected Proposed Proposed Actual Actual Actual Budget Budget Account Description 2008 2009 2010 2011 2012 Salaries & Benefits$102,429 101,517 $ $ 104,974 $ 106,720 $ 108,620 Supplies & Services 97,346 72,507 116,700 131,000 132,100

TOTAL$174,936 198, 864 $ $ 221,674 $ 237,720 $ 243,720

City of Golden Page 79 2011/2012 Biennial Budget SUSTAINABILITY DIVISION

While the Golden Sustainability Initiative encompasses all city departments, the programs are administered through the Sustainability Division of the Public Works department. The Sustainability Coordinator is responsible for implementation of city and community sustainability programs and is the staff liaison to the Community Sustainability Advisory Board (CSAB). The Coordinator facilitates CSAB, internal departments, and community groups to develop a process of programs, investments, and initiatives to assist the City’s achievement of its ten-year sustainability goals.

City Manager

Public Works Director

Public Works Deputy Director

Utilities Water Environmental Sustainability Treatment Services

Full-time Part-time Sustainability Employees 1 -

2009-2010 Accomplishments

Professional Consultation x Completion of a two-year performance contract with McKinstry, Inc. to upgrade city facilities to improve energy efficiency x Sustainability branding, including a new logo x Zero waste event services for the 2009 Mountain Fest x Annual membership with the U.S. Green Building Council and ICLEI – Local Governments for Sustainability x A report on a net zero energy strategy for Golden homes

Community Programs x Energy audit rebates for homeowners who sign up through Xcel Energy’s audit program x Building Permit fee waivers for solar photovoltaic or solar thermal systems for residential owners.

City of Golden 2011/2012 Biennial Budget Page 80 x An annual Sustainability Awards program, recognizing leaders in the community who demonstrate sustainability best practices. x Sustainability Workshops – a series of free programs highlighting sustainability topics such as composting, energy efficiency, and reducing waste.

Policy Development x The Community Sustainability Advisory Board (CSAB) held public meetings twice each month to recommend sustainability policies and programs. The Board forwarded over 15 formal recommendations to City Council to adopt sustainability policies and programs. x Several new Resolutions and Ordinances were adopted, including green building standards for municipal buildings, a community garden, a MOU with Colorado School of Mines, Department of Energy and NREL, clarifications to the city’s sustainability goals and adopting performance metrics to measure our success, a Sustainability Strategic Plan, and implementation of a city-wide Pay-As-You-Throw residential waste collection and recycling program.

Partnerships x The City was awarded a grant from CML and Walmart to work with the CU-Denver sustainability infrastructure program to create a greenhouse gas emissions inventory analysis and provide prioritized recommendations to guide future efforts. x Each semester, the city partners with the Colorado School of Mines for student research into innovative sustainability projects, including measuring VMT, creating a bike library program, performing cost-benefit analyses of small wind turbines for local businesses, and a commercial re-skinning project for energy efficiency.

2011/2012 Goals x Look to the Sustainability Strategic Plan to guide future efforts and address high priority sustainability policies and projects. x Publish the annual Sustainability Report and include year-over-year data to measure our progress toward achieving the city’s ten-year goals. x Update the GHG Emissions Inventory on an annual basis and analyze additional GHG reduction measures. x Implement a Home Energy Meter program to assist residents in understanding their energy consumption and using the information to make energy efficiency improvements. x Create a Residential Energy Efficiency guide, explaining the path to Net Zero and helping homeowners prioritize energy upgrades. x Establish a Commercial & Industrial Awards program, connecting high energy users with available resources and promoting businesses who make sustainability achievements. x Create a Community Solar Garden, offering investment in renewable energy for residents and businesses that may not be able to invest in otherwise. x Adopt an Education Strategy to increase sustainability awareness, through a baseline evaluation and targeting specific community groups identified in the Sustainability Strategic Plan. x Analyze initial waste consumption data from the city-wide PAYT program; identify opportunities to increase service within the existing contract, and ongoing advocacy for resident needs through the existing waste hauler agreement.

City of Golden Page 81 2011/2012 Biennial Budget x Publish a handbook on best practices for zero-waste for community events and provide technical assistance to event organizers to adopt waste reduction measures. x Support established sustainability programs that serve the community, such as the Golden Community Garden, sustainability workshops,

SUSTAINABILITY

Projected Proposed Proposed Actual Actual Actual Budget Budget Account Description 2008 2009 2010 2011 2012 Salaries & Benefits$ 33,187 $ 88,445 $ 92,762 $ 94,190 $ 97,710 Supplies & Services 17,620 35,178 59,200 61,450 61,550 Office Furn/Equipment ------

TOTAL$123,623 50, 806 $ $ 151,962 $ 155,640 $ 159,260

Performance Measures As adopted through Resolution No. 2047 in May 2010, the following performance measures will be used to assess the effectiveness of future programs. These measures will be reported annually, through the Community Sustainability Report.

Green Buildings Percent of new buildings meeting the green building standard. Percent of remodeling projects meeting the green building standard. Number of annual sustainability-related amendments to the Municipal Code. Economic Health Number of outreach efforts to provide information, resources, and assistance to encourage sustainability. Percent of employment in sustainability sectors. Education & Percent change in level of knowledge of community efforts and city actions Communication taken through community surveys. Percent of Community Working Group recommendations that have been adopted. Energy Reduction & For municipal energy consumption - Percent change in consumption of Renewables electricity (kilowatts), natural gas (therms), and gallons of fuel (gas & diesel) from the base level. For municipal use of renewables - Total percent of energy derived from renewables. For community energy consumption - Percent change in consumption of electricity (kilowatts), natural gas (therms), and fuel efficiency (average mpg for privately-owned vehicles) from the base level. For community use of renewables - Percent of energy derived from sum total of all private solar installations captured by the building permit system, other renewable energy

City of Golden 2011/2012 Biennial Budget Page 82 projects and Xcel Energy Renewable Portfolio Standard achievements. Solid Waste & Percent change in volume (in tons) of garbage, recyclable, and green waste Recycling materials. Alternative Change in modeled VMT. Transportation Percent change in gallons, annually, in total consumption. Water Quality and Compliance with Clean Water Act (CWA) regulations, A Partnership Through Conservation Clean Water Agreement, daily water sampling procedures, and water monitoring station results, and the efforts toward emerging contaminant education. Percent change in overall system efficiency. Percent change in an overall metric to assess the following, but not limited to: the number of projects shown to promote the health of the Golden waterway ecosystem, number of stream or ditch restoration projects, channel maintenance programs, and erosion control plans for in-city locations and adjacent to city reservoirs.

City of Golden Page 83 2011/2012 Biennial Budget CITY ATTORNEY

The City Attorney is appointed by the Golden City Council. The City Attorney reports directly to the City Council and serves at its pleasure. Although the City Attorney does not report to the City Manager, the City Attorney serves as an integral member of the City’s Management Team. The City Attorney is not an employee of the City but an independent firm under contract on a fee-for-service basis. Members of his firm serve as the Municipal Prosecutor and provide other legal support to the City Departments.

Dave Williamson, City Attorney Williamson & Hayashi, LLC 1650 38th Street, Suite 103 West. Boulder, CO 80301 Phone 303-443-3100 Fax 303-443-7835

SPECIAL COUNSEL

The City Council employs special counsel to provide specialized legal services for water rights paid by the Water Fund and not out of this division. See Water Fund legal fees for more information.

Glenn Porzak Porzak, Browning & Johnson 929 Pearl St., Suite #300 Boulder, CO 80302 Phone 303-443-6800 Fax 303-443-6864

The City employs Kaplan, Kirsch & Rockwell, L.L.P., to provide specialized legal services regarding the Northwest Corridor Environmental Impact Statement Study.

Stephen H. Kaplan Kaplan, Kirsch & Rockwell L.L.P. 1675 Broadway, Suite 2300 Denver, Colorado 80202 Phone (303) 825-7000 Fax (303) 825-7005

The City employs Berg, Hill, Greenleaf & Ruscitti, L.L.P., to provide specialized legal services regarding sales and use tax litigation.

Thomas E. Merrigan Berg, Hill, Greenleaf & Ruscitti, L.L.P. 1712 Pearl St. Boulder, CO 80302 Phone (303) 402-1600 Fax (303) 402-1601

The City also contracts with specialists for other legal services from time to time.

City of Golden 2011/2012 Biennial Budget Page 84 CITY ATTORNEY

Projected Proposed Proposed Account Description Actual Actual Actual Budget Budget 2008 2009 2010 2011 2012 Professional Services$ 317,266 $ 455,470 $ 430,000 $ 400,000 $ 400,000 Prosecuting Attorney 45,662 46,364 57,000 57,000 57,000 Tower Litigation 4,819 ------

TOTAL$501,834 367, 747 $ $ 487,000 $ 457,000 $ 457,000

MUNICIPAL JUDGE

The Municipal Judge is appointed by the Golden City Council, which reinforces the independence of the Judge. The Municipal Judge is not under the direct supervision of the City Manager's Office. The Municipal Judge is not a City employee. The Municipal Court budget provides administrative employees and other support for the Municipal Judge. Section 9.2 of the City Charter established the Municipal Court and states that "the Municipal Judge . . . shall serve at the pleasure of Council . . . and shall receive a fixed salary for compensation set by Council which salary compensation shall not be dependent upon the outcome of the matters to be decided by the Municipal Judge."

MUNICIPAL JUDGE

Projected Proposed Proposed Account Description Actual Actual Actual Budget Budget 2008 2009 2010 2011 2012 Salaries & Benefits$ 100 $ 100 $ 100 $ 100 $ 100 Supplies & Services 50,691 50,098 54,800 54,800 54,800

TOTAL$ 50, 791 $ 50,198 $ 54,900 $ 54,900 $ 54,900

City of Golden Page 85 2011/2012 Biennial Budget CITY MANAGER’S OFFICE

Chapter VII of the Golden City Charter establishes the office of City Manager to be the "Chief Executive and Administrative Officer of the City." The City Manager reports to the City Council; all City employees report to the City Manager. The City Manager is responsible for the proper administration of all City affairs as established by the Council, and is given the power and duty to enforce all City laws and ordinances; hire, suspend, transfer and remove City employees; prepare annual budgets and be responsible for their administration; provide Council with financial reports and report on the future needs of the City; organize and supervise administrative departments; enforce any City contracts; attend Council meetings and participate in discussions; and any other necessary duties that are "not inconsistent" with the Charter.

City Council’s Governing Policies provide further explanation of the Manager’s responsibilities and powers.

The Council will instruct the City Manager through written policies that prescribe the organizational Ends to be achieved, and describe organizational situations and actions to be avoided, allowing the City Manager to use any reasonable interpretation of these policies.

Accordingly:

1. The Council will develop and maintain Ends policies instructing the City Manager to achieve certain results, for certain recipients at a specified worth or priority. These policies will be developed systematically from the broadest, most general level to more defined levels. All issues that are not ends issues as defined here are Means issues.

2. The Council will develop and maintain Management Limitations policies that limit the latitude the City Manager may exercise in choosing the organizational means. These policies will be developed systematically from the broadest, most general level to more defined levels. The Council will not prescribe organizational means delegated to the City Manager.

3. As long as the City Manager uses any reasonable interpretation of the Council’s Ends and Management Limitations policies, the City Manager is authorized to establish all further policies, make all decisions, take all actions, establish all practices and develop all activities. Such decisions of the City Manager shall have full force and authority as if decided by the Council.

4. The Council may change its Ends and Management Limitations policies, thereby shifting the boundary between Council and City Manager domains. By doing so, the Council changes the latitude of choice given to the City Manager. However, as long as any particular delegation is in place, the Council will respect and support decisions made by the City Manager that are compliant with Council policy.

See the Council Governing Policies document for the City Manager goals (Ends) and Performance Measures.

City of Golden 2011/2012 Biennial Budget Page 86 CITY MANAGER'S OFFICE

Citizens of Golden

City Council

City Manager Administrative Assistant

Pubic Finance Human Communications City Parks and Planning Works and Resources Office Clerk Fire Police Recreation and Admin. Development Services

Full-time City Manager 1 Administrative Assistant 1

Projected Proposed Proposed Account Description Actual Actual Actual Budget Budget 2008 2009 2010 2011 2012 Salaries & Benefits$ 295,296 $ 291,600 $ 299,720 $ 304,720 $ 315,520 Supplies & Services 48,875 35,268 53,413 74,760 75,460 Office Furn/Equipment 679 1,142 -- 500 500

TOTAL$328,010 344, 850 $ $ 353,133 $ 379,980 $ 391,480

City of Golden Page 87 2011/2012 Biennial Budget GURA DIRECTOR’S OFFICE

In 2004, the City and the Golden Urban Renewal Authority (GURA) negotiated a Memorandum of Understanding (MOU), which provides that the GURA Executive Director will be a City employee reporting to the City Manager. Under the MOU the City Manager agrees to share supervisory authority with the GURA Board. This agreement not only allowed GURA to attract top-quality candidates for the position, but is producing much closer cooperation between the Authority and the City. Unless modified by subsequent agreement, the Authority will reimburse the City no more than 95% of the total salary and benefits costs of the Executive Director. The remaining 5% or more will be paid from the City’s General Fund so that a portion of the Executive Director’s time is available to help with city-wide economic development and sustainability initiative. Under a previous IGA, GURA submits its annual budget for City Council review.

GURA DIRECTOR'S OFFICE

Projected Proposed Proposed Account Description Actual Actual Actual Budget Budget 2008 2009 2010 2011 2012 Salaries & Benefits$ 114,970 $ 121,517 $ 123,350 $ 124,950 $ 129,650 Supplies & Services -- 129 ------

TOTAL$ 114,970 $ 121,646 $ 123,350 $ 124,950 $ 129,650

Full-time Exempt GURA Director 1

City of Golden 2011/2012 Biennial Budget Page 88 COMMUNICATIONS OFFICE

Overview:

The Communications Office is a division of the City Manager’s Office responsible for working with City Council and other City departments, as well as Golden citizens, businesses and other public sector organizations to provide information about and promote Golden City government, services and programs.

City Manager’s Office

Communications Office

Full-time Communications Manager 1 Graphic Designer 1 Part-time TV Production Technician 1 Research and Administrative Assistant 1

The Communications Office strives to serve in a proactive role as often as possible, while responding reactively as necessary to unforeseen situations that may arise. Recognizing that Golden citizens are busy and have limited time for government, the City Communications Office philosophy is to provide a hands-on, accessible approach to communications by establishing publications and implementing programs that provide citizens with opportunities to connect with the City.

In an effort to communicate as broadly as possible, the Communications Office provides a range of services in communications, marketing, public relations, citizen outreach programs and production of publications. City-wide communications efforts may include activities such as writing press releases, generating positive publicity, producing newsletters and postcards, answering media questions, acting as Public Information Officer (especially on-scene at emergencies), posting information on the City’s Web site, coordinating special events permitting, contributing to strategy development, coordinating public involvement, marketing, and otherwise establishing and maintaining a consistent, positive and effective City-wide image and message.

Objectives:

The Communications Office strives to provide information about and promote Golden City government, services and programs, and to establish and maintain a consistent, positive and

City of Golden Page 89 2011/2012 Biennial Budget effective City-wide image and message. The primary goal is to provide the public with accurate information for them to be adequately informed, and to receive public input in a manner that enables City government to be responsive to its public.

Accomplishments:

In 2009, the Communications Office went through significant changes for a second time in as many years. A new Communications Manager was hired and began on September 1, 2009. This position has matured and transformed over the years. The focus now is to make sure the City has a good working relationship with the media by being transparent and staying ahead of situations.

In 2010 we hired Bob Pearce, a former television news videographer who specializes in various forms of media. The position does not have set hours, with the exception of City Council meetings, which Pearce is responsible for cable-casting. But Pearce has become an invaluable resource for many departments throughout the City and regularly exceeds his 20-hour per week limit due to various projects. The departments that utilize his skills pay for his hours on a given project, so he is not exceeding the Communications budget for this part-time position. Pearce has produced a 12- minute video for the Parks and Recreation Department as well as a 6-minute video for the City as part of the application for the Quiznos Pro Challenge Bicycle Race. He has also finished up the Golden Vision 2030 Project, archived all of its video and taken video/still photos of nearly every event that happened in Golden since the beginning of the year in order to have an updated archive. Pearce is currently working on a video for GURA to promote City businesses which will show at the end of the Coors tour. He has also been asked to make a new recruiting video for the Golden Police Department. In addition, Pearce has taken it upon himself to head up the Communications Department’s social media efforts. In 2010, we purchased a new high definition video camera, new still camera and updated editing equipment, which gave us capabilities similar to those of television news stations. The advantage is that we can now get video of incidents that happen in Golden and distribute our video/photos to the news organizations. Since most news stations have cut back on staff, this helps them tremendously. It also helps us form good working relationships with the media and gives us some control of what gets put out to the public, ensuring that the facts are correct. This theory was put into action when Golden Fire responded to a major gas leak in the City. Pearce shot video and three television stations used our video on their nightly broadcasts. By sharing video with journalists and creating our own videos in-house, we have more than paid for the new equipment and saved the City thousands of dollars.

Our part-time graphic designer, Sarah Yongprakit, moved to Vietnam and the City of Golden agreed to let her try working remotely. Yongprakit worked relentlessly to make the position work from overseas and she succeeded. The demands for her time and talents are higher than ever, which is why we plan to make the graphic designer position full-time beginning in October, 2010. An in- house graphic designer ultimately saves the City thousands of dollars in printing, production, design and mailing costs. Yongprakit also ensures that projects have consistent branding and imaging for everything from business cards and signage to the monthly Golden Informer and the Recreation Guide which is produced three times a year.

City of Golden 2011/2012 Biennial Budget Page 90 Here is a list of other accomplishments from the Communications Department in 2010: x Developed a new special events policy to allow more community events and also increase fees for event-holders to better compensate City staff hours dedicated to each event. x Utilized the Golden Informer to reach out to residents and encourage them to get involved by submitting pictures for the cover and inside the newsletter. x Helped to coordinate Movies and Music in the Park (MMITP) around the re-scheduled 4th of July fireworks celebration, increasing the crowd for MMITP opening night from approximately 500 to more than 1,200 attendants. As a result, each MMITP event had larger crowds than in years past. x Worked closely with the IT Department to develop a Request for Proposal (RFP) to select a web design consulting firm to handle the City’s web site re-design. We had 31 applicants which were narrowed down to five finalists by a select panel of City employees. The finalists were interviewed in person and a local Golden company was ultimately selected for the project. Not only are they the best company for the job, they contribute to our local economy.

2011 Goals:

The Communications Department will work to retain the current talent within the department and utilize the skills of individuals for the good of the entire City. We continue to be a department that serves all other departments as well as working to achieve our own goals. To support this effort we have adopted the following goals:

x Complete the re-design of the City web site x Hire a Content Manager to oversee web site x Develop a policy for use of social media x Increase use of social media as a way to reach both media and residents x Promote new City web site x Increase PIO duties for Police and Fire x Develop on-call and daily schedule for shared PIO duties x Proactively pitch positive stories to the media x Work with EdComm Board and advertising agency to develop and implement advertising for the City x Continue to work on developing the City’s emergency management plan x Develop more videos to promote Golden, specifically on the web site x Think outside the box to come up with office space for additional personnel and/or if the Graphic Designer returns to work in the City x Change venue for Movies and Music in the Park to a location with more space, lighting, better electrical hookups for vendors and less City noise. Ideally this location will be Lions Park Ball Fields or a suitable alternative. x Expand MMITP to include more local food vendors and work it around the Quiznos Pro Challenge if the City gets a start/end point of the race. x Add new events that are positive reflections of the City’s vision while making the impact to staff as minimal as possible.

City of Golden Page 91 2011/2012 Biennial Budget 2012 Goals:

Assuming the 2011 goals are accomplished and the Communications Office is functioning with a centralized staff responsible for all City-wide communications, the following goals would be established for 2012:

x Explore re-establishing an internship program within the department. x Use web site to encourage citizen input and participation in local government. x Better establish the Communications Manager as a resource to other county and state PIO’s by more actively engaging in related clubs and organizations.

COMMUNICATIONS OFFICE BUDGET

Projected Proposed Proposed Account Description Actual Actual Actual Budget Budget 2008 2009 2010 2011 2012 Salaries & Benefits$ 141,685 $ 158,954 $ 179,200 $ 264,700 $ 274,100 Supplies & Services 108,712 110,530 141,950 165,850 128,250 Office Furn/Equipment 2,010 628 -- 500 500

TOTAL$270,112 252, 406 $ $ 321,150 $ 431,050 $ 402,850

Performance Measures

While the number of publications produced and events organized by the Communications Office may be an effective measure of the workload handled by the department, it doesn’t necessarily calibrate the quality and effectiveness of that communication. The Communications Office has established qualitative performance measures in the bulleted list that follows, which also will be used to determine its effectiveness in coming years.

Quantitative Measures:

Actual Projected Projected Projected 2009 2010 2011 2012

City-Wide Newsletter 11 issues 11 issues 11 issues 11 issues The Golden Informer Total Special Events Permitted 38 35 40 45 Press releases written 23 50 60 65

City of Golden 2011/2012 Biennial Budget Page 92 Positive publicity generated ?* 35 45 50 (outside local paper) Concerts in the Park attendance 475 900 1,000 1,000 (average of each concert) * Difficult to obtain due to the new Communications Manager starting in September of 2009. Qualitative:

x Documented increase in attendance to City sponsored events including Movies and Music in the Park and National Night Out. x Increase in positive publicity and fair reporting published in news media as a result of efforts by the Communications office, whether from press releases or stronger relationships with reporters. x Increase in recovery of City costs associated with special events x Increased use of the Communications Department by many other departments for video and media purposes. x Increased workload for Graphics Designer as a result of demand from all City departments.

City of Golden Page 93 2011/2012 Biennial Budget CITY CLERK’S OFFICE

Section 7.6 of the Golden City Charter establishes the position of City Clerk and says "the Manager with the approval of Council shall appoint a City Clerk, who shall be custodian of the City seal and who shall keep a journal of Council proceedings and record in full all ordinances, motions, and resolutions. He shall have the power to administer oaths and take acknowledgments under seal of the City and shall perform such other duties as required by this Charter, the Council, and the City Manager." The City Clerk attends all formal Council meetings and study sessions, prepares the final agendas, prepares informational materials and takes minutes. The Clerk also conducts City elections; assists interested citizens with the initiative and referendum process; is the City Records Manager; maintains the central records of the City; codifies ordinances and posts them on the City Web site; administers liquor licenses, special events liquor permits, coin-operated amusement machine licenses, and other miscellaneous licenses, which includes processing new applications, changes and renewals. In January 2001, the Local Licensing Authority was formed to handle liquor licensing matters. The City Clerk’s office serves as secretary to the authority, prepares its agenda and information materials, attends all meetings and keeps its records. The City Clerk has extensive contact with the public to provide an information conduit regarding Council agenda items, open records requests, election information and general information about the City.

In November 2011, the City of Golden will hold a regular election to elect the Mayor and the two district councilors.

City Manager

City Clerk

Deputy City Clerk

Full-time Part-time

City Clerk 1 Deputy City Clerk 1 Records Clerk 1

City of Golden 2011/2012 Biennial Budget Page 94 2011 Goals

x Administer Council’s new Neighborhood Grant program x Participation in development of new city web site x Integration of Ordinances and Resolutions onto city web site x Increase awareness and use of Granicus eComment x Continue to streamline minutes process using Granicus x Develop new records management manual x Conduct records management/retention training x Continue to organize and enter data into document management system to track location, retention and destruction of records according to records retention schedules. x Oversee and assist in purging all files according to records retention schedules, City-wide. x Continue to codify ordinances and post them on the City Web site in a timely manner.

2012 Goals

x Records management/retention training as needed. x Continue to organize and enter date into document management system to track location, retention and destruction of records according to records retention schedules. x Oversee and assist in purging all files according to records retention schedules citywide. x Continue to codify ordinances and post them on the City Web site in a timely manner.

CITY CLERK’S OFFICE

Projected Proposed Proposed Account Description Actual Actual Actual Budget Budget 2008 2009 2010 2011 2012 Salaries & Benefits$ 170,639 $ 177,576 $ 179,600 $ 182,400 $ 189,100 Supplies & Services 50,062 46,184 43,310 57,100 52,300 Office Furn/Equip. -- 450 ------

TOTAL$224,210 220, 701 $ $ 222,910 $ 239,500 $ 241,400

Performance Measures 2011-2012

x Draft council minutes are available on the Web by Wednesday following meeting. x Ordinances are codified and posted to the Web within two days after effective date. x Provide training using new records manual. x Appropriate documents are scanned into LaserFiche within one week of signature. x Data is organized and entered into document management system in order to track location, retention and destruction of records according to records retention schedules. To verify this is done, there will be a monthly check. x Every six months, files will be purged according to records retention schedules City-wide.

City of Golden Page 95 2011/2012 Biennial Budget HUMAN RESOURCES DEPARTMENT

The Human Resource Department's mission is to enhance the value and productivity of the City's most valuable asset - its employees - through effective human resource practices. The Department provides personnel and career-related services, including, but not limited to: recruitment and selection, compensation and benefits administration, training and development, employee education programs, safety, counseling and corrective performance activities, performance management, employee wellness, and employee recognition.

The role and philosophy of the Department are interactive. Supervisory and managerial staffs receive ongoing training and counseling on human resource practices. This provides a solid foundation and comprehensive approach to the management of our employees. Employee interaction is valued and emphasized through the use of employee committees, including Benefits, Safety, Retirement and Employee Recognition Committees. These committees focus on ongoing evaluation and improvement recommendations to the organization and human resource programs.

Ongoing employee educational opportunities including financial seminars, personal wellness seminars, and employee correspondence continue to make the City of Golden an employer of choice.

City Manager

Human Resources Director

Human Resources Human Resources Technician Analyst Full-time

Human Resource Director 1 HR Technician 1 HR Analyst 1 HR Administrative Assistant .5

2009-2010 Accomplishments x City-wide MS Office transition training (MS Office 2003 to MS Office 2007) was provided to all employees in 2009. A proficiency level assessment for all MS Office Programs was conducted and subsequent training offered to employees in specific programs including Outlook, Word, and Excel at all levels to enhance/improve skill sets. x In conjunction with Human Resources, a city-wide New Employee Orientation program was developed to educate employees about the organization, its departments, funding mechanisms, and the customers we serve. Employees attended full-day sessions conducted by members of the Management Team. Over 90% of full-time and part-time employees were trained. x Employee Wellness programs and education continue to be a focus of the organization. Participation in the wellness program increased to over 73% for eligible employees and

City of Golden 2011/2012 Biennial Budget Page 96 volunteers in 2010. Of the participants enrolled in the medical plan, 88% participate in the wellness program and receive a monthly premium discount. x A comprehensive analysis of our benefits programs and competitive search for vendors led to a major change in benefits for the 2010 year. This has resulted in equal or greater level of services while reducing overall base line costs to the programs. x We continue to offer a variety of well attended employee lunch-and-learn sessions in conjunction with the wellness program to better educate employees on financial, personal, and family wellness and lifestyle issues. x Recruitment practices have been enhanced to include notifications and postings on Facebook and Twitter to expand our potential audience of job seekers. x Development of employees and supervisors has continued thru city-wide initiatives including Respectful Workplace training, and supervisory sessions on new legislation that effect employees in the workplace.

2011 Goals x Conduct training on Workplace Violence and Drugs in the Workplace for all employees. x Work closely with the City website vendor to make the ability to apply for jobs easier for applicants. x Enhance the usability of the City Intranet for employees to access HR information. x Continue employee education and learning opportunities in the areas of health, wellness, supervision, and customer service.

2012 Goals x Conduct and complete a comprehensive in-house HR Audit of our practices.

HUMAN RESOURCES DEPARTMENT

Projected Proposed Proposed Account Description Actual Actual Actual Budget Budget 2008 2009 2010 2011 2012 Salaries & Benefits$ 295,373 $ 298,642 $ 311,545 $ 315,645 $ 325,845 Supplies & Services 143,650 141,427 139,700 144,100 144,500 Office Furn./Equip. 1,511 -- 150 -- --

TOTAL$440,069 440, 534 $ $ 451,395 $ 459,745 $ 470,345

Salaries & Benefits include some benefits that are not Department specific to Human Resources and which benefit employees City-wide (i.e., tuition reimbursement).

City of Golden Page 97 2011/2012 Biennial Budget Performance Measures

Actual Projected Projected 2010 (YTD) 2011 2012 Wellness Participation Full-time 152 160 175 Volunteer Fire 59 70 75 Level 2 part-time 4 6 6 Workers’ Comp. Claims Employees 29* 32 30 Volunteer Fire Fighters 23* 5 5 Paid Medical Claims Costs $33,857 $135,000 $130,000

*15 of these claims were related to one exposure incident

City of Golden 2011/2012 Biennial Budget Page 98 FINANCE AND ADMINISTRATIVE SERVICES DEPARTMENT

The Finance and Administrative Services Department encompasses the activities of the City's Finance, Fleet Management, Information Technology and Municipal Court Divisions. The Department is headed by the Finance and Administrative Services Director.

The Finance Division is responsible for all accounting, investment, budgeting and cash management functions of the City. In addition, the Finance Division administers utility billing, sales and use tax collection, audits, and general cashiering functions.

The Administrative Services Division provides administrative and operating support to the City's Municipal Court. The Municipal Court is vested with jurisdiction of all cases arising under the City’s ordinances. A Council-appointed Judge presides over the Municipal Court.

The Information Technology Division is responsible for a broad spectrum of services, including analyzing and researching long-term technology needs of the City, development and implementation of solutions to satisfy those needs, and maintaining the City's technological infrastructure. (Information Technology Division detail is presented as part of the Internal Service Funds section of the budget)

Fleet Management Division is responsible for the maintenance, repair and replacement of all City vehicles and equipment. Its mission is to provide the most cost-effective, safest vehicles and equipment; equip as needed; ensuring top employee production to all City of Golden departments and divisions. (Fleet Management Division detail is presented as part of the Internal Service Funds section of the budget)

City Manager

Finance and Administrative Services Director

Municipal Finance Information Fleet Court Technology Management

General Fund Internal Service Funds

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City of Golden Page 99 2011/2012 Biennial Budget Full-time Part-time

Finance and Admin Service Director 1 -- Finance Division 8 1 Municipal Court Division 3 -- Information Technology Division 6 -- Fleet Management Division 4 -- 22 1

FINANCE DIVISION

The Finance Division has custody of all public monies belonging to or under the control of the City, and invests all money as directed by resolution of the Council and in conformance with the City's investment policy. The division also collects, deposits and disburses, upon proper authorization, all monies received by the City. The Finance Division also administers utility billing, sales and use tax collection, audits, and general cashiering functions. The office is also responsible for providing financial management policy recommendations and solutions to the City Manager and City Council in order to preserve the long-term financial health of the City. The Finance Division is required to provide accurate, relevant and timely reports to management, Council and citizens regarding the financial activities of the City and the impact of financial decisions.

Finance and Administrative Services Director

Assistant Finance Director

Accounts Cashier Payroll Receptionist Sales Tax Sales Tax Utility Payable Auditor (2) Technician Billing

City of Golden 2011/2012 Biennial Budget Page 100 2010 Accomplishments x Completed a refunding of Sales and Use Tax bonds, resulting in a savings of $1.3 million over the next ten years. x Increased the City’s bond rating with Standard and Poor’s from and A to A+. x Received the Certificate of Achievement for Excellence in Financial Reporting from the Government Finance Officers Association (GFOA). x Upgraded the existing accounting software for Capital Assets and Sales Tax to a web-based version. x Completed RFP and selected new external auditors for the City. x All sales and use tax licenses renewal forms were sent out prior to December 1, 2010. x Expanded the internal audit program for City departments to ensure proper compliance with City policies and that adequate internal control exists to prevent fraud and theft. x Increased sales and use tax compliance audits which resulted in an increase in audit revenue.

2011 Goals x Upgrade the remaining, existing accounting software to a web-based version where applicable. x Expand sales tax audit staff to increase tax compliance and remittance. x Continue to develop/update procedure manuals for all positions within finance. x Continue to develop e-government to enable utility billing and sales tax remittance online. x Complete CAFR (Comprehensive Annual Financial Report) by required due date and obtain GFOA (Government Finance Officers Association) award. x Distribute biennial budget by Jan. 1 and receive a Distinguished Presentation Award from GFOA for biennial budget. x Continue to encourage increased usage of purchasing cards and decreased usage of field checks. x Support employee development through ongoing educational opportunities and assist employees in maintaining existing certifications. x Ensure vendors get paid timely to obtain discounts when offered and to avoid late fees. x Continue to process payroll in a manner that employees are paid on time, 100% of the time. x Ensure utility bills are distributed in a timely manner.

2012 Goals x Evaluate upgraded software to determine if new software is necessary. If new software is necessary, research potential vendors and prepare RFP for distribution. x Train employees on new software system. x Distribute updated 2012 budget information by Jan. 1.

City of Golden Page 101 2011/2012 Biennial Budget Projected Proposed Proposed Account Description Actual Actual Actual Budget Budget 2008 2009 2010 2011 2012 Salaries & Benefits$ 677,724 $ 727,970 $ 733,240 $ 811,540 $ 847,440 Supplies & Services 329,862 314,547 324,080 331,545 333,270 Office Furn./Equip. 2,994 1,360 1,500 500 500

TOTAL$ 1, 010, 580 $ 1,043,877 $ 1,058,820 $1,143,585 $1,181,210

Finance – Performance Measures

Actual Projected Projected Projected 2009 2010 2011 2012

Field Checks Processed 61 56 60 60

Purchasing Card Processing

Transactions 7,355 7,565 7,800 8,000 Total Dollar Amount $2,488,515 $2,266,730 $2,488,000 $2,552,000

Sales & Use Tax Audits

Total Audits 86 83 75 75 Total Audit Revenue $2,160,417 $900,000 $900,000 $750,000 Average Revenue Per Audit $25,121 $10,843 $12,000 $10,000

City of Golden 2011/2012 Biennial Budget Page 102 MUNICIPAL COURT

The Municipal Court is unique in that it consists of two distinct entities. The judicial functions and case control fall under the direction of the Municipal Court Judge. The Municipal Judge is appointed by City Council, which sets the Judge's salary. Following appointment, the Judge is autonomous. Because the position of Judge is part-time in nature, the Court Administrator reports to a variety of officials. While the Judge is the recognized head of the court in most jurisdictions, the Golden court staff is employed by the City and is subordinate to the Administrative Services/Finance Department. Employees of the Municipal Court, like other City employees, are service based. It is critical that court staff is knowledgeable in laws and procedures of the court and the application to each individual case.

The Municipal Court does not initiate its work; the work product is generated by other City Departments, primarily the Police Department, and to a lesser degree, Colorado School of Mines Department of Public Safety.

City Council Municipal Judge City Manager

Finance and Administrative Services Director

Court Administrator

Court Clerk (2)

Full-time Court Administrator 1 Court Clerks 2

2010 Accomplishments x In 2010 the Court continued to build on procedures that assisted in utilizing technology. x Trained on new State CCIS Messenger System, attended onsite training as well as webinars. x Each employee completed testing to enable them to use the new CCIS Messenger System. x Began using new CCIS system in May of 2010.

City of Golden Page 103 2011/2012 Biennial Budget x Assured dignified and fair treatment to all and promoted respect for the justice system. x Provided a high level of customer service to everyone who had business with the Court. x Continued program of reminder phone calls to customers several days prior to their Court date. This has helped cut our numbers of Failure to Appears, Defaults and Warrants. This has also been a very good program in that we can provide information on procedures or location. We have had very positive feedback from the customers on this program. x Processed cases in an accurate and timely manner. x Improved processing of customers during Court sessions; Clerks process customers processing information in the computer as the Judge speaks, this allows them to print the paperwork to the clerk’s office where the customers then receive their paperwork and instructions or information if needed. x Put procedure in place to collect on parking citations that are outstanding. This enabled the Court to collect on many defendants that had numerous outstanding parking citations. x Use of the Language Line to streamline use of interpreters; provide better service to our customers and lower costs. x Streamlined many processes and continued to look for ways to save on waste of paper. Eliminated several costly printed forms by using Document Management System (DMS) in records management system. x Continued development of documents in the HTE system using the DMS Module. x Continued process of maintaining all of our closed files after 2006 in the Laserfiche computer program for retention purposes. This enables the Court to maintain their retention records in a safe environment with the ability to retrieve information whenever needed. x Court Clerks attended one day of midyear conference of National Association of Court Management. x Court Administrator attended annual conference of National Association of Court Management. x Attended trainings to assist in all areas of service and knowledge of the Court. Both Clerks have completed Court Basics I, II, III offered by Colorado Association for Court Administration. x Court Administrator is a Court Basics trainer and one of our Court Clerks is participating in becoming a trainer. x Court Administrator has completed all trainings through the MSU Certification program that is offered online and through classes offered by Colorado Association for Court Administration (CAMCA) and National Association for Court Management (NACM). A final capstone paper and graduation will complete the process in 2011.

2011 Goals x Assure dignified and fair treatment to all and promote respect for the justice system. x Provide a high level of customer service to everyone who has business with the Court. Explore additional ways to improve service. x Continue timely and accurate processing of all cases. x Continuing education and training for full-time Court Clerks in all aspects of the Court. x Participate in Court related trainings offered through the Colorado Association for Municipal Court Administration. x Participate in Court related trainings offered trough the National Association for Court Management.

City of Golden 2011/2012 Biennial Budget Page 104 x Continued use and development of the HTE computer software and DMS module in order to streamline work. x Continue to enhance the technical skills and expertise of Court staff. x Continue to promote teamwork and communication among Court staff. x Review collections of old outstanding cases. x Explore what other types of Court Records Management software are available.

Projected Proposed Proposed Account Description Actual Actual Actual Budget Budget 2008 2009 2010 2011 2012 Salaries & Benefits$ 168,354 $ 184,582 $ 188,800 $ 191,000 $ 197,400 Supplies & Services 38,382 40,741 43,910 40,800 41,400 Office Furn./Equip. ------

TOTAL$ 206,736 $ 225,323 $ 232,710 $ 231,800 $ 238,800

Performance Measures

x Review work of Court staff, in written form and information entered in computer system, checking for accuracy. Continue to maintain a high standard in the timeliness and accuracy of court paperwork. x The court caseload continues to maintain between 5200 cases and 5700. This is a heavy case load for 1 Administrator and 2 clerks but the Courts use of the technology we have available helps to streamline processing. x Conduct Court session in an efficient manner. x All trials are set within the 90 day trial timeframe without any difficulty. x Case Clearance rates have been maintained every year.

Performance Measures

Maintain Clearance Rates of 95%

Case Load Actual Actual Projected Projected Projected Clearance Rates: 2008 2009 2010 2011 2012

Cases Filed 5354 5339 5600 5600 5800

Cases Closed 5282 5147 5300 5300 5500

Clearance Rate 99% 96% 95% 95% 95%

Case Load per Clerk is 156 cases a month. This is including the Court Administrator as a full time Clerk. In most Courts the Court Administrator is not figured into the equation because of other duties that are performed. This is a high caseload using all three personnel.

City of Golden Page 105 2011/2012 Biennial Budget PLANNING AND DEVELOPMENT DEPARTMENT

The Planning and Development Department's primary responsibilities include facilitation of short and long term community plans and policy documents and implementation of the provisions of the Golden Municipal Code under Title 17 (Subdivisions) and Title 18 (Planning and Zoning). The Department shares transportation planning duties with the Public Works Department. Starting in 2001, the department also manages the City’s Open Space acquisition program, authorized by the November 2000 bond election. The Planning Department is the major liaison to the Planning Commission, the Historic Preservation Board, and the Economic Development Commission.

City Manager

Planning and Development Director

Planner Planner Administrative Planner Technician

Full-time

Planning and Development Director 1 City Planners 3 Administrative Technician 1 5

2011 Goals

y Complete the final stages of the Golden Vision 2030 Project. y Prepare the Comprehensive Plan Update. x Resume the Neighborhood Planning effort. x Complete code revisions as needed. y Implement strategic goals as identified by Council. y Implement Neighborhood Planning and 2008 Task Force Recommendations. y Coordinate Council’s deliberations on the structure of economic development services y Assist implementation efforts of the Economic Development Commission and its Community Marketing Fund. y Complete Open Space preservation acquisitions to utilize the 2000 bond fund.

City of Golden 2011/2012 Biennial Budget Page 106 2012 Goals

x Implement strategic goals as identified by Council. x Continue Golden Vision 2030 implementation through Strategic Plan, and Neighborhood Plan updates. x Assist implementation efforts of the Economic Development Commission and its Community Marketing Fund. x Finalize implementation of Circulator bus and pedestrian bridge projects. x Implement 2008 Task Force recommendations. x Participate in Golden Sustainability Initiative.

PLANNING AND DEVELOPMENT DEPARTMENT

Projected Proposed Proposed Account Description Actual Actual Actual Budget Budget 2008 2009 2010 2011 2012 Salaries & Benefits$ 421,505 $ 466,462 $ 443,120 $ 460,980 $ 476,880 Supplies & Services 120,609 72,007 107,613 91,128 92,598 Office Furn./Equip. 1,942 ------

TOTAL$538,469 544, 056 $ $ 550,733 $ 552,108 $ 569,478

Performance Measures

Beginning in 2010, the Planning and Development Department began utilizing performance measures more related to the qualitative evaluation of the department’s work, as well as tied to City Council’s Ends Policies. Initial Performance Measures for 2011 and 2012 include:

x Completion of specific tasks identified in Council’s Ends Policies and Work Program. x Collection and reporting of indicator data in support of Council’s Ends Policies. x Percentage of rezoning and site plan land use cases where additional public engagement activities occur prior to public hearings.

City of Golden Page 107 2011/2012 Biennial Budget ECONOMIC DEVELOPMENT

The Economic Development division was created in 1987 as a part of the City Council budget. Its creation coincided with the establishment of a program to stimulate business development and attraction within the City of Golden. In 1991, this division became part of the Planning and Development Department. In 1999, City Council appointed an Economic Development Commission to make recommendations on programs and projects related to economic vitality.

Expenditures in this division include small incentive agreements (approved pursuant to city code and the Charter) and that portion of the Economic Development Commission’s programs related to business retention and attraction, as well as a small portion of the community marketing activity.

City Council Economic Development Commission

City Manager

Planning and Development Director

2011 and 2012 Goals

y Implement Council’s direction for revised operations and the updated structure of economic development activities in the community. y Participate in Golden Sustainability Initiative. ECONOMIC DEVELOPMENT

Projected Proposed Proposed Account Description Actual Actual Actual Budget Budget 2008 2009 2010 2011 2012 Salaries & Benefits$ 19,507 $ 16,677 $ 16,200 $ 43,100 $ 44,800 Supplies & Services 555,151 269,062 82,500 137,500 122,500 Office Furn/Equipment ------

TOTAL$ 574,658 $ 285,739 $ 98,700 $ 180,600 $ 167,300

Performance Measures

Performance Measures for 2011 and 2012 include:

x Change in primary jobs in the community x Square footage of commercial space constructed x Square footage of commercial space leased

City of Golden 2011/2012 Biennial Budget Page 108 COMMUNITY MARKETING FUND

The Community Marketing Fund was established in 2000 by Ordinance No. 1510. Funds are deposited in the Community Marketing Fund from the suspended sales tax vendor fee and the GURA reinvestment fund. Such funds are used solely to market the community utilizing the following activities, as described in, and limited by the management requirements contained in Section 18.62.060.

1. Develop and update a community marketing plan. 2. Develop and update an implementation strategy for promotion activities. 3. Public relations activities, promotional activities, direct advertising and limited financial support for certain events and activities recommended by the plan.

Management of the Community Marketing Fund is handled by the Economic Development Commission, a Marketing Stakeholder Committee established in 2010, and the Director of Planning and Development, with assistance from a part time program coordinator and the Golden Greeters.

City Council Economic Development Commission

City Manager

Planning and Development Director

2011 and 2012 Goals

y Refine and implement the community marketing effort. y Further refine performance standards and indicators to measure the success of the program.

Projected Proposed Proposed Account Description Actual Actual Actual Budget Budget 2008 2009 2010 2011 2012 Supplies & Services$299,878 271,970 $ $ 300,000 $ 300,000 $ 300,000

TOTAL$299,878 271, 970 $ $ 300,000 $ 300,000 $ 300,000

Performance Measures

Performance Measures for 2011 and 2012 include:

x Change in Targeted Sales tax collections for downtown and city-wide. x Attendance at Coors Tour and other attractions.

City of Golden Page 109 2011/2012 Biennial Budget PUBLIC WORKS DEPARTMENT

Public Works Department provides administration of the Building Inspection Division and performs all engineering, engineering inspections, plan design, administration of capital programs, flood plain regulations, City mapping and traffic studies. The department is responsible for the advancement of the City’s sustainability goals includes the city Sustainability Coordinator, and is charged with advancing the city Walkability and Bikability Goals. It also administers the Water and Waste water Utilities Divisions, and provides representation to regional forums like the Denver Regional Council of Governments (DRCOG) and the Urban Drainage Flood Control District (UDFCD). The department also administers the City’s water rights.

City Manager

Public Works Director

Administrative Tech

Deputy Director Utilities GIS Services Deputy Director Engineering

Environment Treatment Water Engineering Streets Transportation Plant Distribution Capital Projects

Drainage and Flood Building Wastewater Sustainability Plain Administration Inspector Collection Coordinator

Full-time Part-time Public Works Director 1 -- Deputy Public Works Director 2 -- Administrative Assistant 1 -- Administrative Technician 1 1 Chief Building Official 1 -- Building Inspector 1 -- Engineer 1 --

City of Golden 2011/2012 Biennial Budget Page 110 Engineering Technician 1 -- Sustainability Coordinator 1 -- Environmental Services 6 2 GIS / Mapping 1 1 Street Employees 14 -- Utility Employees 9 -- Water Rights Technician 1 -- Water Plant Employees 10 -- 51 5

2009 - 2010 Accomplishments

x Completed a design to expand the Planning/Public Works office, to include space for the HR and IT departments. The design found many innovative ideas and would meet the LEED EB standards for platinum recognition. Budget constraints have prevented the construction from moving forward. x Continued replacement infrastructure including streets, curbs, gutters, sidewalks, water lines wastewater lines. x As a part of the street improvements on Kimball and Crawford Streets and major walkability improvement was completed. x Completed sidewalk improvements from the SH 58 and Washington Ave. bridge north through 6th Street. x Completed the SCADA improvements to the water treatment plant. This project was completed over $300,000 under budget. x Completed design of the South 6000 treated water storage tank replacement. x Completed improvements recommended from the state energy audit. Reviewed first year guaranteed energy savings. x Implemented the recommendations of the single stream recycling and waste reduction program. x Continued to implement improvements to achieve the sustainability goals of council set out in Ordinance 1793. As a part of this City government energy reductions were quantified in 2009 over base year energy use. x Completed the US 6 & 19th Street pedestrian improvements. x Completed the SH 58 and Washington Ave. Bridge replacement in conjunction with CDOT. x Completed the SH 93 noise barrier, and did follow up testing and quantified that noise reduction goals were achieved. x Completed Noise berm mitigation along SH 93 at Mt. Ridge and Parfet Estates. x Completed and implement the Jackson Street Corridor improvements from 14th to 24th. x Continued to provide staff assistance to the city Sustainability Committee to help them achieve their goals. x Completed the regional trail from 19th to Clear Creek along 6th Ave. x Successfully implemented the web page and mobile device Your Gov application.

