HomeMy WebLinkAbout2024-08-26 (Special) Meeting Agenda Packet
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1000 Englewood Pkwy, Council Chambers
Englewood, CO 80110
AGENDA
City Council Special Meeting
Monday, August 26, 2024 ♦ 6:00 PM
Council Dinner will be available at 5:30 p.m.
To view the meeting, please follow this link to our YouTube live stream link: YouTube
I. Call to Order
II. Pledge of Allegiance
III. Roll Call
IV. South Broadway Public Realm Action Plan
a. Executive Director of the Englewood Downtown Development Authority Hilarie Portell
and Cheney Bostic, Founder & Principal, STUDIOSEED, will be present to discuss the
South Broadway Public Realm Action Plan. 6:00 p.m. to 6:30 p.m.
Information
Presentation: 15 minutes
Discussion: 15 minutes
iva documents
V. Draft Proposed 2025 Operating & Capital Budget
a. Director of Finance Kevin Engels, and Budget Manager Jennifer Nolan will be present to
discuss the Draft Proposed 2025 Operating & Capital Budgets. 6:30 p.m. to 7:30 p.m.
Information and Direction
Presentation and Discussion 60 minutes
va
VI. July 2024 General Fund Monthly Financial Report Review
a. Director of Finance will be present to review the Monthly Financial Report. 7:30 p.m. to
7:40 p.m.
Information
Presentation: 5 minutes
Discussion: 5 minutes
via documents
VII. Break - 10 minutes
VIII. Executive Session
a. Executive Session in the Pike's Peak conference room for discussion of a personnel
matter under C.R.S. Section 24-6-402(4)(f)(I) for the purpose of annual employment
reviews of City Attorney and City Manager.
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Englewood City Council Special Meeting Agenda
August 26, 2024
Please note: If you have a disability and need auxiliary aids or services, please notify the City of Englewood (303-
762-2405) at least 48 hours in advance of when services are needed.
IX. Reports from Board and Commission Council Liaisons
X. Council Member’s Choice
XI. City Manager’s Choice
XII. Adjournment
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STUDY SESSION
TO: Mayor and Council
FROM: Hilarie Portell
DEPARTMENT: Downtown Development Authority
DATE: August 26, 2024
SUBJECT: South Broadway Public Realm Action Plan
DESCRIPTION:
South Broadway Public Realm Action Plan
RECOMMENDATION:
Informational item
PREVIOUS COUNCIL ACTION:
The City Council, on September 20, 2021, approved the Englewood Downtown Development
Authority Plan of Development (Ordinance 41, Series 2021). On October 2, 2024, the City
Council approved by motion the Englewood Downtown Development Authority 2024 Budget.
The South Broadway Public Realm Action Plan was included in the EDDA's 2024 Budget.
SUMMARY:
The purpose of the Study Session is to present an update on the South Broadway Public Realm
Action Plan, including project goals, community, engagement, planning to date, and next steps.
ANALYSIS:
The EDDA Board of Directors prioritized improvements to the South Broadway public realm in
2021, in accordance with recommendations in the Englewood Downtown Plan and a community
survey completed as part of that. In that survey, community members ranked the top 5 actions
for improving Downtown Englewood as 1) fill empty storefronts 2) enhance the physical
environment, 3) make the area more bike and pedestrian friendly and accessible, 4) improve
safety and 5) have more events and entertainment options to draw people in during weekends
and evenings.
The blocks of South Broadway between Old Hampden and Eastman Avenue are Englewood’s
traditional main street and first impression for many people of the Downtown area. This area is
also characterized by locally owned businesses, older buildings, and historic points of interest.
There is increasing market interest in relocating businesses, renovating older buildings, and
possible redevelopment of properties.
The South Broadway Public Realm Action Plan project is designed to do the following:
Undertake 30% design planning for streetscape improvements to South Broadway from
Old Hampden to Eastman Avenue to strengthen local identity and create a more
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welcoming and comfortable main street for residents, customers, business, and new
investors.
Use preliminary cost estimates to plan for capital improvement financing.
Plan for improvements to alleys and other under-utilized spaces, to attract customers
and support local business growth and retention.
Identify short-term opportunities to activate spaces; fund 2 activations to demonstrate
the value.
Draft design guidelines to encourage adaptive reuse of older buildings and future
development consistent with the pedestrian-oriented main street vision.
COUNCIL ACTION REQUESTED:
None
FINANCIAL IMPLICATIONS:
There is not a fiscal impact associated with this Study Session.
CONNECTION TO STRATEGIC PLAN:
The EDDA has submitted its 2024 Operating Plan as a plug-in to the City of Englewood’s
Strategic Plan. The South Broadway Public Realm Action Plan project supports several goals in
the Strategic Plan:
Safety
Improve safety of the public realm
Increase energy-efficient lighting
Transportation
Design for safer crosswalks and traffic calming
Enhance walkability, accessibility and bicycle travel
Economy
Support vibrancy in the South Broadway corridor through physical improvements and
opportunities for outdoor activation
Support small business growth and retention
Attract new business investment
Community Engagement
Provide broad public information and engagement opportunities to inform project
planning
Community Wellbeing
Promote beautification and cleanliness in the public realm
Enhance placemaking and engagement
Plan for integrated, place-based public art
Planning, designing, and creative use of South Broadway sidewalks, paseos, and alleys
Initiatives and programs to encourage public arts and culture
Community engagement
Events to bring the community together and enhance sense of belonging
Sustainability
Increase tree canopy on city-owned property
Plan for low-water, native plantings
Support city waste and recycling programs
Plan for energy-efficient lighting
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OUTREACH/COMMUNICATIONS:
There has been extensive community outreach to seek feedback and inform project planning,
including:
Englewood Engaged project page
Citizen Magazine article
Print and electronic newsletters reaching 3,900 community members
Social media posts reaching 7,433 community members
Community online survey yielding 620 responses
Door-to-door outreach to 70 businesses
Two open houses attended by 40 business and community members
Table tents at restaurants and bars
Pop-up engagement at the Englewood Block Party
Three advisory groups: a 22-member stakeholder group, a city staff technical advisory
group, and the EDDA Board of Directors
ATTACHMENTS:
South Broadway Public Realm Action Plan Presentation
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SOUTH BROADWAY PUBLIC REALM ACTION PLAN
Englewood Downtown Development Authority
City Council
Study Session
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AGENDA
Project Goals & Guiding Principles
Project Need and Purpose
Public Engagement
Project Update
Next Steps
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BOULDER, CO
Project Goals
-CELEBRATE and support Englewood’s traditional main street character.
-ENHANCE the streets and spaces around South Broadway to make it more
attractive, safe and accessible for everyone.
-SUPPORT surrounding businesses by creating a more welcoming and
vibrant environment.
-CULTIVATE and advance local business and economic activity.
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BOULDER, CO
Project Guiding Principles
–UNIVERSAL DESIGN principles are a core value of this project to ensure that each building and public space is safe
and accessible and meets the needs of people of all ages and abilities.
–Projects in Downtown Englewood should include UNIQUE, AUTHENTIC DESIGNS that cannot be replicated or found
anywhere but here.
–Each addition to Downtown should CELEBRATE THE HISTORY OF ENGLEWOOD whether that be revealing an
original architectural feature, including a unique site feature with a nod to Englewood’s rich history, or a new
building including materials, details or features that are representative of the traditional main street
environment.
–NEW PROJECTS should make Downtown Englewood even more vibrant and active. Adding new storefronts,
restaurants, signage, patios, plazas, or other active ground-floor uses to bring MORE PEDESTRIAN LIFE to the
STREETS, ALLEYS, and PUBLIC SPACES will create a vibrant, active, and welcoming atmosphere for all.
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GOLDEN, CO ARVADA, CO BOULDER, CO
LAFAYETTE, COLITTLETON, COFORT COLLINS, CO
Project Need and PurposeSupport and enliven our authentic main street
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<$75k Household Income
(1 mi. of paseos)
Project Need and Purpose
We Serve a Diverse Population
62%
Have no vehicle (1 mi. of paseos)14%
City’s population living with disability13%
>55 yrs.26%<19 yrs.16%20-44 yrs.48%
Age:
Nearby Craig Hospital has 200-300
patients per year in
rehabilitation services
An overarching theme for the
project is Universal Design
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Project Need and PurposeScope of Work Assignment
Streetscape Design for South Broadway
•South Broadway (Eastman to Little Dry Creek) + side
streets and intersections
•Preliminary (30%)design and cost estimates so DDA
can plan for capital improvements.
Design Guidelines for South Broadway
•Administered by city with input from DDA
•Applies to:new construction, reusing old
buildings/additions, and site improvements/patios.
Pilot Projects
•Early progress –“do as we plan” to show benefit
•“Flower Pop” Alley experience + West Hampden
Festival Street
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Public Engagement
3,900 Reached via EDDA Newsletters
•Property owners, business owners, and residents
7,433 Reached via Social Media
•Instagram and Facebook
•Posted about e-survey and Open House
•45 shares; 80 comments
3 Advisory Groups
•22 Member Project Stakeholder Advisory Group
•Staff Department Representatives for Coordination
& Technical Advisory
•EDDA Board
Other Outreach
•Citizen Magazine (citywide distribution)
•Englewood Engaged Project Page
•Table Tents at Restaurants and Bars
•Direct door-to-door outreach to 70 businesses
620 Respondents to Online
Survey
40 In-Person Open House
South Broadway Block
Party Pop-Up: Aug 24th
Overall, people have been
enthusiastic about the potential
for improvements!
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Public EngagementOnline Survey Results
Lighting, pedestrian safety, traffic calming, more
parking = SAFER AND MORE ACCESSIBLE
Outdoor dining, street trees, public art, cleanliness
= ATTRACTIVE AND INVITING
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Public Engagement:Visual Preference Survey Results
The survey feedback will inform detailed design planning balanced with costs of improvements and long-term maintenance.
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Public EngagementTestimonials
People want to feel safe in a place that is walkable, easy to get around and cared for. A vibrant
district with local businesses, attractive and inviting public spaces, and place-based art is desired.
“Safety should be
paramount in
crosswalks, and
there should be a
clear path down the
sidewalk without so
many obstructions.”
-Gail (resident)
“I love this! I grew
up here, and to see
this activity is
marvelous. It draws
people in and
creates activity for
all the businesses.”
-Vi (business owner)
“I’ve lived here my whole
life and getting around can
be very challenging.
Drivers don’t see me at
intersections and often
they’re going too fast.
Sometimes I can’t reach
the push button at the
crosswalk signal.”
-Kristen (resident)
“I’m looking forward to
enhanced walkability. I live
nearby, but we often choose to
take the car because it’s dark
and it’s not the most scenic
walk. So, with some enhanced
lighting and scenery, I’m
looking forward to being able to
walk to all of my favorite spots.”
-Bryn (resident)
“I’m really looking forward to
all the public art stuff. It can
make this area feel a lot more
part of the actual community.
It’s immediate and feels like
a base that a lot plans will
build on.”
-Ryan (resident)
“I’m new to town.
It’s nice to see that
someone cares
about the places
like this. It’s not like
this in other cities.”
-Aaron (employee)
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Project Update“Flower Pop” Alley & Paseo
Alley activation is a key component of the
Public Realm Action Plan –to activate
underutilized spaces, enhance safety and
support local business growth .
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Project UpdateW. Hampden Festival Street
A “festival street” is a street that operates
normally but is designed to also
accommodate special events.
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Project Update
Sketch Concepts
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Project UpdateRecent Paseo Refresh
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Project UpdateFuture Project: Paseo Refinement
The west paseo is intended to be more
active, with better defining of private vs.
public space and added amenities.
The east paseo is intended to be more
passive, with contemplative, sensory
zones for people to relax. It can also
have a patio space for restaurant.
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Design GuidelinesProject Update
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Preliminary Design Concept: in progress!
South Broadway Streetscape: Site Plan and Sections
Section1 Section 2 Section 3 Section 4
The sections illustrate four
different scenarios for
integration of an ADA Accessible
Route, amenity zone, and on-
street dining opportunities. In
each scenario, an Accessible
Route is clearly defined by
consistently located scoring
patterns in the concrete. Street
trees are installed in tree grates,
expanding the walkable surface
between the curb and building
façade.
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Preliminary Design Concept: in progress!
Concepts for Furnishing Palettes and Public Art
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4. NEXT STEPS
SEPTEMBER: Meet with City Staff, Stakeholder Advisory
Groups, EDDA Board
SEPTEMBER –OCTOBER: Refine 30% streetscape design
and design guidelines based on feedback.
NOVEMBER: Project completion + design guidelines
adoption process; EDDA financial planning for detailed
planning & capital improvements.
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Discussion
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STUDY SESSION
TO: Mayor and Council
FROM: Jennifer Nolan, Kevin Engels
DEPARTMENT: Finance
DATE: August 26, 2024
SUBJECT: Draft Proposed 2025 Operating & Capital Budgets
DESCRIPTION:
Draft Proposed 2025 Operating & Capital Budget
RECOMMENDATION:
Tonight's meeting continues the discussion that took place during the August 12th Study
Session topic regarding the Draft Proposed 2025 Operating & Capital Budgets.
Due to anticipated slower sales tax growth in recent years, staff is proposing a budget with
minimal increase, focused on one-time investments into pilot programs and initiatives that
connect closely to priorities established by City Council as part of the strategic planning
process.
Staff requests that Council review the proposed budget and suggest modifications, if
any, for the budget that will be presented to Council during a public hearing on
September 16.
Staff proposes two options for City Council to consider:
o Option 1: Base budget with only those enhancements needed for safe and
efficient government;
o Option 2: Base budget with all costs in Option 1, plus three staffing
enhancements, additional Information Technology (IT) enhancements, and
several smaller enhancements that have projected revenue offsets or can be
cost-shared with the City’s enterprise funds.
Staff will also requests direction from City Council regarding the funding level of the
prioritized capital projects list totaling more than $10 million for the Public Improvement
Fund and the Capital Projects Fund.
PREVIOUS COUNCIL ACTION:
January 27, 2024 - Visioning and 2025 City Council Goal Setting Workshop
February 5, 2024 - Capital Improvement Plan (CIP) Prioritization Process Improvement
Update Discussion
April 8, 2024 - Budget Assumptions were discussed for the 2025-2029 (5-Year) Period
April 15, 2024 - Capital requests were discussed for the 2025-2029 period for the
following utility enterprise funds: Water, Sewer, Stormwater and South Platte Renew
April 22, 2024 - General government department capital requests were discussed for the
2025-2029 period for the following departments: Communications, Information
Technology, Parks, Recreation, Library and Golf and Public Works
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June 24, 2024 - Staff discussed with Council the preliminary 2025 operational and
capital budget priorities and initiatives.
August 12, 2024 - Staff discussed with Council the draft proposed 2025 operational and
capital budget. Due to the absence of two Council Members, a follow-up meeting was
requested so that all Council Members could provide direction and comment regarding
the submission of the Proposed 2025 Operational and Capital Budget.
SUMMARY:
Below are the responses to questions asked and the information requested from the City
Council Study Session held on August 12, 2024.
Legislation Department – The 2025 budget proposal includes a 14.9% reduction
what does this represent?
$50,450 reduction or 14.9% decrease from the 2024 Amended Budget versus the 2025
Proposed Budget: $20K for Affordable Task Force no funding in 2025; $20K Big Bite
Streaming this contract ended once we hired a full-time position in IT to addressed the
City Council streaming issues and $10K reduction in Memberships and Dues
$1.4M or 5.8% decrease in Contractual Services, what contracts were reduced?
Upon further review, the council communication memo was not updated to include the
final revisions made to the presentation and the expenditure total did not include the final
revisions ($74M (original) vs $74.3 (revised)) and the allocation of unfunded personnel
enhancement reductions were included in the contractual category in error.
REVISED CHART
Uses of Funds
Classification Category
2024
Amended
Budget
2025
Proposed
Budget
$
Change
%
Change
Personnel $ 43.0 $ 44.6 $ 1.6 3.7%
Commodities $ 2.8 $ 2.3 $ (0.5) -19.0%
Contractual $ 23.4 $ 22.5 $ (0.9) -3.8%
Capital $ 2.8 $ 2.9 $ 0.0 0.4%
Debt Service $ 0.1 $ 0.1 $ - 0.0%
Transfers-Out $ 5.0 $ 2.0 $ (3.0) -60.9%
TOTALS $ 77.2 $ 74.3 $ (2.9) -3.7%
ORIGINAL CHART
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Uses of Funds
Classification Category
2024
Amended
Budget
2025
Proposed
Budget
$
Change
%
Change
Personnel $ 43.0 $ 45.6 $ 2.6 6.0%
Commodities $ 2.8 $ 2.3 $ (0.5) -17.9%
Contractual $ 23.4 $ 21.1 $ (2.4) -10.1%
Capital $ 2.8 $ 2.9 $ 0.1 1.8%
Debt Service $ 0.1 $ 0.1 $ - 0.0%
Transfers-Out $ 5.0 $ 2.0 $ (3.0) -60.0%
TOTALS $ 77.2 $ 74.0 $ (3.2) -4.2%
The $0.9M or 3.8% reduction in Contractual Services between the proposed 2025 budget
and the 2024 amended budget are due to the following major changes:
General Fund
Department Amount Description (Department)
One-Time Projects
Completed $475,000
$50K - $20K from Affordable Task Force no
funding in 2025; $20K from Big Bites Streaming
this contract ended once we hired a full-time
position in IT to address the Council Chamber
streaming issues and $10K from Memberships
and Dues (Legislation)
$205K - Completion of ARPA Projects focused
on Tri-Cities Homelessness Action Plan
(Administration)
$220K – Classification and Compensation Study
Project completed in 2024 (Interdepartmental
Programs)
Professional
Services
Reductions
$219,000
$105K - Sustainability Program - the At Your
Door (AYD) program versus the annual
Hazardous Waste Clean-Up program
(Administration)
$114K - AllHealth's contract due to addition of
city-funded Case Manager position (Police)
Adjustment from
department final
enhancement
request to current
proposed
$148,900
$12K – Administration adjustment from
department final enhancement request to
current proposed
$30K – Finance adjustment from department
final enhancement request to current proposed
$17.9K - $77.9K – Information Technology
adjustment from department final enhancement
request to current proposed; ($60K) – replace a
personnel enhancement request with a
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Cybersecurity Consultant
$35K – Community Development adjustment
from department final enhancement request to
current proposed
$54K – Public Works adjustment from
department final enhancement request to
current proposed
Alternative Funding
Sources $72,900
$33.5K - Flock Safety Enhancement funded with
Donors Forfeiture Funds (Police)
$39.4K - Enhancements funded with Donors
Funds (Parks, Recreation, Library and Golf)
TOTAL $915,800
What is the impact of repurposing the following capital requests to fund traffic
calming improvements for example?
$100,000 - Civic Center Second Floor Carpet Replacement
There are several spots where the carpet is pulling up and creating trip hazards which this
project would address via replacement. We estimate the request can be reduced to $50K
which will allow us to tackle the most critical issues in the entrance from the second floor
garage and main atrium (2nd floor).
Staff's and City Manager's Recommendation: Partially funding this request at
$50,000
$15,000 – Annual Common Area Furniture Replacement
The furniture replacement request has been an ongoing ask for the last few years but not
funded. Should the request not be funded, any damaged furniture can be evaluated for
repairs and funding requested again in future years (2026).
Staff's and City Manager's Recommendation: Funded as part of the 2025 Facilities
and Operations Program request of $1.483M if the actual costs for planned projects
are lower than the estimates
Does Public Works have the bandwidth to implement the Traffic Calming
improvements?
Public Works anticipates some smaller projects can be implemented by staff (design and
construction), however medium to larger projects will require consultants for design and
contractors to construct. The process of refinement for appropriate traffic calming
measures for location specific issues will also need to be developed by a consultant, then
reviewed and approved by staff. Once the neighborhood traffic calming program is
completed/stood up, staff will evaluate the need for additional FTEs to manage the
program itself based on the number of requests and workload.
What is the business case to replace annually $125,000 worth of PCs?
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There are currently 614 PCs in use by City of Englewood staff. Best practice is to replace
PCs every four years. We try to replace one quarter of our inventory every year. We
extend some PCs to five years, as the $125,000 budgeted typically will not cover the
number necessary to hit the one quarter mark. We purchase a 3-year warranty on PCs,
which leaves the fourth (and sometimes fifth) year uncovered. Technology changes in five
years are significant enough that we need to replace the PCs to keep up with those
changes. An example of this is Windows 11, which requires a special chip to run.
Windows 10 sunsets October 14, 2025, and will no longer be supported. We need to keep
up with Windows versions to ensure that security is optimal. Manufacturers stop firmware
updates on dated hardware. The lack of firmware updates presents significant security
and performance issues. Failure rates begin to be more prevalent after 4 years, including
screen, keyboard, and touchpad failures, which are extremely expensive outside of
warranty. For example, to replace a screen can be as much as 75% of the cost of a new
laptop.
Other issues include:·
Predictability of repair costs
Customer service is impacted
o Down time for users whose PCs need repaired
o Older hardware is slower and more problematic for the user
o IT Staff spend more time troubleshooting and fixing issues related to aged
machines.
Staff's and City Manager’s Recommendation: Fully fund this request at $125,000
YearOut Energy Efficient Project cost update: The project cost for the City-Wide
Facilities Energy Efficient Project has changed from $2,500,000 to $3,450,000
Since the August 12th Study Session, YearOut clarified with staff that the funding from
ARPA ($200,000) and the awarded Public Building Electrification Grant ($750,000) were
in addition to (and not inclusive of) the city’s funding match. The funding request from the
General Fund Unassigned Fund Balance has changed from $1,550,000 to $2,500,000.
ANALYSIS:
Tonight staff continues the August 12th Study Session discussion with City Council regarding
the 2025 budget priorities and assumptions. The meeting will focus primarily on the 2025
General Fund Budget assumptions and operational enhancements; however, information
related to all funds, including the Enterprise and Capital Funds, is in the attached presentation.
The City of Englewood continues to be fiscally responsible. The compounded annual revenue
over the past ten years (2013-2023) has grown 4.8%. During the same period, expenditures
have grown 4.7% while the Consumer Price Index (CPI) has grown 3.3%. Revenue
diversification continues to be an issue for the city as it and heavily relies on sales and use tax
to support the many excellent programs and services utilized by the Englewood citizens.
Following is the budget philosophy that guides the development of the proposed budget:
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Based on City Council's guidance, Staff will provide the Proposed 2025 Budget by September 3,
2024 in preparation for the Budget Public Hearing scheduled for September 16, 2024. The First
and Second Reading of the budget ordinances is planned for October 7, 2024 and October 21,
2024 respectively.
"Provide core services and meet strategic plan goals through the retention and
recruitment of qualified and dedicated employees while supporting new programs that
meet strategic plan goals in a cost effective manner with prioritizing piloting new initiatives
to determine their viability."
Due to slower sales tax growth in recent years, staff is proposing a budget with minimal
increase, focused on one-time investments into pilot programs and initiatives that connect
closely to priorities established by City Council as part of the strategic planning process.
Draft Proposed 2025 Budget Elements
The draft proposed 2025 budget includes the following assumptions:
2025 Proposed General Fund Sources - $70.8 million
$70.7 million - $671,000 or 0.96% above the 2024 estimated revenue of $69.9 million
$0.1 million - Transfer-In from the Public Improvement Fund for the Debt Service
($145,509) of the Qualified Energy Bonds
Key revenue highlights
Sales & Use Tax Revenue $43.8 million versus 2024 estimate of $42.95 million; this
$850,000 increase reflects a 1.9% rise
For 2025, staff has not raised the retail/recreational marijuana sales tax rate by 1.5%
which is allowable per the citizen initiative passed in 2016; the current 10.3% retail
marijuana sales tax rate is the assumption used in revenue projections; the medical
marijuana sales tax rate remains at 3.8%
Property Tax revenue estimate of $6.3 million is unchanged as compared to 2024.
Fiscal/Calendar Year 2025 is an appraisal year and any property tax increase estimate
will be collected in 2026. The City will receive the property value assessment
information from Arapahoe County by August 25th and the proposed 2025 property tax
revenue estimate will be adjusted accordingly.
Parks, Recreation, Library and Golf (PRLG) revenues of $3 million, is $128K or 4.4%
above the 2024 annual revenue estimate
Licenses & Permits Fees are anticipated to decrease by $335K to $1.3 million from the
2024 of $1.1 million annual revenue estimate due in part to development projects
(please note actual development efforts may result in higher or lower amounts received)
Charges for services revenue are anticipated to increase by $112K or 1.8% to $6.5
million and includes an estimated increase of $217K for the Administrative Fee.
2025 Proposed General Fund Uses - $74.3 million
The General Fund expenditure request incorporated in the proposed 2024 budget, includes a
2.9% medical benefits increase, no planned cost increase for the dental benefits, and
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conservative program and service delivery cost estimates based on the current market
conditions.
$72.4 million - $1.6 million or 2.3% above the 2024 annual expenditure estimate of
$70.8 million
Recommended expenditure investments over 2024 annual expenditure estimate include:
o $1.6 million or 3.7% increase in salaries, wages and benefits in 2025 as
compared to 2024 incorporates a 2% increase for all employee groups including
seasonal/temporary employees; this estimate also provides for the following
proposed positions (~2.25 FTEs):
Administration Department: Continuation of 1 FTE Management Fellow
(year 2 of 2-year program using one-time funds) and 0.5 FTE Green
Business Coordinator funded by bag fees
Finance Department: 0.25 FTE Finance Manager Position funded by the
Risk Management Fund until duties re-assigned to the City Attorney's
Office in 2025
Information Technology Department: 0.5 FTE GIS Technician funded by
enterprise funds
o Additionally, the personnel increase includes a 2.9% rise in medical insurance
premiums and no increase in dental insurance premiums for existing employees
and for the above proposed positions; the actual medical insurance increase may
be impacted by the health coverage levels employees select during open
enrollment and the employer pension contribution match is another benefit
provided to employees
o $0.9 million or 3.8% decrease in Contractual Services from the proposed 2025
budget as compared to the 2024 amended budget. This expenditure category
includes contractual services for Emergency Management Services, fire and
paramedic services, the Crisis Intervention Team's AllHealth's mental health and
addiction support services, IT software and hardware maintenance support
services, legal services, financial audit services, Servicenter annual vehicle
maintenance services, etc.
o $0.5 million or 19% decrease in Commodities from the proposed 2025 budget as
compared to the 2024 amended budget. This expenditure category includes
purchases of books/magazines/subscriptions, office supplies, postage, operating
supplies, computer supplies, clothing, fuel charges, etc.
o $0.1 million or 0.4% increase in Capital from the proposed 2025 budget as
compared to the 2024 amended budget. This expenditure category includes
non-major, routine, operating capital outlay such as contributions for capital
equipment and vehicle replacements, facilities improvements, etc.
$1.95 million transfers-out for the following purposes:
o $1.55 million from the General Fund Unassigned Fund Balance to the Capital
Projects Fund (CPF) to fund identified capital requests
o $0.4 million to the Englewood Downtown Development Authority (EDDA) for the
activated Sales Tax increment financing districts
General Fund Unrestricted Reserve Estimated Levels (in millions) as of December 31,
2025
Unrestricted Reserve Rate Range: 12.0% 16.7% 21.4%
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Low Medium High
Operating Revenue Estimate $70.7 $70.7 $70.7
Fund Balance Classifications:
Restricted Reserves
TABOR Emergency Reserve
+ $ 2.2 $ 2.2 $ 2.2
Unrestricted Reserves
Committed - Long-Term Asset Reserve (LTAR)
+ $ 0.1 $ 0.1 $ 0.1
Unrestricted Reserve
+ $ 8.5 $11.8 $15.1
Unassigned Fund Balance
+ $ 8.0 $ 4.7 $ 1.4
2025 Estimated Fund Balance
= $16.5 $16.5 $16.5
Calculated Unrestricted Reserve Rate 12.0% 16.7% 21.4%
General Fund Summarized List of the Ongoing and One-Time 2025 Enhancements
Personnel Changes:
Option Department
Revenue
Position
Description Ongoing One-
Time Total
1
Administration
$8,000
plus Bag
Fees
Green Business
Coordinator
(PT-0.5 FTE)
$0 $40,000 $40,000
1 Administration $0
Management
Fellow
(FT-1 FTE)
$0 $99,750 $99,750
1 Information
Technology $42,000
GIS Technician
(PT-0.5 FTE)
funded by
Enterprise
Funds
$37,000 $ 5,000 $42,000
1 Finance $0
Fully Fund
Finance
Manager from
General Fund
due to re-
assignment of
the Risk
Management
Fund's Property
and Casualty
duties to City
Attorney's Office
$40,600 $0 $40,600
Option 1
Subtotal $50,000 2.25 FTE $77,600 $144,750 $222,350
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2 City Clerk's
Office $29,000
Additional hours
and staff
promotion offset
with passport
services
revenue
$ 38,000 $0 $ 38,000
2
Communications $120,000
Visual
Communications
Specialist PT to
FT 0.5 FTE
$ 58,973 $0 $58,973
Option 2
Subtotal $149,000 0.5 FTE $96,973 $0 $96,973
Personnel
Total $199,000 2.75 FTE $174,573 $144,750 $319,323
Non-Personnel Changes:
Option Department Revenue Ongoing One-Time Total
1 Administration $59,000 $ 27,500 $ 65,000 $ 59,000
1 Human Resources $0 $0 $ 70,000 $ 70,000
1 Community
Development $330,000 $0 $360,000 $ 360,000
1 Parks, Recreation,
Library and Golf $39,420 $ 9,960 $ 29,460 $ 39,420
1 Information Technology $71,802 $244,000 $ 60,000 $ 304,000
1 Police $33,500 $ 33,500 $0 $ 33,500
1 Public Works $100,000 $0 $ 50,000 $ 50,000
Option 1
Subtotal $633,722 $314,960 $634,460 $ 949,920
2 Finance $0 $0 $ 10,000 $ 10,000
Option 2
Subtotal $0 $0 $ 10,000 $ 10,000
Non-Personnel
Subtotals
$314,960
$644,460
$ 959,420
GRAND TOTALS $717,802 $489,533 $789,210
$1,278,743
Funding from Other
Funds $ 80,460 $ 63,460 $ 143,920
Funding from General
Fund $409,073 $725,750 $1,134,823
Enterprise Funds Budgets:
Water Fund – Proposed 4.5% rate increase plus a Capital Investment Fee increase of a
$1 per month (or $17 as compared to the current $16 per month charge); this fee is
scheduled to change every odd numbered year by $1 per month for each account and is
used to finance needed treatment plant and water distribution system capital
Page 36 of 397
improvements; additionally a Water Connection Fee increase of 3.72% over the 2024
Rates is also anticipated
o (NEW) Drinking Water Loan Fee - $5 monthly fee to be implemented in 2025
recovering a portion of debt service related to the Lead Service Line
Replacement Program.
Sewer Fund – Proposed 4.5% rate increase provides funding for the South Platte Renew
facilities and sanitary sewer collection system capital improvements; additionally a
Sewer Connection Fee increase of 3.72% over the 2024 Rates is also anticipated
Storm Drainage Fund – Proposed a 5.0% rate increase generating approximately
$175K; a change from $20.64 to $21.67 to residential monthly bills in order to fund the
ongoing maintenance and capital improvements of the Storm Water Utility drainage
system infrastructure
Golf Course Fund - Proposes to raise Green Fees and Golf Cart Rental Fees in 2025.
Approximately, $24,961 of revenue could be added to the fund due to these planned
increases.
Concrete Utility Fund - No rate increase planned in 2025.
Capital Projects Funds Budgets: Public Improvement Fund (PIF) and Capital Projects
Fund (CPF) - $10.9M
The major funding sources for the governmental functions capital requests is from the PIF
Vehicle Use Tax, Building Use Tax and the Arapahoe County Road and Bridge Tax. In 2025,
these PIF sources are estimated to generate approximately $4 million; however, the capital
requests of the governmental departments exceed $10 million. Staff is asking City Council to
consider transferring $1.55 million from the General Fund's Unassigned Fund Balance.
Capital Projects Funds Sources of Funds PIF
Funding
Additional
Funding
Total
Funding
Public Improvement Fund (PIF) $4,090,080 $0 $
4,090,080
Repurpose Broadway/US285
Interchange Project $0 $3,900,000 $
3,900,000
Capital Projects Fund (CPF)
American Rescue Plant Act (ARPA)
Funds $0 $ 200,000 $
200,000
Public Building Electrification Grant
Awarded $0 $ 750,000 $
750,000
Police Headquarter Construction Fund $0 $ 375,000 $
375,000
General Fund Unassigned Fund Balance * $0 $2,500,000 $
2,500,000
TOTALS $4,090,080 $7,725,000
$11,815,080
* Funding request from the General Fund Unassigned Fund Balance is subject to City Council
authorization
Capital Projects Funds Uses of
Funds
PIF
Uses
CPF
Uses
Police HQ
Construction
Fund Uses
Total
Uses
Page 37 of 397
Ongoing Capital Program Cost
Estimates $4,095,000 $2,275,080 $0 $
6,370,080
One-Time Capital Project Cost
Estimates $ 500,000 $4,570,000 $ 375,000 $
5,445,000
TOTALS $4,595,000 $6,845,080 $6,775,000
$11,815,080
Based on City Council's guidance, Staff will provide the Proposed 2025 Budget by September 3,
2024 in preparation for the Budget Public Hearing scheduled for September 16, 2024. The First
and Second Reading of the budget ordinances is planned for October 7, 2024 and October 21,
2024 respectively.
COUNCIL ACTION REQUESTED:
Staff requests that Council review the 2025 budget proposal and provide input on revisions as
staff works to develop the final budget for consideration and approval this fall.
FINANCIAL IMPLICATIONS:
Below is the General Fund Summary of Changes in Fund Balance for 2025 based on the draft
proposed budget.
2025 General Fund Proposed Budget
8/12/2024
Option 1
Total
8/12/204
Option 2
Total
8/26/2024
Option 1
Total
Operating Revenues and Expenditures
Revenues
$70,646,301
$70,646,301
$70,646,301
Expenditures $72,322,459 $72,429,423 $72,322,459
Operating Surplus (Shortfall) ($1,676,158) ($
1,783,131)
($
1,676,158)
Other Financing Sources (Uses)
Net Transfers In (Out) ($
1,804,491)
($
1,804,491)
($
2,754,491)
Net Change in Fund Balance ($
3,480,649)
($
3,587,622)
($
4,430,649)
General Fund Beginning Estimated Fund
Balance $19,019,317 $19,019,317 $19,019,317
General Fund Ending Estimated Fund
Balance $16,538,668 $16,431,695 $15,588,668
General Fund Net Change in Fund Balance Sources of Funds:
8/12/2024
Option 1
Total
8/12/2024
Option 2
Total
8/26/2024
Option 1
Total
General Fund Change in Fund Balance - ($3,480,649)
($3,587,622)
($4,430,649)
Public Improvement Fund Transfer-In
Qualified Energy Bond Debt Service - $ 145,509 $ 145,509 $145,509
Page 38 of 397
Net Change in Fund Balance (prior to
Transfer-In for Debt Service) = ($3,626,158)
($3,733,131)
($4,576,158)
Change in Fund Balance-Sources of
Funds (in addition to Debt Service):
Restricted ARPA* Funds One-Time
Enhancements + $ 55,000 $ 55,000 $ 55,000
Unassigned Fund Balance Transfer-Out CPF
for One-Time Capital Requests + $1,550,000 $1,550,000 $2,500,000
Unassigned Fund Balance use for One-Time
Enhancements + $ 715,750 $ 725,750 $ 715,750
Unassigned Fund Balance use for Ongoing
Enhancements + $ 312,100 $ 409,073 $ 312,100
Unassigned Fund Balance use for Transfer-
Out for EDDA Sales TIF + $ 400,000 $ 400,000 $ 400,000
Unassigned Fund Balance use for net
operating expenditures + $ 593,308 $ 593,308 $ 593,308
Change in Fund Balance-Sources of
Funds Total = $3,626,158 $3,733,131 $4,576,158
Staff actively seeks efficiencies and low cost options without compromising levels of service, but
the reality is costs continue to rise. As a result, the City needs to seriously consider the
following options to sustain and improve levels of service:
•Raise the general government Property Tax Mill Levy which has not been increased in
over 25 years
•Add new taxes such as the Occupational Privilege Tax
•Evaluate new and recurring fees and taxes in order to recoup program and/or service
costs
CONNECTION TO STRATEGIC PLAN:
The draft proposed 2025 budget identifies in part the impact it has on each of the following
Englewood community results/outcomes: Community Engagement, Community Well-being,
Economy, Governance, Infrastructure, Safety, Sustainability, and Transportation.
As part of the June 24th department presentations and the internal budget review process, the
departments identified how their programs and services contributed to the strategic plan
outcomes/results on the slide titled "Strategic Plan Connection."
OUTREACH/COMMUNICATIONS:
The following boards, commissions and committees have had an opportunity to provide input
into the city's operating and/or capital budget: Planning and Zoning Commission, Water and
Sewer Board, Englewood Transportation Committee, Library Board, Parks and Recreation
Commission, and Budget Advisory Committee.
