Adopted 2017 Annual Operating & Capital Improvement Budget

Greenwood Village
www.greenwoodvillage.com
2017 ANNUAL OPERATING & CAPITAL IMPROVEMENT BUDGET

TABLE OF CONTENTS
Introduction
Reader’s Guide to the Budget Document ..................................................................................................................... 1
Distinguished Budget Presentation Award .................................................................................................................... 2
Government Profile ....................................................................................................................................................... 3
Community Profile ......................................................................................................................................................... 9
Economic Indicators .................................................................................................................................................... 13
Budget Summary
Budget Process ........................................................................................................................................................... 15
Revenue Assessment ................................................................................................................................................ 19
Expenditure Assessment ............................................................................................................................................ 27
Other Sources & Uses ................................................................................................................................................ 32
Fund Balance Analysis ............................................................................................................................................... 33
City-Wide Financial Summary .................................................................................................................................... 35
City-Wide Revenue Detail .......................................................................................................................................... 36
City-Wide Expenditure Detail ..................................................................................................................................... 38
Fund/Department Appropriations ............................................................................................................................... 40
General Fund
General Fund Financial Summary .............................................................................................................................. 41
General Fund Revenue Detail .................................................................................................................................... 43
General Fund Expenditure Detail ............................................................................................................................... 45
General Fund - Departments
Mayor & Council .......................................................................................................................................................... 47
City Management ........................................................................................................................................................ 49
City Attorney ................................................................................................................................................................ 57
Municipal Judge .......................................................................................................................................................... 61
Administrative Services ............................................................................................................................................... 63
Finance........................................................................................................................................................................ 81
Community Development ............................................................................................................................................ 91
Parks, Trails & Recreation......................................................................................................................................... 107
Police......................................................................................................................................................................... 135
Public Works ............................................................................................................................................................. 153
Special Revenue Funds
SGID #1 Fund Financial Summary............................................................................................................................ 179
SGID #1 Fund Revenue Detail ................................................................................................................................. 181
SGID #1 Fund Expenditure Detail ............................................................................................................................ 182
Capital Project Funds
Capital Projects Fund Financial Summary ................................................................................................................ 183
Capital Projects Fund Revenue Detail ..................................................................................................................... 185
Capital Projects Fund Expenditure Detail ................................................................................................................. 186
Capital Improvement Program
Capital Improvement Program Overview .................................................................................................................. 187
Capital Improvement Project Summary..................................................................................................................... 188
Individual Project Details ........................................................................................................................................... 190
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TABLE OF CONTENTS
Appendix
Long-Range Financial Plans ..................................................................................................................................... 219
Personnel Summary .................................................................................................................................................. 222
Financial & Budget Policies ....................................................................................................................................... 225
Glossary of Terms ..................................................................................................................................................... 228
Ordinance No. 17-16 ................................................................................................................................................. 233
Ordinance No. 18-16 ................................................................................................................................................. 235
ii

READER’S GUIDE TO THE BUDGET DOCUMENT
This budget document is prepared in a format that strives to reduce the level of difficulty for readers not familiar with public
budgeting systems, yet still provides comprehensive information useful in communicating the overall financial direction
and policy of the City of Greenwood Village, Colorado.
Introduction - This section provides general information about the City, including:
Information regarding key officials
Overview of the operational structure of the City
Organizational purpose, goals and objectives
Priorities, challenges and opportunities
A brief history and community profile
Economic profile and indicators
Budget Summary - This section includes:
An overview of the budget process, cycle and calendar
The fiscal structure of the organization
An assessment of City revenues and expenditures
Fund balance analysis
City-Wide financial summary with revenue and expenditure detail statements
General Fund - This section includes summary and detailed financial statements pertaining to the General Fund, as well
as, department-specific budget statements, descriptive narratives, goals, outcome measures and staffing levels.
Special Revenue Fund - The City currently operates a single special revenue fund. The Sewer General Improvement
District #1 Fund accumulates resources and accounts for costs associated with the District’s connection to the South
Englewood Sanitation District. This section includes summary financial statements. Note: In 2016, the City entered into
an intergovernmental agreement with the Southgate Sanitation District (“Southgate”). If approved by voters, the
agreement will result in the dissolution of the Sewer General Improvement District and transfer of all assets and operations
to Southgate. As the election will not occur until after the development of the annual budget, the City has opted to forecast
and appropriate funds in a manner consistent with the continued operations of the District. Should the dissolution and
transfer be approved and ratified, the City will amend the budget accordingly.
Capital Projects Fund - This section provides summary budget information pertaining to the City’s Capital Projects Fund.
This fund is used to account for the purchase and/or construction of major capital assets other than those financed by
Enterprise or Internal Service Funds. The revenues in the Capital Projects Fund are derived from various restricted and
non-restricted sources including transfers from the General Fund.
Capital Improvement Program - This section provides a detailed accounting of each capital improvement project
including program summaries, descriptions, estimated costs, and information regarding the impacts of the projects on
future operations and maintenance.
Appendix - The appendix includes miscellaneous information, including:
Long-range financial planning
Personnel summaries
A summary of the City’s financial policies
Glossary of terms and acronyms
Ordinances adopting/appropriating the annual budget and establishing the property tax mill levy
1

DISTINGUISHED BUDGET PRESENTATION AWARD
The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished
Budget Presentation Award to the City of Greenwood Village for its annual operating and capital improvement budget for
the fiscal year beginning January 1, 2016. This represents the third consecutive time the City of Greenwood Village has
received this award.
In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a
policy document, as an operations guide, as a financial plan and as a communications device.
The award is valid for a period of one year. The City of Greenwood Village believes the current budget document continues
to conform to the provisions set forth by the program and will be submitting it to GFOA to determine its eligibility for another
award.
2

GOVERNMENT PROFILE
Form of Government
The City of Greenwood Village is a home rule community consisting of a council-manager form of government with
power vested in an elected Mayor and eight-member City Council. Elected by four separate districts on a non-partisan
basis, Council Members serve two-year terms. The Mayor is elected at-large every four years. The Mayor does not vote
on issues or items before City Council unless there is a tie vote. Policy-making and legislative authority remain the
responsibility of the City Council. The City Council may take action through ordinances, resolutions and motions. The
City Council appoints the City Manager, City Attorney, Municipal Judge, as well as the membership of various advisory
boards and commissions. The City Council meets on the first and third Mondays of each month, at 6:00 p.m. at City
Hall, 6060 South Quebec Street.
City Council
Mayor
District I
District I
District II
District II
District III
District III
District IV, Mayor Pro Tem
District IV
Ron Rakowsky
Freda Miklin
Dave Bullock
Leslie Schluter
Darryl Jones
Steve Moran
George Lantz
T.J. Gordon
Tom Bishop
Back Row (L to R): George Lantz, Steve Moran, Dave Bullock, T.J. Gordon, Darryl Jones
Front Row (L to R): Leslie Schluter, Ron Rakowsky, Freda Miklin, Tom Bishop
Administration
City Manager
City Attorney
Municipal Judge
Director of Administrative Services
Director of Finance
Director of Community Development
Director of Parks, Trails & Recreation
Chief of Police
Director of Public Works
Jim Sanderson
Tonya Haas Davidson
Elizabeth Shifrin
Camie Chapman
Shawn Cordsen
Heather Vidlock
Suzanne Moore
John Jackson
John Sheldon
Boards & Commissions
Planning Commission
Board of Adjustments & Appeals
Parks, Trails & Recreation Commission
Arts & Humanities Council
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GOVERNMENT PROFILE
Organizational Chart
Residents of Greenwood Village
Mayor & City Council
Planning Commission
Parks, Trails & Recreation Commission
Board of Adjustments & Appeals
Arts & Humanities Council
Municipal Judge
City Manager
City Attorney
City Manager's
Office
Community
Outreach
Director of
Administrative
Services
Director of
Finance
Director of
Community
Development
Director of Parks,
Trails &
Recreation
Chief of Police
Director of Public
Works
Administration
Administration
Administration
Administration
Administration
Administration
Information
Management
Services
Municipal Court
Services
Human Resource
Services
Shared
Technology
Services
Accounting &
Financial
Reporting
Taxpayer
Services
Planning
Building Safety
Neighborhood
Services
Building Services
Recreation
Cultural Arts
Parks, Trails &
Open Space
Developed Parks
Streetscapes,
Medians & Trails
Open Space &
Urban Forestry
Support Services
Patrol Services
Detective
Services
Environmental
Services
Transportation
Snow & Ice
Control
Roads
Fleet
Management
Small Engine
Equipment
Parks & Trails
Snow Removal
4

GOVERNMENT PROFILE
Municipal Facilities
City Hall & Police Department
6060 South Quebec Street
Greenwood Village, Colorado 80111
303.773.0252
Curtis Arts & Humanities Center
2349 East Orchard Road
Greenwood Village, Colorado 80121
303.797.1779
Maintenance Facility
10001 East Costilla Avenue
Greenwood Village, Colorado 80112
303.708.6100
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GOVERNMENT PROFILE
Organizational Purpose
The organizational purpose of the City of Greenwood Village Government is to make a difference in the quality and
character of the community. To meet this purpose, the organization employs an outcome based management
philosophy whereby success is measured not by the amount of work accomplished, but instead by the benefits provided
to the organization’s stakeholders as a result of its activities. As such, each program area has identified outcome
measures and goals, which correlate to the program area’s purpose. Such purposes were developed in direct support
of the organizational goals and objectives.
The organizational focus provides direction and helps define the scope of services offered by the organization. The
organizational focus of the City of Greenwood Village is that of sustaining a high quality of life for residents and providing
high quality customer service. The following list provides the quality of life outcomes:
Safe - A Safe & Secure Village
Clean - A Clean Village
Pretty - High Quality Appearance
Fun - Leisure & Learning Opportunities
Accessible - Organized & Easily Traveled
Environment - High Quality Built & Natural
Belonging - A Sense of Community
Customer Service - Quality Customer Service
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GOVERNMENT PROFILE
Executive Summary
The primary purpose of the City’s budget and budgetary process is to develop, adopt and implement a fiscally sound
and sustainable plan for accomplishing the established goals of the upcoming year, while remaining consistent with the
long-term vision of the community. The 2017 Annual Operating & Capital Improvement Budget focuses on: 1)
maintaining current levels of service; 2) reinvestment in the capital infrastructure of the community; and 3) ensuring the
financial health of the organization. The budget maintains the high-quality services residents have come to expect, and
provides for reinvestment in the community’s infrastructure without the addition of new taxes or issuance of debt.
An ongoing challenge facing the City is its dependency on sales and use tax revenues. Historically, more than 60% of
the City’s total revenue has been directly attributable to sales and use tax collections, making the City especially reliant
upon, and vulnerable to, patterns in consumer and commercial spending. Following the 2008/09 recession, the City’s
revenue collections remained relatively stagnant as compared to those of other communities. As a regional employment
center, the City’s tax collections depend heavily on business spending, as well as that of the local workforce. The
reluctance of the local business community to return to pre-recession spending and employment levels hampered the
recovery of the City’s tax-generated revenue sources. In fact, it wasn’t until 2014-15 that an upturn in commercial activity
resulted in substantially increased revenue collections. Most recently however, commercial and consumer spending has
once again plateaued, resulting in current year-end revenue estimates below those of the initial 2016 forecast.
In 2017, the City is expected to generate revenues of $48.3 million. The amount represents a decrease in revenues of
$1.1 million or 2.3% when compared to the prior year’s amended budget. It should be noted that the City anticipates the
collection of roughly $3.3 million via grant awards and intergovernmental agreements in 2016. While the City will
continue to pursue external agency funding, such opportunities and amounts are largely unknown during production of
the annual budget, and have therefore been omitted from the 2017 forecasts. Omitting the grant award and
intergovernmental agreement revenue sources from the comparison, results in an anticipated revenue increase of $1.5
million or 3.3%. The relatively modest rate of growth is a combined result of the conservative forecasting methods used
by the organization, as well as, a recent flattening of current year-to-date collections.
The underlying revenue assumptions in the 2017 budget are intended to be conservative but realistic given the
materiality of sales and use tax revenue to the City and their inherent sensitivity to consumer and commercial spending.
Furthermore, the figures and ongoing volatility reported in the consumer confidence, purchasing managers’, and retail
sales indexes over the past twelve months, indicates a reasonably healthy, yet uncertain economy. As such, 2017 sales
tax collections have been forecasted to increase a very modest 0.5% above those of the 2016 amended budget.
Much of the total anticipated increase in revenue is attributable to the occurrence of several large commercial
developments. The City of Greenwood Village is a mature community, surrounded by other jurisdictions with relatively
limited area available for new development. It is because of this, that development-related revenues are not only viewed
as unsustainable, but are in fact expected to decline within the foreseeable future. As such, the City does not use
development-related collections to support the ongoing operating costs of the organization, but instead, allocates such
revenues for the purpose of supporting the capital improvement program.
The City recognizes that in order to continue providing the high-quality services the community expects, it is imperative
that the organization continue efforts to foster a healthy and attractive commercial environment. The 2017 budget
supports ongoing efforts to engage in cooperative civic partnerships so as to play an active role in the attraction,
retention and expansion of the local business community. More specifically, the organization will continue to engage the
local business community via the business retention and expansion program, maintain participation in site selection
efforts with regional partners, and actively market the community to potential commercial enterprises via recently rebranded
materials. As redevelopment will play an increasingly important role in the continued economic vitality of the
community, the City has initiated steps to update and revise the community’s comprehensive plan. Additionally, the
organization has begun to develop sub-area plans to establish a more concise redevelopment vision of targeted areas
within the community. The plans will enable the organization to evaluate multiple redevelopment scenarios, establish a
clear and concise direction, and furthermore, ensure that future development conforms to the quality and character of
the existing community.
As previously stated, a primary focus of the 2017 budget is that of maintaining current service levels. Forecasted citywide
expenditures of $46.3 million are 21.6% below that of the current year’s amended budget. Similar to revenues, the
total expenditure figure is misleading without the benefit of additional insight. As per the Municipal Charter,
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GOVERNMENT PROFILE
appropriations related to capital improvement projects do not expire or terminate at the close of the fiscal year. Thus,
unspent appropriations from the prior year have been “carried over” to the 2016 amended budget. The process inflates
the 2016 capital outlay appropriations and consequently, makes it appears as though the City is reducing the capital
improvement budget by $9.9 million in 2017. Additionally, the 2016 budget includes one-time rebates associated with
development of $3.6 million, and again provides the appearance of a reduction in the 2017 budget. Omitting capital
improvement projects and the development rebates from the 2016 versus 2017 budget comparison provides a much
more accurate picture and a reported increase of $753,818 or 2.1%.
The 2017 budget continues to recognize employee pay and benefits as a priority. Costs associated with personnel
represent 51.3% of the City’s expenditure budget. The 2017 budget includes market adjustments to the City’s pay plan,
an average 3.7% performance increase for general employees, and step increases for sworn personnel. Due to the
successful implementation of the City’s safety and wellness programs, personnel increases were substantially offset by
decreases in both the health and worker’s compensation insurance premiums. Overall, personnel costs are projected
to increase 1.6% over that of the prior year’s amended budget.
An additional focus of the 2017 budget includes reinvestment in the capital infrastructure of the community. Infrastructure
demands are driven by residents, as well as, a considerable workforce population. The local business community
attracts approximately 45,000 individuals to the area during the workday. The 2017 budget includes $10.0 million in
capital improvement projects or roughly 21.7% of the total expenditure appropriation. Transportation has, and will
continue to remain a high priority for the community. The 2017 budget includes $6.8 million for street and transportation
improvements including, the Arapahoe Road and I-25 interchange project, reconstruction of Long Road, and continued
investment in the pavement and concrete rehabilitation program. Additionally, the budget includes planned
improvements of $2.3 million to the City’s parks and recreation infrastructure, including second phase of the Tommy
Davis Park project, the replacement of a playground at Silo Park, and continued restoration of the Goldsmith Gulch and
the Caley Avenue undercrossing.
Following sound financial management, the City confines the use of fund balance to items which are commonly regarded
as one-time or limited in duration. By maintaining appropriate fund balances in each of its funds, the City is able to adapt
to changing market conditions, take advantage of unforeseen opportunities, and maintain adequate cash balances given
the cyclical nature of the local economy. The budget results in an increase to fund balance of 6.1% or $2.1 million. The
2017 budget provides for all externally enforceable restrictions, as well as a 25% Operating Reserve Assignment, Open
Space Acquisition Assignment, and an assignment for the second phase of the Maintenance Facility. The 25%
Operating Reserve Assignment is determined via a calculation of 25% of the General Fund operating expenditures and
serves to shore up reserves and assist in meeting the cash flow needs of the organization. On the other hand, the Open
Space Acquisition and Maintenance Facility Phase II assignments operate much like savings accounts in an effort to
accumulate reserves for future expenditure. Additionally, the 2017 budget includes an assignment for the rebate of
development fees anticipated to be collected during the fiscal period. The assignment maintains those resources which
are expected to be rebated upon completion of the development.
8

COMMUNITY PROFILE
History
The area surrounding the City of Greenwood Village has a rich heritage that includes early settlers, prospecting, farming,
and ranching. Although the first pioneers began to arrive in the region in the early 1800s, it was not until fifty years later
that the discovery of gold brought about profound changes to the
area and gave rise to several small communities.
During the early 1900s, the area continued to thrive as prospecting
gave way to agriculture. Orchards of cherry, apple, apricot, plum, and
pear trees flourished in the area until 1933 when the Castlewood
Dam burst, effectively drying up the source of irrigation. While dairy
farming and ranching remained widespread, by the 1940s the region
had attracted a number of suburbanites along with seasonal
residents from Denver looking to escape to the rural countryside. As
the area’s popularity increased,
so did concerns that ongoing
development from Denver would
threaten the pastoral lifestyle
enjoyed by local residents. In response, the City of Greenwood Village officially
incorporated as a statutory city on September 8, 1950.
Location
The City of Greenwood Village is a mature community,
surrounded by other jurisdictions and situated in
Arapahoe County 9 miles south of downtown Denver,
Colorado. The City occupies 8.4 square miles and
according to the US Census Bureau, is home to an
estimated 15,663 residents.
Climate
At 5,422 feet above sea level, the area is considered
semi-arid with very low humidity and relatively little
precipitation. The area is well-known for its abundant
sunshine, averaging over 275 sunny days per year.
During the summer, it is not uncommon to have
temperatures in excess of 90°; however, days for which
temperatures reach 100° are unusual. Thunderstorms
are common during the growing season between April
and September and supply approximately 75% of the
annual precipitation to the area. Winters are normally
mild; however, snowstorms measured in feet, do occur
on occasion.
Whereas farming and ranching characterized the area during the first half of the
century, by the late-1960s the community had transformed into a predominately
residential area. However, the absence of a revenue-generating commercial tax
base made it difficult to provide the most basic of municipal services. Therefore,
Greenwood Village embarked on what would become a twenty-year period of
annexation and growth, resulting in the incorporation of several emerging, yet
lucrative, business parks and commercial areas, including the Denver Technological
Center and Greenwood Plaza business parks. As the population of the City
increased, so did the desire for enhanced local control, resulting in the adoption of
a city charter on July 30, 1968, transforming the community into a self-governing,
Colorado Home Rule Municipality.
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COMMUNITY PROFILE
Transportation
As a major employment center, regional transportation is of great importance to the community. I-25 bisects the City in
a north-south direction, and serves as the area’s primary arterial along the foothills. Additionally, I-225 just to the north,
as well as the 470 beltway located three miles south of the City
provide convenient access to both the east and west portions of
the metropolitan area. The Regional Transportation District (RTD)
provides rapid transit services to the area, including three park-nride/light
rail stations located within the City of Greenwood Village.
For more information regarding routes, schedules or fares please
visit www.rtd-denver.com.
The commercial centers within the City of Greenwood Village
attract numerous business travelers from all over the world.
Located less than one hour northeast of Greenwood Village via E-
470, Denver International Airport (DIA) is the 15th-busiest airport
in the world and the 5th-busiest airport in the United States serving
more than 53 million passengers each year. Additionally, Centennial Airport, which was developed in the 1960s
specifically to serve the Denver Technological Center, is located just south of the City, and has become the third busiest
general aviation facility in the country, catering to smaller, private, non-commercial aircraft and charter flights. For more
information regarding flights or services please visit www.flydenver.com or www.centennialairport.com.
Parks & Recreation
Greenwood Village’s parks, trails and open spaces are a significant part of what makes the community such a special
place to live and visit. Encompassing more than 280 acres of developed parks and 186 acres of open space, these
areas are unique in landscape, including a mix of urban and rural lands that provide a wide range of recreational
opportunities via a variety of facilities including equestrian parks,
soccer, baseball and softball fields, basketball and tennis courts, a
skate park, disc golf course, mountain bike course, and numerous
playgrounds and pavilions. Additionally, there are approximately 47
miles of trails which wind through the community suitable for walking,
running, bicycling and horseback riding. These trails also connect and
provide access to local parks, schools, neighborhoods, as well as
several regional trail systems.
Education
The City of Greenwood Village is served by two school districts, both
of which consistently score well above state and national averages in
student achievement. The Cherry Creek School District (CCSD) is the fourth largest school district in the state, serving
54,700 students. Additionally, the Littleton Public School District (LPSD) which has been ranked as the highest
academically achieving school district in the metropolitan area, serves more than 15,200 students district-wide. For
additional information please visit www.cherrycreekschools.org or www.littletonpublicschools.net.
Housing
Greenwood Village’s residential communities include a variety of residential options ranging from urban lofts and
condominiums to single-family homes and multi-acre estates. The convenient location of the community’s
neighborhoods to business parks, restaurants, entertainment and shopping, combined with the preservation of rural
elements has created a desirable living environment. There are an estimated 6,369 housing units within the City of
Greenwood Village with the majority of those (59.1%) being detached single-family homes. The percentage of owneroccupied
and renter-occupied housing units is 67.8% and 32.2%, respectively. The City’s median home value is one of
the highest in the region at $769,400, while monthly rents average over $1,300. According to the Federal Housing
Finance Agency (FHFA), as of December 31, 2015, Colorado ranked second in home price appreciation, suggesting
housing market performance far exceeding that of the national average.
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COMMUNITY PROFILE
Income & Employment
The community boasts a highly-educated workforce with 73.8% of individuals over the age of 25 having obtained a
bachelor’s degree or higher. Income levels exceed those of most other jurisdictions in the metropolitan area, reporting
a median household income and per capita income of $109,180 and $81,771 respectively. Approximately 4.0% of the
population reported incomes below that of the poverty level. The following chart provides additional information
regarding local resident employment by industry:
Local Employment by Industry
Other
15%
Education & Health Care
18%
Construction &
Manufacturing
10%
Retail &
Wholesale Trade
13%
Information Services
7%
Professional Services
& Management
21%
Finance & Real Estate
16%
According to the U.S. Department of Labor, as of June 2016, the unemployment rate in Colorado decreased 0.7% as
compared to the same period of the prior year to 3.7% remaining below the national average of 4.9%. Similarly, the
Denver Metropolitan Area unemployment rate decreased 0.5% compared to the prior year to 3.8%. Job growth in
Arapahoe County grew by 2.8% as compared to the national
average of 1.9%. However, average weekly wages in the county
increased 2.1% during the previous twelve-month period while
the national average increased 4.4%. Employment opportunities
continue to predominantly reside within retail, accommodation,
food services, as well as occupations in business management
and technology.
Major Employers
Approximately 2,700 businesses operate within the City, offering
a wide variety of goods and services. The Village is home to three
major business parks, namely; the Village Center at Arapahoe
Station, the Denver Technological Center, and Greenwood
Plaza. The business parks attract a large workforce resulting in a weekday population of approximately 45,000
individuals making the City one of the largest employment centers in the region. The considerable commercial presence
serves to substantially augment the local economy, and in turn, the financial resources of the organization. Major
employers located within the City of Greenwood Village include:
Commercial/Office Retail/Restaurant Government/Recreation
Comcast
King Soopers Cherry Creek School District
Great West Life & Annuity Home Depot
City of Greenwood Village
Cigna Health & Life
Del Frisco’s
Colorado State University
CoBank
Kuni Lexus
Tri-County Health
Empower Institutional Target
South Metro Fire Rescue
Newmont International Lowe’s
Greenwood Athletic Club
11

COMMUNITY PROFILE
Economic Development
In June 2015, NerdWallet ranked Greenwood Village as the best city in Colorado to start a new business. The
prestigious ranking is supported by the City’s access to a highly educated and skilled workforce, favorable business
climate, suitable infrastructure and past economic performance. The local business parks and commercial corridors
continue to attract new businesses to the City. Notable business openings during the past twelve months include:
In early 2016, CoBank moved into its newly constructed 296,000 square foot office building located in the Village
Center. CoBank is a national cooperative bank serving vital industries across rural America. The bank provides
loans, leases, export financing and other financial services to agribusinesses and rural power, water and
communications providers in all 50 states.
AECOM completed tenant improvements and now fully occupies the Millennium Building, at 6200 South Quebec
Street. AECOM is currently listed on the Fortune 500 as one of America’s largest companies providing fully
integrated professional and technical services to design, build, finance and operate infrastructure assets around
the world for public and private-sector clients.
The John Madden Company re-acquired the Quebec Court Building located at 5800 South Quebec Street, which it
originally developed in 1980, and has initiated a complete renovation.
Greenwood Village continues to see significant economic growth and while limited, opportunities for infill development
within the City do exist. Vacant land along the I-25 corridor offers several desirable development prospects. In fact,
there are a number of large-scale projects currently in various stages ranging
from concept to construction.
Shea Properties has initiated construction of the third, and final, building of the
Arapahoe at Village Center Station development located at I-25 and Arapahoe
Road. The new 12-story building will include 283,103 square feet of office
space, an additional 9,416 square feet suited for retail, and a 6-level parking
garage concealed on the west side by a 2-story retail/office wrapper building.
Construction has also begun on the new Village Center DTC office building, at
the Village Center on the east side of I-25. Village Center DTC will add to the
Village’s inventory of high quality commercial buildings. Village Center DTC
will include a 280,000-square foot office property on 5.24 acres, consisting of
a 10-story, speculative office building with a separate six-story, 986 parking
space structure. Village Center DTC will be located within walking distance of
the Arapahoe Light-Rail Station and directly adjacent to the newly approved
Westin Hotel. The project includes two outdoor plazas and a series of off-site
transportation improvements, including the extension of Willow Drive and
Caley Avenue.
The Westin Hotel will be the first five-star hotel in the south metropolitan area
and is expected to begin construction in 2016. The new hotel franchise will be
located on the
east side of I-25, adjacent to the Arapahoe Light-Rail
parking garage, where the current surface parking lot is
now located. The proposed hotel will include 203 hotel
rooms and suites, a restaurant, bar, coffee shop, meeting
space, swimming pool, and underground parking. The
hotel will be located steps from the pedestrian bridge and
parking structure serving the RTD Arapahoe at Village
Center light-rail station and the Village Center retail and
office buildings. The hotel will be highly visible and
convenient to I-25, making it easily accessible for
motorists and light rail users alike.
12

ECONOMIC INDICATORS
Overview
Historically, more than 60% of the City’s total revenue has been directly attributable to sales and use tax collections,
making it especially reliant upon, and vulnerable to, patterns in both consumer and commercial spending and
development. In addition to local economic data, the City employs the use of several national consumer and
development based economic indexes to interpret current and future trends, forecast revenues, and adopt financial
strategies in an effort to maintain the financial condition and outlook of the organization. Those indexes most often used
by the City are presented below:
Consumer Price Index (CPI)
The Consumer Price Index (CPI) is a measure of the average change in prices over time in a fixed market basket of
goods and services (i.e. inflation). The Consumer Price Index for the Denver-Boulder-Greeley area increased 1.4% in
2015 and increased 3.0% from the first half of 2015 to the first half of 2016. Higher costs for shelter (7.6%) are largely
responsible for the overall increase. Costs for energy fell 10.4%, food prices rose 1.5%, and the all items less food and
energy index advanced 4.5%. The rate of inflation of the CPI for the Denver-Boulder-Greeley area is presented in the
chart below:
Consumer Price Index
4.50%
4.00%
3.50%
3.00%
2.50%
2.00%
1.50%
1.00%
0.50%
0.00%
-0.50%
-1.00%
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
Purchasing Manager’s Index (PMI)
The Purchasing Managers Index (PMI) was established in 1948 to measure the degree of optimism that businesses
(owners/executives) have with regard to the economy. As of July, the PMI reported an index measure of 52.6. Business
confidence in the United States averaged 52.77 percent from 1948 until 2016, while an index level above 50.0 indicates
that the number of business owners/executives who expect their company’s performance to increase over the next
twelve months outnumber those anticipating weaker performance. While outlook has shifted, the following chart reports
a gradual increase in the PMI over the past twelve-month period, indicating an improvement in business owner optimism.
Purchasing Manager's Index
54.0
53.0
52.0
51.0
50.0
49.0
48.0
47.0
46.0
45.0
Aug
2015
Sep Oct Nov Dec Jan
2016
Feb Mar Apr May Jun Jul
13

ECONOMIC INDICATORS
Consumer Confidence Index (CCI)
The Consumer Confidence Index (CCI) was established in 1967 to measure the degree of optimism that consumers
have with regard to the economy. Each monthly survey contains approximately 50 core questions, each of which tracks
a different aspect of consumer attitudes and expectations. Consumer confidence in the United States averaged 85.9
from 1952 until 2016, while a reading of 90.0 is associated with a healthy economic outlook. As of July, the CCI reported
an index measure of 90, below that reported during the previous year (93.1). Furthermore, the chart below illustrates
consumer sentiment has wavered during the past twelve months and recently shows that consumers are less optimistic.
United States Consumer Sentiment
96.0
94.0
92.0
90.0
88.0
86.0
84.0
82.0
Aug
2015
Sep Oct Nov Dec Jan
2016
Feb Mar Apr May Jun Jul
Retail Sales Year-Over-Year
The year-over-year change in retail sales compares the aggregated sales of retail goods and services during a certain
month to the same month a year ago. Retail sales in the United States averaged 4.37% from 1993 until 2016, reaching
an all-time high of 11.2% in March of 1994 and a record low of -11.5% in December of 2008. Retail sales increased
2.7% in June of 2016 over the same month in the previous year. As evident in the following chart, increases in retail
sales have been sporadic over the previous twelve-month period, suggesting uncertainty within the consumer retail
market.
United States Retail Sales Year-Over-Year
4.0
3.5
3.0
2.5
2.0
1.5
1.0
0.5
-
Jul
2015
Aug Sep Oct Nov Dec Jan
2016
Feb Mar Apr May Jun
14

BUDGET PROCESS
Overview
The City of Greenwood Village’s fiscal year begins on January 1 st and ends on December 31 st of each year. Although
the City legally appropriates its budget on an annual basis, the process includes discussions regarding multi-year
financial planning such as the City’s Comprehensive Plan, Transportation Plan, Master Regional Drainage Plan,
individual Park Development Master Plans, and Capital Improvement Plan. Such plans assess the City of Greenwood
Village’s short and long-term infrastructure needs and strategic priorities. Where appropriate, the recommendations and
initiatives provided in these plans have been incorporated into the planning and development of the annual budget.
Capital project expenditures for the upcoming year are directly associated with the City’s Capital Improvement Plan.
Departments prepare budgets via a line-item method, providing detailed documentation for revenues and expenditures.
Service levels, as approved by City Council, assist departments in determining expenditure requests. In order to present
a balanced budget, the City Manager works closely with departments to coordinate funding levels. In accordance with
the Home Rule Charter, the City Manager must present a balanced budget, for which proposed expenditures do not
exceed available resources, no later than October 15 th ; followed by a public hearing which must be held on or before
November 1 st . At any point after the public hearing, City Council may adopt the budget with or without amendment. If
City Council fails to adopt the budget prior to December 31 st , the amounts appropriated for the previous fiscal year shall
be deemed adopted for the ensuing fiscal year on a month-to-month basis. The City encourages citizen participation by
publishing notices of the hearing in the local newspaper and online. Copies of the budget document are made available
for citizen review.
Budget Cycle
Distribution of the
Adopted Budget
Establishment of
Goals/Objectives
Process
Refinement &
Training
City Council
Adoption of the
Annual Budget
Development of
Revenue
Forecasts
Public Hearing
(Citizen Input)
Departmental
Expenditure
Requests
City Council
Budget Workshop
Distribution of the
Proposed Budget
Executive Review
& Refinement
15

BUDGET PROCESS
Budget Calendar
January 29, 2016
May 4
May 26
June 7
June 15-17
June 20
June 20
July 8
July 11
July 15
July 22
July 25
August 1
August 1-5
August 8
August 12
August 15
August 19
August 25
August 26
September 2
September 9
September 16
October 3
November 7
December 10
December 15
December 16-30
File the Adopted Budget with the Colorado Division of Local Governments
Due by January 29 th (C.R.S. 29-1-113(1))
Discussion of the Capital Improvement Program with the Parks, Trails & Recreation
Commission
Discussion of the Capital Improvement Program with the Board of Adjustments & Appeals
Discussion of the Capital Improvement Program with the Planning & Zoning Commission
Budget System User & Process Training
Distribution of Budget Process Instructions, Forms & Worksheets
Budget Submission Period Opened – System User Access Granted
Inter-Departmental Service Requests Due to Appropriate Department(s)
Presentation of the Draft Capital Improvement Program to the City Council
Establishment of Preliminary Revenue
Budget Submission Period Closed – System User Access Terminated
Distribution of Preliminary Budget Reports to the Executive Management Team
City Council Discussion of the Proposed Capital Improvement Program
Executive Review & Discussion of Preliminary Budget Reports
Budget Revision Period Opened – System User Access Granted
Budget Revision Period Closed – System User Access Terminated
Presentation of the Proposed Employee Compensation & Benefits to the City Council
Departmental Budget Narratives & Performance Measures Due to Finance Department
Receive Preliminary Assessed Valuation from the County Assessor
Due by August 25 th (C.R.S. 39-5-121(2)(b))
Submission of the Proposed Budget Document to the Mayor & Executive Management
Team
Mayoral Review & Discussion of the Proposed Budget
Submission of the Proposed Budget to the City Council
Due by October 15 th (H.R.C. 11.02)
City Council Budget Workshop
Public Hearing & First Reading – Adoption of the Proposed Budget & Mill Levy
Due by November 1 st (H.R.C. 11.06)
Second Reading – Adoption of the Proposed Budget & Mill Levy
Due by December 12 th (H.R.C. 11.07 & 11.08)
Receive Final Assessed Valuation from the County Assessor
Due by December 10 th (C.R.S. 39-1-111(5))
Submit Certification of the Annual Mill Levy to the County Assessor
Due by December 15 th (C.R.S. 39-5-128(1))
Printing & Publication of the Annual Operating & Capital Improvement Budget
16

BUDGET PROCESS
Budgetary Control
All budgeted expenditures of the organization are subject to appropriation by the governing board. Expenditure
appropriations are made on an annual basis, and with the exception of those pertaining to capital expenditures, lapse
at the close of the fiscal year. Appropriations for capital expenditures continue in force until expended, revised,
abandoned or repealed. Adoption of the budget by City Council establishes appropriations at both the fund and
department level. Once appropriated, it becomes the responsibility of the Finance Department to monitor and report on
the financial activity and condition of the organization. The City incorporates the use of financial software, policies, and
procedures to provide an adequate level of control over public resources. Each department is responsible for controlling
expenditures within authorized appropriations; however, ultimate budgetary responsibility is retained by City Council.
As allowed by the City’s Charter, requests for supplemental, emergency or reduction appropriations to the budget shall
be issued in a public notice and subject to the approval of City Council through ordinance.
Basis of Accounting vs. Basis of Budgeting
Basis of Accounting refers to the specific time at which revenues and expenditures are recognized in the accounts and
reported in the financial statements. The basis of accounting used often depends on the purpose for which the fund has
been established. Proprietary funds utilize the accrual basis of accounting while all other funds utilize the modified
accrual basis. Under the accrual basis of accounting, revenues are recognized when earned, and expenses are
recognized when a liability is incurred, regardless of the timing of related cash flows. However, under the modified
accrual basis of accounting, revenues are recognized when they become both measurable and available. Revenues
are considered to be available when they are collected within the current year or soon enough thereafter to pay liabilities
of the current year. Expenditures are generally recorded when a liability is incurred. However, debt service expenditures
and compensated absences are recorded only when payment is due.
Basis of Budgeting refers to the methodology used to include revenues and expenditures in the budget. The City’s basis
of budgeting mirrors the basis of accounting used in the preparation of its fund financial statements, which is the modified
accrual basis of accounting. Thus, capital costs and debt and lease payments are recorded as expenditures in the year
in which they occur. Furthermore, depreciation and amortization costs are not budgeted since these costs represent
non-cash transactions.
Fund Structure
The activities of the organization are organized into separate funds to account for the activity of specific operations,
programs, and/or functions. Each fund is considered a separate accounting entity and, therefore, maintains an
independent, self-balancing ledger subject to appropriation. The three basic fund categories are Governmental,
Proprietary and Fiduciary; within each fund category there are additional fund types. A description of the fund
categories, types, and those funds employed by the City are included below:
Governmental Funds:
The General Fund is the City’s primary operating fund used to account for resources associated with general
government operations, which are not required legally or by sound financial management to be accounted for in another
fund. Activities in the General Fund include general administration, community development, police, parks, and public
works.
Special Revenue Funds account for the proceeds of specific revenue sources that are legally restricted to support
specified purposes. The Sewer General Improvement District #1 Fund accumulates money to support service costs and
repairs related to the District’s connection with the South Englewood Sanitation District. Revenues are provided via
property tax assessments levied upon property within the improvement district. Note: In 2016, the City entered into an
intergovernmental agreement with the Southgate Sanitation District (“Southgate”). If approved by voters, the agreement
will result in the dissolution of the Sewer General Improvement District and transfer of all assets and operations to
Southgate. As the election will not occur until after the development of the annual budget, the City has opted to forecast
and appropriate funds in a manner consistent with the continued operations of the District. Should the dissolution and
transfer be approved and ratified, the City will amend the budget accordingly.
17

BUDGET PROCESS
Capital Project Funds account for financial resources used for the acquisition, improvement or construction of major
capital assets other than those financed via proprietary funds. The Capital Projects Fund records various restricted and
non-restricted sources in support of the City’s capital improvement program as presented later in this document.
Debt Service Funds account for the accumulation of resources for, and the payment of general long-term debt principal,
interest, and related costs. The City of Greenwood Village is debt-free, thus, does not report a Debt Service Fund.
Proprietary Funds:
Enterprise Funds account for operations similar to private business enterprises, where the intent of the governing body
is that the costs of providing these services on a continuing basis be financed or recovered primarily through user
charges. The City of Greenwood Village does not report an Enterprise Fund.
Internal Service Funds account for goods and/or services provided by one department to other departments within the
City or to other government units on a cost reimbursement basis. The City of Greenwood Village currently does not
report an Internal Service Fund.
Fiduciary Funds:
Trust & Agency Funds account for resources for which the City is holding as a trustee or an agent for another
organizational unit and as such, does not have spending authority. The City does not currently report a Fiduciary Fund.
18

REVENUE ASSESSMENT
Overview
In an effort to simplify financial reporting, the City of Greenwood Village has organized its revenues into seven
categories: Taxes & Special Assessments, Intergovernmental, Licenses & Permits, Charges & Fees, Fines &
Forfeitures, Investment Earnings, and Miscellaneous Revenue. The following table and chart illustrate the City’s total
revenue (all funds, not including other sources or uses of fund balance):
2015
Audited
Actuals
2016
Amended
Budget
2017
Adopted
Budget
% Change
Revenue:
Taxes & Assessments $ 36,292,697 $ 39,230,254 $ 39,781,000 1.40%
Intergovernmental 3,180,776 4,905,283 2,312,221 -52.86%
Licenses & Permits 1,354,946 1,383,677 1,755,000 26.84%
Charges & Fees 2,669,190 2,836,963 3,039,000 7.12%
Fines & Forfeitures 1,116,244 1,011,044 1,087,000 7.51%
Investment Earnings 33,437 44,859 300,000 568.76%
Miscellaneous Revenue 73,167 10,000 8,000 -20.00%
Total Revenue $ 44,720,457 $ 49,422,080 $ 48,282,221 -2.31%
Total Revenue by Category
Intergovernmental
5%
Taxes &
Assessments
82%
Licenses & Permits
4%
Charges & Fees
6%
Fines & Forfeitures
2%
Miscellaneous
Revenue
0%
Investment Earnings
1%
As illustrated in the above table, the City is expected to generate revenues of $48.3 million. The amount represents a
decrease in revenues of $1.1 million or 2.3% when compared to the prior year’s amended budget. It should be noted
that the City anticipates the collection of roughly $3.3 million via grant awards and intergovernmental agreements in
2016. While the City will continue to pursue external agency funding, such opportunities and amounts are largely
unknown during production of the annual budget, and have therefore been omitted from the 2017 forecasts. Omitting
the grant award and intergovernmental agreement revenue sources from the comparison, results in an anticipated
revenue increase of $1.5 million or 3.3%. The relatively modest rate of growth is a combined result of the conservative
forecasting methods used by the organization, as well as, a recent flattening of current year-to-date collections.
Additional detail pertaining to the trends and forecasting methods of the City’s significant funding sources, including the
related impacts of the current and anticipated economic environment are presented in the following sections.
19

REVENUE ASSESSMENT
Taxes & Special Assessments
Taxes and special assessments represent the largest revenue category for the City, accounting for 82.4% of 2017
forecasted revenue. The category consists of property, specific ownership, sales, use, lodging, and occupational
privilege taxes. Due to the material nature of these sources, each is discussed in more detail below.
Property Tax
Property taxes are generated via a mill levy on the assessed real and personal property located within the City. In 2017,
property tax collections are expected to total $3.1 million, making up approximately 6.3% of the City’s total revenue. The
amount represents an increase of 2.9% as compared to the prior year’s amended budget due to continued improvement
in local residential and commercial property values.
The city-wide mill levy is made up of 2.932 mills used to support the general operating activities of the City. An additional
2.306 mills is collected from properties located within the boundaries of the Greenwood Village Sewer General
Improvement District #1. The District operates as a blended component unit of the City and is, therefore, reported as a
special revenue fund.
The County Assessor is responsible for identifying, classifying, and valuing all property in the County. The Assessor’s
goal is to establish accurate values of all property located within the County, which in turn ensures that the tax burden
is distributed fairly and equitably among all property owners. Real property is revalued every odd-numbered year, while
personal property is revalued every year. The table below shows the current and historical assessed valuation of all real
and personal property located within the City.
Year
Assessed
Valuation
%
Change
2013 801,658,030 -0.85%
2014 871,634,290 8.73%
2015 859,904,776 -1.35%
2016 982,360,897 14.24%
2017* 993,634,085 1.15%
* Represents preliminary assessed valuation
While property tax has historically remained one of the City’s more stable revenue sources, it is also one of the most
regulated under State Statute. In accordance with the Gallagher Amendment, the statewide total assessed valuation of
residential versus commercial properties is calculated at 45% and 55% respectively. To accomplish this, the assessment
rate for commercial properties is fixed at 29% of market value, while residential rates are adjusted to maintain the ratio.
Prior to enactment of the Gallagher Amendment, the residential assessment rate was 30%. Since 2003 it has been, and
remains at 7.96%. The following table shows the City’s collection of property taxes for both residential and commercial
property with an appraised value of $500,000:
Residential
Commercial
Property Value $500,000 $500,000
Assessment Rate 7.96% 29.00%
Assessed Value $39,800 $145,000
Greenwood Village Mill Levy 2.932 2.932
Annual Property Tax Obligation $116.69 $425.14
Sales Tax
The City of Greenwood Village levies a 3% sales tax upon all sales, purchases, and leases of tangible personal property
and taxable services. Sales tax is not imposed on the purchase of food for home consumption. Sales tax collections are
forecasted to comprise $25.3 million or 52.4% of the total annual revenue, making the City especially reliant upon, and
vulnerable to patterns in consumer and commercial spending. The following table shows the combined local sales tax
rates by jurisdiction:
20

REVENUE ASSESSMENT
Taxing Authority
Tax Rate
City of Greenwood Village 3.00%
State of Colorado 2.90%
Arapahoe County Open Spaces 0.25%
Regional Transportation District 1.00%
Scientific Cultural Facilities District 0.10%
Total: 7.25%
As a home-rule municipality, the City of Greenwood Village closely monitors sales tax collections through a selfcollection
and audit program. Forecasts of sales tax are based on the detailed analysis of historical trends, evaluation
of local and national economic indicators, and anticipated alterations to the local commercial/consumer environment.
The following chart illustrates the sales tax trends and forecasts:
$26.0
$25.0
$24.0
$23.0
$22.0
$21.0
$20.0
Sales Tax
(in millions)
2013
Actuals
2014
Actuals
Sales Tax
(in millions)
2015
Actuals
2016 Amended Budget
$25.14 Million
2016
Estimate
2017
Adopted
Budget
20.46 21.78 24.16 24.54 25.28
As evident in the above chart, sales tax collections are forecasted to increase 0.5% over those of the prior year’s
amended budget. The negligible increase is due to an unexpected plateauing of sales tax collections during the current
fiscal year. As a result, the City expects 2016 collections to fall slightly below those of initial forecasts. Due to the inherent
sensitivity of sales tax to consumer and commercial spending, coupled with the continued volatility of the consumer
confidence, purchasing managers’, and retail sales indexes over the past twelve months, 2017 sales tax collections
have been forecasted to increase a modest 3.0% above those of the revised 2016 year-end estimates.
Use Tax
In addition to sales tax, the City also imposes a 3% use tax. Use taxes are levied upon the privilege to store, use,
distribute, or consume tangible personal property located within the boundaries of the City. Such property is often initially
purchased or leased outside of the jurisdictional boundaries of the community. Use tax is a complement to sales tax by
eliminating any tax advantage that out-of-jurisdiction retailers may have. Use tax is not due when the appropriate
Greenwood Village sales tax has been paid or when another agency’s lawfully imposed sales or use tax has been paid
at a rate equal to or greater than the City’s sales/use tax rate.
Use tax is subdivided into two classifications, general use tax and building materials use tax. The building materials use
tax applies when performing construction work which requires a building permit. The tax is estimated and paid prior to
the issuance of the building permit. The estimated tax due is 3% of 60% percent of the total cost of construction. The
first $3,500 of building materials is use tax exempt.
In 2017, general use tax and building materials use tax collections are forecasted at $3.2 million and $2.9 million,
respectively. Overall use tax collections account for $6.2 million or roughly 12.8% of the City’s total revenue. Use tax
collections are far more volatile than sales tax due to the often unpredictable commercial and development-related
spending from which it is generated. Projections of use tax are based on a combination of historical trending, staff
21

REVENUE ASSESSMENT
discussions with local developers, and a weighted probability analysis. The following chart reports the use tax trends
and forecasts:
Use Tax
(in millions)
$6.5
$6.0
$5.5
$5.0
$4.5
$4.0
$3.5
Use Tax
(in millions)
2013
Actuals
2014
Actuals
2015
Actuals
2016
Estimate
2016 Amended Budget
$5.93 Million
2017
Adopted
Budget
3.96 5.60 4.98 6.25 6.17
As the above chart illustrates, use tax collections are expected to increase 4.2% when compared to the previous year’s
amended budget. Based on current collections and known or probable development projects, the City anticipates that
2016 collections will surpass those included in the prior year’s amended budget by approximately 5.4%. Given the
irregularity of development and commercial spending, the City has elected to remain conservative when forecasting use
tax collections. As such, the 2017 use tax collections are forecasted to decrease 1.2% below those of the revised 2016
year-end estimates.
Lodging Tax
A 3% lodging tax is assessed on all lodging services provided within the City. Lodging tax collections are forecasted at
$1.7 million or 3.6% of the organization’s total revenue. Projections of lodging tax are based on the analysis of historical
trends, evaluation of local and national economic indicators, and anticipated alterations to the local lodging environment.
The following chart provides lodging tax collection trends and forecasts:
Lodging Tax
(in millions)
$1.9
$1.7
$1.5
$1.3
$1.1
$0.9
$0.7
$0.5
Lodging Tax
(in millions)
2013
Actuals
2014
Actuals
2015
Actuals
2016
Estimate
2016 Amended Budget
$1.66 Million
2017
Adopted
Budget
1.20 1.37 1.53 1.68 1.72
As shown in the above chart, lodging tax collections are forecasted to increase 3.8% when compared to the forecasts
of the previous year’s amended budget. Based on current collection rates, the City expects collections to exceed those
of the 2016 amended budget by approximately 1.2%. Due to the inherent sensitivity of lodging tax to consumer spending,
2017 lodging tax collections have been forecasted to increase a modest 3.0% above those of the revised 2016 yearend
estimates.
22

REVENUE ASSESSMENT
Occupational Privilege Tax
An occupational privilege tax is levied upon all employees who perform services within the City. In each month where
an employee earns at least $250, both the employee and employer are assessed a $2.00 tax. The occupational privilege
tax is collected and accounted for in the Capital Projects Fund, as the resources are restricted for the purposes of
rehabilitating and/or improving the community’s infrastructure. Occupational privilege tax projections account for $2.0
million or 4.1% of the City’s total revenue. The 2017 forecasts represents a decrease of 1.0% below that of the prior
year’s amended budget, but a 3.0% increase when compared to that of current year-end estimates. The following chart
represents the historical collection trends and forecast of occupational privilege tax:
Occupational Privilege Tax
(in millions)
$2.5
$2.3
$2.0
$1.8
$1.5
$1.3
$1.0
Occupational Privilege Tax
(in millions)
2013
Actuals
2014
Actuals
2015
Actuals
2016 Amended Budget
$2.01 Million
2016
Estimate
2017
Adopted
Budget
1.79 1.80 1.95 1.93 1.99
Intergovernmental
The intergovernmental revenue category represents approximately 4.8% of total revenues. The category is made up of
revenues which are collected on behalf of the City by other governments. Revenues which fall under this category
include grants and proceeds received from other government agencies. In an effort to remain conservative, the City
does not forecast the receipt of grant and/or intergovernmental agreement resources until awarded or otherwise
confirmed. Instead, the City has elected to amend the budget via the supplemental appropriation process as necessary,
if and when such resources materialize.
Intergovernmental
(in millions)
$6.0
$5.0
$4.0
$3.0
$2.0
$1.0
Intergovernmental
(in millions)
2013
Actuals
2014
Actuals
2015
Actuals
2016
Estimate
2016 Amended Budget
$4.91 Million
2017
Adopted
Budget
3.41 2.42 3.18 4.66 2.31
Licenses & Permits
The City issues various licenses and permits which grant the holder specific use privileges. The fees, which account for
approximately 3.6% of the 2017 budgeted revenues, are intended to offset the administration costs associated with
those activities. Currently, the City issues and collects fees for business and liquor licenses, as well as building permits,
23