City of Golden Page 111 2011/2012 Biennial Budget x Completed emergency repairs to the Lena Gulch crossing at Heritage Road. This was a joint project of the city, Jefferson County and the Urban Drainage and Flood Control District. This project won a state award for collaboration and quick response to an emergency.

Goals for 2011 – 2012

x Design and build the most energy efficient building the budget will allow that recycles the old Blue Shop building as interim office space for Planning and Public Works. x Continue replacement infrastructure including streets, curbs, gutters, sidewalks, water lines wastewater lines. x Complete construction of the South 6000 treated water storage tank replacement. x Continue to review and certify energy savings and contractual compliance by McKinstry from the Technical Energy Audit program x Follow up to ensure the single stream recycling and waste reduction program success and document solid waste stream reductions. x Continue to implement improvements to achieve the sustainability goals of council set out in Ordinance 1793. As a part of this City government energy reductions will be quantified for 2010 & 2012 over base year energy use. x Complete the south side Clear Creek Trail from Illinois to the 6th Avenue Trail. x Expand the crowd sourcing capabilities of the Your Gov application, and possible emergency response capabilities. x Take advantage of any free dirt that can be found to complete additional noise barriers. x Complete drainage improvements on Tucker Gulch at 7th Place. This project is partially funded by the Urban Drainage and Flood Control District. x Complete design of Kinney Run drainage crossing at 24th and 23th. This project is joint project funded by the Urban Drainage and Flood Control District. x Continue to provide staff assistance to the city Sustainability Committee to help them achieve their goals.

PUBLIC WORKS ADMINISTRATION AND ENGINEERING

Projected Proposed Proposed Account Description Actual Actual Actual Budget Budget 2008 2009 2010 2011 2012 Salaries & Benefits$ 985,852 $ 1,057,315 $ 1,066,340 $1,079,040 $1,117,540 Supplies & Services 306,135 207,876 233,200 217,764 220,878 Operating Equipment 26,090 7,997 500 500 500

TOTAL$ 1, 318, 077 $ 1,273,188 $ 1,300,040 $1,297,304 $1,338,918

City of Golden 2011/2012 Biennial Budget Page 112 Performance Measures

Actual Projected Projected Projected 2007 2008 2009 2010

Building Permits 787 800 800 800 Value of Capital Projects $7,500,000 $5,750,000 $6,800,000 $4,500,000

Sign Reduction (Total Signs) 5420 5506 4404 3950

Street pavement OCI 84 85.6 85.6 90 Traffic Studies 35 24 20 20

City of Golden Page 113 2011/2012 Biennial Budget STREETS DIVISION

The Streets Division is responsible for the repair and maintenance of approximately 242-lane-miles (10' x 1 mile) of asphalt pavement, 118 miles of curbs and gutters, 6 miles of alleyways, 4,878 active signs and 5 bridges.

Pavement maintenance includes crack sealing, pothole patching, pavement marking, street sweeping and snow/ice control. Sign installation, dead-end barricades, guardrails and edge of road maintenance are also responsibilities of the Street Division within the right-of-way.

The Streets Division also routinely assists with Special Events and other projects as needed.

City Manager

Public Works Director

Deputy Director Engineering

Street Superintendent

Street Supervisor Drainage Supervisor

Streets Division - 14 Full Time Employees

City of Golden 2011/2012 Biennial Budget Page 114 2011 and 2012 Goals

y Improve customer service relations by providing better and more extensive information using the City of Golden Website and the YourGov. web portal system. y A concerted effort will be made to bring designated streets up to an improved condition that will allow them to receive a surface treatment. This will be accomplished with the purchase of a milling machine and under the direction of the Engineering Dept. y Aggressively continue to comply with Regional Air Quality Council (RAQC) requests to reduce sanding and also reduce sweeping through the use of alternative de-icers. y The City will exclusively be using a Salt/Ice Slicer de-icing material in all 6 zones this year, weather conditions permitting. This de-icing material costs more, but eliminates sweeping. New products will also be evaluated. y Make strategic reductions in both snow plowing/removal and sweeping to achieve council goals of reducing city VMT and fuel use by 25% over 2006 by 2016. y Continue community involvement with Adopt-a-Street, Adopt–a-Spot and Pothole Hotline programs. y Actively continue alley maintenance program using recycled asphalt. y Aggressively continue programmed maintenance to infrastructure. y Continue street sign upgrade as required by Federal Regulations. y Continue to reduce equipment damage losses by 20% each year. y Strive to be accident and injury free each year.

STREETS DIVISION

Projected Proposed Proposed Account Description Actual Actual Actual Budget Budget 2008 2009 2010 2011 2012 Salaries & Benefits$ 819,213 $ 842,872 $ 816,205 $ 852,362 $ 875,580 Supplies & Services 929,813 873,235 893,848 955,698 1,004,354 Equipment -- 18,320 -- 64,000 --

TOTAL$ 1, 783, 920 $ 1,749,005 $ 1,740,053 $1,892,060 $1,879,934

City of Golden Page 115 2011/2012 Biennial Budget HIGHWAY CORRIDOR PROJECT

The Highway Corridor budget has been created to track City expenditures related to the transportation proposals north of Golden through Arvada to Broomfield. Expenses occur in two main arenas: legal expenses to ensure the City has used all available tools to protect our citizens from impacts of proposed regional roads and traffic; and technical engineering and environmental studies. The City has successfully stopped the completion of a biased EIS that would have prescribed a significant highway through Golden. The struggle to get appropriate and effective highway improvements is not over though. We will need to continue to be engaged in the process and this especially critical in 2009/10 as the Jefferson Parkway Public Highway Authority attempts to get a private partner, or private funding to complete a portion of their desired supper highway. In doing this they will likely need to concede needed future planned countywide transportation improvements, which will have tragic long term traffic implications.

City of Golden 2011/2012 Biennial Budget Page 116 Performance Measures

Actual Projected Projected Projected 2009 2010 2011 2012

Cost of snow-ice $982 $940 $920 $900 control/lane-mile Cost of street $556 $440 $420 $400 sweeping/lane-mile Inches of snowfall 123 100 70 70 recorded Number winter storm 20 17 15 15 events

City of Golden Page 117 2011/2012 Biennial Budget SUMMING UP THE HIGHWAY CORRIDOR:

x The City is concerned with the continued desire to construct a significant freeway through Golden, with as much as 120 feet of paved surface for the purpose of helping development to the north of Golden.

x The City participated in the Northwest Quadrant Feasibility Study from 1998 through 2000, that was updated in 2001, which determined that arterial improvements to north-south running arterial roads throughout the corridor, including State Highway 93 and Indiana Street, were the best alternative for the region.

x The City completed a schematic highway design, that included mitigation to community defined noise standards in 2003. The plan was designed to accommodate the traffic volumes defined in the Northwest Quadrant Feasibility Study. This plan has been adopted by City Council.

x The state has not embraced the Highway Corridor Feasibility Study or the plan that Golden has completed for the U.S. 6 and S.H. 93 corridor. The State abandoned their Draft EIS in 2008, choosing instead to label the document Northwest Corridor Transportation and Environmental Planning Study (NCTEPS).

x The NCTEPS appears to have many flaws, which the city has documented. This study does appear to be the basis for the Jefferson Parkway Public Highway Authority’s attempt to find a private partner and possible public money to build a portion of the highway system contained In the NCTEPS.

x The City expects that significant professional and legal time will be needed to avoid a tragic development, that will be completely ineffective in providing mobility in the Northwest Quadrant, but also seed a future bias for significant out of direction traffic affecting Golden.

Projected Proposed Proposed Account Description Actual Actual Actual Budget Budget 2008 2009 2010 2011 2012 Supplies & Services$ 486,383 $ 488,493 $ 116,000 $ 435,000 $ 135,000

TOTAL$ 486,383 $ 488,493 $ 116,000 $ 435,000 $ 135,000

City of Golden 2011/2012 Biennial Budget Page 118 POLICE ADMINISTRATION AND SUPPORT SERVICES

Police Administration and Support Services serves a collaborative and supporting role for the Department and Operations Division. Functions within the division include: The Office of the Chief of Police, Accreditation, Training, School Resource Officers, Records, Communications Center, Professional Standards, and PIO/Recruitment along with numerous part-time and volunteer functions.

The division has operational responsibility for numerous programs associated with administration, crime reduction and community relations efforts. They include international accreditation, in-service training, training for local businesses, senior citizen resource programs, Golden Cares, volunteer programs, business and residential crime prevention efforts, school crossing guards, a citizens/police academy, a youth/police academy, a cadet program and the enforcement of parking.

City Manager

Chief of Police

Administrative Assistant

Division Commander

Community Communications Records Services

Full-time Part-time Chief of Police 1 -- Captain 1 -- Administrative Assistant 1 -- Sergeant 1 -- School Resource Officers 2 -- PIO/Recruitment Officer 1 -- Records Supervisor 1 -- Communications Manager 1 -- Records Clerk 1 -- Dispatchers 10 -- Cadet -- 1 Crossing Guards -- 5 Volunteer Service Coordinator -- 1 Parking Enforcement -- 1

Total 20 8

City of Golden Page 119 2011/2012 Biennial Budget 2009 - 2010 Accomplishments x Support Services Division: Provide leadership role in institutionalizing the operational aspects that accompany international law enforcement accreditation. The division is providing the direction necessary to foster long term organizational inculcation of accreditation. The Department realizes and accepts this as a long term process. x Support Services Division: Guide on-time completion of all required GPD administrative reports and 59 time-sensitive standards within established calendar. The division has encouraged and coached the department to accomplish these requirements. The Department is in the learning curve that accompanies a management model change of this magnitude. x Support Services Division Community Services Section: o School resource officers, through coordinated coverage to Golden High School and Bell Middle School, will handle majority of police calls for service during available times and in conjunction with other duties. School resource officers handled the majority of calls at both schools. Additionally, the SROs solved arson to a school employee’s vehicle in 2009. o Press Information/Recruitment Officer will process all full-time employee recruitment cycles within established time lines; and work to implement agency recruitment plan. The recruitment officer administered these hiring processes: o 2009; 1 reserve police officer, 1 police officer, 1 part-time property and evidence clerk o 2010; 2 police officer, 1 dispatcher, 1 records clerk, 1 part-time property and evidence clerk All nine hiring processes were completed early or within the projected time line. o Community Resource Officer will work within the agency’s organizational structure to further all existing/future programs within established time lines. o The community resource function has been intermittently impacted by staffing issues that have necessitated temporary assignments to Operations. The officer worked diligently at keeping projects on track. x Support Services Division Records and Communications Section: Both Sections played an important role in a combined strategic planning project involving police, fire, courts and the city’s IT department. This will provide our roadmap for future technology decisions. o Communications will research and revise (as needed) its field training program for new full or part-time employees. While the research project is designed and ready to begin, residual equipment and staffing challenges have delayed the start. We will endeavor to complete the research by end of first quarter 2011. o Records will transition from existing to new supervisor and clerk within six months of hire date. Records successfully transitioned to our new supervisor and clerk within the time frame. To enhance the development and growth of this function, the Department moved Records from a unit to a section. Records now reports directly to the division commander.

2011 – 2012 Goals x Support Services Division: o Provide direction and guidance in preparation of the August 2011 reaccreditation on-site and November Commission review. x Support Services Division Community Services Section:

City of Golden 2011/2012 Biennial Budget Page 120 o School Resource Officers, will handle majority of police calls for service during available times at their schools; in conjunction with other duties. o Press Information/Recruitment Officer, will evaluate and retool (as necessary) the department’s recruitment plan. o Community Resource Officer, will examine and evaluate where this function is at and where it needs to go for the future. x Support Services Division Communications Section: o Communications will complete the research and revise (as needed) the field training program. x Support Services Division Records Section: o Records will develop a field training program for the section. o Records will continue reviewing older crimes files for retention.

POLICE ADMINISTRATION

Projected Proposed Proposed Account Description Actual Actual Actual Budget Budget 2008 2009 2010 2011 2012 Salaries & Benefits$ 1,838,736 $ 1,921,715 $ 1,887,000 $1,818,400 $1,873,500 Supplies & Services 315,964 294,475 267,783 305,991 310,492 Subtotal - Capital -- 500 1,000 -- --

TOTAL$ 2, 154, 700 $ 2,216,690 $ 2,155,783 $2,124,391 $2,183,992

SERVICE DEMANDS – ADMINISTRATION

Service Demands - Actual Actual Projected Projected Projected Administration 2008 2009 2010 2011 2012 Number of Records Processed 50,871 51,749 52,783 53,800 54,500 Training Hours Per Year* 5,500 5,594 6,000 6,000 6,000 Public Presentations Conducted 86 125 110 100 110 Press Releases 20 15 15 20 20 Hiring Processes 3 3 5 3 4 Profession Standards Investigations** 77 54 55 50 50

* 2007 training schedule cancelled for two months for manpower shortage and work schedule modification.

** Policy change [2007] requiring more stringent reporting and tracking increased PSI numbers.

City of Golden Page 121 2011/2012 Biennial Budget POLICE OPERATIONS DIVISION

The Police Operations Division provides policing services that directly impact community safety. The division’s primary objective is to arrest criminals, reduce crime, reduce the fear of crime and use pro-active problem solving in conjunction with the citizens of Golden.

This is accomplished through the following functional components: patrol, traffic enforcement, DUI enforcement, investigations, cyber crime, evidence/crime scene processing, drug enforcement code enforcement and animal control.

Officers work with individuals, neighborhood groups and businesses to create and maintain strong ties with the community.

City Manager

Chief of Police

Division Administrative Commander Assistant

Patrol Investigations

Full-time Part-time Captain 1 -- Sergeant 7 -- Sworn Police Officers 30 -- Non-Sworn Evidence Tech 2 -- Grant Non-Sworn Evidence Tech 1 Code Enforcement 2

Total 42 1

City of Golden 2011/2012 Biennial Budget Page 122 2009-2010 Accomplishments

x Continued to undertake operational aspects of accreditation. The operations Division continues to work closely with the Support Services Division to implement the established set of professional standards that strengthens our accountability within the agency and community. x Continued the commitment to the department’s traffic unit. The Traffic Unit’s goal is to create a safe driving environment for motorists in and around the City of Golden. The Traffic Unit continues to aggressively enforce the traffic laws of the City and State to ensure the citizens of Golden will be as safe as possible on our streets and highways. Continued to conduct Port of Entry checkpoints for commercial vehicles to help ensure the safety of the motoring public on highways in the City of Golden. Continued to support resolution #1793 of city-wide sustainability goals to “increase the ability of Golden residents and visitors to travel to and through Golden using alternative transportation.” by doing our part as a traffic enforcement and education unit to make the city more pedestrian and bicycle friendly. x Continued our support of resolution #1793 of city-wide sustainability goals to “Reduce the City of Golden’s energy usage by 25%”. In 2009/2010 officers rode over 1,300 miles of patrol on bicycles and spent over 600 hours on foot patrol.

2011-2012 Goals

x Prepare for reaccreditation in 2012 The Operations Division will continue to work closely with the Support Services Division to prepare for reaccreditation in 2012. x Continue the commitment to the department’s traffic unit. The Traffic Unit’s goal is to create a safe driving environment for motorists in and around the City of Golden. The Traffic Unit will continue to aggressively enforce the traffic laws of the City and State to ensure the citizens of Golden will be as safe as possible on our streets and highways. Continue to conduct Port of Entry checkpoints for commercial vehicles to help ensure the safety of the motoring public on highways in the City of Golden. Support resolution #1793 of city-wide sustainability goals to “increase the ability of Golden residents and visitors to travel to and through Golden using alternative transportation.” Police Operations can accomplish this by doing our part as a traffic enforcement and education unit to make the city more pedestrian and bicycle friendly. x In support of resolution #1793 of city-wide sustainability goals to “Reduce the City of Golden’s energy usage by 25%” by investigating the following thoughts: By the end of 2010 reduce patrol time in a patrol car by 25% through the use of bicycles, foot patrol and other alternate methods of service delivery.

City of Golden Page 123 2011/2012 Biennial Budget POLICE OPERATIONS

Projected Proposed Proposed Account Description Actual Actual Actual Budget Budget 2008 2009 2010 2011 2012 Salaries & Benefits$ 3,631,709 $ 3,637,782 $ 3,737,900 $ 3,805,000 $ 3,882,300 Supplies & Services 730,393 677,644 705,268 710,917 730,740 Capital 78,689 8,570 10,000 10,000 10,000

TOTAL$ 4,440,791 $ 4,323,996 $ 4,453,168 $ 4,525,917 $ 4,623,040

Performance Measures

Actual Actual Projected Proposed Planned 2008 2009 2010 2011 2012 Dispatch Calls 27,595 27,622 26,721 26,988 27,258 Case Numbers* 10,128 10,124 9,942 10,165 10,266 Citations Issued 6,403 6,266 7,098 7,169 7,240

City of Golden 2011/2012 Biennial Budget Page 124 FIRE DEPARTMENT

ȱ The mission of the Golden Fire Department’s dedicated volunteer and paid professionals is to enhance the quality of life for the Golden Community through fire and injury prevention, education, and protection of life and property.

The Golden Fire Department is a combination fire and rescue department with a large volunteer fire and emergency response force. We are comprised of 85 volunteer firefighters and a career administrative staff of 10 personnel. The administrative services staff consists of a career Fire Chief, Training Division Chief, Deputy Chief/Fire Marshal, 2-Fire Inspectors, Training Captain, Executive Assistant, Media Supervisor (volunteer), Media Services Technician and a Fire Mechanic. Six staff personnel including the Fire Chief, Training Division Chief, Training Captain, Deputy Chief/Fire Marshal and both Fire Inspectors also have emergency response responsibilities. The Golden Fire Department provides structural firefighting, basic life support services, heavy rescue, high angle rescue, low angle rescue, swift water rescue, ice rescue, wildland firefighting, hazardous materials detection, mitigation and remediation, fire prevention services, inspections and public education for our citizens. The department provides fire and rescue services to the corporate city limits and to many unprotected areas of unincorporated Jefferson County adjacent to Golden including Clear Creek Canyon.

For the last 131 years Golden Firefighters have been on the job. Outside of a small career staff of full- time City employees, 100% of the Operations Division is composed of volunteer firefighters. These firefighters participate in countless hours of training, emergency responses and work details. In 2007 the department adopted a volunteer shift program with a goal of providing on-duty shift coverage 24/7. The volunteer firefighters are held to the same high standards as all of the state’s career firefighters and possess the necessary skills and certifications required in the profession. GOLDEN FIRE DEPARTMENT ORGANIZATIONAL CHART

City Manager

Fire Chief

Administrative Fire Chaplain Assistant

Operations Division Technical Fire & Life Safety Training and Services Division Technical Services Division Battalion #3 Battalion #1 Battalion #2 Fire Fire Marshall Asst. Chief Asst. Chief Asst. Chief Mechanic Training/Safety Chief

District #1 District #2 Special Operations Asst. Training Captains (3) Captains (3) &Tech.Rescue Fire and Life Officer Recruitment Safety Services & Vol. Operations Station #1 Stations #2, Rescue Technicians Firefighters Info/Media Services #3, #4 & Wildland Firefighters Firefighters

City of Golden Page 125 2011/2012 Biennial Budget A tremendous amount of growth has occurred within the fire department in the last two years. The number of volunteers has risen to 85 members with an administrative staff of 10 personnel. Staffing of duty shifts has become a top priority while maintaining resident volunteers who also respond to emergencies from their residence.

2009-2010 Accomplishments x Expanded the firefighter health and wellness program to include initial physical assessment testing prior to gaining membership. x Enhanced and expanded shift coverage by volunteer firefighters working towards 24/7 coverage x Adopted the International Fire Code and initiated and incorporated rules and regulations that were relative in 2009. x Completed a promotional process for volunteer firefighters by adding six Volunteer Lieutenant positions for shift coverage in 2009 x Implemented sustainability measures for the Fire Department without disrupting or impacting services provided. x Increased the volunteer membership to 85 volunteer firefighters. x Conducted two recruit academies during 2009 and 2010 for both Golden and other neighboring fire departments. x Received one federal fire service grant in the area of firefighter operations and safety to upgrade and replace turnout gear for all firefighters. This will continue into 2011. x Purchased upgraded auto extrication equipment in 2010 with funds provided by a State of Colorado Gaming Grant. x Hired a replacement career Division Chief for Training and Safety. x Hired a replacement career Fire Mechanic. x Replaced 13 surplus 60 minute SCBA bottles that have exceed their life expectancy. x Replaced a swift water rescue boat with funds provided by a State of Colorado Gaming Grant.

2011-2012 Goals x Bring the total volunteer membership to 90 firefighters in 2011 and to 100 in 2012 to enhance shift coverage to acceptable NFPA standards. x Update current inspection reporting to an automated in field reporting system in 2011/2012. x Manage an annual recruit academy in 2011and in 2012 enhancing and increasing volunteer membership. x Develop specification in 2011 for the purchase of a 75’ aerial/quint apparatus as a replacement for a 20 plus year Telesqurt in 2012. x Complete the turnout gear replacement program for all firefighting personnel. x Conduct the bi-annual promotional process for Fire Lieutenant. x Develop a training/smoke SCBA maze in a donated mobile home enhancing capabilities for search and rescue during structure fires. x Pursue federal grants for equipment replacements, specifically the SCBA system by 2012 on a grant from UASI.

City of Golden 2011/2012 Biennial Budget Page 126 FIRE DEPARTMENT

Projected Proposed Proposed Account Description Actual Actual Actual Budget Budget 2008 2009 2010 2011 2012 Salaries & Benefits$ 839,438 $ 923,571 $ 910,600 $ 911,300 $ 938,500 Supplies & Services 450,747 462,281 477,739 502,274 511,092 Capital 10,575 5,883 56,200 6,750 6,750

TOTAL$ 1, 300, 760 $ 1,391,735 $ 1,444,539 $1,420,324 $1,456,342

Fire Department - Performance Measures

ȱ ȱȱȱ Actualȱ Actualȱ Projectedȱ Projectedȱ Projectedȱ PerformanceȱMeasureȱ 2008ȱ 2009ȱ 2010ȱ 2011ȱ 2012ȱ ȱȱȱȱȱȱ ResponseȱTimeȱinȱCityȱ 5:21ȱ 5:29ȱ 5:25ȱȱ 5:25ȱ 5:25ȱȱ AverageȱFirefighterȱperȱcallȱ 7.03ȱ 6.69ȱ 7ȱ 7ȱ 7ȱ FireȱSafetyȱClassesȱ 30ȱ 40ȱ 40ȱ 40ȱ 40ȱ SizeȱofȱRecruitȱClassȱ 16ȱ 17ȱ 10ȱ 10*ȱ 10**ȱ TotalȱFireȱSafetyȱInspectionsȱ 1022ȱ 1418ȱ 1315ȱ 1325ȱ 1335ȱ TotalȱEmergencyȱResponsesȱ 1195ȱ 1275ȱ 1225ȱ 1250ȱ 1275ȱ BuildingȱPlanȱReviewsȱ 265ȱ 196ȱ 285ȱ 290ȱ 290ȱ TrainingȱHoursȱ 14,320ȱ 13,571ȱ 14,000ȱ 14,250ȱ 14,500ȱ Total Emergency Responses 1,195 1,279 1,275 1,290 1,300

x *Increase to 90 Volunteer Firefighters to enhance shift coverage to 24/7 x **Increase to 100 Volunteer Firefighters to enhance shift coverage to 24/7

City of Golden Page 127 2011/2012 Biennial Budget PARKS AND RECREATION ADMINISTRATION

Department Vision:

“Golden will be recognized as a national leader in the provision of high quality parks, trails, and recreation facilities.”

Department Mission:

“To promote and provide safe and comprehensive community facilities, programs, and services that will enrich the quality of life for all residents and visitors.”

Parks and Recreation Administration provides administration of the Parks and Recreation Department which includes Forestry, Cemetery, Parks, Golf, The Splash, Outdoor Recreation, Clear Creek RV Park, Municipal Facilities, Golden Museums and The Golden Community Center. The personnel located within this budget work City-wide throughout the above- mentioned facilities and thus cannot be attributed to any one divisional budget.

City Manager

Director of Parks, Recreation, and Golf

Recreation Facilities Parks and Manager Manager Recreation Coordinator

2009-2010 Accomplishments

x Successful completion of the CAPRA Agency Accreditation Process. Accreditation is a self assessment of all internal procedures, assessed by the Commission for Accreditation of Parks and Recreation Agencies. The Golden Parks and Recreation Department was the first municipality in Colorado to be accredited. The City of Golden is one of 7 municipalities in the nation with three accredited departments including Parks and Recreation, Police and Public Works Departments. x An extensive public process, the Clear Creek Corridor Master Plan process was launched in 2010. Approval of the final plan and concept will go before City Council in December, 2010. The Clear Creek Corridor Master Plan guides the development and redevelopment of the integral corridor in downtown Golden for the next 10 to 20 years. x The Golden Parks and Recreation Department was recognized as a National Recreation and Parks Association Gold Medal Finalist for the second consecutive year. The award of Grand Recipient will be announced in late October, 2010.

City of Golden 2011/2012 Biennial Budget Page 128 x Completed the second Parks and Recreation Department Annual Report. x Successfully integrated the Golden Museums including the Golden History Center, Clear Creek History Park and Astor House into department operations. x Several upgrades were completed to the Clear Creek Whitewater Course in March, 2010. The course was honored as a Starburst Award winner for outstanding use of Colorado Lottery Funds and was featured on CBS 4 Colorado Getaways in August, 2010.

2011-2012 Goals

x To collaborate with the Parks and Recreation Advisory Board and citizens to prioritize and implement the recommendations of the 2008 Golden Parks and Recreation Master Plan.

x To continue to improve the efficiency of the department and seek alternative funding sources for capital improvements to new and existing infrastructure.

PARKS AND RECREATION ADMINISTRATION

Projected Proposed Proposed Account Description Actual Actual Actual Budget Budget 2008 2009 2010 2011 2012 Salaries & Benefits$ 423,998 $ 447,795 $ 448,200 $ 451,500 $ 467,300 Supplies & Services 26,959 45,809 40,750 35,675 36,075 Capital -- -- 2,600 -- --

TOTAL$493,604 450, 957 $ $ 491,550 $ 487,175 $ 503,375

Performance Measures

x Develop goals and objectives by division to be evaluated annually and published in the Parks and Recreation Department Annual Report. x Reserve funding in the Capital Improvements Program Budget for future development and maintenance of existing infrastructure in accordance with Parks and Recreation Advisory Board Master Plan Recommendations. x Strategize opportunities in the next year that may enhance the user experience and strengthen the Department’s National Recreation and Parks Association Gold Medal Application until the Gold Medal Grand Recipient Award is received. x Seek private funding sources and grant revenue to develop projects such as the Universally Accessible Playground at Splash Aquatic Park using limited public funds.

City of Golden Page 129 2011/2012 Biennial Budget OUTDOOR RECREATION DIVISION

Outdoor Recreation is a year-round division providing recreational athletic opportunities for youth and adult citizens of Golden and surrounding areas. Programs offered by Outdoor Recreation strive towards meeting the needs of the community and filling gaps in programming that are not provided by other entities in the area.

Facilities used for outdoor recreation include Lions Park Fields and Tennis Courts, Tony Grampsas Memorial Sports Complex Fields and Gymnasium, Ulysses Sports Complex Fields and Batting Cage, The Hockey Stop, White Ash Mine, Southridge and Golden Heights Parks. These facilities are safe and well-maintained and continue to evolve to meet the growing needs of the community. In 2008, new lighting was installed at Lions Park on both the fields and tennis courts. The new Musco® Lighting is energy efficient, limits off-site light spillage by over 50%, and is operated by a control link. Musco® estimated a total energy cost difference over 10 years of $25,069 at Lions Park.

Facilities: x Ulysses Sports Complex x Ulysses Batting Cage x Lions Park Fields x Tony Grampsas Gym x Lions Park Tennis Courts x The Hockey Stop x White Ash Mine, Southridge, and Golden Heights Parks

Programs offered for adults through the Outdoor Recreation Division include:

x Softball x Basketball x Volleyball x Dodgeball x Kickball x Tennis

Youth/tot programs offered through the Outdoor Recreation Division include:

x T-ball x Soccer x Skyhawks Sports Camps x Tennis x Inline Hockey x CARA Tennis x CARA Track x CARA Volleyball x Interleague Volleyball

City of Golden 2011/2012 Biennial Budget Page 130 The Outdoor Recreation Division also works closely with Youth Sports Associations to provide field space. Associations include:

x Colorado Ice x Golden Junior Baseball x Golden Applewood Youth Football Association x Golden Applewood Youth Basketball Association x Golden Girls Softball Association x Compass Montessori School x Golden High School

City Manager

Parks and Recreation Director*

Recreation Manager

Adult/Athletic Supervisor

Athletic Coordinator

*Salaries and benefits associated with management are charged to the Parks and Recreation Administration account in the General Fund.

2009-2010 Accomplishments

x Installation of ADA approved bleachers at the sports complexes. x Created field maintenance manual with daily check lists for documentation in cooperation with the Parks Department. x Installation of new fencing at the various fields. x Worked with the Compass Montessori School to enhance scheduling and communication

City of Golden Page 131 2011/2012 Biennial Budget OUTDOOR RECREATION

Projected Proposed Proposed Account Description Actual Actual Actual Budget Budget 2008 2009 2010 2011 2012 Salaries & Benefits$ 177,033 $ 180,274 $ 196,254 $ 195,437 $ 202,512 Supplies & Services 117,497 128,450 145,678 135,802 136,794 Capital ------

TOTAL$308,724 294, 530 $ $ 341,931 $ 331,239 $ 339,307

2011-2012 Goals

x Review and research newer program survey methods and analysis. x Create and implement effective market research techniques. x Continue operating efficiencies by creative scheduling and assignments. x Utilize other city department’s equipment and knowledge.

Performance Measures

x Operating Efficiency/ Cost recovery x Utilize user surveys and feedback cards x Monitor Program Participation (age breakout= 0-6; 7-17; 18+, Senior )

Revenue

2007 2008 2009 2010 2011 2012

Rec Fees/Field Rental 150,068 147,587 139,255 130,000 131,300 132,600 Batting Cages 9,596 11,835 6,061 4,500 5,000 5,000 Pavilion Rental 16,777 17,694 16,685 15,000 16,000 16,000 Grampsas Prog Fees 88,379 85,726 86,602 82,000 82,000 82,000 Grampsas Pavil Renal 19,940 11,920 11,735 9,000 10,000 12,000

Total 284,760 274,762 260,338 240,500 244,300 247,600

Cost Recovery 96% 93% 84% 69% 73% 74%

City of Golden 2011/2012 Biennial Budget Page 132 PARKS DIVISION

The City of Golden maintains 253 acres of parks, 20 miles of trails and 377 acres of open space. The system of parks includes small pocket parks, neighborhood parks, community parks, sports complexes, open spaces and an extensive trail system.

The City of Golden provides a level of service of 8.4 acres of community parkland per 1,000 residents and 3.7 acres of neighborhood parkland per 1,000 residents. The level of service provided by the top communities along the Front Range is 4.4 acres of community parkland per 1,000 people and 3.8 acres of neighborhood parkland per 1,000 people demonstrating Golden’s high level of service. The Parks and Recreation Master Plan identified underserved areas in the community in need of neighborhood parkland. The City is working with property owners to secure land in these locations to provide a higher level of service similar to National Recreation and Parks Association (NRPA) Gold Medal communities. NRPA Gold Medal communities provide an average of 5.5 acres of neighborhood parkland per 1,000 residents.

The Parks Division provides dedicated commitment to the Golden community. The mission of the division is to provide efficient, diversified, sustainable and adaptable services to the residents of Golden and visitors. Responsibilities of the Parks Division include capital improvements, facility and grounds maintenance and repairs, administration of Golden Pride Days, holiday lighting program and staff support for Golden special events such as Buffalo Bill Days and the Lions Club Fourth of July Celebration.

City Manager

Parks and Recreation Director*

Parks, Cemetery, and Forestry Manager*

* In 2008, individual manager positions were consolidated into a single position

2009-2010 Accomplishments

x Cambria Lime Kiln restoration. x City bleachers were replaced with new bleachers with safety rails, as per CIRSA requirement. x Converted Lions Park shelters and restrooms to photo cells and motion sensors. x Three of the Parks and Cemetery staff successfully completed the Jefferson County Master Gardener Certification program. x Five parks staff completed the Certified Playground Safety Inspector course.

City of Golden Page 133 2011/2012 Biennial Budget x Lubahn trail restoration – An ongoing joint effort between City of Golden, Volunteers for Outdoor Colorado and the Colorado Mountaineering Center resulted in a re-route and restoration of a lower section of the Lubahn Trail. x Staff purchased and installed four Evapotranspiration clocks with self program watering schedules based on 10 year rain averages. x Purchased and installed tennis backboards at Lions Park and Southridge Park. x White Water Park improvement – there were three major improvements in 2009. The bleacher hole was rebuilt, several deflection structures were improved and the start of a beginner’s course was built between the slalom course and library hole. The improvements were based on recommendations made by several user groups.

2011-2012 Goals

x System wide ADA modifications – The recent ADA audit identified locations in each park where access to park resources can be improved. The goal is to make modifications in each park in response to the audit to make the park system as accessible as possible. x The Lions tennis court surfaces are becoming unplayable. Lions Park courts will need repairs pending the outcome of the Clear Creek Corridor Master Plan. x New roof for the Parfet Restroom. x Skate Park Improvements. x Golden Heights Improvements – New shelter with sound mitigation is being designed as well as concrete and irrigation improvements. x Irrigation central control purchase – a central control system will allow all irrigation clocks to be controlled from a central location rather than driving between clocks and making alterations by hand. x Replace parks system benches and picnic tables with new furniture. x Complete holiday light conversion to LED from incandescent.

PARKS DIVISION

Projected Proposed Proposed Account Description Actual Actual Actual Budget Budget 2008 2009 2010 2011 2012 Salaries & Benefits$503,204 528,226 $ $ 518,300 $ 610,170 $ 634,170 Supplies & Services 530,662 456,770 524,709 551,719 558,279 Capital 2,269 1,236 2,000 2,000 2,000

TOTAL$961,210 1, 061, 157 $$ 1,045,009 $1,163,889 $1,194,449

City of Golden 2011/2012 Biennial Budget Page 134 Parks Actual Projected Projected Projected 2009 2010 2011 2012    Park Acres Maintained 253 253 253 253 Paved Trail Miles 20.5 21.5 21.5 21.5 Maintained  Open Space Acres 377 398 398 398       Traffic Islands 195 195 200 159 sites Acres sites Sites sites 3.0  3.1 3.1 3.1

Performance Measures x Reduce water usage by 10% in parks without reduction in turf quality – this will be accomplished through the usage of the central irrigation control system and ET clocks. x Convert one acre of blue grass turf to native vegetation – this will be accomplished by identifying small locations throughout the system which can effectively be converted to native vegetation without reducing usability of the park system.

City of Golden Page 135 2011/2012 Biennial Budget FORESTRY DIVISION

The City of Golden Forestry Division is responsible for approximately 10,000 public trees. These trees are located in public parks, natural areas, public spaces and rights-of-way. Urban tree care includes trimming, watering, pest control, planting, removals, mulching, fertilizing and tree inspection. Public education and consultation about the importance of proper tree care and the value of the urban forest is also a critical element of the division. This work is all part of the focus on keeping the City's trees healthy for the benefit of the Golden community.

The City of Golden’s dedication to the health of its trees and the benefits they provide to the community is the central reason why the City has received the prestigious Tree City USA Award for 20 consecutive years. Communities receiving the award have demonstrated the commitment necessary to achieve all of the benefits that come with a healthy urban forest: shade, cooler summer temperatures, beauty, cleaner air and water, quieter streets and more desirable properties. The Forestry Division has far exceeded this minimum requirement for over 20 years, a tribute to the City’s urban forest commitment.

City Manager

Parks and Recreation Director

Parks, Cemetery, and Forestry Manager*

City Forester

* In 2008, individual manager positions were consolidated into a single position

2009-2010 Accomplishments

x Planted over 50 new trees at the Splash with funds from the Mile High Million – this was a major tree planting project for the Splash using donated funds from the Denver Million project and assistance from a local Boy Scout Troop. x Forestry Data Collection – The Forestry Division implemented a Cartegraph-based asset and hazard tree identification system which allows the City Forester to digitally collect information in the field and upload the information in real time. This is a state of the art system which will allow the Forester to visit each tree in a much more timely basis than the previous system. Regular and timely inspection is the key to keeping trees healthy and the residents safe.

City of Golden 2011/2012 Biennial Budget Page 136 2011-2012 Goals

x Forestry is currently working on completing highest risk Park tree evaluations. The next step is to complete all park tree evaluations and begin right-of-way evaluations.

FORESTRY DIVISION

Projected Proposed Proposed Account Description Actual Actual Actual Budget Budget 2008 2009 2010 2011 2012 Salaries & Benefits$106,749 117,351 $ $ 119,050 $ 120,470 $ 124,770 Supplies & Services 64,644 52,171 62,457 73,772 75,524 Capital ------

TOTAL$158,920 181, 995 $ $ 181,507 $ 194,242 $ 200,294

Forestry Actual Projected Projected Projected 2009 2010 2011 2012

Number of trees planted 110 120 110 110 Fuel Usage Reduction (in gallons) 1,439 1,500 1,500 1,500

Performance Measures

x Reduce water usage by 10% without reduction in turf quality – this will be accomplished through the usage of the central irrigation control system and ET clocks. x Complete 75% of the tree asset and hazard tree evaluation. x Tree City USA 21 Consecutive Years.

City of Golden Page 137 2011/2012 Biennial Budget CLEAR CREEK RV PARK

Mission Statement:

To provide a friendly, appealing campground for our customers that is competitively priced and exceptionally well maintained. Our professional staff will treat each customer courteously and respectfully.

The Clear Creek RV Park is located along the beautiful Clear Creek at 1400 Tenth Street in Golden. The facility is managed by the Facilities Manager who supervises the part-time Customer Service Representatives. The hours of supervision are divided into four separate hours of operation in order to save on staffing salaries. Hours of operation vary for winter, spring, summer and fall. During the summer hours there is a representative at the facility 12 hours per day and during the winter months 8 hours per day.

The park is located within walking distance to the center of town, the Golden Community Center and many other area attractions. The park is open year-round and offers monthly and daily rates from October 1 through April 30th and daily rates from May 1 through September 30th.

Amenities of the park includes paved entry roads; 22 graveled full hook-up sites with patios, picnic tables and barbecues, all with 50 amp electrical service. There are also 11 RV sites with “electric only” (50 amp service). To complete the park, there are three additional sites strictly for tents. In addition to the RV sites there are clean restrooms with showers and laundry facilities, ice, a soft drink machine and Wi Fi throughout the park. The dump station and potable water located at the entrance to the park is available to registered and non-registered guests.

City Manager

Parks & Recreation Director

Facility Manager

Customer Services Representatives (4 PT)

City of Golden 2011/2012 Biennial Budget Page 138 2009 & 2010 Accomplishments

x Completed Capital Improvement projects. o Replacement of roofing on all three buildings.(office, bath house, & garage). o Replacement of two washing machines and two dryers in laundry room. x Provided a quality and professional looking RV Park. o Painted of all buildings. o Replace cedar rail fencing with 2 rail PVC fencing. o Upgraded sliding glass doors to atrium doors in the bath house. o Replaced sliding glass door in the laundry room. o Replaced gravel and timbers in the camp sites. x Increased Revenue by 10.5% in 2009 and as of July, 2010 revenues were up 1%. x Sustainability projects included upgrading lighting and occupancy sensors. x Clear Creek RV Park was listed as a “Sustainable RV Park” by Trailer Life Magazine. x Awarded by Woodall’s RV Directory “Highest Directory Rating”.

2011-2012 Goals

x Maintain top ratings given to RV parks by Woodall’s and Trailer Life. x Promote safety in the park by establishing an evacuation plan. x Meet revenue projections as set by City of Golden Finance Department. x Watch the growth of the Clear Creek Corridor Master Plan and take steps accordingly for the RV Park. x Continue to provide a quality camping experience through quality management, maintenance and friendly service.

Clear Creek RV Park Budget

Projected Proposed Proposed Account Description Actual Actual Actual Budget Budget 2008 2009 2010 2011 2012 Salaries & Benefits$ 42,040 $ 43,044 $ 48,680 $ 48,800 $ 50,700 Supplies & Services 58,105 49,367 51,910 54,700 55,200 Capital -- 14,093 5,000 -- --

TOTAL$106,504 100, 145 $ $ 105,590 $ 103,500 $ 105,900

Performance Measures

 Actual Actual Projected Projected Projected 2008 2009 2010 2011 2012 Revenue $237,195 $262,161 $264,000 $264,000 $264,000

City of Golden Page 139 2011/2012 Biennial Budget MUNICIPAL FACILITIES

Mission Statement

“The Facilities Maintenance Division of the Parks and Recreation Department will provide quality preventative, routine, and emergency maintenance to all assigned City buildings in a friendly, expedient and fiscally responsible manner.”

The Facilities Maintenance Division provides building maintenance for 16 buildings within the City limits. Staffing of this department includes; Manager (1), Building Maintenance Techs (2), and a Building Service Tech (1). Most all of the preventative and routine maintenance is performed by the Building Maintenance Techs, where as some of the more technical work and major construction projects go out to contractual services. The Building Service Tech works primarily for the Community Center providing for building rental set-ups and day cleaning in the recreational facilities.

The division also secures and manages the contractual custodial services for the City. Currently there are two outside companies that provide custodial services at the Municipal Center, Splash, Fossil Trace Clubhouse, Community Center, City Shops/Fleet, Public Works and Fire Station #1.

City Manager

Parks & Recreation Director

Facility Manager

Building Service Tech (1 FT) Building Maintenance Tech (2 FT)

2009-2010 Accomplishments

x Followed sustainability recommendations as outlined in the McKinstry Report by replacing HVAC Roof Top units, solar panels, motors, pumps, lighting fixtures and adding occupancy sensors to utilize energy more effectively and to lower carbon emissions. x Maintained fiscal responsibility in repairs and preventative maintenance by purchasing through State Bid and City and Schools. Prices were held down on contractual services by using the competitive bid process. x Encouraged staff to attend training opportunities in order to be more effective in the job setting.

City of Golden 2011/2012 Biennial Budget Page 140 x The Proteus Maintenance Software Program was loaded with the entire City’s building equipment inventory and frequent vendors. x Purchase of additional equipment which enabled the division to do more in-house work, thus lowering the amount paid out to outside contractors. This has proven to be a cost savings to the City. x Completed over 1,500 work orders for the year 2009 and are projected to complete over 1,800 in 2010.

Municipal Facilities Budget

Projected Proposed Proposed Account Description Actual Actual Actual Budget Budget 2008 2009 2010 2011 2012 Salaries & Benefits$ 87,672 $ 93,733 $ 99,968 $103,068 99,868 $ Supplies & Services 258,588 251,211 229,913 232,473 233,750 Capital ------

TOTAL$344,944 346, 260 $ $ 329,881 $ 332,341 $ 336,818

2011-2012 Goals

x To monitor and keep all sustainability projects in good working order to save the city money, energy and carbon emissions. x To continue working with the “Proteus” software program to monitor maintenance issues and to provide a work order program. x To be fiscally responsible in all capital and maintenance projects. x To provide quality facility and custodial maintenance of all city-owned buildings. Keeping the buildings looking their very best and setting an example as a City that cares about their facilities.

Performance Measures

x Maintain fiscal responsibility in the maintenance of all city buildings by keeping costs at or below the budget allocated by the City of Golden Finance Department. x Lowering energy costs by 5% in each calendar year of 2011 and 2012. x Maintain quality looking facilities within the City.

City of Golden Page 141 2011/2012 Biennial Budget OTHER GENERAL FUND DIVISIONS

Insurance The City participates in the Colorado Intergovernmental Risk Sharing Agency (CIRSA) for its self-insurance for property and casualty. Premiums are charged monthly to all funds. The budgeted amount represents the General Fund pro-rated share.

Transfer to Other Funds Transfer to other funds includes transfers to Capital Programs, Cemetery, Splash Aquatic Park, and Community Center funds. $120,000 in 2011 and $125,000 in 2012 of general tax money is to be transferred to the Capital Programs Fund to help cover the annual costs of street improvements.

A transfer of funds to the Community Center of $303,000 in 2011 and $310,000 in 2012 is planned to subsidize operations. The Community Center cost recovery rate is approximately 70%, which is similar to like facilities in surrounding communities. Debt service for the Community Center is paid out of the 1% Sales and Use Tax Capital Improvement Fund as approved by voters in 1991.

Operating revenues and expenses at the Museum and Splash Aquatic Park can vary annually depending on demand for services and weather respectively. A transfer of funds to the Museum of $349,405 in 2011 and $383,370 in 2012 to subsidize operations and Splash Aquatic Park Fund of $30,000 in 2011 and 2012 are budgeted to cover any operating shortfall and will be transferred if necessary.

A transfer of funds to the Sales and Use Tax Capital Projects Fund of $900,000 in 2011 and $200,000 in 2012 is planned to cover the cost of renovations of two public works buildings.

GURA The Golden Urban Renewal Authority (GURA) was established in 1989 and receives the incremental increase in sales and property taxes within the district over that base year. Because of the success of the downtown redevelopment, $510,200 in sales tax increment is budgeted to be paid to GURA in 2009, with $522,900 budgeted for 2010.

Outside Programs The 2011 and 2012 Budgets contain $20,000 for the Seniors Resource Center for transportation assistance.

Per the annexation agreement, and because of the overlap of fire protection services between the City and the Fairmount Fire Protection District, the City refunds a portion of the City’s property tax, equivalent to the Fairmount property tax, to the affected properties. The 2011 and 2012 budgets are for a full refund of $465,000 in each year.

The City implemented a single trash hauler program in 2010 with Evergreen Disposal Services (EDS). The City budgeted $571,600 for 2011 and 2012 to pay EDS directly for the service and will collects the fees for service from participating customers through the City’s utility bill.