ATTACHMENTS:
Follow-Up to the August 12th Study Session discussion of the Draft Proposed 2025 Operating
and Capital Budget Overview
Page 39 of 397
Appendix: August 12th Presentation with highlighted changes in red font
Page 40 of 397
Follow-Up to the Aug 12th
Draft Proposed 2025
Operating and Capital Budget
Overview
August 26, 2024
Presented By
Leadership Team Members
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Agenda
I.City Council Budget Calendar and CIP Process Step Review
II.Meeting Purpose
III.Reponses to Questions Asked or Additional Information Requested at the August
12th City Council Study Session
IV.Reference Materials
a.General Fund Operating Budget –Option 1 and Option 2 Enhancement
Requests
b.Capital Budget –Public Improvement Fund (PIF) and Capital Projects Fund (CPF)
Capital Requests
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2025 City Council Budget Calendar
Q1
Jan-Mar
•City Council 2025 Vision/Goal Setting Workshop-Jan 27, 2024
•Capital Improvement Plan Prioritization Process Discussion-Feb 5, 2024
Q2
Apr-Jun
•Preliminary 2025 Revenue and Expenditure Underlying Forecast Assumptions–Apr 8, 2024
•Review Preliminary 2025-2029 Capital Requests List for the Water, Sewer, South Platte
Renew and Stormwater Drainage Funds-Apr 15, 2024
•Review Preliminary 2025-2029 Capital Requests List with City Council, Planning and Zoning
Commission and Budget Advisory Committee-Apr 22, 2024
•Preliminary Department 2025 Operating & Capital Requests–Jun 24, 2024
Q3
Jul-Sep
•Budget Advisory Committee Annual Report Review–Aug 5, 2024
•Draft Proposed 2025 Operating & Capital Budget–Aug 12, 2024
•Follow-Up to the Aug 12th Draft Proposed 2025 Operating & Capital Budget–Aug 26, 2024
•Proposed 2025 Budget Available–Sep 3, 2024
•Proposed 2025 Budget Public Hearing–Sep 16, 2024
•Budget Workshop to finalize 2025 Budget–Sep 23, 2024 (Placeholder)
Q4
Oct-Dec
•2025 Budget Ordinances First Reading–Oct 7, 2024
•2025 Budget Ordinances Second Reading–Oct 21, 2024
Other Budget Process Input
•2025-2029 Capital
Improvement Plan (CIP)
recommended project list to
City Manager from the
following: Planning and
Zoning Commission, Library
Board, Englewood
Transportation Advisory
Committee, Parks &
Recreation Commission and
Budget Advisory Committee -
Jun 5, 2024
•BC&C provide operating
budget updates per their
purview: Library Board,
Englewood Transportation
Advisory Committee, Parks &
Recreation Commission and
Budget Advisory Committee –
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2025 CIP Process
STEP 1
Department capital
request
preparation with
their respective
BCC (as needed)
and provide a
recommended
prioritized list for
the April 22nd Joint
Meeting*
STEP 2
City Staff
Committee Review
to score the Public
Improvement Fund
and Capital Projects
Funds capital
project requests
(excludes ongoing
capital
maintenance
programs)
STEP 3
Joint Meeting with
City Council,
Planning & Zoning
Commission and
Budget Advisory
Committee Review
Planning & Zoning
Commission and
Budget Advisory
Committee provide a
recommended,
prioritized list to CMO
by June 5, 2024
STEP 4
CMO and city
departments
reconcile the
recommendation
lists for Council
Review and
Decision by August
2024
City Council makes
final decisions based
on staff, and the
various advisory
board, commission
and committee inputs
Joint Meeting = City Council, Planning and Zoning Commission and Budget Advisory Committee
CMO = City Manager’s Office; BCC = Board, Commission and/or Committee
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Meeting Purpose
Due to anticipated slower sales tax growth in recent years, staff is proposing a budget with
minimal increase, focused on one-time investments into pilot programs and initiatives that
connect closely to priorities established by City Council as part of the strategic planning process.
•Staff requests that City Council review the proposed budget and suggest modifications, if any, for
the budget that will be presented to City Council during a public hearing on September 16.
•Staff proposes two options for City Council to consider:
•Option 1:Base budget with only those enhancements needed for safe and efficient
government
•Option 2:Base budget with all costs in Option 1, plus three staffing enhancements,
additional Information Technology (IT) enhancements, and several smaller enhancements
that have projected revenue offsets or can be cost-shared with the city’s enterprise funds
•Staff requests direction from City Council regarding the funding level of the prioritized capital
projects list totaling more than $10 million for the Public Improvement Fund and the Capital
Projects Fund.
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Aug 12th Questions or Info Request (1 of 6)
•Legislation Department –The 2025 budget proposal includes a 14.9% reduction, what
does this represent?
The $50,450 reduction or 14.9% decrease is due in part to the following: $20K for Affordable Task Force no funding in
2025; $20K for Big Bite Streaming this contract ended once we hired a full-time position in IT to addressed the City
Council streaming issues and $10K reduction in Memberships and Dues
•$1.4M or 5.8% decrease in Contractual Services, what contracts were reduced?
Upon further review, the council communication memo was not updated to include the final revisions made to the
presentation (please see the below Original vs Revised Uses of Funds Classification Category Chart).
Also noted during this review, the expenditure total did not include the final revisions ($74M vs $74.3) and the allocation
of unfunded personnel enhancement reductions were included in the contractual category in error.
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General Fund Department Amount Description
One-Time Projects Completed $475,000 •$50K -$20K from Affordable Task Force no funding in 2025; $20K from Big Bites Streaming this contract ended
once we hired a full-time position in IT to address the Council Chamber streaming issues and $10K from
Memberships and Dues (Legislation)
•$205K -Completion of ARPA Projects focused on Tri-Cities Homelessness Action Plan (Administration)
•$220K –Classification and Compensation Study Project completed in 2024 (Interdepartmental Programs)
Professional Services
Reductions
$219,000 •$105K -Sustainability Program from the At Your Door program versus the annual Hazardous Waste Clean-Up
program (Administration)
•$114K -AllHealth's contract due to addition of city-funded Case Manager position (Police)
Adjustment from department
final enhancement request to
current proposed
$148,900 •$12K –Administration adjustment from department final enhancement request to current proposed
•$30K –Finance adjustment from department final enhancement request to current proposed
•$17.9K -$77.9K –Information Technology adjustment from department final enhancement request to current
proposed; ($60K) –replace a personnel enhancement request with a Cybersecurity Consultant
•$35K –Community Development adjustment from department final enhancement request to current proposed
•$54K –Public Works adjustment from department final enhancement request to current proposed
Alternative Funding Sources $72,900 •$33.5K -Flock Safety Enhancement funded with Donors Forfeiture Funds (Police)
•$39.4K -Enhancements funded with Donors Funds (Parks, Recreation, Library and Golf)
TOTAL $915,800
The $0.9M or 3.8% reduction in Contractual Services is due in part to the following highlighted decreases:
Aug 12th Questions or Info Request (2 of 6)
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Capital Requests Related Questions and Information Requests
•What is the impact of repurposing the following capital requests to fund traffic calming
improvements for example?
•$100,000 -Civic Center Second Floor Carpet Replacement
There are several spots where the carpet is pulling up and creating trip hazards which this project would address via
replacement.We estimate the request can be reduced to $50K which will allow us to tackle the most critical issues in the
entrance from the second floor garage and main atrium (2nd floor).
Staff and City Manager’s Recommendation: Partially fund this request at $50,000
•$15,000 –Annual Common Area Furniture Replacement
The furniture replacement request has been an ongoing ask for the last few years but not funded.Should the request not
be funded, any damaged furniture can be evaluated for repairs and funding requested again in future years (2026).
Staff and City Manager’s Recommendation: Funded as part of the 2025 Facilities and Operations Program request
of $1.483M if the actual costs for planned projects are lower than the estimates
Aug 12th Questions or Info Request (3 of 6)
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Capital Requests Related Questions and Information Requests
•Does Public Works have the bandwidth to implement the Traffic Calming
improvements?
Public Works anticipates some smaller projects can be implemented by staff (design and construction), however medium
to larger projects will require consultants for design and contractors to construct.The process of refinement for
appropriate traffic calming measures for location specific issues will also need to be developed by a consultant, then
reviewed and approved by staff.
Once the neighborhood traffic calming program is completed/stood up, staff will evaluate the need for additional FTEs to
manage the program itself based on the number of requests and workload.
Aug 12th Questions or Info Request (4 of 6)
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Capital Requests Related Questions and Information Requests
•What is the business case to replace annually $125,000 worth of PCs?
Typically, 25% or 153 of the current 614 PCs are replaced every four-five years
Significant technology changes occurs within five years and requires PC replacement, for example:
•Windows 11 requires a special chip to run. Windows 10 sunsets October 14, 2025, and will no longer be supported.
Supported Windows versions ensure that security is optimal.
•Manufacturers stop firmware updates on dated hardware –this presents significant security and performance issues
and failure rates which are more prevalent after 4 years (firmware includes: monitors/screens, keyboards,
touchpads, etc)
Other issues include:
•Predictability of repair costs impacts customer service
•Down time for users whose PCs need repaired
•Older hardware is slower and more problematic for the user
•IT Staff spend more time troubleshooting and fixing issues related to aged machines
Staff and City Manager’s Recommendation: Fully fund this request at $125,000
Aug 12th Questions or Info Request (5 of 6)
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Capital Requests Related Questions and Information Requests
•YearOut Energy Efficient Project cost update: The project cost for the City-Wide Facilities
Energy Efficient Project has changed from $2,500,000 to $3,450,000
Since the August 12th Study Session, YearOut clarified with staff that the funding from ARPA
($200,000) and the awarded Public Building Electrification Grant ($750,000) were in addition
to (and not inclusive of)the city’s funding match. The funding request from the General Fund
Unassigned Fund Balance has changed from $1,550,000 to $2,500,000.
Please review the next couple of slides for the impact to the General Fund change in Fund
Balance.
Aug 12th Questions or Info Request (6 of 6)
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General Fund 2024 vs 2025 Fund Balance Change
8/12/2024 8/26/2024
2025 [2] vs
2024
2024 2025 [1]2025 [2]Difference
REVENUES
Sales and Use Tax 42,950,000$ 43,832,000$ 43,832,000$
Property Tax 6,300,000$ 6,300,000$ 6,300,000$
Other 20,625,254$ 20,514,301$ 20,514,301$
Operating Revenues Total 69,875,254$ 70,646,301$ 70,646,301$ 771,047$
EXPENDITURES
Salary and Wages 32,805,949$ 34,889,348$ 34,889,348$
Benefits 9,445,080$ 10,665,659$ 10,665,659$
Other Expenditures 25,239,792$ 25,739,602$ 25,739,602$
Enhancements (please see slides for detail)2,337,141$ 1,027,850$ 1,027,850$
Operating Expenditures Total 69,827,962$ 72,322,459$ 72,322,459$ 2,494,497$
Net Operating Revenues (Expenditures)47,292$ (1,676,158)$ (1,676,158)$ (1,723,450)$
OTHER FINANCING SOURCES (USES) OF FUNDS
Transfers-In (PIF)141,612$ 145,509$ 145,509$
Transfers-Out (EDDA, PIF and CPF)(5,010,835)$ (1,950,000)$ (2,900,000)$
Net Other Financing Sources (Uses) of Funds (4,869,223)$ (1,804,491)$ (2,754,491)$ 2,114,732$
NET CHANGE IN FUND BALANCE (4,821,931)$ (3,480,649)$ (4,430,649)$ 391,282$
GENERAL FUND: BEGINNING FUND BALANCE 24,841,248$ 20,019,317$ 20,019,317$
GENERAL FUND: ENDING FUND BALANCE 20,019,317$ 16,538,668$ 15,588,668$
[1] versus [2] -The difference in the General Fund change in fund balance is due to the transfer-out
amount to the CPF which increased from $1.55M to $2.5M
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General Fund 2024 vs 2025 Fund Balance
2024
8/12/2024
2025 [1]
8/26/2024
2025 [2]
GENERAL FUND ENDING FUND BALANCE 20,019,317$ 16,538,668$ 15,588,668$
General Fund Composition
Restricted Funds
TABOR Emergency 2,200,000$ 2,200,000$ 2,200,000$
American Rescue Plan Act (ARPA)55,000$ -$ -$
Metro Football Stadium District Tax Refund-
Broncos Team Sale 181,983$ 181,983$ 181,983$
Unrestricted Funds
Unrestricted Reserve @ 16.7% of Revenues 11,669,167$ 11,797,932$ 11,797,932$
Unassigned Fund Balance 5,913,167$ 2,358,753$ 1,408,753$
Fund Balance 20,019,317$ 16,538,668$ 15,588,668$
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Questions or Comments
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General Fund Operating
Budget Overview
(Reference Material)
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•Option 1:Base budget with only those enhancements needed for safe and efficient government;
•Option 2:Base budget with all enhancements in Option 1, plus three staffing enhancements, additional IT
enhancements, and several enhancements have projected revenue offsets.
Option 1 Option 2 Difference
•Safety Enhancements $862,000 $862,000 $0
•Efficiency Enhancements $309,770 $416,743 $106,973
Enhancements Total $1,171,770 $1,278,743 $106,973
Less Funds from Other Funds $143,920 $143,920 $0
Net Funds from General Fund $1,027,850 $1,134,823 $106,973
General Fund Enhancement Options
Please Note: All enhancements are open for discussion and inclusion with City Council
consideration, direction and authorization
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General Fund 2025 Proposed Enhancements-Option 2
Difference Between Option 1 & 2 Highlighted (*) Below: Increased by $106,973 from Option 1
Department Revenue
Offset
Personnel
Costs
FTEs Ongoing One-Time Total
Administration $67,000 $139,750 1.5 $27,500 $204,750 $232,250
City Clerk’s Office $29,000 $38,000 0.0 $38,000 $0 $38,000 *
Human Resources $0 $0 0.0 $0 $70,000 $70,000
Finance $0 $40,600 0.25 $40,600 $10,000 *$50,600
Information Technology $71,802 $42,000 0.5 $281,000 $65,000 $346,000
Community Development $330,000 $0 0.0 $0 $360,000 $360,000
Parks, Recreation, Library and Golf $39,420 $0 0.0 $9,960 $29,460 $39,420
Police $33,500 $0 0.0 $33,500 $0 $33,500
Public Works $100,000 $0 0.0 $0 $50,000 $50,000
Communications $102,000 $58,973 0.5 $58,973 $0 $58,973 *
TOTAL ENHANCEMENTS $772,722 $319,323 2.75 $489,533 $789,210 $1,278,743
Funding from Other Funds $ 80,460 $ 63,460 $ 143,920
Funding from General Fund $409,073 $725,750 $1,134,823
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2025 Summary of Enhancements Requested-General Fund Option 2 (1 of 5)
General
Fund
Dept
Enhancement Request S
E
Revenue FTEs Ongoing One-Time Total
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Enhancement #1-Management Fellow
(Administration Division)
E $0 1.0 $0 $99,750 $99,750
Enhancement #2-Tri -Cities Homelessness
Coordinator (ARPA Funded)
S $55,000 0.0 $0 $55,000 $55,000
Enhancement #3-Hazardous Waste and
Electronic Recycling Program
S $0 0.0 $27,500 $0 $27,500
Enhancement #4-EngleRIDE S $0 0.0 $0 $2,000 $2,000
Enhancement #5-Sustainability Grant E $0 0.0 $0 $2,000 $2,000
Enhancement #6-Garden in a Box (This
enhancement funded through the Utilities
Department via the Water Fund (40))
E $4,000 0.0 $0 $4,000 $4,000
Enhancement #7-Sustainability Event Funds E $0 0.0 $0 $2,000 $2,000
Enhancement #9-Part -Time Green Business
Coordinator
E $8,000 0.5 $0 $40,000 $40,000
Administration Department Total $67,000 1.5 $27,500 $204,750 $232,250
S=Safety Enhancement E=Efficiency Enhancement
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General
Fund Dept
Enhancement Request S
E
FTEs Ongoing One-Time Total
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10 additional hours for Customer Experience
Assistants/Passport Agents
E 0.0 $13,000 $0 $13,000
Promotion of Department Assistant to Deputy City Clerk
I -compensation depends on qualifications and
experience of staff member
E 0.0 $12,500 -
$25,000
$0$12,500-
$25,000
City Clerk’s Office (CCO) Total 0.0 $38,000 $0 $38,000
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Denver University High Performance Leadership
Academy
E 0.0 $0 $45,000 $45,000
Insights Discovery Training E 0.0 $0 $25,000 $25,000
Human Resources Department Total 0.0 $0 $70,000 $70,000
2025 Summary of Enhancements Requested-General Fund Option 2 (2 of 5)
S=Safety Enhancement E=Efficiency Enhancement
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General
Fund Dept
Enhancement Request S
E
FTEs Ongoing One-Time Total
Fi
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02-0601 Financial Advisory Services for General Obligation
(GO)Bond
E 0.0 $0 $10,000 $10,000
02-0603 Finance Manager Position Risk Management Duties
reassigned to the CAO Risk and Safety Manager Position
E 0.25 $40,600 $0 $40,600
Finance Department Total 0.25 $40,600 $10,000 $50,600
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Cybersecurity Engineer S 0.0 $0 $60,000 $60,000
GIS Technician-$42K funded through Enterprise Funds S 0.5 $37,000$5,000 $42,000
Microsoft Licensing Increase S 0.0 $50,000 $0 $50,000
Email Security Software S 0.0 $31,000 $0 $31,000
Cloud Soft Phone Subscription and Support S 0.0 $120,000 $0 $120,000
Accessibility Remediation LicensingS 0.0 $15,000 $0 $15,000
CORA Portal licensing and Support E 0.0 $12,000 $0 $12,000
Hot Cloud Storage S 0.0 $16,000 $0 $16,000
Information Technology Department Total 0.5 $281,000 $65,000 $346,000
2025 Summary of Enhancements Requested-General Fund Option 2 (3 of 5)
S=Safety Enhancement E=Efficiency Enhancement
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General
Fund Dept
Enhancement Request S
E
FTEs Ongoing One-Time Total
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Shuttle Enhancements -$300K funded by RTD Grant
and $30K funded by EDDA
S 0.0 $0$360,000 $360,000
Community Development Department Total 0.0 $0 $360,000 $360,000
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Creation of a Mobile App (Recreation Center) -
$23,420 Recreation funds accounted for in the
Donors Fund
E 0.0 $9,960 $13,460 $23,420
Library of Things (Library) -$6K from Book Sales
accounted for in the Donors Fund
E 0.0 $0 $6,000 $6,000
Enhance Summer Reading Programs (Library) -$10K
from Book Sales accounted for in the Donors Fund
E 0.0 $0 $10,000 $10,000
Parks, Recreation, Library and Golf Department
Total
0.0 $9,960 $29,460 $39,420
2025 Summary of Enhancements Requested-General Fund Option 2 (4 of 5)
S=Safety Enhancement E=Efficiency Enhancement
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General
Fund Dept
Enhancement Request S
E
FTEs Ongoing One-Time Total
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Flock Safety –$33,500 funded by Forfeiture Funds
accounted for in the Donors Fund
S 0.0 $33,500 $0 $33,500
Police Department Total 0.0 $33,500 $0 $33,500
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Refurbish existing patch truck to repair leaks and
issues with mechanical auger asphalt distributor
S 0.0 $0 $50,000 $50,000
Public Works Department Total 0.0 $0 $50,000 $50,000
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Increase Visual Communications Specialist from part-
time to full-time (0.5 FTE to 1.0 FTE)
E 0.5 $58,973 $0 $58,973
Communications Department Total 0.5 $58,973 $0 $58,973
2025 Summary of Enhancements Requested-General Fund Option 2 (5 of 5)
S=Safety Enhancement E=Efficiency Enhancement
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Capital Budget Overview
(Reference Material)
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2025 PIF and CPF CIP Sources of Funds
PIF and CPF Capital Requests
Sources and Uses of Funds
Public
Improvement
Fund (30)
Capital
Projects Fund
(31)
Police HQ
Construction
Fund (34)
TOTALS
Vehicle Use Tax $3,000,000 $3,000,000
Construction/Building Materials Use Tax $900,080 $810,000
Arapahoe County Road and Bridge Tax $190,000 $190,000
Repurposed Broadway/US285 Interchange Grant
Match Project #30 1001-101-02
$3,900,000 $3,900,000
One-Time Funding for Safety Services Needs –
Laptops for all patrol vehicles
$375,000 $375,000
American Rescue Plan Act (ARPA) Funds-Energy
Efficiency Project
$200,000 $200,000
Colorado Energy Office Public Building
Electrification Grant Awarded-Energy Efficiency
Project
$750,000 $750,000
Transfer-In General Fund Unassigned Fund
Balance-Energy Efficiency Project
$2,500,000 $2,500,000
TOTALS $7,990,080 $3,450,000 $375,000 $11,815,080
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2025 PIF and CPF Capital Requests List (1 of 2)
Line #
Overall
Ranking
PJ or
PG
Dept
Priority Dept Capital Request Title
Public
Improvement
Fund (30)
Capital
Projects
Fund (31)
Police HQ
Construction
Fund (34)TOTALS
1 1.5 PG Tier 1 PW Bridge Repairs - 30 1001 002 500,000$ -$ -$ 500,000$
2 1.5 PG Tier 1 PW Concrete Utility City Share - 30 1001 008 350,000$ -$ -$ 350,000$
3 3.5 PG Tier 1 PW Concrete Program Accessible Ramps - 30 1002 001 350,000$ -$ -$ 350,000$
4 3.5 PG Tier 1 PW Road & Bridge Maintenance Materials - 30 1001 001 150,000$ -$ -$ 150,000$
5 5 PG Tier 1 PW Pavement Maintenance by Area - 30 2022 014 500,000$ -$ -$ 500,000$
6 6 PG Tier 1 PW Alley Maintenance - 30 2022 009 100,000$ -$ -$ 100,000$
7 7 PJ Tier 1 PW ADA Compliance Projects - 31 2022 020 -$ -$ -$ -$
8 8 PG Tier 1 IT Security Cameras IT - 31 0701 008 -$ 50,000$ -$ 50,000$
9 24 PG Tier 1 PW Neighborhood Traffic Calming Program - 30 2022 032 100,000$ -$ -$ 100,000$
10 9 PJ Tier 1 PW Implementation of Neighborhood Traffic Calming Program & Safe Routes to School initiative 250,000$ -$ -$ 250,000$
11 10 PG Tier 1 IT Patrol Cars MDTs and Other IT Equipment - 31 0701-014 -$ -$ 375,000$ 375,000$
12 11 PJ Tier 1 PRLG Library Single-Exit Feasibility Study & Construction 31 1301 004 -$ 130,000$ -$ 130,000$
13 12 PJ Tier 1 PW City-Wide Facilities Energy Efficient Projects - 31 0202 001 -$ 3,450,000$ -$ 3,450,000$
14 13 PJ Tier 1 PRLG Library Furniture - 31 1301 006 -$ 50,000$ -$ 50,000$
15 14.5 PG Tier 2 PW Sidewalk Gap Construction - 30 2022 026 250,000$ -$ -$ 250,000$
16 14.5 PG Tier 1 IT Network Development IT - 31 0701 001 -$ 325,000$ -$ 325,000$
17 16 PG Tier 1 PW Street Reconstruction - 30 2022 040 500,000$ -$ -$ 500,000$
18 17 PJ Tier 1 PW Facility Backup Generators 31 2023 002 -$ 925,000$ -$ 925,000$
19 18 PJ Tier 1 PW City-Wide Transportation Plan - 30 2022 012 250,000$ -$ -$ 250,000$
20 19 PG Tier 2 PW Arterial and Collector Street Pavement Maintenance - 30 2022 038 500,000$ -$ -$ 500,000$
21 20 PG Tier 1 PW Signal Equipment Upgrade/Replacement - 30 1001 013 300,000$ -$ -$ 300,000$
22 21 PG Tier 1 PW Walk & Wheel Plan Implementation - 30 1001 010 245,000$ -$ -$ 245,000$
23 22 PJ Tier 1 PW Civic Center 2nd Floor Carpet Replacements - 31 2022 015 -$ 100,000$ -$ 100,000$
24 PIF AND CPF CAPITAL LIST PAGE 1 TOTALS 4,345,000$ 5,030,000$ 375,000$ 9,750,000$
PJ=Project definite start and end date, one-time request to acquire, construct or replace an asset; PG=Program
annual, ongoing funding to maintain an asset
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2025 PIF and CPF Capital Requests List (2 of 2)
Line #
Overall
Ranking
PJ or
PG
Dept
Priority Dept Capital Request Title
Public
Improvement
Fund (30)
Capital
Projects
Fund (31)
Police HQ
Construction
Fund (34)TOTALS
25 23 PG Tier 1 PRLG Parks & Rec Parking Lot Maint - 30 1301 006 -$ -$ -$ -$
26 25 PG Tier 1 IT PC Replacement IT - 31 0701 007 -$ 125,000$ -$ 125,000$
27 26 PG Tier 1 PW Public Art - Wraps and Crosswalks 30 1801 008 100,000$ -$ -$ 100,000$
28 27 PG Tier 1 IT Audio Visual Upgrades IT - 31 0701 012 -$ 30,000$ -$ 30,000$
29 28 PG Tier 1 COM Wayfinding and Placemaking - 30 1801 001 100,000$ -$ -$ 100,000$
30 29 PJ Tier 3 PW Annual Common Area Furniture Replacement - 31 2022 019 -$ 15,000$ -$ 15,000$
31 30 PG Tier 3 PW Street Lights and Furniture repair/replacement - 30 2022 028 50,000$ -$ -$ 50,000$
32 31 PG Tier 1 PW Security Civic Center and Rec Center - 31 1005 009 -$ 20,000$ -$ 20,000$
33 32 PG Tier 1 PW Facilities and Operations - 31 1005 001 -$ 1,483,000$ -$ 1,483,000$
34 33 PG Tier 1 COM Neighborhood Signs - 31 1801 001 -$ 30,000$ -$ 30,000$
35 34 PG Tier 1 PRLG Emerald Ash Borer Mitigation - 31 1301 003 -$ 50,000$ -$ 50,000$
36 35 PG Tier 1 PRLG Art in Public Places 1% Recreation - 31 1301 001 -$ 62,080$ -$ 62,080$
37 -$
38 PIF AND CPF CAPITAL LIST PAGE 2 TOTALS 250,000$ 1,815,080$ -$ 2,065,080$
39 PIF AND CPF CAPITAL LIST PAGE 1 TOTALS 4,345,000$ 5,030,000$ 375,000$ 9,750,000$
40 PIF AND CPF CAPITAL LIST GRAND TOTALS 4,595,000$ 6,845,080$ 375,000$ 11,815,080$
PJ=Project definite start and end date, one-time request to acquire, construct or replace an asset; PG=Program
annual, ongoing funding to maintain an asset
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Appendix
•August 12, 2024 Draft Proposed 2025 Operating and Capital Budget Overview
Presentation –Please Note: Changes are highlighted in red font
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Draft Proposed 2025
Operating and Capital Budget
Overview
August 12, 2024
Presented By
Leadership Team Members
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Agenda
I.Budget Calendar Review
II.General Fund 2025 Budget Overview
III.Other Funds 2025 Budget Overview
IV.Capital Improvement Plan (CIP) Review 2025 Public Improvement Fund (PIF) and Capital
Projects Fund (CPF) Capital Requests
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2025 City Council Budget Calendar
Q1
Jan-Mar
•City Council 2025 Vision/Goal Setting Workshop-Jan 27, 2024
•Capital Improvement Plan Prioritization Process Discussion-Feb 5, 2024
Q2
Apr-Jun
•Preliminary 2025 Revenue and Expenditure Underlying Forecast Assumptions–Apr 8, 2024
•Review Preliminary 2025-2029 Capital Requests List for the Water, Sewer, South Platte
Renew and Stormwater Drainage Funds-Apr 15, 2024
•Review Preliminary 2025-2029 Capital Requests List with City Council, Planning and Zoning
Commission and Budget Advisory Committee-Apr 22, 2024
•Preliminary Department 2025 Operating & Capital Requests–Jun 24, 2024
Q3
Jul-Sep
•Budget Advisory Committee Annual Report Review–Aug 5, 2024
•Draft Proposed 2025 Operating & Capital Budget–Aug 12, 2024
•Proposed 2025 Budget Available–Sep 3, 2024
•Proposed 2025 Budget Public Hearing–Sep 16, 2024
•Budget Workshop to finalize 2025 Budget–Sep 23, 2024 (Placeholder)
Q4
Oct-Dec
•2025 Budget Ordinances First Reading–Oct 7, 2024
•2025 Budget Ordinances Second Reading–Oct 21, 2024
Other Budget Process Input
•2025-2029 Capital
Improvement Plan (CIP)
recommended project list to
City Manager from the
following: Planning and
Zoning Commission, Library
Board, Englewood
Transportation Advisory
Committee, Parks &
Recreation Commission and
Budget Advisory Committee -
Jun 5, 2024
•BC&C provide operating
budget updates per their
purview: Library Board,
Englewood Transportation
Advisory Committee, Parks &
Recreation Commission and
Budget Advisory Committee –
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2025 CIP Process
STEP 1
Department capital
request
preparation with
their respective
BCC (as needed)
and provide a
recommended
prioritized list for
the April 22nd Joint
Meeting*
STEP 2
City Staff
Committee Review
to score the Public
Improvement Fund
and Capital Projects
Funds capital
project requests
(excludes ongoing
capital
maintenance
programs)
STEP 3
Joint Meeting with
City Council,
Planning & Zoning
Commission and
Budget Advisory
Committee Review
Planning & Zoning
Commission and
Budget Advisory
Committee provide a
recommended,
prioritized list to CMO
by June 5, 2024
STEP 4
CMO and city
departments
reconcile the
recommendation
lists for Council
Review and
Decision by August
2024
City Council makes
final decisions based
on staff, and the
various advisory
board, commission
and committee inputs
Joint Meeting = City Council, Planning and Zoning Commission and Budget Advisory Committee
CMO = City Manager’s Office; BCC = Board, Commission and/or Committee
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Meeting Purpose
•Staff is seeking City Council direction to finalize the draft proposed 2025 budget by September 3,
2024 and the required Public Hearing on September 16, 2024
•If the draft proposed 2025 budget does not reflect Council preferences, what changes are
needed?
•Staff has developed two options for Council to consider in light of slower sales tax growth than in
recent years.
•Option 1:Base budget with only those enhancements needed for safe and efficient
government;
•Option 2:Base budget with all costs in Option 1, plus three staffing enhancements,
additional IT enhancements, and several smaller enhancements that have projected revenue
offsets or can be cost-shared with the City’s enterprise funds.
•Staff will also seek direction from City Council regarding the funding level of the prioritized
capital projects list totaling more than $10 million for the Public Improvement Fund and the
Capital Projects Fund.
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General Fund
2025 Budget Overview
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General Fund 2024 vs 2025 Fund Balance Change
2024 2025 Difference
REVENUES
Sales and Use Tax 42,950,000$ 43,832,000$
Property Tax 6,300,000$ 6,300,000$
Other 20,625,254$ 20,514,301$
Operating Revenues Total 69,875,254$ 70,646,301$ 771,047$
EXPENDITURES
Salary and Wages 32,805,949$ 34,889,348$
Benefits 9,445,080$ 10,665,659$
Other Expenditures 25,239,792$ 25,739,602$
Enhancements (please see slides for detail)2,337,141$ 1,027,850$
Operating Expenditures Total 69,827,962$ 72,322,459$ 2,494,497$
Net Operating Revenues (Expenditures)47,292$ (1,676,158)$ (1,723,450)$
OTHER FINANCING SOURCES (USES) OF FUNDS
Transfers-In (PIF)141,612$ 145,509$
Transfers-Out (EDDA, PIF and CPF)(5,010,835)$ (1,950,000)$
Net Other Financing Sources (Uses) of Funds (4,869,223)$ (1,804,491)$ 3,064,732$
NET CHANGE IN FUND BALANCE (4,821,931)$ (3,480,649)$ 1,341,282$
GENERAL FUND: BEGINNING FUND BALANCE 24,841,248$ 20,019,317$
GENERAL FUND: ENDING FUND BALANCE 20,019,317$ 16,538,668$
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General Fund 2024 vs 2025 Fund Balance
2024 2025
GENERAL FUND ENDING FUND BALANCE 20,019,317$ 16,538,668$
General Fund Composition
Restricted Funds
TABOR Emergency 2,200,000$ 2,200,000$
American Rescue Plan Act (ARPA)55,000$ -$
Metro Football Stadium District Tax Refund-
Broncos Team Sale 181,983$ 181,983$
Unrestricted Funds
Unrestricted Reserve @ 16.7% of Revenues 11,669,167$ 11,797,932$
Unassigned Fund Balance 5,913,167$ 2,358,753$
Fund Balance 20,019,317$ 16,538,668$
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2025 Expenditure Uses:+ or -$ or %
Salary/Wage Increase*+2.0%
Medical Insurance Increase (cost increase shared with employees)+2.9%
Dental Insurance Increase +0.0%
Non-Personnel Expenditures Decrease +-5.1%
*EEA and EPBA employee groups negotiated a contract that includes a salary increase of 2% effective the first pay period
in January 2025; contract period Jan 1, 2025-Dec 31, 2026
+Non-personnel costs include enhancements (new ongoing or onetime program service costs) and inflationary price
increases impacting ongoing program service costs
EEA –Englewood Employee Association EPBA –Englewood Police Benefits Association
MSC –Managers, Supervisors and Confidentials
General Fund SummaryProposed 2025 Expenditure Budget
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Department
2024
Adopted
2024
Amended
2025
Proposed
2025 vs
2024
Amended
$ Change
2025 vs
2024
Amended
% Change
Property Tax 6.3$ 6.4$ 6.3$ (0.1)$ -1.3%
Specific Ownership Tax 0.7$ 0.7$ 0.5$ (0.1)$ -20.0%
Sales & Use Taxes 45.0$ 43.0$ 43.8$ 0.8$ 1.9%
Franchise Fees 4.1$ 4.1$ 4.2$ 0.1$ 2.4%
Hotel 0.1$ 0.1$ 0.1$ 0.0$ 16.7%
Licenses & Permits 1.5$ 1.5$ 1.3$ (0.2)$ -16.1%
Intergovernmental Revenue 1.4$ 1.4$ 1.3$ (0.0)$ -1.2%
Charges for Services 4.1$ 5.9$ 6.6$ 0.7$ 11.6%
Recreation Program Fees 3.0$ 3.0$ 3.0$ 0.0$ 0.8%
Library Fines 0.0$ 0.0$ 0.0$ -$ 0.0%
Fines & Forfeitures 0.3$ 0.3$ 0.3$ 0.0$ 14.9%
Interest Income 0.4$ 0.4$ 0.4$ (0.0)$ -0.1%
Other Income 0.8$ 0.8$ 0.8$ (0.0)$ -2.9%
Contribution from Component Units 1.9$ 1.9$ 2.0$ 0.1$ 4.0%
Transfer-In 0.1$ 0.1$ 0.1$ 0.0$ 2.8%
Total Sources of Funds 69.7$ 69.6$ 70.8$ 1.2$ 1.8%
General Fund –2025 vs 2024 Sources of Funds (in millions)
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Department
2024
Adopted
2024
Amended
2025
Proposed
2025 vs
2024
Amended
$ Change
2025 vs
2024
Amended
% Change
Legislation 0.3$ 0.3$ 0.2$ (0.0)$ -14.9%
Administration 1.1$ 1.4$ 1.0$ (0.4)$ -26.1%
City Clerk's Office 0.8$ 0.9$ 0.9$ 0.0$ 0.6%
City Attorney's Office 1.1$ 1.1$ 1.1$ 0.0$ 0.2%
Municipal Court 1.6$ 1.7$ 1.6$ (0.1)$ -3.6%
Human Resources 1.0$ 1.0$ 1.0$ (0.0)$ -1.5%
Finance 2.3$ 2.4$ 2.4$ 0.0$ 1.9%
Information Technology 5.3$ 5.3$ 5.4$ 0.1$ 1.8%
Community Development 3.4$ 3.5$ 3.8$ 0.3$ 8.0%
Public Works 11.7$ 13.7$ 14.0$ 0.3$ 1.9%
Police 27.6$ 27.9$ 28.4$ 0.5$ 1.6%
Parks, Recreation, Library and Golf 10.1$ 10.9$ 10.7$ (0.2)$ -1.8%
Communications 1.0$ 1.1$ 1.1$ (0.0)$ -0.4%
Interdepartmental programs 2.7$ 1.1$ 0.8$ (0.3)$ -29.1%
Debt Service 0.1$ 0.1$ 0.1$ (0.0)$ -29.4%
Contribution to Component Units 0.4$ 0.4$ 0.4$ -$ 0.0%
Transfers-Out 4.5$ 4.6$ 1.6$ (3.1)$ -66.4%
Total Uses of Funds 75.0$ 77.2$ 74.3$ (2.9)$ -3.8%
General Fund –2025 vs 2024 Uses of Funds (in millions)
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General Fund –2025 vs 2024 Uses of Funds (in millions)
By Major Expenditure Classification Category
Uses of Funds
Classification
Category
2024
Amended
Budget
2025
Proposed
Budget
$
Change
%
Change
Personnel 43.0$ 44.6$ 1.6$ 3.7%
Commodities 2.8$ 2.3$ (0.5)$ -19.0%
Contractual 23.4$ 22.5$ (0.9)$ -3.8%
Capital 2.8$ 2.9$ 0.0$ 0.4%
Debt Service 0.1$ 0.1$ -$ 0.0%
Transfers-Out 5.0$ 2.0$ (3.0)$ -60.9%
TOTALS 77.2$ 74.3$ (2.9)$ -3.7%
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Employers of choice attract and retain employees, in part, by:
Offering competitive compensation and benefits
Informational Data:
•Englewood Employee Groups Salary/Wage Increases –2.0%
•Colorado State Salary/Wage Increase for Fiscal Year 2024-2025 –3.0% across-the-board
•Colorado Economic Indicators Wage and Salary Income Percent Change (Public & Private
Sectors)
2025 Increase –2.9%
3 Year Average Increase (2023-2025) –3.5%
5 Year Average Increase (2021-2025) –4.4%
Sources: Colorado Legislative Council Staff Economic & Revenue Forecast June 2024, pg 80 and Colorado Joint Budget
Committee Fiscal Year 2024-25 Budget Package and Long Bill Narrative pg Appendix B-187
2025 Salary / Wage Increase Overview
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Salaries
$33.2
Salaries
$33.9
Benefits
$9.8
Benefits
$10.7
$- $9.0 $18.0 $27.0 $36.0
2024
2025
Benefits Salaries
(in millions)
General Fund Salary & Benefit Increases 2025 vs 2024
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•Option 1:Base budget with only those enhancements needed for safe and efficient government;
•Option 2:Base budget with all enhancements in Option 1, plus three staffing enhancements, additional IT
enhancements, and several enhancements have projected revenue offsets.
