On the agenda: Greenwood Village City Council Regular Meeting — Data Center (Nov 2)

City of Greenwood Village
Agenda – Final
City Council

6060 South Quebec Street
Greenwood Village, CO
80111

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[email protected] at least one business day prior to the meeting.

Monday, November 2, 2026

7:00 PM

Council Chambers

Regular Meeting - 7:00 PM
1. Call to Order
2. Roll Call
3. Pledge of Allegiance (Doyle)
4. Approval of Minutes (Barnacle)
A. October 19, 2026 (2026-272)
5. New Business
A. Motion To Approve The 2027 Fiddler's Business Improvement District Annual Operating Plan
And Budget (Barnacle) (2026-268)
6. Presentation
A. Colorado Municipal Clerks Association Rookie of the Year Erin Joiner
7. Public Comment
Limited to 3 minutes per person, 15 minutes total time. If City Council meetings are to be conducted
via remote participation, public comment is limited to written comments emailed to
[email protected] by 5:00 p.m. the day of the meeting.
8. Consent (Mezger)
All matters listed under consent are to be considered routine and will be enacted by one motion and
vote. The titles will not be read aloud. There will be no separate discussion of these items unless a
Councilmember so requests.

City of Greenwood Village

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Octoboer 28, 2026

City Council

Agenda - Final

November 2, 2026

A. Ordinance No. 12-26: Second Reading: An Ordinance Adopting a Budget and Providing for
the Appropriation of Money for the Various Funds, Departments, Offices and Agencies of the
City of Greenwood Village, Colorado for the 2027 Fiscal Year (2026-270)
B. Ordinance No. 13-26: Second Reading: An Ordinance Fixing the Mill Levies of the City of
Greenwood Village, Colorado, for the Purpose of Ad Valorem Taxes in the 2026 Fiscal
Year (2026-271)
C. Resolution 32-26: A Resolution Reappointing Paul Wilson to the Greenwood Village Board of
Adjustments and Appeals and Establishing an Expiration Date of His Term (2026-328)
D. Resolution 34-26: A Resolution Reappointing Deborah Tolley to the Greenwood Village Arts
and Humanities Council and Establishing an Expiration Date of Her Term (2026-336)
9. Reports of Officers/Boards/Committees
A. City Council
B. Mayor
C. Staff
D. City Manager
10. Communications
11. Executive Session
A. Motion To Hold an Executive Session to Consider Personnel Matters, Pursuant to C.R.S. §246-402(4)(f) - City Manager Annual Evaluation
12. Adjournment

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City of Greenwood Village
Minutes – Final
City Council

6060 South Quebec Street
Greenwood Village, CO
80111

Hearing-impaired apparatus available
Please turn off all cellular phones and/or audible pagers
All Board, Commission and Council meetings are digitally recorded
Monday, October 19, 2026

6:00 PM

Council Chambers

Special Meeting - 6:00 PM
1. Call To Order
The City Council of the City of Greenwood Village met in a regular session in the Council Chambers
at Greenwood Village City Hall, 6060 South Quebec Street, Greenwood Village, County of
Arapahoe, State of Colorado, at 6:00 PM.
2. Roll Call
Present: 8 - Libby Barnacle, Jay Schneiderman, Katrin Mezger, Paul
Wiesner, Donna Johnston, Thomas Stahl, Bob Doyle, Ann Nelson
Absent: 0 - None
Presiding: 1 - George E. Lantz
3. Pledge Of Allegiance (Mezger)
Councilmember Mezger led the Pledge of Allegiance.
4. Approval Of Minutes (Wiesner)
A. October 5, 2026 (2026-253)
A motion was made by Councilmember Paul Wiesner, seconded by Councilmember Donna
Johnston; to approve the October 5, 2026 minutes, as submitted. The motion was carried by
unanimous roll call vote.
Yes: 8 - Libby Barnacle, Jay Schneiderman, Katrin Mezger, Paul
Wiesner, Donna Johnston, Thomas Stahl, Bob Doyle, Ann Nelson
No: 0 - None
Recused: 0 - None
5. Public Comment
Limited to 3 minutes per person, 15 minutes total time. If City Council meetings are to be conducted
via remote participation, public comment is limited to written comments emailed to
[email protected] by 5:00 p.m. the day of the meeting.
There was no public comment.
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City Council

Minutes - Final

October 19, 2026

6. Public Hearings
A. 2027 Budget (2026-240)
i.

Ordinance No. 12-26: First Reading: An Ordinance Adopting a Budget and Providing for the
Appropriation of Money for the Various Funds, Departments, Offices and Agencies of the City
of Greenwood Village, Colorado for the 2027 Fiscal Year (Barnacle) (2026-249)
A quasi-judicial public hearing was held at 6:02 PM regarding the 2027 Budget and the Capital
Improvement Program and included Ordinances 12 and 13, Series 2026. Mayor Lantz presided with
eight Councilmembers present.
City Attorney Sarah Geiger noted that a notice of the date, time, place, and purpose of the hearing
was published on the Village's website at least five days preceding the hearing per the City Charter.
She offered into evidence proof of publication of such notice marked Exhibit A and noted that this
complies with the requirements of the City of Greenwood Village Charter, and it was her opinion that
the Council had jurisdiction to proceed with the public hearing.
Mayor Lantz accepted Exhibit A into evidence and made it part of the hearing record.
A motion was made by Mayor Pro Tem Libby Barnacle, seconded by Councilmember Ann
Nelson; to close the public hearing. The motion was carried by unanimous voice vote.
Yes: 8 - Libby Barnacle, Jay Schneiderman, Katrin Mezger, Paul
Wiesner, Donna Johnston, Thomas Stahl, Bob Doyle, Ann Nelson
No: 0 - None
Recused: 0 - None
Finance Director Christine Hart provided background on the budget timeline and noted that an
amended proposed budget was being presented based on the budget workshop. She noted three
changes: an increase in budgeted expenditures of $164,000 for a citywide access control system,
reduced budget expenditures of $150,000 due to the elimination of a sidewalk along a section of
Greenwood Plaza Blvd, and additional revenue of $265,000 for E911 reimbursements. She stated
proposed 2027 revenues were $77.6 million and expenditures were $77.3 million for a budget
surplus of approximately $300,000.
Mayor Lantz noted that each Council district met over the summer to outline the Capital
Improvement Projects included in the proposed budget.
A motion was made by Mayor Pro Tem Libby Barnacle, seconded by Councilmember Donna
Johnston; to approve Ordinance No. 12-26: First Reading: An Ordinance Adopting A Budget
and Providing for the Appropriation of Money for the Various Funds, Departments, Offices
and Agencies of the City of Greenwood Village, Colorado for the 2027 Fiscal Year. She waived
reading of the Ordinance in full and moved to publish in full on the City’s website. The motion
was carried by majority roll call vote.
Yes: 8 - Libby Barnacle, Jay Schneiderman, Katrin Mezger, Paul
Wiesner, Donna Johnston, Thomas Stahl, Bob Doyle, Ann Nelson
No: 0 - None
Recused: 0 - None

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City Council

Minutes - Final

October 19, 2026

ii. Ordinance No. 13-26: First Reading: An Ordinance Fixing the Mill Levies of the City of
Greenwood Village, Colorado, for the Purpose of Ad Valorem Taxes In The 2026 Fiscal Year
(Barnacle) (2026-250)
Director Hart noted the City was required to certify the mill levy with Arapahoe County every year.
She noted the mills remained unchanged at 2.932 mills and estimated property tax collection at
approximately $4.1 million, or 5.7% of the City’s revenue.
Councilmember Nelson asked for clarification regarding the amount of property taxes per household.
Director Hart noted it varied based on property value and stated that the annual property tax was
approximately $185 per million dollars of property value.
A motion was made by Mayor Pro Tem Libby Barnacle, seconded by Councilmember Paul
Wiesner; to approve Ordinance No. 13-26: First Reading: An Ordinance Fixing the Mill Levies
of the City of Greenwood Village, Colorado, for the Purpose of Ad Valorem Taxes in the 2026
Fiscal Year. She waived reading of the Ordinance in full and moved to publish in full on the
City’s website. The motion was carried by majority roll call vote.
Yes: 8 - Libby Barnacle, Jay Schneiderman, Katrin Mezger, Paul
Wiesner, Donna Johnston, Thomas Stahl, Bob Doyle, Ann Nelson
No: 0 - None
Recused: 0 - None
7. Reports Of Officers/Boards/Committees
A. CITY COUNCIL
Councilmember Johnston noted the FAA eliminated parallel and touch-and-go landings at
Centennial Airport and the City was enjoying quiet skies.
Councilmember Doyle noted he and Councilmember Schneiderman hosted a town hall with about 15
attendees. Councilmember Schneiderman noted staff provided useful information for the town hall.
Councilmember Doyle asked for an update on 8081 E Orchard. Community Development Director
Derek Holcomb noted Whole Foods was under contract for the space and stated that negotiations
between the residential builder and the DoubleTree Hotel were holding up the project. He noted staff
had a monthly status meeting with the developer and that they hoped to start demolition in the next
one to four months.
There was additional discussion regarding the 8081 project.
Councilmember Nelson asked for clarification regarding the vesting rights. Director Holcomb noted
the rights extended for three years from the most recent approval and that there were approximately
two years left. He noted no new amendments would be processed until demolition begins.
There was additional discussion regarding the delays of the project.
B. MAYOR
There were no updates from the Mayor.
C. STAFF
There were no updates from staff.
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City Council

Minutes - Final

October 19, 2026

D. CITY MANAGER
There were no updates from the City Manager.
8. Communications
There were no communications.
9. Adjournment
A motion was made by Councilmember Ann Nelson, seconded by Mayor Pro Tem Libby
Barnacle; to adjourn. The motion was carried by unanimous voice vote.
Yes: 8 - Libby Barnacle, Jay Schneiderman, Katrin Mezger, Paul
Wiesner, Donna Johnston, Thomas Stahl, Bob Doyle, Ann Nelson
No: 0 - None
Recused: 0 - None
There being no further business, the meeting was adjourned at 6:42 PM. Following the special
meeting, City Council met at a study session to receive an update from the Regional Transportation
District (RTD) and to discuss Electric Vehicle (EV) charging station regulations.

George E. Lantz
Mayor
Attest:

Susan M. Ortiz, MMC
City Clerk

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Staff Report
File # 2026-268

6060 South Quebec Street
Greenwood Village, CO
80111

Agenda Date: 11/2/2026

Motion to Approve the 2027 Fiddler's Business Improvement District Annual Operating Plan
and Budget (Barnacle)
To:
Through:
From:

Honorable Mayor and City Council
John Jackson, City Manager
Sarah Geiger, City Attorney
Shawn Cordsen, Deputy City Manager

Executive Summary:
In accordance with C.R.S. 31-25-1211, Fiddler’s Business Improvement District (“District”) shall file an
operating plan and budget with the City of Greenwood Village no later than September 30 of each year. In
turn, City Council is required to approve or reject the document within thirty days of its submission, but no later
than December 5. The operating plan and budget shall identify the services or improvements to be provided,
any taxes, fees, or assessments imposed, the principal amount of bonds to be issued, and any additional
information the municipality may require.

