2018 Adopted Annual Operating & Capital Improvement Budget

2018 Annual Operating & Capital Improvement Budget
www.greenwoodvillage.com

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........................................................................................................................................................................ 79
Community Development ............................................................................................................................................ 89
Parks, Trails & Recreation......................................................................................................................................... 105
Police......................................................................................................................................................................... 131
Public Works ............................................................................................................................................................. 151
Special Revenue Funds
SGID #1 Fund Financial Summary............................................................................................................................ 175
Capital Project Funds
Capital Projects Fund Financial Summary ................................................................................................................ 177
Capital Projects Fund Revenue Detail ..................................................................................................................... 179
Capital Projects Fund Expenditure Detail ................................................................................................................. 180
Capital Improvement Program
Capital Improvement Program Overview .................................................................................................................. 181
Capital Improvement Project Summary..................................................................................................................... 182
Individual Project Details ........................................................................................................................................... 184
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TABLE OF CONTENTS
Appendix
Long-Range Financial Plans ..................................................................................................................................... 237
Personnel Summary .................................................................................................................................................. 240
Financial & Budget Policies ....................................................................................................................................... 243
Glossary of Terms ..................................................................................................................................................... 246
Ordinance No. 17-17 ................................................................................................................................................. 251
Ordinance No. 18-17 ................................................................................................................................................. 253
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 unfamiliar 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 profile of the community
• 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 - In February 2017, the City dissolved the Sewer General Improvement District and transferred
all assets and operations to the Southgate Sanitation District. This section provides a summary financial statement of the
Fund prior to the dissolution.
Capital Projects Fund - This section provides 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. Revenues are derived from various restricted and non-restricted sources including transfers from
the General Fund.
Capital Improvement Program - This section provides an explanation 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 various 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, 2017. 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
Mayor, with the consent of a majority of City Council, appoints the City Manager. City Council appoints the City Attorney
and 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
Maintenance Facility
10001 East Costilla Avenue
Greenwood Village, Colorado 80112
303.708.6100
Curtis Center for the Arts
2349 East Orchard Road
Greenwood Village, Colorado 80121
303.797.1779
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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 Proposed 2018 Annual Operating & Capital Improvement Budget focuses on 1)
maintaining existing levels of service; 2) reinvestment in the capital infrastructure of the community; and 3) safeguarding
the financial condition of the organization. The budget maintains the high-quality services that residents expect, and
provides for reinvestment in the community’s infrastructure without the imposition of new taxes or use of debt.
In 2018, the City expects to generate revenues of approximately $48.8 million. The amount represents an increase in
revenues of $162,645 or 0.3% when compared to the prior year’s amended budget. The slight increase is the combined
result of existent negligible growth in sales, lodging and occupational privilege tax collections, as well as an anticipated
decline in future development activity. Given the irregularity of development-related collections, the City remains
conservative when forecasting revenues associated with building material use tax, building permits, and plan review
fees. Omitting development-related revenue sources from the comparison, results in an anticipated, and relatively
modest increase in revenue of $1.02 million or 2.3%.
An ongoing challenge facing the City is its dependency on sales and use tax revenues. More than 60% of the City’s
total revenue is attributable to sales and use tax collections, making the organization especially reliant upon, and
vulnerable to, patterns in consumer and commercial spending. Furthermore, as a regional employment center, the City’s
tax collections depend heavily on business spending, as well as that of the local workforce. 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 to maintain the financial condition and
outlook of the organization. The underlying revenue assumptions in the 2018 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.
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. 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.
As previously stated, a primary focus of the 2018 budget is that of maintaining current service levels. Forecasted citywide
expenditures of $54.4 million are 9.1% below that of the current year’s amended budget. Similar to revenues, the
total expenditure figure is misleading without the benefit of additional discussion. 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 2017 amended budget. The process inflates
the prior year capital outlay appropriations and consequently, makes it appear as though the City is reducing the capital
improvement budget by $4.5 million. Additionally, one-time expenditures such as the dissolution of the Greenwood
Village Sewer General Improvement District #1 in 2017, as well as the proposed offset of personnel expenditures via
the use of retirement plan forfeitures also serves to distort the year-to-year comparison. Omitting the above items from
the budget comparison provides a much more accurate assessment and results in an increase of $1.1 million or 3.0%.
The 2018 budget continues the City’s commitment to maintaining high-quality services and attracting and retaining highquality
employees. This includes funding for compensation and benefits competitive within the market. Costs associated
with personnel represent 64.9% of the City’s operating budget or 44.2% of the total budget. The 2018 budget includes
market adjustments to the City’s pay plan, an average 3.5% performance increase for general employees, and step
increases for sworn personnel. Benefits, meanwhile, are continuing at 2017 rates with the exception of health insurance,
for which the employer cost is increasing by 8.8% to remain competitive within the marketplace. Of notable interest is
the deliberate use of previously accumulated retirement plan forfeitures in the amount of $783,265 to offset 2018
employer contributions. Overall, costs associated with personnel are projected to increase 1.3% over that of the prior
year’s amended budget.
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 2018 budget
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GOVERNMENT PROFILE
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.
Maintaining the public infrastructure and assets are a core responsibility of the City and essential to effective service
delivery. Streets, sidewalks, parks, trails and open spaces of the highest quality are a significant part of what makes the
community such an exceptional place to live and work. The 2018 budget supports the ongoing reinvestment in public
infrastructure and includes $17.2 million in capital improvement projects or roughly 31.6% of the total expenditure
appropriation.
The 2018 budget includes $7.8 million for the second phase of the redesign and construction of the maintenance facility.
Phase one of the project consisted of constructing a new fleet building, additional material storage and protective
canopies for vehicles and equipment. The remodel and expansion of the existing space allowed for the relocation of
various equipment and activities to the maintenance facility, allowing for the expansion of the crime lab and evidence
storage located at the City Hall. Phase two of the project includes expanding the existing office space, completing the
shop spaces, site grading, lighting and security, and providing an additional canopy for vehicle and equipment storage.
Infrastructure demands are driven by residents, as well as the City’s considerable workforce population. Approximately
2,700 businesses operate within the City, offering a wide variety of goods and services. The City 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. It should therefore come as no surprise
that regional transportation is of great importance to the community. The City has initiated steps to update the
community’s Transportation Plan in response to the anticipated future growth of the Denver South I-25 Corridor.
Although most of the growth is projected to occur beyond the boundaries of the community, such growth will undoubtedly
impact the City’s local transportation system. The 2018 budget continues to place a priority on transportation and
includes $7.3 million for street and transportation infrastructure improvements including the extension of the eastbound
left turn lanes at I-25 and Orchard Road, the enhancement of the traffic signals via connectivity with regional partners
and replacement of vehicle detection systems, and the continuation of the sign replacement program to assure visibility,
as well as a well-maintained community appearance.
Greenwood Village’s parks, trails and open spaces are a substantial 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 through 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. The
2018 budget includes planned improvements of $800,000 to the City’s parks and recreation infrastructure, including
expansion of the existing skate park, the initial planning of improvements to the medians along Belleview Avenue, and
the addition of restroom facilities located at both the Orchard Trailhead of the High Line Canal and Castlewood Park.
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 a decrease to fund balance of 14.7% or $5.5 million. The
use of fund balance is attributable to the $7.8 million associated with the redesign and construction of the maintenance
facility for which resources had been previously accumulated, allowing for the cash-funding of the project. The 2018
budget provides for all externally enforceable restrictions, as well as a 25% Operating Reserve Assignment and an
Open Space Acquisition Assignment. 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 assignment operates much like a savings account
in an effort to accumulate reserves for future expenditures. Additionally, the 2018 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 per
the US Census Bureau, is home to an estimated
16,043 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-n-ride/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 18th-busiest airport in the world and
the 6th-busiest airport in the United States serving more than 58
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 second 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 6,491 housing units within the City of
Greenwood Village with much of those (58.4%) being detached single-family homes. The percentage of owner-occupied
and renter-occupied housing units is 67.2% and 32.8%, respectively. The City’s median home value is one of the highest
in the region at $805,600, while monthly rents average over $1,418. According to the Federal Housing Finance Agency
(FHFA), as of March 31, 2017, Colorado ranked second in home price appreciation, suggesting housing market
performance far exceeding that of the national average.
10

COMMUNITY PROFILE
Income & Employment
The community boasts a highly-educated workforce with 74.4% 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 $117,500 and $81,934 respectively. Approximately 3.0% 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
20%
Education & Health Care
17%
Professional Services &
Management
18%
Construction &
Manufacturing
8%
Retail & Wholesale Trade
13%
Information Services
7%
Finance & Real Estate
17%
According to the U.S. Department of Labor, as of July 2017, the unemployment rate in Colorado decreased 1.3% from
the prior year to 2.4%, and remaining below the national average of 4.3%. Similarly, the Denver Metropolitan Area
unemployment rate decreased 1.5% compared to the prior year to 2.5%. Job growth in the State grew by 2.6% as
compared to the national average of 2.4%. However, average
weekly wages in the metropolitan area increased 2.0% during the
previous twelve-month period while the national average
increased 2.8%. 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 City 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
Fascore, LLC
King Soopers Cherry Creek School District
Comcast
Red Robin
City of Greenwood Village
Great West Life & Annuity Starbucks
Colorado State University
Cigna Health & Life
Pappadeux
Tri-County Health
Charter Communications Home Depot
South Metro Fire Rescue
Fidelity Brokerage Services Kuni Lexus
Greenwood Athletic Club
11

COMMUNITY PROFILE
Economic Development
Access to a highly educated and skilled workforce, favorable business climate, suitable infrastructure and past economic
performance remain key components which attract new businesses to the City. Notable businesses openings within the
past twelve months include:
In August 2016, Flagship Food Group relocated their corporate headquarters from Los Angeles to Greenwood
Village. Flagship manufactures and sells products under the 505 Southwestern®, Lilly B’s®, TJ Farms® and
Steak-N-Shake® brands. It also supplies specialized food products for private label customers as well as for
leading global restaurant chains. In addition, Flagship provides comprehensive logistics solutions for leading
food companies.
Recreational Equipment, Inc. (REI) is in the process of completing tenant improvements and will be opening a
45,000-square foot storefront located at 9000 East Peakview Avenue just east of I-25 and north of Arapahoe
Road. REI is a premier outdoor gear and sporting goods store. They provide outdoor enthusiasts with top-brand
gear & clothing for camping, climbing, cycling, fitness, hiking, paddling, skiing, snowboarding and more.
Greenwood Village continues to see significant economic growth and while limited, opportunities for infill development
within the City still 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.
The Charter Communications building, currently under
construction, is the third, and final building of the 900,000 square
foot Arapahoe at Village Center Station development located at
I-25 and Arapahoe Road. The 11-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. The
Village Center Station plaza creates additional outdoor meeting
spaces with multiple seating areas while also providing a
convenient connection to the onsite light rail station.
Construction is also nearly complete on the new Village Center
DTC office building on the east side of I-25. Village Center DTC
will add to the City’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 proposed Westin Hotel, as discussed
below. 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
2018. 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 approximately 170 hotel rooms a
restaurant, bar, coffee shop and meeting spaces. 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 2.6% in
2016 and increased 3.1% from the first half of 2016 to the first half of 2017. Higher costs for shelter (7%) are largely
responsible for the overall increase. Costs for energy fell 4.6%, food prices rose 0.2%, while all others advanced 3.5%.
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%
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
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 June 2017, the PMI reported an index measure of 57.8.
This reading represents the strongest rate of expansion since August 2014. 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. The following chart illustrates a gradual increase in the PMI
over the past twelve-month period, indicating continued improvement in business owner optimism.
Purchasing Manager's Index
60.0
58.0
56.0
54.0
52.0
50.0
48.0
46.0
44.0
Jul
2016
Aug Sep Oct Nov Dec Jan
2017
Feb Mar Apr May Jun
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 86.10
from 1952 until 2017, while a reading of 90.0 is associated with a healthy economic outlook. As of July, the CCI reported
an index measure of 93.1, below market estimates of 95, although the same measure as reported in July 2016. The
chart below illustrates consumer sentiment has improved during the past twelve months but more recently demonstrates
a fall in future expectations.
United States Consumer Sentiment
100.0
98.0
96.0
94.0
92.0
90.0
88.0
86.0
84.0
82.0
80.0
Aug
2016
Sep Oct Nov Dec Jan
2017
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 2017, reaching
an all-time high of 11.2% in March of 1994 and a record low of -11.5% in March of 2009. Retail sales increased 2.8% in
June of 2017 over the same month in the previous year. As evident in the following chart, increases in retail sales were
steady from July 2016 to January 2017 but have since been declining.
United States Retail Sales Year-Over-Year
6.0
5.0
4.0
3.0
2.0
1.0
-
Jul
2016
Aug Sep Oct Nov Dec Jan
2017
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
Establishment of
Goals/Objectives
Distribution of the
Adopted Budget
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
Executive Review
& Refinement
Distribution of the
Proposed Budget
15

BUDGET PROCESS
Budget Calendar
January 29, 2017
May 16
May 23
May 25
Jun 5
June 8-9
June 12
June 12
July 7
July 14
July 17
July 21
July 24
July 31- August 4
August 7
August 11
August 18
August 21
August 21
August 25
August 25
August 30
September 1
September 6
October 2
October 16
December 10
December 15
December 18-29
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 Planning & Zoning Commission
Discussion of the Capital Improvement Program with the Parks, Trails & Recreation
Commission
Discussion of the Capital Improvement Program with the Board of Adjustments & Appeals
Public Hearing – Capital Improvement Program
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)
Establishment of Preliminary Revenue
Presentation of the Draft Capital Improvement Program to the City Council
Budget Submission Period Closed – System User Access Terminated
Distribution of Preliminary Budget Reports to the Executive Management Team
Executive Review & Discussion of Preliminary Budget Reports
Budget Revision Period Opened – System User Access Granted
Budget Revision Period Closed – System User Access Terminated
Departmental Budget Narratives & Performance Measures Due to Finance Department
Presentation of the Proposed Employee Compensation & Benefits to the City Council
City Council Discussion of the Proposed Capital Improvement Program
Submission of the Proposed Budget Document to the Mayor & Executive Management
Team
Receive Preliminary Assessed Valuation from the County Assessor
Due by August 25 th (C.R.S. 39-5-121(2)(b))
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 enactment of an 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 accumulated money to support service costs and
repairs related to the District’s connection with the South Englewood Sanitation District. Revenues were provided via
property tax assessments levied upon property within the improvement district. In February 2017, the City dissolved the
Sewer General Improvement District and transferred all assets and operations to Southgate Sanitation District.
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.
17

BUDGET PROCESS
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
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 for all funds, not
including other sources or uses:
2016
Audited
Actuals
2017
Amended
Budget
2018
Adopted
Budget
% Change
Revenue:
Taxes & Assessments $ 38,889,425 $ 39,679,000 $ 39,621,521 -0.14%
Intergovernmental 4,635,492 2,791,359 3,055,028 9.45%
Licenses & Permits 1,629,321 1,755,000 1,701,000 -3.08%
Charges & Fees 2,800,927 3,039,000 2,898,955 -4.61%
Fines & Forfeitures 971,245 1,087,000 1,020,000 -6.16%
Investment Earnings 166,457 291,000 500,000 71.82%
Miscellaneous Revenue 112,925 8,000 16,500 106.25%
Total Revenue $ 49,205,792 $ 48,650,359 $ 48,813,004 0.33%
Total Revenue by Category
Intergovernmental
6%
Taxes &
Assessments
81%
Licenses & Permits
4%
Charges & Fees
6%
Fines & Forfeitures
2%
Miscellaneous
Revenue
0%
Investment Earnings
1%
As illustrated in the above table, in 2018, the City expects to generate revenues of approximately $48.8 million. The
amount represents an increase in revenues of $162,645 or 0.3% when compared to the prior year’s amended budget.
The slight increase is the combined result of recent negligible growth in sales, lodging and occupational privilege tax
collections, as well as an anticipated decline in future development activity. Given the irregularity of development-related
collections, the City remains conservative when forecasting revenues associated with building material use tax, building
permits, and plan review fees. Omitting development-related revenue sources from the comparison, results in an
anticipated, and relatively modest increase in revenue of $1.02 million or 2.3%.
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 81.2% of 2018
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. The
city-wide mill levy consists of 2.932 mills used to support the general operating activities of the City. In 2018, property
tax collections are expected to total $3.4 million, making up approximately 7.0% of the City’s total revenue. The amount
represents an increase of 14.6% as compared to the prior year’s amended budget due to continued improvement in
local residential and commercial property values.
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
2014 871,634,290 8.73%
2015 859,904,776 -1.35%
2016 982,360,897 14.24%
2017 993,812,028 1.17%
2018* 1,160,578,734 16.78%
* 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 enacted in 1982, 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 during years of reappraisal to maintain the ratio. Prior to the Gallagher Amendment, the residential
assessment rate was 30%. From 2003 through 2017 the rate remained stable at 7.96%; however, for 2018 the rate will
decrease to 7.20%. 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 7.2% 29.00%
Assessed Value $36,000 $145,000
Greenwood Village Mill Levy 2.932 2.932
Annual Property Tax Obligation $105.55 $425.14
Sales Tax
The City of Greenwood Village levies a 3.0% 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 $25.4 million or 51.9% 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)
2014
Actuals
2015
Actuals
Sales Tax
(in millions)
2016
Actuals
2017 Amended Budget
$25.28 Million
2017
Estimate
2018
Adopted
Budget
21.78 24.16 24.65 25.00 25.35
As evident in the above chart, sales tax collections are forecasted to increase 0.29% over those of the prior year’s
amended budget. The negligible increase is due to an unexpected recent flattening of sales tax collections. Thus, the
City expects 2017 collections to fall slightly below initial forecasts. Due to the inherent sensitivity of sales tax to consumer
and commercial spending, coupled with the continued volatility of the consumer confidence and retail sales indexes
over the past twelve months, 2018 sales tax collections have been forecasted to increase 1.4% above those of the
revised 2017 year-end estimates.
Use Tax
In addition to sales tax, the City also imposes a 3.0% 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 complements 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 3.0% of 60.0% percent of the total cost of construction.
The first $3,500 of building materials are exempt from use tax.
In 2018, general use tax and building materials use tax collections are forecasted at $3.3 million and $2.4 million,
respectively. Overall use tax collections account for $5.7 million or roughly 11.6% 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:
$7.0
$6.0
$5.0
$4.0
$3.0
$2.0
$1.0
$0.0
Use Tax
(in millions)
2014
Actuals
2015
Actuals
Use Tax
(in millions)
2016
Actuals
2017 Amended Budget
$6.17 Million
2017
Estimate
2018
Adopted
Budget
5.60 4.98 6.24 6.29 5.67
As the above chart illustrates, use tax collections are expected to decrease 8.2% when compared to the previous year’s
amended budget. Based on current collections and known or probable development projects, the City anticipates that
2017 collections will exceed those included in the prior year’s amended budget by approximately 1.9%. Given an
anticipated decline in future development activity, as well as the irregularity of development and commercial spending,
the City has elected to remain conservative when forecasting use tax collections. As such, the 2018 use tax collections
are forecasted to decrease 9.9% below those of the revised 2017 year-end estimates.
Lodging Tax
A 3.0% lodging tax is assessed on all lodging services provided within the City. Lodging tax collections are forecasted
at $1.7 million or 3.4% 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:
$1.9
$1.7
$1.5
$1.3
$1.1
$0.9
$0.7
$0.5
Lodging Tax
(in millions)
2014
Actuals
2015
Actuals
Lodging Tax
(in millions)
2016
Actuals
2017 Amended Budget
$1.72 Million
2017
Estimate
2018
Adopted
Budget
1.37 1.53 1.62 1.63 1.65
As shown in the above chart, lodging tax collections are forecasted to decrease 4.0% when compared to the forecasts
of the previous year’s amended budget. Based on current collection rates, the City expects collections to fall below
those of the 2017 amended budget by approximately 5.2%. Due to the inherent sensitivity of lodging tax to consumer
spending, 2018 lodging tax collections have been forecasted to increase 1.2% above those of the revised 2017 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 2018 forecast represents an increase of 0.5% above the prior year’s
amended budget and 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)
2014
Actuals
2015
Actuals
2016
Actuals
2017 Amended Budget
$1.99 Million
2017
Estimate
2018
Adopted
Budget
1.80 1.95 1.95 1.99 2.00
Intergovernmental
The intergovernmental revenue category represents approximately 6.3% 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)
2014
Actuals
2015
Actuals
2016
Actuals
2017 Amended Budget
$2.79 Million
2017
Estimate
2018
Adopted
Budget
2.42 3.18 4.64 2.79 3.06
Licenses & Permits
The City issues various licenses and permits which grant the holder specific use privileges. The fees, which account for
approximately 3.5% of the 2018 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 decrease 3.1% compared to the prior
year’s amended budget due to a slowdown in building permit 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:
$1.8
$1.6
$1.4
$1.2
$1.0
$0.8
$0.6
$0.4
$0.2
$0.0
Licenses & Permits
(in millions)
2014
Actuals
Licenses & Permits
(in millions)
2015
Actuals
2016
Actuals
2017 Amended Budget
$1.76 Million
2017
Estimate
2018
Adopted
Budget
1.21 1.35 1.63 1.68 1.70
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 5.9% 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 decrease 4.6%
compared to the prior year’s amended budget due to an anticipated decrease in plan review fees pertaining to
commercial development activity. 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)
2014
Actuals
2015
Actuals
2016
Actuals
2017 Amended Budget
$3.04 Million
2017
Estimate
2018
Adopted
Budget
2.84 2.67 2.80 2.91 2.90
24

REVENUE ASSESSMENT
Fines & Forfeitures
Fines and forfeitures comprise approximately 2.1% 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 decrease approximately 6.2% when compared to the prior
year’s amended budget. The decrease is the result of collections associated with the photo red light program, and is
more representative of what was 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)
2014
Actuals
2015
Actuals
2016
Actuals
2017 Amended Budget
$1.09 Million
2017
Estimate
2018
Adopted
Budget
1.09 1.12 0.97 1.00 1.02
Investment Earnings
The City of Greenwood Village invests primarily in a combination of local government investment pools, collateralized
time deposits, and money market accounts. Although market rates continue to improve, it is anticipated that a high
percentage of the organization’s portfolio will consist of short duration and/or liquid instruments. However, the adoption
of an investment policy in 2016 has resulted in a more effective portfolio to include government and corporate securities
as shown by the higher returns.
Investment Earnings
(in thousands)
$525.0
$475.0
$425.0
$375.0
$325.0
$275.0
$225.0
$175.0
$125.0
$75.0
$25.0
Investment Earnings
(in thousands)
2014
Actuals
2015
Actuals
2017 Amended Budget
$291 Thousand
2016
Actuals
2017
Estimate
2018
Adopted
Budget
27.33 33.44 166.46 250.92 500.00
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. Miscellaneous revenue accounts for 0.03% of the City’s total revenue.
Miscellaneous Revenue
(in thousands)
$120.0
$100.0
$80.0
$60.0
$40.0
$20.0
$0.0
Miscellaneous Revenue
(in thousands)
2014
Actuals
2015
Actuals
2016
Actuals
2017 Amended Budget
$8 Thousand
2017
Estimate
2018
Adopted
Budget
53.50 73.17 112.93 8.58 16.50
26

EXPENDITURE ASSESSMENT
Overview
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.
2016
Audited
Actuals
2017
Amended
Budget
2018
Adopted
Budget
% Change
Expenditures:
Personnel $ 22,559,457 $ 23,760,018 $ 24,057,465 1.25%
Purchased Services 5,843,390 8,501,522 6,843,333 -19.50%
Supplies/Non-Capital Equipment 3,048,118 3,246,037 3,129,034 -3.60%
Capital Outlay 10,920,256 23,711,048 19,613,597 -17.28%
Debt Service 31,522 31,522 13,135 -58.33%
Miscellaneous Expenditures 2,566,943 580,256 746,230 28.60%
Total Expenditures $ 44,969,686 $ 59,830,403 $ 54,402,794 -9.07%
Supplies/Non-Capital
Equipment
6%
Total Expenditures by Category
Purchased Services
13%
Capital Outlay
36%
Personnel
44%
Debt Service
0%
Miscellaneous
Expenditures
1%
As reported in the above table, forecasted city-wide expenditures of $54.4 million are 9.1% below that of the current
year’s amended budget. Similar to revenues, the total expenditure figure is misleading without the benefit of additional
discussion. 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 2017 amended budget. The process inflates the prior year capital outlay appropriations and consequently, makes it
appear as though the City is reducing the capital improvement budget by $4.5 million. Additionally, one-time
expenditures such as the dissolution of the Greenwood Village Sewer General Improvement District #1 in 2017, as well
as the proposed offset of personnel expenditures via the use of retirement plan forfeitures also serves to distort the
year-to-year comparison. Omitting the above items from the budget comparison provides a much more accurate
assessment and results in an increase of $1.1 million or 3.0%.
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 44.2% of the total budgeted expenditures. Personnel
expenditures increased 1.3% or $297,447 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. Where appropriate, additional
information regarding the addition or transition of positions has been included in the appropriate department narratives.
Correction of Prior Year Calculation Error: +$104,671
Additional FTE Facility Service Worker: +$48,701
Transition of 1 Commander to Sergeant: -$16,820
Promotion of 6 Police Officers to Corporals: +$28,243
Impact of Prior Year Merit Increases/Employee Transition: +$69,135
Employee Selection Changes to Health/Dental Plans: +$96,648
2018 General Employee Market Adjustments: +$18,602
2018 General Employee Merit Adjustments: +$207,720
2018 Commissioned Officer Market Adjustments: +$224,551
2018 Commissioned Officer Pay Plan Step Adjustment: +$77,271
2018 Seasonal Wage Adjustments: +$12,936
2018 Rate/Shift Differential Adjustments: -$10,000
2018 Overtime Wage Adjustments: -$7,478
2018 Allowance Adjustments: +$2,270.
2018 Medical/Dental Insurance Premium Adjustments: +$224,262
Use of Retirement Plan Forfeitures: -$783,265
The following chart illustrates the historical personnel trends and forecasts:
$24.5
$24.0
$23.5
$23.0
$22.5
$22.0
$21.5
$21.0
$20.5
$20.0
Personnel
(in millions)
2014
Actuals
2015
Actuals
Personnel
(in millions)
2016
Actuals
2017 Amended Budget
$23.76 Million
2017
Estimate
2018
Adopted
Budget
21.26 22.13 22.56 23.10 24.06
As depicted in the above chart, personnel costs are forecasted to increase approximately 4.2% above those of the yearend
estimate. That said, there is often a difference between personnel forecasts and the costs which are actually
recognized by the organization. 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 12.6% of the total expenditures. Forecasted expenditures
decreased 19.5% when compared to the prior year primarily due to the one-time expenditure associated with the
dissolution of the Greenwood Village Sewer General Improvement District #1 in 2017. 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.
$8.5
$8.0
$7.5
$7.0
$6.5
$6.0
$5.5
$5.0
$4.5
Purchased Services
(in millions)
2014
Actuals
Purchased Services
(in millions)
2015
Actuals
2016
Actuals
2017
Estimate
2017 Amended Budget
$8.5 Million
2018
Adopted
Budget
4.85 5.22 5.84 7.90 6.84
Supplies/Non-Capital Equipment
The supplies and non-capital equipment category represents approximately 5.8% of the total organizational
expenditures. Forecasted expenditures decreased 3.6% from the 2017 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.
$3.5
Supplies/Non-Capital Equipment
(in millions)
2017 Amended Budget
$3.25 Million
$3.0
$2.5
$2.0
Supplies/Non-Capital Equipment
(in millions)
2014
Actuals
2015
Actuals
2016
Actual
2017
Estimate
2018
Adopted
Budget
2.73 2.85 3.05 3.10 3.13
29

EXPENDITURE ASSESSMENT
Capital Outlay
The capital outlay category makes up 36.1% 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
2018 are shown in the following chart:
Item Description
Amount
Administrative Services
Final Phase of Conference Room Upgrade $ 11,000
Keri Door System Upgrades to IP-based Management Systems 25,130
New Backup System to Replace CommVault 71,339
Tax Software Replacement 75,000
RMS System Replacement 434,430
Fleet and Work Order Management System Replacement 86,700
Total Administrative Services $ 703,599
Parks, Trails & Recreation
Kiln and Installation (Curtis School) $ 6,000
Bluegrass Mower Replacement (3) 45,300
Power Unit 11,500
Ride On Aerator 10,750
Equestrian Trail/Open Space Tractor with Mowing Deck 38,275
Aerator Attachment 17,200
60" Broom Attachment for JD Tractor 6,100
Enclosed 4X4 Utility Vehicle with Plow and Broom Attachments 37,650
Total Parks, Trails & Recreation $ 172,775
Public Works
400 Gallon Diesel Exhaust Fluid Dispenser $ 45,000
Dump Truck (Replaces Unit 8204) 79,000
Small Pickup (Replaces Unit 8202) 45,000
Wood Chipper (Replaces Unit 8207) 45,000
Utility Truck (Replaces Unit 8131, Developed Parks) 70,000
Pickup Truck (Replaces Unit 8146, Developed Parks) 36,000
Pickup Truck (Replaces Unit 8175, Developed Parks) 36,000
Utility Truck (Replaces Unit 112, Developed Parks) 77,000
Utility Truck (Replaces Unit 8301, Streetscapes) 45,000
Pickup Truck (Replaces Unit 9704, Community Development) 38,000
Passenger Van (Replaces Unit 9604, Fleet) 35,000
Vehicle (Replaces Unit 4301, Water Quality) 45,000
Dump Truck (Replaces Unit 8923, Snow & Ice) 203,000
Dump Truck (Replaces Unit 8931, Snow & Ice) 210,000
Pickup Truck (Replaces Unit 4101, Drainage) 50,000
Vehicle (Replaces Unit 6203, Police) 45,000
Vehicle (Replaces Unit 914, Police) 50,000
Vehicle (Replaces Unit 915, Police) 50,000
Vehicle (Replaces Unit 916, Police) 50,000
Vehicle (Replaces Unit 933, Police) 65,000
Vehicle (Replaces Unit 8807, Police) 40,000
Vehicle (Replaces Unit 8808, Police) 40,000
Speed Trailer (Replaces Unit T15) 12,000
Trailer (Community Service Program) 15,000
Video Detection System 85,140
Layer Three Switch and Firewall for Traffic Signal/ITS System 36,083
Total Public Works $ 1,547,223
City-Wide Total $ 2,423,597
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
2018 Actual Value* $ 7,421,011,715
Debt Limit – 3% of Net Assessed Value 222,630,351
Outstanding Debt Applicable to Limit -
Debt Margin $ 222,630,351
*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
2018 Activity
Interest
Payment
Ending
Balance
Maturity
Miscellaneous Expenditures
Xerox Copier Lease:
$ 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 1.4% 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
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 2018, the City plans for a single interfund transfer from the General Fund to the Capital Projects
Fund in the amount of $4.7 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 2018, the City
anticipates the sale of such property will generate approximately $75,000.
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, 2018 expenditure requests exceed revenue
forecasts by $5.5 million resulting in an overall decrease in fund balance.
2018 Beginning
Fund Balance
Revenues &
Other Sources
Expenditures &
Other Uses
Surplus/
(Deficits)
2018 Ending
Fund Balance
General Fund $ 24,966,098 $ 41,806,483 $ 41,806,483 $ - $ 24,966,098
Capital Projects Fund 12,461,042 11,823,640 17,338,430 (5,514,790) 6,946,252
$ 37,427,140 $ 53,630,123 $ 59,144,913 $ (5,514,790) $ 31,912,350
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 $4.7 million is slated for transfer to the Capital Projects Fund to support future reinvestment in the
community’s capital infrastructure.
Capital Projects Fund – Fund balance is forecasted to decrease by 44.3% or $5.5 million. As designed, resources
within the fund are accumulated over a period of time for the purposes of supporting future capital reinvestment.
The use of fund balance is entirely attributable to the planned $7.8 million redesign and construction of the
maintenance facility, for which funding was previously accumulated as an assigned fund balance.
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
2018 Beginning
Fund Balance
Revenues &
Other Sources
Expenditures &
Other Uses
Restrictions/
Commitments/
Assignments
2018
Unassigned
Fund Balance
General Fund $ 24,966,098 $ 41,806,483 $ 41,806,483 $ 11,092,900 $ 13,873,198
Capital Projects Fund 12,461,042 11,823,640 17,338,430 6,946,252 -
$ 37,427,140 $ 53,630,123 $ 59,144,913 $ 18,039,152 $ 13,873,198
As shown in the above table, the forecasted ending fund balance of $31.9 million exceeds all restrictions, commitments
and assignments of the organization by $13.9 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 2018 budget provides for all externally enforceable restrictions, as well as a 25% Operating Reserve Assignment,
and an Open Space Acquisition Assignment. 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 Assignment operates much like a savings
account to accumulate reserves for future expenditures. Additionally, the 2018 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
2016
Audited
Actuals
2017
Amended
Budget
2018
Adopted
Budget
% Change
Revenue:
Taxes & Assessments $ 38,889,425 $ 39,679,000 $ 39,621,521 -0.14%
Intergovernmental 4,635,492 2,791,359 3,055,028 9.45%
Licenses & Permits 1,629,321 1,755,000 1,701,000 -3.08%
Charges & Fees 2,800,927 3,039,000 2,898,955 -4.61%
Fines & Forfeitures 971,245 1,087,000 1,020,000 -6.16%
Investment Earnings 166,457 291,000 500,000 71.82%
Miscellaneous Revenue 112,925 8,000 16,500 106.25%
Total Revenue 49,205,792 48,650,359 48,813,004 0.33%
Expenditures:
Personnel 22,559,457 23,760,018 24,057,465 1.25%
Purchased Services 5,843,390 8,501,522 6,843,333 -19.50%
Supplies/Non-Capital Equipment 3,048,118 3,246,037 3,129,034 -3.60%
Capital Outlay 10,920,256 23,711,048 19,613,597 -17.28%
Debt Service 31,522 31,522 13,135 -58.33%
Miscellaneous Expenditures 2,566,943 580,256 746,230 28.60%
Total Expenditures 44,969,686 59,830,403 54,402,794 -9.07%
Excess/(Deficiency) of Revenues
Over Expenditures 4,236,106 (11,180,044) (5,589,790) -50.00%
Other Financing Sources/(Uses):
Sale of Capital Assets 81,281 50,000 75,000 50.00%
Insurance Recovery 402,644 162,646 - -100.00%
Total Other Financing Sources/(Uses) 483,925 212,646 75,000 -64.73%
Net Change In Fund Balance: 4,720,031 (10,967,398) (5,514,790) -49.72%
Cumulative Fund Balance
Beginning Fund Balance 43,674,507 48,394,538 37,427,140 -22.66%
Ending Fund Balance 48,394,538 37,427,140 31,912,350 -14.73%
Less Restrictions, Commitments, & Assignments:
3% TABOR Emergency Restriction 1,402,000 1,459,511 1,464,390 0.33%
Arts/Humanities Council Restriction 86,712 81,219 81,219 0.00%
Federal/State Forfeiture Restriction 225,679 - - 0.00%
25% Operating Reserve Assignment 8,743,187 9,224,555 9,266,091 0.45%
SGID #1 Restriction 1,270,414 - - 0.00%
Open Space Tax Restriction 1,637,387 202,534 602,534 197.50%
Lottery Proceeds Restriction 272,451 108,563 253,563 133.56%
Capital Project Commitment 11,576,245 1,607,181 3,420,021 112.80%
Open Space Acquisition Assignment 391,334 491,334 591,334 20.35%
Maintenance Facility Phase II Assignment 5,825,000 7,825,000 - -100.00%
Development Rebate Assignment 1,765,974 2,525,974 2,360,000 -6.57%
Unassigned Fund Balance* $ 15,198,155 $ 13,901,269 $ 13,873,198 -0.20%
*The reported Unassigned Fund Balance is that of the General Fund
35