Option 1 Option 2
Enhancements Total $1,171,770 $1,278,743
Less Funds from Other Funds $143,920 $143,920
Net Funds from General Fund $1,027,850 $1,134,823
General Fund Enhancement Options
Please Note: All enhancements are open for discussion and inclusion with City Council
consideration, direction and authorization
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General Fund 2025 Proposed Enhancements-Option 1
Department Revenue
Offset
Personnel
Costs
FTEs Ongoing One-Time Total
Administration $67,000 $139,750 1.5 $27,500 $204,750 $232,250
Human Resources $0 $0 0.0 $0 $70,000 $70,000
Finance $0 $40,600 0.25 $40,600 $0 $40,600
Community Development $330,000 $0 0.0 $0 $360,000 $360,000
Parks, Recreation, Library and Golf $39,420 $0 0.0 $9,960 $29,460 $39,420
Information Technology $71,802 $42,000 0.5 $281,000 $65,000 $346,000
Police $33,500 $0 0.0 $33,500 $0 $33,500
Public Works $100,000 $0 0.0 $0 $50,000 $50,000
TOTAL ENHANCEMENTS $641,722 $222,350 2.25 $392,560 $779,210 $1,171,770
Funding from Other Funds $80,460 $63,460 $143,920
Funding from General Fund $312,100 $715,750 $1,072,850Pa
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General Fund 2025 Proposed Enhancements-Option 1 (1 of 5)
Department
Enhancement Description
Revenue
Offset
Personnel
Costs
FTEs Ongoing One-Time Total
Administration Total $67,000 $139,750 1.5 $27,500 $204,750 $232,250
Enhancement #1-Management Fellow
(Administration Division)$0 $99,750 1.0 $0 $99,750 $99,750
Enhancement #2-Tri -Cities Homelessness
Coordinator (ARPA Funded)$55,000 $0 0.0 $0 $55,000 $55,000
Enhancement #3-Hazardous Waste and Electronic
Recycling Program $0 $0 0.0 $27,500 $0 $27,500
Enhancement #4-EngleRIDE $0 $0 0.0 $0 $2,000 $2,000
Enhancement #5-Sustainability Grant $0 $0 0.0 $0 $2,000 $2,000
Enhancement #6-Garden in a Box (This
enhancement funded through the Utilities
Department via the Water Fund (40))
$4,000 $0 0.0 $0 $4,000 $4,000
Enhancement #7-Sustainability Event Funds $0 $0 0.0 $0 $2,000 $2,000
Enhancement #9-.5 FTE Green Bus. Coord.
(partially funded by bag fees, Littleton)$8,000 $40,000 0.5 $0 $40,000 $40,000
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General Fund 2025 Proposed Enhancements-Option 1 (2 of 5)
Department Revenue
Offset
Personnel
Costs
FTEs Ongoing One-Time Total
Human Resources Total $0 $0 0.0 $0 $70,000 $70,000
•Denver University High Performance
Leadership Academy
$0 $0 0.0 $0 $45,000 $45,000
•Insights Discovery Training $0 $0 0.0 $0 $25,000 $25,000
Finance Total $0 $40,600 0.25 $40,600 $0 $40,600
•02-0603 Finance Manager Position
Risk Management Duties reassigned
to the CAO Risk and Safety Manager
Position
$0 $40,600 0.25 $40,600 $0 $40,600
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General Fund 2025 Proposed Enhancements-Option 1 (3 of 5)
Department Revenue
Offset
Personnel
Costs
FTEs Ongoing One-Time Total
Community Development Total $330,000 $0 0.0 $0 $360,000 $360,000
•Shuttle Enhancements -$300K (RTD
grant funded w/ $30K by EDDA)
$330,000 $0 0.0 $0 $360,000 $360,000
Parks, Recreation, Library and Golf Total $39,420 $0 0.0 $9,960 $29,460 $39,420
•Recreation Mobile App -$23,420
(funded by Donors Fund)
$23,420 $0 0.0 $9,960 $13,460 $23,460
•Library of Things -$6K (funded by
Book Sale/Donors Fund)
$6,000 $0 0.0 $0 $6,000 $6,000
•Enhance Summer Reading Programs -
$10K (funded by Book Sale/Donors
Fund)
$10,000 $0 0.0 $0 $10,000 $10,000
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General Fund 2025 Proposed Enhancements-Option 1 (4 of 5)
Department Revenue
Offset
Personnel
Costs
FTEs Ongoing One-Time Total
Information Technology Total $71,802 $42,000 0.5 $281,000 $65,000 $346,000
•GIS Technician-$42K (funded by
Enterprise Funds)
$42,000 $42,000 0.5 $37,000 $5,000 $42,000
•Cybersecurity Consultant $0 $0 0.0 $0 $60,000 $60,000
•Email Security Software $6,807 $0 0.0 $31,000 $0 $31,000
•Cloud Soft Phone subscription and
support
$13,772 $0 0.0 $120,000 $0 $120,000
•Accessibility remediation licensing$3,294 $0 0.0 $15,000 $0 $15,000
•CORA Portal licensing and support $2,635 $0 0.0 $12,000 $0 $12,000
•Microsoft Licensing $0 $0 0.0 $50,000 $0 $50,000
•Hot Cloud Storage $3,294 $0 0.0 $16,000 $0 $16,000
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General Fund 2025 Proposed Enhancements-Option 1 (5 of 5)
Department Revenue
Offset
Personnel
Costs
FTEs Ongoing One-Time Total
Police Total $33,500 $0 0.0 $33,500 $0 $33,500
•Flock Safety –$33,500 (funded by
Forfeiture Funds accounted for in the
Donors Fund)
$33,500 $0 0.0 $33,500 $0 $33,500
Public Works Total $100,000 $0 0.0 $0 $50,000 $50,000
•Refurbish existing patch truck to
repair leaks and issues with
mechanical auger asphalt distributor;
New Degradation Fee due to Street
Cuts
$100,000 $0 0.0 $0 $50,000 $50,000
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General Fund 2025 Proposed Enhancements-Option 2
Difference Between Option 1 & 2 Highlighted (*) Below: Increased by $106,973 from Option 1
Department Revenue
Offset
Personnel
Costs
FTEs Ongoing One-Time Total
Administration $67,000 $139,750 1.5 $27,500 $204,750 $232,250
City Clerk’s Office $29,000 $38,000 0.0 $38,000 $0 $38,000 *
Human Resources $0 $0 0.0 $0 $70,000 $70,000
Finance $0 $40,600 0.25 $40,600 $10,000 *$50,600
Information Technology $71,802 $42,000 0.5 $281,000 $65,000 $346,000
Community Development $330,000 $0 0.0 $0 $360,000 $360,000
Parks, Recreation, Library and Golf $39,420 $0 0.0 $9,960 $29,460 $39,420
Police $33,500 $0 0.0 $33,500 $0 $33,500
Public Works $100,000 $0 0.0 $0 $50,000 $50,000
Communications $102,000 $58,973 0.5 $58,973 $0 $58,973 *
TOTAL ENHANCEMENTS $772,722 $319,323 2.75 $489,533 $789,210 $1,278,743
Funding from Other Funds $ 80,460 $ 63,460 $ 143,920
Funding from General Fund $409,073 $725,750 $1,134,823
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2025 Summary of Enhancements Requested-General Fund Option 2 (1 of 5)
General
Fund Dept
Enhancement Request FTEs Ongoing One-Time Total
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Enhancement #1-Management Fellow (Administration
Division)
1.0 $0 $99,750 $99,750
Enhancement #2-Tri -Cities Homelessness
Coordinator (ARPA Funded)
0.0 $0 $55,000 $55,000
Enhancement #3-Hazardous Waste and Electronic
Recycling Program
0.0 $27,500 $0 $27,500
Enhancement #4-EngleRIDE 0.0 $0 $2,000 $2,000
Enhancement #5-Sustainability Grant 0.0 $0 $2,000 $2,000
Enhancement #6-Garden in a Box (This enhancement
funded through the Utilities Department via the Water
Fund (40))
0.0 $0 $4,000 $4,000
Enhancement #7-Sustainability Event Funds 0.0 $0 $2,000 $2,000
Enhancement #9-Part -Time Green Business Coordinator 0.5 $0 $40,000 $40,000
Administration Department Total 1.5 $27,500 $204,750 $232,250
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General
Fund Dept
Enhancement Request FTEs Ongoing One-Time Total
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10 additional hours for Customer Experience
Assistants/Passport Agents
0.0 $13,000 $0 $13,000
Promotion of Department Assistant to Deputy City Clerk I-
compensation depends on qualifications and experience
of staff member
0.0 $12,500 -
$25,000
$0$12,500-
$25,000
City Clerk’s Office (CCO) Total 0.0 $38,000 $0 $38,000
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Denver University High Performance Leadership Academy 0.0 $0 $45,000 $45,000
Insights Discovery Training 0.0 $0 $25,000 $25,000
Human Resources Department Total 0.0 $0 $70,000 $70,000
2025 Summary of Enhancements Requested-General Fund Option 2 (2 of 5)
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General
Fund Dept
Enhancement Request FTEs Ongoing One-Time Total
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02-0601 Financial Advisory Services for General Obligation
(GO)Bond
0.0 $0 $10,000 $10,000
02-0603 Finance Manager Position Risk Management Duties
reassigned to the CAO Risk and Safety Manager Position
0.25 $40,600 $0 $40,600
Finance Department Total 0.25 $40,600 $10,000 $50,600
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Cybersecurity Engineer 0.0 $0 $60,000 $60,000
GIS Technician-$42K funded through Enterprise Funds 0.5 $37,000$5,000 $42,000
Microsoft Licensing Increase 0.0 $50,000 $0 $50,000
Email Security Software 0.0 $31,000 $0 $31,000
Cloud Soft Phone Subscription and Support 0.0 $120,000 $0 $120,000
Accessibility Remediation Licensing0.0 $15,000 $0 $15,000
CORA Portal licensing and Support 0.0 $12,000 $0 $12,000
Hot Cloud Storage 0.0 $16,000 $0 $16,000
Information Technology Department Total 0.5 $281,000 $65,000 $346,000
2025 Summary of Enhancements Requested-General Fund Option 2 (3 of 5)
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General
Fund Dept
Enhancement Request FTEs Ongoing One-Time Total
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Shuttle Enhancements -$300K funded by RTD Grant
and $30K funded by EDDA
0.0 $0$360,000 $360,000
Community Development Department Total 0.0 $0 $360,000 $360,000
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Creation of a Mobile App (Recreation Center) -
$23,420 Recreation funds accounted for in the Donors
Fund
0.0 $9,960 $13,460 $23,420
Library of Things (Library) -$6K from Book Sales
accounted for in the Donors Fund
0.0 $0 $6,000 $6,000
Enhance Summer Reading Programs (Library) -$10K
from Book Sales accounted for in the Donors Fund
0.0 $0 $10,000 $10,000
Parks, Recreation, Library and Golf Department Total 0.0 $9,960 $29,460 $39,420
2025 Summary of Enhancements Requested-General Fund Option 2 (4 of 5)
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General
Fund Dept
Enhancement Request FTEs Ongoing One-Time Total
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Flock Safety –$33,500 funded by Forfeiture Funds
accounted for in the Donors Fund
0.0 $33,500 $0 $33,500
Police Department Total 0.0 $33,500 $0 $33,500
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Refurbish existing patch truck to repair leaks and issues
with mechanical auger asphalt distributor
0.0 $0 $50,000 $50,000
Public Works Department Total 0.0 $0 $50,000 $50,000
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Increase Visual Communications Specialist from part-
time to full-time (0.5 FTE to 1.0 FTE)
0.5 $58,973 $0 $58,973
Communications Department Total 0.5 $58,973 $0 $58,973
2025 Summary of Enhancements Requested-General Fund Option 2 (5 of 5)
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General Fund Departments Ongoing One-Time Total
•Administration $0 $8,000 $8,000
•City Clerk’s Office $29,000 $0 $29,000
•Finance $59,900 $0 $59,900
•Information Technology $63,235 $0 $63,235
•Community Development $30,000 $330,000 $360,000
•Police $23,211 $0 $23,211
•Public Works $146,421 $0 $146,421
REVENUE TOTALS –General Fund $351,767 $338,000 $689,767
2025 Proposed Additional Revenue SummaryGeneral Fund
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Other Funds
2025 Budget Overview
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2025 Governmental Fund Types
D E F 2=D+E-F G H 3= 2+G-H
Current Forecast Current Forecast
Jan 1, 2024 Estimate Estimate Dec 31, 2024 Proposed Proposed Dec 31, 2025
Balance Sources Uses Balance Sources Uses Balance
General Fund
02 General Fund 24,841,248$ 70,016,866$ 74,635,294$ 20,222,820$ 70,791,810$ 74,428,967$ 16,585,663$
Special Revenue Funds
03 Conservation Trust Fund 2,226,348$ 470,000$ 2,223,220$ 473,128$ 420,000$ 593,047$ 300,081$
04 Donors Fund 878,700$ 97,600$ 155,000$ 821,300$ 92,100$ 395,500$ 517,900$
07 Parks & Recreation Trust Fund 145,626$ 2,500$ 7,500$ 140,626$ 2,500$ 15,000$ 128,126$
08 Malley Center Trust Fund 473,200$ 10,500$ 35,000$ 448,700$ 3,000$ 35,000$ 416,700$
10 Open Space Fund 3,062,962$ 1,758,007$ 3,661,721$ 1,159,248$ 1,600,000$ 1,308,321$ 1,450,927$
Totals 6,786,836$ 2,338,607$ 6,082,441$ 3,043,002$ 2,117,600$ 2,346,868$ 2,813,734$
Debt Service Funds
25 Police General Obligation Bond 90,649$ 2,253,250$ 2,223,300$ 120,599$ 2,238,250$ 2,223,300$ 135,549$
Totals 90,649$ 2,253,250$ 2,223,300$ 120,599$ 2,238,250$ 2,223,300$ 135,549$
Capital Projects Funds
30 Public Improvement Fund 20,623,599$ 10,152,157$ 24,399,676$ 6,376,080$ 4,210,000$ 8,242,538$ 2,343,542$
31 Capital Projects Fund 4,175,835$ 4,210,000$ 6,504,857$ 1,880,978$ 5,150,000$ 5,895,080$ 1,135,898$
34 Police Building Construction Fd 2,613,353$ 75,000$ 1,603,502$ 1,084,851$ 50,000$ 575,600$ 559,251$
Totals 27,412,787$ 14,437,157$ 32,508,035$ 9,341,909$ 9,410,000$ 14,713,218$ 4,038,691$
GOVERNMENTAL FUND TYPE
(Fund Balance* = Total Assets - Total Liabilities)
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2025 Proprietary Fund Types
D E F 2=D+E-F G H 3= 2+G-H
Current Forecast Current Forecast
Jan 1, 2024 Estimate Estimate Dec 31, 2024 Proposed Proposed Dec 31, 2025
Balance Sources Uses Balance Sources Uses Balance
Enterprise Funds
40 Water Fund 16,736,608$ 55,061,467$ 45,533,199$ 26,264,876$ 33,549,898$ 53,714,228$ 6,100,546$
41 Sewer Fund 4,904,905$ 22,602,556$ 25,701,141$ 1,806,320$ 31,522,000$ 30,154,749$ 3,173,571$
42 Storm Drainage Fund 27,879,440$ 3,632,000$ 25,801,255$ 5,710,185$ 3,814,000$ 7,548,665$ 1,975,520$
43 Golf Course Fund 347,634$ 3,348,170$ 2,993,819$ 701,985$ 3,372,636$ 3,184,078$ 890,543$
44 Concrete Utility Fund 2,217,164$ 1,172,000$ 1,407,999$ 1,981,165$ 1,153,600$ 1,215,205$ 1,919,560$
45-46 Housing Rehabilitation Fund 1,291,897$ 136,275$ 289,150$ 1,139,022$ 136,325$ 314,150$ 961,197$
Totals 53,377,648$ 85,952,468$ 101,726,563$ 37,603,553$ 73,548,459$ 96,131,075$ 15,020,937$
Internal Service Funds
61 ServiCenter Fund 385,684$ 2,518,163$ 2,750,926$ 152,921$ 2,879,785$ 2,556,952$ 475,754$
62 Capital Equipment Replacement 4,031,405$ 1,305,969$ 2,500,000$ 2,837,374$ 1,070,591$ 2,655,000$ 1,252,965$
63 Risk Management Fund 1,352,633$ 1,932,000$ 2,493,190$ 791,443$ 1,935,687$ 2,592,474$ 134,656$
64 Employee Benefits Fund 1,186,859$ 7,108,981$ 7,267,847$ 1,027,993$ 7,265,611$ 7,490,113$ 803,491$
Totals 6,956,581$ 12,865,113$ 15,011,963$ 4,809,731$ 13,151,674$ 15,294,539$ 2,666,866$
(Funds Available Balance* = Current Assets -
Current Liabilities + Current Principal Portion
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Other Funds 2025 Proposed Enhancements
Department Personnel
Costs
FTEs Ongoing One-Time Total
•Public Works-Stormwater
Drainage Fund (42)
$0 0.0 $0 $100,000 $100,000
•City Attorney’s Office-Risk
Management Fund (63)
$37,500 0.25 $37,500 $0 $37,500
•Utilities-Water Fund (40)$0 0.0 $0 $330,000 $330,000
•Utilities-Sewer Fund (41)$0 0.0 $0 $125,000 $125,000
•South Platte Renew Fund (90)$260,000 2.0 $375,750 $885,000 $1,260,750
TOTALS $1,007,231 2.25 $413,250 $1,440,000 $1,853,250
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Other Funds
Departments
Enhancement Request FTEs Ongoing One-Time Total
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Storm Water Pipe Inspection Trailer 0.0 $0 $100,000 $100,000
Public Works Department
Stormwater Drainage Fund Total 0.0 $0 $100,000 $100,000
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Risk and Safety Manager Position (1 FTE, CAO direct
report) -repurposing 0.75 FTE from Risk Management
Fund to fund this newly defined position
Risk Management Fund (63-0503)
Plus $168,200 -2025 CAO direct report 1 FTE position
Less ($91,000) -2024 CAO direct report 0.5 FTE budgeted position
Less ($39,700)-2024 Finance direct report 0.25 FTE budgeted position
Equals $37,500 -2025 Risk Management Fund 0.25 FTE enhancement
0.25$37,500 $0 $37,500
City Attorney’s Office (CAO) Total 0.25 $37,500 $37,500 $37,500
2025 Summary of Enhancements Requested -Other Funds (1 of 2)
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Other Funds
Departments
Enhancement Request FTEs Ongoing One-Time Total
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Water Master Plan Update 0.0 $0 $250,000 $250,000
Water Resources Legal0.0 $0 $80,000 $80,000
Utilities Department
Water Fund Total 0.0 $0 $330,000 $330,000
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Sewer Master Plan Update 0.0 $0 $125,000 $125,000
Utilities Department
Sewer Fund Total
0.0 $0 $125,000 $125,000
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Additional Staff 2.0 $250,000 $10,000 $260,000
Professional Services0.0 $0 $875,000 $875,000
Software/Hardware Maintenance 0.0 $125,750 $0 $125,750
South Platte Renew Department
South Platte Renew Fund Total 2.0 $375,750 $885,000 $1,260,750
2025 Summary of Enhancements Requested -Other Funds (2 of 2)
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Other Funds Departments Ongoing One-Time Total
•Parks, Recreation, Library and Golf-Golf Course Fund $24,961 $0 $24,961
•Public Works-Stormwater Drainage Fund $175,000 $0 $175,000
•Utilities-Water Fund $1,204,580 $0 $1,204,580
•Utilities-Sewer Fund $992,943 $0 $992,943
REVENUE TOTALS –Other Funds $2,397,484 $0 $2,397,484
2025 Proposed Additional Revenue SummaryOther Funds
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Capital Improvement Plan (CIP) Review
2025 PIF and CPF Capital Requests
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PIF and CPF CIP Review
•Prioritization of capital requests of the PIF and CPF is due in part to the limited funding for several competing
ongoing capital programs and one-time capital projects requested by the general government departments
•Funding for Public Improvement Fund (PIF) ~$4-5M annually
•Vehicle Use Tax
•Construction/Building Material Use Tax
•Arapahoe County Road and Bridge Tax
•Funding for Capital Projects Fund (CPF)
•No dedicated funding source; typically funding from transfers out of the General Fund and/or Public
Improvement Fund
•Capital requests are classified as Projects (one-time) or Programs (ongoing):
•Capital Projects: typically include one-time expenditure amount used to acquire or construct an asset;
cash outlay may be over 1-4 years and occur every 5-30 years
•Capital Programs: typically include ongoing or require an annual expenditure amount to maintain or
extend the life of an asset
PIF = Public Improvement Fund (30) CPF = Capital Projects Fund (31)
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2025 PIF and CPF CIP Funds Sources (Uses)
PIF and CPF Capital Requests
Sources and Uses of Funds
Public
Improvement
Fund (30) *+
Capital
Projects
Fund (31) +
Police HQ
Construction
Fund (34) *
TOTALS
Sources of Funds $7,990,080 $2,500,000 $375,000 $10,865,080
Uses of Funds $4,595,000 $5,905,000 $375,000 $10,865,080
PIF = Public Improvement Fund (30) CPF = Capital Projects Fund (31)
*+ Includes the repurposing of PIF project #30 1001-101-02 Broadway/US285 Interchange Grant Match ($3.9M) due to the return of grant
funds ($6.8M) back to Denver Regional Council of Governments (DRCOG) as authorized by City Council at their Regular Meeting held on July
15, 2024
* All the rugged laptops ($375K) for patrol cars are due for replacement at the same time. A larger format to support officers’ needs is being
considered and replacement cannot be staggered because of compatibility issues with the in-car docks. Future, ongoing replacement of
these laptops will be requested through the annual CIP process for the capital requests of the PIF and CPF.
+ Building Efficiency Projects ($2.5M) including Solar (YearOut Project List); funding includes ARPA ($200K), Public Building
Electrification Grant ($750K) and General Fund Unassigned Fund Balance ($1.55M)
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2025 PIF and CPF CIP Funds Sources
PIF and CPF Capital Requests
Sources and Uses of Funds
Public
Improvement
Fund (30)
Capital
Projects Fund
(31)
Police HQ
Construction
Fund (34)
TOTALS
Vehicle Use Tax $3,000,000 $3,000,000
Construction/Building Materials Use Tax $900,080 $810,000
Arapahoe County Road and Bridge Tax $190,000 $190,000
Repurposed Broadway/US285 Interchange Grant
Match Project #30 1001-101-02
$3,900,000 $3,900,000
One-Time Funding for Safety Services Needs –
Laptops for all patrol vehicles
$375,000 $375,000
American Rescue Plan Act (ARPA) Funds-Energy
Efficiency Project
$200,000 $200,000
Colorado Energy Office Public Building
Electrification Grant Awarded-Energy Efficiency
Project
$750,000 $750,000
Transfer-In General Fund Unassigned Fund
Balance-Energy Efficiency Project
$1,550,000 $1,550,000
TOTALS $7,990,080 $2,500,000 $375,000 $10,865,080
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2025 PIF and CPF CIP Funds Department Uses
General Government Department
Uses of Funds
Public
Improvement
Fund (30)
Capital
Projects
Fund (31)
Police HQ
Construction
Fund (34)
TOTALS
Uses of Funds
•Communications $100,000 $30,000 $0 $130,000
•Information Technology $0 $530,000 $375,000 $905,000
•Parks, Recreation, Library and Golf $0 $263,330 $0 $263,330
•Public Works $4,495,000 $5,071,750 $0 $9,566,750
Uses of Funds Totals $4,595,000 $5,895,080 $375,000 $10,865,080
PIF = Public Improvement Fund (30) CPF = Capital Projects Fund (31)
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2025 PIF and CPF CIP One-Time and Ongoing Uses
One-Time (Project) and Ongoing
(Program) Uses of Funds
Public
Improvement
Fund (30)
Capital
Projects
Fund (31)
Police HQ
Construction
Fund (34)
TOTALS
Uses of Funds
•One-Time (Projects)$500,000 $3,620,000 $375,000 $4,495,000
•Ongoing (Programs)$4,095,000 $2,275,080 $0 $6,370,080
Uses of Funds Totals $4,595,000 $5,895,080 $375,000 $10,865,080
PIF = Public Improvement Fund (30) CPF = Capital Projects Fund (31)
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2025 PIF and CPF Capital Requests List (1 of 2)
Line #
Overall
Ranking
PJ or
PG
Dept
Priority Dept Capital Request Title
Public
Improvement
Fund (30)
Capital
Projects
Fund (31)
Police HQ
Construction
Fund (34)TOTALS
1 1.5 PG Tier 1 PW Bridge Repairs - 30 1001 002 500,000$ -$ -$ 500,000$
2 1.5 PG Tier 1 PW Concrete Utility City Share - 30 1001 008 350,000$ -$ -$ 350,000$
3 3.5 PG Tier 1 PW Concrete Program Accessible Ramps - 30 1002 001 350,000$ -$ -$ 350,000$
4 3.5 PG Tier 1 PW Road & Bridge Maintenance Materials - 30 1001 001 150,000$ -$ -$ 150,000$
5 5 PG Tier 1 PW Pavement Maintenance by Area - 30 2022 014 500,000$ -$ -$ 500,000$
6 6 PG Tier 1 PW Alley Maintenance - 30 2022 009 100,000$ -$ -$ 100,000$
7 7 PJ Tier 1 PW ADA Compliance Projects - 31 2022 020 -$ -$ -$ -$
8 8 PG Tier 1 IT Security Cameras IT - 31 0701 008 -$ 50,000$ -$ 50,000$
9 24 PG Tier 1 PW Neighborhood Traffic Calming Program - 30 2022 032 100,000$ -$ -$ 100,000$
10 9 PJ Tier 1 PW Implementation of Neighborhood Traffic Calming Program & Safe Routes to School initiative 250,000$ -$ -$ 250,000$
11 10 PG Tier 1 IT Patrol Cars MDTs and Other IT Equipment - 31 0701-014 -$ -$ 375,000$ 375,000$
12 11 PJ Tier 1 PRLG Library Single-Exit Feasibility Study & Construction 31 1301 004 -$ 130,000$ -$ 130,000$
13 12 PJ Tier 1 PW City-Wide Facilities Energy Efficient Projects - 31 0202 001 -$ 2,500,000$ -$ 2,500,000$
14 13 PJ Tier 1 PRLG Library Furniture - 31 1301 006 -$ 50,000$ -$ 50,000$
15 14.5 PG Tier 2 PW Sidewalk Gap Construction - 30 2022 026 250,000$ -$ -$ 250,000$
16 14.5 PG Tier 1 IT Network Development IT - 31 0701 001 -$ 325,000$ -$ 325,000$
17 16 PG Tier 1 PW Street Reconstruction - 30 2022 040 500,000$ -$ -$ 500,000$
18 17 PJ Tier 1 PW Facility Backup Generators 31 2023 002 -$ 925,000$ -$ 925,000$
19 18 PJ Tier 1 PW City-Wide Transportation Plan - 30 2022 012 250,000$ -$ -$ 250,000$
20 19 PG Tier 2 PW Arterial and Collector Street Pavement Maintenance - 30 2022 038 500,000$ -$ -$ 500,000$
21 20 PG Tier 1 PW Signal Equipment Upgrade/Replacement - 30 1001 013 300,000$ -$ -$ 300,000$
22 21 PG Tier 1 PW Walk & Wheel Plan Implementation - 30 1001 010 245,000$ -$ -$ 245,000$
23 22 PJ Tier 1 PW Civic Center 2nd Floor Carpet Replacements - 31 2022 015 -$ 100,000$ -$ 100,000$
24 PIF AND CPF CAPITAL LIST PAGE 1 TOTALS 4,345,000$ 4,080,000$ 375,000$ 8,800,000$
PJ=Project definite start and end date, one-time request to acquire, construct or replace an asset; PG=Program
annual, ongoing funding to maintain an asset
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2025 PIF and CPF Capital Requests List (2 of 2)
Line #
Overall
Ranking
PJ or
PG
Dept
Priority Dept Capital Request Title
Public
Improvement
Fund (30)
Capital
Projects
Fund (31)
Police HQ
Construction
Fund (34)TOTALS
25 23 PG Tier 1 PRLG Parks & Rec Parking Lot Maint - 30 1301 006 -$ -$ -$ -$
26 25 PG Tier 1 IT PC Replacement IT - 31 0701 007 -$ 125,000$ -$ 125,000$
27 26 PG Tier 1 PW Public Art - Wraps and Crosswalks 30 1801 008 100,000$ -$ -$ 100,000$
28 27 PG Tier 1 IT Audio Visual Upgrades IT - 31 0701 012 -$ 30,000$ -$ 30,000$
29 28 PG Tier 1 COM Wayfinding and Placemaking - 30 1801 001 100,000$ -$ -$ 100,000$
30 29 PJ Tier 3 PW Annual Common Area Furniture Replacement - 31 2022 019 -$ 15,000$ -$ 15,000$
31 30 PG Tier 3 PW Street Lights and Furniture repair/replacement - 30 2022 028 50,000$ -$ -$ 50,000$
32 31 PG Tier 1 PW Security Civic Center and Rec Center - 31 1005 009 -$ 20,000$ -$ 20,000$
33 32 PG Tier 1 PW Facilities and Operations - 31 1005 001 -$ 1,483,000$ -$ 1,483,000$
34 33 PG Tier 1 COM Neighborhood Signs - 31 1801 001 -$ 30,000$ -$ 30,000$
35 34 PG Tier 1 PRLG Emerald Ash Borer Mitigation - 31 1301 003 -$ 50,000$ -$ 50,000$
36 35 PG Tier 1 PRLG Art in Public Places 1% Recreation - 31 1301 001 -$ 62,080$ -$ 62,080$
37 -$
38 PIF AND CPF CAPITAL LIST PAGE 2 TOTALS 250,000$ 1,815,080$ -$ 2,065,080$
39 PIF AND CPF CAPITAL LIST PAGE 1 TOTALS 4,345,000$ 4,080,000$ 375,000$ 8,800,000$
40 PIF AND CPF CAPITAL LIST GRAND TOTALS 4,595,000$ 5,895,080$ 375,000$ 10,865,080$
PJ=Project definite start and end date, one-time request to acquire, construct or replace an asset; PG=Program
annual, ongoing funding to maintain an asset
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2025-2029 Tier 1 Capital Projects
Public Improvement Fund (30)
Line
#
PJ
PG
Priority Dept Project Name Revised
2025
Orig Req
2025
Request
2026
Request
2027
Request
2028
Request
2029
5-Years
Totals
1 PG Tier 1 PW Public Art - Wraps and Crosswalks 100,000$ 100,000$ -$ -$ -$ -$ 100,000$
2 PG Tier 1 COMM Wayfinding and Placemaking 100,000$ 100,000$ 100,000$ 100,000$ 100,000$ -$ 400,000$
3 PG Tier 1 PRLG Parks & Rec Parking Lot Maint -$ 80,000$ 80,000$ 85,000$ 90,000$ 90,000$ 425,000$
4 PG Tier 1 PW Neighborhood Traffic Calming Program 100,000$ 100,000$ -$ -$ -$ -$ 100,000$
5 PJ Tier 1 PW City-Wide Transportation Plan 250,000$ 250,000$ -$ -$ -$ -$ 250,000$
6 PG Tier 2 PW Walk & Wheel Plan Implementation 245,000$ 245,000$ $ 390,000 465,000$ 565,000$ 538,000$ 2,203,000$
7 PG Tier 1 PW Alley Maintenance 100,000$ 100,000$ 100,000$ 100,000$ 100,000$ 100,000$ 500,000$
8 PG Tier 1 PW Bridge Repairs 500,000$ 500,000$ 500,000$ 250,000$ 250,000$ 250,000$ 1,750,000$
9 PG Tier 1 PW Concrete Program Accessible Ramps 350,000$ 350,000$ 350,000$ 350,000$ 350,000$ 350,000$ 1,750,000$
10 PG Tier 1 PW Concrete Utility City Share 350,000$ 350,000$ 350,000$ 350,000$ 350,000$ 350,000$ 1,750,000$
11 PJ Tier 1 PW Implementation of Neighborhood Traffic
Calming Program & Safe Routes to School
initiatives
250,000$ 250,000$ 250,000$ 250,000$ 250,000$ 250,000$ 1,250,000$
12 PG Tier 1 PW Pavement Maintenance by Area 500,000$ 500,000$ 750,000$ 1,000,000$ 1,000,000$ 1,000,000$ 4,250,000$
13 PG Tier 1 PW Road & Bridge Maintenance Materials 150,000$ 350,000$ 350,000$ 350,000$ 350,000$ 350,000$ 1,750,000$
14 PG Tier 1 PW Signal Equipment Upgrade/Replacement 300,000$ 300,000$ 300,000$ 400,000$ 400,000$ 400,000$ 1,800,000$
15 PG Tier 1 PW Street Reconstruction 500,000$ 500,000$ 500,000$ 500,000$ 500,000$ 500,000$ 2,500,000$
16 PG Tier 2 PRLG Public Art Acquisition -$ 250,000$ 250,000$ 150,000$ -$ 650,000$ $ 1,300,000
17 PG Tier 2 PW Alley Paving -$ 500,000$ 500,000$ 500,000$ 500,000$ 2,000,000$ $ 4,000,000
18 PG Tier 2 PW Arterial and Collector Street Pavement
Maintenance
500,000$ 500,000$ 1,000,000$ 1,000,000$ 1,000,000$ 4,000,000$ $ 7,500,000
18 PG Tier 2 PW Sidewalk Gap Construction 250,000$ 350,000$ 400,000$ 450,000$ 450,000$ 1,900,000$ $ 3,550,000
19 PG Tier 3 PW Street Lights and Furniture
repair/replacement
50,000$ 50,000$ 50,000$ 50,000$ 50,000$ -$ $ 200,000
Subtotals PIF Slide 1 $ 4,595,000 $ 5,725,000 $ 6,220,000 $ 6,350,000 $ 6,305,000 $ 12,728,000 $ 37,328,000
PJ=Project definite start and end date, one-time request to acquire, construct or replace an asset;
PG=Program annual, ongoing funding to maintain an asset
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2025-2029 Tier 1 Capital Projects
Capital Projects Fund (31)
Line
#
PJ
PG
Priority Dept Project Name Revised
2025
Orig Req
2025
Request
2026
Request
2027
Request
2028
Request
2029
5-Years
Totals
1 PG Tier 1 COM Neighborhood Signs $ 30,000 $ 30,000 $ 30,000 $ 30,000 $ 30,000 $ 30,000 $ 150,000
2 PG Tier 1 IT Audio Visual Upgrades IT $ 30,000 $ 30,000 $ 30,000 $ 30,000 $ 50,000 $ 50,000 $ 190,000
3 PG Tier 1 IT Network Development IT $ 325,000 $ 325,000 $ 350,000 $ 150,000 $ 150,000 $ 540,000 $ 1,515,000
4 PG Tier 1 IT Patrol Cars MDTs and Other IT Equipment * $ 375,000 $ 375,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 775,000
5 PG Tier 1 IT PC Replacement IT $ 125,000 $ 125,000 $ 125,000 $ 125,000 $ 125,000 $ 125,000 $ 625,000
6 PG Tier 1 IT Security Cameras IT $ 50,000 $ 150,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 350,000
7 PG Tier 1 PRLG Art in Public Places 1% Recreation $ 62,080 $ 48,185 $ 25,700 $ 19,600 $ 19,000 $ 19,000 $ 131,485
8 PG Tier 1 PRLG Emerald Ash Borer Mitigation $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 250,000
9 PJ Tier 1 PRLG Library Furniture $ 50,000 $ 50,000 $ - $ - $ - $ - $ 50,000
10 PJ Tier 1 PRLG Library Single-Exit Feasibility Study & $ 130,000 $ 130,000 $ - $ - $ - $ - $ 130,000
11 PJ Tier 1 PW City-wide Energy Efficient Projects $2,500,000 $ 3,850,000 $ - $ - $ - $ - $ 3,850,000
12 PJ Tier 1 PW ADA Compliance Projects $ - $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 750,000
13 PJ Tier 1 PW Civic Center 2nd Floor Carpet Replacements $ 100,000 $ 100,000 $ - $ - $ - $ - $ 100,000
14 PG Tier 1 PW Facilities and Operations $1,483,000 $ 2,058,500 $ 835,000 $ 325,000 $ 325,000 $ - $ 3,543,500
15 PG Tier 1 PW Security Civic Center and Rec Center $ 20,000 $ 20,000 $ 20,000 $ 20,000 $ 20,000 $ 20,000 $ 100,000
16 PJ Tier 1 PW Facility Backup Generators $ 925,000 $ 925,000 $ 300,000 $ 300,000 $ 300,000 $ - $ 1,825,000
17 PG Tier 3 IT Fiber Network $ - $ 1,000,000 $ 1,000,000 $ 1,000,000 $ 1,000,000 $ 1,000,000 $ 5,000,000
18 PJ Tier 3 PW Annual Common Area Furniture Replacement $ 15,000 $ 15,000 $ 15,000 $ 15,000 $ - $ - $ 45,000
Totals $6,270,080 $ 9,431,685 $ 3,080,700 $ 2,364,600 $ 2,369,000 $ 2,134,000 $ 19,379,985
PJ=Project definite start and end date, one-time request to acquire, construct or replace an asset;
PG=Program annual, ongoing funding to maintain an asset
* Patrol Cars MDTs and Other IT-related Equipment –In 2025, the $375,000 funding from the Police Headquarters Construction Fund (34)
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Questions or Comments
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Appendix
•June 24th Department Presentation of Requested Enhancements and Revenue Proposals with revisions
as noted in red font
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General Fund Summary Original Assumptions
2025
Revenue Sources
Sales & Use Tax Revenue 3.5%
Property Tax Revenue 0%
2025 Next Appraisal Year:
Property Appraisal Market Data Period
(additional revenue, if any, reflected in 2026)
1/1/2022-
6/30/2024
All Other Revenue Sources 3.5%
Expenditure Uses 3.0%
* (A) Senate Bill 2024-233 provides for an annual 5.5% property tax revenue increase cap as compared to (B) the November
2024 ballot initiative #50 that caps the annual property tax revenue increase at 4%; see CRT-0766 for more details
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•Community Development Department
•Communications Department
•Parks, Recreation, Library and Golf Department
•Police Department
•Public Works Department
•Utilities Department
•South Platte Renew
•Administration
•City Clerk’s Office
•City Attorney’s Office
•Municipal Court
•Human Resources Department
•Finance Department
•Information Technology Department
Department Presentation Order
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Enhancement Defined
New or expanded program or service costs (other than higher costs due to inflationary
price increases above the 2023 actuals as adjusted by the Consumer Price Index (CPI) for
2024 and 2025). Examples include some or all the following:
•New or repurposed FTEs
•Expanding existing programs/services or adding consulting/contractual services
•New or increased operating expenditures such as office supplies, materials or other
supplies to carryout the tasks of the expanded or new program or service (volume
based)
•New or additional office furniture, vehicles, and/or equipment
Note: CPI adjustments to 2023 Actuals = 1.060 (2024 CPI of 1.026 * 2025 CPI of 1.033)
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2025 Requested Enhancements Summary (1 of 2)
Department Personnel
Costs
FTEs Ongoing One-
Time
Total
•Administration $263,885 2.5 $154,135 $217,750 $371,885
•City Clerk’s Office $38,000 0.0 $38,000 $0 $38,000
•City Attorney’s Office $37,500 0.25 $37,500 $0 $37,500
•Municipal Court $0 0.0 $0 $0 $0
•Human Resources $0 0.0 $226,630 $0 $226,630
•Finance $40,600 0.25 $70,600 $10,000 $80,600
•Information Technology $502,000 3.5 $803,900 $20,000 $823,900
•Community Development $125,246 1.0 $93,246 $427,000 $520,246
EXP PAGE 1 TOTALS $1,007,231 7.5 $1,424,011 $674,750 $2,098,761
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Department Personnel
Costs
FTEs Ongoing One-Time Total
•Communications $58,973 0.5 $58,973 $0 $58,973
•Parks, Recreation, Library and Golf $167,226 2.0 $183,186 $23,460 $206,646
•Police $124,000 1.0 $152,500 $5,000 $157,500
•Public Works $0 0.0 $54,000 $300,000 $354,000
•Utilities-Water Fund $0 0.0 $0$330,000$330,000
•Utilities-Sewer Fund $0 0.0 $0$125,750 $125,750
•South Platte Renew $260,000 2.0 $375,750 $885,000 $1,260,750
EXP PAGE 2 TOTALS $610,199 5.5 $824,409 $1,669,210 $2,493,619
EXP PAGE 1 TOTALS $1,007,231 7.5 $1,424,011 $674,750 $2,098,761
GRAND TOTALS $1,617,430 13.0 $2,248,420 $2,343,960 $4,592,380
2025 Requested Enhancements Summary (2 of 2)
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2025 Summary of Enhancements Requested-General Fund (1 of 7)
General Fund
Departments
Enhancement Request FTEs Ongoing One-Time Total
Ad
m
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Enhancement #1-Management Fellow
(Administration Division)
1.0 $0 $99,750 $99,750
Enhancement #2-Tri -Cities Homelessness
Coordinator
0.0 $0 $55,000 $55,000
Enhancement #3-Hazardous Waste and Electronic
Recycling Program
0.0 $35,000 $0 $35,000
Enhancement #4-EngleRIDE 0.0 $0 $6,000 $6,000
Enhancement #5-Sustainability Grant 0.0 $0 $6,000 $6,000
Enhancement #6-Garden in a Box (This enhancement
funded through the Utilities Department via
the Water Fund (40))
0.0 $0 $4,000 $4,000
Enhancement #7-Sustainability Event Funds 0.0 $0 $2,000 $2,000
Enhancement #8-Sustainability Program Partner 1.0 $119,135 $5,000 $124,135
Enhancement #9-Part -Time Green Business
Coordinator
0.5 $0 $40,000 $40,000
Administration Department Total 2.5 $154,135 $217,750 $371,885
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General Fund
Departments
Enhancement Request FTEs Ongoing One-Time Total
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10 additional hours for Customer Experience
Assistants/Passport Agents
0.0 $13,000 $0 $13,000
Promotion of Department Assistant to Deputy City
Clerk I -compensation depends on qualifications and
experience of staff member
0.0 $12,500 -
$25,000
$0$12,500-
$25,000
City Clerk’s Office (CCO) Total 0.0 $38,000 $0 $38,000
2025 Summary of Enhancements Requested-General Fund (2 of 7)
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General Fund
Departments
Enhancement Request FTEs Ongoing One-Time Total
Hu
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s
457 Retirement Savings Incentive (Benefits Fund)0.0 $156,630 $0$156,630
Denver University High Performance Leadership
Academy
0.0 $45,000 $0 $45,000
Insights Discovery Training 0.0 $25,000 $0 $25,000
Human Resources Department Total 0.0 $226,630 $0 $226,630
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n
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02-0601 Financial Advisory Services for PRLG $30M-
$50M General Obligation (GO)Bond and the
CityCenter redevelopment project
0.0 $10,000 $10,000 $20,000
02-0604 Tax & Licensing Support 0.0 $20,000 $0 $20,000
02-0603 Finance Manager Position Risk Management
Duties reassigned to the CAO Risk and Safety Manager
Position
0.25 $40,600 $0 $40,600
Finance Department Total 0.25 $70,600 $10,000 $80,600
2025 Summary of Enhancements Requested-General Fund (3 of 7)