Recommendation:
As a separate entity, the Fiddler’s Business Improvement District is solely responsible for the development
and content of its Annual Operating Plan and Budget. The submission of this document constitutes a
recommendation by the District’s Board of Directors for approval. City staff has reviewed the document and
has concluded that it conforms to the criteria set forth by statute.

Attachments:
1. 2026 Amended and 2027 Annual Operating Plan and Budget

Discussion
The Fiddler's Business Improvement District was organized by the City of Greenwood Village via Ordinance
No. 41, Series of 1999. Since then, the District has provided public parking facilities and other public
amenities. The District currently owns a 1,436-space public parking garage, a parking easement, an
undeveloped parcel of land, three floors of parking, the art gallery/museum space on the first floor of the
Palazzo Verdi Building, and other necessary interests in the common elements of the building.
As submitted, the 2026 Amended and 2027 Annual Operating Plan and Budget proposes an increase in the
District’s mill levy from 88.000 mills to 104.000 mills. The increase is driven entirely by reductions to the
anticipated assessed valuation associated with the ongoing Palazzo Verdi property tax appeal. This request is
consistent with the authority granted by the District’s electors at the November 7, 2000, election, which
authorized the District to increase revenues annually by up to $500,000 as necessary to meet operating,
maintenance, and other District expenses.
The 2026 Amended and 2027 Operating Plan & Budget does not request new authorization and does not
propose issuing any new debt. The Fiddler’s Business Improvement District (FBID) retains authority to issue
additional debt as outlined in in Exhibit C of the District’s submission. The District’s outstanding obligations
include the 2022 General Obligation Refunding Bonds, the remaining balance of the 2013B Bonds, and an
annual‑appropriation note related to the RTD Lease Termination Agreement. While the Series 2022 bonds
become callable in late 2027, the District does not assume an early redemption in the 2027 plan.

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Staff Report

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6060 South Quebec Street
Greenwood Village, CO
80111

2026 Amended and 2027 OPERATING PLAN AND BUDGET

FIDDLER’S
BUSINESS
IMPROVEMENT
DISTRICT
In the City of Greenwood Village, Colorado

Fano, Ronald L.

1544919.7
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TABLE OF CONTENTS

Contents
PURPOSE AND SCOPE OF THIS DISTRICT ..............................................................................2
BACKGROUND .............................................................................................................................2
COMPOSITION OF THE BOARD OF DIRECTORS ...................................................................3
DESCRIPTION OF IMPROVEMENTS AND SERVICES ...........................................................3
FINANCIAL PLAN AND REPORT OF DISTRICT ACTIVITIES ..............................................5
BUDGET …………………………………………………………………………………………7
CONCLUSION ................................................................................................................................7

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2026 Amended and 2027 OPERATING PLAN AND BUDGET FOR THE
FIDDLER’S BUSINESS IMPROVEMENT DISTRICT

PURPOSE AND SCOPE OF THIS DISTRICT
Introduction. The main purpose of the Fiddler’s Business Improvement District (“District”) is to
finance needed public improvements and services in the designated commercial area within the
City of Greenwood Village (“City”).
The territory within the boundaries of the District is shown on the map provided in Exhibit A
attached hereto.
Operating Plan Contents. Pursuant to the provisions of the Business Improvement District Act,
Section 31-25-1201, et seq., Colorado Revised Statutes, as amended, this Operating Plan
specifically identifies (1) the composition of the Board of Directors, (2) the services and
improvements to be provided by the District, (3) the taxes, fees, and assessments to be imposed by
the District, (4) the estimated principal amount of the bonds to be issued by the District, and (5)
such other information as the City may require.
This is the Operating Plan and Budget for 2027; it also amends the prior Operating Plans and
Budgets to the extent necessary to accomplish the BID’s objectives.
BACKGROUND
The Fiddler’s Business Improvement District (BID) was organized by the City of Greenwood
Village by Ordinance No. 41, Series of 1999 dated October 18, 1999. Since that time, the BID has
financed and furnished public parking facilities and other public amenities for the community it
serves.
The BID has financed and owns a 1,436-space public parking garage, a parking easement on Tracts
C and D within the District, an undeveloped land parcel within the District, the three floors of
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parking in the Palazzo Verdi Building, the art gallery/museum space on the first floor of the
Palazzo Verdi Building and necessary interests in the Palazzo Verdi common elements. With
necessary restrictions for security, public parking is available for events at the Fiddler’s Green
Amphitheatre.
These improvements were financed through a series of bond issues. The outstanding bonds are
identified in the Financial Plan below.
The City has the authority to review and approve this Operating Plan and Budget under Section
31-25-1211, C.R.S.
COMPOSITION OF THE BOARD OF DIRECTORS
As mentioned previously, the Fiddler’s Business Improvement District was organized by the City
of Greenwood Village by Ordinance No. 41, Series of 1999 dated October 18, 1999. Under that
Ordinance and subsequent enactments, the Board of Directors of the District has been appointed
by the City Council. All Board members must, by law, be electors of the District. The current
members of the Board of Directors as of September 1, 2026, are:


Peter Kimble



Erik Fagan



Haley George



Matthew Vadovic

The Directors’ Sheet attached as Exhibit B provides more detailed information.

DESCRIPTION OF IMPROVEMENTS AND SERVICES
Continuation of Prior Authority. The District continues to have the authority to provide public
improvements, services, operations and maintenance as approved by the City in the District’s
previous Operating Plans. The improvements and services that the District is authorized to provide
include, but are not limited to, construction, operation, repair, and maintenance of off-street

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parking and roadways, driveways, landscaping, public meeting and event facilities, and park
improvements. BID improvements are constructed in accordance with plans approved by the City.
Specific Past Projects. The BID owns the parking garage located in the District. The BID has and
is participating in the financing, ownership, operation, and maintenance of public parking on three
floors, art gallery/museum, and District portions of the common elements of the Palazzo Verdi
office building, which has been built as a condominium project in the BID on a portion of the
property formerly known (prior to the replat) as Lot 1 and Lot 4. Palazzo Verdi opened to acclaim
in 2008.
In January 2016 the BID purchased the 1.8235-acre parcel on the Southern end of Fiddler’s Green
Amphitheatre. It is anticipated this parcel ultimately will be used to construct a structured parking
garage which will provide parking for a contemplated new office project on the parcel just to the
West of it. Currently the lot accommodates surface parking for overflow spaces which benefit
public parking in the District. See Financial Plan and Report of District activities section for more
information regarding this parcel.
The City, Greenwood Metropolitan District, and the BID have entered into an IGA for the
completion of a park project on land owned by the Greenwood Metropolitan District. The park
project was completed in 2023.
In 2027, the BID intends to continue the parking garage repair and maintenance program identified
in the 5 year condition assessment prepared by Walker Consultants. Consistent with Walker’s
recommendations, the planned work includes:


Sealing the exposed deck strip on level 2



Replacing expansion joints on level 2



Concrete repairs throughout the main garage structure



Replacing drains on level 3

These improvements are intended to address deterioration, protect the structure from water
intrusion, and extend the garage’s useful life.
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FINANCIAL PLAN AND REPORT OF DISTRICT ACTIVITIES
Existing Debt. The District previously issued debt to acquire and complete the Fiddler’s BID
parking garage, additional parking and its interest in Palazzo Verdi. A system of user fees, charges
to property owners, contractual payments from RTD, and property taxes, together with capitalized
interest, have been utilized for bond repayment.
The bonds are general obligations of the District secured by the District’s covenant to levy ad
valorem property taxes on the taxable property, as well as all other revenue of the District which
consists primarily of parking revenues and specific ownership taxes received by the District.
In November 2013, the District redeemed the District’s Series 2008 and 2009 Bonds. At the same
time, the District issued its General Obligation Multi-Modal Bonds, Tax-Exempt, Series 2013A in
the initial aggregate amount of $49,735,000 and General Obligation Multi-Modal Bonds, Taxable,
Series 2013B in the initial aggregate amount of $2,340,000. The District issued its $3,500,000
General Obligation Bonds, Series 2015 in December, 2015.
In June 2017, the District refinanced the Series 2013A and 2013B Bonds extending the fixed
interest rate period from November 1, 2018 to November 1, 2021. Additionally, the District issued
$5,500,000 in Series 2017 General Obligation Refunding and Improvement Bonds, the proceeds
of which, net of fees and expenses, were used to retire the remaining balance of the Series 2015
Bonds and to establish a capital reserve of $2,000,000 to be used for garage repair and maintenance
costs and the paving, striping and landscaping of three undeveloped lots within the District, all of
which have been completed as of this filing.
In June 2022, the District issued its Series 2022 General Obligation Refunding Bonds in the total
par amount of $49,905,000, proceeds of which, net of fees and the reserve fund, were used to fully
pay off the District’s Series 2013A and Series 2017 Bonds. The Series 2022 Bonds were issued as
two term bonds, maturing on 12/1/2032 and 12/1/2047 respectively. The term bond due 12/1/2032,
totaling $7,390,000, bears interest at the rate of 5.00%. The term bond due 12/1/2047, totaling
$42,215,000, bears interest at the rate of 5.55%. The Series 2022 Bonds are redeemable on
12/1/2027 at 103% of par. Additionally, the District extended the maturity of its Series 2013B

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Bonds to 12/1/2025, which bear interest at the rate of 4.50% and are outstanding in the amount of
$1,460,000.
By law, the City has no financial obligation whatsoever for bonds issued by the BID.
The amount of additional debt that a BID may issue is the lesser of (a) the debt approved by the
City in the Operating Plan, or (b) the amount of debt approved by the BID voters in a TABOR
election.
Authorized Additional Debt. In prior Operating Plans, the City approved the BID’s issuance of an
additional $3,744,885 of “new money” debt over the amount of debt previously issued by the BID.
The debt authorization is summarized in Exhibit C.
In conjunction with the RTD Lease Termination agreement the District issued an $800,000 annual
appropriation note, subordinate to BID Bonds, to repay the landowner for the advance needed to
satisfy the initial RTD lease termination payment.

An annual appropriation note does not use

voter approved or operating plan debt authorization. In the future, the District may request that
the City allow the annual appropriation note to be replaced by debt. Required payments under the
RTD Lease Termination agreement were fulfilled on a timely basis and the related spaces are no
longer encumbered by RTD.
Additional Authorized Debt, Election.
Sherman & Howard (now known as Taft Law Firm), which is engaged as bond counsel to the BID,
has calculated the BID’s remaining voter-approved debt authorization to be as shown in Exhibit
C.
The BID may hold a TABOR election to increase its voted authority in November of any year.
The BID may refund all or part of its bonds if market conditions are favorable.
Additional Sources of Funds
Additionally, on August 1st, 2022, the Fiddler’s Business Improvement District entered into an
agreement with John Madden Development Company, LLC via a Promissory Note to provide
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$1,000,000.00 for the use towards the development of the park improvements described in the
Description of Improvements and Services section within this Operating Plan.
BUDGET
Attached hereto as Exhibit D is a proposed 2027 budget. The final approval for the budget will
occur after notice and a public hearing by the District Board as required by the Colorado Local
Government Budget Law, Part 1 of Title 1 of Article 29, C.R.S. The primary budget activities in
the remainder of 2026 and in 2027 will be, repayment of debt, payments made in conjunction with
improvements to and repairs and maintenance of the parking garage and adjacent surface parking
lots within the District, payment of the operating costs of the parking and gallery/museum
facilities, and payments made in conjunction with the park improvements described in the
Description of Improvements and Services section within this Operating plan.
Upon dissolution of the District, all of the District's assets remaining after payment of or provision
for all of its liabilities shall be paid over or transferred to the City of Greenwood Village, Colorado,
or such other political subdivision, or such other manner of disposition, as designated by the City
of Greenwood Village, Colorado; provided however, if there is District debt outstanding at the
time of its dissolution, the City (or the owner of the District's former assets as applicable) agrees
to abide by the covenants, agreements, or other provisions related to the disposition of bond
financed property agreed to by the District at the time the outstanding bonds were issued.
CONCLUSION
This Operating Plan and Budget for the Fiddler’s Business Improvement District meets the
requirements of the Business Improvement District Act and further meets applicable requirements
of the Colorado Constitution and other law. The types of services and improvements to be
provided by the proposed District are those services and improvements which best satisfy the
purposes of Part 12 of Article 25 of Title 31, C.R.S., as required by Section 31-25-1207(5), C.R.S.
The BID would like to thank the City for its prior support and looks forward to a prosperous and
healthy remainder of 2026 and 2027.