REVENUE ASSESSMENT
and park use. Revenues within the licenses and permits category are expected to increase 26.8% compared to the prior
year’s amended budget due to anticipated commercial development activity. Forecasts are supported by historical
collection trends, staff discussions with local developers, and a weighted probability analysis. The following chart
illustrates the historical licenses and permits trends and forecasts:
Licenses & Permits
(in millions)
$2.0
$1.8
$1.5
$1.3
$1.0
$0.8
$0.5
$0.3
$0.0
Licenses & Permits
(in millions)
2013
Actuals
2014
Actuals
2015
Actuals
2016
Estimate
2016 Amended Budget
$1.38 Million
2017
Adopted
Budget
0.93 1.21 1.35 1.39 1.76
Charges & Fees
Charges and fees are intended to offset costs associated with specific goods and services provided to identifiable
recipients. The revenue category represents approximately 6.3% of the organization’s revenue. Examples of user
charges include franchise fees, review fees, recreation participant fees, off-duty police officer charges, and the sale of
miscellaneous goods and services. Revenues within the charges and fees category are expected to increase 7.1%
compared to the prior year’s amended budget due to an anticipated increase in activity at Fiddler’s Green. Collection
forecasts are supported via assumptions regarding the continuation of customer demand for fee-related goods and/or
services, as well as changes to the fee structures.
Charges & Fees
(in millions)
$3.4
$3.2
$3.0
$2.8
$2.6
$2.4
$2.2
$2.0
Charges & Fees
(in millions)
2013
Actuals
2014
Actuals
2015
Actuals
2016 Amended Budget
$2.84 Million
2016
Estimate
2017
Adopted
Budget
2.65 2.84 2.67 2.57 3.04
24

REVENUE ASSESSMENT
Fines & Forfeitures
Fines and forfeitures comprise approximately 2.3% of the City’s total revenue and include court fees and fines imposed
by the Municipal Judge. Funds received are punitive in nature for the commission of minor crimes, code violations or
the settlement of claims.
Fine and forfeiture revenue collections are anticipated to increase approximately 7.5% when compared to the prior
year’s amended budget. The increase is the result of growing collections associated with the photo red light program,
and is more representative of collections recorded during the last audited fiscal year. The following chart illustrates the
historical fines and forfeiture trends and forecasts:
Fines & Forfeitures
(in millions)
$1.2
$1.1
$1.0
$0.9
$0.8
$0.7
$0.6
Fines & Forfeitures
(in millions)
2013
Actuals
2014
Actuals
2015
Actuals
2016
Estimate
2016 Amended Budget
$1.01 Million
2017
Adopted
Budget
0.92 1.09 1.12 1.06 1.09
Investment Earnings
The City of Greenwood Village invests in a combination of local government investment pools, collateralized time
deposits, and money market accounts. Until such time as market rates improve, it is anticipated that the organization
will maintain a portfolio of primarily short duration and/or liquid instruments. However, the recent adoption of an
investment policy has resulted in a more effective portfolio as shown by the higher than expected returns in 2016. While
the existence of a low-interest rate environment significantly hampers the organization’s ability to earn returns above
that of inflation, it is expected that with some additional effort improvements can continue.
Investment Earnings
(in thousands)
$325.0
$275.0
$225.0
$175.0
$125.0
$75.0
$25.0
Investment Earnings
(in thousands)
2013
Actuals
2014
Actuals
2015
Actuals
2016
Estimate
2016 Amended Budget
$44,859
2017
Adopted
Budget
41.42 27.33 33.44 159.54 300.00
25

REVENUE ASSESSMENT
Miscellaneous Revenue
Revenue sources categorized as miscellaneous revenue include miscellaneous reimbursements, grants/contributions
from nongovernmental sources, and other unforeseen collections which cannot accurately be accounted for in the above
categories. In 2014, in an effort to more accurately record revenue collections, the City added numerous revenue
classifications to avoid the use of un-categorized transactions. Miscellaneous revenue accounts for less than .5% of the
City’s total revenue.
Miscellaneous Revenue
(in thousands)
$450.0
$400.0
$350.0
$300.0
$250.0
$200.0
$150.0
$100.0
$50.0
$0.0
Miscellaneous Revenue
(in thousands)
2013
Actuals
2014
Actuals
2015
Actuals
2016 Amended Budget
$10,000
2016
Estimate
2017
Adopted
Budget
382.38 53.50 73.17 10.00 8.00
26

EXPENDITURE ASSESSMENT
Overview
In an effort to simplify financial reporting, the City of Greenwood Village has organized its expenditures into six
categories: Personnel, Purchased Services, Supplies/Non-Capital Equipment, Capital Outlay, Debt Service, and
Miscellaneous Expenditures.
2015
Audited
Actuals
2016
Amended
Budget
2017
Adopted
Budget
% Change
Expenditures:
Personnel $ 22,133,755 $ 23,398,073 $ 23,760,018 1.55%
Purchased Services 5,217,590 6,333,482 6,916,308 9.20%
Supplies/Non-Capital Equipment 2,846,268 3,188,450 3,219,037 0.96%
Capital Outlay 14,781,644 21,868,844 11,766,602 -46.19%
Debt Service 31,961 31,522 31,522 0.00%
Miscellaneous Expenditures 571,954 4,180,256 580,256 -86.12%
Total Expenditures $ 45,583,172 $ 59,000,627 $ 46,273,743 -21.57%
Total Expenditures by Category
Purchased Services
15%
Supplies/Non-Capital
Equipment
7%
Capital Outlay
26%
Debt Service
0%
Personnel
51%
Miscellaneous
Expenditures
1%
As reported in the above table, forecasted city-wide expenditures of $46.3 million are 21.6% below that of the current
year’s amended budget. Similar to revenues, the total expenditure figure is misleading without the benefit of additional
insight. As per the Municipal Charter, appropriations related to capital improvement projects do not expire or terminate
at the close of the fiscal year. Thus, unspent appropriations from the prior year have been “carried over” to the 2016
amended budget. The process inflates the 2016 capital outlay appropriations and consequently, makes it appears as
though the City is reducing the capital improvement budget by $9.9 million in 2017. Additionally, the 2016 budget
includes one-time rebates associated with development of $3.6 million, and again provides the appearance of a
reduction in the 2017 budget. Omitting capital improvement projects and the development rebates from the 2016 versus
2017 budget comparison provides a much more accurate picture and a reported increase of $753,818 or 2.1%.
The expenditure categories, as well as some of the more significant changes in spending authorization are discussed
in more detail below. Detail regarding individual changes in budgeted expenditures are contained in the departmental
budget variance justifications.
27

EXPENDITURE ASSESSMENT
Personnel
Personnel expenditures include the payment of employee salaries, overtime, allowances, benefits, and employer tax
obligations. Costs associated with personnel represent 51.3% of the total budgeted expenditures. Personnel
expenditures increased 1.6% or $361,945 over those of the prior year’s amended budget. Due to the materiality of
personnel costs on the City’s budget, each element of the change is presented below.
Employee transition and changes in benefit elections during 2016 resulted in a net savings to the City of $174,434.
Annual market adjustments increased personnel costs by $145,195.
General employee performance raises are forecasted to increase personnel costs by $225,793.
Police step increases are expected to increase personnel costs by $67,913.
Seasonal and temporary wages decreased $4,150 based on individual department needs.
Overtime wages increased $30,840 due to increasing wages and the needs of the departments.
Extra duty wages increased $200,000 due to an anticipated increase in special events and concerts.
Expenditures for clothing, cleaning, communications, and vehicle allowances increase a total of $1,410.
A favorable quote resulted in the reduction of health insurance premiums by $130,622.
The following chart illustrates the historical personnel trends and forecasts:
Personnel
(in millions)
$24.0
$23.5
$23.0
$22.5
$22.0
$21.5
$21.0
$20.5
$20.0
Personnel
(in millions)
2013
Actuals
2014
Actuals
2016 Amended Budget
$23.40 Million
2015
Actuals
2016
Estimate
2017
Adopted
Budget
20.81 21.26 22.13 22.85 23.76
As depicted in the above chart, personnel costs are forecasted to increase approximately 4.0% above those of the yearend
estimate. That said, there is often a significant difference between personnel forecasts and the costs which are
actually recognized by the organization. The discrepancy between the 2016 amended budget and that of the year-end
estimate is a result of the manner in which the personnel budget is developed. The personnel budget is generated using
current payroll data, yet such data is modified so as to infer the complete occupancy of all available positions. The
method does not take into account the vacancy savings recognized when positions are vacated for a period of time, nor
does it account for the often reduced rate which newly hired individuals earn in comparison to their predecessors.
28

EXPENDITURE ASSESSMENT
Purchased Services
The purchased services category represents approximately 14.9% of the total expenditures. Forecasted expenditures
increased 9.2% when compared to the prior year primarily due to the addition of several one-time studies and/or noncapitalized
projects as described in the department budget narratives. This category is made up of expenditures, which
by their nature, are performed by persons or firms external to the organization. While a product may or may not result
from the transaction, the primary reason for the purchase is the service provided. Expenditures which fall under this
category include; administrative services, technical services, travel, training, repairs/maintenance, rentals/leases, and
non-personnel related insurance premiums. Changes within the purchased services category are discussed within the
departmental budgets.
Purchased Services
(in millions)
$7.0
$6.5
$6.0
$5.5
$5.0
$4.5
$4.0
Purchased Services
(in millions)
2013
Actuals
2014
Actuals
2016 Amended Budget
$6.33 Million
2015
Actuals
2016
Estimate
2017
Adopted
Budget
4.57 4.85 5.22 5.30 6.92
Supplies/Non-Capital Equipment
The supplies and non-capital equipment category represents approximately 7.0% of the total organizational
expenditures. Forecasted expenditures increased 1.0% from the 2016 amended budget. Expenditures in this category
are for items that are consumed, worn out, or deteriorated through use, and do not meet the requirements of the City’s
definition of capital assets. Supplies, natural gas, electricity, fuel, as well as non-capital equipment such as file cabinets,
desks, and personal computers are included in this category. Changes within the supplies/non-capital equipment
category are discussed within the departmental budgets.
Supplies/Non-Capital Equipment
(in millions)
$3.5
$3.0
2016 Amended Budget
$3.19 Million
$2.5
$2.0
Supplies/Non-Capital Equipment
(in millions)
2013
Actuals
2014
Actuals
2015
Actual
2016
Estimate
2017
Adopted
Budget
2.58 2.73 2.85 2.90 3.22
29

EXPENDITURE ASSESSMENT
Capital Outlay
The capital outlay category makes up 25.4% of the total budgeted expenditures. Expenditures in this category include
capital assets and capital improvement projects including the acquisition of land, buildings, infrastructure and/or the
improvements thereof. Expenditures in this category tend to vary substantially from year to year based on the needs of
the organization and community. Additional detail regarding the capital improvement projects can be found in the Capital
Improvement Program section of the budget document. The planned capital asset replacements and purchases for
2017 are shown in the following chart:
Item Description
Amount
City Management
High Definition Bulletin Board and Playback System $ 45,000
De-modulators and Encoders 15,000
Total City Management $ 60,000
Administrative Services
Network and Fiber Switches $ 60,400
Records Management System 46,500
Police Communications System Upgrade 35,000
Conference Room Audio Visual Upgrade 11,000
Total Administrative Services $ 152,900
Parks, Trails & Recreation
4x2 Utility Vehicle $ 14,450
Enclosed Cab 4x4 Utility Vehicle 27,505
Large Area Mower 71,580
Bluegrass Mowers (3) 50,250
Total Parks, Trails & Recreation $ 163,785
Public Works
4x4 Plow Dump Truck (Unit 8921) $ 200,000
4x4 Plow Dump Truck (Unit 8922) 200,000
Tandem Axle Street Sweeper (Unit 4202) 230,500
Backhoe 125,000
1-Ton Crew Cab Utility Truck (Unit 8306) 94,700
4x4 Compact SUV (Unit 5104) 45,250
Developed Parks Tractor (Unit 8118) 49,500
Developed Parks Trailer (Unit 8107) 23,200
Developed Parks Dump Truck (Unit 8116) 86,250
Developed Parks 1-Ton Utility Truck (Unit 8121) 48,500
Skid Steer Loader (Unit 4105) 44,000
1-Ton Utility Dump Truck (Unit 4103) 94,000
Police Utility Van (Unit 922) 44,000
Police Administration Vehicle (Unit 9910) 35,000
Police Detective Vehicle 36,350
Total Public Works $ 1,356,250
City-Wide Total $ 1,732,935
30

EXPENDITURE ASSESSMENT
Debt Service
Colorado State Statute limits the total amount of General Obligation debt to three percent of the jurisdiction’s actual
value of the taxable property within the City, as determined by the County Assessor. The City’s current legal debt limit
and debt margin are as follows:
Calculation of Legal Debt Margin
2017 Actual Value* $ 6,258,907,591
Debt Limit – 3% of Net Assessed Value 187,767,228
Outstanding Debt Applicable to Limit -
Debt Margin $ 187,767,228
*Based on preliminary actual valuation
As shown in the above table, the City currently does not carry any debt applicable to the debt limit, however, other
obligations do exist. The following table highlights the City’s current debt obligations:
Principal
Payment
2017 Activity
Interest
Payment
Ending
Balance
Maturity
Miscellaneous Expenditures
Xerox Copier Capital Lease:
$ 31,522 $ - $ 13,135 05/13/2018
Expenditure sources categorized as miscellaneous expenditures include; grants/contributions issued by the City, the
Recreation Reimbursement program, and other unforeseen expenditures which cannot accurately be accounted for in
the above categories. Miscellaneous expenditures account for 1.3% of the city-wide appropriation.
31

OTHER SOURCES & USES
Overview
Since governmental funds focus on near-term liquidity (current financial resources), two categories in addition to
revenues and expenditures are used in the governmental fund financial statements to classify events that do not
generate or spend near-term, liquid resources. Other Financing Sources, increases in the net position of the
government, are used to report events such as the issuance of long-term debt, sales of capital assets and transfers
between funds. Other Financing Uses, decreases in the net position of the government, also classify events associated
with long-term debt, such as, the recording of original issue discounts and payments to escrow agents for advanced
refundings and transfers between funds.
Interfund Transfers
In order to meet the ever-changing needs of the community, the City is often required to transfer non-restricted revenues
from one fund to another. In 2017, the City plans for a single interfund transfer from the General Fund to the Capital
Projects Fund in the amount of $5.4 million to support the future capital improvement efforts of the City.
Sale of Capital Assets
Each year the City evaluates the condition, disposal and replacement of its capital assets. The proceeds from the
disposition of worn out assets are received and accounted for within the other sources category. In 2017, the City
anticipates the sale of such property will generate approximately $50,000.
32

FUND BALANCE ANALYSIS
Changes in Fund Balance
Following sound financial management, the City confines the use of fund balance to items which are commonly regarded
as one-time or limited in duration. By maintaining appropriate fund balances in each of its funds, the City is able to adapt
to changing market conditions, take advantage of unforeseen opportunities, and maintain adequate cash balances given
the cyclical nature of the local economy. In some cases, funds are designed to accumulate fund balance in order to
finance future projects and/or purchases. As shown in the following table, 2017 revenue forecasts exceed expenditure
requests by $2.1 million resulting in an increase in overall fund balance.
2017 Beginning
Fund Balance
Revenues &
Other Sources
Expenditures &
Other Uses
Surplus/
(Deficits)
2017 Ending
Fund Balance
General Fund $ 23,422,093 $ 41,500,221 $ 41,500,221 $ - $ 23,422,093
SGID #1 Fund 1,160,997 111,000 121,500 (10,500) 1,150,497
Capital Projects Fund 9,013,760 12,103,645 10,034,667 2,068,978 11,082,738
$ 33,596,850 $ 53,714,866 $ 51,656,388 $ 2,058,478 $ 35,655,328
A discussion of the changes in fund balance for each fund is included below:
General Fund – Fund balance is forecasted to remain unchanged from the prior year as the annual operating
surplus of $5.4 million is slated for transfer to the Capital Projects Fund to support future reinvestment in the
community’s capital infrastructure.
Sewer General Improvement District #1 Fund – Fund balance is expected to decrease 1.0% or $10,500. This fund
accounts for resources restricted for the purposes of supporting sewer operations and infrastructure needs within
the District. The 2017 budget includes funding to support the evaluation and assessment of the District’s aging
infrastructure.
Capital Projects Fund – Fund balance is forecasted to increase by 23.0% or $2.1 million. As designed, resources
within the fund are accumulated over a period of time for the purposes of supporting future capital reinvestment.
Restrictions, Commitments & Assignments
Due to limitations placed on the purposes for which portions of the City’s financial resources may be used, it is necessary
to classify various components of fund balance. The components are developed in such a manner as to identify the
extent to which the City is bound to the constraints and specific purposes for which amounts in the fund can be spent.
Restricted Fund Balance – Describes the portion of fund balance which reflects resources that are subject to
externally enforceable legal restrictions.
Committed Fund Balance – Describes the portion of fund balance which represents resources that are constrained
by self-imposed limitations. Commitments of this type are made by the City Council via ordinance or resolution
and may only be abolished in the same manner.
Assigned Fund Balance – Describes the portion of fund balance which reflects the government’s intended use of
resources. Assignments are often made by the governing body, committee or executive of the organization.
Unassigned Fund Balance – If funds are not restricted, committed or assigned, they could not properly be reported
in a fund other than the General Fund, as such, resources are in fact assigned in conjunction with the overall,
non-specific purposes of the funds themselves. Therefore, only the General Fund can technically report a positive
amount of unassigned fund balance.
33

FUND BALANCE ANALYSIS
2017 Beginning
Fund Balance
Revenues &
Other Sources
Expenditures &
Other Uses
Restrictions/
Commitments/
Assignments
2017
Unassigned
Fund Balance
General Fund $ 23,422,093 $ 41,500,221 $ 41,500,221 $ 10,649,179 $ 12,772,914
SGID #1 Fund 1,160,997 111,000 121,500 1,150,497 -
Capital Projects Fund 9,013,760 12,103,645 10,034,667 11,082,738 -
$ 33,596,850 $ 53,714,866 $ 51,656,388 $ 22,882,414 $ 12,772,914
As shown in the above table, the forecasted ending fund balance of $35.7 million exceeds all restrictions, commitments
and assignments of the organization by $12.8 million (unassigned fund balance). These funds are available to meet the
needs of the community without regard to spending limitations otherwise imposed by the City or external agencies.
The 2017 budget provides for all externally enforceable restrictions, as well as a 25% Operating Reserve Assignment,
Open Space Acquisition Assignment, and an assignment for the second phase of the Maintenance Facility. The 25%
Operating Reserve Assignment is determined via a calculation of 25% of the General Fund operating expenditures and
serves to shore up reserves and assist in meeting cash flow needs of the organization. On the other hand, the Open
Space Acquisition and Maintenance Facility Phase II assignments operate much like savings accounts in an effort to
accumulate reserves for future expenditure. Additionally, the 2017 budget includes an assignment for the rebate of
development fees anticipated to be collected during the fiscal period. The assignment maintains those resources which
are expected to be rebated upon completion of the development.
34

CITY-WIDE FINANCIAL SUMMARY
2015
Audited
Actuals
2016
Amended
Budget
2017
Adopted
Budget
% Change
Revenue:
Taxes & Assessments $ 36,292,697 $ 39,230,254 $ 39,781,000 1.40%
Intergovernmental 3,180,776 4,905,283 2,312,221 -52.86%
Licenses & Permits 1,354,946 1,383,677 1,755,000 26.84%
Charges & Fees 2,669,190 2,836,963 3,039,000 7.12%
Fines & Forfeitures 1,116,244 1,011,044 1,087,000 7.51%
Investment Earnings 33,437 44,859 300,000 568.76%
Miscellaneous Revenue 73,167 10,000 8,000 -20.00%
Total Revenue 44,720,457 49,422,080 48,282,221 -2.31%
Expenditures:
Personnel 22,133,755 23,398,073 23,760,018 1.55%
Purchased Services 5,217,590 6,333,482 6,916,308 9.20%
Supplies/Non-Capital Equipment 2,846,268 3,188,450 3,219,037 0.96%
Capital Outlay 14,781,644 21,868,844 11,766,602 -46.19%
Debt Service 31,961 31,522 31,522 0.00%
Miscellaneous Expenditures 571,954 4,180,256 580,256 -86.12%
Total Expenditures 45,583,172 59,000,627 46,273,743 -21.57%
Excess/(Deficiency) of Revenues
Over Expenditures (862,715) (9,578,547) 2,008,478 -120.97%
Other Financing Sources/(Uses):
Sale of Capital Assets 1,640,523 50,000 50,000 0.00%
Debt Issuance 48,834 - - 0.00%
Total Other Financing Sources/(Uses) 1,689,357 50,000 50,000 0.00%
Net Change In Fund Balance: 826,642 (9,528,547) 2,058,478 -121.60%
Cumulative Fund Balance
Beginning Fund Balance 42,298,755 43,125,397 33,596,850 -22.09%
Ending Fund Balance 43,125,397 33,596,850 35,655,328 6.13%
Less Restrictions, Commitments, & Assignments:
3% TABOR Emergency Restriction 975,600 1,090,340 1,083,527 -0.62%
Arts/Humanities Council Restriction 50,420 47,020 47,020 0.00%
Federal/State Forfeiture Restriction 412,192 208,038 208,038 0.00%
25% Operating Reserve Assignment 8,130,000 9,086,165 9,029,394 -0.62%
SGID #1 Restriction 1,182,395 1,160,997 1,150,497 -0.90%
Open Space Tax Restriction 1,310,471 87,618 168,618 92.45%
Lottery Proceeds Restriction 113,902 61,379 55,379 -9.78%
Capital Project Commitment 8,714,203 2,648,429 2,063,607 -22.08%
Open Space Acquisition Assignment 291,334 391,334 491,334 25.55%
Maintenance Facility Phase II Assignment 3,825,000 5,825,000 7,825,000 34.33%
Development Rebate Assignment 3,600,000 - 760,000 100.00%
Unassigned Fund Balance $ 14,519,880 $ 12,990,530 $ 12,772,914 -1.68%
*The reported Unassigned Fund Balance is that of the General Fund
35

CITY-WIDE REVENUE DETAIL
2015
Audited
Actuals
2016
Amended
Budget
2017
Adopted
Budget
% Change
Taxes & Assessments
Property Tax $ 2,579,261 $ 2,975,646 $ 3,062,000 2.90%
Specific Ownership Tax 196,160 199,032 238,000 19.58%
Sales Tax 24,155,543 25,141,669 25,277,000 0.54%
Use Tax 2,653,863 2,809,134 3,223,000 14.73%
Building Materials Use Tax 2,321,268 3,116,762 2,949,000 -5.38%
Lodging Tax 1,532,778 1,655,610 1,718,000 3.77%
Occupational Privilege Tax 1,949,510 2,007,985 1,990,000 -0.90%
Special Assessments 84,262 74,416 74,000 -0.56%
Audit & Compliance 820,052 1,250,000 1,250,000 0.00%
Total Taxes & Assessments 36,292,697 39,230,254 39,781,000 1.40%
Intergovernmental
Tobacco Tax 104,636 101,703 109,000 7.17%
Mineral Lease/Severance Tax 14,987 10,000 15,000 50.00%
Open Space Tax 333,736 344,694 381,000 10.53%
Lottery Proceeds 129,640 135,365 174,000 28.54%
District Court Proceeds 33,485 40,009 35,000 -12.52%
State/Federal Forfeitures 320,043 - - 0.00%
Road & Bridge Tax 335,363 335,000 331,000 -1.19%
Motor Vehicle Registration 58,804 59,500 61,000 2.52%
Highway Users Tax 557,802 563,311 566,000 0.48%
Intergovernmental Agreements 1,145,231 661,500 526,909 -20.35%
Grant Proceeds 147,049 2,654,201 113,312 -95.73%
Total Intergovernmental 3,180,776 4,905,283 2,312,221 -52.86%
Licenses & Permits
Business Licenses 17,425 15,186 15,000 -1.22%
Liquor Licenses 29,234 31,757 30,000 -5.53%
Contractor Licenses 120,350 102,600 108,000 5.26%
Building Permits 1,012,353 1,109,253 1,461,000 31.71%
Park Use Permits 36,103 34,181 40,000 17.02%
Guard/Merchant Patrol Licenses 900 700 1,000 42.86%
Right-Of-Way Permits 138,581 90,000 100,000 11.11%
Total Licenses & Permits 1,354,946 1,383,677 1,755,000 26.84%
36

CITY-WIDE REVENUE DETAIL
2015
Audited
Actuals
2016
Amended
Budget
2017
Adopted
Budget
% Change
Charges & Fees
Administrative Fees 3,552 500 4,000 700.00%
Plan Review Fees 413,446 452,240 604,000 33.56%
Zoning & Subdivision Fees 21,840 19,393 23,000 18.60%
Elevator Inspection Fees 103,165 101,615 170,000 67.30%
Rental/Lease Proceeds 37,469 38,500 39,000 1.30%
Participant Fees 143,811 143,105 150,000 4.82%
Franchise Fees 1,696,929 1,788,575 1,613,000 -9.82%
Overtime Service Fees 8,721 5,000 10,000 100.00%
Extra Duty Service Fees 229,951 275,000 415,000 50.91%
Fingerprinting Fees 7,485 8,035 6,000 -25.33%
Sale of Goods 2,821 5,000 5,000 0.00%
Total Charges & Fees 2,669,190 2,836,963 3,039,000 7.12%
Fines & Forfeitures
Court Costs 100,212 86,044 88,000 2.27%
Court Fines 447,576 475,000 474,000 -0.21%
Photo Red Light Fines 568,456 450,000 525,000 16.67%
Total Fines & Forfeitures 1,116,244 1,011,044 1,087,000 7.51%
Investment Earnings
Investment Earnings 33,437 44,859 300,000 568.76%
Total Investment Earnings 33,437 44,859 300,000 568.76%
Miscellaneous Revenue
Miscellaneous Revenue 60,272 - - 0.00%
Contributions & Donations 12,895 10,000 8,000 -20.00%
Total Miscellaneous Revenue 73,167 10,000 8,000 -20.00%
Total Revenues $ 44,720,457 $ 49,422,080 $ 48,282,221 -2.31%
37

CITY-WIDE EXPENDITURE DETAIL
2015
Audited
Actuals
2016
Amended
Budget
2017
Adopted
Budget
% Change
Personnel
Regular Wages $ 15,635,639 $ 16,573,816 $ 16,836,049 1.58%
Seasonal/Temporary Wages 163,170 177,875 173,725 -2.33%
Longevity Service Award 150,400 160,587 163,694 1.93%
Rate/Shift Differential 29,705 36,000 33,000 -8.33%
Extra Duty Assignment 284,616 264,200 464,200 75.70%
Overtime Wages 487,432 428,871 459,711 7.19%
Tuition Reimbursement 18,195 35,000 35,000 0.00%
Clothing Allowance 20,500 21,550 21,550 0.00%
Cleaning Allowance 32,749 33,000 33,000 0.00%
Communication Allowance 13,650 15,450 16,860 9.13%
Vehicle Allowance 18,000 21,600 21,600 0.00%
Social Security 663,424 735,449 752,129 2.27%
Medicare 232,428 240,672 250,548 4.10%
Unemployment Insurance - 66,281 - -100.00%
Workers Compensation 303,046 346,842 348,259 0.41%
FPPA Death & Disability 93,804 90,327 95,422 5.64%
Retirement Contributions 1,454,350 1,529,725 1,535,127 0.35%
Medical Insurance 2,274,920 2,346,318 2,239,010 -4.57%
Dental Insurance 109,680 112,759 116,229 3.08%
Insurance Waivers 56,900 51,700 53,100 2.71%
Life/AD&D Insurance 43,798 59,272 60,211 1.58%
Disability Insurance 47,349 50,779 51,594 1.60%
Total Personnel 22,133,755 23,398,073 23,760,018 1.55%
Purchased Services
Professional Services 966,047 1,242,505 1,364,139 9.79%
Contracted Services 934,165 1,166,767 1,413,470 21.14%
Catering/Dining Services 62,790 83,416 76,062 -8.82%
Repair/Maintenance Services 1,359,369 1,619,597 1,768,667 9.20%
Disposal/Recycling Services 798,503 768,968 805,203 4.71%
Telecommunication Services 145,083 193,230 193,562 0.17%
Postage/Shipping Services 48,605 56,673 69,930 23.39%
Advertising/Notification Services 20,732 19,250 18,250 -5.19%
Printing/Publication Services 121,035 181,080 188,450 4.07%
Training/Education 191,811 382,073 376,356 -1.50%
Dues/Memberships 164,932 193,708 214,137 10.55%
Mileage/Travel 13,498 7,105 7,821 10.08%
Rentals/Leases 98,007 60,490 66,556 10.03%
Insurance Premiums/Deductibles 292,150 357,120 351,955 -1.45%
Miscellaneous Services 863 1,500 1,750 16.67%
Total Purchased Services 5,217,590 6,333,482 6,916,308 9.20%
38

CITY-WIDE EXPENDITURE DETAIL
2015
Audited
Actuals
2016
Amended
Budget
2017
Adopted
Budget
% Change
Supplies/Non-Capital Equipment
Office Supplies 26,819 29,880 30,473 1.98%
Operating Supplies 1,149,383 1,211,661 1,279,482 5.60%
Non-Capital Equipment 597,940 638,029 598,023 -6.27%
Uniforms/Safety Equipment 132,595 140,234 155,549 10.92%
Gas/Electricity 408,417 468,000 461,500 -1.39%
Water/Sewer 331,372 423,046 443,910 4.93%
Fuel/Propane 199,742 277,600 250,100 -9.91%
Total Supplies/Non-Capital Equipment 2,846,268 3,188,450 3,219,037 0.96%
Capital Outlay
Capital Equipment 1,790,941 1,954,475 1,732,935 -11.34%
Capital Improvement Projects 12,990,703 19,914,369 10,033,667 -49.62%
Total Capital Outlay 14,781,644 21,868,844 11,766,602 -46.19%
Debt Service
Principal Payments 31,752 31,522 31,522 0.00%
Interest Expense 209 - - 0.00%
Total Debt Service 31,961 31,522 31,522 0.00%
Miscellaneous Expenditures
Contributions/Donations 12,729 10,800 10,800 0.00%
Community Incentives 559,225 569,456 569,456 0.00%
Development Rebates - 3,600,000 - -100.00%
Total Miscellaneous Expenditures 571,954 4,180,256 580,256 -86.12%
Total Expenditures $ 45,583,172 $ 59,000,627 $ 46,273,743 -21.57%
39

FUND/DEPARTMENT APPROPRIATIONS
Appropriations
All budgeted expenditures of the organization are subject to appropriation by the governing board. Expenditure
appropriations are made on an annual basis, and with the exception of those pertaining to capital expenditures, lapse
at the close of the fiscal year. Appropriations for capital expenditures continue in force until expended, revised,
abandoned or repealed. Adoption of the budget by City Council establishes appropriations at both the fund and
department level.
General
Fund
Sewer General
Improvement
District Fund
Capital Projects
Fund
Mayor & Council $ 417,568 $ - $ - $ 417,568
City Management 887,292 - - 887,292
City Attorney 526,482 - - 526,482
Municipal Judge 35,597 - - 35,597
Administrative Services 3,591,846 - - 3,591,846
Finance 1,665,551 1,500 1,000 1,668,051
Community Development 2,724,550 - - 2,724,550
Parks, Trails & Recreation 7,267,569 - 2,330,000 9,597,569
Police 10,760,070 - - 10,760,070
Public Works 8,209,529 120,000 7,703,667 16,033,196
Debt Service 31,522 - - 31,522
Total Expenditure Appropriations: $ 36,117,576 $ 121,500 $ 10,034,667 $ 46,273,743
Total
40

GENERAL FUND FINANCIAL SUMMARY
2015
Audited
Actuals
2016
Amended
Budget
2017
Adopted
Budget
% Change
Revenue:
Taxes & Assessments $ 31,808,979 $ 33,907,243 $ 34,641,000 2.16%
Intergovernmental 1,221,717 520,107 749,221 44.05%
Licenses & Permits 1,354,946 1,383,677 1,755,000 26.84%
Charges & Fees 2,669,190 2,836,963 3,039,000 7.12%
Fines & Forfeitures 1,116,244 1,011,044 1,087,000 7.51%
Investment Earnings 17,876 35,507 171,000 381.60%
Miscellaneous Revenue 73,167 10,000 8,000 -20.00%
Total Revenue 38,262,119 39,704,541 41,450,221 4.40%
Expenditures:
Personnel 22,133,755 23,398,073 23,760,018 1.55%
Purchased Services 5,200,178 6,229,982 6,813,808 9.37%
Supplies/Non-Capital Equipment 2,791,212 3,168,450 3,199,037 0.97%
Capital Outlay 1,790,941 1,954,475 1,732,935 -11.34%
Debt Service 31,961 31,522 31,522 0.00%
Miscellaneous Expenditures 571,954 1,562,159 580,256 -62.86%
Total Expenditures 32,520,001 36,344,661 36,117,576 -0.62%
Excess/(Deficiency) of Revenues
Over Expenditures 5,742,118 3,359,880 5,332,645 58.72%
Other Financing Sources/(Uses):
Transfers In/(Out) (1,212,527) (5,057,782) (5,382,645) 6.42%
Sale of Capital Assets 40,523 50,000 50,000 0.00%
Debt Issuance 48,834 - - 0.00%
Total Other Financing Sources/(Uses) (1,123,170) (5,007,782) (5,332,645) 6.49%
Net Change In Fund Balance: 4,618,948 (1,647,902) - -100.00%
Cumulative Fund Balance
Beginning Fund Balance 20,451,047 25,069,995 23,422,093 -6.57%
Ending Fund Balance 25,069,995 23,422,093 23,422,093 0.00%
Less Restrictions, Commitments, & Assignments:
3% TABOR Emergency Restriction 975,600 1,090,340 1,083,527 -0.62%
Arts/Humanities Council Restriction 50,420 47,020 47,020 0.00%
Federal/State Forfeiture Restriction 412,192 208,038 208,038 0.00%
25% Operating Reserve Assignment 8,130,000 9,086,165 9,029,394 -0.62%
Development Rebate Assignment 981,903 - 281,200 100.00%
Unassigned Fund Balance $ 14,519,880 $ 12,990,530 $ 12,772,914 -1.68%
41

GENERAL FUND FINANCIAL SUMMARY
Revenues, Expenditures & Fund Balance
$45,000,000
$40,000,000
$35,000,000
$30,000,000
$25,000,000
$20,000,000
$15,000,000
$10,000,000
$5,000,000
$-
2015
Audited
Actuals
2016
Amended
Budget
2017
Adopted
Budget
Total Revenue Total Expenditures Ending Fund Balance
Total Revenue by Category
Intergovernmental
2%
Taxes &
Assessments
84%
Licenses & Permits
4%
Charges & Fees
7%
Fines & Forfeitures
3%
Miscellaneous
Revenue
0%
Investment Earnings
0%
Total Expenditures by Category
Purchased Services
19%
Supplies/Non-Capital
Equipment
9%
Capital Outlay
5%
Debt Service
0%
Personnel
66%
Miscellaneous
Expenditures
1%
42

GENERAL FUND REVENUE DETAIL
2015
Audited
Actuals
2016
Amended
Budget
2017
Adopted
Budget
% Change
Taxes & Assessments
Property Tax $ 2,500,432 $ 2,883,179 $ 2,967,000 2.91%
Specific Ownership Tax 190,222 192,651 231,000 19.91%
Sales Tax 24,155,543 25,141,669 25,277,000 0.54%
Use Tax 2,653,863 2,809,134 3,223,000 14.73%
Lodging Tax 1,532,778 1,655,610 1,718,000 3.77%
Audit & Compliance 776,141 1,225,000 1,225,000 0.00%
Total Taxes & Assessments 31,808,979 33,907,243 34,641,000 2.16%
Intergovernmental
Tobacco Tax 104,636 101,703 109,000 7.17%
Mineral Lease/Severance Tax 14,987 10,000 15,000 50.00%
District Court Proceeds 33,485 40,009 35,000 -12.52%
State/Federal Forfeitures 320,043 - - 0.00%
Intergovernmental Agreements 635,237 324,000 476,909 47.19%
Grant Proceeds 113,329 44,395 113,312 155.24%
Total Intergovernmental 1,221,717 520,107 749,221 44.05%
Licenses & Permits
Business Licenses 17,425 15,186 15,000 -1.22%
Liquor Licenses 29,234 31,757 30,000 -5.53%
Contractor Licenses 120,350 102,600 108,000 5.26%
Building Permits 1,012,353 1,109,253 1,461,000 31.71%
Park Use Permits 36,103 34,181 40,000 17.02%
Guard/Merchant Patrol Licenses 900 700 1,000 42.86%
Right-Of-Way Permits 138,581 90,000 100,000 11.11%
Total Licenses & Permits 1,354,946 1,383,677 1,755,000 26.84%
Charges & Fees
Administrative Fees 3,552 500 4,000 700.00%
Plan Review Fees 413,446 452,240 604,000 33.56%
Zoning & Subdivision Fees 21,840 19,393 23,000 18.60%
Elevator Inspection Fees 103,165 101,615 170,000 67.30%
Rental/Lease Proceeds 37,469 38,500 39,000 1.30%
Participant Fees 143,811 143,105 150,000 4.82%
Franchise Fees 1,696,929 1,788,575 1,613,000 -9.82%
Overtime Service Fees 8,721 5,000 10,000 100.00%
Extra Duty Service Fees 229,951 275,000 415,000 50.91%
Fingerprinting Fees 7,485 8,035 6,000 -25.33%
Sale of Goods 2,821 5,000 5,000 0.00%
Total Charges & Fees 2,669,190 2,836,963 3,039,000 7.12%
43

GENERAL FUND REVENUE DETAIL
2015
Audited
Actuals
2016
Amended
Budget
2017
Adopted
Budget
% Change
Fines & Forfeitures
Court Costs 100,212 86,044 88,000 2.27%
Court Fines 447,576 475,000 474,000 -0.21%
Photo Red Light Fines 568,456 450,000 525,000 16.67%
Total Fines & Forfeitures 1,116,244 1,011,044 1,087,000 7.51%
Investment Earnings
Investment Earnings 17,876 35,507 171,000 381.60%
Total Investment Earnings 17,876 35,507 171,000 381.60%
Miscellaneous Revenue
Miscellaneous Revenue 60,272 - - 0.00%
Contributions & Donations 12,895 10,000 8,000 -20.00%
Total Miscellaneous Revenue 73,167 10,000 8,000 -20.00%
Total Revenues $ 38,262,119 $ 39,704,541 $ 41,450,221 4.40%
44

GENERAL FUND EXPENDITURE DETAIL
2015
Audited
Actuals
2016
Amended
Budget
2017
Adopted
Budget
% Change
Personnel
Regular Wages $ 15,635,639 $ 16,573,816 $ 16,836,049 1.58%
Seasonal/Temporary Wages 163,170 177,875 173,725 -2.33%
Longevity Service Award 150,400 160,587 163,694 1.93%
Rate/Shift Differential 29,705 36,000 33,000 -8.33%
Extra Duty Assignment 284,616 264,200 464,200 75.70%
Overtime Wages 487,432 428,871 459,711 7.19%
Tuition Reimbursement 18,195 35,000 35,000 0.00%
Clothing Allowance 20,500 21,550 21,550 0.00%
Cleaning Allowance 32,749 33,000 33,000 0.00%
Communication Allowance 13,650 15,450 16,860 9.13%
Vehicle Allowance 18,000 21,600 21,600 0.00%
Social Security 663,424 735,449 752,129 2.27%
Medicare 232,428 240,672 250,548 4.10%
Unemployment Insurance - 66,281 - -100.00%
Workers Compensation 303,046 346,842 348,259 0.41%
FPPA Death & Disability 93,804 90,327 95,422 5.64%
Retirement Contributions 1,454,350 1,529,725 1,535,127 0.35%
Medical Insurance 2,274,920 2,346,318 2,239,010 -4.57%
Dental Insurance 109,680 112,759 116,229 3.08%
Insurance Waivers 56,900 51,700 53,100 2.71%
Life/AD&D Insurance 43,798 59,272 60,211 1.58%
Disability Insurance 47,349 50,779 51,594 1.60%
Total Personnel 22,133,755 23,398,073 23,760,018 1.55%
Purchased Services
Professional Services 966,047 1,242,505 1,364,139 9.79%
Contracted Services 932,141 1,163,267 1,410,970 21.29%
Catering/Dining Services 62,790 83,416 76,062 -8.82%
Repair/Maintenance Services 1,343,981 1,519,597 1,668,667 9.81%
Disposal/Recycling Services 798,503 768,968 805,203 4.71%
Telecommunication Services 145,083 193,230 193,562 0.17%
Postage/Shipping Services 48,605 56,673 69,930 23.39%
Advertising/Notification Services 20,732 19,250 18,250 -5.19%
Printing/Publication Services 121,035 181,080 188,450 4.07%
Training/Education 191,811 382,073 376,356 -1.50%
Dues/Memberships 164,932 193,708 214,137 10.55%
Mileage/Travel 13,498 7,105 7,821 10.08%
Rentals/Leases 98,007 60,490 66,556 10.03%
Insurance Premiums/Deductibles 292,150 357,120 351,955 -1.45%
Miscellaneous Services 863 1,500 1,750 16.67%
Total Purchased Services 5,200,178 6,229,982 6,813,808 9.37%
45

GENERAL FUND EXPENDITURE DETAIL
2015
Audited
Actuals
2016
Amended
Budget
2017
Adopted
Budget
% Change
Supplies/Non-Capital Equipment
Office Supplies 26,819 29,880 30,473 1.98%
Operating Supplies 1,149,383 1,211,661 1,279,482 5.60%
Non-Capital Equipment 597,940 638,029 598,023 -6.27%
Uniforms/Safety Equipment 132,595 140,234 155,549 10.92%
Gas/Electricity 408,417 468,000 461,500 -1.39%
Water/Sewer 276,316 403,046 423,910 5.18%
Fuel/Propane 199,742 277,600 250,100 -9.91%
Total Supplies/Non-Capital Equipment 2,791,212 3,168,450 3,199,037 0.97%
Capital Outlay
Capital Equipment 1,790,941 1,954,475 1,732,935 -11.34%
Total Capital Outlay 1,790,941 1,954,475 1,732,935 -11.34%
Debt Service
Principal Payments 31,752 31,522 31,522 0.00%
Interest Expense 209 - - 0.00%
Total Debt Service 31,961 31,522 31,522 0.00%
Miscellaneous Expenditures
Contributions/Donations 12,729 10,800 10,800 0.00%
Community Incentives 559,225 569,456 569,456 0.00%
Development Rebates - 981,903 - -100.00%
Total Miscellaneous Expenditures 571,954 1,562,159 580,256 -62.86%
Total Expenditures $ 32,520,001 $ 36,344,661 $ 36,117,576 -0.62%
46

MAYOR & COUNCIL
Description
The City of Greenwood Village is a home rule community consisting of a council-manager form of government with
power vested in an elected Mayor and eight-member City Council. Elected by four separate districts on a non-partisan
basis, Council Members serve two-year terms. The Mayor is elected at-large every four years. The Mayor does not vote
on issues or items before City Council unless there is a tie vote. Policy-making and legislative authority remain the
responsibility of the City Council. The City Council may take action through ordinances, resolutions, and motions. The
City Council appoints the City Manager, City Attorney, Municipal Judge, as well as the membership of various advisory
boards and commissions. The City Council meets on the first and third Mondays of each month, at 6:00 p.m. at City
Hall, 6060 South Quebec Street.
Organizational Chart
Residents of Greenwood Village
Mayor
Mayor Pro-Tem
Council Members
(7)
Personnel & Financial Summary
2015
Audited
Actuals
2016
Amended
Budget
2017
Adopted
Budget
% Change
Staff - Full Time Equivalency (FTE): 9.00 9.00 9.00 0.00%
Expenditures By Category:
Personnel $ 194,763 $ 194,510 $ 194,510 0.00%
Purchased Services 163,897 200,345 223,058 11.34%
Supplies/Non-Capital Equipment 108 - - 0.00%
Total Expenditures $ 358,768 $ 394,855 $ 417,568 5.75%
Expenditures By Division:
Mayor & Council $ 358,768 $ 394,855 $ 417,568 5.75%
Total Expenditures $ 358,768 $ 394,855 $ 417,568 5.75%
Expenditures & Full-Time Equivalency
Expenditures
$425,000
$400,000
$375,000
$350,000
$325,000
$300,000
2015
Audited
Actuals
2016
Amended
Budget
2017
Adopted
Budget
10.00
9.00
8.00
7.00
6.00
5.00
4.00
3.00
2.00
1.00
-
Full-Time Equivalent (FTE)
Total Expenditures
Staff - Full Time Equivalency (FTE):
47

MAYOR & COUNCIL
Expenditure Detail
2015
Audited
Actuals
2016
Amended
Budget
2017
Adopted
Budget
% Change
Personnel
Regular Wages $ 180,462 $ 180,000 $ 180,000 0.00%
Social Security 11,020 11,145 11,145 0.00%
Medicare 2,578 2,607 2,607 0.00%
Workers Compensation 280 270 270 0.00%
Dental Insurance 259 246 246 0.00%
Life/AD&D Insurance 52 130 130 0.00%
Disability Insurance 112 112 112 0.00%
Total Personnel 194,763 194,510 194,510 0.00%
Purchased Services
Professional Services 38,846 47,250 47,250 0.00%
Catering/Dining Services 13,207 20,117 20,417 1.49%
Telecommunication Services 626 600 600 0.00%
Postage/Shipping Services - 1,666 3,200 92.08%
Training/Education 896 7,000 7,000 0.00%
Dues/Memberships 108,601 122,045 142,924 17.11%
Mileage/Travel 1,721 1,667 1,667 0.00%
Total Purchased Services 163,897 200,345 223,058 11.34%
Supplies/Non-Capital Equipment
Office Supplies 108 - - 0.00%
Total Supplies/Non-Capital Equipment 108 - - 0.00%
Total Expenditures $ 358,768 $ 394,855 $ 417,568 5.75%
Variance Justification
Purchased Services (+$22,713):
Postage/Shipping Services (+$1,534): Increase in cost for postage for Councilmember quarterly
newsletters.
Dues/Memberships (+$20,879): Increase in cost for annual memberships and/or dues for affiliated
regional and state organizations.
48

CITY MANAGEMENT
Statement of Purpose
The purpose of the City Manager’s Office is to provide organizational leadership and assure quality program outcomes
as authorized by the Mayor and City Council.
Description
In 2016, the City Manager’s Office provided staff support and a role in discussions regarding a number of issues,
including economic development, maintaining superior levels of service, and development and redevelopment projects
within the I-25 Corridor. Through the Community Outreach Program, Village values, image, and identity are presented
and reinforced to residents and corporate citizens.
Organizational Chart
City Manager
Executive Assistant to
the City Manager
Assistant to the
City Manager
Communications
Officer
49

CITY MANAGEMENT
Personnel & Financial Summary
2015
Audited
Actuals
2016
Amended
Budget
2017
Adopted
Budget
% Change
Staff - Full Time Equivalency (FTE): 4.00 4.00 4.00 0.00%
Expenditures By Category:
Personnel $ 539,858 $ 518,755 $ 517,911 -0.16%
Purchased Services 163,789 274,776 263,201 -4.21%
Supplies/Non-Capital Equipment 41,366 47,175 46,180 -2.11%
Capital Outlay - - 60,000 100.00%
Total Expenditures $ 745,013 $ 840,706 $ 887,292 5.54%
Expenditures By Division:
City Manager's Office $ 490,561 $ 483,859 $ 461,358 -4.65%
Community Outreach 254,452 356,847 425,934 19.36%
Total Expenditures $ 745,013 $ 840,706 $ 887,292 5.54%
Expenditures & Full-Time Equivalency
Expenditures
$900,000
$875,000
$850,000
$825,000
$800,000
$775,000
$750,000
$725,000
$700,000
2015
Audited
Actuals
2016
Amended
Budget
2017
Adopted
Budget
4.50
4.00
3.50
3.00
2.50
2.00
1.50
1.00
0.50
-
Full-Time Equivalent (FTE)
Total Expenditures
Staff - Full Time Equivalency (FTE):
Explanation of Budget Variances
The only substantial variance in the City Managers’ office budget is in the Community Outreach program. This is a onetime
expenditure for $60,000 for new equipment for GVTV Channel 8 to update the look and capabilities of the channel.
50

CITY MANAGEMENT
Expenditure Detail
2015
Audited
Actuals
2016
Amended
Budget
2017
Adopted
Budget
% Change
Personnel
Regular Wages $ 397,661 $ 388,484 $ 406,854 4.73%
Longevity Service Award 2,515 2,645 3,665 38.56%
Social Security 20,381 20,110 21,555 7.19%
Medicare 5,811 5,501 5,863 6.58%
Unemployment Insurance - 1,555 - -100.00%
Workers Compensation 621 586 614 4.78%
Retirement Contributions 42,944 29,553 32,548 10.13%
Medical Insurance 64,385 64,440 41,493 -35.61%
Dental Insurance 3,227 3,272 2,586 -20.97%
Life/AD&D Insurance 1,112 1,404 1,471 4.77%
Disability Insurance 1,201 1,205 1,262 4.73%
Total Personnel 539,858 518,755 517,911 -0.16%
Purchased Services
Professional Services 32,339 109,600 78,000 -28.83%
Contracted Services 5,130 6,500 6,500 0.00%
Catering/Dining Services 7,452 575 625 8.70%
Repair/Maintenance Services 370 1,300 1,000 -23.08%
Telecommunication Services 752 496 496 0.00%
Postage/Shipping Services 16,666 20,000 25,000 25.00%
Printing/Publication Services 84,124 119,400 129,100 8.12%
Training/Education 4,986 9,740 15,465 58.78%
Dues/Memberships 6,847 6,065 5,915 -2.47%
Mileage/Travel 4,260 1,100 1,100 0.00%
Rentals/Leases 863 - - 0.00%
Total Purchased Services 163,789 274,776 263,201 -4.21%
Supplies/Non-Capital Equipment
Office Supplies 2,000 1,825 1,830 0.27%
Operating Supplies 605 2,000 1,000 -50.00%
Non-Capital Equipment 38,761 43,350 43,350 0.00%
Total Supplies/Non-Capital Equipment 41,366 47,175 46,180 -2.11%
Capital Outlay
Capital Equipment - - 60,000 100.00%
Total Capital Outlay - - 60,000 100.00%
Total Expenditures $ 745,013 $ 840,706 $ 887,292 5.54%
51