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General Fund
Departments
Enhancement Request FTEs Ongoing One-Time Total
In
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Cybersecurity Engineer 1.0 $180,000 $5,000 $185,000
GIS Technician0.5 $37,000$5,000 $42,000
Business Support Analyst 1.0 $119,000$5,000 $124,000
Tech Support Supervisor 1.0 $146,000$5,000 $151,000
Microsoft Licensing Increase 0.0 $50,000 $0 $50,000
Email Security Software 0.0 $31,000 $0 $31,000
Cloud Soft Phone Subscription and Support 0.0 $120,000 $0 $120,000
Access Control System Support and Maintenance 0.0 $75,000 $0 $75,000
Accessibility Remediation Licensing0.0 $15,000 $0 $15,000
CORA Portal licensing and Support 0.0 $12,000 $0 $12,000
Travel increase for Data & Analytics Staff Training 0.0 $2,900 $0 $2,900
Hot Cloud Storage for Backups 0.0 $16,000 $0 $16,000
Information Technology Department Total 3.5 $803,900 $20,000 $823,900
2025 Summary of Enhancements Requested-General Fund (4 of 7)
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General Fund
Departments
Enhancement Request FTEs Ongoing One-Time Total
Co
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De
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p
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n
t
Land Use Compliance Officer 1.0 $93,246 $32,000 $125,246
Shuttle Enhancements 0.0 $0$360,000 $360,000
CityCenter Pre-Development 0.0 $0 $25,000 $25,000
Comprehensive Plan –Graphic Design 0.0 $0 $10,000 $10,000
Community Development Department Total 1.0 $93,246 $427,000 $520,246
2025 Summary of Enhancements Requested-General Fund (5 of 7)
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General Fund
Departments
Enhancement Request FTEs Ongoing One-Time Total
Co
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s
Increase Visual Communications Specialist from PT to
FTE
0.5 $58,973 $0 $58,973
Communications Department Total 0.5 $58,973 $0 $58,973
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Addition of Aquatic Coordinator (Pirates Cove)1.0 $78,613 $5,000 $83,613
Addition of Events Coordinator (Events)1.0 $78,613 $5,000 $83,613
Creation of a Mobile App (Recreation Center)0.0 $9,960 $13,460 $23,420
Library of Things (Library)0.0 $6,000 $0 $6,000
Enhance Summer Reading Programs (Library)0.0 $10,000 $0 $10,000
Parks, Recreation, Library and Golf Department Total 2.0 $183,186 $23,460 $206,646
2025 Summary of Enhancements Requested-General Fund (6 of 7)
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General Fund
Departments
Enhancement Request FTEs Ongoing One-Time Total
Po
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Flock Safety 0.0 $33,500 $0 $33,500
Business Support Analyst 1.0 $119,000 $5,000 $124,000
Police Department Total 0.0 $152,500 $5,000 $157,500
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New sign truck for Street Maintenance to properly
carry and place temporary construction signs
0.0 $0 $50,000 $50,000
Upgrade existing semi-tractor that is no longer used to
a new single axle dump truck for hauling materials to
alleys and tighter spaces
0.0 $0 $100,000 $100,000
Refurbish existing patch truck to repair leaks and
issues with mechanical auger asphalt distributor
0.0 $0 $50,000 $50,000
Cartegraph Traffic Signals Domain 0.0 $42,000 $0 $42,000
Cartegraph 811 Locates Integration 0.0 $12,000 $0 $12,000
Public Works Department Total 0.5 $54,000 $200,000 $254,000
2025 Summary of Enhancements Requested-General Fund (7 of 7)
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General Fund Departments Ongoing One-Time Total
•Administration $0 $8,000 $8,000
•City Clerk’s Office $29,000 $0 $29,000
•Finance $59,900 $0 $59,900
•Information Technology $63,235 $0 $63,235
•Community Development $30,000 $330,000 $30,000
•Police $1,153,474 $0 $1,153,474
•Public Works $2,406,947 $0 $2,406,947
REVENUE TOTALS –General Fund $3,742,556 $338,000 $4,080,556
2025 Proposed Additional Revenue SummaryGeneral Fund
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Other Funds
Departments
Enhancement Request FTEs Ongoing One-Time Total
S
t
o
r
m
w
a
t
e
r
Dr
a
i
n
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n
d
Pu
b
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i
c
W
o
r
k
s
Storm Water Pipe Inspection Trailer 0.0 $0 $100,000 $100,000
Public Works Department
Stormwater Drainage Fund Total 0.0 $0 $100,000 $100,000
Ri
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M
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n
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Fu
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d
Ci
t
y
A
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n
e
y
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s
O
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Risk and Safety Manager Position (1 FTE, CAO direct
report) -repurposing 0.75 FTE from Risk Management
Fund to fund this newly defined position
Risk Management Fund (63-0503)
Plus $168,200 -2025 CAO direct report 1 FTE position
Less ($91,000) -2024 CAO direct report 0.5 FTE budgeted position
Less ($39,700)-2024 Finance direct report 0.25 FTE budgeted position
Equals $37,500 -2025 Risk Management Fund 0.25 FTE enhancement
0.25$37,500 $0 $37,500
City Attorney’s Office (CAO) Total 0.25 $37,500 $37,500 $37,500
2025 Summary of Enhancements Requested -Other Funds (1 of 2)
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Other Funds
Departments
Enhancement Request FTEs Ongoing One-Time Total
Wa
t
e
r
Fu
n
d
Ut
i
l
i
t
i
e
s
Water Master Plan Update 0.0 $0 $250,000 $250,000
Water Resources Legal0.0 $0 $80,000 $80,000
Utilities Department
Water Fund Total 0.0 $0 $330,000 $330,000
Se
w
e
r
Fu
n
d
Ut
i
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i
t
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s
Sewer Master Plan Update 0.0 $0 $125,000 $125,000
Utilities Department
Sewer Fund Total
0.0 $0 $125,000 $125,000
So
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P
l
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Re
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w
F
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n
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Additional Staff 2.0 $250,000 $10,000 $260,000
Professional Services0.0 $0 $875,000 $875,000
Software/Hardware Maintenance 0.0 $125,750 $0 $125,750
South Platte Renew Department
South Platte Renew Fund Total 2.0 $375,750 $885,000 $1,260,750
2025 Summary of Enhancements Requested -Other Funds (2 of 2)
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Other Funds Departments Ongoing One-Time Total
•Parks, Recreation, Library and Golf-Golf Course Fund $24,961 $0 $24,961
•Public Works-Stormwater Drainage Fund $175,000 $0 $175,000
•Utilities-Water Fund $1,204,580 $0 $1,204,580
•Utilities-Sewer Fund $992,943 $0 $992,943
REVENUE TOTALS –Other Funds $2,397,484 $0 $2,397,484
2025 Proposed Additional Revenue SummaryOther Funds
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Administration Overview
Presented by
Shawn Lewis, City Manager
Tim Dodd, Deputy City Manager
Mel Englund, Sustainability Program ManagerPa
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Department Overview
Mission:
To assist City Council in creating and implementing a community vision,goals, and policies
while providing leadership to City staff that ensures the efficient and effective use of City
resources, outstanding service delivery,focus on community engagement, and a sense of
purpose and fulfillment for City employees.
Structure:
The City Manager's Office is organized into two divisions, Administration and
Sustainability.In 2024, the department was known as the City Administration Department
and included two divisions, the City Manager's Office and the City Clerk's Office, which
became its own department in 2024.The department coordinates interdisciplinary programs
and projects, while also providing support to Council and as a point of contact with the
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Organizational Structure
Administration Division
o 1 FTE-City Manager
o 1 FTE-Deputy City Manager
o 1 FTE-Executive Assistant
o 1 FTE-Management Fellow
o Seasonal Intern
o 1 FTE-Data and Analytics Manager (in IT
budget)
o 1 FTE GIS Administrator (in IT budget)
Sustainability Division
o 0.8 FTE Sustainability Program Manager
o 0.4 FTE Green Business Program
Coordinator
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Strategic Plan Connection (1 of 2)
Strategic OutcomeHow does the department budget support the strategic outcome?
Community
Engagement
The Department supports the goals and projects included in this outcome area through the
oversight of the Communications Department, as well as the oversight or co-oversight of
programs such as EngleCares and the Ambassadors Program.
Community
Wellbeing
The City Administration Department plays a role in coordinating goals in this outcome area
including Homelessness Services and Mitigation and Affordable Housing, and plays a key role
in coordinating other goals such as Food System, Affordability, and Placemaking.
EconomyThe Department supports the goals and projects included in this outcome area through the
oversight of the Community Development Department, and active engagement in goals
relative to the redevelopment of CityCenter and business retention and recruitment.
GovernanceThe Department supports all goals in this outcome area, leading the One Mission, Diversity
and Inclusion, and Safe and Inviting Workspaces goals, and playing supporting roles in the
Policies and Procedures, Employee Engagement,Internal Communication, Staff Training and
Development, Revenue and Finances, Community Engagement, and Employee Engagement
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Strategic Plan Connection (2 of 2)
Strategic OutcomeHow does the department budget support the strategic outcome?
Infrastructure Provides direct oversight to departments that provide project management and coordination
to infrastructure projects, such as the Utilities and Public Works Department.Additionally, in
tandem with the Finance Department, the City Manager's Office coordinates the
development of the Capital Improvement Program (CIP) prioritization process.
Safety As the holder of the Emergency Management contract with Arapahoe County, the
Department oversees the implementation of the Responding to Emergencies goal and
supports the other goals in this outcome area through the oversight of the Police
Department.Additionally, the City Manager's Office plays a key role in the building and place
safety goal through the coordination, with the Police Department, of the internal safety
committee.
Sustainability Coordinates all Sustainability projects, and manages interdepartmental, regional, and partner
sustainability programs.The Sustainability Program Manager serves as the staff liaison to the
City's Sustainability Commission, and manages regional and intergovernmental programs,
such as shared sustainability and green business programs with the City of Sheridan.
Transportation Provides oversight to the Department of Public Works and Police Department and facilitates
collaboration between the two on transportation safety projects.
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Summary of Enhancement Requests
Enhancement Request# of FTE
Requests
Ongoing
Amount
One-Time
Amount
Total
Amount
Enhancement #1-Management Fellow (Administration Division)1.0 $0 $99,750 $99,750
Enhancement #2-Tri -Cities Homelessness Coordinator 0.0 $0 $55,000 $55,000
Enhancement #3-Hazardous Waste and Electronic Recycling
Program
0.0 $35,000 $0 $35,000
Enhancement #4-EngleRIDE 0.0 $0 $6,000 $6,000
Enhancement #5-Sustainability Grant 0.0 $0 $6,000 $6,000
Enhancement #6-Garden in a Box (This enhancement request is
funded through the Utilities Department via the Water Fund (40))
0.0 $0 $4,000 $4,000
Enhancement #7-Sustainability Event Funds 0.0 $0 $2,000 $2,000
Enhancement #8-Sustainability Program Partner 1.0 $119,135 $5,000 $124,135
Enhancement #9-Part-Time Green Business Coordinator 0.5 $0 $40,000 $40,000
TOTALS 2.5 $154,135 $217,750 $371,885
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Enhancement #1 –Management Fellow
•Request:Continuation of Management Fellow Program
•Department/
Division:
City Manager's Office, Administration Division
•Priority:Tier 1 Personnel:1 # of Full-Time Equivalent (FTE)
•Budget:Ongoing
$
One-Time
$99,750
Total
$99,750
$75,000 salary and $24,750 benefits
•IT Equipment:$$$(One-Time ~$5,000 per New FTE)
•Facility Upgrade:$$$(Estimate from Public Works)
•Description &
Justification:
One time funding to continue the successful Management Fellow program established in
2024.Over the course of 2024, the Management Fellow moved forward several key projects
including a review of the special event permitting process; evaluation of the Youth Advisory
Board, establishment of the Englewood Ambassadors program; and the Capital Improvement
Program (CIP) prioritization process.A second year of funding will continue to provide a
meaningful opportunity for a recent public administration graduate while continuing to move
key projects forward.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)
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Enhancement #2 –Tri -Cities Homelessness Coordinator
•Request:Tri -Cities Homelessness Coordinator
•Department/
Division:
City Manager's Office, Administration Division
•Priority:Tier 4 Personnel:0 # of Full-Time Equivalent (FTE)
•Budget:Ongoing
$
One-Time
$55,000
Total
$55,000
Englewood's share of a shared position,
housed at Arapahoe County
•IT Equipment:$$$(One-Time ~$5,000 per New FTE)
•Facility Upgrade:$$$(Estimate from Public Works)
•Description &
Justification:
In 2021, the Cities of Englewood, Littleton, and Sheridan, partnering with Arapahoe County,
developed a Tri-Cities Homelessness Plan of Action.Among other items, the plan called for
a Tri -Cities Homelessness Coordinator, tasked with carrying out the action items in the
plan.To date 57% of plan projects have been completed, with needs remaining relative to
family homelessness system and chronic homelessness system goals, as well as a study of
permanent supportive housing.This request, which could potentially be funded through
remaining ARPA funds, would be for a one-year extension of this position.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)
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Enhancement #3 –Hazardous Waste & Electronic Recycling Program
•Request:At Your Door (AYD) Household Hazardous Waste (HHW) and Electronic Equipment Recycling (EER)
Program
•Department/
Division:
City Manager's Office, Sustainability Division; 02-0202
•Priority:Tier 1 Personnel:0 # of Full-Time Equivalent (FTE)
•Budget:Ongoing
$35,000
One-Time
$
Total
$35,000
•IT Equipment:$$$(One-Time ~$5,000 per New FTE)
•Facility Upgrade:$$$(Estimate from Public Works)
•Description &
Justification:
The AYD HHW EER program officially launched in January 2024. This program replaced the HHW and EER event
that happened in partnership with the City of Littleton two Saturdays every year in September. This program
replaced the events for the following reasons: I) residents were demanding a year-round option to get rid of
hazardous waste, II) this increases accessibility to residents, especially the elderly or disabled that would have a
hard time bringing hazardous waste to a drop off; III) it's more stable pricing than being left up to the cost
discretion of vendors; IV) it's a significant cost savings for residents for HHW and EER removal. The feedback so
far from participants have been extremely positive. This program also takes what the city annually budgets for
this event from $70,000 (split between Englewood and Littleton) to $35,000.
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Enhancement #4 –EngleRIDE
•Request:EngleRIDE Program
•Department/
Division:
City Manager's Office, Sustainability Division; 02-0202
•Priority:Tier 4 Personnel:0 # of Full-Time Equivalent (FTE)
•Budget:Ongoing
$0
One-Time
$6,000
Total
$6,000
•IT Equipment:$$$(One-Time ~$5,000 per New FTE)
•Facility Upgrade:$$$(Estimate from Public Works)
•Description &
Justification:
This pilot program launched in 2024 in partnership with the Denver
Regional Council of Governments (DRCOG) Way-to-Go program. This
program offers City employees financial incentives ($1/trip, $2/day) if
they take greener transportation options to work, such as walking, public
transportation, carpooling, biking, etc.This program is a low-cost way of
working towards clean and connected transportation and sustainability
goals in the City's strategic plan.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)
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Enhancement #5 –Sustainability Grant
•Request:Sustainability Grant
•Department/
Division:
City Manager's Office, Sustainability Division; 02-0202
•Priority:Tier 4 Personnel
:
0 # of Full-Time Equivalent (FTE)
•Budget:Ongoing
$
One-Time
$6,000
Total
$6,000
•IT Equipment:$$$(One-Time ~$5,000 per New FTE)
•Facility
Upgrade:
$$$(Estimate from Public Works)
•Description &
Justification:
The Sustainability Grant was funded in 2024 and provides
residents ways to better their community and the city through
advancing grassroots sustainability projects.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)
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Enhancement #6 –Garden in a Box
•Request:Garden in a Box Program
•Department/
Division:
This enhancement request is funded through the Utilities Department via
the Water Fund (40)
•Priority:Tier 4 Personnel:0 # of Full-Time Equivalent (FTE)
•Budget:Ongoing
$0
One-Time
$4,000
Total
$4,000
•IT Equipment:$$$(One-Time ~$5,000 per New
FTE)
•Facility
Upgrade:
$$$(Estimate from Public Works)
•Description &
Justification:
2024 was the second year the city offered the non-profit Resource
Central's Garden in a Box program rebate to residents, contributing
$2,000 dollars to the program. This is a popular program with
Englewood residents, with all 26 of the 2024 rebates being completely
claimed in just one day. We would like to double funding due to this
proven high demand from residents.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)
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Enhancement #7 –Sustainability Events
•Request:Sustainability Event Funds
•Department/
Division:
City Manager's Office, Sustainability Division; 02-0202
•Priority:Tier 4 Personnel:0 # of Full-Time Equivalent (FTE)
•Budget:Ongoing
$
One-Time
$2,000
Total
$2,000
•IT Equipment:$$$(One-Time ~$5,000 per New FTE)
•Facility Upgrade:$$$(Estimate from Public Works)
•Description &
Justification:
In 2023, the city hosted its first ever Earth Day Celebration. This year, the
city hosted an entire month of events open to the public, such as a rain
barrel workshop, guest talks on composting and native plants, electric
vehicle ride and drives, and planned an Earth Day Celebration event (that
was cancelled due to weather).The plan is to continue –or even grow –
the event offerings to the public in 2025 around sustainability topics.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)
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Enhancement #8 –Sustainability Program Partner
•Request:FTE Sustainability Specialist
•Department/
Division:
City Manager's Office, Sustainability Division; 02-0202
•Priority:Tier 2 Personnel:1.0 # of Full-Time Equivalent (FTE)
•Budget:Ongoing
$119,135
One-Time
$
Total
$119,135
•IT Equipment:$$5,000 $(One-Time ~$5,000 per New FTE)
•Facility Upgrade:$$$(Estimate from Public Works)
•Description &
Justification:
Creating a full-time Sustainability Program Partner in the Sustainability
Division will have the benefit of I) increasing the City’s capacity to apply for the
unprecedented level of sustainability grant and technical assistance programs;
II) maintaining the current success of the sustainability program while helping
to continue to grow it. It will allow the Sustainability Program Manager to
spend more time in the role of creating cross department and sector
relationships as well as implementing new and innovative program that benefit
the Englewood community. The $119,135 reflects a $74,077 salary with
benefits.
Priority Tier Definitions:Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)
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Enhancement #9 –Green Business Coordinator
•Request:Part-Time Green Business Program Coordinator
•Department/
Division:
City Manager's Office, Sustainability Division; 02-0202
•Priority:Tier 1 Personnel:0.5 # of Full-Time Equivalent (FTE)
•Budget:Ongoing
$
One-Time
$40,000
Total
$40,000
•IT Equipment:$$$(One-Time ~$5,000 per New FTE)
•Facility Upgrade:$$$(Estimate from Public Works)
•Description &
Justification:
In 2023, City Council approved funding for a one-year, part-time Green Business
Program Coordinator (GBPC) position for 2024, funded through plastic bag fees.The
position, which is shared with the City of Sheridan, is funded through June,
2025.This request is to extend GBPC position from June 2025 through June 2026.
This second year will also be completely paid for using plastic bag fee funds and is
cost-shared with the City of Sheridan for both 2024 and 2025.The City is also
planning on ways to expand the program even further to allow for additional cost
sharing from neighboring cities.
Priority Tier Definitions:Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)
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2025 Revenue Proposal
Revenue Fee
Line Item
2024
Existing
Fee or Rate
2025
Proposed
Fee or Rate
Projected
Annual Revenue
Increase
Rationale/Justification for
Proposed Change
OngoingOne-Time OngoingOne-Time Ongoing One-Time
Green Business
Program
Coordinator
$8,000 $8,000 $0
0.0%
$0
0.0%
This position is cost-shared with the City of
Sheridan. The Sustainability Program Manager is
also looking at ways to expand the program to
other cities, which would assist in cost sharing.
$0
0.0%
$0
0.0%
$0
0.0%
$0
0.0%
$0
0.0%
$0
0.0%Pa
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Questions or Comments
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City Clerk’s Office Overview
Presented by
Stephanie Carlile, City Clerk
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Department Overview
City Clerk's Office Mission Statement:
To serve the Citizens, Council, staff and visitors in an efficient, courteous,
and professional manner, while performing the functions and duties of the office in
accordance with state and municipal laws.To be ever mindful of our neutrality and
impartiality by rendering equitable services to all with emphasis on ethics, integrity, and
professionalism while committed to quality customer service, innovation and access to
public records
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Organizational Structure
City Clerk's Office
o City Clerk (1 FTE)
o Senior Deputy City Clerk (1 FTE)
o Deputy City Clerk (1 FTE)
o Records System and Program Manager (1 FTE)
o City Clerk Department Assistant (1 FTE)
o Customer Experience Assistants (1.5 FTEs –3 part time employees)
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Strategic Plan Connection (1 of 2)
Strategic OutcomeHow does the department budget support the strategic outcome?
Community
Engagement
Community
Wellbeing
Economy
GovernanceThe Department supports the goals and projects included in this outcome area
by ensuring records are correctly preserved and accessible, and by working to
improve transparency and data collection for council meetings.
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Strategic Plan Connection (2 of 2)
Strategic OutcomeHow does the department budget support the strategic outcome?
Infrastructure
Safety
Sustainability
TransportationPa
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Summary of Enhancement Requests
Enhancement Request# of FTE
Requests
Ongoing
Amount
One-Time
Amount
Total
Amount
10 additional hours for Customer Experience Assistants/Passport
Agents
0.0 $13,000 $0 $13,000
Promotion of Department Assistant to Deputy City Clerk I
*depending on qualifications and experience of staff member
0.0 $12,500 -
$25,000
$0$12,500-
$25,000
0.0 $0 $0 $0
0.0 $0 $0 $0
0.0 $0 $0 $0
0.0 $0 $0 $0
TOTALS 0.0 $38,000 $0 $38,000
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Enhancement #1 –10 Additional Hours
•Request:Additional hours for Customer Experience Assistants/Passport Agents
•Department/
Division:
City Clerk/HUB and Passport Services
•Priority:Tier 1 Personnel:0 # of Full-Time Equivalent (FTE)
•Budget:Ongoing
$13,000
One-Time
$
Total
$13,000
•IT Equipment:$0.00 $0.00 $0.00 (One-Time ~$5,000 per New FTE)
•Facility Upgrade:$0.00 $0.00 $0.00 (Estimate from Public Works)
•Description &
Justification:
10 additional hours per week will allow staff to increase additional
passport acceptance appointments.There is a high demand nationwide
for passport acceptance facilities, additional staff time dedicated to
passport services will generate additional revenue for the city.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)
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Enhancement #2 –Deputy City Clerk
•Request:Promotion of Department Assistant to Deputy City Clerk I
•Department/
Division:
City Clerk/HUB and Passport Services
•Priority:Tier 1 Personnel:0 # of Full-Time Equivalent (FTE)
•Budget:Ongoing
$25,000
One-Time
$
Total
$25,000
•IT Equipment:$0.00 $0.00 $0.00 (One-Time ~$5,000 per New FTE)
•Facility Upgrade:$0.00 $0.00 $0.00 (Estimate from Public Works)
•Description &
Justification:
The City Clerk department has recently taken on several new divisions (HUB, mail
services, and passport services) including 3 part time staff and 1 full time
department assistant.The full-time department assistant oversees the passport
program, manages the passport revenue, oversees the scheduling of staff and has a
high responsibility for running the HUB/passport division.It is important to obtain
the Certified Municipal Clerk (CMC) designation and receive all pertinent education
and training for City Clerk duties.This position will cross train on all duties and
responsibilities in the City Clerks office.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)
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2025 Revenue Proposal
Revenue Fee
Line Item
2024
Existing
Fee or Rate
2025
Proposed
Fee or Rate
Projected
Annual Revenue
Increase
Rationale/Justification for
Proposed Change
Ongoing One-Time OngoingOne-Time Ongoing One-Time
Colorado
Open Records
Act (CORA)
$30.00 per
hour after
the first
hour and
$0.25 per
page for
copies
$41.37
per hour
after the
first
hour
and
$0.25
per page
for
copies
$11.37
37.9%
$0
0%
State law allows cities to charge a
minimal amount more than the fee charged
by the state.
Passport
Services
100,000 129,000 $29,000
29%
No fee increase proposed
however additional revenue will be
generated through additional scheduled
appointments
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Questions or Comments
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City Attorney’s Office Overview
Presented by
Tamara Niles, City Attorney
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Department Overview
Mission:The City Attorney provides professional, accurate, effective and efficient legal
services to the City of Englewood, Colorado.
The City Attorney’s Office is the primary legal adviser to the City of Englewood, which encompasses the
City’s elected and appointed officials, the Mayor, City Council, City Clerk and all City departments,
agencies, boards, commissions, and committees. The City Attorney’s responsibilities include the drafting,
review, revision, and approval of all City legal documents, such as legislation, contracts, easements, and
deeds; negotiation with collective bargaining units; advising regarding the City’s expansive water portfolio
and Enterprise Funds (including stormwater, water, wastewater, golf, concrete, and housing
rehabilitation); ensuring City compliance with applicable law; identifying and implementing best practices
to respond to emerging legal issues; and responding to requests for legal opinions from the City Council,
City Manager, and other City department heads. The City Attorney also provides prosecution services in
Municipal Court, and additional legal services to the City’s component units, Englewood Urban Renewal
Authority and Englewood McClellan Reservoir Foundation, Inc. (EMRF).
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Organizational Structure
Division I
Civil
•City Attorney (1 FTE)
•Deputy City Attorney (1 FTE)
•Assistant City Attorney (1 FTE)
•Executive Assistant/Paralegal (1 FTE)
•Temporary, Seasonal Summer Intern
Division II
Prosecution
•1099 Independent Contractor Prosecutor
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Organizational Structure
Risk Management Fund
Property and Casualty Liability Insurance
During 2024, an administrative decision was made to reassign the oversight responsibility of the Risk
Management Property and Casualty Liability Insurance related duties to the City Attorney's Office from the
Human Resources Department.The Risk Management Workers Compensation Liability Insurance related
duties continue to reside with the Human Resources Department.
•Risk and Safety Manager (1 FTE)
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Strategic Plan Connection (1 of 2)
Strategic OutcomeHow does the department budget support the strategic outcome?
Community
Engagement
The CAO provides legal services and advice to CD and Communications
departments, and ensures compliance with applicable law
Community
Wellbeing
The CAO provides legal services and advice to City Council; responds to citizen
comment regarding wellbeing
EconomyThe CAO provides legal services and advice to CD, Finance, and various other
departments, and ensures compliance with applicable law
GovernanceThe CAO provides legal services and advice to City Council, City Manager, City
Clerk; drafts legislation;responds to citizen comment
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Strategic Plan Connection (2 of 2)
Strategic OutcomeHow does the department budget support the strategic outcome?
Infrastructure The CAO provides legal services and advice to PW department, and
ensures compliance with applicable law
Safety The Municipal Court Prosecutor prosecutes violations of Municipal Code in
Municipal Court, including traffic, sales tax, code enforcement,
misdemeanors.
Sustainability The CAO provides legal services and advice to Utilities, SPR and other
departments, and ensures compliance with applicable law
Transportation The CAO provides legal services and advice to PW department, and
ensures compliance with applicable law
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Summary Enhancement Requests
Enhancement Request# of FTE
Requests
Ongoing
Amount
One-Time
Amount
Total
Amount
Risk and Safety Manager Position (1 FTE, CAO direct report) -repurposing
0.75 FTE from Risk Management Fund to fund this newly defined position
Risk Management Fund (63-0503)
Plus $168,200 -2025 CAO direct report 1 FTE position
Less ($91,000) -2024 CAO direct report 0.5 FTE budgeted position
Less ($39,700)-2024 Finance direct report 0.25 FTE budgeted position
Equals $37,500 -2025 Risk Management Fund 0.25 FTE enhancement
0.25 $37,500 $0 $37,500
0.0 $0 $0 $0
0.0 $0 $0 $0
TOTALS 0.25 $37,500 $0 $37,500Pa
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Enhancement #1–Risk & Safety Manager Position
•Request:0.25 FTE for a Risk & Safety Manager Position
•Department/
Division:
City Attorney's Office Risk Management Fund (63):63-0503-Property & Casualty
Division
•Priority:Tier 1 Personnel:0.25 # of Full-Time Equivalent (FTE)
•Budget:Ongoing
$37,500
One-Time
$
Total
$37,500
•IT Equipment:$$$(One-Time ~$5,000 per New FTE)
•Facility Upgrade:$$$(Estimate from Public Works)
•Description &
Justification:
During 2024, an administrative decision was made to reassign the oversight
responsibility of the Risk Management Property and Casualty Liability Insurance
related duties to the City Attorney's Office from the Human Resources
Department.The Risk Management Workers Compensation Liability Insurance related
duties continue to reside with the Human Resources Department. The Risk & Safety
Manager Position is funded in part by a 0.75 FTE in the Risk Management Fund for a
partial CAO (0.5 FTE) and a Finance (0.25 FTE) position tasked with administering the
Property & Casualty Liability Insurance.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)
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Questions or Comments
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Municipal Court Overview
Presented by
Kennetha Julien, Court Administrator
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Department Overview
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Organizational Structure
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Our mission is to ensure justice with dignity for all.
Ensuring safety and community needs are met
through fair and efficient judicial processes and
programs.
While punitive sanctions are appropriate and
required in many situations, Englewood
recognizes that many individuals act out in
response to mental health, substance abuse,
homelessness and other personal complications.
Providing rehabilitative and restorative options
can improve both the individual and community’s
concerns.
Department Overview
Revenues are a byproduct of the Court conducting business, not the purpose of the judicial system.
Revenues have decreased over the past few years based on reduced filings and legislative reforms. It is anticipated that revenue will remain level for 2024-2025.
Fines and fees are allocated, set, determined and assessed by the Judge based on the individual case and circumstances.
Municipal Court
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Strategic Plan Connection (1 of 2)
Strategic OutcomeHow does the department budget support the strategic outcome?
Community
Engagement
Court engages in various events that support and promote neighborhood connections, including but not
limited to Celebrate Englewood, Englewood Block Party, and Homeless Connection event. Volunteers
interact with the court in advisory roles and community groups for the Restorative Justice Program and
Court Navigation. Court participated in National Night Out.
Community
Wellbeing
Our Court Resource Navigator assists Court clients experiencing homelessness and other barriers find
resources and solutions to successfully complete court requirements and provide support for life success.
The Restorative Justice Program focuses on victim-centered, community-based responses to a crime or
conflict which create opportunities for accountability, repairing harm and restoring relationships.
EconomyAs a part of the local legal system, the Court supports economic development and community satisfaction.
Crime affects economic productivity. We help reduce crime and increase public safety which increases
economic activity.
GovernanceThe Court continuously develops procedures and processes that are efficient and effective, to ensure
personal accountability and individual due process rights as well as comply with legislative mandates. We
implemented eCourt in 2021 and rolled out the online portal for online payment and case searches.
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Strategic Plan Connection (2 of 2)
Strategic OutcomeHow does the department budget support the strategic outcome?
Infrastructure
Safety Our Court ensures justice with dignity for all through impartial processes that
ensure accountability and enhance public safety. While recognizing the need
for individualized sentences that may include jail, rehabilitation, or restorative
processes.
Sustainability With the implementation of eCourt, we are working to go paper light with a
future goal of being paperless. We also conduct virtual hearings allowing for a
reduced carbon footprint.
Transportation
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Questions or Comments
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Human Resources Department
Overview
Presented by
Shawn Weiske, Director of Human Resources
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Department Overview
Mission:To exhibit dynamic leadership and strategic partnership with departmental
leaders to plan and implement human capital solutions to the City’s business goals by
providing and facilitating employee related services including policy development,
recruitment, benefits, compensation, training & development, and employee & labor
relations.