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EXHIBIT A
Map

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EXHIBIT B
Directors’ Sheet
BOARD OF DIRECTORS:
Peter Kimble, Secretary
Haley George, Treasurer
Erik Fagan Asst. Secretary
Matthew Vadovic, Director

[email protected]
[email protected]
[email protected]
[email protected]

Schnitzer West, LLC
3615 Delgany St., Suite #600
Denver, CO 80216
303-333-4664

DISTRICT CONTACT:
Peter Kimble
(O) 303-333-4664
[email protected]
3615 Delgany St., Suite #600
Denver, CO 80216

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EXHIBIT C

(Debt Authorization Summary)
Elections were duly called and held in the District Tuesday, November 7, 2000 (the “2000
Election”), Tuesday, November 4, 2003 (the “2003 Election”), Tuesday, November 7, 2006 (the
“2006 Election”), and Tuesday, November 5, 2013 (the “2013 Election” and, collectively with the
2000 Election, the 2003 Election, and the 2006 Election, the “Debt Elections”).
Prior Obligations, as referred to below, are collectively, the District’s: General Obligation
Variable Rate Bonds, Series 2000, originally issued in the amount of $14,500,000, General
Obligation Limited Tax Bonds, Series 2000B, originally issued in the amount of $3,000,000,
General Obligation Variable Rate Refunding Bonds, Series 2003, originally issued in the amount
of $18,115,000, General Obligation Limited Tax Bonds, Series 2003B, originally issued in the
amount of $1,825,000, Junior Subordinate General Obligation Limited Tax Bonds, Series, 2003C
Bonds, originally issued in the amount of $4,475,000, Senior Lien General Obligation Refunding
and Capital Improvement Bonds, Series 2007-1, originally issued in the amount of $21,855,000,
Subordinate Lien General Obligation Variable Rate Capital Improvement Bonds, Series 2007-2,
originally issued in the amount of $25,000,000, Taxable General Obligation Variable Rate
Refunding and Improvement Bonds, Series 2008, originally issued in the amount of $49,515,000,
General Obligation Variable Rate Refunding Bonds, Series 2009, originally issued in the amount
of $35,550,000, 2009 Tax-Exempt Loan, originally issued in the amount of $320,000, 2009
Taxable Loan, originally issued in the amount of $3,355,000, General Obligation Multi-Modal
Refunding Bonds, Series 2013A, originally issued in the amount of $49,735,000, Taxable General
Obligation Multi-Modal Refunding Bonds, Series 2013B, originally issued in the amount of
$2,340,000, General Obligation Bonds, Series 2015, originally issued in the amount of $3,500,000,
and General Obligation Refunding and Improvement Bonds, Series 2017, originally issued in the
amount of $5,500,000. Series 2022 General Obligation Refunding Bonds in the amount of
$49,905,000 (refunding all of the Series 2013A Bonds and the Series 2017 Bonds).

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EXHIBIT D
2026 Amended Budget and
2027 Proposed Budget

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Fiddler's Business Improvement District
General Fund
January 1, 2027 through December 31, 2027

Proposed
Budget Year
2026

Re-Forecast
Budget Year
2026

Proposed
Budget Year
2027

144,447

144,447

80,367

46,996
939,916
-

45,487
927,748
-

58,586
1,171,713
(234,241)

Total Revenue

986,912

973,235

996,058

TOTAL AVAILABLE RESOURCES

1,059,053

1,117,682

1,076,425

782,810
120,000
48,130
15,095
15,000

926,010
120,000
12,606
16,764
11,934

842,472
120,000
48,708
17,596
15,000

981,035

1,087,314

1,043,776

Description
ESTIMATED RESOURCES:
Beginning Fund Balance
Revenue:
Specific Ownership Tax
Property Tax
PV Appeal - Tax returned to County

ESTIMATED EXPENDITURES:
Expenditures:
Garage Operating Expenses
Management
Accounting & Admin
Office Rent
Legal

Total Expenditures
Other Financing Sources:
Buyout of RTD Lease
Operating Transfers In/(Out)

50,000

ENDING FUND BALANCE
Assessed Value (Prior Yr AV)
Mills

78,018

80,367

32,649

40,865,921
23.0

40,865,921
23.0

41,112,738
28.50

88.0

88.0

104.0

GEN
DEBT
CAP

27.40%
68.75%
3.85%
100.00%

Mill History

Page 21

Fiddler's Business Improvement District
Debt Service Fund
January 1, 2027 through December 31, 2027

Description

Proposed
Budget Year
2026

Re-Forecast
Budget Year
2026

Proposed
Budget Year
2027

ESTIMATED RESOURCES:
Beginning Fund Balance

48,427

48,427

57,502

128,728
2,574,553
1,268,204
-

124,840
2,535,491
1,230,325
-

146,978
2,939,561
1,404,950
-

120,000

60,857

Revenue:
Specific Ownership Tax
Property Tax
Parking Revenues
JMDC Note For Park Improvements
Par Amount of New Bonds
Original Issue Premium
Interest Income
PV Appeal - Tax returned to County

120,000
(587,657)

Total Revenue

4,091,484

Bond issuance proceeds

-

TOTAL AVAILABLE RESOURCES

3,951,514
-

4,023,832
-

4,105,210

3,999,941

4,081,334

6,750
3,224,833
760,000

6,750
3,132,217
753,472

6,750
3,183,395
825,000

3,991,583

3,892,438

4,015,145

ESTIMATED EXPENDITURES:
Expenditures:
Cost of Issuance
Underwriters Discount
Legal fees
Trustee Fee
Lease termination fees
Debt service - interest and fees
Debt service - principal
Total Expenditures

Other Financinng Sources:
Operating Transfers In/(Out)

-

(50,000)

-

ENDING FUND BALANCE *

113,628

57,502

66,189

Assessed Value (Prior Yr AV)
Mills

40,865,921
63.0

40,865,921
63.0

41,112,738
71.50
68.75%

Page 22

Fiddler's Business Improvement District
Capital and Bond Proceeds Fund
January 1, 2027 through December 31, 2027

Proposed
Budget Year
2026

Re-Forecast
Budget Year
2026

Proposed
Budget Year
2027

80,540

80,540

167,804

4,087
81,732
-

6,772
80,492
-

-

-

8,223
164,451
(32,876)
-

Total Cash Inflows

85,818

87,264

139,798

TOTAL AVAILABLE RESOURCES

156,430

167,804

307,602

-

-

300,000

Total Expenditures

-

-

300,000

Other Financing Sources
Operating Transfers In/(Out)

-

-

-

156,430

167,804

7,602

40,865,921
2

40,865,921
2

41,112,738
4.0

Description
ESTIMATED RESOURCES:
Beginning Fund Balance
Cash Inflows:
Specific Ownership Tax
Property Tax
Bond Proceeds
PV Appeal - Tax returned to County
Special Assesment - City Contribution
For Park Improvement

ESTIMATED EXPENDITURES:
Cash Outlfows:
Cost of Issuance
Capital Projects
Land Acquisition
Other

ENDING FUND BALANCE
Assessed Value (Prior Yr AV)
Mills

3.846%

Page 23

Staff Report
File # 2026-XXX

6060 South Quebec Street
Greenwood Village, CO
80111

Agenda
Date: 10/19/2026

Ordinance No. 12-26: First Reading: An Ordinance Adopting a Budget and Providing for the
Appropriation of Money for the Various Funds, Departments, Offices and Agencies of the City
of Greenwood Village, Colorado, for the 2027 Fiscal Year (Barnacle)
To:
Through:
From:

Honorable Mayor and City Council
John Jackson, City Manager
Shawn Cordsen, Deputy City Manager
Sarah Geiger, City Attorney
Christine Hart, Finance Director

Executive Summary:
In accordance with Article XI of the Home Rule Charter, staff is pleased to present the 2027 Proposed Annual
Operating & Capital Improvement Budget for the City of Greenwood Village. All expenditures of the
organization are subject to appropriation by the governing board. Expenditure appropriations are made on an
annual basis, and except for those pertaining to capital expenditures, lapse at the close of the fiscal year.
Appropriations for capital expenditures continue in force until expended, revised, abandoned, or repealed.
Adoption of the budget by City Council establishes appropriations at both the fund and department levels.
Once appropriated, each department is responsible for controlling expenditures within authorized
appropriations; however, ultimate budgetary responsibility is retained by City Council. As allowed by the City’s
Charter, requests for supplemental, emergency, or reduction appropriations to the budget shall be issued in a
public notice and subject to the approval of City Council through ordinance.
Recommendation:
Staff recommends the adoption of the 2027 Annual Operating & Capital Improvement Budget as presented.
Attachments:
1. Ordinance 12-26
2. 2027 Annual Operating & Capital Improvement Budget
Discussion
In accordance with the Municipal Charter, the Council shall hold a public hearing on the City Manager's
proposed budget on or before the first day of November of each year. Furthermore, the Council may, at any
time before final adoption of the budget, increase, decrease, add, or strike out any item in the budget. Based
on directions received during the budget workshop on September 28, the following modifications were made to
the 2027 Annual Operating and Capital Improvement Budget.
1. An increase of $164,000 was proposed for a Citywide Access Control System Replacement. This will
replace the existing access control system with a modern, cloud-based platform that provides
significantly enhanced security, flexibility, and reliability across all City facilities and park restrooms.
The total initial project cost is $164,000, which includes $152,000 for hardware implementation and the
first-year subscription of $12,000.
Page 24

Staff Report

6060 South Quebec Street
Greenwood Village, CO
80111

2. An increase in budgeted revenue of $264,915 for Arapahoe County E911 reimbursement of the cost
associated with the replacement of the 911 center emergency dispatch radios.
3. A reduction of $150,000 due to the elimination of appropriations related to the Greenwood Plaza
Boulevard Sidewalk (Phase I) project.
The following city-wide summary is intended to provide a complete, yet general, overview of the 2027 Annual
Operating & Capital Improvement Budget. Readers of this summary are encouraged to perform a more
detailed review of the document itself.
2027 Beginning
Fund Balance
Fund
General Fund
Capital Projects Fund
Total

$
$

57,444,174
7,539,220
64,983,394

Revenues &
Other Sources
$
$

64,562,238
13,003,185
77,565,423

Expenditures &
2027 Ending Fund
Other Uses
Surplus/ (Deficits)
Balance
$
$

64,562,238
12,694,600
77,256,838

$
$

3% TABOR Emergency Restriction
Arts/Humanities Council Restriction
Scientific Cultural Facilities District Restriction
Federal/State Forfeiture Restriction
25% Operating Reserve Assignment
Stadium Tax Restriction
Traffic Safety (PRL) Assignment
Unassigned Fund Balance

308,585
308,585

$

$
$

57,444,174
7,847,805
65,291,979

2,178,037
183,058
58,674
5,624
14,937,013
40,081,768

As shown in the schedule above, revenues and other sources are expected to exceed expenditures and other
uses by $0.3 million, resulting in an overall increase in fund balance of approximately 0.5%. The city-wide
forecasted ending fund balance exceeds all restrictions, commitments, and assignments of the organization by
$40.1 million (unassigned fund balance).