CITY MANAGER’S OFFICE
Statement of Purpose
The purpose of the City Manager’s Office is to provide organizational leadership and assure quality program outcomes
as authorized by the Mayor and City Council.
Description
In 2016, the City Manager’s Office provided staff support and a role in discussions regarding a number of issues,
including economic development, maintaining superior levels of service, and development and redevelopment projects
within the I-25 Corridor.
Accomplishments
Construction started in June 2016 on the Arapahoe and I-25 interchange project, which is the result of a multi-year effort
and partnership with the City of Centennial and Arapahoe County to obtain federal funding, along with state funds from
the RAMP program to begin the needed enhancements. Work also continued on economic development initiatives,
such as business attraction and retention efforts. In 2016, staff also participated in site selection efforts with regional
partners and served on the host committee for the 2016 Metro Denver EDC Site Selector Conference, which gained
additional exposure for Greenwood Village and the DTC.
Goals/Objectives
In 2017, the City Manager’s Office will continue to work on regional issues, economic development initiatives,
redevelopment and development opportunities in the Village and furthering the organization’s ability to deliver desired
outcomes.
Outcome Measures
2014
Actual
2015
Actual
2016
Estimate
2017
Target
Percent of citizens rating Greenwood Village quality of life as Good or
Excellent as measured by Village Citizen Survey.
98 N/A 98 N/A
Percent of performance expectations achieved by Village departments. 68 N/A 70 75
Percent of citizens rating Village departments as Good or Excellent as
measured by Village Citizen Survey.
N/A N/A N/A N/A
Service Level Indicators
2014
Actual
2015
Actual
2016
Estimate
Number of employees (FTE). 4 4 4
Number of Village departments. 7 7 7
Percentage of Village Citizen Surveys received. 25.6% N/A 26%
Number of ordinances and resolutions approved by City Council. 62 40 30
Percentage of items completed on City Council Workplan (not including
ongoing items).
100% N/A N/A
52

CITY MANAGER’S OFFICE
Expenditure Detail
2015
Audited
Actuals
2016
Amended
Budget
2017
Adopted
Budget
% Change
Personnel
Regular Wages $ 319,329 $ 309,288 $ 319,793 3.40%
Longevity Service Award 1,190 1,255 2,215 76.49%
Social Security 15,618 15,298 16,251 6.23%
Medicare 4,697 4,376 4,622 5.62%
Unemployment Insurance - 1,238 - -100.00%
Workers Compensation 497 465 482 3.66%
Retirement Contributions 36,475 23,217 25,583 10.19%
Medical Insurance 47,431 48,330 26,279 -45.63%
Dental Insurance 2,366 2,454 1,768 -27.95%
Life/AD&D Insurance 844 1,118 1,157 3.49%
Disability Insurance 960 959 992 3.44%
Total Personnel 429,407 407,998 399,142 -2.17%
Purchased Services
Professional Services - 11,000 - -100.00%
Catering/Dining Services 6,896 575 625 8.70%
Telecommunication Services 752 496 496 0.00%
Printing/Publication Services - 6,500 2,500 -61.54%
Training/Education 3,892 7,680 9,180 19.53%
Dues/Memberships 4,647 4,135 3,935 -4.84%
Mileage/Travel 3,144 800 800 0.00%
Rentals/Leases 863 - - 0.00%
Total Purchased Services 20,194 31,186 17,536 -43.77%
Supplies/Non-Capital Equipment
Office Supplies 1,632 1,325 1,330 0.38%
Operating Supplies 567 - - 0.00%
Non-Capital Equipment 38,761 43,350 43,350 0.00%
Total Supplies/Non-Capital Equipment 40,960 44,675 44,680 0.01%
Total Expenditures $ 490,561 $ 483,859 $ 461,358 -4.65%
Variance Justification
Purchased Services (- $13,650):
Professional Services (- $11,000): Consultant cost for semi-annual Citizen Survey.
Printing/Publication Services (-$4,500): Printing and mailing for semi-annual Citizen Survey.
Training/Education (+$1,500): One-time training cost for the Asst. to the City Manager for
Leadership ICMA.
53

COMMUNITY OUTREACH
Statement of Purpose
The purpose of the Community Outreach Program is to educate, inform, and engage citizens of Village outcomes and
foster relationships with residents and members of the business community.
Description
Community values, image, and identity are presented and reinforced to residents and corporate and retail citizens
through the Community Outreach Program. The current program includes the production of a monthly
newsletter/magazine; video production programs and bulletin board announcements on GVTV 8; utilization of social
media tools such as Facebook, Next Door, and YouTube; content oversight of the Village Website; and implementation
of Village branding guidelines in all Village and department publications.
Accomplishments
In 2016, staff continued the delivery of high quality tactics as part of the Village’s Community Outreach efforts to provide
multiple opportunities for citizens to learn about their local government and become better informed about Village
happenings.
In addition to the continued production of the top rated communication resource by residents, the Greenwood Village
Newsletter, new video programs for GVTV 8 and the Village’s YouTube channel were produced to capture more viewers
who use the social media and Web platforms to obtain information. Staff also began negotiations with Comcast and
Century Link to finalize new cable franchises in order to preserve the Village’s government access channel and secure
franchise fee funding.
Staff heightened the Village’s presence on Facebook and Next Door by posting more announcements about Village
events and issues and coordinating with departments on marketing opportunities.
Lastly, new department brochures were created in alignment with the values of the Village’s branding program including
a Guide to Opening Your Small Business; a Residential Property Tax brochure educating citizens on how much property
tax the Village collects per household; a Police Officer Recruitment brochure to help the Police Department attract the
right people to be police officers for the Village; and a Coyote brochure educating citizens on the coyote species, how
to haze coyotes, prevent potential conflicts, and inform residents on the Village’s coyote management and response
plan. A new presentation folder was also developed for all departments to use to help market the Village.
Goals/Objectives
In 2017, staff will continue to focus on improving the quality of the information delivered by the Community Outreach
Program and make modifications as necessary based on results of the 2016 Citizen Survey. Work will commence with
departments to continue “branding” department brochures; implementation of a new playback and bulletin board system
(pending Council approval in 2017 budget) for GVTV 8; and improve Village presence and activity on social media with
the implementation of an internal management system, in coordination with departments, to ensure the Village utilizes
social media in the most efficient and effective manner to reach citizens. In addition, the redesign of the new Website
platform will be completed in 2017. With the new platform, the Village will provide greater mobile optimization for users,
as well as improve the time it takes for users to maneuver through the new site.
54

COMMUNITY OUTREACH
Outcome Measures
Percent of citizens who indicate a good understanding of Village
outcomes as a result of the program as measured by Village Citizen
Survey.
Percent citizen satisfaction with being informed about issues and values
as measured by Village Citizen Survey.
Percent of citizens who indicate they learned something new about their
community or neighborhood as a result of the Village’s Community
Outreach Program.
Percent of citizens who have a high degree of confidence and trust in
Village government.
Percent of citizens who use the Village Website as a source to stay
informed about the Village.
* Citizen Survey not conducted during these years.
** Question deleted from 2014 Citizen Survey.
2014
Actual
2015
Actual
2016
Estimate
2017
Target
>78 NA* NA* >80
>83 NA* NA* >85
N/A** NA* NA* NA**
>82 NA* NA* >85
>51 NA* NA* >55
Service Level Indicators
2014
Actual
2015
Actual
2016
Estimate
Total number of programs produced for GVTV Channel 8. 25 25 25
Total number of copies of the Greenwood Village Newsletter distributed
monthly.
8,600 8,700 8,700
Number of press releases produced and distributed annually. 0 5 5
Number of production hours for GVTV Channel 8 programming. 3,000 3,000 3,500
Number of followers on Facebook. 1,366 1,600 1,630
Total Number of Video Views on YouTube. 22,140 30,000 45,481
Number of Website visits. 202,303 279,216 420,000
Number of Website page views. 542,966 567,506 850,000
55

COMMUNITY OUTREACH
Expenditure Detail
2015
Audited
Actuals
2016
Amended
Budget
2017
Adopted
Budget
% Change
Personnel
Regular Wages $ 78,332 $ 79,196 $ 87,061 9.93%
Longevity Service Award 1,325 1,390 1,450 4.32%
Social Security 4,763 4,812 5,304 10.22%
Medicare 1,114 1,125 1,241 10.31%
Unemployment Insurance - 317 - -100.00%
Workers Compensation 124 121 132 9.09%
Retirement Contributions 6,469 6,336 6,965 9.93%
Medical Insurance 16,954 16,110 15,214 -5.56%
Dental Insurance 861 818 818 0.00%
Life/AD&D Insurance 268 286 314 9.79%
Disability Insurance 241 246 270 9.76%
Total Personnel 110,451 110,757 118,769 7.23%
Purchased Services
Professional Services 32,339 98,600 78,000 -20.89%
Contracted Services 5,130 6,500 6,500 0.00%
Catering/Dining Services 556 - - 0.00%
Repair/Maintenance Services 370 1,300 1,000 -23.08%
Postage/Shipping Services 16,666 20,000 25,000 25.00%
Printing/Publication Services 84,124 112,900 126,600 12.13%
Training/Education 1,094 2,060 6,285 205.10%
Dues/Memberships 2,200 1,930 1,980 2.59%
Mileage/Travel 1,116 300 300 0.00%
Total Purchased Services 143,595 243,590 245,665 0.85%
Supplies/Non-Capital Equipment
Office Supplies 368 500 500 0.00%
Operating Supplies 38 2,000 1,000 -50.00%
Total Supplies/Non-Capital Equipment 406 2,500 1,500 -40.00%
Capital Outlay
Capital Equipment - - 60,000 100.00%
Total Capital Outlay - - 60,000 100.00%
Total Expenditures $ 254,452 $ 356,847 $ 425,934 19.36%
Variance Justification
Capital Outlay (+ $60,000):
Capital Equipment (+ $60,000): New equipment for GVTV Channel 8 to update the look and capabilities
of the channel.
56

CITY ATTORNEY
Statement of Purpose
The City Attorney provides day-to-day legal advice to the Mayor, City Council, City Manager, staff, and all Boards and
Commissions on ethical matters, ordinances and regulations, contracts, land use, litigation and a wide range of other
legal issues including taxation, water, employment, and zoning, and is responsible for the prosecution of cases in
Municipal Court.
Description
The City Attorney Department is comprised of two attorneys, the City Attorney and the Assistant City Attorney. The City
Attorney advises the Mayor and City Council, Boards and Commissions, prepares or reviews all ordinances, resolutions
and contracts, advises all departments and the City Manager, and oversees private law firms retained to assist the City
with specialized legal matters.
The Assistant City Attorney prosecutes traffic, zoning, tax and animal control cases and other violations of the
Greenwood Village Municipal Code in Municipal Court. The Assistant City Attorney also handles liquor code
enforcement before the Local Licensing Authority, serves as the Police Legal Advisor for the Greenwood Village Police
Department, and is responsible for the legal training and update of police recruits and all current Police Department
employees.
Organizational Chart
City Attorney
Assistant City Attorney
57

CITY ATTORNEY
Personnel & Financial Summary
2015
Audited
Actuals
2016
Amended
Budget
2017
Adopted
Budget
% Change
Staff - Full Time Equivalency (FTE): 2.00 2.00 2.00 0.00%
Expenditures By Category:
Personnel $ 297,863 $ 296,368 $ 309,917 4.57%
Purchased Services 48,838 209,340 209,665 0.16%
Supplies/Non-Capital Equipment 6,709 7,975 6,900 -13.48%
Total Expenditures $ 353,410 $ 513,683 $ 526,482 2.49%
Expenditures By Division:
City Attorney $ 353,410 $ 513,683 $ 526,482 2.49%
Total Expenditures $ 353,410 $ 513,683 $ 526,482 2.49%
Expenditures & Full-Time Equivalency
Expenditures
$600,000
$550,000
$500,000
$450,000
$400,000
$350,000
$300,000
2015
Audited
Actuals
2016
Amended
Budget
2017
Adopted
Budget
2.50
2.00
1.50
1.00
0.50
-
Full-Time Equivalent (FTE)
Total Expenditures
Staff - Full Time Equivalency (FTE):
Explanation of Budget Variances
There are no budget variances of any significance between the 2016 and the 2017 City Attorney budget.
58

CITY ATTORNEY
Expenditure Detail
2015
Audited
Actuals
2016
Amended
Budget
2017
Adopted
Budget
% Change
Personnel
Regular Wages $ 242,666 $ 240,315 $ 249,166 3.68%
Longevity Service Award 335 750 870 16.00%
Communication Allowance 840 840 840 0.00%
Vehicle Allowance 3,600 3,600 3,600 0.00%
Social Security 12,355 12,862 13,356 3.84%
Medicare 3,552 3,555 3,671 3.26%
Unemployment Insurance - 961 - -100.00%
Workers Compensation 384 368 381 3.53%
Retirement Contributions 19,920 19,225 19,933 3.68%
Medical Insurance 12,399 11,782 15,932 35.22%
Dental Insurance 259 246 246 0.00%
Insurance Waivers 250 250 250 0.00%
Life/AD&D Insurance 571 869 900 3.57%
Disability Insurance 732 745 772 3.62%
Total Personnel 297,863 296,368 309,917 4.57%
Purchased Services
Professional Services 41,078 200,000 200,000 0.00%
Contracted Services 490 - - 0.00%
Catering/Dining Services 303 - - 0.00%
Printing/Publication Services 34 - - 0.00%
Training/Education 2,626 6,500 6,500 0.00%
Dues/Memberships 1,812 2,440 2,865 17.42%
Mileage/Travel 2,495 400 300 -25.00%
Total Purchased Services 48,838 209,340 209,665 0.16%
Supplies/Non-Capital Equipment
Office Supplies 6,679 7,975 6,900 -13.48%
Non-Capital Equipment 30 - - 0.00%
Total Supplies/Non-Capital Equipment 6,709 7,975 6,900 -13.48%
Total Expenditures $ 353,410 $ 513,683 $ 526,482 2.49%
59

60

MUNICIPAL JUDGE
Personnel & Financial Summary
2015
Audited
Actuals
2016
Amended
Budget
2017
Adopted
Budget
% Change
Staff - Full Time Equivalency (FTE): 1.00 1.00 1.00 0.00%
Expenditures By Category:
Personnel $ 32,547 $ 34,716 $ 34,597 -0.34%
Purchased Services 360 1,000 1,000 0.00%
Supplies/Non-Capital Equipment 470 - - 0.00%
Total Expenditures $ 33,377 $ 35,716 $ 35,597 -0.33%
Expenditures By Division:
Municipal Judge $ 33,377 $ 35,716 $ 35,597 -0.33%
Total Expenditures $ 33,377 $ 35,716 $ 35,597 -0.33%
Expenditures & Full-Time Equivalency
Expenditures
$50,000
$40,000
$30,000
$20,000
$10,000
$-
2015
Audited
Actuals
2016
Amended
Budget
2017
Adopted
Budget
1.20
1.00
0.80
0.60
0.40
0.20
-
Full-Time Equivalent (FTE)
Total Expenditures
Staff - Full Time Equivalency (FTE):
61

MUNICIPAL JUDGE
Expenditure Detail
2015
Audited
Actuals
2016
Amended
Budget
2017
Adopted
Budget
% Change
Personnel
Regular Wages $ 30,190 $ 32,086 $ 32,094 0.02%
Social Security 1,872 1,989 1,990 0.05%
Medicare 438 465 465 0.00%
Unemployment Insurance - 128 - -100.00%
Workers Compensation 47 48 48 0.00%
Total Personnel 32,547 34,716 34,597 -0.34%
Purchased Services
Training/Education 360 1,000 1,000 0.00%
Total Purchased Services 360 1,000 1,000 0.00%
Supplies/Non-Capital Equipment
Office Supplies 267 - - 0.00%
Operating Supplies 203 - - 0.00%
Total Supplies/Non-Capital Equipment 470 - - 0.00%
Total Expenditures $ 33,377 $ 35,716 $ 35,597 -0.33%
62

ADMINISTRATIVE SERVICES
Statement of Purpose
The Administrative Services Department contributes to successful Village outcomes by providing reliable information,
services, and resources in an accurate and timely manner.
Description
The Administrative Services Department is comprised of five program areas. These program areas include
Administration, Information Management Services, Municipal Court Services, Human Resource Services, and Shared
Technology Services.
The Administration Program assures high quality department outcomes.
The Information Management Services Program collects, manages, and disseminates reliable information in a timely
manner. The City Clerk, who manages this program, is the custodian of the Village’s official records and thus is
responsible for preserving and maintaining documents while ensuring information availability.
The Municipal Court Services Program assures the proper administration of the judicial process. This includes managing
all activities related to the Village Court system.
The Human Resource Services Program supports and contributes to creating and sustaining high performing work
teams committed to achieving organizational outcomes. This includes a variety of human resources and risk
management activities.
The Shared Technology Services Program provides reliable and purposeful information technology services to
contribute to achieving organizational outcomes.
Organizational Chart
Director of
Administrative
Services
City Clerk
Court Administrator
Human Resources
/Risk Manager
Chief Technology
Officer
Deputy City Clerk
Court Clerk (2)
Administrative
Assistant (3)
Technology
Operations
Supervisor
Data Services
Supervisor
Licensing Specialist
Human Resources
Analyst
Service Desk
Technician
ERP Systems
Analyst
Service Desk
Analyst
Online Services
Analyst
GIS Coordinator
63

ADMINISTRATIVE SERVICES
Personnel & Financial Summary
2015
Audited
Actuals
2016
Amended
Budget
2017
Adopted
Budget
% Change
Staff - Full Time Equivalency (FTE): 20.00 20.00 20.00 0.00%
Expenditures By Category:
Personnel $ 1,658,255 $ 1,832,618 $ 1,878,628 2.51%
Purchased Services 1,062,763 1,211,073 1,358,258 12.15%
Supplies/Non-Capital Equipment 203,241 204,299 202,060 -1.10%
Capital Outlay 145,771 202,235 152,900 -24.39%
Total Expenditures $ 3,070,030 $ 3,450,225 $ 3,591,846 4.10%
Expenditures By Division:
Administration $ 173,498 $ 175,038 $ 181,074 3.45%
Information Management Services 247,682 270,670 287,428 6.19%
Municipal Court Services 230,650 238,109 238,183 0.03%
Human Resource Services 697,923 887,331 861,966 -2.86%
Shared Technology Services 1,720,277 1,879,077 2,023,195 7.67%
Total Expenditures $ 3,070,030 $ 3,450,225 $ 3,591,846 4.10%
Expenditures & Full-Time Equivalency
Expenditures
$3,650,000
$3,550,000
$3,450,000
$3,350,000
$3,250,000
$3,150,000
$3,050,000
$2,950,000
$2,850,000
$2,750,000
2015
Audited
Actuals
2016
Amended
Budget
2017
Adopted
Budget
20.50
20.00
19.50
19.00
18.50
18.00
17.50
17.00
16.50
16.00
15.50
15.00
Full-Time Equivalent (FTE)
Total Expenditures
Staff - Full Time Equivalency (FTE):
Explanation of Budget Variances
The Administrative Services Department 2017 budget represents an increase of 4.1% over 2016, for a total of $141,621,
of which $46,010 is an increase in personnel costs. The remaining increase can be attributed to increases in technology
maintenance or hosting services and the addition of new technology throughout the Village. A new asset/work order
management system will be implemented in 2017 and 2018 for primary use in the Public Works and Parks, Trails and
Recreation departments. Total 2017 expenditures, which include initial implementation as well as the addition of an
annual maintenance and hosting fee, result in a total of $95,850. The Police Department implemented a new
communication service, SmartForce, which resulted in a total increase of $19,000 for annual maintenance, hosting fee,
and SharePoint software licenses needed to operate the system. In addition, upgrades to the police mobile command
vehicle will be made resulting in a total of $40,000. Full implementation of the electronic records management program,
which began in 2016, results in an increase of $56,444. These technology systems represent a total increase to the
2017 budget of $211,294. Another significant variance includes the addition of the 2017 Municipal Election in
November, estimated to cost $12,000, which is administered by the City Clerk’s Office. While all of these increases
exceed the total increase to the department’s budget, they are slightly offset by savings created from one-time capital
equipment purchased in 2016, which were one-time expenditures, and slight decreases seen in other program areas.
64

ADMINISTRATIVE SERVICES
Expenditure Detail
2015
Audited
Actuals
2016
Amended
Budget
2017
Adopted
Budget
% Change
Personnel
Regular Wages $ 1,254,620 $ 1,373,759 $ 1,416,291 3.10%
Longevity Service Award 8,235 9,250 10,115 9.35%
Overtime Wages 929 2,650 3,240 22.26%
Tuition Reimbursement 18,195 35,000 35,000 0.00%
Communication Allowance 2,695 2,940 3,360 14.29%
Vehicle Allowance 3,600 3,600 3,600 0.00%
Social Security 75,308 83,791 86,053 2.70%
Medicare 17,875 19,818 20,493 3.41%
Unemployment Insurance - 5,497 - -100.00%
Workers Compensation 1,962 2,091 2,162 3.40%
Retirement Contributions 86,885 95,235 96,814 1.66%
Medical Insurance 164,895 175,875 174,988 -0.50%
Dental Insurance 9,840 10,034 10,492 4.56%
Insurance Waivers 5,723 3,850 6,500 68.83%
Life/AD&D Insurance 3,631 4,969 5,128 3.20%
Disability Insurance 3,862 4,259 4,392 3.12%
Total Personnel 1,658,255 1,832,618 1,878,628 2.51%
Purchased Services
Professional Services 17,123 20,128 87,061 332.54%
Contracted Services 59,833 22,480 40,793 81.46%
Catering/Dining Services 352 20,004 11,600 -42.01%
Repair/Maintenance Services 524,577 564,871 658,070 16.50%
Telecommunication Services 99,665 101,741 95,053 -6.57%
Postage/Shipping Services 644 1,265 1,280 1.19%
Advertising/Notification Services 13,246 15,000 14,000 -6.67%
Printing/Publication Services 4,837 7,305 8,460 15.81%
Training/Education 37,138 83,186 74,156 -10.86%
Dues/Memberships 12,017 17,873 15,318 -14.30%
Mileage/Travel 1,181 100 512 412.00%
Insurance Premiums/Deductibles 292,150 357,120 351,955 -1.45%
Total Purchased Services 1,062,763 1,211,073 1,358,258 12.15%
Supplies/Non-Capital Equipment
Office Supplies 2,012 3,595 3,413 -5.06%
Operating Supplies 12,252 18,400 19,000 3.26%
Non-Capital Equipment 188,977 182,304 179,647 -1.46%
Total Supplies/Non-Capital Equipment 203,241 204,299 202,060 -1.10%
Capital Outlay
Capital Equipment 145,771 202,235 152,900 -24.39%
Total Capital Outlay 145,771 202,235 152,900 -24.39%
Total Expenditures $ 3,070,030 $ 3,450,225 $ 3,591,846 4.10%
65

ADMINISTRATION
Statement of Purpose
The Administration Program assures high quality department outcomes.
Description
The Administration Program assures high quality department outcomes by developing plans, initiating action, and
maintaining programs consistent with department goals and objectives. This program is also responsible for managing
finances, information, and human resources within the department. Evaluating the overall effectiveness of programs
and developing strategies for continuous improvement are important aspects of the Administration Program.
Accomplishments
In 2016, the Administrative Services Department focused on several improvements positively impacting service delivery
in multiple areas. A new portable/mobile recorder was implemented providing the Village with the ability to broadcast
live meetings outside of City Hall, and to record public meetings held at the same time in different meeting rooms at
City Hall. As the City Clerk moved forward with implementing a comprehensive records management program, human
resources (HR) staff launched the pilot program allowing HR to improve efficiencies in maintaining and accessing
accurate employee files while automating records retention requirements. HR staff implemented processes and worked
with the Finance Department to issue required notices related to the Affordable Care Act. Internal improvements were
made with tracking of employee benefit enrollment, beneficiary, and emergency contact forms to ensure accurate
information with greater accessibility. Additional training programs were also implemented to assist with supervisors’
professional development including effective supervisory practices and performance evaluation training.
Heavy emphasis continued to be placed on wellness and safety initiatives. New programs were designed and
implemented and participation continued to grow. Risk management training programs were coordinated specifically
designed towards safe work practices and ensuring staff knows how to limit the Village’s exposure to potential risks
and unnecessary liabilities. Staff’s efforts in these areas resulted in a decreased health insurance premium of 4.97%
and a decrease of 0.12 in the Village’s workers’ compensation classification rating.
Multiple technology improvements were made including initial implementation of online services for tax payment
processing and building permitting. Staff also partnered with other departments to evaluate new software systems
including the new asset/work order management system in Public Works and Parks, Trails and Recreation. Additionally,
network infrastructure and Internet connectivity upgrades were made for increased security, stability, and speed.
Goals/Objectives
In 2017, the Administration Program will continue to proactively identify areas where improvements can be made to
directly impact the successful attainment of Village outcomes. Specific areas of emphasis include:
Complete additional integration of comprehensive Village-wide records management program with multiple
departments to improve the Village’s ability to manage and access public records.
Incorporate additional functionality in the court management software to include more document scanning and
less use of paper copies to improve internal efficiencies.
Implement additional safety best practices including “competent person” training and implementation of
improved safety manual to enhance and promote safety practices in the Village.
Continue promoting wellness activities to increase employee participation and positively impact healthcare
premiums.
Implement continued leadership development programs to further develop employees.
Deploy additional online services and department specific software to improve service delivery to Village
customers.
Complete analysis of current enterprise resource planning system to determine if current needs of the Village
are being met and develop a plan for moving forward with technology initiatives.
66

ADMINISTRATION
Outcome Measures
2014 2015 2016 2017
Actual Actual Estimate Target
Percent of department objectives met for the year. 77 83 80 100
Expenditure Detail
2015
Audited
Actuals
2016
Amended
Budget
2017
Adopted
Budget
% Change
Personnel
Regular Wages $ 129,943 $ 131,144 $ 137,642 4.95%
Longevity Service Award 1,090 1,155 1,215 5.19%
Vehicle Allowance 3,600 3,600 3,600 0.00%
Social Security 7,107 7,347 7,347 0.00%
Medicare 1,875 1,930 2,025 4.92%
Unemployment Insurance - 525 - -100.00%
Workers Compensation 209 203 213 4.93%
Retirement Contributions 10,741 10,492 11,011 4.95%
Medical Insurance 16,954 16,110 15,214 -5.56%
Dental Insurance 861 818 818 0.00%
Life/AD&D Insurance 365 473 497 5.07%
Disability Insurance 397 407 427 4.91%
Total Personnel 173,142 174,204 180,009 3.33%
Purchased Services
Professional Services 16 - - 0.00%
Training/Education - 654 875 33.79%
Dues/Memberships 340 180 190 5.56%
Total Purchased Services 356 834 1,065 27.70%
Total Expenditures $ 173,498 $ 175,038 $ 181,074 3.45%
Variance Justification
No notable variances
67

INFORMATION MANAGEMENT SERVICES
Statement of Purpose
The Information Management Services Program collects, manages, and disseminates reliable information in a timely
manner.
Description
The Information Management Services (IMS) Program coordinates and administers all of the Village’s general and
special elections and liquor licenses throughout the Village. IMS is responsible for maintaining the legislative history of
the Village, the preparation and retention of official records, and ensuring the accessibility of official Village documents.
The Information Management Services’ staff maintains and provides information related to City Council including
agendas and minutes of all City Council meetings and all official actions of the Village to City Council, staff, the
community, and other external customers.
Accomplishments
In 2016, staff deployed the Granicus Portable/Mobile Recorder Encoder. This system provided the ability to record and
broadcast live meetings outside of City Hall, such as the Arts and Humanities Council. It also enhanced the current
system by allowing two Council or Commission meetings held on the same night in two different rooms to be recorded
and broadcast at the same time. The current configuration in the recording system allowed recording one room at a
time. The encoder can be utilized to broadcast emergency meetings, the Village’s State of the City, or any other
meeting/gathering within the Village.
IMS also launched a pilot records management program in the human resources service area. New software enabled
the Village to implement a comprehensive records management program to include automated classification, retention,
and destruction of records to ensure compliance with state and other regulatory agencies. This records management
program manages electronic records and paper records, improving accessibility to information. The system allowed
human resources to improve efficiencies in maintaining and accessing accurate employee files while automating
records retention requirements.
Goals/Objectives
In 2017, the program will focus on the following initiatives:
Administration of the Village’s Regular Municipal Election wherein registered voters will elect eight City Council
members, who will each serve a two-year term.
Implementation of the next phase of the records management program to other service areas and departments
in the Village. Bringing in all Village records into one system allows for comprehensive sharing of information
organizationally and publicly, while adhering to the core requirements of records management principles with
online classification schemes, retention schedules, public record request tracking, and archiving per the
Colorado Open Records Act (CORA).
Outcome Measures
2014
Actual
2015
Actual
2016
Estimate
Percent of respondents rating service received from the Information
Management Services staff as good or excellent.
96 98 96 96
Percent of public records requests completed within legal requirement. 100 100 100 100
Percent of information requests disseminated within established service
level target.
100 98 98 96
2017
Target
68

INFORMATION MANAGEMENT SERVICES
Service Level Indicators
2014
Actual
2015
Actual
2016
Estimate
Number of Employees (FTE). 3 3 3
Total Number of Meeting Minutes Prepared for the Year. 24 26 23
Total Number of Liquor Documents Processed for the Year. 162 204 178
Total Number of Record Requests Processed for the Year. 134 209 231
Expenditure Detail
2015
Audited
Actuals
2016
Amended
Budget
2017
Adopted
Budget
% Change
Personnel
Regular Wages $ 174,287 $ 191,117 $ 194,742 1.90%
Longevity Service Award 855 915 975 6.56%
Overtime Wages 47 1,050 1,640 56.19%
Social Security 10,578 11,881 12,223 2.88%
Medicare 2,474 2,778 2,859 2.92%
Unemployment Insurance - 765 - -100.00%
Workers Compensation 272 290 298 2.76%
Retirement Contributions 9,994 12,668 12,908 1.89%
Medical Insurance 18,893 17,673 15,932 -9.85%
Dental Insurance 795 738 967 31.03%
Insurance Waivers - - 1,200 100.00%
Life/AD&D Insurance 564 690 706 2.32%
Disability Insurance 539 592 604 2.03%
Total Personnel 219,298 241,157 245,054 1.62%
Purchased Services
Contracted Services 6,814 1,260 13,410 964.29%
Advertising/Notification Services 8,883 10,000 10,000 0.00%
Printing/Publication Services 3,855 6,455 7,555 17.04%
Training/Education 7,125 8,200 7,800 -4.88%
Dues/Memberships 1,030 1,375 1,455 5.82%
Mileage/Travel 187 100 100 0.00%
Total Purchased Services 27,894 27,390 40,320 47.21%
Supplies/Non-Capital Equipment
Office Supplies 424 723 654 -9.54%
Operating Supplies 66 1,400 1,400 0.00%
Total Supplies/Non-Capital Equipment 490 2,123 2,054 -3.25%
Total Expenditures $ 247,682 $ 270,670 $ 287,428 6.19%
Variance Justification
Purchased Services (+$12,930):
Contracted Services (+$12,000): 2017 Municipal Election.
69

MUNICIPAL COURT SERVICES
Statement of Purpose
The Municipal Court Services Program assures the proper administration of the judicial process.
Description
The Municipal Court Services Program manages the operations and activities related to the Village court system. Cases
processed include traffic violations, parking violations, and other criminal misdemeanor offenses such as shoplifting,
theft under $2,000, curfew, assault, disturbances, harassment, and possession or consumption of alcohol by an
underage person. The Municipal Court staff is responsible for processing all court cases and providing accurate
information to guide customers through their court experience.
Accomplishments
In 2016, Court staff developed a survey to elicit feedback on how to improve the online payment feature. The survey
was sent to defendants who paid online and the overall feedback was very positive. A few areas of opportunity were
identified and improved upon including providing assistance on the home page regarding entering the case number,
and a more detailed explanation regarding the plea bargain and how the reduced charge will be reported to the
Department of Motor Vehicle.
Goals/Objectives
In 2017, the program will focus on the following initiatives:
Analyze the physical court file with actual docket entries in the court management software to identify where
additional documents can be scanned and corresponding paper copies can be shredded thus moving towards
a paperless process.
Monitor defendant wait times during various court sessions to identify areas of opportunity for service
enhancements.
Outcome Measures
2014
Actual
2015
Actual
2016
Estimate
2017
Target
Accuracy:
Bench Warrant Accuracy – All bench warrants shall be issued and
recalled with 100% accuracy.
100 100 100 100
Timeliness:
Defendants in custody shall be brought to court in a timely manner. 100 100 100 100
Quality:
Percent of defendants rating Court process as Good or Excellent. 86 95 95 90
Service Level Indicators
2014
Actual
2015
Actual
2016
Estimate
Number of employees (FTE). 3 3 3
Number of tickets received. 4,226 4,066 3,900
Number of plea bargains paid online. 1,103 1,020 1,010
Bench warrants issued/processed. 173 125 165
Fines collected from guilty defendants. $630,736 $580,000 $568,000
70

MUNICIPAL COURT SERVICES
Expenditure Detail
2015
Audited
Actuals
2016
Amended
Budget
2017
Adopted
Budget
% Change
Personnel
Regular Wages $ 167,511 $ 173,140 $ 177,573 2.56%
Longevity Service Award 1,245 1,365 1,485 8.79%
Overtime Wages 242 500 500 0.00%
Social Security 10,085 10,731 11,146 3.87%
Medicare 2,358 2,509 2,607 3.91%
Unemployment Insurance - 693 - -100.00%
Workers Compensation 265 265 274 3.40%
Retirement Contributions 11,297 12,677 13,016 2.67%
Medical Insurance 23,153 22,001 15,214 -30.85%
Dental Insurance 1,120 1,064 818 -23.12%
Insurance Waivers 1,450 1,450 2,900 100.00%
Life/AD&D Insurance 522 626 643 2.72%
Disability Insurance 516 536 551 2.80%
Total Personnel 219,764 227,557 226,727 -0.36%
Purchased Services
Professional Services 5,150 3,660 4,456 21.75%
Catering/Dining Services 74 300 200 -33.33%
Postage/Shipping Services 525 515 530 2.91%
Printing/Publication Services 982 850 905 6.47%
Training/Education 2,455 3,220 3,245 0.78%
Dues/Memberships 185 185 185 0.00%
Mileage/Travel 32 - 86 100.00%
Total Purchased Services 9,403 8,730 9,607 10.05%
Supplies/Non-Capital Equipment
Office Supplies 1,483 1,822 1,849 1.48%
Total Supplies/Non-Capital Equipment 1,483 1,822 1,849 1.48%
Total Expenditures $ 230,650 $ 238,109 $ 238,183 0.03%
Variance Justification
No notable variances
71

HUMAN RESOURCE SERVICES
Statement of Purpose
The Human Resource Services Program supports and contributes to creating and sustaining high performing work
teams committed to achieving organizational outcomes.
Description
The Human Resource Services Program provides information and assistance regarding a variety of human resources
and risk management activities. Human Resources’ staff is responsible for administering personnel policies; analyzing,
recommending, and administering appropriate compensation and benefit programs; providing guidance regarding
employee relations issues; and providing assistance with recruitment and retention activities. In addition, the Human
Resource Services Program administers the loss control, workers’ compensation, and safety programs; manages the
Village’s liability claims; and coordinates employee training and wellness programs.
Accomplishments
In 2016, Human Resources (HR) implemented several improvements positively impacting service delivery. Staff
implemented a new procedure to track new hires and terminated employees throughout the year to allow for accurate
data to be efficiently downloaded for the completion of the Affordable Care Act and Internal Revenue Service (IRS)
filing requirements, including IRS forms 1095-C and Employer-Provided Health Insurance Offer and Coverage
statements. Staff implemented improved tracking of employee benefit enrollment forms to allow immediate access to
accurate information to assist employees with their selections and changes. In partnership with the City Clerk, HR
launched a pilot records management program. New software allowed human resources to improve efficiencies in
maintaining and accessing accurate employee files while automating records retention requirements. Staff updated all
employees’ beneficiary and emergency contact forms to ensure accurate information was on file. Additional training
programs were also implemented to assist with supervisors’ professional development including effective supervisory
practices and performance evaluation training.
In addition, staff continued with wellness and safety initiatives as part of the overall risk management program. Staff
implemented impactful wellness programs designed to keep overall health and wellness in the forefront of employees’
minds including multiple physical challenges and a weekly mindbender focused on mental health. Efforts of staff and
employees proved to be once again successful as the 2017 health insurance premiums reduced by approximately
4.97%. Staff partnered with Village departments to provide additional training opportunities to positively impact workers’
compensation rates and general liability exposure. CIRSA’s General Counsel was brought in to present Governmental
Immunity Act (GIA) training to all Parks, Trails and Recreation and Public Work’s employees to help develop a better
understanding of how to limit the Village’s exposure to potential risks while still meeting the high customer service
standards expected from our employees. Staff began the analysis of the current Safety Manual and efforts will continue
to produce an updated manual in 2017. Due to continued increased safety efforts, the Village’s workers’ compensation
classification rating decreased by 0.12 due to a continued low number of work-related injuries/accidents.
Goals/Objectives
In 2017, the program will focus on the following initiatives:
Identify new and innovative ways to attract qualified candidates for the Village utilizing new technologies.
Develop and implement a “competent person” training for high risk jobs to enhance and promote safety
practices in the Village.
Expand wellness activities to increase employee participation and positively impact healthcare premiums.
Implement continued leadership development programs to further develop employees.
Complete, publish, and train employees on an updated safety manual, which analysis of needed updates was
completed in 2016, to enhance and promote safety practices in the Village.
72

HUMAN RESOURCE SERVICES
Outcome Measures
2014
Actual
2015
Actual
2016
Estimate
Human Resources Department Assistance:
Percent of respondents rating service received from the Human
Resource Services’ staff as good or excellent.
100 100 100 95
Recruitment Assistance:
Percent of respondents rating the Human Resource Services’ staff
assistance with meeting the recruitment standards of the department as 100 100 100 95
good or excellent.
Retention Assistance:
Percent of new employees achieving a successful or above rating on first
year performance assessment.
100 100 100 95
Risk Management/Loss Control:
Percent prior year Safety Committee objectives met. 100 97 98 95
Percent of respondents rating service received from the Human
Resource Services staff regarding handling of workers’ compensation
claims as good or excellent.
97 99 100 95
Service Level Indicators
2014
Actual
2015
Actual
2016
Estimate
Number of employees (FTE). 5.20 5.20 5.20
Number of Village FTEs budgeted:
Full time. 243 247 247
Part time. 2.65 2.65 2.65
Seasonal. 6.06 6.06 6.06
Number of new hires processed. 40 52 62
Number of applications processed. 1,983 2,200 4,856
Number of injury claims processed. 29 25 28
Number of vehicle/property loss claims processed. 48 39 32
Number of “other” liability claims processed. 5 3 7
2017
Target
73

HUMAN RESOURCE SERVICES
Expenditure Detail
2015
Audited
Actuals
2016
Amended
Budget
2017
Adopted
Budget
% Change
Personnel
Regular Wages $ 237,913 $ 265,808 $ 267,203 0.52%
Longevity Service Award 595 1,000 705 -29.50%
Overtime Wages 33 - -
Tuition Reimbursement 18,195 35,000 35,000 0.00%
Social Security 14,274 16,002 16,166 1.02%
Medicare 3,338 3,743 3,781 1.02%
Unemployment Insurance - 1,063 - -100.00%
Workers Compensation 372 400 400 0.00%
Retirement Contributions 17,598 18,939 17,772 -6.16%
Medical Insurance 44,666 54,936 47,078 -14.30%
Dental Insurance 2,346 2,603 2,260 -13.18%
Life/AD&D Insurance 624 964 968 0.41%
Disability Insurance 742 824 828 0.49%
Total Personnel 340,696 401,282 392,161 -2.27%
Purchased Services
Professional Services 11,957 16,468 16,755 1.74%
Contracted Services 22,718 21,220 27,383 29.04%
Catering/Dining Services 278 19,704 11,400 -42.14%
Postage/Shipping Services 104 - - 0.00%
Advertising/Notification Services 4,363 5,000 4,000 -20.00%
Training/Education 5,011 39,712 30,836 -22.35%
Dues/Memberships 6,438 6,525 6,390 -2.07%
Mileage/Travel 112 - 326 100.00%
Insurance Premiums/Deductibles 292,150 357,120 351,955 -1.45%
Total Purchased Services 343,131 465,749 449,045 -3.59%
Supplies/Non-Capital Equipment
Office Supplies - 300 160 -46.67%
Operating Supplies 12,186 17,000 17,600 3.53%
Non-Capital Equipment 1,910 3,000 3,000 0.00%
Total Supplies/Non-Capital Equipment 14,096 20,300 20,760 2.27%
Total Expenditures $ 697,923 $ 887,331 $ 861,966 -2.86%
74

HUMAN RESOURCE SERVICES
Variance Justification
Purchased Services (-$16,704):
Contracted Services (+$6,163):
• Employee Service Awards – Increase in actual number of employees receiving awards for years
of service to the Village (+$6,930).
• COBRA Administration – New program to outsource COBRA administration (+$1,900).
Catering/Dining Services (-$8,304):
• Employee Appreciation Event – Due to a change in the 2015 event, 2015 funds were carried
into 2016 (-$9,000).
Training/Education (-$8,876):
• Employee Training – Due to the unavailability of a leadership development seminar in 2015,
2015 funds were carried into 2016 (-$11,000).
Insurance Premiums/Deductibles (-$5,165):
• CIRSA – Property/Liability Insurance Premium – Annual renewal premium decreased by
approximately 1.4% (-$5,165).
75

SHARED TECHNOLOGY SERVICES
Statement of Purpose
The Shared Technology Services Program provides reliable and purposeful information technology services to
contribute to achieving organizational outcomes.
Description
The Shared Technology Services (STS) Program is responsible for the delivery of services through the application,
maintenance, and improvement of all computer and telephone related technology, both hardware and software, used in
the Village. The services provided include data security and protection, system performance monitoring and tuning,
deployment of new technology, management of licensing and maintenance, and support of all technology systems in
the Village through the service desk. In addition, staff provides extensive training to employees on the use of technology
in support of expected outcomes.
Accomplishments
In 2016, the STS team worked closely with Village departments to deploy several new features and upgrades in current
software systems including beginning work on implementation of online services for tax payment processing and
building permitting. In collaboration with the Public Works and Parks, Trails and Recreation departments, STS provided
support for the selection of the new asset/work order management system, and began initial planning for the deployment
in 2017 and 2018. In addition, a number of software upgrades were completed for systems managing Finance, Tax,
and Community Development. Following an upgrade to the Computer Aided Dispatch System (CAD), STS and police
staff spent significant time addressing problematic issues with the system, which left the system almost completely nonfunctional.
The issues were difficult to address as none were caused by internal issues. After nine weeks and
considerable effort by STS, police staff, and the vendor, the system was restored to an acceptable level of functionality.
Additionally, the first phase of the network infrastructure upgrades were completed with the replacement of the network
switches and wireless network access points in all three Village facilities, and an upgrade of Internet connectivity for
increased speed and stability.
Goals/Objectives
In 2017, the program will focus on the following initiatives:
Deploy phase one of asset/work order management system for use by the Public Works and Parks, Trails and
Recreation departments.
Work with the City Clerk to deploy phase two of the electronic records management system.
Complete analysis of current enterprise resource planning system to determine if current needs of the Village
are being met.
Continued implementation of online services including expanded use of building permit application processing,
building/construction inspection scheduling, electronic construction plan submission, liquor license and
business license applications, and service requests.
Complete network infrastructure upgrades to improve network stability, reliability, and performance including
the replacement of core fiber network switches that connect all three Village facilities together.
Install telecommunications and infrastructure upgrades for the Police Department’s mobile command vehicle.
76

SHARED TECHNOLOGY SERVICES
Outcome Measures
2014
Actual
2015
Actual
2016
Estimate
Percent of respondents who rated service received from Shared
Technology Services staff as good or excellent.
87.5 92.6 95 95
Enterprise Services:
Percent of time the enterprise-level applications such as Innoprise, Tyler,
HTE, etc. were available.
100 100 100 98
Percent of time the Geographic Information Systems map services were
available.
99.48 99 100 98
Percent of Service Desk technology support requests (both service and
incident) resolved within established service level targets.
88.39 87.5 89.5 90
Communication Services:
Percent of time the network communication were available. 100 99.9 100 99
Percent of time the telephone communication were available. 100 100 100 99
Service Level Indicators
2014
Actual
2015
Actual
2016
Estimate
Number of employees (FTE). 7 8 8
Number of telephone extensions/voice mail boxes/mobile devices
maintained.
436/391/
142
436/391/
142
436/391/
142
Number of support incidents for telephone related questions, including
mobile phones.
75 69 75
Number of network accounts. 298 298 304
Number of support incidents and service requests for all technology
systems.
1,927 1,788 1,900
2017
Target
77

SHARED TECHNOLOGY SERVICES
Expenditure Detail
2015
Audited
Actuals
2016
Amended
Budget
2017
Adopted
Budget
% Change
Personnel
Regular Wages $ 544,966 $ 612,550 $ 639,131 4.34%
Longevity Service Award 4,450 4,815 5,735 19.11%
Overtime Wages 607 1,100 1,100 0.00%
Communication Allowance 2,695 2,940 3,360 14.29%
Social Security 33,264 37,830 39,171 3.54%
Medicare 7,830 8,858 9,221 4.10%
Unemployment Insurance - 2,451 - -100.00%
Workers Compensation 844 933 977 4.72%
Retirement Contributions 37,255 40,459 42,107 4.07%
Medical Insurance 61,229 65,155 81,550 25.16%
Dental Insurance 4,718 4,811 5,629 17.00%
Insurance Waivers 4,273 2,400 2,400 0.00%
Life/AD&D Insurance 1,556 2,216 2,314 4.42%
Disability Insurance 1,668 1,900 1,982 4.32%
Total Personnel 705,355 788,418 834,677 5.87%
Purchased Services
Professional Services - - 65,850 100.00%
Contracted Services 30,301 - -
Repair/Maintenance Services 524,577 564,871 658,070 16.50%
Telecommunication Services 99,665 101,741 95,053 -6.57%
Postage/Shipping Services 15 750 750 0.00%
Training/Education 22,547 31,400 31,400 0.00%
Dues/Memberships 4,024 9,608 7,098 -26.12%
Mileage/Travel 850 - - 0.00%
Total Purchased Services 681,979 708,370 858,221 21.15%
Supplies/Non-Capital Equipment
Office Supplies 105 750 750 0.00%
Non-Capital Equipment 187,067 179,304 176,647 -1.48%
Total Supplies/Non-Capital Equipment 187,172 180,054 177,397 -1.48%
Capital Outlay
Capital Equipment 145,771 202,235 152,900 -24.39%
Total Capital Outlay 145,771 202,235 152,900 -24.39%
Total Expenditures $ 1,720,277 $ 1,879,077 $ 2,023,195 7.67%
Variance Justification
Purchased Services (+$149,851):
Professional Services (+$65,850): Asset/Work Order Management Implementation – First phase of
asset/work order management system implementation in the Public Works and Parks, Trails and
Recreation Departments (+$65,850).
78

SHARED TECHNOLOGY SERVICES
Repair/Maintenance Services (+$93,199):
• General Maintenance Contracts – Increases to annual maintenance contracts for various
software programs and services (+$43,534).
• SmartForce – New service implemented in the Police Department. Increase includes software
annual maintenance, hosting fee and SharePoint software licenses (+$19,000).
• Electronic Records Management System – Implementation of phase two of records
management program (+$7,175).
• Mobile Command Vehicle Communications Equipment Maintenance – Required maintenance
for communications equipment upgrades in the Police Department’s mobile command vehicle
(+$5,000).
• Asset/Work Order Management System – Annual maintenance and hosting fee for new
asset/work order management system used in the Public Works and Parks, Trails and
Recreation Departments (+$30,000).
Capital Outlay (-$49,335):
Capital Equipment (-$49,335): Capital Equipment expenditures are one-time purchases resulting from
new or replacement capital technology equipment over $5,000. 2017 expenditures include:
• Technology Replacement Program – Replacement of scheduled network switches and fiber
switches used to connect the three Village facilities (+$60,400)
• Electronic Records Management System – Implementation of phase two of records
management program for use with all Village-wide records (+$46,500)
• Mobile Command Vehicle Communications Equipment – Upgraded equipment required for
communications system in Police Department’s mobile command vehicle (+$35,000).
• Conference Room Audio Visual Upgrade – Installation of large screen smart board in the Park
Level Conference Room (+$11,000).
79

80

FINANCE
Statement of Purpose
The purpose of the Finance Department is to support the organizational outcomes through the implementation of
financial policies and practices which provide for the sound financial management and the stewardship of public
resources.
Description
The Finance Department consists of the Administration Program, the Accounting and Financial Reporting Program, and
the Taxpayer Services Program.
The Administration Program is responsible for the leadership, oversight and general support of the department.
The Accounting & Financial Reporting Program ensures financial integrity through the dissemination of timely and
reliable information in accordance with generally accepted accounting principles within the context of a comprehensive
framework of internal control. The program is responsible for the production of the annual operating and capital
improvement budget, the comprehensive annual financial report, and coordination of the year-end financial audit.
Additional services provided by the program include, payroll, accounts payable and receivable, cash management,
investments, and administration of the City’s purchasing card program.
The Taxpayer Services Program supports the continued delivery of public services through the licensing and collection
of sales, use, lodging, and occupational privilege taxes in a manner which fosters a mutually beneficial partnership with
the local business community. The program is responsible for the auditing, assessment, collection, reporting and
analysis of city-imposed tax revenue consistent with that of the ordinances of the City of Greenwood Village. Additional
services provided by the program include business licensing, administration of the residential solicitation permit function,
as well as the provision of tax-related educational resources to the local business community.
Organizational Chart
Director of Finance
Administrative
Assistant
Accounting
Manager
Revenue
Manager
Senior
Accountant
Payroll/AP
Specialist
Senior Tax
Auditor
Accountant
Accounting
Technician
(2.00)
Tax Auditor
(4.00)
Tax Technician
(2.00)
81