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Organizational Structure (1 of 2)
HR Operations
o Sr. HR Business Partner (4 FTE)
o HR Operations Manager (1 FTE)
HR Administration
o HR Director (1 FTE)
o Administrative Specialist (1 FTE)
o Data and Records Specialist (.5 FTE)
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Organizational Structure (2 of 2)
Risk Management Fund
o HR Business Partner-Workers Compensation
Administration (.5 FTE)
Employee Benefits Fund
o Benefits Experience Partner (1 FTE)
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Strategic Plan Connection (1 of 2)
Strategic OutcomeHow does the department budget support the strategic outcome?
Community
Engagement
By ensuring HR is strategic in our recruitment practices, we can help to select the
best individual for the job to help assist in the engagement of community
members.
Community
Wellbeing
By ensuring HR is strategic in our recruitment practices, we can help to select the
best individual for the job to help assist in community wellbeing.
EconomyBy ensuring HR is strategic in our recruitment practices, we can help to select the
best individual for the job to help assist in economic development.
GovernanceHR is the heart of people operations for the City, with directly impacts the
overall governing of the City. HR initiates programs to help a smooth operation
of government and help to create an atmosphere of work where people
can perform their best work for the community we serve.
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Strategic Plan Connection (2 of 2)
Strategic OutcomeHow does the department budget support the strategic outcome?
Infrastructure By ensuring HR is strategic in our recruitment practices, we can help to select
the best individual for the job to help assist in infrastructure.
Safety In addition to administering the workers compensation program, HR
proactively engages department to address safety issues by providing training
and counseling to staff. Additionally, the City promotes wellness initiatives,
mental health support, and positive culture building to create psychological
safety in the workplace.
Sustainability By ensuring HR is strategic in our recruitment practices, we can help to select
the best individual for the job to help assist in sustainability.
Transportation By ensuring HR is strategic in our recruitment practices, we can help to select
the best individual for the job to help assist in transportation.
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Summary of Enhancement Requests
Enhancement Request# of FTE
Requests
Ongoing
Amount
One-Time
Amount
Total
Amount
457 Retirement Savings Incentive (Benefits Fund)0.0 $156,630
$230,092
$0$156,630
$230,092
Class and Comp Services(request withdrawn)0.0 $0
$50,000
$0$0
$50,000
Denver University High Performance Leadership Academy 0.0 $45,000 $0 $45,000
Insights Discovery Training 0.0 $25,000 $0 $25,000
0.0 $0 $0 $0
0.0 $0 $0 $0
TOTALS 0.0 $226,630 $0$226,630Pa
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Enhancement #1 –457 Retirement Savings Incentive
•Request:457 Retirement Savings Incentive
•Department/
Division:
Human Resources/Benefits
•Priority:Tier 4 Personnel:0 # of Full-Time Equivalent (FTE)
•Budget:Ongoing
$156,630
$230,000
One-Time
$
Total
$156,630
$230,000
•IT Equipment:$$$(One-Time ~$5,000 per New FTE)
•Facility Upgrade:$$$(Estimate from Public Works)
•Description &
Justification:
•Currently 29% of employees contribute to their 457 retirement savings account
•City would like to increase the number of employees contributing to their 457 retirement
savings account by 80%, resulting in approx. 53% total employee participation
•City would communicate this benefit during new employee orientation and open enrollment
•In order to increase this number by approximately 80%, the city would contribute or match
1% of the employee’s contribution
•$156,630 General Fund
•$73,462 Other Funds
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)
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Enhancement #2 –Class and Comp Services (withdrawn)
•Request:Contractual services for class and comp support
•Department/
Division:
Human Resources/HR Operations
•Priority:Tier 1 Personnel:0 # of Full-Time Equivalent (FTE)
•Budget:Ongoing
$0
$50,000
One-Time
$
Total
$0
$50,000
•IT Equipment:$$$(One-Time ~$5,000 per New FTE)
•Facility Upgrade:$$$(Estimate from Public Works)
•Description &
Justification:
To assist with the administration and maintenance of the newly developed class and comp
system, HR is requesting support to ensure continuous efficient operations of the class and
comp function; a single FTE is not able to meet the demand from City staff to process requests.
Currently the class and comp function is overwhelmed, with no reprieve in sight due to the
significant number of job reviews and career achievement analyses requested. A contractor will
help with the backlog and ensure ongoing effectiveness of the function.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)
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Enhancement #3 –High Performance Leadership Academy
•Request:Denver University High Performance Leadership Academy
•Department/
Division:
Centralized Programs (02-0901)
•Priority:Tier 1 Personnel:0 # of Full-Time Equivalent (FTE)
•Budget:Ongoing
$45,000
One-Time
$
Total
$45,000
•IT Equipment:$$$(One-Time ~$5,000 per New FTE)
•Facility Upgrade:$$$(Estimate from Public Works)
•Description &
Justification:
In 2023, the City launched a training program, starting with a Supervisory
Academy and optional lunch and learns.Based on a successful model in the
Utilities Department and South Platte Renew (SPR), the City is seeking to further
enhance supervisory training opportunities with the launch of a High
Performance Leadership Academy.While the supervisory academy focuses on "hard
skills" such as reviewing City policies, the HPL focuses on "soft skills" relative to
leadership.Requested funding would allow for staff from this department to attend
the program.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)
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Enhancement #4 –Insights Discovery
•Request:Insights Discovery Program
•Department/
Division:
Centralized Programs (02-0901)
•Priority:Tier 1 Personnel:0 # of Full-Time Equivalent (FTE)
•Budget:Ongoing
$25,000
One-Time
$
Total
$25,000
•IT Equipment:$$$(One-Time ~$5,000 per New FTE)
•Facility Upgrade:$$$(Estimate from Public Works)
•Description &
Justification:
Insights Discovery, a program in which many employees have participated, analyzes
an employee's communication and working style, their strengths, and the unique
value they bring to the team. Participation of all employees provides employees with
the opportunity to better understand and communicate with their colleagues, leading
to higher effectiveness in advancing the City's mission, vision, and values. Two
employees have already been certified to deliver this program at a low cost to the
City so that all employees may participate, including new staff as part of the
onboarding process.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)
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Questions or Comments
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Finance Department Overview
Presented by
Kevin Engels, Director of Finance
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Department Overview
•Vision:Empowering City Staff, City Council, taxpayers, and citizens to make
informed decisions by providing accurate information and support.
•Mission:Providing business partners and stakeholders with the
financial tools and technical support needed to be well-informed leaders and
effective decision-makers.
•We add value with accurate and insightful financial information,
analysis,and solutions that promote optimal decision-making while maintaining
fiscal integrity.
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Organizational Structure (1 of 5)
Finance Department
FTEs Vacant
Net
FTEs Divisions
3.0 0.0 3.0 Administration & Budget
7.75 2.0 5.75 Finance & Accounting
6.0 1.0 5.0 Tax and Licensing
2.0 0.0
1.0
2.0
1.0
Procurement
18.75
19.75
3.0
4.0
15.75 Totals
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Organizational Structure (2 of 5)
Administration & Budget
The Budget &Administration Division oversees the day-to-
day operations of the Finance Department and is responsible
for the following:
•Serving as a financial advisor by responding to financial
inquiries from City Council and citizens,reviewing city-
wide finance related agenda items for City Council,
presenting financial matters to City Council,and
participating in other boards,committees,and
commissions meetings
•Collaborating with the City Manager’s Office and the
Leadership Team of the city departments to develop
sustainable and transparent operational and capital
budgets, reflecting the goals and priorities of City
Council
•Conducting long-term financial planning and analysis for
the City’s operational and capital needs
Administration & Budget
•Director of Finance (1 FTE)
•Budget Manager (1 FTE)
•Budget and Financial Analyst (1 FTE)
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Organizational Structure (3 of 5)
Finance & Accounting
•Establishes and assures adherence to City’s accounting
and financial policies and procedures according to
Generally Accepted Accounting Principles (GAAP)
•Produces the Annual Comprehensive Financial Report
(ACFR)
•Oversees the City’s Merchant Card Processing,Central
Cashiering,Accounts Payable and Payroll functions
•Treasury and Debt Management
•Maintains City’s primary ERP system –Tyler New World
•Currently oversees the property and casualty portion
of the Risk Management function
Finance & Accounting
•Finance Manager (1 FTE)
•Accounting Supervisor (1 FTE) -vacant
•AP/Payroll Specialist (1 FTE)
•Senior Accountant (1 FTE) -vacant
•Staff Accountant (1 FTE)
•Finance Coordinator (1 FTE) –vacant (removed)
•Finance Technician (1 FTE)
•Finance Support Specialists (1.75 FTEs)
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Organizational Structure (4 of 5)
Tax & Licensing
•Manages City’s Tax & Licensing functions in accordance
with Title 4 and Title 5 of the Englewood Municipal Code
•Provides business support via phone, email or
mail correspondence, digital or in-person meetings, and
system chat function
•Maintains GovOS, the City’s tax and licensing platform
implemented in 2013; over 98% of taxpayer filings and
forms are completed online
•Conducts business audits ensuring compliance with
City ordinances
•Works successfully with local and remote taxpayer
through relationships with the Colorado Municipal League
(CML),Colorado Government Finance Officers Association
(CGFOA)and the State of Colorado
Tax & Licensing
•Revenue and Tax Audit Manager (1 FTE)
•License and Tax Compliance Tech II (1 FTE)
•License and Tax Compliance Tech I (1 FTE)
•Sales Tax Auditors (3 FTEs) –1 FTE vacant
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Organizational Structure (5 of 5)
Procurement
•Enforces the City’s Procurement and Purchasing Card Policies
•Ensures purchases for supplies,materials,equipment and
contractual services required by the City are procured via City
Policies with required documentation and approvals.
•Procurement Functions:
•Solicitation Management including,but not limited to, Request
for Information (RFI), Request for Proposal (RFP), Statement of
Qualifications (SOQ), and Invitation to Bid (ITB)
•Contract Administration and Management
•Purchase Orders Issuance
•Management of:
•Purchasing Cards
•Amazon Business Account (annual fee)
•Training for:
•Employees relating to Procurement as well as Purchasing Card
•Suppliers relating to How to Do Business with the City of
Englewood
Procurement
•Procurement Supervisor (1 FTE)
•Procurement Specialist (1 FTE)
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Strategic Plan Connection (1 of 2)
Strategic OutcomeHow does the department budget support the strategic outcome?
Community
Engagement
Sales and use tax revenue is tracked by eight in-city business areas, providing economic and
business performance data for subsections of the City.
Community
Wellbeing
Update and maintain the city's Capital Improvement Plan with the capital requests for the
next five years and assist with alternative financing options as needed.Maintain a fair and
transparent procurement process to ensure contractor participation.
EconomyIssue licenses to businesses for sales and use tax collections and compliance (Title 4); and for
specific types of businesses as required by the Englewood Municipal Code (Title 5).
GovernanceEngage in the annual financial audit; provide the Annual Comprehensive Finance Report, Annual
Budget and the monthly financial review; enforce EMC Title 4 and Title 5 in terms of business
licensing and tax collections compliance.Define a Strategic Sourcing Plan to improve
procurement agility via streamlining and maintaining a fair,transparent purchasing
process to find the best possible values that align with City goals.
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Strategic Plan Connection (2 of 2)
Strategic OutcomeHow does the department budget support the strategic outcome?
Infrastructure Update and maintain the city's Capital Improvement Plan in conjunction with the capital
requests for the next five years and assist with alternative financing options as needed.Align
procurement strategies with long-term City capital and operational priorities to maintain
transparent and effective processes.
Safety Review license applications and identify businesses that may have additional requirements of
other city departments and ensure these requirements have been met before license is
issued.
Sustainability Support financial sustainability through the Annual Financial Audit;Annual Comprehensive
Finance Report; Annual Budget; and the Monthly Financial Review.Designing and deploying
sustainable procurement strategies which encompass product sourcing,relationship building,
reporting and disposal over the life of the goods and services.
Transportation Update and maintain the city's Capital Improvement Plan in conjunction with the capital
requests for the next five years and assist with alternative financing options as needed.Align
procurement strategies with long-term City capital and operational priorities to maintain
transparent and effective processes.
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Summary of Enhancement Requests
Enhancement Request# of FTE
Requests
Ongoing
Amount
One-Time
Amount
Total
Amount
02-0601 Financial Advisory Services providing alternative financing
options for a potential $30M-$50M General Obligation (GO)Bond
for several identified parks and recreation projects and the
CityCenter redevelopment project.
0.0 $10,000 $10,000
$40,000
$20,000
$50,000
02-0605 Procurement Strategic Sourcing Platform System
implementation was approved in the 2024 budget; however, in the
event this system cannot be installed in 2024, we request to move
the appropriation to 2025.2024 Implementation back on track.
0.0 $17,680 $1,000 $18,680
02-0604 Contract with Collection Services vendor to recover
delinquent and difficult-to-collect accounts receivable for multiple
departments. Cost neutral-payment as a % of collections.
0.0 $0
$20,000
$0 $0
$20,000
02-0604 Tax & Licensing Support 0.0 $20,000 $0 $20,000
02-0603 Finance Manager Position Risk Management Duties
reassigned to the CAO Risk and Safety Manager Position
0.25 $40,600 $0 $40,600
TOTALS 0.25 $70,600 $10,000 $80,600
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Enhancement #1 –Consulting Services
•Request:Financial Advisory Services
•Department/
Division:
Finance/Administration and Budget (02-0601)
•Priority:Tier 2 -High
•Personnel:N/A
•Budget:Ongoing
$10,000
One-Time
$10,000
$40,000
Total
$20,000
$50,000
•Technology:$$$(~$5,000 per New FTE)
•Facilities:$$$
•Description:Placeholder for consulting services of alternative financing options for a potential
$30M-50M General Obligation (GO)Bond issue to fund several identified parks
and recreation projects and CityCenter redevelopment project.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)
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Enhancement #2 –Strategic Sourcing Platform (withdrawn)
•Request:Strategic Sourcing Platform –Implementation in 2024 as originally planned and budgeted
•Department/ Division:Finance/Procurement (02-0605)
•Priority:Tier 2 Personnel:0 # of Full-Time Equivalent (FTE)
•Budget:Ongoing
$17,680
One-Time
$1,000
Total
$18,680
The pricing is for a five (5) year agreement with
an annual subscription price subject to a 2.5%
annual increase over the term of the contract.
Other available pricing options:
•Three-year agreement with an option to renew for
two (2) years $20,615.00
•One-year agreement with an option to renew
for four (4) years $25,050.00
•IT Equipment:$$$(One-Time ~$5,000 per New FTE)
•Facility Upgrade:$$$(Estimate from Public Works)
•Description &
Justification:
Currently Procurement utilizes Bidnet for posting solicitations.This solution has
limited functionality.Procurement would like to utilize an automated solution which allows for
electronic bidding with robust audit capabilities, an automated proposal evaluation and scoring
module as well as a contract management solution.The optimal solution would streamline all
the sourcing activities.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)
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Enhancement #3 –Collection Services
•Request:Contract with Collection Services vendor to collect delinquent city A/R
•Department/
Division:
Finance to administer on behalf of multiple city departments
•Priority:Tier 1 Personnel:0 # of Full-Time Equivalent (FTE)
•Budget:Ongoing
$0
$20,000
One-Time
$
Total
$0
$20,000
•IT Equipment:$$$(One-Time ~$5,000 per New FTE)
•Facility Upgrade:$$$(Estimate from Public Works)
•Description &
Justification:
Multiple departments have delinquent and difficult-to-collect accounts
receivable that could be assigned to an outside collection agent on a
contingent-fee basis. Payment based on a % of collections.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)
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Enhancement #4 –Tax & Licensing Support
•Request:Limited, ad-hoc consulting services, seasonal licensing discovery and renewal
support, and ad hoc hearing officer services
•Department/
Division:
Finance –Tax & Licensing (02-0604)
•Priority:Tier 1 Personnel:0 # of Full-Time Equivalent (FTE)
•Budget:Ongoing
$20,000
One-Time
$
Total
$20,000
•IT Equipment:$$$(One-Time ~$5,000 per New FTE)
•Facility Upgrade:$$$(Estimate from Public Works)
•Description &
Justification:
Tax & Licensing benefits from occasional professional consulting on tax audit
best practices, tax audit analytics and work tools, tax auditor training, and
periodic support for licensing discovery and renewal activities.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)
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Enhancement #5-Finance Manager Position 0.25 FTE
•Request:0.25 FTE of the Finance Manager Position
•Department/
Division:
Finance / Accounting (02-0603)
•Priority:Tier 1 Personnel:0.25 # of Full-Time Equivalent (FTE)
•Budget:Ongoing
$40,600
One-Time
$
Total
$40,600
•IT Equipment:$$$(One-Time ~$5,000 per New FTE)
•Facility Upgrade:$$$(Estimate from Public Works)
•Description &
Justification:
During 2024, an administrative decision was made to reassign the oversight
responsibility of the Risk Management Property and Casualty Liability
Insurance related duties to the City Attorney's Office from the Human
Resources Department.Funded in part by 0.75 FTE in the Risk Management
Fund for a partial CAO (0.5 FTE) and a Finance (0.25 FTE) position. This
enhancement reinstates the General Fund’s full funding of the Finance
Manager Position.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)
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2025 Revenue Proposal
Revenue Fee
Line Item
2024
Existing
Fee or Rate
2025
Proposed
Fee or Rate
Projected
Annual Revenue
Increase
Rationale/Justification for
Proposed Change
OngoingOne-Time OngoingOne-Time Ongoing One-Time
Waste Transfer
Surcharge
(02-0000-31507)
$0.63 per
cubic yard
$0.67 per
cubic yard
$59,900
5.99%
$0
0.0%
The rate per cubic yard will remain unchanged for the
years 2023 and 2024. Staff is proposing an increase of
5.99% for 2025, calculated by adjusting the per cubic
yard rate by the 2024 and 2025 CPIs of 2.6% and 3.3%
(estimated for 2025) respectively. 2023 actual
was $921,284. Budgeted amount for 2024 is
$1,000,000.
Miscellaneous
License Fees
(02-0604-32104 &
02-0604-32105)
$28,000 $28,000 $0
0.0%
$0
0.0%
No proposed Miscellaneous License Fee Increase
Sales & Use Tax
Licensing Fees
(02-0604-32109)
30,000 30,000 $0
0.0%
$0
0.0%
No proposed Sales and Use Tax License Fee Increase
Admin Penalty &
Interest
(02-0604-33702)
100,000 100,000 $0
0.0%
$0
0.0%
No proposed Admin Penalty Fee IncreasePa
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Questions or Comments
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Information Technology
Department Overview
Presented by
Joe Isenbart, Director of Information Technology
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Department Overview
Empower users through collaboration and the use of innovative solutions
Information Technology Divisions
IT Business Services Data and Analytics IT Operations
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Organizational Structure
Information Technology –Operations
•IT Director (.5)
•IT Operations Manager (1)
•Sr. Systems Administrator (1)
•Systems Administrator (2)
•Network Engineer (1)
•Tech Support Analyst II (1)
•Sr. Technical Support Specialist (1)
•Audiovisual Engineer (1)
•IT Intern (.5)
Information Technology –Business Services
•IT Director (.5)
•IT Business Services Manager(1)
•IT Business Analyst (2)
•Sr. IT Business Analyst (2)
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Organizational Structure
Information Technology –Spatial Data and Analytics
•Data and Analytics Manager (1)
•GIS Administrator (1)
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Strategic Plan Connection (1 of 2)
Strategic OutcomeHow does the department budget support the strategic outcome?
Community
Engagement
Provide communication conduits to effectively communicate through digital
means.
Community
Wellbeing
IT helps support Community Wellbeing goals by providing the technologies,
systems and supporting communication needs in facilities.
Economy
GovernanceIT coordinates and partners with departments to provide and support the tools
and technologies to achieve their objectives.
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Strategic Plan Connection (2 of 2)
Strategic OutcomeHow does the department budget support the strategic outcome?
Infrastructure Provide application tools to effectively manage assets.
Safety Provide and support tools and technology that achieves innovative policing.
Sustainability
TransportationPa
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Summary of Enhancement Requests (1 of 2)
Enhancement Request# of FTE
Requests
Ongoing
Amount
One-Time
Amount
Total
Amount
Cybersecurity Engineer 1.0 $180,000
$154,000
$5,000 $185,000
$159,000
GIS Technician 0.5 $37,000
$44,000
$5,000 $42,000
$49,000
Business Support Analyst 1.0 $119,000
$113,000
$5,000 $124,000
$118,000
Tech Support Supervisor 1.0 $146,000
$136,000
$5,000 $151,000
$141,000
Microsoft Licensing Increase 0.0 $50,000 $0 $50,000
Email Security Software 0.0 $31,000 $0 $31,000
Cloud Soft Phone Subscription and Support 0.0 $120,000
$110,000
$0 $120,000
$110,000
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Summary of Enhancement Requests (2 of 2)
Enhancement Request# of FTE
Requests
Ongoing
Amount
One-Time
Amount
Total
Amount
Access Control System Support and Maintenance 0.0 $75,000 $0 $75,000
Accessibility Remediation Licensing 0.0 $15,000 $0 $15,000
CORA Portal licensing and Support 0.0 $12,000 $0 $12,000
Travel increase for Data & Analytics Staff Training 0.0 $2,900 $0 $2,900
Hot Cloud Storage for Backups 0.0 $16,000 $0 $16,000
0.0 $0 $0 $0
TOTALS 3.5 $803,900 $20,000 $823,900Pa
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Enhancement #1 –Cybersecurity Engineer
•Request:Cybersecurity Engineer
•Department/
Division:
Information Technology
•Priority:Tier 1 Personnel:1.0 # of Full-Time Equivalent (FTE)
•Budget:Ongoing
$180,000
$154,000
One-Time
$
Total
$180,000
$154,000
This is an estimate
•IT Equipment:$$5000 $5,000 (One-Time ~$5,000 per New FTE)
•Facility Upgrade:$$$(Estimate from Public Works)
•Description &
Justification:
The City of Englewood faces significant cybersecurity challenges, particularly in
securing water and wastewater infrastructure and maintaining compliance with
regulatory standards such as NIST 800-82, CJIS Policy, and PCI. Without dedicated
cybersecurity expertise, we are vulnerable to cyber threats targeting critical
infrastructure, potential data breaches, and non-compliance penalties, jeopardizing
public safety, citizen privacy, and trust in government services. This position would
assist in building out and maintaining an effective cybersecurity program, to include
system configuration and monitoring, regulatory compliance, incident response
processes, disaster recovery plans, and continuity of operations planning.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)
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Enhancement #2 –GIS Technician
•Request:Requesting a GIS Technician to join Data and Analytics Team
•Department/
Division:
Information Technology/Data and Analytics
•Priority:Tier 1 Personnel:0.5 # of Full-Time Equivalent (FTE)
•Budget:Ongoing
$37,000
$44,000
One-Time
$
Total
$37,000
$44,000
This is an estimate
•IT Equipment:$$5,000 $5,000 (One-Time ~$5,000 per New FTE)
•Facility Upgrade:$$$(Estimate from Public Works)
•Description &
Justification:
A GIS Technician would lessen the impact of tedious, time-
consuming, entry level tasks on the Data and Analytics Manager
and the GIS Administrator, leaving more time for them to use
their advanced skills to focus upon broader strategic projects to
better support the strategic mission of the organization.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)
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Enhancement #3 –Business Support Analyst
•Request:Business Support Analyst
•Department/
Division:
Information Technology
•Priority:Tier 1 Personnel:1.0 # of Full-Time Equivalent (FTE)
•Budget:Ongoing
$119,000
$113,000
One-Time
$
Total
$119,000
$113,000
This is an estimate
•IT Equipment:$$5,000 $5,000 (One-Time ~$5,000 per New FTE)
•Facility Upgrade:$$$(Estimate from Public Works)
•Description &
Justification:
Hiring a Business Support Analyst is essential for our organization to bridge the gap
between IT and the business, streamline operations, and maximize the value of our
IT investments. Their expertise in requirement analysis, process improvement, user
support, project management, and change management will be instrumental in
achieving our strategic objectives and driving business success.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)
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Enhancement #4 –Tech Support Supervisor
•Request:Tech Support Supervisor
•Department/
Division:
Information Technology
•Priority:Tier 1 Personnel:1.0 # of Full-Time Equivalent (FTE)
•Budget:Ongoing
$146,000
$136,000
One-Time
$
Total
$146,000
$136,000
This is an estimate
•IT Equipment:$$5,000 $5,000 (One-Time ~$5,000 per New FTE)
•Facility Upgrade:$$$(Estimate from Public Works)
•Description &
Justification:
The establishment of the role of an IT Services Supervisor is essential for
optimizing service desk processes, aligning resources effectively, and
minimizing IT the impact of service desk supervision on the Operations
Manager and overall IT operations staff. By investing in strategic
supervision and process improvement within the IT service desk, we can
enhance service delivery, improve operational efficiency, and drive
business success in today's competitive landscape.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)
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Enhancement #5 –Microsoft Licensing Increase
•Request:Microsoft Licensing Increase
•Department/
Division:
Information Technology
•Priority:Tier 1 Personnel:0.0 # of Full-Time Equivalent (FTE)
•Budget:Ongoing
$50,000
One-Time
$
Total
$50,000
Software/Hardware Maintenance
•IT Equipment:$$$
•Facility Upgrade:$$$(Estimate from Public Works)
•Description &
Justification:
We are in the final year of our current Microsoft Licensing contract. We
are anticipating a significant increase with changes to the Microsoft
Licensing structure.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)
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Enhancement #6 –Email Security Software
•Request:Email Security Software
•Department/
Division:
Information Technology
•Priority:Tier 1 Personnel:0.0 # of Full-Time Equivalent (FTE)
•Budget:Ongoing
$31,000
One-Time
$
Total
$31,000
Software/Hardware Maintenance
•IT Equipment:$$$
•Facility Upgrade:$$$(Estimate from Public Works)
•Description &
Justification:
Phishing attacks occur regularly, resulting in malicious email being
delivered to users in the organization. The proposed solution would
actively scan incoming emails and stop delivery of malicious attacks. The
system would use a database of known threats as well as artificial
intelligence to identify incoming threats and quarantine the messages
until they have been reviewed. Legitimate emails can be released to the
intended recipient after review.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)
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Enhancement #7 –Cloud Phone System Subscription
•Request:Cloud Phone System Subscription and Support
•Department/
Division:
Information Technology
•Priority:Tier 1 Personnel:0.0 # of Full-Time Equivalent (FTE)
•Budget:Ongoing
$110,000
One-Time
$
Total
$110,000
Software/Hardware Maintenance
•IT Equipment:$$$
•Facility Upgrade:$$$(Estimate from Public Works)
•Description &
Justification:
This request is for ongoing subscription and support for the new cloud
soft phone system. A subscription is required to continue use and support
for the system.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)
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Enhancement #8 –Access Control System Annual Maintenance
•Request:Annual Support for Access Control (Badge) System
•Department/
Division:
Information Technology
•Priority:Tier 1 Personnel:0.0 # of Full-Time Equivalent (FTE)
•Budget:Ongoing
$75,000
One-Time
$
Total
$75,000
Software/Hardware Maintenance
•IT Equipment:$$$
•Facility Upgrade:$$$(Estimate from Public Works)
•Description &
Justification:
This request is for ongoing annual maintenance for the new access control
system to be implemented in 2024. Maintenance covers equipment and
software issues, as well as configuration and training. This support is
important to keep the system working properly.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)
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Enhancement #9 –Accessibility Remediation Licensing
•Request:PDF Remediation Software Ongoing Subscription
•Department/
Division:
Information Technology
•Priority:Tier 1 Personnel:0.0 # of Full-Time Equivalent (FTE)
•Budget:Ongoing
$15,000
One-Time
$
Total
$15,000
Software/Hardware Maintenance
•IT Equipment:$$$
•Facility Upgrade:$$$(Estimate from Public Works)
•Description &
Justification:
This request is for ongoing licensing for our PDF remediation software
used for the Accessibility Compliance Program. Additional licensing was
purchased with contingency funds in 2024. This enhancement is needed
to continue to use those licenses going forward.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)
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Enhancement #10 –CORA Portal Support
•Request:Ongoing support and maintenance for the CORA Portal
•Department/
Division:
Information Technology
•Priority:Tier 1 Personnel:0.0 # of Full-Time Equivalent (FTE)
•Budget:Ongoing
$12,000
One-Time
$
Total
$12,000
Software/Hardware Maintenance
•IT Equipment:$$$
•Facility Upgrade:$$$(Estimate from Public Works)
•Description &
Justification:
This enhancement request would provide ongoing annual maintenance
and support for the JustFOIA software platform for the CORA Portal.
Ongoing subscription and support is necessary to continue using the
portal and to access support as needed for configuration changes,
training, and tech support.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)
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Enhancement #11 –Travel Budget Increase
•Request:Travel Budget Increase for Data and Analytics Team
•Department/
Division:
Information Technology
•Priority:Tier 1 Personnel:0.0 # of Full-Time Equivalent (FTE)
•Budget:Ongoing
$2,900
One-Time
$
Total
$2,900
02-0704 Travel
•IT Equipment:$$$
•Facility Upgrade:$$$(Estimate from Public Works)
•Description &
Justification:
The Data and Analytics team anticipates travel expenses for 2025
to attend training necessary to improve skills and keep up to date
with technology trends. The Data and Analytics team does not
currently have a budget for travel. This enhancement would fund
their travel needs for 2025.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)
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Enhancement #12 –Hot Cloud Storage
•Request:Acquire Hot Storage services for backups
•Department/
Division:
Information Technology
•Priority:Tier 1 Personnel:0.0 # of Full-Time Equivalent (FTE)
•Budget:Ongoing
$16,000
One-Time
$
Total
$16,000
Software/Hardware Maintenance
•IT Equipment:$$$
•Facility Upgrade:$$$(Estimate from Public Works)
•Description &
Justification:
This cloud solution provides flexibility and safe keeping of data
through fully immutable and encrypted means. In the event of a
Cyber-attack, this data would be safe. This enhancement would
improve our security position as it relates to Cybersecurity
readiness, and disaster recovery.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)
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2025 Revenue Proposal
Revenue Fee
Line Item
2024
Existing
Fee or Rate
2025
Proposed
Fee or Rate
Projected
Annual Revenue
Increase
Rationale/Justification for
Proposed Change
Ongoing One-
Time
Ongoing One-
Time
Ongoing One-
Time
33209 Other
Charges for
Services
$478,753 $490,612 $11,859
2.5%
$0
0.0%
Inflationary Increases
39503
Copier/Printer
Charges
$110,000 $115,000 $5,000
4.6%
$0
0.0%
Revenue in this line item has been consistent at
this level
33209 Other
Charges for
Services
$0$46,376 $46,376
0.0%
$0
0.0%
Revenue from proposed software enhancements
$0
0.0%
$0
0.0%Pa
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2025-2029 Tier 1 Capital Projects
Capital Projects Fund (31)
Line
#
PJ
PG
Priority Dept Project Name Request
2025
Request
2026
Request
2027
Request
2028
Request
2029
5-Years
Totals
1 PG Tier 1 IT Audio Visual Upgrades IT $ 30,000 $ 30,000 $ 30,000 $ 50,000 $ 50,000 $ 190,000
2 PG Tier 1 IT Network Development IT $ 325,000 $ 350,000 $ 150,000 $ 150,000 $ 540,000 $ 1,515,000
2 PG Tier 1 IT Patrol Cars MDTs and Other IT Equipment * $ - $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 400,000
3 PG Tier 1 IT PC Replacement IT $ 125,000 $ 125,000 $ 125,000 $ 125,000 $ 125,000 $ 625,000
4 PG Tier 1 IT Security Cameras IT $ 150,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 350,000
5 PG Tier 3 IT Fiber Network $ - $ 1,000,000 $ 1,000,000 $ 1,000,000 $ 1,000,000 $ 4,000,000
Totals $ 630,000 $ 1,655,000 $ 1,455,000 $ 1,475,000 $ 1,865,000 $ 7,080,000
PJ=Project definite start and end date, one-time request to acquire, construct or replace an asset;
PG=Program annual, ongoing funding to maintain an asset
* Funding the 2025 replacement of Patrol Cars MDTs and other IT Equipment for Patrol Cars ($375,000) with
the Police Headquarter Bond Premium Funds (Fund 34)
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Questions or Comments
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Community Development
Department Overview
Presented by
Brad Power, Director of Community Development
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Department Overview
The Community Development Department provides planning, zoning, building, economic
development, redevelopment and housing programs and services within the City of
Englewood. The department also implements city policies and programs intended to
shape the built environment.
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Organizational Structure
Administrative Division
o Director (1 FTE)
o Department Administrator (1 FTE)
o Administrative Specialist (1 FTE)
Building Division
o Chief Building Official (1 FTE)
o Assistant Building Official (1 FTE)
o Building Inspector (3 FTE)
o Senior Permit Technician (1 FTE)
o Permit Technician (1 FTE)
Economic Development Division
o Economic Development Manager (1 FTE)
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Organizational Structure
Planning Division
o Planning Manager (1 FTE)
o Senior Planner (2 FTE)
o Planner II (2 FTE)
Redevelopment Division
o Chief Redevelopment Officer (1 FTE)
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Strategic Plan Connection (1 of 2)
Strategic OutcomeHow does the department budget support the strategic outcome?
Community
Engagement
Obtain community engagement on the Comprehensive Plan Update and
CityCenter Redevelopment through all-city mailings, social media, surveys, and
Englewood Engaged.
Community
Wellbeing
Create and implement development regulations that foster the availability of
affordable quality housing and programs that improve housing conditions for
income eligible homeowners.
EconomyEnsure that Englewood’s business environment is vibrant through
implementation of the Economic Development Strategic Plan, investment in
business grant and training programs, robust local and regional partnerships,
and the redevelopment of CityCenter.
GovernanceEnsure that members of the community have access to information and the
ability to express opinions on the projects, programs and regulations that shape
Englewood’s built environment.
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Strategic Plan Connection (2 of 2)
Strategic OutcomeHow does the department budget support the strategic outcome?
Infrastructure Implement the goals of the updated Walk and Wheel Plan.
Safety Ensure the safety of buildings and public spaces through the application of
established building codes and contractor licensing requirements.
Sustainability Maintain sustainable development and building practices and incorporate
future best practices into land use and building codes.
Transportation Manage the operation and service expansion of the Englewood shuttle.Pa
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Summary of Enhancement Requests
Enhancement Request# of FTE
Requests
Ongoing
Amount
One-Time
Amount
Total
Amount
Land Use Compliance Officer; cost offset with a new Vacant Building
Fee and enhanced enforcement of stop work order fees of
approximately $30,000
1.0 $93,246 $32,000 $125,246
Shuttle Enhancements 0.0 $0
$651,800
$360,000 $360,000
CityCenter Pre-Development 0.0 $0 $25,000 $25,000
Comprehensive Plan –Graphic Design 0.0 $0 $10,000 $10,000
TOTALS 1.0 $93,246 $427,000 $520,246
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Enhancement #1 –Land Use Compliance Officer
•Request:New FTE/Land Use Compliance Officer
•Department/
Division:
Community Development
•Priority:Tier 1 Personnel:1 # of Full-Time Equivalent (FTE)
•Budget:Ongoing
$93,246
One-Time
$27,000
Total
$120,246
One-time expense: Vehicle
Ongoing: Salary and benefits
•IT Equipment:$$5,000 $5,000 (One-Time ~$5,000 per New FTE)
•Facility
Upgrade:
NA NA NA
•Description &
Justification:
Enforcement for: zoning, property maintenance code, short-term
rentals, vacant property, and business licensing. This position would also
conduct required inspections for short-term rentals (conducted at
application and annually for renewals), and new accessory dwelling units.
This position will provide a single point of contact for enforcing the
building and zoning regulations, be empowered to issue summons and
will offer a consistent approach throughout the process.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)
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Enhancement #2 –Shuttle
•Request:Operations and Enhancements to the Englewood Shuttle
•Department/
Division:
Community Development
•Priority:Tier 1 Personnel:0 # of Full-Time Equivalent (FTE)
•Budget:Ongoing
$0
$651,800
One-Time
$360,000
Total
$360,000
•IT Equipment:NA NA NA
•Facility Upgrade:NA NA NA
•Description &
Justification:
•$651,800 will be dedicated to the baseline level of service which will be
enhanced through 2026 by an annual grant of $360,000 to add additional hours,
Saturday operations, and new vehicles.
•RTD estimates it will reimburse the city $563,413 in 2025 for the baseline level of
service, and $300,000 through the annual grant. The city will request that the
EDDA reimburse the city $30,000 as part of the $60,000 local match.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)
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Enhancement #3 –CityCenter Pre-Development
•Request:Professional Services for CityCenter Pre-Development
•Department/
Division:
Community Development
•Priority:Tier 1 Personnel:0 # of Full-Time Equivalent (FTE)
•Budget:Ongoing
$
One-Time
$25,000
Total
$25,000
•IT Equipment:NA NA NA
•Facility Upgrade:NA NA NA
•Description &
Justification:
Pre -development costs associated with the resumption of a public/private
partnership approach for the redevelopment of CityCenter. May include:
financial, real estate (appraisal), and site planning expenses.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)
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Enhancement #4 –Comprehensive Plan Update
•Request:Graphic Design for Comprehensive Plan Update
•Department/
Division:
Community Development
•Priority:Tier 1 Personnel:0 # of Full-Time Equivalent (FTE)
•Budget:Ongoing
$
One-Time
$10,000
Total
$10,000
•IT Equipment:NA NA NA
•Facility
Upgrade:
NA NA NA
•Description &
Justification:
Outside graphic support, in partnership with the city’s communication
department, for the update of the 2017 Englewood Forward
Comprehensive Plan which, if directed by city council, will be completed
by Community Development staff and will include a community
participation process. No additional consulting services are anticipated
for this project.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)
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2025 Revenue Proposal
Revenue
Fee
Line Item
2024
Existing
Fee or Rate
2025
Proposed
Fee or Rate
Projected
Annual Revenue
Increase
Rationale/ Justification for
Proposed Change
Ongoing One-Time Ongoing One-Time Ongoing One-
Time
Stop Work
Order Fee
$0 $0 $10,000 $0 $10,000 Enhanced stop work order enforcement
efforts
Vacant
Building Fee
$0 $0 $20,000
•Vacant Unimproved Parcels -$50
•Vacant Property Structures:
1 –5,000 sf of vacant area:$250
5,001 –10,000 sf of vacant
area:$500
10,001 –25,000 sf of vacant
area:$750
More than 25,000 square feet of
vacant area:$1,000
$0 $20,000$0 If Ordinance is approved by citycouncil,
estimated annual revenue on
assessed vacant building.