Page 25

A Bill for an Ordinance
Ordinance No. 12

Series of 2026

Introduced by: Mayor Pro Tem Barnacle
An Ordinance adopting a Budget and providing for the appropriation of
money for the various funds, departments, offices, and agencies of the
City of Greenwood Village, Colorado, for the 2027 fiscal year
Whereas, pursuant to Article XI of the Charter of the City of Greenwood Village, Colorado, a
budget for the various funds, departments, offices, and agencies of the City for the 2027 fiscal year
was presented to the City Council; and
Whereas, Section 11.07 of the Home Rule Charter of the City of Greenwood Village, Colorado,
requires that the City Council annually adopt an appropriations ordinance for the ensuing fiscal
year; and
Whereas, a public hearing on said budget was held by the City Council on the 19th day of
October, 2026, pursuant to notice in the manner provided for in said Charter; and
Whereas, after said public hearing, the City Council took said budget under advisement.
Now, therefore, the City Council of the City of Greenwood Village,
Colorado, ordains:
Section 1.
The proposed budget, which includes a list of monies, for the City of
Greenwood Village, Colorado, for the 2027 fiscal year, a copy of which is attached hereto and
incorporated herein by this reference, are hereby adopted, and appropriated for the funds and for
the specific purposes set forth in said budget.
Section 2.
That said budget and appropriations, as hereby accepted and adopted, are to
be made public record in the office of the City Clerk and is to be open for public inspection during
regular business hours. Sufficient copies of this ordinance shall be available for use by the City
Council and the public.
Introduced and approved on first reading on the __ day of _________,
2026, and ordered published.

_______________________________
George E. Lantz, Mayor
Attest:
_______________________________
Susan M. Ortiz, MMC, City Clerk

Page 26

Introduced and approved on second reading on the ___ day of
_________, 2026, and ordered published.
_______________________________
George E. Lantz, Mayor
Attest:
_______________________________
Susan M. Ortiz, MMC, City Clerk
Effective:

Page 27

2027
2
027
Annual Operating
& Capital
Improvement Budget

Page 28

Page 29

TABLE OF CONTENTS
Introduction
Reader’s Guide to the Budget Document ...................................................................................................................................... 1
Distinguished Budget Presentation Award ..................................................................................................................................... 2
Government Profile ............................................................................................................................................................................ 3
Community Profile ........................................................................................................................................................................... 10
Economic Indicators ........................................................................................................................................................................ 13

Budget Summary
Budget Process ................................................................................................................................................................................ 15
Revenue Assessment ..................................................................................................................................................................... 19
Expenditure Assessment ............................................................................................................................................................... 27
Other Sources & Uses .................................................................................................................................................................... 33
Fund Balance Analysis ................................................................................................................................................................... 34
City-Wide Financial Summary ....................................................................................................................................................... 36
City-Wide Revenue Detail .............................................................................................................................................................. 37
City-Wide Expenditure Detail ....................................................................................................................................................... 39
Fund/Department Appropriations ............................................................................................................................................... 41

General Fund
General Fund Financial Summary ................................................................................................................................................ 43
General Fund Revenue Detail ....................................................................................................................................................... 45
General Fund Expenditure Detail ................................................................................................................................................. 47

General Fund - Departments
Mayor & Council .............................................................................................................................................................................. 49
City Manager .................................................................................................................................................................................... 53
City Attorney .................................................................................................................................................................................... 57
Municipal Court ............................................................................................................................................................................... 59
City Clerk .......................................................................................................................................................................................... 63
Organizational Services .................................................................................................................................................................. 67
Community Development .............................................................................................................................................................. 73
Police ................................................................................................................................................................................................. 77
Parks, Trails & Recreation ............................................................................................................................................................... 81
Public Works ............................................................................................................................................................................ 87

Capital Projects Fund
Capital Projects Fund Financial Summary .................................................................................................................................... 93
Capital Projects Fund Revenue Detail ......................................................................................................................................... 95
Capital Projects Fund Expenditure Detail ................................................................................................................................... 96

Capital Improvement Program
Capital Improvement Program Overview .................................................................................................................................... 97
Capital Improvement Project Summary........................................................................................................................................ 98
Individual Project Details .............................................................................................................................................................. 100

Appendix
Long-Range Financial Plans ......................................................................................................................................................... 133
Personnel Summary ...................................................................................................................................................................... 137
Financial & Budget Policies .......................................................................................................................................................... 141
Glossary of Terms .......................................................................................................................................................................... 144

i

Page 30

Page 31

READER’S GUIDE TO THE BUDGET DOCUMENT
This budget document is prepared in a format that aims to minimize difficulty for readers unfamiliar with public
budgeting systems while providing comprehensive information to communicate the overall financial direction and
policies of the City of Greenwood Village, Colorado.

Introduction - This section provides general information about the City, including:
• Information regarding key officials
• Overview of the operational structure of the City
• Organizational purpose, goals, and objectives
• Priorities, challenges, and opportunities
• A brief history and profile of the community
• Economic profile and indicators
Budget Summary - This section includes:
• An overview of the budget process, cycle, and calendar
• The fiscal structure of the organization
• An assessment of City revenues and expenditures
• Fund balance analysis
• City-Wide financial summary with revenue and expenditure detail statements
General Fund - This section includes summaries and detailed financial statements related to the General Fund, as
well as department-specific budget statements, descriptive narratives, goals, outcome measures, and staffing levels.
Capital Projects Fund - This section provides information about the City’s Capital Projects Fund. This fund accounts
for the purchase and/or construction of significant capital assets. Revenues are derived from various restricted and
non-restricted sources, including transfers from the General Fund.
Capital Improvement Program - This section explains each capital improvement project, including program
summaries, descriptions, estimated costs, and information on the projects' impacts on future operations and
maintenance.
Appendix - The appendix includes various information, including:
• Long-range financial planning
• Personnel summaries
• A summary of the City’s financial policies
• Glossary of terms and acronyms
• Ordinances adopting/appropriating the annual budget and establishing the property tax mill levy

1

Page 32

DISTINGUISHED BUDGET PRESENTATION AWARD

GOVERNMENT FINANCE OFFICERS ASSOCIATION

Distinguished
Budget Presentation
Award
PRESENTED TO

City of Greenwood Village
Colorado
For the Fiscal Year Beginning

January 01, 2026

Executive Director

The Government Finance Officers Association of the United States and Canada (GFOA) presented the City of
Greenwood Village with a Distinguished Budget Presentation Award for its annual operating and capital improvement
budget for the fiscal year beginning January 1, 2026. This is the thirteenth consecutive year the City of Greenwood
Village has received this award.
To receive this award, a governmental unit must publish a budget document that meets program criteria as a policy
document, an operations guide, a financial plan, and a communications device. The award is valid for one year. The
City of Greenwood Village believes the current budget document continues to conform to the program's provisions
and will submit it to GFOA to determine its eligibility for another award.

2

Page 33

GOVERNMENT PROFILE
Form of Government
The City of Greenwood Village is a home-rule community with a council-manager form of government, with power
vested in an elected Mayor and an eight-member City Council. Elected by four separate districts on a non-partisan
basis, Council Members serve two-year terms. The Mayor is elected at large every four years. The Mayor does not
vote on issues or items before City Council unless there is a tie vote. Policy-making and legislative authority remain
the responsibility of the City Council. The City Council may act through ordinances, resolutions, and motions. The
City Council appoints the City Manager, City Attorney, Municipal Judge, and the membership of various advisory
boards and commissions. The City Council meets on the first and third Mondays of each month at City Hall, 6060
South Quebec Street.

City Council

George Lantz, Mayor

Ann Nelson, District 1

Paul Wiesner, District 1

Jay Schneiderman, District 2

Bob Doyle, District 2

Libby Barnacle, District 3
Mayor Pro Tem

Donna Johnston, District 3

Tom Stahl, District 4

Katrin Mezger, District 4

3

Page 34

GOVERNMENT PROFILE
Administration
City Manager

John Jackson

Deputy City Manager

Shawn Cordsen

City Attorney

Sarah Geiger

Municipal Judge

Elizabeth Shifrin

Director of Finance

Christine Hart

Director of Community Development

Derek Holcomb

Chief of Police

David Oliver

Director of Parks, Trails & Recreation

Suzanne Moore

Director of Public Works

Jacob James

Boards & Commissions
Planning & Zoning Commission

Parks, Trails & Recreation Commission

Board of Adjustments & Appeals

Arts & Humanities Council

4

Page 35

GOVERNMENT PROFILE
Organizational Chart

Residents of Greenwood Village

Mayor & City Council
Planning
& Zoning
Commission

Parks, Trails &
Recreation
Commission

Board of
Adjustments &
Appeals

Arts &
Humanities
Council

Municipal Judge

Deputy City
Manager

City Manager's
Office
Community
Outreach
City Clerk's Office

Director of
Finance

Administration
Accounting
& Financial
Reporting

City Manager

City Attorney

Director of
Community
Development

Chief of Police

Director of Parks,
Trails &
Recreation

Director of Public
Works

Administration

Administration

Administration

Administration

Planning

Technical Support
Services

Recreation

Engineering

Cultural Arts

Operations

Parks Projects &
Streetscape
Management

Fleet
Management

Building

Patrol

Neighborhood
Services

Operations

Taxpayer
Services

Facilities

Special
Operations

Municipal Court
Services

Developed Parks

Park Amenities &
Special Projects

Human Resource
Services

Open Space &
Urban Forestry

Information
Technology

Small Engine
Equipment
Parks & Trails
Snow Removal

5

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GOVERNMENT PROFILE
Municipal Facilities

City Hall & Police Department
6060 South Quebec Street
Greenwood Village, Colorado 80111
303.773.0252

Maintenance Facility
10001 East Costilla Avenue
Greenwood Village, Colorado 80112
303.708.6100

Curtis Center for the Arts
2349 East Orchard Road
Greenwood Village, Colorado 80121
303.797.1779

6

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GOVERNMENT PROFILE
Organizational Purpose
The City of Greenwood Village is dedicated to making a positive difference in the lives of its citizens. As an outcomebased organization, our primary focus is on enhancing the quality of life for residents and delivering exceptional
customer service. We are guided by the principles of integrity, relationships, and ownership, which shape the
behavior and decision-making processes of our employees.
Our commitment to integrity ensures that we operate transparently and ethically in all our endeavors. Building strong
relationships with internal and external customers is paramount, as we believe collaboration and trust are the
foundations of a thriving community. Ownership encourages our employees to take responsibility for their actions
and decisions, fostering a sense of accountability and pride in their work.
These guiding principles are reflected in our approach to service delivery. We focus on activities that directly
contribute to achieving clearly defined outcomes, ensuring that every action aligns with our overarching goals. The
quality-of-life outcomes established by the City Council serve as the cornerstone for developing our annual
operating and capital improvement budget. These outcomes guide individual departments as they establish goals
and objectives that align with the community's overall vision and direction. By aligning our efforts with the City
Council's framework, we ensure that our initiatives are purposeful and impactful, ultimately contributing to the wellbeing and prosperity of Greenwood Village.