FINANCE
Personnel & Financial Summary
2015
Audited
Actuals
2016
Amended
Budget
2017
Adopted
Budget
% Change
Staff - Full Time Equivalency (FTE): 16.00 16.00 16.00 0.00%
Expenditures By Category:
Personnel $ 1,136,362 $ 1,294,900 $ 1,316,565 1.67%
Purchased Services 241,572 230,116 337,391 46.62%
Supplies/Non-Capital Equipment 7,000 11,470 11,595 1.09%
Total Expenditures $ 1,384,934 $ 1,536,486 $ 1,665,551 8.40%
Expenditures By Division:
Administration $ 233,050 $ 265,072 $ 274,381 3.51%
Accounting & Financial Reporting 524,161 544,470 662,792 21.73%
Taxpayer Services 627,723 726,944 728,378 0.20%
Total Expenditures $ 1,384,934 $ 1,536,486 $ 1,665,551 8.40%
Expenditures & Full-Time Equivalency
Expenditures
$1,800,000
$1,600,000
$1,400,000
$1,200,000
$1,000,000
$800,000
$600,000
$400,000
$200,000
$-
2015
Audited
Actuals
2016
Amended
Budget
2017
Adopted
Budget
18.00
16.00
14.00
12.00
10.00
8.00
6.00
4.00
2.00
-
Full-Time Equivalent (FTE)
Total Expenditures
Staff - Full Time Equivalency (FTE):
Explanation of Budget Variances
Significant changes to the 2017 budget include an additional $105,225 in purchase services related to banking service
fees. The increase in fees is due to the reduction of the earnings credit rate received on deposits. Over the past several
years, the City benefited from a rate far exceeding that issued by other banking institutions. The rate, which is now
competitive within the marketplace, no longer offsets the banking service fees incurred by the organization.
An additional change to the 2017 budget includes an increase of $5,000 for postage and shipping services. The increase
to the budget more accurately represents the historical expenditures within the category and therefore does not
represent an anticipated increase in actual costs.
82

FINANCE
Expenditure Detail
2015
Audited
Actuals
2016
Amended
Budget
2017
Adopted
Budget
% Change
Personnel
Regular Wages $ 898,657 $ 1,000,584 $ 1,039,281 3.87%
Longevity Service Award 5,260 5,870 6,840 16.52%
Overtime Wages 266 - - 0.00%
Vehicle Allowance 3,600 3,600 3,600 0.00%
Social Security 54,354 60,689 63,069 3.92%
Medicare 12,800 14,290 14,941 4.56%
Unemployment Insurance - 4,000 - -100.00%
Workers Compensation 1,151 1,278 1,404 9.86%
Retirement Contributions 60,925 70,463 74,560 5.81%
Medical Insurance 83,139 116,478 94,332 -19.01%
Dental Insurance 3,440 5,126 4,308 -15.96%
Insurance Waivers 7,140 5,800 7,250 25.00%
Life/AD&D Insurance 2,825 3,619 3,757 3.81%
Disability Insurance 2,805 3,103 3,223 3.87%
Total Personnel 1,136,362 1,294,900 1,316,565 1.67%
Purchased Services
Professional Services 141,561 120,705 223,710 85.34%
Contracted Services 27,305 28,600 28,400 -0.70%
Catering/Dining Services 15,800 16,000 16,000 0.00%
Repair/Maintenance Services 3,735 3,711 3,750 1.05%
Postage/Shipping Services 30,431 25,000 30,000 20.00%
Printing/Publication Services 11,371 10,750 10,750 0.00%
Training/Education 6,337 20,915 18,520 -11.45%
Dues/Memberships 2,207 2,585 2,570 -0.58%
Mileage/Travel 1,609 1,850 1,975 6.76%
Rentals/Leases 1,216 - 1,716 100.00%
Total Purchased Services 241,572 230,116 337,391 46.62%
Supplies/Non-Capital Equipment
Office Supplies 3,317 5,670 5,000 -11.82%
Operating Supplies 1,205 3,800 3,845 1.18%
Non-Capital Equipment 2,478 2,000 2,750 37.50%
Total Supplies/Non-Capital Equipment 7,000 11,470 11,595 1.09%
Total Expenditures $ 1,384,934 $ 1,536,486 $ 1,665,551 8.40%
83

ADMINISTRATION
Statement of Purpose
The purpose of the Administration Program is to ensure high quality program outcomes of the Finance Department.
Description
The Administration Program ensures that the programs and activities of the department achieve their purpose. The
primary activities of the program include the planning, directing, and the evaluation of services. Major activities include
the management of personnel, the preparation and management of the department budget, and responsibility for the
accuracy and completeness of financial information regarding City accounts and activities.
Accomplishments
In 2016, the City received an unmodified opinion for the previous year’s financial reports. City Council received monthly
financial updates and a budget was adopted which continued to support high quality outcomes. Revenue projections
were met and the financial health of the organization remains strong.
Goals/Objectives
The 2017 objectives of the program include the following:
Enhance process efficiency, develop adequate internal control features, and provide for consistent application of
best practices.
o Develop a comprehensive financial policy (budgeting, accounting, investment, purchasing, etc.) to
provide continuity and increased efficiencies.
o Initialize a training regimen to incorporate best practices when and where appropriate
Establish an ongoing financial system user training/orientation program so as to provide end users with the ability
to extract financial information on demand, greatly enhancing the decision-making process.
o Initiate the development of a comprehensive financial system user manual, including the application of
policies, practices, and procedures.
o Work in coordination with Administrative Services to institute an orientation program whereby new users
receive one-on-one training and tutoring.
o Develop a seasonal ongoing training regimen in which upcoming financial practices (e.g. budget, yearend,
etc.) are presented using a group training method.
Evaluate the organization’s comprehensive framework of internal control as an approach to achieving the
managerial objectives of effective and efficient operations, financial reporting, and compliance.
o Establish a baseline of effective internal control via the identification of risks, existing compensating
controls, adequacy of such controls, and utilization thereof (e.g. cash management & collection
activities).
o Evaluate actual performance against established baseline using control cycles and vulnerability
assessments.
o Resolve identified deficiencies via a corrective action plan with an appropriate time table.
Outcome Measures
2014 2015 2016 2017
Actual Actual Estimate Target
Percent of department objectives achieved. 70 95 95 100
84

ADMINISTRATION
Expenditure Detail
2015
Audited
Actuals
2016
Amended
Budget
2017
Adopted
Budget
% Change
Personnel
Regular Wages $ 137,947 $ 160,263 $ 169,355 5.67%
Longevity Service Award - - 325 100.00%
Vehicle Allowance 3,600 3,600 3,600 0.00%
Social Security 8,322 9,508 9,794 3.01%
Medicare 2,034 2,321 2,481 6.89%
Unemployment Insurance - 641 - -100.00%
Workers Compensation 221 245 259 5.71%
Retirement Contributions 10,160 11,682 12,316 5.43%
Medical Insurance 12,385 22,001 15,932 -27.59%
Dental Insurance 528 1,064 721 -32.24%
Life/AD&D Insurance 385 579 612 5.70%
Disability Insurance 427 497 525 5.63%
Total Personnel 176,009 212,401 215,920 1.66%
Purchased Services
Professional Services 2,451 - - 0.00%
Contracted Services 2,339 2,400 2,400 0.00%
Catering/Dining Services 15,763 16,000 16,000 0.00%
Repair/Maintenance Services 3,735 3,711 3,750 1.05%
Postage/Shipping Services 30,431 25,000 30,000 20.00%
Training/Education 8 4,240 3,275 -22.76%
Dues/Memberships 235 320 320 0.00%
Mileage/Travel 8 - - 0.00%
Rentals/Leases 1,216 - 1,716 100.00%
Total Purchased Services 56,186 51,671 57,461 11.21%
Supplies/Non-Capital Equipment
Operating Supplies 855 1,000 1,000 0.00%
Total Supplies/Non-Capital Equipment 855 1,000 1,000 0.00%
Total Expenditures $ 233,050 $ 265,072 $ 274,381 3.51%
Variance Justification
Purchased Services (+$5,790):
Postage/Shipping Services (+$5,000): The amount has been increased to more accurately represent
the actual historical costs associated with postage and shipping.
Training/Education (-$965): The reduction is largely attributable to the increasing availability of online
training opportunities and resulting savings associated with travel and lodging.
Rentals/Leases (+$1,716): The additional expenditure represents the rental costs associated with
storage of surplus equipment awaiting auction. Upon completion of the Maintenance Facility, storage of
surplus equipment will be transferred to a city-owned facility eliminating this cost.
85

ACCOUNTING & FINANCIAL REPORTING
Statement of Purpose
The purpose of the Accounting and Financial Reporting Program is to ensure the communication of accurate and useful
financial information in a manner that contributes to successful organizational outcomes.
Description
The Accounting & Financial Reporting Program ensures financial integrity through the dissemination of timely and
reliable information in accordance with generally accepted accounting principles within the context of a comprehensive
framework of internal control. The program is responsible for the production of the annual operating and capital
improvement budget, the comprehensive annual financial report, and coordination of the year-end financial audit.
Additional services provided by the program include, payroll, accounts payable and receivable, cash management,
investments, and administration of the City’s purchasing card program.
Accomplishments
In 2016, for the twenty-sixth consecutive year, the City received the Government Finance Officers Association (GFOA)
Certificate of Achievement for Excellence in Financial Reporting. The City also received its third GFOA Distinguished
Budget Presentation Award. Both of these programs require that the City publish transparent, comprehensible financial
documents which demonstrate best practices and exceed the minimum requirements of generally accepted accounting
principles and state and local guidelines.
In compliance with the Affordable Care Act, the program collaborated with the Administrative Services department to
system test and produce the inaugural Internal Revenue Service forms 1095-C, Employer-Provided Health Insurance
Offer and Coverage statements.
Goals/Objectives
In 2017, the program will focus on the following initiatives:
Complete the city-wide implementation of the financial system’s purchasing card (PCard) module, which includes
the development of training materials and training PCard holders and approvers.
Assess the effectiveness of the City’s system of internal control which will involve (1) analyzing and documenting
the assessment including the presence and functioning of components and relevant principles as set forth in the
Committee of Sponsoring Organizations of the Treadway Commission (COSO) Integrated Framework, (2)
documenting internal control deficiencies, and (3) developing a corrective action plan.
Prepare a Popular Annual Financial Report to provide stakeholders with a more readable, less detailed overview
of the financial activities of the City than what is provided in the Comprehensive Annual Financial Report.
Develop a financial system user training program and “train the trainer” to educate department users on a variety
of unknown processes and system enhancements.
86

ACCOUNTING & FINANCIAL REPORTING
Outcome Measures
2014
Actual
2015
Actual
2016
Estimate
2017
Target
Accuracy:
Number of error/corrections discovered by the external auditors during
the previous year’s financial statement audit.
2 0 0 0
Number of errors found in previous year’s financial reports. 0 1 0 0
Unmodified opinion received on previous year’s Comprehensive Annual
Financial Report.
Yes Yes Yes Yes
Number of post-payroll corrections required due to processing errors. 3 6 3

ACCOUNTING & FINANCIAL REPORTING
Expenditure Detail
2015
Audited
Actuals
2016
Amended
Budget
2017
Adopted
Budget
% Change
Personnel
Regular Wages $ 319,561 $ 346,067 $ 364,993 5.47%
Longevity Service Award 1,355 1,715 1,780 3.79%
Overtime Wages 47 - - 0.00%
Social Security 19,575 21,263 22,594 6.26%
Medicare 4,578 4,973 5,285 6.27%
Unemployment Insurance - 1,384 - -100.00%
Workers Compensation 460 489 554 13.29%
Retirement Contributions 22,955 25,218 26,369 4.56%
Medical Insurance 22,926 28,607 21,296 -25.56%
Dental Insurance 1,028 1,213 967 -20.28%
Insurance Waivers 3,242 2,900 4,350 50.00%
Life/AD&D Insurance 1,177 1,253 1,322 5.51%
Disability Insurance 994 1,073 1,132 5.50%
Total Personnel 397,898 436,155 450,642 3.32%
Purchased Services
Professional Services 87,943 60,765 165,990 173.17%
Contracted Services 24,966 26,000 26,000 0.00%
Training/Education 5,330 11,425 9,995 -12.52%
Dues/Memberships 1,747 1,905 1,890 -0.79%
Mileage/Travel 225 100 225 125.00%
Total Purchased Services 120,211 100,195 204,100 103.70%
Supplies/Non-Capital Equipment
Office Supplies 3,317 5,670 5,000 -11.82%
Operating Supplies 257 450 300 -33.33%
Non-Capital Equipment 2,478 2,000 2,750 37.50%
Total Supplies/Non-Capital Equipment 6,052 8,120 8,050 -0.86%
Total Expenditures $ 524,161 $ 544,470 $ 662,792 21.73%
Variance Justification
Purchased Services (+$103,905):
Professional Services (+$105,225): The fees for banking services with the City’s primary bank will
increase due to an 82% decrease in the earnings credit rate received on deposits. Prior to the rate
change, the earnings credit was able to absorb 90 - 100% of the annual fees charged.
Training/Education (-$1,430): The reduction is due to an increase in local training opportunities and
the associated savings in travel and lodging.
Mileage/Travel (+$125): The amount has been increased to more accurately reflect the actual historical
costs associated with mileage/travel.
88

TAXPAYER SERVICES
Statement of Purpose
The Taxpayer Services Program ensures the receipt of tax revenues in a manner that contributes to successful
Village outcomes.
Description
The Taxpayer Services Program is responsible for the collection of Sales, Use, Lodging, and Occupational Privilege
taxes. Ensuring the receipt of Village revenues is accomplished through information, education, and auditing
activities.
Accomplishments
In 2016, Taxpayer Services began the implementation of online tax filing. This was in conjunction with additional
software upgrades, allowing for online tax account registration, account updates and tax payment inquiries. These
upgrades may potentially ease any burdens associated with the licensing and remittance of taxes. In addition,
providing online access to our business community may potentially reduce costs incurred by the City. Staff continued
to focus on the development and education of staff. Staff participated in the Western States Tax Administrator’s
meeting, Colorado Tax Audit Coalition meetings as well as the Municipal Enforcement and Collections Group.
Goals/Objectives
In 2017, staff will complete the implementation of software that will facilitate online tax remittances. This will also
allow taxpayers to register, update and make online inquiries of their tax accounts. In addition, staff will continue to
develop mutually beneficial relationships with members of our business community. Quarterly tax classes will be
offered on a variety of topics. This will be in addition to one-on-one training as requested by our taxpayers. Staff will
work diligently to meet our 2017 audit and enforcement budget.
Outcome Measures
2014
Actual
2015
Actual
2016
Estimate
Actual audit revenues compared to annual projected audit revenues
expressed as a percentage.
48 52 100 100
Remitted value of tax returns compared to audited value of tax returns
expressed as a percentage.
93 90 85 80
Percent of audited taxpayers rating quality of audit as Good or Excellent. 99 95 90 90
Percent of tax revenue audited. 27 31 25 25
Service Level Indicators
2014
Actual
2015
Actual
2016
Estimate
Number of sales/use tax accounts. 3,557 3,641 3,600
Number of occupational privilege tax accounts. 2,974 2,920 2,900
Number of audits conducted. 129 165 150
2017
Target
89

TAXPAYER SERVICES
Expenditure Detail
2015
Audited
Actuals
2016
Amended
Budget
2017
Adopted
Budget
% Change
Personnel
Regular Wages $ 441,149 $ 494,254 $ 504,933 2.16%
Longevity Service Award 3,905 4,155 4,735 13.96%
Overtime Wages 219 - - 0.00%
Social Security 26,457 29,918 30,681 2.55%
Medicare 6,188 6,996 7,175 2.56%
Unemployment Insurance - 1,975 - -100.00%
Workers Compensation 470 544 591 8.64%
Retirement Contributions 27,810 33,563 35,875 6.89%
Medical Insurance 47,828 65,870 57,104 -13.31%
Dental Insurance 1,884 2,849 2,620 -8.04%
Insurance Waivers 3,898 2,900 2,900 0.00%
Life/AD&D Insurance 1,263 1,787 1,823 2.01%
Disability Insurance 1,384 1,533 1,566 2.15%
Total Personnel 562,455 646,344 650,003 0.57%
Purchased Services
Professional Services 51,167 59,940 57,720 -3.70%
Contracted Services - 200 - -100.00%
Catering/Dining Services 37 - - 0.00%
Printing/Publication Services 11,371 10,750 10,750 0.00%
Training/Education 999 5,250 5,250 0.00%
Dues/Memberships 225 360 360 0.00%
Mileage/Travel 1,376 1,750 1,750 0.00%
Total Purchased Services 65,175 78,250 75,830 -3.09%
Supplies/Non-Capital Equipment
Operating Supplies 93 2,350 2,545 8.30%
Total Supplies/Non-Capital Equipment 93 2,350 2,545 8.30%
Total Expenditures $ 627,723 $ 726,944 $ 728,378 0.20%
Variance Justification
No notable variances
90

COMMUNITY DEVELOPMENT
Statement of Purpose
The Department of Community Development preserves and protects the desirable characteristics of the existing built
and natural environments while planning for the future development of the Village.
Description
The Community Development Department is comprised of five programs: Administration, Planning, Building Safety,
Neighborhood Services and Building Services * .
The Administration Program provides administrative support and management oversight to assure high quality
department outcomes.
The Planning Program assists elected officials in articulating goals and objectives for the physical development of the
Village in the form of the Comprehensive and Transportation Plans. The Planning Program also assures high quality
development outcomes through the interpretation of the Comprehensive Plan and administration of development codes.
The Building Safety Program assures the construction safety of new and existing buildings through construction plan
review and approval and the inspection of new and existing buildings.
The Neighborhood Services Program sustains high quality appearance of the community by assuring property owner
compliance with property use and maintenance standards.
The Building Services Program assures that Village owned buildings are safe, clean, and comfortable.
Organizational Chart
Director of
Community
Development
Chief Building
Official
Administrative
Supervisor
Planning
Manager
Plans Examiner
Building Services
Supervisor
Administrative
Assistant (2.5)
Senior Planner
CD Engineer
Electrical
Inspector/Plan
Reviewer
Facilities
Maintenance
Technician
Planner II
Planning
Technician
Combination
Inspector (2)
Facility Service
Worker (5)
Planner I
Neighborhood
Services Officer
* In late 2016, the Building Services Program transferred from the Public Works Department to the Community
Development Department. For comparative purposes, the historical financial records of the program are included within
the Community Development Department’s budget statements.
91

COMMUNITY DEVELOPMENT
Personnel & Financial Summary
2015
Audited
Actuals
2016
Amended
Budget
2017
Adopted
Budget
% Change
Staff - Full Time Equivalency (FTE): 24.50 23.50 23.50 0.00%
Expenditures By Category:
Personnel $ 1,680,299 $ 1,877,664 $ 1,875,706 -0.10%
Purchased Services 391,638 694,433 562,564 -18.99%
Supplies/Non-Capital Equipment 208,606 257,020 286,280 11.38%
Capital Outlay 84,416 60,000 - -100.00%
Miscellaneous Expenditures - 981,903 - -100.00%
Total Expenditures $ 2,364,960 $ 3,871,020 $ 2,724,550 -29.62%
Expenditures By Division:
Administration $ 340,572 $ 1,360,762 $ 392,174 -71.18%
Planning 569,164 743,568 715,546 -3.77%
Building Safety 490,565 656,589 633,072 -3.58%
Neighborhood Services 76,871 80,038 82,115 2.60%
Building Services 887,788 1,030,063 901,643 -12.47%
Total Expenditures $ 2,364,960 $ 3,871,020 $ 2,724,550 -29.62%
Expenditures & Full-Time Equivalency
Expenditures
$4,500,000
$4,000,000
$3,500,000
$3,000,000
$2,500,000
$2,000,000
$1,500,000
$1,000,000
$500,000
$-
2015
Audited
Actuals
2016
Amended
Budget
2017
Adopted
Budget
24.60
24.40
24.20
24.00
23.80
23.60
23.40
23.20
23.00
Full-Time Equivalent (FTE)
Total Expenditures
Staff - Full Time Equivalency (FTE):
Explanation of Budget Variances
Significant changes to the 2017 budget include the reduction of $981,903 due to one-time development rebates issued
in 2016. The budget further decreased an additional $172,725 due to the completion of work associated with the Orchard
Station Subarea and refurbishments at City Hall during 2016.
An additional $40,000 is included for the engagement of consultants to update the Drainage Criteria Manual. An amount
of $35,500 is included for the replacement of security cameras at City Hall, and replacement of water fountains with
bottle fills at all City facilities, chairs and tables at City Hall, chairs in the Maintenance Facility lunchroom and urinals at
Village Greens Park. Gas and electricity was reduced by $14,500 to better match actual costs; however, cost associated
with sewer increased by $5,000 to reflect increased rates from Southgate Sanitation District.
92

COMMUNITY DEVELOPMENT
Expenditure Detail
2015
Audited
Actuals
2016
Amended
Budget
2017
Adopted
Budget
% Change
Personnel
Regular Wages $ 1,234,002 $ 1,377,728 $ 1,415,864 2.77%
Seasonal/Temporary Wages 21,835 - - 0.00%
Longevity Service Award 9,110 7,665 10,500 36.99%
Overtime Wages 7,016 8,380 7,580 -9.55%
Clothing Allowance 1,300 1,450 1,850 27.59%
Communication Allowance - 840 - -100.00%
Vehicle Allowance 3,600 3,600 3,600 0.00%
Social Security 77,023 84,507 87,257 3.25%
Medicare 18,032 19,791 20,509 3.63%
Unemployment Insurance - 5,510 - -100.00%
Workers Compensation 13,381 14,964 14,461 -3.36%
Retirement Contributions 69,821 94,110 96,704 2.76%
Medical Insurance 203,996 236,436 193,179 -18.30%
Dental Insurance 9,321 11,002 9,366 -14.87%
Insurance Waivers 4,328 2,425 5,325 119.59%
Life/AD&D Insurance 3,763 4,982 5,122 2.81%
Disability Insurance 3,770 4,274 4,389 2.69%
Total Personnel 1,680,299 1,877,664 1,875,706 -0.10%
Purchased Services
Professional Services 67,994 149,195 105,100 -29.56%
Contracted Services 108,197 176,900 178,170 0.72%
Catering/Dining Services 6,042 8,500 8,500 0.00%
Repair/Maintenance Services 189,482 311,850 223,220 -28.42%
Disposal/Recycling Services 161 1,000 1,000 0.00%
Telecommunication Services 4,525 7,648 7,592 -0.73%
Printing/Publication Services 1,540 3,960 1,980 -50.00%
Training/Education 9,054 27,837 29,825 7.14%
Dues/Memberships 3,758 6,183 5,538 -10.43%
Mileage/Travel 886 1,360 1,639 20.51%
Total Purchased Services 391,638 694,433 562,564 -18.99%
Supplies/Non-Capital Equipment
Office Supplies 1,975 3,745 6,200 65.55%
Operating Supplies 45,219 47,725 48,505 1.63%
Non-Capital Equipment 14,098 34,600 70,100 102.60%
Uniforms/Safety Equipment 2,111 5,950 5,975 0.42%
Gas/Electricity 127,889 152,000 137,500 -9.54%
Water/Sewer 17,314 13,000 18,000 38.46%
Total Supplies/Non-Capital Equipment 208,606 257,020 286,280 11.38%
Capital Outlay
Capital Equipment 84,416 60,000 - -100.00%
Total Capital Outlay 84,416 60,000 - -100.00%
Miscellaneous Expenditures
Development Rebates - 981,903 - -100.00%
Total Miscellaneous Expenditures - 981,903 - -100.00%
Total Expenditures $ 2,364,960 $ 3,871,020 $ 2,724,550 -29.62%
93

ADMINISTRATION
Statement of Purpose
The Administration Program assures high quality department outcomes.
Description
High quality department outcomes are assured by developing and maintaining a department work plan and initiating
and maintaining programs consistent with the department work plan. Other major aspects of the program include
managing financial information and staff resources, managing development processes to protect Village interests, and
facilitating the completion of development and construction projects. Evaluating the overall effectiveness of programs
and activities and developing strategies for continuous improvement are important aspects of the program. The program
provides administrative support for all department functions.
Accomplishments
During 2016, emphasis was placed on customer service enhancements. The beginning stages of technology based
electronic submission of applications and permits was started and will continue throughout 2017.
Goals/Objectives
During 2017, technology based customer service enhancements to allow electronic submission of applications and
permits will be fully implemented. The department will place increased emphasis on employee training and professional
growth and continue to focus on strengthening internal relationships through focused team building activities.
Outcome Measures
2014
Actual
2015
Actual
2016
Estimate
2017
Target
Percent of respondents rating the Department as Good or Excellent as
measured by customer survey.
95 95 95 95
Percent of department objectives achieved. 90 95 95 100
Percent of planned activities that had desired impact. 100 100 100 100
94

ADMINISTRATION
Expenditure Detail
2015
Audited
Actuals
2016
Amended
Budget
2017
Adopted
Budget
% Change
Personnel
Regular Wages $ 257,776 $ 273,180 $ 278,511 1.95%
Longevity Service Award 1,265 635 330 -48.03%
Overtime Wages 1,046 1,980 1,980 0.00%
Communication Allowance - 420 - -100.00%
Vehicle Allowance 3,600 3,600 3,600 0.00%
Social Security 16,004 17,214 17,041 -1.00%
Medicare 3,786 4,052 4,087 0.86%
Unemployment Insurance - 1,092 - -100.00%
Workers Compensation 404 422 370 -12.32%
Retirement Contributions 13,401 20,009 20,312 1.51%
Medical Insurance 23,511 22,716 31,146 37.11%
Dental Insurance 1,015 967 1,539 59.15%
Insurance Waivers 2,809 2,175 2,175 0.00%
Life/AD&D Insurance 714 989 1,010 2.12%
Disability Insurance 760 847 863 1.89%
Total Personnel 326,091 350,298 362,964 3.62%
Purchased Services
Professional Services 10 - - 0.00%
Catering/Dining Services 6,042 8,500 8,500 0.00%
Printing/Publication Services 1,474 3,960 1,980 -50.00%
Training/Education 3,331 9,850 9,850 0.00%
Dues/Memberships 1,708 2,056 2,176 5.84%
Mileage/Travel 5 50 104 108.00%
Total Purchased Services 12,570 24,416 22,610 -7.40%
Supplies/Non-Capital Equipment
Office Supplies 1,637 3,745 6,200 65.55%
Operating Supplies 274 400 400 0.00%
Total Supplies/Non-Capital Equipment 1,911 4,145 6,600 59.23%
Miscellaneous Expenditures
Development Rebates - 981,903 - -100.00%
Total Miscellaneous Expenditures - 981,903 - -100.00%
Total Expenditures $ 340,572 $ 1,360,762 $ 392,174 -71.18%
Variance Justification
Purchased Services (-$1,806):
Printing/Publication Services (-$1980): Decreased projects needing public notice posting signs.
Dues/Memberships: (+$120): Additional notary public membership dues.
Supplies/Non-Capital Equipment (+$2,455):
Office Supplies (+$2,455): Building Code Books for 2015 Code Adoption.
95

PLANNING
Statement of Purpose
The Planning Program assists the Planning and Zoning Commission and City Council in formally articulating community
values in the Comprehensive Plan. The program is responsible for interpreting identified values by making
recommendations for the adoption of ordinances that support the development values of the City and in making
recommendations for development projects.
Description
The application of Village codes occurs through the recommendations in staff reports to the Board of Adjustments and
Appeals, Planning and Zoning Commission, and the City Council. In addition, staff’s interpretation of the community
values influences and guides decision making to improve the built environment of the community.
Accomplishments
In 2016, the staff worked on training opportunities with the Planning and Zoning Commission. Staff facilitated a number
of study sessions with the Planning and Zoning Commission and City Council to confirm framework and content
revisions to the Comprehensive Plan for the Orchard Station Subarea. The larger development review cases included
the Landmark Village, Springhill Suites, the resubmittal of Harrison Oaks Subdivision, and the Artzer rezoning.
Goals/Objectives
In 2017, staff will engage with Planning and Zoning Commission, City Council, citizens, and commercial property owners
on the Arapahoe Road Corridor Subarea. We will update the Drainage Criteria Manual and initiate a City-wide way
finding graphic signage program, working in conjunction with Planning and Zoning Commission, Public Works and the
metropolitan districts.
Outcome Measures
Accuracy in Interpretation:
Measurement of the aesthetic quality and functionality of new
development as measured by outside observer.
Effectiveness of Implementation:
Percent of customer survey respondents rating program as Good or
Excellent.
Percent of time development case initial review timeframes were
met.
2014
Actual
2015
Actual
2016
Estimate
2017
Target
N/A N/A 93 95

PLANNING
Expenditure Detail
2015
Audited
Actuals
2016
Amended
Budget
2017
Adopted
Budget
% Change
Personnel
Regular Wages $ 395,480 $ 444,968 $ 468,030 5.18%
Longevity Service Award 860 985 3,345 239.59%
Overtime Wages 149 - - 0.00%
Communication Allowance - 420 - -100.00%
Social Security 24,319 27,065 28,778 6.33%
Medicare 5,663 6,330 6,730 6.32%
Unemployment Insurance - 1,780 - -100.00%
Workers Compensation 617 668 605 -9.43%
Retirement Contributions 20,143 30,042 33,038 9.97%
Medical Insurance 48,605 65,870 52,663 -20.05%
Dental Insurance 2,215 3,078 2,506 -18.58%
Insurance Waivers 846 - - 0.00%
Life/AD&D Insurance 1,300 1,607 1,692 5.29%
Disability Insurance 1,234 1,381 1,450 5.00%
Total Personnel 501,431 584,194 598,837 2.51%
Purchased Services
Professional Services 63,504 146,695 102,600 -30.06%
Telecommunication Services 385 400 800 100.00%
Printing/Publication Services 66 - - 0.00%
Training/Education 1,281 8,212 9,112 10.96%
Dues/Memberships 1,547 2,617 2,717 3.82%
Mileage/Travel 270 300 300 0.00%
Total Purchased Services 67,053 158,224 115,529 -26.98%
Supplies/Non-Capital Equipment
Office Supplies 98 - - 0.00%
Operating Supplies 361 750 780 4.00%
Uniforms/Safety Equipment 221 400 400 0.00%
Total Supplies/Non-Capital Equipment 680 1,150 1,180 2.61%
Total Expenditures $ 569,164 $ 743,568 $ 715,546 -3.77%
Variance Justification
Purchased Services (-$42,695):
Professional Services (-$44,095): A reduction of $84,095 is a result of the completion of the
consultants’ work on the Orchard Station Subarea in 2016. An increase of $40,000 is for the engagement
of consultants to update the Drainage Criteria Manual.
97

BUILDING SAFETY
Statement of Purpose
The Building Safety Program assures the construction safety of new and existing buildings through construction plan
review and approval and the inspection of new and existing buildings.
Description
The public health, safety, and welfare of the built environment is fostered through the maintenance of up-to-date building
codes, the proper interpretation of the codes during plan reviews, and high quality field inspections. Staff and contractor
quality is maintained through on-going training and certification of staff and a licensing program for contractors.
Accomplishments
In 2016, electrical plan review and inspections were taken over from the State. Large commercial projects completed
in 2016 were Caley Ponds Townhomes and Storquest in the DTC. Major tenant finish projects included AECOM in the
Millennium Building, Quebec Court I, and Torchy’s Tacos in Arapahoe Marketplace. Electronic plan review was started.
Staff evaluated and updates outcome measures to ensure that meaningful information is being tracked and reported
annually.
Goals/Objectives
In 2017, staff will complete the implementation of electronic permit and plan submittal processes. Staff will present the
2015 International Building Codes to City Council for adoption.
Outcome Measures
2014
Actual
2015
Actual
2016
Estimate
2017
Target
Percent of customer survey respondents rating program as good or
excellent.
95 N/A N/A 95
Percent of time Building Safety plan review timeframes were met. 90 95 100 100
Percent of time Building Safety inspections were performed next day. 95 100 100 100
Service Level Indicators
2014
Actual
2015
Actual
2016
Estimate
Case Load:
Plan reviews. 2,992 1,816 2,052
Permits issued. 1,878 2,408 1,681
Inspections. 12,380 14,207 12,200
Revenue:
Plan review. $379,354 $413,446 $410,000
Permit fees. $885,514 $1,012,343 $900,800
Use tax. $3,232,530 $2,321,267 $2,100,000
98

BUILDING SAFETY
Expenditure Detail
2015
Audited
Actuals
2016
Amended
Budget
2017
Adopted
Budget
% Change
Personnel
Regular Wages $ 266,826 $ 336,834 $ 345,765 2.65%
Seasonal/Temporary Wages 21,835 - - 0.00%
Longevity Service Award 1,630 1,755 1,235 -29.63%
Overtime Wages 1,029 2,600 2,600 0.00%
Clothing Allowance 300 450 750 66.67%
Social Security 17,433 20,327 21,449 5.52%
Medicare 4,077 4,754 5,017 5.53%
Unemployment Insurance - 1,347 - -100.00%
Workers Compensation 2,807 3,085 2,620 -15.07%
Retirement Contributions 15,206 20,861 21,077 1.04%
Medical Insurance 50,300 70,331 36,013 -48.79%
Dental Insurance 2,470 3,518 1,882 -46.50%
Insurance Waivers 423 - 2,900 100.00%
Life/AD&D Insurance 835 1,217 1,247 2.47%
Disability Insurance 815 1,045 1,072 2.58%
Total Personnel 385,986 468,124 443,627 -5.23%
Purchased Services
Professional Services 100 2,500 2,500 0.00%
Contracted Services 95,010 168,750 169,370 0.37%
Telecommunication Services 1,705 4,600 4,600 0.00%
Training/Education 4,442 7,500 8,500 13.33%
Dues/Memberships 502 1,440 575 -60.07%
Mileage/Travel 611 975 1,200 23.08%
Total Purchased Services 102,370 185,765 186,745 0.53%
Supplies/Non-Capital Equipment
Office Supplies 240 - - 0.00%
Operating Supplies 892 1,300 1,300 0.00%
Uniforms/Safety Equipment 1,077 1,400 1,400 0.00%
Total Supplies/Non-Capital Equipment 2,209 2,700 2,700 0.00%
Total Expenditures $ 490,565 $ 656,589 $ 633,072 -3.58%
Variance Justification
There are no budget variances of any significance between the 2016 and the 2017 Building Safety Program budget.
99

NEIGHBORHOOD SERVICES
Statement of Purpose
The Neighborhood Services Program assures the high quality appearance of the existing built environment.
Description
Property maintenance standards are enforced systematically in commercial areas and on a complaint basis in residential
areas. Wetland areas and water resources are protected through the enforcement of the drainage code and flood plain
protection ordinances.
Accomplishments
In 2016, the program pursued the effort to bring properties into compliance with the quality standards and maintenance
values of the community. The program continued inspections of commercial properties requiring compliance with
approved landscape plans and enforcing trash, recycling and generator enclosures to be repaired and constructed to
conceal external storage. Commercial properties without approved plans on file were contacted to maintain and
upgrade sites as appropriate to comply with site standards established in the Code.
Goals/Objectives
In 2017, the program will expand involvement with contractors on construction site maintenance to minimize the impacts
on the neighborhood and conform to permit schedules. The program will expand to review water quality and storm water
management in coordination with the Community Development Engineer by assisting with the yearly pond inspection
inventory, erosion control and preconstruction meetings. An HOA roundtable forum will be offered to the community
Homeowners Associations in partnership with the local HOA Council.
Outcome Measures
2014
Actual
2015
Actual
2016
Estimate
The rating of the property maintenance codes as Good or Excellent
as measured by outside assessment.
Village overall 100 N/A 90 93
Office and commercial areas in the Village. 100 N/A 93 95
Residential areas in the Village 100 N/A 87 90
Percent of customer survey respondents rating program as Good or
Excellent.
97 98 98 95
2017
Target
100

NEIGHBORHOOD SERVICES
Service Level Indicators
2014
Actual
2015
Actual
2016
Estimate
Residential
Specific Nuisances 4 16 3
General Property Maintenance 10 16 18
Vegetation/Weeds & Grass/Landscape
Maintenance/Visibility Triangle
70 97 60
Rubbish/Litter 25 25 24
Noise Levels 5 4 4
Grading/Landscaping/Construction Site Maintenance 30 42 24
Fences 8 10 8
Signs 54 31 40
Zone District Violation 0 3 0
Permit Required/Permit Non-Conforming 18 14 12
Outdoor Storage 10 12 10
Accessory Structures 2 3 2
Customer Service 8 3 3
Vehicle Parking/Recreational Trailer 20 15 12
Snow Removal 14 28 12
Home Occupation 3 2 2
Total Residential Cases 281 322 234
Commercial
Nuisances 3 12 3
Customer Service 1 3 1
Property Maintenance/Vegetation/Weeds &
Grass/Landscape Maintenance/Visibility Triangle
47 50 40
Noise Levels 12 5 5
Construction Site Maintenance 39 6 25
Snow Removal 14 21 12
Zone District Violation 0 3 0
Outdoor Storage/Display 6 5 5
Lighting 7 1 1
Vehicle Parking 15 11 11
Rubbish/Litter 10 9 9
Outdoor Dining/Eating 3 0 0
Permit Required/Permit Non-Conforming 7 9 6
Signs Removed/Signs Not Allowed/Banners 72 86 70
Fences 4 1 1
Graffiti 1 1 1
Total Commercial Cases 241 224 190
Residential & Commercial
Total Cases 522 546 424
101

NEIGHBORHOOD SERVICES
Expenditure Detail
2015
Audited
Actuals
2016
Amended
Budget
2017
Adopted
Budget
% Change
Personnel
Regular Wages $ 51,388 $ 53,398 $ 55,476 3.89%
Longevity Service Award 510 575 635 10.43%
Overtime Wages 302 - - 0.00%
Clothing Allowance 100 100 100 0.00%
Social Security 3,138 3,257 3,390 4.08%
Medicare 734 762 793 4.07%
Unemployment Insurance - 214 - -100.00%
Workers Compensation 567 652 728 11.66%
Retirement Contributions 2,655 2,670 2,774 3.90%
Medical Insurance 11,507 10,934 10,347 -5.37%
Dental Insurance 500 475 475 0.00%
Life/AD&D Insurance 149 194 202 4.12%
Disability Insurance 158 166 172 3.61%
Total Personnel 71,708 73,397 75,092 2.31%
Purchased Services
Professional Services 4,380 - - 0.00%
Contracted Services - 4,050 4,050 0.00%
Telecommunication Services 687 856 400 -53.27%
Training/Education - 975 1,063 9.03%
Dues/Memberships - 70 70 0.00%
Mileage/Travel - 35 35 0.00%
Total Purchased Services 5,067 5,986 5,618 -6.15%
Supplies/Non-Capital Equipment
Operating Supplies - 75 825 1000.00%
Non-Capital Equipment - 400 400 0.00%
Uniforms/Safety Equipment 96 180 180 0.00%
Total Supplies/Non-Capital Equipment 96 655 1,405 114.50%
Total Expenditures $ 76,871 $ 80,038 $ 82,115 2.60%
Variance Justification
Supplies/Non-Capital Equipment (+$750):
.
Operating Supplies (+$750): The $750 increase in office supplies is to purchase a new camera,
memory card, and case for the Neighborhood Services Officer.
102

BUILDING SERVICES
Statement of Purpose
The Building Services Program * assures that Village owned buildings are safe, clean, and comfortable.
Description
Building Services maintains over 100,500 square feet of space comprising City Hall, Curtis Arts and Humanities Center,
the Maintenance Facility, Fleet Maintenance, and the restrooms at Westland Park, Silo Park, and Village Greens Park.
The program is also responsible for meeting room set-ups in public facilities for internal and external meetings and
events. Finally, the program coordinates and implements office modifications of Village facilities as needed.
Accomplishments
In 2016, Building Services completed a project to remove the wallpaper and repaint the offices in the City Manager’s
office area, including the Mayor’s office. Additional refurbishments completed at City Hall include replacement of the
two HVAC units for the Council Chambers, one HVAC unit for the Police Department area, replacement chairs in the
Council Chambers for Jury/EMT, replacement of the tile floors in the Police Department booking room and Community
Development copy room, replacement of the roof over the Maintenance facility, replacement of the atrium lights and
installed window tinting in the atrium windows. Additionally, staff replaced restroom fixtures throughout City Hall. Staff
improved the focus on improving survey outcomes by implementing measures to improve cleanliness through detail and
frequency of services.
Goals/Objectives
In 2017, the program plans to complete the following:
Replace security cameras for City Hall. 24 cameras including all equipment and installation.
Replace chairs and tables for lobby area at City Hall.
Replace seven water fountains with bottle fills.
Replace 22 tables in Community Room.
Replace 55 chairs for Maintenance Facility lunchroom.
Replace two urinals at Village Greens Park
Outcome Measures
2014
Actual
2015
Actual
2016
Estimate
Percent of employees rating Village buildings as Clean. 55 62 72 90
Percent of employees rating Village buildings as Comfortable. 61 60 72 80
Percent of respondents rating program services as Good or Excellent as
measured by Department Survey.
85 90 98 90
Percent of respondents rating cleanliness of Park Shelter/Pavilion as
good or excellent.
N/A 85 82 90
Percent of respondents rating cleanliness of Park restroom facilities as
good or excellent.
N/A 86 82 90
Number of accident/claims at Village buildings due to maintenance. 0 0 0 0
2017
Target
* In late 2016, the Building Services Program transferred from the Public Works Department to the Community
Development Department. For comparative purposes, the historical financial records of the program are included within
the Community Development Department’s budget statements.
103

BUILDING SERVICES
Service Level Indicators
2014
Actual
2015
Actual
2016
Estimate
Number of Service requests NA 150 339
Number of requests completed within one day NA 72 271
Number of office modifications requested 6 7 6
Number of incidents that interrupted Village operations 2 3 4
Number of meeting room set ups 575 596 618
Expenditure Detail
2015
Audited
Actuals
2016
Amended
Budget
2017
Adopted
Budget
% Change
Personnel
Regular Wages $ 262,532 $ 269,348 $ 268,082 -0.47%
Longevity Service Award 4,845 3,715 4,955 33.38%
Overtime Wages 4,490 3,800 3,000 -21.05%
Clothing Allowance 900 900 1,000 11.11%
Social Security 16,128 16,644 16,599 -0.27%
Medicare 3,772 3,893 3,882 -0.28%
Unemployment Insurance - 1,077 - -100.00%
Workers Compensation 8,985 10,137 10,138 0.01%
Retirement Contributions 18,418 20,528 19,503 -4.99%
Medical Insurance 70,073 66,585 63,010 -5.37%
Dental Insurance 3,121 2,964 2,964 0.00%
Insurance Waivers 250 250 250 0.00%
Life/AD&D Insurance 764 975 971 -0.41%
Disability Insurance 805 835 832 -0.36%
Total Personnel 395,083 401,651 395,186 -1.61%
Purchased Services
Contracted Services 13,187 4,100 4,750 15.85%
Repair/Maintenance Services 189,482 311,850 223,220 -28.42%
Disposal/Recycling Services 161 1,000 1,000 0.00%
Telecommunication Services 1,748 1,792 1,792 0.00%
Training/Education - 1,300 1,300 0.00%
Total Purchased Services 204,578 320,042 232,062 -27.49%
Supplies/Non-Capital Equipment
Operating Supplies 43,692 45,200 45,200 0.00%
Non-Capital Equipment 14,098 34,200 69,700 103.80%
Uniforms/Safety Equipment 718 3,970 3,995 0.63%
Gas/Electricity 127,889 152,000 137,500 -9.54%
Water/Sewer 17,314 13,000 18,000 38.46%
Total Supplies/Non-Capital Equipment 203,711 248,370 274,395 10.48%
Capital Outlay
Capital Equipment 84,416 60,000 - -100.00%
Total Capital Outlay 84,416 60,000 - -100.00%
Total Expenditures $ 887,788 $ 1,030,063 $ 901,643 -12.47%
104

BUILDING SERVICES
Variance Justification
Personnel (-$6,465): The department has direct impact on the overtime and communications allowance
accounts in this category.
Overtime (-$800): Overtime expenditures were decreased based upon historical use.
Purchased Services (-$87,980):
Contracted Services (+$650): The increase is due to the addition of monitoring and notification of the
security systems to the new fleet building and ERT storage.
Repair/Maintenance Services (-$88,630): The variance in this account is due to one-time purchases
in 2016 which results in a decrease for the 2017 budget.
Supplies/Non-Capital Equipment (+$26,025):
Non-Capital Equipment (+$35,500): The increase in this account is due to one-time expenditures for
replacement security cameras at City Hall, replacement water fountains with bottle fills and other
equipment and furnishings for city buildings.
Uniforms/Safety Equipment (+$25): The variance is due to adjustments in personal protective
equipment for staff.
Gas/Electricity (-$14,500): The reduction in this account is due to an adjustment to better reflect actual
historical spending.
Water/Sewer (+$5,000): The increase in this account is due to increased rates with Southgate Sanitation
District.
105

106

PARKS, TRAILS & RECREATION
Statement of Purpose
The Department of Parks, Trails and Recreation assures the provision of personal enjoyment and personal development
through high quality parks, trails, open spaces, recreation and arts programs and community events for Greenwood
Village.
Description
The Department consists of the Administration Program, the Recreation Program, the Cultural Arts Program, the Parks,
Trails and Open Spaces Program, and the Parks and Trails Maintenance Program.
The Administration Program assures the provision of high quality recreation and arts programs, cultural art activities,
community events and parks, trails and open space experiences through the development and achievement of annual
department outcomes.
The Recreation Program provides recreational opportunities through the following services: preschool, youth, teen,
adult and senior recreation programming; community special events; the Recreation Reimbursement program; park
pavilion/shelter permitting; and assignment of athletic playing fields to local youth sports agencies.
The Cultural Arts Program provides programming and operation of the Curtis Arts & Humanities Center. Cultural arts
activities offered throughout the year include: adult and youth art programming; art exhibits and receptions; lectures;
and performing/community art events. Additionally, the Cultural Arts Program supports the Greenwood Village Arts and
Humanities Council with fundraising events and programs for the benefit of public art and community art education.
The Parks, Trails and Open Space Program is responsible for the overall quality of parks, open spaces and trail facilities.
Through collaborative planning and coordination of land acquisition and capital improvement projects, staff ensures that
projects are well coordinated, include public input from residents and appropriate stakeholders, and are designed and
constructed to meet Village standards. Additionally, the Parks, Trails and Open Space Program supports the Parks,
Trails and Recreation Commission’s efforts to make sound recommendations to City Council on parks, trails and open
space issues.
Parks and Trails Maintenance Services is responsible for maintaining aesthetic, clean, safe and useable recreational
areas which include 279 acres of developed parks, 178 acres of open space, 53 acres of streetscape and medians,
over 1 acre of floral beds, and 47 miles of trails.
In addition, the Department is responsible for managing all of the Village capital projects related to Park and Trail
Improvements within the Capital Improvement Program. The total CIP estimated budget for 2017 is approximately $10.0
million. Managing capital projects entails determining project feasibility, developing project scope, facilitating public
involvement, allocation of funding, preparing project proposals, managing the bid process, project scheduling, realproperty
acquisition, site preparation, design and construction management, and assuring the completed projects meet
intended outcomes.
107

PARKS, TRAILS & RECREATION
Organizational Chart
Director of Parks, Trails & Recreation
Administrative
Specialist
Administrative
Assistant
Recreation
Manager
Cultural Arts
Coordinator
Parks Project
Manager
Parks & Trails
Manager
Activities
Coordinator
(2.0)
Seasonal
(3.06)
Activities
Coordinator
Parks Inspector
Supervisors
(5.0)
Maintenance
Worker/Inspector
Maintenance
Worker
(29.0)
Seasonals
(3.0)
108

PARKS, TRAILS & RECREATION
Personnel & Financial Summary
2015
Audited
Actuals
2016
Amended
Budget
2017
Adopted
Budget
% Change
Staff - Full Time Equivalency (FTE): 52.06 52.06 52.06 0.00%
Expenditures By Category:
Personnel $ 3,641,465 $ 3,886,822 $ 3,966,689 2.05%
Purchased Services 934,023 1,255,798 1,523,333 21.30%
Supplies/Non-Capital Equipment 840,670 1,014,432 1,033,506 1.88%
Capital Outlay 271,967 208,740 163,785 -21.54%
Miscellaneous Expenditures 571,954 580,256 580,256 0.00%
Total Expenditures $ 6,260,079 $ 6,946,048 $ 7,267,569 4.63%
Expenditures By Division:
Administration $ 260,706 $ 305,354 $ 315,704 3.39%
Recreation 1,212,919 1,217,146 1,165,340 -4.26%
Cultural Arts 255,874 328,289 401,862 22.41%
Parks, Trails & Open Space 70,367 205,958 249,731 21.25%
Developed Parks 2,119,950 2,464,103 2,536,357 2.93%
Streetscapes, Medians & Trails 1,271,128 1,301,737 1,517,784 16.60%
Open Space & Urban Forestry 730,183 784,001 797,001 1.66%
Small Engine Equipment 297,089 308,125 248,355 -19.40%
Parks & Trails Snow Removal 41,863 31,335 35,435 13.08%
Total Expenditures $ 6,260,079 $ 6,946,048 $ 7,267,569 4.63%
Expenditures & Full-Time Equivalency
Expenditures
$7,400,000
$7,200,000
$7,000,000
$6,800,000
$6,600,000
$6,400,000
$6,200,000
$6,000,000
$5,800,000
$5,600,000
2015
Audited
Actuals
2016
Amended
Budget
2017
Adopted
Budget
60.00
50.00
40.00
30.00
20.00
10.00
-
Full-Time Equivalent (FTE)
Total Expenditures
Staff - Full Time Equivalency (FTE):
109