RTD Grant $0$300,000 $0$300,000 $0 $0 Grant for shuttle enhancements.
$300,000 grant for each year –2024,
2025, and 2026.
EDDA $0$50,0000$0$30,000 $0 $30,000 •2024: EDDA is contributing $50,000
toward the $60,000 match for the RTD
Shuttle Enhancement Grant.
•2025:50% match for RTD Shuttle
Enhancement Grant
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Questions or Comments
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Communications Department
Overview
Presented by
Chris Harguth, Director of Communications
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Department Overview
Mission:
To promote and help ensure a high quality of life, economic vitality and a uniquely
desirable community identity through the provision of trustworthy,coordinated, effective
and efficient communication and systems that lead to success.
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Organizational Structure
Division I
o Chris Harguth, Director
o Amanda Arnce, Communications Strategist
o Vanessa Davis, Marketing Manager
o Lucia Magnuson, Web and Digital Content Strategist
o Lexus Rodgers, Graphic Designer
o Andrea Mohler, Visual Communications Specialist
Division II
o Madeline Hinkfuss, Neighborhood Engagement Program
Manager
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Strategic Plan Connection (1 of 2)
Strategic OutcomeHow does the department budget support the strategic outcome?
Community
Engagement
The Neighborhood Resources Program is a division of the Communications
Department and organizes and promotes neighbor to neighbor programs.
The department creates (or manages) and executes multiple Community
Engagement campaigns such as Flow it Forward, Affordable Housing, Eat, Enjoy,
Explore, the award-winning Uniquely Englewood and more.
Community
Wellbeing
Promotes Englewood's various PRL&G's programming and activities through
the Englewood magazine,social media campaigns and video.
EconomyPromotes Englewood's business community and programs through the
Englewood magazine, social media campaigns and video.
Created and executes the multi-media campaign "Made in Englewood."
GovernanceMaintains, promotes and updates the city's website. Develops and executes a
variety strategic communications plans.
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Strategic Plan Connection (2 of 2)
Strategic OutcomeHow does the department budget support the strategic outcome?
Infrastructure Communications Department manages Englewood Engaged and all
community engagement campaigns.
Safety Promotes public safety initiatives in coordination with the Fire
Marshal's Office and the Englewood Police Department.
Sustainability Promotes Englewood's sustainability initiatives through the
Englewood magazine, social media campaigns and video.
Transportation Communications Department manages Englewood Engaged and all
community engagement campaigns.
Recently rebranded the Englewood Trolley and promotes its services and
routes on the city's marketing channels.
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Summary of Enhancement Requests
Enhancement Request# of FTE
Requests
Ongoing
Amount
One-Time
Amount
Total
Amount
Increase Visual Communications Specialist from PT to FTE 0.5 $58,973
$65,555
$0 $58,973
$65,555
0.0 $0 $0 $0
0.0 $0 $0 $0
0.0 $0 $0 $0
0.0 $0 $0 $0
0.0 $0 $0 $0
TOTALS 0.5 $58,973 $0 $58,973Pa
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Enhancement #1 –PT to FTE
•Request:Increase hours of existing PT Visual Communications Specialist to focus on Cultural
Arts Commission (CAC) coordination
•Department/
Division:
Communications/Marketing
•Priority:Tier 1 Personnel:0.5 # of Full-Time Equivalent (FTE)
•Budget:Ongoing
$65,555
One-Time
$
Total
$65,555
•IT Equipment:$0 $0 $0 (One-Time ~$5,000 per New FTE)
•Facility Upgrade:$0 $0 $0 (Estimate from Public Works)
•Description &
Justification:
This full-time position will bring more of the city's video production in-house, saving
contractor costs. It will promote enterprise funds like recreation centers and Pirates Cove,
boosting class registrations and ticket sales at Pirates Cove and the Farm & Train.
Additionally, the Marketing Manager can assist the library with long-term marketing
campaigns to increase visits and database usage.Making this position full-time will also
allow the transition of the CAC to the communications department, this position will serve
as the associate liaison and administrator to the CAC while also overseeing the city’s public
art collection,placemaking and wayfinding initiatives, artist engagement, and arts and
culture programming.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)
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2025 Revenue Proposal
Revenue Fee
Line Item
2024
Existing
Fee or Rate
2025
Proposed
Fee or Rate
Projected
Annual Revenue
Increase
Rationale/Justification for
Proposed Change
OngoingOne-Time OngoingOne-Time Ongoing One-Time
Rentals $13,698 $1,200 $0
0.0%
$0
0.0%
Don't anticipate renewing contract with Outdoor
Promotions
Contributions
(Enterprise)
$0 $2,000 $0
0.0%
$0
0.0%
Billing Enterprise funds for magazine space
Other
(Mag Ads)
$4,000 $3,000 $0
0.0%
$0
0.0%
Magazine Advertising external
$0
0.0%
$0
0.0%Pa
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2025-2029 Tier 1 Capital Projects
Public Improvement Fund
Line #PJ
PG
Priority Dept Project Name Request
2025
Request
2026
Request
2027
Request
2028
Request
2029
5-Years
Totals
1 PG Tier 1 COMM Wayfinding and Placemaking 100,000$ 100,000$ 100,000$ 100,000$ -$ 400,000$
PJ=Project definite start and end date, one-time request to acquire, construct or replace an asset;
PG=Program annual, ongoing funding to maintain an asset
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2025-2029 Tier 1 Capital Projects
Capital Projects Fund (31)
Line
#
PJ
PG
Priority Dept Project Name Request
2025
Request
2026
Request
2027
Request
2028
Request
2029
5-Years
Totals
1 PG Tier 1 COM Neighborhood Signs $ 30,000 $ 30,000 $ 30,000 $ 30,000 $ 30,000 $ 150,000
PJ=Project definite start and end date, one-time request to acquire, construct or replace an asset;
PG=Program annual, ongoing funding to maintain an asset
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Questions or Comments
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Parks, Recreation, Library and Golf
Department Overview
Presented by
Christina Underhill, Director of Parks, Recreation, Library and Golf
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Department Overview
Mission: Bringing people together to play, learn and live well
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Organizational Structure
PRLG Administration
•PRLG Director (1 FTE)
•Deputy Director (1 FTE)
•Executive Assistant (1 FTE)
•Process Improvement Specialist (1 FTE)
•Event Supervisor (1 FTE)
Library Division
•Library and Cultural Arts Manager (1 FTE)
•Librarian Supervisor (4 FTE)
•Librarian I (2 FTE)
•Collection Development Librarian (1 FTE)
•Adult Services Associate (1 FTE)
•Children's Services Associate (1 FTE)
•Patron Experience Associate (2 FTE)
•Part -Time Library Associates (7 FTE)
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Organizational Structure
Parks Division
•Open Space Manager (1 FTE)
•Park Supervisor (1 FTE)
•Assistant City Forester (1 FTE)
•Park Personnel (14 FTE)
Recreation Division
•Recreation Manager (1 FTE)
•Aquatics Manager (1 FTE)
•Sr. Services Manager (1 FTE)
•Aquatics Supervisor ERC, PC (2 FTE)
•Aquatics Maintenance Tech (1 FTE)
•Recreation Supervisors (5 FTE)
•Open Space Activities Supervisor (1 FTE)
•Recreation Coordinator (2 FTE)
•Guest Services Supervisors (4 FTE)
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Organizational Structure
Golf Division
•Operations Manager (1 FTE)
•Golf Course Superintendent (1 FTE)
•Golf Supervisor (2 FTE)
•Assistant Golf Course Superintendent (1 FTE)
•Golf Course Mechanic (1 FTE)
•Golf Course Technician (1 FTE)
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Strategic Plan Connection (1 of 2)
Strategic OutcomeHow does the department budget support the strategic outcome?
Community
Engagement
Connecting with the community through programs, events, parks and facilities.
Community
Wellbeing
PRLG supports the community wellbeing through programs and services offered,
maintenance of facilities and parks, as well as ongoing customer service.
EconomyProviding programs, facilities, parks and services to entice to live, work and play
in Englewood
GovernancePa
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Strategic Plan Connection (2 of 2)
Strategic OutcomeHow does the department budget support the strategic outcome?
Infrastructure
Safety Providing safe facilities and parks through daily maintenance, monitoring and
ongoing improvements
Sustainability Parks and Broken Tee implements sustainability efforts through limiting the
use of pesticides, utilizing organic fertilizers, monitoring and improving tree
canopy and increasing the efficiency of irrigation systems in parks, golf
courses and medians.
TransportationPa
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Summary of Enhancement Requests
Division Enhancement Request# of FTE
Requests
Ongoing
Amount
One-Time
Amount
Total
Amount
Pirates Cove Addition of Aquatic Coordinator 1.0 $78,613 $5,000 $83,613
Events Addition of Events Coordinator 1.0 $78,613 $5,000 $83,613
Rec. Center Creation of a Mobile App 0.0 $9,960 $13,460 $23,420
Library Library of Things 0.0 $6,000 $0 $6,000
Library Enhance Summer Reading Programs 0.0 $10,000 $0 $10,000
0.0 $0 $0 $0
TOTALS 2.0 $183,186 $23,460 $206,646Pa
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Enhancement #1 –Aquatics Coordinator
•Request:Aquatics Operations Coordinator
•Department/
Division:
PRLG/Recreation
•Priority:Tier 1 Personnel:1 # of Full-Time Equivalent (FTE)
•Budget:Ongoing
$78,613
One-Time
$
Total
$78,613
Includes Benefits. P/T pay line
would be reduced $39,000
•IT Equipment:$$5,000 $5,000 (One-Time ~$5,000 per New FTE)
•Facility Upgrade:$$0 $(Estimate from Public Works)
•Description &
Justification:
Schedules and coordinates all rentals for Pirates Cove, including but not limited to: Private after-hours rentals,
birthday parties, user group sales and rentals, and cabana and luxury lounger rentals.Oversees food and
beverage concession operations as well as the Treasure Chest pro shop operations. Orders and tracks inventory
of all items, as well as analyze trends in purchases and new products. Supervises assigned staff to ensure high-
quality guest services.
The coordinator's roles are directly linked to significant revenue streams. In 2023 alone, the total revenue from
concessions, rentals, and pro shop operations amounted to $419,793.The consistent revenue figures across
the years (2021-2023) highlight the importance of these responsibilities in maintaining financial stability and
growth.The combination of these responsibilities ensures the facility operates smoothly,maintains
high standards of guest satisfaction, and achieves financial targets,justifying the need for a dedicated full-time
Aquatic Facility Coordinator.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)
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Enhancement #2 –Events Coordinator
•Request:Events Coordinator
•Department/
Division:
PRLG/Events
•Priority:Tier 1 Personnel:1 # of Full-Time Equivalent (FTE)
•Budget:Ongoing
$78,613
One-Time
$
Total
$78,613
Includes benefits
Yes
•IT Equipment:$5,000 $$5,000
•Facility Upgrade:$$$
•Description &
Justification:
The Events Coordinator will help with all logistics related to special events
provided by the City of Englewood.Currently, events is bringing over $80K
in sponsorships.These funds could help supplement the cost of the
coordinator. This coordinator will provide a vital role in continuing to
sustain events but add new elements to keep the events relevant and
attractive.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)
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Enhancement #3 –Creation of an App
•Request:Vermont Systems WebTrac App-Recreation Program
•Department/
Division:
PRLG
•Priority:Tier 1 Personnel:0 # of Full-Time Equivalent (FTE)
•Budget:Ongoing
$
One-Time
$13,460
Total
$13,460
The purchase of the App
•IT Equipment:$9,960 $$9,960 Yearly service fee
•Facility Upgrade:$$$
•Description &
Justification:
This app will streamline check-ins via cell phones, simplify access to annual and multi-visit passes,
and facilitate on-site ticket purchases, all while eliminating the need for printed tickets, plastic ID
cards, and passes. Users will also benefit from effortless program registration, ensuring they
never miss out on opportunities.
Beyond its convenience, the app will serve as a powerful marketing tool. It will deliver special
offers, up-to-date classes, and program listings, information on upcoming events, and
notifications of emergency closures directly to users. By providing easier access to registration
and information, we anticipate a substantial increase in revenue for Englewood Parks and
Recreation. This app is poised to transform how patrons interact with our services, driving
engagement and growth.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)
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Enhancement #4 –Library of Things
•Request:Library of Things –new line item
•Department/
Division:
PRLG/Library
•Priority:Tier 1 Personnel:0 # of Full-Time Equivalent (FTE)
•Budget:Ongoing
$6,000
One-Time
$
Total
$6,000
•IT Equipment:$$$(One-Time ~$5,000 per New FTE)
•Facility Upgrade:$$$(Estimate from Public Works)
•Description &
Justification:
This would be a completely new line item and dollar amount to provide for maintaining and
small growth of the Library of things. As an item within the Community Wellbeing Goal of
Lifelong Learning, the Library of Things will provide access to games, book club kits, culture
passes, and with dedicating funds it can grow to include resources such as tools, learning
enrichment kits, and other specialized items. Current items in this collection were funded by
grants and donations. In 2024 a resident Sustainability Grant was awarded to fund induction
burners and the resident with collaborate with the Library to include these items into the
Library of Things. General cost breakdown of all items: Culture Passes: $2025, Story Time
Bins: $1055, Enrichment Kits: $1055, Book Club Kits: $920 $Supplies/Replacement Parts;
$810, Board and Card Games: $135
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)
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Enhancement #5 –Summer Reading Program
•Request:Summer Reading Programs-new line item
•Department/
Division:
PRLG/Library
•Priority:Tier 1 Personnel:0 # of Full-Time Equivalent (FTE)
•Budget:Ongoing
$10,000
One-Time
$
Total
$10,000
•IT Equipment:$$$(One-Time ~$5,000 per New FTE)
•Facility Upgrade:$$$(Estimate from Public Works)
•Description &
Justification:
This would be a completely new line item and dollar amount to provide
for all summer reading program activities, programs and events. Does not
include funds for prizes. Of this total, $7,000 would go towards children
and teen summer reading program, presenters, and activities; while
$3,000 would go towards the adult summer reading program, presenters,
and activities. These funds would be in addition to funds for programs,
presentations, and activities outside of the summer reading time frame.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)
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2025 General Fund Revenue Proposal
Revenue Fee
Line Item
2024
Existing
Fee or Rate
2025
Proposed
Fee or Rate
Projected
Annual Revenue
Increase
Rationale/Justification for
Proposed Change
OngoingOne-Time OngoingOne-Time Ongoing One-
Time
$0
0.0%
$0
0.0%
No 2025 PRLG fee increases proposed at this
time for the General Fund programs and services
$0
0.0%
$0
0.0%
$
0.0%
$0
0.0%
$0
0.0%
$0
0.0%Pa
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2025 Golf Revenue Proposal
Revenue Fee
Line Item
2024
Existing
Fee or Rate
2025
Proposed
Fee or Rate
Projected
Annual Revenue
Increase
Rationale/Justification for
Proposed Change
OngoingOne-Time OngoingOne-Time Ongoing One-Time
33611
Green Fees
Adult/Senior
$40/32 $42/34
$9,790
0.0%
$0
0.0%
All green fees are combined for revenue increase
33611 Green
Fees Adult/Sr
Weekends &
Holidays
$49 $54
33621
Golf Cart Rental
1 rider 18/9
$22/13 $23/14
$15,171
0.0%
$0
0.0%
All cart rentals are combined for revenue
increase33621
Golf Cart Rental
2 rider 18/9
$44/26 $46/28
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2025-2029 Tier 1 Capital Projects
Capital Projects Conservation Trust Fund (03)
Line
#
PJ
PG
Priority Project Name Request
2025
Request
2026
Request
2027
Request
2028
Request
2029
5-Years
Totals
1 PG Tier 1 PCove Maintenance 70,000$ 66,150$ 69,458$ 72,930$ 70,000$ 348,538$
2 PG Tier 2 CTF Contingency 92,241$ 95,008$ 99,708$ 100,000$ 50,000$ 436,957$
3 PG Tier 2 ERC Improvements 59,703$ 61,494$ 148,294$ 40,000$ 40,000$ 349,491$
4 PG Tier 2 ERC Maintenance 80,000$ 100,000$ 40,000$ 50,000$ 30,000$ 300,000$
5 PG Tier 2 Fitness Equipment Replacement 59,703$ 61,494$ 63,339$ 63,339$ 66,489$ 314,364$
6 PG Tier 2 Malley Center Improvements 10,000$ 30,000$ 10,000$ 10,000$ 10,000$ 70,000$
7 PG Tier 2 PCove Expansion 60,000$ 57,000$ -$ -$ -$ 117,000$
8 PG Tier 2 PCove Furniture Fixtures &
Equipment
71,400$ 74,970$ 78,718$ 82,654$ 70,000$ 377,742$
9 PG Tier 3 Belleview Farm 5,000$ 5,000$ 5,000$ 5,000$ 5,000$ 25,000$
10 PG Tier 3 Belleview Train 40,000$ 40,000$ 20,000$ 20,000$ 20,000$ 140,000$
11 PG Tier 3 Park Improvements 45,000$ 45,000$ 45,000$ 45,000$ 45,000$ 225,000$
Totals 593,047$ 636,116$ 579,517$ 488,923$ 406,489$ 2,704,092$
PJ=Project definite start and end date, one-time request to acquire, construct or replace an asset;
PG=Program annual, ongoing funding to maintain an asset
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2025-2029 Tier 1 Capital Projects
Open Space Fund (10)
Line
#
PJ
PG
Priority Project Name Request
2025
Request
2026
Request
2027
Request
2028
Request
2029
5-Years
Totals
1 PG Tier 1 Grant Matching Funds 400,000$ 350,000$ 350,000$ 350,000$ 400,000$ 1,850,000$
2 PG Tier 1 Irrigation System Replacement 50,000$ 50,000$ 100,000$ 100,000$ 100,000$ 400,000$
3 PG Tier 1 Park Planning Design and Project
Management
50,000$ -$ -$ -$ 50,000$ 100,000$
4 PG Tier 1 Parks Flower Bed Program 41,000$ 41,000$ 41,000$ 41,000$ 41,000$ 205,000$
5 PG Tier 1 Parks Maintenance Employee
Compensation
200,000$ 200,000$ 200,000$ 200,000$ 200,000$ 1,000,000$
6 PG Tier 1 Tree Replacement 44,200$ 45,000$ 45,000$ -$ 45,000$ 179,200$
7 PG Tier 2 Concrete Trail Replacement 100,000$ 100,000$ 100,000$ 100,000$ 100,000$ 500,000$
8 PG Tier 2 Parks Equipment 20,000$ 20,000$ 20,000$ 20,000$ 20,000$ 100,000$
9 PG Tier 2 Parks Landscape Improvements 50,000$ 100,000$ 100,000$ 100,000$ 50,000$ 400,000$
10 PG Tier 2 Parks Renovation Fund 50,000$ 100,000$ 100,000$ 100,000$ 100,000$ 450,000$
11 PG Tier 2 Tennis/Basketball Court Renovations 50,000$ 100,000$ 50,000$ 50,000$ 50,000$ 300,000$
12 PG Tier 3 Contingency 200,000$ 131,325$ 131,325$ 81,325$ 200,000$ 743,975$
13 PG Tier 3 Parks Rules Signage -$ -$ -$ 25,000$ 25,000$ 50,000$
Totals 1,255,200$ 1,237,325$ 1,237,325$ 1,167,325$ 1,381,000$ 6,278,175$
PJ=Project definite start and end date, one-time request to acquire, construct or replace an asset;
PG=Program annual, ongoing funding to maintain an asset
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2025-2029 Tier 1 Capital Projects
Public Improvement Fund (30)
Line
#
PJ
PG
Priority Dept Project Name Request
2025
Request
2026
Request
2027
Request
2028
Request
2029
5-Years
Totals
1 PG Tier 1 PRLG Parks & Rec Parking Lot Maint 80,000$ 80,000$ 85,000$ 90,000$ 90,000$ 425,000$
PJ=Project definite start and end date, one-time request to acquire, construct or replace an asset;
PG=Program annual, ongoing funding to maintain an asset
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2025-2029 Tier 1 Capital Projects
Capital Projects Fund (31)
Line
#
PJ
PG
Priority Dept Project Name Request
2025
Request
2026
Request
2027
Request
2028
Request
2029
5-Years
Totals
1 PG Tier 1 PRLG Art in Public Places 1% Recreation $ 48,185 $ 25,700 $ 19,600 $ 19,000 $ 19,000 $ 131,485
2 PG Tier 1 PRLG Emerald Ash Borer Mitigation $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 250,000
3 PJ Tier 1 PRLG Library Furniture $ 50,000 $ - $ - $ - $ - $ 50,000
4 PJ Tier 1 PRLG Library Single-Exit Feasibility Study & Construction $ 130,000 $ - $ - $ - $ - $ 130,000
Totals $ 278,185 $ 75,700 $ 69,600 $ 69,000 $ 69,000 $ 561,485
PJ=Project definite start and end date, one-time request to acquire, construct or replace an asset;
PG=Program annual, ongoing funding to maintain an asset
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2025-2029 Tier 1 Capital Projects
Golf Course Fund (43)
Line
#
PJ
PG
Priority Project Name Request
2025
Request
2026
Request
2027
Request
2028
Request
2029
5-Years
Totals
1 PG Tier 1 Asphalt 50,000$ 50,000$ 50,000$ 50,000$ 50,000$ 250,000$
2 PG Tier 1 Golf Carts 44,244$ 44,244$ 44,244$ 44,244$ -$ 176,976$
3 PG Tier 1 Golf Course Operating
Equipment
150,000$ 150,000$ 170,000$ 200,000$ 150,000$ 820,000$
4 PG Tier 2 Clubhouse Improvements 100,000$ 100,000$ 100,000$ 100,000$ 100,000$ 500,000$
5 PG Tier 3 Annual Facility Repairs 30,000$ 35,000$ 40,000$ 40,000$ -$ 145,000$
6 PG Tier 3 Golf Course Landscaping 24,000$ 25,000$ 26,000$ 27,000$ 30,000$ 132,000$
7 PG Tier 3 Restaurant equipment and
fixtures
15,000$ 15,000$ 15,000$ 15,000$ 10,000$ 70,000$
Totals 413,244$ 419,244$ 445,244$ 476,244$ 340,000$ 2,093,976$
PJ=Project definite start and end date, one-time request to acquire, construct or replace an asset;
PG=Program annual, ongoing funding to maintain an asset
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Questions or Comments
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Police Department Overview
Presented by
Sam Watson, Police Chief
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Department Overview
Mission StatementTo promote and ensure a high quality of life, economic vitality, and a uniquely desirable community identity.
Vision StatementTo promote and ensure a high quality of life and a uniquely desirable community identity by providing professional law enforcement services,developing strong collaborative problem-solving strategies with the community and by treating everyone with fairness, dignity and respect.
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Organizational Structure
•Sworn Police Officers (84 FTEs)
•Police Academy Trainees (2 FTEs)
•Abandoned Vehicle Ofc. (1 FTE)
•Parking Management Ofc. (1 FTE)
•Executive Assistant (1 FTE)
•Inv. Technician (1 FTE)
•Sr. Crime Analyst (1 FTE)
•Victim Assistance (2 FTEs)
•(2 0.2 FTEs grant funded)
•(1 Seasonal Intern)
•Property & Evidence Spec. (1 FTE)
•Fire Marshal's Office (4 FTEs)
•Code Enforcement (6 FTEs)
•(2 0.5 FTEs)
•(2 Seasonal Positions)
•Records (9 FTEs)
•Community Relations (1 FTE)
•Police Resource Case Mngr (1 FTE)
•Communications (15.5 FTEs)
•Total FTEs = 130
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Strategic Plan Connection (1 of 2)
Strategic OutcomeHow does the department budget support the strategic outcome?
Community
Engagement
The Police Department supports the vibrancy of neighborhoods through the
improvement of the overall appearance of Englewood through police services
and Code Enforcement.The Police Department maintains several accounts on
social media and has a robust Community Relations program that focuses on
crime prevention and transparency.
Community
Wellbeing
The Police Department is also an essential piece to the wellbeing of a
community by providing quality police services and state of the art alternative
policing services.This increases quality of life and the feeling of safety within
the community.
EconomyThe Police Department enhances the safety of the City, which increases business
and attracting residents.
GovernanceThe Police Department is a vital department within the City, providing
transparency, value of police services, and exceptional customer service.
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Strategic Plan Connection (2 of 2)
Strategic OutcomeHow does the department budget support the strategic outcome?
Infrastructure The Police Department partners with Public Works on accident reduction at
high accident locations and other projects that affect public safety.
Safety The safety of the community, including the perception of safety, is critical to
the overall wellbeing of our community.This is the Police Department's
primary connection.
Sustainability The Police Department assists with infrastructure improvements by assisting
with the reduction of energy usage within the department.The Police
Department supports citywide initiatives regarding energy use and recycling.
Transportation The Police Department assists with this outcome with the enforcement and
education of traffic laws to ease the traffic flow.
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Summary of Enhancement Requests
Enhancement Request# of FTE
Requests
Ongoing
Amount
One-Time
Amount
Total
Amount
Flock Safety 0.0 $33,500 $0 $33,500
Business Support Analyst 1.0 $119,000 $5,000
$25,000
$124,000
0.0 $0 $0 $0
0.0 $0 $0 $0
0.0 $0 $0 $0
0.0 $0 $0 $0
TOTALS 1.0 $152,500 $5,000 $157,500Pa
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Enhancement #1 –Flock Safety
•Request:Add 33,500 to Professional Services for Flock Safety
•Department
/Division:
Police / 1101
•Priority:Tier 1
•Personnel:# of Full-Time Equivalent (FTE) Employees
•Budget:Ongoing
$33,500
One-Time
$
Total
$33,500
•Technology:$$$(~$5,000 per New FTE)
•Facilities:$$$
•Description:The PD is requesting an additional 33,500 for Flock
Safety.The PD used the original 33,500 (yearly cost) in
2024 and funded this through forfeiture.We would like to
add this amount to the professional services line item for
future years.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)
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Enhancement #2 –Business Support Analyst
•Request:New FTE/ Business Support Analyst
•Department
/Division:
Police / 1101
•Priority:Tier 1
•Personnel:1
•Budget:Ongoing
$119,000
One-Time
$
Total
$119,000
•Technology:$$5,000 $5,000 (~$5,000 per New FTE)
•Facilities:$$20,000 $20,000 New Workstation
•Description:The PD is requesting this FTE to perform many administrative duties that the
Command Staff is tasked with currently.The PD only has one FTE that is the
Executive Assistant that performs most of the administrative functions.This
position would be responsible for supporting staff, assisting with UKG,
budgetary issues, Council Communications, purchasing, customer service, and
backing up the Executive Assistant.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)
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2025 Revenue Proposal
Revenue Fee
Line Item
2024
Existing
Fee or Rate
2025
Proposed
Fee or Rate
Projected
Annual Revenue
Increase
Rationale/Justification for
Proposed Change
Ongoing One-
Time
Ongoing One-
Time
Ongoing One-Time
$0
0.0%
$0
0.0%
No 2025 Police fee increases
proposed at this time for the
General Fund programs and
services
Dedicated 0.1% Sales
and Use Tax Increase
$1,130,263 $1,153,474 $23,211
2.1%
$0
0.0%
Dedicated 0.1 % Sales and Use
Tax Revenue Estimate for
alternate policing services
addressing homelessness,
addiction and mental health
issues
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2025-2029 Tier 1 Capital Projects
Police Headquarter Construction Fund (34)
Line
#
PJ
PG
Priority Dept Project Name Request
2025
Request
2026
Request
2027
Request
2028
Request
2029
5-Years
Totals
1 PG Tier 1 IT Patrol Cars MDTs and IT-related
Equipment
375,000$ -$ -$ -$ -$ 375,000$
PJ=Project definite start and end date, one-time request to acquire, construct or replace an asset;
PG=Program annual, ongoing funding to maintain an asset
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Questions or Comments
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Public Works Department Overview
Presented by
Victor Rachael, Director of Public Works
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Department Overview
Mission: To promote and ensure a high quality of life, economic vitality and a uniquely
desirable community identity through delivery of quality projects, programs and services.
Vision:To assist City Council in creating and implementing a community vision, goals and
policies while providing leadership to City staff that ensures the efficient and effective use
of City resources, outstanding service delivery, focus on community engagement and a
sense of purpose and fulfillment for City employees.
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Organizational Structure
Administration
o Director (0.9 FTE)
o Deputy Directors (2 FTE)
o Business Support Specialist (1 FTE)
o Asset Manager (1 FTE)
Total = 4.9 FTE
Streets Division
o Streets Lead Operator (2 FTEs)
o Streets Equipment Operator (7 FTEs)
o Business Support Specialist (0.25 FTE)
Total = 9.25 FTE
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Organizational Structure
Stormwater Division
o Program Manager (1 FTE)
o Stormwater Compliance Specialist (1 FTE)
o Maintenance Technicians (2 FTE)
o Engineer (1.5 FTE)
o Business Support Specialist (0.75 FTE)
o Construction Inspector (0.5 FTE)
o Utility Billing Specialist (0.2 FTE)
o Utilities Locate Specialist (0.2 FTE)
o Department Director (0.1 FTE)
Total = 7.25 FTE
Concrete Utility
o Concrete Utility and Street Maintenance
Program Manager (0.25 FTE)
o Construction Inspection Supervisor (0.1 FTE)
o Construction Inspector (0.6 FTE)
o Engineering Technician (0.25 FTE)
o Utility Billing Manager (0.05 FTE)
o Utility Billing Specialist (0.15 FTE)
Total = 1.40 FTE
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Organizational Structure
Fleet Services Division
o Fleet Supervisor (1 FTE)
o Parts Technician (1 FTE)
o Fleet Data Administrator (1 FTE)
o Sr. Fleet Mechanic (1 FTE)
o Fleet Mechanic II (4.5 FTE)
o Business Support Specialist (0.25 FTE)
Total = 8.75 FTE
Traffic Division
o Traffic Engineering Manager (1 FTE)
o Traffic Operations Supervisor (1 FTE)
o Traffic Signal Technicians (2 FTE)
o Traffic Technician (2 FTE)
Total = 6.0 FTE
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Organizational Structure
Facilities
o Facilities Manager (1 FTE)
o Facilities Maintenance Supervisor (1 FTE)
o Facilities Maintenance Technicians (5 FTEs)
o Business Support Specialist (0.5 FTE)
o City Architect (0.75 FTE)
o Facility Project Specialists (1.75 FTE)
Building Services
o Facilities Custodial Supervisor (1 FTE)
o Custodians/Day Porters ( 4 FTE)
Total = 15.0 FTE
Engineering
o City Engineer (1 FTE)
o Engineering Manager (1 FTE)
o Engineers (3.5 FTEs)
o Project Support Specialist (0.25 FTE)
o Concrete Utility and Street Maintenance
Program Manager (0.75 FTE)
o Construction Inspection Supervisor (0.9 FTE)
o Construction Inspectors (2.4 FTEs)
o Permit Technician (1 FTE)
o Engineering Technician (0.75 FTE)
o Capital Programs Manager (1 FTE)
Total = 12.55 FTEPa
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Strategic Plan Connection (1 of 2)
Strategic OutcomeHow does the department budget support the strategic outcome?
Community
Engagement
Ensure public input and feedback is received and addressed on capital
improvement projects during conceptual, design and construction
phases.Ensure project status is updated and accurate.
Community
Wellbeing
Maintain the city's recreation facilities
EconomyPublic Works supports the vibrancy of commercial districts throughout the city
by providing well maintained and revitalized infrastructure
GovernancePromote safe and inviting workspaces for all City employeesPa
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Strategic Plan Connection (2 of 2)
Strategic OutcomeHow does the department budget support the strategic outcome?
Infrastructure Ensure access and increased opportunities for multi-modal transportation
through creation and maintenance of the street network, bike lanes and
sidewalk system; implement planning, processes and projects to reduce the
risk of flooding in the city.
Safety Ensure the safety of all while traveling in Englewood by providing well
maintained infrastructure, providing snow and ice removal services and well
maintained vehicles and facilities
Sustainability Provide infrastructure that is designed and maintained in an economic,
equitable and ecological manner
Transportation Ensure access and safety for all modes of travel through the city including
vehicles, bikes and pedestrians
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Summary of Enhancement Requests
Enhancement Request# of FTE
Requests
Ongoing
Amount
One-Time
Amount
Total
Amount
New sign truck for Street Maintenance to properly carry and place
temporary construction signs
0.0 $0 $50,000 $50,000
Upgrade existing semi-tractor that is no longer used to a new single
axle dump truck for hauling materials to alleys and tighter spaces
0.0 $0 $100,000 $100,000
Refurbish existing patch truck to repair leaks and issues with
mechanical auger asphalt distributor
0.0 $0 $50,000 $50,000
Cartegraph Traffic Signals Domain (request withdrawn for 2025 and
is to be considered in 2026)
0.0 $0
$42,000
$0 $0
$42,000
Cartegraph 811 Locates Integration 0.0 $12,000 $0 $12,000
Storm Water Pipe Inspection Trailer 0.0 $0 $100,000 $100,000
TOTALS 0.0 $12,000 $300,000 $312,000
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Enhancement #1 –Street Maint Sign Truck
•Request:Truck for hauling and placing temporary signage in the right of way for
street maintenance work
•Department/
Division:
Public Works/Street Maintenance
•Priority:Tier 3 Personnel:0 # of Full-Time Equivalent (FTE)
•Budget:Ongoing
$
One-Time
$50,000
Total
$50,000
•IT Equipment:$$$(One-Time ~$5,000 per New FTE)
•Facility Upgrade:$$$(Estimate from Public Works)
•Description &
Justification:
The current sign truck is over 20 years old and is not set up for placing and
picking up signage and traffic control equipment in the right of way as the
truck is being driven down the street.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)
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Enhancement #2 –Semi-tractor upgrade
•Request:Purchase new single axle dump truck for hauling materials in tight spaces
such as alleys and narrower streets
•Department/
Division:
Public Works/Street Maintenance
•Priority:Tier 2 Personnel:0 # of Full-Time Equivalent (FTE)
•Budget:Ongoing
$
One-Time
$100,000
Total
$100,000
•IT Equipment:$$$(One-Time ~$5,000 per New FTE)
•Facility Upgrade:$$$(Estimate from Public Works)
•Description &
Justification:
The existing semi-tractor was previously used to tow the City's asphalt
milling machine.The milling machine is no longer used and that work is
contracted out.The proposed dump truck would be more useful in day to
day street maintenance operations.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)
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Enhancement #3 –Refurbish patch truck
•Request:Cost to have the existing patch truck refurbished by a factory authorized
representative to repair leaks and the asphalt distributor and make the
truck more reliable and safer to operate
•Department/
Division:
Public Works/Street Maintenance
•Priority:Tier 1 Personnel:0 # of Full-Time Equivalent (FTE)
•Budget:Ongoing
$
One-Time
$50,000
Total
$50,000
•IT Equipment:$$$(One-Time ~$5,000 per New FTE)
•Facility Upgrade:$$$(Estimate from Public Works)
•Description &
Justification:
The patch truck was purchased used and has developed many leaks from
hoses and connections on the truck.The auger system is also worn down
and requires replacement to fully distribute asphalt from the truck.This
will make the truck more reliable and safer to operate.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)
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Enhancement #4 –Cartegraph Signals (withdrawn)
•Request:Cartegraph asset management program traffic signals domain
•Department/
Division:
Public Works/Traffic Operations
•Priority:Tier 2 Personnel:0 # of Full-Time Equivalent (FTE)
•Budget:Ongoing
$42,000
One-Time
$
Total
$42,000
•IT Equipment:$$$(One-Time ~$5,000 per New FTE)
•Facility Upgrade:$$$(Estimate from Public Works)
•Description &
Justification:
The traffic signals domain will allow for tracking of work done on the city's
traffic signals and help prioritize replacement of signal equipment to
maintain reliability and functionality.(Request to be considered in 2026)
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)
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Enhancement #5 –Cartegraph Locates
•Request:Cartegraph 811 Locates Integration
•Department/
Division:
Public Works/Traffic Operations
•Priority:Tier 2 Personnel:0 # of Full-Time Equivalent (FTE)
•Budget:Ongoing
$12,000
One-Time
$
Total
$12,000
•IT Equipment:$$$(One-Time ~$5,000 per New FTE)
•Facility Upgrade:$$$(Estimate from Public Works)
•Description &
Justification:
Cartegraph 811 locates integration.Currently staff are using an outside
vendor for tracking and managing 811 locates when called in for
construction within the City right of way (ROW).