City of Golden 2011/2012 Biennial Budget Page 142

OTHER GENERAL FUND DIVISIONS

Projected Proposed Proposed Account Description Actual Actual Actual Budget Budget 2008 2009 2010 2011 2012 Med Benefits Cash Infusion 30%$ -- $ 279,800 $ -- $ -- $ --

Insurance$ 165,000 $ 166,500 $ 149,000 $ 160,600 $ 160,600

Transfers to Other Funds 647,700 462,100 684,325 809,705 860,670

GURA 488,628 487,978 520,000 527,800 538,350

Outside Programs 15,000 234,500 675,370 1,056,600 1,056,600

PW Admin Bldg Expansion 27,519 275,397 30,000 900,000 200,000

City of Golden Page 143 2011/2012 Biennial Budget City of Golden 2009/2010 Biennial Budget Page 144 COMPARATIVE BUDGET CHANGES 2008 - 2012 COMMUNITY CENTER FUND

AMENDED PROJECTED PROPOSED PROPOSED ACTUAL ACTUAL BUDGET ACTUAL BUDGET BUDGET DESCRIPTION 2008 2009 2010 2010 2011 2012

REVENUES:

Punch Cards 255,518 258,649 270,000 270,000 272,700 275,440 Daily Admissions 249,758 252,011 270,000 270,000 272,700 275,430 Charter/Annual Membership 303,516 304,834 315,000 290,000 292,900 295,830 Program Fees 498,090 522,718 510,000 560,000 585,000 590,000 Community Center Aquatics 89,516 103,433 95,000 100,000 95,950 96,910 Pro Shop 10,957 9,257 13,000 9,000 10,000 10,000 Facilities Rentals 85,769 76,530 104,000 80,000 80,800 81,608 Vending & Miscellaneous 4,794 3,891 6,000 4,000 4,000 4,000 Advertising in Rec. Brochure 9,430 6,478 10,000 2,000 2,000 2,000 Senior Special Activities 2,543 2,981 6,800 2,500 2,500 2,500 5K Run Registration Fees 2,980 1,356 2,000 2,000 2,000 2,000 Interest 3,858 5,466 10,138 6,000 2,698 2,330 Miscellaneous - (22,119) - - - - Xfer from General Fund-Operations 430,200 379,600 300,000 300,000 303,000 310,000 Xfer from SUT Capital Fund 48,396 65,000 65,000 65,000 65,000 65,000 Xfer from Medical Benefits 800 800 800 800 - -

TOTAL NEW REVENUES 1,996,125 1,970,885 1,977,738 1,961,300 1,991,248 2,013,048

OPERATING EXPENDITURES:

Community Center 1,918,420 1,917,375 1,960,800 1,888,850 1,992,800 2,038,100

TOTAL EXPENDITURES 1,918,420 1,917,375 1,960,800 1,888,850 1,992,800 2,038,100

(Use)/Accumulation of Surplus Funds 77,705 53,510 16,938 72,450 (1,552) (25,052)

ENDING AVAILABLE RESOURCES (12,810) 40,700 57,638 113,150 111,598 86,546

City of Golden Page 145 2011/2012 Biennial Budget GOLDEN COMMUNITY CENTER

The Golden Community Center (GCC) opened its doors in 1994 and is now a 71,483 square foot building after a 2006/2007 renovation. GCC offers programs for the entire Golden community from older adults, teens and tots, to swimmers, weight lifters and artisans. The two-story structure features the Front Porch lounge for older adult activities, a six lane lap pool, a leisure pool and sauna, 2 dance/fitness rooms, a full fitness area including top-of-the-line free weight and cardiovascular equipment, a bouldering and climbing wall, a large gym with two courts and an elevated track, craft and meeting rooms, plus a 3,702 square foot community room highlighted by a catering kitchen and outside deck overlooking beautiful Lookout Mountain.

This budget is comprised of the complete operation of the Golden Community Center, as well as all program activities. A couple examples of the programming area include the preschool program, wellness/fitness related classes, Front Porch operations, rentals and aquatics.

City Manager

Parks and Recreation Director*

Recreation Manager

*Salaries and benefits associated with management are charged to the Parks and Recreation Administration account in the General Fund.

2009-2010 Accomplishments:

x Implemented a new online registration program x Completed new branding material for public information, Re-Create. x Operating efficiency improved to high end the department Fees and Charges Policy, as set by City Council, reaching 80% cost recovery. x Successfully implemented a facility fee increase. x Received 4-Star Qualistar rating for the preschool program (highest available). x Expanded preschool operations, a positive revenue generator for the division. x Restructured the”learn to swim” program. x Restructured the wellness fee schedule. x Improved personal training revenue by 72% from 2008 to 2010. x Reorganized division operations by creating a Guest Services Supervisor Position

City of Golden 2011/2012 Biennial Budget Page 146 COMMUNITY CENTER

Projected Proposed Proposed Account Description Actual Actual Actual Budget Budget 2008 2009 2010 2011 2012 Salaries & Benefits$ 1,087,392 $ 1,068,491 $ 1,095,400 $ 1,168,500 $ 1,211,100 Supplies & Services 804,603 763,949 748,450 759,300 762,000 Capital & Equipment 26,425 84,935 45,000 65,000 65,000

TOTAL $ 1,918,420 $ 1,917,375 $ 1,888,850 $ 1,992,800 $ 2,038,100

2011-2012 Goals

x Improve marketing and branding mechanisms and utilize current technology. x Improve market analysis and understanding. x Maintain operating efficiency. x Continue to develop division teamwork. x Evaluate division operations. x Continue to implement technology in facility operations and services in a cost-effective manner.

Performance Measures

x Operating Efficiency/ Cost recovery x Monitor Golden Community Center Facility Use (Daily Admission, Punch Cards, Membership., total) x Monitor Program Participation (age breakout= 0-6; 7-17; 18+, Senior ) x Surveys and Comment cards

Actual Actual Actual Projected Projected Projected 2007 2008 2009 2010 2011 2012

Cost Recovery 78% 79% 80% 84% 81% 80%

Daily Admissions 221507 249,758 252,011 270,000 272,700 275,430 Punch Card 240482 255,518 258,649 270,000 272,700 275,440 Membership 255,507 303,516 304,834 290,000 292,900 295,830 Recreation Fees 448,793 498,090 522,718 560,000 585,000 590,000 Aquatics 93,253 89,516 103,433 100,000 95,950 96,910 Facility Rentals 93,026 85,769 76,530 80,000 80,800 81,608 Brochure 9,115 9,430 6,478 2,000 2,000 2,000 Pro Shop 11,172 10,957 9,257 9,000 10,000 10,000 Vending 4,002 4,794 3,891 4,000 4,000 4,000 Total 1,376,857 1,507,348 1,537,801 1,585,000 1,616,050 1,631,218

Total GCC Attendance 191,878 222,442 227,009 230,000 235,000 235,000 (Daily, Punch, Annual)

City of Golden Page 147 2011/2012 Biennial Budget City of Golden 2009/2010 Biennial Budget Page 148 COMPARATIVE BUDGET CHANGES 2008 - 2012 THE SPLASH FAMILY AQUATIC PARK

AMENDED PROJECTED PROPOSED PROPOSED ACTUAL ACTUAL BUDGET ACTUAL BUDGET BUDGET DESCRIPTION 2008 2009 2010 2010 2011 2012

REVENUES:

Daily Admissions 242,114 221,916 265,000 270,000 262,600 265,230 Stamp Cards 27,167 19,597 35,000 26,000 30,300 30,610 Seasonal Memberships 8,997 5,925 9,000 5,800 6,000 6,060 Concessions 70,261 64,364 72,000 74,000 72,000 72,000 Merchandise Sales 2,501 1,568 3,000 1,500 1,545 1,591 Facility Rentals 12,014 34,663 24,000 29,150 24,720 25,462 Miscellaneous Revenue 1 (1) - - - - Interest 1,373 1,020 1,200 500 35 - Transfer from Community Center ------Transfer from General Fund - 17,500 30,000 30,000 30,000 30,000

TOTAL REVENUES 364,428 366,552 439,200 436,950 427,200 430,953

OPERATING EXPENDITURES:

Family Aquatic Park 404,631 374,050 445,076 377,036 453,177 496,489

TOTAL EXPENDITURES 404,631 374,050 445,076 377,036 453,177 496,489

(Use)/Accumulation of Surplus Funds (40,203) (7,498) (5,876) 59,914 (25,977) (65,536)

ENDING AVAILABLE RESOURCES 56,084 48,586 42,710 108,500 82,523 16,987

City of Golden Page 149 2011/2012 Biennial Budget The Splash Aquatic Park

City of Golden residents and the surrounding community enjoy sun time at the largest water park in Jefferson County, The Splash Aquatic Park. The City of Golden opened Splash on June 1, 2002, and operates the park from Memorial Day weekend to Labor Day weekend. Splash employs approximately 60 staff members seasonally.

Splash is a slide-filled water park located on Illinois Street next to the Fossil Trace Golf Club in Golden and offers amenities for children and adults alike including an inner-tube slide, a body slide, a sand box, a 8 lane 25-meter lap pool with a diving board, bustling activity pool complete with fountains, wading areas and a 500-gallon bucket that dumps every 5 minutes to the joy of the swimmers playing under it. Although coolers are welcome at the Splash for family picnics, the Splash Concessions Stand remains successful with its extensive and reasonably priced menu which changes every summer.

2009-2010 Accomplishments

x Significantly increased facility rental revenue in 2009 ($34,662) vs. 2008 ($12,014). x Hosted the Colorado State Summer Club Swimming Championships for the 2nd consecutive year. x Continued to market toward school groups and summer camps x Awarded 4th place at the CPRA Lifeguard Games Competition x Awarded runner-up for “Best Place for Families” by Kids Pages Magazine in 2009 & 2010

Actual Actual Projected Projected Projected 2008 2009 2010 2011 2012

Cost Recovery 90% 95% 107% 72% 66%

Revenue Daily Admission 242,114 221,916 270,000 262,600 265,230 Punch Card 27,167 19,597 26,000 30,300 30,610 Membership 8,997 5,925 5,800 6,000 6,060 Rentals 12,014 34,663 29,150 24,720 25,462 Concessions 72,762 73,568 73,500 1,545 1,591

Total Revenue 363,054 355,669 404,450 325,165 328,953

City of Golden 2011/2012 Biennial Budget Page 150 2011-2012 Goals

x Continued improvements in facility safety and operations through strong lifeguard management training program. x Focus on customer service by providing a strong training program and developing feedback systems. x Improve operating efficiency. x Improve patron experience and ADA accessibility

Performance Measures

x Operating Efficiency/ Cost recovery x Monitor Splash Facility Use (Daily Admission, Punch Cards, Membership) x Monitor Program Participation (age breakout= 0-6; 7-17; 18+, Senior ) x Implement feedback systems

Projected Proposed Proposed Account Description Actual Actual Actual Budget Budget 2008 2009 2010 2011 2012 Salaries & Benefits$147,839 159,147 $ $ 135,281 $169,989 163,745 $ Supplies & Services 245,484 221,446 237,255 234,432 235,500 Capital & Equipment -- 4,765 4,500 55,000 91,000

TOTAL $ 404,631 $ 374,050 $ 377,036 $ 453,177 $ 496,489

City of Golden Page 151 2011/2012 Biennial Budget City of Golden 2009/2010 Biennial Budget Page 152 COMPARATIVE BUDGET CHANGES 2008 - 2012 CEMETERY OPERATIONS FUND

AMENDED PROJECTED PROPOSED PROPOSED ACTUAL ACTUAL BUDGET ACTUAL BUDGET BUDGET DESCRIPTION 2008 2009 2010 2010 2011 2012

REVENUES:

Cemetery Plot Sales 136,215 136,915 184,000 140,000 143,500 147,100 Cemetery Open/Close & Vault Setting 133,112 158,390 160,000 172,000 176,300 180,700 Memorial Setting 28,070 23,990 32,000 30,000 30,750 31,500 Columbarium Fees 17,045 18,510 24,000 20,000 20,500 21,000 HeadstoneMarker Sales 26,075 22,203 20,000 20,000 20,500 21,000 Miscellaneous 10,000 18,223 5,000 5,000 5,125 5,125 Interest 2,106 2,604 137 1,500 90 - Transfer in from General Fund 25,000 15,000 13,500 13,500 -- Transfer in from Perpetual Care 25,000 15,000 15,000 15,000 15,000 15,000 Transfer from Medical Benefits 1,000 1,000 1,000 1,000 - -

TOTAL REVENUES 403,623 411,835 454,637 418,000 411,765 421,425

OPERATING EXPENDITURES:

Cemetery Operations 479,186 394,630 481,175 380,263 461,523 478,051

TOTAL EXPENDITURES 479,186 394,630 481,175 380,263 461,523 478,051

(Use)/Accumulation of Surplus Funds (75,563) 17,205 (26,538) 37,738 (49,758) (56,626)

ENDING AVAILABLE RESOURCES 108,788 125,993 99,456 163,731 113,973 57,347

City of Golden Page 153 2011/2012 Biennial Budget CEMETERY

The Golden Cemetery has been owned and operated by the City of Golden since 1873. Over the past 125 years the size, shape and look of the facility has changed dramatically. Today the Cemetery occupies approximately 60 acres of rolling hills, mature trees and tremendous views of Denver to the east, foothills to the west and City of Golden to the north.

The area surrounding the Cemetery is under constant change as well. New housing is being constructed on the northern boundary while light rail is soon to be running along the southern boundary. Through all of the changes both internal and external, the Cemetery has had one constant goal; to provide outstanding customer service at a highly professional level to the Golden community.

City Manager

Parks and Recreation Director

Parks, Cemetery and Forestry Manager

2009-2010 Accomplishments

x Cemetery Columbarium concrete upgrades – the patio spaces around a major portion of the Cemetery Columbarium had become broken and hazardous. A new concrete patio was installed replacing the most dangerous sections. x New Cemetery fee structure – The Cemetery instituted a new fee structure in order to assist in cost recovery.

2011-2012 Goals

x Cemetery building restoration x Irrigation upgrades at the Golden Cemetery x Construct a new Columbarium space

City of Golden 2011/2012 Biennial Budget Page 154 CEMETERY

Projected Proposed Proposed Salaries & Benefits Actual Actual Actual Budget Budget 2008 2009 2010 2011 2012 Salaries & Benefits$ 232,442 $ 208,855 $ 216,700 $ 218,160 $ 225,860 Supplies & Services 200,976 166,156 163,563 193,363 197,191 Capital & Equipment 45,768 19,619 -- 50,000 55,000

TOTAL $ 479,186 $ 394,630 $ 380,263 $ 461,523 $ 478,051

Cemetery Actual Projected Projected Projected 2009 2010 2011 2012    No. of Plots Sold 139 120 120 120

Perpetual Care Contracts Sold* 151 130 130 130

Number of Vault Open and Closes 158 145 145 150

Number of Columbarium Niches Sold 19 15 15 20

Actual Actual Projected Projected Projected 2008 2009 2010 2011 2012

Cost Recovery 73% 96% 102% 86% 85%

Cemetery Plot Sales 136,215 136,915 140,000 143,500 147,100 Open/Close & Vault Setting 133,112 158,390 172,000 176,300 180,700 Memorial Setting 28,070 23,990 30,000 30,750 31,500 Columbarium Fees 17,045 18,510 20,000 20,500 21,000 HeadstoneMarker Sales 26,075 22,203 20,000 20,500 21,000 Miscellaneous 10,000 18,223 5,000 5,125 5,125

Total 350,517 378,231 387,000 396,675 406,425

Performance Measures

x 90% cost recovery x Provide between 140 – 160 burial services each year

City of Golden Page 155 2011/2012 Biennial Budget City of Golden 2009/2010 Biennial Budget Page 156 COMPARATIVE BUDGET CHANGES 2008 - 2012 FOSSIL TRACE GOLF CLUB FUND

AMENDED PROJECTED PROPOSED PROPOSED ACTUAL ACTUAL BUDGET ACTUAL BUDGET BUDGET DESCRIPTION 2008 2009 2010 2010 2011 2012

REVENUES:

Greens Fees 1,866,235 1,691,893 1,893,600 1,677,000 1,742,000 1,822,500 Cart Fees 535,948 471,834 538,600 468,270 486,420 490,050 Driving Range 166,717 150,672 168,500 150,930 156,780 164,025 Merchandise 403,665 338,559 380,000 314,438 329,975 332,438 Lessons 69,000 77,160 70,000 74,000 75,480 76,990 Food & Beverage 135,671 121,312 132,500 125,000 127,500 130,050 Grant Revenue 2,300 - - - - - Misc 89,024 85,848 82,688 82,688 86,822 91,164 Interest 10,773 21,098 2,109 5,000 5,000 5,000 Gain/Loss on Sale of Equipment - (4,611) - - 145,050 - Transfer from Medical Benefits 500 500 500 500 - - Interfund Loan - - - - 269,517 -

TOTAL REVENUES 3,279,833 2,954,265 3,268,497 2,897,826 3,424,544 3,112,217

OPERATING EXPENDITURES:

Pro Shop 1,219,728 1,170,697 1,262,350 1,156,600 1,236,820 1,278,960 Maintenance 1,073,498 908,282 1,107,686 972,326 1,083,696 1,069,078 Golf Course Capital 34,116 - 5,000 6,000 425,567 46,000

OTHER EXPENDITURES: Debt Service Trans to SUT Fund 880,500 908,200 936,600 800,000 650,000 650,000 Interfund Loan Payment --- - 68,700 68,700 Transfer to Medical Benefits Fund - 19,600 - ---

TOTAL EXPENDITURES 3,207,842 3,006,779 3,311,636 2,934,926 3,464,783 3,112,738

(Use)/Accumulation of Surplus Funds 71,991 (52,514) (43,139) (37,100) (40,239) (521)

ENDING AVAILABLE CASH 177,559 125,045 81,907 87,946 47,707 47,186

City of Golden Page 157 2011/2012 Biennial Budget FOSSIL TRACE GOLF CLUB

The City of Golden opened an award-winning 18 hole public golf course in July 2003. The Fossil Trace Golf Club rests at the foot of the Rocky Mountains and features several holes routed through an abandoned clay pit mine. The par 72 layout design of the golf course is 6,868 yards and comes with a variation of swamp wetlands, flood-protection retention ponds, a former dump ground for fly ash and an old clay mine site. The views are majestic, the course unique and the club house beautiful. There simply is not another course like this in the Denver Metro area, let alone Colorado.

The Fossil Trace staff is dedicated to creating an exceptional golfing experience by focusing on the expectations of the guests. Fossil Trace has been awarded numerous awards including 2006-2010 4.5 Stars Best Places to Play –Golf Digest and 2006-2010 Best Course in Denver – www.espn.com.

A separate golf club enterprise fund was established to account for the operating revenues and expenditures of the golf club

City Manager

Parks and Recreation Director*

Golf Course Golf Club Food and Beverage Superintendent Professional Operator

*Salaries associated with the administrative management of the golf course are charged to the Parks and Recreation Administration account in the General Fund and charged back to the golf course as part of the General Fund administration fee.

2009-2010 Accomplishments x Re-sod several bunker faces. x Maintained fast green speeds at higher heights of cut. x Reduced nitrogen amounts on greens. x Increased available calcium to turf through gypsum injector. x Completed drainage work on #8. x Irrigation additions on #15, 18. x Paint shop maintenance area (floors and walls). x New tree plantings #1, 9, 10, 11, 15, 18. x New landscape bed #18 tee box. x Reduction in bunker sand loss over winter by covering bunkers.

City of Golden 2011/2012 Biennial Budget Page 158 2011-2012 Goals

Financial Revenues

x Ensure a balance of play for all guests by strategically booking events, clubs, outings and general play to maximize revenue. x Maximize merchandise profit percentage by purchasing closeouts, bulk programs to balance full wholesale/retail items. x Enhance merchandise gross sales w/proper selection of merchandise, establishing a stronger demo and club fitting program and incentives the staff to sell. x Maintain player numbers through proper promotions, advertising, expansion of our email database (including online TT guests), booking of events and creating programs to fill open slots (typically late day).

Financial Expenses

x Trim expense budgets by analyzing part time payroll, creating more efficient use of staff time x Greater efficiency of use of funds from operating supplies x Greater efficiency of use of funds from marketing

Restaurant Operations

x Improve the quality of service from the F&B staff x Enhance the consistency of food and menu options x Establish Three Tomatoes Steakhouse as an area leader for F&B opportunities o Promote and enhance the “Dinner Menu” o Proper advertising and food and beverage promotion in appropriate venues

Programs – Lessons and Tournaments

x Continue to improve the tournament program o Balance public play and date/time of events o Improve the tournament pack, less cost, greater perceived value o Include more staff in the “Tournament Coordinator” position to balance work and spread the responsibility x Continue to improve the opportunities for lessons o Continuation of an “off season” elementary school “in school” program o Increase the opportunities for youth and women classes o Ensure overflow students and taken care of with new classes o Include more opportunities for video instruction o Improve and enhance the “club fitting” portion of instruction

Enhance Guest’s Golf Experience

City of Golden Page 159 2011/2012 Biennial Budget x Continue to survey guests on their overall “golf experience” x Continue improvements to golf course, practice areas and building x Begin w/a “yes” until all possibilities are exhausted before resulting in a “no” x Continue to build consistency of staff and what they say/do o Training Issue o Constant Vigilance

2011-2012 Goal Maintenance x To provide excellent maintenance services to the Fossil Trace Golf Course while using innovative ideas and technology.

Performance Measures Pro Shop

Maintain where we currently are with continued improvements to service and consistency of golf experience for our guests. x $325,000 in merchandise sales x 42% or better for profit margin x 36,000 18 hole equivalent players or better x 6,000 event rounds per year

Performance Measures Maintenance

The Golf Maintenance Division is working hard to improve effectiveness and efficiency at Fossil Trace. As we strive to provide the best playing conditions for our customers, we are setting in place some performance measures to help us reach our goals. It is our intent to use the data we collect as a tool to assist us in decision making, whether it be budgeting, water management, fuel and energy use or time management for our staff. x Fertilizer usage on the greens (specifically Nitrogen amounts). x Fuel usage. x Irrigation usage x Ball marks on greens—are they healing faster? Can we improve the impact? x Comment card feedback from golfers regarding course conditions.

City of Golden 2011/2012 Biennial Budget Page 160 FOSSIL TRACE GOLF CLUB

PRO SHOP

Projected Proposed Proposed Account Description Actual Actual Actual Budget Budget 2008 2009 2010 2011 2012 Salaries & Benefits$ 527,331 $510,300 528,085 $526,100$ $ 546,500 Supplies & Services 692,397 642,612 646,300 710,720 732,460 Capital & Equipment 34,116 -- 6,000 425,567 46,000

TOTAL $ 1,253,844 $ 1,170,697 $ 1,162,600 $ 1,662,387 $ 1,324,960

MAINTENANCE

Projected Proposed Proposed Account Description Actual Actual Actual Budget Budget 2008 2009 2010 2011 2012 Salaries & Benefits$ 606,024 $643,380 602,108 $634,300$ $ 619,400 Supplies & Services 272,143 277,397 268,946 299,396 299,678 Capital & Equipment 195,331 28,777 60,000 150,000 150,000

TOTAL $ 1,073,498 $ 908,282 $ 972,326 $ 1,083,696 $ 1,069,078

City of Golden Page 161 2011/2012 Biennial Budget City of Golden 2009/2010 Biennial Budget Page 162 COMPARATIVE BUDGET CHANGES 2008 - 2012 ROONEY ROAD SPORTS COMPLEX FUND

AMENDED PROJECTED PROPOSED PROPOSED ACTUAL ACTUAL BUDGET ACTUAL BUDGET BUDGET DESCRIPTION 2008 2009 2010 2010 2011 2012

REVENUES:

Recreation Fees 14,423 5,349 49,935 49,935 51,183 52,463 Capital Replacement Fees 26,903 66,492 22,497 22,497 23,397 24,333 Grants/Donations - 150,000 - - - - Miscellaneous 1,800 - - - - - Transfer from Open Space Fund 25,000 50,000 50,000 50,000 50,000 50,000 Interest 8,879 9,517 15,218 15,218 11,780 4,501

TOTAL REVENUES 77,005 281,358 137,650 137,650 136,360 131,297

OPERATING EXPENDITURES:

Outdoor Recreation 15,130 20,109 19,595 19,100 31,140 31,298 Parks 8,526 10,420 30,540 13,140 10,450 11,050

OTHER EXPENDITURES: Capital 68,317 29,083 - - - -

TOTAL EXPENDITURES 91,972 59,612 50,135 32,240 41,590 42,348

(Use)/Accumulation of Surplus Funds (14,967) 221,746 87,515 105,410 94,770 88,949

Rooney Road Sports Complex Reserve 25,000 50,000 215,000 75,000 125,000 175,000

ENDING AVAILABLE RESOURCES $5,337 202,083 124,598 282,493 327,263 366,212

City of Golden Page 163 2011/2012 Biennial Budget Rooney Road Sports Complex

In 2007 the Rooney Road Sports Complex phase one was complete. The complex will include as many as 15 separate fields, primarily for youth soccer, lacrosse and field hockey. The complex currently offers 5 synthetic turf fields. The fields at Rooney Road were built over a recapped landfill in compliance with the Environmental Protection Agency (EPA). Due to high demand for field space in the area, Jefferson County, the City of Golden and Table Mountain Soccer Association, along with a grant from Gates Rubber Company, contributed to the development.

The City of Golden has leased the land at Rooney Road from Jefferson County and signed a Joint Use Agreement with Table Mountain Soccer Association. Operations and rental coordination are managed by the City of Golden while Table Mountain Soccer Association covers the operations expenses for staff and supplies while earning first choice for field space. The project serves youth of central Jefferson County regardless of economic status and the fields are available for public use when they are not scheduled.

The further development of Rooney Road will be in accordance with popularity and funding. Another environmentally friendly aspect of the project is the use of synthetic turf fields which may be used more heavily than natural grass and use much less water and chemicals. In addition, studies show lower injury rates on synthetic turf fields.

City Manager

Parks and Recreation Director

Facilities Manager

Field and Facility Coordinator

Full-time Part-time Seasonal .50 – Field and Facility 0 4 – Maintenance staff Coordinator

City of Golden 2011/2012 Biennial Budget Page 164 2009-2010 Accomplishments

x Hosted several regional tournaments both in soccer and lacrosse. x Completed signage for facility. x Expanded parking and added ADA compliant parking. x Improved drainage and facility grading. x Expanded use to include Golden High School and the School of Mines. x Worked with Developmental Disabilities Resource Center Service (DDRC) to assist with facility maintenance.

2011-2012 Goals

x Increase participation at the complex x Continue to address the silt drainage problems associated with Field 1. x Continue to operate as a self-supporting enterprise x To continue developing strong partnerships with Table Mountain Soccer Association and Jefferson County for the benefit of the Rooney Complex, Golden citizens and the surrounding community.

Projected Proposed Proposed Account Description Actual Actual Actual Budget Budget 2008 2009 2010 2011 2012 Salaries & Benefits$ 8,526 $ 10,420 $ 13,140 $ 10,450 $ 11,050 Supplies & Services 13,249 20,109 19,100 31,140 31,298 Capital & Equipment 70,198 29,083 ------

TOTAL $ 91,972 $ 59,612 $ 32,240 $ 41,590 $ 42,348

City of Golden Page 165 2011/2012 Biennial Budget City of Golden 2009/2010 Biennial Budget Page 166 COMPARATIVE BUDGET CHANGES 2008 - 2012 MUSEUM FUND

AMENDED PROJECTED PROPOSED PROPOSED ACTUAL ACTUAL BUDGET ACTUAL BUDGET BUDGET DESCRIPTION 2008 2009 2010 2010 2011 2012

REVENUES:

Admissions$ - $ - $ 4,200 $ 4,200 $ 20,000 $ 20,000 Registration & Tickets - - 4,700 4,700 33,000 33,000 Membership Fees - - 3,900 3,900 9,800 9,800 Gift Shop Charges - - 3,200 3,200 8,000 8,000 Foodood and d Bevera eveg gee- - - - 6,700,7 6,700,7 Sponsorships - - - - 3,000 3,000 Patio Rental - - 3,600 3,600 - - Grants - - - - 30,965 - Donations - - 4,000 4,000 8,600 8,600 Interest - - - - 500 500 Transfer from General Fund - - 235,560 240,825 356,705 395,670

TOTAL REVENUES --259,160259,160 264,425264,425 477,270477,270 485,270485,270

OPERATING EXPENDITURES:

Museum Operations -- 254,160 259,425 472,270 480,270

TOTAL EXPENDITURES --254,160 259,425 472,270 480,270

(Use)/Accumulation of Surplus Funds - - 5,000 5,000 5,000 5,000

ENDING AVAILABLE RESOURCES$- - $$ 5,000 $ 5,000 $ 10,000 $ 15,000

City of Golden Page 167 2011/2012 Biennial Budget MUSEUMS

Mission Golden History Museums connect people to the history of Golden, Colorado, through innovative exhibits, dynamic programs and historic collections. We strive to foster a sense of place and build community by being the leading source for local history.

Golden History Museums are comprised of three distinct venues: Astor House, a 19th century boarding house; Clear Creek History Park, a two acre interpretive park with historic structures; and Golden History Center, a modern museum with rotating exhibits and educational programming space. Founded in 1938, Golden History Museums became a city-operated entity on July 1, 2010. The museums feature a variety of experiences for families and school children including participatory programs, exhibitions and events. One of the most popular offerings is the Hands on History Summer Camp offered each summer. Children ages 7-10 learn about early Golden by playing games, doing chores and making crafts that reflect life in the late 19th and early 20th centuries.

City Council Cultural Services and Museum Board

City Manager

Parks and Recreation Director

Museum Manager

Clear Creek History The Astor House Golden History Park Center

2010 Accomplishments x Successfully transitioned from private non-profit governance to a city operation. x Opened “Show and Tell” temporary exhibition

City of Golden 2011/2012 Biennial Budget Page 168 Projected Projected Projected 2009 Actual 2010 2011 2012

Golden History Center 2,989 3,800 4,000 4,200

Astor House 4,625 4,100 4,300 4,500

Clear Creek History Park 10,945 11,600 12,180 12,800

TOTAL MUSEUMS 18,559 19,500 20,480 21,500

2011-2012 Goals x Revenue. Expand and diversify revenue base: seek new granting opportunities, grow membership and increase gift shop revenue. x Attendance. Increase attendance at all three venues. Implement strategies to attract new and repeat visitors such as new programs, changing exhibits and special events. x Education. Build and improve relationships with teachers. Start advisory committee. Offer classroom resources and professional training. x Preservation. The following actions will be taken to ensure artifact preservation: x Reorganization of the storage area x Consolidation of collections (AHM, GHC, and storage) x Thorough documentation of collections x Research on provenance of collection x Publication of research x Conservation evaluation x Appraisal for insurance purposes x Digitization of photograph collection x Implementation of collections care policy

MUSEUMS

Projected Proposed Proposed AccountȱDescriptionȱ Actual Actual Actual Budget Budget 2008 2009 2010 2011 2012 Salariesȱ&ȱBenefits $ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȬȬ $ȱȱȱȱȱȱȱȱȱȱȱȱȱȱ ȬȬ $ȱȱȱȱ201,530 $ȱȱȱȱ349,700 $ȱȱȱȱ359,600 Suppliesȱ&ȱServices ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȬȬ ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ ȬȬ ȱȱȱȱȱȱȱȱ57,895 ȱȱȱȱȱȱ120,070 ȱȱȱȱȱȱ120,670 Capitalȱ&ȱEquipment ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȬȬ ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ ȬȬ ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ ȬȬ ȱȱȱȱȱȱȱȱȱȱ2,500 ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ ȬȬ

TOTAL $ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȬȬ $ȱȱȱȱȱȱȱȱȱȱȱȱȱȱ ȬȬ $ȱȱȱȱ259,425 $ȱȱȱȱ472,270 $ȱȱȱȱ480,270

City of Golden Page 169 2011/2012 Biennial Budget Performance Measures

x Improve attendance record keeping; track visitors in Clear Creek History Park. x Increase overall attendance by 5% x Increase field trips to museums. x Research new funding sources. Secure grant from at least one new source; implement new fundraising event. x Grow membership by 5%

City of Golden 2011/2012 Biennial Budget Page 170 COMPARATIVE BUDGET CHANGES 2008 - 2012 WATER FUND

AMENDED PROJECTED PROPOSED PROPOSED ACTUAL ACTUAL BUDGET ACTUAL BUDGET BUDGET DESCRIPTION 2008 2009 2010 2010 2011 2012

REVENUES:

Water Sales 4,527,426 3,941,826 4,350,000 4,350,000 4,613,175 4,892,272 Water Sales - Coors 525,590 751,922 665,000 650,000 656,500 669,630 Meter Sales 5,434 9,743 12,000 10,000 12,000 12,000 Leak Refunds (3,064) (2,135) - (2,402) (2,000) (2,000) Misc Service Charges 6,975 7,300 8,000 8,000 8,000 8,000 Water Late Charges 9,035 8,676 10,000 9,000 10,000 10,000 Miscellaneous 60,574 22,885 20,000 19,850 20,000 20,000 Water Development Fees 192,846 1,153,510 800,000 600,000 1,000,000 910,000 Fees in Lieu of Water Rights 145,380 73,522 50,000 87,500 15,000 - Temp Fire Hydrant Rental 45,517 26,218 25,000 30,000 30,000 30,000 Sale of Water Rights 1,495,721 181,600 - - - - Guanella Mining Royalties 59,869 4,628 50,000 12,000 30,000 30,000 Guanella Storage Leases 55,825 88,448 200,000 195,024 125,000 125,000 Leased Water Rights 10,240 5,363 - 15,793 8,300 8,566 Raw Water Irrigation Revenue ------6260 Pump Station Reimbursements 30,179 - - - - - Transfer from Medical Benefits 6,100 6,100 6,100 6,100 - - Interest 205,419 81,711 64,624 65,000 70,597 44,966

TOTAL REVENUES 7,379,066 6,361,317 6,260,724 6,055,865 6,596,572 6,758,434

EXPENDITURES:

Operations 3,585,490 3,535,299 3,717,615 3,527,186 3,643,881 3,705,639 Capital Programs 2,580,839 2,621,380 2,294,660 2,928,560 4,173,735 4,887,835

TOTAL EXPENDITURES 6,166,329 6,156,679 6,012,275 6,455,746 7,817,616 8,593,474

(Use)/Accumulation of Surplus Funds 1,212,737 204,638 248,449 (399,881) (1,221,044) (1,835,040)

ENDING AVAILABLE RESOURCES 3,204,174 3,408,812 3,657,261 3,008,931 1,787,887 (47,153)

City of Golden Page 171 2011/2012 Biennial Budget COMPARATIVE BUDGET CHANGES 2008 - 2012 WATER FUND OPERATIONS

AMENDED PROJECTED PROPOSED PROPOSED ACTUAL ACTUAL BUDGET ACTUAL BUDGET BUDGET DESCRIPTION 2008 2009 2010 2010 2011 2012

REVENUES:

Water Sales 4,527,426 3,941,826 4,350,000 4,350,000 4,613,175 4,892,272 Water Sales - Coors 525,590 751,922 665,000 650,000 656,500 669,630 Meter Sales 5,434 9,743 12,000 10,000 12,000 12,000 Leak Refunds (3,064) (2,135) - (2,402) (2,000) (2,000) Misc Service Charges 6,975 7,300 8,000 8,000 8,000 8,000 Water Late Charges 9,035 8,676 10,000 9,000 10,000 10,000 Miscellaneous 54,769 14,160 20,000 20,000 20,000 20,000 Interest 24,580 31,555 21,000 20,000 7,497 5,100 Temp Fire Hydrant Rental 45,517 26,218 25,000 30,000 30,000 30,000 Lease Income 5,904 6,900 - - - - Water Customer Rebate (99) (17) - (150) - - Transfer from Medical Benefits 6,100 6,100 6,100 6,100 - -

TOTAL REVENUES 5,208,167 4,802,248 5,117,100 5,100,548 5,355,172 5,645,002

OPERATING EXPENDITURES:

Environmental Quality 482,189 472,017 487,952 469,765 465,505 476,942 Treatment 1,370,580 1,397,212 1,467,919 1,422,264 1,452,440 1,469,207 Prevention & Maintenance 741,317 643,958 668,143 638,538 702,946 723,640 Legal Fees 172,572 113,140 150,000 150,000 150,000 150,000 Water Rights & Administration 818,832 908,972 943,602 846,620 872,990 885,849 Transfers to Water Capital 1,599,996 1,800,000 1,800,000 1,800,000 2,000,000 2,250,000

TOTAL EXPENDITURES 5,185,486 5,335,299 5,517,615 5,327,186 5,643,881 5,955,639

City of Golden 2011/2012 Biennial Budget Page 172 COMPARATIVE BUDGET CHANGES 2008 - 2012 WASTEWATER FUND

AMENDED PROJECTED PROPOSED PROPOSED ACTUAL ACTUAL BUDGET ACTUAL BUDGET BUDGET DESCRIPTION 2008 2009 2010 2010 2011 2012

REVENUES:

Wastewater Charges 1,433,952 1,362,705 1,414,000 1,420,000 1,577,620 1,752,736 Wastewater Development Fees 61,587 243,758 131,800 120,000 173,500 156,150 Misc Service Charges & Pretreatment Fees 9,570 8,140 9,000 9,000 9,000 9,000 SUT Interfund Loan Interest 60,616 39,955 45,600 45,600 45,600 45,600 Transfer In 4,000 4,000 4,000 4,000 - - Interest 53,286 12,686 39,200 46,000 29,607 15,998

TOTAL REVENUES 1,623,011 1,671,244 1,643,600 1,644,600 1,835,327 1,979,484

EXPENDITURES:

Operations 1,485,383 1,607,998 1,623,416 1,569,806 1,611,727 1,635,248 Capital Programs 935,310 319,455 380,000 488,845 474,000 418,950

TOTAL EXPENDITURES 2,420,693 1,927,453 2,003,416 2,058,651 2,085,727 2,054,198

(Use)/Accumulation of Surplus Funds (797,682) (256,209) (359,816) (414,051) (250,400) (74,715)

ENDING AVAILABLE RESOURCES 1,022,938 766,729 406,912 352,677 102,277 27,563

City of Golden Page 173 2011/2012 Biennial Budget COMPARATIVE BUDGET CHANGES 2008 - 2012 WASTEWATER OPERATIONS

AMENDED PROJECTED PROPOSED PROPOSED ACTUAL ACTUAL BUDGET ACTUAL BUDGET BUDGET DESCRIPTION 2008 2009 2010 2010 2011 2012

REVENUES:

Wastewater Charges 1,433,952 1,362,705 1,414,000 1,420,000 1,577,620 1,752,736 Misc Service Charges & Pretreatment Fees 9,570 8,140 9,000 9,000 9,000 9,000 SUT Interfund Loan Interest 60,616 39,955 45,600 45,600 45,600 45,600 Interest 52,598 8,994 23,200 30,000 14,107 12,709 Transfer from Medical Benefits 4,000 4,000 4,000 4,000 - -

TOTAL REVENUES 1,560,736 1,423,794 1,495,800 1,508,600 1,646,327 1,820,045

OPERATING EXPENDITURES:

Environmental Quality 207,209 223,744 261,901 253,051 250,325 257,850 Prevention & Maintenance 367,898 382,088 422,835 396,675 423,152 436,649 Treatment & Administration 910,276 1,002,166 938,680 920,080 938,250 940,750 Transfer to Sewer Capital 200,000 75,000 150,000 150,000 250,000 250,000

TOTAL EXPENDITURES 1,685,383 1,682,998 1,773,416 1,719,806 1,861,727 1,885,248

City of Golden 2011/2012 Biennial Budget Page 174 UTILITIES DIVISION

The Utilities Division is responsible for the operation, repair, and maintenance of the City’s water distribution and wastewater collection system. The maintenance section focuses on preventative maintenance programs to provide better maintenance at the outset, with the goal of further reducing the number of sewer back-ups and water main breaks. The Utilities Division is responsible for supplying raw water to the treatment plant and distributing treated potable water to the citizens of Golden. This begins as far away as Argentine Pass and includes a collection system, tunnel and reservoirs. The operation and water rights administration of these off site systems are an integral part of the division’s duties.

City Manager

Public Works Director

Public Works Deputy Director

Utilities Water Environmental Sustainability Treatment Services

Full-time Part-time Utility Employees 9 -

City of Golden Page 175 2011/2012 Biennial Budget 2010 Accomplishments

x Continued integration of assets, preventative maintenance and GIS in CarteGraph. All work recorded in CarteGraph x Reduced water usage through water line repair and replacement x Operation of Guanella Reservoir, Upper and Lower Urad Reservoirs to optimize use of available water. x Operation of Viddler Tunnel and collection system resulted in 900 + acre feet of water made available for our use. x Construction oversight and management of 2010 Utility Replacement Program x Design of 2011 Utility Replacement Program x Inspect two water tanks and complete design of new 6000 South Tank. x Began testing and replacement of large meters (1.5” and larger) to maximize revenue from large water consumers. x Research and cost estimate of AMR (Automated Meter Reading) system to replace existing (20 years old) touch pad system x Gps meter locations and integrate to ArcMap and CarteGraph x Procurement of new combination truck for sanitary sewer maintenance x Completed inspection and testing of 377 fire hydrants (100% of planned work)

2011 Goals

x Continued integration of assets, preventative maintenance and GIS in CarteGraph. Begin transferring Work Director functions directly to Supervisor and Superintendent. x Install Sensus AMR infrastructure and begin pilot program testing system effectiveness and customer web access. x Inspect two water tanks x Begin construction of new 6000 South Reservoir. x Research and acquire sewer camera system that will meet our needs going into the future. x Revise existing sewer maintenance program to reflect upgrades in system. x Complete a written Utility Management Program with goals based on asset age, type and outside requirements. x Expand non-potable irrigation to the Golden Cemetery

2012 Goals x Continue installing Sensus radio read meter system x Complete construction of new 6000 South Reservoir x Begin new video inspection of sanitary system either in house or contract. x Expand non-potable irrigation to the CSM campus.

City of Golden 2011/2012 Biennial Budget Page 176 Performance Measures

Actual YTD 2010 Projected Projected Target 2009 2011 2012 Cost per Manhole inspection 14.93 15.16 13.00 12.00 10.00 City of Golden sewer main backups 5 2 3 3 0 Sewer jetting – percent of total system 40 28 50 50 50 Number of water main repairs 6 11 10 10 5 Number of sewer main and manhole repairs 18 18 25 25 25 Fire hydrants Inspected – percent of total 58 44 55 45 50 Cost per Valve Inspection 17.04 20.48 15.00 15.00 15.00

City of Golden Page 177 2011/2012 Biennial Budget WATER TREATMENT DIVISION

The Water Treatment Division is dedicated to providing safe drinking water to about 18,000 residents and numerous businesses. It can provide up to 12 million gallons per day on peak usage days. The Water Treatment Plant is staffed 24 hours per day, 365 days per year to ensure optimum water quality and prompt response to any situation that may arise. The water quality met or exceeded all applicable federal, state, and local standards and operated without any type of drinking water quality violations. In addition, the plant must comply with the state engineer’s requirements for use of water rights. Another successful year participating in the Partnership for Safe Water program that continues to push the plant and staff to find ways to optimize and or exceed regulatory standards. Interested individuals are encouraged to visit the water treatment plant for a tour.

City Manager

Public Works Director

Public Works Deputy Director

Utilities Water Environmental Sustainability Treatment Services

Full-time Part-time Water Treatment Plant Employees 8 -

City of Golden 2011/2012 Biennial Budget Page 178 2009-2010 Accomplishments

Capital: x The three year upgrade to the Supervisory Control and Data Acquisition (SCADA) system was completed in 2010. Part of this upgrade was to automate the filter valve transitions between modes such as backwashes and filter modes. This automation has eliminated turbidity spikes that were sometimes common during these transitions. x The caustic soda chemical storage tank was replaced with a two tank system. This provided additional storage capability and improved maintenance, redundancy and flexibility in the future. x A magnetic flowmeter was installed on the backwash pump to ensure reliable flows for automating the backwash sequence. x A pump circulation system was added to the sludge thickener to provide adequate mixing for more effective sludge drying production. x The beltpress area was modified to receive a 15 yd roll-off container that can be filled then hauled directly to A-1 Organics for disposal. This eliminated the need for the operators to haul the sludge to a stock pile area near the ponds and then bring in additional equipment and staff to haul to A-1 Organics. x Filter differential pressure flow meters were replaced on all six filters. x The sludge collector drives for the sedimentation basin and reclaim basin were replaced. The old drives were obsolete and parts were no longer available. x Upgraded the online turbidimeters on all 6 filters and combined filter effluent flow. x Replaced all six filter effluent valves. The life expectancy of the valves had been reached. x Dredged a portion of the west pond to remove built up sediment where pipe intake is located. Operations: x Continued to participate in the Partnership for Safe Water program that helps the treatment plant continue to look for ways to optimize treatment. Golden has been a level III plant since 2001 x Removed obsolete or abandoned equipment throughout the plant. x Water plant staff participated in many national and local training events to stay up to date with new and upcoming trends and regulations. x Rebuilt many critical pieces of equipment without having to use capital money.

City of Golden Page 179 2011/2012 Biennial Budget 2011 Goals

Capital: x Replace the air scour blower for backwashing cycles, as well as install a variable frequency drive for control and efficiency of the blower. x Replace the 6 filter to waste butterfly valves on the filters.

Operations: x Facilitate staff development through participation in seminars and conferences. x Minimize staff turnover by encouraging/supporting the great existing team attitude. x Utilize the pilot plant and the Colorado School of Mines students for the spring ESGN 530 class to test different media types and underdrain systems for future filter replacement. x Continue to update and schedule preventative maintenance and track essential equipment by utilizing the asset management program

Performance Measures

2009 YTD 2010 2011 2012 Annual water production 1,113 1020 1,300 1,300 (million gallons) Energy Use per 1000 0.77 0.80 0.80 gallons (in terms of CO2) Total treatment cost per 1.26 0.98 1.12 1.12 1000 gallons Qualify for Partnership Yes Yes Yes Yes Level III Exceedences of drinking 0 0 0 0 water standards

City of Golden 2011/2012 Biennial Budget Page 180 City of Golden Page 181 2009/2010 Biennial Budget ENVIRONMENTAL SERVICES DIVISION

The ESD is responsible for ensuring the City is in compliance with applicable State and Federal environmental regulations under the Safe Drinking Water Act and the Clean Water Act. Division staff must keep current with changes to state and federal laws in maintaining qualifying stormwater, industrial pretreatment and cross connection control programs. The ESD represents Golden on numerous boards and organizations including the Rocky Mountain Water Quality Analysts Association, Colorado Stormwater Council, Northern Colorado Alliance of Stormwater Coordinators, Colorado Industrial Pretreatment Coordinators Association, Rooney Road Recycling Center Board, the Colorado Backflow Prevention Association, the Backflow Prevention Education Council of Colorado, American Backflow Prevention Association, The Colorado Water Utility Council, The Colorado Department of Health and Environment Drinking Water Regulatory Stakeholder’s Group, The Colorado Department of Health and Environment Operator Training Roundtable and the Upper Clear Creek Watershed Association.