A Safe & Secure Village (Safe)
A community with little likelihood of harm or loss to people and property.
A Clean Village (Clean)
A community with well-maintained built and natural environments.
High Quality Village Appearance (Pretty)
A community that reflects high-quality aesthetics, design, and architecture.
Available Leisure and Learning Opportunities (Fun)
A community that provides opportunities for engaging in enjoyable recreation and learning activities.
High Quality Built and Natural Environments (Environment)
A community that mitigates impacts from the built environment and demonstrates responsible stewardship
of the natural environment.
A Well-Organized, Easily Traveled Village (Accessible)
A community with well-planned transportation systems that are consistent with community values.
A Sense of Community (Relationships)
A community with a shared sense of identity that provides opportunities for people to connect with others
who live, work, and play in the Village.
Organizational Excellence (Excellence)
An organization that provides excellent service through people, processes, and resources to ensure the
achievement of Village outcomes.

7

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GOVERNMENT PROFILE
Executive Summary
The primary purpose of the City’s budget and budgetary process is to develop, adopt, and implement a fiscally
sound and sustainable plan for achieving the established goals of the upcoming year while remaining consistent
with the community's long-term vision. The 2027 Annual Operating & Capital Improvement Budget focuses on 1)
maintaining existing levels of service, 2) reinvestment in the capital infrastructure of the community, and 3)
safeguarding the financial condition of the organization. The budget continues to maintain the high-quality services
that residents expect, provides for reinvestment in the community’s infrastructure, and does so without imposing
new taxes or incurring debt.
In 2027, the City is investing in improvements that make day-to-day services safer, more reliable, and easier for the
community to access. Public safety will benefit from upgraded emergency communications, more flexible on-scene
response vehicles, and focused speed-enforcement in key areas. The Municipal Court will complete its move to a
modern, cloud-based system that streamlines case processing and enhances the experience for community
members. Across City facilities and technology systems, new access-control infrastructure, scheduled power-backup
upgrades, improved internal collaboration platforms, and modern communication tools will help ensure services
remain secure, efficient, and uninterrupted. Finally, core field operations will improve through enhanced stormwater
system maintenance, targeted fleet and equipment upgrades, and new data-driven transportation analysis tools that
will help the City respond more quickly and accurately to neighborhood traffic concerns.
The City anticipates collecting approximately $72.6 million in revenues in 2027. Although taxes and collections, and
investment earnings are projected to remain strong, total revenues reflect a decrease of $606,185, or 0.8%,
compared to the prior year’s amended budget. This decline is primarily due to reductions in intergovernmental
agreements, grants, and contributions. In 2026, the City received several substantial grants and contributions in
support of various capital improvement projects. Although the City actively seeks external funding, such
opportunities are largely unknown during the annual budget process. Since grants and contributions are only
budgeted once they are reasonably certain, the lack of comparable funding in 2027 is the primary reason for the
anticipated decline in revenue.
An ongoing exposure facing the City is its dependency on sales and use tax revenues. More than 60% of the City’s
total revenue is attributable to sales and use tax collections, making the organization especially reliant upon, and
susceptible to patterns in consumer and commercial spending. Furthermore, as a regional employment center, the
City’s tax collections depend heavily on business spending, as well as that of the local workforce. In addition to local
economic data, the City utilizes several national consumer and development-based economic indexes to interpret
current and future trends, forecast revenues, and adopt financial strategies to maintain the financial condition and
outlook of the organization. The underlying revenue assumptions in the 2027 budget are intended to be
conservative, yet realistic, given the materiality of sales and use tax revenues to the City and their inherent sensitivity
to consumer and commercial spending.
The City of Greenwood Village is a mature community, primarily surrounded by other jurisdictions with relatively
limited area available for new development. It is because of this that development-related revenues are often
inconsistent from one fiscal year to the next. As such, the City does not use development-related collections to
support the ongoing operating costs of the organization, but instead, allocates such revenues for the purpose of
supporting the capital improvement program.
As previously stated, one of the key objectives of the 2027 budget is maintaining current service levels. Forecasted
city-wide expenditures of $72.4 million are 18.9% below those of the prior year’s amended budget. This reduction
reflects higher operating costs, which are more than offset by a $20.6 million decrease in capital improvement
projects. In accordance with the City’s Charter, appropriations related to capital improvement projects do not expire
at the end of the fiscal year, resulting in a “carry over” of appropriations from one year to the next. While such practice
supports the cash funding of projects, it also artificially inflates the prior year’s budget appropriation (i.e., unspent
2025 capital improvement funds carried into 2026 create the appearance of a significant budget reduction in 2027).
Omitting the capital improvement projects from the comparison results in a $3.7 million, or 6.7%, increase in

8

Page 39

GOVERNMENT PROFILE
operating costs, reflecting the continued challenges of the employment market, as well as several one-time
initiatives.
The 2027 budget builds on the City’s commitment to delivering high-quality services and attracting and retaining
top talent. This includes funding for competitive compensation and benefits within the market. The costs associated
with personnel represent 63.4% of the City’s operating budget, or 52.3% of the total budget. In 2022, the City
conducted a comprehensive review of its compensation philosophy, leading to significant changes in the general
employee pay plan. The 2027 budget includes market adjustments to the pay plans, a performance increase for
general employees, and step increases for sworn and 911 personnel. Overall, costs associated with personnel are
projected to increase by approximately $2.4 million or 6.9% over the prior year.
The City recognizes that to continue providing the high-quality services the community expects, the organization
must continue efforts to foster a healthy and attractive commercial environment. The 2027 budget supports ongoing
efforts to engage in cooperative civic partnerships, playing an active role in attracting, retaining, and expanding the
local business community. More specifically, the organization will continue to engage the local business community
through various business retention and expansion programs, maintain participation in site selection efforts with
regional partners, and actively market the community to potential commercial enterprises using branded materials.
Maintaining the public infrastructure and assets is a core responsibility of the City and essential to effective service
delivery. Streets, sidewalks, parks, trails, and open spaces of the highest quality are a significant part of what makes
the community such an exceptional place to live and work. The 2027 budget supports ongoing reinvestment in
public infrastructure and includes $12.7 million in capital improvement projects, representing approximately 17.5%
of the city-wide expenditure budget.
Infrastructure demands are driven by residents, as well as the City’s considerable workforce population.
Approximately 2,900 businesses operate within the City, offering a wide variety of goods and services. The City is
home to three major business parks, which attract a large workforce, resulting in a weekday population of
approximately 45,000 individuals, making the City one of the largest employment centers in the region. It should
therefore come as no surprise that regional transportation is of great importance to the community. Although most
of the growth is projected to occur beyond the community's boundaries, this growth will undoubtedly impact the
City’s local transportation system. The 2027 budget continues to prioritize transportation, allocating $9.0 million for
street and transportation infrastructure improvements.
Greenwood Village’s parks, trails, and open spaces are a substantial part of what makes the community such a special
place to live and visit. Encompassing more than 280 acres of developed parks and 186 acres of open space, these
areas are unique in landscape, including a mix of urban and rural lands that provide a wide range of recreational
opportunities through a variety of facilities. The 2027 budget includes planned improvements of $2.3 million to the
City’s parks and recreation infrastructure, including the replacement of playground equipment at Sundance Hills,
landscaping improvements at multiple parks, streetscape work, Orchard undercrossing repairs and the addition of
restrooms at Arapahoe Station.
By maintaining appropriate fund balances in each of its funds, the City can adapt to changing market conditions,
capitalize on unforeseen opportunities, and maintain adequate cash reserves, given the cyclical nature of the local
economy. In 2027, revenues and other financing sources exceed expenditures and other uses by $308,585,
increasing the fund balance by approximately 0.5%. As designed, the 2027 budget allocates previously
accumulated funds specifically to support ongoing capital improvement.
The 2027 budget provides for all externally enforceable restrictions, as well as a 25% Operating Reserve Assignment,
an Open Space Acquisition Assignment, and lastly, a Traffic Safety Assignment. The 25% Operating Reserve
Assignment is established at an amount equal to 25% of the General Fund's operating expenditures and serves to
shore up reserves and assist in meeting the organization's cash flow needs. Conversely, the Open Space Acquisition
Assignment, as well as the Traffic Safety Assignment, operate more as a savings account to accumulate reserves for
future expenditures and/or specific purposes.

9

Page 40

COMMUNITY PROFILE
History
The area surrounding the City of Greenwood Village boasts a rich
heritage, marked by early settlers, prospecting, farming, and ranching.
Although the first pioneers began to arrive in the region in the early
1800s, it was not until fifty years later that the discovery of gold
brought about profound changes to the area, giving rise to several
small communities.
During the early 1900s, the area continued to thrive as prospecting
gave way to agriculture. Orchards of cherry, apple, apricot, plum, and
pear trees flourished in the area until 1933, when the Castlewood Dam
burst, effectively drying up the source of irrigation. While dairy farming
and ranching remained widespread, by the 1940s, the region had
attracted several suburbanites, along with seasonal residents from Denver, who sought to escape to the rural
countryside. As the area’s popularity increased, so did concerns that ongoing
development from Denver would threaten the pastoral lifestyle enjoyed by
residents. In response, the City of Greenwood Village officially incorporated as a
statutory city on September 8, 1950.
Whereas farming and ranching characterized the area during the first half of the
century, by the late 1960s, the community had transformed into a predominantly
residential area. However, the absence of a revenue-generating commercial tax base
made it difficult to provide the most basic municipal services. Therefore, Greenwood
Village embarked on a twenty-year period of annexation and growth, incorporating
several emerging, yet lucrative, business parks and commercial areas, including the
Denver Technological Center and Greenwood Plaza business parks. As the city's
population increased, so did the desire for enhanced local control, resulting in the
adoption of a city charter on July 30, 1968, transforming the community into a selfgoverning Colorado Home Rule Municipality.

Location
The City of Greenwood Village is a mature community
situated in Arapahoe County, 9 miles south of
downtown Denver, Colorado, and surrounded by other
jurisdictions. The City occupies 8.3 square miles and,
according to the US Census Bureau, is home to an
estimated 15,691 residents.

Climate
At 5,422 feet above sea level, the area is considered
semi-arid, characterized by very low humidity and
relatively little precipitation. The area is known for its
abundant sunshine, averaging over 275 sunny days per
year. During the summer, it is common to have
temperatures exceeding 90°; however, days with
temperatures
reaching
100°
are
unusual.
Thunderstorms are common during the growing
season, from April to September, and account for
approximately 75% of the annual precipitation in the
area. Winters are normally mild; however, snowstorms
measured in feet do occur on occasion.