CITY-WIDE REVENUE DETAIL
2016
Audited
Actuals
2017
Amended
Budget
2018
Adopted
Budget
% Change
Taxes & Assessments
Property Tax $ 2,932,527 $ 2,967,000 $ 3,400,000 14.59%
Specific Ownership Tax 227,892 231,000 235,000 1.73%
Sales Tax 24,651,353 25,277,000 25,350,000 0.29%
Use Tax 3,110,696 3,223,000 3,250,000 0.84%
Building Materials Use Tax 3,124,856 2,949,000 2,418,000 -18.01%
Lodging Tax 1,616,864 1,718,000 1,650,000 -3.96%
Occupational Privilege Tax 1,949,501 1,990,000 2,000,000 0.50%
Special Assessments 78,633 74,000 68,521 -7.40%
Audit & Compliance 1,197,103 1,250,000 1,250,000 0.00%
Total Taxes & Assessments 38,889,425 39,679,000 39,621,521 -0.14%
Intergovernmental
Tobacco Tax 109,499 109,000 105,000 -3.67%
Mineral Lease/Severance Tax 7,613 15,000 7,500 -50.00%
Open Space Tax 371,862 381,000 400,000 4.99%
Lottery Proceeds 158,549 174,000 145,000 -16.67%
District Court Proceeds 23,201 35,000 30,000 -14.29%
State/Federal Forfeitures 9,926 - - 0.00%
Road & Bridge Tax 321,232 331,000 330,000 -0.30%
Motor Vehicle Registration 59,780 61,000 60,000 -1.64%
Highway Users Tax 545,202 566,000 550,000 -2.83%
Intergovernmental Agreements 595,292 624,740 951,909 52.37%
Grant Proceeds 2,433,336 494,619 475,619 -3.84%
Total Intergovernmental 4,635,492 2,791,359 3,055,028 9.45%
Licenses & Permits
Business Licenses 15,750 15,000 15,000 0.00%
Liquor Licenses 37,808 30,000 30,000 0.00%
Contractor Licenses 111,900 108,000 115,000 6.48%
Building Permits 1,297,150 1,461,000 1,375,000 -5.89%
Park Use Permits 39,610 40,000 40,000 0.00%
Guard/Merchant Patrol Licenses 1,000 1,000 1,000 0.00%
Right-Of-Way Permits 126,103 100,000 125,000 25.00%
Total Licenses & Permits 1,629,321 1,755,000 1,701,000 -3.08%
36

CITY-WIDE REVENUE DETAIL
2016
Audited
Actuals
2017
Amended
Budget
2018
Adopted
Budget
% Change
Charges & Fees
Administrative Fees 3,996 4,000 4,000 0.00%
Plan Review Fees 500,372 604,000 359,000 -40.56%
Zoning & Subdivision Fees 16,850 23,000 20,000 -13.04%
Elevator Inspection Fees 120,820 170,000 183,455 7.91%
Rental/Lease Proceeds 38,527 39,000 40,000 2.56%
Participant Fees 163,200 150,000 160,000 6.67%
Franchise Fees 1,642,962 1,613,000 1,700,000 5.39%
Overtime Service Fees 5,445 10,000 5,000 -50.00%
Extra Duty Service Fees 299,305 415,000 415,000 0.00%
Fingerprinting Fees 6,445 6,000 7,500 25.00%
Sale of Goods 2,973 5,000 5,000 0.00%
Documents/Media 32 - - 0.00%
Total Charges & Fees 2,800,927 3,039,000 2,898,955 -4.61%
Fines & Forfeitures
Court Costs 92,743 88,000 95,000 7.95%
Court Fines 466,280 474,000 475,000 0.21%
Photo Red Light Fines 412,222 525,000 450,000 -14.29%
Total Fines & Forfeitures 971,245 1,087,000 1,020,000 -6.16%
Investment Earnings
Investment Earnings 166,457 291,000 500,000 71.82%
Total Investment Earnings 166,457 291,000 500,000 71.82%
Miscellaneous Revenue
Miscellaneous Revenue 49,889 - - 0.00%
Contributions & Donations 63,036 8,000 16,500 106.25%
Total Miscellaneous Revenue 112,925 8,000 16,500 106.25%
Total Revenues $ 49,205,792 $ 48,650,359 $ 48,813,004 0.33%
37

CITY-WIDE EXPENDITURE DETAIL
2016
Audited
Actuals
2017
Amended
Budget
2018
Adopted
Budget
% Change
Personnel
Regular Wages $ 16,054,209 $ 16,836,049 $ 17,492,436 3.90%
Seasonal/Temporary Wages 158,999 173,725 186,661 7.45%
Longevity Service Award 147,520 163,694 160,549 -1.92%
Rate/Shift Differential 25,369 33,000 23,000 -30.30%
Extra Duty Assignment 400,114 464,200 464,200 0.00%
Overtime Wages 412,153 459,711 452,233 -1.63%
Tuition Reimbursement 22,165 35,000 35,000 0.00%
Clothing Allowance 20,527 21,550 22,900 6.26%
Cleaning Allowance 32,402 33,000 33,500 1.52%
Communication Allowance 14,050 16,860 16,800 -0.36%
Vehicle Allowance 21,600 21,600 21,600 0.00%
Social Security 688,527 752,129 763,074 1.46%
Medicare 240,924 250,548 259,493 3.57%
Workers Compensation 284,084 348,259 360,969 3.65%
FPPA Death & Disability 95,013 95,422 107,036 12.17%
Retirement Contributions 1,449,371 1,535,127 822,287 -46.44%
Medical Insurance 2,223,996 2,239,010 2,556,631 14.19%
Dental Insurance 108,642 116,229 122,643 5.52%
Insurance Waivers 54,465 53,100 49,975 -5.89%
Life/AD&D Insurance 56,442 60,211 56,315 -6.47%
Disability Insurance 48,885 51,594 50,163 -2.77%
Total Personnel 22,559,457 23,760,018 24,057,465 1.25%
Purchased Services
Professional Services 1,008,115 1,750,139 1,443,677 -17.51%
Contracted Services 1,100,289 2,708,684 1,445,432 -46.64%
Catering/Dining Services 65,005 76,062 82,242 8.12%
Repair/Maintenance Services 1,585,909 1,668,667 1,565,269 -6.20%
Disposal/Recycling Services 812,611 805,203 813,993 1.09%
Telecommunication Services 160,234 193,562 201,925 4.32%
Postage/Shipping Services 71,009 69,930 71,330 2.00%
Advertising/Notification Services 12,514 18,250 19,000 4.11%
Printing/Publication Services 145,508 192,450 190,466 -1.03%
Training/Education 294,490 376,356 363,559 -3.40%
Dues/Memberships 184,601 214,137 197,681 -7.68%
Mileage/Travel 12,336 7,821 7,797 -0.31%
Rentals/Leases 58,158 66,556 62,620 -5.91%
Insurance Premiums/Deductibles 332,505 351,955 376,592 7.00%
Miscellaneous Services 106 1,750 1,750 0.00%
Total Purchased Services 5,843,390 8,501,522 6,843,333 -19.50%
38

CITY-WIDE EXPENDITURE DETAIL
2016
Audited
Actuals
2017
Amended
Budget
2018
Adopted
Budget
% Change
Supplies/Non-Capital Equipment
Office Supplies 32,731 30,473 27,270 -10.51%
Operating Supplies 1,149,610 1,326,482 1,274,287 -3.93%
Non-Capital Equipment 726,732 598,023 609,993 2.00%
Uniforms/Safety Equipment 183,765 155,549 167,874 7.92%
Gas/Electricity 447,739 461,500 481,000 4.23%
Water/Sewer 334,603 423,910 336,010 -20.74%
Fuel/Propane 172,938 250,100 232,600 -7.00%
Total Supplies/Non-Capital Equipment 3,048,118 3,246,037 3,129,034 -3.60%
Capital Outlay
Capital Equipment 1,958,490 2,050,279 2,423,597 18.21%
Capital Improvement Projects 8,961,766 21,660,769 17,190,000 -20.64%
Total Capital Outlay 10,920,256 23,711,048 19,613,597 -17.28%
Debt Service
Principal Payments 31,522 31,522 13,135 -58.33%
Total Debt Service 31,522 31,522 13,135 -58.33%
Miscellaneous Expenditures
Contributions/Donations 10,275 10,800 10,800 0.00%
Community Incentives 556,668 569,456 569,456 0.00%
Development Rebates 2,000,000 - 165,974 100.00%
Total Miscellaneous Expenditures 2,566,943 580,256 746,230 28.60%
Total Expenditures $ 44,969,686 $ 59,830,403 $ 54,402,794 -9.07%
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
Capital Projects
Fund Total
Mayor & Council $ 398,537 $ - $ 398,537
City Management 879,954 - 879,954
City Attorney 538,461 - 538,461
Municipal Judge 38,184 - 38,184
Administrative Services 4,241,820 - 4,241,820
Finance 1,693,682 800 1,694,482
Community Development 2,653,286 147,630 2,800,916
Parks, Trails & Recreation 7,117,962 800,000 7,917,962
Police 10,940,056 - 10,940,056
Public Works 8,549,287 16,390,000 24,939,287
Debt Service 13,135 - 13,135
Total Expenditure Appropriations: $ 37,064,364 $ 17,338,430 $ 54,402,794
Expenditures by Fund
General
Fund
68%
Capital Projects Fund
32%
Expenditures by Department
Public Works
46%
Police
20%
Parks, Trails & Recreation
14%
Debt Service
0%
Mayor & Council
1%
City Management
2%
City Attorney
1%
Municipal Judge
0%
Administrative Services
8%
Finance
3%
Community Development
5%
40

GENERAL FUND FINANCIAL SUMMARY
2016
Audited
Actuals
2017
Amended
Budget
2018
Adopted
Budget
% Change
Revenue:
Taxes & Assessments $ 33,606,303 $ 34,641,000 $ 35,110,000 1.35%
Intergovernmental 731,505 821,886 735,028 -10.57%
Licenses & Permits 1,629,321 1,755,000 1,701,000 -3.08%
Charges & Fees 2,800,927 3,039,000 2,898,955 -4.61%
Fines & Forfeitures 971,245 1,087,000 1,020,000 -6.16%
Investment Earnings 90,650 171,000 250,000 46.20%
Miscellaneous Revenue 112,925 8,000 16,500 106.25%
Total Revenue 39,942,876 41,522,886 41,731,483 0.50%
Expenditures:
Personnel 22,559,457 23,760,018 24,057,465 1.25%
Purchased Services 5,840,258 7,230,108 6,842,533 -5.36%
Supplies/Non-Capital Equipment 3,034,174 3,246,037 3,129,034 -3.60%
Capital Outlay 1,958,490 2,050,279 2,423,597 18.21%
Debt Service 31,522 31,522 13,135 -58.33%
Miscellaneous Expenditures 1,548,846 580,256 598,600 3.16%
Total Expenditures 34,972,747 36,898,220 37,064,364 0.45%
Excess/(Deficiency) of Revenues
Over Expenditures 4,970,129 4,624,666 4,667,119 0.92%
Other Financing Sources/(Uses):
Transfers In/(Out) (5,065,277) (5,382,645) (4,742,119) -11.90%
Sale of Capital Assets 81,281 50,000 75,000 50.00%
Insurance Recovery 69,851 - - 0.00%
Total Other Financing Sources/(Uses) (4,914,145) (5,332,645) (4,667,119) -12.48%
Net Change In Fund Balance: 55,984 (707,979) - -100.00%
Cumulative Fund Balance
Beginning Fund Balance 25,618,093 25,674,077 24,966,098 -2.76%
Ending Fund Balance 25,674,077 24,966,098 24,966,098 0.00%
Less Restrictions, Commitments, & Assignments:
3% TABOR Emergency Restriction 1,402,000 1,459,511 1,464,390 0.33%
Arts/Humanities Council Restriction 86,712 81,219 81,219 0.00%
Federal/State Forfeiture Restriction 225,679 - - 0.00%
25% Operating Reserve Assignment 8,743,187 9,224,555 9,266,091 0.45%
Development Rebate Assignment 18,344 299,544 281,200 -6.12%
Unassigned Fund Balance $ 15,198,155 $ 13,901,269 $ 13,873,198 -0.20%
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
$-
2016
Audited
Actuals
2017
Amended
Budget
2018
Adopted
Budget
Total Revenue Total Expenditures Ending Fund Balance
Total Revenue by Category
Taxes &
Assessments
84%
Intergovernmental
2%
Licenses & Permits
4%
Charges & Fees
7%
Fines & Forfeitures
2%
Miscellaneous
Revenue
0%
Investment Earnings
1%
Total Expenditures by Category
Personnel
65%
Purchased Services
18%
Supplies/Non-Capital
Equipment
8%
Capital Outlay
7%
Debt Service
0%
Miscellaneous
Expenditures
2%
42

GENERAL FUND REVENUE DETAIL
2016
Audited
Actuals
2017
Amended
Budget
2018
Adopted
Budget
% Change
Taxes & Assessments
Property Tax $ 2,839,953 $ 2,967,000 $ 3,400,000 14.59%
Specific Ownership Tax 220,803 231,000 235,000 1.73%
Sales Tax 24,651,353 25,277,000 25,350,000 0.29%
Use Tax 3,110,696 3,223,000 3,250,000 0.84%
Lodging Tax 1,616,864 1,718,000 1,650,000 -3.96%
Audit & Compliance 1,166,634 1,225,000 1,225,000 0.00%
Total Taxes & Assessments 33,606,303 34,641,000 35,110,000 1.35%
Intergovernmental
Tobacco Tax 109,499 109,000 105,000 -3.67%
Mineral Lease/Severance Tax 7,613 15,000 7,500 -50.00%
District Court Proceeds 23,201 35,000 30,000 -14.29%
State/Federal Forfeitures 9,926 - - 0.00%
Intergovernmental Agreements 436,295 476,909 476,909 0.00%
Grant Proceeds 144,971 185,977 115,619 -37.83%
Total Intergovernmental 731,505 821,886 735,028 -10.57%
Licenses & Permits
Business Licenses 15,750 15,000 15,000 0.00%
Liquor Licenses 37,808 30,000 30,000 0.00%
Contractor Licenses 111,900 108,000 115,000 6.48%
Building Permits 1,297,150 1,461,000 1,375,000 -5.89%
Park Use Permits 39,610 40,000 40,000 0.00%
Guard/Merchant Patrol Licenses 1,000 1,000 1,000 0.00%
Right-Of-Way Permits 126,103 100,000 125,000 25.00%
Total Licenses & Permits 1,629,321 1,755,000 1,701,000 -3.08%
Charges & Fees
Administrative Fees 3,996 4,000 4,000 0.00%
Plan Review Fees 500,372 604,000 359,000 -40.56%
Zoning & Subdivision Fees 16,850 23,000 20,000 -13.04%
Elevator Inspection Fees 120,820 170,000 183,455 7.91%
Rental/Lease Proceeds 38,527 39,000 40,000 2.56%
Participant Fees 163,200 150,000 160,000 6.67%
Franchise Fees 1,642,962 1,613,000 1,700,000 5.39%
Overtime Service Fees 5,445 10,000 5,000 -50.00%
Extra Duty Service Fees 299,305 415,000 415,000 0.00%
Fingerprinting Fees 6,445 6,000 7,500 25.00%
Sale of Goods 2,973 5,000 5,000 0.00%
Documents/Media 32 - - 0.00%
Total Charges & Fees 2,800,927 3,039,000 2,898,955 -4.61%
43

GENERAL FUND REVENUE DETAIL
2016
Audited
Actuals
2017
Amended
Budget
2018
Adopted
Budget
% Change
Fines & Forfeitures
Court Costs 92,743 88,000 95,000 7.95%
Court Fines 466,280 474,000 475,000 0.21%
Photo Red Light Fines 412,222 525,000 450,000 -14.29%
Total Fines & Forfeitures 971,245 1,087,000 1,020,000 -6.16%
Investment Earnings
Investment Earnings 90,650 171,000 250,000 46.20%
Total Investment Earnings 90,650 171,000 250,000 46.20%
Miscellaneous Revenue
Miscellaneous Revenue 49,889 - - 0.00%
Contributions & Donations 63,036 8,000 16,500 106.25%
Total Miscellaneous Revenue 112,925 8,000 16,500 106.25%
Total Revenues $ 39,942,876 $ 41,522,886 $ 41,731,483 0.50%
44

GENERAL FUND EXPENDITURE DETAIL
2016
Audited
Actuals
2017
Amended
Budget
2018
Adopted
Budget
% Change
Personnel
Regular Wages $ 16,054,209 $ 16,836,049 $ 17,492,436 3.90%
Seasonal/Temporary Wages 158,999 173,725 186,661 7.45%
Longevity Service Award 147,520 163,694 160,549 -1.92%
Rate/Shift Differential 25,369 33,000 23,000 -30.30%
Extra Duty Assignment 400,114 464,200 464,200 0.00%
Overtime Wages 412,153 459,711 452,233 -1.63%
Tuition Reimbursement 22,165 35,000 35,000 0.00%
Clothing Allowance 20,527 21,550 22,900 6.26%
Cleaning Allowance 32,402 33,000 33,500 1.52%
Communication Allowance 14,050 16,860 16,800 -0.36%
Vehicle Allowance 21,600 21,600 21,600 0.00%
Social Security 688,527 752,129 763,074 1.46%
Medicare 240,924 250,548 259,493 3.57%
Workers Compensation 284,084 348,259 360,969 3.65%
FPPA Death & Disability 95,013 95,422 107,036 12.17%
Retirement Contributions 1,449,371 1,535,127 822,287 -46.44%
Medical Insurance 2,223,996 2,239,010 2,556,631 14.19%
Dental Insurance 108,642 116,229 122,643 5.52%
Insurance Waivers 54,465 53,100 49,975 -5.89%
Life/AD&D Insurance 56,442 60,211 56,315 -6.47%
Disability Insurance 48,885 51,594 50,163 -2.77%
Total Personnel 22,559,457 23,760,018 24,057,465 1.25%
Purchased Services
Professional Services 1,008,112 1,750,139 1,443,677 -17.51%
Contracted Services 1,098,114 1,437,270 1,444,632 0.51%
Catering/Dining Services 65,005 76,062 82,242 8.12%
Repair/Maintenance Services 1,584,953 1,668,667 1,565,269 -6.20%
Disposal/Recycling Services 812,611 805,203 813,993 1.09%
Telecommunication Services 160,234 193,562 201,925 4.32%
Postage/Shipping Services 71,009 69,930 71,330 2.00%
Advertising/Notification Services 12,514 18,250 19,000 4.11%
Printing/Publication Services 145,506 192,450 190,466 -1.03%
Training/Education 294,492 376,356 363,559 -3.40%
Dues/Memberships 184,602 214,137 197,681 -7.68%
Mileage/Travel 12,335 7,821 7,797 -0.31%
Rentals/Leases 58,160 66,556 62,620 -5.91%
Insurance Premiums/Deductibles 332,505 351,955 376,592 7.00%
Miscellaneous Services 106 1,750 1,750 0.00%
Total Purchased Services 5,840,258 7,230,108 6,842,533 -5.36%
45

GENERAL FUND EXPENDITURE DETAIL
2016
Audited
Actuals
2017
Amended
Budget
2018
Adopted
Budget
% Change
Supplies/Non-Capital Equipment
Office Supplies 32,729 30,473 27,270 -10.51%
Operating Supplies 1,149,611 1,326,482 1,274,287 -3.93%
Non-Capital Equipment 726,732 598,023 609,993 2.00%
Uniforms/Safety Equipment 183,766 155,549 167,874 7.92%
Gas/Electricity 447,739 461,500 481,000 4.23%
Water/Sewer 320,659 423,910 336,010 -20.74%
Fuel/Propane 172,938 250,100 232,600 -7.00%
Total Supplies/Non-Capital Equipment 3,034,174 3,246,037 3,129,034 -3.60%
Capital Outlay
Capital Equipment 1,958,490 2,050,279 2,423,597 18.21%
Total Capital Outlay 1,958,490 2,050,279 2,423,597 18.21%
Debt Service
Principal Payments 31,522 31,522 13,135 -58.33%
Total Debt Service 31,522 31,522 13,135 -58.33%
Miscellaneous Expenditures
Contributions/Donations 10,275 10,800 10,800 0.00%
Community Incentives 556,668 569,456 569,456 0.00%
Development Rebates 981,903 - 18,344 100.00%
Total Miscellaneous Expenditures 1,548,846 580,256 598,600 3.16%
Total Expenditures $ 34,972,747 $ 36,898,220 $ 37,064,364 0.45%
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
Mayor, with the consent of a majority of City Council, appoints the City Manager. City Council appoints the City Attorney
and 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
2016
Audited
Actuals
2017
Amended
Budget
2018
Adopted
Budget
% Change
Staff - Full Time Equivalency (FTE): 9.00 9.00 9.00 0.00%
Expenditures By Category:
Personnel $ 194,194 $ 194,510 $ 194,448 -0.03%
Purchased Services 176,724 223,058 204,089 -8.50%
Total Expenditures $ 370,918 $ 417,568 $ 398,537 -4.56%
Expenditures & Full-Time Equivalency
Expenditures
$425,000
$400,000
$375,000
$350,000
$325,000
$300,000
2016
Audited
Actuals
2017
Amended
Budget
2018
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
2016
Audited
Actuals
2017
Amended
Budget
2018
Adopted
Budget
% Change
Personnel
Regular Wages $ 180,000 $ 180,000 $ 180,000 0.00%
Social Security 10,992 11,145 11,145 0.00%
Medicare 2,571 2,607 2,606 -0.04%
Workers Compensation 221 270 230 -14.81%
Dental Insurance 246 246 246 0.00%
Life/AD&D Insurance 52 130 117 -10.00%
Disability Insurance 112 112 104 -7.14%
Total Personnel 194,194 194,510 194,448 -0.03%
Purchased Services
Professional Services 36,835 47,250 47,250 0.00%
Catering/Dining Services 15,141 20,417 20,417 0.00%
Telecommunication Services 629 600 600 0.00%
Postage/Shipping Services 1,398 3,200 3,200 0.00%
Training/Education 818 7,000 7,000 0.00%
Dues/Memberships 119,779 142,924 123,955 -13.27%
Mileage/Travel 2,124 1,667 1,667 0.00%
Total Purchased Services 176,724 223,058 204,089 -8.50%
Total Expenditures $ 370,918 $ 417,568 $ 398,537 -4.56%
Variance Justification
Purchased Services (-$18,969):
Dues/Memberships (-$18,969): Removal of one time funding for the creation of the Highline Canal
Conservancy (-$20,000) and small increases in the cost of other memberships which offset the
conservancy removal
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
The City Manager’s Office consists of City Management staff and the Community Outreach Division.
The office provides staff support and a lead role in discussions regarding a number of items throughout the organization,
such as economic development, maintaining superior levels of service, and development and redevelopment projects
within the I-25 Corridor. The office coordinates with all departments as well as with many state and regional partners
on items of common interest, such as the Colorado Municipal League (CML) and the Denver South Economic
Development Partnership (DSEDP).
Through the Community Outreach Program, Village values, image, and identity are presented and reinforced to
residents and corporate citizens through the monthly newsletter, GVTV Channel 8, print materials, and social media.
Organizational Chart
City Manager
Executive Assistant to
the City Manager
Assistant to the
City Manager
Communications
Officer
49

CITY MANAGEMENT
Personnel & Financial Summary
2016
Audited
Actuals
2017
Amended
Budget
2018
Adopted
Budget
% Change
Staff - Full Time Equivalency (FTE): 4.00 4.00 4.00 0.00%
Expenditures By Category:
Personnel $ 532,911 $ 517,911 $ 524,325 1.24%
Purchased Services 206,827 354,201 306,474 -13.47%
Supplies/Non-Capital Equipment 45,725 46,180 49,155 6.44%
Capital Outlay - 60,000 - -100.00%
Total Expenditures $ 785,463 $ 978,292 $ 879,954 -10.05%
Expenditures By Division:
City Manager's Office $ 482,868 $ 492,358 $ 500,063 1.56%
Community Outreach 302,595 485,934 379,891 -21.82%
Total Expenditures $ 785,463 $ 978,292 $ 879,954 -10.05%
Expenditures & Full-Time Equivalency
Expenditures
$1,000,000
$975,000
$950,000
$925,000
$900,000
$875,000
$850,000
$825,000
$800,000
$775,000
$750,000
$725,000
$700,000
2016
Audited
Actuals
2017
Amended
Budget
2018
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
Purchased Services (-$47,727): Decline is due to the removal of one-time expenses for the purchase of new
equipment and upgrades to GVTV Channel 8 from the Community Outreach Division.
50

CITY MANAGEMENT
Expenditure Detail
2016
Audited
Actuals
2017
Amended
Budget
2018
Adopted
Budget
% Change
Personnel
Regular Wages $ 392,996 $ 406,854 $ 423,387 4.06%
Longevity Service Award 3,145 3,665 3,895 6.28%
Overtime Wages 112 - - 0.00%
Social Security 20,491 21,555 22,433 4.07%
Medicare 5,766 5,863 6,083 3.75%
Workers Compensation 480 614 550 -10.42%
Retirement Contributions 51,555 32,548 17,347 -46.70%
Medical Insurance 53,065 41,493 45,441 9.51%
Dental Insurance 2,862 2,586 2,586 0.00%
Life/AD&D Insurance 1,233 1,471 1,376 -6.46%
Disability Insurance 1,206 1,262 1,227 -2.77%
Total Personnel 532,911 517,911 524,325 1.24%
Purchased Services
Professional Services 45,215 149,000 104,553 -29.83%
Contracted Services 5,709 6,500 8,400 29.23%
Catering/Dining Services 1,333 16,625 16,625 0.00%
Repair/Maintenance Services - 1,000 3,500 250.00%
Telecommunication Services 629 496 496 0.00%
Postage/Shipping Services 30,857 25,000 25,000 0.00%
Printing/Publication Services 110,469 133,100 129,600 -2.63%
Training/Education 4,617 15,465 11,130 -28.03%
Dues/Memberships 5,767 5,915 6,070 2.62%
Mileage/Travel 2,231 1,100 1,100 0.00%
Total Purchased Services 206,827 354,201 306,474 -13.47%
Supplies/Non-Capital Equipment
Office Supplies 1,601 1,830 1,805 -1.37%
Operating Supplies 991 1,000 1,000 0.00%
Non-Capital Equipment 43,133 43,350 46,350 6.92%
Total Supplies/Non-Capital Equipment 45,725 46,180 49,155 6.44%
Capital Outlay
Capital Equipment - 60,000 - -100.00%
Total Capital Outlay - 60,000 - -100.00%
Total Expenditures $ 785,463 $ 978,292 $ 879,954 -10.05%
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
The City Manager’s office provides staff support and a lead role in discussions regarding a number of items throughout
the organization, such as economic development, maintaining superior levels of service, and development and
redevelopment projects within the I-25 Corridor. The office coordinates with all departments as well as with many state
and regional partners on items of common interest, such as the Colorado Municipal League (CML) and the Denver
South Economic Development Partnership (DSEDP).
Accomplishments
In 2017, the City Manager’s Office finalized negotiations with Comcast to renew our long-term franchise agreement for
them to continue offering cable services for our citizens. Staff provided support to large projects, such as the Arapahoe
and I/25 interchange, which included working with businesses to resolve impacts from construction with city departments
and other agencies. Additionally, the City Manager’s Office coordinated with regional partners on issues of common
concern, such as the installation of small cell wireless infrastructure throughout the region and subsequent efforts with
the Colorado Municipal League to make the language in legislation on the topic more amenable for local governments.
Additionally, staff also worked with city departments on a new design for our city webpage, which was also launched in
2017. Community Outreach staff also lead an involved effort with multiple departments to write a special edition
newsletter dedicated to the proposed redevelopment at Orchard and I/25, as well as other staff scheduling and
facilitating public meetings in each district on the issue to openly share information and get input from our citizens.
Goals/Objectives
In 2018, 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
2015
Actual
2016
Actual
2017
Estimate
Percent of citizens rating Greenwood Village quality of life as Good or
Excellent as measured by Village Citizen Survey.
N/A N/A N/A 98
Percent of performance expectations achieved by Village departments. N/A 70 80
Service Level Indicators
2015
Actual
2016
Actual
2017
Estimate
Number of employees (FTE). 4 4 4
Number of Village departments. 7 7 7
Percentage of Village Citizen Surveys received. N/A 26% N/A
Number of ordinances and resolutions approved by City Council. 40 60 30
2018
Target
52

CITY MANAGER’S OFFICE
Expenditure Detail
2016
Audited
Actuals
2017
Amended
Budget
2018
Adopted
Budget
% Change
Personnel
Regular Wages $ 311,543 $ 319,793 $ 335,711 4.98%
Longevity Service Award 1,760 2,215 2,395 8.13%
Overtime Wages 112 - - 0.00%
Social Security 15,527 16,251 17,144 5.50%
Medicare 4,605 4,622 4,846 4.85%
Workers Compensation 381 482 435 -9.75%
Retirement Contributions 45,064 25,583 13,755 -46.23%
Medical Insurance 36,955 26,279 28,754 9.42%
Dental Insurance 2,044 1,768 1,768 0.00%
Life/AD&D Insurance 951 1,157 1,091 -5.70%
Disability Insurance 956 992 973 -1.92%
Total Personnel 419,898 399,142 406,872 1.94%
Purchased Services
Professional Services 9,004 11,000 11,000 0.00%
Catering/Dining Services 1,333 16,625 16,625 0.00%
Telecommunication Services 629 496 496 0.00%
Printing/Publication Services - 6,500 7,000 7.69%
Training/Education 2,166 9,180 7,680 -16.34%
Dues/Memberships 3,375 3,935 3,935 0.00%
Mileage/Travel 2,004 800 800 0.00%
Total Purchased Services 18,511 48,536 47,536 -2.06%
Supplies/Non-Capital Equipment
Office Supplies 1,326 1,330 1,305 -1.88%
Non-Capital Equipment 43,133 43,350 44,350 2.31%
Total Supplies/Non-Capital Equipment 44,459 44,680 45,655 2.18%
Total Expenditures $ 482,868 $ 492,358 $ 500,063 1.56%
Variance Justification
No notable variances
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, Instagram, LinkedIn, Next Door, Twitter, YouTube; content oversight of the Village
Website; and implementation of Village branding guidelines in all Village and department publications.
Accomplishments
In 2017, 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.
Staff heightened its presence on social media by activating the use of additional social media sites of Instagram,
LinkedIn, and Twitter.
An overall Social Media Strategy was approved by City Council to expand the Village’s Social Media Program. Further,
a Communications Strategy was implemented with departments to coordinate, clarify and ensure the continuity of
messaging in all communication channels. The Strategy will assist departments in using the communications channels
effectively, based on guidelines established by the City Manager’s Office.
A new playback system was implemented for GVTV 8. The new playback system will allow all Village videos to stream
in high definition (HD) format, have a web-interface control to live stream to the Website, and include a bulletin board
component that has modern graphics.
Lastly, as part of the Village’s branding program, a Park Permit/Reservation brochure was developed along with a
Homeowner’s Association Guide. A new presentation folder was also developed.
Goals/Objectives
In 2018, 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 2018 Citizen Survey. Work will commence with
departments to continue “branding” department brochures; continued implementation of a new playback and bulletin
board system for GVTV 8; and continued enhancement of the Village’s presence on social media, in coordination with
departments.
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.
2015
Actual
2016
Actual
2017
Estimate
2018
Target
NA* NA* NA* >80
NA* NA* NA* >85
NA* NA* NA* NA*
NA* NA* NA* >82
NA* NA* NA* >55
Service Level Indicators
2015
Actual
2016
Actual
2017
Estimate
Total number of programs produced for GVTV Channel 8. 25 25 25
Total number of copies of the Greenwood Village Newsletter distributed
monthly.
8,700 8,700 8,700
Number of press releases produced and distributed annually. 5 5 5
Number of production hours for GVTV Channel 8 programming. 3,000 3,500 3,500
Number of followers on Facebook. 1,600 1,630 6,000
Total Number of Video Views on YouTube. 30,000 45,481 65,000
Number of Website visits. 260,000 282,000 285,000
Number of Website page views. 534,000 510,000 510,000
55

COMMUNITY OUTREACH
Expenditure Detail
2016
Audited
Actuals
2017
Amended
Budget
2018
Adopted
Budget
% Change
Personnel
Regular Wages $ 81,453 $ 87,061 $ 87,676 0.71%
Longevity Service Award 1,385 1,450 1,500 3.45%
Social Security 4,964 5,304 5,289 -0.28%
Medicare 1,161 1,241 1,237 -0.32%
Workers Compensation 99 132 115 -12.88%
Retirement Contributions 6,491 6,965 3,592 -48.43%
Medical Insurance 16,110 15,214 16,687 9.68%
Dental Insurance 818 818 818 0.00%
Life/AD&D Insurance 282 314 285 -9.24%
Disability Insurance 250 270 254 -5.93%
Total Personnel 113,013 118,769 117,453 -1.11%
Purchased Services
Professional Services 36,211 138,000 93,553 -32.21%
Contracted Services 5,709 6,500 8,400 29.23%
Repair/Maintenance Services - 1,000 3,500 250.00%
Postage/Shipping Services 30,857 25,000 25,000 0.00%
Printing/Publication Services 110,469 126,600 122,600 -3.16%
Training/Education 2,451 6,285 3,450 -45.11%
Dues/Memberships 2,392 1,980 2,135 7.83%
Mileage/Travel 227 300 300 0.00%
Total Purchased Services 188,316 305,665 258,938 -15.29%
Supplies/Non-Capital Equipment
Office Supplies 275 500 500 0.00%
Operating Supplies 991 1,000 1,000 0.00%
Non-Capital Equipment - - 2,000 100.00%
Total Supplies/Non-Capital Equipment 1,266 1,500 3,500 133.33%
Capital Outlay
Capital Equipment - 60,000 - -100.00%
Total Capital Outlay - 60,000 - -100.00%
Total Expenditures $ 302,595 $ 485,934 $ 379,891 -21.82%
Variance Justification
Purchased Services (-$46,727):
Professional Services (-$44,467): Removal of one-time funding for the purchase of new equipment,
software, installation and upgrading of GVTV Channel 8 to HD and cost increases to other services
which offset the reduction
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
2016
Audited
Actuals
2017
Amended
Budget
2018
Adopted
Budget
% Change
Staff - Full Time Equivalency (FTE): 2.00 2.00 2.00 0.00%
Expenditures By Category:
Personnel $ 303,969 $ 309,917 $ 321,896 3.87%
Purchased Services 161,221 209,665 209,665 0.00%
Supplies/Non-Capital Equipment 4,413 6,900 6,900 0.00%
Total Expenditures $ 469,603 $ 526,482 $ 538,461 2.28%
Expenditures & Full-Time Equivalency
Expenditures
$600,000
$550,000
$500,000
$450,000
$400,000
$350,000
2.50
2.00
1.50
1.00
0.50
Full-Time Equivalent (FTE)
$300,000
2016
Audited
Actuals
2017
Amended
Budget
2018
Adopted
Budget
-
Total Expenditures
Staff - Full Time Equivalency (FTE):
Explanation of Budget Variances
No notable variances
58