The Environmental Services Division also maintains a state certified Water Quality Laboratory for water analysis in both chemistry and microbiology. The laboratory has primary responsibility for all State and Federal monitoring and reporting requirements under the Safe Drinking Water Act. The laboratory also provides sampling and analysis for water treatment plant process control, distribution system water quality monitoring, and monitoring for the City's stormwater management and industrial pretreatment programs

City Manager

Public Works Director

Public Works Deputy Director

Utilities Water Environmental Sustainability Treatment Services

Full-time Part-time Environmental Services Employees 6 1

City of Golden 2011/2012 Biennial Budget Page 182 2009/2010 Accomplishments x Rewrote Golden’s Monitoring Plan x Rewrote Fossil Trace Water Quality Management Plan x Maintained Laboratory Certifications-Chemical and Bacteriological Analysis x No positive bacteriological tests x Completed all state required monthly, quarterly, and annual tests for water quality x Expanded emerging contaminant data base x Conducted city-wide pharmaceutical round up x Worked with plant operators to optimize ICP analyses provided for plant operations x Performed CUMR2 monitoring x Participated in Urban Drainage and Flood Control District’s update to the Urban Storm Drainage Criteria Manual Volume III. x Participated in the Colorado Stormwater Council’s development of standardized guidance and BMPs for pollution prevention for municipal operations. x Submitted pretreatment program permit renewal application. x Performed collection system wastewater monitoring for regulated pollutants. x Evaluated collection system flow monitoring to identify potential sources of inflow and infiltration. x Expanded in-stream monitoring on Clear Creek to include real-time Clear Creek data acquisition on WTP SCADA system. x Completed cryptosporidium bin assignment for CDPHE & EPA. x Inspected, tested and repaired all known City-owned backflow devices (except fire systems). x Implemented city-wide trash and recycling program.

2011/2012 Goals x Participate in E.coli TMDL stakeholder process. Investigate ambient conditions and develop appropriate strategy for Golden in preparation of TMDL development. x Maintain Qualifying Local Program status for Construction Site Stormwater Program. Participate in reissuance of State Construction Site Stormwater Permit in 2012. x Participate in reissuance of Municipal Stormwater Permit reissuance (not until 2013, but process will begin in 2012) through the Colorado Stormwater Council. x Maintain compliant Stormwater Programs including Public Education and Outreach, Illicit Discharge Detection, Construction, Post Construction Stormwater Management, Pollution Prevention for Municipal Operations. x Continue to perform required city wide building surveys and backflow device evaluations. x Perform state required laboratory proficiency testing and pass laboratory survey by the state to maintain laboratory certification. x Continue to monitor all water quality parameters to enable the water treatment plant to maximize their treatment process. x Begin preparation for compliance with the future revised Total Coliform Rule (EPA).

City of Golden Page 183 2011/2012 Biennial Budget x Inspect, test, and repair all known City-owned backflow devices. x Participate in fire system suppression (stakeholder group) back flow testing procedures. x Continue with trash program modifications and adjustments.

Performance Measures

Actual 2009 YTD 2010 Projected 2011 Projected 2012

Stormwater Inspections 762 738 800 800 Stormwater Enforcement Actions 32 24 30 25

Eco Swat Responses 26* 28* 30 35 Pretreatment Inspections 21 6 30 30 Cross Connection Inspections 45 60 50-60 50-60 Unresolved trash/recycling complains NA NA 10 5 Missed Sampling Events 0 0 0 0 Lab Certification Yes Yes Yes Yes * Indicates the number of reports received and investigated

City of Golden 2011/2012 Biennial Budget Page 184 WATERȱFUND

WaterȱEnvironmentalȱQuality Projected Proposed Proposed AccountȱDescriptionȱ Actual Actual Actual Budget Budget 2008 2009 2010 2011 2012 Salariesȱ&ȱBenefits$ȱȱȱȱȱȱ 282,004 $ȱȱȱȱȱ 294,120 $ȱȱȱȱȱȱ287,600 $ȱȱȱȱȱȱ282,900 $ȱȱȱȱȱȱȱ293,300 Suppliesȱ&ȱServicesȱȱȱȱȱȱȱȱ 200,185 ȱȱȱȱȱȱȱ 176,022 ȱȱȱȱȱȱȱ182,165 ȱȱȱȱȱȱȱ182,605 ȱȱȱȱȱȱȱȱȱ183,642 Capitalȱ&ȱEquipment ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȬȬ ȱȱȱȱȱȱȱȱȱȱȱ1,875 ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ ȬȬ ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ ȬȬ ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ ȬȬ

TOTAL$ȱȱȱȱȱȱ 482,189 $ȱȱȱȱȱ 472,017 $ȱȱȱȱȱȱ469,765 $ȱȱȱȱȱȱ465,505 $ȱȱȱȱȱȱȱ476,942

WaterȱTreatment Projected Proposed Proposed AccountȱDescriptionȱ Actual Actual Actual Budget Budget 2008 2009 2010 2011 2012 Salariesȱ&ȱBenefits$ȱȱȱȱȱȱ 513,888 $ȱȱȱȱȱ 532,287 $ȱȱȱȱȱȱ554,700 $ȱȱȱȱȱȱ561,940 $ȱȱȱȱȱȱȱ577,640 Suppliesȱ&ȱServicesȱȱȱȱȱȱȱȱ 839,562 ȱȱȱȱȱȱȱ 828,655 ȱȱȱȱȱȱȱ817,564 ȱȱȱȱȱȱȱ840,500 ȱȱȱȱȱȱȱȱȱ841,567 Capitalȱ&ȱEquipmentȱȱȱȱȱȱȱȱȱȱ 17,130 ȱȱȱȱȱȱȱȱȱ 36,270 ȱȱȱȱȱȱȱȱȱ50,000 ȱȱȱȱȱȱȱȱȱ50,000 ȱȱȱȱȱȱȱȱȱȱȱ50,000

TOTAL$ȱȱȱ 1,370,580 $ȱȱ 1,397,212 $ȱȱȱ1,422,264 $ȱȱȱ1,452,440 $ȱȱȱȱ1,469,207

WaterȱPreventionȱandȱMaintenance Projected Proposed Proposed AccountȱDescriptionȱ Actual Actual Actual Budget Budget 2008 2009 2010 2011 2012 Salariesȱ&ȱBenefits$ȱȱȱȱȱȱ 422,471 $ȱȱȱȱȱ 428,543 $ȱȱȱȱȱȱ412,100 $ȱȱȱȱȱȱ436,600 $ȱȱȱȱȱȱȱ451,300 Suppliesȱ&ȱServicesȱȱȱȱȱȱȱȱ 310,828 ȱȱȱȱȱȱȱ 207,401 ȱȱȱȱȱȱȱ218,938 ȱȱȱȱȱȱȱ258,846 ȱȱȱȱȱȱȱȱȱ264,840 Capitalȱ&ȱEquipmentȱȱȱȱȱȱȱȱȱȱȱȱ 8,018 ȱȱȱȱȱȱȱȱȱȱȱ 8,014 ȱȱȱȱȱȱȱȱȱȱȱ7,500 ȱȱȱȱȱȱȱȱȱȱȱ7,500 ȱȱȱȱȱȱȱȱȱȱȱȱȱ7,500

TOTAL$ȱȱȱȱȱȱ 741,317 $ȱȱȱȱȱ 643,958 $ȱȱȱȱȱȱ638,538 $ȱȱȱȱȱȱ702,946 $ȱȱȱȱȱȱȱ723,640

WaterȱLegalȱFees,ȱWaterȱRightsȱandȱDebtȱAdministration Projected Proposed Proposed AccountȱDescriptionȱ Actual Actual Actual Budget Budget 2008 2009 2010 2011 2012 Salariesȱ&ȱBenefits$ȱȱȱȱȱȱȱ (35,419) $ȱȱȱȱȱȱȱ 41,120 $ȱȱȱȱȱȱȱȱȱȱ3,200 $ȱȱȱȱȱȱȱȱȱȱ3,200 $ȱȱȱȱȱȱȱȱȱȱȱ3,200 LegalȱFeesȱȱȱȱȱȱȱȱ 172,572 ȱȱȱȱȱȱȱ 113,140 ȱȱȱȱȱȱȱ150,000 ȱȱȱȱȱȱȱ150,000 ȱȱȱȱȱȱȱȱȱ150,000 Suppliesȱ&ȱServicesȱȱȱȱȱȱȱȱ 854,251 ȱȱȱȱȱȱȱ 824,752 ȱȱȱȱȱȱȱ843,420 ȱȱȱȱȱȱȱ869,790 ȱȱȱȱȱȱȱȱȱ882,649 DebtȱService ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȬȬ ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ ȬȬ ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ ȬȬ ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ ȬȬ ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ ȬȬ

TOTAL$ȱȱȱȱȱȱ 991,404 $ȱȱ 1,022,112 $ȱȱȱȱȱȱ996,620 $ȱȱȱ1,022,990 $ȱȱȱȱ1,035,849

City of Golden Page 185 2011/2012 Biennial Budget WASTEWATERȱFUND

WastewaterȱEnvironmentalȱQuality Projected Proposed Proposed AccountȱDescriptionȱ Actual Actual Actual Budget Budget 2008 2009 2010 2011 2012 Salariesȱ&ȱBenefits$ȱȱȱȱȱȱ 155,496 $ȱȱȱȱ 161,200 $ȱȱȱȱȱȱ 190,000 $ȱȱȱȱ188,200 $ȱȱ195,000 Suppliesȱ&ȱServicesȱȱȱȱȱȱȱȱȱȱ 51,713 ȱȱȱȱȱȱȱ 59,731 63,051ȱȱȱȱȱȱȱ 62,125 ȱȱȱȱȱ62,850 Capitalȱ&ȱEquipment ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ ȬȬ ȱȱȱȱȱȱȱȱȱ2,813 Ȭȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ ȬȬ ȱȱȱȱȱȱȱȱȱȱȱȱȱ ȬȬ

TOTAL$ȱȱȱȱȱȱ 207,209 $ȱȱȱȱ 223,744 $ȱȱȱȱȱȱ 253,051 $ȱȱȱȱ250,325 $ȱȱ257,850

WastewaterȱPreventionȱandȱMaintenance Projectedȱȱȱȱȱȱ Proposedȱȱȱȱ Proposedȱȱȱȱ Actualȱȱȱȱȱȱȱȱ Actualȱȱȱȱȱȱȱ AccountȱDescriptionȱ Actualȱȱȱȱȱȱȱȱ Budgetȱȱȱȱȱȱ Budgetȱȱȱȱȱȱ 2008 2009 2010 2011 2012 Salariesȱ&ȱBenefits$ȱȱȱȱȱȱ 281,264 $ȱȱȱȱ 285,892 $ȱȱȱȱȱȱ 275,700 $ȱȱȱȱ291,200 $ȱȱ300,700 Suppliesȱ&ȱServicesȱȱȱȱȱȱȱȱȱȱ 80,709 ȱȱȱȱȱȱȱ 88,546 ȱȱȱȱȱȱȱ 112,975 ȱȱȱȱȱ131,952 ȱȱȱ135,949 Capitalȱ&ȱEquipmentȱȱȱȱȱȱȱȱȱȱȱȱ 5,925 ȱȱȱȱȱȱȱȱȱ 7,650 ȱȱȱȱȱȱȱȱȱȱȱ8,000 ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ ȬȬ ȱȱȱȱȱȱȱȱȱȱȱȱȱ ȬȬ

TOTAL$ȱȱȱȱȱȱ 367,898 $ȱȱȱȱ 382,088 $ȱȱȱȱȱȱ 396,675 $ȱȱȱȱ423,152 $ȱȱ436,649

WastewaterȱTreatmentȱandȱAdministration Projectedȱȱȱȱȱȱ Proposedȱȱȱȱ Proposedȱȱȱȱ Actualȱȱȱȱȱȱȱȱ Actualȱȱȱȱȱȱȱ AccountȱDescriptionȱ Actualȱȱȱȱȱȱȱȱ Budgetȱȱȱȱȱȱ Budgetȱȱȱȱȱȱ 2008 2009 2010 2011 2012 Salariesȱ&ȱBenefits$ȱȱȱȱȱȱȱȱȱȱ 7,059 $ȱȱȱȱȱȱȱȱ 5,300 $ȱȱȱȱȱȱȱȱȱȱ 4,000 $ȱȱȱȱȱȱȱȱ4,000 $ȱȱȱȱȱȱ4,000 Suppliesȱ&ȱServicesȱȱȱȱȱȱȱȱ 903,217 ȱȱȱȱȱ 996,866 ȱȱȱȱȱȱȱ 916,080 ȱȱȱȱȱ934,250 ȱȱȱ936,750

TOTAL$ȱȱȱȱȱȱ 910,276 $ȱ 1,002,166 $ȱȱȱȱȱȱ 920,080 $ȱȱȱȱ938,250 $ȱȱ940,750

City of Golden 2011/2012 Biennial Budget Page 186 City of Golden Page 187 2009/2010 Biennial Budget COMPARATIVE BUDGET CHANGES 2008 - 2012 DRAINAGE UTILITY FUND

AMENDED PROJECTED PROPOSED PROPOSED ACTUAL ACTUAL BUDGET ACTUAL BUDGET BUDGET DESCRIPTION 2008 2009 2010 2010 2011 2012

REVENUES:

Drainage Utility Fees 807,885 875,073 897,500 897,500 906,475 915,540 Interest - - - - - 1,161 Miscellaneous - - - 60,000 100,000 100,000 External Borrowing - 3,024,291 - - --

TOTAL REVENUES 807,885 3,899,365 897,500 957,500 1,006,475 1,016,701

EXPENDITURES:

Operations 195,243 223,021 241,095 224,695 206,013 211,101 Capital Programs 576,864 3,410,590 522,700 582,700 687,700 637,700

TOTAL EXPENDITURES 772,107 3,633,611 763,795 807,395 893,713 848,801

(Use)/Accumulation of Surplus Funds 35,778 265,754 133,705 150,105 112,762 167,900

ENDING AVAILABLE RESOURCES (507,509) (241,755) (108,050) (91,650) 21,112 189,012

City of Golden 2011/2012 Biennial Budget Page 188 DRAINAGE UTILITY FUND

The Drainage Utility is maintained through contract services and Streets Division personnel. In 2004, one Street Department employee was assigned primary responsibility for maintenance and improvements to the City’s drainage system. The Drainage Fund has reimbursed the General Fund for Streets Division personnel from the Operations and Maintenance budget.

In 2009 City Council directed a transition to an expanded service as initial cost for capital construction associated with completing major drainage master plan improvements decreased. The transition will include funding a capital replacement fund to replace ageing drainage infrastructure over time. Additionally there are significant portions that currently are privately held. Maintenance on these is inconsistent and subject to failure in major storm events. These systems are also tied to sites that have a large amount of impervious area, so the drainage fee is relatively high. We will begin collecting easement access ant taking over maintenance of these systems beginning in 2012. As a part to that change the budget for 2012 will fully move the Storm water Superintendent from the street budget filling that position within streets. The Drainage fund will then reduce the payment to the general fund by an appropriate amount, and the superintendent will maintain the city drainage facilities through a combination of staff and contract. We expect the full transition to be complete in 2013 or 2014. The change will not require any change to drainage fees.

City Manager

Public Works Director

Deputy Director Engineering

Drainage and Flood Plain Administration

Full-Time Part-Time Drainage 1 -- 1 0

2009-2010 Accomplishments x Completed the emergency replacement to the Heritage Road crossing of Lena Gulch.

City of Golden Page 189 2011/2012 Biennial Budget x Submitted a Letter of Map Revision to FEMA for the Kenney Run channel due to completion of the detention and the dams on Fossil Trace Golf Club, the channel work completed during the reconstruction of Golden High School and the drop structure completion in the East Fork of Kenney Run. x Completed an audit under the National Flood Insurance Program’s Community Rating System and expect the City’s rating to improve from a “9” to an “8” or possibly a “7”. x Completed major renovation to detention facilities in the Tucker Gulch and Arapaho Gulch basins. x Completed over 8,000 facility inspections. x Completed the joint CSM city project to reroute the Parfet Estates drainage from the center of town. x Completed addition of storm drains throughout the Jackson Street corridor.

2011-2012 Goals

x Complete the collection of easements to maintain all drainage facilities. x Complete a capital replacement plan and program. x Start transition to full public maintenance of drainage facilities. x Complete drainage improvements on Tucker Gulch at 7th Place. This project is partially funded by the Urban Drainage and Flood Control District. x Complete design of Kinney Run drainage crossing at 24th and 23th. This project is joint project funded by the Urban Drainage and Flood Control District. x Continue inspection and maintenance program for all drainage facilities.

Projectedȱȱȱȱȱȱ Proposedȱȱȱȱȱȱ Proposedȱȱȱȱȱȱ AccountȱDescriptionȱ Actualȱȱȱȱȱȱȱȱȱ Actualȱȱȱȱȱȱȱȱȱ Actualȱȱȱȱȱȱȱȱ Budgetȱȱȱȱȱȱȱȱ Budgetȱȱȱȱȱȱȱȱ 2008 2009 2010 2011 2012 Salariesȱ&ȱBenefits$ȱȱȱȱȱȱȱȱ 78,224 $ȱȱȱȱȱȱȱȱ82,118 $ȱȱȱȱȱȱȱ79,400 $ȱȱȱȱȱȱ110,538 $ȱȱȱȱȱȱ114,720 Suppliesȱ&ȱServicesȱȱȱȱȱȱȱȱ 117,019 ȱȱȱȱȱȱ139,028 ȱȱȱȱȱ 116,695 $ȱȱȱȱȱȱȱȱ95,475 ȱȱȱȱȱȱȱȱ 96,381 Capitalȱ&ȱEquipment ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȬȬ ȱȱȱȱȱȱȱȱȱȱ20,000 ȱȱȱȱȱȱȱȱȱ45,000 $ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ ȬȬ ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ ȬȬ

TOTAL$ȱȱȱȱȱȱ 195,243 $ȱȱȱȱȱ223,021 $ȱȱȱȱ224,695 $ȱȱȱȱȱȱ206,013 $ȱȱȱȱȱ 211,101

City of Golden 2011/2012 Biennial Budget Page 190 Council Memorandum

For: The Honorable Mayor and City Council

From: Mike Bestor, City Manager

Date: September 14, 2010 Re: Recommendations Regarding 2011 Capital Budget and Ten-Year Capital Improvement Plan (C.I.P.)

I. Background:

About every four years the American Society of Civil Engineers issues a report card on the state of our country’s public infrastructure. The 2009 Report gave the following grades:

x Bridges C

x Drinking Water Systems D-

x Public Parks and Recreation C-

x Roads D-

x Wastewater D-

These grades are a shameful report on the quality of financial decision-making by American governments at every level. In the 22 years since this report card was first issued by a congressionally appointed commission, the overall national infrastructure grade has dropped from C to D. The results in Golden have been much different.

For almost the same length of time as the ASCE “Report Card” has been published, the City of Golden has held to a firm budget policy that takes proper care of our existing public assets before investing in new ones. These strong budget policies have been upheld by many different City Councils and Citizen Budget Advisory Committee members.

As we prepare a new 10-year C.I.P. it is helpful to think back over all the previous capital plans and reflect on all the bridges we replaced; the parks and recreation facilities we have built and upgraded; the miles of streets, curbs, gutters and sidewalks repaired and rebuilt; and the major investment in our water and wastewater facilities.

City of Golden Page 191 2011/2012 Biennial Budget Think of those investments and the excellent condition of our assets and compare that to the grades for the country as a whole.

Drinking water and wastewater systems received the lowest national grade and yet in Golden, over the last 10 years alone, we have invested 35 million dollars in our water system, and over 4 million in wastewater collection. In the same decade we have invested over 6 million dollars in our streets and more than 5 million in our sidewalks, curbs and gutters.

These numbers do not even reflect the investments in the backbone behind those maintenance functions – the heavy equipment, vehicles, storage and shops facilities that our crews use every day. In Golden all of that is up-to-date well-maintained and replaced on carefully planned schedules.

As I discussed in my August 9, 2010 memorandum to you titled “Early Recommendations Regarding 2011-2012 Operating Budget and 2011-2020 Capital Improvement Plan” (attached), the last 4 winters, with above average snowfall, have been exceptionally brutal on our streets. Although we had been maintaining an Overall Pavement Condition Index (OCI) in the mid 80’s, we now stand at 75.

II. Recommendations:

The attached 9 pages present my recommended 2011 Capital Budget and 10-Year C.I.P. The primary goal of this plan is to return the Overall Condition Index (OCI) of our City streets to a rating of 85 and keep it there through 2020.

A. Capital Programs Fund

The street work required to reach that goal is scheduled in the Capital Programs Fund using Highway Users Trust Fund (HUTF) money, transfers from the General Fund and transfers from the Sales and Use Tax Capital Fund. It is important to note that HUTF funds provide only 29% of the money required to maintain our streets. HUTF funds come from various fees and taxes on vehicles but the motor vehicle transportation system is subsidized 71% by general tax dollars. This subsidy percentage is actually a lot higher if we included the related operating expenses for the streets and police departments but a great street system is so important to property values, the flow of commerce and the daily lives of our citizens that our capital budgets must keep this particular asset as our highest priority.

B. Sales and Use Tax Capital Fund

This, of course, is our primary capital projects fund with money provided by the 1% sales tax specifically dedicated to capital projects.

Almost all of the expenditures recommended for 2011 to 2020 are basic infrastructure repair, replacement or rehabilitation, as well as key operational needs like fire apparatus, phone systems and data handling.

This plan assumes that you will re-finance the outstanding recreation campus bonds to take advantage of today’s lower interest rates. The savings from the

City of Golden 2011/2012 Biennial Budget Page 192 refinancing are weighted to the early years to give you maximum capability to respond to this exceedingly difficult and unique economy.

This plan also structures Fossil Trace Golf Course debt service internal transfers to provide a financially conservative hedge in case weather or economic conditions present Fossil Trace with debt repayment challenges. The revenue line called “Reserve for Golf Course Revenue Transfer” provides a budget allowance, so that every year’s planned capital expenditures always leave enough reserve funds to meet that year’s debt service. I am confident that in almost every year that entire reserve will not be needed and when that is the case Council can either change order this amount into a streets, sidewalk or other project, or add it to the following year’s capital program.

The SUT Fund also provides for a $900,000 General Fund transfer to construct building improvements for a partial space solution for Public Works and Planning staff. I may need to rescind or adjust this amount as we develop our Operating Budget recommendation. We will thoroughly discuss with you the other recommended expenditures during your many meetings scheduled on this subject.

C. Utility Funds

The Water and Wastewater capital funds reflect a major reduction in new construction revenue. In most years we probably won’t even hit our 1% growth cap as the City is pretty much “built out”. In order to maintain the assets of these funds, customer rates will need to be increased so that the Operating Utility Funds can provide the cash required.

The Drainage Fund shows significant surpluses in the later years of this plan but the proposed expenditures over this time line do not reflect the complete maintenance and replacement plan which is not yet completed and which will be factored into the 2013-2014 Budget. We do not foresee any increase in drainage fees.

D. Open Space Fund

This fund has a debt service component to re-pay the $3,000,000 borrowed with the Recreation Campus Bonds for Open Space purchases. The remainder of these bond proceeds should be spent by the end of 2011.

This fund will be the primary source of recreation capital for many years. You will note the $1,000,000 expenditure for the “Inspiration Playground” which will be designed to provide an awesome, universally accessible playground for children of all abilities. The construction is totally dependent on raising the $750,000 “Misc. Grants” money in the revenue section. We already have a commitment for a $250,000 County Open Space Joint Venture grant and hope to raise the remaining $500,000 in 2011.

E. Conservation Trust Fund

Our share of state lottery proceeds will go for miscellaneous park and playground improvements as identified from time to time and for trees, which are an important component of our identity of our healthy community and of our sustainability efforts.

City of Golden Page 193 2011/2012 Biennial Budget III. Support for Recommendations:

This recommended Capital Improvement Plan is heavily dominated by maintenance of current infrastructure in order to meet budgeting policy from three key documents:

1. Our existing budget policy as stated in City Council Resolution #1606.

2. Your September 9, 2010 Budget Letter which directs me to produce budget recommendations built on conservative revenue projections and to focus on expenditure plans for current assets, first and foremost, and

3. Our draft Vision 2030 statement, which was built on hundreds of hours of public input, which identifies the goal to “provide a public infrastructure network that provides for the basic safety and operations of the community” as “Level 1” capital investment priorities.

As you have directed in a previous budget session this recommendation takes an extremely conservative approach toward budgeting for golf course debt service. As we have seen, weather and a scary economy can take a big bite out of golf course revenue. The initial debt repayment plan was structured so that this city would always meet its obligations.

This is a conservative and fiscally sound expenditure plan that meets our obligation to maintain all of the assets entrusted to us and leaves no unpaid obligations to future generations. I am proud to submit this for your consideration.

City of Golden 2011/2012 Biennial Budget Page 194 Council Memorandum

For: The Honorable Mayor and City Council

From: Mike Bestor, City Manager

Date: August 9, 2010 Re: Early Recommendations Regarding 2011 – 2012 Operating Budget and 2011-2020 Capital Improvement Plan

I. BACKGROUND:

As you know, the City of Golden uses a budget adoption process that occurs later in the year than most local governments. Holding off on the major decisions of estimating revenues until October allows us to analyze three full quarters of current year revenue before estimating what full year revenue will total 18 months in the future. This process has provided very accurate estimates, although our conservative approach often leads us to underestimate revenues – a far better error than the alternative.

This city also separates itself from the pack with three other financial strategies:

1. Continual evaluation of 32 financial indicators with the Financial Trend Monitoring System (FTMS).

2. A very long-term, 10 year Capital Improvement Plan (CIP) when the standard (and our Charter requirement) is 5 years.

3. A total commitment to reinvesting in existing infrastructure first, in order to preserve and protect all of the assets of the City.

This year, because of the difficult and unique economy you have wisely committed to spending more time than usual reviewing current year budget performance and to developing sound financial strategies for 2011 and beyond.

City of Golden Page 195 2011/2012 Biennial Budget Your Agenda Planning Calendar has the following budget items scheduled:

x August 19 - Discussion on 2011/2012 Council Budget Memo x August 26 - Approve Council Budget Memo x September 16 - Review Manager’s recommended CIP - Review proposed rate and fee changes x September 23 - Public Hearing: (10 year) CIP and 2011 Capital Budget - Public Hearing: Rate and fee changes x October 7 - CIP Discussion x October 21 - Review City Manager’s proposed 2011/2012 Operating Budget x October 28 - Resolution adopting rate and fee changes - Public Hearing: Operating Budget and CIP November 2 - Election x November 4 - Review Budget and CIP x November 11 - Public Hearing on Budget and Mill Levy - Adopt Budget and set mill levy

This budget process assumes that the 3 statewide ballot initiatives will not pass. If they do, you can postpone final budget adoption until your December 16 meeting so you have some time to consider and make the significant cuts these provisions will require to the Operating and Capital Budgets.

II. RECOMMENDATIONS:

A. Streets:

This City tracks the condition of its streets with a measurement called Overall Condition Index (OCI) which is also known as Pavement Condition Index (PCI).

This PCI scale will help keep this discussion in context.

CONDITION CONDITION INDEX (PCI) DESCRIPTION 100 EXCELLENT 92 91 VERY GOOD 85 84 GOOD 70 69 FAIR 55 54 POOR 30 29 VERY POOR 20 19 FAILED 0

We contract with Data Transfer Solutions (DTS) to survey our pavement every three years. Although we were not due for another evaluation until 2011, we suspected that

City of Golden 2011/2012 Biennial Budget Page 196 the last few winters had been particularly brutal on our streets and so brought DTS back for a quick survey. They found a considerable deterioration of our pavement condition.

Year Average OCI 2005 84.38 2008 83.24 2010 75.31

(The 2010 survey includes estimates of recently treated streets (i.e. since 2008) in order to save money and time so there may be some error in this number.)

Although there are many jurisdictions that would love to have an OCI of 75, this does not seem acceptable to Golden. I suspect that our Rocky Mountain winters will never allow us to maintain an OCI in the 90’s but we have proven that 85 is attainable and now we have to prove that it is sustainable.

The last four years have seen very heavy snowfall, which has, no doubt, caused a major portion of the damage to our streets.

STORM INFORMATION Snow Number of Accumulation Full Winter Storms (inches) Deployment 88-89 11 16 89-90 14 77 90-91 15 49 91-92 11 60 9 92-93 17 94 11 93-94 22 97 15 94-95 15 79 13 95-96 18 72 11 96-97 21 94 18 97-98 16 117 13 98-99 12 69 12 99-00 12 68 12 00-01 15 61 15 01-02 16 46 16 02-03 15 124 11 03-04 15 73 14 04-05 17 88 15 05-06 14 48 13 06-07 17 149 17 07-08 20 102 18 08-09 18 102 18 09-10 19 140 17 Avgs. 15.9 83.0 14.1 Source: City of Golden Streets Department.

City of Golden Page 197 2011/2012 Biennial Budget The following capital investment strategy will get us back to an OCI of 84-85 within six years and keep us there for the entire 10 year C.I.P. period.

Estimated Year Investment O.C.I. Year 1 (2011) $1,493,286 76.53 Year 2 (2012) $1,320,000 77.52 Year 3 (2013) $1,648,400 78.82 Year 4 (2014) $2,119,200 80.69 Year 5 (2015) $2,165,100 82.36 Year 6 (2016) $2,611,200 84.59 Year 7 (2017) $1,607,500 85.22 Year 8 (2018) $1,604,000 85.73 Year 9 (2019) $1,095,000 85.54 Year 10 (2020) $1,120,000 85.40

(This, of course, assumes that oil prices do not increase dramatically. These numbers are based on crack sealing costing $0.05/square foot, mill and overlay costing $1.50/square foot, reconstruction costing $2.50/square foot and surface treatments costing $0.63/square foot.)

The attached draft of Capital Programs Fund and Sales and Use Tax Capital Fund 10 year plans show how this investment can be achieved.

Please note that the draft SUT CIP does not yet include recommendations for all the money we anticipate being available starting in 2013.

For comparison purposes here are actual amounts spent on streets and sidewalks the last four years:

City of Golden Actual Expenditures - Rehabilitation Curb, Gutters, Year Streets Sidewalks 2010 Projection $940,000 $733,899 2009 $795,853 $615,267 2008 $759,089 $603,621 2007 $836,683 $564,026 2006 $494,248 $549,356

We are also experiencing some accelerated deterioration in our concrete assets – curbs, gutters and sidewalks. Concrete also suffers from extreme weather but we also believe that our ice control products share some of the blame.

Our ice slicer chemicals help us maintain our commitment to the Regional Air Quality Council (RAQC), while reducing the cost of sweeping up sand after every event. We may need more time to pass before we can conduct a meaningful cost/benefit analysis on this trade-off but we should increase our recommended SUT allocation to repair and replacement of our curbs, gutters and sidewalks in 2013 and beyond.

City of Golden 2011/2012 Biennial Budget Page 198 To make matters worse, the Jefferson County Commissioners are planning to reduce their Road and Bridge Levy so that they can increase their General Fund Mill Levy and keep at least $3,000,000 that they would otherwise be required to share with the cities.

By law and tradition, counties must return to their cities one-half of property tax revenue from their Road and Bridge Levy collected on the assessed valuation within that city. There is no such requirement on a county’s other mill levies.

We anticipate collection of $470,400 from this source in 2010. I do not yet know the exact amount Jefferson County anticipates cutting.

City of Golden Page 199 2011/2012 Biennial Budget City of Golden 2009/2010 Biennial Budget Page 200 CITY OF GOLDEN 2011 BUDGET

Where it comes from…Capital Improvement Plan revenues:

Sales & Use Taxes 35%

Interfund Transfers 40%

Intergovernmental 14%

Development & Utility Interest & Misc Fees 1% 10%

Where it goes…Capital Improvement Plan expenditures:

CapitalȱEquipment 4%

Parks/Recreationȱ DebtȱService Improvements 27% 21%

Infrastructureȱ Impr./Replacements 48%

City of Golden Page 201 2011/2012 Biennial Budget Total

Capital Golf Club Fossil Trace Programs*** 4,905,682 1,926,169 109,400 - 13,940,951 4,725,131 69,200 1,351,800 8,473,055 5,578,700 3,752,267 - 650,000 $2,312,725 (19,305) Capital Drainage Programs** Utility Fund ------575,567 - - - - Capital (Lottery) Programs Rev. Fund Trust Spec. Conservation - - - - - 322,700 365,000 ------Programs* Wastewater Fund Capital - 160,000 1,300 ------175,000 - - Capital Programs* Water Fund - - 15,500 - - - 399,000 173,500 250,000 - - 75,000 - Capital Open Space Projects Fund - - 63,100 - 1,198,735 - 2,975,000 1,178,300 2,000,000 - - - - Capital - - 1,232,800 1,500 - - - - - 150,000 1,598,700 - - Programs Fund Fund (1,189,114) (11,686) (214,400) (932,335) (35,000) (13,700) (2,396,235) Capital Impr. - 533,369 2,000 - 50,000 - 935,000 - - Description Tax Sales/Use REVENUES: Sales & Use Taxes 4,905,682 Intergovernmental - CITY OF GOLDEN CAPITAL IMPROVEMENT PLAN SUMMARY 2011 BUDGET External Borrowing/Bond/COP's Proceeds - Interest 26,000 Miscellaneous 19,200 EXPENDITURES: Debt Service 3,203,696 - TOTAL REVENUES 7,194,582 1,520,369 1,384,300 3,241,400 439,000 161,300 - Development & Utility Fees - Infrastructure Impr./Replacements 3,202,000 1,532,055 Transfer from Other Funds 2,243,700 Parks/Recreation Improvements 1,403,000 - Land Sale Proceeds - Capital Equipment 575,000 TOTAL EXPENDITURESUSE/ACCUMULATION OF SURPLUS FUNDS: Reserves - Other 8,383,696 1,532,055 1,598,700 (19,305) 4,173,735 474,000 - 175,000 687,700 575,567 17,600,453 * Included in Water & Wastewater Funds' budgets ** Included in Drainage Fund budget *** Included in Fossil Trace Golf Course budgets ENDING FUND BALANCE $305,465 ($0) $218,041 $1,594,649 $131,543 $63,028 -

City of Golden 2011/2012 Biennial Budget Page 202 Total

Capital Golf Club Fossil Trace Programs*** - 4,760,900 1,229,716 145,400 78,182 1,174,600 4,953,141 - 4,754,281 8,036,850 948,700 1,250,000 Capital Drainage Programs** Utility Fund ------235,000 - Capital (Lottery) Programs Rev. Fund Trust Spec. Conservation ------342,700 295,000 - - Programs* Wastewater Fund Capital - - - - 1,576 161,600 - - - - 200,000 - Capital Programs* Water Fund - 250,000 156,150 - 3,289 - - - - 418,950 - - Capital Open Space Projects Fund - 2,250,000 1,073,566 - 39,866 - - - 1,201,335 - 3,686,500 - - Capital - - - - - 5,451 487,600 - - - - 448,700 Programs Fund - (248,805) - 44,351 (1,524,403) (9,511) (36,824) (1,775,192) Fund Capital Impr. - 787,200 - 50,000 2,000 525,400 - - Description Tax Sales/Use External Borrowing/Bond/COP's Proceeds Land Sale Proceeds - Transfer from Other Funds 1,473,700 Development & Utility Fees - Miscellaneous 95,400 Interest 26,000 Intergovernmental - REVENUES: Sales & Use Taxes 4,953,141 CITY OF GOLDEN CAPITAL IMPROVEMENT PLAN SUMMARY 2012 BUDGET EXPENDITURES: Debt Service 3,210,246 - TOTAL REVENUES 6,548,241 1,364,600 493,051 3,363,432 409,439 163,176 - - 12,341,939 Infrastructure Impr./Replacements 2,271,800 1,364,600 Parks/Recreation Improvements 65,000 - Capital Equipment 1,250,000 TOTAL EXPENDITURESUSE/ACCUMULATION OF SURPLUS FUNDS: ENDING FUND BALANCE 6,797,046 1,364,600 $56,660 448,700 4,887,835 ($0) 418,950 $262,392 200,000 $70,245 637,700 $122,032 235,000 $26,204 14,989,831 $537,533 * Included in Water & Wastewater Funds' budgets ** Included in Drainage Fund budget *** Included in Fossil Trace Golf Course budgets

City of Golden Page 203 2011/2012 Biennial Budget 2011 TOTAL TO 2020

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5,804,200 4,900,815 500,000 12,650,015 452,000 12,209,701 12,661,701 20,000 1,425,000 - - (0) 476,000 446,991 50,000 1,139,991 1,103,991 36,000 1,139,991 2,000 165,000 - - (0) 456,000 456,113 50,000 1,124,113 1,124,113 - 1,124,113 2,000 160,000 - - (0) 570,000 50,000 465,422 1,242,422 1,206,422 36,000 1,242,422 2,000 155,000 - - (0) 474,920 50,000 1,096,920 1,096,920 - 1,096,920 2,000 150,000 - - (0) 670,000 420,000 50,000 484,612 1,351,612 1,151,612 1,351,612 200,000 2,000 145,000 - - (0) 420,000 50,000 494,502 1,106,502 1,106,502 1,106,502 - 2,000 140,000 - (0) 470,000 50,000 504,594 1,161,594 1,161,594 - 1,161,594 2,000 - 135,000 - (0) 845,000 50,000 514,892 1,541,892 1,541,892 1,541,892 - 2,000 - 130,000 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 BUDGET PLANNED - (0) 662,200 50,000 525,400 1,364,600 1,292,600 1,364,600 72,000 2,000 - 125,000 2010 HUTF increase in 2010 - 25% (Faster Bill). in HUTF 2012 @ 1.5% and 2% for 2013-2020 Decline PROJECTED 1,520,369 1,532,055 (0) (11,686) 815,000 50,000 533,369 1,424,055 108,000 2,000 120,000 - 2010 BUDGET ADOPTED 11,686 (37,000) 215,000 90,000 495,500 940,000 - 2,500 100,000 - 903,000 940,000 2009 ACTUAL 817,200 850,000 15,886 (32,800) 12,000 215,000 - 490,200 850,000 - 100,000 - (73,406) 2008 ACTUAL 799,899 795,853 48,686 831 4,046 293,890 - 455,178 795,853 - 50,000 - DESCRIPTION 2011-2020 CITY OF GOLDEN CAPITAL PROGRAMS FUND TEN YEAR CAPITAL IMPROVEMENT PLAN (Use)/Accumulation of Surplus Funds Transfer from SUT Fund 99,996 ENDING FUND BALANCE 44,640 REVENUES: Highway Users Tax 422,249 TOTAL REVENUES 685,683 ROW Permit FeeInterest - 4,789 EXPENDITURES: Street Improvements 759,089 TOTAL EXPENDITURES 759,089 Traffic Signals - Transfer from General Fund 192,500 Miscellaneous (33,851)

City of Golden 2011/2012 Biennial Budget Page 204 200 , 309 , 2011 TOTAL 20,309,200 TO 2020 TO 000 , 51,086) (2,820,133) 726 , ,397,612 39,467,638 1,726,000 20 - 70,000 1,151,200 - 2,274,255 888,000 1,050,000 1,100,000 - 56 3,497,069 35,599,772 000 , ,807 7,033,771 69,373,433 656 , ,301,756 7,263,069 68,398,522 1,656,000 1 - - - - 200,000 1,110,000 - 200,000 4,980,000 - - 1,500,000 1,500,000 - - 000 , 9,305) (19,305) (19,305) 9,305) (19,305) (19,305) 120 , 2,120,000 1,109,459 1,132,034 1,151,086 10,171,219 1 ------00 44,000 47,000 50,000 368,000 000 2 , 070 , 2,070,000 - - - - 65,000 ------000 , 020 , 3,020,000 2 ------000 3 , 520 , 2,520,000 - - - - 200,000 - - 555,000 100,000 1,450,000 ------000 2 ,  270 , 2,270,000 the  ------ 000 2 , towards an   895 , 1,895,000 Board - - - 65,000 - - - - -  awarded  200 1 , has  512 , Authority  1,512,200 Improvements Board  - - - 2,274,255 - - - -  the 911  000 1 , 520 , Authority 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 from equipment. 1,520,000    Walkability  BUDGET PLANNED PLANNED - - - - - 911  Zone  The $50,000 899 , dispatch    948,899 and the  2010 School   1 Original 2009Original 2.5% 70,000 - - - 900,000 200,000 - - PROJECTED 10% decrease in10% decrease from Use & Sales Budget & Sales Projected Tax Growth: Use 2010 - 2018 towards $70,000  899 948  , Expansion  Improvements.  the 948,899  2010 2010  BUDGET ADOPTED ADOPTED - 136,538 - - 135,200 575,000 1,250,000 650,000 200,000 - 1,100,000 888,000 - 117,943 - - - for 1,494,579 305,465 56,660 1,006,489 1,121,981 1,305,129 380,070 1,185,994 659,651 2,247,702 2,018,404  cover  Museum  to  025 , the  Sustainability  $86,538 987,025  used for 2009   for  ACTUAL be  3,130,205 948 - - - will  awarded  582 , received  and 576,051 72,698 360,780 125,780 1,221,400 329,000 278,600 200,000 143,200 128,150 140,000 140,000 140,000 140,000 2,860,350 589 350,000 350,000 350,000 350,000 350,000 350,000 350,000 -  , 2008 2,589,582 (1,312,080) (1,116,333) 365,164 (1,270,462) (1,189,114) (248,805) 949,829 115,492 183,148 (925,059) 805,924 (526,344) 1,588,051 (229,298) was transfer   ACTUAL Civic Foundation  2,765,041 987 2009 180,000 180,000 -  the  from equipment.   Revenue $500,000   from  of upgrade.   $50,000  dispatch  grant  $75,000  Dedication  the over   lacements 2 p equipment  impact  received  carried  towards  energy City School Land    ECA DESCRIPTION rovements/Re p JC an   the  $90,000  communication  $70,000  2008,  In For 2010, The For 2009,  Infrastructure Improvements/Replacements Municipal Facilities 1, Community ImprovementsCommunity 53,350 219,058 500,000 1,616,197 460,600 430,600 260,000 - Parks & Recreation Improvements Recreation Parks & 185,003 87,924 715,000 235,000 515,000 65,000 - Capital EquipmentCapital 524,459 562,753 - Debt Service 3,558,158 3,538,332 3,547,357 3,202,531 3,203,696 3,210,246 4,685,746 3,499,046 3,501,171 3,500,297 3,496,149 3,500,596 3,505,7 Recreation Campus & Open Space Open & Recreation Campus 169,852 16,197 - Infrastructure Im Infrastructure Placeholders - Fund When Possible When - Fund Placeholders 1,009,502 3,043,481 - additional dispatch (a) School Land Dedication Revenue Transfer Revenue Dedication Land School 363,300 78,308 - CITY OF GOLDEN OF CITY SALES IMPROVEMENTS AND USE TAX CAPITAL FUND Funds of Surplus (Use)/Accumulation TEN YEAR CAPITAL IMPROVEMENTTEN YEAR CAPITAL PLAN 2011-2020 Historic Preservation Carry-forward Preservation Historic (143,000) (150,000) (19,305) (19,305) (19,305) (19,305) (19,305) (19,305) (19,305) (19,305) (19,305) (1 ENDING AVAILABLE RESOURCES AVAILABLE ENDING 3,900,679 Designated for Historic Preservation Historic for Designated (150,000) (19,305) (19,305) (19,305) (19,305) (19,305) (19,305) (19,305) (19,305) (19,305) (19,305) (1 Interest (Reallocated) transfer Course revenue Golf 100,778 880,500 76,112 908,200 81,500 936,600 800,000 30,000 832,523 26,000 853,791 26,000 871,876 29,000 1,024,874 1,044,521 32,000 1,064,641 35,000 1,086,414 38,000 41,0 Park Land Dedication Revenue Transfer - REVENUES: TaxSales 3,677,791 3,374,665 3,486,250 3,486,250 3,538,544 3,609,325 3,699,558 3,792,047 3,886,848 3,984,019 4,083,620 4,185,710 4,290,353 4 Use TaxUse 1,030,122 881,077 992,850 865,500 887,138 909,316 932,049 955,351 979,234 1,003,715 1,028,808 1,054,528 1,080,892 1,107,914 9,938,946 Reserve for Golf Course Revenue Transfer Course Revenue Golf for Reserve - - - - (182,523) (203,791) (171,876) (324,874) (344,521) (364,641) (386,414) (409,459) (432,034) (4 Land Sale Proceeds Sale Land - - Open Space revenue transfer Space revenue Open 273,504 - - 29,800 273,700 273,700 273,600 273,500 273,750 273,800 273,500 273,450 273,450 273,450 2,735,900 Building Use Tax Use Building 170,077 197,728 180,000 180,000 180,000 184,500 189,113 193,840 198,686 203,653 208,745 213,963 219,313 224,795 2,016,609 TOTAL REVENUESTOTAL 8,353,877 7,411,136 6,437,200 6,211,088 7,194,582 6,548,241 8,719,175 6,349,538 6,347,519 6,478,388 6,612,073 6,749,252 6,889 EXPENDITURES: Utility revenue transfer SUT Audit RevenueSUT Audit 300,582 720,067 200,000 300,000 300,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 2,550,000 TOTAL EXPENDITURESTOTAL 9,665,957 8,527,469 6,072,036 7,481,550 8,383,696 6,797,046 7,769,346 6,234,046 6,164,371 7,403,447 5,806,149 7,275,596 5 General Fund transfer - - GCLC transferGCLC 994,371 - Grants / Donations (a)Grants / Donations 125,000 600,000 - Misc RevenueMisc 87,852 44,979 30,000 33,000 19,200 95,400 21,600 152,800 24,000 25,200 26,400 27,600 28,800 30,000 451,000

City of Golden Page 205 2011/2012 Biennial Budget - 2011 TOTAL TOTAL TO 2020 TO CONTINUED - - 300,000 - - 781,200 235,000 - 70,000 70,000 - 1,519,200 - - - - - 450,000 888,000 1,100,000 - - - 4,500,000 - - 00 1,250,000 10,005,000 - 000 120,000 1,195,350 -

------200,000 660,000 ------70,000 456,000 476,000 5,804,200 -

------,153 2,408,000 2,413,500 2,403,500 23,090,304 090,996 1,092,596 1,092,256 1,093,569 10,920,268 ------65,000 ------200,000 ------65,000 ------170,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 330,000 - - - - 1,519,200 ------150,000 1,000,000 1,100,000 1,300,000 550,000 400,000 - -- 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 BUDGET BUDGET PLANNED - - - 40,000 260,000 ------2010 1,616,197 - ȱȱȱȱȱȱȱ - - - - 390,600 390,600 - - 70,000 ------900,000 200,000 - - - - - PROJECTED PROJECTED 500,000 2010 BUDGET BUDGET ADOPTED - ȱȱȱȱȱȱȱȱ ------1,100,000 888,000 - - - - - 2009 ACTUAL ------