PARKS, TRAILS & RECREATION
Explanation of Budget Variances
For the 2017 budget, the largest increase in budget is associated with the Village’s contractual obligation to reimburse
for 50% of the maintenance of the Village Center Station (VCS) Plazas along Fiddlers Green Parkway. The VCS I that
incorporates the RTD light rail station is now 10 years old and in need of some replacement related maintenance
including resurfacing of the fountain surface, two Jumbo-Tron screens, sign LED lights and plaza benches estimated at
$56,500 for the Village’s 50% share. Also, 2017 will be the first year of budgeting for the 50/50 cost sharing of the new
VCS II as it was completed at the end of 2015. These expenses are estimated at $170,000 based on costs associated
with the end of 2015 and beginning of 2016. These two additional expenses totaling $226,500 is budgeted under
Streetscapes, Medians & Trails – Purchased Services thus accounting for the significant increase.
The $36,000 budgeted for further investigation of improvements to the Belleview Avenue medians is included in the
Parks, Trails & Open Space budget and thus accounting for the majority of the increase shown for that program.
An activities coordinator is being moved from the Recreation Program to the Cultural Arts Program, thus there is a
transfer of personnel expenses that results in an overall decrease in the Recreation budget but an increase in the
Cultural Arts budget. However, the total personnel count remains the same.
110

PARKS, TRAILS & RECREATION
Expenditure Detail
2015
Audited
Actuals
2016
Amended
Budget
2017
Adopted
Budget
% Change
Personnel
Regular Wages $ 2,449,512 $ 2,595,644 $ 2,680,038 3.25%
Seasonal/Temporary Wages 138,653 173,075 173,725 0.38%
Longevity Service Award 33,845 37,000 35,410 -4.30%
Overtime Wages 68,754 63,176 67,196 6.36%
Clothing Allowance 7,100 7,300 7,600 4.11%
Communication Allowance 3,415 3,420 5,040 47.37%
Vehicle Allowance 3,600 3,600 3,600 0.00%
Social Security 165,420 174,404 179,496 2.92%
Medicare 38,751 36,443 37,572 3.10%
Unemployment Insurance - 11,076 - -100.00%
Workers Compensation 73,672 84,896 83,749 -1.35%
Retirement Contributions 182,170 192,824 201,406 4.45%
Medical Insurance 429,485 453,321 443,987 -2.06%
Dental Insurance 20,281 21,590 23,107 7.03%
Insurance Waivers 12,204 11,600 6,750 -41.81%
Life/AD&D Insurance 7,083 9,404 9,707 3.22%
Disability Insurance 7,520 8,049 8,306 3.19%
Total Personnel 3,641,465 3,886,822 3,966,689 2.05%
Purchased Services
Professional Services 11,519 32,550 69,550 113.67%
Contracted Services 707,144 882,553 1,111,953 25.99%
Catering/Dining Services 9,401 9,970 9,970 0.00%
Repair/Maintenance Services 97,167 173,545 174,645 0.63%
Disposal/Recycling Services 11,577 1,790 1,390 -22.35%
Telecommunication Services 9,028 11,192 9,744 -12.94%
Postage/Shipping Services - 8,092 9,800 21.11%
Advertising/Notification Services 7,486 4,250 4,250 0.00%
Printing/Publication Services 17,788 36,615 35,710 -2.47%
Training/Education 28,558 45,900 43,025 -6.26%
Dues/Memberships 4,186 5,743 7,198 25.34%
Mileage/Travel 340 328 328 0.00%
Rentals/Leases 29,829 43,270 45,770 5.78%
Total Purchased Services 934,023 1,255,798 1,523,333 21.30%
Supplies/Non-Capital Equipment
Office Supplies 4,230 2,690 2,750 2.23%
Operating Supplies 445,294 480,368 494,580 2.96%
Non-Capital Equipment 54,598 45,300 32,102 -29.13%
Uniforms/Safety Equipment 24,959 35,074 35,074 0.00%
Gas/Electricity 57,507 66,000 69,000 4.55%
Water/Sewer 254,082 385,000 400,000 3.90%
Total Supplies/Non-Capital Equipment 840,670 1,014,432 1,033,506 1.88%
Capital Outlay
Capital Equipment 271,967 208,740 163,785 -21.54%
Total Capital Outlay 271,967 208,740 163,785 -21.54%
Miscellaneous Expenditures
Contributions/Donations 12,729 10,800 10,800 0.00%
Community Incentives 559,225 569,456 569,456 0.00%
Total Miscellaneous Expenditures 571,954 580,256 580,256 0.00%
Total Expenditures $ 6,260,079 $ 6,946,048 $ 7,267,569 4.63%
111

ADMINISTRATION
Statement of Purpose
The Administration Program assures high quality department outcomes.
Description
The Administration Program assures that programs, activities, parks and trails, exhibits and community events support
the department outcomes of personal development and personal enjoyment. The program conserves and preserves
land in the Village for the enjoyment of Village residents as parks, trails and open spaces through the acquisition of
land. Additionally the program is responsible for the application and reporting of grants.
Accomplishments
In 2016, the emphasis of the Parks, Trails and Recreation department was on supporting community events, youth and
adult art and recreation programs, planning and implementing park projects and parks maintenance. In 2016, the Village
received an Arapahoe County Open Space standard grant of $187,500 for the Greenwood Gulch Trail Crossing
Improvement and a small grant for $35,000 toward the Outdoor Exercise Equipment Project at Curtis Park. An additional
$300,000 in funding was awarded toward the Goldsmith Gulch Trail Extension and Caley Avenue Undercrossing from
Arapahoe County Open Spaces through a joint project request. $600,000 toward the construction of the Village Greens
North Phase IV project was awarded through a request to the Cherry Creek Basin Working Group and Arapahoe County
Open Spaces.
Goals/Objectives
In 2017, the department will continue to evaluate industry trends to determine future programming and will also assess
how department outcomes are measured. The department will continue to seek grant funding.
Outcome Measures
2014
Actual
2015
Actual
2016
Estimate
2017
Target
Percent of respondents rating the diversity of Recreation and
Cultural Arts Programs as Good or Excellent as measured by the 79 N/A* 80 N/A*
Village Citizen Survey.
Percent of respondents indicating that participating in Community
Events enhanced their sense of community as good or excellent 95 95 95 95
as measured by the department Survey.
Percent of respondents rating the Village’s parks, trails and open
spaces as excellent or good as measured by the Village Citizen 94 N/A* 95 N/A*
Survey.
Percentage of department objectives achieved. 33 95 95 95
*Survey not conducted
112

ADMINISTRATION
Expenditure Detail
2015
Audited
Actuals
2016
Amended
Budget
2017
Adopted
Budget
% Change
Personnel
Regular Wages $ 178,723 $ 203,754 $ 216,000 6.01%
Seasonal/Temporary Wages 794 - - 0.00%
Longevity Service Award 975 1,100 1,220 10.91%
Overtime Wages 3,107 4,872 5,472 12.32%
Communication Allowance 420 420 840 100.00%
Vehicle Allowance 3,600 3,600 3,600 0.00%
Social Security 10,897 12,850 13,553 5.47%
Medicare 2,549 3,005 3,203 6.59%
Unemployment Insurance - 815 - -100.00%
Workers Compensation 3,179 4,080 4,029 -1.25%
Retirement Contributions 12,648 15,725 16,929 7.66%
Medical Insurance 37,265 38,112 34,338 -9.90%
Dental Insurance 1,862 1,882 1,808 -3.93%
Life/AD&D Insurance 482 737 783 6.24%
Disability Insurance 545 631 670 6.18%
Total Personnel 257,046 291,583 302,445 3.73%
Purchased Services
Catering/Dining Services 1,262 2,350 2,350 0.00%
Telecommunication Services - 512 - -100.00%
Printing/Publication Services - 4,000 4,000 0.00%
Training/Education 1,345 4,710 4,710 0.00%
Dues/Memberships 536 1,401 1,401 0.00%
Mileage/Travel 8 28 28 0.00%
Total Purchased Services 3,151 13,001 12,489 -3.94%
Supplies/Non-Capital Equipment
Office Supplies 404 200 200 0.00%
Operating Supplies 105 300 300 0.00%
Uniforms/Safety Equipment - 270 270 0.00%
Total Supplies/Non-Capital Equipment 509 770 770 0.00%
Total Expenditures $ 260,706 $ 305,354 $ 315,704 3.39%
113

ADMINISTRATION
Variance Justification
Personnel (+$10,862):
Communication Allowance (+$420): Increase due to staff opting to take an allowance to utilize their
personal cell phone instead of a city issued cell phone. There is a corresponding decrease in
Telecommunication Services.
Purchased Services (-$512):
Telecommunication Services (-$512): Decrease due to staff opting to take an allowance to utilize their
personal cell phones instead of a city issued cell phone. There is a corresponding decrease in
Telecommunication Services.
114

RECREATION
Statement of Purpose
The Recreation Program contributes to personal development and personal enjoyment and fosters a sense of
community.
Description
The Recreation Program encourages the participation of Village residents in pee wee and youth recreation activities,
adult sport programs and community events.
Accomplishments
In 2016, staff monitored program participation, evaluations and offered 51 recreation programs that included pee wee,
youth and adult recreation programs providing personal enjoyment to over 2,300 participants. Most popular
programming included Fun in the Sun American Ninja Warrior which was a fun filled obstacle course created by staff,
Zombie Day that had games teaching the necessary skills to survive a zombie apocalypse, and Wet N Wild Days for
which staff set up several water inflatables at Silo Park during the summer months. There were also 77 youth basketball
and soccer participants that honed their skills at Campus Middle School during the winter months. Fun in the Sun
increased from 892 participants in 2015 to 965 in 2016 with 140 campers on the waiting list. Adult softball, volleyball,
and kickball attracted 75 teams that played at Village Greens Park during the summer months. Overall, adult recreation
attendance remained constant with 2,245 participants in 2015 and 2,352 in 2016.
In 2016, staff added a mobile beginner skate park to the west end of Westlands Park concrete pad just west of the new
basketball hoops. The beginner skate park is intended for informal drop in use. Staff is pleased at the amount of drop
in use traffic that has occurred since June 2016.
Community event participation increased slightly in 2016 due to two added events; Winter’s Glow and Egg Hunt. Staff
added Peter Rabbit and the Egg Hunt and successfully entertained over 300 one to eight year olds. Staff is considering
moving the Egg Hunt from William McKinley Carson Park to Westlands Park in 2017 due to the large number of
participants in 2016. Staff planned a 5K for families called Shamrockin the Village but was unsuccessful in its first
attempt. It was decided there was too much competition in the metro area around St. Patrick’s Day and elected to
discontinue future similar events. The Fishing Derby remains a popular resident community affair while the 3rd Annual
Derby Duck Waddle was again a popular feature of the event. Greenwood Village Day “Speedway” was the annual
summer festival that drew a rather large teenage population in 2016. Staff responded with larger inflatables, dodgeball
arena and a bike pump track. There was a jazz concert prior to the night stage events, which adults had requested
through survey responses. The annual firework display culminated the evening with over 6000 residents enjoying the
show. “Fall-O-Ween”, our annual Fallfest celebration attracted over 850 residents. Everyone enjoyed the many crafts,
the costume contest, inflatables, entertainment and carnival games. December 2016 played host to both the Mayors
Holiday Lighting at City Hall and Winter’s Glow a Scientific and Cultural Facilities funding special event at Curtis Park
that showcased ice sculpting, speed ice carving and fire performances to 300 residents.
In 2016, staff worked with City Council and the Parks, Trails and Recreation Commission to formulate an administrative
policy that provides park user guidelines for outside fitness providers. Several boot camps are enjoying space in our
parks to include Greenwood Athletic and Tennis Club.
Goals/Objectives
In 2017, staff will continue to monitor recreation and special event trends and coordinate programming based upon
survey results, attendance records and fresh ideas brought forward. Staff continues to explore and offer new
opportunities for the senior population.
115

RECREATION
Outcome Measures
Adult Programs:
Percent of respondents rating the personal enjoyment received from
sports sessions as Good or Excellent as measured by the department
Survey.
Community Events:
Percent of respondents rating the personal enjoyment received from
community events as Good or Excellent as measured by the department
Survey.
Percent of respondents rating their participation at events enhanced their
sense of community as Good or Excellent as measured by the
department Survey.
Youth Programs:
Percent of respondents rating the personal enjoyment received from
programs as Good or Excellent as measured by the department Survey.
Percent of respondents who indicate their skill development has
improved to Good or Excellent as measured by the department Survey.
2014
Actual
2015
Actual
2016
Estimate
2017
Target
100 100 100 100
100 100 100 100
100 100 100 100
100 100 100 100
100 100 100 100
Service Level Indicators
2014
Actual
2015
Actual
2016
Estimate
Number of season long field permits issued. 49 60 65
Number of youth sports sessions. 42 44 45
Attendance at youth sport events. 1,242 1,395 1,229
Number of adult sport sessions. 8 6 6
Attendance at adult sport sessions. 1,056 1,604 1,123
Number of participants on youth sport waiting lists. 13 75 140
Number of participants on adult sport waiting lists. 0 0 0
Number of youth sport classes cancelled due to lack of attendance. 2 1 0
Number of adult sport classes cancelled due to lack of attendance. 1 0 0
Attendance at community events (estimate). 8,380 8,630 8,945
Recreation Reimbursement Program
Number/percent of households participating.
1,445/ 1,450/ 1,455/
23% 23% 23%
Number/percent reaching $500 maximum. 814/56% 815/56% 820/57%
Average reimbursement per participating household. $376.14 $375 $375
GATC membership/classes dollar amount/percent of total
reimbursement.
$393,625/
72%
$400,000/
73%
$400,000/
73%
116

RECREATION
Expenditure Detail
2015
Audited
Actuals
2016
Amended
Budget
2017
Adopted
Budget
% Change
Personnel
Regular Wages $ 280,807 $ 243,390 $ 194,948 -19.90%
Seasonal/Temporary Wages 22,378 26,075 34,593 32.67%
Longevity Service Award 4,055 3,680 2,695 -26.77%
Overtime Wages 36,375 37,100 37,100 0.00%
Clothing Allowance 200 - - 0.00%
Social Security 19,659 19,067 16,452 -13.71%
Medicare 4,598 4,460 3,848 -13.72%
Unemployment Insurance - 1,078 - -100.00%
Workers Compensation 7,236 8,789 8,620 -1.92%
Retirement Contributions 20,897 17,995 14,172 -21.24%
Medical Insurance 29,353 27,892 26,384 -5.41%
Dental Insurance 1,379 1,310 1,310 0.00%
Insurance Waivers 2,900 1,450 - -100.00%
Life/AD&D Insurance 822 881 706 -19.86%
Disability Insurance 864 755 604 -20.00%
Total Personnel 431,523 393,922 341,432 -13.32%
Purchased Services
Professional Services 3,165 - - 0.00%
Contracted Services 88,054 101,976 102,476 0.49%
Catering/Dining Services 3,397 - 780 100.00%
Telecommunication Services 1,644 2,824 1,968 -30.31%
Advertising/Notification Services - 150 150 0.00%
Printing/Publication Services 8,003 11,910 11,910 0.00%
Training/Education 5 1,750 1,500 -14.29%
Dues/Memberships 495 697 697 0.00%
Mileage/Travel 327 - - 0.00%
Rentals/Leases 26,619 40,570 40,570 0.00%
Total Purchased Services 131,709 159,877 160,051 0.11%
Supplies/Non-Capital Equipment
Office Supplies 624 - - 0.00%
Operating Supplies 88,561 92,904 93,604 0.75%
Non-Capital Equipment 1,247 - - 0.00%
Uniforms/Safety Equipment 30 987 797 -19.25%
Total Supplies/Non-Capital Equipment 90,462 93,891 94,401 0.54%
Miscellaneous Expenditures
Community Incentives 559,225 569,456 569,456 0.00%
Total Miscellaneous Expenditures 559,225 569,456 569,456 0.00%
Total Expenditures $ 1,212,919 $ 1,217,146 $ 1,165,340 -4.26%
117

RECREATION
Variance Justification
Personnel (-$52,490): Overall Personnel decrease is attributed to the transfer of the activities coordinator
associated with art classes from the Recreation program to the Cultural Arts program. There is a corresponding
increase in the Cultural Arts program.
Seasonal/Temporary Wages (+$8,518): Increase due to potential increase in minimum wage by 3%
from $8.31/hour to $8.56/hour for Rec Aides.
Purchased Services (+$174):
Contracted Services (+$500): Increase due to $250 additionally added for lighting at Mayor Holiday
Lighting at City Hall and $250 for addition of an annual Egg Hunt.
Catering/Dining Services (+$780): Increase due to transfer of Senior Programs from Cultural Arts
Program to Recreation Program. There is a corresponding decrease in Cultural Arts Program.
Telecommunication Services (-$856): Decrease due to transfer of activities coordinator from
Recreation program to the Cultural Arts Program. There is a corresponding increase in the Cultural Arts
program.
Training/Education (-$250): Decrease due to transfer of activities coordinator from Recreation program
to the Cultural Arts Program. There is a corresponding increase in the Cultural Arts program.
Supplies/Non-Capital Equipment (+$510):
Operating Supplies (+$700): Increase due to the transition of Senior Programming from Cultural Arts
to Recreation, as well as an additional $200 for the Peter Rabbit Egg Hunt.
Uniforms/Safety Equipment (-$190): Decrease due to transfer of activities coordinator from Recreation
program to the Cultural Arts Program. There is a corresponding increase in the Cultural Arts program.
118

CULTURAL ARTS
Statement of Purpose
The Cultural Arts Program contributes to personal development and personal enjoyment and fosters a sense of
community.
Description
The Cultural Arts Program encourages the participation of residents in the arts through art exhibits, receptions and
lectures, art education, youth and adult art classes and community events, primarily at the Curtis Arts & Humanities
Center. Staff works directly with the Greenwood Village Arts and Humanities Council (GVAHC) on fundraising events
for the benefit of art programs and public art to enhance the Village’s cultural identity.
Accomplishments
The Cultural Arts program continues to find ways to provide art activities for the youth of Greenwood Village. This year
the “Teen Art Studio” was added for children ages 12-15. In 2016 18 students participated in this program. Pee Wee Art
and Art in the Park continue to be very popular and often have a waiting list. The adult art classes went from 4 weeks
each to 6 weeks. This allowed for a better learning experience and also gave teachers more flexibility with scheduling
and make up classes if needed. This change reduced the number of classes from 73 to 58 for 2016.
In addition to the traditional art instruction several special classes were added in 2016. Candice French came on in 2016
to teach pebeo and mixed- media classes and is teaching one of her classes in the evening. As part of the “Fire+Iron=Art”
exhibit Curtis offered 3 workshops on sand carving. The students then had iron poured into their carvings to produce
their very own piece of iron art. Also in October were two special pumpkin carving classes. World renowned pumpkin
master, Barry Brown, provided demonstrations and instruction on how to carve a professional pumpkin. The fall break
theater class was also offered in October. This year a professional actor, Troy Horn was brought in to conduct the class
and instruct the students.
In 2016, the senior programs moved to Mondays and is held in the workshop room at Curtis Arts & Humanities Center.
Dance and Harmonica continue to be a staple at the Center, while Focus 50+ has shown a slight increase in participation
from 8 to 16 over the year. The “Coffee and Canvas” class continues to be popular. This year there were 6 classes with
a maximum of 15 students in each class.
The Curtis Arts and Humanities Center presented seven exhibits in 2016. The year kicked off with “Less is More” an
exhibit featuring all large scale artwork. The annual “Youth Art Month” was held in March bringing in approximately 1600
visitors during the month. The next exhibit was the annual “Greenwood and Beyond” photography exhibit. Over 50 local
artists showed their photographic artwork. For the 33 rd year, Curtis hosted the “All Colorado” exhibit. The show featured
60 artists from around the state and brought in over 200 people for the opening reception. Four local artists that take
architecture as their subject matter were exhibited during the “Structured” exhibit that ran in August and September. In
October, Curtis partnered with the University of Colorado – Denver’s Art and Media Department to present
“Fire+Iron=Art.” The exhibit featured artists who use creative practice of casting molten iron to create artwork. As part
of the exhibit an iron pour event was held at Curtis with over 400 people in attendance. The year ended with an exhibit
showing the works of local printmakers.
Funding from the Scientific and Cultural Facilities District (SCFD) of $44,395 helped produce six special events for the
Greenwood Village community. All of these events were free and open to the public. In February the Cultural Arts
program hosted a special production of the opera, “Carmen”. The production was held at the Aspen Academy’s
auditorium with over 300 people in attendance. In June the program also hosted a production from the Colorado Youth
Orchestra. Also held at the Aspen Academy, the production attracted over 250 music lovers. The Colorado Honors Band
and the Wind Ensemble returned to Curtis Park for their annual concert in the park. Once again the event was a big
success with over 400 people in attendance. As part of the “Fire+Iron=Art” exhibit, the Curtis hosted an Iron Pour event.
Patron were able to purchase a sand tile, carve their own design and then have iron poured into their carving to create
their own piece of iron artwork. The event was very popular with an estimated attendance of over 500 people throughout
the evening. Rounding out the year, the Cultural Arts program hosted a special production of “Beethoven’s Wig”. The
production pairs the music of Beethoven with child friendly lyrics with the idea of promoting classical music to children.
The event was held at the Cherry Creek High School auditorium to a packed house.
119

CULTURAL ARTS
Goals/Objectives
In 2017, staff will continue to monitor the pee wee art program and Art in the Park program and strategize how to meet
the demands of the waiting list participants. Staff will also continue to take a fresh approach to the adult art classes and
make adjustments as needed. Staff continues to look for ways to increase cultural offerings to the citizens of Greenwood
Village and strives to make the arts accessible to all. $40,312 in SCFD grant funding has been awarded for use in 2017
to support and increase cultural offerings to the community including concerts, performances, special events and
lectures.
Outcome Measures
Youth Art Classes
Percent of respondents rating the personal enjoyment received from
programs as Excellent or Good as measured by department survey.
Percent of respondents who indicated their personal development
received from programs as Excellent or Good as measured by
department survey.
Adult Art Classes
Percent of respondents rating the personal enjoyment received from
classes as Excellent or Good measured by department survey.
Percent of respondents who indicated their personal development
received from programs as Excellent or Good as measured by
department survey.
Exhibits
Percent of respondents rating personal enjoyment received from
programs as Good or Excellent as measured by department survey.
Community Events
Percent of respondents who indicate their personal enjoyment received
from community events as Excellent or Good as measured by
department survey.
Percent of respondents rating their participation in events enhanced
their sense of community as Excellent or Good as measured by
department survey.
2014
Actual
2015
Actual
2016
Estimate
2017
Target
100 100 100 100
100 100 100 100
95 95 95 95
95 95 95 95
95 100 100 100
95 95 95 95
95 95 95 95
Service Level Indicators
2014
Actual
2015
Actual
2016
Estimate
Number of adult art classes/activities. 89 73 58
Attendance at adult art classes/activities.
669 1,517* 1,190*
Number of adult art participants on the waiting list. 0 7 10
Number of adult art classes cancelled due to lack of attendance. 4 4 4
Number of youth art classes. 56 61 64
Attendance at youth art classes. 826 1,067 1,036
Number of youth art participants on the waiting list. 30 70 43
Number of youth art classes cancelled due to lack of attendance. 0 0 1
Number of adult art exhibits. 7 8 7
Number of community events. 14 7 8
Attendance at community events. 1,402 1,240 1,690
Number of grants received. 1 1 1
*Senior activities are included in this number
120

CULTURAL ARTS
Expenditure Detail
2015
Audited
Actuals
2016
Amended
Budget
2017
Adopted
Budget
% Change
Personnel
Regular Wages $ 76,898 $ 68,917 $ 121,008 75.59%
Seasonal/Temporary Wages 53,133 71,000 63,132 -11.08%
Longevity Service Award 1,500 1,500 595 -60.33%
Overtime Wages - - 1,520 100.00%
Communication Allowance - - 600 100.00%
Social Security 8,166 8,834 11,346 28.44%
Medicare 1,910 2,067 2,653 28.35%
Unemployment Insurance - 560 - -100.00%
Workers Compensation 8,740 213 302 41.78%
Retirement Contributions 3,454 3,446 7,624 121.24%
Medical Insurance 1,550 - 20,799 100.00%
Dental Insurance 324 246 1,064 332.52%
Insurance Waivers 1,200 1,200 - -100.00%
Life/AD&D Insurance 71 250 437 74.80%
Disability Insurance 232 214 375 75.23%
Total Personnel 157,178 158,447 231,455 46.08%
Purchased Services
Professional Services 2,940 2,550 3,550 39.22%
Contracted Services 23,060 54,575 55,205 1.15%
Catering/Dining Services 4,618 7,620 6,840 -10.24%
Telecommunication Services 514 512 600 17.19%
Postage/Shipping Services - 8,092 9,800 21.11%
Advertising/Notification Services 7,486 4,100 4,100 0.00%
Printing/Publication Services 9,785 20,705 19,800 -4.37%
Training/Education 25 250 1,375 450.00%
Dues/Memberships 817 430 600 39.53%
Mileage/Travel - 300 300 0.00%
Total Purchased Services 49,245 99,134 102,170 3.06%
Supplies/Non-Capital Equipment
Office Supplies 1,540 640 700 9.38%
Operating Supplies 35,488 51,068 50,430 -1.25%
Non-Capital Equipment 1,826 8,000 5,917 -26.04%
Uniforms/Safety Equipment - 200 390 95.00%
Total Supplies/Non-Capital Equipment 38,854 59,908 57,437 -4.12%
Miscellaneous Expenditures
Contributions/Donations 10,597 10,800 10,800 0.00%
Total Miscellaneous Expenditures 10,597 10,800 10,800 0.00%
Total Expenditures $ 255,874 $ 328,289 $ 401,862 22.41%
121

CULTURAL ARTS
Variance Justification
Personnel (+$73,008): Overall Personnel increase is attributed to the transfer of the activities coordinator
associated with art classes from the Recreation program to the Cultural Arts program. There is a corresponding
decrease in the Recreation program.
Seasonal/Temporary Wages (-$7,868): Teachers for senior programing was moved from Cultural Arts
program to Recreation thus corresponding increase shown in Recreation program.
Purchased Services (+$3,036):
Professional Services (+$1000): Increase in the juror fees for art exhibits to meet industry standard in
an effort to attract high caliber artists.
Contracted Services (+$630): Increase due to enrollment in CAFÉ online call for artist.
Catering/Dining Services (-$780): Decrease due to the transfer of Senior Programs from Cultural Arts
Program to Recreation Program. There is a corresponding increase in Recreation Program.
Telecommunication Services (+$88): Increase due to transfer of activities coordinator from Recreation
program to the Cultural Arts Program. There is a corresponding decrease in the Recreation program.
Postage/Shipping Services (+$1,708): Increase due to expanded mailing list for event advertisement.
Printing/Publication Services (-$905): Decrease due to change to more economical printing company.
Training/Education (+$1,125): Increase to allow for attendance at national conference by one member
of the Cultural Arts team per year.
Dues/Memberships (+$170): Increase due to price increase for memberships.
Supplies/Non-Capital Equipment (-$2,471):
Office Supplies (+$60): Increase to better support historic need.
Operating Supplied (-$638): Decrease due to transferring Senior Programming to Recreation program.
There is a corresponding increase in the Recreation Program.
Non-Capital Equipment (-$2,083): Decrease to better reflect need.
Uniforms/Safety Equipment (+$190): Increase due to transfer of activities coordinator from Recreation
program to the Cultural Arts Program. There is a corresponding decrease in the Recreation program.
122

PARKS, TRAILS & OPEN SPACE
Statement of Purpose
The Parks, Trails and Open Space Program ensures high quality planning, design and construction of parks, trails and
open spaces in the Village.
Description
The Parks, Trails and Open Space Program administers the goals and objectives of the City Council and the Parks,
Trails and Recreation (PTR) Commission to provide personal enjoyment through the planning, design and
construction of its parks, trails and open spaces.
Accomplishments
The construction of the Goldsmith Gulch Trail Extension and Caley Avenue Undercrossing was completed as well as
the design of the Goldsmith Gulch channel restoration. The design for Phase IV of Village Greens North was
completed to include an improved entry, a shelter and a restroom. Field #11 at Village Greens Park was converted
from a natural turf field to a synthetic field with an upgrade to a Coolplay (extruded cork) infield mix instead of crumb
rubber. Outdoor musical instruments were installed at Westlands Park. The design for the Curtis Arts and Humanities
Center restroom addition was commenced. The irrigation system in Orchard Hills Park was upgraded.
Goals/Objectives
In 2017, the construction of Phase IV of the Village Greens North Master Plan will commence. The Running Fox Park
pond will be restored to provide an amenity for the area. The design for Tommy Davis Park Phase II as well as
Goldsmith Gulch through Huntington Park will begin. Silo Park Playground will be updated with new equipment.
Outcome Measures
Percent of respondents who rated the Village’s parks, trails and open
spaces as excellent or good as measured by the Village Citizen Survey.
Percent of respondents who rated the overall accessibility from their
home to Village trails for travel or recreational opportunities as excellent
or good as measured by the Village Citizen Survey.
Percent of respondents who rated the Village’s parks and open spaces
as providing amenities that support diverse recreational opportunities
as excellent or good as measured by the department Survey.***
*Survey not conducted
**A department survey was not conducted – this position was vacant for all of 2014
2014
Actual
2015
Actual
2016
Estimate
2017
Target
94 N/A* 95 N/A*
92 N/A* 95 N/A*
N/A** 95 95 95
Service Level Indicators
2014
Actual
2015
Actual
2016
Estimate
Total number of single use park pavilion permits issued 364 370 375
‣ Issued to residents. 122 130 132
‣ Issued to non-residents. 169 170 163
‣ Issued to resident businesses. 73 70 80
Total number of special occasion permits. 60 65 60
Total acres of developed parks. 279.35 279.35 279.35
Total acres of undeveloped parks/open spaces. 178 178 178
Total miles of trails. 47 47 47
Total number of Parks, Trails and Recreation Commission meetings. 9 12 9
Total number of grants received. 3 4 4
Memorial tree//bench installations. 2 3 3
123

PARKS, TRAILS & OPEN SPACE
Expenditure Detail
2015
Audited
Actuals
2016
Amended
Budget
2017
Adopted
Budget
% Change
Personnel
Regular Wages $ 57,913 $ 127,928 $ 134,080 4.81%
Longevity Service Award - 1,185 1,245 5.06%
Overtime Wages - 2,280 2,280 0.00%
Clothing Allowance - 200 300 50.00%
Communication Allowance 385 420 420 0.00%
Social Security 3,712 8,099 8,491 4.84%
Medicare 868 1,894 1,985 4.80%
Unemployment Insurance - 512 - -100.00%
Workers Compensation 90 2,389 2,356 -1.38%
Retirement Contributions - 8,347 10,726 28.50%
Medical Insurance - 16,110 15,214 -5.56%
Dental Insurance - 818 818 0.00%
Insurance Waivers 1,329 1,450 1,450 0.00%
Life/AD&D Insurance 202 463 485 4.75%
Disability Insurance 172 397 415 4.53%
Total Personnel 64,671 172,492 180,265 4.51%
Purchased Services
Professional Services 3,026 30,000 66,000 120.00%
Telecommunication Services - 856 856 0.00%
Training/Education - 960 960 0.00%
Dues/Memberships - 730 730 0.00%
Mileage/Travel 5 - - 0.00%
Total Purchased Services 3,031 32,546 68,546 110.61%
Supplies/Non-Capital Equipment
Office Supplies 206 100 100 0.00%
Operating Supplies 149 50 50 0.00%
Uniforms/Safety Equipment 178 770 770 0.00%
Total Supplies/Non-Capital Equipment 533 920 920 0.00%
Miscellaneous Expenditures
Contributions/Donations 2,132 - - 0.00%
Total Miscellaneous Expenditures 2,132 - - 0.00%
Total Expenditures $ 70,367 $ 205,958 $ 249,731 21.25%
Variance Justification
Purchased Services (+$36,000):
Professional Services (+$36,000): Increased budget for further investigation into the existing
infrastructure on the Belleview Medians between I-25 and University Blvd to support potential future
improvements.
124

PARKS & TRAILS MAINTENANCE
Statement of Purpose
The Parks and Trails Maintenance Program assures that developed parks, streetscapes, trails, and open spaces are
safe, available, clean, and aesthetically pleasing.
Description
Parks and Trails Maintenance is responsible for 184 acres of open space, 279 acres of developed parks, 47 miles of
trails, and 53 acres of streetscapes and floral beds.
Accomplishments
In 2016, developed parks and streetscape turf areas received once-a-week mowing during the growing season with
the exception of the 15 multi-use athletic fields which were mowed twice-weekly. Substantial water savings were
attained during the year due to best management practices of conserving and monitoring water use during periods of
precipitation. The single tennis court was resurfaced in Orchard Hills Park, with a Pickle Ball court added to the
markings, improving both safety and playability. Concrete pads were installed under picnic tables at Curtis Park,
Castlewood Park, Carson Park, and City Hall. The wooden observation deck at Westlands Park was resurfaced, the
fence along the east side of the athletic field at Westlands Park was replaced with an additional concrete mow band
added. The recently purchased Fey Property at 4200 E. Belleview underwent asbestos abatement and demolition to
the buildings. Parks personnel worked numerous hours cleaning up the trees damaged in parks after several late
severe winter storms, along with assisting Public Works with large item pick-ups in residential areas. Seventy-six new
trees were planted Village-wide during 2016, all were planted by Parks personnel. The Village’s ash trees continue to
be monitored and evaluated for the emerald ash borer. No evidence of the ash borer has been observed thus far in
the Village. The Village owned and maintained fence along the north side of Maplewood Ave from Dayton St west to
Tommy Davis Park was replaced. The ballfield infields of Field #1, Field #3, Field #5, Field #6, Field #8 and Field #9,
at Village Greens Park were renovated. All of these fields had the ridge that has formed between the infield and
outfield removed, they were all laser graded and sod was installed where necessary.
Goals/Objectives
In 2017, split rail fence replacement is being proposed for replacement along the south side of the Green Oaks Trail.
Resurfacing of the double tennis court in Hoffman Park will be conducted with Pickle Ball. The ballfields at Curtis Park
will be regraded to remove the ridge that has formed between the infield and outfield sod. Also, at Curtis Park,
concrete edging will be installed around both the north and south mulch beds. A drain will be installed at Westlands
Park at the bottom of the south hill of the athletic fields. A trail head will be established for the High Line Canal on the
Fey Property located at 4200 E. Belleview Ave.
Outcome Measures
2014
Actual
2015
Actual
2016
Estimate
2017
Target
Number of reported incidents, accidents, reported due to unsafe
conditions within the Parks System.
0 1 0 0
Percentage of respondents rating the appearance of streetscapes and
medians as good to excellent.
97 N/A* 95> N/A*
Percentage of respondents rating the overall quality and appearance of
the Parks, Trails, and Open Space as good to excellent.
94 N/A* 95> N/A*
Percentage of time athletic fields are available to permitted users. 100 100 100 100
*Survey not conducted
125

PARKS & TRAILS MAINTENANCE
Expenditure Detail – Developed Parks
2015
Audited
Actuals
2016
Amended
Budget
2017
Adopted
Budget
% Change
Personnel
Regular Wages $ 1,007,419 $ 1,090,455 $ 1,132,594 3.86%
Seasonal/Temporary Wages 61,858 76,000 76,000 0.00%
Longevity Service Award 13,625 15,935 15,235 -4.39%
Overtime Wages 18,473 14,744 14,744 0.00%
Clothing Allowance 4,000 4,200 4,400 4.76%
Communication Allowance 1,425 1,260 1,440 14.29%
Social Security 68,304 72,400 74,681 3.15%
Medicare 15,974 16,195 16,695 3.09%
Unemployment Insurance - 4,666 - -100.00%
Workers Compensation 30,204 39,852 39,736 -0.29%
Retirement Contributions 74,489 80,697 82,633 2.40%
Medical Insurance 201,169 202,919 208,277 2.64%
Dental Insurance 9,032 9,216 10,904 18.32%
Insurance Waivers 3,573 4,600 1,200 -73.91%
Life/AD&D Insurance 2,840 3,953 4,105 3.85%
Disability Insurance 3,087 3,381 3,510 3.82%
Total Personnel 1,515,472 1,640,473 1,686,154 2.78%
Purchased Services
Professional Services 262 - - 0.00%
Contracted Services 58 - - 0.00%
Repair/Maintenance Services 86,029 163,795 163,895 0.06%
Disposal/Recycling Services 11,577 800 400 -50.00%
Telecommunication Services 4,493 3,584 3,072 -14.29%
Training/Education 17,923 17,795 17,795 0.00%
Dues/Memberships 2,150 2,070 3,355 62.08%
Rentals/Leases 2,158 1,500 1,500 0.00%
Total Purchased Services 124,650 189,544 190,017 0.25%
Supplies/Non-Capital Equipment
Office Supplies 1,201 1,150 1,150 0.00%
Operating Supplies 151,025 163,057 171,157 4.97%
Non-Capital Equipment 1,635 - - 0.00%
Uniforms/Safety Equipment 14,378 18,879 18,879 0.00%
Gas/Electricity 57,507 66,000 69,000 4.55%
Water/Sewer 254,082 385,000 400,000 3.90%
Total Supplies/Non-Capital Equipment 479,828 634,086 660,186 4.12%
Total Expenditures $ 2,119,950 $ 2,464,103 $ 2,536,357 2.93%
126

PARKS & TRAILS MAINTENANCE
Variance Justification
Purchased Services (+473):
Disposal/Recycling Services (-$400): Reduction to reflect actual need.
Telecommunication Services (-$512): Reduction due to two staff members moving from City issued
cell phones to an allowance to utilize their personal cell phone.
Dues/Memberships (+$1,285): PTR Department includes the only staff member in the Village that is
qualified to provide Commercial Driver’s License (CDL) testing which is required for all Maintenance
Worker II positions both in PTR and PW. The state increased the price for this individual’s tester’s
license. However, having the position within the Village will continue to save time and money over the
long run even with the increase.
Supplies/Non-Capital Equipment ($26,100):
Operating Supplies (+$8,100):
• Reduced budget by $4000 in Liquid Nutrient/Soil Treatment for Westlands Park due to
improved water quality for irrigation as a result of utilizing groundwater from Greenwood Metro
District.
• Increased budget by $7000 to replace 2 of the 8 soccer goals at Village Greens Park as well
as $5,100 for 2 new portable pitcher’s mounds at Village Greens Park. Both are needed in
support of Cherry Creek High School’s use of the shared fields.
Gas/Electricity (+$3000): Increase due to supplier’s indication of a rate increase for electricity used
for irrigation and other park/streetscape amenities.
Water/Sewer (+15,000): Increase due to supplier’s indication of a rate increase for water usage
throughout the Village including parks and buildings.
127

PARKS & TRAILS MAINTENANCE
Expenditure Detail – Streetscapes, Medians & Trails
2015
Audited
Actuals
2016
Amended
Budget
2017
Adopted
Budget
% Change
Personnel
Regular Wages $ 405,802 $ 395,584 $ 404,789 2.33%
Longevity Service Award 8,145 7,875 8,175 3.81%
Overtime Wages 7,507 2,850 2,850 0.00%
Clothing Allowance 1,400 1,400 1,400 0.00%
Social Security 26,641 24,526 25,118 2.41%
Medicare 6,230 4,998 5,123 2.50%
Unemployment Insurance - 1,582 - -100.00%
Workers Compensation 11,781 13,656 13,198 -3.35%
Retirement Contributions 34,089 31,647 32,383 2.33%
Medical Insurance 102,335 81,132 76,683 -5.48%
Dental Insurance 4,944 3,879 3,879 0.00%
Insurance Waivers - 1,450 1,450 0.00%
Life/AD&D Insurance 1,283 1,435 1,465 2.09%
Disability Insurance 1,249 1,227 1,255 2.28%
Total Personnel 611,406 573,241 577,768 0.79%
Purchased Services
Professional Services 2,067 - - 0.00%
Contracted Services 499,719 642,252 853,022 32.82%
Telecommunication Services 2,156 2,392 2,392 0.00%
Training/Education 1,774 4,975 4,975 0.00%
Rentals/Leases 1,052 1,200 1,200 0.00%
Total Purchased Services 506,768 650,819 861,589 32.39%
Supplies/Non-Capital Equipment
Office Supplies 214 400 400 0.00%
Operating Supplies 64,318 59,804 59,804 0.00%
Non-Capital Equipment - 11,800 12,550 6.36%
Uniforms/Safety Equipment 4,315 5,673 5,673 0.00%
Total Supplies/Non-Capital Equipment 68,847 77,677 78,427 0.97%
Capital Outlay
Capital Equipment 84,107 - - 0.00%
Total Capital Outlay 84,107 - - 0.00%
Total Expenditures $ 1,271,128 $ 1,301,737 $ 1,517,784 16.60%
128

PARKS & TRAILS MAINTENANCE
Variance Justification
Purchased Services (+$210,770):
Contracted Services (+$210,770):
• $56,500 added for Village’s 50% reimbursement to management company for one-time
replacements needed at the Village Station Center Plaza I (VCS I) including fountain
membrane resurfacing $9,500, Jumbo-Trons 2 of 3 $27,000, LED lights on sign $13,000 and
replacement of stainless steel benches $7,000.
• $170,000 added for Village’s 50% reimbursement to the management company for
maintenance of the recently completed plaza at Village Center Station II (VCS II).
• $14,000 added to resurface double tennis courts at Hoffman Park.
• $2470 added to replace trail maps on signs throughout Village.
• $32,200 for the purposes of removing and replacing the split-rail fence located on the
southern border of Green Oaks Equestrian Trail.
Supplies/Non-Capital Equipment (+$750):
Non-Capital Equipment (+$750): Upgrade lightening detectors at Curtis Park and Silo Park. Village
Greens and Tommy Davis Park were updated in previous year.
129

PARKS & TRAILS MAINTENANCE
Expenditure Detail – Open Space & Urban Forestry
2015
Audited
Actuals
2016
Amended
Budget
2017
Adopted
Budget
% Change
Personnel
Regular Wages $ 441,950 $ 465,616 $ 476,619 2.36%
Seasonal/Temporary Wages 490 - - 0.00%
Longevity Service Award 5,545 5,725 6,245 9.08%
Overtime Wages 3,292 1,330 3,230 142.86%
Clothing Allowance 1,500 1,500 1,500 0.00%
Communication Allowance 1,185 1,320 1,740 31.82%
Social Security 28,041 28,628 29,855 4.29%
Medicare 6,622 3,824 4,065 6.30%
Unemployment Insurance - 1,863 - -100.00%
Workers Compensation 12,442 15,917 15,508 -2.57%
Retirement Contributions 36,593 34,967 36,939 5.64%
Medical Insurance 57,813 87,156 62,292 -28.53%
Dental Insurance 2,740 4,239 3,324 -21.59%
Insurance Waivers 3,202 1,450 2,650 82.76%
Life/AD&D Insurance 1,383 1,685 1,726 2.43%
Disability Insurance 1,371 1,444 1,477 2.29%
Total Personnel 604,169 656,664 647,170 -1.45%
Purchased Services
Professional Services 52 - - 0.00%
Contracted Services 75,360 73,575 91,075 23.79%
Catering/Dining Services 124 - - 0.00%
Disposal/Recycling Services - 990 990 0.00%
Telecommunication Services 221 512 856 67.19%
Training/Education 5,802 4,300 4,300 0.00%
Dues/Memberships 188 415 415 0.00%
Rentals/Leases - - 2,500 100.00%
Total Purchased Services 81,747 79,792 100,136 25.50%
Supplies/Non-Capital Equipment
Office Supplies 41 200 200 0.00%
Operating Supplies 39,935 40,550 42,600 5.06%
Non-Capital Equipment 849 1,400 1,500 7.14%
Uniforms/Safety Equipment 3,442 5,395 5,395 0.00%
Total Supplies/Non-Capital Equipment 44,267 47,545 49,695 4.52%
Total Expenditures $ 730,183 $ 784,001 $ 797,001 1.66%
130

PARKS & TRAILS MAINTENANCE
Variance Justification
Purchased Services (+$20,344):
Contracted Services (+$17,500):
• Addition of $15,000 for tree replacement in Orchard Hills Park due to removals in 2015.
• Addition of $2000 to proactively replace 17-year-old pump in Westlands water feature. This is
the 2 nd of 2 pumps, as the 1 st pump failed in 2016 causing feature to be down during high
season for repairs.
Telecommunication Services (+344):
• Reduction due to one staff member converting from City issued cell phone to use of personal
phone and addition of one data plan for crew tablet for GIS tracking of Village wide tree
inventory and condition.
Rental/Leases (+$2,500): Addition for rental of tree spade to move oak trees within Tommy Davis
Park away from sanitary sewer lines.
Supplies/Non-Capital Equipment (+$2,150):
Operating Supplies (+$2,050): Increased overall cost per tree, shrub, and perennial plants from
nurseries for use throughout Village parks.
Non-Capital Equipment (+$100): Slight increase for tool replacement to accommodate the 7-member
crew.
131

PARKS & TRAILS MAINTENANCE
Expenditure Detail – Small Engine Equipment
2015
Audited
Actuals
2016
Amended
Budget
2017
Adopted
Budget
% Change
Purchased Services
Professional Services $ 7 $ - $ - 0.00%
Repair/Maintenance Services 11,138 9,750 10,750 10.26%
Training/Education 1,684 9,760 6,010 -38.42%
Total Purchased Services 12,829 19,510 16,760 -14.10%
Supplies/Non-Capital Equipment
Operating Supplies 47,359 56,375 56,375 0.00%
Non-Capital Equipment 49,041 22,600 10,535 -53.38%
Uniforms/Safety Equipment - 900 900 0.00%
Total Supplies/Non-Capital Equipment 96,400 79,875 67,810 -15.10%
Capital Outlay
Capital Equipment 187,860 208,740 163,785 -21.54%
Total Capital Outlay 187,860 208,740 163,785 -21.54%
Total Expenditures $ 297,089 $ 308,125 $ 248,355 -19.40%
Variance Justification
Purchased Services (-$2,750):
Repair/Maintenance Services (+$1,000): Increased to cover historical use of necessary repairs to
existing equipment that has to be completed by outside companies due to proprietary products. All
other work is performed by in-house mechanics.
Training/Education (-$3,740): Every other year staff attends the Green Industry and Equipment Expo.
2017 is an off year and thus reason for dedication.
Supplies/Non-Capital Equipment (-$12,065):
Non-Capital Equipment (-$12,065): This program will vary from year-to-year as it relates to the
replacement plan for smaller Village equipment which considers utilization, repair needs, and reliability.
Includes such items as chainsaws, edgers, generators, leaf/debris blowers, and line trimmers.
Capital Outlay (-$44,955):
Capital Equipment (-$44,955): This program will vary from year-to-year as it relates to the
replacement plan for smaller Village equipment which considers utilization, repair needs, and reliability.
Includes such items as ATV’s, utility vehicles, and mowers
132

PARKS & TRAILS MAINTENANCE
Expenditure Detail – Parks & Trails Snow Removal
2015
Audited
Actuals
2016
Amended
Budget
2017
Adopted
Budget
% Change
Purchased Services
Contracted Services $ 20,893 $ 10,175 $ 10,175 0.00%
Training/Education - 1,400 1,400 0.00%
Total Purchased Services 20,893 11,575 11,575 0.00%
Supplies/Non-Capital Equipment
Operating Supplies 18,354 16,260 20,260 24.60%
Non-Capital Equipment - 1,500 1,600 6.67%
Uniforms/Safety Equipment 2,616 2,000 2,000 0.00%
Total Supplies/Non-Capital Equipment 20,970 19,760 23,860 20.75%
Total Expenditures $ 41,863 $ 31,335 $ 35,435 13.08%
Variance Justification
Supplies/Non-Capital Equipment (+$4,100):
Operating Supplies (+$4,000): Increase in budget to reflect historical actual need for wear parts used
for snow and ice removal including plow blades and brooms for ATV’s and utility vehicles.
Non-Capital Equipment (+$100): Slight increase to cover cost of tools required for manual snow and
ice removal from sidewalks and trails. Program includes 45 shovels and 15 ice breakers that require
replacement throughout season due to wear.
133

134

POLICE
Statement of Purpose
The purpose of the Police Department is to ensure a safe and secure community.
Description
The Police Department is comprised of four programs. The purpose of the Administration Program is to ensure high
quality program outcomes of the Police Department. The purpose of the Patrol Services Program, which is broken into
two separate commands, Patrol and Special Operations, is responsible for identifying and resolving safety concerns
and field related issues. The Detective Services Program is responsible for solving criminal cases and supporting the
victims of crime. The Support Services Program is responsible for the 911 center, grant management and personnel
development and training.
Organizational Chart
Chief of Police
Management
Analyst
Administrative
Assistant (2)
Special Operations
Commander
Patrol Commander
Investigations
Commander
Support Services
Commander
Traffic & SRO
Sergeant (2)
Patrol Sergeant (6)
Detective/Sergeant
Prof Standards (1)
911 Center
Supervisor (2)
SRO / Traffic (8)
Police Officer (35)
Criminalist (2)
911 Technicians
(10)
Impact Team
(1)
Court Marshall (.40)
Detectives (7)
Training/
Recruitment
Coordinator (1)
Code Enforcement
(2)
Victim Assistance
Coordinator (0.75)
Grant
Manager/Records
Supervisor (1)
K-9 (2)
Records Technician
(2)
ERT
Emergency
Management
135

POLICE
Personnel & Financial Summary
2015
Audited
Actuals
2016
Amended
Budget
2017
Adopted
Budget
% Change
Staff - Full Time Equivalency (FTE): 91.65 91.15 91.15 0.00%
Expenditures By Category:
Personnel $ 9,191,284 $ 9,452,211 $ 9,661,881 2.22%
Purchased Services 760,382 714,132 750,537 5.10%
Supplies/Non-Capital Equipment 301,474 291,974 347,652 19.07%
Capital Outlay 399,417 179,500 - -100.00%
Total Expenditures $ 10,652,557 $ 10,637,817 $ 10,760,070 1.15%
Expenditures By Division:
Administration $ 1,025,981 $ 1,069,323 $ 884,214 -17.31%
Support Services 2,032,793 1,839,264 1,856,690 0.95%
Patrol Services 6,612,253 6,754,422 6,927,542 2.56%
Detective Services 981,530 974,808 1,091,624 11.98%
Total Expenditures $ 10,652,557 $ 10,637,817 $ 10,760,070 1.15%
Expenditures & Full-Time Equivalency
Expenditures
$10,780,000
$10,760,000
$10,740,000
$10,720,000
$10,700,000
$10,680,000
$10,660,000
$10,640,000
$10,620,000
$10,600,000
$10,580,000
$10,560,000
2015
Audited
Actuals
2016
Amended
Budget
2017
Adopted
Budget
91.70
91.60
91.50
91.40
91.30
91.20
91.10
91.00
90.90
Full-Time Equivalent (FTE)
Total Expenditures
Staff - Full Time Equivalency (FTE):
Explanation of Budget Variances
The significant budget variances within the Police Department include an additional $200,000 associated with extra
duty pay as a result of an adjustment to the hourly rate and an anticipated increase in demand for off duty officer
services, a $28,000 increase in overtime associated with additional Federal and State funding received for purposes
of supplementing highway safety efforts, a one-time final payment of $47,343 for the new Tyler CAD/RMS system and
increased costs of $17,300 associated with uniforms and equipment.
136