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)
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Enhancement #6 –Pipe Inspection Trailer
•Request:Closed circuit television pipe inspection trailer
•Department/
Division:
Public Works/Storm Water
•Priority:Tier 1 Personnel:0 # of Full-Time Equivalent (FTE)
•Budget:Ongoing
$
One-Time
$100,000
Total
$100,000
•IT Equipment:$$$(One-Time ~$5,000 per New FTE)
•Facility Upgrade:$$$(Estimate from Public Works)
•Description &
Justification:
The pipe inspection trailer will allow for television inspection of storm
water pipes and structures by city staff rather than having to contract this
maintenance work out.At a current contracted inspection cost of $2/foot
it's expected that the trailer will pay for itself in 3-5 years and allow the
city to be more responsive to issues.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)
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2025 Revenue Proposal
Revenue Fee
Line Item
2024
Existing
Fee or Rate
2025
Proposed
Fee or Rate
Projected
Annual Revenue
Increase
Rationale/Justification for
Proposed Change
Ongoing One-
Time
Ongoing One-
Time
Ongoing One-
Time
42-1607-33513
Stormwater
Maintenance Fees
$20.63/mo
nth for
single
family
$21.66/mont
h for single
family
$175,000
5.0%
$0
0.0%
Inflationary increase to maintain
capital spending power.* $175,000
is based on total projected revenue
of $3.5M from 2024
02-1003-32201
Street Cut Fees
$10/LF of
street cut
$100,000
100.0%
$0
0.0%
Proposed Street Degradation fee to
account for reduction in life of
pavement due to cutting into
pavement mat for utility work
Dedicated 0.2%
Sales and Use Tax
Increase
$2,260,526 $2,306,947 $46,421
2.1%
$0
0.0%
Dedicated 0.2 % Sales and Use Tax
Revenue Estimate for the street
repairs and maintenance programPa
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2025-2029 Tier 1 Capital Projects
Public Improvement Fund (30) (1 of 5)
PJ=Project definite start and end date, one-time request to acquire, construct or replace an asset;
PG=Program annual, ongoing funding to maintain an asset
Line
#
PJ
PG
Priority Dept Project Name Request
2025
Request
2026
Request
2027
Request
2028
Request
2029
5-Years
Totals
1 PG Tier 1 PW Public Art - Wraps and Crosswalks 100,000$ -$ -$ -$ -$ 100,000$
2 PG Tier 1 PW Neighborhood Traffic Calming Program 100,000$ -$ -$ -$ -$ 100,000$
3 PJ Tier 1 PW City-Wide Transportation Plan 250,000$ -$ -$ -$ -$ 250,000$
4 PG Tier 1 PW Walk & Wheel Plan Implementation 245,000$ $ 390,000 465,000$ 565,000$ 538,000$ 2,203,000$
5 PG Tier 1 PW Alley Maintenance 100,000$ 100,000$ 100,000$ 100,000$ 100,000$ 500,000$
6 PG Tier 1 PW Bridge Repairs 500,000$ 500,000$ 250,000$ 250,000$ 250,000$ 1,750,000$
7 PG Tier 1 PW Concrete Program Accessible Ramps 350,000$ 350,000$ 350,000$ 350,000$ 350,000$ 1,750,000$
8 PG Tier 1 PW Concrete Utility City Share 350,000$ 350,000$ 350,000$ 350,000$ 350,000$ 1,750,000$
9 PJ Tier 1 PW Implementation of Neighborhood
Traffic Calming Program & Safe Routes
to School initiatives
250,000$ 250,000$ 250,000$ 250,000$ 250,000$ 1,250,000$
10 PG Tier 1 PW Pavement Maintenance by Area 500,000$ 750,000$ 1,000,000$ 1,000,000$ 1,000,000$ 4,250,000$
11 PG Tier 1 PW Road & Bridge 350,000$ 350,000$ 350,000$ 350,000$ 350,000$ 1,750,000$
12 PG Tier 1 PW Signal Equipment
Upgrade/Replacement
300,000$ 300,000$ 400,000$ 400,000$ 400,000$ 1,800,000$
13 PG Tier 1 PW Street Reconstruction 500,000$ 500,000$ 500,000$ 500,000$ 500,000$ 2,500,000$
Subtotals PIF Slide 1 $ 3,895,000 $ 3,840,000 $ 4,015,000 $ 4,115,000 $ 4,088,000 $19,953,000 Pa
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2025-2029 Capital Projects
Public Improvement Fund (30) (2 of 5)
Line
#
PJ
PG
Priority Dept Project Name Request
2025
Request
2026
Request
2027
Request
2028
Request
2029
5-Years
Totals
14 PG Tier 2 PW Alley Paving 500,000$ 500,000$ 500,000$ 500,000$ 500,000$ 2,500,000$
15 PG Tier 2 PW Arterial and Collector Street
Pavement Maintenance
500,000$ 500,000$ 1,000,000$ 1,000,000$ 1,000,000$ 4,000,000$
16 PG Tier 2 PW Sidewalk Gap Construction 350,000$ 350,000$ 400,000$ 450,000$ 450,000$ 2,000,000$
17 PG Tier 3 PW Arterial and Collector Streets
Sidewalk Widening to 6 feet
where necessary
-$ 300,000$ 300,000$ 300,000$ 300,000$ 1,200,000$
18 PJ Tier 3 PW Belleview Ave, Fox St to
Broadway
-$ 200,000$ 1,300,000$ -$ -$ 1,500,000$
19 PJ Tier 3 PW Broadway Mid-Block Crossing at
Gothic
-$ 200,000$ 500,000$ -$ -$ 700,000$
20 PG Tier 3 PW Broadway Reconstruction
Evaluation
-$ -$ 100,000$ -$ -$ 100,000$
Subtotals PIF Slide 2 $ 1,350,000 $ 2,050,000 $ 4,100,000 $ 2,250,000 $ 2,250,000 12,000,000$
PJ=Project definite start and end date, one-time request to acquire, construct or replace an asset;
PG=Program annual, ongoing funding to maintain an asset
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2025-2029 Capital Projects
Public Improvement Fund (30) (3 of 5)
Line
#
PJ
PG
Priority Dept Project Name Request
2025
Request
2026
Request
2027
Request
2028
Request
2029
5-Years
Totals
21 PG Tier 3 PW Broadway Safety Improvements -$ 75,000$ 300,000$ -$ -$ 375,000$
22 PJ Tier 3 PW Broadway, Yale to Hampden -$ -$ 2,200,000$ 13,000,000$ -$ 15,200,000$
23 PJ Tier 3 PW CityCenter Englewood Station
Platform Shelter
-$ -$ 200,000$ -$ -$ 200,000$
24 PG Tier 3 PW CityCenter Englewood Station/S.
Santa Fe Dr. Ped/Bike Bridge
-$ 300,000$ 5,000,000$ -$ -$ 5,300,000$
25 PG Tier 3 PW Clarkson Bike Blvd, Hampden to
Dartmouth
-$ 300,000$ 300,000$ -$ -$ 600,000$
26 PJ Tier 3 PW Dartmouth Rail Trail Bridge -$ 500,000$ 4,500,000$ -$ -$ 5,000,000$
27 PJ Tier 3 PW Hampden Rail Trail Pedestrian
Bridge
-$ 250,000$ 5,000,000$ -$ -$ 5,250,000$
28 PJ Tier 3 PW Logan, Tufts to Oxford -$ -$ 2,800,000$ -$ -$ 2,800,000$
29 PG Tier 3 PW Neighborhood Street Lighting by
Area
-$ 150,000$ 200,000$ 200,000$ 200,000$ 750,000$
Subtotals PIF Slide 3 $ - $ 1,575,000 $ 20,500,000 $ 13,200,000 $ 200,000 35,475,000$
PJ=Project definite start and end date, one-time request to acquire, construct or replace an asset;
PG=Program annual, ongoing funding to maintain an asset
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2025-2029 Capital Projects
Public Improvement Fund (30) (4 of 5)
Line
#
PJ
PG
Priority Dept Project Name Request
2025
Request
2026
Request
2027
Request
2028
Request
2029
5-Years
Totals
30 PJ Tier 3 PW Rail Trail Segment 1 Bridge (Big Dry
Creek - Oxford Station)
-$ -$ 500,000$ 2,000,000$ -$ 2,500,000$
31 PJ Tier 3 PW Rail Trail Segment 2 (Oxford
Station - S. Platte River Trail)
-$ -$ 500,000$ 4,000,000$ -$ 4,500,000$
32 PJ Tier 3 PW Rail Trail Segment 3 (S. Platte River
Trail - W. Bates Ave.)
-$ -$ 400,000$ 4,000,000$ -$ 4,400,000$
33 PJ Tier 3 PW Santa Fe PEL Bike-Ped
Improvements
-$ 300,000$ -$ -$ -$ 300,000$
34 PJ Tier 3 PW Southwest Greenbelt Trail (S.
Cherokee St. - S. Windermere St.)
-$ 350,000$ 3,000,000$ -$ -$ 3,350,000$
35 PG Tier 3 PW Street Lights and Furniture
repair/replacement
50,000$ 50,000$ 50,000$ 50,000$ -$ 200,000$
36 PG Tier 3 PW Traffic Signal Replacement -$ 750,000$ 750,000$ 750,000$ 750,000$ 3,000,000$
37 PG Tier 3 PW Transportation System Upgrade -$ 100,000$ 100,000$ 100,000$ 100,000$ 400,000$
Subtotals PIF Slide 4 $ 50,000 $ 1,550,000 $ 5,300,000 $ 10,900,000 $ 850,000 $ 18,650,000
PJ=Project definite start and end date, one-time request to acquire, construct or replace an asset;
PG=Program annual, ongoing funding to maintain an asset
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2025-2029 Capital Projects
Public Improvement Fund (30) (5 of 5)
Line
#
PJ
PG
Priority Dept Project Name Request
2025
Request
2026
Request
2027
Request
2028
Request
2029
5-Years
Totals
38 Subtotals PIF Slide 4 $ 50,000 $ 1,550,000 $ 5,300,000 $ 10,900,000 $ 850,000 $ 18,650,000
39 Subtotals PIF Slide 3 $ - $ 1,575,000 $ 20,500,000 $ 13,200,000 $ 200,000 $ 35,475,000
40 Subtotals PIF Slide 2 $ 1,350,000 $ 2,050,000 $ 4,100,000 $ 2,250,000 $ 2,250,000 $ 12,000,000
41 Subtotals PIF Slide 1 $ 3,895,000 $ 3,840,000 $ 4,015,000 $ 4,115,000 $ 4,088,000 $ 19,953,000
PIF Grand Total $ 5,295,000 $ 9,015,000 $ 33,915,000 $ 30,465,000 $ 7,388,000 $ 86,078,000
PJ=Project definite start and end date, one-time request to acquire, construct or replace an asset;
PG=Program annual, ongoing funding to maintain an asset
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2025-2029 Tier 1 Capital Projects
Capital Projects Fund (31)
Line
#
PJ
PG
Priority Dept Project Name Request
2025
Request
2026
Request
2027
Request
2028
Request
2029
5-Years
Totals
1 PJ Tier 1 PW City-wide Energy Efficient Projects $ 3,850,000 $ - $ - $ - $ - $ 3,850,000
2 PJ Tier 1 PW ADA Compliance Projects $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 750,000
3 PJ Tier 1 PW Civic Center 2nd Floor Carpet Replacements $ 100,000 $ - $ - $ - $ - $ 100,000
4 PG Tier 1 PW Facilities and Operations $ 1,483,000 $ 835,000 $ 325,000 $ 325,000 $ - $ 2,968,000
5 PG Tier 1 PW Security Civic Center and Rec Center $ 20,000 $ 20,000 $ 20,000 $ 20,000 $ 20,000 $ 100,000
6 PJ Tier 1 PW Facility Backup Generators $ 925,000 $ 300,000 $ 300,000 $ 300,000 $ - $ 1,825,000
7 PJ Tier 3 PW Annual Common Area Furniture Replacement $ 15,000 $ 15,000 $ 15,000 $ - $ - $ 45,000
Totals $ 6,543,000 $ 1,320,000 $ 810,000 $ 795,000 $ 170,000 $ 9,638,000
PJ=Project definite start and end date, one-time request to acquire, construct or replace an asset;
PG=Program annual, ongoing funding to maintain an asset
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2025-2029 Tier 1 Capital ProjectsStormwater Drainage Fund (42)
Line
#
PJ
PG
Priority Project Name Request
2025
Request
2026
Request
2027
Request
2028
Request
2029
5-Years
Totals
1 PJ Tier 1 Dry Gulch/Harvard Gulch Master
Drainageway Plan IGA
375,000$ 600,000$ -$ -$ -$ 975,000$
2 PJ Tier 1 Hospital Project Old Hampden
Avenue, Lincoln to Clarkson
500,000$ -$ -$ -$ -$ 500,000$
3 PG Tier 1 Repair/rehabilitate existing storm
sewer
450,000$ 400,000$ 400,000$ 400,000$ 400,000$ 2,050,000$
4 PJ Tier 1 South Englewood Drainageway Plan
50/50 IGA MHFD
400,000$ -$ -$ -$ -$ 400,000$
5 PG Tier 1 South Englewood Stormwater
Improvements
2,000,000$ -$ -$ -$ -$ 2,000,000$
6 PG Tier 2 Small Area Drainage Improvements 250,000$ 250,000$ 250,000$ 300,000$ 300,000$ 1,350,000$
Totals 3,975,000$ 1,250,000$ 650,000$ 700,000$ 700,000$ 7,275,000$
PJ=Project definite start and end date, one-time request ; PG=Program ongoing funding need
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2025-2029 Tier 1 Capital ProjectsConcrete Utility Fund (44)
Line
#
PJ
PG
Priority Project Name Request
2025
Request
2026
Request
2027
Request
2028
Request
2029
5-Years
Totals
1 PG Tier 1 Curb and Gutter Repair 200,000$ 200,000$ 225,000$ 225,000$ -$ 850,000$
2 PG Tier 1 Sidewalk Repair by Area 800,000$ 825,000$ 825,000$ 825,000$ -$ 3,275,000$
Totals 1,000,000$ 1,025,000$ 1,050,000$ 1,050,000$ -$ 4,125,000$
PJ=Project definite start and end date, one-time request to acquire, construct or replace an asset;
PG=Program annual, ongoing funding to maintain an asset
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2025-2029 Tier 1 Capital ProjectsServicenterFund (61)
Line
#
PJ
PG
Priority Project Name Request
2025
Request
2026
Request
2027
Request
2028
Request
2029
5-Years
Totals
1 PG Tier 1 ServiCenter Building Upgrades 357,500$ 500,000$ -$ -$ -$ 857,500$
Totals 357,500$ 500,000$ -$ -$ -$ 857,500$
PJ=Project definite start and end date, one-time request to acquire, construct or replace an asset;
PG=Program annual, ongoing funding to maintain an asset
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2025-2029 Tier 1 Capital ProjectsCapital Equipment Replacement Fund (62)
Line
#
PJ
PG
Priority Project Name Request
2025
Request
2026
Request
2027
Request
2028
Request
2029
5-Years
Totals
1 PG Tier 1 Fleet CERF 2,655,000$ 1,828,100$ 1,547,100$ 1,045,000$ 652,000$ 7,727,200$
Totals 2,655,000$ 1,828,100$ 1,547,100$ 1,045,000$ 652,000$ 7,727,200$
PJ=Project definite start and end date, one-time request to acquire, construct or replace an asset;
PG=Program annual, ongoing funding to maintain an asset
YEAR # OF UNITS ESTIMATED REPLACEMENT COST
2025 19 $1,314,191.00
2026 32 $1,828,073.72
2027 41 $1,547,104.80
2028 17 $1,044,928.21
2029 15 $651,881.95
TOTAL 124 $6,386,179.68
Please Note: The 2025 requested amount
includes the 2024 anticipated back ordered
items to be received in 2025
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Questions or Comments
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Utilities Department Overview
Presented by
Pieter Van Ry, Director of Utilities
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Department Overview
•34,000 residents and 2,100 businesses
•Provides drinking water and wastewater collection
•Water Infrastructure:
•Charles Allen Water Treatment Plant
•166 miles of pipe
•2 high pressure pump stations
•2 booster stations
•3 storage tanks
•Wastewater Infrastructure:
•82 miles of collection pipe
•1,605 manholes
•Majority of collection sent to South Platte Renew
•Joint ownership of South Platte Renew with City of Littleton
•Service population of 300,000Pa
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Utilities Strategy
•Modernize utility
•Invest in infrastructure
•Replacement of aging assets
•Maintenance programs
•System optimization
•Staffing levels
•Improve customer experience
•Taste, odor and hardness of water
•Customer service
•Financial transparency
•Billing interface
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Engineering (8.5)
o Deputy Director (0.5 FTE)
o Supervisors (2 FTEs)
o Engineering Staff (6 FTEs)
Business Solutions (11.5)
o Deputy Director (0.5 FTE)
o Supervisor (1 FTE)
o Billing and Admin Staff (10 FTEs)*
Operations & Maintenance (42)
o Deputy Director (1 FTE)
o Supervisors (11 FTEs)
o O&M Staff (30 FTEs)
*3 FTEs approved for monthly Connector District billing
Organizational Structure
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Strategic Plan Connection (1 of 2)
Strategic OutcomeHow does the department budget support the strategic outcome?
Community
Engagement
Effective and deliberate community engagement that promotes meaningful
connections to increase trust and service delivery
Community
Wellbeing
Ensure safe drinking water is delivered to customers that meets State and
Federal Regulations
EconomyN/A
GovernanceDevelop a long-term financial plan that addresses the infrastructure needs of the
water and sewer system while maintaining affordable rates and fees
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Strategic Plan Connection (2 of 2)
Strategic OutcomeHow does the department budget support the strategic outcome?
Infrastructure Ensure protection of the City's water and sewer infrastructure
Safety Ensure safe drinking water is delivered to customers that meets State and
Federal Regulations
Sustainability Protection of water resources
Transportation N/APa
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Utilities (Water and Sewer Funds)
•Water and Sewer (Utilities) Focus
•Taste, odor and hardness improvements
•Lead service line replacements
•Aging infrastructure replacements
•FY 2024 Major Project Updates
•Advanced Metering Infrastructure (AMI)
•Project awarded in February 2024
•AWTP Space Improvements
•Phase I Construction began in February 2024
•City Ditch
•Construction anticipated starting summer 2024
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Water Fund
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Summary of Enhancement Requests Water
Enhancement Request# of FTE
Requests
Ongoing
Amount
One-Time
Amount
Total
Amount
Water Master Plan Update 0.0 $0 $250,000 $250,000
Water Resources Legal 0.0 $0 $80,000 $80,000*
TOTALS 0.0 $0 $330,000 $330,000
* This amount is additional to the total Water Resources Legal support included in the 2025 budget request.
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Enhancement #1 –Water Master Plan Update
•Request:Water Master Plan Update
•Department/
Division:
Utilities/1609 Engineering
•Priority:Tier 1 Personnel:0 # of Full-Time Equivalent (FTE)
•Budget:Ongoing
$0
One-Time
$250,000
Total
$250,000
•IT Equipment:$0 $0 $0 (One-Time ~$5,000 per New FTE)
•Facility Upgrade:$0 $0 $0 (Estimate from Public Works)
•Description &
Justification:
Previous Master Plan was conducted in 2020.
Master Plans are typically updated every 5 years; additional funding
requested to update the Master Plan with current information and
strategic direction.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)
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Enhancement #2 –Water Resources Legal
•Request:Water Resources Legal
•Department/
Division:
Utilities/1609
•Priority:Tier 1 Personnel:0 # of Full-Time Equivalent (FTE)
•Budget:Ongoing
$0
One-Time
$80,000
Total
$80,000
•IT Equipment:$0 $0 $0 (One-Time ~$5,000 per New FTE)
•Facility Upgrade:$0 $0 $0 (Estimate from Public Works)
•Description &
Justification:
•2025 has a potentially heavy trial schedule –a total of 28 days
compared to 5 days in 2024 (three trials in 2025, including an
exceptionally long one, compared to one in 2024).
•The potential trials, routine water court proceedings and legal support
justify budgeting for a higher amount.
•For reference, Utilities budgeted $700K for BHGR in 2024.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)
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2025 Revenue Proposal –Fund 40
Revenue Fee Line
Item
2024
Existing
Rate
2025
Proposed
Rate
Projected
Annual Revenue
Increase
Rationale/Justification for
Proposed Change
Water Rates 4.5% above 2023
rates
4.5% above 2024
rates
$318,665 Planned annual 4.5% increase in water fees
per the Water Fund long-term financial
plan. Rate increases needed to execute
Capital Improvement Plan over next 10
years
Water Connection Fee 4% above
2023 fees
3.72% above
2024 fees
$39,550 Adjustment for cost escalation from the
Engineering News Record Construction Cost
Index average
5-year change
Capital Investment Fee $16 $17 (+$1)$170,825 Capital Investment Fee increase of $1
planned in 2025 per the Water Fund long-
term financial plan
Drinking Water Loan Fee $-$5 $675,540 New monthly fee to be implemented in
2025 recovering a portion of debt service
related to the Lead Service Line
Replacement Program.
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2025-2029 Tier 1 Capital Projects Water Fund (40)
(1 of 3)
WIFIA=Water Infrastructure Finance and Innovation Act
Continued next page
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2025–2029 Tier 1 Capital Projects Water Fund (40)
(2 of 3)
WIFIA=Water Infrastructure Finance and Innovation Act
Continued next page
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2025–2029 Tier 1 Capital Projects Water Fund (40)
(3 of 3)
WIFIA=Water Infrastructure Finance and Innovation Act
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Questions or Comments
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Sewer Fund
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Summary Enhancement Requests -Sewer
Enhancement Request# of FTE
Requests
Ongoing
Amount
One-Time
Amount
Total
Amount
Sewer Master Plan Update 0.0 $0 $125,000 $125,000
TOTALS 0.0 $0 $125,000 $125,000
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Enhancement #1 –Sewer Master Plan Update
•Request:Sewer Master Plan Update
•Department/
Division:
Utilities/1609 Engineering
•Priority:Tier 1 Personnel:0 # of Full-Time Equivalent (FTE)
•Budget:Ongoing
$0
One-Time
$125,000
Total
$125,000
•IT Equipment:$0 $0 $0 (One-Time ~$5,000 per New FTE)
•Facility Upgrade:$0 $0 $0 (Estimate from Public Works)
•Description &
Justification:
Previous Master Plan was conducted in 2020.
Master Plans are typically updated every 5 years; additional funding being
requested to update plan with current information and strategic direction.
Additional funding requested intended to be used to develop the sewer
portion of the Master Plan.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)
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2025 Revenue Proposal –Fund 41
Revenue Fee
Line Item
2024
Existing
Rate
2025
Proposed
Rate
Projected
Revenue
Increase
Rationale/Justification for
Proposed Change
Sewer Rates 4.5%
(above 2023
rates)
4.5%
(above 2024
rates)
$978,857 Rate increases needed to execute Capital Improvement Plan over next 10
years and meet minimum required Sewer Fund balance
Sewer Rates (Outside
City Treatment per
1,000 gal)$4.38 $4.58
Estimated in
amount above
Sewer rate components were reset based on 2022 Sewer COS study to
allocate costs equitably among customers using Utility Basis with Cash
Residual Methodology
Sewer Rates (Inside City
Treatment per 1,000
gal)
$2.88 $3.01 Estimated in
amount above
Sewer rate components were reset based on 2022 Sewer COS study to
allocate costs equitably among customers using Utility Basis with Cash
Residual Methodology
Sewer Rates (Inside City
Treatment + Collection
per 1,000 gal)
$3.74 $3.92 Estimated in
amount above
Sewer rate components were reset based on 2022 Sewer COS study to
allocate costs equitably among customers using Utility Basis with Cash
Residual Methodology
Sewer Connection Fee 3.93%
(above 2023
fees)
3.72% (above
2024 fees)
$14,086 Adjustment for cost escalation from the Engineering News Record
Construction Cost Index average 5-year changePa
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2025–2029 Tier 1 Capital Projects Sewer Fund (41)
WIFIA=Water Infrastructure Finance and Innovation Act
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Questions or Comments
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South Platte Renew Overview
Presented by
Pieter Van Ry, Director of South Platte Renew
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Service Area
Littleton & Englewood
•50/50 Ownership
Regional Service Provider
•108 Square mile
service area
300,000+ Customers
Englewood: 34,000
Littleton: 45,000
Connector Districts: 221,000
19 Sanitation Districts
Englewood: 13 districts
Littleton: 8 districts
*2 districts connect through
both cities
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Vision, Mission, Values
Vision
Renewing water for Colorado’s future
Mission
Providing the best value to our customers by:
•Recovering resources using sustainable
practices,
•Engaging our community to build stronger
partnerships, and
•Advancing the industry through innovative
solutions.
Values
Safety, Passion, Leadership, Accountability,
Trust, Teamwork, Excellence
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Organizational Structure
Engineering
•Deputy Director –Engineering (1 FTE)
•Engineering Supervisors (4 FTEs)
•Engineering Staff (13 FTEs)
Environmental Programs
•Deputy Director –Environmental Programs (1 FTE)
•Environmental Programs Supervisors (3 FTEs)
•Environmental Programs Staff (14 FTEs)
Business Solutions
•SPR Director (1 FTE)
•Deputy Director –Business Solutions (1 FTE)
•Business Solutions Supervisor (2 FTE)
•Business Solutions Staff (6 FTEs)
Operations & Maintenance
•Deputy Director –O&M (1 FTE)
•O&M Supervisors (10 FTEs)
•O&M Staff (31 FTEs)
Note: 86 approved FTEs (includes Director) + 2 requested FTEs
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Strategic Plan Connection (1 of 2)
Strategic OutcomeHow does the department budget support the strategic outcome?
Community
Engagement
Educate the community on water renewal processes and foster environmental
stewardship of the South Platte River through events, tours, and classroom
visits.
Community
Wellbeing
N/A
EconomyN/A
GovernanceProvide transparency regarding organizational goals,initiatives,and challenges
while meeting regulatory requirements.
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Strategic Plan Connection (2 of 2)
Strategic OutcomeHow does the department budget support the strategic outcome?
Infrastructure Utilize data-driven decision-making to address aging infrastructure and
ensure regulatory compliance.
Safety N/A
Sustainability Continue to sustainably clean wastewater to protect public health and the
environment while seeking innovative opportunities to advance SPR.
Transportation N/APa
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Summary of Enhancement Requests
Enhancement Request# of FTE
Requests
Ongoing
Amount
One-Time
Amount
Total
Amount
Additional Staff 2.0 $250,000 $10,000 $260,000
Professional Services 0.0 $0 $875,000 $875,000
Software/Hardware Maintenance 0.0 $125,750 $0 $125,750
0.0 $0 $0 $0
0.0 $0 $0 $0
0.0 $0 $0 $0
TOTALS 0.0 $375,750 $885,000 $1,260,750Pa
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Enhancement #1 –Additional Staff
•Request:Two (2) Additional FTEs
•Department/
Division:
South Platte Renew/O&M and Engineering
•Priority:Tier 1 Personnel:2 # of Full-Time Equivalent (FTE)
•Budget:Ongoing
$250,000
One-Time
$
Total
$250,000
•IT Equipment:$$10,000 $(One-Time ~$5,000 per New FTE)
•Facility Upgrade:$$$(Estimate from Public Works)
•Description &
Justification:
Plant Operator: To ensure enhanced operational efficiency, regulatory
compliance, improved safety and emergency response, and provide
redundancy and reliability for continuous and effective plant operations.
PARC Engineering/Technical Support: To seek and secure grant opportunities,
ensuring consistent funding for PARC, while tracking grant compliance to
maximize financial resources and maintain regulatory adherence, thereby
fostering continuous improvement and long-term sustainability of the
program.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)
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Enhancement #2 –Professional Services
•Request:Professional Services
•Department/
Division:
South Platte Renew / All Divisions
•Priority:Tier 1 Personnel:0 # of Full-Time Equivalent (FTE)
•Budget:Ongoing
$
One-Time
$875,000
Total
$875,000
•IT Equipment:$$$(One-Time ~$5,000 per New FTE)
•Facility Upgrade:$$$(Estimate from Public Works)
•Description &
Justification:
New Asset Management System: Enhances operational efficiency and
cost savings by optimizing asset utilization and maintenance.
Data Management and Architecture: Ensures data integrity, security, and
regulatory compliance.
Cybersecurity Assessment: Identifies security vulnerabilities and
compliance gaps to enhance risk management, incident response, and
protects against data breaches.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)
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Enhancement #3 –Software/Hardware Maintenance
•Request:Software/Hardware Maintenance
•Department/
Division:
South Platte Renew / All Departments
•Priority:Tier 1 Personnel:0 # of Full-Time Equivalent (FTE)
•Budget:Ongoing
$125,750
One-Time
$
Total
$125,750
•IT Equipment:$$$(One-Time ~$5,000 per New FTE)
•Facility Upgrade:$$$(Estimate from Public Works)
•Description &
Justification:
New Asset Management System: Enhances operational efficiency and
cost savings by optimizing asset utilization and maintenance.
Monday.com: Facilitates effective project management, team
collaboration, customizable workflows, and provides clear visibility into
project progress and resource allocation.
Siteimprove: Enhances website accessibility and performance.
Priority Tier Definitions: Tier 1 Urgent (Immediate or Next Year Funding), Tier 2 High (Funding within
1-2 years), Tier 3 Medium (Funding within 1-3 years) and Tier 4 Low (Funding within 1-4 years)
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2025 Revenue Proposal
Revenue Fee
Line Item
2024
Existing
Fee or Rate
2025
Proposed
Fee or Rate
Projected
Annual Revenue
Increase
Rationale/Justification for
Proposed Change
OngoingOne-Time OngoingOne-Time Ongoing One-Time
N/A
$0
0.0%
$0
0.0%Rate or fee changes will be addressed
through the Littleton and Englewood
Sewer Funds
$0
0.0%
$0
0.0%
$0
0.0%
$0
0.0%
$0
0.0%
$0
0.0%Pa
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Capital Project Changes from April 2024
Changes are based on the updated SPR Master Plan
Capital
Project/Program 2025 2026 2027 2028 2029 5-Year Total
April 2024 15,350,000$ 13,367,000$ 15,205,000$ 16,488,000$ 13,278,000$ 73,688,000$
June 2024 16,026,600$ 17,025,000$ 16,650,000$ 14,770,000$ 17,870,000$ 82,341,600$
Difference 676,600$ 3,658,000$ 1,445,000$ (1,718,000)$ 4,592,000$ 8,653,600$
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2025–2029 Tier 1 Capital ProjectsSouth Platte Renew Fund (90) (NEW CIP 1 of 2)
WIFIA Project Name Request
2025
Request
2026
Request
2027
Request
2028
Request
2029
5-Years
Totals
AAA Full-Scale Implementation $ - $ - $ - $ 2,300,000 $ 4,700,000 $ 7,000,000
Computer Hardware/Software $ 124,600 $ 75,000 $ 75,000 $ 75,000 $ 75,000 $ 424,600
Cooling Towers Full-Scale Implementation $ - $ - $ 900,000 $ 3,700,000 $ 7,300,000 $ 11,900,000
DAFT Polymer Improvements $ 500,000 $ - $ - $ - $ - $ 500,000
WIFIA Denite Near-Term Asset Renewal $ - $ - $ 1,400,000 $ 3,400,000 $ 1,400,000 $ 6,200,000
WIFIA Digester, DAFT & Dewatering MCC
Replacement
$ 3,500,000 $ - $ - $ - $ - $ 3,500,000
WIFIA EI&C Asset Renewal $ 1,500,000 $ 3,000,000 $ 7,000,000 $ 3,000,000 $ 2,000,000 $ 16,500,000
WIFIA Headworks Near-Term Asset Renewal $ 4,300,000 $ 1,000,000 $ - $ - $ - $ 5,300,000
WIFIA Interim Dewatering Improvements $ 600,000 $ 3,500,000 $ 1,700,000 $ - $ - $ 5,800,000
Operating Machinery, Equipment &
Instrumentation
$ 720,000 $ 300,000 $ 300,000 $ 300,000 $ 300,000 $ 1,920,000
Operational Improvements $ 600,000 $ 750,000 $ 925,000 $ 925,000 $ 925,000 $ 4,125,000
WIFIA PARC Solids Site $ 1,150,000 $ 1,150,000 $ - $ - $ - $ 2,300,000
PARC $ 850,000 $ 500,000 $ 600,000 $ 400,000 $ 400,000 $ 2,750,000
Subtotals SPR Slide 1 $ 13,844,600 $ 10,275,000 $ 12,900,000 $ 14,100,000 $ 17,100,000 $ 68,219,600
WIFIA=Water Infrastructure Finance and Innovation Act
Continues on next page
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2025–2029 Tier 1 Capital ProjectsSouth Platte Renew Fund (90) (NEW CIP 2 of 2)
WIFIA=Water Infrastructure Finance and Innovation Act
WIFIA Project Name Request
2025
Request
2026
Request
2027
Request
2028
Request
2029
5-Years
Totals
PdNA Full-Scale Conversion $ - $ - $ 200,000 $ - $ - $ 200,000
Phosphorus Management Plan $ - $ - $ 100,000 $ - $ - $ 100,000
PSG-01 Upgrades $ - $ - $ - $ 120,000 $ 720,000 $ 840,000
WIFIA SCT Enhancements $ 850,000 $ - $ - $ - $ - $ 850,000
WIFIA SCT Expansion $ 530,000 $ 3,200,000 $ 1,600,000 $ - $ - $ 5,330,000
WIFIA Sidestream PNA $ 600,000 $ 3,500,000 $ 1,800,000 $ - $ - $ 5,900,000
Trickle Filter Decommissioning $ - $ - $ - $ 500,000 $ - $ 500,000
Vehicles $ 202,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 402,000
Subtotals SPR Slide 2 $ 2,182,000 $ 6,750,000 $ 3,750,000 $ 670,000 $ 770,000 $ 14,122,000
Subtotals SPR Slide 1 $ 13,844,600 $ 10,275,000 $ 12,900,000 $ 14,100,000 $ 17,100,000 $68,219,600
Grand Totals $ 16,026,600 $ 17,025,000 $ 16,650,000 $ 14,770,000 $ 17,870,000 $ 82,341,600 Pa
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Questions or Comments
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CIP Matrix Review
2025 PIF and CPF Capital Requests
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2025 PIF and CPF Capital Requests
•Funding for Public Improvement Fund (PIF) ~$4-5M annually
•Vehicle Use Tax
•Building Use Tax
•Arapahoe County Road and Bridge Tax
•Funding for Capital Projects Fund (CPF)
•No dedicated funding source; typically funding from transfers out of the General Fund
and/or Public Improvement Fund
•Capital requests are identified as Projects (one-time) or Programs (ongoing):
•Capital Projects: typically include one-time expenditure used to acquire or construct an
asset; cash outlay may be over 1-4 years and occur every 5-30 years
•Capital Programs: typically include ongoing or require an annual expenditure to
maintain or extend the life of an asset
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PIF and CPF Prioritization of Capital Requests
Approximately $4M funding available for Tier 1 capital requests of the Public Improvement
Fund and the Capital Projects Fund totalling over $15M.