- - - - 2008 ACTUAL DESCRIPTION Debt Service: Municipal Facilities: Community Improvements: Parks/Recreation Improvements: Parks/Recreation Recreation Campus Construction: Infrastructure Impr./Replacements: Infrastructure Jackson/So Golden Road Corridor Road Golden Jackson/So 546,334 21,167 - Museum ExpansionMuseum 210,428 - West Corridor Ped Bridge Local Match Local Bridge Ped Corridor West - - Museums 15,773 10,000 20,000 20,000 20,000 - 44th & McIntyre44th & 275,000 - West Corridor Local Match Local Corridor West - - Professional ServicesProfessional - - School Zone Walkability Improvements Walkability Zone School - 73,394 - Interfund Loan Interest - Land Acquisitions Land - Interest Loan Interfund 60,616 39,955 45,600 35,000 35,000 35,000 - 4th & Zeta4th & 107,154 22,696 - Transfer to Community Center Fund/Capital Center to Community Transfer 48,396 65,000 65,000 65,000 65,000 65,000 - Cemetery Office Improvements Office Cemetery - 14,220 250,000 15,000 235,000 - 6th & Indiana Interchange Indiana 6th & 34,214 34,005 - Pedestrian Improvements (Hwy 6 & 19th St) 6 & (Hwy Improvements Pedestrian 2,238 145,664 - Interfund Loan Principal - Land Acquisitions Land - Principal Loan Interfund - - HS Buffer Landscape Buffer HS 13,302 1,975 - Fire Station Improvements Station Fire 1,312,671 - Highway 93 PropertyHighway 923,263 - Jackson St. Corridor Walkability Corridor St. Jackson - - Debt Service - Municipal Facilities Municipal - Service Debt 1,089,246 1,089,646 1,089,246 1,089,246 1,090,396 1,093,196 1,089,996 1,090,996 1,092,871 1,093,396 1, Open Space Purchases Space Open - Facilities Municipal - Improvements Building Improvements Building Planning/PW 12,013 - 37,179 48,478 - 90,780 90,780 - 66,400 Path) 6 Bike Connection (US Trail Regional 129,000 108,600 180,000 - 123,200 108,150 12,070 120,000 650,000 120,000 170,000 120, 450,000 - Curbs, Gutters and Sidewalks and Gutters Curbs, 603,621 615,267 733,899 733,899 705,000 850,000 900,000 800,000 1,000,000 1,050,000 1,100,000 1,150,000 1,200,0 CITY OF GOLDEN SALES AND USE TAX CAPITAL IMPROVEMENTS FUND TEN YEAR CAPITAL IMPROVEMENT PLAN DETAILED EXPENDITURES 2011-2020 Campus Recreation - Service Debt Infrastructure & Construction 2,408,296 2,408,731 2,412,511 Improvements) (Street Programs to Capital Transfer 2,078,285 2,078,300 99,996 2,082,050 169,852 293,890 2,076,550 4,184 215,000 2,408,050 2,408,300 Purchase Improvements/Land FFacility 215,000 ilit I - 2,406,901 815,000 2,405 t 662,200 /L d P h 845,000 - 470,000 RestorationArch 420,000 - 670,000 420,000 Trail Park Illinois 5 51,112 - 123,305 8,879 - EXPENDITURES: Undetermined Infrastructure Improvements Infrastructure Undetermined - -

City of Golden 2011/2012 Biennial Budget Page 206 000 , 100 000 2011 TOTAL TOTAL TO 2020 TO 000 , 100 000 - 200,000 400,000 2,455,000 50,000 800,000 - - ,301,756 7,263,069 68,398,522

100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 - 50,000 325,000 100,000 100,000 50,000 250,000 100,000 100,000 100,000 100,000 - 100,000 100,000 100,000 100,000 100,000 100,000 100,000 500,000 - 100,000 100,000 - 100,000 100,000 100,000 100,000 - 50,000 50,000 - 50,000 50,000 ------

------100,000 - - - 1,250,000 ------50,000 - 50,000 - 50,000 50,000 ------100,000 - - 455,000 ------50,000 - - - 50,000 ------100,000 ------50,000 - - - - - 600,000 - e CIP (i.e. review 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 BUDGET BUDGET PLANNED - - - - - 50,000 ------400,000 - - 750,000 ------2010 ------200,000 - - 100,000 ------200,000 - PROJECTED PROJECTED 2010 BUDGET BUDGET ADOPTED - - - 135,200 75,000 50,000 ------82,943 ------35,000 ------2009 ACTUAL ------2008 ACTUAL listed priority. in Whenever a City additiional has Council they should resources fund, this in - category are not are category lk ewa Placeholder DESCRIPTION 10th) Sid o Capital Equipment: t(7tht ree this CIP vertically and horizontally). prioritize those resources based on conditions at the time after reviewing every project in every category for every year in th in year every for category every in project every reviewing after time the at conditions on based resources those prioritize dSt Placeholders - Fund When Possible or Art Program - City Share City - Program Art - - Sustainability ImprovementsSustainability 32,123 674,754 - N. Washington Corridor Washington N. 875,137 1,146,266 - Police Communication Equipment/Radios Communication Police 128,661 507,504 - West Colfax Bike and Walkability and Bike Colfax West - - City GatewaysCity - - TOTAL EXPENDITURESTOTAL Note - The Projects the in 9,665,957 8,527,469 6,072,036 7,481,550 8,383,696 6,797,046 7,769,346 6,234,046 6,164,371 7,403,447 5,806,149 7,275,596 5 Fire Communication Equipment/Radios Communication Fire 98,899 - Police/Fire/Court Software Upgrades Software Police/Fire/Court - - Police Dept Closed Circuit TV & Alarm Panel Alarm & TV Circuit Closed Dept Police 78,511 - Heritage Road Bike and Walkability and Bike Road Heritage - - Mesa Drive - Ford to 93 Hwy - - IT Data Center - - IT Voice Over IP Over Voice IT - - Misc. WalkabilityMisc. - 89,385 - Fire EquipmentFire 99,901 53,573 - Traffic CalmingTraffic - - IT Document Imaging - - Finance/Community Development Software Development Finance/Community - - CITY OF GOLDEN SALES AND USE TAX CAPITAL IMPROVEMENTS FUND TEN YEAR CAPITAL IMPROVEMENT PLAN DETAILED EXPENDITURES 2011-2020 Upgrade Visual Audio Council Chambers 118,487 1,677 Mitigation Impact Neighborhood - 59,242 965,958FordF Street (7th to 10th) Sidewalk StructuresSPLASH - - - Fire Trucks - - Misc. Bikeability Improvements Bikeability Misc. - 36,422 - Historic PreservationHistoric 43,000 130,695 -

City of Golden Page 207 2011/2012 Biennial Budget 9 04,154 2011 TOTAL TO 2020 TO - - - 3,800,000 1,635,000 - 900,000 - 300,000 ------,606 2,494,624 28,372,294 ,354,238 2,507,505 30,864,914 - - - - 90,000 ------15,000 ------25,000 ------

00 1,600,000 1,700,000 1,850,000 19,900,000 752,294 671,572 671,572 671,572 9,009,655 ------30,000 ------750,000 750,000 ------300,000 ------PLANNED PLANNED - 500,000 500,000 500,000 500,000 500,000 500,000 100,000 100,000 100,000 3,300,000 BUDGET 2011BUDGET 2012 2013 2014 2015 2016 2017 2018 2019 2020 2010 ------1,750,000 2,050,000 ------

PROJECTED 2010 BUDGET ADOPTED ADOPTED ------135,000 - - - - 380,000 ------25,000 - - 104,000 - - - 2009 ACTUAL ACTUAL ------300,000 300,000 300,000 300,000 300,000 300,000 300,000 - 2008 1,190,056 737,689 648,964 (173,243) (932,335) (1,524,403) (8,990) (10,595) (3,252) (18,600) (14,768) 37,836 (4,632) (12,881) ACTUAL ACTUAL DESCRIPTION n acement 661,441acement 549,895 720,000 869,900 715,000 786,500 865,150 951,665 1,046,832 1,151,515 1,266,666 1,393,333 1,532,666 1,685,933 11,395,25 o ti cilities Transfer ec ll r Station 66,222 - o a Storage Leasesa Storage 55,825 88,448 200,000 195,024 125,000 125,000 125,000 125,000 125,000 125,000 125,000 125,000 125,000 125,000 1,250,000 /C orage (Use)/Accumulation of Surplus Funds Surplus of (Use)/Accumulation REVENUES: Fees Development Water 192,846 1,153,510 800,000 600,000 1,000,000 910,000 828,100 753,571 685,750 624,032 567,869 516,761 511,593 506,477 6,9 CITY OF GOLDEN OF CITY PROGRAMS CAPITAL FUND WATER PLAN IMPROVEMENT CAPITAL YEAR TEN 2011-2020 Storage/Collection St ENDING CAPITAL RESERVES CAPITAL ENDING 1,962,538 2,700,227 3,349,191 2,526,984 1,594,649 70,245 61,255 50,660 47,408 28,808 14,040 51,876 47,244 38,995 Bulk Wate Guanell City Shops Fa Shops City Storage Tank Improvements Tank Storage 15,589 106,852 - Distribution Improvements Improvements Distribution - - Meter System UpgradeMeter System - - Vidler Tunnel Improvements Tunnel Vidler - - Northglenn Berthoud Pass Pipeline/Hoop Creek Maint. Creek Pipeline/Hoop Pass Berthoud Northglenn - - Transfer to FleetTransfer - 75,000 - Fees in lieu of water rights water of lieu in Fees 145,380 73,522 50,000 87,500 15,000 - Water Quality / Plant Improvements Plant / Quality Water 143,534 237,517 - Leased Water Rights Water Leased Raw Water Irrigation Revenue - 10,240 5,363 - - 15,793 8,300 8,566 8,840 9,123 9,414 9,716 10,027 10,348 10,679 11,020 96,031 Security 26,750 - Admin Bldg Improvements Bldg Admin - 47,546 - Boiler for Admin Building - - Sales of Water Rights Water of Sales 1,495,721 181,600 - Miscellaneous RevenueMiscellaneous - 1,842 - Raw Water Irrigation Project Irrigation Water Raw - - Vidler Tunnel Acquisition Tunnel Vidler - - Pump Station Improvements Station Pump - - 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 500,000 TOTAL REVENUESTOTAL 3,770,895 3,359,069 2,943,624 2,755,317 3,241,400 3,363,432 3,193,696 3,189,531 3,272,191 2,460,881 2,554,192 2,252,740 2,349 Large Utility Meters - - TOTAL EXPENDITURESTOTAL 2,580,839 2,621,380 2,294,660 2,928,560 4,173,735 4,887,835 3,202,686 3,200,126 3,275,443 2,479,482 2,568,960 2,214,905 2 6260 Pump Station Reimbursements Station 6260 Pump 30,179 - EXPENDITURES: ServiceDebt 1,317,117 1,209,160 1,224,660 1,224,660 1,198,735 1,201,335 1,187,536 948,461 928,611 777,967 Guanella Mining Royalties Mining Guanella 59,869 4,628 50,000 12,000 30,000 30,000 Interest 180,839 50,156 43,624 45,000 63,100 39,866 1,756 1,838 2,026 2,133 1,296 632 2,334 2,126 117,108 Sludge HandlingSludge 50,186 95,410 - Utility Line Repl Guanella Reservoir - - Transfer from Water Operations Water from Transfer 1,599,996 1,800,000 1,800,000 1,800,000 2,000,000 2,250,000 2,200,000 2,300,000 2,450,000 1,700,000 1,850,0

City of Golden 2011/2012 Biennial Budget Page 208 - - 75,000 2020 1,249,990 3,325,000 4,888,444 TOTAL 2011 TO 4,963,444

53,549 618,980 77,027 550,000 618,980 - - - 44,082 1,552 589,505 84,645 500,000 589,505 - - - 34,483 1,694 561,433 93,017 500,000 561,433 - - - 37,648 261 534,698 102,216 400,000 534,698 - - - 5,803 1,649 112,326 350,000 509,236 - - 36,636 - 3,598 79,949 123,435 325,000 484,987 - - - 4,481 112,021 135,643 300,000 461,892 - - - 4,027 3,289 134,243 149,058 300,000 439,898 - - - 3,051 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 BUDGET PLANNED

122,032 156,150 250,000 418,950 - - - 2010 131,543 15,500 173,500 250,000 399,000 75,000 - - PROJECTED 2010 BUDGET ADOPTED 166,543 16,000 120,000 150,000 488,845 - - - 2009 ACTUAL 287,188 - - - - 75,000 2008 (673,031) 2,995 (82,200) (202,845) (35,000) (9,511) 12,211 (22,222) (32,071) (43,313) (30,833) 31,845 (3,165) 9,599 ACTUAL 369,388 - - DESCRIPTION (Use)/Accumulation of Surplus Funds Sewer Camera and Software Transfers to Other Funds CITY OF GOLDEN WASTEWATER FUND CAPITAL PROGRAMS TEN YEAR CAPITAL IMPROVEMENT PLAN 2011-2020 REVENUES: Wastewater Development FeesInterestTransfer from Wastewater OperationsTOTAL REVENUESEXPENDITURES: Utility Line Replacement 200,004 61,587I&I Flow Monitoring 75,000 243,758TOTAL EXPENDITURES 150,000 131,800 262,279ENDING CAPITAL RESERVES 562,493 322,450 688 297,800 297,817 319,455 935,310 3,692 286,000 380,000 - 319,455 439,000 16,000 366,393 409,439 380,000 452,109 488,845 439,670 474,000 452,916 418,950 465,924 439,898 503,865 461,892 593,278 484,987 586,340 509,236 628,579 4,628,540

City of Golden Page 209 2011/2012 Biennial Budget - 957,500 2011 TOTAL TO 2020 70,000 - 600,000 209,617 - - 3,337,313 - 200,000 - 810,000 - 700,000 60,000 897,500 170,000 - - - - - 329,200 - - - 75,000 - - - 250,000 - - - - - 329,200 - - - 75,000 ------329,200 - - - 75,000 - 70,000 70,000 ------329,700 - - - 75,000 - 70,000 - - - -

- - - - 339,450 - - - 75,000 - 70,000 ------348,450 - - - 75,000 - 70,000 - - res for the drainage fund that are included in total budget drainage. ------331,013 - - - 75,000 - 70,000 ------e. he $60,000 for CSM's portion of the project. - - 500,000 - - - 337,200 - 50,000 - 75,000 - 70,000 - - 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 BUDGET PLANNED - - 100,000 - - - 342,700 - 50,000 - 75,000 - 70,000 - - 2010 170,000 ------PROJECTED 2010 BUDGET - - - 209,617 - - - 327,700 322,700 - 50,000 50,000 - 135,000 75,000 60,000 - ADOPTED 897,500 - 70,000 70,000 - - 10% rate increase in 2009 50,133 70,000 2009 ACTUAL - - - - - 2008 ACTUAL - - - 11,828 -

63,157 - - 3,024,291 - - DESCRIPTION Beginning in 2011, this capital improvement plan does not include revenue sources and therefore only details expenditu Tucker Gulch (b) - Arapahoe Gulch - West Fork Kinney Run (b) - TOTAL 805,968 3,605,665 732,317 792,317 687,700 637,700 1,032,200 476,013 493,450 484,450 474,700 474,200 474,200 724,200 6,026,930 Transfer to Operations 229,104 195,075 209,617 Kinney Run Detention - Urban Drainage Projects: (a) - TOTAL REVENUES 807,885 3,899,365 897,500 957,500 - Ongoing Capital Replacement - Debt Issuance Costs - EXPENDITURES: Debt Service 360,385 3,139,325 327,700 Cheyenne & Hwy 58 131,798 29,765 - City Shops Facilities Transfer 50,000 50,000 50,000 Bond Proceeds - Local Drainage Improvements (b) 34,681 66,382 75,000 Miscellaneous (b) - 20th Street - CITY OF GOLDEN DRAINAGE UTILITY FUND CAPITAL PROGRAMS TEN YEAR CAPITAL IMPROVEMENT PLAN 2011-2020 (a) Expenditure projections do not reflect Urban Drainage participation. Amounts include City participation only. (b) 2010 Local Drainage Improvements reflects the total cost of Parfet Estates Project and Misc Revenue includes t 2011 Tucker Gulch reflects the total cost of project and Misc Revenue includes $100,000 from Urban Drainage. 2013 West Fork Kinny Run reflects the total cost of project and Misc Revenue includes $400,000 from Urban Drainag REVENUES: Drainage Utility fees 807,885 875,073 897,500

City of Golden 2011/2012 Biennial Budget Page 210 50 , 2011 TOTAL TO 2020 TO - 100,000 534,600 200,000 - 34,650 1,000,000 - - 175,000 838,000 90,000 409,025 - - - 380,000 - 300,000 ------83,341 170,690 267,043 372,857 382,795 494,284 502,375 507,399 512,473 517,597 522,773 528,001 5,628,894 - - - - 100,000 100,000 100,000 100,000 100,000 100,000 1,100,000 273,700 273,800 273,800 273,800 273,800 273,800 2,767,000 ------50,000 - 2,103 3,750 7,681 12,017 16,779 17,226 76,801 50,000 50,000 50,000 50,000 50,000 50,000 475,000 ------52,563 497,401 - - - - 100,000 273,500 ------50,000 50,000 835 - - - 200,000 - - - - - 492,476 - - - - 100,000 273,600 - - - - - 60,000 - 50,000 6,560 50,000 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 BUDGET - - - - - 262,392 27,828 PLANNED PLANNED 487,600 - - - 100,000 273,700 - - - - 5,451 - - 50,000 25,000 , 2010 - - 1,000,000 ------PROJECTED , 2010 BUDGET - - 384,600 150,000 - - - 34,650 - 432,441 218,041 ADOPTED ADOPTED 175,000 - 578,000 482,800 88,000 750,000 - - - 100,000 100,000 380,000 - 259,025 150,000 - - - - 2,900 1,500 30,000 - 29,800 273,700 - 50,000 50,000 25,000 25,000 2009 ACTUAL 60,000 100,000 - - 200,000 464,600 ------ȱ for ȱ ȱ 62,461 201,129 (347,500) (381,125) (214,400) 44,351 (234,564) 24,736 30,777 87,349 96,354 105,814 115,752 121,427 ȱ 2008 ȱ areas. Open ȱ $38,000 ȱ ACTUAL ȱ 150,000 - 115,404 - 475,680 136,073 380,000 trail) Golden ȱ and ȱ ȱ Connection for the County ȱ ȱ ȱ ȱ ȱ 2009 ȱ for ȱ playground Trail Fees ȱ ȱ for ȱȱ ȱ ($100k) ȱ Plan Jefferson park ȱ ȱ ȱ $97,326 ȱ Path ȱ Regional Venture ȱ ȱ from ȱ and ȱ Master Dedication ȱ Bike ȱ ȱ Joint ȱ resurfacing 470 ȱ Ȭ bridge $150,000 ȱ C ȱ ȱ for ȱ Corridor ȱ ȱ anticipated Parkland ped ȱ ȱ ȱ Grant ȱ and ȱ the DESCRIPTION ȱ DOLA from Creek ȱ ȱ ȱ for ȱ funding include $50,000 Connection ȱ ȱ ȱ ($50k) Impact from ȱ ȱ ȱ Clear ȱ Trail Grant ȱ the Park Transfers ȱ grants ȱ ȱ ȱ ȱ ($161,700 ȱ Energy ȱ $59,900 for ȱ ȱ 2009 2009 2010 ȱ ȱȱ ȱ g() (a) Space (c) 2009 (b) Heights 2010 Regional 2011, Misc Grants (c )Misc - 60,150 - Parkland Dedication (b) - Interest & Misc RevenueInterest Misc & 15,633 16,479 2,900 Clear Creek CorridorClear Master PlanADA Consulting - - - 4,509 - Regional Trail US 6 Bike path Joint Venture path Joint US 6 Bike Trail Regional - - Washington Avenue Bridge Underpass - Joint Venture - Joint Underpass Bridge Avenue Washington - - CITY OF GOLDEN OF CITY PROJECTS FUND CAPITAL SPACE OPEN IMPROVEMENTTEN YEAR CAPITAL PLAN 2011-2020 93) (Hwy Connection Trail Regional Funds of Surplus (Use)/Accumulation - 73,197 - REVENUES: Space Open Jeffco 476,884 Regional Trail Connection (C-470 Bike Path) (C-470 Connection Bike Trail Regional - - ENDING FUND BALANCE FUND ENDING 612,437 813,566 466,066 TOTAL REVENUESTOTAL EXPENDITURES: to Space DebtTransfer Service / Open SUT Fund 273,504 - 492,517 702,309 467,500 927,925 1,384,300 493,051 499,036 498,236 504,477 511,149 520,154 529,614 539,552 545,227 6,952,720 Clear Creek Grant Ped Bridge/SouthClear (a) Trail - - Rooney RoadRooney Sports Transfer Reserve 25,000 50,000 50,000 Master Plan Implementation Projects Implementation Master Plan - Clear Creek (a) Ped Bridge/SouthClear Trail - Norman D ParkNorman Trail - - Trail/Bridge Development/ImprovementsTrail/Bridge Update Master Rec Plan Parks & 55,016 1,646 6,540 25,000 - Transfer to Gen Fnd/Prog Maint.-Trails & Open Space Open & to Maint.-Trails Fnd/Prog Transfer Gen 69,996 100,000 100,000 Park Irrigation Replacement Irrigation Park - - Recreational/Open Space LandRecreational/Open - - South Side Park Design / Construction Park Design South Side - 5,000 - Inspiration Playground - - Golden Heights Park Heights Golden - 15,351 - TOTAL EXPENDITURESTOTAL 430,056 501,180 815,000 1,309,050 1,598,700 448,700 733,600 473,500 473,700 423,800 423,800 423,800 423,800 423,800 7,156,2

City of Golden Page 211 2011/2012 Biennial Budget 2011 TOTAL TO 2020 - 50,000

- 214,900 17,882 32,900 550,000 1,673,954 1,100,000 - - 22,568 - 40,000 3,383 - 50,000 174,990 100,000 - - 75,182 - - 1,539 - 50,000 173,257 100,000 - - 34,195 40,000 - 2,267 - 50,000 171,542 100,000 - - 50,386 - - 1,315 - 50,000 169,843 100,000 29,228 - - 40,000 - 2,199 - 168,162 50,000 100,000 48,867 - - - - 1,245 - 166,497 50,000 100,000 - - 31,126 25,000 - 1,202 - 50,000 164,848 100,000 - - - - 655 - 50,000 40,075 ts ($7,132),and 100,000 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 BUDGET 25,000 26,204 - PLANNED 25,000 - 1,576 - 50,000 100,000 100,000 161,600 163,216 2010 - 25,000 - PROJECTED 2010 BUDGET 76,728 63,028 - - 100,000 - 44,900 - 1,200 1,300 32,900 - 50,000 50,000 ADOPTED 155,000 160,000 2009 ACTUAL 110,000 2008 (183,855) (97,090) (8,204) (5,800) (13,700) (36,824) 13,871 (8,950) 17,742 (19,639) 21,158 (16,191) 24,796 (11,627) ACTUAL DESCRIPTION provements 190,412 230,972 - 2009 Grants and Donations include: Joint Venture Grant from Jeffco($32,868), private donations Whitewaterfor Course improvemen donation from the Lions Club variousfor park improvements ($10,000). (Use)/Accumulation Surplus Funds of Park Development/Improvements 97,347 459 TOTAL REVENUESTOTAL EXPENDITURES: and Maintenance Repair Water Course White - 185,683 52,809 245,375 25,000 176,796 189,100 161,300 163,176 163,871 166,050 167,742 170,361 171,158 173,809 174,796 178,373 1,724,736 ADA ConsultingADA - 4,509 - Interest 8,827 2,864 3,076 TOTAL 369,538 342,465 185,000 194,900 175,000 200,000 150,000 175,000 150,000 190,000 150,000 190,000 150,000 190,000 1,914,900 Sustainability Im Splash Repairs, Replacements and Maintenance Replacements Repairs, Splash 37,974 3,780 - Trees 43,805 49,936 50,000 Grants/Donations - 78,378 - REVENUES: Lottery State Colorado 176,856 164,133 173,720 ENDING FUND BALANCE 179,618 82,528 74,324 CITY OF GOLDEN CONSERVATION TRUST SPECIAL REVENUE FUND CAPITAL PROGRAMS (LOTTERY) TEN YEAR CAPITAL IMPROVEMENT PLAN 2011-2020

City of Golden 2011/2012 Biennial Budget Page 212 - - 2011 TOTAL TO 2020 20,000 93,000 134,000 858,000 320,000 163,500 1,306,922 159,500 - - 39,000 45,000 14,500 15,000 - 30,000 333,000 28,000 - - 12,000 100,000 46,000 22,000 457,060 33,500 12,000 - - 12,000 10,000 91,000 - - 83,000 3,500 - - 38,000 - 53,000 31,000 - 58,000 - - - - 152,000 14,000 - 48,000 56,000 17,000 18,000 11,000 - - 35,000 435,295 11,000 20,000 30,000 20,000 51,000 11,000 32,500 - 12,500 - 29,500 - rse rse - 24,000 11,000 75,000 7,000 - - 52,000 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 BUDGET - PLANNED

- - 39,000 150,000 86,000 85,000 - - 46,000 2010 - - - - - 150,000 - 414,567 11,000 PROJECTED 2010 BUDGET ------ADOPTED 2009 ACTUAL ------2008 ACTUAL olf course. course. olf g et for the g ility Improvements - - DESCRIPTION ility Improvements - - Note: capitalThis plan and not include revenue sources improvement does only details therefore the for capitalgolf expenditures cou in in are that included the the for total budget total bud golf the course. fund fund Maintenance Utility Carts - - Maintenance Walk Mowers - - Maintenance Riding Mowers Riding Maintenance - - TOTAL - - - - 575,567 235,000 255,000 241,500 560,295 287,000 180,000 199,500 682,560 171,500 3,387,922 Maintneance Shop Fac Shop Maintneance Clubhouse Fac Clubhouse Maintenance Large Equipment Large Maintenance - - Maintenance Misc Equipment Misc Maintenance - - Golf Carts - - EXPENDITURES: EquipmentClubhouse - - CITY OF GOLDEN FOSSIL TRACE GOLF CLUB TEN YEAR CAPITAL IMPROVEMENT PLAN 2011-2020

City of Golden Page 213 2011/2012 Biennial Budget City of Golden 2009/2010 Biennial Budget Page 214 COMPARATIVE BUDGET CHANGES 2008 - 2012 FLEET MANAGEMENT FUND

AMENDED PROJECTED PROPOSED PROPOSED ACTUAL ACTUAL BUDGET ACTUAL BUDGET BUDGET DESCRIPTION 2008 2009 2010 2010 2011 2012

REVENUES:

General Fund Lease 395,062 426,835 396,100 396,100 418,700 461,200 Water Fund Lease 34,600 39,024 44,400 44,400 48,800 53,700 Wastewater Fund Lease 21,700 24,443 28,300 28,300 31,100 34,200 Community Center Fund Lease 4,300 4,566 4,100 4,100 4,500 4,900 Cemetery Operations Fund Lease 25,500 27,134 24,200 24,200 26,400 29,100 Fossil Trace Golf Course Lease 2,100 2,186 1,900 1,900 2,100 2,400 Rooney Road Sports Complex 1,300 1,200 1,200 1,200 1,200 1,300 Workers Compensation Fund ------Insurance Fund ------Repairs and Maintenance 632,777 535,867 848,400 550,000 713,300 734,700 Miscellaneous 411 37 - 200 - - Interest 14,074 14,792 13,959 13,959 13,959 13,959 Gain/Loss On Sale of Equipment (15,975) 2,600 99,200 99,200 10,000 10,000 Transfer from Other Funds 75,000 75,000 -- - - Transfer from Medical Benefits 2,300 2,300 2,300 2,300 - -

TOTAL REVENUES 1,193,149 1,155,984 1,464,059 1,165,859 1,270,059 1,345,459

OPERATING EXPENDITURES:

Operations 799,149 665,423 844,847 676,107 742,700 758,900 Capital 515,379 178,867 740,000 706,611 773,300 753,800

TOTAL EXPENDITURES 1,314,528 844,290 1,584,847 1,382,718 1,516,000 1,512,700

(Use)/Accumulation of Surplus Funds (121,379) 311,694 (120,788) (216,859) (245,941) (167,241)

ENDING AVAILABLE RESOURCES 449,455 761,149 640,361 544,290 298,349 131,108

City of Golden Page 215 2011/2012 Biennial Budget FLEET MANAGEMENT DIVISION

Fleet Management is the division of the Finance and Administrative Services Department responsible for the maintenance, repair and replacement of all City vehicles and equipment. Its mission is to provide the most cost-effective, safest vehicles and equipment; equipped as needed; ensuring top employee production to all City of Golden departments and divisions.

The Fleet Division provides an expert level of service and support for the City’s needs. Services include preventative maintenance programs, annual inspections, non-standard repairs, vehicle and equipment set-ups, replacement analysis, and vehicle procurement. The Fleet Division also coordinates and oversees work performed by outside vendors (warranties, body shops, etc.). The City currently has 136 vehicles and pieces of equipment with a value of $4.4 million (not including fire trucks), along with more than 250 pieces of small engine support equipment. The Capital and Equipment budget includes the cost of replacement for City vehicles and equipment at the end of optimal useful life.

A separate Fleet Maintenance Fund facilitates quality and effective management of the City's fleet. Revenue to the Fleet Management Fund comes from transfers from other City funds and interest earned on the reserve balance. Transfers from other City funds come in the form of lease payments for vehicle replacement charged at a per-vehicle rate and actual costs for repairs and maintenance.

City Manager

Finance Director

Fleet Manager

Full-time Part-time Fleet Manager 1 Lead Fleet Mechanic 1 Fleet Mechanic 1

2009 Accomplishments x Provided all required maintenance on schedule to minimize fleet downtime. x Completed all pre-season work on summer mowing equipment before April 1. x Completed all pre-season work on snow removal equipment before Sept. 15. x Kept all sanders calibrated to meet Front Range air quality goals.

City of Golden 2011/2012 Biennial Budget Page 216 x Maintained all callback work at less than 2%. x Initiated the “down sizing” procedures for all City replacement vehicles ensuring better fuel economy and better sustainability. x Implemented Intergovernmental Agreements with surrounding Fire Departments to provide repairs and maintenance to their equipment with the goal generating revenue to offset our internal O&M costs. x Reviewed use of all City equipment and procedures as part of the City efficiency program. x Reviewed and maintained critical equipment installations and service for all emergency vehicles. x Provided welding and fabrication services City-wide. x Worked with City Safety Committee to provide training and information on equipment and vehicles for all City operators. x Participated in the Regional Air Quality Councils ozone reduction program. x Maintained a City wide shop support PM program ensuring that all compressors, emergency generators and related shop equipment are properly maintained.

2010 Accomplishments x Provided all required preventative maintenance on schedule to minimize fleet downtime. x Prepared all snow removal equipment prior to Sept. 15. This included calibration of sanders to meet air quality standards. x Prepared all summer mowing equipment prior to April 1. x Maintained all callback work to less than 2% of total work and kept fleet availability at more than 98%. x Maintained the critical equipment installation and repair program for emergency vehicles. x Monitored equipment usage for City-wide efficiency. x Provided welding and fabrication services City-wide. x Worked with the City Safety Committee to provide training and information on equipment and vehicles for all City operators. x Maintained Intergovernmental Agreements with surrounding Fire Departments to provide repairs and maintenance to their equipment. x Continued with the down sizing of City replacement vehicles ensuring better overall fuel economy and sustainability. x Participated in the Regional Air Quality Councils ozone awareness program. x Maintained a City wide shop support PM program ensuring that all compressors, emergency generators and related shop equipment are properly maintained.

2011 Goals x Provide all required preventative maintenance on-schedule to minimize fleet downtime. x Check and ready all snow removal equipment prior to Sept. 15. This includes calibration of sanders to meet air quality standards. x Check and ready all summer mowing equipment prior to April 1.

City of Golden Page 217 2011/2012 Biennial Budget x Maintain all callback work to 2% or less of total work and keep fleet availability at more than 99%. x Monitor and maintain critical equipment installation and repair program for emergency vehicles. x Perform more cost analysis on hybrid / alternate fuel type vehicles and research more ways to reduce fuel and energy costs. x Provide welding and fabrication services City-wide. x Work with the City Safety Committee to provide training and information and equipment and vehicles for all City operators. x Monitor and maintain a City-wide shop support equipment preventative maintenance program. x Work closely with departments to find better efficiencies in operations resulting in down-sizing of the Cities overall fleet. x Review and modify fleet lease schedule to even out yearly replacements as well as getting all the budget figures and projections brought under 1 standard format. x Monitor fleet revenue generation / cost effectiveness as it pertains to the inter-governmental agreements.

2012 Goals x Provide all required preventative maintenance on schedule to minimize fleet downtime. x Check and ready all snow removal equipment before Sept. 15th including calibration of sanders to meet air quality standards. x Check and ready all summer mowing and grounds equipment prior to April 1st. x Maintain all callback work to less than 2% or less of total work and fleet availability at more than 99%. x Continue research on fuel and energy savings as well as alternative fueled vehicles. x Monitor, maintain and modify all PM programs as needed.

FLEET MANAGEMENT

Projectedȱȱȱȱȱ Proposedȱȱȱȱȱ Proposedȱȱȱȱȱ AccountȱDescriptionȱ Actualȱȱȱȱȱȱȱ Actualȱȱȱȱȱȱȱ Actualȱȱȱȱȱȱȱ Budgetȱȱȱȱȱȱ Budgetȱȱȱȱȱȱ 2008 2009 2010 2011 2012 Salariesȱ&ȱBenefits$ȱȱȱȱ 294,484 $ȱȱȱȱ282,022 $ȱȱȱȱ272,240 $ȱȱȱȱ330,640 $ȱȱȱȱ341,740 Suppliesȱ&ȱServicesȱȱȱȱȱȱ 504,665 ȱȱȱȱȱȱ383,401 ȱȱȱȱȱȱ403,867 ȱȱȱȱȱȱ412,060 ȱȱȱȱȱȱ417,160 Capitalȱ&ȱEquipmentȱȱȱȱȱȱ 515,379 ȱȱȱȱȱȱ178,867 ȱȱȱȱȱȱ706,611 ȱȱȱȱȱȱ773,300 ȱȱȱȱȱȱ753,800

TOTAL$ȱ 1,314,528 $ȱȱȱȱ844,290 $ȱ1,382,718 $ȱ1,516,000 $ȱ1,512,700

City of Golden 2011/2012 Biennial Budget Page 218 Performance Measures

Actual Projected Projected Projected 2009 2010 2011 2012 Percent of Work that is Planned 95% 96% 95% 95% Maintenance Major and Minor Repairs 1965 1925 1995 2000 Vehicle Replacements 8 15 19 20 Equipment Replacements Total Number of Vehicles and 136 137 138 140 equipment Maintained Miscellaneous pieces of equipment maintained: trailers, mowers, 250 255 255 260 trimmers, generator sets, pumps. Total percent of fleet that is available to work, not waiting for 98% 98% 98% 98% repairs (yearly average)

City of Golden Page 219 2011/2012 Biennial Budget COMPARATIVE BUDGET CHANGES 2008 - 2012 INFORMATION TECHNOLOGY FUND

AMENDED PROJECTED PROPOSED PROPOSED ACTUAL ACTUAL BUDGET ACTUAL BUDGET BUDGET DESCRIPTION 2008 2009 2010 2010 2011 2012

REVENUES:

General Fund Lease 880,700 972,949 998,200 998,200 967,200 985,300 Water Fund Lease 187,466 191,195 193,500 193,500 187,200 188,900 Fleet Management Lease 10,000 10,525 10,700 10,700 10,000 10,100 Wastewater Fund Lease 41,638 43,933 44,500 44,500 42,100 42,800 Community Center Fund Lease 60,400 66,939 70,900 70,900 65,800 67,000 Cemetery Fund Lease 4,396 4,539 4,700 4,700 4,300 4,400 Splash Aqua Park Fund Lease 14,200 15,134 16,200 16,200 16,500 16,500 Golf Course Fund Lease 66,500 76,315 77,800 77,800 86,400 87,800 Grant Revenue 25,186 46,504 - - - - Miscellaneous 810 (6,804) 100,000 100,000 100,000 100,000 Interest 10,131 7,947 3,525 3,525 3,525 3,525 Transfer from Medical Benefits 300 300 300 300 - -

TOTAL REVENUES 1,301,427 1,429,476 1,520,325 1,520,325 1,483,025 1,506,325

OPERATING EXPENDITURES:

Information Systems 1,327,218 1,314,366 1,453,105 1,402,141 1,480,548 1,498,901

TOTAL EXPENDITURES 1,327,218 1,314,366 1,453,105 1,402,141 1,480,548 1,498,901

(Use)/Accumulation of Surplus Funds (25,791) 115,110 67,220 118,184 2,477 7,424

ENDING AVAILABLE RESOURCES 266,983 382,093 449,313 500,277 502,754 510,178 .

City of Golden 2011/2012 Biennial Budget Page 220 INFORMATION TECHNOLOGY DIVISION

The Information Technology (IT) Division was established by the City Manager in 1992 to manage and support the information technology needs of the City of Golden. A separate internal service fund was established to centralize computer management functions for repairs, software, capital equipment purchases, hardware and software maintenance, and network costs. In addition, a computer replacement fund has been set up to function similar to the vehicle replacement program. Revenue to the IT fund comes from transfers from other City funds, lease payments from City divisions and interest earned on the reserve balance.

Beginning in 1999, the IT Division devoted one full-time employee to support public safety technology needs. Public safety technology includes mobile data computing, records management, computer aided dispatch, document imaging, fire and crime management and municipal court technologies.

The IT Division expanded in 2007 to include one full time help desk coordinator and an additional employee to focus on Water Treatment Plant technology support. IT had not previously provided technology support for City’s water treatment processes, but it is in the strategic interests of the City do so.

The IT Division has continued to work with Public Works to expand the City’s Geographical Information Systems (GIS). Since 2009 the Public Works Network Administrator was also dedicated to early adoption of GIS and work flow technologies which allow more effective and efficient asset tracking, work order management, and enhanced abilities for citizens to report and check in on problems.

2009 Accomplishments

x Serviced 2931 Help Desk requests. x Upgrade the City PCs from Office 2002 to Office 2007 including training for City staff. x Coordinated with Public Works to implement the technology required for the Water Treatment Plant and Distribution System SCADA (Supervisory Control and Data Acquisition) upgrade. x Added an offsite redundant Storage Area Network (SAN) to add additional Disaster Recovery capabilities. x Continued conversion of physical servers to Virtualized Machines allowing us to use 2 large servers to emulate 25 smaller hardware platforms. This technology allows us to use less power and cooling while providing the same level of services to end users. x In coordination with Court, the Fire Department, and the Police Department continued work on a 5-year Public Safety technology strategic plan. x Implemented a BlackBerry Server to allow more mobile devices to access City email and voicemail in the field. x Brought multiple HVAC systems online so vendors can remotely support the various units. x Maintained 80+ applications and hardware through various updates, upgrades, and other necessary break/fix work. x Upgraded 20% of the personal computers on the City’s network.

City of Golden Page 221 2011/2012 Biennial Budget 2010 Accomplishments and Ongoing Initiatives

x The main City Web Site Assessment and Redesign is currently ongoing. x Cartegraph work order portal to allow citizens to report and check on problems via the web is underway. Also, an iPhone application to allow mobile reports is in testing. x Planning the IT infrastructure for Public Works staff at their new location or remodeled Administration Building is active. x Implemented a new Parks and Recreation eCommerce website and enabled an online credit card processing system for point of sales. x Completed the 5 year Public Safety Strategic Technical Plan x We are currently investigating Fire Records Management System replacements. x Research is starting on outsourcing Computer Aided Dispatch and Police Records Management system software. x System improvements and automation with all SCADA systems is ongoing. x Overdue system administration tasks including last year’s PC replacements and retiring out of support server hardware platforms is near completion. x Preparations for our 2010 network replacements are underway. x We have upgraded 10% of the personal computers on the City’s network with the goal of reaching 25%.

2011-2012 Goals

x Plan and implement IT infrastructure for IT staff relocation and investigate the best strategy for modern Server Room facilities. x Implement Virtual Server Hosts at an offsite location to improve disaster recovery capabilities. x Upgrade 25% of the personal computers on the City’s network. x Implement email archival and search tool for enhanced document retention and eDiscovery x Replace or enhance 7 year old wireless link to the Golf Course for Data and Phones x Implement a secure email gateway to protect confidential information x Encrypt laptops so a stolen or lost device will not expose protected information x Implement high speed fiber optic connectivity for the Golden History Center. x Replace our 20+ year old Nortel phone system with a current system. x Implement a new Fire Record Management System and procure a new Computer Aided Dispatch and Police Record Management solution. x Replace our Finance system and implement Community Development Software.

City of Golden 2011/2012 Biennial Budget Page 222 IT Performance Metrics

The following performance metrics will be implemented for the 2011-12 budget cycle:

Customer Service: 1. 35% of help desk calls will be resolved at the time of receiving the request 2. 70% of help desk calls will be resolved within 4 work hours of receiving the request 3. 95% of help desk calls will be resolved within 8 work hours of receiving the request

Infrastructure Maintenance: 1. PCs will be replaced every 4 years 2. Servers will be replaced every 5 years 3. Network equipment will be replaced every 5 years

IT Division Organization Chart: 6 Full-time employees

Finance and Administrative Services Director

IT Manager Computer Committee

Network Public Safety Public Works Network Technical Administrator Network Network Administrator Support Administrator Administrator Specialist

INFORMATION TECHNOLOGY DIVISION

Projectedȱȱȱȱȱȱ Proposedȱȱȱȱȱ Proposedȱȱȱȱȱȱ AccountȱDescriptionȱ Actualȱȱȱȱȱȱȱȱȱ Actualȱȱȱȱȱȱȱȱ Actualȱȱȱȱȱȱȱȱ Budgetȱȱȱȱȱȱȱ Budgetȱȱȱȱȱȱȱȱ 2008 2009 2010 2011 2012 Salariesȱ&ȱBenefits$ȱȱȱȱȱȱȱȱ 528,700 $ȱȱȱȱȱȱ519,693 $ȱȱȱȱȱ 566,100 $ȱȱȱȱȱȱ556,640 $ȱȱȱȱȱȱ 576,640 Suppliesȱ&ȱServicesȱȱȱȱȱȱȱȱȱȱ 481,178 ȱȱȱȱȱȱȱ571,107 ȱȱȱȱȱȱ 658,022 ȱȱȱȱȱȱȱ674,408 ȱȱȱȱȱȱȱ 706,761 Capitalȱ&ȱEquipmentȱȱȱȱȱȱȱȱȱȱ 317,340 ȱȱȱȱȱȱȱ223,566 ȱȱȱȱȱȱ 178,019 ȱȱȱȱȱȱȱ249,500 ȱȱȱȱȱȱȱ 215,500

TOTAL$ȱȱȱȱȱ 1,327,218 $ȱȱȱ 1,314,366 $ȱȱ 1,402,141 $ȱȱȱ1,480,548 $ȱȱȱ 1,498,901

City of Golden Page 223 2011/2012 Biennial Budget City of Golden 2009/2010 Biennial Budget Page 224 OTHER INTERNAL SERVICE FUNDS

Insurance Fund accounts for property and self-insurance liability activities. Premiums are charged on a monthly basis to the General, Water, Wastewater, Cemetery Operations, Community Center, Splash Aquatic Park, Fossil Trace Golf Course, Fleet Management, and Information Technology Funds.

Medical Benefit Fund accounts for the payment of medical claims for employees and their covered dependents. Funding is obtained through monthly premiums charged to each department based on type of coverage and number of employees. The City self-insures for health benefit claims up to a maximum of $75,000 per covered individual. Stop-loss insurance policies have been purchased to cover losses above these limits.

Workers’ Compensation Fund accounts for workers’ compensation and unemployment insurance activity. Premiums are charged monthly to the General, Water, Wastewater, Cemetery Operations, Community Center, Splash Aquatic Park, Fossil Trace Golf Course, Fleet Management, and Information Technology Funds.

The City participates in the Colorado Intergovernmental Risk Sharing Agency (CIRSA) for property, liability and workers’ compensation coverage. CIRSA is a separate and legal entity. Membership is restricted to Colorado municipalities that are members of the Colorado Municipal League. The purpose of CIRSA is to provide property, liability, and workers’ compensation coverages, and related services for its member municipalities through joint, self and excess insurance.

The deductible paid per occurrence by the City for property and liability is $10,000 and $100,000 respectively. Auto liability deductible is $50,000, and physical damage deductible is $5,000 per occurrence. The deductible paid by the City for each workers’ compensation incident is $100,000. The excess-of-loss contract for workers’ compensation coverage limits CIRSA’s per occurrence exposure to $400,000 and provides coverage to statutory limits for the State of Colorado. The statutory limit for employer liability is $1 million.