POLICE
Expenditure Detail
2015
Audited
Actuals
2016
Amended
Budget
2017
Adopted
Budget
% Change
Personnel
Regular Wages $ 6,288,267 $ 6,529,963 $ 6,535,475 0.08%
Longevity Service Award 55,911 61,721 63,361 2.66%
Rate/Shift Differential 29,705 36,000 33,000 -8.33%
Extra Duty Assignment 284,616 264,200 464,200 75.70%
Overtime Wages 276,251 239,500 267,500 11.69%
Clothing Allowance 6,900 7,250 6,550 -9.66%
Cleaning Allowance 32,749 33,000 33,000 0.00%
Communication Allowance 840 840 840 0.00%
Social Security 79,382 104,216 106,054 1.76%
Medicare 93,166 98,022 104,091 6.19%
Unemployment Insurance - 26,118 - -100.00%
Workers Compensation 156,814 179,727 180,713 0.55%
FPPA Death & Disability 93,804 90,327 95,422 5.64%
Retirement Contributions 802,347 815,652 812,575 -0.38%
Medical Insurance 890,363 859,249 850,120 -1.06%
Dental Insurance 43,267 41,438 44,447 7.26%
Insurance Waivers 21,236 21,250 20,750 -2.35%
Life/AD&D Insurance 16,467 23,558 23,577 0.08%
Disability Insurance 19,199 20,180 20,206 0.13%
Total Personnel 9,191,284 9,452,211 9,661,881 2.22%
Purchased Services
Professional Services 566,794 458,077 490,968 7.18%
Contracted Services - 1,440 3,840 166.67%
Catering/Dining Services 9,246 7,750 7,950 2.58%
Repair/Maintenance Services 52,957 19,100 19,100 0.00%
Telecommunication Services 25,700 61,801 67,325 8.94%
Postage/Shipping Services 864 650 650 0.00%
Printing/Publication Services 1,341 3,050 2,450 -19.67%
Training/Education 81,427 138,560 133,480 -3.67%
Dues/Memberships 20,260 21,904 22,724 3.74%
Mileage/Travel 930 300 300 0.00%
Miscellaneous Services 863 1,500 1,750 16.67%
Total Purchased Services 760,382 714,132 750,537 5.10%
Supplies/Non-Capital Equipment
Office Supplies 4,011 3,880 3,880 0.00%
Operating Supplies 45,775 20,358 23,733 16.58%
Non-Capital Equipment 161,833 189,586 227,889 20.20%
Uniforms/Safety Equipment 89,855 78,150 92,150 17.91%
Total Supplies/Non-Capital Equipment 301,474 291,974 347,652 19.07%
Capital Outlay
Capital Equipment 399,417 179,500 - -100.00%
Total Capital Outlay 399,417 179,500 - -100.00%
Total Expenditures $ 10,652,557 $ 10,637,817 $ 10,760,070 1.15%
137

ADMINISTRATION
Statement of Purpose
The purpose of the Police Administration is to assure high quality program outcomes for the entire Police Department.
Description
The function of the Police Administration is to assure all program outcomes and activities of the entire Police
Department foster a safe and secure community. The primary activities of Police Administration are the coordination
of functions including the leadership, management, planning, directing and evaluation of all law enforcement services.
Activities include the management and leadership of personnel; the preparation and management of the Department’s
budget; enhancing community relations; maintaining an effective intergovernmental liaison program; and providing
statistical data, and analysis, for use in the strategic deployment of resources within the department and community.
The program area includes the Chief of Police, Management Analyst and the administrative support staff. Direct
leadership and management are provided to Patrol Services, to include Special Operations, Detective Services, and
Support Services.
Accomplishments
In 2016, strong emphasis continued to be placed on the prevention of crime and traffic accidents in known occurrence
areas. We believe focused deployment strategies strongly correlate to improving overall community and traffic flow
safety in the Village. We are leading the way in creating traffic safety strategies as evidenced by a record low number
of serious injury traffic accidents. The command level leadership of our agency has never been better aligned and
focused on the leadership goals for the agency. The department’s partnership with the Cherry Creek School District
and other surrounding law enforcement agencies to implement a Standard Response Protocol has been
transformational and continues to be strong. This plan includes structural changes to buildings and property and
directly improves safety in our schools. We also began to partner with other community businesses to connect and
create relationships that foster enhanced officer safety and community relations with collaborative training on handling
critical situations. The Greenwood Village Police Foundation continues to set a strong and aggressive pace forward
and has become an industry leading standard for this level of commitment to public safety. The formalized strategic
operations plan has been mobilized into service with the completion of two significant officer safety and health
initiatives. This year brought several large technology implementation projects to completion, allowing us to move fully
into being a strategically deployed, connected and data driven law enforcement agency. In 2016, we worked diligently
to replace all of the internal radio equipment within the 9-1-1 Center and completed the new Property, Evidence and
Crime Lab facility, all of which will serve the Village for many years. These projects were completed using our internal
and external relationships with many other agencies, boards and resource capacities as partners.
Goals/Objectives
In 2017, our agency will set forth strategies that will guide long-term plans by establishing what we do, how we do it,
and how we measure our performance. We will continue to train and focus on the Standard Response Protocol and
deployment procedures to remain proficient and prepared to respond. This will encompass training with other law
enforcement agencies, Cherry Creek School District, and other business partners within our community. A priority will
be placed on equipping officers with the best technology and equipment to ensure the safety and security of the
Village and our employees.
Our core mission is to protect the people, property, environment, culture, and economy of Greenwood Village from
criminal acts, man-made hazards and/or natural disaster. Accordingly, our agency is constantly striving to improve
the level of service, reduce response times for service to the Village and improve the efficiency and effectiveness of
departmental operations. Maintaining a high police presence in our neighborhoods and a low response time on calls
for service, especially priority one calls for service, will remain among our top priorities.
Outcome Measures
2014
Actual
2015
Actual
2016
Estimate
2017
Target
Percent of respondents rating overall service as Good or Excellent as
measured by the Village Citizen Survey.
90 NA 90 N/A*
Percent of performance expectations achieved by department programs. 97 97 97 97
* Survey not conducted.
138

ADMINISTRATION
Expenditure Detail
2015
Audited
Actuals
2016
Amended
Budget
2017
Adopted
Budget
% Change
Personnel
Regular Wages $ 301,680 $ 309,441 $ 320,847 3.69%
Longevity Service Award 2,880 3,415 3,655 7.03%
Extra Duty Assignment 3,207 4,200 4,200 0.00%
Overtime Wages 792 - - 0.00%
Clothing Allowance 700 700 700 0.00%
Cleaning Allowance 500 500 500 0.00%
Social Security 9,602 10,784 11,097 2.90%
Medicare 4,328 4,486 4,656 3.79%
Unemployment Insurance - 1,238 - -100.00%
Workers Compensation 4,053 4,577 4,618 0.90%
FPPA Death & Disability 3,548 3,554 3,724 4.78%
Retirement Contributions 33,088 32,957 34,262 3.96%
Medical Insurance 51,614 49,045 46,360 -5.47%
Dental Insurance 2,481 2,357 2,357 0.00%
Life/AD&D Insurance 994 1,121 1,160 3.48%
Disability Insurance 924 959 995 3.75%
Total Personnel 420,391 429,334 439,131 2.28%
Purchased Services
Professional Services 533,764 362,674 335,724 -7.43%
Contracted Services - - 2,400 100.00%
Catering/Dining Services 7,353 5,950 5,950 0.00%
Telecommunication Services 870 61,801 67,325 8.94%
Postage/Shipping Services 864 650 650 0.00%
Printing/Publication Services 662 - - 0.00%
Training/Education 175 - - 0.00%
Dues/Memberships 20,260 21,904 22,724 3.74%
Mileage/Travel 107 200 200 0.00%
Total Purchased Services 564,055 453,179 434,973 -4.02%
Supplies/Non-Capital Equipment
Office Supplies 3,933 3,585 3,585 0.00%
Operating Supplies 19,370 3,025 5,525 82.64%
Uniforms/Safety Equipment 1,232 700 1,000 42.86%
Total Supplies/Non-Capital Equipment 24,535 7,310 10,110 38.30%
Capital Outlay
Capital Equipment 17,000 179,500 - -100.00%
Total Capital Outlay 17,000 179,500 - -100.00%
Total Expenditures $ 1,025,981 $ 1,069,323 $ 884,214 -17.31%
139

ADMINISTRATION
Variance Justification
Purchased Services (-18,206):
Contracted Services (+$2,400): Camera monitoring service for City Hall camera system ($200
month).
Professional Services (-$24,654): The decrease is a reflection of one-time expenditures supported
via Forfeiture Funds in the 2016 budget.
Telecommunication Services (+$5,524): The increase is a result of upgrading 15 phones from basic
cellular service plan to the enhanced text / photo or data package.
Dues/Memberships (+$820): The increase is due to an increase in cost to several annual
memberships.
Supplies/Non-Capital Equipment (+$2,800):
Uniforms/Safety Equipment (+$300): Due to the increase in the costs of uniforms and equipment
over the past decade, an increase of $300 has been recommended to cover the cost of uniforms and
equipment for officers.
Operating Supplies (+2,500): The increase is the result of a reclassification of supplies which were
historically recorded in services.
140

SUPPORT SERVICES
Statement of Purpose
The purpose of the Support Services Program is to support the core functions of the Police Department by handling all
incoming telephone calls and routing police personnel to calls for service, entering data from police reports into the
Records Management System, seeking unique funding mechanisms for organizational projects and equipment by
seeking grants, and the recruitment, training and development of our employees. All of this will augment community
connectivity to a highly professional set of police services.
Description
Support Services consists of the Records, Grant Management, Recruiting and Training, Policy Development and
Accreditation units, as well as the 9-1-1 Center. In 2016, the Support Service team was responsible for the
implementation, review, troubleshooting, and solution development of many new technologies and system process
improvements.
Accomplishments
In 2016, the Police Department completed the second of three phases of implementation and activation of the new
Motorola APX6000 portable radios. This has enhanced the quality and speed of radio transmissions as well as
improved officer safety. Enhancements to the Tyler CAD and RMS systems included the development of a redundant
server, launching of the “eAccident” reporting system, and connection of the new Picture Link digital fingerprint system
to the Tyler system. These improvements have streamlined how information is received, stored, and disseminated to
government agencies and private consumers of the information. Annual training has been broadened through the
launch of monthly training assignments with the “Police One” online training website. This provides consistent
delivery of program base police training while on site and on shift.
Goals/Objectives
In 2017, Support Services will continue to provide the highest level of support to the police department through the
constant review and development of law enforcement best practices and the development of our people.
Policy development will continue with consistent review for effectiveness in line with our accreditation and best
practices and the delivery of realistic, on-going and validated training for our employees. The 9-1-1 Center will
continue to utilize the new radio system to receive, streamline and direct police resources to calls for service. The
Records team will continue to adapt to the quality control role now provided to our electronic records implementation
within the new system while also serving our community in a timely manner for records requests. Grant Management
will focus on maintaining all reporting mechanisms and the application of appropriate usage of funding and continually
seeking future grant funding processes. Training and Recruitment will maintain a vigilant focus on seeking out quality
training and hiring the right people who are dedicated to our values of building relationships.
In November 2013, the police department implemented a new CAD (Computer Aided Dispatching) and RMS (Records
Management System). This has dramatically changed the way Support Services conducts business for the Village.
For example, in 2013 the Records Unit processed 10,478 reports which has been reduced to approximately 3,315 in
2014. Police officers no longer pull report numbers for things such as written warnings, alarm cards and crime
prevention notices. In 2013 the 9-1-1 Center processed 82,031 calls. For 2015, this number has been reduced to
approximately 70,000, as dispatchers no longer account for an officer conducting house watches, reporting time at the
station, and other related duties. These are accounted for differently in the new CAD system. The overall calls for
service and reports processed are expected to decline before stabilizing. Additionally, the new system does not track
response times but rather the time the call is received to the time an officer arrives on scene. In the past we were
able to track the time the call was received until the time the call was dispatched.
Conversely, the number of calls dispatched by the 9-1-1 Center increased from approximately 70,000 in 2015 to
approximately 85,000 in 2016. This increase call volume is attributed to the continued population growth experienced
throughout the Denver-metro area. Although the police department has experienced a significant increase in calls for
service, the average response time from when the call is received in the 9-1-1 Center to the time an officer arrives on
scene has remained relatively stable at less than 4 ½ minutes. The Support Service Program will continue to
collaborate with the Patrol Services Program in 2017 to ensure the average response time remains at or below the 4
½ minute mark.
141

SUPPORT SERVICES
Outcome Measures
Records Unit: Percentage of customers rating Records Unit
performance as Good or Excellent as measured by department survey.
911 Center: Average response time to priority one calls (time of call
received to officer arrival)
Training and Development: Average number of training hours for
officers
2015
Actual
2016
Actual
2017
Estimate
2017
Target
100 100 100 100
4:59 4:20 4:30 4:25
209 192 192 200
Service Level Indicators
2015
Actual
2016
Actual
2017
Estimate
Number of reports processed. 7,707 7,273 7,000
Grant dollars awarded. $69,570 $143,000 $130,000
Total Training Hours. 14,850 13,584 13,600
Total Average Training Hours per Officer. 209 212 220
Total Average Training Hours per Civilian. 39 32 40
Number of calls dispatched. 70,000 85,000 95,000
142

SUPPORT SERVICES
Expenditure Detail
2015
Audited
Actuals
2016
Amended
Budget
2017
Adopted
Budget
% Change
Personnel
Regular Wages $ 1,000,177 $ 1,057,452 $ 1,003,476 -5.10%
Longevity Service Award 8,245 8,850 9,445 6.72%
Rate/Shift Differential 1,120 6,000 3,000 -50.00%
Extra Duty Assignment 6,826 - - 0.00%
Overtime Wages 13,350 15,000 15,000 0.00%
Clothing Allowance 700 700 - -100.00%
Cleaning Allowance 481 500 500 0.00%
Communication Allowance 840 840 840 0.00%
Social Security 55,739 59,461 60,553 1.84%
Medicare 14,539 15,458 14,557 -5.83%
Unemployment Insurance - 4,231 - -100.00%
Workers Compensation 4,372 4,802 2,187 -54.46%
FPPA Death & Disability - - 747 100.00%
Retirement Contributions 66,001 79,374 68,787 -13.34%
Medical Insurance 167,423 164,808 171,049 3.79%
Dental Insurance 7,954 7,809 8,627 10.48%
Insurance Waivers 5,619 5,800 4,350 -25.00%
Life/AD&D Insurance 3,042 3,833 3,633 -5.22%
Disability Insurance 2,991 3,277 3,110 -5.10%
Total Personnel 1,359,419 1,438,195 1,369,861 -4.75%
Purchased Services
Professional Services 12,661 67,958 122,524 80.29%
Catering/Dining Services 1,385 1,800 2,000 11.11%
Repair/Maintenance Services 52,219 16,000 16,000 0.00%
Telecommunication Services 1,749 - - 0.00%
Training/Education 77,491 134,200 128,400 -4.32%
Mileage/Travel 481 100 100 0.00%
Miscellaneous Services - 1,000 1,000 0.00%
Total Purchased Services 145,986 221,058 270,024 22.15%
Supplies/Non-Capital Equipment
Operating Supplies 6,505 7,825 7,825 0.00%
Non-Capital Equipment 138,466 171,486 207,980 21.28%
Uniforms/Safety Equipment - 700 1,000 42.86%
Total Supplies/Non-Capital Equipment 144,971 180,011 216,805 20.44%
Capital Outlay
Capital Equipment 382,417 - - 0.00%
Total Capital Outlay 382,417 - - 0.00%
Total Expenditures $ 2,032,793 $ 1,839,264 $ 1,856,690 0.95%
143

SUPPORT SERVICES
Variance Justification
Non-Capital Equipment (+$36,494):
Portable radio replacement plan (+$31,844): Increase is for the final year of the replacement cycle
of police handheld radios and encryption that must be done on each radio.
Firearm supplies (+$2,250): Increase is to replace firearm range hearing protection for 48 of the 58
sworn personnel who have hearing protection in excess of 10 years old.
Taser supplies (+$2,400): Increase is to begin a five-year replacement program for the Taser lesslethal
weapon model currently carried by officers, which is no longer produced.
Professional Services (+$48,966):
Arapahoe E9-1-1 Authority Agency Operating Fund (AOF) ($+47,343): The Arapahoe County E9-
1-1 Authority Board provides an annual contribution based on the number of communication seats in
the dispatch center and the size of our community. The variance is the result of a contribution for the
final payment of the new Tyler CAD/RMS system.
Training/Education (-$5,800):
Instructor/Advanced Team Training (+$4,500): Increase is to certify department instructors in
advanced de-escalation, active threat, and field training officer tactics.
Senior Management Institute for Police (-$9,250): Decrease is due to sending only one, rather than
two commanders to the certification.
FBI-LEEDA Supervisory Institute (-$1,050): Decrease is due to all supervisors completing this online
training in 2016.
144

PATROL SERVICES
Statement of Purpose
The purpose of the Patrol Services Program, which is separated into two separate commands, Patrol and Special
Operations, is to proactively prevent and to respond to and resolve public safety concerns, code/wildlife enforcement
issues, and other community problems through a mostly uniformed police presence.
Description
Patrol Services, to include Special Operations, provides uniformed community patrol to neighborhood and business
areas in the Village and works to improve the partnership between the community and the department. Traffic Safety
Officers provide increased traffic safety and enforcement to high traffic and accident locations. School Resource
Officers provide a police presence to promote safe environments in all Village schools, both public and private. The
Community Liaison Officer provides connectivity with the community to all public safety services. The Code
Enforcement Officers mainly resolve domestic animal and wildlife issues. Within this program, we also maintain an
Emergency Response Team which is fully functional, trained and equipped to a very high readiness level for a variety
of high liability and low frequency situations. Emergency Management and Special Events are an important
responsibility, due to the unique composition of the Village, a large amphitheater and multiple popular public events
throughout the year.
Accomplishments
In 2016, the Police Department’s focus was to continue to place police resources in locations where a higher amount
of crime, calls for police service and higher levels of traffic accidents/incidents were identified. Our intention was to
address/resolve those incidents and to prevent future incidents from occurring. Most of these locations exist within
the I-25 corridor area. In spite of the attention provided to the corridor, the number of neighborhood patrols remained
consistent with prior years. An analysis of criminal activity and accidents/incidents identified the I-25 corridor being
responsible for a large percentage of the crime and traffic accidents/incidents occurring in the Village. Consequently,
the department committed more resources to the busy corridor and is targeting the specific time frames when the
crime and accidents/incidents are occurring, with the specific intent to further reduce these numbers. These
deployments are strategic in nature and designed to keep dedicated patrols in their respective neighborhoods and
provide more resources when and where they are needed most to prevent crime and traffic related issues. By
augmenting neighborhood patrols and focused enforcement efforts, the Impact Team, Traffic Safety Unit, School
Resource Unit and the Community Liaison Officer are continually seeking to improve relationships, outcomes and are
constantly seeking public safety service improvements in our community. An example of this is our partnership with
the hotel and department store managers in efforts to address criminal issues revolving around narcotics and thefts.
Many other serious crimes stem from these issues, and officers have had a significant impact in addressing concerns
by focusing on the root causes that lead to these crimes. Creating partnerships with business managers and working
together to suppress or eliminate crimes has increased our patrol efforts along the Arapahoe Road and I-25 corridor.
In 2016, we partnered with the Arapahoe County Office of Emergency Management on a countywide risk mitigation
plan. This plan serves to reduce the risk to our community through a strategy of public education and projects to limit
our exposure to catastrophic man made or natural events.
Goals/Objectives
In 2017, Patrol Services will continue to focus resources along the I-25 corridor and residential areas throughout the
Village. The department will continue to analyze crime data patterns and focus prevention efforts on the root causes
of crime and traffic accidents. Areas impacted by crime will be identified and officers will work with victims,
businesses, and residents to reduce the opportunity for criminals to commit crime. Clear goals will be set to be able to
measure our progress in key statistical areas. Traffic Safety Officers will continue to work with the district officers to
reduce accidents through education and enforcement in addition to working with Village traffic engineers to address
problem locations through re-engineering. School Resource and Community Liaison Officers will work to develop new
programs, enhance existing programs and expand community partnerships to resolve safety concerns in and around
Village schools. The department recognizes an ever expanding volume of traffic and is committed to working with
residents in the community to assure the same level of police service that the community deserves and has come to
expect.
145

PATROL SERVICES
Outcome Measures
2014
Actual
2015
Actual
2016
Estimate
2017
Target
Number of deaths resulting from crime. 0 0 0 0
Number of crimes against property. 747 861 667 634
Number of crimes against persons. 115 138 127 121
Number of injury traffic accidents. 56 47 33 42
Number of non-injury accidents. 1215 1427 1,292 1,371
Number of fatality traffic accidents. 0 0 0 0
Service Level Indicators
2014
Actual
2015
Actual
2016
Estimate
Number of Priority 1 calls. 356 375 343
Number of case reports. 4,988 5,100 4,811
Number of calls for service (incidents)* N/A N/A 87,990
Number of proactive patrols 24,299 25,063 30,940
Number of foot patrols* N/A N/A 5,466
Number of crime prevention notices* N/A N/A 1,224
Number of total arrests. 1,217 1,304 1,448
Number of DUI arrests. 195 162 120
*Not tracked prior to 2016
146

PATROL SERVICES
Expenditure Detail
2015
Audited
Actuals
2016
Amended
Budget
2017
Adopted
Budget
% Change
Personnel
Regular Wages $ 4,318,921 $ 4,486,395 $ 4,465,853 -0.46%
Longevity Service Award 36,345 41,065 41,460 0.96%
Rate/Shift Differential 24,387 30,000 30,000 0.00%
Extra Duty Assignment 262,253 260,000 460,000 76.92%
Overtime Wages 227,480 185,000 213,000 15.14%
Clothing Allowance 1,400 1,400 950 -32.14%
Cleaning Allowance 28,460 28,500 28,000 -1.75%
Social Security 7,864 25,156 25,323 0.66%
Medicare 65,595 68,914 73,638 6.85%
Unemployment Insurance - 17,942 - -100.00%
Workers Compensation 130,652 151,110 153,327 1.47%
FPPA Death & Disability 84,875 80,785 80,122 -0.82%
Retirement Contributions 614,222 618,033 615,014 -0.49%
Medical Insurance 594,518 564,888 526,599 -6.78%
Dental Insurance 29,183 27,437 27,992 2.02%
Insurance Waivers 12,596 12,550 14,950 19.12%
Life/AD&D Insurance 10,874 16,154 16,086 -0.42%
Disability Insurance 13,244 13,845 13,791 -0.39%
Total Personnel 6,462,869 6,629,174 6,786,105 2.37%
Purchased Services
Professional Services 15,003 19,740 20,000 1.32%
Catering/Dining Services 128 - - 0.00%
Repair/Maintenance Services 639 2,700 2,700 0.00%
Telecommunication Services 19,172 - - 0.00%
Printing/Publication Services 81 2,450 2,450 0.00%
Training/Education 3,761 4,360 5,080 16.51%
Mileage/Travel 342 - - 0.00%
Total Purchased Services 39,126 29,250 30,230 3.35%
Supplies/Non-Capital Equipment
Operating Supplies 3,327 3,648 3,648 0.00%
Non-Capital Equipment 18,981 17,100 18,909 10.58%
Uniforms/Safety Equipment 87,950 75,250 88,650 17.81%
Total Supplies/Non-Capital Equipment 110,258 95,998 111,207 15.84%
Total Expenditures $ 6,612,253 $ 6,754,422 $ 6,927,542 2.56%
147

PATROL SERVICES
Variance Justification
Personnel (+156,931):
Extra Duty (+$200,000): The variance is the result of an adjustment to the hourly extra duty rate to
ensure competitiveness in the marketplace, as well as an anticipated increase in demand for off duty
officer services.
Overtime (+$28,000): The increase in overtime is the result of additional Federal and State funding
received for purposes of supplementing highway safety efforts. The increase in expenditures is
completely offset by such funding.
Supplies/Non-Capital Equipment (+$15,209):
Non-Capital Equipment (+$1,809): Replacement Portable Breath Testers are replaced annually each
year (three per year). Costs in 2017 for those replacements are down (-$200). One moving radar will be
added to the K-9 patrol vehicle (+$2,009).
Uniforms/Safety Equipment (+$13,400): Six ballistic vests are scheduled for replacement in 2017.
The city is reimbursed 50% through grant funding. Two external vest carriers will be purchased for the
two police motorcycle officers (+$150). Due to rising costs uniform allotments increased $300.00 per
officer.
148

DETECTIVE SERVICES
Statement of Purpose
The purpose of Detective Services Program is to solve cases and provide services to victims of crime. Detective
Services includes; the Detective Unit, Crime Lab, Evidence/Property Unit and the Victim Assistance Program.
Description
The primary function of Detective Services is to solve cases by conducting investigative follow-up, initiating criminal
investigations, conducting crime scene and laboratory forensics needs and capacities and the formal filing of criminal
charges against suspects. In addition, this program collects, preserves, processes and disposes of all evidence and
property. A very important function of this program provides support and services to victims of crime.
Accomplishments
In 2016, Detectives continued to utilize Tyler Technology for Case Management as their sole management system. As
a result of this technology piece changeover, the service level indicators have been amended to reflect areas that can
be measured and are important to resolving cases and restoring victims of crime. Carried over into the current year of
2016, Detectives have continued to focus on their two pronged approach to proactively solve crimes. This includes
collaborating with Patrol Services and crime victims to expedite information related to identifying property type and
descriptions of stolen property as well as utilizing training and equipment to improve Detectives’ ability to conduct
covert operations and investigate crimes. Detectives currently use technology in the field by use of their department
issued tablets or laptops. The Detective unit also relies heavily on the use of data through our Strategic Intelligence
Deployment & Accountability Plan (SIDAP) to help strategize on how to solve crimes as well as being proactive, when
the information leads them in that direction. Detectives proactively seek partnerships with others from neighboring
agencies in order to help identify patterns, crime trends and identification of suspects. Detectives also use newly
acquired mobile cameras in aiding them with investigative operations and for the prosecution process.
Goals/Objectives
In 2017, Detectives will continue to work with neighboring law enforcement agencies. Relationships are critically
important to our overall mission as a unit. Detectives will also benefit from one of our detectives gaining a substantial
amount of training, experience and acquisition of electronic forensic equipment from our federal partners due to our
commitment and partnership with them. Detectives will also focus on technology that is rapidly developed and
harnessing that to help us towards our end goals.
Outcome Measures
2014
Actual
2015
Actual
2016
Estimate
2017
Target
Overall Investigations Unit Resolution (Cleared by Arrest/Warrant and
any Exceptional Clearance)
N/A* 60% 50% 55%
Residential:
Number of residential crimes against property cleared 30% 50% 45% 50%
Number of residential crimes against person cleared 75% 75% 100% 75%
Commercial:
Number of commercial crimes against property cleared 40% 40% 40% 40%
Number of commercial crimes against persons cleared 85% 85% 80% 85%
Number of All Electronic/Cyber Crimes Resolved N/A* 20% 50% 60%
*These percentages were not tracked in previous years.
Service Level Indicators
2014
Actual
2015
Actual
2016
Estimate
Cases Investigated 646 661 624
Cases Presented for Prosecution 199 169 162
149

DETECTIVE SERVICES
Expenditure Detail
2015
Audited
Actuals
2016
Amended
Budget
2017
Adopted
Budget
% Change
Personnel
Regular Wages $ 667,489 $ 676,675 $ 745,299 10.14%
Longevity Service Award 8,441 8,391 8,801 4.89%
Rate/Shift Differential 4,198 - - 0.00%
Extra Duty Assignment 12,330 - - 0.00%
Overtime Wages 34,629 39,500 39,500 0.00%
Clothing Allowance 4,100 4,450 4,900 10.11%
Cleaning Allowance 3,308 3,500 4,000 14.29%
Social Security 6,177 8,815 9,081 3.02%
Medicare 8,704 9,164 11,240 22.65%
Unemployment Insurance - 2,707 - -100.00%
Workers Compensation 17,737 19,238 20,581 6.98%
FPPA Death & Disability 5,381 5,988 10,829 80.85%
Retirement Contributions 89,036 85,288 94,512 10.82%
Medical Insurance 76,808 80,508 106,112 31.80%
Dental Insurance 3,649 3,835 5,471 42.66%
Insurance Waivers 3,021 2,900 1,450 -50.00%
Life/AD&D Insurance 1,557 2,450 2,698 10.12%
Disability Insurance 2,040 2,099 2,310 10.05%
Total Personnel 948,605 955,508 1,066,784 11.65%
Purchased Services
Professional Services 5,366 7,705 12,720 65.09%
Contracted Services - 1,440 1,440 0.00%
Catering/Dining Services 380 - - 0.00%
Repair/Maintenance Services 99 400 400 0.00%
Telecommunication Services 3,909 - - 0.00%
Printing/Publication Services 598 600 - -100.00%
Miscellaneous Services 863 500 750 50.00%
Total Purchased Services 11,215 10,645 15,310 43.82%
Supplies/Non-Capital Equipment
Office Supplies 78 295 295 0.00%
Operating Supplies 16,573 5,860 6,735 14.93%
Non-Capital Equipment 4,386 1,000 1,000 0.00%
Uniforms/Safety Equipment 673 1,500 1,500 0.00%
Total Supplies/Non-Capital Equipment 21,710 8,655 9,530 10.11%
Total Expenditures $ 981,530 $ 974,808 $ 1,091,624 11.98%
150

DETECTIVE SERVICES
Variance Justification
Purchased Services (+$4,665):
Professional Services (+$5,015): Private companies, especially cell phone providers are requiring
fees to provide records and information needed for prosecutions which were previously obtained
without cost. We anticipate that this trend and this cost will continue to increase in time. The cost for
Sexual Assault Nurse Examinations (SANE) kits has increased, the associated cost increase for these
services is $2,040. The Victim assistance monthly meetings and appreciation for the volunteers
increased $150. The investigations department hosts several meetings throughout the year and the
cost to host these meetings has increased $100. Callyo Technology is the latest technology to allow
detectives to more efficiently investigate crimes. The technology replaces our current and outdated
'body bug' system by utilizing current cell phone technology which can be monitored by multiple other
detectives and is recorded and documented as evidence for prosecution and court proceedings. The
Callyo Technology costs $2,750.
Supplies / Non-Capital Equipment (+$875):
Operating Supplies (+$875): The variance is the result of rising costs associated with fingerprint kits.
151

152

PUBLIC WORKS
Statement of Purpose
The Public Works Department assures safe, clean, functional, aesthetically pleasing, and environmentally wellmaintained
Village transportation system and drainage ways; and safe, appropriate, and reliable vehicles for
organizational operations.
Description
The Public Works Department * is comprised of six primary service areas: Administration, Environmental Services,
Facility and Fleet Services, Road Services, Snow and Ice Control, and Transportation Services.
Administration assures high quality department outcomes.
Environmental Services focuses on the protection of the natural environment through managing the functionality of
public drainage ways, cleanliness of the 224 lane miles of paved roadways, reliable consolidated single-family
residential trash and recycling, household hazardous waste removal, and large item pick up.
Transportation Services focuses on the safety and mobility of the public while traveling in the Village. Responsibilities
include the operation and maintenance of 48 traffic signals, over 4,000 street signs, over 200 miles of striping and 225
crosswalks. This area also monitors and evaluates traffic conditions to initiate steps to improve safety and mobility
within the Village, including working closely with adjacent communities to promote regional traffic solutions.
Snow and Ice Control assures roadways are safe and accessible during and after snow events.
Roads Services is responsible for assuring a safe, available and smooth network of 224 lane miles of roadway
throughout the Village. In addition, the service area manages the availability of the Right-of-Way (ROW) for utilities by
overseeing non-Village construction activities through the issuance and administration of ROW permits.
Fleet Services focuses on assuring that the 249 pieces of vehicles/equipment that the Village utilizes daily in carrying
out services to the community, including police and snow and ice control, are appropriate, safe, and reliable.
In addition to oversight of operations and maintenance of the primary service areas, the Public Works Department
Managers are also responsible for managing all of the Village capital projects related to Streets & Transportation,
Buildings, Drainage, and other miscellaneous projects within the Capital Improvement Program. The CIP budget for
these projects in 2017 is approximately $7.4 million. Managing capital projects entails determining project feasibility,
developing project scope, facilitating public involvement, allocation of funding, preparing project proposals, managing
the bid process, project scheduling, real-property acquisition, site preparation, design and construction management,
and assuring the completed projects meet intended outcomes.
* In late 2016, the Building Services Program transferred from the Public Works Department to the Community
Development Department. For comparative purposes, the historical financial records of the program are included within
the Community Development Department’s budget statements.
153

PUBLIC WORKS
Organizational Chart
Director of Public
Works
Management
Analyst
Administrative
Supervisor
Administrative
Assistant (2.5)
Transportation
Manager
Roads Manager
Environment
Manager
Fleet Manager
Transportation
Planner
Construction
Contract Supervisor
Project Manager II
Mechanic/Service
Technician (4)
Traffic Systems
Coordinator
ROW
Coordinator
Project Manager I
Fleet Parts
Coordinator
Project Manager II
Inspector (3)
Supervisors (2)
Traffic Inspector
Supervisor
Maintenance
Worker (7)
Traffic Signal
Technician
Maintenance
Worker (3)
Inspector (2)
Supervisor
Maintenance
Worker (3)
154

PUBLIC WORKS
Personnel & Financial Summary
2015
Audited
Actuals
2016
Amended
Budget
2017
Adopted
Budget
% Change
Staff - Full Time Equivalency (FTE): 44.50 45.50 45.50 0.00%
Expenditures By Category:
Personnel $ 3,761,059 $ 4,009,509 $ 4,003,614 -0.15%
Purchased Services 1,432,916 1,438,969 1,584,801 10.13%
Supplies/Non-Capital Equipment 1,181,567 1,334,105 1,264,864 -5.19%
Capital Outlay 889,370 1,304,000 1,356,250 4.01%
Total Expenditures $ 7,264,912 $ 8,086,583 $ 8,209,529 1.52%
Expenditures By Division:
Administration $ 460,812 $ 499,037 $ 516,444 3.49%
Environmental Services 2,982,441 2,168,634 2,289,866 5.59%
Transportation 810,768 1,599,504 1,546,702 -3.30%
Snow & Ice Control 380,808 323,768 330,888 2.20%
Roads 591,314 998,363 915,339 -8.32%
Fleet Management 2,038,769 2,497,277 2,610,290 4.53%
Total Expenditures $ 7,264,912 $ 8,086,583 $ 8,209,529 1.52%
Expenditures & Full-Time Equivalency
Expenditures
$8,400,000
$8,200,000
$8,000,000
$7,800,000
$7,600,000
$7,400,000
$7,200,000
$7,000,000
$6,800,000
$6,600,000
2015
Audited
Actuals
2016
Amended
Budget
2017
Adopted
Budget
45.60
45.40
45.20
45.00
44.80
44.60
44.40
44.20
44.00
Full-Time Equivalent (FTE)
Total Expenditures
Staff - Full Time Equivalency (FTE):
Explanation of Budget Variances
For 2017, the most significant variances to the Public Works budget include an increase of $145,832 in purchased
services, primarily in the Fleet Services Division for the repainting of Village vehicles and for increased expenditures
related to the repair and maintenance of the Village fleet. Also contributing to the increase in this category is $36,635 for
disposal and recycling services which includes the contractual increase for the residential trash and recycling service. An
off-setting expenditure in this category is a reduction of $42,500 in professional services in the Transportation Division.
This is due to a one-time expenditure in 2016 that was budgeted for an update to the Village Transportation Plan.
Another significant variance is a reduction in the overall expenditures in the Supplies/Non-Capital Equipment category for
the department of approximately $69,000. The greatest contributor to this variance is the reduction of $65,000 in Fleet
Services due to a one-time purchase in the prior year for Police Department replacement radios.
The increase in Capital Outlay is associated with the replacement of Village vehicles and equipment. This varies from
year-to-year based on utilization, repair needs, and reliability.
155

PUBLIC WORKS
In personnel, changes to the department which do not have any significant financial impact are a reclassification of an
Administrative Coordinator position to an Administrative Supervisor position, and the transitioning of the Building Services
division from Public Works to the Community Development department.
Expenditure Detail
2015
Audited
Actuals
2016
Amended
Budget
2017
Adopted
Budget
% Change
Personnel
Regular Wages $ 2,659,602 $ 2,855,253 $ 2,880,986 0.90%
Seasonal/Temporary Wages 2,682 4,800 - -100.00%
Longevity Service Award 35,189 35,686 32,933 -7.71%
Overtime Wages 134,216 115,165 114,195 -0.84%
Clothing Allowance 5,200 5,550 5,550 0.00%
Communication Allowance 5,860 6,570 6,780 3.20%
Vehicle Allowance - 3,600 3,600 0.00%
Social Security 166,310 181,736 182,154 0.23%
Medicare 39,425 40,180 40,336 0.39%
Unemployment Insurance - 11,436 - -100.00%
Workers Compensation 54,735 62,614 64,457 2.94%
Retirement Contributions 189,336 212,663 200,587 -5.68%
Medical Insurance 426,258 428,737 424,979 -0.88%
Dental Insurance 19,786 19,805 21,431 8.21%
Insurance Waivers 6,019 6,525 6,275 -3.83%
Life/AD&D Insurance 8,295 10,337 10,419 0.79%
Disability Insurance 8,146 8,852 8,932 0.90%
Total Personnel 3,761,059 4,009,509 4,003,614 -0.15%
Purchased Services
Professional Services 48,793 105,000 62,500 -40.48%
Contracted Services 24,042 44,794 41,314 -7.77%
Catering/Dining Services 987 500 1,000 100.00%
Repair/Maintenance Services 475,693 445,220 588,882 32.27%
Disposal/Recycling Services 786,765 766,178 802,813 4.78%
Telecommunication Services 4,787 9,752 12,752 30.76%
Training/Education 20,429 41,435 47,385 14.36%
Dues/Memberships 5,245 8,870 9,085 2.42%
Mileage/Travel 76 - - 0.00%
Rentals/Leases 66,099 17,220 19,070 10.74%
Total Purchased Services 1,432,916 1,438,969 1,584,801 10.13%
Supplies/Non-Capital Equipment
Office Supplies 2,220 500 500 0.00%
Operating Supplies 598,830 639,010 688,819 7.79%
Non-Capital Equipment 137,165 140,889 42,185 -70.06%
Uniforms/Safety Equipment 15,669 21,060 22,350 6.13%
Gas/Electricity 223,021 250,000 255,000 2.00%
Water/Sewer 4,920 5,046 5,910 17.12%
Fuel/Propane 199,742 277,600 250,100 -9.91%
Total Supplies/Non-Capital Equipment 1,181,567 1,334,105 1,264,864 -5.19%
Capital Outlay
Capital Equipment 889,370 1,304,000 1,356,250 4.01%
Total Capital Outlay 889,370 1,304,000 1,356,250 4.01%
Total Expenditures $ 7,264,912 $ 8,086,583 $ 8,209,529 1.52%
156

ADMINISTRATION
Statement of Purpose
The Administration Program assures high quality department outcomes.
Description
The Administration Program is responsible for assuring the overall effectiveness of department programs. This is
achieved through establishing and monitoring performance expectations, employee training and development, and
identifying opportunities for improved service delivery. Additionally, Administration is the first point of contact for
residents, businesses and other departments and agencies. The program manages the administrative functions of the
department including invoice processing, Large Item Pick Up (LIPU) scheduling and coordination, trash and recycling
service calls, departmental communications, bid process administration, fleet work order administration, and Right-of-
Way permit processing.
Accomplishments
With staffing changes in 2016, Administration devoted a significant amount of time training new staff members and
cross-training existing staff. The vacancies provided an opportunity to evaluate the functions and responsibilities of the
division which resulted in a reclassification of the Administrative Coordinator position to an Administrative Supervisor
position.
Also in 2016, Administration implemented an electronic purchasing system with access to a bid solicitation network to
increase bid competition and increase exposure of Greenwood Village projects to new vendors and suppliers. The
system also provided the ability to competitively bid other services, whereas the previous system was specific to
construction-related projects. The division also led a project in partnership with Shared Technology Services and Parks,
Trails and Recreation to identify, competitively bid, and select a vendor to provide an enterprise asset management
system, with service request management and work management functionality. The first phase of the project began in
2016. Administration also led a pilot project in partnership with Administrative Services to provide supervisor training to
front-line staff interested in holding future leadership positions within the organization. The course was also offered to
current supervisors as a refresher to improve upon their existing leadership skills. Finally, the division managed the
competitive bidding and selection process for the Residential Trash and Recycling Collection Services agreement that
was set to expire at the end of 2016.
In public policy matters, Administration facilitated discussions with the Rural Colorado Local Improvement District (LID)
property homeowners and with utility companies to resolve outstanding issues regarding the project to underground
utilities in the district. The end result was a dissolution of the LID.
Goals/Objectives
In 2017, the Administration Program plans to complete the following:
Document the service request management process and assist the department in documenting work
management processes for each program.
Lead the implementation of the system for asset management, work management and service request
management.
Identify and centralize tasks and responsibilities that are administrative in nature and currently performed in
other programs that could be more effectively performed in Administration. This will provide departmental
consistency and increase capacity for the programs to focus on their core functions.
Continue working with the Administrative Services Department to identify additional training and career
development opportunities.
Work with the City Clerk’s office to adopt the City’s overall records management protocols and assist in the
implementation of the records management system as it relates to Public Works.
157

ADMINISTRATION
Outcome Measures
2014 2015 2016 2017
Actual Actual Estimate Target
Percent of departmental objectives achieved. 76 85 71 100
Service Level Indicators
2014
Actual
2015
Actual
2016
Estimate
Number of Large-Item-Pick-Up requests taken 2,127 3,202 4,700
Number of Roads service calls taken 95 116 90
Number of Transportation Services calls taken 88 97 110
Number of Trash and Recycling calls taken 187 182 235
Number of Electronic and Appliance Waste calls taken 260 425 590
Number of Environmental Services calls taken 31 54 65
Number of Parks, Trails & Recreation calls taken 154 148 190
Number of other Village department calls taken 176 170 220
Number of Fleet work orders entered 959 881 855
Number of Right-of-Way permits processed 235 224 220
Number of invoices processed 4,196 3,799 4,050
Number of GV website Report-A-Concern request taken 61 83 95
158

ADMINISTRATION
Expenditure Detail
2015
Audited
Actuals
2016
Amended
Budget
2017
Adopted
Budget
% Change
Personnel
Regular Wages $ 345,258 $ 364,374 $ 374,222 2.70%
Longevity Service Award 2,281 2,198 1,783 -18.88%
Overtime Wages 17 2,280 1,520 -33.33%
Communication Allowance 420 420 840 100.00%
Vehicle Allowance - 3,600 3,600 0.00%
Social Security 18,977 20,656 21,044 1.88%
Medicare 4,965 5,256 5,419 3.10%
Unemployment Insurance - 1,457 - -100.00%
Workers Compensation 548 556 494 -11.15%
Retirement Contributions 19,966 24,913 23,991 -3.70%
Medical Insurance 51,614 49,045 51,227 4.45%
Dental Insurance 2,481 2,357 2,700 14.55%
Insurance Waivers 1,752 2,175 2,175 0.00%
Life/AD&D Insurance 1,238 1,319 1,354 2.65%
Disability Insurance 1,069 1,131 1,160 2.56%
Total Personnel 450,586 481,737 491,529 2.03%
Purchased Services
Catering/Dining Services 512 - 500 100.00%
Telecommunication Services - 4,800 7,200 50.00%
Training/Education 4,788 7,400 12,150 64.19%
Dues/Memberships 1,093 2,350 2,315 -1.49%
Mileage/Travel 2 - - 0.00%
Total Purchased Services 6,395 14,550 22,165 52.34%
Supplies/Non-Capital Equipment
Office Supplies 2,069 500 500 0.00%
Operating Supplies 1,762 2,150 2,150 0.00%
Uniforms/Safety Equipment - 100 100 0.00%
Total Supplies/Non-Capital Equipment 3,831 2,750 2,750 0.00%
Total Expenditures $ 460,812 $ 499,037 $ 516,444 3.49%
159

ADMINISTRATION
Variance Justification
Personnel (-$9,792): The categories that are directly controlled at the department level are overtime and
communication allowance.
Overtime (-$760): In prior years, the overtime worked by Public Works employees for special events
was charged to Public Works Administration. New for 2016, the overtime will be charged to Parks, Trails
and Recreation special events.
Communication Allowance (+$420): The addition is due to a transition in responsibilities for the
Management Analyst to respond to after-hours service requests that are related to Public Works.
Purchased Services (+$7,615):
Catering/Dining Services (+$500): The increase is due to reinstating the expenditure after it was cut
in 2016. It is used for refreshments that are served to host public meetings and other department hosted
events.
Telecommunications Services (+$2,400): The increase is due to the addition of data plans for four
crew-based mobile devices that will be used as part of the implementation of the asset management
system.
Training/Education (+$4,750): $4,000 of the increase accounts for the Director and Management
Analyst to attend the annual ICMA conference. The remaining $750 is due to an increase in the number
of attendees for an annual conference on workplace safety from two attendees in 2016 to five in 2017.
Dues/Membership (-$35): This slight decrease is due to the reduction of notary licenses for
administrative staff. This is a service that is rarely requested.
160

ENVIRONMENTAL SERVICES
Statement of Purpose
The Environmental Services Program assures proper conveyance of storm water, management of single family solid
waste, and protection of air and water quality.
Description
The Environmental Services Program is responsible for managing approximately 49 miles of storm sewer pipe, 11 wet
ponds, 26 water quality facilities, seven miles of master drainage ways, and the Colorado Discharge Permit System
(CDPS) Municipal Separate Storm Sewer System (MS4) permit. The program is also responsible for the concrete
replacement program. The Sweeping Program assures that the 224 lane miles of paved roadways are swept in
compliance with Village requirements. The program is also responsible for the residential trash and recycling program,
large item pick-up, and household hazardous waste services.
Accomplishments
In 2016, remaining work associated with the first phase of the maintenance facility improvements was completed. This
consisted of final move-in to the new fleet maintenance building and minor renovations to the existing maintenance
building to accommodate repurposing of the vacated space and installation of the PTR paint booth. The RFP for design
of the second phase of the maintenance facility improvements was also issued. Additional projects completed in 2016
included drainage improvements along South Jasmine Street and South Ivy Court, the storm sewer lining project, and
a sinkhole repair at Syracuse and Greenwood Plaza Boulevard. Design of the permanent repair at the Parkside Pond
sinkhole was completed, changes associated with the new cycle of the MS4 permit were implemented, and interim
maintenance activities at Greenwood Gulch from Holly to the High Line Canal were performed. Staff also incorporated
a new regenerative air sweeper and automatic vehicle locating system into the sweeping fleet and evaluated
performance and efficiency benefits of these new technologies.
Goals/Objectives
In 2017, the program plans to complete the following:
Design of Phase 2 of the Maintenance Facility Redesign & Construction Project
Design of the Goldsmith Gulch (Orchard Road at Silo Park) Culvert Replacement Project (in partnership with
UDFCD)
Design of the Greenwood Gulch – Holly to High Line Canal Drainage Improvements (in partnership with
UDFCD)
Goldsmith Gulch Master Drainage Plan and FHAD Update (in partnership with UDFCD)
Design and construction of the Belleview Avenue and Clarkson Street Drainage Improvements (delayed from
2016 due to utility conflicts)
Design of the Bridgewater Ponds Improvements
Construction of the Parkside Pond Inlet Replacement Project
Outcome Measures
2014
Actual
2015
Actual
2016
Estimate
2017
Target
Number of property damage incidents due to Village drainage systems. 0 0 0 0
Percent of respondents who rated the cleanliness of Village creeks,
streams and drainage ways as Good or Excellent as measured by Citizen 87 N/A 90 N/A
Survey.
Percent of CDPS compliance requirements met. 100 100 100 100
Number of accidents or claims due to roadway debris. 0 0 0 0
Percent of surveyed participants who rated the Large Item Pickup service
as Good or Excellent.
92 93 95 95
Percent of respondents rating Household Hazardous Waste Pickup as
Good to Excellent as measured by survey cards.
97 95 95 95
161

ENVIRONMENTAL SERVICES
Service Level Indicators
2014
Actual
2015
Actual
2016
Estimate
Number of Large Item Pick Ups Completed 2,058 2,500 3,450
Volume of Debris Collected (Cubic Yards) 2,080 2,878 2,700
Volume of Wood Recycling (Cubic Yards) 3,007 3,611 4,600
Miles of streets swept 7,303 7,400 6,800
Debris picked up during street sweeping (Cubic Yards) 1,495 1,651 1,100
162