CITY ATTORNEY
Expenditure Detail
2016
Audited
Actuals
2017
Amended
Budget
2018
Adopted
Budget
% Change
Personnel
Regular Wages $ 236,031 $ 249,166 $ 276,839 11.11%
Longevity Service Award 750 870 990 13.79%
Communication Allowance 840 840 840 0.00%
Vehicle Allowance 3,600 3,600 3,600 0.00%
Social Security 12,432 13,356 14,364 7.55%
Medicare 3,453 3,671 4,063 10.68%
Workers Compensation 301 381 360 -5.51%
Retirement Contributions 28,808 19,933 11,342 -43.10%
Medical Insurance 15,565 15,932 6,102 -61.70%
Dental Insurance 246 246 246 0.00%
Insurance Waivers 250 250 1,450 480.00%
Life/AD&D Insurance 931 900 898 -0.22%
Disability Insurance 762 772 802 3.89%
Total Personnel 303,969 309,917 321,896 3.87%
Purchased Services
Professional Services 154,807 200,000 200,000 0.00%
Catering/Dining Services 69 - - 0.00%
Postage/Shipping Services 1 - - 0.00%
Training/Education 2,872 6,500 6,500 0.00%
Dues/Memberships 2,735 2,865 2,865 0.00%
Mileage/Travel 737 300 300 0.00%
Total Purchased Services 161,221 209,665 209,665 0.00%
Supplies/Non-Capital Equipment
Office Supplies 4,413 6,900 6,900 0.00%
Total Supplies/Non-Capital Equipment 4,413 6,900 6,900 0.00%
Total Expenditures $ 469,603 $ 526,482 $ 538,461 2.28%
59

60

MUNICIPAL JUDGE
Personnel & Financial Summary
2016
Audited
Actuals
2017
Amended
Budget
2018
Adopted
Budget
% Change
Staff - Full Time Equivalency (FTE): 1.00 1.00 1.00 0.00%
Expenditures By Category:
Personnel $ 33,360 $ 34,597 $ 37,184 7.48%
Purchased Services - 1,000 1,000 0.00%
Supplies/Non-Capital Equipment 216 - - 0.00%
Total Expenditures $ 33,576 $ 35,597 $ 38,184 7.27%
Expenditures & Full-Time Equivalency
Expenditures
$50,000
$40,000
$30,000
$20,000
$10,000
$-
2016
Audited
Actuals
2017
Amended
Budget
2018
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
2016
Audited
Actuals
2017
Amended
Budget
2018
Adopted
Budget
% Change
Personnel
Regular Wages $ 30,953 $ 32,094 $ 34,501 7.50%
Social Security 1,919 1,990 2,139 7.49%
Medicare 449 465 500 7.53%
Workers Compensation 39 48 44 -8.33%
Total Personnel 33,360 34,597 37,184 7.48%
Purchased Services
Training/Education - 1,000 1,000 0.00%
Total Purchased Services - 1,000 1,000 0.00%
Supplies/Non-Capital Equipment
Operating Supplies 216 - - 0.00%
Total Supplies/Non-Capital Equipment 216 - - 0.00%
Total Expenditures $ 33,576 $ 35,597 $ 38,184 7.27%
Variance Justification
No notable variances
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)
Human Resources
Analyst
Technology
Operations
Supervisor
Data Services
Supervisor
Licensing Specialist
Administrative
Assistant (3)
Service Desk
Analyst
ERP Systems
Analyst
Service Desk
Technician
Online Services
Analyst
GIS Coordinator
63

ADMINISTRATIVE SERVICES
Personnel & Financial Summary
2016
Audited
Actuals
2017
Amended
Budget
2018
Adopted
Budget
% Change
Staff - Full Time Equivalency (FTE): 20.00 20.00 20.00 0.00%
Expenditures By Category:
Personnel $ 1,782,606 $ 1,878,628 $ 1,943,109 3.43%
Purchased Services 1,185,357 1,384,558 1,314,780 -5.04%
Supplies/Non-Capital Equipment 226,582 202,060 280,332 38.74%
Capital Outlay 163,253 152,900 703,599 360.17%
Total Expenditures $ 3,357,798 $ 3,618,146 $ 4,241,820 17.24%
Expenditures By Division:
Administration $ 180,037 $ 181,074 $ 185,272 2.32%
Information Management Services 243,401 313,728 283,360 -9.68%
Municipal Court Services 233,623 238,183 239,500 0.55%
Human Resource Services 801,529 861,966 916,831 6.37%
Shared Technology Services 1,899,208 2,023,195 2,616,857 29.34%
Total Expenditures $ 3,357,798 $ 3,618,146 $ 4,241,820 17.24%
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
$-
2016
Audited
Actuals
2017
Amended
Budget
2018
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):
64

ADMINISTRATIVE SERVICES
Expenditure Detail
2016
Audited
Actuals
2017
Amended
Budget
2018
Adopted
Budget
% Change
Personnel
Regular Wages $ 1,352,008 $ 1,416,291 $ 1,468,536 3.69%
Longevity Service Award 9,080 10,115 10,070 -0.44%
Overtime Wages 1,155 3,240 2,363 -27.07%
Tuition Reimbursement 22,165 35,000 35,000 0.00%
Communication Allowance 2,940 3,360 2,940 -12.50%
Vehicle Allowance 3,600 3,600 3,600 0.00%
Social Security 81,257 86,053 88,324 2.64%
Medicare 19,250 20,493 20,924 2.10%
Workers Compensation 1,713 2,162 3,725 72.29%
Retirement Contributions 84,438 96,814 52,600 -45.67%
Medical Insurance 179,978 174,988 230,479 31.71%
Dental Insurance 9,976 10,492 11,407 8.72%
Insurance Waivers 6,162 6,500 4,100 -36.92%
Life/AD&D Insurance 4,739 5,128 4,783 -6.73%
Disability Insurance 4,145 4,392 4,258 -3.05%
Total Personnel 1,782,606 1,878,628 1,943,109 3.43%
Purchased Services
Professional Services 60,918 87,061 79,636 -8.53%
Contracted Services 22,762 67,093 40,393 -39.80%
Catering/Dining Services 13,432 11,600 12,000 3.45%
Repair/Maintenance Services 555,531 658,070 607,562 -7.68%
Telecommunication Services 111,176 95,053 88,988 -6.38%
Postage/Shipping Services 913 1,280 1,280 0.00%
Advertising/Notification Services 11,794 14,000 14,000 0.00%
Printing/Publication Services 3,227 8,460 9,161 8.29%
Training/Education 54,619 74,156 69,052 -6.88%
Dues/Memberships 17,158 15,318 16,016 4.56%
Mileage/Travel 1,225 512 100 -80.47%
Rentals/Leases 97 - - 0.00%
Insurance Premiums/Deductibles 332,505 351,955 376,592 7.00%
Total Purchased Services 1,185,357 1,384,558 1,314,780 -5.04%
Supplies/Non-Capital Equipment
Office Supplies 2,197 3,413 2,900 -15.03%
Operating Supplies 11,344 19,000 19,100 0.53%
Non-Capital Equipment 213,041 179,647 258,332 43.80%
Total Supplies/Non-Capital Equipment 226,582 202,060 280,332 38.74%
Capital Outlay
Capital Equipment 163,253 152,900 703,599 360.17%
Total Capital Outlay 163,253 152,900 703,599 360.17%
Total Expenditures $ 3,357,798 $ 3,618,146 $ 4,241,820 17.24%
Explanation of Budget Variances
The Administrative Services Department 2018 budget represents an increase of 17.24 percent over 2017, for a total of
$623,674, of which $64,481 is an increase in personnel costs. The majority of this increase, a total of $550,699, can
be attributed to the addition of new capital technology throughout the Village. The Police Department will be
implementing a new records management system, which is currently expected to cost $434,430. Additional capital
upgrades include a new revenue management system for collection and processing of Village taxes, a new backup
system for increased security of Village records, a new Keri door system securing all Village facilities, and the final
phase of conference room technology upgrades result in a total of $182,469. The addition of non-capital equipment,
including the replacement of the Brazos handheld devices in the Police Department, result in an increase of $66,034.
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 2017, the Administrative Services Department focused on several improvements positively impacting service delivery
in multiple areas. Electronic documents were created in the Municipal Court that are saved in an electronic file cabinet
eliminating time, effort, and physical resources; court staff reassigned court appearance times resulting in decreased
wait times for customers; strategic application questions were added to job applications resulting in a reduction in time
to identify the most qualified candidates for vacant positions; and online service features were added for building
permitting and inspections including inspection status lookup and online payments. Internally, staff completed
implementation of a new records management system allowing improvements in maintaining and accessing accurate
employee files; additional training programs were implemented to assist with supervisors’ professional development;
staff developed and began implementation and training of the City Hall Emergency Plan reducing employees’ exposure
to hazards; and several upgrades to current software systems were completed.
Staff continued with wellness and safety initiatives implementing a variety of programs to include employees,
dependents, and Village residents. Staff partnered with Village departments to provide additional training opportunities
to positively impact workers’ compensation rates resulting in decreased claims which reduced the net loss ratio for
workers’ compensation by 7% and decreased our classification rating by 0.03 due to a continued low number of workrelated
injuries/accidents.
Multiple technology improvements were made including upgrades to the audio/visual system in the City Hall Community
Room and City Council Chambers, and completion of the final phase of network infrastructure upgrades including the
replacement of the core fiber switches that connect the three Village facilities. Evaluation and planning began to replace
the current enterprise software systems over the course of the next few years.
Goals/Objectives
In 2018, 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:
Work with all Village departments to continue with strategic replacement of enterprise software systems
ensuring systems continue to be integrated with one another as needed.
Provide additional leadership development opportunities including implementing Village-wide management
meetings to ensure organizational alignment and professional development to meet strategic goals.
Evaluate effectiveness of the current employee performance evaluation process to better align goals and
objectives with Village-wide strategic initiatives.
Outcome Measures
2015 2016 2017 2018
Actual Actual Estimate Target
Percent of department objectives met for the year. 83 80 86 100
66

ADMINISTRATION
Expenditure Detail
2016
Audited
Actuals
2017
Amended
Budget
2018
Adopted
Budget
% Change
Personnel
Regular Wages $ 136,451 $ 137,642 $ 144,460 4.95%
Longevity Service Award 1,150 1,215 1,275 4.94%
Vehicle Allowance 3,600 3,600 3,600 0.00%
Social Security 7,377 7,347 7,886 7.34%
Medicare 1,968 2,025 2,112 4.30%
Workers Compensation 166 213 192 -9.86%
Retirement Contributions 10,875 11,011 5,919 -46.24%
Medical Insurance 16,110 15,214 16,687 9.68%
Dental Insurance 818 818 818 0.00%
Life/AD&D Insurance 488 497 469 -5.63%
Disability Insurance 420 427 419 -1.87%
Total Personnel 179,423 180,009 183,837 2.13%
Purchased Services
Postage/Shipping Services 22 - - 0.00%
Training/Education 338 875 1,250 42.86%
Dues/Memberships 235 190 185 -2.63%
Total Purchased Services 595 1,065 1,435 34.74%
Supplies/Non-Capital Equipment
Office Supplies 19 - - 0.00%
Total Supplies/Non-Capital Equipment 19 - - 0.00%
Total Expenditures $ 180,037 $ 181,074 $ 185,272 2.32%
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 2017, staff conducted a special mail ballot election called by City Council regarding Ordinance No. 4, Series 2017,
proposing a change to the Village’s Comprehensive Plan. This election was conducted under Title 31 of the Colorado
Revised Statutes, for Mail Ballot elections including the requirement to mail ballots to overseas voters. The election
resulted in one of the highest voter turnouts in the Village’s history with 54% turnout. In addition, IMS conducted the
Regular November Municipal election wherein candidates filled eight council seats for two-year terms of office.
IMS completed implementation of the pilot records management program in the Human Resource Services. 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 and
to improve accessibility to information. The system allowed Human Resources to improve efficiencies in maintaining
and accessing accurate employee files while automating records retention requirements. Staff planned to further
implement the program to other service areas and departments in 2017. However, other time-intensive activities
throughout the year delayed implementation.
Goals/Objectives
In 2018, the program will focus on the following initiatives:
●
●
●
Implementation of the next phase of the records management program to other service areas and departments
in the Village. Bringing 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).
Implementation of GovQA software to improve the tracking of the Public Record Requests received by the
Village. This module will allow the Village to manage, review, and track record requests allowing the customers
to request and have the ability to pay for services online.
Implementation of BoardSync software to replace the software currently used for Boards, Commissions, and
Council agenda management and packet distribution. This migration will allow the users to access information
over any device and is not limited to use of iPads only. BoardSync has the capability to customize the agenda
process to better meet Village needs and unique approval processes.
Outcome Measures
2015
Actual
2016
Actual
2017
Estimate
2018
Target
Percent of respondents rating service received from the Information
Management Services staff as good or excellent.
98 96 98 98
Percent of public records requests completed within legal requirement. 100 100 100 100
Percent of information requests disseminated within established service
level target.
98 98 96 98
68

INFORMATION MANAGEMENT SERVICES
Service Level Indicators
2015
Actual
2016
Actual
2017
Estimate
Number of Employees (FTE). 3 3 3
Total Number of Meeting Minutes Prepared for the Year. 26 23 24
Total Number of Liquor Documents Processed for the Year. 204 178 174
Total Number of Record Requests Processed for the Year. 209 231 246
Expenditure Detail
2016
Audited
Actuals
2017
Amended
Budget
2018
Adopted
Budget
% Change
Personnel
Regular Wages $ 176,175 $ 194,742 $ 201,052 3.24%
Longevity Service Award 915 975 1,035 6.15%
Overtime Wages 390 1,640 800 -51.22%
Social Security 10,797 12,223 12,402 1.46%
Medicare 2,525 2,859 2,901 1.47%
Workers Compensation 238 298 260 -12.75%
Retirement Contributions 10,323 12,908 6,810 -47.24%
Medical Insurance 18,299 15,932 23,530 47.69%
Dental Insurance 886 967 967 0.00%
Insurance Waivers 500 1,200 - -100.00%
Life/AD&D Insurance 615 706 655 -7.22%
Disability Insurance 539 604 584 -3.31%
Total Personnel 222,202 245,054 250,996 2.42%
Purchased Services
Professional Services 90 - - 0.00%
Contracted Services 1,204 39,710 1,710 -95.69%
Postage/Shipping Services 33 - - 0.00%
Advertising/Notification Services 10,284 10,000 10,000 0.00%
Printing/Publication Services 2,418 7,555 7,960 5.36%
Training/Education 3,785 7,800 9,265 18.78%
Dues/Memberships 1,700 1,455 1,470 1.03%
Mileage/Travel 24 100 100 0.00%
Total Purchased Services 19,538 66,620 30,505 -54.21%
Supplies/Non-Capital Equipment
Office Supplies 408 654 259 -60.40%
Operating Supplies 1,253 1,400 1,600 14.29%
Total Supplies/Non-Capital Equipment 1,661 2,054 1,859 -9.49%
Total Expenditures $ 243,401 $ 313,728 $ 283,360 -9.68%
Variance Justification
● Purchased Services (-$38,000):
●
Contracted Services (-$38,000): Both a Regular Election and a Special Election were conducted in
2017. No Municipal Election is scheduled for 2018 as elections are held on odd years unless a special
election is called for by City Council.
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
Staff continued to utilize customer feedback to improve the online payment feature, as this is still a fairly new service.
Survey results were very positive as users expressed the ease of use and convenience. Staff analyzed the physical
court file with actual docket entries in the court management software in an effort to identify where additional documents
could be scanned and paper copies shredded in order to improve efficiencies. A new DMV clearance document was
created that could be printed from the case and saved using the electronic file cabinet. This eliminated the previous
method of stamping and copying the paper ticket saving time and decreasing the use of physical resources.
In the ever-continuing effort to improve customer service, staff monitored defendant wait times during various court
sessions to identify areas of opportunity for service enhancements. Assigned court times for defendants who had to
appear on their case because they failed to execute a component of their sentence were shifted to later in the evening.
This allowed for an easier transition from attorney cases to defendants appearing for their initial arraignment thus
improving on wait times for most customers.
Tyler Incode Court software was upgraded to a version that was more compatible with Windows operating system.
Goals/Objectives
In 2018, the program will focus on the following initiatives:
Implement service enhancements made available with court management software upgrades completed in
2017 to move toward a paper lite process.
Evaluate several bills that were passed by the General Assembly during the 2017 legislative session that have
substantial impacts to the Municipal Court. Staff will work in tandem with the Judge, Prosecutor, and Court
Administrators in other similarly situated communities to develop the best procedures and practices to ensure
full compliance is achieved. Subject matter from various House Bills include advisements, record sealing for
adults, having appointed counsel present at initial court appearance when defendant is in custody, and
requiring Municipal Courts to hold a hearing within 2 calendar days for persons in custody being held solely
on the municipal warrant.
Outcome Measures
2015
Actual
2016
Actual
2017
Estimate
2018
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. 95 95 86 95
70

MUNICIPAL COURT SERVICES
Service Level Indicators
2015
Actual
2016
Actual
2017
Estimate
Number of employees (FTE). 3 3 3
Number of tickets received. 4,066 3,900 4,100
Number of plea bargains paid online. 1,020 1,010 800
Bench warrants issued/processed. 125 165 210
Fines collected from guilty defendants. $580,000 $568,000 $550,000
Expenditure Detail
2016
Audited
Actuals
2017
Amended
Budget
2018
Adopted
Budget
% Change
Personnel
Regular Wages $ 168,893 $ 177,573 $ 182,693 2.88%
Longevity Service Award 1,365 1,485 1,605 8.08%
Overtime Wages 23 500 463 -7.40%
Social Security 10,281 11,146 11,412 2.39%
Medicare 2,404 2,607 2,669 2.38%
Workers Compensation 217 274 241 -12.04%
Retirement Contributions 9,288 13,016 6,860 -47.30%
Medical Insurance 16,110 15,214 16,687 9.68%
Dental Insurance 818 818 818 0.00%
Insurance Waivers 2,779 2,900 2,900 0.00%
Life/AD&D Insurance 634 643 596 -7.31%
Disability Insurance 518 551 530 -3.81%
Total Personnel 213,330 226,727 227,474 0.33%
Purchased Services
Professional Services 14,316 4,456 5,094 14.32%
Catering/Dining Services 48 200 200 0.00%
Postage/Shipping Services 703 530 530 0.00%
Printing/Publication Services 809 905 1,201 32.71%
Training/Education 1,357 3,245 2,925 -9.86%
Dues/Memberships 175 185 185 0.00%
Mileage/Travel 1,137 86 - -100.00%
Total Purchased Services 18,545 9,607 10,135 5.50%
Supplies/Non-Capital Equipment
Office Supplies 1,748 1,849 1,891 2.27%
Total Supplies/Non-Capital Equipment 1,748 1,849 1,891 2.27%
Total Expenditures $ 233,623 $ 238,183 $ 239,500 0.55%
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 2017, Human Resources (HR) implemented several improvements positively impacting service delivery. Staff
implemented a new procedure to streamline and expedite the hiring process by utilizing strategic application questions
allowing the most qualified candidates to be identified expeditiously. These efforts reduced the selection process review
time by several days. Additional training programs were implemented to assist with supervisors’ professional
development including harassment training that required interactive scenarios to prepare managers for the sensitive
conversations that are required in these situations. A new training guidebook was created for supervisors providing
specific policy, procedure, and legal requirements to provide supervisors with an easy-to-use desk reference. Staff fully
implemented new records management software providing improved processes in maintaining and accessing accurate
employee files while automating records retention requirements. Staff developed and began implementation and
training of the City Hall Emergency Plan that provides for the safety of our employees in emergency situations reducing
employees’ exposure to hazards.
In addition, staff continued with wellness and safety initiatives as part of the risk management program. Staff
implemented impactful wellness programs designed to keep overall health and wellness in the forefront of employees’
minds and provided the Weigh and Win program that allowed for inclusion of dependents and Village residents. This
year-round program benefited employees with a variety of information and motivation while providing reward incentives.
Staff partnered with Village departments to provide additional training opportunities to positively impact workers’
compensation rates and general liability exposure. These efforts resulted in a reduction in claims, a 7% reduction to
the net loss ratio for workers’ compensation, and a decrease of 0.03 in our classification rating due to a continued low
number of work-related injuries/accidents. Staff identified an electronic delivery system for all safety measures
including, but not limited to, training, audits, and safety manual information. Staff continued its efforts in updating the
Safety Manual by reviewing State and Federal laws, along with OSHA requirements which will be implemented in an
updated electronic manual to be published in 2018.
Goals/Objectives
In 2018, the program will focus on the following initiatives:
Continue the development of our robust applicant system to identify new and innovative ways to attract qualified
candidates for the Village utilizing new technologies.
Evaluation will begin on the replacement of the Payroll and Human Resource Information Systems in
partnership with Finance and Shared Technology Services.
Develop and implement a “competent person” training for high risk jobs to enhance and promote safety
practices in the Village.
Expand wellness activities to include financial and emotional well-being initiatives.
Implement continued leadership development programs to further develop employees.
Implement comprehensive electronic Risk Management Center to publish and train employees on an updated
safety manual, while incorporating CIRSA audit requirements and on-going safety training.
72

HUMAN RESOURCE SERVICES
Outcome Measures
2015
Actual
2016
Actual
2017
Estimate
2018
Target
Human Resources Department Assistance:
Percent of respondents rating service received from the Human
Resource Services’ staff as good or excellent.
100 100 100 100
Recruitment Assistance:
Percent of respondents rating the Human Resource Services’ staff
assistance with meeting the recruitment standards of the department as 100 100 100 100
good or excellent.
Retention Assistance:
Percent of new employees achieving a successful or above rating on first
year performance assessment.
100 100 100 100
Risk Management/Loss Control:
Percent prior year Safety Committee objectives met. 97 98 98 98
Percent of respondents rating service received from the Human
Resource Services staff regarding handling of workers’ compensation
claims as good or excellent.
99 100 100 100
Service Level Indicators
2015
Actual
2016
Actual
2017
Estimate
Number of employees (FTE). 5.20 5.20 5.20
Number of Village FTEs budgeted:
Full time. 247 247 247
Part time. 2.65 2.15 2.15
Seasonal. 6.06 6.06 6.06
Number of new hires processed. 52 62 64
Number of applications processed. 2,200 4,856 5,208
Number of injury claims processed. 25 28 30
Number of vehicle/property loss claims processed. 39 32 42
Number of “other” liability claims processed. 3 7 8
73

HUMAN RESOURCE SERVICES
Expenditure Detail
2016
Audited
Actuals
2017
Amended
Budget
2018
Adopted
Budget
% Change
Personnel
Regular Wages $ 252,254 $ 267,203 $ 278,675 4.29%
Longevity Service Award 340 705 825 17.02%
Overtime Wages 28 - - 0.00%
Tuition Reimbursement 22,165 35,000 35,000 0.00%
Social Security 15,187 16,166 16,447 1.74%
Medicare 3,552 3,781 3,846 1.72%
Workers Compensation 328 400 359 -10.25%
Retirement Contributions 13,929 17,772 10,810 -39.17%
Medical Insurance 50,197 47,078 67,488 43.35%
Dental Insurance 2,184 2,260 2,832 25.31%
Life/AD&D Insurance 916 968 910 -5.99%
Disability Insurance 776 828 807 -2.54%
Total Personnel 361,856 392,161 417,999 6.59%
Purchased Services
Professional Services 15,799 16,755 16,755 0.00%
Contracted Services 21,558 27,383 38,683 41.27%
Catering/Dining Services 13,384 11,400 11,800 3.51%
Postage/Shipping Services 9 - - 0.00%
Advertising/Notification Services 1,510 4,000 4,000 0.00%
Training/Education 32,199 30,836 24,212 -21.48%
Dues/Memberships 6,905 6,390 6,290 -1.56%
Mileage/Travel 37 326 - -100.00%
Rentals/Leases 97 - - 0.00%
Insurance Premiums/Deductibles 332,505 351,955 376,592 7.00%
Total Purchased Services 424,003 449,045 478,332 6.52%
Supplies/Non-Capital Equipment
Office Supplies 7 160 - -100.00%
Operating Supplies 9,873 17,600 17,500 -0.57%
Non-Capital Equipment - 3,000 3,000 0.00%
Total Supplies/Non-Capital Equipment 9,880 20,760 20,500 -1.25%
Capital Outlay
Capital Equipment 5,790 - - 0.00%
Total Capital Outlay 5,790 - - 0.00%
Total Expenditures $ 801,529 $ 861,966 $ 916,831 6.37%
Variance Justification
Purchased Services (+$29,287):
Contracted Services (+$11,300): Employee service awards increased based on actual number of
employee awards.
Training/Education (-$6,624): Elimination of Organizational Development Certification Program for
Human Resources/Risk Manager.
Insurance Premiums/Deductibles (+$24,637): Projected 7% increase to CIRSA general property and
liability insurance due to increase properties added and property claims.
74

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 2017, the STS team worked closely with Village departments on upgrades and updates to current software systems
including Finance, Tax, and Community Development. The team continued work on implementation of online services
for building permitting and inspections by launching the online inspection status lookup and the anticipated completion
of building permit submittal. In collaboration with the Public Works and Parks, Trails and Recreation departments, STS
continued support for the implementation of the new asset/work order management system. Phase one of this system
was completed in 2017, with expanded functionality and use coming in 2018. After continued support issues with our
current system software provider, Harris Software, STS has begun the process of working with departments on the
evaluation and selection of new enterprise software systems to replace the Revenue Management System, the Financial
Management System, the Fleet Management System, and the Payroll/HR Management System. Efforts in launching
online services for the Revenue Management System have been put on hold pending the selection and implementation
of a new system and will be completed as part of this software deployment. In 2017, the Police Department took sole
ownership of the Emergency Command Vehicle, formerly shared between the Village and South Metro Fire, and made
significant updates and improvements to the technology and communication systems contained in the vehicle. STS also
completed a significant audio/visual system upgrade in the City Hall Community Room and City Council Chambers,
which included the replacement of the speaker and microphone systems and upgrades to the audio recording
infrastructure. Work also continued on the deployment of the electronic records management system for the Village in
partnership with the City Clerk’s Office. Additionally, the final phase of the current network infrastructure upgrades were
completed with the replacement of the core fiber switches that connect the three Village facilities.
Goals/Objectives
In 2018, the program will focus on the following initiatives:
Deploy phase two of asset/work order management system for use by the Public Works and Parks, Trails and
Recreation departments. This will include online service requests for the departments.
Implementation of asset, fleet, and work request management system in the Public Works department for the
Fleet Services area.
Planning and initial deployment work for the replacement of the Finance Management system.
Working in conjunction with Arapahoe County and three other coalition agencies, the Village will be
implementing a new Computer Aided Dispatch (CAD) system in the Police Department. This implementation
will also institute the move to a new Records Management System (RMS) to facilitate the integration of CAD
and RMS data and reporting.
Evaluation will begin on the replacement of the Payroll and Human Resource Information Systems in
partnership with Finance and Human Resources.
Following the success of the online records request system in the Police Department, the same system will be
implemented in the City Clerk’s Office to process and manage all Village record requests.
Improve data availability and security by replacing our nine-year-old data backup system with technology
designed to support the current and future data storage needs of the departments.
75

SHARED TECHNOLOGY SERVICES
Outcome Measures
2015
Actual
2016
Actual
2017
Estimate
Percent of respondents who rated service received from Shared
Technology Services staff as good or excellent.
92.6 95 95 95
Enterprise Services:
Percent of time the enterprise-level applications such as Innoprise, Tyler,
HTE, etc. were available.
100 100 99.5 99
Percent of time the Geographic Information Systems map services were
available.
99 100 100 90
Percent of Service Desk technology support requests (both service and
incident) resolved within established service level targets.
87.5 90.7 95 90
Communication Services:
Percent of time the network communications were available. 99.9 100 100 99
Percent of time the telephone communications were available. 100 100 100 99
Service Level Indicators
2015
Actual
2016
Actual
2017
Estimate
Number of employees (FTE). 8 8 8
Number of telephone extensions/voice mail boxes/mobile devices
maintained.
Number of support incidents for telephone related questions, including
mobile phones.
436/391/
142
436/391/
142
436/391/
142
69 75 75
Number of network accounts. 298 304 304
Number of support incidents and service requests for all technology
systems.
1,788 1,621 1,700
2018
Target
76

SHARED TECHNOLOGY SERVICES
Expenditure Detail
2016
Audited
Actuals
2017
Amended
Budget
2018
Adopted
Budget
% Change
Personnel
Regular Wages $ 618,235 $ 639,131 $ 661,656 3.52%
Longevity Service Award 5,310 5,735 5,330 -7.06%
Overtime Wages 714 1,100 1,100 0.00%
Communication Allowance 2,940 3,360 2,940 -12.50%
Social Security 37,615 39,171 40,177 2.57%
Medicare 8,801 9,221 9,396 1.90%
Workers Compensation 764 977 2,673 173.59%
Retirement Contributions 40,023 42,107 22,201 -47.27%
Medical Insurance 79,262 81,550 106,087 30.09%
Dental Insurance 5,270 5,629 5,972 6.09%
Insurance Waivers 2,883 2,400 1,200 -50.00%
Life/AD&D Insurance 2,086 2,314 2,153 -6.96%
Disability Insurance 1,892 1,982 1,918 -3.23%
Total Personnel 805,795 834,677 862,803 3.37%
Purchased Services
Professional Services 30,713 65,850 57,787 -12.24%
Repair/Maintenance Services 555,531 658,070 607,562 -7.68%
Telecommunication Services 111,176 95,053 88,988 -6.38%
Postage/Shipping Services 146 750 750 0.00%
Training/Education 16,940 31,400 31,400 0.00%
Dues/Memberships 8,143 7,098 7,886 11.10%
Mileage/Travel 27 - - 0.00%
Total Purchased Services 722,676 858,221 794,373 -7.44%
Supplies/Non-Capital Equipment
Office Supplies 15 750 750 0.00%
Operating Supplies 218 - - 0.00%
Non-Capital Equipment 213,041 176,647 255,332 44.54%
Total Supplies/Non-Capital Equipment 213,274 177,397 256,082 44.36%
Capital Outlay
Capital Equipment 157,463 152,900 703,599 360.17%
Total Capital Outlay 157,463 152,900 703,599 360.17%
Total Expenditures $ 1,899,208 $ 2,023,195 $ 2,616,857 29.34%
77

SHARED TECHNOLOGY SERVICES
Variance Justification
Purchased Services (-$63,848):
Professional Services (-$8,063): Decreased cost for Phase II of Asset Management Deployment
(-$17,350).
Repair/Maintenance Services (-$50,508): Decreased maintenance support costs for ERP system as
a result of software replacement (-$48,464) and decreased cost for replacement of Granicus with
BoardSync (-$16,300).
Telecommunication Services (-$6,065): Elimination of police department telecommunication charges
for 9-1-1 Center as E-911 Authority now pays for that service (-$8,015).
Supplies/Non-Capital Equipment (+$78,685):
Non-Capital Equipment (+$78,685): Replacement of non-capital equipment including:
Brazos handheld devices in Police Department ($66,034).
Video recording system in Police Department booking and interview rooms ($2,700).
Disk Drives for VNX Storage Units ($12,000).
Web filtering software to actively filter inappropriate internet traffic ($4,800).
Capital Outlay (+$550,699): Replacement of capital equipment including:
Capital Equipment (+$550,699):
Police Department records management system ($434,430).
Tax software system ($75,000).
Backup system for CommVault ($71,339).
Keri door system ($25,130).
Final Phase of conference room technology upgrades ($11,000).
78

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 Specialist
Senior Tax
Auditor
Accountant
Accounting
Technician
(2.00)
Tax Auditor
(4.00)
Tax Technician
(2.00)
79

FINANCE
Personnel & Financial Summary
2016
Audited
Actuals
2017
Amended
Budget
2018
Adopted
Budget
% Change
Staff - Full Time Equivalency (FTE): 16.00 16.00 16.00 0.00%
Expenditures By Category:
Personnel $ 1,253,866 $ 1,316,565 $ 1,354,697 2.90%
Purchased Services 333,926 321,391 330,485 2.83%
Supplies/Non-Capital Equipment 6,126 11,595 8,500 -26.69%
Total Expenditures $ 1,593,918 $ 1,649,551 $ 1,693,682 2.68%
Expenditures By Division:
Administration $ 274,405 $ 258,381 $ 256,456 -0.75%
Accounting & Financial Reporting 625,157 662,792 701,997 5.92%
Taxpayer Services 694,356 728,378 735,229 0.94%
Total Expenditures $ 1,593,918 $ 1,649,551 $ 1,693,682 2.68%
Expenditures & Full-Time Equivalency
Expenditures
$1,720,000
$1,700,000
$1,680,000
$1,660,000
$1,640,000
$1,620,000
$1,600,000
$1,580,000
$1,560,000
$1,540,000
2016
Audited
Actuals
2017
Amended
Budget
2018
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 2018 budget include an additional $5,000 in purchased services related to banking services
fees. The increase is due to the growing volume of credit card transactions as the City converts to accepting online
payments for various services.
An additional change to the 2018 budget includes an increase of $4,870 for fees associated with the collection of property
taxes. The fee imposed by Arapahoe County is based on the dollar amount collected, and therefore as property taxes
increase so do the associated collection fees.
80