City of Golden Page 225 2011/2012 Biennial Budget COMPARATIVE BUDGET CHANGES 2008 - 2012 INSURANCE FUND

AMENDED PROJECTED PROPOSED PROPOSED ACTUAL ACTUAL BUDGET ACTUAL BUDGET BUDGET DESCRIPTION 2008 2009 2010 2010 2011 2012

REVENUES:

General Fund Premium 167,700 167,700166,500 166,500 149149,000,000 149149,000,000 160160,600,600160,600 160,600 Water FundFund Premi Premiumum 112, 700 112, 704 100, 900 100, 900 108, 700 108, 700 Fleetldi Management Fund Premium 15,800, 15,804, 14,100, 14,100, 15,200, 15,200, Info Svcs Fund Premium 9, 400 9, 396 8, 400 8, 400 9, 100 9, 100 GDGID PPremium i 3 3,300, 300 3 3,300, 300 3 3,000, 000 3 3,000, 000 3 3,200, 200 3 3,200, 200 Wastewater Fund Premium 81,60081,600 81,60081,600 73,00073,000 73,00073,000 78,70078,700 78,70078,700 CitCtFdPiCommunity Center Fund Premium59 59,100 100 59 59,100 100 52 52,900 900 52 52,900 900 57 57,000 000 57 57,000 000 CeCemeterymetery OpeOperatingrating FundFund PrPremiumemium 6,6,110000 6,0966,096 5,5005,500 5,5005,500 5,9005,900 5,9005,900 SplashSplash A Aquaticquatic ParkPark F Fundund P Premiumremium 11, 200 11, 196 10, 000 10, 000 10, 800 10, 800 Fossil Trace Golf Course Fund Premium32,100 32,10032,100 32,100 2828,700,70028,700 28,700 3131,000,00031,000 31,000 GURA P Premiumremium R Reimbursementeimbursement 4, 461 7, 000 6, 300 6, 300 6, 100 6, 100 Drainaaageudge Fund Premium e u - 1,000,000 900 900 1,000,000 1,000,000 Rooney Rd Complex Fund Premium - 2, 004 1, 800 1, 800 1, 700 1, 700 MFdPiMuseum Fund Premium - - -750 1 1,700, 700 1 1,700, 700 Miscellaneous 6, 079 4, 604 1, 500 1, 500 1, 500 1, 500 ItInterest 2424,209 209 21 21,998 998 24,00024 000 24,00024 000 24 24,000 000 24 24,000 000

TOTAL REVENUES 533, 749 534, 402 480, 000 480, 750 516, 200 516, 200

OPERATING EXPENDITURES:

Insurance Claims 115, 641 16, 702 125, 000 25, 000 125, 000 125, 000 ICliCitDiInsurance Claims - City Dir - 18,91818 918 - 6,0006 000 - - Claims/Prior Yr - 92,89692,896 - 34,00034,000 --- - ProfessionalProfessional S Serviceservices ------IBNR EOY ContinContingencygency 61,196 4,188 100,000 100,000 100,000100 ,000 InsuranceInsurance P Premiumremium 262, 877 255, 535 255, 000 252, 210 260, 000 260, 000

Safety Officer 6, 870 - 19, 100 ---

TOTAL EXPENDITURES 446 446,584, 584 388 388,239, 239 499 499,100, 100 417 417,210, 210 485 485,000, 000 485 485,000, 000

(Use)/Accumulation(Use)/Accumulation o off S Surplusurplus F Fundsunds 87, 165 146, 163 (19, 100) 63, 540 31, 200 31, 200

ENDING AVAILABLE RESOURCES 726, 669 872, 832 853, 732 936, 372 967, 572 998, 772

City of Golden 2011/2012 Biennial Budget Page 226 COMPARATIVE BUDGET CHANGES 2008 - 2012 MEDICAL BENEFIT FUND

AMENDED PROJECTED PROPOSED PROPOSED ACTUAL ACTUAL BUDGET ACTUAL BUDGET BUDGET DESCRIPTION 2008 2009 2010 2010 2011 2012

REVENUES:

City Premiums 1,324,863 1,586,167 1,623,100 1,623,100 1,755,300 1,759,000 Employee Contributions 272,462 335,082 382,600 382,600 365,400 370,400 COBRA Premiums 38,024 33,791 - - -- Interest & Miscellaneous 21,481 240,371 12,000 12,000 12,000 12,000 Transfer from Other Funds (30% Cash Infusion) - 400,000 - - --

TOTAL REVENUES 1,656,830 2,595,411 2,017,700 2,017,700 2,132,700 2,141,400

OPERATING EXPENDITURES:

Wellness Program 33,251 21,910 65,000 30,000 65,000 65,000 Professional Services 62,429 82,114 82,000 15,000 15,000 15,000 Medical Claims 970,256 1,359,063 1,200,000 1,525,000 1,300,000 1,300,000 Dental Claims 89,237 88,672 95,000 95,000 95,000 95,000 Sick Leave Term Incentive 23,300 23,300 23,300 23,300 23,300 23,300 IBNR EOY Contingency (15,812) 23,263 150,000 150,000 150,000 150,000 Insurance Premium 489,112 564,314 575,000 329,000 360,000 360,000

TOTAL EXPENDITURES 1,651,773 2,162,636 2,190,300 2,167,300 2,008,300 2,008,300

(Use)/Accumulation of Surplus Funds 5,057 432,775 (172,600) (149,600) 124,400 133,100

ENDING AVAILABLE RESOURCES 970,349 1,403,124 1,230,524 1,253,524 1,377,924 1,511,024

City of Golden Page 227 2011/2012 Biennial Budget COMPARATIVE BUDGET CHANGES 2008 - 2012 WORKERS' COMPENSATION & UNEMPLOYMENT INSURANCE FUND

AMENDED PROJECTED PROPOSED ACTUAL ACTUAL BUDGET ACTUAL BUDGET PROPOSED DESCRIPTION 2008 2009 2010 2010 2011 BUDGET 2012

REVENUES:

General Fund Premiums 207,000 258,551 258,450 258,450 258,450 258,450 Water Fund Premiums 24,800 24,600 24,600 24,600 24,600 24,600 Fleet Management Fund Premiums 5,400 5,500 5,500 5,500 5,500 5,500 IT Fund Premiums 6,204 6,300 6,300 6,300 6,300 6,300 Wastewater Fund Premiums 9,100 9,300 9,300 9,300 9,300 9,300 Community Center Fund Premiums 21,300 20,900 20,900 20,900 20,900 20,900 Cemetery Operations Fund Premiums 6,500 6,200 6,200 6,200 6,200 6,200 Splash Aquatic Park Fund Premiums 4,092 4,000 4,000 4,000 4,000 4,000 Fossil Trace Golf Course Fund Premium 17,100 17,200 17,200 17,200 17,200 17,200 Drainage Fund Premium 1,700 1,700 1,700 1,700 1,700 1,700 Rooney Road Sports Complex Fund 300 300 300 300 300 300 Community Service Premiums 710 80 250 250 250 250 Interest 23,034 20,176 17,223 17,223 17,223 17,223 Miscellaneous 215 - - - - -

TOTAL REVENUES: 327,455 374,807 371,923 371,923 371,923 371,923

OPERATING EXPENDITURES:

Professional Services 7,686 5,876 - 5,000 5,000 5,000 Insurance Claims - Workers' Comp 22,255 107,802 85,000 20,000 85,000 85,000 Insurance Claims - Unemployment 18,816 26,539 10,000 25,000 10,000 10,000 Claims - Prior Year Workers' Comp 76,882 49,407 - 75,000 - - IBNR EOY Contingency 43,972 272,181 100,000 100,000 100,000 100,000 Insurance Premiums 183,023 136,680 133,694 108,216 135,000 135,000 Transfer to Medical Benefits Fund ------

Safety Officer 7,486 - 20,100 - 3,000 3,000

TOTAL EXPENDITURES 360,120 598,485 348,794 333,216 338,000 338,000

(Use)/Accumulation of Surplus Funds (32,665) (223,678) 23,129 38,707 33,923 33,923

ENDING AVAILABLE RESOURCES 708,862 485,184 508,313 523,891 557,814 591,737

City of Golden 2011/2012 Biennial Budget Page 228 COMPARATIVE BUDGET CHANGES 2008 - 2012 GOLDEN DOWNTOWN GENERAL IMPROVEMENT DISTRICT FUND

AMENDED PROJECTED PROPOSED PROPOSED ACTUAL ACTUAL BUDGET ACTUAL BUDGET BUDGET DESCRIPTION 2008 2009 2010 2010 2011 2012

REVENUES:

Property Tax 22,239 21,119 26,200 26,200 27,865 28,000 Automobile Tax 3,003 2,752 2,930 2,930 2,959 2,989 Interest 2,204 528 157 157 216 405 Misc - - 3,150 3,150 3,150 3,150 Lease Rental ------Cash in Lieu of Parking 7,106 4,207 2,000 3,500 2,000 2,000

TOTAL REVENUES 34,552 28,606 34,437 35,937 36,190 36,544

OPERATING EXPENDITURES:

Repairs & Maintenance 2,700 2,700 2,700 2,700 2,700 2,700 Treasurer Fees 334 314 350 350 350 350 Professional Services ------GURA Parking Structure 2,940 4,162 2,000 1,151 2,000 2,000 Paving Project 85,582 - - - - - Parking Lot Rent 9,260 9,260 9,500 9,500 9,500 9,500 Bike Lockers/Racks --10,000 10,000 - - Insurance Premium 3,300 3,300 3,300 3,000 3,200 3,200

TOTAL EXPENDITURES 104,116 19,736 27,850 26,701 17,750 17,750

(Use)/Accumulation of Surplus Funds (69,564) 8,870 6,587 9,236 18,440 18,794

ENDING FUND BALANCE 1,719 10,589 17,176 19,825 38,265 57,059

City of Golden Page 229 2011/2012 Biennial Budget COMPARATIVE BUDGET CHANGES 2008 - 2012 CEMETERY PERPETUAL CARE FUND

AMENDED PROJECTED PROPOSED PROPOSED ACTUAL ACTUAL BUDGET ACTUAL BUDGET BUDGET DESCRIPTION 2008 2009 2010 2010 2011 2012

REVENUES:

Cemetery Perpetual Care Fees 39,780 43,815 48,900 48,400 49,389 49,883 Interest 43,793 42,245 71,600 24,000 16,635 25,707

TOTAL NEW REVENUES 83,573 86,060 120,500 72,400 66,024 75,590

EXPENDITURES:

Transfer to Cemetery Operations 25,000 15,000 15,000 15,000 15,000 15,000

TOTAL EXPENDITURES 25,000 15,000 15,000 15,000 15,000 15,000

(Use)/Accumulation of Surplus Funds 58,573 71,060 105,500 57,400 51,024 60,590

Ending Fund Balance 1,467,039 1,538,099 1,643,599 1,595,499 1,646,523 1,707,113

City of Golden 2011/2012 Biennial Budget Page 230 City of Golden, Colorado Demographic and Economic Statistics Last Nine Fiscal Years

Education Personal Level in Income Per Years of Fiscal (thousands Capita Median Formal School Unemployment Year Population of dollars) Income Age Schooling 1 Enrollment Rate

2001 17,331 669,566 38,634 37.25 13.67 3,175 4.90 2002 17,504 689,098 39,368 37.61 13.67 3,035 4.60 2003 17,679 703,643 39,801 37.95 13.67 2,930 5.80 2004 17,855 711,361 39,841 38.40 13.67 2,870 5.00 2005 18,034 738,294 40,939 38.60 13.67 2,842 5.10 2006 18,214 772,510 42,413 39.20 13.67 2,795 4.40 2007 17,906 776,153 43,346 39.40 13.67 2,933 3.90 2008 17,906 806,397 45,035 39.50 13.67 2,877 5.00 2009 17,965 803,826 44,744 39.70 13.67 2,882 7.90

1 Most recent information available is from the 2000 Census.

Source: 2000 Bureau of the Census City of Golden Colorado Department of Labor and Employment Jefferson County School District R-1

City of Golden Page 231 2011/2012 Biennial Budget City of Golden, Colorado Operating Indicators by Function/Program Last Nine Fiscal Years

2001 2002 2003 2004 2005 2006 2007 2008 2009 Function/Program

Police Physical arrests 1,742 1,166 1,618 1,607 1,968 1,756 1,367 1,300 1,205 Traffic violations 2,503 3,782 3,225 4,298 6,065 5,674 4,694 4,889 4,423 Parking violations 1,169 530 698 589 695 692 1,378 1,184 1,726

Fire Emergency responses 1,046 1,206 1,229 1,234 1,101 1,110 1,259 1,195 1,275 Inspections conducted 570 905 833 679 956 1,244 1,290 1,070 1,200

Parks and Recreation Community Center admissions 181,287 179,740 150,406 153,376 159,230 158,039 191,878 222,442 227,009 Golf Course rounds played3 - - 19,675 43,227 44,145 40,696 41,435 41,115 32,521 Aquatic Park admissions - 58,770 48,379 30,159 46,305 50,338 59,965 53,165 44,159 Cemetery plot sales 122 110 128 145 142 112 118 110 125 Cemetery plot opening/closings 130 149 163 158 147 146 147 149 158

Utilities1 Daily average consumption MGD2 4.07 3.83 3.56 3.41 3.15 2.61 3.27 3.53 3.00 Maximum daily capacity MGD2 10 15 15 15 15 15 13 13 13 New connections 136 140 80 62 72 41 42 36 18

Facilities and services not included in the reporting entity: Education: Number of elementary schools 222222222 Number of elementary instructors 48 70 64 65 56 55 50 55 50 Number of secondary schools 222222222 Number of secondary instructors 114 102 114 137 116 98 101 98 98 Number of universities 111111111

1 Coors Brewing Company provides wastewater treatment in exchange for water provided from the City 2 MGD - Millions of gallons per day 3 Total 18 hole equivalent rounds; 9 and 18 holes combined

Note: The City of Golden implemented GASB 34 as of December 31, 2001

Source: Various city departments

City of Golden 2011/2012 Biennial Budget Page 232 1

1 2 748 18 16 242 4 78 15 108 1 1 5 5 2 748 18

5022 5045 5279 5109 18 230 58 61 4 78 15 108 1 1 5 2 674 17 1 5,000 5,263 18 230 52 4 76 18 108 1 1 2 5 674 17 1 4,955 18 5,198 236 48 75 4 18 109 1 1 5 2 654 18 1 4,933 17 5,182 230 26 73 4 17 106 1 1 5 2 654 18 1 4,907 13 5,155 230 26 73 4 17 106 1 1 Last Nine Fiscal Years City of Golden, Colorado Capital Asset Statistics by Function/Program 5 2 649 16 1 4,851 13 5,093 230 26 73 4 15 105 1 1 2001 2002 2003 2004 2005 2006 2007 2008 2009 5 2 635 16 1 4,771 13 5,013 230 22 73 4 13 96 1 1 1 Tennis courts 5 Swimming pools 2 Park, trail and open space acreage 593 Parks 16 Community centers 1 Wastewater connections 4,658 Traffic Signals 13 Water connections 4,873 Street (miles) 230 Storm sewers (miles) 21 Sanitary sewer (miles) 72 Patrol Units 13 Water mains (miles) 96 Stations 1 No capital assets are available for general government function Water treatment plants 1 Coors Brewing Company provides wastewater treatment in exchange for water provided from the City Parks and Recreation Public Works Fire Stations 4 Function/Program Police Utilities Note: The City of Golden implemented GASB 34 as December 31, 2001 Source: Various city departments 1

City of Golden Page 233 2011/2012 Biennial Budget 2009 $ $ 5,385,593 8,944,193 2008 14,329,786 $ $ 5,928,670 8,573,901 2007 14,502,571 $ $ 5,497,506 7,758,698 2006 13,256,204 $ $ 5,157,219 7,355,145 2005 12,512,365 $ $ ing Soopers ent year top 5,054,400 7,053,390 2004 12,107,790 $ $ 5,152,792 6,569,202 2003 11,721,994 Last Nine Fiscal Years City of Golden, Colorado $ $ Principal Sales and Use Tax Payers 5,379,115 6,634,592 2002 12,013,707 $ $ 3,954,745 6,064,662 5,314,452 6,557,920 2001 10,019,407 11,872,372 $ $ 2 1, 2 2 ten filers are listed in alphabetical order as follows: Home Depot #1522, Jacobs Field Service N America, Jefferson County, K Kohl's Department Store, Miller Coors LLC, Safeway #322, Table Mountain Inn, Xcel Energy and Services. Excludes building use tax, audit revenue, penalties, interest and refunds Colorado State Statutes and City of Golden Ordinances prohibit disclosure individual sales tax returns, therefore the curr 1 2 Aggregate all other filers Note: The City of Golden implemented GASB 34 as December 31, 2001 Source: City of Golden Sales and Use Tax Reports Aggregate top ten filers Top ten filers as a percentage of total sales tax 39.47% 44.76% 44.77% 43.96% 41.75% 41.22% 41.47% 40.88% 37.58% Total sales and use tax

City of Golden 2011/2012 Biennial Budget Page 234 City of Golden, Colorado MISCELLANEOUS STATISTICS (UNAUDITED) December 31, 2011

Date of Incorporation 1871 Form of Government Council/Manager Estimated Population 18,026 Estimated Unemployment Rate 7.80% Estimated Per Capita Income* $43,910 Area in Square Miles 9.3 Bond Rating - Water Revenue Bonds Moody's - AAA - Sales and Use Tax Revenue Bonds Standard & Poor's – A+ Insured - Drainage Utility Bonds Standard & Poor's – AA- Insured City of Golden Facilities and Services Police Protection: Number of police personnel and officers 68 Number of patrol units 18 Fire Protection: Number of volunteer fire personnel and officers 84 Parks and Recreation: Trails (linear miles) 13

Water System: Daily average consumption in gallons 4.11 MGD Maximum daily capacity of plant in gallons 13 million

Sewage System: The Adolph Coors Company handles sewage treatment under contract with the City.

Facilities and Services not included in the reporting entity: Education: Number of elementary schools 2 Number of elementary school instructors 55 Number of secondary schools 2 Number of secondary school instructors 98 Number of universities 1

* Per Capita Income data specific to the City of Golden is from the 2000 Census; adjusted annually for inflation.

City of Golden Page 235 2011/2012 Biennial Budget Denver

Golden

Beautiful Golden is nestled in the foothills of the Rocky Mountains, west of the Denver metropolitan area.

City of Golden 2011/2012 Biennial Budget Page 236 Howdy Folks! & 50 ( -$0. 0-%&/ 8& WHERE THE WEST LIVES ith a population of just over 17,000 people, the City of Golden is a small and quiet town 8 nestled in the foothills of the Rocky Moun- tains. Just 20 minutes from the hustle and bustle of metropolitan Denver, unique geological features called the Table Mountains provide a natural buffer between Golden and urban sprawl to the east. This barrier has helped to insulate Golden, allowing it to retain its vibrant history. Golden served as the fi rst territorial capitol from 1862 to 1867, when Denver became the capital of Colorado. Many of the City’s buildings showcase Golden’s historic character and charm. Once such building is the Golden Armory at 13th and Arapahoe streets. Built in 1912 by the Colorado National Guard using more than 5,500 tons of cobblestone, it is the largest cobblestone building in the United States. Golden’s historic downtown provides a unique charm cherished by citizens and visitors alike. When you see the “Howdy Folks! Welcome to Golden, Housed in a building on the National Historic Where the West Lives” arch over Washington Av- Registry, Foothills Art Center is a premier art gal- enue (Golden’s main street), you’ll know you’re lery known throughout the region for its fi ne exhib- here. You can fi nd some of the fi nest restaurants, its of local and national artists’ paintings, sculptures hotels, and bed and breakfasts in the Front Range. and fi ne crafts. And the cultural, arts and history attractions can Also on the National Historic Registry is the keep you busy learning for hours. There is plenty of Astor House, which operates today as a museum shopping at the quaint stores that take you back to a in partnership with the Clear Creek History Park, simpler time when friendly courtesy and hospitality a living history park on the banks of Clear Creek. were the norm. The Astor House was the fi rst hotel built of stone Just off of Washington Avenue and north of the west of the Mississippi River. It has been beauti- downtown shopping district, Clear Creek runs fully restored with many of its original furnishings through Golden. The City designed and installed a and period pieces. And if history is your thing, the whitewater course enjoyed by citizens and visitors Golden Pioneer Museum houses and displays the from far and wide. The creek offers an opportunity archives of the City’s past. for those seeking adventure and sport, but also for Golden’s 18-hole municipal golf course has those who wish to unwind with a quiet walk or read- earned multiple top honors and awards since its ing a book on its banks. opening in 2003. It is the latest proud addition to the Golden is also home to the distinguished Colo- City’s Parks and Recreation amenities, including a rado School of Mines and its beautiful campus, just new water park, 12 community parks, a community a short walk from historic downtown. The school’s recreation center and countless trails. “M-blem” on the side of Mount Zion can be seen This is just a sampling of the spirit of from Interstate-70 and lights up the nights in Gold- Golden, Colorado. It’s yours to experience any en, reminding all that some of the state’s most tal- time you choose. For more information, visit ented students call Golden home. www.CityOfGolden.net or call 303-384-4000.

City of Golden Page 237 2011/2012 Biennial Budget

Golden's Water Treatment Plant: . . .

. . . is staffed 24 hours a day, 365 days a year. The plant operator receives 2,300 signals at the central processor every 3 to 5 seconds. These signals track the quantity and quality of the water and status of the pumps at the five different pumping stations.

. . . treats an average 3.4 million gallons of water a day, enough to flood 10 football fields one-foot deep in water every day!

. . . can pump up to 9,000 gallons per minute – enough to fill two large semi-tanker trucks every minute.

This may seem like a lot of water, but . . .

. . . peak summer usage is 7 million gallons per day.

. . . winter usage is 2.2 million including businesses or 127 gallons per person.

City of Golden 2011/2012 Biennial Budget Page 238 GLOSSARY

Appropriation Money set aside by formal action for a specific use.

Accrual Basis of Accounting Method of accounting that recognizes the financial effect of transactions, events, and interfund activities when they occur, regardless of the timing of related cash flows.

Balanced Budget A budget for which expenditures and ending fund balance are equal to net available resources (beginning fund balance plus revenues).

Basis of Accounting As per Generally Accepted Accounting Principals (GAAP), the modified accrual basis of accounting is used by all governmental fund types and agency funds (General fund, special revenue funds, capital projects funds, and trust funds). Under the modified accrual basis of accounting, revenues are recorded as collected unless susceptible to accrual, such as amounts measurable and available to finance the City's operations. “Available” means collectible within the current period or soon thereafter to be used to pay liabilities of the current period. Significant revenues, which are considered susceptible to accrual, include sales tax, utility franchise taxes, interest, and certain state and federal grant entitlements. Licenses, permits, fines and forfeitures, charges for services and miscellaneous revenue are recorded as revenues when received in cash because they are generally not measurable until actually received. Expenditures, other than debt service on long-term debts, are recorded when the liability is incurred.

The accrual basis of accounting is utilized by proprietary fund types (enterprise funds and internal service funds), pension trust funds and non- expendable trust funds. Under this basis of accounting, revenues are recognized when earned and expenses are recorded when liabilities are incurred. The City’s fiscal year ends on Dec. 31.

Basis of Budgeting Budgets for the General, Special Revenue and Capital Projects funds are prepared and adopted on a basis consistent with GAAP. Budgeting in the Enterprise and Internal Service funds are prepared and adopted on a basis consistent with GAAP, except that bond principal payments and capital improvements are treated as expenses. Budgetary considerations for Enterprise and Internal Service funds in this report are on this non-GAAP budgetary basis.

Budget A financial plan that estimates proposed expenditures for the following year along with proposed methods of financing them. The budget is considered in balance if available resources are equal to or greater than total appropriated expenditures. The budgetary legal level of control is at the fund level.

Budget Procedure Requirements of the Golden City Charter

Section 7.3 of the Golden City Charter says that the City Manager shall “cause a proposed budget to be prepared annually and submitted to the Council and be responsible for the administration of the budget after its adoption all in accordance with Chapter XI of this Charter.”

City of Golden Page 239 2011/2012 Biennial Budget This budget and the process for public hearing and Council adoption far exceed the requirements of Chapter XI. All of Council has copies of the Golden City Charter, and it is widely available for public review. Budget Procedure (cont.) Chapter XI provides for amendments of this Budget after adoption in Section 11.10.

Supplemental Appropriations If during the fiscal year the manager certifies that there are available for appropriation revenues in excess of those estimated in the budget, the Council by ordinance may make supplemental appropriations for the year up to the amount of such excess.

Emergency Appropriations To meet a public emergency affecting life, health, property or the public peace, the Council may make emergency appropriations. Such appropriations may be made by emergency ordinance in accordance with provisions of Section 5.11. To the extent that there are no available unappropriated revenues to meet such appropriations, the council may by emergency ordinance authorize the issuance of emergency notes, which may be renewed from time to time, but the emergency notes and renewals of any fiscal year shall be paid not later than the last day of the fiscal year next succeeding that in which the emergency appropriation was made.

Reduction of Appropriations If at any time during the fiscal year it appears probable to the manager that the revenues available will be insufficient to meet the amount appropriated, he shall report to the Council without delay, indicating the estimated amount of the deficit, any remedial action taken by him, and his recommendations as to any other 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 or more appropriations.

Transfer of Appropriations At any time during the fiscal year, the manager may transfer part or all of any unencumbered appropriation balance among programs within a department, office or agency and, upon written request by the manger, the Council may by resolution transfer part or all of any unencumbered appropriation balance from one department, office, agency or object to another.

Limitation – Effective Date No appropriation for debt service may be reduced or transferred, and no appropriation may be reduced below any amount required by law to be appropriated or by more than the amount of the unencumbered balance thereof. The supplemental and emergency appropriation and reduction or transfer of appropriations authorized by this section may be made effective immediately upon adoption.

City of Golden 2011/2012 Biennial Budget Page 240 Budgetary Legal Level of Control The legal level in which expenditures cannot exceed total appropriations. For the City of Golden, that is at the fund level.

Capital Expenditure Expenditures in excess of $5,000.00 for equipment or construction with a useful life greater than one year, which results in an addition to the City of Golden’s fixed assets.

Capital Improvement Plan (CIP) A plan of proposed capital outlays and the means of financing them for the next 10-year period. Required by Section 11.5 of the City Charter.

Carry-over Cash Also known as "cash surplus." This is the amount of money in a particular fund that is not reserved for designated expenditures and is available for spending in the following fiscal year. The City Charter requires that cash surplus be considered as anticipated revenue for the next year's budget, and is defined by the Charter as "the amount by which cash is expected to exceed current liabilities and encumbrances at the beginning of the ensuing fiscal year."

Citizens Budget Advisory A group of citizens and business owners in Golden, this Committee Committee (CBAC) functions to review current year revenues and expenditures, and then assists the City Manager and Finance Director on fiscal decisions by providing community input. The Committee meets monthly March through November. There is no formal ordinance or resolution establishing this committee, but it has functioned since 1992, with several members still on the Committee from its original inception.

Charter The City Charter is the basic underlying legal document for the City of Golden, and functions much like the Constitution does for the federal government. It was written in 1967 by 21 members elected to a Home Rule Charter Convention, and was voter-approved by the citizens of Golden on Nov. 7, 1967. The Charter provides the basic rules of operation that govern the City of Golden, and provisions within can only be changed by a vote of the citizenry.

Contingency A reserve for unanticipated expenditures. The Charter, in Section 11.4 c, requires that "a reasonable provision for contingencies which shall not be available for expenditures . . ." must be included in the budget. Appropriations during the year for contingencies must be provided by ordinance. Included is the 3% emergency reserve (required under the State’s TABOR Amendment) that can only be spent in accordance with the Colorado Constitution.

Drainage The collection and conveyance of stormwater from land throughout the City to the historical channels that transport it downstream to the Gulf of Mexico.

City of Golden Page 241 2011/2012 Biennial Budget Enterprise Fund There are three types of Enterprise Funds:

A fund established to account for operations financed and operated in a manner similar to private business enterprises, where the governing body intends that the cost of providing goods and/or services to the general public on a continuing basis will be primarily financed or recovered through user charges. The Water, Wastewater, and Drainage Utility Funds are run as independent business entities.

A fund established because the governing body has decided that periodic determination of revenues earned, expenses incurred and/or net income is appropriate for: capital maintenance, public policy, management control or other purposes. The City Council has decided that the Community Center and Cemetery Funds shall be run as Enterprise Funds for the purpose of public policy, management control and accountability.

Under the State’s TABOR Amendment, Enterprise Funds are only those which receive 90% of their operating revenues from user fees and that have the authority to issue debt. The City Council has determined that the Drainage Utility, Water Enterprise and Wastewater Enterprise funds meet these criteria and therefore, according to the TABOR Amendment, are not subject to its provision. In addition, the Colorado Supreme Court has determined that the Conservation Trust Fund is exempt from TABOR.

Expenditures Decreases in net financial resources. Expenditures include current operating expenses requiring the present or future use of net current assets, debt service and capital outlays.

Expenses Asset outflows or liability occurrences from goods delivery/production and/or services rendered.

Fund Liabilities are segregated in a fund to carry out specific activities in accordance with special regulations, restrictions and/or limitations.

Fund Balance The difference between fund assets and fund liabilities are similar to net worth in a private sector entity.

Any one of seven categories into which all funds are classified in Fund Type governmental accounting. The seven fund types are: general, special revenue, debt service, capital projects, enterprise, internal service, and trust and agency.

City of Golden 2011/2012 Biennial Budget Page 242 General Fund The fund used to account for financial resources (except those required to be accounted for in another fund or those that are accounted for in another fund) for management and control purposes. The General Fund is the basic operating fund of the government and includes Administration, Finance, Planning and Development, Parks and Recreation (except for the Community Center Fund and the Cemetery Fund), Police Department, Fire Department, and Public Works.

Governmental Funds Funds generally used to account for tax-supported activities. There are five different types of governmental funds: the general fund, special revenue funds, debt service funds, capital projects funds, and permanent funds.

Home Rule Limited autonomy in the organization or management of local affairs granted by the state to a county or municipality. Home Rule entities are exempt from some forms of state supervision, mainly in the area of finance.

Internal Service Fund A fund used to account for the financing of goods or services provided by one department or agency to other departments or agencies on a cost reimbursement basis. Golden's internal service funds are the IT Fund, the Fleet Maintenance Fund, the Insurance and Bond Fund, the Workers' Compensation-Unemployment Insurance Fund, and the Medical Benefit Fund.

L.E.A.F. Law Enforcement Assistance Fund. A state grant program funded by fines levied against those convicted of Driving Under the Influence or Driving While Ability Impaired (D.U.I./D.W.A.I.). Money is provided from the state to local governments for purposes of reducing the number of intoxicated drivers on the road.

Levy The total amount of taxes, special assessments or service charges imposed by a government.

IT Information Technology Fund. This is the Internal Service Fund that buys the software and data-processing systems and equipment for the City.

Mill A rate of tax. Results in $1 of revenue for every $1,000 of assessed valuation. 1/1000th's of $1 of assessed value.

Modified Accrual Accounting An accounting method where revenues are recognized in the accounting period in which they become available and measurable and expenditures are recognized in the accounting period in which the fund liability is incurred, if measurable.

Net Available Resources Beginning fund balance plus revenues.

Open Space Also called Jeffco Open Space. This program is funded by a ¼-cent sales tax collected countywide and administered by Jefferson County. The money is used to purchase and maintain open space areas

City of Golden Page 243 2011/2012 Biennial Budget throughout the County. A certain proportion of the money is shared with local governments.

Proprietary Funds Funds that focus on the determination of operating income, changes in net assets (or cost recovery), financial position, and cash flows. There are two different types of proprietary funds: enterprise funds and internal service funds.

R & M Repair and Maintenance costs.

Revenues 1. Increases in the net current assets from other than expenditure refunds and residual equity transfers.

2. Revenues as defined under the State’s TABOR Amendment; different than revenues considered for accounting purposes.

3. Revenues under TABOR are all those actually received in cash during a fiscal year.

Supplemental Appropriation If during the fiscal year the manager certifies that there are available for appropriation revenues in excess of those estimated in the Budget, the City Council by ordinance may make supplemental appropriations for the year up to the amount of such excess, which would amend the Adopted Budget.

Thornton Water Option In 1988, the City entered into a joint settlement (known as the "Cosmic Agreement") with five other jurisdictions to settle 33 different water rights cases. The City has the right each year to lease up to 900-acre feet for its own use. During 2002, the City executed the escalation factor in the Thornton Lease and acquired the remaining 300 acre-feet of water for $2,740,000.

TABOR The Taxpayers Bill of Rights. Nickname of TABOR for a citizen- initiated amendment to the Colorado Constitution that severely limits governments’ ability to collect increase in tax revenue. The citizens of Golden voted to exercise the amendment provision to “opt-out” of most of TABOR’s restrictions.

Working Capital Net available resources

City of Golden 2011/2012 Biennial Budget Page 244 City of Golden Page 245 2011/2012 Biennial Budget City of Golden 2011/2012 Biennial Budget Page 246 City of Golden Page 247 2011/2012 Biennial Budget City of Golden 2011/2012 Biennial Budget Page 248 City of Golden Page 249 2011/2012 Biennial Budget City of Golden 2011/2012 Biennial Budget Page 250 City of Golden Page 251 2011/2012 Biennial Budget City of Golden 2011/2012 Biennial Budget Page 252 City of Golden Page 253 2011/2012 Biennial Budget City of Golden 2011/2012 Biennial Budget Page 254 City of Golden Page 255 2011/2012 Biennial Budget City of Golden 2011/2012 Biennial Budget Page 256 City of Golden Page 257 2011/2012 Biennial Budget City of Golden 2011/2012 Biennial Budget Page 258 City of Golden Page 259 2011/2012 Biennial Budget City of Golden Debt Management Policy

Effective September 22, 2005

Purpose

This policy establishes appropriate uses of debt, establishes formal debt management practices to ensure that the City maintains a strong credit profile, and applies these practices as a functional tool for short-term and long-term debt management.

This policy establishes the following goals:

1. Debt should be considered the funding source of last resort. 2. Maintain or improve the City’s overall financial condition by maintaining low debt levels as appropriate. 3. Attain and retain the highest possible credit rating for each debt issue. 4. Minimize debt interest costs. 5. Assess all, including new and innovative, financing alternatives, to also include debt avoidance through grant programs or private/public cooperation. 6. Should not exceed industry standards in total debt per capita ratios, including overlapping debt. 7. Use the most cost effective financing option for capital assets with substantial economic life. 8. Finance routine infrastructure replacement programs on a pay-as-you-go basis, not via debt issuance. 9. Debt issuances should be anticipated through the 10-year Capital Improvement Program (CIP) so that adequate time exists to examine alternatives and to comply with legal constraints and election provisions. 10. The use of enterprise debt is preferred over general obligation debt when appropriate and cost effective. The analysis of enterprise bond issues must include an estimate of the impact, if any, on rates, fees, and charges. 11. Maintain an adequate ratio between cash funding of capital improvements and debt within the CIP. 12. The impact on operating costs should be considered and accounted for prior to issuing debt for a capital need. 13. At least 50% of the principal amount should be retired in the first ten years of the issue unless the debt is structured to allow for level annual payments (including interest). 14. Debt should be issued only in the amount specified or budgeted for specifically identified projects.

Legal Provisions/Constraints on the Issuance of Debt

Authority to issue debt comes from the City’s Home Rule Charter. Legal provisions/constraints exist for City debt issuance in the City’s Charter, the Taxpayer Bill of Rights (TABOR) amendment to the Colorado Constitution, and other Colorado law and court decisions.

City of Golden 2011/2012 Biennial Budget Page 260 Per Section 12 of the Charter for the City of Golden, the City may borrow money and issue the following types of debt:

1. Short-term notes 2. General obligation bonds and other like securities 3. Revenue bonds and other like securities 4. Local improvement bonds and other like securities

Section 12 of the Charter discusses the types of debt in more detail as summarized below:

1. Short-term notes will mature before the end of the calendar year in which they are issued. Authorization to issue short-term notes in anticipation of tax revenue or other revenue occurs with an affirmative vote of the majority of City Council.

2. General obligation bonds shall be approved by a vote of the taxpaying electors.

3. Revenue bonds or other debt instruments may be issued by majority vote of City Council for constructing, improving, condemning, or otherwise acquiring or extending water, electric, gas, or sewer system, or other public utility or other income-producing project provided that the bonds or other obligations are payable from the net revenues derived from the operation of the system/project.

4. City Council may authorize without an election issuance of refunding bonds or like securities at a lower interest rate.

5. There are no established limitations as to the amount of bonds that may be issued by the City.

6. Special or local improvement district bond issuance may be initiated by order of City Council or on a petition by the owners of more than 50% of the area of the proposed district. (Note that this Charter provision is also subject to requirements of TABOR.)

Certain provisions of TABOR address the issuance of debt. A summary of those provisions is provided below:

1. All multiple-year debt shall first be approved by the City’s taxpaying electorate unless it is issued for a TABOR defined government enterprise or refinances bonded debt at a lower interest rate or sufficient cash reserves are pledged irrevocably for all future payments. (Enterprises for the City of Golden include the Water Fund, Wastewater Fund, Drainage Utility Fund, and Fossil Trace Golf Course Fund.)

2. Bonded debt ballot measures shall specify the debt’s principal amount and maximum annual and total repayment cost, the principal balance of total current bonded debt and its maximum annual and remaining total repayment cost.

3. Debt elections can only occur in a State general election, biennial local City election, or on the first Tuesday after the first Monday in November of odd-numbered years.

City of Golden Page 261 2011/2012 Biennial Budget Colorado law and recent court decisions provide that operating leases, lease-purchases, and Certificates of Participation, that are subject to annual appropriation, are not considered multiple-year debt and are not subject to TABOR election requirements.

Debt Structure and Restrictions

Types of debt issued

The City may issue both short term and long term debt, including, but not limited to the following:

1. Short term: Tax, grant, fee, or bond anticipation notes; commercial paper; or variable rate demand notes may be issued when such instruments allow the City to meet its cash flow requirements or provide increased flexibility in its financing program. No maturity of any such issue shall extend beyond December 31 of the year in which it is issued.

2. Long-term: The City may issue general obligation bonds, certificates of participation, special assessment bonds, self-liquidating and double barreled bonds. The City may also enter into long-term leases for public facilities, property and equipment for a period not to exceed the useful life of the asset being financed.

Useful life of financed asset and maturity of debt issue

No bonds or certificates of participation shall be issued for an asset with a useful life of less than ten years. Leases may be entered into for assets with useful lives of three years or more. The duration of a debt issue shall not exceed the useful life of the financed asset. The financing schedule and repayment of debt shall be timed to take advantage of market conditions and, as practical, to maximize its credit capacity for future use.

Sale of securities

Debt issues may be sold either through a negotiated sale or a competitive bid process depending on which is likely to yield the best results for the City.

Credit enhancements

The City may enter into agreements with commercial banks, insurance companies, or other financial entities for the purpose of acquiring letters of credit, municipal bond insurance, or other credit enhancements that will provide the City with access to credit when its use is judged cost-effective or otherwise advantageous.

Call provisions

Bond calls should be as short as possible consistent with the goal of minimizing interest costs. Call premiums should reflect the true economic cost of calling the securities.

City of Golden 2011/2012 Biennial Budget Page 262 Financing replacement infrastructure

Long-term debt issuance shall not be used to finance ongoing replacement of infrastructure. Such financing shall be provided through adequate cash funding in the capital budget each year.

Leases

Operating leases for capital equipment are appropriate when circumstances dictate that owning the equipment is not in the best interests of the City or if cash flow projections indicate that buying outright causes City cash balances to go below acceptable levels.

Lease/Purchase agreements for capital assets which mature in less than ten years shall not be allowed unless the City’s expected interest earnings rate on investments exceeds the lease effective interest rate for the duration of the lease or unless cash flow projections indicate that buying outright causes City cash balances to go below acceptable levels.

General operating costs

No general operating costs may be financed through long-term debt. General operation costs include, but are not limited to, those items normally funded in the City’s annual operation budget and having a useful life of less than one year.

Enterprise debt affordability target

In general, revenue bonds or other debt instrument should not be issued for a City enterprise fund if the issuance causes fees for services to exceed 125% of the average Denver metro rate for the service provided unless reason for the debt is deemed necessary for the health, safety, or welfare of the citizens of Golden. Enterprise fund debt shall be paid exclusively through enterprise activity revenues.

Overlapping debt affordability target

Non-enterprise general obligation (G.O.) long-term debt should not be issued if, when combined with overlapping G.O. debt from other entities, it places an excessive burden on the citizenry. Overlapping non-enterprise G.O. debt exceeding $2,500 per capita or 8% of the assessor’s market valuation should be used as a guideline when evaluating the issuance of new debt.

Amount of issue

The debt issue shall be sized appropriately for the project being financed. Consideration should be given to the exceptions to arbitrage calculation requirements, the market advantages of issuing bank qualified debt, and the possibility of issuing the debt in several series’ for multi-year projects. In determining the minimum debt issuance, Council shall review related costs of issuance to see if debt is the most cost-effective financing mechanism.

City of Golden Page 263 2011/2012 Biennial Budget Certificates of Participation (COP’s)

COP’s are documents that act like bonds but are structured more like leases. The security for the COP’s are typically a pledge of assets being financed and the City’s intent to make the necessary annual appropriations during the term of the lease agreement. No pledge of full faith and credit of the City is made. Consequently, the obligation of the City to make basic rental payments does not constitute an indebtedness of the City. City Council may authorize the issuance of COP’s. A vote of the electorate is not required.

Debt Administration

The City shall prepare appropriate disclosures as required by the law or regulation of an agency with supervision over the disclosure. Additionally, the City shall meet the highest ethical and professional standards regarding disclosure.

The Director of Finance/Treasurer shall administer and coordinate the City’s debt issuance program and activities, including time of issuance, method of sale, structuring the issue, and marketing strategies for the purpose of making recommendations to the City Manager and City Council. Outside professionals (including Bond Counsel, Financial Advisors, and Arbitrage Specialists) may be utilized to assist in this process.

The City shall maintain effective relations with the rating agencies and the investment community through the annual distribution of financial reports and other appropriate information upon request.

The City shall consider refunding outstanding debt when legally permissible and financially advantageous. A net present value debt service savings of at least five percent or greater should be achieved.

The City shall actively manage the proceeds of debt issued for public purposes in a manner that is consistent with its investment policy. The management of the debt proceeds shall enable the City to respond to changes in markets or changes in payment or construction schedules so as to (i) minimize risk, (ii) ensure liquidity, and (iii) optimize returns. Most crucially, the City shall ensure that the project financed by debt is completed in a timely manner.

The City shall maintain a system of accounting to calculate bond investment arbitrage earnings in accordance with the Tax Reform Act of 1986. Such amounts, if any, shall be calculated annually and transferred to a federal arbitrage rebate agency fund for eventual payment to the United States Treasury.

Debt service coverage ratios shall be maintained through ongoing cost of service studies to determine adequate user rate changes.

City of Golden 2011/2012 Biennial Budget Page 264 City of Golden Page 265 2011/2012 Biennial Budget City of Golden 2011/2012 Biennial Budget Page 266 City of Golden Page 267 2011/2012 Biennial Budget City of Golden 2009/2010 Biennial Budget Page 268 FINANCIAL TREND MONITORING SYSTEM

CITY OF GOLDEN

AN EVALUATION OF FINANCIAL TRENDS 2005 - 2009

Prepared by

The Finance Department

City of Golden Page 269 2011/2012 Biennial Budget CITY OF GOLDEN AN EVALUATION OF FINANCIAL TRENDS 2005 - 2009

Table of Contents

Page Number

SUMMARY ...... 272

INTRODUCTION

Financial Condition ...... 274 How to Use This Report ...... 275 Methodology ...... 275 Definitions ...... 276

TREND EVALUATIONS BY FACTOR

Revenues ...... 278 Expenditures ...... 286 Operating Position ...... 290 Debt Indicators ...... 300 Unfunded Liabilities ...... 304 Capital Plant ...... 308 Local Economic and Demographic Characteristics ...... 313

City of Golden 2011/2012 Biennial Budget Page 270 LIST OF INDICATORS

Factor Indicator Page

Revenues Revenues Per Capita ...... 279 Property Tax Revenues ...... 280 Intergovernmental Revenues ...... 281 Elastic Tax Revenues ...... 282 One-Time Revenues ...... 283 Restricted Operating Revenues ...... 284 Revenue Surplus (Shortfalls) ...... 285

Expenditures Expenditures Per Capita...... 287 Employees Per 1,000 Citizens ...... 288 Employee Benefits ...... 289

Operating Position Operating Revenues Over (Under) Expenditures ...... 292 Fund Balances ...... 293 Liquidity ...... 294 Utility Operations - Income and Losses ...... 295 Community Center Operations - Income and Losses ...... 296 Cemetery Operations - Income and Losses ...... 297 Splash Operations – Income and Losses …………………….. 298 Golf Course Operations – Income and Losses …………….. .. 299

Debt Indicators Current Liabilities ...... 301 Combined Long-Term (Overlapping) Debt ...... 302 Debt Service ...... 303

Unfunded Liabilities Unfunded Pension Liability and Pension Assets (Volunteer Firefighters’ Pension) ...... 305 Accumulated Employee Leave ...... 306 Pension Plan Assets (Volunteer Firefighters’ Pension) ...... 307

Capital Plant Capital Equipment Outlay ...... 309 Depreciation – Governmental and Business ...... 310 Type Activities Infrastructure Replacement ...... 311

Local Economic and Median Age ...... 314 Demographic Property Value ...... 315 Characteristics Employment Base ...... 316 Business Activity ...... 317 Population ...... 318

City of Golden Page 271 2011/2012 Biennial Budget SUMMARY

As part of the annual budget review and process, the City has prepared an historic evaluation of the financial condition of the City. This evaluation organizes the numerous factors that affect the City’s financial condition into identifiable trends that can be monitored. Analysis of positive and negative trends allows the City to make informed plans and recommendations.

Methodology:

Financial condition is defined as the ability of the City to fund the services required both now and in the future. Services are costs essential to maintaining the quality desired and required for the health, safety and general welfare of the citizens. The City uses the Financial Trend Monitoring System developed specifically for local governments by the International City/County Management Association (ICMA) as the foundation for this analysis.

This analysis is developed around seven major factors, each having measurable financial condition indicators:

Factors

„ Revenues „ Expenditures „ Operating Position „ Debt Indicators „ Unfunded Liabilities „ Capital Plant „ Local Economic and Demographic Characteristics

For each factor, the quantifiable indicators of the level of solvency are identified, graphed and the trend analyzed. To assist in understanding the detailed information, the definitions included in the introductory section should be reviewed.

Analysis:

In 2009, the national, state, and many local economies continued to feel the impacts of the stock market declines, banking problems, home foreclosures and rising unemployment issues that began in 2008. The impacts of the current economy on the City were minimal in 2008, but were more pronounced in 2009. Many revenue sources declined in 2009. In most areas, departments were able to reduce expenditures to keep in line with the reduced revenues. The City also instituted a soft hiring freeze to help keep costs down. As a result, most trends stayed fairly consistent for 2009. As could be expected, certain trends showed a downturn in 2009, such as a decline in Elastic Tax Revenues, increased use of One Time Revenues, a decline in the amount of Revenue Surplus and Operating Surplus, and the status of the Volunteer Firefighters Pension. These areas bear watching, but none are a major cause of concern unless the 2009 trend continues over the next few years.

The one area that warrants the most attention and follow-up is the Operations Income and Loss trend for the Wastewater Fund. This trend has been negative for four consecutive years and needs to be addressed.

Over the years, the City’s revenues have been buffered by its diverse sales and use tax base. New commercial and industrial construction and a strong housing market provide for a strong property tax base. On the expense side, increasing operational costs and upward pressures on wages and benefits, especially health insurance, have been the most significant impact to the City’s budget.

Inflation was actually negative in 2009 and continues to be relatively low overall. Fuel costs seemed to stabilize in 2009 after a couple years of volatility. Interest rates remain at historic lows. And the stock market continues to fluctuate on a regular basis.

City of Golden 2011/2012 Biennial Budget Page 272 The following provides additional analysis and summary of some of the specific trend areas for the City:

„ Revenues

Certain revenues continued to remain strong through 2009, while others saw various levels of decline. Sales and use taxes were hit the hardest in 2009, with sales tax down 6.9% and use tax down 8.3% compared to 2008. The City collected over $2.1 million in audit revenue in 2009, putting overall sales and use tax revenue up 1.8% compared to 2008, but impacting the Elastic Tax Revenue and One Time Revenue trend analyses. For 2010, year-to-date sales tax revenues are up 2.9% compared to 2009 and are at 99.2% of budget. Sales and activity within the Downtown area continue to be strong, and are ahead of 2009 levels. For the future, new construction has made additional retail locations available downtown and at other commercial areas within the City. Pro-active marketing efforts continue to highlight the City and generate interest in Golden businesses, particularly in the downtown area.

„ Expenditures

Expenditures have been increasing over the past several years as the City’s boundaries grow outside of its central core, service needs increase, and outside pressures on costs climb. Both salaries and benefits continue to experience upward pressure in order for the City to recruit and retain quality employees. Health care and the related cost of insurance have, and are expected to continue to increase. For 2009, the City was again able to keep those increases to a minimum.

Also included in expenditures are economic incentive payments to certain businesses. However, the revenues generated from these businesses more than offset the incentives. The incentive payouts decreased significantly in 2006 as the incentives for Kohl’s and Home Depot were completed. The remaining large incentive for the Golden Town Center expired in 2009.

Given the current decreases in revenues, the City must continue to address expenditures to keep them in line with the anticipated revenues. The soft hiring freeze, delays in certain capital equipment replacements, and other short term cuts to expenditures were effective in 2009, but more sustainable adjustments to expenditures will need to be implemented going forward.

„ Operating Position

The health of the City’s operating position in the General Fund is reflected in the indicators. The Fund consistently shows an operating surplus, with any deficits (although none in this five year period) planned and budgeted for. Fund balances and liquidity ratios continue to be at the high end of acceptable levels. As previously mentioned, the operating position of Wastewater Fund needs to be addressed.