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COMMUNITY PROFILE
Transportation
As a major employment center, regional transportation is significant to the community. I-25 bisects the City in a
north-south direction and serves as the area’s primary arterial along the foothills. Additionally, I-225, located just to
the north, and the C-470/E-470 beltway, situated three miles south
of the City, provide convenient access to the metropolitan area's
east and west portions. The Regional Transportation District (RTD)
offers rapid transit services to the area, including three park-nride/light rail stations located within the City of Greenwood Village.
For more information, please visit www.rtd-denver.com.
The commercial centers within the City of Greenwood Village
attract numerous business travelers from all over the world. Located
less than one hour northeast of Greenwood Village, Denver
International Airport (DEN) is the tenth busiest airport in the world
and the fourth busiest airport in the United States, with over 82
million passengers annually. Additionally, Centennial Airport, which was developed in the 1960s specifically to serve
the Denver Technological Center, is located just south of the City and has become one of the busiest general aviation
facilities in the country, catering to smaller, private, non-commercial aircraft and charter flights. For more information
regarding flights or services, please visit www.flydenver.com or www.centennialairport.com.

Parks & Recreation
Greenwood Village’s parks, trails, and open spaces are a significant part of what makes the community such a special
place to live and visit. Encompassing more than 280 acres of developed parks and 186 acres of open space, these
areas are unique in landscape, including a mix of urban and rural lands that provide a wide range of recreational
opportunities via a variety of facilities including equestrian parks, soccer, baseball, and softball fields, basketball and
tennis courts, a skate park, disc golf course, mountain bike
course, and numerous playgrounds and pavilions. Additionally,
approximately 47 miles of trails wind through the community,
offering suitable terrain for walking, running, bicycling, and
horseback riding. These trails connect and provide access to local
parks, schools, neighborhoods, and several regional trail
systems.

Education
The City of Greenwood Village is served by two school districts,
both of which consistently outperform state and national
averages in student achievement. The Cherry Creek School
District (CCSD) is the fourth-largest school district in the state, serving over 52,000 students residing in eight
municipalities. Additionally, the Littleton Public School District (LPSD), which has been ranked as one of the highest
academically achieving school districts in the metropolitan area, serves approximately 13,000 students throughout
the district. For additional information, please visit www.cherrycreekschools.org and www.littletonpublicschools.net.

Housing
Greenwood Village’s residential communities offer a diverse range of options, including urban lofts and
condominiums, single-family homes, and multi-acre estates. The community’s neighborhoods, conveniently located
near business parks, restaurants, entertainment, and shopping, combined with the preservation of rural elements,
have created a desirable living environment. There are an estimated 6,922 housing units within the City of
Greenwood Village, most of which are detached single-family homes. The percentage of owner-occupied and
renter-occupied housing units is 64% and 36%, respectively. The City’s median home value is one of the highest in
the region at $1,237,800, and a median monthly rent of $2,123.

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COMMUNITY PROFILE

Income & Employment
The community boasts a highly educated workforce, with 78.6% of individuals over the age of 25 having obtained a
bachelor’s degree or higher. Income levels in this jurisdiction exceed those of most other areas in the metropolitan
area, with a median household income of $149,029 and a per capita income of $116,127. Approximately 3.1% of
the population reported incomes below the poverty level. The following chart provides additional information
regarding local resident employment by industry:
Local Employment by Industry
Education & Health
Services
19%

Professional, Scientific & Technical
Services
21%

Other
20%
Construction & Manufacturing
11%

Finance & Real Estate
20%

Retail & Wholesale Trade
9%

According to the Colorado Department of Labor and Employment, as of July 2026, Colorado's seasonally adjusted
unemployment rate remains the same from the prior year at 3.9%, which is below the national average of 4.1%.
Unemployment within Arapahoe County increased slightly by
0.2% from the previous year to 4.1%. Employment
opportunities continue to be predominantly found within the
industries of professional and business services; trade,
transportation, and utilities; government; education and health
services; and leisure and hospitality.

Major Employers
Approximately 2,900 businesses operate within the City,
offering a diverse range of goods and services. The City is home
to three major business parks, namely, the Village Center at
Arapahoe Station, the Denver Technological Center, and
Greenwood Plaza. The business parks attract a large workforce,
resulting in a weekday population of more than 45,000 individuals, making the City one of the largest employment
centers in the region. The considerable commercial presence significantly enhances the local economy and, in turn,
the financial resources of the organization. Major employers located within the City of Greenwood Village include:
Commercial/Office
Charter Communications
Fidelity Brokerage Services
Empower Retirement
Cobank
York Space Systems

Retail/Restaurant
King Soopers
Starbucks
Home Depot
Eddie V’s
Pappadeaux

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Government/Education/Health Services
Cherry Creek School District
Air Methods LLC
Brookdale Employee Services
City of Greenwood Village
Hearing Care Solutions

ECONOMIC INDICATORS
Overview
Historically, more than 65% of the City’s total revenue has been directly attributable to sales and use tax collections,
making it especially reliant upon, and vulnerable to, patterns in both consumer and commercial spending and
development. In addition to local economic data, the City utilizes several national consumer and developmentbased economic indexes to interpret current and future trends, forecast revenues, and adopt financial strategies to
maintain the organization's financial condition and outlook. Those indices most often used by the City are presented
below:

Consumer Price Index
The Consumer Price Index (CPI) measures the average change in prices over time for a fixed basket of goods and
services (i.e., inflation). The Consumer Price Index for the Denver-Aurora-Lakewood area increased 3.9% over the 12
months ending July 2026. The rate of inflation of the CPI for the Denver-Aurora-Lakewood area is presented in the
chart below:
Consumer Price Index
9.00%
8.00%
7.00%
6.00%
5.00%
4.00%
3.00%
2.00%
1.00%
0.00%
2016

2017

2018

2019

2020

2021

2022

2023

2024

2025

2026

Purchasing Managers Index
The Purchasing Managers' Index (PMI) was established in 1948 to measure the health and direction of the
manufacturing and services sectors based on surveys of purchasing managers. A PMI above 50 indicates expansion,
while a reading below 50 indicates contraction. The index provides an early indication of economic activity and
business conditions. In July 2026, the PMI experienced a four year high of 55.6. The following chart illustrates the
changes in the PMI during the past twelve months:
Purchasing Managers Index
58.0
56.0
54.0
52.0
50.0
48.0
46.0
44.0
Aug
2025

Sep

Oct

Nov

Dec

Jan
2026

13

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Feb

Mar

Apr

May

Jun

Jul

ECONOMIC INDICATORS
Consumer Sentiment Index
The Consumer Sentiment Index (CSI) was established in 1952 to measure consumers' degree of optimism regarding
the economy. Each monthly survey contains approximately 50 core questions, each of which tracks a different aspect
of consumer attitudes and expectations. A reading of at least 90.0 indicates a healthy economic outlook. Consumer
sentiment in the United States averaged 84.96 points from 1952 through 2025. In February of 2026, the CSI
increased to 56.6, the highest this year. After a decline in May of 2026 to 44.8 it modestly increased in July to 55.2
points. The chart below illustrates the changes in consumer sentiment during the past twelve months.
United States Consumer Sentiment Index
70.0
60.0
50.0
40.0
30.0
20.0
10.0
Aug
2025

Sep

Oct

Nov

Dec

Jan
2026

Feb

Mar

Apr

May

Jun

Jul

Retail Sales Year-Over-Year
The year-over-year change in retail sales compares the aggregated sales of retail goods and services for a specific
month to the same month in the previous year. Retail sales in the United States averaged 4.8% from 1993 to 2025,
reaching an all-time high of 51.8% in April 2021 and a record low of -19.7% in April 2020. Retail sales increased 7.3%
in May of 2026 over the same month in the previous year, primarily due to inflation. Retail sales increased more
moderately by 5.0% in July of 2026 over the same month in the previous year.
United States Retail Sales Year-Over-Year
8.0
7.0
6.0
5.0
4.0
3.0
2.0
1.0
Aug
2025

Sep

Oct

Nov

Dec

Jan
2026

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Feb

Mar

Apr

May

Jun

Jul

BUDGET PROCESS
Overview
The City of Greenwood Village’s fiscal year begins on January 1st and ends on December 31st of each year. Although
the City legally appropriates its budget annually, the process includes discussions of multi-year financial planning,
such as the City’s Comprehensive Plan, Transportation Plan, Master Regional Drainage Plan, individual Park
Development Master Plans, and Capital Improvement Plan. Such plans assess the City of Greenwood Village’s short
and long-term infrastructure needs and strategic priorities. Where appropriate, the recommendations and initiatives
provided in these plans have been incorporated into the planning and development of the annual budget. Capital
project expenditures for the upcoming year are directly associated with the City’s Capital Improvement Plan.
The budget, as prepared by the City Manager and submitted to the City Council by the Mayor, shall provide a
comprehensive financial plan for all City funds and activities for the upcoming fiscal year. Departments prepare
budgets via a line-item method, providing detailed documentation for revenues and expenditures. To present a
balanced budget, the City Manager works closely with each department to coordinate funding levels. In accordance
with the Home Rule Charter, the City Manager must present a balanced budget, for which proposed expenditures
do not exceed available resources, no later than October 15 th, which is subsequently followed by a public hearing
on or before November 1st. At any time after the public hearing, the City Council may adopt the budget with or
without amendments. If City Council fails to adopt the budget before December 31st, the amounts appropriated for
the previous fiscal year shall be deemed adopted for the ensuing fiscal year on a month-to-month basis.

Budget Cycle
Establishment of
Goals/Objectives
Process
Refinement &
Training

Distribution of
the Adopted
Budget

City Council
Adoption of the
Annual Budget

Development of
Revenue
Forecasts

Public Hearing
(Citizen Input)

Departmental
Expenditure
Requests

City Council
Budget
Workshop

Executive Review
& Refinement
Distribution of
the Proposed
Budget

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BUDGET PROCESS
Budget Calendar
January 30, 2026

File Adopted Budget with the Colorado Division of Local Governments (C.R.S. 29-1-113(1))

May 29

Budget Package Request Period Opened

June 1

Public Hearing – Capital Improvement Program

June 15

Budget Submission Period Opened – System User Access Granted

June 26

Submit Budget Package & Capital Improvement Project Request to City Manager’s Office

June 30

Executive Management Team Budget Package & Capital Improvement Projects Discussion

July 10

Mayor & City Manager Budget Package & Capital Improvement Project Discussion/Approval

July 24

City Council District Capital Improvement Project Discussions

July 24

Establish Preliminary Revenue & Personnel Forecasts

July 24

Budget Submission Period Closed – System User Access Terminated

July 27

Distribution of Preliminary Budget & Capital Improvement Program Reports

July 31

City Manager Review & Discussion of Preliminary Budget & Capital Improvement Program

August 3

Budget Revision Period Opened – System User Access Granted

August 7

Budget Revision Period Closed – System User Access Terminated

August 17

Presentation of the Proposed Employee Compensation & Benefits to City Council

August 17

Presentation of the Proposed Capital Improvement Program to City Council

August 24

Received Preliminary Assessed Valuation from the County Assessor (C.R.S. 39-5-121(2)(b))

September 4

Departmental Budget Narratives & Performance Measures Due to Finance Department

September 9

Submission of the Proposed Budget Document to the Mayor & Executive Management Team

September 15

Mayor’s Review & Discussion of the Proposed Budget

September 18

Submission of the Proposed Budget to the City Council (H.R.C. 11.02)

September 28

City Council Budget Workshop

October 19

Public Hearing & First Reading – Adoption of the Proposed Budget & Mill Levy (H.R.C. 11.06)

November 2

Second Reading – Adoption of the Proposed Budget & Mill Levy (H.R.C. 11.07 & 11.08)

December 10

Receive Final Assessed Valuation from the County Assessor (C.R.S. 39-1-111(5))

December 15

Submit Certification of the Annual Mill Levy to the County Assessor (C.R.S. 39-5-128(1))

December 31

Printing & Publication of the Annual Operating & Capital Improvement Budget

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BUDGET PROCESS
Budgetary Control
All organizational expenditures are subject to appropriation by the governing board. Expenditure appropriations
are made annually and, except for capital expenditures, lapse at the end of the fiscal year. Appropriations for capital
expenditures continue in force until expended, revised, abandoned, or repealed. City Council's adoption of the
budget establishes appropriations at both the fund and department levels. Once appropriated, the Finance
Department monitors and reports on the organization's financial activity and condition. The City uses financial
software, policies, and procedures to maintain adequate control over public resources. Each department is
responsible for controlling expenditures within authorized appropriations; however, City Council retains ultimate
budgetary responsibility. As allowed by the City’s Charter, requests for supplemental, emergency, or reduction
appropriations to the budget shall be issued in a public notice and subject to the approval of City Council through
enactment of an ordinance.