FINANCE
Expenditure Detail
2016
Audited
Actuals
2017
Amended
Budget
2018
Adopted
Budget
% Change
Personnel
Regular Wages $ 990,044 $ 1,039,281 $ 1,069,258 2.88%
Longevity Service Award 5,560 6,840 6,880 0.58%
Overtime Wages 201 - - 0.00%
Vehicle Allowance 3,600 3,600 3,600 0.00%
Social Security 59,681 63,069 64,740 2.65%
Medicare 14,068 14,941 15,298 2.39%
Workers Compensation 1,048 1,404 1,277 -9.05%
Retirement Contributions 61,607 74,560 40,231 -46.04%
Medical Insurance 100,509 94,332 138,079 46.38%
Dental Insurance 4,269 4,308 5,355 24.30%
Insurance Waivers 6,888 7,250 3,400 -53.10%
Life/AD&D Insurance 3,332 3,757 3,477 -7.45%
Disability Insurance 3,059 3,223 3,102 -3.75%
Total Personnel 1,253,866 1,316,565 1,354,697 2.90%
Purchased Services
Professional Services 217,528 223,710 228,710 2.24%
Contracted Services 33,823 28,400 34,120 20.14%
Catering/Dining Services 18,385 - - 0.00%
Repair/Maintenance Services 3,520 3,750 3,750 0.00%
Postage/Shipping Services 31,034 30,000 30,000 0.00%
Printing/Publication Services 9,872 10,750 11,250 4.65%
Training/Education 14,261 18,520 18,200 -1.73%
Dues/Memberships 2,234 2,570 2,505 -2.53%
Mileage/Travel 1,700 1,975 1,950 -1.27%
Rentals/Leases 1,569 1,716 - -100.00%
Total Purchased Services 333,926 321,391 330,485 2.83%
Supplies/Non-Capital Equipment
Office Supplies 3,627 5,000 5,000 0.00%
Operating Supplies 499 3,845 3,500 -8.97%
Non-Capital Equipment 2,000 2,750 - -100.00%
Total Supplies/Non-Capital Equipment 6,126 11,595 8,500 -26.69%
Total Expenditures $ 1,593,918 $ 1,649,551 $ 1,693,682 2.68%
81

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 2017, 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 2018 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.
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
2015 2016 2017 2018
Actual Actual Estimate Target
Percent of department objectives achieved. 95 95 100 100
82

ADMINISTRATION
Expenditure Detail
2016
Audited
Actuals
2017
Amended
Budget
2018
Adopted
Budget
% Change
Personnel
Regular Wages $ 163,084 $ 169,355 $ 177,685 4.92%
Longevity Service Award - 325 385 18.46%
Vehicle Allowance 3,600 3,600 3,600 0.00%
Social Security 9,730 9,794 10,520 7.41%
Medicare 2,385 2,481 2,617 5.48%
Workers Compensation 201 259 233 -10.04%
Retirement Contributions 11,811 12,316 6,619 -46.26%
Medical Insurance 16,826 15,932 12,204 -23.40%
Dental Insurance 722 721 492 -31.76%
Life/AD&D Insurance 609 612 576 -5.88%
Disability Insurance 502 525 515 -1.90%
Total Personnel 209,470 215,920 215,446 -0.22%
Purchased Services
Professional Services 2,604 - - 0.00%
Contracted Services 5,368 2,400 3,250 35.42%
Catering/Dining Services 18,291 - - 0.00%
Repair/Maintenance Services 3,520 3,750 3,750 0.00%
Postage/Shipping Services 31,034 30,000 30,000 0.00%
Training/Education 1,848 3,275 3,275 0.00%
Dues/Memberships 280 320 235 -26.56%
Rentals/Leases 1,569 1,716 - -100.00%
Total Purchased Services 64,514 41,461 40,510 -2.29%
Supplies/Non-Capital Equipment
Operating Supplies 421 1,000 500 -50.00%
Total Supplies/Non-Capital Equipment 421 1,000 500 -50.00%
Total Expenditures $ 274,405 $ 258,381 $ 256,456 -0.75%
Variance Justification
Purchased Services (-$951):
Contracted Services (+$850): This amount has been increased to more accurately represent the actual
historical costs associated with stormwater fees pertaining to the fleet building located within the
Southeast Metro Stormwater Authority (SEMSWA).
Rentals/Leases (-$1,716): The reduction is attributable to the lease cancellation pertaining to a
temporary storage unit used to house surplus equipment during construction of the maintenance facility.
Supplies/Non-Capital Equipment (-$500):
Operating Supplies (-$500): The amount has been reduced to more accurately represent the actual
historical costs associated with miscellaneous office supplies.
83

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 2017, for the twenty-seventh consecutive year, the City received the Government Finance Officers Association
(GFOA) Certificate of Achievement for Excellence in Financial Reporting. The City also received its fourth GFOA
Distinguished Budget Presentation Award. Both 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 addition, internally, the program focused on staff development particularly in governmental financial reporting.
Externally, the program began the development and implementation of a training program to educate financial system
users on a variety of unknown processes and system enhancements.
Goals/Objectives
In 2018, the program will focus on the following initiatives:
Evaluate and refine the financial system end user training program.
Continue the assessment of the effectiveness of the City’s system of internal control which involves (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.
Outcome Measures
2015
Actual
2016
Actual
2017
Estimate
2018
Target
Accuracy:
Number of error/corrections discovered by the external auditors during
the previous year’s financial statement audit.
0 2 0 0
Number of errors found in previous year’s financial reports. 1 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. 6 2 2

ACCOUNTING & FINANCIAL REPORTING
Service Level Indicators
2015
Actual
2016
Actual
2017
Estimate
Number of full-time employees (as of December 31st). 254 251 264
Number of payroll checks/direct deposits issued. 7,389 7,111 7,200
Number of W-2’s issued. 341 333 340
Number of accounts payable checks issued. 5,636 5,249 5,150
Number of purchasing card transactions processed. 3,776 3,867 3,900
Expenditure Detail
2016
Audited
Actuals
2017
Amended
Budget
2018
Adopted
Budget
% Change
Personnel
Regular Wages $ 344,062 $ 364,993 $ 379,613 4.01%
Longevity Service Award 1,415 1,780 2,165 21.63%
Overtime Wages 133 - - 0.00%
Social Security 20,971 22,594 22,948 1.57%
Medicare 4,905 5,285 5,368 1.57%
Workers Compensation 401 554 493 -11.01%
Retirement Contributions 20,876 26,369 14,899 -43.50%
Medical Insurance 23,836 21,296 51,543 142.03%
Dental Insurance 968 967 1,785 84.59%
Insurance Waivers 3,988 4,350 1,700 -60.92%
Life/AD&D Insurance 1,167 1,322 1,236 -6.51%
Disability Insurance 1,063 1,132 1,102 -2.65%
Total Personnel 423,785 450,642 482,852 7.15%
Purchased Services
Professional Services 157,235 165,990 170,990 3.01%
Contracted Services 28,455 26,000 30,870 18.73%
Catering/Dining Services 94 - - 0.00%
Training/Education 8,259 9,995 9,675 -3.20%
Dues/Memberships 1,499 1,890 1,910 1.06%
Mileage/Travel 125 225 200 -11.11%
Total Purchased Services 195,667 204,100 213,645 4.68%
Supplies/Non-Capital Equipment
Office Supplies 3,627 5,000 5,000 0.00%
Operating Supplies 78 300 500 66.67%
Non-Capital Equipment 2,000 2,750 - -100.00%
Total Supplies/Non-Capital Equipment 5,705 8,050 5,500 -31.68%
Total Expenditures $ 625,157 $ 662,792 $ 701,997 5.92%
85

ACCOUNTING & FINANCIAL REPORTING
Variance Justification
Purchased Services (+$9,545):
Professional Services (+$5,000): This amount represents additional banking fees resulting from an
increase in the volume of on-line credit card transactions.
Contracted Services (+$4,870): As property tax revenue increases, the 1% collection fee due to
Arapahoe County also increases.
Supplies/Non-Capital Equipment (-$2,550):
Non-Capital Equipment (-$2,750): In 2017, the program purchased a cross-cut shredder. Such
equipment replacements are not necessary in 2018.
86

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 2017, staff participated in the Standardized Definitions Steering Committee under the guidance of Colorado
Municipal League. Staff prepared and presented an Ordinance to adopt the standardized definitions. Thus, providing
our business community with better uniformity and simplicity when operating in multiple home rule jurisdictions. The
Ordinance became effective in May 2017. Staff continues to complete work with the highest level of accuracy as well
as providing our customers with timely information. Staff development and continuing education continue to be of
great concern. Staff participated in the Western States Tax Administrator’s meeting, Government Financial Officers
Association, Colorado Tax Audit Coalition as well as the Municipal Enforcement and Collections Group.
Goals/Objectives
In 2018, Staff hopes to implement a new tax software that would provide enhanced functionality to our internal users
and ease of access for online filing for members of the business community. Reliable and straight forward online filing
options will allow taxpayers to easily file and remit taxes. In addition, staff will continue to actively participate in the
Sales Tax Simplification Committee, under the guidance of Colorado Municipal League. Staff strives 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 2018 audit and enforcement budget.
Outcome Measures
2015
Actual
2016
Actual
2017
Estimate
2018
Target
Actual audit revenues compared to annual projected audit revenues
expressed as a percentage.
52 96 100 100
Remitted value of tax returns compared to audited value of tax returns
expressed as a percentage.
90 83 85 85
Percent of audited taxpayers rating quality of audit as Good or Excellent. 95 97 95 95
Percent of tax revenue audited. 31 29 30 35
Service Level Indicators
2015
Actual
2016
Actual
2017
Estimate
Number of sales/use tax accounts. 3,641 3,600 3,770
Number of occupational privilege tax accounts. 2,920 2,900 3,000
Number of audits conducted. 165 150 110
87

TAXPAYER SERVICES
Expenditure Detail
2016
Audited
Actuals
2017
Amended
Budget
2018
Adopted
Budget
% Change
Personnel
Regular Wages $ 482,898 $ 504,933 $ 511,960 1.39%
Longevity Service Award 4,145 4,735 4,330 -8.55%
Overtime Wages 68 - - 0.00%
Social Security 28,980 30,681 31,272 1.93%
Medicare 6,778 7,175 7,313 1.92%
Workers Compensation 446 591 551 -6.77%
Retirement Contributions 28,920 35,875 18,713 -47.84%
Medical Insurance 59,847 57,104 74,332 30.17%
Dental Insurance 2,579 2,620 3,078 17.48%
Insurance Waivers 2,900 2,900 1,700 -41.38%
Life/AD&D Insurance 1,556 1,823 1,665 -8.67%
Disability Insurance 1,494 1,566 1,485 -5.17%
Total Personnel 620,611 650,003 656,399 0.98%
Purchased Services
Professional Services 57,689 57,720 57,720 0.00%
Printing/Publication Services 9,872 10,750 11,250 4.65%
Training/Education 4,154 5,250 5,250 0.00%
Dues/Memberships 455 360 360 0.00%
Mileage/Travel 1,575 1,750 1,750 0.00%
Total Purchased Services 73,745 75,830 76,330 0.66%
Supplies/Non-Capital Equipment
Operating Supplies - 2,545 2,500 -1.77%
Total Supplies/Non-Capital Equipment - 2,545 2,500 -1.77%
Total Expenditures $ 694,356 $ 728,378 $ 735,229 0.94%
Variance Justification
No notable variances
88

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
Planning
Manager
Plans Examiner
Building
Services
Supervisor
Communiity
Development
Engineer
Senior Planner
Electrical
Inspector/Plan
Reviewer
Facilities
Maintenance
Technician
Planner II
Combination
Inspector (2)
Facility Service
Worker (6)
Planner I
Administrative
Supervisor
Neighborhood
Services Officer
Planning
Technician
Administrative
Assistant (2.5)
89

COMMUNITY DEVELOPMENT
Personnel & Financial Summary
2016
Audited
Actuals
2017
Amended
Budget
2018
Adopted
Budget
% Change
Staff - Full Time Equivalency (FTE): 23.50 23.50 24.50 4.26%
Expenditures By Category:
Personnel $ 1,748,615 $ 1,875,706 $ 1,916,141 2.16%
Purchased Services 474,880 562,564 456,036 -18.94%
Supplies/Non-Capital Equipment 258,146 286,280 262,765 -8.21%
Capital Outlay 63,972 106,000 - -100.00%
Miscellaneous Expenditures 981,903 - 18,344 100.00%
Total Expenditures $ 3,527,516 $ 2,830,550 $ 2,653,286 -6.26%
Expenditures By Division:
Administration $ 1,343,055 $ 392,174 $ 453,038 15.52%
Planning 578,518 715,546 546,933 -23.56%
Building Safety 583,396 633,072 651,320 2.88%
Neighborhood Services 76,855 82,115 83,785 2.03%
Building Services 945,692 1,007,643 918,210 -8.88%
Total Expenditures $ 3,527,516 $ 2,830,550 $ 2,653,286 -6.26%
Expenditures & Full-Time Equivalency
Expenditures
$4,000,000
$3,500,000
$3,000,000
$2,500,000
$2,000,000
$1,500,000
$1,000,000
$500,000
$-
2016
Audited
Actuals
2017
Amended
Budget
2018
Adopted
Budget
25.00
24.50
24.00
23.50
23.00
22.50
22.00
21.50
21.00
20.50
20.00
Full-Time Equivalent (FTE)
Total Expenditures
Staff - Full Time Equivalency (FTE):
Explanation of Budget Variances
Overall in Community Development there is a reduction of 6.26% for 2018, mostly attributable to facilities capital projects
completed in 2017. Proposed for 2018 is the addition of 1 FTE, Facility Service Worker, which is proposed to perform
cleaning services for the Maintenance Facility, Fleet Building, and 3 new hardwalled bathrooms in the parks. Elimination
of the contract cleaning services for the Maintenance Facility and Fleet Building, together with the reduction in cost of
port-o-let servicing for the 3 park locations where hardwalled bathrooms are constructed will significantly offset the
personnel cost of the new FTE Facility Service Worker. There is an anticipated increase of 4% for electricity costs for
City facilities based on projections by Xcel Energy.
The Building Safety program proposes the adoption of the 2018 International Building Codes and associated purchase of
code books in the Administration program. An increase in elevator inspection fees provided by our contracted inspection
service is reflected with the $14,085 increase in Contracted Services for Building Safety. This increased fee will be
reflected in what is charged back to the commercial property owners for elevator inspections. In the Planning program,
the update to the Drainage Criteria Manual in conjunction with Urban Drainage and Flood Control District is anticipated
for 2018, but $40,000 was allocated for this work in 2017, thus the reduction in the Professional Services line item for
2018. The other $60,000 reduction in the Planning program in Professional Services results from the elimination of the
sign designs for a wayfinding sign program. Smart phone technology advances available to the public are viewed as to
have eliminated the need for wayfinding signs for commercial destinations. Pedestrian wayfinding signage around the
light-rail stations is still anticipated in coordination with RTD and SPIMD.
90

COMMUNITY DEVELOPMENT
Expenditure Detail
2016
Audited
Actuals
2017
Amended
Budget
2018
Adopted
Budget
% Change
Personnel
Regular Wages $ 1,323,501 $ 1,415,864 $ 1,477,295 4.34%
Seasonal/Temporary Wages 994 - - 0.00%
Longevity Service Award 7,600 10,500 7,825 -25.48%
Overtime Wages 9,854 7,580 12,500 64.91%
Clothing Allowance 1,852 1,850 850 -54.05%
Vehicle Allowance 3,600 3,600 3,600 0.00%
Social Security 81,198 87,257 90,889 4.16%
Medicare 18,990 20,509 21,282 3.77%
Workers Compensation 12,257 14,461 16,096 11.31%
Retirement Contributions 74,193 96,704 47,656 -50.72%
Medical Insurance 192,297 193,179 214,789 11.19%
Dental Insurance 8,799 9,366 9,660 3.14%
Insurance Waivers 4,963 5,325 4,600 -13.62%
Life/AD&D Insurance 4,407 5,122 4,814 -6.01%
Disability Insurance 4,110 4,389 4,285 -2.37%
Total Personnel 1,748,615 1,875,706 1,916,141 2.16%
Purchased Services
Professional Services 28,395 105,100 5,100 -95.15%
Contracted Services 155,712 178,170 192,255 7.91%
Catering/Dining Services 6,579 8,500 8,500 0.00%
Repair/Maintenance Services 253,838 223,220 199,620 -10.57%
Disposal/Recycling Services - 1,000 1,000 0.00%
Telecommunication Services 5,609 7,592 7,320 -3.58%
Postage/Shipping Services 21 - - 0.00%
Printing/Publication Services 1,099 1,980 2,095 5.81%
Training/Education 17,423 29,825 32,797 9.96%
Dues/Memberships 3,676 5,538 5,669 2.37%
Mileage/Travel 2,528 1,639 1,680 2.50%
Total Purchased Services 474,880 562,564 456,036 -18.94%
Supplies/Non-Capital Equipment
Office Supplies 3,414 6,200 3,500 -43.55%
Operating Supplies 56,213 48,505 51,225 5.61%
Non-Capital Equipment 41,135 70,100 37,800 -46.08%
Uniforms/Safety Equipment 2,707 5,975 6,240 4.44%
Gas/Electricity 136,546 137,500 146,000 6.18%
Water/Sewer 18,131 18,000 18,000 0.00%
Total Supplies/Non-Capital Equipment 258,146 286,280 262,765 -8.21%
Capital Outlay
Capital Equipment 63,972 106,000 - -100.00%
Total Capital Outlay 63,972 106,000 - -100.00%
Miscellaneous Expenditures
Development Rebates 981,903 - 18,344 100.00%
Total Miscellaneous Expenditures 981,903 - 18,344 100.00%
Total Expenditures $ 3,527,516 $ 2,830,550 $ 2,653,286 -6.26%
91

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 2017, emphasis was placed on customer service enhancements. The beginning stages of technology based
electronic submission of applications and permit plans was started and will continue throughout 2018. Online permitting
and payments for over the counter permits was implemented.
Goals/Objectives
During 2018, technology based customer service enhancements to allow electronic submission of plans and permits
will be 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
2015
Actual
2016
Actual
2017
Estimate
2018
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. 95 95 95 95
Percent of planned activities that had desired impact. 100 100 100 100
92

ADMINISTRATION
Expenditure Detail
2016
Audited
Actuals
2017
Amended
Budget
2018
Adopted
Budget
% Change
Personnel
Regular Wages $ 254,755 $ 278,511 $ 318,348 14.30%
Longevity Service Award 1,360 330 - -100.00%
Overtime Wages 4,636 1,980 2,000 1.01%
Vehicle Allowance 3,600 3,600 3,600 0.00%
Social Security 15,884 17,041 19,606 15.05%
Medicare 3,715 4,087 4,612 12.85%
Workers Compensation 346 370 419 13.24%
Retirement Contributions 16,210 20,312 10,846 -46.60%
Medical Insurance 25,874 31,146 43,336 39.14%
Dental Insurance 1,181 1,539 1,965 27.68%
Insurance Waivers 2,175 2,175 1,450 -33.33%
Life/AD&D Insurance 830 1,010 1,040 2.97%
Disability Insurance 806 863 923 6.95%
Total Personnel 331,372 362,964 408,145 12.45%
Purchased Services
Professional Services 27 - - 0.00%
Contracted Services 7,905 - - 0.00%
Catering/Dining Services 6,552 8,500 8,500 0.00%
Postage/Shipping Services 21 - - 0.00%
Printing/Publication Services 1,099 1,980 2,095 5.81%
Training/Education 9,207 9,850 9,725 -1.27%
Dues/Memberships 970 2,176 2,184 0.37%
Mileage/Travel 345 104 145 39.42%
Total Purchased Services 26,126 22,610 22,649 0.17%
Supplies/Non-Capital Equipment
Office Supplies 3,414 6,200 3,500 -43.55%
Operating Supplies 240 400 400 0.00%
Total Supplies/Non-Capital Equipment 3,654 6,600 3,900 -40.91%
Miscellaneous Expenditures
Development Rebates 981,903 - 18,344 100.00%
Total Miscellaneous Expenditures 981,903 - 18,344 100.00%
Total Expenditures $ 1,343,055 $ 392,174 $ 453,038 15.52%
Variance Justification
Supplies/Non-Capital Equipment (-$2,700):
Office Supplies (-$2,700): The 2017 budget included the planned purchase of new international
Building Code books, which will not occur. Staff plans to request a carryover of these unspent funds
from 2017 into the 2018 budget, when the 2018 International Building Codes are adopted.
93

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 2017, a revision to the wireless communication facilities code was approved by Council to allow the City to
accommodate the communication needs of the community while complying with state and federal telecommunications
laws and regulations and providing for an administrative permit process. An update to the storm drainage design and
technical criteria manual was commenced as a collaborative effort involving the Community Development Engineer,
Public Works staff and the Urban Drainage and Flood Control District.
The larger development review cases included the Harrison Oaks Subdivision and the new Village Center Station II
office building. The nearing completion of the Arapahoe Road and I-25 interchange improvements and the construction
of the new Alton Way road alignment has prompted reinvestment in a number of properties on and around the Arapahoe
corridor. An amendment to reuse existing commercial spaces to accommodate an REI (formerly Sports Authority) and
two new theme restaurants on Arapahoe Road (formerly Gunther Toody’s) were approved. La Quinta and Brothers BBQ
saw parking lot and landscape improvements as well as changes in signage for the Courtyard Mariott. Park Place
Residence Inn hotel and the Landmark Village residential development requests were reviewed by the City.
Goals/Objectives
In 2018, the updates to the Drainage Criteria Manual will be completed. Community Development staff will assist the
Public Works on the update to the Transportation Plan. Also in 2018, staff will engage with Planning and Zoning
Commission, City Council, citizens, and commercial property owners on the Arapahoe Road Corridor. The City’s sign
code will be analyzed and amendments recommended to address the importance of signs in the built environment and
recent decision by the Supreme Court on content neutrality.
Outcome Measures
2015
Actual
2016
Actual
2017
Estimate
Accuracy in Interpretation:
Measurement of the aesthetic quality and functionality of new
development as measured by outside observer.
N/A 93 94 94
Effectiveness of Implementation:
Percent of customer survey respondents rating program as Good or
Excellent.
95 90 92 95
Percent of time development case initial review timeframes were met. N/A 90 95 98
2018
Target
94

PLANNING
Service Level Indicators
2015
Actual
2016
Actual
2017
Estimate
Rezone. 2 2 0
Development plan (SDP/PUD). 14 9 9
Subdivision. 12 11 6
Special use permit. 6 2 4
Sign program. 7 7 9
Miscellaneous. 5 3 9
Variance. 7 6 10
Grading/Landscape/Flatwork permit. 103 144 93
County/City referrals. 5 6 6
Total Cases. 161 190 146
Expenditure Detail
2016
Audited
Actuals
2017
Amended
Budget
2018
Adopted
Budget
% Change
Personnel
Regular Wages $ 427,249 $ 468,030 $ 425,999 -8.98%
Seasonal/Temporary Wages 994 - - 0.00%
Longevity Service Award 1,290 3,345 2,395 -28.40%
Overtime Wages - - 2,900 100.00%
Social Security 26,020 28,778 26,305 -8.59%
Medicare 6,085 6,730 6,151 -8.60%
Workers Compensation 547 605 554 -8.43%
Retirement Contributions 23,996 33,038 14,294 -56.73%
Medical Insurance 52,707 52,663 46,319 -12.05%
Dental Insurance 2,385 2,506 2,031 -18.95%
Insurance Waivers 121 - - 0.00%
Life/AD&D Insurance 1,370 1,692 1,387 -18.03%
Disability Insurance 1,340 1,450 1,236 -14.76%
Total Personnel 544,104 598,837 529,571 -11.57%
Purchased Services
Professional Services 27,743 102,600 2,600 -97.47%
Telecommunication Services 566 800 600 -25.00%
Training/Education 2,518 9,112 10,472 14.93%
Dues/Memberships 2,288 2,717 2,840 4.53%
Mileage/Travel 1,207 300 300 0.00%
Total Purchased Services 34,322 115,529 16,812 -85.45%
Supplies/Non-Capital Equipment
Operating Supplies - 780 250 -67.95%
Uniforms/Safety Equipment 92 400 300 -25.00%
Total Supplies/Non-Capital Equipment 92 1,180 550 -53.39%
Total Expenditures $ 578,518 $ 715,546 $ 546,933 -23.56%
Variance Justification
Purchased Services (-$98,717):
Professional Services (-$100,000): Allocation for the Drainage Criteria Manual Update occurred in
2017 (-$40,000) and elimination of the Wayfinding Sign Program due to personal technology navigation
advances (-$60,000).
95

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
Large projects completed in 2017 were Caley Ponds Townhomes and Springhill Suites Hotel, Village Center Station II
and the Granite building. Major tenant finish projects included Charter Communications in the Granite Building, AAA
Colorado in Atrium 1, REI and Bank of America. Online permit reviewing was made available, as well as payment
acceptance. Staff evaluated and updated the service level indicators to ensure that accurate plan review activity is
reported annually.
Goals/Objectives
In 2018, staff will expand the implementation of online permit and plan submittals. Staff will present the 2018
International Building Codes to City Council for adoption.
Outcome Measures
2015
Actual
2016
Actual
2017
Estimate
2018
Target
Percent of customer survey respondents rating program as good or
excellent.
N/A N/A N/A 90
Percent of time Building Safety plan review timeframes were met. 95 100 100 100
Percent of time Building Safety inspections were performed next day. 100 100 100 100
Service Level Indicators
2015
Actual
2016
Actual
2017
Estimate
Case Load:
Plan reviews. 1,816 2,052 7,402*
Permits issued. 2,408 1,681 1,496
Inspections. 14,207 12,200 10,846
Revenue:
Plan review. $413,446 $410,000 $646,656
Permit fees. $1,012,343 $900,800 $1,146,221
Use tax. $2,321,267 $2,100,000 $3,646,388
*Includes 2 nd and 3 rd Plan Reviews on the same project.
96

BUILDING SAFETY
Expenditure Detail
2016
Audited
Actuals
2017
Amended
Budget
2018
Adopted
Budget
% Change
Personnel
Regular Wages $ 334,625 $ 345,765 $ 362,706 4.90%
Longevity Service Award 1,170 1,235 700 -43.32%
Overtime Wages 570 2,600 2,600 0.00%
Clothing Allowance 402 750 750 0.00%
Social Security 20,459 21,449 22,471 4.76%
Medicare 4,785 5,017 5,255 4.74%
Workers Compensation 2,527 2,620 2,728 4.12%
Retirement Contributions 13,661 21,077 10,317 -51.05%
Medical Insurance 42,140 36,013 33,374 -7.33%
Dental Insurance 2,086 1,882 1,636 -13.07%
Insurance Waivers 2,417 2,900 2,900 0.00%
Life/AD&D Insurance 1,103 1,247 1,181 -5.29%
Disability Insurance 1,019 1,072 1,052 -1.87%
Total Personnel 426,964 443,627 447,670 0.91%
Purchased Services
Professional Services 495 2,500 2,500 0.00%
Contracted Services 143,445 169,370 183,455 8.32%
Catering/Dining Services 27 - - 0.00%
Telecommunication Services 2,857 4,600 3,720 -19.13%
Training/Education 4,679 8,500 9,500 11.76%
Dues/Memberships 373 575 575 0.00%
Mileage/Travel 976 1,200 1,200 0.00%
Total Purchased Services 152,852 186,745 200,950 7.61%
Supplies/Non-Capital Equipment
Operating Supplies 1,879 1,300 1,300 0.00%
Non-Capital Equipment 412 - - 0.00%
Uniforms/Safety Equipment 1,289 1,400 1,400 0.00%
Total Supplies/Non-Capital Equipment 3,580 2,700 2,700 0.00%
Total Expenditures $ 583,396 $ 633,072 $ 651,320 2.88%
Variance Justification
Purchased Services (+$14,205):
Contracted Services (+$14,085): Additional elevators and increased inspection costs.
Training/Education (+$1,000): Additional training and certifications for new building inspector hires.
97

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 2017, the program had continued success in bringing many properties into compliance with the quality standards and
maintenance values of the community. The program expanded the inspections of commercial properties requiring
maintenance and upgrades to bring the properties into compliance with code standards and approved plans (when
available). The efforts included identifying and bringing a number of trash, recycling and generator enclosures into
compliance through repairs and construction necessary to conceal external storage. Involvement with contractors was
expanded to address construction site maintenance including parking and permit schedules to minimize the impacts on
the neighborhoods. The partnership with Police was strengthened through participation in officer training and integrating
into the program through operational announcements on the tracking software (SmartForce). The Program was an
active participant in the teamwork necessary to handle the fuel truck explosion emergency and the coordination on the
environmental clean-up.
Goals/Objectives
In 2018, the program will expand the communication, training and coordination efforts with the Police Department
more specifically in reference to the transient community and the impacts on private and public lands. The
Neighborhood Brochure will be developed as a tool to assist the program in informing and communicating with
Homeowner Associations and residents on code related matters. The program will improve on tracking the inventory
of storm water management and pond inspections, erosion control and preconstruction meetings in coordination with
the Community Development Engineer. The Program will continue to assist in filtering information, responding to
inquiries and assisting owners in achieving property maintenance compliance that reassures the high quality
appearance of the community.
Outcome Measures
2015
Actual
2016
Actual
2017
Estimate
Rating of the property maintenance codes as Good or Excellent as
measured by outside assessment:
Village overall. N/A 90 91 92
Office and commercial areas in the Village. N/A 93 93 93
Residential areas in the Village. N/A 87 89 90
Percent of customer survey respondents rating program as Good or
Excellent.
98 98 98 98
2018
Target
98

NEIGHBORHOOD SERVICES
Service Level Indicators
2015
Actual
2016
Actual
2017
Estimate
Residential:
Specific Nuisances. 16 3 3
General Property Maintenance. 16 18 18
Vegetation/Weeds & Grass/Landscape
Maintenance/Visibility Triangle.
97 60 75
Rubbish/Litter. 25 24 18
Noise Levels. 4 4 4
Grading/Landscaping/Construction Site Maintenance. 42 24 18
Fences. 10 8 9
Signs. 31 40 35
Zone District Violation. 3 0 3
Permit Required/Permit Non-Conforming. 14 12 15
Outdoor Storage. 12 10 14
Accessory Structures. 3 2 4
Customer Service. 3 3 24
Vehicle Parking/Recreational Trailer. 15 12 25
Snow Removal. 28 12 12
Home Occupation. 2 2 5
Total Residential Cases. 322 234 282
Commercial:
Nuisances. 12 3 6
Customer Service. 3 1 1
Property Maintenance/Vegetation/Weeds &
Grass/Landscape Maintenance/Visibility Triangle.
50 40 63
Noise Levels. 5 5 6
Construction Site Maintenance. 6 25 15
Snow Removal. 21 12 11
Zone District Violation. 3 0 9
Outdoor Storage/Display. 5 5 12
Lighting. 1 1 1
Vehicle Parking. 11 11 9
Rubbish/Litter. 9 9 31
Outdoor Dining/Eating. 0 0 4
Permit Required/Permit Non-Conforming. 9 6 13
Signs Removed/Signs Not Allowed/Banners. 86 70 68
Fences. 1 1 2
Graffiti. 1 1 8
Total Commercial Cases. 224 190 189
Residential & Commercial:
Total Cases. 546 424 471
99

NEIGHBORHOOD SERVICES
Expenditure Detail
2016
Audited
Actuals
2017
Amended
Budget
2018
Adopted
Budget
% Change
Personnel
Regular Wages $ 53,664 $ 55,476 $ 58,196 4.90%
Longevity Service Award 570 635 695 9.45%
Overtime Wages 500 - - 0.00%
Clothing Allowance 100 100 100 0.00%
Social Security 3,302 3,390 3,542 4.48%
Medicare 772 793 828 4.41%
Workers Compensation 534 728 764 4.95%
Retirement Contributions 2,673 2,774 1,490 -46.29%
Medical Insurance 10,934 10,347 11,326 9.46%
Dental Insurance 476 475 475 0.00%
Life/AD&D Insurance 209 202 190 -5.94%
Disability Insurance 165 172 169 -1.74%
Total Personnel 73,899 75,092 77,775 3.57%
Purchased Services
Contracted Services 1,370 4,050 4,050 0.00%
Telecommunication Services 418 400 600 50.00%
Training/Education 1,019 1,063 1,000 -5.93%
Dues/Memberships 45 70 70 0.00%
Mileage/Travel - 35 35 0.00%
Total Purchased Services 2,852 5,618 5,755 2.44%
Supplies/Non-Capital Equipment
Operating Supplies - 825 75 -90.91%
Non-Capital Equipment - 400 - -100.00%
Uniforms/Safety Equipment 104 180 180 0.00%
Total Supplies/Non-Capital Equipment 104 1,405 255 -81.85%
Total Expenditures $ 76,855 $ 82,115 $ 83,785 2.03%
Variance Justification
No notable variances
100

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 Center for the Arts, 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 2017, Building Services completed the following projects:
Replaced security cameras for City Hall. 24 cameras including all equipment and installation
Replaced chairs and tables in the Main lobby area at City Hall
Replaced seven water fountains with bottle fills. 3 at City Hall, 3 at Public Works and 1 at the Fleet Facility
Replaced 22 tables in the Community Room
Replaced 14 tables in the Maintenance Facility lunchroom
Replaced 55 chairs in the Maintenance Facility lunchroom
Replaced two urinals at Village Greens Park
Replaced the flooring in the Community Development Copy Room
Replaced the flooring in the City Hall lunchroom Room
Replaced the main RTU 1 Roof top HVAC unit at City Hall
Oversee the remodeling of the Police Department front lobby and records area
Goals/Objectives
In 2018, the program plans to do the following:
Upgrade the HVAC control system throughout City Hall
Replace Gutters on City Hall and the Evidence Building
Replace four urinals, 3 at Westlands Park and 1 at Silo Park
Provide cleaning services directly to the Maintenance Facility and Fleet Building
Provide cleaning services to the remodeled/expanded Curtis Center for the Arts
Provide cleaning services to the new hard-walled bathrooms in the parks
Outcome Measures
2015
Actual
2016
Actual
2017
Estimate
Percent of employees rating Village buildings as Clean. 62 72 70 72
Percent of employees rating Village buildings as Comfortable. 60 72 71 78
Percent of respondents rating program services as Good or Excellent as
measured by Department Survey.
90 98 98 98
Percent of respondents rating cleanliness of Park Shelter/Pavilion as
good or excellent.
85 82 86 90
Percent of respondents rating cleanliness of Park restroom facilities as
good or excellent.
86 82 88 90
Number of accident/claims at Village buildings due to maintenance. 0 0 0 0
2018
Target
101