„ Debt Indicators

In 2001, the City refinanced outstanding Sales/Use Tax Revenue Bonds and issued $29 million in new voter-approved revenue bonds for the construction of the Fossil Trace Golf Club, The Splash Aquatic Park, acquisition of Open Space lands, and other recreational facilities. The bonds are fully insured and are pledged against sales/use tax revenues. In 2006, Certificates of Participation were issued to finance the construction of a new Shops Facility and assist in the reconstruction of Fire Station #1. Sales and use tax revenues dedicated to capital improvements (accounted for in the Sales and Use Tax Capital Improvement Fund) are budgeted to make the annual debt service payments. The City does not have any debt that is to be repaid from property tax or other general funds of the City.

„ Unfunded Liabilities

The Volunteer Firefighters’ Pension Fund actuarial study as of January 1, 2009 has indicated that the current level of contributions is not adequate to support the plan. Market impacts in 2008 have reduced the plan assets significantly. The increase in the number of volunteers has also had a negative impact on the actuarial study, even though fewer volunteers stay with the department long enough to vest in the plan. Improvements in the market in 2009 should have a positive impact on the 2011 actuarial study.

City of Golden Page 273 2011/2012 Biennial Budget „ Capital Equipment

Expenditures in Public Safety and Public Works over the past several years have made significant progress in maintaining, replacing and upgrading infrastructure, buildings and equipment. Fleet, Information Technologies, Streets, and Utilities all have standard maintenance and replacement schedules. Larger projects are laid out in the 10-Year Capital Improvement Plan.

„ Local Economic and Demographic Characteristics

Golden continues to enjoy a strong local housing market, with stable and predictable population growth due to the citizen-initiated 1% residential growth limit. The demand for new single family permits has slowed, as has new construction. Unemployment had been dropping since 2003, but increased in 2008 and 2009. Indicators show that the economy is stabilizing in many key areas and is showing signs of improvement in certain retail sectors.

INTRODUCTION

This report provides analytical information on the City of Golden. It is prepared in accordance with the Financial Trend Monitoring System (FTMS) developed by the International City/County Management Association (ICMA). Generally accepted government accounting standards were followed for the data presented in this report.

The FTMS was developed by the ICMA with assistance from representatives of more than 30 state and local jurisdictions. The FTMS identifies and organizes factors that affect financial condition so they can be evaluated. Data is collected from the City's annual financial reports, budgets, local population and other demographic information. The FTMS provides for consistent reporting and display of the information to permit the analysis of historical trends.

The system incorporates the major financial indicators used by national bond-rating organizations to evaluate the City's credit-worthiness. The FTMS identifies more than 30 measures or indicators of financial condition. Tracking the indicators over a number of years offers a way to quantify and evaluate a government's financial condition and identify strengths and potential problem areas. The indicators can be used as early warning signs when certain trends are apparent.

FINANCIAL CONDITION

Sound financial condition encompasses four measures of solvency: cash, budgetary, long-term and service-level.

„ Cash solvency is the ability of a government to generate sufficient cash over a 30 to 90 day period to pay its bills.

„ Budgetary solvency is the ability to generate enough revenues during the budget year to meet expenditures and not incur deficits.

„ Long-term solvency is the ability to pay not only the costs of doing business in the current year, but also those that will come due in future years (i.e., accrued employee leave, pension costs).

„ Service-level solvency is the ability to provide service at the level and quality desired by citizens and required for the health, safety and welfare of the community.

The solvency or sound financial condition of the government depends on the organization's ability to balance the demands for service with its available financial resources.

Monitoring financial condition allows managers to identify existing and emerging financial problems and develop solutions in a timely manner. Effective monitoring can also provide additional information for the annual budget process, give City Council a wider context for decision-making and establish a starting point for setting financial policies. The FTMS is just one tool to accomplish financial monitoring.

City of Golden 2011/2012 Biennial Budget Page 274 HOW TO USE THIS REPORT

The report is divided into seven sections, one for each major financial condition factor:

„ Revenues „ Expenditures „ Operating Position „ Debt Indicators „ Unfunded Liabilities „ Capital Plant „ Local Economic and Demographic Characteristics

Each section contains quantifiable indicators that are used to analyze the factor. The format of the analysis of each indicator is as follows:

„ Formula for computing the indicator „ Yearly graphic and chart representations of the indicator’s trend „ Indicator warning trends „ General description of how the indicator is used to measure financial condition „ Commentary on the City of Golden indicators „ Analysis of the indicator trends for the City of Golden

METHODOLOGY

The objective of the review is to evaluate the financial condition of the City of Golden for the past five years. The analysis is based on the City's Comprehensive Annual Financial Report (CAFR), revenue and expenditure reporting, statistical/demographic data, payroll records and other subsidiary records. The Public Works Department provided capital plant measurements, and the Planning and Development Department provided input on demographic and socio-economic data.

When required for analysis, indicators were expressed in constant dollars based upon the Denver- Boulder Consumer Price Index for All Urban Consumers.

The FTMS excludes Enterprise and Internal Service Funds from its definition of operating revenues and expenditures, as well as revenues dedicated to specific types of capital improvements. The following funds are excluded, except when otherwise stated: Water, Wastewater, Drainage, Community Center, Cemetery, The Splash Aquatic Park, Fossil Trace Golf Club, Rooney Road Sports Complex, Fleet, Information Technology, Insurance Fund, Medical Benefits Fund, Worker’s Compensation Fund and Capital Projects Funds.

City of Golden Page 275 2011/2012 Biennial Budget DEFINITIONS

The terminology defined below is used consistently throughout this document. Reviewing definitions prior to analysis will make the report easier to understand.

REVENUES

„ General Fund Revenues

The General Fund is used to account for most of the government’s activities, including Police, Fire, Administration, Public Works, Streets, Municipal Court and Parks. General Fund revenues are those which are collected for unspecified uses including, but not limited to, two cents of the three cent sales/use tax, property taxes, and building use tax and permit fees.

„ Net Operating Revenues

Included are general fund revenues from property and sales/use taxes, franchise fees, administrative service fees, campground fees and other user fees (not including community center and water/wastewater enterprise fund fees which are looked at individually by fund). Also included are various intergovernmental revenues.

„ Intergovernmental Revenue

Subset of net operating revenues. Includes County and State collected shared revenues as well as grant monies received from other governmental agencies.

„ Restricted Operating Revenues

Includes general fund grant monies and funds set aside for specific capital projects.

„ Elastic Tax Revenues

Includes general fund sales and non-building use tax revenues.

„ One-Time Revenues

Includes all grants, and certain General Fund revenues over a base amount (sales/use tax, building permits/fees, building use tax, audit assessments).

EXPENDITURES

„ Net Operating Expenditures

Includes salaries and wages, fringe benefits, operating costs, and machinery and equipment purchased by the General Fund.

„ Fringe Benefit Expenditures

Includes General Fund vacation/sick accruals, insurance, disability and education expenditures.

City of Golden 2011/2012 Biennial Budget Page 276 „ Capital Equipment Outlay

Includes machinery and equipment purchased for the general government operations, primarily with General Fund dollars.

OPERATING POSITION

„ General Fund Operating Surplus (Deficit)

General Fund gross revenues less expenditures including transfers to/from other funds.

„ Enterprise Operations Income and Loss

Enterprise funds for the City include the Community Center, Water, Wastewater, Drainage Services, Cemetery Operations, The Splash Aquatic Park, and Fossil Trace Golf Club. Income includes charges for services and user fees. Depreciation is included as an expense since costs of replacement should be accounted for in user charges and fees.

DEBT LEVELS

„ Current Liabilities

Includes General Fund accounts payable and accrued liabilities for amounts to be paid within the current calendar year.

„ Net Direct Debt Service

Includes principal and interest payments on the sales and use tax revenue bonds.

UNFUNDED LIABILITIES

„ Unfunded Pension Plan Liability

Calculated as the net of the amount available in the plan for benefit distribution and the total obligation to be paid as determined by actuarial calculations.

City of Golden Page 277 2011/2012 Biennial Budget TREND EVALUATION: REVENUES

SUMMARY

Revenues determine the capacity of the City to provide services. Important issues to consider in revenue analysis are growth, flexibility, elasticity, dependability, diversity and administration. Under ideal conditions, revenues would be growing at a rate equal to or greater than the combined effects of inflation and expenditures. Revenues would be sufficiently flexible (free from spending restrictions) to allow adjustments to changing conditions. Revenues would be balanced between elastic and inelastic in relation to inflation and the economic base; that is, some would grow with inflation and the economic base and others would remain relatively constant. Revenue sources would be diversified--not overly dependent on residential, commercial, industrial land uses, or on external funding sources such as federal grants or discretionary State aid. User fees would be regularly evaluated to cover cost increases.

Analyzing revenue structure will help to identify the following types of problems:

„ Deterioration of the revenue base „ Practices or policies that may adversely affect revenue yields „ Lack of cost controls, or poor revenue-estimating practices „ Inefficiency in the collection and administration of revenues „ Over dependence on obsolete or intergovernmental revenue sources „ User fees that are not covering the cost of services „ Changes in the tax burden on various segments of the population

INDICATORS

„ Revenues Per Capita „ Property Tax Revenues „ Intergovernmental Revenues „ Elastic Tax Revenues „ One-Time Revenues „ Restricted Operating Revenues „ Revenue Surplus (Shortfalls)

City of Golden 2011/2012 Biennial Budget Page 278 Revenues per Capita RevenuesperCapita $2,000

Warning Trend: $1,500 Decreasing Net Operating Revenues per Capita (constant dollars) $1,000

$500 Formula: Net Operating Revenues (constant dollars) $0 Population 2005 2006 2007 2008 2009 FiscalYear

Fiscal year: 2005 2006 2007 2008 2009 Net Operating Revenues * 23,275,000 24,254,000 25,705,000 26,725,000 26,680,000 Consumer Price Index 190.9 197.7 202.0 209.9 208.5 Net Operating Revenues (constant dollars) 22,601,000 23,420,000 24,292,000 24,306,000 24,428,000 Population 17,861 17,863 17,906 17,906 17,965 Net Operating Revenues per Capita (constant dollars) 1,265 1,311 1,357 1,357 1,360

* Operating revenues : general fund revenues, including carryover cash, plus operating transfers from other funds.

Description: Examining per capita revenues shows changes in revenues relative to changes in population size and rate of inflation. As population increases, it might be expected that revenues and the need for services would increase proportionately and therefore that the level of per capita revenues would remain at least constant in real terms. If per capita revenues are decreasing, the government may be unable to maintain existing service levels unless it finds new revenue sources or increases productivity. This reasoning assumes that the cost of services is directly related to population size.

Commentary: Operating revenues consist of amounts received in the General Fund from property taxes, sales and use taxes, fire contract fees, recreation fees, fines & forfeitures, license & permit fees, utility administration fee, state-shared revenue, county-shared revenue, interest and unexpended cash (carryover cash) brought forward from the prior year. They are used for on-going City services such as fire, police, public works, streets, parks, planning and central administration. The City also transfers a significant amount of General Fund Revenues to the Capital Improvements Fund. Revenues from enterprise operations such as water and sewer services are excluded.

Decreasing operating revenues per capita may reduce a government's ability to maintain existing service levels. Therefore, decreases are a warning trend for this indicator.

Analysis: Net Operating Revenues declined slightly in 2009 after having grown each of the past 4 years. Property tax and sales & use tax audit revenue increased in 2009 to help offset declines in most other revenue areas. Carryover cash also increased slightly in 2009.

The population estimates were revised by the Planning Department in 2006 and are updated annually. Minimal new construction in 2009 resulted in a small increase in the population estimate.

The decrease in the 2009 CPI caused a slight increase in revenue per capita.

For 2010, Net Operating Revenues are anticipated maintain 2009 levels. With some new residential construction occurring, the revenue per capita is expected to decline slightly. Looking at 2011 and beyond, the prospect of additional retail in newly created retail areas downtown, at Interplaza, and at Gateway Village should help the trend.

City of Golden Page 279 2011/2012 Biennial Budget Property T ax Revenues PropertyTaxRevenuesConstantDollars

Warning Trend: $4,200,000 Decline in Property Tax Revenues (constant dollars) $2,800,000

$1,400,000 Formula: Property Tax Revenues $0 (constant dollars) 2005 2006 2007 2008 2009 Fiscalyear

Fiscal year: 2005 2006 2007 2008 2009 Property Tax Revenues 3,700,000 3,928,000 3,935,000 4,312,000 4,487,000 Consumer Price Index 190.9 197.7 202.0 209.9 208.5 Prope rty T a x R e ve nue s (consta nt dolla rs) 3,700,000 3,793,000 3,719,000 3,922,000 4,108,000

Description: Property Tax Revenues should be considered separately from other revenues, because most local governments rely heavily on them. A decline or a diminished growth rate in property taxes can have a number of causes. First, it may reflect an overall decline in property values resulting from the aging of buildings; a decline in local economic health; or a decline in total number of households, which can depress the housing market. Second, it may result from unwilling default on property taxes by property owners. Third, it may result from inefficient assessment or appraisal. Finally, a decline can be caused by deliberate default by property owners, who realize that delinquency penalties are less than short-run interest rates and that nonpayment is therefore an economical way to borrow money.

Commentary: Property taxes are paid on the assessed values of real, personal and utility property. City property taxes are generated by a mill levy which supports on-going General Fund services and transfers to Capital Programs. The mill levy has remained constant since 1992. Taxes levied for repayment of Golden Downtown General Improvement District (GDGID) debt for public parking lot purchases are excluded from this analysis.

The Colorado Constitution via the Taxpayer Bill of Rights amendment (TABOR) does not allow a mill levy increase without an affirmative vote of the electorate in Golden. Golden taxpayers have paid $12.34 per $1,000 of assessed value each year since 1992.

Decreasing Property Tax Revenues (when expressed in constant dollars) constitute a warning trend.

Analysis: The health of the local housing market is indicated by the increasing assessed valuations and related property tax revenues over the last few years. Golden's one percent growth limit continues to keep demand for residential property in excess of supply.

The slight decline in constant dollar revenues in odd numbered years is due to the biennial reassessment of property by Jefferson County. As the County reassesses properties, the revenues show large gains in even numbered years,

This trend continues to be strong and stable. Impacts from the recent economic crisis may be seen in the 2011 property valuations and 2012 tax collections.

City of Golden 2011/2012 Biennial Budget Page 280 Intergovernmental Revenues IntergovernmentalRevenues 10.0% Warning Trend: 7.5% Increasing amount of Intergovernmental Operating Revenues as a percentage of 5.0% Net Operating Revenues

Formula: 2.5% Intergovernmental Operating Revenues 0.0% Net Operating Revenues 2005 2006 2007 2008 2009 Fiscalyear

Fiscal year: 2005 2006 2007 2008 2009 Intergovernmental Operating Revenues 1,503,000 1,322,000 1,259,000 1,251,000 1,253,000 Net Operating Revenues 23,275,000 24,254,000 25,705,000 26,725,000 26,680,000 Intergovernmental Operating Revenues as a percentage of Net Operating Revenues 6.5% 5.5% 4.9% 4.7% 4.7%

Description: Intergovernmental Revenues (revenues received from another governmental entity) are important, but an overdependence on such revenues can be harmful. Federal and state governments have struggled with their own budgetary problems in the last decade, which has lead to their frequent withdrawal or reduction of payments to local governments, serving as one of their cutback measures. Local governments with budgets largely supported by intergovernmental revenues have been particularly harmed during this period, but almost all local governments have been impacted. The reduction of intergovernmental funds leaves the municipal government with the dilemma of cutting programs or funding them from general fund revenues.

Nevertheless, a municipality might want to maximize its use of Intergovernmental Revenues, consistent with its service priorities and financial condition. For example, a local government might want to rely on Intergovernmental Revenues to finance a federal or state mandated service or a one-time capital project. The primary concern in analyzing intergovernmental revenues is to know and monitor the local government's vulnerability to reductions of such revenues, and determine whether the local government is controlling its use of the external revenue, or whether these revenues are controlling local policies.

Commentary: Increasing Intergovernmental Revenue to support general City services signals an overdependence on such revenue. If there is a risk that these revenues could be withdrawn, the City would be forced to find additional revenue or to cut services to reduce costs. Therefore, an increasing percentage can be viewed as a warning.

Analysis: Revenues come from County shared taxes as well as State and Federal grants. The tax revenues received (Cigarette Tax, Automobile Tax, and County Road and Bridge Tax) are projected to decline slightly, but will generally be a stable revenue source in the future. The revenue from the Gaming Grant has also been stable in the past, with increases in 2008 and 2009 after declines in 2006 and 2007, and helps offset related public safety expenditures.

The percentage of Intergovernmental Revenues has decreased over the last 5 years. But, this creates a positive trend as the City is not overly reliant on Intergovernmental revenues to subsidize operations.

City of Golden Page 281 2011/2012 Biennial Budget Elastic Tax Revenues ElasticTaxRevenues 40%

Warning Trend: 30% Decreasing amount of Elastic Tax Revenues as a percentage of Net Operating Revenues 20%

Formula: 10% Elastic Tax Revenues 0% Net Operating Revenues 2005 2006 2007 2008 2009 Fiscalyear

Fiscal year: 2005 2006 2007 2008 2009 Elastic Tax Revenues 8,176,000 8,681,000 9,470,000 9,355,000 8,771,000 Net Operating Revenues 23,275,000 24,254,000 25,705,000 26,725,000 26,680,000 Elastic Operating Revenues as a percentage of Net Operating Revenues 35.1% 35.8% 36.8% 35.0% 32.9%

Description: The yields of Elastic Tax Revenues are highly responsive to changes in economic base and inflation. As the economic base expands or inflation goes up, elastic revenues will generally rise proportionally, and vice versa. A good example is sales tax revenue, which increases during good economic periods through increased retail business and declines during poor times, even though the tax rate remains the same. Yields from inelastic revenue sources, such as license fees or user charges, are relatively unresponsive to changes in economic conditions and require that government officials change fees or charges to create a change in revenue. The yields from these revenues usually lag behind economic growth and inflation because local legislative bodies are reluctant to increase them each year. If properties are not frequently reassessed, property tax revenues can also be inelastic, especially during periods of economic growth.

A balance between elastic and inelastic revenues mitigates the effects of economic growth or decline. During inflation, it is desirable to have a high percentage of elastic revenues because inflation pushes up revenue yield, keeping pace with the higher prices the government must pay. If the percentage of elastic revenues declines during inflation, the government becomes more vulnerable because inflation pushes up the price of services but not the yields of new revenues. The reverse is also true (i.e., a low percentage of elastic revenues is desirable in times of deflation), but significant deflation has seldom occurred in recent years.

During a recession, a high percentage of inelastic revenues is an advantage. This insulates the tax base to some degree from the reduced yield it can receive during a recession.

Commentary: Elastic Tax Revenues are highly responsive to economic changes. The City's only major General Fund revenue that is classified as elastic is sales/use tax. A balance between elastic and inelastic revenues mitigates the effects of economic growth and decline.

Declining elastic revenues are considered a warning trend because they may place a government in jeopardy during periods of high inflation or rapid economic growth. However, overdependence on Elastic Sales Tax Revenues can reduce resources during economic downturns.

Analysis: Historically, the City has enjoyed increasing sales and use tax revenues as a result of a strong local economy. The recent economy has resulted in decreases in sales tax in 2009 and use tax in 2008 and 2009. The large amount of audit revenue in 2009 inflated the Net Operating Revenue and, as a result, negatively impacted the percentage for the year. The declines in the percentage in 2008 and 2009 are not considered significant, but bear watching. Sales and use tax revenues are showing signs of stabilization with some minimal increase in 2010.

Golden's sales tax base has a large component of inelastic remitters included in the utilities (including telecommunications) and grocery sectors. The percentage of sales tax paid for electricity, gas, phone service and food purchases are considered necessities and a stable tax component. Over 28% of the City's sales tax revenues come from utilities, grocery, and telecommunications.

City of Golden 2011/2012 Biennial Budget Page 282 One-Time Revenues OneͲTimeRevenues 15% Warning Trend: 12% Increasing use of One-Time Operating Revenues 9% as a percentage of Net Operating Revenues 6% Formula: 3% One-Time Operating Revenues 0% Net Operating Revenues 2005 2006 2007 2008 2009

Fiscalyear

Fiscal year: 2005 2006 2007 2008 2009 One-Time Operating Revenues 2,666,000 1,798,000 1,693,000 1,801,000 2,640,000 Net Operating Revenues 23,275,000 24,254,000 25,705,000 26,725,000 26,680,000 One-Time Operating Revenues as a percentage of Net Operating Revenues 11.5% 7.4% 6.6% 6.7% 9.9%

Description: A One-Time Revenue is one that cannot reasonably be expected to continue, such as a single-purpose federal grant, an interfund transfer, or use of a reserve. Also included as One-Time Revenues are use taxes derived from unusual new construction projects or upgrades of existing facilities. Continual use of One-Time Revenues to balance the annual budget can indicate that the revenue base is not strong enough to support current service levels. It can also mean that the government is incurring operating deficits and would have little room to maneuver if there were a downturn in revenues (such as occurs during a regional or national recession or because of the sudden expenditures occasioned by a natural disaster). Use of One-Time Revenues increases the probability that the government will have to make large cutbacks if such revenues cease to be available, which may occur when the Federal Government reduces a major grant program or when reserves are depleted.

Commentary: One-Time Revenues are resources that cannot reasonably be expected to continue beyond a single year. These revenues include interfund transfers and loans, grants, use of reserves and surpluses, and sales of property.

Continued use of one-time revenues to balance the budget indicates current service level costs exceed ordinary revenue. Therefore, increases constitute a warning trend.

Analysis: Changes in the dollar amount of one time revenues is driven by the timing of grants, new commercial construction, investment interest and sales tax audit revenues.

The majority of the increase for 2005, 2008, and 2009 is from audit revenues. These increases are also reflected in the total Net Operating Revenues and carryover cash. The decrease in the percentage in 2006 shows some decrease in audit revenue, but still at an acceptable level. The decrease in 2007 is primarily from a decline in grant revenues.

Overall, the City's reliance on one-time revenues continues to be minimal.

City of Golden Page 283 2011/2012 Biennial Budget Restricted Operating Revenues RestrictedOperatingRevenues 20%

Warning Trend: 15% Increasing amount of Restricted Operating Revenues as a percentage of Net Operating Revenues 10%

Formula: 5% Restricted Operating Revenues 0% Net Operating Revenues 2005 2006 2007 2008 2009 Fiscalyear

Fiscal year: 2005 2006 2007 2008 2009 Restricted Operating Revenues 1,172,000 1,238,000 1,698,000 1,157,000 1,316,000 Net Operating Revenues 23,275,000 24,254,000 25,705,000 26,725,000 26,680,000 Restricted Operating Revenues as a percentage of Net Operating Revenues 5.0% 5.1% 6.6% 4.3% 4.9%

Description: A Restricted Operating Revenue is legally earmarked for a specific use, as may be required by state law, bond covenants, or grant requirements. For example, many states require that gas tax revenues be used only for street maintenance or construction. Also included in Restricted Operating Revenues are General Fund transfers to other funds, including the Community Center Fund and the Capital Programs Fund. While these General Fund transfers are discretionary, the dollars are earmarked for specific projects and are not budgeted as available for general expenditures.

From one perspective, it would seem that many of these restrictions, especially those relating to outside funding, should not affect a local government's financial health. The government has the option of not accepting the revenue and of not providing the service. This option, however, is not always easy to exercise; governments develop economic and political dependencies on these revenues and on the programs they support. Moreover, many governments finance their own essential services with intergovernmental revenues, making it harder to cut them out.

Commentary: These revenues are reserved for specific purposes including certain grants, donations, lease proceeds and capital program transfers.

As the percentage of Restricted Operating Revenues increases, the City loses its ability to respond to changing conditions and citizen needs and demands. Increases in the use of restricted revenues may indicate an overdependence on external revenues and signal a future inability to maintain service levels. The warning trend for this indicator is an increasing percentage.

Analysis: Fluctuations in Restricted Operating Revenue will depend primarily on amounts transferred to other funds and on grant revenues received. Restricted Operating Revenues include Police, Fire, Gaming, Historical Society and other grant revenues; the sales tax vendor fee, specifically earmarked for economic development; and transfers to the Community Center Fund and Capital Programs Fund. Transfers to the Cemetery Operating Fund and the Splash Aquatic Park Fund occur if needed based on the results of those operations annually.

In 2007, Council authorized a one-time transfer of $730,000 to the SUT Fund towards the construction on Fire Station #1. In 2009, a one time transfer of additional cash to the Medical Benefits Fund occurred.

City of Golden 2011/2012 Biennial Budget Page 284 Revenue Surplus (Shortfalls) RevenueSurplus(Shortfalls)

6% Warning Trend: Increase in revenue shortfalls as a 4% percentage of actual Net Operating Revenues 2% Formula: 0% Revenue Surplus (Shortfall) 2005 2006 2007 2008 2009 Net Operating Revenues Fiscalyear

Fiscal year: 20052006200720082009 Revenue Surplus (Shortfall) 1,011,000 794,000 1,290,000 937,000 5,000 Net Operating Revenues 23,275,000 24,254,000 25,705,000 26,725,000 26,680,000 Revenue Surplus (Shortfall) as a percentage of Net Operating Revenues 4.3% 3.3% 5.0% 3.5% 0.0%

Description: This indicator examines the differences between revenue estimates and revenues actually received during the fiscal year. Major discrepancies that continue year after year can indicate a declining economy, inefficient collection procedures, or inaccurate estimating techniques. Discrepancies may also indicate that high revenue estimates are being made to accommodate political pressures. If revenue shortfalls are increasing in frequency or size, a detailed analysis should be made to pinpoint the source.

Commentary: This indicator reflects the difference between revenues estimated in the Final Adopted Budget and revenues actually received. Major shortfalls can indicate inaccurate estimating techniques, sharp fluctuations in the economy or inefficient revenue collection.

Revenue shortfalls may result in mid-year cuts of services, spending of reserve funds, or increased use of short-term borrowing. Large or frequent shortfalls constitute a warning trend and indicate a need to be more conservative in revenue projections during the budget process.

Analysis: The City's budgeting process combines historical revenue trends with current and anticipated economic conditions. Budget amounts are compared to actual throughout the year and adjustments made through supplemental appropriations. Surplus or shortfalls within +/- 4% are considered reasonable.

The City has shown a surplus each of the last five years. The amount of the each surplus indicates conservative, yet reasonable budgeting.

2005: The surplus is primarily a result of increased audit revenue. 2006: The surplus is primarily from use tax and audit revenues. 2007: The surplus is primarily from sales and use tax. 2008: The surplus is primarily from use tax, audit revenue, and various charges for services. 2009: The surplus is minimal and primarily a result of increased audit revenue offsetting decreases in other revenues.

City of Golden Page 285 2011/2012 Biennial Budget TREND EVALUATION: EXPENDITURES

SUMMARY

Expenditures are a rough measure of the City's service output. Generally, the more the City spends in constant dollars, the more services it is providing. However, this formula does not take into account how effective the services are or how efficiently they are delivered. To determine whether the City of Golden is living within its revenues, the first issue to consider is expenditure growth rate.

Because the City is required to have a balanced budget, it would seem unlikely that expenditure growth would exceed revenue growth. Nevertheless, the annual budget can be balanced in a number of subtle ways that will create a long-run imbalance in which expenditure outlays and commitments grow faster than revenues. Some of the more common ways are to borrow, use reserves, use bond proceeds for operations, or siphon small amounts from intergovernmental grants. Other ways are to defer capital maintenance or to defer funding of a future liability such as a pension plan. In each of these cases, the annual budget remains balanced, but the long-run budget develops a deficit. Although long-run deficits can be funded through windfalls such as state grants or revenue surges created by inflation, allowing such deficits to develop is risky.

A second issue to consider is expenditure flexibility. Expenditure flexibility is a measure of the freedom to adjust service levels to changing conditions and considers the level of mandatory or fixed costs. An increase in mandatory costs such as debt service, matching requirements and pension benefits renders the City less able to adjust to change.

Analyzing the City's expenditure profile will help to identify the following types of problems:

„ Excessive growth of expenditures as compared to revenue growth or community wealth „ An undesirable increase in fixed costs „ Ineffective budgetary controls „ A decline in personnel productivity „ Excessive growth in programs that create future expenditure liabilities

INDICATORS

„ Expenditures Per Capita „ Employees Per 1,000 Citizens „ Employee Benefits

City of Golden 2011/2012 Biennial Budget Page 286 Expenditures per Capita Constant dollar expenditures per household and per capita $2,500

$2,000

Warning Trend: $1,500

Increasing Net Operating Expenditures per Capita $1,000 (constant dollars) $500 Formula: $0 2005 2006 2007 2008 2009 Net Operating Expenditures (constant dollars) Fiscal year Population Per household Per capita

Fiscal year: 20052006200720082009 Net Operating Expenditures 17,842,000 17,841,000 18,193,000 19,936,000 19,594,000 Consumer Price Index 190.9 197.7 202.0 209.9 208.5 Constant dollar expenditures 17,842,000 17,227,000 17,193,000 18,131,000 17,940,000 Estimated population 17,861 17,863 17,906 17,906 17,965 Estimated households 7,931 7,910 7,937 7,937 7,966 Per capita expenditures (constant dollars) 999 964 960 1,013 999 Per household expenditures (constant dollars) 2,250 2,178 2,166 2,284 2,252

Description: Changes in per capita expenditures reflect changes in expenditures relative to changes in population. Increasing per capita expenditures can indicate that the cost of providing services is outstripping the community's ability to pay, especially if spending is increasing faster than the residents' collective personal income. From a different perspective, if the increase in spending is greater than can be accounted for by inflation or the addition of new services, it may indicate declining productivity--that is, that the government is spending more real dollars to support the same level of services.

Commentary: Operating expenditures include personnel cost, materials and services and capital equipment costs in the General Fund. Operating expenditures do not include transfers to other funds. Increasing expenditures per capita can indicate that service costs are exceeding the community's ability to pay. Also, increases not caused by new services many indicate declining productivity.

Analysis: The City continues its moderate growth with residential and commercial development, and additional parks and open space. With these additions have come increased service needs from Police, Fire, Parks, and Public Works. Salaries continue to increase an average of 3-5% per year. Utilities and other operating expenditures have also seen increases. In 2008, two new full-time positions were added, and funds allocated to the beltway issue increased.

Included in expenditures are economic incentive payments from the new developments and annexations. The amount of the incentive payments decreased significantly in 2006 and 2009 as the major agreements were completed. Economic Incentive payments were more than offset by revenues generated.

With the City's efforts to keep expenditures in check along with modest increases in population and number of households, the trends are stable with a slight increase over the 5-year period.

City of Golden Page 287 2011/2012 Biennial Budget Employees per 1,000 Citizens GeneralFundMunicipalEmployeesper1,000 Citizens 10.0 Warning Trend: 8.0 Increasing number of municipal employees per capita 6.0 4.0 Formula: 2.0 Number of municipal employees Population 0.0 2005 2006 2007 2008 2009 Fiscalyear

Fiscal year: 20052006200720082009 Number of general fund full-time municipal employees * 137 137 140 141 141 Population 17,861 17,863 17,906 17,906 17,965 Number of City employees per 1,000 citizens 7.7 7.7 7.8 7.9 7.8

* Budgeted Employees Description: Because personnel costs are a major portion of a local government's operating budget, plotting changes in the number of employees per capita is a good way to measure changes in expenditures. An increase in employees per capita might indicate that expenditures are rising faster than revenues, the government is becoming more labor intensive or personnel productivity is declining.

Commentary: This measure is based on the number of full-time employees in the General Fund. It excludes employees of enterprise operations like water, sewer and internal service functions like fleet management and information systems.

An increasing number of employees is a warning trend, which may indicate more labor intensive work or declining productivity. An increasing number of employees could also indicate a new service or a higher level of existing service.

Analysis: Employees Per Capita have increased slightly during the 5-year period in response to community service needs. The City has experienced moderate growth over the past five years in terms of population, commercial/residential construction, and recreation areas. Much of the development has been on the perimeter of the Cities boundaries requiring additional Police, Fire, and Public Works support.

The increase in 2007 was due to the addition of a volunteer recruiter position in the Fire Department (funded by a FEMA grant), making a part-time admin assistant full-time in the Fire Department, and making a part-time sales tax auditor position full-time. An engineer position was added in 2008.

City of Golden 2011/2012 Biennial Budget Page 288 Employee Benefits GeneralFundEmployeeBenefitsasa PercentageofSalariesandWages 40% Warning Trend: Increasing fringe benefit expenditures as a 30% percentage of salaries and wages 20%

Formula: 10% Fringe benefit expenditures Salaries and wages 0% 2005 2006 2007 2008 2009 Fiscalyear

Fiscal year: 20052006200720082009 General Fund employee benefit expenditures 2,410,000 2,410,000 2,407,000 2,693,000 2,916,000 Total salaries and wages 7,869,000 8,204,000 8,259,000 9,032,000 9,311,000 Employee benefits as a percentage of total salaries and wages 30.6% 29.4% 29.1% 29.8% 31.3%

Description: The most common forms of fringe benefits are pension plans, health and life insurance, vacation, sick and holiday leave, deferred compensation, automobile allowances, disability insurance, educational and incentive pay. Benefits represent a significant share of operating costs, often amounting to more than 30% of employee compensation. Some benefits, such as health and life insurance, require immediate cash outlays; some, such as pension benefits or accumulated vacation pay, can be deferred for ten to twenty years; others, such as accumulated holiday and sick leave, may require either payment for the opportunity cost of not having the work done or payment to additional employees to handle the work. Because the funding and recording of fringe benefits is a complex process, these costs can escalate unnoticed, straining the government's finances.

Commentary: Employee benefits include the cost of health insurance, worker's compensation, retirement, unemployment insurance, long-term disability, life insurance and the employer portion of social security. Paid holidays, vacation and sick pay are not included. This analysis includes employees in the General Fund. It does not include employees from enterprise operations such as water and sewer or internal service functions such as fleet management or information systems. Increasing employee benefits as a percent of salaries is a warning trend.

Analysis: Expenditure dollars for Employee Benefits have continued to increase each year as a result of additional staffing and higher costs. The cost of retirement benefits increases with the cost of salaries.

Salaries have increased each year as a result of the tight labor market over the past few years, as well as longevity and performance of the City's employees. However, with the current economic conditions and higher unemployment, the rate of increase is expected to keep pace with the economy but not to experience the pressure of the past several years. In fact, salaries were frozen for 2010, with a mid-year bonus awarded instead.

Benefit costs and plan options are carefully monitored by Human Resources. Health insurance costs are split between employees and the City. The Front Range average for governmental entities for benefits is about 38%, including holidays, sick, and vacation pay.

City of Golden Page 289 2011/2012 Biennial Budget TREND EVALUATION: OPERATING POSITION

SUMMARY

The term operating position refers to the City's ability to (1) balance its budget on a current basis, (2) maintain reserves for emergencies and (3) have sufficient liquidity to pay its bills on time.

Operating position in the General Fund includes interest earnings and expenditures, and transfers to/from other funds. For enterprise funds, interest and transfers are not included in operating revenues and expenses.

BALANCING THE CURRENT BUDGET

During a typical year, the City generates either an operating surplus or an operating deficit. An operating surplus develops when current revenues exceed current expenditures, and an operating deficit happens when the reverse occurs. Only in rare instances do revenues and expenditures balance exactly. An operating surplus or deficit may be created intentionally by a policy decision, or unintentionally because of the difficulty of precisely predicting revenues and expenditures, or trends in the underlying local and national economies. Usually, unreserved fund balances pay for deficits while surpluses are used to increase the fund balance. By Colorado statute, the City must always ensure that its total expenditures and reserves equal its total resources.

RESERVES

The accumulation of operating surpluses builds reserves, which provide a financial cushion against events such as the loss of a revenue source, an economic downturn, unanticipated expenditures required by natural disasters, insurance loss and the like; unexpected large-scale capital expenditures, or other nonrecurring expenses; or an uneven cash flow.

Reserves are budgeted in a contingency account at the City to ensure they are always fully discussed as part of the annual budget process.

Per City Budget Policy, the City’s objective is to establish the proper level for the fund balance in the General Fund, provide a budget target, maintain year-to-year consistency, avoid wide fluctuations in budget strategy and provide resources for maximum service levels, while keeping the City in a strong financial position.

The City’s budget policy allows for some flexibility in its fund balance target to allow for changing economic times. The goal, as outlined in the policy, is to maintain a fund balance in the General Fund of 10-20% of annual operating expenditures. The target during each budget process and at the end of each fiscal year is to keep the fund balance within those parameters. This amount covers approximately two months’ expenditures, plus the 3% emergency reserve required under Colorado’s TABOR Amendment.

LIQUIDITY

Liquidity refers to the flow of cash in and out of the treasury. The City receives some revenues such as property taxes, in large installments at infrequent intervals during the first half of the year. If revenues are received before they need to be spent, the result is a positive liquidity/cash flow position. Excess liquidity or "cash reserves" are a valuable cushion against unexpected financial pressures.

City of Golden 2011/2012 Biennial Budget Page 290 An analysis of operating position can help to identify the following situations:

„ A pattern of continuing operating deficits „ A decline in reserves „ Ineffective revenue forecasting techniques „ Ineffective budgetary controls

INDICATORS

„ Operating Revenues Over/(Under) Expenditures „ Fund Balances „ Liquidity „ Utility Operations Income and Losses „ Community Center Operations Income and Losses „ Cemetery Operations Income and Losses „ Splash Operations Income and Losses

City of Golden Page 291 2011/2012 Biennial Budget Operating Revenues Over (Under) OperatingSurplus/Deficit Expenditures 10%

Warning Trend: 5% Increasing General Fund Operating Deficits as a percentage of Net Operating Revenues 0% Ͳ5% Formula: General Fund Operating Surplus/Deficit Ͳ10% Net Operating Revenues 2005 2006 2007 2008 2009 Fiscalyear

Fiscal year: 20052006200720082009 General Fund Operating (Deficit)/Surplus* 1,274,000 1,020,000 787,000 278,000 36,000 Net Operating Revenues 23,275,000 24,254,000 25,705,000 26,725,000 26,680,000 General Fund Operating (Deficit)/Surplus as a percentage of Net Operating Revenues 5.5% 4.2% 3.1% 1.0% 0.1%

*Encumbrances not included

Description: An operating deficit occurs when current expenditures exceed current revenues. This may not mean that the budget will be out of balance ("budget deficit"), because reserves ("fund balances") from prior years can be used to cover the difference. It does mean, however, that during the current year, the government is spending more than it is receiving. This may be caused by an emergency (such as a natural catastrophe) requiring a large immediate expenditure or the spending pattern may be part of a policy to use accumulated surplus fund balances. An operating deficit in any one year may not be cause for concern, but frequent and increasing deficits can indicate that current revenues are not supporting current expenditures and that serious problems may lie ahead. Budgetary analysis does not always reveal operating deficits because they can be temporarily financed by short-term loans or by accounting transactions that, for example, inappropriately accrue future revenues or transfer surplus fund balances from other funds. An analyst looking for operating deficits should consider each fund separately, so that a surplus in one fund cannot hide a deficit in another. Analyzing funds separately also helps to pinpoint emerging problems. Although such transactions can provide necessary opportunities to meet current needs and can serve as a positive source of financing, they should be scrutinized and used on a short term/temporary basis only.

Commentary: This indicator shows the difference between the revenues and expenditures of the General Fund. Unlike the Federal government, Colorado municipalities are prohibited by Local Budget Law from spending more money than they have. However, when a city spends more than it collects in a year, the deficit can be covered by cash reserves, transfers from other funds or from other sources. An operating deficit may occur as a result of lower revenues or higher costs than were budgeted. An operating deficit may also result when City Council intentionally spends accumulated surplus funds.

Frequent and increasing operating deficits may indicate that revenues are not supporting current expenditures. The following occurrences are warning trends: x Two consecutive years of operating deficits; x A current operating fund deficit greater than that of the previous year; x An operating deficit in two or more of the last five years; x An abnormally large deficit - more than 5 to 10 percent of net operating revenues in any one year.

Analysis: The trend is generally positive, with surpluses each of the last five years, although the amount of surplus has declined each year.

The surpluses in 2005 and 2009 are primarily due to the increase in audit revenue. The surpluses in 2006, 2007, and 2008 are a result of overall operations.

City of Golden 2011/2012 Biennial Budget Page 292 Fund Balances FundBalances (General Fund) 20%

Warning Trend: 15% Declining unreserved Fund Balances as a 10% percentage of Net Operating Revenues 5% Formula: Unreserved Fund Balances 0% Net Operating Revenues 2005 2006 2007 2008 2009 Fiscalyear

Fiscal year: 20052006200720082009 Unreserved Fund Balances 3,019,000 4,029,000 4,755,000 5,043,000 5,039,000 Net Operating Revenues 23,275,000 24,254,000 25,705,000 26,725,000 26,680,000 Unreserved Fund Balances as a percentage of Net Operating Revenues 13.0% 16.6% 18.5% 18.9% 18.9%

Description: Positive fund balances can also be thought of as reserves, although the "fund balance" entry on a local government's annual report is not always synonymous with "available for appropriation." The report may show reservations on the fund balances, such as "Reserve for Prior Year's Encumbrances" or the TABOR required "Emergency Reserve".

The size of a local government's fund balances can affect its ability to withstand financial emergencies. It can also affect its ability to accumulate funds for capital purchases without having to borrow. In states that allow it, jurisdictions usually try to operate each year at a small surplus to maintain positive fund balances and thus maintain adequate reserves.

Nonspecific or general reserves are usually carried on the books as an unreserved fund balance in the general operating fund. Sometimes special reserves are maintained in a separate fund. For example, reserves for replacing equipment such as computers or vehicles may be kept in the fund balance of an internal service fund (i.e., a fund used to charge operating departments for the use of equipment). Reserves can also be appropriated as a budget item in some form of contingency account. Regardless of the way in which reserves are recorded, an unplanned decline in fund balances may mean that the government will be unable to meet a future need.

Commentary: The City's Budget Policy regarding Fund Balance is to maintain a level for the Fund Balance in the General Fund which provides a budget target, maintains year to year consistency, avoids wide fluctuations in budget strategy, and provides resources for maximum service levels to keep the City in a strong financial position.

Analysis: The increases in 2006, 2007, and 2008 are a result of on-going operations. For 2009, the percentage remained constant despite difficult economic conditions.

The percentage of Unreserved Fund Balance remains at a very healthy level.

City of Golden Page 293 2011/2012 Biennial Budget Liquidity CashandShortͲtermInvestmentstoCurrent Liabilities 4.0 Warning Trend: 3.0 Decreasing amount of Cash and Short-term Investments as a percentage of Current Liabilities 2.0

Formula: 1.0 Cash and Short-term Investments 0.0 Current Liabilities 2005 2006 2007 2008 2009 Fiscalyear

Fiscal year: 20052006200720082009 Cash and Short-term Investments 4,752,000 4,963,000 5,988,000 6,182,000 4,775,000 Current Liabilities * 2,392,000 1,747,000 1,811,000 1,982,000 1,264,000 Cash and short-term investments ratio to current liabilities 2.02.83.33.13.8

*Includes amounts in escrow for development fees

Description: A good measure of a local government's short-run financial condition is its cash position. Cash position, which includes cash on hand and in the bank, as well as other assets that can be easily converted to cash, determines a government's ability to pay its short-term obligations. This is also known as liquidity, and the immediate effect of insufficient liquidity is insolvency--the inability to pay bills. Low or declining liquidity can indicate that a government has overextended itself in the long run. A cash shortage may be the first sign.

Commercial entities use a standard ratio of liquidity called the "quick ratio"; cash, short-term investments and accounts receivable divided by current liabilities (short-term debt, current portion of long-term debt, accounts payable, accrued and other current liabilities). If this ratio is less than one to one (or less than 100%), the commercial entity is considered to be facing liquidity problems. However, most of a commercial entity's accounts receivable is collected within thirty days; a municipality's receivables are usually not collected that quickly. Accordingly, the ratio of cash and short-term investments to current liabilities is a better measure of a municipality's liquidity.

Comparing cash and short-term investments to current liabilities is also referred to as current account analysis. In this terminology, an excess of liabilities over cash and short-term investments (a ratio of less than one to one) would be referred to as a current account deficit and the reverse (a ratio of greater than one to one) would be a current account surplus.

Commentary: Liquidity is an indicator of the City's ability to pay its short-term obligations. Liquidity is the ratio of cash and short-term investments to current liabilities. A low ratio may result in cash-flow problems for the City and require greater use of short-term borrowing to cover expenses. The credit rating industry considers a liquidity ratio of less than 1:1 cash to current liabilities to be a negative factor, although a single year at this level is not considered serious.

Decreasing liquidity is a warning trend.

Analysis: The trend is positive as the ratio remains well over 1:1 and has increased over the last five years. The slight decrease in the ratio in 2008 is due to increased deferred revenues that were recognized in 2009.

For 2005, Current Liabilities include accruals for economic incentive payments which are more than covered by the revenues generated. Those accruals were paid in 2006.

City of Golden 2011/2012 Biennial Budget Page 294 Utility Operations Income Utility Operations Income and Loss and Losses $1,000,000

$500,000

Warning Trend: $0 Recurring enterprise losses (deficits) 2005 2006 2007 2008 2009 (constant dollars) -$500,000

-$1,000,000 Water Fund Operating Results (Net Profit or Loss) Formula: Wastewater Fund Operating Results (Net Profit or Enterprise profits or losses in constant dollars Loss) Drainage Fund Operating Results (Net Profit or Loss)

Fiscal year: 2005 2006 2007 2008 2009 Water Fund Operating Results (Net Profit or Loss) (382,000) 771,000 644,000 777,000 631,000 Wastewater Fund Operating Results (Net Profit or Loss) 1,000 (298,000) (284,000) (239,000) (430,000) Drainage Fund Operating Results (Net Profit or Loss) 256,000 292,000 344,000 193,000 277,000

Description: Enterprise losses are a special and highly visible type of operating deficit because enterprise fund programs are expected to function as if they were commercially operated private entities, rather than governmental "not for profit" entities. This means that the costs (expenses, including depreciation) of providing goods and services to the public are to be recovered through user charges. In addition, enterprise operations usually need to issue revenue bonds to finance capital improvement projects, and the interest rates and covenants associated with the issuance of such bonds can be significantly affected by the operating position of the enterprise.

Enterprise fund programs common to local government are water, gas, electric utilities, swimming pools, golf courses, airports, parking garages and transit systems. In times of financial strain, a local government can raise taxes to increase support for a general fund program. However, enterprises are typically subject to the laws of supply and demand. Managers of such programs who raise user fees or rates may find that revenues actually decrease because customers limit their use of the service.

Commentary: The City operates three utility enterprises that provide water and wastewater services as well as a storm drainage utility. Like private businesses, these entities charge customers for services to cover costs of operations. Net income or loss is the difference between the revenues and costs of providing these services. Income is used to retire debt, fund capital construction, and to maintain an adequate level of working capital.

Recurrent enterprise losses represent a warning trend.

Analysis: Over the five year period the Drainage Fund has shown a net profit from operations each year.

The operating losses for the Wastewater Fund over the last four years are due to slight reductions in revenues, a frozen fee structure, and an increase in operating costs. The Fund is depleting its reserves and needs to address this negative trend.