Basis of Accounting vs. Basis of Budgeting
Basis of Accounting refers to the specific time at which revenues and expenditures are recognized in the accounts
and reported in the financial statements. The basis of accounting used often depends on the purpose for which the
fund has been established. Proprietary and fiduciary funds utilize the accrual basis of accounting, while all other
funds utilize the modified accrual basis. Under the accrual basis of accounting, revenues are recognized when
earned, and expenses are recognized when a liability is incurred, regardless of the timing of related cash flows.
However, under the modified accrual basis of accounting, revenues are recognized when they become both
measurable and available. Revenues are considered available when they are collected within the current year or
soon enough thereafter to pay current-year liabilities. Expenditures are generally recorded when a liability is
incurred. However, debt service expenditures and compensated absences are recorded only when payment is due.
Basis of Budgeting refers to the methodology used to include revenues and expenditures in the budget. The City’s
basis of budgeting mirrors the basis of accounting used to prepare its fund financial statements: the modified accrual
basis of accounting. Thus, capital costs, debt, and lease payments are recorded as expenditures in the year in which
they occur. Furthermore, depreciation and amortization costs are not included in the budget because they are noncash transactions.

Fund Structure
The organization's activities are organized into separate funds to account for specific operations, programs, and/or
functions. Each fund is considered a separate accounting entity and therefore maintains an independent, selfbalancing ledger subject to appropriation. The three basic fund categories are Governmental, Proprietary, and
Fiduciary; within each fund category, there are additional fund types. A description of the fund categories, types,
and those employed by the City is included below:

Governmental Funds
The General Fund is the City’s primary operating fund and accounts for resources associated with general
government operations that are not required by law or sound financial management to be accounted for in another
fund. General Fund activities include general administration, community development, police, parks, and public
works.
Special Revenue Funds account for the proceeds of specific revenue sources that are legally restricted to support
specified purposes. The City of Greenwood Village does not currently report a Special Revenue Fund.

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BUDGET PROCESS
Capital Project Funds account for financial resources used to acquire, improve, or construct major capital assets,
excluding those financed through proprietary funds. The Capital Projects Fund records various restricted and nonrestricted sources in support of the City’s Capital Improvement Program, as presented later in this document.
Debt Service Funds account for the accumulation of resources for and the payment of general long-term debt
principal, interest, and related costs. The City of Greenwood Village is currently debt-free, except for leases and
subscription-based information technology arrangements, and therefore does not report a Debt Service Fund.

Proprietary Funds
Enterprise Funds account for operations like private business enterprises, in which the governing body intends to
finance or recover the costs of providing these services on a continuing basis, primarily through user charges. The
City of Greenwood Village does not currently report an Enterprise Fund.
Internal Service Funds account for goods and/or services provided by one department to other departments within
the City or to other government units on a reimbursement basis. The City of Greenwood Village does not currently
report an Internal Service Fund.

Fiduciary Funds
Trust and Custodial Funds account for resources that the City holds as a trustee or agent for another organizational
unit and, as such, do not have spending authority. The City of Greenwood Village does not currently report a
Fiduciary Fund.

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Page 49

REVENUE ASSESSMENT
Overview
To simplify financial reporting, the City of Greenwood Village has organized its revenues into seven categories: Taxes
& Special Assessments, Intergovernmental, Licenses & Permits, Charges & Fees, Fines & Forfeitures, Investment
Earnings, and Miscellaneous Revenue. The following table and chart illustrate the City’s total revenue for all funds,
not including other sources or uses:
2025
Audited
Actuals
Revenue
Taxes & Assessments
Intergovernmental
Licenses & Permits
Charges & Fees
Fines & Forfeitures
Investment Earnings
Miscellaneous Revenue
Total Revenue

$

56,879,522
3,198,424
1,369,925
2,998,710
1,613,073
2,924,892
472,122
69,456,668

2026
Amended
Budget
$

56,733,000
7,481,927
1,402,000
3,190,737
1,500,000
2,165,000
734,759
73,207,423

2027
Annual
Budget
$

58,937,070
5,400,168
1,391,000
3,180,000
1,350,000
2,165,000
178,000
72,601,238

%
Change
3.88%
-27.82%
-0.78%
-0.34%
-10.00%
0.00%
-75.77%
-0.83%

Total Revenue by Category

Intergovernmental
8%
Licenses & Permits
2%

Taxes & Assessments
81%

Charges & Fees
4%
Fines & Forfeitures
2%
Investment Earnings
3%
Miscellaneous Revenue
0%

As shown in the table above, the City anticipates collecting approximately $72.6 million in revenues in 2027. Total
revenues reflect a decrease of $606,185, or 0.8%, compared to the prior year’s amended budget. The decline is
driven primarily by lower intergovernmental revenues, including the absence of comparable capital-related grants
and agreements from 2026, as well as lower miscellaneous and fine revenues. These decreases are partially offset
by higher tax collections. In 2026, the City received several substantial grants and contributions in support of various
capital improvement projects. Although the City actively seeks external funding, such opportunities are largely
unknown during the annual budget process. Because the City budgets grants and contributions only once they are
reasonably certain, the lack of comparable funding in 2027 is the primary reason for the anticipated revenue decline.
The following sections present additional details on trends and forecasting methods for the City’s significant funding
sources, including the impacts of the current and anticipated economic environment.

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REVENUE ASSESSMENT
Taxes & Special Assessments
Taxes and special assessments represent the City's largest revenue category, accounting for 81.2% of the 2027
anticipated revenue. The category consists of property, specific ownership, sales, use, lodging, and occupational
privilege taxes. Due to the material nature of these sources, each is discussed in more detail below.

Property Tax
Property taxes are generated via a mill levy on the assessed real and personal property located within the City. The
city-wide mill levy consists of 2.932 mills used to support the general operating activities of the City. In 2027, property
tax collections are expected to total $4.1 million, making up approximately 5.7% of the City’s total revenue. This
represents a 4.1% decrease from the prior year’s amended budget, due to anticipated decreases in the city-wide
valuation and changes in the state-imposed assessment rates.
The County Assessor is responsible for identifying, classifying, and valuing all property in the County. The Assessor’s
goal is to establish accurate values of all property located within the County, which in turn ensures that the tax burden
is distributed fairly and equitably among all property owners. Real property is revalued every odd-numbered year,
while personal property is revalued every year. The table below shows the current and historical assessed valuation
of all real and personal property located within the City.
Assessed
%
Year
Valuation
Change
2023
1,375,884,188
-1.21%
2024
1,542,442,925
12.11%
2025
1,528,107,126
-0.93%
2026
1,437,407,477
-5.94%
2027*
1,404,808,346
-2.27%
*Represents preliminary assessed valuation

While property tax has historically remained one of the City’s more stable revenue sources, it is also one of the most
regulated under State Statute. To calculate property taxes, a property’s actual value is multiplied by an assessment
rate to determine its assessed value. The assessed value is then multiplied by applicable local mill levies to determine
the amount of property tax due. The City’s mill levy rate of 2.932 mills is one of the lowest in the Denver Metro,
generating approximately $185 per $1,000,000 in residential appraised value, and accounts for less than 4% of the
total annual property tax payment. The following chart illustrates the property tax trends and forecasts:
Property Tax
(in millions)
$6.0
$5.0
$4.0

2026 Year-End Estimate
$4.20 Million

$3.0
$2.0
$1.0
Property Tax
(in millions)

2023
Actuals

2024
Actuals

2025
Actuals

2026
Budget

2027
Budget

4.04

4.62

4.40

4.28

4.10

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REVENUE ASSESSMENT
Sales Tax
The City of Greenwood Village levies a 3.0% sales tax upon all sales, purchases, and leases of tangible personal
property and taxable services. Sales tax is not imposed on the purchase of food for home consumption. Sales tax
collections are projected to total approximately $43.9 million, representing 60.4% of total annual revenue, making
the City especially reliant on, and susceptible to, patterns in consumer and commercial spending. The following
table shows the combined local sales tax rates by jurisdiction:
Taxing Authority
City of Greenwood Village
State of Colorado
Arapahoe County Open Spaces
Regional Transportation District
Scientific Cultural Facilities District
Total:

Tax Rate
3.00%
2.90%
0.25%
1.00%
0.10%
7.25%

As a home-rule municipality, the City of Greenwood Village closely monitors sales tax collections through a selfcollection and audit program. Sales tax forecasts are based on a detailed analysis of historical trends, an evaluation
of local and national economic indicators, and anticipated changes in the local commercial/consumer environment.
The following chart illustrates the sales tax trends and forecasts:
Sales Tax
(in millions)
$46.0
$44.0
$42.0
$40.0
$38.0
$36.0
$34.0
$32.0
$30.0
Sales Tax
(in millions)

2026 Year-End Estimate
$42.80 Million

2023
Actuals

2024
Actuals

2025
Actuals

2026
Budget

2027
Budget

37.15

39.79

41.06

41.50

43.87

As evident in the chart above, 2026 sales tax collections are expected to exceed initial forecasts by 3.1%. This
variance reflects the City’s conservative forecasting approach during the prior year in response to the unexpected
slowdown in collections driven by a softening consumer economy and declining inflation. Given recent activity and
the current level of uncertainty about the economy's future, the organization has elected to remain cautious when
forecasting next year’s revenue collections. As a result, 2027 sales tax collections are forecasted to increase a modest
2.5% over those of the revised prior year estimates.