ENVIRONMENTAL SERVICES
Expenditure Detail
2015
Audited
Actuals
2016
Amended
Budget
2017
Adopted
Budget
% Change
Personnel
Regular Wages $ 1,324,108 $ 860,807 $ 906,339 5.29%
Longevity Service Award 22,498 14,573 14,950 2.59%
Overtime Wages 11,733 9,935 9,935 0.00%
Clothing Allowance 4,000 2,350 2,400 2.13%
Communication Allowance 2,625 1,950 2,160 10.77%
Social Security 84,533 53,965 56,680 5.03%
Medicare 19,769 11,467 12,076 5.31%
Unemployment Insurance - 3,443 - -100.00%
Workers Compensation 41,858 24,287 26,130 7.59%
Retirement Contributions 102,964 67,366 65,076 -3.40%
Medical Insurance 225,027 131,607 138,975 5.60%
Dental Insurance 10,301 5,805 6,974 20.14%
Insurance Waivers 2,817 1,700 2,900 70.59%
Life/AD&D Insurance 4,078 3,117 3,279 5.20%
Disability Insurance 4,063 2,668 2,809 5.28%
Total Personnel 1,860,374 1,195,040 1,250,683 4.66%
Purchased Services
Professional Services 6,702 21,500 41,500 93.02%
Contracted Services 22,431 28,490 26,570 -6.74%
Catering/Dining Services 50 - - 0.00%
Repair/Maintenance Services 87,236 56,620 67,120 18.54%
Disposal/Recycling Services 786,765 765,078 801,713 4.79%
Telecommunication Services 3,168 1,536 1,536 0.00%
Training/Education 8,212 11,550 10,750 -6.93%
Dues/Memberships 1,213 1,750 2,000 14.29%
Mileage/Travel 74 - - 0.00%
Rentals/Leases 66,099 11,220 11,220 0.00%
Total Purchased Services 981,950 897,744 962,409 7.20%
Supplies/Non-Capital Equipment
Operating Supplies 85,349 28,450 60,379 112.23%
Non-Capital Equipment 38,465 35,064 3,135 -91.06%
Uniforms/Safety Equipment 11,141 7,290 7,350 0.82%
Water/Sewer 4,920 5,046 5,910 17.12%
Fuel/Propane 242 - - 0.00%
Total Supplies/Non-Capital Equipment 140,117 75,850 76,774 1.22%
Total Expenditures $ 2,982,441 $ 2,168,634 $ 2,289,866 5.59%
Variance Justification
Personnel (+$55,643): In 2016, a part-time employee was filling the position of a previously approved full-time
position. $30,000 of the variance in this account reflects adjusting the 0.5 vacancy to its originally approved 1.0
FTE.
163

ENVIRONMENTAL SERVICES
Communication Allowance (+$210): Variances in the Communications Allowance and
Telecommunications accounts are due to the 0.5 position vacancy utilizing half the allowance. With the
position now budgeted for the approved 1.0 FTE, the communication will now also be increased to the
full allowance.
Purchased Services (+$64,665):
Professional Services (+$20,000): The increase is due to a one-time expenditure for the Village
contribution to the Goldsmith Gulch West Tributary Master Drainage Plan and Flood Hazard Area
Delineation.
Contracted Services (-$1,920): The reductions in this account are due to eliminating the expenditure
for sand-oil separators that are no longer used and for removing a line item for waste oil that is now
appropriately budgeted in Fleet Services. The additional variance is due to a $720 decrease in the
monthly licensing fee for Automated Vehicle Location service from $40 per sweeper per month to $30.
The 2016 monthly licensing included installation.
Repair/Maintenance Services (+$10,500): The variance is due to increasing the vacuum truck and
video inspection services for storm sewer lines from $2,000 to $10,000 to account for a more aggressive
approach to facility condition assessment. Also increased is the budget for noise wall maintenance from
$2,500 in 2016 to $5,000 in 2017 as the Village noise walls are aging and costing more to maintain.
Disposal/Recycling Services (+$36,635): The increase is due to the annual price increase for
contracted residential trash and recycling services. The increase is based on a formula utilizing the
Consumer Price Index. Also contributing to the variance in this account are costs associated with an
increase in the volume of branches and yard debris that the Village is collecting from residences. The
account includes budget for grinding the branches into mulch, for hauling fees and for recycling fees.
Training/Education (-$800): The decrease is due to an adjustment to historical actuals.
Dues/Memberships (+$250): The increase is due to a membership in a professional association for
water quality.
Supplies/Non-Capital Equipment (+$924):
Operating Supplies (+$31,929): The variance is due to moving funds from the non-capital equipment
account to operating supplies where they are more appropriately accounted. There is no net increase or
decrease.
Uniforms/Safety Equipment (+$60): Adjustment to the allocation of personal protective equipment to
reflect the department standard.
Non-Capital Equipment (-$31,929): See the above explanation for operating supplies.
Water/Sewer (+$864): The increase is due to an increase in fees from Southgate Water and Sanitation
District.
164

TRANSPORTATION
Statement of Purpose
The Transportation Services Program assures a safe, efficient, predictable and reliable movement of traffic in support
of the adopted Transportation Plan.
Description
The Transportation Services Program is responsible for managing the transportation systems throughout the Village.
The program evaluates long range transportation planning in collaboration with various departments and agencies with
a focus on development of multi-modal transportation systems. The program operates and maintains the traffic control
devices, including 48 traffic signals and just over 4,000 signs throughout the Village. The program also maintains the
pavement markings on the 224 paved lane miles. The program also manages Capital Improvement Program projects
and participates in the review of new developments.
Accomplishments
In 2016, the program continued to participate in the I-25/Arapahoe Interchange project with completion of the design
and the kick-off of construction. The program also provided the day to day coordination of the public improvements
being built as part of the Village Center DTC (Koelbel) development project. 2016 continued the sign replacement
program based on Federal traffic safety requirements, and will also assure visibility and a well-maintained appearance.
Over 500 signs were replaced from Long Lane to Monaco Street and from Belleview to Orchard Road. With the traffic
signal technician moving in-house, the Bridgewater decorative entrance lights CIP project was completed in-house
resulting in a savings of $10,000 dollars. The technician also focused on improving the appearance of the traffic signals
by updating the lighted street name panels and replacing faded components.
Goals/Objectives
In 2017, the program plans to complete the following:
Update the Village Transportation Plan to compliment the recently updated Comprehensive Plan (continued
from 2016).
Continue to lead Village participation in the I-25/Arapahoe Interchange project.
Lead the design and construction of a northbound right turn lane at Belleview Avenue and Holly Street.
Lead the Belleview/I-25 Environmental Study
Complete the re-wiring of two traffic signals. Through the years, the wiring has become compromised and
during weather events the signals go into flash frequently.
Continue the sign replacement program to assure visibility and a well-maintained appearance. The
replacement is expected to cover from Monaco Street to I-25 and from Belleview Avenue to Caley Avenue.
165

TRANSPORTATION
Outcome Measures
2014
Actual
2015
Actual
2016
Estimate
2017
Target
Percent of signals in I-25 corridor area during peak periods operating at a
delay of less than 56 seconds
74 74 83 1 83
Percent of respondents rating efficiency of traffic signals at intersections
as Good or Excellent as measured by Citizen Survey.
During non-rush hour times. 84 N/A 90 N/A
During rush hour times. 52 N/A 60 N/A
1
Orchard/Willow and Yosemite/Caley intersection improvements in 2016
Service Level Indicators
2014
Actual
2015
Actual
2016
Estimate
Number of signals in flash 14 32 20
Average time to repair signals (business hours) 0.5 Hours 0.5 Hours 0.5 Hours
Average time to repair signals (after-hours) 6 Hours 2 Hours 1 Hour
Vehicle detector failures 1 4 6
Pedestrian detector failures 3 2 3
New signs installed 26 27 50
Number of signs repaired 184 95 100
Number of signs replaced 253 582 700
Number of advertisement signs removed 290 315 300
166

TRANSPORTATION
Expenditure Detail
2015
Audited
Actuals
2016
Amended
Budget
2017
Adopted
Budget
% Change
Personnel
Regular Wages $ 211,611 $ 626,161 $ 630,620 0.71%
Longevity Service Award 1,400 7,255 5,685 -21.64%
Overtime Wages 1,299 4,760 4,760 0.00%
Clothing Allowance 400 1,600 1,600 0.00%
Communication Allowance 1,015 2,220 1,800 -18.92%
Social Security 13,061 38,700 38,959 0.67%
Medicare 3,055 9,052 9,113 0.67%
Unemployment Insurance - 2,503 - -100.00%
Workers Compensation 608 13,352 14,530 8.82%
Retirement Contributions 14,466 44,898 41,877 -6.73%
Medical Insurance 38,544 108,891 98,200 -9.82%
Dental Insurance 1,866 5,321 5,092 -4.30%
Insurance Waivers - 1,200 1,200 0.00%
Life/AD&D Insurance 531 2,268 2,279 0.49%
Disability Insurance 637 1,941 1,955 0.72%
Total Personnel 288,493 870,122 857,670 -1.43%
Purchased Services
Professional Services 21,326 50,000 10,000 -80.00%
Repair/Maintenance Services 214,827 250,500 238,500 -4.79%
Telecommunication Services 206 1,112 1,712 53.96%
Training/Education 2,970 8,000 8,000 0.00%
Dues/Memberships 644 2,045 2,045 0.00%
Rentals/Leases - 850 850 0.00%
Total Purchased Services 239,973 312,507 261,107 -16.45%
Supplies/Non-Capital Equipment
Operating Supplies 58,840 160,350 160,350 0.00%
Non-Capital Equipment - 2,175 8,575 294.25%
Uniforms/Safety Equipment 441 4,350 4,000 -8.05%
Gas/Electricity 223,021 250,000 255,000 2.00%
Total Supplies/Non-Capital Equipment 282,302 416,875 427,925 2.65%
Total Expenditures $ 810,768 $ 1,599,504 $ 1,546,702 -3.30%
167

TRANSPORTATION
Variance Justification
Personnel (-$12,452): The variances in this account that were directly impacted by the program were a $420
decrease in the communications allowance account due to a transition from an employee selecting a stipend for
cell phone service rather than choosing a city-issued cell phone.
Purchased Services (-$51,400):
Professional Services (-$40,000): The variance is due to a one-time budget appropriation in 2016 of
$40,000 for updating the Village Transportation Plan.
Repair/Maintenance Services (-$12,000): The decrease is due to transitioning the traffic signal
technician operations and bucket truck in-house, which minimizes the reliance on contractors to provide
repair and maintenance services.
Telecommunication Services (+$600): The variance accounts for two city-issued cell phones. Two
positions opted for the city-issued phones over the allowance.
Supplies/Non-Capital Equipment (+$11,050):
Non-Capital Equipment (+$6,400): The increase is due to one-time purchases for the traffic signal
bucket truck. $1,500 is for the purchase of a generator to be used as a source of temporary power during
power outages. The remaining $4,900 is for the purchase of an inverter to connect various power tools
and equipment when electric service is not available in the field.
Uniforms/Safety Equipment (-$350): The decrease is due to adjustments in uniform allowances.
Gas/Electricity (+$5,000): The difference over prior year is due to the increased electricity required to
power eighteen more street lights and a new traffic signal.
168

SNOW & ICE CONTROL
Statement of Purpose
The Snow and Ice Control Program assures roadways are safe and accessible during and after snow events.
Description
Snow and Ice Control operations are implemented based on established first and second priority roadways for the 224
paved lane miles in the Village. The program monitors weather conditions, including air and pavement temperature,
type and rate of precipitation, and weather forecasts for the most effective and proactive utilization of resources, and
alters operations as conditions change. The program typically utilizes multiple types of equipment, including twelve
snow plow trucks for de-icing, snow plowing, and post storm operations.
Accomplishments
In 2016, over 40,000 miles were driven during snow and ice control operations over the Village’s 224 paved lane miles
for the 26 snow events. Operations utilized over 3,000 tons of de-icing/traction material. Ice removal in neighborhoods
continued to be a proactive focus in 2016, minimizing the need to “bust” ice. The program implemented an automated
vehicle locating system in the Fall of 2016 to help manage the resources used during snow and ice events.
Goals/Objectives
In 2017, the program plans to complete the following:
Continue to monitor and evaluate training opportunities, material types, application rates, and utilization of
resources.
Outcome Measures
Percent of respondents rating on how well the Village streets are cleared
during a snowstorm as good to excellent as measured by Citizen Survey.
2014
Actual
2015
Actual
2016
Estimate
2017
Target
89 N/A 90 N/A
Service Level Indicators
2014
Actual
2015
Actual
2016
Estimate
Number of storms 21 26 16
Tons of material used 2,292 3,041 2,000
Number of lane miles driven 33,806 41,097 28,000
Snowfall (inches) 48 92 70
169

SNOW & ICE CONTROL
Expenditure Detail
2015
Audited
Actuals
2016
Amended
Budget
2017
Adopted
Budget
% Change
Personnel
Overtime Wages $ 98,755 $ 60,000 $ 60,000 0.00%
Social Security 445 3,720 3,720 0.00%
Medicare 104 870 870 0.00%
Workers Compensation - 2,003 2,003 0.00%
Total Personnel 99,304 66,593 66,593 0.00%
Purchased Services
Professional Services 8,835 5,000 5,000 0.00%
Contracted Services - 6,240 4,680 -25.00%
Catering/Dining Services 382 500 500 0.00%
Repair/Maintenance Services - 5,000 5,000 0.00%
Training/Education 790 4,935 4,935 0.00%
Total Purchased Services 10,007 21,675 20,115 -7.20%
Supplies/Non-Capital Equipment
Operating Supplies 271,497 235,500 244,180 3.69%
Total Supplies/Non-Capital Equipment 271,497 235,500 244,180 3.69%
Total Expenditures $ 380,808 $ 323,768 $ 330,888 2.20%
Variance Justification
Purchased Services (-$1,560):
Contracted Services (-$1,560): The variance is due to a reduction in cost for the Automated Vehicle
Location (AVL) system of $40 per truck in 2016 to $30 per truck in 2017. The 2016 cost included
installation whereas the 2017 cost only includes annual licensing.
Supplies/Non-Capital Equipment (+$8,680):
Operating Supplies (+$8,680): The variance is due to an increase in the tonnage of material ordered
to maintain an adequate inventory. With the completion of the snow and ice material storage building
and its increased capacity, the program is able to stock a sufficient amount of material to meet the
demands of the service without experiencing shortfalls.
170

ROADS
Statement of Purpose
The Roads Services Program assures safe, available and well-maintained roadways and trails, and safe and efficient
use of rights-of-way.
Description
The Roads Program is responsible for the quality of the 224 lane miles of pavement, issuance and management of
Right-of-Way (ROW) permits, inspection of new development construction, and management of Capital Improvement
Program projects.
Accomplishments
In 2016, the program applied a variety of treatment strategies to approximately 24 lane miles of pavement. These
included 10.8 lane miles of chip or slurry seals and 9.6 lane miles of rejuvenator treatment. Bids were received for the
Long Road Reconstruction and Holly Street Intersection reconstruction, both of which had low participation with prices
50% over the Village estimate. Based on the results, the projects will be rebid in late 2016 for a 2017 construction
schedule. The program also managed the rehabilitation of the Yosemite bridge vehicular box culvert and the Yosemite
Bridge Rail Study. Two experimental sample segments of new gravel road material was placed on Garden Avenue west
of Colorado Boulevard to evaluate their performance. Finally, the program managed the construction of utilities placed
within the ROW through the issuance of approximately 260 ROW permits.
In-house crews repaired 1,400 linear feet of severe transverse cracks in Canon Villas using 60 tons of hot mix asphalt.
Goals/Objectives
In 2017, the program plans to complete the following:
The construction phase of Long Road reconstruction
The construction phase of Holly Street intersection rehabilitation
13.5 lane miles of preservation treatment
8.7 lane miles of rehabilitation
1,375 linear feet of trail rehabilitation
Design and construction of one quarter of the gravel roads
Management of 250 ROW permits.
Outcome Measures
2014
Actual
2015
Actual
2016
Estimate
2017
Target
Roadway Average Network Pavement Condition Index (PCI)*. 81 81 79 80
Percent respondents that rated quality and smoothness of Village
roadways as Good or Excellent as measured by Citizen Survey. **
93 N/A 90
Service Level Indicators
2014
Actual
2015
Actual
2016
Estimate
Lane miles of pavement rated for Paver database 16 65 63
Number of pavement failure repairs (potholes) 133 392 330
Tons of crack seal/mastic placed 21 3 3.5
Number of concrete drainage pan failures repaired 43 88 115
Total number of ROW permits issued 235 280 260
ROW permit revenue $76,500 $139,742 $109,884
Number of Major ROW permits issued 19 22 20
Number of Minor ROW permits issued 216 258 240
171

ROADS
Expenditure Detail
2015
Audited
Actuals
2016
Amended
Budget
2017
Adopted
Budget
% Change
Personnel
Regular Wages $ 409,099 $ 624,171 $ 592,513 -5.07%
Seasonal/Temporary Wages 2,682 4,800 - -100.00%
Longevity Service Award 4,170 6,575 6,140 -6.62%
Overtime Wages 19,824 35,180 35,180 0.00%
Clothing Allowance 700 1,500 1,450 -3.33%
Communication Allowance 1,260 1,440 1,440 0.00%
Social Security 26,185 41,004 38,541 -6.01%
Medicare 6,127 9,589 9,076 -5.35%
Unemployment Insurance - 2,515 - -100.00%
Workers Compensation 4,875 14,650 13,435 -8.29%
Retirement Contributions 26,566 48,420 45,885 -5.24%
Medical Insurance 58,706 89,434 74,285 -16.94%
Dental Insurance 2,758 4,062 3,587 -11.69%
Life/AD&D Insurance 1,337 2,257 2,143 -5.05%
Disability Insurance 1,246 1,935 1,838 -5.01%
Total Personnel 565,535 887,532 825,513 -6.99%
Purchased Services
Professional Services 11,853 28,500 6,000 -78.95%
Contracted Services - 7,480 7,480 0.00%
Catering/Dining Services 43 - - 0.00%
Repair/Maintenance Services 3,509 4,000 10,000 150.00%
Telecommunication Services 412 1,536 1,536 0.00%
Training/Education 3,520 8,300 10,300 24.10%
Dues/Memberships 1,566 1,850 1,850 0.00%
Rentals/Leases - 4,500 6,000 33.33%
Total Purchased Services 20,903 56,166 43,166 -23.15%
Supplies/Non-Capital Equipment
Operating Supplies 3,727 43,110 42,310 -1.86%
Non-Capital Equipment 540 7,550 - -100.00%
Uniforms/Safety Equipment 609 4,005 4,350 8.61%
Total Supplies/Non-Capital Equipment 4,876 54,665 46,660 -14.64%
Total Expenditures $ 591,314 $ 998,363 $ 915,339 -8.32%
172

ROADS
Variance Justification
Personnel (- $62,019): The variance in this category that is directly impacted by the program is a reduction of
$4,800 in temporary wages for a former employee to assist with a one-time project.
Purchased Services (-$13,000):
Professional Services (-$22,500): The 2016 budget included a one-time expenditure for the Yosemite
Street overpass.
Repair/Maintenance Services (+$6,000): The additional budget in this account will permit staff to make
immediate repairs to damaged infrastructure.
Training/Education (+$2,000): The increase is due to the addition of grader training for the roads crew.
Rentals/Leases (+$1,500): The variance is due to an increase in cost of $500 per week for the rental
of various pieces of small equipment.
Supplies/Non-Capital Equipment (-$8,005):
Operating Supplies (-$800): The variance in this account is due to materials that were needed in 2016
for rental of a mastic applicator machine, and adjustments to quantities realized in 2016.
Non-Capital Equipment (-$7,550): The variance in this account is due to moving purchases that were
previously reflected in this account to the operating supplies account where they are more appropriately
budgeted.
Uniforms/Safety-Equipment (+$345): The variance in this account is due to an adjustment in the
budget amount allocated for personal protective equipment that is consistent with the department.
173

FLEET MANAGEMENT
Statement of Purpose
The Fleet Management Program assures the availability of safe, reliable, and appropriate vehicles and equipment in a
manner that contributes to successful Village outcomes.
Description
Fleet Management is responsible for maintaining 249 vehicles and equipment for all Village departments.
Accomplishments
In 2016, Fleet Management continued to provide a preventative maintenance and safety inspection program on all
vehicles and equipment. Fleet Management replaced five patrol units, one inspector vehicle for Community
Development, one medium duty dump truck, one sweeper, two snow removal dump trucks, a wing addition for an
existing tractor, one forklift, and an aqueous parts washer and tool box for the Fleet mechanics
In 2016, staff completed the final phase of a three phase project to replace police radios. Staff was able to move
operations to the new Fleet Maintenance facility with minimal disruption to Village operations. During the year, three
vehicles were damaged beyond repair and replaced; a tandem axle dump truck developed a crack in the frame, and
two patrol vehicles that suffered damage.
Goals/Objectives
In 2017, Fleet Management plans to complete the following:
Develop, in partnership with other departments, a replacement plan for vehicles to assure safe, appropriate,
and reliable equipment for operations.
As part of the 2017 replacement plan:
o Add an additional Detective vehicle in PD.
o Replace one Police Admin vehicle, replace one crime scene Police utility vehicle.
o Replace two vehicles in the Environment program.
o Replace four vehicles in the Developed Parks program.
o Replace one vehicle in the Streetscapes program.
o Replace three vehicles in the Snow and Ice program, one single and one tandem axle dump truck and
a backhoe loader.
o Replace one vehicle in the Roads program.
o Replace the large item pick up grapple truck.
Outcome Measures
2014
Actual
2015
Actual
2016
Estimate
2017
Target
Number of accidents attributable to maintenance. 0 0 0 0
Percent of time vehicles available for use as measured by Fleet
Management system.
96 97 97 96
Percent of respondents rating Fleet Management as Good or Excellent
as measured by Department Survey.
97 97 96 95
174

FLEET MANAGEMENT
Service Level Indicators
2014
Actual
2015
Actual
2016
Estimate
Number of vehicles in the fleet 140 141 141
Number of equipment pieces in the fleet ( loaders, trailers, backhoes,
tractors)
108 108 108
Tech hours working on equipment 4,812 4,026 5,321
Number of work orders (repairs) 624 939 887
Out-sourced repair and maintenance expenditures $133,600 $158,790 $219,000
Preventative Maintenance 351 354 282
Non-Preventative Maintenance 273 585 605
175

FLEET MANAGEMENT
Expenditure Detail
2015
Audited
Actuals
2016
Amended
Budget
2017
Adopted
Budget
% Change
Personnel
Regular Wages $ 369,526 $ 379,740 $ 377,292 -0.64%
Longevity Service Award 4,840 5,085 4,375 -13.96%
Overtime Wages 2,588 3,010 2,800 -6.98%
Clothing Allowance 100 100 100 0.00%
Communication Allowance 540 540 540 0.00%
Social Security 23,109 23,691 23,210 -2.03%
Medicare 5,405 3,946 3,782 -4.16%
Unemployment Insurance - 1,518 - -100.00%
Workers Compensation 6,846 7,766 7,865 1.27%
Retirement Contributions 25,374 27,066 23,758 -12.22%
Medical Insurance 52,367 49,760 62,292 25.18%
Dental Insurance 2,380 2,260 3,078 36.19%
Insurance Waivers 1,450 1,450 - -100.00%
Life/AD&D Insurance 1,111 1,376 1,364 -0.87%
Disability Insurance 1,131 1,177 1,170 -0.59%
Total Personnel 496,767 508,485 511,626 0.62%
Purchased Services
Professional Services 77 - - 0.00%
Contracted Services 1,611 2,584 2,584 0.00%
Repair/Maintenance Services 170,121 129,100 268,262 107.79%
Disposal/Recycling Services - 1,100 1,100 0.00%
Telecommunication Services 1,001 768 768 0.00%
Training/Education 149 1,250 1,250 0.00%
Dues/Memberships 729 875 875 0.00%
Rentals/Leases - 650 1,000 53.85%
Total Purchased Services 173,688 136,327 275,839 102.34%
Supplies/Non-Capital Equipment
Office Supplies 151 - - 0.00%
Operating Supplies 177,655 169,450 179,450 5.90%
Non-Capital Equipment 98,160 96,100 30,475 -68.29%
Uniforms/Safety Equipment 3,478 5,315 6,550 23.24%
Fuel/Propane 199,500 277,600 250,100 -9.91%
Total Supplies/Non-Capital Equipment 478,944 548,465 466,575 -14.93%
Capital Outlay
Capital Equipment 889,370 1,304,000 1,356,250 4.01%
Total Capital Outlay 889,370 1,304,000 1,356,250 4.01%
Total Expenditures $ 2,038,769 $ 2,497,277 $ 2,610,290 4.53%
176

FLEET MANAGEMENT
Variance Justification
Personnel (+$3,141): The account in this category that was directly impacted by the program was a decrease
in overtime by $210 to better reflect historical spending.
Purchased Services (+$139,512):
Repair/Maintenance Services: (+$139,162): The variance is due to a $45,000 increase in outsourced
repair services of vehicles and phase one of a three phase project to repaint 14 vehicles at a cost of
$88,000. Also added was $6,162 to rewire long gun rack locks to prevent activation without a key.
Rentals/Leases (+$350): The increase is due to adding van rentals for Village operations.
Supplies/Non-Capital Equipment (-$81,890):
Operating Supplies (+$10,000): The variance is due to general increases in costs for parts for village
equipment.
Non-Capital Equipment (-$65,625): The variance is due to a one-time cost for Police Department
vehicle replacement radios that were budgeted in 2016, but not in 2017.
Uniforms/Safety Equipment (+$1,235): The variance is due to an increase in the cost of employee
uniforms. The program is providing employees with reflective outerwear for safety.
Fuel/Propane (-$27,500): In 2016, fuel was budgeted at $2.50 per gallon for 110,000 gallons. In 2017,
the program reduced the number to $2.25 per gallon for 110,000 gallons to reflect the fuel cost reduction
forecast.
Capital Outlay (+$52,250): The increase in Capital Outlay is associated with the replacement of Village vehicles
and equipment. This varies from year-to-year based on utilization, repair needs, and reliability.
177

178

SEWER GENERAL IMPROVEMENT DISTRICT #1 FUND FINANCIAL SUMMARY
2015
Audited
Actuals
2016
Amended
Budget
2017
Adopted
Budget
% Change
Revenue:
Taxes & Assessments $ 84,767 $ 98,848 $ 102,000 3.19%
Investment Earnings 1,000 1,754 9,000 413.11%
Total Revenue 85,767 100,602 111,000 10.34%
Expenditures:
Purchased Services 16,570 102,000 101,500 -0.49%
Supplies/Non-Capital Equipment 55,056 20,000 20,000 0.00%
Total Expenditures 71,626 122,000 121,500 -0.41%
Excess/(Deficiency) of Revenues
Over Expenditures 14,141 (21,398) (10,500) -50.93%
Net Change In Fund Balance: 14,141 (21,398) (10,500) -50.93%
Cumulative Fund Balance
Beginning Fund Balance 1,168,254 1,182,395 1,160,997 -1.81%
Ending Fund Balance 1,182,395 1,160,997 1,150,497 -0.90%
Less Restrictions, Commitments, & Assignments:
SGID #1 Restriction 1,182,395 1,160,997 1,150,497 -0.90%
Unassigned Fund Balance $ - $ - $ - 0.00%
Note: In 2016, the City entered into an intergovernmental agreement with the Southgate Sanitation District (“Southgate”).
If approved by voters, the agreement will result in the dissolution of the Sewer General Improvement District and transfer
of all assets and operations to Southgate. As the election will not occur until after the development of the annual budget,
the City has opted to forecast and appropriate funds in a manner consistent with the continued operations of the District.
Should the dissolution and transfer be approved and ratified, the City will amend the budget accordingly.
179

SEWER GENERAL IMPROVEMENT DISTRICT #1 FUND FINANCIAL SUMMARY
Revenues, Expenditures & Fund Balance
$1,400,000
$1,200,000
$1,000,000
$800,000
$600,000
$400,000
$200,000
$-
2015
Audited
Actuals
2016
Amended
Budget
2017
Adopted
Budget
Total Revenue Total Expenditures Ending Fund Balance
Total Revenue by Category
Taxes &
Assessments
92%
Investment Earnings
8%
Total Expenditures by Category
Purchased Services
84%
Supplies/Non-Capital
Equipment
16%
180

SEWER GENERAL IMPROVEMENT DISTRICT #1 FUND REVENUE DETAIL
2015
Audited
Actuals
2016
Amended
Budget
2017
Adopted
Budget
% Change
Taxes & Assessments
Property Tax $ 78,829 $ 92,467 $ 95,000 2.74%
Specific Ownership Tax 5,938 6,381 7,000 9.70%
Total Taxes & Assessments 84,767 98,848 102,000 3.19%
Investment Earnings
Investment Earnings 1,000 1,754 9,000 413.11%
Total Investment Earnings 1,000 1,754 9,000 413.11%
Total Revenues $ 85,767 $ 100,602 $ 111,000 10.34%
181

SEWER GENERAL IMPROVEMENT DISTRICT #1 FUND EXPENDITURE DETAIL
2015
Audited
Actuals
2016
Amended
Budget
2017
Adopted
Budget
% Change
Purchased Services
Contracted Services $ 1,182 $ 2,000 $ 1,500 -25.00%
Repair/Maintenance Services 15,388 100,000 100,000 0.00%
Total Purchased Services 16,570 102,000 101,500 -0.49%
Supplies/Non-Capital Equipment
Water/Sewer 55,056 20,000 20,000 0.00%
Total Supplies/Non-Capital Equipment 55,056 20,000 20,000 0.00%
Total Expenditures $ 71,626 $ 122,000 $ 121,500 -0.41%
182

CAPITAL PROJECTS FUND FINANCIAL SUMMARY
2015
Audited
Actuals
2016
Amended
Budget
2017
Adopted
Budget
% Change
Revenue:
Taxes & Assessments $ 4,398,951 $ 5,224,163 $ 5,038,000 -3.56%
Intergovernmental 1,959,059 4,385,176 1,563,000 -64.36%
Investment Earnings 14,561 7,598 120,000 1479.36%
Total Revenue 6,372,571 9,616,937 6,721,000 -30.11%
Expenditures:
Purchased Services 842 1,500 1,000 -33.33%
Capital Outlay 12,990,703 19,914,369 10,033,667 -49.62%
Miscellaneous Expenditures - 2,618,097 - -100.00%
Total Expenditures 12,991,545 22,533,966 10,034,667 -55.47%
Excess/(Deficiency) of Revenues
Over Expenditures (6,618,974) (12,917,029) (3,313,667) -74.35%
Other Financing Sources/(Uses):
Transfers In/(Out) 1,212,527 5,057,782 5,382,645 6.42%
Sale of Capital Assets 1,600,000 - - 0.00%
Total Other Financing Sources/(Uses) 2,812,527 5,057,782 5,382,645 6.42%
Net Change In Fund Balance: (3,806,447) (7,859,247) 2,068,978 -126.33%
Cumulative Fund Balance
Beginning Fund Balance 20,679,454 16,873,007 9,013,760 -46.58%
Ending Fund Balance 16,873,007 9,013,760 11,082,738 22.95%
Less Restrictions, Commitments, & Assignments:
Open Space Tax Restriction 1,310,471 87,618 168,618 92.45%
Lottery Proceeds Restriction 113,902 61,379 55,379 -9.78%
Capital Project Commitment 8,714,203 2,648,429 2,063,607 -22.08%
Open Space Acquisition Assignment 291,334 391,334 491,334 25.55%
Maintenance Facility Phase II Assignment 3,825,000 5,825,000 7,825,000 34.33%
Development Rebate Assignment 2,618,097 - 478,800 100.00%
Unassigned Fund Balance $ - $ - $ - 0.00%
183

CAPITAL PROJECTS FUND FINANCIAL SUMMARY
Revenues, Expenditures & Fund Balance
$25,000,000
$20,000,000
$15,000,000
$10,000,000
$5,000,000
$-
2015
Audited
Actuals
2016
Amended
Budget
2017
Adopted
Budget
Total Revenue Total Expenditures Ending Fund Balance
Total Revenue by Category
Intergovernmental
23%
Taxes &
Assessments
75%
Investment Earnings
2%
Total Expenditures by Category
Capital Outlay
100%
Miscellaneous
Expenditures
0%
Purchased Services
0%
184

CAPITAL PROJECTS FUND REVENUE DETAIL
2015
Audited
Actuals
2016
Amended
Budget
2017
Adopted
Budget
% Change
Taxes & Assessments
Building Materials Use Tax $ 2,321,268 $ 3,116,762 $ 2,949,000 -5.38%
Occupational Privilege Tax 1,949,510 2,007,985 1,990,000 -0.90%
Special Assessments 84,262 74,416 74,000 -0.56%
Audit & Compliance 43,911 25,000 25,000 0.00%
Total Taxes & Assessments 4,398,951 5,224,163 5,038,000 -3.56%
Intergovernmental
Open Space Tax 333,736 344,694 381,000 10.53%
Lottery Proceeds 129,640 135,365 174,000 28.54%
Road & Bridge Tax 335,363 335,000 331,000 -1.19%
Motor Vehicle Registration 58,804 59,500 61,000 2.52%
Highway Users Tax 557,802 563,311 566,000 0.48%
Intergovernmental Agreements 509,994 337,500 50,000 -85.19%
Grant Proceeds 33,720 2,609,806 - -100.00%
Total Intergovernmental 1,959,059 4,385,176 1,563,000 -64.36%
Investment Earnings
Investment Earnings 14,561 7,598 120,000 1479.36%
Total Investment Earnings 14,561 7,598 120,000 1479.36%
Total Revenues $ 6,372,571 $ 9,616,937 $ 6,721,000 -30.11%
185

CAPITAL PROJECTS FUND EXPENDITURE DETAIL
2015
Audited
Actuals
2016
Amended
Budget
2017
Adopted
Budget
% Change
Purchased Services
Contracted Services $ 842 $ 1,500 $ 1,000 -33.33%
Total Purchased Services 842 1,500 1,000 -33.33%
Capital Outlay
Capital Improvement Projects 12,990,703 19,914,369 10,033,667 -49.62%
Total Capital Outlay 12,990,703 19,914,369 10,033,667 -49.62%
Miscellaneous Expenditures
Development Rebates - 2,618,097 - -100.00%
Total Miscellaneous Expenditures - 2,618,097 - -100.00%
Total Expenditures $ 12,991,545 $ 22,533,966 $ 10,034,667 -55.47%
186

CAPITAL IMPROVEMENT PROGRAM
Introduction
The City of Greenwood Village’s Capital Improvement Program (CIP) identifies and provides a summary of all planned
capital projects and corresponding funding sources for the ensuing five-year period. The 2017 budget includes $10.0
million in capital improvement projects. In order to be included in the CIP, a project must meet the following
requirements:
Total costs of the project are expected to meet or exceed $5,000.
The resulting project will have a useful life of more than one year.
The project will result in the creation of a new asset or significantly extend the useful life, value, and/or operational
capacity of an existing asset.
Capital improvement projects are funded through a variety of
sources including the use of restricted, committed, and
assigned revenues, debt financing, grant awards,
intergovernmental agreement proceeds and surplus operating
revenues. All available current and estimated future resources
were considered when identifying planned capital
improvements. The forecasted costs of each capital project
meet, but do not exceed, the limitations of the identified
funding sources.
The following pages provide a summary of the capital
improvement plan, a listing of capital projects, and lastly
individual project worksheets. The project worksheets
describe the project and identify all costs associated with the
project including any anticipated ongoing operating costs.
Operational & Maintenance Impacts
Costs related to a capital project that might have an impact on current and/or future operating budgets include additional
staff, maintenance, or contractor operations. The City assesses the expected operational impact of each capital
improvement project. Such assessments are established via the following key and are included in the individual project
details provided in this document.
Positive – The project will either generate some revenue to offset expenses or actually reduce continued operating
costs.
Negligible – The impact on operating expenditures is considered immaterial. It will generate less than $5,000 annually
in increased operating expenditures. Ongoing operations and maintenance can be managed with existing resources.
Slight – The impact on operating expenditures will fall between $5,001 and $20,000 annually. Additional overtime,
seasonal staff, purchased services, and/or equipment upgrades may be required to operate and maintain the capital
assets once completed.
Moderate – The impact on operating expenditures will fall between $20,001 and $50,000 annually. An additional staff
member and/or a piece of equipment may be required to operate and maintain the resulting capital asset.
High – The impact on operating expenditures will exceed $50,000 annually. Multiple additional staff, large equipment,
and/or purchased services may be required to operate and maintain the resulting capital asset.
187

FIVE-YEAR CAPITAL PROJECT SUMMARY
2016
Amended
Budget
2017
Adopted
Budget
2018
Forecast
2019
Forecast
2020
Forecast
2021
Forecast
Building Projects:
Maintenance Facility Redesign & Construction $ 952,711 $ - $ - $ - $ - $ -
Curtis Arts & Humanities Center Restroom Addition 30,000 120,000 - - - -
Police Department Front Counter Renovations - 200,000 - - - -
Total Building Projects 982,711 320,000 - - - -
Streets and Transportation Projects:
Peakview/Dayton Improvements 444,055 - - - - -
Traffic Signal System Upgrades 17,921 - - - - -
Arapahoe Road/I-25 Interchange 2,533,333 1,266,667 - - - -
Long Road Reconstruction 2,071,349 1,330,000 - - - -
Yosemite Box Culvert Headwall Repair 124,375 - - - - -
Belleview/Steele Traffic Signal 200,000 - - - - -
Bridge Rail Replacement (HL at Orchard East) 10,674 - - - - -
Travel Time Monitoring Project 125,000 - - - - -
Maplewood/Dayton Intersection Improvements 158,128 - - - - -
Belleview/Holly NB Right Turn Lane - 525,000 - - - -
Belleview/Dayton Streetlights - 75,000 - - - -
Belleview/Corridor Improvements-EA - 250,000 - - - -
Yosemite/Fair Traffic Signal - 50,000 450,000 - - -
Arapahoe Road Median Improvements at I-25 - - 600,000 - - -
Greenwood Plaza/Orchard Road - - 60,000 350,000 - -
Yosemite/Caley West Bound Right Extension - - 50,000 200,000 - -
Arapahoe Station Pedestrian Improvements - - - - 1,000,000 -
Village Center Back of Curb Improvements - - - - - 1,000,000
Pavement Rehabilitation Program 5,231,509 2,967,000 4,480,000 4,704,000 4,939,000 5,186,000
Trail Rehabilitation Program - 250,000 325,000 200,000 200,000 200,000
Concrete Replacement Program - 100,000 100,000 100,000 100,000 100,000
Total Streets and Transportation Projects 10,916,344 6,813,667 6,065,000 5,554,000 6,239,000 6,486,000
Drainage Projects:
Bridgewater Ponds Improvement 153,822 500,000 - - - -
Drainage System Maintenance 308,240 - - - - -
Quebec/Progress Storm Sewer Lining 100,000 - - - - -
Belleview/Clarkson Drainage Improvements 180,000 - - - - -
Goldsmith Gulch - Orchard at Silo Park 120,000 50,000 1,135,000 - - -
Total Drainage Projects 862,062 550,000 1,135,000 - - -
188

FIVE-YEAR CAPITAL PROJECT SUMMARY
2016
Amended
Budget
2017
Adopted
Budget
2018
Forecast
2019
Forecast
2020
Forecast
2021
Forecast
Recreation Projects:
Tommy Davis Park Water Supply 218,742 - - - - -
Village Greens Park Development 70,995 - - - - -
Carson Park Pond Improvements 12,959 - - - - -
Westlands Park Water Supply 69,789 - - - - -
Goldsmith Gulch Trail Extension 3,005,498 - - - - -
Jackson/High Line Canal Trail 6,747 - - - - -
Marjorie Perry Nature Preserve Outlet Box 16,000 - - - - -
Pump Replacement - Dayton Well 363,000 - - - - -
High Line Trail Crossing 47,898 - - - - -
High Line Canal Trail Orchard W of Colorado 17,821 - - - - -
Village Greens North Phase IV 1,187,016 - - - - -
Goldsmith Gulch Restoration 944,787 1,800,000 - - - -
Synthetic Turf Field at Village Greens Park 525,000 - - - - -
Senior Equipment - Curtis Center 85,000 - - - - -
Musical Instruments - Westlands Park 50,000 - - - - -
Fey Property Building Demolition 50,000 - - - - -
Running Fox Pond Restoration 50,000 - - - - -
Orchard Hills Park Irrigation Upgrade 130,000 - - - - -
Monaco Trail Extension 35,000 - - - - -
Greenwood Gulch Trail Crossing 250,000 - - - - -
Tommy Davis Phase II - 100,000 - 990,000 - -
Goldsmith Gulch - Huntington - 100,000 - 750,000 - -
Silo Park Playground Update - 250,000 - - - -
High Line Canal Trailhead - Belleview Avenue - 50,000 - - - -
Colorado Boulevard Trail Fencing N of Garden Ave - 30,000 - - - -
Huntington Caley Master Plan Final Implementation - - - 150,000 2,500,000 -
Village Greens North Park Phase V - - - - 150,000 1,000,000
Belleview Avenue Median Improvements - - - - - 2,600,000
Total Recreation Projects 7,136,252 2,330,000 - 1,890,000 2,650,000 3,600,000
Miscellaneous Projects:
Bridgewater Neighborhood Entrance Lights 17,000 - - - - -
Dayton Street and Dayton Court Entrance Lights - 20,000 - - - -
Total Miscellaneous Projects 17,000 20,000 - - - -
Total: $ 19,914,369 $ 10,033,667 $ 7,200,000 $ 7,444,000 $ 8,889,000 $ 10,086,000
189

PROJECT DETAILS
2017-2021 Capital Improvement Program
Project Name:
Category:
District:
O & M Impact:
Curtis Arts and Humanities Center Restroom Additions
Buildings
1
Negligible
Project Description
The project is an addition of 320 square feet to the north side of the Curtis Arts and Humanities building to provide restrooms on the upper level of the
structure to provide for improved ADA accessibility. The project is supported by the Parks, Trails and Recreation Commission and was listed as number
three on their CIP priority list in 2015.
Project Location
Financial Summary
Prior
Funding
2017
Budget
2018
Forecast
2019
Forecast
2020
Forecast
2021
Forecast Total
Expenditures:
Planning/Design $ 30,000 $ - $ - $ - $ - $ - $ 30,000
Construction - 120,000 - - - - 120,000
Total $ 30,000 $ 120,000 $ - $ - $ - $ - $ 150,000
Funding Sources:
City Resources $ 30,000 $ 120,000 $ - $ - $ - $ - $ 150,000
Total $ 30,000 $ 120,000 $ - $ - $ - $ - $ 150,000
190

PROJECT DETAILS
2017-2021 Capital Improvement Program
Project Name:
Category:
District:
O & M Impact:
Police Department Front Counter Renovations
Buildings
2
Negligible
Project Description
The police department front counter and office renovation is needed for two reasons: enhanced employee safety and improved customer service. By
opening up the front office, the employees who work in the area will be able to work as a cohesive team rather than separated by a wall, which does not
allow for team work or the high level of customer service that is expected at the City of Greenwood Village.
The current layout of the police department lobby is one that is unsafe to the employees who work in that area. Frequently, the customers that come to the
police department are not happy to be there. The staff in the front is approached by individuals that have been arrested and are retrieving property or
reports. These individuals can become angry and aggressive. By building a main front counter, with an open office area behind, allows the police
department administrative staff to have the same style counter as other departments in City Hall, and improves the safety of the staff.
Project Location
Financial Summary
Prior
Funding
2017
Budget
2018
Forecast
2019
Forecast
2020
Forecast
2021
Forecast Total
Expenditures:
Construction $ - $ 200,000 $ - $ - $ - $ - $ 200,000
Total $ - $ 200,000 $ - $ - $ - $ - $ 200,000
Funding Sources:
City Resources $ - $ 200,000 $ - $ - $ - $ - $ 200,000
Total $ - $ 200,000 $ - $ - $ - $ - $ 200,000
191

PROJECT DETAILS
2017-2021 Capital Improvement Program
Project Name:
Category:
District:
O & M Impact:
Arapahoe Road/I-25 Interchange
Streets and Transportation
3
Slight
Project Description
The Arapahoe Road and I-25 Interchange is a critical transportation corridor for the City of Greenwood Village. Traffic volumes have increased substantially
over the past thirty years and the existing design and capacity no longer accommmodates the traffic demands. The project, in partnership with Centennial,
Arapahoe County, CDOT and the Southeast Public Improvement Metro District, will improve traffic operations of the interchange and meet future traffic
demands. It will improve safety, and will accommodate multimodal connections.
Project Location
Financial Summary
Prior
Funding
2017
Budget
2018
Forecast
2019
Forecast
2020
Forecast
2021
Forecast Total
Expenditures:
Construction $ 2,817,977 $ 1,266,667 $ - $ - $ - $ - $ 4,084,644
Total $ 2,817,977 $ 1,266,667 $ - $ - $ - $ - $ 4,084,644
Funding Sources:
City Resources $ 2,817,977 $ 1,266,667 $ - $ - $ - $ - $ 4,084,644
Total $ 2,817,977 $ 1,266,667 $ - $ - $ - $ - $ 4,084,644
192

PROJECT DETAILS
2017-2021 Capital Improvement Program
Project Name:
Category:
District:
O & M Impact:
Long Road Reconstruction
Streets and Transportation
1
Negligible
Project Description
The project includes reconstruction of the pavement on East Long Road, East Long Lane, and Jackson Street. The project will consist of pavement
reconstruction, upgrading of the drainage system and enhancement of the streetscape section. Some early goals that have been identified are to mitigate
the winter icing conditions, optimize the effectiveness of traffic calming and improve the pedestrian safety.
Project Location
Financial Summary
Prior
Funding
2017
Budget
2018
Forecast
2019
Forecast
2020
Forecast
2021
Forecast Total
Expenditures:
Design/Construction $ 2,374,600 $ 1,330,000 $ - $ - $ - $ - $ 3,704,600
Total $ 2,374,600 $ 1,330,000 $ - $ - $ - $ - $ 3,704,600
Funding Sources:
City Resources $ 2,374,600 $ 1,330,000 $ - $ - $ - $ - $ 3,704,600
Total $ 2,374,600 $ 1,330,000 $ - $ - $ - $ - $ 3,704,600
193

PROJECT DETAILS
2017-2021 Capital Improvement Program
Project Name:
Category:
District:
O & M Impact:
Belleview/Holly Northbound Right Turn Lane
Streets and Transportation
1 and 2
Negligible
Project Description
Install a northbound right turn lane to improve access to eastbound Belleview. As part of the project, the existing spanwire traffic signal will need to be
relocated. Therefore, the project includes a line item for a mast arm signal to improve the appearance of the intersection. The signal and intersection are
under the jurisdiction of CDOT.
Project Location
Financial Summary
Prior
Funding
2017
Budget
2018
Forecast
2019
Forecast
2020
Forecast
2021
Forecast Total
Expenditures:
Design/Construction $ - $ 525,000 $ - $ - $ - $ - $ 525,000
Total $ - $ 525,000 $ - $ - $ - $ - $ 525,000
Funding Sources:
City Resources $ - $ 525,000 $ - $ - $ - $ - $ 525,000
Total $ - $ 525,000 $ - $ - $ - $ - $ 525,000
194

PROJECT DETAILS
2017-2021 Capital Improvement Program
Project Name:
Category:
District:
O & M Impact:
Belleview/Dayton Street Lights
Streets and Transportation
4
Negligible
Project Description
Install street lights at the intersection of Belleview and Dayton for the purpose of improving night time visibility for pedestrians and motorists.
Project Location
Financial Summary
Prior
Funding
2017
Budget
2018
Forecast
2019
Forecast
2020
Forecast
2021
Forecast Total
Expenditures:
Design/Construction $ - $ 75,000 $ - $ - $ - $ - $ 75,000
Total $ - $ 75,000 $ - $ - $ - $ - $ 75,000
Funding Sources:
City Resources $ - $ 75,000 $ - $ - $ - $ - $ 75,000
Total $ - $ 75,000 $ - $ - $ - $ - $ 75,000
195

PROJECT DETAILS
2017-2021 Capital Improvement Program
Project Name:
Category:
District:
O & M Impact:
Belleview Avenue Corridor Environmental Assesment
Streets and Transportation
2
Unknown
Project Description
The Belleview Avenue Corridor Study will be finalized in 2016. The study was completed through a partnership of the TMA, Arapahoe County, the City and
County of Denver and the City of Greenwood Village. The study identified a recommended alternative, however in order to advance the project, an
Environmental Assessment (EA) must be completed. The requirements of an EA are extensive and ultimately require approval of the Federal Highway
Administration (FHWA). The cost of an EA is expected to be $1,500,000 and this is consistent with the cost of the EA completed for I-25 Arapahoe Road.
Through discussions among Arapahoe County, the City and County of Denver, the City of Greenwood Village and the TMA, a funding strategy is proposed
at $750,000 from the TMA with each local agency contributing $250,000 for the matching half.
Project Location
Financial Summary
Prior
Funding
2017
Budget
2018
Forecast
2019
Forecast
2020
Forecast
2021
Forecast Total
Expenditures:
Planning $ - $ 250,000
$ - $ - $ - $ 250,000
Total $ - $ 250,000 $ - $ - $ - $ - $ 250,000
Funding Sources:
City Resources $ - $ 250,000 $ - $ - $ - $ - $ 250,000
Total $ - $ 250,000 $ - $ - $ - $ - $ 250,000
196

PROJECT DETAILS
2017-2021 Capital Improvement Program
Project Name:
Category:
District:
O & M Impact:
Yosemite/Fair Traffic Signal
Streets and Transportation
3
Negligible
Project Description
With approval of the Orchard Valley Centre Filing No. 2 Final Plat, development contribution to public facilities and improvements include the installation of
a traffic signal and the necessary appurtenances for the intersection of Fair Avenue and Yosemite Street to mitigate traffic impacts from the new
development. Development in the area has contributed to the costs.
Project Location
Financial Summary
Prior
Funding
2017
Budget
2018
Forecast
2019
Forecast
2020
Forecast
2021
Forecast Total
Expenditures:
Planning/Design $ - $ 50,000 $ - $ - $ - $ - $ 50,000
Construction - - 450,000 - - - 450,000
Total $ - $ 50,000 $ 450,000 $ - $ - $ - $ 500,000
Funding Sources:
City Resources $ - $ 50,000 $ 322,574 $ - $ - $ - $ 372,574
Impact Fee/Other - - 127,426 - - - 127,426
Total $ - $ 50,000 $ 450,000 $ - $ - $ - $ 500,000
197

PROJECT DETAILS
2017-2021 Capital Improvement Program
Project Name:
Category:
District:
O & M Impact:
Arapahoe Road Median Improvements
Streets & Transportation
3
Slight
Project Description
As a part of the I-25 and Arapahoe Road Interchange Project, the medians along Arapahoe Road and Clinton Street to Greenwood Plaza Boulevard will be
reconstructed. The City of Greenwood Village proposed that the medians be enhanced as a part of the project to include landscaping, decorative concrete,
and flagstone walls. The enhancements would provide a more appealing aesthetic that is consistent with Greenwood Village standards. However, the
request was determined to be a "betterment" and would require full funding by Greenwood Village. Staff will now propose a partnership with TMA to
enhance the medians with a total project cost of $600,000 with a 50/50 split.
Project Location
Financial Summary
Prior
Funding
2017
Budget
2018
Forecast
2019
Forecast
2020
Forecast
2021
Forecast Total
Expenditures:
Design/Construction $ - $ - $ 600,000 $ - $ - $ - $ 600,000
Total $ - $ - $ 600,000 $ - $ - $ - $ 600,000
Funding Sources:
City Resources $ - $ - $ 300,000 $ - $ - $ - $ 300,000
Local Agency IGA - - 300,000 - - - 300,000
Total $ - $ - $ 600,000 $ - $ - $ - $ 600,000
198