BUILDING SERVICES
Service Level Indicators
2015
Actual
2016
Actual
2017
Estimate
Number of service requests. 150 339 335
Number of requests completed within one day. 72 271 290
Number of office modifications requested. 7 6 2
Number of incidents that interrupted Village operations. 3 4 0
Number of meeting room set ups. 596 618 578
Expenditure Detail
2016
Audited
Actuals
2017
Amended
Budget
2018
Adopted
Budget
% Change
Personnel
Regular Wages $ 253,208 $ 268,082 $ 312,046 16.40%
Longevity Service Award 3,210 4,955 4,035 -18.57%
Overtime Wages 4,148 3,000 5,000 66.67%
Clothing Allowance 1,350 1,000 - -100.00%
Social Security 15,533 16,599 18,965 14.25%
Medicare 3,633 3,882 4,436 14.27%
Workers Compensation 8,303 10,138 11,631 14.73%
Retirement Contributions 17,653 19,503 10,709 -45.09%
Medical Insurance 60,642 63,010 80,434 27.65%
Dental Insurance 2,671 2,964 3,553 19.87%
Insurance Waivers 250 250 250 0.00%
Life/AD&D Insurance 895 971 1,016 4.63%
Disability Insurance 780 832 905 8.77%
Total Personnel 372,276 395,186 452,980 14.62%
Purchased Services
Professional Services 130 - - 0.00%
Contracted Services 2,992 4,750 4,750 0.00%
Repair/Maintenance Services 253,838 223,220 199,620 -10.57%
Disposal/Recycling Services - 1,000 1,000 0.00%
Telecommunication Services 1,768 1,792 2,400 33.93%
Training/Education - 1,300 2,100 61.54%
Total Purchased Services 258,728 232,062 209,870 -9.56%
Supplies/Non-Capital Equipment
Operating Supplies 54,094 45,200 49,200 8.85%
Non-Capital Equipment 40,723 69,700 37,800 -45.77%
Uniforms/Safety Equipment 1,222 3,995 4,360 9.14%
Gas/Electricity 136,546 137,500 146,000 6.18%
Water/Sewer 18,131 18,000 18,000 0.00%
Total Supplies/Non-Capital Equipment 250,716 274,395 255,360 -6.94%
Capital Outlay
Capital Equipment 63,972 106,000 - -100.00%
Total Capital Outlay 63,972 106,000 - -100.00%
Total Expenditures $ 945,692 $ 1,007,643 $ 918,210 -8.88%
102

BUILDING SERVICES
Variance Justification
Personnel (+$57,794):
Salary and Benefits (+$48,701): One additional FTE Facility Services Worker to provide cleaning
services for the Maintenance Facility, Fleet Building, and three new hardwalled bathrooms in the parks
that will be constructed in 2018.
Purchased Services (-$22,192):
Repair/Maintenance Services (-$31,000): Elimination of contract cleaning services at the Maintenance
Facility and Fleet Building with the transition of this cleaning to the proposed new FTE Facility Services
Worker. The 2019 proposed budget will reflect a reduction of $8,841 for the elimination of the port-o-let
servicing costs for the 3 locations where hardwalled bathrooms are proposed to be fully constructed in
2018.
Repair/Maintenance Services (+$3,700): Increased cost of pumping septic system at Village
Greens with addition of additional bathroom.
Repair/Maintenance Services (+$3,700): Increased cost of unclogging drain systems at City
facilities, based on actual costs experienced.
Supplies/Non-Capital Equipment (-$19,035):
Non-Capital Equipment (-$35,000): Completion of City Hall security camera replacement in 2017.
Non-Capital Equipment (-$15,400): Replacement of chairs and tables in City Hall lobby, tables in
Community Room, and table and chairs in Maintenance Facility lunchroom in 2017.
Non-Capital Equipment (-$10,500): Replacement of water fountains with bottle fills at City facilities in
2017.
Non-Capital Equipment (+$12,000): Installation of new gutters and downspouts at City Hall and
Evidence Building in 2018.
Non-Capital Equipment (+$15,000): Installation of new HVAC controls at City facilities in 2018.
Non-Capital Equipment (+$2,000): Installation of 2 urinals at Village Greens Park completed in 2017.
Installation of 3 urinals in Westlands Park and 1 urinal in Silo Park planned for 2018.
Operating Supplies (+$4,000): Increased costs of cleaning supplies.
Gas/Electricity (+$8,500): There is an anticipated increase of 4% for electricity costs for City facilities
based on projections by Xcel Energy.
103

104

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 Center for the Arts. 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, 186 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 parks, trails and open
spaces within the Capital Improvement Program. The total recreation CIP budget for 2018 is approximately $800,000.
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.
105

PARKS, TRAILS & RECREATION
Organizational Chart
Director of Parks,
Trails &
Recreation
Administrative
Supervisor
Administrative
Assistant (0.5)
Recreation
Manager
Cultural Arts
Coordinator
Parks Project
Manager
Parks Manager
Recreation
Coordinators
(2.0)
Assistant
Cultural Arts
Coordinator
Administrative
Assistant (0.5)
Parks Inspector
Maintenance Worker/
Streetscapes Inspector
Seasonal Rec
Aides (1.96)
Senior Rec
Aide (0.17)
Art Instructors/
Models (0.88)
Supervisors (5.0)
Maintenance
Workers (29.0)
Seasonals
(3.05)
106

PARKS, TRAILS & RECREATION
Personnel & Financial Summary
2016
Audited
Actuals
2017
Amended
Budget
2018
Adopted
Budget
% Change
Staff - Full Time Equivalency (FTE): 52.06 52.06 52.06 0.00%
Expenditures By Category:
Personnel $ 3,659,752 $ 3,966,689 $ 3,894,186 -1.83%
Purchased Services 1,180,122 1,563,333 1,518,336 -2.88%
Supplies/Non-Capital Equipment 886,150 1,033,506 952,409 -7.85%
Capital Outlay 168,495 163,785 172,775 5.49%
Miscellaneous Expenditures 566,943 580,256 580,256 0.00%
Total Expenditures $ 6,461,462 $ 7,307,569 $ 7,117,962 -2.59%
Expenditures By Division:
Administration $ 280,865 $ 315,704 $ 299,290 -5.20%
Recreation 1,134,928 1,165,340 1,181,219 1.36%
Cultural Arts 282,571 401,862 439,330 9.32%
Parks, Trails & Open Space 210,473 289,731 217,824 -24.82%
Developed Parks 2,245,734 2,536,357 2,474,286 -2.45%
Streetscapes, Medians & Trails 1,311,247 1,517,784 1,432,654 -5.61%
Open Space & Urban Forestry 696,655 797,001 773,919 -2.90%
Small Engine Equipment 272,682 248,355 259,905 4.65%
Parks & Trails Snow Removal 26,307 35,435 39,535 11.57%
Total Expenditures $ 6,461,462 $ 7,307,569 $ 7,117,962 -2.59%
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
2016
Audited
Actuals
2017
Amended
Budget
2018
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):
107

PARKS, TRAILS & RECREATION
Explanation of Budget Variances
For the 2018 budget, the Parks, Trails and Recreation Department budget is relatively flat with increases in some areas
being balanced by decreases in others.
There is an overall increase in the temporary/seasonal wages for the Department in the amount of $12,936 due to increase
in hourly rates. Most of the increase is attributed to the Recreation program increasing by $11,056 due to minimum wage
raising from $9.30/hour to $10.20/hour for recreation aides through the year to assist with special events and recreation
and art programming.
The Arts and Humanities Council (GVAHC) budget and the Scientific and Cultural Facilities District (SCFD) grant funding
is incorporated into the Cultural Arts Program. GVAHC is showing an increase of $5,000 to allow for their contribution in
rotating public art at Westlands in partnership with the Museum of Outdoor Art. Additionally, there is SCFD funding
budgeted for a kiln in capital equipment equaling $6,000. This will allow for pottery classes which has been a long-time
request from Curtis patrons.
A significant decrease of $88,000 is being made in the water budget in the developed parks program. The budget had
been increased in past years due to lower than average rainfall. Since this has not been experienced since 2012, the
budget was reduced to reflect historic spending for the last 5 years plus a predicted 4% increase by providers. This results
in a significant decrease in the overall Department budget. Conversely, the electric budget was increased by $11,000 to
reflect historic use plus a predicted 4% increase by providers.
108

PARKS, TRAILS & RECREATION
Expenditure Detail
2016
Audited
Actuals
2017
Amended
Budget
2018
Adopted
Budget
% Change
Personnel
Regular Wages $ 2,455,975 $ 2,680,038 $ 2,642,052 -1.42%
Seasonal/Temporary Wages 158,005 173,725 186,661 7.45%
Longevity Service Award 31,355 35,410 33,380 -5.73%
Overtime Wages 85,748 67,196 74,480 10.84%
Clothing Allowance 6,700 7,600 7,400 -2.63%
Communication Allowance 3,710 5,040 5,880 16.67%
Vehicle Allowance 3,600 3,600 3,600 0.00%
Social Security 166,455 179,496 175,922 -1.99%
Medicare 38,439 37,572 38,386 2.17%
Workers Compensation 69,535 83,749 81,087 -3.18%
Retirement Contributions 173,328 201,406 99,824 -50.44%
Medical Insurance 421,920 443,987 498,176 12.21%
Dental Insurance 20,732 23,107 24,062 4.13%
Insurance Waivers 7,851 6,750 7,000 3.70%
Life/AD&D Insurance 8,874 9,707 8,611 -11.29%
Disability Insurance 7,525 8,306 7,665 -7.72%
Total Personnel 3,659,752 3,966,689 3,894,186 -1.83%
Purchased Services
Professional Services 37,430 109,550 38,550 -64.81%
Contracted Services 840,904 1,111,953 1,127,207 1.37%
Catering/Dining Services 6,183 9,970 14,850 48.95%
Repair/Maintenance Services 177,026 174,645 172,650 -1.14%
Disposal/Recycling Services 3,290 1,390 1,390 0.00%
Telecommunication Services 8,504 9,744 11,349 16.47%
Postage/Shipping Services 6,262 9,800 11,200 14.29%
Advertising/Notification Services 720 4,250 5,000 17.65%
Printing/Publication Services 20,370 35,710 35,910 0.56%
Training/Education 31,577 43,025 44,040 2.36%
Dues/Memberships 5,047 7,198 7,120 -1.08%
Mileage/Travel 630 328 300 -8.54%
Rentals/Leases 42,179 45,770 48,770 6.55%
Total Purchased Services 1,180,122 1,563,333 1,518,336 -2.88%
Supplies/Non-Capital Equipment
Office Supplies 4,512 2,750 2,750 0.00%
Operating Supplies 442,401 494,580 488,230 -1.28%
Non-Capital Equipment 44,737 32,102 31,245 -2.67%
Uniforms/Safety Equipment 22,187 35,074 38,184 8.87%
Gas/Electricity 76,665 69,000 80,000 15.94%
Water/Sewer 295,648 400,000 312,000 -22.00%
Total Supplies/Non-Capital Equipment 886,150 1,033,506 952,409 -7.85%
Capital Outlay
Capital Equipment 168,495 163,785 172,775 5.49%
Total Capital Outlay 168,495 163,785 172,775 5.49%
Miscellaneous Expenditures
Contributions/Donations 10,275 10,800 10,800 0.00%
Community Incentives 556,668 569,456 569,456 0.00%
Total Miscellaneous Expenditures 566,943 580,256 580,256 0.00%
Total Expenditures $ 6,461,462 $ 7,307,569 $ 7,117,962 -2.59%
109

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 2017, the Parks, Trails and Recreation department continued to support community events, youth and adult art and
recreation programs, planning and implementing park projects and parks maintenance. The Village received an
Arapahoe County Open Spaces planning grant of $40,000 for the Greenwood Gulch Trail Undercrossing at Orchard
Road feasibility study. In addition, staff applied to Arapahoe County Open Spaces for Joint Project funding of $800,000
to construct Phase IV of the Village Greens North Master Plan and for a small grant of $97,500 to construct an extension
to the Carson Skatepark through their fall grant cycle. Department staff looked at how department outcomes were
measured and determined that overall, they accurately reflected outcomes; % of capacity was added to the program
reporting so that staff could easily determine which classes to build on and which might need a hiatus.
Goals/Objectives
In 2018, the department will continue to seek grant funding from Arapahoe County Open Spaces. The department will
implement a new online registration system through CivicRec for 2018 classes which will replace the existing ASAP
program. Changing to the new program will allow for the department to also offer online park permitting and special
event ticketing through the online CivicRec system as well which would greatly increase customer service.
Outcome Measures
2015
Actual
2016
Actual
2017
Estimate
Percent of respondents rating the diversity of Recreation and
Cultural Arts Programs as Good or Excellent as measured by the N/A* 80 N/A* 85
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 Good or Excellent as measured by the Village Citizen N/A* 95 N/A* 95
Survey.
Percentage of department objectives achieved. 95 95 95 95
*Survey not conducted.
2018
Target
110

ADMINISTRATION
Expenditure Detail
2016
Audited
Actuals
2017
Amended
Budget
2018
Adopted
Budget
% Change
Personnel
Regular Wages $ 195,613 $ 216,000 $ 206,529 -4.38%
Seasonal/Temporary Wages 1,257 - - 0.00%
Longevity Service Award 1,095 1,220 1,340 9.84%
Overtime Wages 3,952 5,472 5,460 -0.22%
Communication Allowance 490 840 840 0.00%
Vehicle Allowance 3,600 3,600 3,600 0.00%
Social Security 11,997 13,553 13,005 -4.04%
Medicare 2,806 3,203 3,041 -5.06%
Workers Compensation 3,342 4,029 4,195 4.12%
Retirement Contributions 14,693 16,929 8,462 -50.01%
Medical Insurance 36,345 34,338 36,425 6.08%
Dental Insurance 1,808 1,808 1,759 -2.71%
Life/AD&D Insurance 643 783 674 -13.92%
Disability Insurance 575 670 599 -10.60%
Total Personnel 278,216 302,445 285,929 -5.46%
Purchased Services
Catering/Dining Services 535 2,350 2,350 0.00%
Printing/Publication Services 1,553 4,000 4,000 0.00%
Training/Education 155 4,710 4,700 -0.21%
Dues/Memberships 345 1,401 1,541 9.99%
Mileage/Travel 18 28 - -100.00%
Total Purchased Services 2,606 12,489 12,591 0.82%
Supplies/Non-Capital Equipment
Office Supplies 43 200 200 0.00%
Operating Supplies - 300 300 0.00%
Uniforms/Safety Equipment - 270 270 0.00%
Total Supplies/Non-Capital Equipment 43 770 770 0.00%
Total Expenditures $ 280,865 $ 315,704 $ 299,290 -5.20%
Variance Justification
Purchased Services (+$102):
Dues/Memberships (+$140): Increase due to upgrading to department wide memberships. Savings
recognized in other programs.
Mileage/Travel (-$28): Eliminated due to lack of use.
111

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 2017, staff offered 49 recreation activities that included pee wee, youth, and adult recreation programs providing
personal enjoyment to over 2,700 participants. Fun in the Sun was extremely popular with 188 children on the waiting
list. The most popular activities included: Wet ‘N’ Wild, Archery, Super Science and Fort Building. Staff offered 23
different themed days at Silo Park with attendance similar to 2016 with 951 campers. There was a slight increase in
adult sport attendance in 2017. Volleyball, softball and kickball at Village Greens Park during the summer months totaled
79 teams or 2,280 participants as compared to 75 teams in 2016. Fall youth sports included: pee wee soccer and pee
wee golf, youth flag football, indoor peewee basketball and youth basketball. Attendance remained steady in 2017 with
107 participants. Staff continues to partner with Cherry Creek School District in the winter months allowing for gym
space at Campus Middle School. During the winter and spring months staff hosted youth programs to include: Game
Nights, March Dodgeball Madness, Soccer and Basketball. Attendance increased by 30 participants due to the inaugural
dodgeball tournament.
Community event participation increased slightly in 2017 based on the popularity of the Egg Hunt and Fallfest. The Egg
Hunt was moved in its second year over from William McKinley Carson Park to Westlands Park. Attendance jumped
from 300 in 2016 to over 500 participants in 2017. Recreation staff partnered with the police department to host Metro
Public Safety Day at City Hall in the spring. Over 18 agencies from the safety community were represented with over
200 participants enjoying the event. “Tri R Village” Youth Triathlon celebrated its 10 year anniversary in 2017 with
maximum attendance of 300 athletes. This event is cosponsored by the Greenwood Athletic and Tennis Club (GATC)
and continues to provide both a healthy event and strong relationship building with GATC staff members. Greenwood
Village Day continues to be the most popular special event in the Village with over 6,000 residents enjoying a fun-filled
day followed by a beautiful fireworks display. Arapahoe County continues to provide a donation of $3,000 towards the
fireworks.
In 2017, a tennis court at Orchard Hills Park was striped to include both tennis court boundaries and pickle ball
boundaries. Staff taught a pickle ball clinic with six residents in attendance. Staff will continue to look at additional
opportunities, such as pickleball clinics and tournaments as the need arises.
Senior fitness equipment was also added to Curtis Park that provided an additional opportunity for the senior population.
Senior programming attendance has increased slightly with the Focus 50+ group. The Harmonikats performed at
Brookdale Senior Living Center and the Curtis Dancers performed their “Age of Music” at Aspen Academy in 2017.
Average senior attendance increased to 32 active seniors every Monday in 2017 compared to 19 in 2016.
In 2017, staff worked with all departments in the Village and created a new process for special event permitting. Civic
Plus, the Village website, was used to create a more efficient and transparent process for permit applicants. There were
16 special event permit requests in 2017.
Goals/Objectives
In 2018, staff will continue to evaluate programming and make necessary changes based upon popularity, trends and
evaluations. Staff will research new ideas for one-day events as well as opportunities that enhance community
relationships.
112

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.
2015
Actual
2016
Actual
2017
Estimate
2018
Target
100 100 100 100
100 100 100 100
100 100 100 100
100 100 100 100
100 100 100 100
Service Level Indicators
2015
Actual
2016
Actual
2017
Estimate
Number of season long field permits issued. 60 65 56
Number of youth sports sessions. 44 45 43
Attendance at youth sport events. 1,395 1,229 1,748
Number of adult sport sessions. 6 6 6
Attendance at adult sport sessions. 1,604 1,123 993
Number of participants on youth sport waiting lists. 75 140 206
Number of participants on adult sport waiting lists. 0 0 0
Number of youth sport classes cancelled due to lack of attendance. 1 0 0
Number of adult sport classes cancelled due to lack of attendance. 0 0 0
Attendance at community events (estimate). 8,630 8,945 8,975
Recreation Reimbursement Program:
Number/percent of households participating.
1,450/ 1,458/ 1,475/
23% 23% 23%
Number/percent reaching $500 maximum. 815/56% 829/57% 785/53%
Average reimbursement per participating household. $375 $375 $350
GATC membership/classes dollar amount/percent of total
reimbursement.
$400,000/
73%
$393,526
72%
$400,000
73%
113

RECREATION
Expenditure Detail
2016
Audited
Actuals
2017
Amended
Budget
2018
Adopted
Budget
% Change
Personnel
Regular Wages $ 213,265 $ 194,948 $ 201,407 3.31%
Seasonal/Temporary Wages 21,082 34,593 45,649 31.96%
Longevity Service Award 2,635 2,695 2,755 2.23%
Overtime Wages 35,122 37,100 37,100 0.00%
Communication Allowance - - 420 100.00%
Social Security 14,783 16,452 17,507 6.41%
Medicare 3,457 3,848 4,095 6.42%
Workers Compensation 7,199 8,620 9,053 5.02%
Retirement Contributions 14,409 14,172 8,251 -41.78%
Medical Insurance 29,857 26,384 28,891 9.50%
Dental Insurance 1,392 1,310 1,310 0.00%
Insurance Waivers 242 - - 0.00%
Life/AD&D Insurance 774 706 656 -7.08%
Disability Insurance 678 604 585 -3.15%
Total Personnel 344,895 341,432 357,679 4.76%
Purchased Services
Contracted Services 94,913 102,476 101,006 -1.43%
Catering/Dining Services 707 780 1,000 28.21%
Telecommunication Services 1,477 1,968 1,200 -39.02%
Advertising/Notification Services - 150 - -100.00%
Printing/Publication Services 8,398 11,910 11,910 0.00%
Training/Education 1,214 1,500 1,500 0.00%
Dues/Memberships 929 697 697 0.00%
Rentals/Leases 41,381 40,570 40,570 0.00%
Total Purchased Services 149,019 160,051 157,883 -1.35%
Supplies/Non-Capital Equipment
Office Supplies 20 - - 0.00%
Operating Supplies 84,024 93,604 95,404 1.92%
Uniforms/Safety Equipment 302 797 797 0.00%
Total Supplies/Non-Capital Equipment 84,346 94,401 96,201 1.91%
Miscellaneous Expenditures
Community Incentives 556,668 569,456 569,456 0.00%
Total Miscellaneous Expenditures 556,668 569,456 569,456 0.00%
Total Expenditures $ 1,134,928 $ 1,165,340 $ 1,181,219 1.36%
114

RECREATION
Variance Justification
Personnel (+$11,476):
Seasonal/Temporary Wages (+$11,056): Increase due to minimum wage going up from $9.30/hour to
$10.20/hour.
Communication Allowance (+420): Addition due to one Recreation Coordinator moving from City
issued phone to allowance.
Purchased Services (-$2,168):
Contracted Services (-$1,470): Net decrease do to the transition from ASAP to CivicRec as the online
registration program provider. Not only will the overall cost of services go down slightly, the cost of this
service (- $5000) was moved from the Recreation Program budget to the STS budget. Part of this
decrease was offset by an increase of $2,000 for lighting at the Mayor’s Holiday Lighting and an increase
of $1,530 to cover South Metro Fire permit fees that had been waived in the past.
Catering/Dining Services (+$220): Slight increase to accommodate increased participation in the
Senior 50+ program from 19 participants each week to 32 participants.
Telecommunication Services (-$768): Decrease through shift by one recreation coordinator moving to
smart phone use and one to an allowance as opposed to each having tablets with data plans for remote
access to online enrollment program.
Advertising/Notification Service (-$150): Eliminated due to lack of need.
Supplies/Non-Capital Equipment (+ $1,800):
Operating Supplies (+$1,800): Increase due to $2/person increase in lunch budget for Fall Fest to
maintain expected quality by attendees.
115

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 Center for the Arts.
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
It was an exciting year for the Greenwood Village Cultural Arts program and particularly for the Curtis Center for the
Arts. The Curtis Center went through a major renovation in 2017. Most significantly two restrooms were added to the
main floor. In addition, the restrooms on the lower lever were remodeled, a ramp replaced the stairs to the restrooms
on the lower level, the front offices were re-configured, additional storage was added below the new restrooms on the
main floor and the entire roof was replaced. The updates refreshed the overall look of the Center and will make it more
customer friendly.
Another big change for 2017 is that the Center is now open on Saturdays from 10 am – 4 pm. These expanded hours
brought in new visitors that were not able to visit during the normal business hours of M-F 8:30 am - 4:30 pm.
Additionally, being open on Saturdays has allowed the Center to expand class offerings by holding one-day workshops
at a time it would normally be closed. The additional weekend hours has helped to expand student enrollment and
attendees to the Center.
Due to construction, the Curtis Center for the Arts only hosted five exhibits this year. The year kicked off with a take on
modern western art with “New Frontier”. The exhibit garnered an excellent write up in the Denver Post. An artist talk
with Maura Allen was also held as part of the exhibit. The Center celebrated Youth Art Month with its annual exhibit of
work from area schools. Two receptions with approximately 500 people in attendance at each were held as part of the
exhibit. In March the Center participated in the bi-annual Month of Photography that takes place around the Denver
metro area. The Center hosted photographer Richard Peterson who displayed his recent work as well as his rock-n-roll
portraits. Richard also held a talk about his work with 30 people in attendance. In May, the Center presented Continuum,
an exhibit of local artists that often collaborate together. The exhibit featured the work of a Curtis instructor. The year
closed out with the 34 th Annual All Colorado Exhibit that featured over 50 Colorado artists. In addition to these exhibits
the Cultural Arts Program also hosted an exhibit at City Hall called “The Art of Lake of Fire”. The exhibit featured work
that portrayed themes from the Village Read book, Lake of Fire.
The Cultural Arts Program hosted several cultural events throughout the year. Most significant was the introduction of
the Village Read. The Cultural Arts program partnered with the Arapahoe County Library District to encourage
community members to read the same book and attend the many activities and events related to themes from the book.
For this, the first year, “Lake of Fire” by Colorado author Mark Stevens was chosen as the Village Read book. Eleven
events were held for the program and included guest speakers, writer’s workshops and book clubs. The program
concluded with a concert at Curtis Park.
For the second year in a row, the Cultural Arts Program hosted “Winter’s Glow”. The event featured ice carvers, fire
dancers and light inspired vignettes. Added to the line-up this year were giant inflatable sculptures by local artist Nicole
Bannowetz and a performance by sculpture Erik Reiger. Over 600 community members attended the event in 2017.
Other events presented by the Cultural Arts Program included the annual concert in the park with the Colorado Honor
Band and the Colorado Wind Ensemble. About 250 people were in attendance. The art program also hosted a book talk
about Mindful Eating with author Lynn Rossy. 27 community members attended the talk at Keolbel Library. Also for the
first time, the Cultural Arts Program partnered with the Recreation program and area restaurants to present “Party on
the Plaza” a free concert at Village Center Station Plaza. The idea was to create a free event that would help draw
people to the Village Center Station and encourage the use of the space as a community gathering spot. The event
drew about 100 people. The program also assisted with other Village programming providing art projects at GV Day,
116

CULTURAL ARTS
Fall Fest and the Mayor’s Holiday Lighting. The program also coordinated the popular Art in the Park summer program.
All Art in the Park programs were full with a waiting list for most of them.
Also in 2017, the Cultural Arts Program partnered with The Museum of Outdoor Arts to bring additional sculptures to
Westlands Park. The program presented the works of Colorado artists and father-son team Chuck and Collin Parson.
The collaboration brought two works by Collin Parson and three works by Chuck Parson. The works will be on display
at the park through the summer of 2018. The hope is to continue this partnership and bring rotating sculptures to the
park on an annual basis.
Due to construction at the Curtis Center for the Arts several classes had to be cancelled. No classes were held at the
Curtis from June until October. However due to being open on Saturdays the center offered some additional one day
workshops including “Coffee and Canvas” sessions once a month, Silk Painting, Paper Collage and Pastels. In addition,
the Center offered evening classes for youth. The program expanded its pee wee art offerings and most classes were
full. In addition, the program partnered with Pop Culture Classroom to offer classes to teens. The classes focused on
drawing super heroes and ‘manga”. While this is often a hard market to tap, the classes were very successful and most
were to full capacity.
Goals/Objectives
In 2018, staff will continue to expand class offerings on Saturdays during the times that the Center is open. As requested
by our community members in the past, plans are to purchase a kiln in 2018 with SCFD funds which will greatly expand
educational opportunities. Staff will also look for ways to expand cultural offerings to the Greenwood Village Community
through special events. Due to their success, the Winter’s Glow event and the Village Read program will continue in
2018 and likely become annual programs. There are also plans in 2018 to continue the partnership with the Museum of
Outdoor Arts and implement additional rotating public art in Westlands Park. $34,800 in SCFD grant funding has been
awarded for use in 2018 to support 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.
2015
Actual
2016
Actual
2017
Estimate
2018
Target
100 100 100 100
100 100 100 100
95 95 95 95
95 95 95 95
100 100 100 100
95 95 95 95
95 95 95 95
117

CULTURAL ARTS
Service Level Indicators
2015
Actual
2016
Actual
2017
Estimate
Number of adult art classes/activities. 73 58 39*
Attendance at adult art classes/activities. 1,157** 1,190** 1,224**
Number of adult art participants on the waiting list. 7 10 10
Number of adult art classes cancelled due to lack of attendance. 4 4 4
Number of youth art classes. 61 64 60
Attendance at youth art classes. 1,067 1,036 771
Number of youth art participants on the waiting list. 70 43
129 (Art in
the Park)
Number of youth art classes cancelled due to lack of attendance. 0 1 5
Number of adult art exhibits. 8 7 5
Number of community events. 7 8 11
Attendance at community events. 1,240 1,690 1,865
Number of grants received. 1 1 1
* Number of Classes down in 2017 due to the renovation of the Curtis Center for the Arts.
**Senior activities are included in this number.
118

CULTURAL ARTS
Expenditure Detail
2016
Audited
Actuals
2017
Amended
Budget
2018
Adopted
Budget
% Change
Personnel
Regular Wages $ 79,064 $ 121,008 $ 145,950 20.61%
Seasonal/Temporary Wages 57,871 63,132 63,732 0.95%
Longevity Service Award 535 595 655 10.08%
Overtime Wages 549 1,520 1,520 0.00%
Communication Allowance 210 600 420 -30.00%
Social Security 8,456 11,346 12,209 7.61%
Medicare 1,978 2,653 2,855 7.61%
Workers Compensation 174 302 308 1.99%
Retirement Contributions 2,419 7,624 5,668 -25.66%
Medical Insurance 11,722 20,799 31,064 49.35%
Dental Insurance 642 1,064 1,759 65.32%
Insurance Waivers 250 - - 0.00%
Life/AD&D Insurance 160 437 475 8.70%
Disability Insurance 219 375 424 13.07%
Total Personnel 164,249 231,455 267,039 15.37%
Purchased Services
Professional Services 5,324 3,550 8,550 140.85%
Contracted Services 40,233 55,205 47,929 -13.18%
Catering/Dining Services 3,806 6,840 11,500 68.13%
Telecommunication Services 335 600 432 -28.00%
Postage/Shipping Services 6,262 9,800 11,200 14.29%
Advertising/Notification Services 720 4,100 5,000 21.95%
Printing/Publication Services 10,395 19,800 20,000 1.01%
Training/Education - 1,375 1,500 9.09%
Dues/Memberships 595 600 600 0.00%
Mileage/Travel 130 300 300 0.00%
Total Purchased Services 67,800 102,170 107,011 4.74%
Supplies/Non-Capital Equipment
Office Supplies 1,584 700 700 0.00%
Operating Supplies 37,863 50,430 47,380 -6.05%
Non-Capital Equipment 800 5,917 - -100.00%
Uniforms/Safety Equipment - 390 400 2.56%
Total Supplies/Non-Capital Equipment 40,247 57,437 48,480 -15.59%
Capital Outlay
Capital Equipment - - 6,000 100.00%
Total Capital Outlay - - 6,000 100.00%
Miscellaneous Expenditures
Contributions/Donations 10,275 10,800 10,800 0.00%
Total Miscellaneous Expenditures 10,275 10,800 10,800 0.00%
Total Expenditures $ 282,571 $ 401,862 $ 439,330 9.32%
119

CULTURAL ARTS
Variance Justification
Personnel (+$600):
Seasonal/Temporary Wages (+$600): Increase due to the addition of a pottery instructor. The
basement addition in 2017 allows for the addition of a kiln and pottery classes which has been a long
time request from Curtis patrons.
Purchased Services (+$4,838):
Professional Services (+$5,000): Increase in the Arts and Humanities Council budget to cover
installation costs related to rotating public art installations as their contribution to partnerships.
Contracted Services (-$7,276): Decrease to reflect historic use of accounts. A portion of this amount
was moved to Catering/Dining Services, Advertising/Notifications Services, and Printing/Publication
Services to accurately reflect needed services to support Curtis Center programming.
Catering/Dining Services (+$4,660): Increase due to shift of budget from contracted services to reflect
historic use.
Telecommunication Services (-$168): Decrease due to smartphone use as opposed to tablet for
remote online registration access.
Postage/Shipping Services (+$1,400): Increase to cover expanded mailing list based on requests from
patrons to receive mailings throughout the year.
Advertising/Notification Services (+$900): Increase due to shift of budget from contracted services to
reflect historic use and future needs in marketing.
Printing/Publication Services (+200): Increase due to shift of budget from contracted services to
reflect historic use and future needs in marketing.
Training/Education (+$125): Slight increase to allow for additional attendance by staff at a national
conference that will be held locally in 2018.
Supplies/Non-Capital Equipment (-$8,957):
Operating Supplies (-$3,050): Decrease to reflect shift from purchased and prepared food for
receptions to be catered for a more professional outcome.
Non-Capital Equipment (-$5,917): Moved to Capital Equipment due to nature of proposed purchase.
Uniforms/Safety Equipment (+$10): Slight increase due to pricing increases.
Capital Outlay (+$6,000): Increase for purchase of kiln out of SCFD grant funding.
120

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 project was completed as
well as the design of the Goldsmith Gulch channel restoration. The design for Phase IV implementation of the Village
Greens North Master Plan was completed to include an improved entry with shelters and a restroom. Field #11 at
Village Greens Park was converted from a natural turf field to a synthetic. Outdoor musical instruments were installed
at Westlands Park and Senior Outdoor Exercise Equipment at Curtis Park. The irrigation system in Orchard Hills Park
was upgraded. The missing section of trail along the west edge of Monaco Park was constructed. The Running Fox
Park pond was restored to provide an amenity for the area. The feasibility study was completed for the High Line
Canal Stormwater Demonstration project.
Goals/Objectives
In 2018, the construction of Phase IV of the Village Greens North Master Plan will be completed. The construction of
the Goldsmith Gulch Channel Restoration will be completed between Caley Avenue and Fair Avenue. The Silo Park
Playground will be updated with new equipment. The Greenwood Gulch Trail Crossing will be improved by an
upgrade from a low flow crossing to a box culvert. Contingent on being able to secure grant funding, the High Line
Canal Trailhead Restroom and the Castlewood Park Restrooms will be converted from port-a-lets to plumbed
restrooms. Also contingent on grant funding, an addition to the Carson Skate Park to include street elements will be
constructed.
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.
2015
Actual
2016
Actual
2017
Estimate
2018
Target
N/A* 95 N/A* 95
N/A* 95 N/A* 95
95 95 95 95
Service Level Indicators
2015
Actual
2016
Actual
2017
Estimate
Total number of single use park pavilion permits issued. 370 375 408
‣ Issued to residents. 130 132 144
‣ Issued to non-residents. 170 163 187
‣ Issued to resident businesses. 70 80 77
Total number of special occasion permits. 65 60 92
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. 12 9 9
Total number of grants received. 4 3 3
121

PARKS, TRAILS & OPEN SPACE
Expenditure Detail
2016
Audited
Actuals
2017
Amended
Budget
2018
Adopted
Budget
% Change
Personnel
Regular Wages $ 129,664 $ 134,080 $ 140,553 4.83%
Longevity Service Award 1,185 1,245 1,305 4.82%
Overtime Wages 7,391 2,280 2,280 0.00%
Clothing Allowance 200 300 300 0.00%
Communication Allowance 420 420 420 0.00%
Social Security 8,553 8,491 8,815 3.82%
Medicare 2,000 1,985 2,062 3.88%
Workers Compensation 1,957 2,356 2,462 4.50%
Retirement Contributions 10,149 10,726 5,759 -46.31%
Medical Insurance 16,110 15,214 16,687 9.68%
Dental Insurance 818 818 1,636 100.00%
Insurance Waivers 1,450 1,450 1,200 -17.24%
Life/AD&D Insurance 497 485 458 -5.57%
Disability Insurance 395 415 407 -1.93%
Total Personnel 180,789 180,265 184,344 2.26%
Purchased Services
Professional Services 28,256 106,000 30,000 -71.70%
Telecommunication Services - 856 720 -15.89%
Printing/Publication Services 24 - - 0.00%
Training/Education 150 960 960 0.00%
Dues/Memberships 674 730 730 0.00%
Total Purchased Services 29,104 108,546 32,410 -70.14%
Supplies/Non-Capital Equipment
Office Supplies 134 100 100 0.00%
Operating Supplies 24 50 50 0.00%
Uniforms/Safety Equipment 422 770 920 19.48%
Total Supplies/Non-Capital Equipment 580 920 1,070 16.30%
Total Expenditures $ 210,473 $ 289,731 $ 217,824 -24.82%
Variance Justification
Purchased Services (-$76,136):
Professional Services (-$76,000): Decrease due to the elimination of one-time expenses in 2017.
Telecommunication (-$136): Decrease due to optimization of mobile data use.
Supplies/Non-Capital Equipment (+$150):
Uniforms/Safety Equipment (+$150): Increase due to the cost increase for prescription safety
glasses.
122