A series of rate increases from 2004 – 2008 has the Water Fund showing net profits. In 2005, the City sold a large portion of the Beaver Brook property, paying a commission to the sales broker. While the proceeds from the sale were considered non-operating income, the commission was booked as an operating expense.

City of Golden Page 295 2011/2012 Biennial Budget Community Center CommunityCenterOperationsNetProfitorLoss Operations - Income and $400,000 Losses $200,000 $0 Ͳ$200,000 Warning Trend: Ͳ$400,000 Recurring enterprise losses (deficits) Ͳ$600,000 Formula: Ͳ$800,000 2005 2006 2007 2008 2009 Enterprise profits or losses Fiscalyear

Fiscal year: 2005 2006 2007 2008 2009 Community Center Operating Results (Net Profit or Loss) (241,000) (525,000) (398,000) (427,000) (358,000) excluding depreciation Net profit or loss* (403,000) (688,000) (625,000) (708,000) (677,000) *Net profit or loss is after depreciation expense and before interest or transfers

Description: Enterprise losses are a special and highly visible type of operating deficit because enterprise fund programs are expected to function as if they were commercially operated private entities, rather than governmental "not for profit" entities. This means that the costs (expenses, including depreciation) of providing goods and services to the public are to be recovered through user charges. In addition, enterprise operations usually need to issue revenue bonds to finance capital improvement projects, and the interest rates and covenants associated with the issuance of such bonds can be significantly affected by the operating position of the enterprise.

Enterprise fund programs common to local government are water, gas, electric utilities, swimming pools, golf courses, airports, parking garages and transit systems. In times of financial strain, a local government can raise taxes to increase support for a general fund program. Enterprises, however, are typically subject to the laws of supply and demand, and managers of such programs who raise user fees or rates may find that revenues actually decrease because customers limit their use of the service. Commentary: The City operates a community recreation center as a managerial enterprise fund. In many cases, the community center entity charges customers amounts sufficient to cover costs of operations. However, many of the services and programs established are not designed to cover operating costs and an annual subsidy from the General Fund is required. Net profit or loss is the difference between the revenues, not including subsidies, and costs of providing these services. Depreciation is included as an expense in the calculation of profit/loss. Recurrent enterprise losses represent a warning trend.

Analysis: The Golden Community Center operations are subsidized by an annual transfer from the General Fund. The City Council has adopted policies regarding subsidies and percentages of cost recovery for various programs and overall operations.

In prior years, new facilities in neighboring communities have adversely affected attendance. The expansion of the facility in 2006 and 2007 has improved attendance. . For 2005, the Community Center staff made efforts to cuts costs and less popular programs, and added different programs and increased marketing efforts to reintroduce the facility to the community, generate interest and increase attendance. In 2006, revenues declined during the construction for the expansion of the facility. Revenues have improved since 2007 with the completion of the expansion. Depreciation increased as a result of the expansion of the facility.

City of Golden 2011/2012 Biennial Budget Page 296 Cemetery Operations - CemeteryOperationsNetProfitOrLoss Income and Losses $200,000 Warning Trend: $100,000 Recurring enterprise losses (deficits)

$0

Formula: Ͳ$100,000 Enterprise profits or losses Ͳ$200,000 2005 2006 2007 2008 2009 Fiscalyear

Fiscal year: 20052006200720082009 Cemetery Operating Results (Net Profit or Loss) (6,000) (72,000) (26,000) (110,000) 6,000 excluding depreciation Net profit or loss* (35,000) (101,000) (57,000) (142,000) (27,000) *Net profit or loss is after depreciation expense and before interest or transfers

Description: Enterprise losses are a special and highly visible type of operating deficit because enterprise fund programs are expected to function as if they were commercially operated private entities, rather than governmental "not for profit" entities. This means that the costs (expenses, including depreciation) of providing goods and services to the public are to be recovered through user charges. In addition, enterprise operations usually need to issue revenue bonds to finance capital improvement projects and the interest rates and covenants associated with the issuance of such bonds can be significantly affected by the operating position of the enterprise.

Enterprise fund programs common to local government are water, gas, electric utilities, swimming pools, golf courses, airports, parking garages and transit systems. In times of financial strain, a local government can raise taxes to increase support for a general fund program. However, enterprises are typically subject to the laws of supply and demand, and managers of such programs who raise user fees or rates may find that revenues actually decrease because customers limit their use of the service.

Commentary: The City operates a community cemetery. Like private businesses, this entity charges customers for services to cover costs of operations. Net profit or loss is the difference between the revenues and costs of providing these services. Depreciation is included as an expense in the calculation of profit/loss.

Recurrent enterprise losses represent a warning trend.

Analysis: The Cemetery was set up as a Managerial Enterprise Fund in 1994 to better track revenues and expenses, with the anticipation that the Cemetery would not cover its costs. The Fund is subsidized as necessary with appropriations from the General Fund and investment earnings from the Cemetery Perpetual Care Fund.

Expenses at the Cemetery have fluctuated since 2007, when headstones and markers began to be purchased for sale. Revenues fluctuate from year to year based on need and service requests. The trend also changes as fees are increased every other year.

City of Golden Page 297 2011/2012 Biennial Budget Splash Operations - SplashOperationsNetProfitOrLoss Income and Losses $50,000 $0 Warning Trend: Ͳ$50,000 Recurring enterprise losses (deficits) Ͳ$100,000 Ͳ$150,000 Ͳ$200,000 Formula: Ͳ$250,000 Enterprise profits or losses 2005 2006 2007 2008 2009 Fiscalyear

Fiscal year: 2005 2006 2007 2008 2009 Splash Operating Results (Net Profit or Loss) (41,000) (40,000) 59,000 (25,000) (25,000) excluding depreciation Net profit or loss* (166,000) (164,000) (69,000) (195,000) (196,000) *Net profit or loss is after depreciation expense and before interest or transfers

Description: Enterprise losses are a special and highly visible type of operating deficit because enterprise fund programs are expected to function as if they were commercially operated private entities, rather than governmental "not for profit" entities. This means that the costs (expenses, including depreciation) of providing goods and services to the public are to be recovered through user charges. In addition, enterprise operations usually need to issue revenue bonds to finance capital improvement projects and the interest rates and covenants associated with the issuance of such bonds can be significantly affected by the operating position of the enterprise.

Enterprise fund programs common to local government are water, gas, electric utilities, swimming pools, golf courses, airports, parking garages and transit systems. In times of financial strain, a local government can raise taxes to increase support for a general fund program. However, enterprises are typically subject to the laws of supply and demand, and managers of such programs who raise user fees or rates may find that revenues actually decrease because customers limit their use of the service.

Commentary: The City operates a community outdoor aquatic park. Like private businesses, this entity charges customers for services to cover costs of operations. Net income or loss is the difference between the revenues and costs of providing these services. Depreciation is included as an expense in the calculation of profit/loss.

Recurrent enterprise losses represent a warning trend.

Analysis: The Splash Aquatic Park opened in 2002. The combination of a new facility and favorable temperatures resulted in a net profit before depreciation. Since then, fluctuations in temperatures and the opening of competing facilities in the Metro area have impacted financial performance. The fund receives subsidies from the General Fund as necessary.

Beginning in 2005, improved marketing efforts have boosted revenues, and greater diligence has been exercised in keeping expenses down. These efforts, along with favorable weather conditions, resulted in a net profit before depreciation in 2007. In 2008, school started in Jefferson County earlier in August than usual, causing the facility to reduce hours of operation. As a result, revenues declined. Poor weather impacted revenues in 2009.

City of Golden 2011/2012 Biennial Budget Page 298 Golf Course Operations - GolfCourseOperationsNetProfitOrLoss Income and Losses $1,000,000

Warning Trend: $750,000 Recurring enterprise losses (deficits) $500,000

$250,000

Formula: $0 Enterprise profits or losses 2005 2006 2007 2008 2009 Fiscalyear

Fiscal year: 20052006200720082009 Golf Course Operating Results (Net Profit or Loss) 1,059,000 1,096,000 921,000 1,131,000 887,000 excluding depreciation Net profit or loss* 431,000 459,000 218,000 412,000 164,000 *Net profit or loss is after depreciation expense and before interest or transfers

Description: Enterprise losses are a special and highly visible type of operating deficit because enterprise fund programs are expected to function as if they were commercially operated private entities, rather than governmental "not for profit" entities. This means that the costs (expenses, including depreciation) of providing goods and services to the public are to be recovered through user charges. In addition, enterprise operations usually need to issue revenue bonds to finance capital improvement projects and the interest rates and covenants associated with the issuance of such bonds can be significantly affected by the operating position of the enterprise.

Enterprise fund programs common to local government are water, gas, electric utilities, swimming pools, golf courses, airports, parking garages and transit systems. In times of financial strain, a local government can raise taxes to increase support for a general fund program. However, enterprises are typically subject to the laws of supply and demand, and managers of such programs who raise user fees or rates may find that revenues actually decrease because customers limit their use of the service.

Commentary: The City operates Fossil Trace Golf Club, a municipal golf course. Like private businesses, this entity charges customers for services to cover costs of operations. Net income or loss is the difference between the revenues and costs of providing these services. Depreciation is included as an expense in the calculation of profit/loss.

Recurrent enterprise losses represent a warning trend.

Analysis: Fossil Trace Golf Club opened in 2003. The course continues to out perform all other municipal courses in the Denver metro area. It is expected that the course will cover all costs of operations, including equipment replacement and capital improvements, as well as pay its share of the debt issued to build the course.

Net profits continue to be strong for the operation. The slight decline in 2007 is due to the periodic replacement of various operating equipment. Revenues were down in 2009 as economic conditions resulted in several cancelled corporate events. Poor weather also contributed to the decrease in revenues.

City of Golden Page 299 2011/2012 Biennial Budget TREND EVALUATION: DEBT INDICATORS

SUMMARY

Debt is an effective way to finance capital improvements and to balance out short-term revenue flows, but its misuse can cause serious financial problems. Even a temporary inability to repay debt can damage the City's credit rating, possibly increasing its rate for future borrowing.

The most common forms of long-term debt are general obligation, special assessment and revenue bonds. Even when these types of debt are used exclusively for capital projects, the City needs to ensure that its outstanding debt does not exceed its ability to repay as measured by the wealth of the community. Another way to evaluate ability to repay is to consider the amount of principal and interest, or debt service that the City is obligated to repay each year. Also to be considered are overlapping debt and other jurisdiction debts against which the City has pledged its full faith and credit. Under the most favorable circumstances, the City's debt is proportional in size and rate of growth to its tax base, does not extend past the useful life of the facilities that it finances, is not used to balance the operating budget, does not require repayment schedules that put excessive burdens on operating expenditures; and is not too high as to jeopardize its credit rating.

An examination of the City's debt structure can reveal the following:

„ Inadequacies in cash management procedures or expenditure controls „ Increasing reliance on long-term debt „ Decreasing expenditure flexibility (due to increased fixed costs in the form of debt service) „ Use of short-term debt to finance current operations „ Existence of sudden large increases or decreases in future debt service „ Amount of additional debt that the community can absorb

INDICATORS

„ Current Liabilities „ Combined Long-Term (Overlapping) Debt „ Debt Service

City of Golden 2011/2012 Biennial Budget Page 300 Current Liabilities CurrentLiabilities

12%

Warning Trend: 9% Increasing Current Liabilities at the end of the year as a percentage of Net Operating Revenues 6% 3%

Formula: 0% Current Liabilities 2005 2006 2007 2008 2009 Net Operating Revenues Fiscalyear

Fiscal year: 2005 2006 2007 2008 2009 Current Liabilities * 2,392,000 1,747,000 1,811,000 1,982,000 1,264,000 Net Operating Revenues 23,275,000 24,254,000 25,705,000 26,725,000 26,680,000 Current Liabilities as a percentage of Net Operating Revenues 10.3% 7.2% 7.0% 7.4% 4.7% * Includes amounts in escrow for development fees.

Description: Current liabilities are defined as the sum of all liabilities due at the end of the fiscal year, including short- term debt, current portion of long-term debt, all accounts payable, accrued liabilities and other current liabilities.

A major component of current liabilities may be short-term debt in the form of tax or bond anticipation notes. Although short-term borrowing is an accepted way to deal with uneven cash flow, an increasing amount of short-term debt outstanding at the end of successive years can indicate liquidity problems, deficit spending or both. Current Liabilities do not include interfund loans between funds.

Commentary: Current liabilities are those amounts which the General Fund owes and expects to pay within one year. This indicator shows City payments due at year end as a percentage of operating revenues. These liabilities are comprised of accounts payable, payroll taxes, employee benefits payable and obligations to perform a service in the near future.

Increasing current liabilities may indicate cash shortages and, therefore, is a warning trend.

Analysis: Current Liabilities include economic incentives accrued at year end associated with the Golden Town Center, Interplaza and the Coors Technology Center. Incentives are payable only after the tax is received. Per the City Attorney, all incentive payments for 2005 were accrued, pending the results of a lawsuit, resulting in the large increase in current liabilities for the year. Revenues more than cover the incentive payments. The City received a favorable verdict from the District Court and the accruals were paid in 2006. These incentive agreements have since been completed.

The trend is favorable over the five-year period, as the percentage has declines over the past five years.

City of Golden Page 301 2011/2012 Biennial Budget Combined Long-term OverlappingDebtasaPercentageofAssessed (Overlapping) Debt Valuation 12%

9% Warning Trend: Increasing Long-term Overlapping Bonded Debt 6% as a percentage of Assessed Valuation 3%

Formula: 0% Long-term Direct and Overlapping G.O. Debt 2005 2006 2007 2008 2009 Assessed Valuation Fiscalyear

Fiscal year: 2005 2006 2007 2008 2009 Long-term Direct and Overlapping G.O. Debt 34,515,000 35,796,000 33,545,000 32,038,000 32,440,000 Assessed Valuation 331,006,000 331,755,000 367,642,000 378,431,000 423,108,000 Long-term Overlapping Debt as a percentage of Assessed Valuation 10.4% 10.8% 9.1% 8.5% 7.7%

Description: Overlapping debt is the net direct bonded debt of another jurisdiction that is issued against a tax base within part or all of the boundaries of the community. Examples of other jurisdictions are school, street lighting and sewer districts. The level of overlapping debt is only that debt applicable to the property shared by the two jurisdictions.

The overlapping debt indicator measures the ability of the community's tax base to repay the debt obligations issued by all of its governmental and quasi-governmental jurisdictions. Like long-term debt of the government itself, overlapping debt can be measured in terms of assessed valuation or another tax base or repayment source.

Both special-purpose and overlapping debt need to be considered in assessing total indebtedness. First, although the probability that your community would have to repay the debt may be slim, the potential is real. Second, during depressed economic times, your government may be affected by the same adverse conditions that might cause an overlapping agency to default, which would render the burden of assuming additional debt even more severe.

Commentary: Combined long-term debt represents the portion of debt which is dependent on property taxes for payment. It is a measure of the community's ability to pay the combination of the City's long-term debt with the bonded debt of jurisdictions overlapping the City.

The warning signals are as follows: x Combined debt exceeding 10 percent of assessed valuation; x An increase of 20 percent over the previous year in combined debt as a percentage of market valuation; x Combined debt as a percentage of market valuation increasing 50 percent over four years; x Combined debt exceeding 90 percent of the amount authorized by state law.

Analysis: In 2006, the Jefferson County School District and Fairmount Fire Protection District both issued additional debt. The percentage is reduced in other years as a result of lower outstanding debt combined with higher assessed valuations.

The City's only G.O. debt was repaid through the Water Fund and was paid in full in 2009.

City of Golden 2011/2012 Biennial Budget Page 302 Debt Service DebtService 75% Warning Trend: Increasing Net Direct Debt Service as a 50% Percentage of Sales/Use Tax One Cent Capital Revenue

25% Formula: Net Direct Debt Service Sales/Use Tax One Cent Capital Revenue 0% 2005 2006 2007 2008 2009 Fiscalyear

Fiscal year: 20052006200720082009 Net Direct Debt Service 2,410,000 2,888,000 3,501,000 3,498,000 3,498,000 Sales/Use Tax One Cent Capital Revenue 4,778,000 4,758,000 5,139,000 5,179,000 5,174,000 Net Direct Debt Service as a percentage of Pledged Revenue 50.4% 60.7% 68.1% 67.5% 67.6%

Description: Debt service is defined here as the amount of principal and interest that a local government must pay each year on net direct bonded long-term debt plus the interest it must pay on direct short-term debt. Increasing debt service reduces expenditure flexibility by adding to the government's obligations. Debt service can be a major part of a government's fixed costs, and its increase may indicate excessive debt and fiscal strain.

Commentary: Debt service represents the annual payment of principal and interest on long-term debt. The only non- enterprise debt of the City is paid from a portion of sales and use tax revenue. In November 2000, voters approved Sales and Use Tax Revenue Bonds Series A, B, and C to fund construction of the Golf Course and Splash Aquatic Park at Fossil Trace. $29 million in new debt was issued in 2001. Sales and Use Tax Revenue Bonds pledge one cent of the City's three cent sales tax. In February 2006, Certificates of Participation (COP's) were issued to finance the construction of the new Shops Facility and to assist in the construction of the new Fire Station #1. The City has budgeted Sales and Use Tax Capital Fund revenues to cover the debt service payments.

This indicator measures debt service on the bonds to the sales & use tax revenue stream which supports it.

Analysis: The increase in 2006 is from the first debt service interest payment on the Certificates of Participation. The increase for 2007 includes the first principal payment on the COP's.

The majority of the sales/use tax revenue increase in 2007 is from use tax from the business community. The revenue decrease in 2009 is due to economic conditions, partially offset by higher audit revenue.

As the Sales and Use Tax Capital Fund is specifically for capital needs of the City and is strictly discretionary funds, the use of debt to finance capital needs is certainly acceptable. The fund still has sufficient and available resources to address other capital needs of the City.

City of Golden Page 303 2011/2012 Biennial Budget TREND EVALUATION: UNFUNDED LIABILITIES

SUMMARY

An unfunded liability is one that has been incurred during past/current year(s), but does not have to be paid until a future year and for which reserves have not been set aside. It is similar to long-term debt in that it represents a legal commitment to pay at some time in the future. If such obligations are permitted to grow over a long period of time they can have a substantial effect on the City’s financial condition.

Two types of unfunded liability have been considered in this report. They are pension liability and employee leave (compensated absences) liability. Both have significant potential to affect the City’s financial condition because (1) they do not show up in the primary financial statements in a way that makes their impact easy to assess and (2) they accumulate gradually over time. Pension and employee leave liabilities may go unnoticed until they have created severe problems.

An analysis of the City’s unfunded liabilities can answer the following questions:

„ Is the pension increasing? How fast is it growing? How much is unfunded?

„ Are pension contributions, pension system assets and investment earnings keeping pace with the growth in benefits?

„ Is the amount of unused vacation, sick and compensatory leave time per employee increasing?

„ Are policies for the payment of unused leave realistic compared to the City’s ability to pay?

INDICATORS

„ Unfunded Pension Liability and Pension Assets (Volunteer Firefighters’ Pension) „ Accumulated Employee Leave „ Pension Plan Assets (Volunteer Firefighters’ Pension)

City of Golden 2011/2012 Biennial Budget Page 304 Unfunded Pension Liability UnfundedPensionLiabilityandPension And Pension Assets Assets(VolunteerFirefighters'Pension) (Volunteer Firefighters' Pension) 1.00% Warning Trend: 0.75% Increasing unfunded pension liability as a 0.50% percentage of assessed valuation 0.25%

Formula: 0.00% Unfunded pension liability 2005 2006 2007 2008 2009 Assessed Valuation Fiscalyear

Fiscal year: 20052006200720082009 Unfunded pension plan liability (vested benefits) na* 1,056,000 na* 1,654,000 na* Assessed Valuation 331,006,000 331,755,000 367,642,000 378,431,000 423,108,000 Unfunded pension plan liability (vested benefits) as a percentage of Assessed Valuation na*0.32%na*0.44%na* *The actuarial study is performed every 2 years.

Description: Pension plans can represent a significant expenditure obligation for local governments. Basically, there are two ways to fund pension plans: "pay as you go," when benefits need to be paid, or "full funding" in which benefits are paid as accrued; money is invested in a reserve against the time when benefits will have to be paid. Under the pressure of balancing the annual budget, some governments choose the pay-as-you-go approach or a partial funding approach. Either approach can work on a short-term basis, however, deferral can create a problem in a future year that is more serious than the problem being avoided in the current year--if the dollars are not available in the future year to meet the pension obligations.

Growth in unfunded liability for vested benefits places an increasing burden on the tax base. The significance of this burden in relation to the community's ability to pay can be measured by comparing the unfunded liability to changes in assessed valuation. This comparison assumes that the ability to pay is directly related to assessed valuation, as would be the case if property taxes were the primary source of revenue for the payment of vested benefits.

If another revenue source will be the primary source for the payment of pension liabilities, that source can be substituted for assessed valuation. In cases where assessed valuation or other categories of the revenue base do not seem appropriate, the per capita measure can be used to show the growth of pension liability in relation to population growth; this measure assumes that the community's ability to generate revenues is directly related to population size.

Commentary: The unfunded pension liability is an estimate of the cost of the future retirement payments of present and retired volunteer firefighters for which the City does not have funds already set aside. Pension assets are funds reserved for retirement payments.

Inadequate funding of retirement programs can cause large, long-term liabilities. An increasing unfunded pension liability or diminishing pension assets are both warning indicators.

Analysis: While the actuarial studies are completed every two years dated January 1 of odd numbered years, they are in essence as of December 31 of the prior year. Therefore, the results are shown for even number years.

In 2005 and 2006, the City increased its annual contribution to the Pension. The Unfunded Pension Liability decreased per the January 2007 actuarial study and the current annual contribution would eliminate the unfunded actuarial accrued liabilities within 11 years.

As a result of the current economy, the fund saw a large drop in assets. Coupled with the increase in the number of volunteers in the department, the Unfunded Pension Liability significantly increased. The January 2009 actuarial study has determined that the current contribution is not sufficient to eliminate the unfunded liability. Improved market conditions in 2009 should be reflected in improved results in the next study.

City of Golden Page 305 2011/2012 Biennial Budget Accumulated Employee Leave UnusedLeaveperGeneralFundEmployee(indays)

30 Warning Trend: Increasing number of unused vacation and 20 sick leave days per employee

10 Formula: Total days of unused vacation and sick leave Number of employees 0 2005 2006 2007 2008 2009 Fiscalyear

Fiscal year: 2005 2006 2007 2008 2009 Total days of unused vacation and sick leave 3,093 3,195 2,860 3,453 3,580 Number of general fund employees* 137 137 140 141 141 Days of unused leave per general fund municipal employee 22.6 23.3 20.4 24.5 25.4 * Budgeted full-time employees

Description: Local governments usually allow their employees to accumulate some portion of unused vacation and sick leave to be paid at termination or retirement. Although leave benefits initially represent only the opportunity cost of not having work performed, these benefits become a real cost when employees are actually paid for their accumulated leave, either during their employment or at termination or retirement.

Commentary: Accumulated employee leave is the value of unused vacation, sick and compensatory time leave accrued by General Fund City employees. For employees who retire or leave the employment of the City, the unused leave represents an actual cost. For employees who remain on the payroll and use their leave, it poses no additional costs to the City, except in loss of services while they are absent.

Increasing accumulated leave indicates growing unfunded liabilities and is considered a warning trend.

Analysis: Leave time was relatively stable through 2006 as employee turnover has blended with existing employees increasing length of service. The decrease in 2007 is due to several long-term employees separating employment with the City. Minimal employee turnover in 2008 and 2009 created the increase in leave time.

Vacation time accrues anywhere from 8 to 14 hours per month depending on years of service. Sick leave accrues at 8 hours per month.

The City has caps at which point vacation and sick time stop accumulating. This limits the liability the City incurs and provides an incentive for employees to use leave time as needed.

City of Golden 2011/2012 Biennial Budget Page 306 Pension Plan Assets VolunteerFirefighters'PensionBenefitsPaid (Volunteer Firefighters' asaPercentageofPlanAssets Pension) 20% 10% Warning Trend: 0% Increasing benefits paid 2005 2006 2007 2008 2009 as a percentage of Pension Plan Assets AnnualPensionPlanReceiptsasaPercentage Formula: ofAnnualBenefits Pension benefits paid 65% Pension Plan Assets 60% Pension plan contributions 55% Pension benefits paid 50% 2005 2006 2007 2008 2009

Fiscal year: 20052006200720082009 Pension benefits paid 294,000 323,000 341,000 349,000 359,000 Volunteer's firefighters' pension assets 2,980,000 3,258,000 3,384,000 2,274,000 2,510,000 Annual pension plan benefits paid as a percentage of plan assets 9.9% 9.9% 10.1% 15.3% 14.3% Pension plan contributions 188,000 199,000 199,000 199,000 199,000 Pension benefits paid 294,000 323,000 341,000 349,000 359,000 Annual pension plan receipts as a percentage of annual benefits 63.9% 61.6% 58.4% 57.0% 55.4%

Description: The Volunteer Firefighters' Pension Plan's assets are held primarily as cash or investments. A decline in the ratio of plan assets to benefits can indicate serious problems in the management of the pension plan. An additional ratio to consider is the annual amount of pension receipts as a percentage of annual benefits paid, which focuses more specifically on a pension plan's ability to meet its current cash requirements.

Commentary: Pension assets are funds reserved for retirement payments. Inadequate funding of retirement programs can cause large, long-term liabilities. An increasing unfunded pension liability or diminishing pension assets are both warning indicators. The Plan receives contributions from the City in an amount not to exceed one-half mill of property tax revenue. The State contributes up to 90% of the City's Contribution, but not to exceed one-half mill of property tax revenues.

Analysis: The City's Volunteer Fire Fighters' Pension Fund is administered by the Fire and Police Pension Association (FPPA) and is overseen by the City of Golden Fire Pension Board. The Board is comprised of representatives from City Administration, City Council, the Fire Department and Citizen Representatives.

Benefits paid have been increasing over the last several years as a result of an increase in the monthly benefit amount and the number of firefighters receiving benefits.

The City's contribution amount was increased in 2005 and 2006. The State matching contribution has stayed constant at $77,940 annually. Plan Assets increased each year through 2007 as a result of contributions and investment earnings. In 2008, the downturn in the economy and the stock markets had a significant impact on the Plan Assets. Some recovery in the market was realized in 2009.

City of Golden Page 307 2011/2012 Biennial Budget TREND EVALUATION: CAPITAL PLANT

SUMMARY

Most of the City's wealth is invested in its physical assets or capital plant (i.e. streets, buildings, utility networks and equipment). If these assets are not properly maintained or are allowed to become obsolete, the following often results: (1) decreased usefulness of the assets, (2) increased cost of maintenance and replacement, and (3) decreased attractiveness of the community as a place to live or do business.

The City is committed to both the maintenance and upkeep of its capital assets. Over the past five years, the City has made extreme efforts to avoid the deferral of needed capital plant expenditures. As part of its budget process, the City has committed more than $500,000 of capital program budget dollars to both maintaining curbs, gutters and sidewalks, and to reduce catch-up from improvements deferred in prior periods. Some of the problems associated with continued deferred maintenance are the following:

„ Reduction in residential and business property values.

„ Loss of efficiency that, for example, can result from an obsolete truck that spends more time in the garage than on the street.

„ Increased costs of bringing a facility up to acceptable standards (retrofitting); i.e., if resurfacing a street has been delayed for too long so that the street now has to be completely reconstructed.

„ Potential for a large future financial obligation to complete a backlog of maintenance work and necessary equipment purchase replacement.

„ Transference of the true cost of receiving current services to future taxpayers.

INDICATORS

„ Capital Equipment Outlay „ Depreciation – General Government and Business Type Activities „ Infrastructure Replacement

City of Golden 2011/2012 Biennial Budget Page 308 Capital Equipment Outlay CapitalEquipmentOutlay 15% Warning Trend: Three or more years decline in capital outlay from operating 10% and internal service funds as a percentage of net operating expenditures. Formula: 5% Capital outlay from operating and internal service funds Net Operating Expenditures 0% 2005 2006 2007 2008 2009 Fiscalyear

Fiscal year: 20052006200720082009 Total Capital Equipment Outlay 2,111,000 873,765 1,274,000 1,007,000 1,007,000 Net Operating Expenditures 17,842,000 17,841,000 18,193,000 19,936,000 19,594,000 Capital Outlay as a percentage of Operating Expenditures 11.8% 4.9% 7.0% 5.1% 5.1%

Description: Expenditures for operating equipment--such as vehicles and computers--drawn from the operating budget are usually referred to as "capital outlay." Capital outlay items normally include equipment that will last longer than one year and have an initial cost above a significant minimum amount, such as $5000. Capital outlay does not include capital budget expenditures for construction of infrastructure such as streets, buildings or bridges. The purpose of capital outlay in the operating budget is to replace worn equipment or add new equipment. The ratio of capital outlay to net operating expenditures is a rough indicator of whether the stock of equipment is being adequately replaced. Over a number of years, the relationship between capital outlay and operating expenditures is likely to remain about the same. If this ratio declines in the short run (one to three years), it may mean that the local government's needs are temporarily satisfied, since most equipment lasts more than one year. A decline persisting over three or more years can indicate that capital outlay needs are being deferred, which can result in the use of inefficient or obsolete equipment.

Commentary: This category does not measure expenditures for major capital programs funded by the one cent sales and use tax or in the enterprise capital programs funds such as drainage, water, and wastewater.

The warning trend is declining capital expenditures, which may indicate the use of inefficient or obsolete equipment.

Analysis: With the City's capital expenditure threshold at $5,000, a large portion of office and computer equipment is not considered capital. A percentage of capital outlay between 5 - 7% appears to be appropriate.

The increase in capital outlay in 2005 is the result of several large vehicle replacement purchases, including a fire engine. The increase in 2007 is related to the purchase of equipment for the new shops facility.

City of Golden Page 309 2011/2012 Biennial Budget Depreciation - Governmental and Business Type Activities Warning Trend: Decreasing Depreciation Expense as a Formula: Percentage of Depreciable Capital Assets (at cost) for Depreciation Expense Governmental and Business Type Activities Cost of Capital Assets

GovernmentalActivities BusinessTypeActivities 5% 5%

4% 4%

3% 3%

2% 2%

1% 1%

0% 0% 2005 2006 2007 2008 2009 2005 2006 2007 2008 2009 Fiscalyear Fiscalyear

Fiscal year: 2005 2006 2007 2008 2009 Depreciation Expense for Governmental Activities 2,300,000 2,380,000 2,623,000 2,942,000 3,330,000 Cost of Depreciable Capital Assets Governmental Activities 68,812,000 70,359,000 85,273,000 89,898,000 111,374,000 Depreciation Expense as a Percentage of total Fixed Assets 3.3% 3.4% 3.1% 3.3% 3.0% Depreciation Expense for Business Type Activities 2,424,000 2,479,000 2,657,000 2,890,000 3,290,000 Cost of Depreciable Capital Assets Business Type Activities 85,161,000 88,913,000 104,906,000 107,018,000 108,754,000 Depreciation Expense as a percentage of total Fixed Assets 2.8% 2.8% 2.5% 2.7% 3.0%

Description: Depreciation is the mechanism by which the cost of a fixed asset is amortized over its estimated useful life. Depreciation is usually recorded only in enterprise and internal service funds. Total depreciation cost is generally a stable proportion of the cost of fixed assets, because older assets that have been fully depreciated are often removed from service and replaced by newer assets.

If depreciation costs are declining as a proportion of fixed asset costs, the assets on hand are probably being used beyond their estimated useful life. This can result in the inefficiencies and higher costs discussed under Capital Equipment Outlay and Infrastructure Replacement. If the ratio is declining because obsolete assets are not being replaced, it can indicate that the enterprise or internal service funds lack the resources to remain solvent. However, it could be that the estimated useful life of an asset or assets was initially underestimated or that the scale of operations has been reduced; either instance could also produce a decline in the ratio of expenses to cost of assets.

Commentary: This indicator provides information about assets in the water, wastewater, fleet management and computer operations. Depreciation allocates the cost of a fixed asset over its useful life. Total depreciation cost is generally a stable proportion of the cost of fixed assets, because older assets that have been fully depreciated are removed from service and replaced with newer assets.

Analysis: The City has an ongoing commitment to purchase and replace machinery and equipment as needed. The capitalization threshold is currently $5,000. Large investments in capital assets in a given year can cause the percentage to decline. In 2009, the City had a prior period adjustment to recognize developer contributed infrastructure, causing the Governmental Activities percentage to drop.

In 2005, the estimated useful lives of certain vehicles were extended, causing a decrease in the annual depreciation amount and percentage. In 2007, assets increased significantly with the completion of the new shops facility.

Overall, the percentages over the five year period have remained fairly stable.

City of Golden 2011/2012 Biennial Budget Page 310 Infrastructure Replacement Street Paving $1,000,000

$750,000 Warning Trend: Recurring capital funded less than capital required $500,000

$250,000 Formula: $0 Capital funded 2005 2006 2007 2008 2009 Capital required Street paving funded

Concrete Replacement Utility Line Replacement $800,000 $1,500,000

$600,000 $1,000,000

$400,000

$500,000 $200,000

$0 $0 2005 2006 2007 2008 2009 2005 2006 2007 2008 2009

Concrete replacement funded Utility line replacement funded

Fiscal year: 20052006200720082009 Stre e t pa ving funde d 465,000 494,000 837,000 759,000 796,000 Funding needed to keep streets in current condition 551,000 551,000 589,000 618,000 800,000 Paving funded as a percentage of capital re quire d 84.4% 89.7% 142.1% 122.8% 99.5% Concre te re pla ce me nt funde d 535,000 549,000 564,000 604,000 615,000 Funding needed to keep concrete in current condition 550,000 550,000 550,000 570,000 600,000 Concrete replacement funded as a percentage of capital required 97.3% 99.8% 102.5% 106.0% 102.5% Utility line replacement funded 774,000 562,785 1,466,000 1,224,000 869,000 Funding needed to keep utility lines in current condition 1,000,000 1,016,000 1,057,000 1,100,000 1,020,000 Utility line replacement funded as a percentage of capital required 77.4% 55.4% 138.7% 111.3% 85.2%

City of Golden Page 311 2011/2012 Biennial Budget Description: Enduring assets, such as streets, municipal buildings and bridges, are built at tremendous cost, and their decline can have far-reaching effects on business activity, property value and operating expenditures. Deferring maintenance of such assets can also create significant unfunded liability.

In general, maintenance expenditures should remain relatively stable (in constant dollars), relative to the amount and nature of the assets. A declining ratio between maintenance expenditures and size of asset stock may be a sign that the government's assets are deteriorating. If the trend persists, deterioration will push up maintenance expenditures.

Commentary: Infrastructure includes streets, fire hydrants, storm sewers, manholes, traffic lights, curb, gutter and sidewalk (concrete), water and wastewater pipelines (utility lines), etc. The City of Golden's Public Works Department (PW) has an excellent infrastructure management program. Public Works assesses the condition of the City's largest infrastructure investments (streets, concrete and utility lines) on an annual basis. By projecting the total life of these assets with their replacement cost in today's dollars, the City derives the annual dollar amount needed to invest in the City's infrastructure to maintain its current condition.

Any year in which actual funding of infrastructure replacement was less than the funding needed produces a negative indicator.

Analysis: The average funding for Infrastructure Replacement for the past five years is 99.9%. Street paving is funded through Highway Users Tax revenues and supplemented by General Fund Transfers as funds are available. Concrete replacement is funded through the Sales & Use Tax Capital Fund and balanced against other capital requirements. Utility lines are funded through the Water, Wastewater, and Storm Drainage Funds.

Annual replacement percentages can vary based on the availability of contractors and materials, and is weather dependent. Unspent budgets are carried over to the following year to help ensure the infrastructure replacement program continues to be adequately funded.

The City is committed to maintaining its infrastructure and replacing old, worn out, and outdated plant and equipment as needed.

.

City of Golden 2011/2012 Biennial Budget Page 312 TREND EVALUATION: LOCAL ECONOMIC AND DEMOGRAPHIC CHARACTERISTICS

SUMMARY

Community needs and resource indicators encompass economic and demographic characteristics, such as population, income, property value, employment and business activity. Local Economic and Demographic Characteristics is a category in which tax base and economic and demographic characteristics are treated as different sides of the same coin. On one side, tax base determines a community's wealth and its ability to generate revenue (that is, level of personal, commercial and industrial income). On the other side are economic and demographic characteristics that affect community demands, like public safety, capital improvements and social services.

Changes in community needs and resources are interrelated in a continuous, cumulative cycle of cause and effect. For example, a decrease in population lowers the demand for housing and causes a corresponding decline in the market value of homes. This in turn reduces property tax revenue. Initial population decline also has a negative effect on retail sales and income, causing City revenues to drop even further. Expenditures for fixed costs that are impervious to declines in population and business activity cannot always be balanced to the revenue loss with a proportionate reduction in expenditures. In fact, the City may be forced to raise taxes to make up for lost revenue, placing a greater burden on the remaining population. As economic conditions decline and taxes rise, the community becomes a less attractive place to live and the population may further decline.

An examination of local economic and demographic characteristics can identify the following situations:

„ A decline in the tax base as measured by population, property value, employment or business activity;

„ A need to shift public service priorities due to a change in the age or income of residents, or the type of density of physical development; and/or

„ A need to reassess public policies if, for example, the jurisdiction has lost business to surrounding communities, and/or national/regional economic conditions have changed.

INDICATORS

„ Median Age „ Property Value „ Employment Base „ Business Activity „ Population

City of Golden Page 313 2011/2012 Biennial Budget Median Age MedianAge 50 Warning Trend: 40 Increasing median age of population 30

20

Formula: 10 Median age of population 0 2005 2006 2007 2008 2009 Fiscalyear

Fiscal year: 20052006200720082009 Median Age 38.60 39.20 39.40 39.50 39.70

Description: As is the case with changes in population size, the relationship between the population's median age and other economic and demographic factors is not clear. However, evidence does indicate that an aging population and an increase in the number of senior citizens can hurt both the revenue and expenditure profiles of a local government.

Revenues can be affected for two reasons: first, the income of senior citizens is often in the form of social security and pension payments, which might not change at the same rate as the general economy, and senior citizens often have full or partial exemption from property taxes and user charges; second, older persons may spend less money than younger persons.

Meanwhile, as the proportion of senior citizens increases, expenditure rates for government services may increase because senior citizens often require specialized programs, especially in the areas of health, welfare and transportation.

As younger age groups leave a community or decrease as a percentage of population, business activity can decrease in greater proportion, especially if most of the people leaving are between the age of twenty-five and forty; people in this age group usually spend more of their income than any other age group. In addition, if this age group leaves, the community loses a significant portion of its labor force, which can further damage the local economy. However, if the increase in median age is caused by a drop in the number of families with young children, this can have a favorable effect on expenditures because it reduces needs for schools, recreation, and related programs.

Commentary: An aging population can affect the type of services the City provides and the amount of resources with which the City has to address the service need.

An increasing trend is a warning signal.

Analysis: Nationally the trend has been and continues to be an aging population. The trend is not unexpected as the baby boomers advance with no offsetting increase in births. Along with this trend is the fact that many retiring baby boomers have the greatest share of disposable income.

The median age information is for Jefferson County as a whole. This information is not available for Golden, although it is estimated by the City's Planning Department that the median age of Golden residents is 3-4 years younger.

While the trend is towards an aging population, Golden continues to have a healthy population mix with students from the Colorado School of Mines, young adults and families.

City of Golden 2011/2012 Biennial Budget Page 314 Property Value PropertyValues 30%

Warning Trend: 20% Declining growth or drop in the market value of residential, commercial, or 10% industrial property (constant dollars) 0% Formula: Change in property value (constant dollars) Ͳ10% Property value in prior year (constant dollars) 2005 2006 2007 2008 2009 FiscalYears

Fiscal year: 2005 2006 2007 2008 2009 Market value of property 2,176,443,000 2,172,884,000 2,433,775,000 2,474,656,000 2,583,546,000 Consumer Price Index 190.9 197.7 202.0 209.9 208.5 Property value (constant dollars) 2,131,979,000 2,098,146,000 2,300,038,000 2,250,652,000 2,365,463,000 Property value in prior year (constant dollars) 2,047,213,000 2,131,979,000 2,098,146,000 2,300,038,000 2,250,652,000 Percent change in property value (constant dollars) 4.1% -1.6% 9.6% -2.1% 5.1%

Description: Changes in property value are important because most local governments depend on property taxes for a substantial portion of their revenues. This is especially true in a community with a stable or fixed tax rate; the higher the aggregate property value, the higher the revenues. Communities in the midst of population and economic growth are likely to experience short-run, per unit increases in property value. This is because in the short-run, the housing supply is fixed and the increase in demand created by growth forces prices up. Declining areas are more likely to see a decrease in the market value of properties. The effect of declining property value on governmental revenues depends on the government's reliance on property taxes; the extent to which the decline will ripple through the community's economy affecting other revenues such as sales tax, is more difficult to determine. All economic and demographic factors are closely related; a decline in property value will most likely not be a cause, but a symptom of other underlying problems.

Commentary: Assessor's market value of taxable real, personal and utility property in the City of Golden is expressed in constant dollars to determine if it is changing in an overall positive or negative direction.

A decreasing trend is seen as a warning signal.

Analysis: Property values are reassessed every other year (odd year) resulting in spikes in the indicator as assessments catch up with the market.

Increases in property values are due to a combination of rising residential housing prices, commercial and residential development, and annexations.

Minimal commercial development and some stabilization of residential prices resulted in a lower increase in the 2005 reassessment. The decline in 2006 is partially due to the closure of the Big Tree Mobile Home Park, which has yet to be redeveloped. The 2006 and 2008 declines are also a result of changes in the CPI in non-reassessment years.

City of Golden Page 315 2011/2012 Biennial Budget Employment Base UnemploymentRate 10.0% Warning Trend: 7.5% Increasing rate of local unemployment or a 5.0% decline in the number of jobs within the community 2.5%

Formula: 0.0% Local unemployment rate and/or 2005 2006 2007 2008 2009 the number of jobs within the community Fiscalyear

Fiscal year: 2005 2006 2007 2008 2009

Unemployment rate 5.1% 4.4% 3.9% 5.0% 7.9%

Description: The unemployment rate and the number of jobs within the community are considered together because they are closely related; for the purpose of this discussion, they will be referred to as the employment base. Employment base is related directly to business activity and personal income. Changes in the unemployment rate are related to changes in personal income; and thus a measure of, and an influence on, the community's ability to support its business sector.1

If the employment base is growing, is sufficiently diverse to provide a cushion against short-run economic fluctuations or a downturn in one sector, and it provides sufficient income to support the local business community, then it will have a positive influence on the local government's financial condition. A decline in the employment base--as measured by unemployment rate or number of available jobs--can be an early sign that overall economic activity is declining and that government revenues may be declining as well.

Commentary: The unemployment rate is the number of unemployed persons as a percent of all persons working or seeking work. A decline in unemployment may signal a strong employment base. An increase would signal a warning.

Analysis: Unemployment figures are for Jefferson County as a whole.

The decrease in the unemployment rate in 2006 and 2007 reflect improvements in the local economy. The changing economy caused another increase in unemployment beginning in 2008 that has carried into 2009.

1 The unemployment rate reflects the employment status of citizens who live within a community's geographic boundaries, regardless of whether their jobs are within or outside the community.

City of Golden 2011/2012 Biennial Budget Page 316 Business Activity RetailSales(constantdollars)

Warning Trend: $400,000,000 Decline in business activity as measured by retail sales, $300,000,000 number of business units, gross business receipts, number of acres devoted to business and market or $200,000,000 assessed value of business property (constant dollars where appropriate) $100,000,000 $0 Formula: 2005 2006 2007 2008 2009 Fiscalyear Retail Sales constant dollars

NumberofBusinesses 500 400 300 200 100 0 2005 2006 2007 2008 2009 Fiscalyear

Fiscal year: 20052006200720082009 Retail Sales 333,213,000 344,714,000 357,936,000 363,941,000 338,957,000 Consumer Price Index 190.9 197.7 202.0 209.9 208.5 R e ta il Sa le s (consta nt dolla rs) 333,213,000 332,857,000 338,267,000 330,997,000 310,345,000

Number of Retail Businesses (within City limits) 449 430 439 449 446

Description: The level of business activity affects a local government's financial condition in two ways. First, it directly affects any revenue yields that are a product of business activity, such as those from sales or gross receipt taxes. Second, it has indirect influences; a change in business activity affects demographic and economic areas such as personal income, property value and the employment base. Changes in business activity also tend to have cumulative effects. For example, a decline in business activity can harm a community's employment base, income and property value, which can in turn create further decline in business activity.

Commentary: For both indicators, an increasing trend is a positive indicator. A decrease signals a downward trend in the economy which will adversely affect City revenues.

Analysis: In general, through 2008, retail sales have increased at a pace equal to inflation. 2009 was clearly impacted by the economic downturn.

The number of businesses can fluctuate as businesses close and new businesses open (including home based businesses). Commercial development over the last several years has provided additional locations for new businesses to locate in the City.

City of Golden Page 317 2011/2012 Biennial Budget Population Population

30,000 Warning Trend: 20,000 Rapid change in population size 10,000

Formula: 0 Population 2005 2006 2007 2008 2009 Fiscalyear

Fiscal year: 2005 2006 2007 2008 2009

Population 17,861 17,863 17,906 17,906 17,965

Description: The exact relationship between population change and other economic and demographic factors is uncertain. However, population change can directly affect governmental revenues. For example, some taxes are collected on a per capita basis, and many intergovernmental revenues and grants are distributed according to population; a sudden increase in population can create immediate pressures for new capital outlay and higher levels of service. In the case of annexations, where the capital infrastructure is already in place, there may still be a need to expand operating programs.

A decline in population would at first glance, appear to relieve the pressure for expenditures, because the population requiring services is smaller, but in practice, a local government faced with population decline is rarely able to make reductions in expenditures that are proportional to population loss. First, many costs, such as debt service, pensions and governmental mandates, are fixed and cannot be reduced in the short-run. Second, if the out-migration is composed of middle and upper-income households, then those remaining in the community are likely to be the poor and aged who depend the most on government services. In addition, the interrelationship of population levels, and other economic and demographic factors tends to give population decline a negative cumulative effect on revenues; the greater the decline, the more adverse the effects on employment, income, housing and business activity.

Commentary: The population of the City of Golden is determined by the U. S. Census count made every 10 years and estimates during non-Census years prepared by the City of Golden planning department.

Rapid change is the warning trend for this indicator, because abrupt increases or decreases in population can increase service costs or reduce City revenue bases.

Analysis: The Denver Metro Area continues to see a net population influx.

The City's annual population changes continue to be minimal and fairly stable due the one percent growth cap for residential construction approved in 1995. The minor change in population in 2006 is due to the closure of the Big Tree Mobile Home Park being offset by minimal new residential construction. The economic downturn has impacted the housing market over the last couple years as housing starts are well below the City’s growth cap.

Planning for future needs and the continued growth of the population are addressed annually in the Budget and in the 10-Year Capital Improvement Plan.

City of Golden 2011/2012 Biennial Budget Page 318