PROJECT DETAILS
2017-2021 Capital Improvement Program
Project Name:
Category:
District:
O & M Impact:
Greenwood Plaza/Orchard Road
Streets and Transportation
2
Negligible
Project Description
This project will improve the flow of traffic by adding a southbound right turn lane as identified in the I-25 Corridor Transportation Improvement Study. The
north approach has been restriped to eliminate the split phase operations of the signal and reduce overall delay. Right-of-Way for the turn lane has been
dedicated. Additionally, the final schedule will be based on development of the lot and to accommodate the sidewalk.
Project Location
Financial Summary
Prior
Funding
2017
Budget
2018
Forecast
2019
Forecast
2020
Forecast
2021
Forecast Total
Expenditures:
Planning/Design $ - $ - $ 60,000 $ - $ - $ - $ 60,000
Construction - - - 350,000 - - 350,000
Total $ - $ - $ 60,000 $ 350,000 $ - $ - $ 410,000
Funding Sources:
City Resources $ - $ - $ 60,000 $ 350,000 $ - $ - $ 410,000
Total $ - $ - $ 60,000 $ 350,000 $ - $ - $ 410,000
199

PROJECT DETAILS
2017-2021 Capital Improvement Program
Project Name:
Category:
District:
O & M Impact:
Yosemite/Caley Westbound Right Extension
Streets and Transportation
3
Negligible
Project Description
With new development to the west, during the morning and afternoon rush hours, west bound traffic entering the right turn lanes on E. Caley Avenue to
Yosemite Street may be blocked from entering the turn lanes due to westbound through traffic on Caley. Extending the west bound right turn lanes would
allow more vehicles to enter the queue to turn right onto Yosemite and mitigate the back ups on E. Caley Avenue. Funding contributions have been
obtained from new development in the area.
Project Location
Financial Summary
Prior
Funding
2017
Budget
2018
Forecast
2019
Forecast
2020
Forecast
2021
Forecast Total
Expenditures:
Planning/Design $ - $ - $ 50,000 $ - $ - $ - $ 50,000
Construction - - - 200,000 - - 200,000
Total $ - $ - $ 50,000 $ 200,000 $ - $ - $ 250,000
Funding Sources:
City Resources $ - $ - $ 50,000 $ 163,450 $ - $ - $ 213,450
Impact Fee/Other - - - 36,550 - - 36,550
Total $ - $ - $ 50,000 $ 200,000 $ - $ - $ 250,000
200

PROJECT DETAILS
2017-2021 Capital Improvement Program
Project Name:
Category:
District:
O & M Impact:
Arapahoe Station Pedestrian Improvements
Streets & Transportation
2
Negligible
Project Description
It has been reported that pedestrian access at the Arapahoe Station Light Rail platform is significantly hindered upon exiting the platform to travel south.
Currently, the pedestrian access is not direct and pedestrians walk in the roadway. There are two options that have been identified to improve the access.
The first option is to widen the existing underpass of Yosemite Street at the back side of Plaza Tower One. Staff has held initial discussions with Granite
Properties. The second option is to extend the Light Rail platform further south and connect on the south side of the Yosemite Street overpass. At this
time the funding is not as clear as other projects, however this location is in the Arapahoe Zone and there are few remaining dollars in this zone. Funding
is anticipated to be $1,000,000 and would be split 50/50 for $500,000.
Project Location
Financial Summary
Prior
Funding
2017
Budget
2018
Forecast
2019
Forecast
2020
Forecast
2021
Forecast Total
Expenditures:
Design/Construction $ - $ - $ - $ - $ 1,000,000 $ - $ 1,000,000
Total $ - $ - $ - $ - $ 1,000,000 $ - $ 1,000,000
Funding Sources:
City Resources $ - $ - $ - $ - $ 500,000 $ - $ 500,000
Impact Fee/Other - - - - 500,000 - 500,000
Total $ - $ - $ - $ - $ 1,000,000 $ - $ 1,000,000
201

PROJECT DETAILS
2017-2021 Capital Improvement Program
Project Name:
Category:
District:
O & M Impact:
Village Center Back of Curb Improvements
Streets & Transportation
2
Unknown
Project Description
Fiddler’s Green Circle was reconstructed in 2009 to create a pedestrian friendly atmosphere. With the development of the Village Center Station
properties, on-street parking was created. In addition to the on-street parking, public plazas were developed behind the curb that facilitates the access
from the parking into the plazas and buildings. While this is complete on the east side of Fiddler’s Green Circle, the west side has not been completed.
The west side was proposed to be completed shortly after the east side, but due to lack of construction activity and the downturn in the economy, it was
never completed. This request utilizes the remaining Arapahoe Zone funds to complete the sidewalks. It is anticipated that the improvements will be
significantly more than $400,000.
Project Location
Financial Summary
Prior
Funding
2017
Budget
2018
Forecast
2019
Forecast
2020
Forecast
2021
Forecast Total
Expenditures:
Construction $ - $ - $ - $ - $ - $ 1,000,000 $ 1,000,000
Total $ - $ - $ - $ - $ - $ 1,000,000 $ 1,000,000
Funding Sources:
City Resources $ - $ - $ - $ - $ - $ 600,000 $ 600,000
Local Agency IGA - - - - - 400,000 400,000
Total $ - $ - $ - $ - $ - $ 1,000,000 $ 1,000,000
202

PROJECT DETAILS
2017-2021 Capital Improvement Program
Project Name:
Category:
District:
O & M Impact:
Pavement Rehabilitation Program (PRP)
Streets & Transportation
City-Wide
Negligible
Project Description
This project provides for the ongoing repair and preservation of asphalt streets throughout the Village in accordance with recommendations of the
Pavement Management System and established goals to provide the public with high quality streets.
Project Location
Prior
Funding
2017
Budget
Financial Summary
2018
Forecast
2019
Forecast
2020
Forecast
2021
Forecast
Total
Expenditures:
Construction N/A $ 2,967,000 $ 4,480,000 $ 4,704,000 $ 4,939,000 $ 5,186,000 22,276,000
Total N/A $ 2,967,000 $ 4,480,000 $ 4,704,000 $ 4,939,000 $ 5,186,000 $ 22,276,000
Funding Sources:
City Resources N/A $ 19,000 $ 1,462,220 $ 1,614,754 $ 1,776,561 $ 1,948,599 $ 6,821,134
Occupational Privilege Tax N/A 1,990,000 2,039,750 2,090,744 2,143,013 2,196,588 10,460,095
Road & Bridge Tax N/A 331,000 335,965 341,004 346,119 351,311 1,705,399
Motor Vehicle Registration N/A 61,000 61,915 62,844 63,787 64,744 314,290
Highway Users Tax N/A 566,000 580,150 594,654 609,520 624,758 2,975,082
Total N/A $ 2,967,000 $ 4,480,000 $ 4,704,000 $ 4,939,000 $ 5,186,000 $ 22,276,000
203

PROJECT DETAILS
2017-2021 Capital Improvement Program
Project Name:
Category:
District:
O & M Impact:
Trail Rehabilitation Program
Streets & Transportation
City-wide
Negligible
Project Description
This program provides for the structural repairs, resurfacing and rehabilitation of trails throughout the Village. The projects included in this program also
typically include drainage improvements and regrading of areas adjacent to the trails.
Project Location
Prior
Funding
2017
Budget
Financial Summary
2018
Forecast
2019
Forecast
2020
Forecast
2021
Forecast
Total
Expenditures:
Construction N/A $ 250,000 $ 325,000 $ 200,000 $ 200,000 $ 200,000 1,175,000
Total N/A $ 250,000 $ 325,000 $ 200,000 $ 200,000 $ 200,000 $ 1,175,000
Funding Sources:
City Resources N/A $ 250,000 $ 325,000 $ 200,000 $ 200,000 $ 200,000 $ 1,175,000
Total N/A $ 250,000 $ 325,000 $ 200,000 $ 200,000 $ 200,000 $ 1,175,000
204

PROJECT DETAILS
2017-2021 Capital Improvement Program
Project Name:
Category:
District:
O & M Impact:
Concrete Rehabilitation Program
Streets & Transportation
City-wide
Negligible
Project Description
This program provides for the rehabilitation of concrete facilities throughout the Village including curb and gutter, cross pans, and on-street drainage
structures. Also included in the program funding are concrete improvements to address ADA requirements and funding to respond to isolated concrete
repair requests.
Project Location
Prior
Funding
2017
Budget
Financial Summary
2018
Forecast
2019
Forecast
2020
Forecast
2021
Forecast
Total
Expenditures:
Construction N/A $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 500,000
Total N/A $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 500,000
Funding Sources:
City Resources N/A $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 500,000
Total N/A $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 500,000
205

PROJECT DETAILS
2017-2021 Capital Improvement Program
Project Name:
Category:
District:
O & M Impact:
Bridgewater Ponds
Drainage
3
Unknown
Project Description
The ponds located at Bridgewater Apartments are in need of repair and improvement. The site contains a failed drop structure in need of repair as well as
a need to improve the water quality as a part of the Arapahoe Road and I-25 project.
Project Location
Financial Summary
Prior
Funding
2017
Budget
2018
Forecast
2019
Forecast
2020
Forecast
2021
Forecast Total
Expenditures:
Construction $ 322,677 $ 500,000 $ - $ - $ - $ - $ 822,677
Total $ 322,677 $ 500,000 $ - $ - $ - $ - $ 822,677
Funding Sources:
City Resources $ 322,677 $ 500,000 $ - $ - $ - $ - $ 822,677
Total $ 322,677 $ 500,000 $ - $ - $ - $ - $ 822,677
206

PROJECT DETAILS
2017-2021 Capital Improvement Program
Project Name:
Category:
District:
O & M Impact:
Goldsmith Gulch - Orchard at Silo Park
Drainage
3
Negligible
Project Description
The project includes the replacement of the existing culvert with a larger structure to reduce the potential for overtopping of Orchard Road in a 100 year
event. The schedule is based on anticipated funding from the Urban Drainage and Flood Control District (UD&FCD). The 2017 CIP reflects an increase in
the project scope from 2016 to include an additional project cost of $50,000 in 2017 and an increase to $1,135,000 in 2018 to include trail reconstruction
along the north side of Orchard Road.
Project Location
Financial Summary
Prior
Funding
2017
Budget
2018
Forecast
2019
Forecast
2020
Forecast
2021
Forecast Total
Expenditures:
Planning/Design $ 120,000 $ 50,000 $ - $ - $ - $ - $ 170,000
Construction - - 1,135,000 - - - 1,135,000
Total $ 120,000 $ 50,000 $ 1,135,000 $ - $ - $ - $ 1,305,000
Funding Sources:
City Resources $ 60,000 $ 50,000 $ 760,000 $ - $ - $ - $ 870,000
UDFCD 60,000 - 375,000 - - - 435,000
Total $ 120,000 $ 50,000 $ 1,135,000 $ - $ - $ - $ 1,305,000
207

PROJECT DETAILS
2017-2021 Capital Improvement Program
Project Name:
Category:
District:
O & M Impact:
Goldsmith Gulch Restoration - Caley/Fair
Recreation
3
Slight
Project Description
Realignment and Restoration of the Goldsmith Gulch Channel through Village property between Fair Avenue and Caley Avenue in accordance with the
Hungtington-Caley Master Plan.
Project Location
Financial Summary
Prior
Funding
2017
Budget
2018
Forecast
2019
Forecast
2020
Forecast
2021
Forecast Total
Expenditures:
Construction $ 993,890 $ 1,800,000 $ - $ - $ - $ - $ 2,793,890
Total $ 993,890 $ 1,800,000 $ - $ - $ - $ - $ 2,793,890
Funding Sources:
City Resources $ 725,000 $ 1,800,000 $ - $ - $ - $ - $ 2,525,000
Open Space Tax 13,890 - - - - - 13,890
UDFCD 125,000 - - - - - 125,000
County Grant 130,000 - - - - - 130,000
Total $ 993,890 $ 1,800,000 $ - $ - $ - $ - $ 2,793,890
208

PROJECT DETAILS
2017-2021 Capital Improvement Program
Project Name:
Category:
District:
O & M Impact:
Tommy Davis Park Improvements Phase II
Recreation
3
Slight
Project Description
This is Phase II of the improvements that were identified in the Tommy Davis Park Master Plan. This phase will modify the existing park including
irrigation, drainage channel, Huntington pond, and path. This improves water quality, safety, aesthetics, and provides a reliable and efficient irrigation
system. The project will also address the access component of the Maplewood Entrance.
During the design process, it was discovered that the sections of pipe that outfall into the park need to be replaced. The funding was adjusted to complete
this work as a part of the project. It was also moved to out years to allow for completion of the Huntington-Caley Master Plan.
Project Location
Financial Summary
Prior
Funding
2017
Budget
2018
Forecast
2019
Forecast
2020
Forecast
2021
Forecast Total
Expenditures:
Planning/Design $ - $ 100,000 $ - $ - $ - $ - $ 100,000
Construction - - - 990,000 - - 990,000
Total $ - $ 100,000 $ - $ 990,000 $ - $ - $ 1,090,000
Funding Sources:
Open Space Tax $ - $ 100,000 $ - $ 594,230 $ - $ - $ 694,230
Lottery Proceeds - - - 395,770 - - 395,770
Total $ - $ 100,000 $ - $ 990,000 $ - $ - $ 1,090,000
209

PROJECT DETAILS
2017-2021 Capital Improvement Program
Project Name:
Category:
District:
O & M Impact:
Goldsmith Gulch - Huntington
Recreation
3
Slight
Project Description
Restoration of the Goldsmith Gulch Channel through Huntington Park between Fair Avenue and Maplewood Avenue in accordance with the Hungtington-
Caley Master Plan. This project will also move the cul-de-sac to the intersection of Fair Avenue and Alton Way.
Project Location
Financial Summary
Prior
Funding
2017
Budget
2018
Forecast
2019
Forecast
2020
Forecast
2021
Forecast Total
Expenditures:
Planning/Design $ - $ 100,000 $ - $ 750,000 $ - $ - $ 850,000
Total $ - $ 100,000 $ - $ 750,000 $ - $ - $ 850,000
Funding Sources:
Open Space Tax $ - $ 50,000 $ - $ 375,000 $ - $ - $ 425,000
UDFCD - 50,000 - 375,000 - - 425,000
Total $ - $ 100,000 $ - $ 750,000 $ - $ - $ 850,000
210

PROJECT DETAILS
2017-2021 Capital Improvement Program
Project Name:
Category:
District:
O & M Impact:
Silo Park Playground Update
Recreation
3
Negligible
Project Description
Installed in 1996, the playground at Silo Park is 20 years old. The amenities are worn and specified replacement parts are no longer available due to the
age. Updating the equipment will provide the opportunity to provide modern play equipment that reflects the theme of the park and will enhance the
experience of the users.
Project Location
Financial Summary
Prior
Funding
2017
Budget
2018
Forecast
2019
Forecast
2020
Forecast
2021
Forecast Total
Expenditures:
Design/Construction $ - $ 250,000 $ - $ - $ - $ - $ 250,000
Total $ - $ 250,000 $ - $ - $ - $ - $ 250,000
Funding Sources:
Open Space Tax $ - $ 150,000 $ - $ - $ - $ - $ 150,000
Lottery Proceeds - 100,000 - - - - 100,000
Total $ - $ 250,000 $ - $ - $ - $ - $ 250,000
211

PROJECT DETAILS
2017-2021 Capital Improvement Program
Project Name:
Category:
District:
O & M Impact:
High Line Canal Trailhead - Belleview
Recreation
1
Negligible
Project Description
The City's property at 4200 E. Belleview Avenue provides the opportunity to provide trailhead parking for those desiring to utilize the High Line Canal. This
project would provide for signage and improvements to the existing trail along Belleview Avenue leading from the proposed trailhead to the High Line
Canal trail.
Project Location
Financial Summary
Prior
Funding
2017
Budget
2018
Forecast
2019
Forecast
2020
Forecast
2021
Forecast Total
Expenditures:
Design & Construction $ - $ 50,000 $ - $ - $ - $ - $ 50,000
Total $ - $ 50,000 $ - $ - $ - $ - $ 50,000
Funding Sources:
Lottery Proceeds $ - $ 50,000 $ - $ - $ - $ - $ 50,000
Total $ - $ 50,000 $ - $ - $ - $ - $ 50,000
212

PROJECT DETAILS
2017-2021 Capital Improvement Program
Project Name:
Category:
District:
O & M Impact:
Colorado Boulevard Trail Fencing North of Garden Avenue
Recreation
1
Negligible
Project Description
A project to install split-rail fencing that will delineate the trail easement from north of Garden Avenue up to the High Line Canal trail.
Project Location
Financial Summary
Prior
Funding
2017
Budget
2018
Forecast
2019
Forecast
2020
Forecast
2021
Forecast Total
Expenditures:
Construction $ - $ 30,000 $ - $ - $ - $ - $ 30,000
Total $ - $ 30,000 $ - $ - $ - $ - $ 30,000
Funding Sources:
Lottery Proceeds $ - $ 30,000 $ - $ - $ - $ - $ 30,000
Total $ - $ 30,000 $ - $ - $ - $ - $ 30,000
213

PROJECT DETAILS
2017-2021 Capital Improvement Program
Project Name:
Category:
District:
O & M Impact:
Huntington Caley Master Plan Final Implementation
Recreation
3
Moderate
Project Description
Complete the final phase of the Huntington - Caley Master Plan to include secondary trails, Caley Pond walkways, sculpted berms, informal lawn, natural
play area, shade structures, and a parking lot.
Project Location
Financial Summary
Prior
Funding
2017
Budget
2018
Forecast
2019
Forecast
2020
Forecast
2021
Forecast Total
Expenditures:
Planning/Design $ - $ - $ - $ 150,000 $ - $ - $ 150,000
Construction - - - - 2,500,000 - 2,500,000
Total $ - $ - $ - $ 150,000 $ 2,500,000 $ - $ 2,650,000
Funding Sources:
City Resources $ - $ - $ - $ 150,000 $ 2,500,000 $ - $ 2,650,000
Total $ - $ - $ - $ 150,000 $ 2,500,000 $ - $ 2,650,000
214

PROJECT DETAILS
2017-2021 Capital Improvement Program
Project Name:
Category:
District:
O & M Impact:
Village Greens North Phase V
Recreation
4
Slight
Project Description
Complete Phase V of the Village Greens North Master Plan to include a non-traditional play and bouldering area.
Project Location
Financial Summary
Prior
Funding
2017
Budget
2018
Forecast
2019
Forecast
2020
Forecast
2021
Forecast Total
Expenditures:
Planning/Design $ - $ - $ - $ - $ 150,000 $ - $ 150,000
Construction - - - - - 1,000,000 1,000,000
Total $ - $ - $ - $ - $ 150,000 $ 1,000,000 $ 1,150,000
Funding Sources:
Open Space Tax $ - $ - $ - $ - $ 100,000 $ 700,000 $ 800,000
Lottery Proceeds - - - - 50,000 300,000 350,000
Total $ - $ - $ - $ - $ 150,000 $ 1,000,000 $ 1,150,000
215

PROJECT DETAILS
2017-2021 Capital Improvement Program
Project Name:
Category:
District:
O & M Impact:
Belleview Avenue Median Improvements
Recreation
1 and 2
Moderate
Project Description
Improve the aesthetic condition of the Belleview Medians from University Boulevard to Interstate 25 to include cleanup, irrigation, electrical, and
landscaping.
Project Location
Financial Summary
Prior
Funding
2017
Budget
2018
Forecast
2019
Forecast
2020
Forecast
2021
Forecast Total
Expenditures:
Construction $ - $ - $ - $ - $ - $ 2,600,000 $ 2,600,000
Total $ - $ - $ - $ - $ - $ 2,600,000 $ 2,600,000
Funding Sources:
City Resources $ - $ - $ - $ - $ - $ 2,600,000 $ 2,600,000
Total $ - $ - $ - $ - $ - $ 2,600,000 $ 2,600,000
216

PROJECT DETAILS
2017-2021 Capital Improvement Program
Project Name:
Category:
District:
O & M Impact:
Dayton Street and Dayton Court Entrance Lights
Miscellaneous
3
Negligible
Project Description
Residents near the project location requested that the Village install decorative neighborhood entrance lights to provide for better continuity in the area and
to promote the Greenwood Village identity at residential areas.
Project Location
Project
Location
Financial Summary
Prior
Funding
2017
Budget
2018
Forecast
2019
Forecast
2020
Forecast
2021
Forecast Total
Expenditures:
Construction $ - $ 20,000 $ - $ - $ - $ - $ 20,000
Total $ - $ 20,000 $ - $ - $ - $ - $ 20,000
Funding Sources:
City Resources $ - $ 20,000 $ - $ - $ - $ - $ 20,000
Total $ - $ 20,000 $ - $ - $ - $ - $ 20,000
217

218

LONG-RANGE FINANCIAL PLANNING
Overview
Although the City legally appropriates its budget on an annual basis, the process includes discussions regarding multiyear
financial planning based on the City’s Comprehensive Plan, Transportation Plan, Master Regional Drainage Plan,
individual Park Development Master Plans, and Capital Improvement Plan. Such plans assess the City of Greenwood
Village’s short and long-term infrastructure needs and strategic priorities. Where appropriate, the recommendations and
initiatives provided in these plans have been incorporated into the planning and development of the annual budget and
long-range financial forecasts.
The purpose of the long-range financial outlook is two-fold. First, it provides a forward-looking view of the operating and
capital improvement budgets, allowing City officials and others to evaluate the long-term sustainability of the
organization. In addition, it provides a starting point for future decision-making regarding the budget by identifying the
balance between potential spending needs and the projected revenue outlook, making it a key tool for financial planning.
The tables attached to this document are updated each year as the revenue and spending outlook becomes clearer.
The City uses this information as part of a package of tools that:
Identify preliminary spending priorities for future years;
Incorporate necessary budget adjustments into the long-range financial projections;
Ensure that both additions and reductions to the budget are sustainable;
Maintain options to deal with unexpected contingencies; and
Continue advance planning to anticipate factors affecting revenues and service needs.
Assumptions
The five-year projections provided in these financial outlook scenarios reflect numerous assumptions related to
revenues and expenditures in 2017 and beyond. These assumptions represent a reasonable starting point for estimating
the long-term financial status of the City. However, it is important to note that the assumptions and resulting projections
will change over time. Even relatively minor changes in key variables can cause a significant change in the long-term
outlook. For example, a 1% change in revenue for any given year could change the projections for that year and all
future years by approximately $500,000. All estimates included in this document are preliminary based on data available
in the summer of 2016. Experience shows that significant changes in the estimates are likely as revenue and expenditure
assumptions change over time.
219

GENERAL FUND LONG-RANGE FINANCIAL PLAN
2016
Amended
Budget
2017
Adopted
Budget
2018
Forecast
2019
Forecast
2020
Forecast
2021
Forecast
Revenue:
Taxes & Assessments $ 33,907,243 $ 34,641,000 $ 35,773,650 $ 36,944,407 $ 38,154,571 $ 39,405,487
Intergovernmental 520,107 749,221 649,422 663,250 677,398 691,876
Licenses & Permits 1,383,677 1,755,000 1,773,040 1,791,269 1,809,687 1,828,298
Charges & Fees 2,836,963 3,039,000 3,111,410 3,186,075 3,263,070 3,342,471
Fines & Forfeitures 1,011,044 1,087,000 1,108,555 1,130,565 1,153,039 1,175,988
Investment Earnings 35,507 171,000 176,985 183,179 189,590 196,226
Miscellaneous Revenue 10,000 8,000 8,000 8,000 8,000 8,000
Total Revenue 39,704,541 41,450,221 42,601,062 43,906,745 45,255,355 46,648,346
Expenditures:
Personnel 23,398,073 23,760,018 24,687,622 25,653,256 26,658,492 27,704,971
Purchased Services 6,229,982 6,813,808 6,984,153 7,158,757 7,337,725 7,521,169
Supplies/Non-Capital Equipment 3,168,450 3,199,037 3,279,015 3,360,991 3,445,015 3,531,141
Capital Outlay 1,954,475 1,732,935 1,776,258 1,820,664 1,866,181 1,912,836
Debt Service 31,522 31,522 31,522 31,522 31,522 31,522
Miscellaneous Expenditures 1,562,159 580,256 869,998 597,468 606,268 615,200
Total Expenditures 36,344,661 36,117,576 37,628,568 38,622,658 39,945,203 41,316,839
Excess/(Deficiency) of Revenues
Over Expenditures 3,359,880 5,332,645 4,972,494 5,284,087 5,310,152 5,331,507
Other Financing Sources/(Uses):
Transfers In/(Out) (5,057,782) (5,382,645) (5,022,494) (5,334,087) (5,360,152) (5,381,507)
Sale of Capital Assets 50,000 50,000 50,000 50,000 50,000 50,000
Total Other Financing Sources/(Uses) (5,007,782) (5,332,645) (4,972,494) (5,284,087) (5,310,152) (5,331,507)
Net Change In Fund Balance: (1,647,902) - - - - -
Cumulative Fund Balance
Beginning Fund Balance 25,069,995 23,422,093 23,422,093 23,422,093 23,422,093 23,422,093
Ending Fund Balance 23,422,093 23,422,093 23,422,093 23,422,093 23,422,093 23,422,093
Less Restrictions, Commitments, & Assignments:
3% TABOR Emergency Restriction 1,090,340 1,083,527 1,128,857 1,158,680 1,198,356 1,239,505
Arts/Humanities Council Restriction 47,020 47,020 - - - -
Federal/State Forfeiture Restriction 208,038 208,038 - - - -
25% Operating Reserve Assignment 9,086,165 9,029,394 9,407,142 9,655,665 9,986,301 10,329,210
Development Rebate Assignment - 281,200 - - - -
Unassigned Fund Balance $ 12,990,530 $ 12,772,914 $ 12,886,094 $ 12,607,748 $ 12,237,436 $ 11,853,378
220

CAPITAL PROJECTS FUND LONG-RANGE FINANCIAL PLAN
2016
Amended
Budget
2017
Adopted
Budget
2018
Forecast
2019
Forecast
2020
Forecast
2021
Forecast
Revenue:
Taxes & Assessments $ 5,224,163 $ 5,038,000 $ 5,157,701 $ 5,280,072 $ 5,400,750 $ 5,529,917
Intergovernmental 4,385,176 1,563,000 2,223,975 1,960,898 1,623,796 2,062,697
Charges & Fees - - 127,426 36,550 500,000 -
Investment Earnings 7,598 120,000 124,200 128,547 133,046 137,703
Total Revenue 9,616,937 6,721,000 7,633,302 7,406,067 7,657,592 7,730,317
Expenditures:
Purchased Services 1,500 1,000 1,000 1,000 1,000 1,000
Capital Outlay 19,914,369 10,033,667 7,200,000 7,444,000 8,889,000 10,086,000
Miscellaneous Expenditures 2,618,097 - 478,800 - - -
Total Expenditures 22,533,966 10,034,667 7,679,800 7,445,000 8,890,000 10,087,000
Excess/(Deficiency) of Revenues
Over Expenditures (12,917,029) (3,313,667) (46,498) (38,933) (1,232,408) (2,356,683)
Other Financing Sources/(Uses):
Transfers In/(Out) 5,057,782 5,382,645 5,022,494 5,334,087 5,360,152 5,381,507
Total Other Financing Sources/(Uses) 5,057,782 5,382,645 5,022,494 5,334,087 5,360,152 5,381,507
Net Change In Fund Balance: (7,859,247) 2,068,978 4,975,996 5,295,154 4,127,744 3,024,824
Cumulative Fund Balance
Beginning Fund Balance 16,873,007 9,013,760 11,082,738 16,058,734 21,353,888 25,481,632
Ending Fund Balance 9,013,760 11,082,738 16,058,734 21,353,888 25,481,632 28,506,456
Less Restrictions, Commitments, & Assignments:
Open Space Tax Restriction 87,618 168,618 562,953 1,860 324,282 61,489
Lottery Proceeds Restriction 61,379 55,379 231,989 15,478 147,426 32,103
Capital Project Commitment 2,648,429 2,063,607 4,847,458 10,820,216 14,393,590 17,696,530
Open Space Acquisition Assignment 391,334 491,334 591,334 691,334 791,334 891,334
Maintenance Facility Phase II Assignment 5,825,000 7,825,000 9,825,000 9,825,000 9,825,000 9,825,000
Development Rebate Assignment - 478,800 - - - -
Unassigned Fund Balance $ - $ - $ - $ - $ - $ -
221

PERSONNEL SUMMARY
Full-Time Equivalent
2015
Audited
Actuals
2016
Adopted
Budget
2017
Adopted
Budget
Increase/
(Decrease)
2016-2017
Department/Position
Mayor & City Council
Mayor 1.00 1.00 1.00 -
Council Members 8.00 8.00 8.00 -
Total 9.00 9.00 9.00 -
City Management
City Manager 1.00 1.00 1.00 -
Assistant to the City Manager 1.00 1.00 1.00 -
Management Specialist 1.00 1.00 1.00 -
Executive Assistant 1.00 1.00 1.00 -
Total 4.00 4.00 4.00 -
City Attorney
City Attorney 1.00 1.00 1.00 -
Assistant City Attorney 1.00 1.00 1.00 -
Total 2.00 2.00 2.00 -
Municipal Court
Municipal Judge 1.00 1.00 1.00 -
Total 1.00 1.00 1.00 -
Administrative Services
Director of Administrative Services 1.00 1.00 1.00 -
Chief Technology Officer 1.00 1.00 1.00 -
City Clerk 1.00 1.00 1.00 -
Court Administrator 1.00 1.00 1.00 -
Human Resources/Risk Manager 1.00 1.00 1.00 -
Data Services Supervisor 1.00 1.00 1.00 -
ERP Systems Analyst 1.00 1.00 1.00 -
Human Resources Analyst 1.00 1.00 1.00 -
Technology Operations Supervisor 1.00 1.00 1.00 -
GIS Coordinator 1.00 1.00 1.00 -
Service Desk Analyst 1.00 1.00 1.00 -
Service Desk Technician 1.00 1.00 1.00 -
Administrative Assistant 3.00 3.00 3.00 -
Court Clerk 2.00 2.00 2.00 -
Deputy City Clerk 1.00 1.00 1.00 -
Licensing Specialist 1.00 1.00 1.00 -
Web Services Analyst 1.00 1.00 1.00 -
Total 20.00 20.00 20.00 -
Finance
Director of Finance 1.00 1.00 1.00 -
Accounting Manager 1.00 1.00 1.00 -
Revenue Manager 1.00 1.00 1.00 -
Senior Accountant 1.00 1.00 1.00 -
Senior Tax Auditor 1.00 1.00 1.00 -
Accountant 1.00 1.00 1.00 -
Tax Auditor 4.00 4.00 4.00 -
Accounting Technician 2.00 2.00 2.00 -
Administrative Assistant 1.00 1.00 1.00 -
Payroll Specialist 1.00 1.00 1.00 -
Tax Technician 2.00 2.00 2.00 -
Total 16.00 16.00 16.00 -
222

PERSONNEL SUMMARY
2015
Audited
Actuals
2016
Adopted
Budget
2017
Adopted
Budget
Increase/
(Decrease)
2016-2017
Department/Position
Community Development *
Director of Community Development 1.00 1.00 1.00 -
Chief Building Official 1.00 1.00 1.00 -
Planning Manager 1.00 1.00 1.00 -
Senior Planner 1.00 1.00 1.00 -
Community Development Engineer 1.00 1.00 1.00 -
Planner I/II 2.00 2.00 2.00 -
Electrical Inspector/Plans Examiner 1.00 1.00 1.00 -
Transportation Planner 1.00 - - -
Combination Inspector 2.00 2.00 2.00 -
Building Services Supervisor 1.00 1.00 1.00 -
Neighborhood Services Officer 1.00 1.00 1.00 -
Planning Technician 1.00 1.00 1.00 -
Plans Examiner 1.00 1.00 1.00 -
Building Permit Clerk 1.00 1.00 1.00 -
Facilities Service Worker 6.00 6.00 6.00 -
Administrative Assistant 1.50 1.50 1.50 -
Administrative Supervisor 1.00 1.00 1.00 -
Total 24.50 23.50 23.50 -
Parks, Trails & Recreation
Director of Parks, Trails & Recreation 1.00 1.00 1.00 -
Cultural Arts Coordinator 1.00 1.00 1.00 -
Parks Manager 1.00 1.00 1.00 -
Recreation Manager 1.00 1.00 1.00 -
Parks, Trails & Recreation Supervisor 5.00 5.00 5.00 -
Parks Project Manager 1.00 1.00 1.00 -
Open Space Analyst - - - -
Activities Coordinator 3.00 3.00 3.00 -
Parks Inspector 1.00 1.00 1.00 -
Administrative Assistant 1.00 1.00 1.00 -
Maintenance Worker/Inspector 1.00 1.00 1.00 -
Maintenance Mechanic 2.00 2.00 2.00 -
Maintenance Worker I/II 26.00 26.00 26.00 -
Prop Design and Construction Technician 1.00 1.00 1.00 -
Administrative Specialist 1.00 1.00 1.00 -
Seasonal Positions 6.06 6.06 6.06 -
Total 52.06 52.06 52.06 -
Police
Chief of Police 1.00 1.00 1.00 -
Records Supervisor/Grant Manager 1.00 1.00 1.00 -
Police Management Analyst 1.00 1.00 1.00 -
9-1-1 Center Team Lead 3.00 1.00 1.00 -
Code Enforcement Officer 2.00 5.00 5.00 -
Criminalist 1.00 1.00 1.00 -
Police Recruitment / Training Coordinator 1.00 - - -
Victim Assistance Coordinator 0.75 3.00 3.00 -
9-1-1 Technician 10.50 1.00 1.00 -
Administrative Assistant 2.00 1.00 1.00 -
Records Technician 2.00 1.00 1.00 -
Police Commander 4.00 2.00 2.00 -
Police Sergeant 9.00 26.00 26.00 -
Police Detective 7.00 1.00 1.00 -
Police Officer 45.00 1.00 1.00 -
Senior Criminalist/Property Room Manager 1.00 6.06 6.06 -
Municipal Court Officer/Police Officer 0.40 1.00 1.00 -
Administrative Coordinator - 1.00 1.00 -
Crime Analyst - 1.00 1.00 -
Total 91.65 91.15 91.15 -
223

PERSONNEL SUMMARY
2015
Audited
Actuals
2016
Adopted
Budget
2017
Adopted
Budget
Increase/
(Decrease)
2016-2017
Department/Position
Public Works *
Director of Public Works 1.00 1.00 1.00 -
Program Manager 4.00 4.00 4.00 -
Program Supervisor 4.00 4.00 4.00 -
Construction Contract Supervisor 1.00 1.00 1.00 -
Project Manager I/II 3.00 3.00 3.00 -
Traffic Systems Coordinator 1.00 1.00 1.00 -
Management Analyst 1.00 1.00 1.00 -
Transportation Planner - 1.00 1.00 -
Engineering Inspector 6.00 6.00 6.00 -
Traffic Signal Technician 1.00 1.00 1.00 -
Right-of-Way Permit Coordinator 1.00 1.00 1.00 -
Administrative Assistant 2.50 2.50 2.50 -
Administrative Supervisor 1.00 1.00 1.00 -
Maintenance Worker I/II 13.00 13.00 13.00 -
Mechanic/Service Technician 4.00 4.00 4.00 -
Parts Coordinator 1.00 1.00 1.00 -
Total 44.50 45.50 45.50 -
Organization-Wide Total 264.71 264.21 264.21 -
* In late 2016, the Building Services Program transferred from the Public Works Department to the Community Development
Department. For comparative purposes, the historical financial records of the program are included within the Community
Development Department’s budget statements.
224

FINANCIAL POLICIES
The City of Greenwood Village financial policies set forth the basic framework for the overall financial management of
the Village. These policies assist in the decision-making process of the City Council and provide guidelines for
evaluating both current activities and proposals for future programs.
General Policies:
Prepare an annual operating and capital budget, submit it to Council for approval, and publicly issue a budget
document.
Identify costs and funding sources before recommending approval of capital and operating budgets.
Provide for sound financial planning and adequate working capital in all funds.
Take measures to protect against catastrophic losses through a combination of insurance and cash reserves.
View the budget as a dynamic rather than static plan which requires periodic adjustment as circumstances change.
Approval of City Council is required for increases in total fund budgets and uses of contingency appropriations.
Operating Budget Policies:
Pay for all current year operating expenses with current year revenues.
Establish and monitor performance indicators and productivity indicators associated with operating expenses.
Attempt to maintain and improve present service levels for all services.
Capital Budget Policies:
Update capital expenditure projections for the budget year plus five years.
Evaluate the relative merit of each capital project according to Council’s goals and priorities.
Revenue Management Policies:
Impose taxes, fees, and rates at appropriate levels to fund their intended purposes.
Estimate annual revenues using an objective, analytical process.
Update revenue projections for the budget year plus four years.
Review new sources of revenue to fund operating and capital costs consistent with Council’s goals and priorities.
Investment Management Policies:
Schedule disbursements, collection, and deposit of all funds to insure cash availability.
Deposit funds only in financial institutions which are insured by the Federal Deposit Insurance Corporation or are
approved for full collateralization by the public deposit protection act or other State Statutes and government
backed securities.
Use pooled cash from all legally permitted funds for investment purposes.
Maximize the investment rate of return.
Adhere to lawful investments with safety of the principal as the dominant requirement, followed by sufficient
liquidity to meet operating requirements, and then yield.
Place custody of the Village’s investment securities with a third-party financial institution for the purpose of
safekeeping of securities.
Debt Management Policies:
Confine long-term borrowing to major capital improvements that cannot be financed from current revenues.
Repay debt within the expected useful life of the project or sooner.
Not use long-term debt for operating expenses.
Issue debt which is relative to payback ability. Borrowing must not overburden future taxpayers.
Review debt at least annually for repayment or refinance opportunities. A repayment strategy shall be a part of
all recommended bond issues.
225

FINANCIAL POLICIES
Accounting, Auditing & Reporting Policies:
The Village’s managerial staff is responsible for establishing and maintaining an internal control structure. This structure
is designed to ensure that Village assets are protected from loss, theft, or misuse.
Provide regular information concerning cash position and investment performance through its accounting system.
Establish and maintain a high degree of accounting competency. Financial accounting and reporting shall be
done in accordance with methods prescribed by the Governmental Accounting Standards Board and the
Government Finance Officers Association, or their equivalents.
Present quarterly and annual reports to City Council summarizing financial activity for all governmental funds.
Maintain financial systems to monitor expenditures, revenues, and performance of all municipal programs on an
ongoing basis.
Provide full disclosure in annual financial statements and bond representations.
Use an independent public accounting firm to perform an annual audit.
Publicly issue a Comprehensive Annual Financial Report.
Fund Accounting:
Fund accounting is used throughout the Village, for both budgeting and the recording of financial transactions. Under
this system money is segregated into separate accounts, rather than being held in one central account. Each fund has
been established for a specific purpose, and is somewhat like a separate bank account.
Fund Type:
The Village classifies funds into several types: General Fund, Special Revenue Funds, Capital Projects Funds, and
Fiduciary Funds.
The General Fund includes the majority of Village services. Parks, Trails and Recreation; Community
Development; Police; Public Works; Administrative Services; Finance; Mayor and Council; City Attorney; City
Management; and Municipal Judge are included. Sales tax, use tax, property tax, user fees, fines, permits,
licenses, intergovernmental revenue, investment income, internal transfers, and various other revenues are the
sources of General Fund revenues.
Special Revenue Funds are used to account for specific revenues that are legally restricted to expenditure for
particular purposes. The Village currently operates one special revenue fund known as the Sewer General
Improvement District #1 Fund.
Capital Project Funds are used to account for the financing of long-term capital improvements for the Village. The
Village has a single capital projects fund.
Interfund Transfers:
The City of Greenwood Village’s transfers are considered operating transfers. This represents the transfer from one
fund to another fund for operational purposes without the expectation of any support services in return. Also, this type
of transfer includes the transfer from one fund to another fund for the purpose of capital outlays.
Budget:
A balanced budget is defined as a budget in which expenditures and provisions of contingencies in the budget do not
exceed the total estimated available resources.
226

FINANCIAL POLICIES
Budget Amendments:
Expenditures may not exceed the amounts appropriated in any given year. The Village, however, may need to amend
the budget during the course of the year. In order to enact any of the following, the amendment must be publicized and
the resolution/ordinance must be adopted at a public meeting by a majority vote of the City Council.
Carryover Encumbrances and Projects. If a department has open purchase orders or uncompleted projects at
the end of a fiscal year, those appropriations can be carried over to the next year to cover the actual expenses
when they occur. This carryover must be approved by City Council through a budget amendment.
Prior Year Reserves or Uses of Fund Balance. Uses of prior years’ fund balances may be needed to adjust
appropriations due to unanticipated costs which were not budgeted.
Departmental and Inter-Fund Transfers. If necessary, the Village may transfer appropriated monies between
departments, within a fund, or from one fund to another fund.
Contingencies. For emergencies that could not have been reasonably foreseen at the time of the budget adoption,
such as revenue shortfall or unanticipated expenses, the City Council can authorize a portion of the reserve for
contingencies to be spent in that year.
227

GLOSSARY OF TERMS
Acronyms
CAFR:
CIP:
FTE:
GAAP:
GFOA:
GASB:
TABOR:
Comprehensive Annual Financial Report
Capital Improvement Program
Full-Time Equivalent/Equivalency
Generally Accepted Accounting Principles
Government Finance Officers Association
Governmental Accounting Standards Board
Taxpayer’s Bill of Rights
Definitions
Accrual Basis
Accounting Period
Accounting System
Accounts Payable
Accounts Receivable
Accrual Basis of Accounting
Accumulated Depreciation
Activity
Ad Valorem Taxes
Amortization
Appropriation
Assessed Valuation
Asset
A basis of accounting in which transactions are recognized at the time they
are incurred, as opposed to when cash is received or spent.
A period at the end of which and for which financial statements are prepared.
The total structure of records and procedures which discover, record, classify,
summarize, and report information on the financial position and results of
operations of a government or any of its funds, balanced account groups, or
organizational components.
Amounts owed to persons or organizations for goods and services received
by the City but not yet paid for.
Amounts owed from persons or organizations for goods and services
furnished by the City but not yet paid for.
The method of accounting under which revenues are recorded when they are
earned and become measurable (whether or not cash is received at that time)
and expenditures are recorded when goods and services are received
(whether or not cash disbursements are made at that time).
Accumulated costs associated with the expiration of the estimated service life
of capital assets.
Departmental efforts which contribute to the achievement of a specific set of
program objectives; the smallest unit of the program budget.
Commonly referred to as property taxes, are levied on both real and personal
property according to the property’s valuation and the tax rate.
The reduction of debt by payments of principal and interest sufficient to retire
the debt by maturity.
A legal authorization to incur obligations and to make expenditures for specific
purposes.
The valuation set upon real estate and certain personal property by the County
Assessor as a basis for levying property taxes.
Resources owned or held by a government which have monetary value.
228

GLOSSARY OF TERMS
Audit
Available Fund Balance
Balanced Budget
Budget
Budgetary Basis
Budget Calendar
Budgetary Control
Capital Assets
Capital Budget
Capital Improvements
Capital Improvements Program
Capital Outlay
Capital Project
Certificates of Participation
Contingency
A comprehensive examination of the manner in which the government’s
resources were utilized. A financial audit is a review of the accounting system
and financial information to determine how government funds were spent and
whether expenditures complied with the legislative body’s appropriations. A
performance audit consists of a review of how well the government met its
stated goals.
This refers to the funds remaining from the prior year which are available for
appropriation and expenditure in the current year.
A balanced budget is defined as a budget in which proposed expenditures and
provisions of contingencies in the budget do not exceed the total estimated
revenues including surpluses from prior years.
A plan of financial activity for a specified period of time indicating all planned
revenues and expenses for the budget period.
This refers to the basis of accounting used to estimate financing sources and
uses in the budget. This generally takes one of three forms: GAAP, cash, or
modified accrual.
The schedule of key dates which a government follows in the preparation and
adoption of the budget.
The control or management of a government in accordance with the approved
budget for the purpose of keeping expenditures within the limitations of
available appropriations and resources.
Assets of long-term character that are intended to continue to be held or used,
such as land, buildings, machinery, furniture, and other equipment.
The appropriation of bonds or operating revenue for improvements to facilities
and other infrastructure.
Expenditures related to the acquisition, expansion or rehabilitation of an
element of the government’s physical plant; sometimes referred to as
infrastructure.
A plan for capital outlay to be incurred each year over a fixed number of years
to meet capital needs arising from the government’s long-term needs.
Capital assets which have a value of $5,000 or more and have a useful
economic lifetime of more than one year.
Major construction, acquisition, or renovation activities which add value to a
government’s physical assets or significantly increase their useful life. Also
called capital improvements.
Long-term assignments of interest in rights to receive payments pursuant to a
lease purchase agreement between a financing authority and a governmental
entity.
A budgetary reserve set aside for emergencies or unforeseen expenditures
not otherwise budgeted.
229

GLOSSARY OF TERMS
Contractual Services
Debt Service
Department
Development-Related Fees
Disbursement
Employee Benefits
Encumbrance
Expenditure
Expense
Fiscal Policy
Fiscal Year
Full-time Equivalent Position
Fund
Fund Balance
GAAP
Infrastructure
Interfund Transfers
Services rendered to a government by private firms, individuals, or other
governmental agencies. Examples include utilities, rent, maintenance
agreements, and professional consulting services.
The cost of paying principal and interest on borrowed money according to a
predetermined payment schedule.
The basic organizational unit of government which is functionally unique in its
delivery of services.
Fees and charges generated by building, development and growth in a
community. Included are building and street permits, development review
fees, and zoning, platting, and subdivision fees.
The expenditures of monies from an account.
Contributions made by a government to meet commitments or obligations for
employee fringe benefits. Included are the government’s share of costs for
Social Security and the various pension, medical, and life insurance plans.
The commitment of appropriated funds to purchase an item or service. To
encumber funds means to set aside or commit.
The payment of cash on the transfer of property or services for the purpose of
acquiring an asset, service or settling a loss.
Charges incurred (whether paid immediately or unpaid) for operations,
maintenance, interest or other charges.
A government’s policies with respect to revenues, spending, and debt
management as these relate to government services, programs and capital
investments. Fiscal policy provides an agreed-upon set of principles for the
planning and programming of government budgets and their funding.
A twelve-month period designated as the operating year for accounting and
budgeting purposes in an organization.
A part-time position converted to the decimal equivalent of a full-time position
based on 2080 hours per year. For example, a part-time administrative
assistant working 20 hours per week would be the equivalent to 0.5 of a fulltime
position.
A fiscal entity with revenues and expenses which are segregated for the
purpose of carrying out a specific purpose or activity.
The excess of the assets of a fund over its liabilities and reserves.
Generally Accepted Accounting Principles – Uniform minimum standards for
financial accounting and recording, encompassing the conventions, rules, and
procedures that define accepted accounting principles.
The physical assets of a government (e.g., streets, water, sewer, public
buildings, and parks).
The movement of monies between funds of the same governmental entity.
230

GLOSSARY OF TERMS
Intergovernmental Revenue
Levy
Long-term Debt
Mill
Net Budget
Objective
Obligations
Operating Revenue
Operating Expenses
Performance Budget
Performance Indicators
Performance Measure
Personal Services
Program
Program Budget
Resolution
Resources
Revenue
Funds received from federal, state, and other local government sources in the
form of grants, shared revenues, and payments in lieu of taxes.
To impose taxes for the support of government activities.
Debt with a maturity of more than one year after the date of issuance.
The property tax rate which is based on the valuation of property. A tax rate
of one mill produces one dollar of taxes on each $1,000 of assessed property
valuation.
The legally adopted budget less all interfund transfers and interdepartmental
charges.
Something to be accomplished in specific, well-defined, and measurable
terms and that is achievable within a specific time frame.
Amounts which a government may be legally required to meet out of its
resources. They include not only actual liabilities, but also encumbrances not
yet paid.
Funds that the government receives as income to pay for ongoing operations.
It includes such items as taxes, fees from specific services, interest earnings,
and grant revenues. Operating revenues are used to pay for day-to-day
services.
The cost for personnel, materials and equipment required for a department to
function.
A budget wherein expenditures are based primarily upon measurable
performance of activities and work programs.
Specific quantitative and qualitative measures of work performed as an
objective of specific departments or programs.
Data collected to determine how effective or efficient a program is in achieving
its objectives.
Expenditures for salaries, wages, and fringe benefits of a government’s
employees.
A group of related activities performed by one or more organizational units for
the purpose of accomplishing a function for which the government is
responsible.
A budget which allocates money to the functions or activities of a government
rather than to specific items of cost or to specific departments.
A special or temporary order of a legislative body; an order of a legislative
body requiring less legal formality than an ordinance or statute.
Total amounts available for appropriation including estimated revenues, fund
transfers, and beginning balances.
Sources of income, financing the operations of government.
231

GLOSSARY OF TERMS
Service Level
Source of Revenue
Supplemental Appropriation
Supplemental Requests
Taxes
Transfers In/Out
Unencumbered Balance
Unassigned Fund Balance
Services or products which comprise actual or expected output of a given
program. Focus is on results, not measures of workload.
Revenues are classified according to their source or point of origin.
An additional appropriation made by the governing body after the budget year
has started.
Programs and services which departments would like to have added (in priority
order) over their target budget, or if revenue received is greater than
anticipated.
Compulsory charges levied by a government for the purpose of financing
services performed for the common benefit of the people. This term does not
include specific charges made against particular persons or property for
current or permanent benefit, such as special assessments.
Amounts transferred from one fund to another to assist in financing the
services for the recipient fund.
The amount of an appropriation that is neither expended nor encumbered. It
is essentially the amount of money still available for future purposes.
The portion of a fund’s balance that is not restricted for a specific purpose and
is available for general appropriation.
232

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