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 2017, developed parks and streetscape turf areas received once-a-week mowing during the growing season with the
exception of the 14 multi-use athletic fields which were mowed twice-weekly. The synthetic field is maintained on a
weekly basis. Substantial water savings were attained during the year due to best management practices of conserving
and monitoring water use during periods of precipitation. Resurfacing of the tennis court in Hoffman Park was completed
including Pickle Ball markings, improving both safety and playability. 72 new trees were planted Village-wide during
2017, with 35 being planted by the crew and 37 by an outside contractor. 28 of those trees were planted in Orchard Hills
Park as replacements to those removed by the water and sewer district. 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 East Chenango Avenue to Fulton Street was
replaced. The two infields at Curtis Park were renovated. The fields had the ridge between the infield and outfield
removed, they were laser graded and sod was installed where necessary. Also, at Curtis Park, concrete edging was
installed around both the north and south mulch beds. A drain was installed at Westlands Park at the bottom of the
south hill of the athletic fields to improve drainage. New art panels for the Curtis Arts and Humanities Center were
acquired and modified to meet our display and maintenance needs. The lightning prediction system at Curtis Park was
upgraded to the newest available technology.
Goals/Objectives
In 2018, the Westlands Park playground railing is proposed for replacement. At Curtis Park and Village Greens Park,
irrigation system upgrades will be made. Landscape improvements are proposed for the Southwest corner of Belleview
Avenue and Clarkson Street.
Outcome Measures
2015
Actual
2016
Actual
2017
Estimate
Number of reported incidents or accidents due to unsafe conditions within
the Parks System.
1 0 0 0
Percentage of respondents rating the appearance of streetscapes and
medians as good to excellent.
N/A* 95> N/A* 95>
Percentage of respondents rating the overall quality and appearance of
the Parks, Trails, and Open Space as good to excellent.
N/A* 95> N/A* 95>
Percentage of time athletic fields are available to permitted users. 100 100 100 100
*Survey not conducted.
2018
Target
123

PARKS & TRAILS MAINTENANCE
Expenditure Detail – Developed Parks
2016
Audited
Actuals
2017
Amended
Budget
2018
Adopted
Budget
% Change
Personnel
Regular Wages $ 1,003,016 $ 1,132,594 $ 1,165,770 2.93%
Seasonal/Temporary Wages 77,795 76,000 77,280 1.68%
Longevity Service Award 12,305 15,235 15,380 0.95%
Overtime Wages 28,313 14,744 18,240 23.71%
Clothing Allowance 3,900 4,400 4,400 0.00%
Communication Allowance 1,320 1,440 2,040 41.67%
Social Security 69,028 74,681 76,130 1.94%
Medicare 16,102 16,695 17,024 1.97%
Workers Compensation 32,641 39,736 39,516 -0.55%
Retirement Contributions 69,470 82,633 41,516 -49.76%
Medical Insurance 187,257 208,277 227,479 9.22%
Dental Insurance 9,144 10,904 10,298 -5.56%
Insurance Waivers 2,171 1,200 2,900 141.67%
Life/AD&D Insurance 3,785 4,105 3,803 -7.36%
Disability Insurance 3,099 3,510 3,380 -3.70%
Total Personnel 1,519,346 1,686,154 1,705,156 1.13%
Purchased Services
Catering/Dining Services 162 - - 0.00%
Repair/Maintenance Services 170,305 163,895 160,400 -2.13%
Disposal/Recycling Services 3,290 400 400 0.00%
Telecommunication Services 4,314 3,072 5,662 84.31%
Training/Education 17,824 17,795 18,195 2.25%
Dues/Memberships 1,906 3,355 3,137 -6.50%
Mileage/Travel 354 - - 0.00%
Rentals/Leases 749 1,500 1,500 0.00%
Total Purchased Services 198,904 190,017 189,294 -0.38%
Supplies/Non-Capital Equipment
Office Supplies 1,358 1,150 1,150 0.00%
Operating Supplies 138,318 171,157 166,057 -2.98%
Non-Capital Equipment 618 - - 0.00%
Uniforms/Safety Equipment 14,877 18,879 20,629 9.27%
Gas/Electricity 76,665 69,000 80,000 15.94%
Water/Sewer 295,648 400,000 312,000 -22.00%
Total Supplies/Non-Capital Equipment 527,484 660,186 579,836 -12.17%
Total Expenditures $ 2,245,734 $ 2,536,357 $ 2,474,286 -2.45%
124

PARKS & TRAILS MAINTENANCE
Variance Justification
Personnel (+$4,776):
Seasonal/Temporary Wages (+$1,280): Increase to reflect average hourly rate up from $11.00/ to
$11.50/hour.
Overtime Wages (+$3,496): Increase to accommodate historic need to respond to after hour needs.
Purchased Services (-$723):
Repair/Maintenance Services (-$3,495): Decrease due to removal of one-time repairs in previous year.
Telecommunication Services (+$2,590): Increase due to addition of crew tablets to allow for utilization
of asset management program for timely response to service requests and work orders, and conduct
inspections and asset updates.
Training/Education (+$400): Increase to allow for pest control training for employee taking over duties
due to shift of existing employee to Public Works.
Dues/Memberships (-$218): Decrease due to savings recognized by utilizing organizational
memberships as opposed to individual memberships.
Supplies/Non-Capital Equipment (-$80,350):
Operating Supplies (-$5,100): Decrease due to removal of one-time purchase in previous year.
Uniforms/Safety Equipment (+$1,750): Increase to accommodate cost increase in prescription safety
glasses budgeted every other year for necessary personnel.
Gas/Electricity (+$11,000): Increase to reflect historic use plus predicted 4% increase by provider.
Water/Sewer (-$88,000): Decrease to reflect historic use plus predicted 4% increase by providers.
125

PARKS & TRAILS MAINTENANCE
Expenditure Detail – Streetscapes, Medians & Trails
2016
Audited
Actuals
2017
Amended
Budget
2018
Adopted
Budget
% Change
Personnel
Regular Wages $ 397,078 $ 404,789 $ 328,951 -18.74%
Longevity Service Award 7,875 8,175 6,960 -14.86%
Overtime Wages 5,495 2,850 4,940 73.33%
Clothing Allowance 1,400 1,400 1,200 -14.29%
Social Security 25,907 25,118 20,337 -19.03%
Medicare 6,059 5,123 4,002 -21.88%
Workers Compensation 11,185 13,198 10,822 -18.00%
Retirement Contributions 30,699 32,383 13,478 -58.38%
Medical Insurance 81,135 76,683 72,713 -5.18%
Dental Insurance 3,880 3,879 3,404 -12.25%
Insurance Waivers 1,450 1,450 1,450 0.00%
Life/AD&D Insurance 1,446 1,465 1,071 -26.89%
Disability Insurance 1,220 1,255 955 -23.90%
Total Personnel 574,829 577,768 470,283 -18.60%
Purchased Services
Professional Services 3,540 - - 0.00%
Contracted Services 644,610 853,022 875,022 2.58%
Catering/Dining Services 973 - - 0.00%
Telecommunication Services 2,164 2,392 2,447 2.30%
Training/Education 558 4,975 4,975 0.00%
Dues/Memberships 375 - - 0.00%
Mileage/Travel 128 - - 0.00%
Rentals/Leases 49 1,200 4,200 250.00%
Total Purchased Services 652,397 861,589 886,644 2.91%
Supplies/Non-Capital Equipment
Office Supplies 1,187 400 400 0.00%
Operating Supplies 77,423 59,804 59,804 0.00%
Non-Capital Equipment 2,908 12,550 9,550 -23.90%
Uniforms/Safety Equipment 2,503 5,673 5,973 5.29%
Total Supplies/Non-Capital Equipment 84,021 78,427 75,727 -3.44%
Total Expenditures $ 1,311,247 $ 1,517,784 $ 1,432,654 -5.61%
126

PARKS & TRAILS MAINTENANCE
Variance Justification
Personnel (+$2,090):
Overtime Wages (+$2,090): Increase to accommodate historic need to respond to after hour needs.
Purchased Services (+$25,055):
Contracted Services (+$22,000): Increase for addition of Long Road landscaping addition.
Telecommunication Services (+$55): Slight increase due to provider changes.
Rentals/Leases (+$3,000): Increase to allow for more in-house projects to be completed as opposed to
hiring a contractor.
Supplies/Non-Capital Equipment (-$2,700):
Non-Capital Equipment (-$3,000): Decrease due to removal of one-time purchase in previous year.
Uniforms/Safety Equipment (+$300): Increase to accommodate cost increase in prescription safety
glasses budgeted every other year for necessary personnel.
127

PARKS & TRAILS MAINTENANCE
Expenditure Detail – Open Space & Urban Forestry
2016
Audited
Actuals
2017
Amended
Budget
2018
Adopted
Budget
% Change
Personnel
Regular Wages $ 438,275 $ 476,619 $ 452,892 -4.98%
Longevity Service Award 5,725 6,245 4,985 -20.18%
Overtime Wages 4,926 3,230 4,940 52.94%
Clothing Allowance 1,200 1,500 1,500 0.00%
Communication Allowance 1,270 1,740 1,740 0.00%
Social Security 27,731 29,855 27,919 -6.48%
Medicare 6,037 4,065 5,307 30.55%
Workers Compensation 13,037 15,508 14,731 -5.01%
Retirement Contributions 31,489 36,939 16,690 -54.82%
Medical Insurance 59,494 62,292 84,917 36.32%
Dental Insurance 3,048 3,324 3,896 17.21%
Insurance Waivers 2,288 2,650 1,450 -45.28%
Life/AD&D Insurance 1,569 1,726 1,474 -14.60%
Disability Insurance 1,339 1,477 1,315 -10.97%
Total Personnel 597,428 647,170 623,756 -3.62%
Purchased Services
Professional Services 310 - - 0.00%
Contracted Services 48,922 91,075 91,075 0.00%
Disposal/Recycling Services - 990 990 0.00%
Telecommunication Services 214 856 888 3.74%
Training/Education 5,331 4,300 4,300 0.00%
Dues/Memberships 223 415 415 0.00%
Rentals/Leases - 2,500 2,500 0.00%
Total Purchased Services 55,000 100,136 100,168 0.03%
Supplies/Non-Capital Equipment
Office Supplies 186 200 200 0.00%
Operating Supplies 39,466 42,600 42,600 0.00%
Non-Capital Equipment 1,314 1,500 1,500 0.00%
Uniforms/Safety Equipment 3,261 5,395 5,695 5.56%
Total Supplies/Non-Capital Equipment 44,227 49,695 49,995 0.60%
Total Expenditures $ 696,655 $ 797,001 $ 773,919 -2.90%
Variance Justification
Personnel (+$1,710):
Overtime Wages (+$1,710): Increase to accommodate historic need to respond to after hour needs.
Purchased Services (+$32):
Telecommunication Services (+$32): Slight increase due to provider changes.
Supplies/Non-Capital Equipment (+$300):
Uniforms/Safety Equipment (+$300): Increase to accommodate cost increase in prescription safety
glasses budgeted every other year for necessary personnel.
128

PARKS & TRAILS MAINTENANCE
Expenditure Detail – Small Engine Equipment
2016
Audited
Actuals
2017
Amended
Budget
2018
Adopted
Budget
% Change
Purchased Services
Repair/Maintenance Services 6,721 10,750 10,750 0.00%
Training/Education 6,040 6,010 6,510 8.32%
Total Purchased Services 12,761 16,760 17,260 2.98%
Supplies/Non-Capital Equipment
Operating Supplies 51,867 56,375 56,375 0.00%
Non-Capital Equipment 39,097 10,535 18,595 76.51%
Uniforms/Safety Equipment 462 900 900 0.00%
Total Supplies/Non-Capital Equipment 91,426 67,810 75,870 11.89%
Capital Outlay
Capital Equipment 168,495 163,785 166,775 1.83%
Total Capital Outlay 168,495 163,785 166,775 1.83%
Total Expenditures $ 272,682 $ 248,355 $ 259,905 4.65%
Variance Justification
Purchased Services (+$500):
Training/Education (+$500): Increase to allow for new Parks Manager to attend the Green Industry
and Equipment Expo.
Supplies/Non-Capital Equipment (+$8,060):
Non-Capital Equipment (+$8,060): 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 line trimmers, backpack blowers, chainsaws, edgers, snow blowers, and
aerators.
Capital Outlay (+$2,990):
Capital Equipment (+$2,990): This program will vary from year-to-year as it relates to the replacement
plan for Village equipment which considers utilization, repair needs, and reliability. Includes such items
as bluegrass mowers, open space tractor with mowing deck, vibrating aerator attachment, and broom
attachments.
129

PARKS & TRAILS MAINTENANCE
Expenditure Detail – Parks & Trails Snow Removal
2016
Audited
Actuals
2017
Amended
Budget
2018
Adopted
Budget
% Change
Purchased Services
Contracted Services 12,226 10,175 12,175 19.66%
Repair/Maintenance Services - - 1,500 100.00%
Training/Education 305 1,400 1,400 0.00%
Total Purchased Services 12,531 11,575 15,075 30.24%
Supplies/Non-Capital Equipment
Operating Supplies 13,416 20,260 20,260 0.00%
Non-Capital Equipment - 1,600 1,600 0.00%
Uniforms/Safety Equipment 360 2,000 2,600 30.00%
Total Supplies/Non-Capital Equipment 13,776 23,860 24,460 2.51%
Total Expenditures $ 26,307 $ 35,435 $ 39,535 11.57%
Variance Justification
Purchased Services (+$3,500):
Contracted Services (+$2,000): Increase to reflect historic reimbursement payment to Goldsmith Gulch
Metro District for the Village’s contribution toward sidewalk plowing in the Tech Center.
Repair/Maintenance Services (+$1,500): Increase to cover expense to have outside source switch the
mowing deck to the wing plow on roadside tractor.
Supplies/Non-Capital Equipment (+$600):
Uniforms/Safety Equipment (+$600): Increase to cover cost of cold weather boots for trails snow and
ice removal crew. Budgeted at 4 every year for replacement out of 15 people total.
130

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, Administration, Patrol Operations, Technical Support Services
and Special Operations.
The purpose of the Administration Program is to ensure high quality program outcomes of the overall Police
Department while supporting the victims of crime.
The purpose of the Patrol Operations Program, comprised of the uniformed Patrol services, is responsible for
identifying and resolving immediate Public Safety concerns and the primary handling of calls and needs for any police
service.
The Technical Support Services Program is responsible for the 911 Center, Records, Grant Management and
collateral assignments with Emergency Management and Response.
The Special Operations Program, which includes School Safety, Traffic Safety, Investigations, Code Enforcement,
Forensics and Training/Development is responsible for creating safe environments in our schools, on our roadways,
solving criminal cases, crime scene and evidence processing and development and training of all personnel.
131

POLICE
Organizational Chart
Chief of Police
Management
Analyst
Victim Assistance
Coordinator (0.75)
Support
Technician (1)
Patrol Operations
Commander
Technical Support
Commander
Special
Operations
Commander
Patrol Sergeant
(6)
911 Supervisor (2)
School Resource
Sergeant
Traffic Unit
Sergeant
Patrol Corporal (6)
911 Technicians
(11)
School Resource
Officers (4)
Traffic Officers (4)
Police Officer (30)
Records/Grants
Supervisor
Detective
Sergeant
Support Sergeant
Support
Technician (3)
Detectives (6)
Code Enforcement
(2)
CSI/Evidence (2)
Impact Officer (2)
Training/
Recruitment
Coordinator
Court Marshall
(0.40)
132

POLICE
Personnel & Financial Summary
2016
Audited
Actuals
2017
Amended
Budget
2018
Adopted
Budget
% Change
Staff - Full Time Equivalency (FTE): 91.15 91.15 91.15 0.00%
Expenditures By Category:
Personnel $ 9,251,573 $ 9,661,881 $ 9,804,981 1.48%
Purchased Services 585,345 750,537 886,166 18.07%
Supplies/Non-Capital Equipment 447,584 394,652 248,909 -36.93%
Capital Outlay 113,624 211,344 - -100.00%
Total Expenditures $ 10,398,126 $ 11,018,414 $ 10,940,056 -0.71%
Expenditures By Division:
Administration $ 850,437 $ 1,109,893 $ 944,128 -14.94%
Support Services 1,733,912 1,856,690 1,712,545 -7.76%
Patrol Services 6,712,822 6,960,207 7,046,346 1.24%
Detective Services 1,100,955 1,091,624 1,237,037 13.32%
Total Expenditures $ 10,398,126 $ 11,018,414 $ 10,940,056 -0.71%
Expenditures & Full-Time Equivalency
Expenditures
$11,100,000
$11,000,000
$10,900,000
$10,800,000
$10,700,000
$10,600,000
$10,500,000
$10,400,000
$10,300,000
$10,200,000
$10,100,000
$10,000,000
2016
Audited
Actuals
2017
Amended
Budget
2018
Adopted
Budget
100.00
90.00
80.00
70.00
60.00
50.00
40.00
30.00
20.00
10.00
-
Full-Time Equivalent (FTE)
Total Expenditures
Staff - Full Time Equivalency (FTE):
133

POLICE
Explanation of Budget Variances
In 2018, the organizational leadership of the Police Department will undergo structural changes. The changes will both
enhance accountability among personnel and significantly reduce liability. The first change will convert six Police
Officer positions to six Police Corporal positions. A Corporal will be assigned to each patrol team, eliminating the
existing disparate and unstructured lead officer role and enhance consistency in team leadership and structure. The
conversion will result in additional personnel costs of $28,243, as well as corresponding reduction in rate/shift
differential costs of $10,000 via the elimination of the lead officer role. Additionally, the Department intends to convert
an existing vacant Commander position to an additional Police Sergeant position. This new Sergeant position will
absorb many of the collateral support roles that most of the Sergeants are currently assigned. The change will
increase operational efficiencies by consolidating duties, thus allowing Sergeants to focus on the leadership of their
teams in the field. There change will result in salary cost savings of $16,820, resulting in an overall net impact of
$1,423. These organizational changes will enhance, evenly balance and elevate Commanders’ responsibilities by
placing an emphasis on leadership and emergency management preparedness.
An additional change to the 2018 budget includes an increase of $117,400 associated with the installation of an
additional photo red light camera at the intersection of S. Dayton Street and E. Belleview Avenue. The additional costs
will be offset via collections as provided for under the City’s zero-cost agreement with the service provider.
134

POLICE
Expenditure Detail
2016
Audited
Actuals
2017
Amended
Budget
2018
Adopted
Budget
% Change
Personnel
Regular Wages $ 6,316,969 $ 6,535,475 $ 6,921,503 5.91%
Longevity Service Award 57,611 63,361 63,026 -0.53%
Rate/Shift Differential 25,369 33,000 23,000 -30.30%
Extra Duty Assignment 400,114 464,200 464,200 0.00%
Overtime Wages 246,326 267,500 253,000 -5.42%
Clothing Allowance 6,550 6,550 9,000 37.40%
Cleaning Allowance 32,402 33,000 33,500 1.52%
Communication Allowance 840 840 1,680 100.00%
Social Security 82,804 106,054 104,177 -1.77%
Medicare 97,368 104,091 108,562 4.30%
Workers Compensation 147,206 180,713 188,927 4.55%
FPPA Death & Disability 95,013 95,422 107,036 12.17%
Retirement Contributions 782,993 812,575 442,922 -45.49%
Medical Insurance 853,867 850,120 974,709 14.66%
Dental Insurance 42,218 44,447 46,752 5.19%
Insurance Waivers 21,797 20,750 20,500 -1.20%
Life/AD&D Insurance 22,652 23,577 22,466 -4.71%
Disability Insurance 19,474 20,206 20,021 -0.92%
Total Personnel 9,251,573 9,661,881 9,804,981 1.48%
Purchased Services
Professional Services 390,618 490,968 608,378 23.91%
Contracted Services - 3,840 6,300 64.06%
Catering/Dining Services 3,014 7,950 8,350 5.03%
Repair/Maintenance Services 3,166 19,100 23,037 20.61%
Telecommunication Services 27,894 67,325 81,580 21.17%
Postage/Shipping Services 516 650 650 0.00%
Printing/Publication Services 469 2,450 2,450 0.00%
Training/Education 135,871 133,480 128,830 -3.48%
Dues/Memberships 22,860 22,724 24,141 6.24%
Mileage/Travel 831 300 700 133.33%
Miscellaneous Services 106 1,750 1,750 0.00%
Total Purchased Services 585,345 750,537 886,166 18.07%
Supplies/Non-Capital Equipment
Office Supplies 6,294 3,880 3,915 0.90%
Operating Supplies 37,135 70,733 32,988 -53.36%
Non-Capital Equipment 261,336 227,889 109,256 -52.06%
Uniforms/Safety Equipment 142,819 92,150 102,750 11.50%
Total Supplies/Non-Capital Equipment 447,584 394,652 248,909 -36.93%
Capital Outlay
Capital Equipment 113,624 211,344 - -100.00%
Total Capital Outlay 113,624 211,344 - -100.00%
Total Expenditures $ 10,398,126 $ 11,018,414 $ 10,940,056 -0.71%
135

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 Program area is to assure all program outcomes and activities of the entire
Police Department, foster a safe and secure community and to provide assistance to victims of crime. The primary
activities of Police Administration is the coordination of functions including the leadership, management, planning,
directing and evaluation of all law enforcement and Public Safety services. Activities include the management and
leadership of personnel; the preparation and management of the Police Department’s budget; enhancing community
relations, assisting crime victims, 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, Victim Assistance, and administrative support staff.
Direct leadership and management are provided to the Police Administration, Patrol Operations, Special Operations
and the Technical Support Services Programs.
Accomplishments
In 2017, strong emphasis continued to be placed on the prevention of crime and injury 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 another
record low number of serious injury traffic accidents this year. The command level leadership of our agency continues
to improve its cohesive leadership of, and within, the Department as evidenced by expanded use of intelligence led
policing and strategic deployment efforts. 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 evolve towards a completion date in 2017. We also began an outreach plan to partner with other
community businesses, and schools, to connect and create relationships that foster enhanced officer safety and
community relations with collaborative training on responding to critical situations. The I-25 fuel truck crash and
explosion is a testament of the Police Department leading other City departments in coming together to efficiently
address and defuse a large-scale emergency. The concert season at Fiddler’s Green Amphitheater was safe, with
minimal issues, across a high number of concert events. Our integration of current technologies, such as the
automated electronic police records request system, continues to improve our operating effectiveness and accelerate
efficiencies in our relationships with citizens.
Goals/Objectives
In 2018, the Police Department 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 with modified and measurable goals. We will continue to train and
focus on the Standard Response Protocol and deployment procedures to remain proficient and prepared to respond
and expand our use of the Strategic Intelligence Deployment Accountability Planning principles. This will encompass
the newly adopted 2017 emergency operations manual and expanded security training with neighboring 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. We will enter into a partnership with a new, and Arapahoe County commonly used, Law
Enforcement Computer Aided Dispatch system within our 911 Center and then enhance it by integrating a new and
compatible Records Management System. We will implement additional photo red light technology to prevent turning
accidents at a large intersection, as approved by Council, and transition to the next level of eCitation hardware and
software with our Municipal Court. The second phase of transitioning to what our next fleet Mobile Data Terminals will
also be achieved and smartphone technology will be implemented widely across the Department.
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 disasters. The personnel changes made will be implemented, trained
for and completed with a high certainty of increased accountability and a reduction in departmental liability. 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, and creating safe
environments for people in all events will remain among our top priorities.
136

ADMINISTRATION
Outcome Measures
2015
Actual
2016
Actual
2017
Estimate
2018
Target
Percent of respondents rating overall service as Good or Excellent as
measured by the Village Citizen Survey.
NA 90 NA 90
Percent of performance expectations achieved by department programs. 97 97 97 97
* Survey not conducted.
Expenditure Detail
2016
Audited
Actuals
2017
Amended
Budget
2018
Adopted
Budget
% Change
Personnel
Regular Wages $ 315,133 $ 320,847 $ 279,571 -12.86%
Longevity Service Award 3,415 3,655 2,425 -33.65%
Extra Duty Assignment 2,839 4,200 4,200 0.00%
Overtime Wages 2,000 - - 0.00%
Clothing Allowance 700 700 1,000 42.86%
Cleaning Allowance 500 500 500 0.00%
Communication Allowance - - 420 100.00%
Social Security 11,224 11,097 8,136 -26.68%
Medicare 4,519 4,656 4,107 -11.79%
Workers Compensation 3,749 4,618 4,870 5.46%
FPPA Death & Disability 3,603 3,724 3,903 4.81%
Retirement Contributions 32,867 34,262 16,069 -53.10%
Medical Insurance 49,047 46,360 39,476 -14.85%
Dental Insurance 2,357 2,357 1,882 -20.15%
Life/AD&D Insurance 1,291 1,160 909 -21.64%
Disability Insurance 951 995 811 -18.49%
Total Personnel 434,195 439,131 368,279 -16.13%
Purchased Services
Professional Services 353,484 335,724 446,319 32.94%
Contracted Services - 2,400 5,300 120.83%
Catering/Dining Services 1,459 5,950 6,350 6.72%
Telecommunication Services 1,377 67,325 81,244 20.67%
Postage/Shipping Services 516 650 650 0.00%
Training/Education 675 - - 0.00%
Dues/Memberships 22,785 22,724 24,141 6.24%
Mileage/Travel 439 200 200 0.00%
Total Purchased Services 380,735 434,973 564,204 29.71%
Supplies/Non-Capital Equipment
Office Supplies 5,825 3,585 3,620 0.98%
Operating Supplies 6,068 52,525 7,025 -86.63%
Uniforms/Safety Equipment 640 1,000 1,000 0.00%
Total Supplies/Non-Capital Equipment 12,533 57,110 11,645 -79.61%
Capital Outlay
Capital Equipment 22,974 178,679 - -100.00%
Total Capital Outlay 22,974 178,679 - -100.00%
Total Expenditures $ 850,437 $ 1,109,893 $ 944,128 -14.94%
137

ADMINISTRATION
Variance Justification
Purchased Services (+129,231):
Contracted Services (+2,900): Camera and video monitoring service for City Hall and Evidence
Facility.
Professional Services (+110,595): Additional photo red light to be installed at S. Dayton St. and
Belleview Ave. Arapahoe/Douglas Hazardous Material Response Team – all agencies within the two
counties must pay for this service.
Telecommunications Services (+$13,919): An analysis of city data was completed, resulting in an
overall cost savings.
Dues/Memberships (+1,417): Added several new agency memberships and an increase in existing
membership fees.
Catering/Dining Services (+400): Increase is due to additional Citizen Academy participants.
Supplies/Non-Capital Equipment (-$45,465):
Office Supplies (+35): One additional Colorado Revised Statute book.
Operating Supplies (-$45,500): The decrease is a result of one-time expenditures through the
Forfeiture Fund.
Capital Outlay (-$178,679): The decrease is a result of one-time expenditures through the Forfeiture Fund.
138

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, Police Department lobby services, as well as the 9-1-1 Center.
Accomplishments
In 2017, the Support Service team was responsible for the implementation and solution development of many new
technologies and system process improvements. The Police Department will complete the final third phase 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. The Police Department has helped improve the CAD
and RMS systems for all Arapahoe County law enforcement agencies. In collaboration with the Arapahoe County
E911 Authority and all county Law Enforcement partners, the Police Department has invested significant resources
this year for a planned transition to the Tritech CAD/RMS platform in early 2018. This project will streamline how law
enforcement information is received, stored, and disseminated to all law enforcement partners across Arapahoe
County. The records and administrative lobby personnel were integrated into a Police Operations Support Technician
concept. This provides a direct and immediate point of contact for all services requests in the Police lobby. The Police
Operations Support Technician unit launched the GovQA web based records release program that has improved
customer access to police records. Annual training has been broadened through the launch of regular training
assignments through the Smart Force web application. This provides consistent delivery of program based police
training while on site and on shift.
Goals/Objectives
In 2018, 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 employees.
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 911 Center will utilize
the new Tritech CAD/RMS system to receive, streamline and direct police resources to calls for service. The POST
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.
Conversely, the number of calls dispatched by the 9-1-1 Center increased from approximately 88,000 in 2016 to
approximately 90,000 in 2017. This increase call volume is attributed to the continued population growth experienced
throughout the Denver-metro area. Although the police department continues to experience a significant increase in
calls for service, the average response time from when the call is received in the 911 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 2018 to ensure the average response time remains at or below the
4 ½ minute mark.
139

SUPPORT SERVICES
Outcome Measures
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
2018
Target
4:20 4:20 4:30 4:30
192 192 195 195
Service Level Indicators
2015
Actual
2016
Actual
2017
Estimate
Number of reports processed. 7,707 7,273 9,600
Grant dollars awarded. $69,570 $143,000 $50,000
Total Training Hours. 14,850 13,584 16,851
Total Average Training Hours per Officer. 209 212 195
Total Average Training Hours per Civilian. 39 32 30
Number of calls dispatched. 64,000 88,000 90,000
140

SUPPORT SERVICES
Expenditure Detail
2016
Audited
Actuals
2017
Amended
Budget
2018
Adopted
Budget
% Change
Personnel
Regular Wages $ 994,869 $ 1,003,476 $ 1,014,971 1.15%
Longevity Service Award 7,460 9,445 8,145 -13.76%
Rate/Shift Differential 214 3,000 3,000 0.00%
Extra Duty Assignment 7,791 - - 0.00%
Overtime Wages 11,417 15,000 15,000 0.00%
Clothing Allowance 700 - - 0.00%
Cleaning Allowance 500 500 500 0.00%
Communication Allowance 840 840 840 0.00%
Social Security 55,344 60,553 56,163 -7.25%
Medicare 14,444 14,557 14,643 0.59%
Workers Compensation 3,895 2,187 4,375 100.05%
FPPA Death & Disability 1,267 747 2,759 269.34%
Retirement Contributions 73,898 68,787 38,487 -44.05%
Medical Insurance 148,061 171,049 169,971 -0.63%
Dental Insurance 6,928 8,627 8,152 -5.51%
Insurance Waivers 5,438 4,350 5,550 27.59%
Life/AD&D Insurance 3,608 3,633 3,308 -8.95%
Disability Insurance 3,086 3,110 2,944 -5.34%
Total Personnel 1,339,760 1,369,861 1,348,808 -1.54%
Purchased Services
Professional Services 13,953 122,524 123,124 0.49%
Catering/Dining Services 1,012 2,000 2,000 0.00%
Repair/Maintenance Services 2,258 16,000 19,937 24.61%
Telecommunication Services 629 - - 0.00%
Training/Education 132,197 128,400 122,250 -4.79%
Dues/Memberships 75 - - 0.00%
Mileage/Travel 12 100 500 400.00%
Miscellaneous Services - 1,000 1,000 0.00%
Total Purchased Services 150,136 270,024 268,811 -0.45%
Supplies/Non-Capital Equipment
Operating Supplies 2,783 7,825 7,825 0.00%
Non-Capital Equipment 241,127 207,980 86,101 -58.60%
Uniforms/Safety Equipment 106 1,000 1,000 0.00%
Total Supplies/Non-Capital Equipment 244,016 216,805 94,926 -56.22%
Total Expenditures $ 1,733,912 $ 1,856,690 $ 1,712,545 -7.76%
141

SUPPORT SERVICES
Variance Justification
Purchased Services (-$1,213):
Professional Services (+$600): Notary certification: Notary certification for all civilian PD personnel.
Repair/Maintenance Services (+$3,937): Handheld radio repair / maintenance. Annual service
agreement maintenance cost that covers all parts and labor for the 84 hand held radios. Increase
reflects actual cost rather than estimated cost in 2017.
Training/Education (-$6,150): Senior Management Institute for Police (-$9,250): Final command staff
member attended SMIP in 2017. Recruitment advertisement (+$1,000): One time purchase of
customized banner and tent for recruitment and public outreach activities. Recruitment marketing
supplies (+$1,000): Recurring purchase of marketing giveaways for job applicants and fees for
recruitment coordinator to attend job fairs. Supervisor/trainer development (+$1,100): Purchase of
Human Synergistic assessment tools and associated food/refreshment costs for sergeant and trainer
development classes.
Mileage/Travel (+$400): Training/Recruitment Coordinator travel expenses. Increased by $400 to
reimburse the training and recruitment coordinator for incurred travel expenses.
Supplies/Non-Capital Equipment (-$121,879):
Non-Capital Equipment (-$123,000)
• Radio Replacement Program: program completed in 2017.
• Firearms Supplies (+$1,650): Range hearing protection replacement program was completed
in 2017 (-$2,250). Purchase of two 40mm less lethal launchers for patrol team use (+$3,900).
• Taser (-$529): Taser replacement program: The new Taser X2 platform will replace the
former X26 models over a 5-year project. The 2018 budget number is lower than the annual
replacement cost for the old X26 weapons.
142

PATROL SERVICES
Statement of Purpose
The purpose of the Patrol Services Program is to proactively prevent, respond to and resolve public safety concerns,
code/wildlife enforcement issues, and other community problems.
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 2017, the Police Department’s focus was to provide directed patrol policing efforts in locations where a higher amount
of crime, calls for police service and higher levels of traffic accidents/incidents were identified. Our purpose was to
address/resolve those incidents and to prevent future incidents from occurring. 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. 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.
Goals/Objectives
In 2018, 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. We partner and work with Village traffic engineers to address problem locations
through re-engineering. The impact Officer will continue to work to identify pattern crimes and partner with patrol to
better deploy and direct resources in reducing or eliminating community concerns. School Resource and Community
Liaison Officers will work to develop programs aligned with community safety needs, enhance existing programs and
expand community partnerships to resolve safety concerns in and around Village schools.
143

PATROL SERVICES
Outcome Measures
2015
Actual
2016
Actual
2017
Estimate
2018
Target
Number of deaths resulting from crime. 0 0 0 0
Number of crimes against property. 861 912 1,064 946
Number of crimes against persons. 138 127 108 124
Number of injury traffic accidents. 47 33 22 19
Number of non-injury accidents. 1,427 1,292 1,608 1,450
Number of fatality traffic accidents. 0 0 0 0
Service Level Indicators
2015
Actual
2016
Actual
2017
Estimate
Number of Priority 1 calls. 375 343 348
Number of case reports. 5,100 4,811 6,820
Number of calls for service (incidents)*. N/A 87,990 88,000
Number of proactive patrols. 25,063 30,940 31,000
Number of foot patrols*. N/A 5,466 4,000
Number of crime prevention notices*. N/A 1,224 2,260
Number of total arrests. 1,304 1,448 1,100
Number of DUI arrests. 162 120 106
*Not tracked prior to 2016.
144