The following departments along with their corresponding Boards, Commissions and
Committees have provided their recommended capital requests
•Communications Department
•Information Technology Department
•Parks Recreation Library and Golf Department
•Library Board and Park and Recreation Commission
•Public Works Department
•Englewood Transportation Advisory Committee
Additional direction from City Council, the Planning and Zoning Commission and Budget
Advisory Committee is requested to draft the proposed the PIF and CPF 2025 capital budget
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PIF and CPF 2025 Capital Projects vs Programs
Public Improvement Fund (PIF)Capital Projects Fund (CPF)
Tier 1 Tier 2 Tier 3 & 4 PIF Totals Tier 1 Tier 2 Tier 3 & 4 CPF Totals Grand Total
Communications -$ -$ -$ -$ -$ -$ -$ -$ -$
Information Technology -$ -$ -$ -$ -$ -$ -$ -$ -$
Parks, Recreation Library and Golf -$ -$ -$ -$ 180,000$ -$ -$ 180,000$ 180,000$
Public Works 500,000$ -$ -$ 500,000$ 4,100,000$ 925,000$ 15,000$ 5,040,000$ 5,540,000$
Projects Subtotal 500,000$ -$ -$ 500,000$ 4,280,000$ 925,000$ 15,000$ 5,220,000$ 5,720,000$ 37.7%
%12.3%0.0%0%8.7%57.1%100.0%1%55.3%
Communications 200,000$ -$ -$ 200,000$ 30,000$ -$ -$ 30,000$ 230,000$
Information Technology -$ -$ -$ -$ 1,005,000$ -$ 1,000,000$ 2,005,000$ 2,005,000$
Parks, Recreation Library and Golf 80,000$ 250,000$ -$ 330,000$ 98,185$ -$ -$ 98,185$ 428,185$
Public Works 3,295,000$ 1,350,000$ 50,000$ 4,695,000$ 2,078,500$ -$ -$ 2,078,500$ 6,773,500$
Programs Subtotal 3,575,000$ 1,600,000$ 50,000$ 5,225,000$ 3,211,685$ -$ 1,000,000$ 4,211,685$ 9,436,685$ 62.3%
%87.7%100.0%100%91.3%42.9%0.0%99%44.7%
Communications 200,000$ -$ -$ 200,000$ 30,000$ -$ -$ 30,000$ 230,000$
Information Technology -$ -$ -$ -$ 1,005,000$ -$ 1,000,000$ 2,005,000$ 2,005,000$
Parks, Recreation Library and Golf 80,000$ 250,000$ -$ 330,000$ 278,185$ -$ -$ 278,185$ 608,185$
Public Works 3,795,000$ 1,350,000$ 50,000$ 5,195,000$ 6,178,500$ 925,000$ 15,000$ 7,118,500$ 12,313,500$
Total 4,075,000$ 1,600,000$ 50,000$ 5,725,000$ 7,491,685$ 925,000$ 1,015,000$ 9,431,685$ 15,156,685$ 100.0%
%100.0%100.0%100.0%100.0%100.0%100.0%
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2025-2029 Tier 1 Capital Projects
Public Improvement Fund (30) (1 of 5)
Line
#
PJ
PG
Priority Dept Project Name Request
2025
Request
2026
Request
2027
Request
2028
Request
2029
5-Years
Totals
1 PG Tier 1 PW Public Art - Wraps and Crosswalks 100,000$ -$ -$ -$ -$ 100,000$
2 PG Tier 1 COMM Wayfinding and Placemaking 100,000$ 100,000$ 100,000$ 100,000$ -$ 400,000$
3 PG Tier 1 PRLG Parks & Rec Parking Lot Maint 80,000$ 80,000$ 85,000$ 90,000$ 90,000$ 425,000$
4 PG Tier 1 PW Neighborhood Traffic Calming Program 100,000$ -$ -$ -$ -$ 100,000$
5 PJ Tier 1 PW City-Wide Transportation Plan 250,000$ -$ -$ -$ -$ 250,000$
6 PG Tier 2 PW Walk & Wheel Plan Implementation 245,000$ $ 390,000 465,000$ 565,000$ 538,000$ 2,203,000$
7 PG Tier 1 PW Alley Maintenance 100,000$ 100,000$ 100,000$ 100,000$ 100,000$ 500,000$
8 PG Tier 1 PW Bridge Repairs 500,000$ 500,000$ 250,000$ 250,000$ 250,000$ 1,750,000$
9 PG Tier 1 PW Concrete Program Accessible Ramps 350,000$ 350,000$ 350,000$ 350,000$ 350,000$ 1,750,000$
10 PG Tier 1 PW Concrete Utility City Share 350,000$ 350,000$ 350,000$ 350,000$ 350,000$ 1,750,000$
11 PJ Tier 1 PW Implementation of Neighborhood Traffic
Calming Program & Safe Routes to School
initiatives
250,000$ 250,000$ 250,000$ 250,000$ 250,000$ 1,250,000$
12 PG Tier 1 PW Pavement Maintenance by Area 500,000$ 750,000$ 1,000,000$ 1,000,000$ 1,000,000$ 4,250,000$
13 PG Tier 1 PW Road & Bridge 350,000$ 350,000$ 350,000$ 350,000$ 350,000$ 1,750,000$
14 PG Tier 1 PW Signal Equipment Upgrade/Replacement 300,000$ 300,000$ 400,000$ 400,000$ 400,000$ 1,800,000$
15 PG Tier 1 PW Street Reconstruction 500,000$ 500,000$ 500,000$ 500,000$ 500,000$ 2,500,000$
Subtotals PIF Slide 1 $ 4,075,000 $ 4,020,000 $ 4,200,000 $ 4,305,000 $ 4,178,000 $ 20,778,000
PJ=Project definite start and end date, one-time request to acquire, construct or replace an asset;
PG=Program annual, ongoing funding to maintain an asset
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2025-2029 Capital Projects
Public Improvement Fund (30) (2 of 5)
Line
#
PJ
PG
Priority Dept Project Name Request
2025
Request
2026
Request
2027
Request
2028
Request
2029
5-Years
Totals
16 PG Tier 2 PRLG Public Art Acquisition 250,000$ 250,000$ 250,000$ 150,000$ -$ 900,000$
17 PG Tier 2 PW Alley Paving 500,000$ 500,000$ 500,000$ 500,000$ 500,000$ 2,500,000$
18 PG Tier 2 PW Arterial and Collector Street
Pavement Maintenance
500,000$ 500,000$ 1,000,000$ 1,000,000$ 1,000,000$ 4,000,000$
19 PG Tier 2 PW Sidewalk Gap Construction 350,000$ 350,000$ 400,000$ 450,000$ 450,000$ 2,000,000$
20 PG Tier 3 PW Arterial and Collector Streets
Sidewalk Widening to 6 feet where
necessary
-$ 300,000$ 300,000$ 300,000$ 300,000$ 1,200,000$
21 PJ Tier 3 PW Belleview Ave, Fox St to Broadway -$ 200,000$ 1,300,000$ -$ -$ 1,500,000$
22 PJ Tier 3 PW Broadway Mid-Block Crossing at
Gothic
-$ 200,000$ 500,000$ -$ -$ 700,000$
23 PG Tier 3 PW Broadway Reconstruction
Evaluation
-$ -$ 100,000$ -$ -$ 100,000$
Subtotals PIF Slide 2 $ 1,600,000 $ 2,300,000 $ 4,350,000 $ 2,400,000 $ 2,250,000 12,900,000$
PJ=Project definite start and end date, one-time request to acquire, construct or replace an asset;
PG=Program annual, ongoing funding to maintain an asset
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2025-2029 Capital Projects
Public Improvement Fund (30) (3 of 5)
Line
#
PJ
PG
Priority Dept Project Name Request
2025
Request
2026
Request
2027
Request
2028
Request
2029
5-Years
Totals
24 PG Tier 3 PW Broadway Safety Improvements -$ 75,000$ 300,000$ -$ -$ 375,000$
25 PJ Tier 3 PW Broadway, Yale to Hampden -$ -$ 2,200,000$ 13,000,000$ -$ 15,200,000$
26 PJ Tier 3 PW CityCenter Englewood Station
Platform Shelter
-$ -$ 200,000$ -$ -$ 200,000$
27 PG Tier 3 PW CityCenter Englewood Station/S.
Santa Fe Dr. Ped/Bike Bridge
-$ 300,000$ 5,000,000$ -$ -$ 5,300,000$
28 PG Tier 3 PW Clarkson Bike Blvd, Hampden to
Dartmouth
-$ 300,000$ 300,000$ -$ -$ 600,000$
29 PJ Tier 3 PW Dartmouth Rail Trail Bridge -$ 500,000$ 4,500,000$ -$ -$ 5,000,000$
30 PJ Tier 3 PW Hampden Rail Trail Pedestrian
Bridge
-$ 250,000$ 5,000,000$ -$ -$ 5,250,000$
31 PJ Tier 3 PW Logan, Tufts to Oxford -$ -$ 2,800,000$ -$ -$ 2,800,000$
32 PG Tier 3 PW Neighborhood Street Lighting by
Area
-$ 150,000$ 200,000$ 200,000$ 200,000$ 750,000$
Subtotals PIF Slide 3 $ - $1,575,000 $20,500,000 $ 13,200,000 $ 200,000 35,475,000$
PJ=Project definite start and end date, one-time request to acquire, construct or replace an asset;
PG=Program annual, ongoing funding to maintain an asset
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2025-2029 Capital Projects
Public Improvement Fund (30) (4 of 5)
Line
#
PJ
PG
Priority Dept Project Name Request
2025
Request
2026
Request
2027
Request
2028
Request
2029
5-Years
Totals
33 PJ Tier 3 PW Rail Trail Segment 1 Bridge (Big Dry
Creek - Oxford Station)
-$ -$ 500,000$ 2,000,000$ -$ 2,500,000$
34 PJ Tier 3 PW Rail Trail Segment 2 (Oxford
Station - S. Platte River Trail)
-$ -$ 500,000$ 4,000,000$ -$ 4,500,000$
35 PJ Tier 3 PW Rail Trail Segment 3 (S. Platte River
Trail - W. Bates Ave.)
-$ -$ 400,000$ 4,000,000$ -$ 4,400,000$
36 PJ Tier 3 PW Santa Fe PEL Bike-Ped
Improvements
-$ 300,000$ -$ -$ -$ 300,000$
37 PJ Tier 3 PW Southwest Greenbelt Trail (S.
Cherokee St. - S. Windermere St.)
-$ 350,000$ 3,000,000$ -$ -$ 3,350,000$
38 PG Tier 3 PW Street Lights and Furniture
repair/replacement
50,000$ 50,000$ 50,000$ 50,000$ -$ 200,000$
39 PG Tier 3 PW Traffic Signal Replacement -$ 750,000$ 750,000$ 750,000$ 750,000$ 3,000,000$
40 PG Tier 3 PW Transportation System Upgrade -$ 100,000$ 100,000$ 100,000$ 100,000$ 400,000$
Subtotals PIF Slide 4 $ 50,000 $ 1,550,000 $ 5,300,000 $ 10,900,000 $ 850,000 $ 18,650,000
PJ=Project definite start and end date, one-time request to acquire, construct or replace an asset;
PG=Program annual, ongoing funding to maintain an asset
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2025-2029 Capital Projects
Public Improvement Fund (30) (5 of 5)
Line
#
PJ
PG
Priority Dept Project Name Request
2025
Request
2026
Request
2027
Request
2028
Request
2029
5-Years
Totals
41 Subtotals PIF Slide 4 $ 50,000 $ 1,550,000 $ 5,300,000 $ 10,900,000 $ 850,000 $ 18,650,000
42 Subtotals PIF Slide 3 $ - $ 1,575,000 $ 20,500,000 $ 13,200,000 $ 200,000 $ 35,475,000
43 Subtotals PIF Slide 2 $ 1,600,000 $ 2,300,000 $ 4,350,000 $ 2,400,000 $ 2,250,000 $ 12,900,000
44 Subtotals PIF Slide 1 $ 4,075,000 $ 4,020,000 $ 4,200,000 $ 4,305,000 $ 4,178,000 $ 20,778,000
PIF Grand Total $ 5,725,000 $ 9,445,000 $ 34,350,000 $ 30,805,000 $ 7,478,000 $ 87,803,000
PJ=Project definite start and end date, one-time request to acquire, construct or replace an asset;
PG=Program annual, ongoing funding to maintain an asset
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2025-2029 Tier 1 Capital Projects
Capital Projects Fund (31)
Line
#
PJ
PG
Priority Dept Project Name Request
2025
Request
2026
Request
2027
Request
2028
Request
2029
5-Years
Totals
1 PG Tier 1 COM Neighborhood Signs $ 30,000 $ - $ - $ - $ - $ 30,000
2 PG Tier 1 IT Audio Visual Upgrades IT $ 30,000 $ 30,000 $ 30,000 $ 50,000 $ 50,000 $ 190,000
3 PG Tier 1 IT Network Development IT $ 325,000 $ 350,000 $ 150,000 $ 150,000 $ 540,000 $ 1,515,000
4 PG Tier 1 IT Patrol Cars MDTs and Other IT Equipment $ 375,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 775,000
5 PG Tier 1 IT PC Replacement IT $ 125,000 $ 125,000 $ 125,000 $ 125,000 $ 125,000 $ 625,000
6 PG Tier 1 IT Security Cameras IT $ 150,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 350,000
7 PG Tier 1 PRLG Art in Public Places 1% Recreation $ 48,185 $ 25,700 $ 19,600 $ 19,000 $ 19,000 $ 131,485
8 PG Tier 1 PRLG Emerald Ash Borer Mitigation $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 250,000
9 PJ Tier 1 PRLG Library Furniture $ 50,000 $ - $ - $ - $ - $ 50,000
10 PJ Tier 1 PRLG Library Single-Exit Feasibility Study & Construction $ 130,000 $ - $ - $ - $ - $ 130,000
11 PJ Tier 1 PW City-wide Energy Efficient Projects $ 3,850,000 $ - $ - $ - $ - $ 3,850,000
12 PJ Tier 1 PW ADA Compliance Projects $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 750,000
13 PJ Tier 1 PW Civic Center 2nd Floor Carpet Replacements $ 100,000 $ - $ - $ - $ - $ 100,000
14 PG Tier 1 PW Facilities and Operations $ 2,058,500 $ 835,000 $ 325,000 $ 325,000 $ - $ 3,543,500
15 PG Tier 1 PW Security Civic Center and Rec Center $ 20,000 $ 20,000 $ 20,000 $ 20,000 $ 20,000 $ 100,000
16 PJ Tier 1 PW Facility Backup Generators $ 925,000 $ 300,000 $ 300,000 $ 300,000 $ - $ 1,825,000
17 PG Tier 3 IT Fiber Network $ 1,000,000 $ 1,000,000 $ 1,000,000 $ 1,000,000 $ 1,000,000 $ 5,000,000
18 PJ Tier 3 PW Annual Common Area Furniture Replacement $ 15,000 $ 15,000 $ 15,000 $ - $ - $ 45,000
Totals $ 9,431,685 $ 3,050,700 $ 2,334,600 $ 2,339,000 $ 2,104,000 $ 19,259,985
PJ=Project definite start and end date, one-time request to acquire, construct or replace an asset;
PG=Program annual, ongoing funding to maintain an asset
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CIP Matrix
Capital Improvement Plan (CIP) matrix provides input from the following groups:
•City Staff –Directors and their respective Boards, Commissions and Committees
•Communications Department
•Information Technology Department
•Parks, Recreation, Library and Golf Department
•Library Board,
•Parks and Recreation Commission
•Public Works Department
•Englewood Transportation Advisory Committee
•Internal Staff Capital Review Committee -Department representatives reviewed and ranked
capital projects requests only based on project sheet information and no funding cap limit
•Planning and Zoning Commission
•Budget Advisory CommitteePa
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Copy of Prioritization Tool Criteria
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Questions or Comments
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June 24, 2024 Presentation
Appendix
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General Fund 2024 Budget: One-Time vs Ongoing (in millions)
General Fund –2024 Amended Budget One-Time Ongoing Total
•Revenues $ 0.5 $68.9 $69.4
•Expenditures $ 0.8 $71.4 $72.2
Net Revenues (Expenditures)($ 0.3)($ 2.5)($ 2.7)
Other Financing Sources (Uses)
Net Transfers In (Out)($ 4.4)($ 0.4)($ 4.8)
Change in Fund Balance –Net Sources (Uses)($ 4.7)($ 2.9)($ 7.6)
Beginning Fund Balance $24.8
Ending Fund Balance $17.2Pa
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2024 General Fund Sources of Funds Category One-Time Ongoing Total
•Taxes $ 0.0 $54.2 $54.2
•Licenses and Permits $ 0.0 $ 1.5 $ 1.5
•Intergovernmental $ 0.1 $ 1.3 $ 1.4
•Charges for Services $ 0.0 $ 8.9 $ 8.9
•Fines and Forfeitures $ 0.0 $ 0.3 $ 0.3
•Investment Income $ 0.0 $ 0.4 $ 0.4
•Other Income $ 0.4 $ 0.4 $ 0.8
•Transfers In $ 0.1 $ 0.0 $ 0.1
•Contribution from Component Unit (EMRF)$ 0.0 $ 1.9 $ 1.9
TOTALS –2024 Amended Budget $ 0.6 $68.9 $69.5
General Fund 2024 Sources Budget: One-Time vs Ongoing
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2024 General Fund Uses of Funds Category One-Time Ongoing Total
•Personnel $ 0.0 $41.2 $41.2
•Commodities $ 0.0 $ 2.7 $ 2.7
•Contractual $ 0.5 $24.7 $25.2
•Capital $ 0.2 $ 2.8 $ 3.0
•Debt Service $ 0.0 $ 0.1 $ 0.1
•Transfers Out $ 4.5 $ 0.0 $ 4.5
•Contribution to Component Unit (EDDA Sales TIF)$ 0.0 $ 0.4 $ 0.4
TOTALS –2024 Amended Budget $ 5.2 $71.9 $77.1
General Fund 2024 Uses Budget: One-Time vs Ongoing
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General Fund 2024 May YTD
Revenue and Expenditure Trends
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General Fund 2023 and 2024 Jan-May Revenues
Monthly YTD
$-
$7,500,000
$15,000,000
$22,500,000
$30,000,000
$-
$2,050,000
$4,100,000
$6,150,000
$8,200,000
Jan Feb Mar Apr May
2024 2023 2024 YTD 2023 YTD
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General Fund 2023 and 2024 Jan-May Expenditures
$-
$7,500,000
$15,000,000
$22,500,000
$30,000,000
$-
$2,050,000
$4,100,000
$6,150,000
$8,200,000
Jan Feb Mar Apr May
2024 2023 2024 YTD 2023 YTD
Monthly YTD
2024 vs 2023 Expenditure
Changes January –May
•5% Salary/Wage and benefit
related increase (Jan 2024)
plus the implementation of
the class and comp study in
Dec 2023 which are not
reflected in the Jan-May
2023 figures
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General Fund -Fund Balance Composition (in millions)
May Monthly Financial Report
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General Fund Assumptions Considerations
Timing and amounts of receipts
•Sales and Use Tax
•Permitting and plan review fees due to (re)development projects throughout the city
•Grants
•User fees for services or programs
Timing and amounts of enhancement requests
•Capital Requests
•Services or programs wholly or partially offset by user fees
•Unfunded state mandates such an individual’s bond hearing within 48 hours of
arriving at the jail
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Colorado Economic Indicators –June 2024
Source: Colorado Legislative Council Staff June 2024 Economic & Revenue Forecast, page 80
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Colorado Economic Indicators –March 2024
Source: Colorado Legislative Council Staff March 2024 Economic & Revenue Forecast, page 72
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STUDY SESSION
TO: Mayor and Council
FROM: Kevin Engels
DEPARTMENT: Finance
DATE: August 26, 2024
SUBJECT: July 2024 General Fund Monthly Financial Report Review
DESCRIPTION:
Director of Finance will be present to review the Monthly Financial Report
RECOMMENDATION:
Staff recommends that Council review the information provided in the monthly financial report
and provide feedback.
PREVIOUS COUNCIL ACTION:
Staff provides financial updates to City Council each month. During the Study Session
discussion, the Director of Finance will review the July 2024 General Fund financial report that
highlights revenues and expenditures. Sales & Use Tax by area slides are also included in the
Appendix of the attached presentation.
SUMMARY:
Through July 2024, the City of Englewood's General Fund revenues total $43,501,000 which is
61.2% of 2024 budgeted revenues. Year-to-date (YTD) revenues are $2,307,000 or 5.6% higher
than the same period in 2023. Expenditures YTD are $39,667,000 or 54.9% of the 2024
budgeted expenditures. Total expenditures YTD are $4,207,000 or 11.9% higher than those in
2023.
Any one-time revenues and expenditures have been adjusted as noted.
ANALYSIS:
Revenue highlights:
Through July 2024, the city has received $11,754,000 in property taxes.Of that total,
$6,146,000 went to the General Fund, $2,164,000 to the EDDA, and the rest to debt
service for the Police Building General Obligation (GO) bonds.In May 2024 the city
received $298,000 “back-fill” from the State to compensate the City for State level
legislation that reduced property tax collections by that amount.Additional legislation has
also been passed that may result in additional restrictions on assessed values and
potential “back-fill” payments in 2025 (reference Council Request 0766 for additional
details).
Sales & Use Tax remittances total $25,420,000 and are 54.9% of the fiscal year’s
budgeted revenue; Sales & Use Tax revenue is $27,000 higher than the same time last
Page 370 of 397
year. Additionally, the 2024 Sales & Use Tax audits and voluntary disclosure collections
amount to $1,770,000.
Marijuana Sales Tax accounts for $680,000 of the total Sales & Use Tax revenue YTD
and is ($161,000) lower than 2023.
Charges for services are $930,000 higher than the previous year primarily due to the
collections for the operation of City Center property management (formerly EEF).
American Rescue Plan Act (ARPA)-the city has been awarded $8,776,000 which was
received in two allocations of $4,338,000 each.
o For 2024, the General Fund restricts $228,000 of ARPA funds to be used for
homelessness related projects.ARPA funds already spent from the General Fund
include $33,000 for Workforce Training, $17,000 for the Vaccine program and
$100,000 for Homelessness.
Expenditure highlights:
Across all departments, part of the variance is due to a 5% salary increase for staff.
The City Manager spending is $156,000 higher than the previous year due to the
addition of the Sustainability Division in 2024.
Public Works expenditures are $1,077,000 higher than the previous year due to the
operation of City Center property management (formerly EEF). These costs are offset by
revenues in the Charges for Services category.
The YTD Operating surplus (Operating Revenues over/(under) Operating Expenditures) is
$3,834,000, compared to the Amended Budgeted Operating Deficit of ($1,090,000). Net
transfers total ($4,469,000) and include a $142,000 transfer in from the Public Improvement
Fund for debt service and transfers out of ($4,542,000) to the Public Improvement Fund for
capital projects and ($69,000) for costs associated with the purchase of new vehicles for Public
Works and Parks, Recreation, Library and Golf.
The General Fund – Fund Balance Composition, shows a YTD change in total fund balance of
($635,000), which includes the total operating surplus of $3,834,000 and a net transfer out of
($4,469,000).
Since 2019 City Council has allocated over $22 million from the General Fund for capital
improvement projects.
COUNCIL ACTION REQUESTED:
Staff will review the monthly financial report with Council and welcomes questions and
discussion.
FINANCIAL IMPLICATIONS:
There is no fiscal impact associated with this action.
CONNECTION TO STRATEGIC PLAN:
Governance: Assist the City to become fiscally accountable, transparent, effective and efficient.
OUTREACH/COMMUNICATIONS:
Monthly financial reports are posted on the City’s website for public viewing.
ATTACHMENTS:
July 2024 General Fund Monthly Financial Report
Page 371 of 397
July 2024 General Fund Monthly Financial
Report
Presented By: Kevin Engels, Director of Finance
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General Fund Revenues (1 of 2)
•Through July 2024, year-to-date revenues are 61.2% of the total 2024
budget.
•Through July 2023, year-to-date revenues were 61.2% of total 2023
revenues.
•Total Sales and Use Tax Revenue is $25,420,000 in 2024 compared to
$25,393,000 in 2023.
•General Fund revenues exclude one-time items as noted.
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General Fund Revenues (2 of 2)
•2024 –no one-time adjustments •2023 –no one-time adjustments
2024 2023
Revenues Amended Budget Jul-24 % Budget Dec-23 Jul-23 % YTD $ Diff % Diff
Property Tax 6,086,000 6,146,000 101.0%5,185,000 5,031,000 97.0%1,115,000 22.2%
Specific Ownership Tax 650,000 251,000 38.6%529,000 265,000 50.1%(14,000) -5.3%
Sales & Use Taxes 45,033,000 24,740,000 54.9%40,981,000 24,552,000 59.9%188,000 0.8%
Sales Tax - Marijuana - 680,000 1,357,000 841,000 (161,000) -19.1%
Cigarette Tax 110,000 54,000 49.1%152,000 45,000 29.6%9,000 20.0%
Franchise Fees 4,095,000 2,200,000 53.7%3,974,000 2,150,000 54.1%50,000 2.3%
Hotel/Motel Tax 60,000 41,000 68.3%79,000 41,000 51.9%- 0.0%
Licenses & Permits 1,800,000 1,074,000 59.7%2,113,000 1,494,000 70.7%(420,000) -28.1%
Intergovernmental Revenue 1,250,000 673,000 53.8%1,201,000 561,000 46.7%112,000 20.0%
Charges for Services 5,545,000 3,087,000 55.7%3,827,000 2,157,000 56.4%930,000 43.1%
Parks, Recreation and Library 3,013,000 2,122,000 70.4%2,606,000 1,781,000 68.3%341,000 19.1%
Fines & Forfeitures 328,000 270,000 82.3%382,000 196,000 51.3%74,000 37.8%
Investment Earnings 404,000 507,000 125.5%924,000 372,000 40.3%135,000 36.3%
EMRF Rents 1,900,000 1,043,000 54.9%3,027,000 1,106,000 36.5%(63,000) -5.7%
Miscellaneous 842,000 613,000 72.8%961,000 602,000 62.6%11,000 1.8%
Total Revenues 71,116,000 43,501,000 61.2%67,298,000 41,194,000 61.2%2,307,000 5.6%
One-time Revenues noted below - - - - -
Total Revenues less one-time items 71,116,000 43,501,000 61.2%67,298,000 41,194,000 61.2%2,307,000 5.6%
2024 vs 2023
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General Fund Expenditures (1 of 2)
•Through July 2024, year-to-date expenditures are 54.9% of the Fiscal Year
2024 budget.
•Through July 2023, year-to-date expenditures were 56.0% of the total Fiscal
Year 2023 expenditures.
•Through July 2024, a net of ($4,469,000) has been transferred out of the
General Fund.
•General Fund expenditures exclude one-time items if noted.
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General Fund Expenditures (2 of 2)
•2024 –no one-time adjustments •2023 –no one-time adjustments
2024 2023
Expenditures Amended Budget Jul-24 % Budget Dec-23 Jul-23 % YTD $ Diff % Diff
Legislation 267,000 137,000 51.3%257,000 126,000 49.0%11,000 8.7%
City Manager 1,354,000 601,000 44.4%892,000 422,000 47.3%179,000 42.4%
City Clerk 852,000 418,000 49.1%871,000 373,000 42.8%45,000 12.1%
City Attorney 1,081,000 593,000 54.9%1,031,000 552,000 53.5%41,000 7.4%
Court 1,660,000 739,000 44.5%1,375,000 745,000 54.2%(6,000) -0.8%
Human Resources 997,000 600,000 60.2%1,077,000 627,000 58.2%(27,000) -4.3%
Finance 2,355,000 1,144,000 48.6%1,979,000 1,043,000 52.7%101,000 9.7%
Information Technology 5,303,000 3,285,000 61.9%4,576,000 2,791,000 61.0%494,000 17.7%
Community Development 3,518,000 1,782,000 50.7%2,921,000 1,572,000 53.8%210,000 13.4%
Public Works 13,707,000 6,919,000 50.5%11,014,000 5,542,000 50.3%1,377,000 24.8%
Police 19,938,000 10,764,000 54.0%18,180,000 10,182,000 56.0%582,000 5.7%
Fire and Emergency Management 7,962,000 5,136,000 64.5%7,632,000 5,027,000 65.9%109,000 2.2%
Parks, Recreation and Library 10,923,000 6,378,000 58.4%9,886,000 5,513,000 55.8%865,000 15.7%
Communications 1,089,000 545,000 50.0%932,000 489,000 52.5%56,000 11.5%
Debt Service 142,000 107,000 75.4%133,000 109,000 82.0%(2,000) -1.8%
Interdepartmental Programs 1,058,000 519,000 49.1%514,000 347,000 67.5%172,000 49.6%
Total Expenditures 72,206,000 39,667,000 54.9%63,270,000 35,460,000 56.0%4,207,000 11.9%
One-time Expenditures noted below - - - - -
Total Expenditures less one-time items 72,206,000 39,667,000 54.9%63,270,000 35,460,000 56.0%4,207,000 11.9%
2024 vs 2023
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General Fund Expenditures by Category
•The Commodities Expenditure category includes items such as fuel, chemicals and building supplies.
•The Contractual Services Expenditure category includes items such as the fire and emergency services contract, software maintenance agreements and insurance costs.
•The General Fund Capital Expenditure category is primarily CERF vehicle replacement costs.
Expenditures Amended Budget Jul-24 % Budget 12/31/2023-Actual Jul-23 % YTD $ Diff % Diff
Personnel 42,984,000 22,744,000 52.9%38,232,000 20,342,000 53.2%2,402,000 11.8%
Commodities 2,808,000 1,469,000 52.3%2,321,000 1,258,000 54.2%211,000 16.8%
Contractual Services 23,474,000 14,530,000 61.9%19,548,000 12,694,000 64.9%1,836,000 14.5%
Capital 2,798,000 817,000 29.2%3,036,000 1,057,000 34.8%(240,000) -22.7%
Debt Service 142,000 107,000 75.4%133,000 109,000 82.0%(2,000) -1.8%
Total Expenditures 72,206,000 39,667,000 54.9%63,270,000 35,460,000 56.0%4,207,000 11.9%
One-time Expenditures - - - - -
Total Expenditures less one-time items 72,206,000 39,667,000 54.9%63,270,000 35,460,000 56.0%4,207,000 11.9%
2024 vs 202320242023
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General Fund Operating Surplus (Deficit)
•Through July 2024, year-to-date operating revenues exceeded operating expenditures by $3,834,000.
•Through July 2023, year-to-date revenues exceeded operating expenditures by $5,734,000.
2024 2023
Revenues Amended Budget Jul-24 % Budget 12/31/2023-Actual Jul-23 % YTD $ Diff % Diff
Total Revenues 71,116,000 43,501,000 61.2%67,298,000 41,194,000 61.2%2,307,000 5.6%
One-time Revenues - - - - -
Total Revenues less one-time items 71,116,000 43,501,000 61.2%67,298,000 41,194,000 61.2%2,307,000 5.6%
Expenditures Amended Budget Jul-24 % Budget 12/31/2023-Actual Jul-23 % YTD $ Diff % Diff
Total Expenditures 72,206,000 39,667,000 54.9%63,270,000 35,460,000 56.0%4,207,000 11.9%
One-time Expenditures - - - - -
Total Expenditures less one-time items 72,206,000 39,667,000 54.9%63,270,000 35,460,000 56.0%4,207,000 11.9%
Operating Surplus (Deficit)(1,090,000) 3,834,000 4,028,000 5,734,000
2024 vs 2023
2024 vs 202320242023
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General Fund Transfers
2024 Transfers into the General Fund
From the Public Improvement Fund for debt service 142,000$
Total transfers into the General Fund 142,000
2024 Transfers out of the General Fund
To the Public Improvement Fund for capital projects (4,542,000)
To the Capital Equipment Replacement Fund (CERF)(69,000)
Total transfers out of the General Fund (4,611,000)$
Net General Fund Transfers (4,469,000)$
Since 2019 City Council has allocated over $22 million from the General Fund for capital improvement projects.
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General Fund –Fund Balance Composition
2020 2021 2022 2023
2024 YTD Actual
Balances
Beginning total fund balance $ 22,131,000 $ 24,936,000 $ 17,045,000 $ 24,160,000 $ 24,841,000
Net change in fund balance 2,805,000 (7,891,000) 7,115,000 681,000 (635,000)
Ending total fund balance 24,936,000 17,045,000 24,160,000 24,841,000 24,206,000
Designated fund balance
TABOR - Restricted (1,720,000) (1,800,000) (2,100,000) (2,210,000) (2,210,000)
LTAR - Committed (4,995,000) (95,000) (95,000) (95,000) (95,000)
ARPA funding - Restricted for specific projects - (404,000) (360,000) (282,000) (228,000)
Stadium District refund - Restricted for youth activities - - (1,119,000) (502,000) (182,000)
Unrestricted Reserve = 16.7% of total revenues (8,985,000) (9,258,000) (10,840,000) (11,079,000) (11,876,000)
Total designated fund balance (15,700,000) (11,557,000) (14,514,000) (14,168,000) (14,591,000)
Unassigned fund balance 9,236,000$ 5,488,000$ 9,646,000$ 10,673,000$ 9,615,000$
$9.2
$5.5
$9.6 $10.7 $9.6
$9.0
$9.3
$10.8 $11.1 $11.9
$0.5 $0.2 $0.3 $0.2 $5.0
$0.1
$0.1
$1.7
$1.8
$2.1 $2.2 $2.2
$0.0
$5.0
$10.0
$15.0
$20.0
$25.0
2020 2021 2022 2023 2024 YTD
Unassigned fund balance Unrestricted Reserve = 16.7% of total revenues Stadium District refund - Restricted for youth activities
ARPA funding-Restricted LTAR - Committed TABOR - Restricted
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Appendix
Area Sales Tax Slides
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Sales Tax Area Map
City of Englewood,
Colorado
Sales Tax Area Map
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YTD Sales and Use Tax Collections by Area 2020-2024
$0$250,000$500,000$750,000$1,000,000$1,250,000$1,500,000$1,750,000$2,000,000$2,250,000$2,500,000$2,750,000$3,000,000$3,250,000$3,500,000$3,750,000$4,000,000$4,250,000$4,500,000$4,750,000$5,000,000$5,250,000$5,500,000$5,750,000$6,000,000$6,250,000$6,500,000$6,750,000$7,000,000$7,250,000$7,500,000$7,750,000$8,000,000$8,250,000$8,500,000$8,750,000$9,000,000$9,250,000$9,500,000$9,750,000$10,000,000
Area 1 Area 2 Area 3 Area 4 Area 5 Area 6 Area 7 Area 8 Area 13 Area 14 Regular Use
2020
2021
2022
2023
2024
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Sales and Use Tax Revenues
January February March April May June July August September October November December
2022 $4,747,493 $2,828,843 $2,438,628 $3,601,082 $2,787,248 $2,822,481 $3,945,672 $2,897,374 $3,009,369 $3,764,317 $2,876,786 $2,702,004
2023 $5,231,149 $1,833,875 $3,694,085 $4,147,998 $3,049,497 $3,147,543 $4,229,946 $2,945,380 $3,290,569 $4,114,612 $3,128,279 $4,027,606
2024 $4,481,693 $2,749,252 $2,762,405 $3,988,051 $2,997,941 $3,173,111 $4,275,052 $0 $0 $0 $0 $0
$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
2022 -2024
Monthly Comparison
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Top Sales and Use Tax Revenues Sources
Non Classifiable Misc Specialty
Retail Store Communications Manufacturing Restaurant
Misc Gen
Merchandise
Store
Electric & Gas Medical Supplies
Lumber & Other
Building
Materials
Health Care
Services
Marketplace
Facilitators
2023 $1,441,219 $2,107,360 $1,085,252 $993,351 $1,379,011 $1,215,239 $1,368,433 $1,550,986 $854,476 $468,418 $1,235,478
2024 $1,654,575 $2,046,053 $1,243,762 $791,673 $1,505,873 $1,158,315 $1,238,881 $1,757,683 $796,311 $543,404 $1,670,579
-$50,000
$200,000
$450,000
$700,000
$950,000
$1,200,000
$1,450,000
$1,700,000
$1,950,000
$2,200,000
YTD: 2023 vs 2024
Historically Top Revenue Sources
Other Sales and Use Tax Information 2023 2024 % Change $ Change
Refunds $ 16,000 $ 48,000 200%$ 32,000
Unearned Sales Tax-reserved for refunds $ 2,210,000 $ 2,210,000 0%$ -
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YTD Sales and Use Tax Collections by Area
Business Area
$ YTD Variance
CY vs PY
% YTD
Variance CY
vs PY
YTD New
Businesses
YTD Closed
Businesses
YTD Net New
(Closed)
Businesses Comments
Area 1 $ 48,901 2.37%30 (14)16
Area 2 176,324 11.04%19 (10)9
Area 3 130,902 5.82%25 (12)13
Area 4 (166,678)-15.97%2 (4)(2)
Area 5 66,751 7.13%2 (7)(5)
Area 6 53,076 1.51%61 (51)10
Area 7 (1,704,047)-18.05%31 (197)(166)
Contains opened and closed businesses that are not within the city limits. In 2024 we
completed a database audit and identified businesses that belong in area 14 (remote
sellers).
Area 8 (115,812)-9.07%---
Area 13 (236,027)-50.01%2 (1)1
Area 14 1,769,844 119.00%276 (56)220
Marketplace Facilitators were added to this area in 2022. In 2024 we completed a
database audit and identified businesses that belong in area 14 (remote sellers).
Regular Use 807,557 62.99%N/A N/A N/A
Use tax revenue fluctuates depending on the timing of when businesses replace large
ticket items such as operating machinery and equipment. If items are purchased outside of
Englewood at a local tax rate less than 3.8%, then the tax payer is liable for the difference
between the local tax paid and 3.8% tax due.
Totals $ 830,790 3.27%448 (352)96
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Area 1 Sales Tax
CityCenter (Formerly Cinderella City)
2,010,458
2,159,334
2,073,703 2,066,239 2,115,140
0
250,000
500,000
750,000
1,000,000
1,250,000
1,500,000
1,750,000
2,000,000
2,250,000
2020 2021 2022 2023 2024
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Area 2 Sales Tax
South of Yale, north & south side of Jefferson Ave/US 285 between Bannock and Sherman
1,368,589
1,538,532
1,714,924
1,597,520
1,773,844
0
250,000
500,000
750,000
1,000,000
1,250,000
1,500,000
1,750,000
2,000,000
2020 2021 2022 2023 2024
Pa
g
e
3
8
8
o
f
3
9
7
Area 3 Sales TaxSouth of Jefferson Ave/US 285 between Bannock & Sherman -north side of Belleview between Logan
& Delaware
1,568,589
1,867,413
2,054,827
2,247,344
2,378,245
0
250,000
500,000
750,000
1,000,000
1,250,000
1,500,000
1,750,000
2,000,000
2,250,000
2,500,000
2020 2021 2022 2023 2024
Pa
g
e
3
8
9
o
f
3
9
7
Area 4 Sales Tax Broadway and Belleview (Between Fox and Sherman and south of Belleview and to the southern City Limits)
677,340
724,648
872,238
1,043,946
877,268
0
150,000
300,000
450,000
600,000
750,000
900,000
1,050,000
1,200,000
2020 2021 2022 2023 2024Pa
g
e
3
9
0
o
f
3
9
7
Area 5 Sales Tax
Federal and Belleview west of Santa Fe Drive
1,280,743 1,273,599
1,131,649
936,351
1,003,102
0
250,000
500,000
750,000
1,000,000
1,250,000
1,500,000
2020 2021 2022 2023 2024
Pa
g
e
3
9
1
o
f
3
9
7
Area 6 Sales Tax
All other City locations
2,330,668
2,491,419
3,126,781
3,526,477 3,579,553
0
500,000
1,000,000
1,500,000
2,000,000
2,500,000
3,000,000
3,500,000
4,000,000
2020 2021 2022 2023 2024Pa
g
e
3
9
2
o
f
3
9
7
Area 7 Sales Tax
Outside City limits
7,130,477
7,755,096
8,809,315
9,441,800
7,737,753
0
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
6,000,000
7,000,000
8,000,000
9,000,000
10,000,000
2020 2021 2022 2023 2024
Pa
g
e
3
9
3
o
f
3
9
7
Area 8 Sales Tax
Public Utilities
792,509
916,600
1,007,358
1,276,523
1,160,710
0
250,000
500,000
750,000
1,000,000
1,250,000
1,500,000
2020 2021 2022 2023 2024
Pa
g
e
3
9
4
o
f
3
9
7
Area 13 Sales Tax
Hampden Avenue (US 285) and University Boulevard
231,501 231,493
197,759
471,997
235,970
0
75,000
150,000
225,000
300,000
375,000
450,000
525,000
2020 2021 2022 2023 2024Pa
g
e
3
9
5
o
f
3
9
7
Area 14 Sales Tax
Online Sales
70,225 95,641
1,057,431
1,487,203
3,257,048
0
500,000
1,000,000
1,500,000
2,000,000
2,500,000
3,000,000
3,500,000
2020 2021 2022 2023 2024Pa
g
e
3
9
6
o
f
3
9
7
Regular Use Tax
1,675,986
1,365,563 1,329,455 1,282,130
2,089,687
0
250,000
500,000
750,000
1,000,000
1,250,000
1,500,000
1,750,000
2,000,000
2,250,000
2020 2021 2022 2023 2024Pa
g
e
3
9
7
o
f
3
9
7