PATROL SERVICES
Expenditure Detail
2016
Audited
Actuals
2017
Amended
Budget
2018
Adopted
Budget
% Change
Personnel
Regular Wages $ 4,319,767 $ 4,465,853 $ 4,730,192 5.92%
Longevity Service Award 38,000 41,460 43,190 4.17%
Rate/Shift Differential 21,988 30,000 20,000 -33.33%
Extra Duty Assignment 365,923 460,000 460,000 0.00%
Overtime Wages 215,042 213,000 213,000 0.00%
Clothing Allowance 1,400 950 - -100.00%
Cleaning Allowance 27,941 28,000 28,500 1.79%
Communication Allowance - - 420 100.00%
Social Security 9,589 25,323 28,248 11.55%
Medicare 68,103 73,638 76,670 4.12%
Workers Compensation 123,805 153,327 156,687 2.19%
FPPA Death & Disability 81,921 80,122 88,830 10.87%
Retirement Contributions 590,634 615,014 331,005 -46.18%
Medical Insurance 562,102 526,599 631,809 19.98%
Dental Insurance 27,806 27,992 30,429 8.71%
Insurance Waivers 14,251 14,950 13,500 -9.70%
Life/AD&D Insurance 15,137 16,086 15,328 -4.71%
Disability Insurance 13,333 13,791 13,664 -0.92%
Total Personnel 6,496,742 6,786,105 6,881,472 1.41%
Purchased Services
Professional Services 14,666 20,000 24,125 20.63%
Catering/Dining Services 308 - - 0.00%
Repair/Maintenance Services 790 2,700 2,700 0.00%
Telecommunication Services 20,010 - 336 100.00%
Printing/Publication Services 469 2,450 2,450 0.00%
Training/Education 2,999 5,080 6,580 29.53%
Mileage/Travel 380 - - 0.00%
Total Purchased Services 39,622 30,230 36,191 19.72%
Supplies/Non-Capital Equipment
Office Supplies 450 - - 0.00%
Operating Supplies 3,829 3,648 8,278 126.92%
Non-Capital Equipment 17,023 18,909 22,155 17.17%
Uniforms/Safety Equipment 140,343 88,650 98,250 10.83%
Total Supplies/Non-Capital Equipment 161,645 111,207 128,683 15.71%
Capital Outlay
Capital Equipment 14,813 32,665 - -100.00%
Total Capital Outlay 14,813 32,665 - -100.00%
Total Expenditures $ 6,712,822 $ 6,960,207 $ 7,046,346 1.24%
145

PATROL SERVICES
Variance Justification
Personnel (+95,367): The categories which are directly controlled at the department level are overtime, extra
duty, rate/shift differential and allowances. Changes to these categories are discussed below.
Rate/Shift Differential (-$10,000): Shift differential pay for lead officer was taken out due to proposal of
6 Corporal Positions.
Purchased Services (+$5,961):
Professional Services (+$4,125):
• (+$1,500): Homeless Camp Clean-Ups-Contracted services.
• (+$125): Software Time Management Scheduling System (Signup Genesis)- Scheduling off
duty, extra duty and overtime assignments.
• (+$2,500): Forensic Vehicle Data Downloads-Contracted Services.
Telecommunication Services (+$336): Voiance is an interpretation service that will replace language
line (no longer paid for by E911 Authority). Voiance charges a flat fee of $0.70 per minute of interpretation
services. Estimated recurring cost of $336 accounts for 8 hours of Voiance service annually.
Training and Education (+$1,500): Community and Law Enforcement Group Meetings – Cost of
supplies ($1,500) from expanding community based programs to build community partnerships.
Supplies/Non-Capital Equipment (+$17,476):
Non-Capital Equipment (+$3,246):
• (+$500): AED and first aid accessories and supplies cost increase in 2018 to replace and/or
purchase new supplies.
• (-$1,760): Purchase two AED’s (down 1 from 2017).
• (+$6,515): Purchase of one True Cam Multifunctional Laser.
Uniforms Safety and Equipment (+$9,600):
• (-$2,000): Project code removed for officer transfer from patrol to recruitment training
coordinator, and one officer vacancy.
• (+$9,000): 13 scheduled patrol replacements of ballistic vests.
• (+$800): Scheduled replacement of two police motorcycle helmets.
• (+$800): Scheduled replacement of two pairs of police motorcycle boots.
• (+$4,700): These kits are used to reverse the dangerous effects of drug related overdoses. 60
new kits will need to be purchased for 2018 to replace the expired kits in stock.
146

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, and the Evidence & Property Unit.
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.
Accomplishments
In 2017, the Detective Unit 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. Detectives have
continued to focus on their two-pronged approach to proactively solve crimes, which 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. 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.
Goals/Objectives
In 2018, Detectives will continue to work with our community as well as our neighboring law enforcement agencies to
solve crimes. Relationships are critically important to our overall mission as a unit. The department will continue to
benefit from one of our detectives continuing to gain additional training, experience and acquisition of electronic
forensic equipment from the United States Secret Service due to our commitment and partnership with them. The
cases impacted involve anything from ATM tampering to assisting with other agencies homicide cases. Detectives
will continue to focus on technology that is rapidly developed and utilizing that to help us towards our end goals.
Outcome Measures
2015
Actual
2016
Actual
2017
Estimate
2018
Target
Overall Investigations Unit Resolution (Cleared by Arrest/Warrant and
any Exceptional Clearance).
60% 50% 35% 50%
Residential:
Number of residential crimes against property cleared. 50% 45% 50% 50%
Number of residential crimes against person cleared. 75% 100% 90% 90%
Commercial:
Number of commercial crimes against property cleared. 40% 40% 50% 50%
Number of commercial crimes against persons cleared. 85% 80% 80% 85%
Number of All Electronic/Cyber Crimes Resolved. 20% 50% 60% 60%
Service Level Indicators
2015
Actual
2016
Actual
2017
Estimate
Cases Investigated. 661 624 390
Cases Presented for Prosecution. 169 162 122
147

DETECTIVE SERVICES
Expenditure Detail
2016
Audited
Actuals
2017
Amended
Budget
2018
Adopted
Budget
% Change
Personnel
Regular Wages $ 687,200 $ 745,299 $ 896,769 20.32%
Longevity Service Award 8,736 8,801 9,266 5.28%
Rate/Shift Differential 3,167 - - 0.00%
Extra Duty Assignment 23,561 - - 0.00%
Overtime Wages 17,867 39,500 25,000 -36.71%
Clothing Allowance 3,750 4,900 8,000 63.27%
Cleaning Allowance 3,461 4,000 4,000 0.00%
Social Security 6,647 9,081 11,630 28.07%
Medicare 10,302 11,240 13,142 16.92%
Workers Compensation 15,757 20,581 22,995 11.73%
FPPA Death & Disability 8,222 10,829 11,544 6.60%
Retirement Contributions 85,594 94,512 57,361 -39.31%
Medical Insurance 94,657 106,112 133,453 25.77%
Dental Insurance 5,127 5,471 6,289 14.95%
Insurance Waivers 2,108 1,450 1,450 0.00%
Life/AD&D Insurance 2,616 2,698 2,921 8.27%
Disability Insurance 2,104 2,310 2,602 12.64%
Total Personnel 980,876 1,066,784 1,206,422 13.09%
Purchased Services
Professional Services 8,515 12,720 14,810 16.43%
Contracted Services - 1,440 1,000 -30.56%
Catering/Dining Services 235 - - 0.00%
Repair/Maintenance Services 118 400 400 0.00%
Telecommunication Services 5,878 - - 0.00%
Miscellaneous Services 106 750 750 0.00%
Total Purchased Services 14,852 15,310 16,960 10.78%
Supplies/Non-Capital Equipment
Office Supplies 19 295 295 0.00%
Operating Supplies 24,455 6,735 9,860 46.40%
Non-Capital Equipment 3,186 1,000 1,000 0.00%
Uniforms/Safety Equipment 1,730 1,500 2,500 66.67%
Total Supplies/Non-Capital Equipment 29,390 9,530 13,655 43.28%
Capital Outlay
Capital Equipment 75,837 - - 0.00%
Total Capital Outlay 75,837 - - 0.00%
Total Expenditures $ 1,100,955 $ 1,091,624 $ 1,237,037 13.32%
148

DETECTIVE SERVICES
Variance Justification
Personnel (+$139,638): The categories which are directly controlled at the department level are overtime,
extra duty, rate/shift differential and allowances. Changes to these categories are discussed below.
Overtime Wages (-$14,500): Decrease due to previous years’ average amount of overtime paid to
detectives for call outs, case investigations, etc.; this amount was decreased to reflect those averages.
Clothing Allowance (+$3,100): Increase due to cost of living increases, as it relates to professional
clothing approved for detective wear. This amount covers nine employees within this division.
Purchased Services (+$1,650):
Professional Services (+$2,090): Increase due to additional SANE (sex assault nurse examiners) kits
as well as technology purchases that have not been previously budgeted for (i.e. flash drives for
electronic evidence, etc.).
Contracted Services (-$440): The alarm monitoring fee, which was previously budgeted for and under
this section, in the amount of $1,440, has been moved to a different section; however, there is a new
line item of $1,000 which will cover the drug burn fee for drug disposition.
Supplies/Non-Capital Equipment (+$4,125):
Operating Supplies (+$3,125): Increase due to identifying various lab items that have both increased
in cost as well as equipment that is needed to serve the needs of booking in property & evidence.
Uniforms/Safety Equipment (+$1,000): Increase due to needed cold weather gear for the two CSI’s.
149

150

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, 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 254 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 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 2018 is approximately $16.39 million, with a significant portion associated with the Phase 2 improvements for the
Maintenance Facility. 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.
151

PUBLIC WORKS
Organizational Chart
Director of Public Works
Management Analyst
Transportation Manager
Roads Manager
Environment Manager
Fleet Manager
Administrative
Supervisor
Transportation Planner
Construction Contract
Supervisor
Project Manager II
Mechanic/Service
Technician (4)
Administrative Assistant
(2.5)
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)
152

PUBLIC WORKS
Personnel & Financial Summary
2016
Audited
Actuals
2017
Amended
Budget
2018
Adopted
Budget
% Change
Staff - Full Time Equivalency (FTE): 45.50 45.50 45.50 0.00%
Expenditures By Category:
Personnel $ 3,798,611 $ 4,003,614 $ 4,066,498 1.57%
Purchased Services 1,535,856 1,859,801 1,615,502 -13.14%
Supplies/Non-Capital Equipment 1,159,232 1,264,864 1,320,064 4.36%
Capital Outlay 1,449,146 1,356,250 1,547,223 14.08%
Total Expenditures $ 7,942,845 $ 8,484,529 $ 8,549,287 0.76%
Expenditures By Division:
Administration $ 454,393 $ 516,444 $ 486,931 -5.71%
Environmental Services 2,173,240 2,289,866 2,313,849 1.05%
Transportation 1,439,090 1,796,702 1,727,081 -3.87%
Snow & Ice Control 243,972 330,888 322,981 -2.39%
Roads 900,513 940,339 1,062,842 13.03%
Fleet Management 2,731,637 2,610,290 2,635,603 0.97%
Total Expenditures $ 7,942,845 $ 8,484,529 $ 8,549,287 0.76%
Expenditures & Full-Time Equivalency
Expenditures
$8,600,000
$8,500,000
$8,400,000
$8,300,000
$8,200,000
$8,100,000
$8,000,000
$7,900,000
$7,800,000
$7,700,000
$7,600,000
2016
Audited
Actuals
2017
Amended
Budget
2018
Adopted
Budget
50.00
45.00
40.00
35.00
30.00
25.00
20.00
15.00
10.00
5.00
-
Full-Time Equivalent (FTE)
Total Expenditures
Staff - Full Time Equivalency (FTE):
Explanation of Budget Variances
Significant changes in the 2018 budget include variances in departmental programs associated with one-time costs.
Purchased Services shows a reduction due to the update of the Transportation Plan in 2017 (-$247,000); however, a
study of Orchard Road between Quebec Street and I-25 is included in the 2018 budget (+$50,000). Telecommunication
Services are based on the new vendor plan and employee devices, and results in an overall decrease in the department.
With regional efforts to share traffic data, a firewall and associated services is proposed for 2018 for the Village’s traffic
system network. Non-Capital Equipment sees an increase for 2018 and is primarily due to the replacement of 27 mobile
radios for Public Works. Changes in Capital Outlay are attributable to the replacement of Village vehicles and equipment,
which varies from year to year based on utilization, repair needs, and down time.
153

PUBLIC WORKS
Expenditure Detail
2016
Audited
Actuals
2017
Amended
Budget
2018
Adopted
Budget
% Change
Personnel
Regular Wages $ 2,775,733 $ 2,880,986 $ 2,999,065 4.10%
Longevity Service Award 32,419 32,933 34,483 4.71%
Overtime Wages 68,757 114,195 109,890 -3.77%
Clothing Allowance 5,425 5,550 5,650 1.80%
Communication Allowance 5,720 6,780 5,460 -19.47%
Vehicle Allowance 3,600 3,600 3,600 0.00%
Social Security 171,297 182,154 188,941 3.73%
Medicare 40,570 40,336 41,789 3.60%
Workers Compensation 51,284 64,457 68,673 6.54%
Retirement Contributions 192,449 200,587 110,365 -44.98%
Medical Insurance 406,795 424,979 448,856 5.62%
Dental Insurance 19,294 21,431 22,329 4.19%
Insurance Waivers 6,554 6,275 8,925 42.23%
Life/AD&D Insurance 10,222 10,419 9,773 -6.20%
Disability Insurance 8,492 8,932 8,699 -2.61%
Total Personnel 3,798,611 4,003,614 4,066,498 1.57%
Purchased Services
Professional Services 36,366 337,500 131,500 -61.04%
Contracted Services 39,204 41,314 35,957 -12.97%
Catering/Dining Services 869 1,000 1,500 50.00%
Repair/Maintenance Services 591,872 588,882 555,150 -5.73%
Disposal/Recycling Services 809,321 802,813 811,603 1.09%
Telecommunication Services 5,793 12,752 11,592 -9.10%
Postage/Shipping Services 7 - - 0.00%
Training/Education 32,434 47,385 45,010 -5.01%
Dues/Memberships 5,346 9,085 9,340 2.81%
Mileage/Travel 329 - - 0.00%
Rentals/Leases 14,315 19,070 13,850 -27.37%
Total Purchased Services 1,535,856 1,859,801 1,615,502 -13.14%
Supplies/Non-Capital Equipment
Office Supplies 6,671 500 500 0.00%
Operating Supplies 600,812 688,819 678,244 -1.54%
Non-Capital Equipment 121,350 42,185 127,010 201.08%
Uniforms/Safety Equipment 16,053 22,350 20,700 -7.38%
Gas/Electricity 234,528 255,000 255,000 0.00%
Water/Sewer 6,880 5,910 6,010 1.69%
Fuel/Propane 172,938 250,100 232,600 -7.00%
Total Supplies/Non-Capital Equipment 1,159,232 1,264,864 1,320,064 4.36%
Capital Outlay
Capital Equipment 1,449,146 1,356,250 1,547,223 14.08%
Total Capital Outlay 1,449,146 1,356,250 1,547,223 14.08%
Total Expenditures $ 7,942,845 $ 8,484,529 $ 8,549,287 0.76%
154

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
In 2017, Administration in partnership with STS implemented an enterprise asset management system, with service
request management and work management functionality. This included providing structure to the GIS data layers, and
establishing work flows for the system. Implementation of all service request and work order templates will continue in
2018. Administration is now handling the day-to-day oversight of the residential trash and recycling contract including
resolution of service concerns with the contracted provider.
In public policy matters, Administration facilitated the discussion with City Council for the creation of policy and
procedures for the transfer of private residential roads.
Goals/Objectives
In 2018, the Administration Program plans to complete the following:
Implement Phase 2 of the asset management system to include templates to support work flows for
departmental operations.
Complete the design of Phase 2 for the Maintenance Facility Improvements and commence construction.
Lead departmental activities for the organizational planning effort to align activities and initiatives to
organizational outcomes.
Outcome Measures
2015 2016 2017 2018
Actual Actual Estimate Target
Percent of departmental objectives achieved. 85 71 80 100
Service Level Indicators
2015
Actual
2016
Actual
2017
Estimate
Number of Large-Item-Pick-Up requests taken. 3,202 4,550 4,800
Number of Roads service calls taken. 116 89 100
Number of Transportation Services calls taken. 97 98 110
Number of Trash and Recycling calls taken. 182 198 250
Number of Electronic and Appliance Waste calls taken. 425 534 600
Number of Environmental Services calls taken. 54 55 55
Number of Parks, Trails & Recreation calls taken. 148 180 180
Number of other Village department calls taken. 170 205 230
Number of Fleet work orders entered. 881 845 860
Number of Right-of-Way permits processed. 224 220 225
Number of invoices processed. 3,799 4,050 3,800
Number of GV website Report-A-Concern request taken. 83 83 85
155

ADMINISTRATION
Expenditure Detail
2016
Audited
Actuals
2017
Amended
Budget
2018
Adopted
Budget
% Change
Personnel
Regular Wages $ 338,569 $ 374,222 $ 376,822 0.69%
Longevity Service Award 1,944 1,783 1,863 4.49%
Overtime Wages 388 1,520 760 -50.00%
Communication Allowance 420 840 420 -50.00%
Vehicle Allowance 3,600 3,600 3,600 0.00%
Social Security 18,939 21,044 21,556 2.43%
Medicare 4,894 5,419 5,487 1.25%
Workers Compensation 455 494 499 1.01%
Retirement Contributions 20,785 23,991 13,087 -45.45%
Medical Insurance 42,896 51,227 39,476 -22.94%
Dental Insurance 2,090 2,700 1,882 -30.30%
Insurance Waivers 2,054 2,175 3,625 66.67%
Life/AD&D Insurance 1,337 1,354 1,225 -9.53%
Disability Insurance 1,036 1,160 1,094 -5.69%
Total Personnel 439,407 491,529 471,396 -4.10%
Purchased Services
Catering/Dining Services 181 500 1,000 100.00%
Telecommunication Services - 7,200 600 -91.67%
Training/Education 5,231 12,150 9,650 -20.58%
Dues/Memberships 1,820 2,315 1,535 -33.69%
Total Purchased Services 7,232 22,165 12,785 -42.32%
Supplies/Non-Capital Equipment
Office Supplies 5,392 500 500 0.00%
Operating Supplies 2,331 2,150 2,150 0.00%
Uniforms/Safety Equipment 31 100 100 0.00%
Total Supplies/Non-Capital Equipment 7,754 2,750 2,750 0.00%
Total Expenditures $ 454,393 $ 516,444 $ 486,931 -5.71%
156

ADMINISTRATION
Variance Justification
Personnel (-$20,133): The categories that are directly controlled at the department level are overtime and
communication allowance.
Overtime (-$760): Reduction is based on evaluation of need over the last few years.
Communication Allowance (-$420): Changes in this line item are based on updated costs for cell
phones and whether the employee chooses a City-issued device or a stipend.
Purchased Services (-$9,380):
Catering/Dining Services (+$500): The increase is due to adding a coffee cart for staff on the morning
of the Public Works/Park Maintenance Day event.
Telecommunications Services (-$6,600): Changes in this line item are based on updated costs for cell
phones and whether the employee chooses a City-issued device or a stipend. In addition, for the
Administration program, mobile device service was budgeted in the program in 2017 for the asset
management system. These costs have now been allocated to the programs that will use the devices.
Training/Education (-$2,500): Reduction based on one-time training associated with the asset
management system.
Dues/Membership (-$780): This decrease is due to the reduction in membership fees for International
City Managers Association for the Director, and eliminating membership to American Society of Civil
Engineers.
157

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 2017, the program completed construction of the Westlands Park (Parkside Pond) outlet repairs, the emergency
sinkhole repair at Syracuse and Greenwood Plaza Boulevard, and continued maintenance activities at Greenwood
Gulch from Holly to the Highline Canal. Dissolution of the Greenwood Village Sewer General Improvement District No.
1 (GID) was finalized, with all GID assets and maintenance responsibilities being transferred to Southgate Sanitation
District. Staff oversaw the undergrounding of utilities along Orchard Road in partnership with Centennial, and formalized
the scope of the Cherry Creek Village North utility undergrounding project. Design of the Goldsmith Gulch – Orchard
Road at Silo Park Culvert Replacement Project commenced, and design for Greenwood Gulch – Holly to High Line
Canal Drainage Improvement Project, and the Bridgewater Ponds Improvement Projects were completed. Design of
the Belleview Avenue and Clarkson Street Drainage Improvements Project was also completed after a delay due to
utility conflicts. Due to CDOT permitting requirements, construction of the project will be delayed until 2018. Staff
continued to implement changes associated with the new MS4 permit and implemented the first phase of a new asset
management system for Public Works and Parks, Trails and Recreation. Staff continued to evaluate the benefits of the
automatic vehicle locating system for sweeping operations. The Goldsmith Gulch Master Drainage Plan and Flood
Hazard Area Delineation (FHAD) Update was started during 2017, in partnership with the Urban Drainage & Flood
Control District UDFCD).
Goals/Objectives
In 2018, the program plans to complete the following:
Construction of the Greenwood Gulch – Holly to High Line Canal Drainage Improvements (in partnership with
UDFCD). This includes removal and replacement of the low-flow trail crossing located near the midpoint of
Greenwood Gulch between Holly and the High Line Canal and reestablishing the low-flow channel through the
reach.
Complete design of Goldsmith Gulch – Orchard Road at Silo Park Culvert Replacement Project (in partnership
with UDFCD). The project will improve drainage under Orchard Road to prevent overtopping in extreme
weather events.
Construction of the Bridgewater Ponds Improvement Project. The project will increase the conveyance of the
channel between the two ponds, remove two buildings from the floodplain, and provide water quality facilities
for a portion of the Arapahoe and I-25 construction project.
Construction of the Belleview Avenue and Clarkson Street Drainage Improvements.
Completion of the Goldsmith Gulch Master Drainage Plan and FHAD Update (in partnership with UDFCD).
158

ENVIRONMENTAL SERVICES
Outcome Measures
2015
Actual
2016
Actual
2017
Estimate
2018
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 N/A 90 N/A 90
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 respondents rating Household Hazardous Waste Pickup as
Good to Excellent as measured by survey cards.
95 95 95 95
Service Level Indicators
2015
Actual
2016
Actual
2017
Estimate
Number of Large Item Pick Ups Completed. 3,074 3,754 3,300
Volume of Debris Collected (Cubic Yards). 2,737 3,229 4,000
Volume of Wood Recycling (Cubic Yards). 4,693 4,467 3,000
Miles of streets swept.* 6,601 7,216 6,500
Debris picked up during street sweeping (Cubic Yards). 1,371 1,485 1,300
*2017 data adjusted per global positioning satellite data versus odometer readings used in prior years.
159

ENVIRONMENTAL SERVICES
Expenditure Detail
2016
Audited
Actuals
2017
Amended
Budget
2018
Adopted
Budget
% Change
Personnel
Regular Wages $ 866,553 $ 906,339 $ 969,462 6.96%
Longevity Service Award 14,285 14,950 15,165 1.44%
Overtime Wages 10,329 9,935 9,935 0.00%
Clothing Allowance 2,500 2,400 2,400 0.00%
Communication Allowance 1,740 2,160 1,560 -27.78%
Social Security 54,206 56,680 60,212 6.23%
Medicare 12,677 12,076 12,890 6.74%
Workers Compensation 19,892 26,130 27,468 5.12%
Retirement Contributions 62,737 65,076 36,509 -43.90%
Medical Insurance 132,515 138,975 153,147 10.20%
Dental Insurance 6,087 6,974 7,317 4.92%
Insurance Waivers 2,900 2,900 2,900 0.00%
Life/AD&D Insurance 3,218 3,279 3,163 -3.54%
Disability Insurance 2,667 2,809 2,812 0.11%
Total Personnel 1,192,306 1,250,683 1,304,940 4.34%
Purchased Services
Professional Services 9,206 41,500 21,500 -48.19%
Contracted Services 28,882 26,570 21,213 -20.16%
Repair/Maintenance Services 66,173 67,120 64,650 -3.68%
Disposal/Recycling Services 807,976 801,713 810,503 1.10%
Telecommunication Services 2,175 1,536 4,224 175.00%
Training/Education 9,065 10,750 10,500 -2.33%
Dues/Memberships 1,344 2,000 2,000 0.00%
Rentals/Leases 8,290 11,220 5,850 -47.86%
Total Purchased Services 933,111 962,409 940,440 -2.28%
Supplies/Non-Capital Equipment
Operating Supplies 7,239 60,379 51,974 -13.92%
Non-Capital Equipment 27,257 3,135 3,135 0.00%
Uniforms/Safety Equipment 6,447 7,350 7,350 0.00%
Water/Sewer 6,880 5,910 6,010 1.69%
Total Supplies/Non-Capital Equipment 47,823 76,774 68,469 -10.82%
Total Expenditures $ 2,173,240 $ 2,289,866 $ 2,313,849 1.05%
160

ENVIRONMENTAL SERVICES
Variance Justification
Personnel (+$54,257): The categories that are directly controlled at the department level are overtime and
communication allowance.
Communication Allowance (-$600): Changes in this line item are based on updated costs for cell
phones and whether the employee chooses a City-issued device or a stipend.
Purchased Services (-$21,969):
Professional Services (-$20,000): The 2017 budget included a one-time, $20,000 line item for the
Goldsmith Gulch Master Drainage Plan and FHAD update.
Contracted Services (-$5,357): Budget change is based on an audit of existing facilities and charged
contracted rates for cleaning of maintenance facility sand/oil separators.
Repair Maintenance Services (-$2,470): Budget change is based on an audit of existing facilities and
charged contracted rates for cleaning of inlet filter baskets.
Disposal/Recycling Services (+$8,790): Increase of $5,000 for unwanted appliances based on vendor
change and increase of fees by $5 per pickup and increase of $3,000 for maintenance facility debris
disposal based on 3 year average of actual expenditures.
Telecommunication Services (+$2,688): Increase is due to allocation of costs to program area from
Administration, including data plan for crew tablet for work order system.
Rentals/Leases (-$5,370): Decrease of $9,720 for removal of mini-excavator rental due to purchase of
similar equipment. Includes increase of $1,500 for rental compactors based on current weekly rate,
inclusion of $2,000 for trench shoring rental, and gas cylinder rental that was previously in the
Transportation program.
Supplies/Non-Capital Equipment (-$8,305):
Operating Supplies (-$8,405): Budget for consumables for in-house drainage projects reduced based
on three year average of actual expenditures.
161

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. Additionally, the program manages Capital Improvement Program
projects and participates in the review of new developments.
Accomplishments
In 2017, the program continued to participate in the I-25/Arapahoe Interchange project including the completion of the
roadway construction. The management of the traffic signals was a key factor to maintaining traffic flow during the
disruptive construction. Staff worked with Centennial and CDOT to implement traffic signal timing changes along
Arapahoe Road six times as construction phasing shifted over the course of the project. The program provided the day
to day coordination of the public improvements being built as part of the Village Center DTC development project. 2017
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 Monaco Street to I-25 and from Belleview Avenue
to Peakview Avenue. The decorative entrance light CIP project at Dayton Street and Dayton Court was completed inhouse.
New street lights were installed at the intersection of Belleview Avenue and Dayton Street to improve visibility
at night. The program managed the design and construction of a new northbound right turn lane at Belleview Avenue
and Holly Street. This project improves the quality of life for residents by improving the accessibility of the intersection.
The focus was continued on improving the appearance of the traffic signals by updating the lighted street name panels
and replacing faded components. The Transportation Plan and Belleview Avenue/I-25 Environmental Assessment
studies were initiated in 2017 and will continue into 2018. Both of these projects will seek to engage the community to
help provide long lasting solutions for the transportation system in Greenwood Village.
Goals/Objectives
In 2018, the program plans to complete the following:
Continue to lead the update of the Village Transportation Plan.
Continue to lead the I-25/Belleview Interchange Environmental Assessment.
Lead the design and construction of the extension of the eastbound left turn lanes at I-25 and Orchard Road.
Complete a sidewalk connection from Yosemite Street to Willow Way just south of the Village Center.
Complete the re-wiring of two traffic signals (DTC Boulevard/Park Terrace and Orchard Road/Greenwood Plaza
Boulevard). 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 Peakview Avenue to Arapahoe Road on the west side of I-25, which will
complete the west side of I-25. The program will also move east of I-25 to include the area from Orchard Road
to Costilla Avenue and extend to Dayton Street.
The vehicle detection system was installed in 2009 and 2010 and improved the operations of the traffic signal
system, especially during low volume periods. This system will need to be replaced to maintain the improved
operations. 2018 will see the first year of a proactive replacement plan to replace the detection system at four
intersections a year.
As the traffic signal system expands to connect with regional partners (CDOT, surrounding local agencies) and
provide data to external sources, the ITS network needs to be secured. Network security devices and
configuration will occur in 2018.
162

TRANSPORTATION
Outcome Measures
2015
Actual
2016
Actual
2017
Estimate
Percent of signals in I-25 corridor area during peak periods operating at a
delay of less than 56 seconds.
74 83 1 80 80
Percent of respondents rating efficiency of traffic signals at intersections
as Good or Excellent as measured by Citizen Survey:
During non-rush hour times. N/A * N/A 90
During rush hour times. N/A * N/A 60
1
Orchard/Willow and Yosemite/Caley intersection improvements in 2016.
* 2016 Citizen Survey not conducted.
Service Level Indicators
2015
Actual
2016
Actual
2017
Estimate
Number of signals in flash. 32 28 25
Average time to repair signals (business hours). 0.5 Hours 0.5 Hours 0.5 Hours
Average time to repair signals (after-hours). 2 Hours 1.5 Hours 1.6 Hours
Vehicle detector failures. 4 8 16
Pedestrian detector failures. 2 3 5
New signs installed. 27 62 40
Number of signs repaired. 95 80 20
Number of signs replaced. 582 684 550
Number of advertisement signs removed. 315 355 400
2018
Target
163

TRANSPORTATION
Expenditure Detail
2016
Audited
Actuals
2017
Amended
Budget
2018
Adopted
Budget
% Change
Personnel
Regular Wages $ 584,369 $ 630,620 $ 624,763 -0.93%
Longevity Service Award 5,315 5,685 6,045 6.33%
Overtime Wages 3,492 4,760 4,760 0.00%
Clothing Allowance 1,325 1,600 1,300 -18.75%
Communication Allowance 1,535 1,800 1,440 -20.00%
Social Security 36,222 38,959 38,586 -0.96%
Medicare 8,471 9,113 9,024 -0.98%
Workers Compensation 10,936 14,530 13,780 -5.16%
Retirement Contributions 35,146 41,877 22,784 -45.59%
Medical Insurance 88,055 98,200 90,004 -8.35%
Dental Insurance 4,606 5,092 5,075 -0.33%
Insurance Waivers 1,600 1,200 2,400 100.00%
Life/AD&D Insurance 2,039 2,279 2,034 -10.75%
Disability Insurance 1,789 1,955 1,812 -7.31%
Total Personnel 784,900 857,670 823,807 -3.95%
Purchased Services
Professional Services 14,660 260,000 99,000 -61.92%
Contracted Services 345 - - 0.00%
Repair/Maintenance Services 229,870 238,500 248,000 3.98%
Telecommunication Services 2,307 1,712 3,096 80.84%
Training/Education 7,993 8,000 8,000 0.00%
Dues/Memberships 804 2,045 2,430 18.83%
Mileage/Travel 6 - - 0.00%
Rentals/Leases 1,025 850 - -100.00%
Total Purchased Services 257,010 511,107 360,526 -29.46%
Supplies/Non-Capital Equipment
Operating Supplies 158,424 160,350 160,350 0.00%
Non-Capital Equipment 1,665 8,575 2,175 -74.64%
Uniforms/Safety Equipment 2,563 4,000 4,000 0.00%
Gas/Electricity 234,528 255,000 255,000 0.00%
Total Supplies/Non-Capital Equipment 397,180 427,925 421,525 -1.50%
Capital Outlay
Capital Equipment - - 121,223 100.00%
Total Capital Outlay - - 121,223 100.00%
Total Expenditures $ 1,439,090 $ 1,796,702 $ 1,727,081 -3.87%
164

TRANSPORTATION
Variance Justification
Personnel (-$33,863): The categories that are directly controlled at the department level are overtime and
communication allowance.
Communication Allowance (-$360): Changes in this line item are based on updated costs for cell
phones and whether the employee chooses a City-issued device or a stipend.
Purchased Services (-$150,581):
Professional Services (-$161,000): Reduction is associated with the Transportation Plan update that
was budgeted in 2017 for $247,000. Account includes an annual recurring cost of $15,000 for structural
analysis of traffic signal poles, a one-time cost of $50,000 for an Orchard Road Concept study from I-25
to Quebec, and a one-time cost of $24,000 to install a firewall for the ITS network.
Repair Maintenance Services (+$9,500): Budget increased due to increase in services provided over
the past two years for graffiti removal services to remove graffiti from Village infrastructure and Utility
Notification Center (UNCC) locate fees associated with locating our traffic signal and ITS network.
Telecommunication Services (+$1,384): Increase is due to allocation of costs to program area from
Administration, including data plan for crew tablet for work order system.
Dues/Memberships (+$385): Funding added for thee Maintenance Workers to have membership in the
International Municipal Signal Association (IMSA) which offers training and various resources for traffic
control devices.
Rentals/Leases (-$850): This budget is for gas cylinders for welding and was previously spread among
programs. For 2018 the budget is shifted to Environmental Services so all funding can be tracked in
one place.
Supplies/Non-Capital Equipment (-$6,400):
Non-Capital Equipment (-$6,400): Budget reduced due to one-time purchases in 2017 for a portable
generator and inverter for the traffic signal technician truck.
Capital Outlay (+$121,223):
Capital Equipment (+$121,223): Increase is due to one-time cost to install switch and firewall for the
Village’s traffic system network ($36,083), and the start of an annual vehicle detection system
replacement program for the 48 traffic signals ($85,140). The annual program will replace the vehicle
detection at 4 intersections per year.
165

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 roadway priorities. 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 2017, over 25,000 miles were driven during snow and ice control operations over the Village’s roadways for the 20
snow events. Operations utilized over 2,000 tons of de-icing/traction material. Ice removal in neighborhoods continued
to be a proactive focus in 2017, minimizing the need to “bust” ice. The program continued to utilize an automated vehicle
locating system to help manage the resources used during snow and ice events.
Goals/Objectives
In 2018, the program plans to complete the following:
Continue to monitor and evaluate training opportunities, material types, application rates, and utilization of
resources.
Continue the proactive focus on preventing ice formation in residential neighborhoods that jeopardizes safety
by covering sidewalks or extending into a travel lane.
The automated vehicle locating (AVL) system, acquired in fall 2016, for snow plowing operations will continue
to be evaluated in 2018 to see if it is the best system for Village operations. The current system will remain in
place through 2018, but staff will consider if other systems can provide additional benefits.
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.
* 2016 Citizen Survey not conducted.
2015
Actual
2016
Actual
2017
Estimate
2018
Target
N/A * N/A >90
Service Level Indicators
2015
Actual
2016
Actual
2017
Estimate
Number of storms. 26 15 20
Tons of material used. 3,041 1,538 2,000
Number of lane miles driven. 41,097 23,277 25,000
Snowfall (inches). 92 71.1 60
166

SNOW & ICE CONTROL
Expenditure Detail
2016
Audited
Actuals
2017
Amended
Budget
2018
Adopted
Budget
% Change
Personnel
Overtime Wages 38,850 60,000 60,000 0.00%
Social Security - 3,720 3,720 0.00%
Medicare - 870 870 0.00%
Workers Compensation 1,641 2,003 1,891 -5.59%
Total Personnel 40,491 66,593 66,481 -0.17%
Purchased Services
Professional Services 4,500 5,000 5,000 0.00%
Contracted Services 1,436 4,680 4,680 0.00%
Catering/Dining Services 426 500 500 0.00%
Repair/Maintenance Services 4,356 5,000 5,000 0.00%
Training/Education 5,620 4,935 5,310 7.60%
Total Purchased Services 16,338 20,115 20,490 1.86%
Supplies/Non-Capital Equipment
Operating Supplies 187,143 244,180 236,010 -3.35%
Total Supplies/Non-Capital Equipment 187,143 244,180 236,010 -3.35%
Total Expenditures $ 243,972 $ 330,888 $ 322,981 -2.39%
Variance Justification
Purchased Services (+$375):
Training Education (+$375): Increase is associated with the annual American Public Works
Association (APWA) Snow & Ice Conference in Loveland, CO.
Supplies/Non-Capital Equipment (-$8,170):
Operating Supplies (-$8,170): Amount of anti-icing material used was reduced based on last 4 year
average.
167

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, 5 miles of gravel roads, 15 miles
of asphalt trails along with the issuance and management of Right-of-Way (ROW) permits, inspection of new
development construction, and management of Capital Improvement Program projects.
Accomplishments
In 2017, the program completed the Long Road Reconstruction Project and the Holly Street Intersection Improvement
Project. A variety of treatment strategies were applied to approximately 42.8 lane miles of pavement. These included
2.0 lane miles of full depth reconstruction, 2.3 lane miles of rehabilitation, 11.2 lane miles of rejuvenator treatment and
27.3 lane miles of crack sealing. 1,520 feet of trails were rehabilitated also. In conjunction with the Transportation
Program, the rehabilitation of the Yosemite Bridge Vehicular Box Culvert and the Yosemite Bridge Rail Study were
completed. Three test sections were placed on the gravel roads with two different mixes for in place evaluation to
determine what mix will be used on the gravel road reconstruction to occur in 2018. The design was completed for the
reconstruction of 3 lane miles of the total 5 lane miles of gravel roads. Finally, the program managed the construction
of utilities placed within the ROW through the issuance of approximately 225 ROW permits.
Goals/Objectives
In 2018, the program plans to complete the following:
The design phase for the reconstruction of the remaining 2 lane miles of gravel roads.
The reconstruction of 3 lane miles of gravel roads.
10.6 lane miles of rehabilitation/reconstruction.
20.1 lane miles of preservation/rejuvenation.
30 lane miles of crack sealing.
3,800 feet of trail rehabilitation.
Management of 225 ROW permits.
Outcome Measures
2015
Actual
2016
Actual
2017
Estimate
2018
Target
Roadway Average Network Pavement Condition Index (PCI). 81 79 80 80
Percent respondents that rated quality and smoothness of Village
roadways as Good or Excellent as measured by Citizen Survey.
N/A N/A N/A 85
Service Level Indicators
2015
Actual
2016
Actual
2017
Estimate
Lane miles of pavement rated for Paver database. 65 63 85
Number of pavement failure repairs (potholes). 392 274 175
Tons of crack seal/mastic placed. 3 1.5 4
Number of concrete drainage pan failures repaired. 88 98 50
Total number of ROW permits issued. 280 205 225
ROW permit revenue. $139,742 $164,785 $77,500
Number of Major ROW permits issued. 22 10 12
Number of Minor ROW permits issued. 258 195 213
168

ROADS
Expenditure Detail
2016
Audited
Actuals
2017
Amended
Budget
2018
Adopted
Budget
% Change
Personnel
Regular Wages $ 605,670 $ 592,513 $ 703,768 18.78%
Longevity Service Award 6,685 6,140 7,660 24.76%
Overtime Wages 11,707 35,180 31,640 -10.06%
Clothing Allowance 1,500 1,450 1,850 27.59%
Communication Allowance 1,440 1,440 1,680 16.67%
Social Security 38,250 38,541 44,908 16.52%
Medicare 8,990 9,076 10,504 15.73%
Workers Compensation 11,999 13,435 17,342 29.08%
Retirement Contributions 49,123 45,885 27,422 -40.24%
Medical Insurance 85,523 74,285 114,686 54.39%
Dental Insurance 3,904 3,587 5,795 61.56%
Life/AD&D Insurance 2,306 2,143 2,294 7.05%
Disability Insurance 1,857 1,838 2,041 11.04%
Total Personnel 828,954 825,513 971,590 17.70%
Purchased Services
Professional Services 8,000 31,000 6,000 -80.65%
Contracted Services 7,380 7,480 7,480 0.00%
Catering/Dining Services 262 - - 0.00%
Repair/Maintenance Services 61 10,000 10,000 0.00%
Telecommunication Services 413 1,536 2,712 76.56%
Postage/Shipping Services 7 - - 0.00%
Training/Education 4,475 10,300 10,300 0.00%
Dues/Memberships 556 1,850 2,150 16.22%
Mileage/Travel 323 - - 0.00%
Rentals/Leases 3,788 6,000 6,000 0.00%
Total Purchased Services 25,265 68,166 44,642 -34.51%
Supplies/Non-Capital Equipment
Office Supplies 1,136 - - 0.00%
Operating Supplies 37,101 42,310 42,310 0.00%
Non-Capital Equipment 5,475 - - 0.00%
Uniforms/Safety Equipment 2,582 4,350 4,300 -1.15%
Total Supplies/Non-Capital Equipment 46,294 46,660 46,610 -0.11%
Total Expenditures $ 900,513 $ 940,339 $ 1,062,842 13.03%
169

ROADS
Variance Justification
Personnel (+$146,077): The categories that are directly controlled at the department level are overtime and
communication allowance.
Overtime Wages (-$3,540): Overtime amount is based on estimated overtime required for 2018 project
workload, Long Road and Holly Street CIP’s in 2017 required more overtime.
Communication Allowance (+$240): Changes in this line item are based on updated costs for cell
phones and whether the employee chooses a City-issued device or a stipend.
Purchased Services (-$23,524):
Professional Services (-$25,000): The reduction is based on removing the Yosemite Bridge Rail Study
which was a one-time expense.
Telecommunication Services (+$1,176): Increase is due to allocation of costs to program area from
Administration, including data plan for crew tablet for work order system.
Dues/Membership (+$300): The increase is to become member with American Concrete Institute,
which will result in discounted rates for webinars and literature.
170

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 254 vehicles and equipment for all Village departments.
Accomplishments
In 2017, Fleet Management continued to provide a preventative maintenance and safety inspection program on all
vehicles and equipment. Fleet Management developed a new replacement plan utilizing “best management” practices.
The new plan evaluates vehicles and equipment using several criteria, which include use, condition, maintenance costs,
downtime, age, and utilization. Fleet Management replaced one Police Admin vehicle, replaced one crime scene Police
utility vehicle, added an additional Detective vehicle, replaced two vehicles in the Environment program, replaced four
vehicles in the Developed Parks program, replaced one vehicle in the Streetscapes program, and replaced three
vehicles in the Snow and Ice program. Staff evaluated the replacement of the backhoe loader and based on needs,
this was changed to a compact mini excavator. This will reduce the rental expenditures in 2018 in Environmental
Services. Also, Fleet replaced one vehicle in the Roads program, and replaced the large item pick up grapple truck.
In 2017, Fleet and Shared Technologies staff completed the evaluation of a new Fleet Management Software system
which is included in the Shared Technologies Services 2018 budget. Fleet Services replaced twenty portable radios in
Public Works based on recommendations from the Police Department and Arapahoe County Sheriff’s Office and added
two new mobile radios to the Patch Box truck and Tanker truck. During the year, two patrol vehicles were damaged
beyond repair and replaced.
Goals/Objectives
In 2018, Fleet Management plans to complete the following:
Implement new Fleet Management software and associated data conversion.
Continue to provide preventative maintenance and safety inspections on all vehicles and equipment.
Continue to refine and collaborate with other departments on vehicle replacement criteria. Specifically to
incorporate a reliability factor.
As part of the 2018 replacement plan:
o Installation of a 400 gallon diesel exhaust fluid dispenser to the fuel island.
o Replace nine vehicles in the Parks, Trails and Recreation program.
o Replace one vehicle in the Community Development program.
o Replace one vehicle in the Fleet program.
o Replace two vehicles in the Environmental program.
o Replace two vehicles in the Snow and Ice program.
o Replace one vehicle in the Traffic program.
o Replace seven units in the Police Department.
o Replace 27 mobile radios in Public Works vehicles.
Outcome Measures
2015
Actual
2016
Actual
2017
Estimate
2018
Target
Number of accidents attributable to maintenance. 0 0 0 0
Percent of time vehicles available for use as measured by Fleet
Management system.
97 97 96 >96%
Percent of respondents rating Fleet Management as Good or Excellent
as measured by Department Survey.
97 96 99 >98%
171

FLEET MANAGEMENT
Service Level Indicators
2015
Actual
2016
Actual
2017
Estimate
Number of vehicles in the fleet. 141 141 148
Number of equipment pieces in the fleet (loaders, trailers, backhoes,
tractors).
108 108 106
Tech hours working on equipment. 4,026 5,321 5,925
Number of work orders (repairs). 939 887 950
Out-sourced repair and maintenance expenditures. $158,790 $219,000 $275,500
Preventative Maintenance. 354 282 295
Non-Preventative Maintenance. 585 605 655
Expenditure Detail
2016
Audited
Actuals
2017
Amended
Budget
2018
Adopted
Budget
% Change
Personnel
Regular Wages $ 380,572 $ 377,292 $ 324,250 -14.06%
Longevity Service Award 4,190 4,375 3,750 -14.29%
Overtime Wages 3,991 2,800 2,795 -0.18%
Clothing Allowance 100 100 100 0.00%
Communication Allowance 585 540 360 -33.33%
Social Security 23,680 23,210 19,959 -14.01%
Medicare 5,538 3,782 3,014 -20.31%
Workers Compensation 6,361 7,865 7,693 -2.19%
Retirement Contributions 24,658 23,758 10,563 -55.54%
Medical Insurance 57,806 62,292 51,543 -17.26%
Dental Insurance 2,607 3,078 2,260 -26.58%
Life/AD&D Insurance 1,322 1,364 1,057 -22.51%
Disability Insurance 1,143 1,170 940 -19.66%
Total Personnel 512,553 511,626 428,284 -16.29%
Purchased Services
Contracted Services 1,161 2,584 2,584 0.00%
Repair/Maintenance Services 291,412 268,262 227,500 -15.19%
Disposal/Recycling Services 1,345 1,100 1,100 0.00%
Telecommunication Services 898 768 960 25.00%
Training/Education 50 1,250 1,250 0.00%
Dues/Memberships 822 875 1,225 40.00%
Rentals/Leases 1,212 1,000 2,000 100.00%
Total Purchased Services 296,900 275,839 236,619 -14.22%
Supplies/Non-Capital Equipment
Office Supplies 143 - - 0.00%
Operating Supplies 208,574 179,450 185,450 3.34%
Non-Capital Equipment 86,953 30,475 121,700 299.34%
Uniforms/Safety Equipment 4,430 6,550 4,950 -24.43%
Fuel/Propane 172,938 250,100 232,600 -7.00%
Total Supplies/Non-Capital Equipment 473,038 466,575 544,700 16.74%
Capital Outlay
Capital Equipment 1,449,146 1,356,250 1,426,000 5.14%
Total Capital Outlay 1,449,146 1,356,250 1,426,000 5.14%
Total Expenditures $ 2,731,637 $ 2,610,290 $ 2,635,603 0.97%
172

FLEET MANAGEMENT
Variance Justification
Personnel (-$83,342): The categories that are directly controlled at the department level are overtime and
communication allowance.
Communication Allowance (-$180): Changes in this line item are based on updated costs for cell
phones and whether the employee chooses a City-issued device or a stipend.
Purchased Services (-$39,220):
Repair/Maintenance Services: (-$40,762): The variance is due to a $43,000 decrease in outsourced
repair services of vehicles associated with phase two of a three phase project to repaint vehicles. A
decrease of $2,600 in car wash services based on previous actual expenditures, and an increase of
$10,000 in outsourced repairs to Village equipment. The variance is also attributable to the elimination
of $6,126 for one-time Police gun rack modifications.
Telecommunications Services (+$192): Changes in this line item are based on updated costs for cell
phones and whether the employee chooses a City-issued device or a stipend.
Rentals/Leases (+$1,000): The increase is due to the increased cost of van rentals for the Police
Department youth academy.
Supplies/Non-Capital Equipment (+$78,125):
Operating Supplies (+$6,000): The increase is due to $5,000 in general increases in costs for support
parts that are no longer under warranty, and moving $1,000 from uniforms/safety equipment to operating
supplies for fender covers and shop towels.
Non-Capital Equipment (+$91,225): The variance is due to a one-time cost for Public Works
department 27 vehicle replacement radios at $94,500. The one time purchase of a battery tester costing
$3,500. And the reduction of a one-time 2017 purchase of tool carts costing $8,275.
Uniforms/Safety Equipment (-$1,600): The variance is due to a decrease in the cost of employee
uniforms and moving $1,000 to operating supplies for fender covers and shop towels.
Fuel/Propane (-$17,500): In 2017, fuel was budgeted at $2.25 per gallon for 110,000 gallons. In 2018,
the program reduced the number to $2.00 per gallon for 110,000 gallons to reflect the fuel costs based
on historical expenditures.
Capital Outlay (+$69,750):
Capital Equipment (+$69,750): The variance is associated with replacement of Village vehicles and
equipment. This varies year to year based on replacement criteria. For 2018 and in addition to the vehicle
replacements, $45,000 was added for a new Diesel Exhaust Fluid Dispenser at the fuel island.
173

174

SEWER GENERAL IMPROVEMENT DISTRICT #1 FUND FINANCIAL SUMMARY
2016
Audited
Actuals
2017
Amended
Budget
2018
Adopted
Budget
% Change
Revenue:
Taxes & Assessments $ 99,662 $ - $ - 0.00%
Investment Earnings 4,647 - - 0.00%
Total Revenue 104,309 - - 0.00%
Expenditures:
Purchased Services 2,346 1,270,414 - -100.00%
Supplies/Non-Capital Equipment 13,944 - - 0.00%
Total Expenditures 16,290 1,270,414 - -100.00%
Excess/(Deficiency) of Revenues
Over Expenditures 88,019 (1,270,414) - -100.00%
Net Change In Fund Balance: 88,019 (1,270,414) - -100.00%
Cumulative Fund Balance
Beginning Fund Balance 1,182,395 1,270,414 - -100.00%
Ending Fund Balance 1,270,414 - - 0.00%
Less Restrictions, Commitments, & Assignments:
SGID #1 Restriction 1,270,414 - - 0.00%
Unassigned Fund Balance $ - $ - $ - 0.00%
Note: In February 2017, the City dissolved the Sewer General Improvement District and transferred all assets and
operations to the Southgate Sanitation District.
175

176

CAPITAL PROJECTS FUND FINANCIAL SUMMARY
2016
Audited
Actuals
2017
Amended
Budget
2018
Adopted
Budget
% Change
Revenue:
Taxes & Assessments $ 5,183,460 $ 5,038,000 $ 4,511,521 -10.45%
Intergovernmental 3,903,987 1,969,473 2,320,000 17.80%
Investment Earnings 71,160 120,000 250,000 108.33%
Total Revenue 9,158,607 7,127,473 7,081,521 -0.64%
Expenditures:
Purchased Services 786 1,000 800 -20.00%
Capital Outlay 8,961,766 21,660,769 17,190,000 -20.64%
Miscellaneous Expenditures 1,018,097 - 147,630 100.00%
Total Expenditures 9,980,649 21,661,769 17,338,430 -19.96%
Excess/(Deficiency) of Revenues
Over Expenditures (822,042) (14,534,296) (10,256,909) -29.43%
Other Financing Sources/(Uses):
Transfers In/(Out) 5,065,277 5,382,645 4,742,119 -11.90%
Insurance Recovery 332,793 162,646 - -100.00%
Total Other Financing Sources/(Uses) 5,398,070 5,545,291 4,742,119 -14.48%
Net Change In Fund Balance: 4,576,028 (8,989,005) (5,514,790) -38.65%
Cumulative Fund Balance
Beginning Fund Balance 16,874,019 21,450,047 12,461,042 -41.91%
Ending Fund Balance 21,450,047 12,461,042 6,946,252 -44.26%
Less Restrictions, Commitments, & Assignments:
Open Space Tax Restriction 1,637,387 202,534 602,534 197.50%
Lottery Proceeds Restriction 272,451 108,563 253,563 133.56%
Capital Project Commitment 11,576,245 1,607,181 3,420,021 112.80%
Open Space Acquisition Assignment 391,334 491,334 591,334 20.35%
Maintenance Facility Phase II Assignment 5,825,000 7,825,000 - -100.00%
Development Rebate Assignment 1,747,630 2,226,430 2,078,800 -6.63%
Unassigned Fund Balance $ - $ - $ - 0.00%
177

CAPITAL PROJECTS FUND FINANCIAL SUMMARY
Revenues, Expenditures & Fund Balance
$25,000,000
$20,000,000
$15,000,000
$10,000,000
$5,000,000
$-
2016
Audited
Actuals
2017
Amended
Budget
2018
Adopted
Budget
Total Revenue Total Expenditures Ending Fund Balance
Total Revenue by Category
Intergovernmental
33%
Taxes &
Assessments
64%
Investment Earnings
3%
Total Expenditures by Category
Capital Outlay
99%
Miscellaneous
Expenditures
1%
Purchased Services
0%
178

CAPITAL PROJECTS FUND REVENUE DETAIL
2016
Audited
Actuals
2017
Amended
Budget
2018
Adopted
Budget
% Change
Taxes & Assessments
Building Materials Use Tax $ 3,124,856 $ 2,949,000 $ 2,418,000 -18.01%
Occupational Privilege Tax 1,949,501 1,990,000 2,000,000 0.50%
Special Assessments 78,633 74,000 68,521 -7.40%
Audit & Compliance 30,470 25,000 25,000 0.00%
Total Taxes & Assessments 5,183,460 5,038,000 4,511,521 -10.45%
Intergovernmental
Open Space Tax 371,862 381,000 400,000 4.99%
Lottery Proceeds 158,549 174,000 145,000 -16.67%
Road & Bridge Tax 321,232 331,000 330,000 -0.30%
Motor Vehicle Registration 59,780 61,000 60,000 -1.64%
Highway Users Tax 545,202 566,000 550,000 -2.83%
Intergovernmental Agreements 158,997 147,831 475,000 221.31%
Grant Proceeds 2,288,365 308,642 360,000 16.64%
Total Intergovernmental 3,903,987 1,969,473 2,320,000 17.80%
Investment Earnings
Investment Earnings 71,160 120,000 250,000 108.33%
Total Investment Earnings 71,160 120,000 250,000 108.33%
Total Revenues $ 9,158,607 $ 7,127,473 $ 7,081,521 -0.64%
179

CAPITAL PROJECTS FUND EXPENDITURE DETAIL
2016
Audited
Actuals
2017
Amended
Budget
2018
Adopted
Budget
% Change
Purchased Services
Contracted Services $ 786 $ 1,000 $ 800 -20.00%
Total Purchased Services 786 1,000 800 -20.00%
Capital Outlay
Capital Improvement Projects 8,961,766 21,660,769 17,190,000 -20.64%
Total Capital Outlay 8,961,766 21,660,769 17,190,000 -20.64%
Miscellaneous Expenditures
Development Rebates 1,018,097 - 147,630 100.00%
Total Miscellaneous Expenditures 1,018,097 - 147,630 100.00%
Total Expenditures $ 9,980,649 $ 21,661,769 $ 17,338,430 -19.96%
180

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 2018 budget includes $17.2
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. Additional staff, large equipment, and/or
purchased services may be required to operate and maintain the resulting capital asset.
181

FIVE-YEAR CAPITAL PROJECT SUMMARY
2017
Amended
Budget
2018
Adopted
Budget
2019
Forecast
2020
Forecast
2021
Forecast
2022
Forecast
Building Projects:
Maintenance Facility Redesign/Construction Phase 1 46,233 - - - - -
Curtis Arts & Humanities Center Restroom Addition 506,180 - - - - -
Police Department Front Counter Renovations 200,000 - - - - -
Maintenance Facility Redesign/Construction Phase 2 650,000 7,825,000 - - - -
Total Building Projects 1,402,413 7,825,000 - - - -
Streets and Transportation Projects:
Arapahoe Road/I-25 Interchange 2,533,334 - - - - -
Yosemite Box Culvert Headwall Repair 124,375 - - - - -
Belleview/Steele Traffic Signal 200,000 - - - - -
Orchard/Quebec Traffic Signal Repair 162,646 - - - - -
Belleview/Holly NB Right Turn Lane 188,121 275,000 - - - -
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 - - - -
Ulster Circle East Sidewalk - 100,000 - - - -
Orchard @ I-25 Left Turn Lane Extension - 675,000 - - - -
Yosemite/Caley West Bound Right Extension - 75,000 350,000 - - -
Yosemite Street Sidewalk Between Willow & Yosemite - 85,000 - - - -
Arapahoe Station and Peakview Avenue Improvements - 100,000 1,800,000 - - -
Village Center Back of Curb Improvements - - - - 1,000,000 -
Pavement/Concrete Rehabilitation Program 9,488,832 4,480,000 4,704,000 4,939,000 5,186,000 5,445,000
Trail Rehabilitation Program 250,000 325,000 200,000 200,000 200,000 200,000
Concrete Replacement Program 100,000 100,000 100,000 100,000 100,000 100,000
Total Streets and Transportation Projects 13,422,308 7,265,000 7,154,000 5,239,000 6,486,000 5,745,000
Drainage Projects:
Bridgewater Ponds Improvement 653,822 - - - - -
Drainage System Improvements 98,128 - - - - -
Belleview/Clarkson Drainage Improvements 87,665 - - - - -
Goldsmith Gulch - Orchard at Silo Park 25,000 - - 1,200,000 - -
Parkside Pond Inlet Replacement 255,057 - - - - -
Greenwood Gulch Drainage Improvements - 1,300,000 - - - -
Total Drainage Projects 1,119,672 1,300,000 - 1,200,000 - -
182

FIVE-YEAR CAPITAL PROJECT SUMMARY
2017
Amended
Budget
2018
Adopted
Budget
2019
Forecast
2020
Forecast
2021
Forecast
2022
Forecast
Recreation Projects:
Westlands Park Water Supply 33,832 - - - - -
Goldsmith Gulch Trail Extension 184,581 - - - - -
Marjorie Perry Nature Preserve Outlet Box 16,000 - - - - -
Dayton Well Improvements 581,742 - - - - -
High Line Trail Crossing 31,542 - - - - -
Village Greens North Phase IV 1,204,825 - - - - -
Goldsmith Gulch Restoration 2,597,249 - - - - -
Senior Equipment - Curtis Center 85,000 - - - - -
Musical Instruments - Westlands Park 50,000 - - - - -
Running Fox Pond Restoration 50,000 - - - - -
Orchard Hills Park Irrigation Upgrade 58,784 - - - - -
Monaco Trail Extension 35,000 - - - - -
Greenwood Gulch Trail Crossing 250,000 - - - - -
Goldsmith Gulch - Huntington 100,000 - 750,000 - - -
Tommy Davis Phase II 100,000 - 990,000 - - -
Silo Park Playgound Update 250,000 - - - - -
High Line Canal Trailhead - Belleview 50,000 - - - - -
High Line Canal Orchard Trailhead Restrooms 17,821 210,000 - - - -
High Line Canal Stormwater Demonstration - 150,000 - - - -
Castlewood Park Restrooms - 210,000 - - - -
Skate Park Addition - 130,000 - - - -
Belleview Avenue Median Improvements - 100,000 2,500,000 - - -
Huntington Caley Master Plan Final Implementation - - 150,000 2,500,000 - -
Village Greens North Park Phase V - - - 150,000 1,000,000 -
Total Recreation Projects 5,696,376 800,000 4,390,000 2,650,000 1,000,000 -
Miscellaneous Projects:
Dayton Street/Dayton Court Entrance Lights 20,000 - - - - -
Total Miscellaneous Projects 20,000 - - - - -
$ 21,660,769 $ 17,190,000 $ 11,544,000 $ 9,089,000 $ 7,486,000 $ 5,745,000
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PROJECT DETAILS
Project Name:
Category:
District:
O & M Impact:
Drainage System Improvements
Drainage
City-Wide
Negligible
2018-2022 Capital Improvement Program
Project Description
Remaining funds are for the sinkhole repair at Syracuse south of Greenwood Plaza Boulevard (project substantially complete), additional consulting services through
the Urban Drainage and Flood Control District (UDFCD) on the Greenwood Gulch - Holly to Pedestrian Crossing (in progress), and outfall cleaning along Greenwood
Gulch (in progress).
Various
Project Location
Financial Summary
Prior
Funding
2018
Budget
2019
Forecast
2020
Forecast
2021
Forecast
2022
Forecast Total
Expenditures:
Construction $ 665,434 $ - $ - $ - $ - $ - $ 665,434
Total $ 665,434 $ - $ - $ - $ - $ - $ 665,434
Funding Sources:
City Resources $ 665,434 $ - $ - $ - $ - $ - $ 665,434
Total $ 665,434 $ - $ - $ - $ - $ - $ 665,434
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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 2018 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 based on data available at the
time of development. Experience shows that significant changes in the estimates are likely as revenue and expenditure
assumptions change over time.
237

GENERAL FUND LONG-RANGE FINANCIAL PLAN
2017
Amended
Budget
2018
Adopted
Budget
2019
Forecast
2020
Forecast
2021
Forecast
2022
Forecast
Revenue:
Taxes & Assessments $ 34,641,000 $ 35,110,000 $ 35,975,300 $ 36,862,778 $ 37,773,004 $ 38,706,564
Intergovernmental 821,886 735,028 735,741 736,458 737,178 737,901
Licenses & Permits 1,755,000 1,701,000 1,709,505 1,718,052 1,726,643 1,735,276
Charges & Fees 3,039,000 2,898,955 2,918,870 2,938,970 2,959,256 2,979,730
Fines & Forfeitures 1,087,000 1,020,000 1,022,850 1,025,714 1,028,593 1,031,486
Investment Earnings 171,000 250,000 262,500 275,625 289,406 303,876
Miscellaneous Revenue 8,000 16,500 16,500 16,500 16,500 16,500
Total Revenue 41,522,886 41,731,483 42,641,266 43,574,097 44,530,580 45,511,333
Expenditures:
Personnel 23,760,018 24,057,465 25,422,596 26,001,377 26,595,746 27,206,214
Purchased Services 7,230,108 6,842,533 6,893,853 6,945,558 6,997,650 7,050,132
Supplies/Non-Capital Equipment 3,246,037 3,129,034 3,152,503 3,176,147 3,199,969 3,223,969
Capital Outlay 2,050,279 2,423,597 2,484,187 2,546,292 2,609,949 2,675,198
Debt Service 31,522 13,135 13,135 13,135 13,135 13,135
Miscellaneous Expenditures 580,256 598,600 865,727 588,830 593,165 597,533
Total Expenditures 36,898,220 37,064,364 38,832,001 39,271,339 40,009,614 40,766,181
Excess/(Deficiency) of Revenues
Over Expenditures 4,624,666 4,667,119 3,809,265 4,302,758 4,520,966 4,745,152
Other Financing Sources/(Uses):
Transfers In/(Out) (5,382,645) (4,742,119) (3,885,390) (4,380,025) (4,599,392) (4,824,754)
Sale of Capital Assets 50,000 75,000 76,125 77,267 78,426 79,602
Total Other Financing Sources/(Uses) (5,332,645) (4,667,119) (3,809,265) (4,302,758) (4,520,966) (4,745,152)
Net Change In Fund Balance: (707,979) - - - - -
Cumulative Fund Balance
Beginning Fund Balance 25,674,077 24,966,098 24,966,098 24,966,098 24,966,098 24,966,098
Ending Fund Balance 24,966,098 24,966,098 24,966,098 24,966,098 24,966,098 24,966,098
Less Restrictions, Commitments, & Assignments:
3% TABOR Emergency Restriction 1,459,511 1,464,390 1,495,358 1,503,259 1,533,404 1,557,581
Arts/Humanities Council Restriction 81,219 81,219 81,219 81,219 81,219 81,219
25% Operating Reserve Assignment 9,224,555 9,266,091 9,708,000 9,817,835 10,002,404 10,191,545
Development Rebate Assignment 299,544 281,200 - - - -
Unassigned Fund Balance $ 13,901,269 $ 13,873,198 $ 13,681,521 $ 13,563,785 $ 13,349,071 $ 13,135,753
238

CAPITAL PROJECTS FUND LONG-RANGE FINANCIAL PLAN
2017
Amended
Budget
2018
Adopted
Budget
2019
Forecast
2020
Forecast
2021
Forecast
2022
Forecast
Revenue:
Taxes & Assessments $ 5,038,000 $ 4,511,521 $ 4,529,518 $ 4,542,767 $ 4,561,373 $ 4,555,784
Intergovernmental 1,969,473 2,320,000 2,411,975 1,716,128 1,732,114 1,548,390
Investment Earnings 120,000 250,000 262,500 275,625 289,406 303,876
Total Revenue 7,127,473 7,081,521 7,203,993 6,534,520 6,582,893 6,408,050
Expenditures:
Purchased Services 1,000 800 700 600 500 400
Capital Outlay 21,660,769 17,190,000 11,544,000 9,089,000 7,486,000 5,745,000
Miscellaneous Expenditures - 147,630 2,078,800 - - -
Total Expenditures 21,661,769 17,338,430 13,623,500 9,089,600 7,486,500 5,745,400
Excess/(Deficiency) of Revenues
Over Expenditures (14,534,296) (10,256,909) (6,419,507) (2,555,080) (903,607) 662,650
Other Financing Sources/(Uses):
Transfers In/(Out) 5,382,645 4,742,119 3,885,390 4,380,025 4,599,392 4,824,754
Insurance Recovery 162,646 - - - - -
Total Other Financing Sources/(Uses) 5,545,291 4,742,119 3,885,390 4,380,025 4,599,392 4,824,754
Net Change In Fund Balance: (8,989,005) (5,514,790) (2,534,117) 1,824,945 3,695,785 5,487,404
Cumulative Fund Balance
Beginning Fund Balance 21,450,047 12,461,042 6,946,252 4,412,135 6,237,080 9,932,865
Ending Fund Balance 12,461,042 6,946,252 4,412,135 6,237,080 9,932,865 15,420,269
Less Restrictions, Commitments, & Assignments:
Open Space Tax Restriction 202,534 602,534 43,304 363,554 41,310 482,835
Lottery Proceeds Restriction 108,563 253,563 3,518 99,972 158 148,080
Capital Project Commitment 1,607,181 3,420,021 3,673,979 4,982,220 9,000,063 13,798,020
Open Space Acquisition Assignment 491,334 591,334 691,334 791,334 891,334 991,334
Maintenance Facility Phase II Assignment 7,825,000 - - - - -
Development Rebate Assignment 2,226,430 2,078,800 - - - -
Unassigned Fund Balance $ - $ - $ - $ - $ - $ -
239

PERSONNEL SUMMARY
Full-Time Equivalency
2016
Audited
Actuals
2017
Adopted
Budget
2018
Adopted
Budget
Increase/
(Decrease)
2017-2018
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 -
Communications Officer 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 Judge
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 -
Online 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 -
240

PERSONNEL SUMMARY
2016
Audited
Actuals
2017
Adopted
Budget
2018
Adopted
Budget
Increase/
(Decrease)
2017-2018
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 -
Combination Building Inspector 2.00 2.00 2.00 -
Building Services Supervisor 1.00 1.00 1.00 -
Neighborhood Services Officer/Stormwater Insp 1.00 1.00 1.00 -
Planning Technician 1.00 1.00 1.00 -
Plans Examiner 1.00 1.00 1.00 -
Maintenance Facility Technician 1.00 1.00 1.00 -
Facilities Service Worker 5.00 5.00 6.00 1.00
Administrative Assistant 2.50 2.50 2.50 -
Administrative Supervisor 1.00 1.00 1.00 -
Total 23.50 23.50 24.50 1.00
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 Supervisor 5.00 5.00 5.00 -
Parks Project Manager 1.00 1.00 1.00 -
Recreation Coordinator 2.00 2.00 2.00 -
Assistant Cultural Arts Coordinator 1.00 1.00 1.00 -
Parks Inspector 1.00 1.00 1.00 -
Administrative Assistant 1.00 1.00 1.00 -
Inspector/Maintenance Worker 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 Supervisor 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 -
Police Management Analyst 1.00 1.00 1.00 -
9-1-1 Supervisor 2.00 2.00 2.00 -
Code Enforcement Officer 2.00 2.00 2.00 -
Police Operations Support Supervisor 1.00 1.00 1.00 -
Senior Criminalist 1.00 1.00 1.00 -
Criminalist 1.00 1.00 1.00 -
Police Recruitment/Training Coordinator 1.00 1.00 1.00 -
Victim Assistance Coordinator 0.75 0.75 0.75 -
9-1-1 Technician 11.00 11.00 11.00 -
Administrative Assistant 2.00 - - -
Police Operations Support Technician 2.00 4.00 4.00 -
Police Commander 4.00 4.00 3.00 (1.00)
Police Sergeant 9.00 9.00 10.00 1.00
Police Detective 6.00 6.00 6.00 -
Police Corporal - - 6.00 6.00
Police Officer 46.00 46.00 40.00 (6.00)
Municipal Court Marshall 0.40 0.40 0.40 -
Total 91.15 91.15 91.15 -
241

PERSONNEL SUMMARY
2016
Audited
Actuals
2017
Adopted
Budget
2018
Adopted
Budget
Increase/
(Decrease)
2017-2018
Department/Position
Public Works
Director of Public Works 1.00 1.00 1.00 -
Engineering & Operations Administrator - 1.00 1.00 -
Program Manager 4.00 3.00 3.00 -
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 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 45.50 45.50 45.50 -
Organization-Wide Total 264.21 264.21 265.21 1.00
242

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.
243

FINANCIAL POLICIES
Procurement Policies
Obtain the highest quality in supplies and contractual services at the least expense to the City.
Discourage uniform bidding and endeavor to obtain as open competition as possible.
Acquire the highest quality product and service for the City.
Utilize vendors which are competent, consistent, reliable, and timely.
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 Types
The Village currently uses only two types of governmental funds, the General Fund and a Capital Projects Fund.
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.
The Capital Project Fund is used to account for the financing of long-term capital improvements for the Village.
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.
244

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.
245

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.
246

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.
247

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.
Net position of a governmental fund (difference between assets, liabilities,
deferred outflows of resources, and deferred inflows of resources).
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.
248

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.
249

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.
250

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