Use Tax
In addition to sales tax, the City imposes a 3.0% use tax on tangible personal property purchased or leased outside
the City but stored, used, or consumed within its boundaries. Use tax complements sales tax by eliminating any tax
advantage that out-of-jurisdiction retailers may have.
Use tax is subdivided into two classifications: general use tax and building materials use tax. The building materials
use tax applies when performing construction work that requires a building permit. The tax is estimated and paid
before the building permit is issued. The estimated tax due is 3.0% of 60.0% of the total construction cost. The first
$3,500 of building materials is exempt from use tax.

21

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REVENUE ASSESSMENT
In 2027, general use tax and building materials use tax collections are forecasted at $4.3 million and $2.2 million,
respectively. Overall, use tax collections account for $6.5 million or roughly 8.9% of the City’s total revenue. Tax
collections are often erratic because they depend on unpredictable commercial and development-related
spending. Use tax projections are based on historical trends, staff discussions with local developers, and a weighted
probability analysis. The following chart reports the use tax trends and forecasts:
Use Tax
(in millions)
2026 Year-End Estimate
$6.50 Million

$7.0
$6.0
$5.0
$4.0
$3.0
$2.0
Use Tax
(in millions)

2023
Actuals

2024
Actuals

2025
Actuals

2026
Budget

2027
Budget

6.51

6.61

6.16

6.28

6.45

As shown in the chart above, the City expects 2026 collections to exceed the amended budget by approximately
3.5%, driven by continued commercial investment in technology and the City’s conservative forecasting approach.
Because development and commercial spending are irregular, the City will maintain this cautious methodology for
2027, with use tax collections projected to be 0.8% below the revised prior-year estimate.

Lodging Tax
A 3.0% lodging tax is assessed on all lodging services provided within the City. Lodging tax collections are
forecasted at $1.45 million or 2.0% of the organization’s total revenue. Lodging tax revenue projections are based
on an analysis of historical trends, an evaluation of local and national economic indicators, and anticipated changes
to the local lodging environment. The following chart provides lodging tax collection trends and forecasts:
Lodging Tax
(in millions)
$1.7
$1.5
2026 Year-End Estimate
$1.28 Million

$1.3
$1.1
$0.9
$0.7
$0.5
Lodging Tax
(in millions)

2023
Actuals

2024
Actuals

2025
Actuals

2026
Budget

2027
Budget

1.47

1.38

1.25

1.50

1.45

As shown in the chart above, the City expects 2026 collections to fall short of initial forecasts by $220,000, or 14.7%,
reflecting a continued slowdown in leisure and corporate travel within the area over the past several years. However,
with the anticipated opening of a new lodging establishment in 2026, projected lodging tax collections are expected
to rebound to levels similar to the prior year’s amended budget.

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REVENUE ASSESSMENT
Occupational Privilege Tax
The City levies an occupational privilege tax on all employees who perform services within the City. In each month
where an employee earns at least $250, both the employee and employer are assessed a $2.00 tax. The City collects
and accounts for the occupational privilege tax in the Capital Projects Fund, as the resources are restricted for
rehabilitating and/or improving the community’s infrastructure. Occupational privilege tax projections account for
$1.8 million, or 2.5% of the City’s total revenue. Based on current collection rates, the City anticipates 2026
collections to fall short of initial projections by $50,000 or 2.7%. Given that no significant changes are expected in
the workforce population for the upcoming year, the 2027 forecast remains consistent with the prior year-end
estimate. The following chart represents the historical collection trends and forecasts for the occupational privilege
tax:
Occupational Privilege Tax
(in millions)
$2.0
$1.8
2026 Year-End Estimate
$1.80 Million

$1.6
$1.4
$1.2
$1.0
Occupational Privilege Tax
(in millions)

2023
Actuals

2024
Actuals

2025
Actuals

2026
Budget

2027
Budget

1.86

1.87

1.79

1.85

1.80

Intergovernmental
The intergovernmental revenue category represents approximately 7.4% of total revenues. The category comprises
revenues collected on behalf of the City by other governments. Revenues in this category include grants and
proceeds received from other government agencies. To remain conservative, the City does not forecast the receipt
of grant and/or intergovernmental agreement resources until they are reasonably certain. Instead, the City will
amend the budget through the supplemental appropriation process as needed, should these resources become
available. The following chart represents the historical collection trends and forecasts for intergovernmental
revenues:
Intergovernmental
(in millions)
$8.0
$7.0
$6.0
$5.0
$4.0
$3.0
$2.0
$1.0
$0.0
Intergovernmental
(in millions)

2026 Year-End Estimate
$7.42 Million

2023
Actuals

2024
Actuals

2025
Actuals

2026
Budget

2027
Budget

3.57

3.74

3.20

7.48

5.40

23

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REVENUE ASSESSMENT
Licenses & Permits
The City issues various licenses and permits that grant holders specific use privileges. The fees, which account for
approximately 1.9% of the 2027 budgeted revenues, are intended to offset the administration costs associated with
those activities. Currently, the City issues and collects fees for business and liquor licenses, as well as building permits
and park use. Revenues within the licenses and permits category are expected to remain relatively flat, with a
projected decrease of roughly 0.78% compared to the prior year’s amended budget. Historical collection trends,
staff discussions with local developers, and a weighted probability analysis support these forecasts. The following
chart illustrates the historical licenses and permits trends and forecasts:
Licenses & Permits
(in millions)
$2.0
$1.8
$1.6
$1.4
2026 Year-End Estimate
$1.40 Million

$1.2
$1.0
Licenses & Permits
(in millions)

2023
Actuals

2024
Actuals

2025
Actuals

2026
Budget

2027
Budget

1.30

1.41

1.37

1.40

1.39

Charges & Fees
Charges and fees are intended to offset costs associated with specific goods and services provided to identifiable
recipients. The revenue category represents approximately 4.4% of the organization’s revenue. Examples of user
charges include franchise fees, review fees, recreation participant fees, off-duty police officer charges, and the sale
of miscellaneous goods and services. Revenues in the charges and fees category are projected to remain essentially
flat, decreasing by just 0.34% from the prior year’s amended budget. Collection forecasts are supported by
assumptions about continued customer demand for fee-related goods and/or services, as well as any changes to
fee structures.
Charges & Fees
(in millions)
$3.5
$3.4
$3.3
$3.2
$3.1
$3.0
$2.9
$2.8
$2.7
Charges & Fees
(in millions)

2026 Year-End Estimate
$3.12 Million

2023
Actuals

2024
Actuals

2025
Actuals

2026
Budget

2027
Budget

3.01

3.12

3.12

3.19

3.18

24

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REVENUE ASSESSMENT
Fines & Forfeitures
Fines and forfeitures comprise approximately 1.9% of the City’s total revenue and include court fees and fines
imposed by the Municipal Judge. Funds received are punitive in nature and result from minor crimes, code
violations, or the settlement of claims. Fine and forfeiture revenue collections are expected to decrease
approximately 10.0% when compared to the prior year’s amended budget. The decrease is primarily attributable to
a decline in photo red light fine collections. The following chart illustrates the historical fines and forfeiture trends
and forecasts:
Fines & Forfeitures
(in millions)
$2.0
$1.8
2026 Year-End Estimate
$1.49 Million

$1.6
$1.4
$1.2
$1.0
Fines & Forfeitures
(in millions)

2023
Actuals

2024
Actuals

2025
Actuals

2026
Budget

2027
Budget

1.33

1.49

1.61

1.50

1.35

Investment Earnings
The City of Greenwood Village invests in a combination of fixed income securities, local government investment
pools, collateralized time deposits, and money market accounts. In 2022, the City engaged an investment advisor to
help manage the organization’s portfolio and implemented cash management practices to optimize idle cash
reserves. Those efforts, coupled with rising interest rates, resulted in substantial increases in investment earnings.
Current-year collections are expected to align with initial forecasts; however, interest rates are expected to decline
in the future. Investment earnings account for approximately 3.0% of the organization’s income.
Investment Earnings
(in millions)
$3.5
$3.0
$2.5
$2.0
$1.5
$1.0
$0.5
$0.0
Investment Earnings
(in millions)

2026 Year-End Estimate
$2.18 Million

2023
Actuals

2024
Actuals

2025
Actuals

2026
Budget

2027
Budget

2.31

2.67

2.92

2.17

2.17

25

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REVENUE ASSESSMENT
Miscellaneous Revenue
Miscellaneous revenue captures items that do not fit within the major revenue classes, such as irregular
reimbursements, one‑time private contributions, and other unforeseen collections that cannot be reliably forecast.
Because these revenues are highly variable and often dependent on external circumstances or voluntary support,
they are generally budgeted only when receipt is reasonably anticipated. As a result, miscellaneous revenue
comprises a modest share of total City revenues, accounting for approximately 0.3% of overall collections.
Miscellaneous Revenue
(in thousands)
$800.0
$700.0
$600.0
$500.0
$400.0
$300.0
$200.0
$100.0
$0.0
Miscellaneous Revenue
(in thousands)

2026 Year-End Estimate
$152.2 Thousand

2023
Actuals

2024
Actuals

2025
Actuals

2026
Budget

2027
Budget

175.99

321.53

472.12

734.76

178.00

26

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EXPENDITURE ASSESSMENT
Overview
To simplify financial reporting, the City of Greenwood Village has organized its expenditures into six categories:
Personnel, Purchased Services, Supplies/Non-Capital Equipment, Capital Outlay, Debt Service, and Miscellaneous
Expenditures.
2025
Audited
Actuals
Expenditures
Personnel
Purchased Services
Supplies/Non-Capital Equipment
Capital Outlay
Debt Service
Miscellaneous Expenditures
Total Expenditures

$

$

2026
Amended
Budget

31,673,112
8,893,057
3,619,396
15,264,614
1,439,931
1,081,241
61,971,351

$

$

35,449,820
11,054,801
4,229,562
35,926,675
1,554,181
1,054,150
89,269,189

$

$

2027
Annual
Budget

%
Change

37,884,596
12,301,993
4,533,639
15,496,329
1,721,796
504,300
72,442,653

6.87%
11.28%
7.19%
-56.87%
10.78%
-52.16%
-18.85%

Total Expenditure by Category
Personnel
52%

Purchased Services
17%
Miscellaneous
Expenditures
1%

Supplies/Non-Capital
Equipment
Capital Outlay
6%
22%

Debt Service
2%

As illustrated in the table above, forecasted city-wide expenditures of $72.4 million are 18.9% below those of the
prior year’s amended budget. The reduction is the collective result of increasing operating costs, which are more
than offset by a $20.4 million reduction in capital improvement projects. In accordance with the City’s Charter,
appropriations related to capital improvement projects do not expire at the end of the fiscal year, resulting in a “carry
over” of appropriations from one year to the next. While such practice supports the cash funding of projects, it also
artificially inflates the prior year’s budget appropriation (i.e., unspent 2025 capital improvement funds carried into
2026 create the appearance of a significant budget reduction in 2027). Omitting the capital improvement projects
from the comparison results in an overall budgetary increase of $3.7 million or 6.7%.
The expenditure categories, as well as some of the more significant changes in spending authorization, are discussed
in more detail on the following pages. Details regarding individual changes in budgeted expenditures are contained
in the individual department sections.

27

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EXPENDITURE ASSESSMENT
Personnel
Personnel expenditures include payments for employee salaries, overtime, allowances, benefits, and employer tax
obligations. Personnel costs represent 52.3% of the total budgeted expenditures. Personnel expenditures increased
by $2.4 million, or 6.87%, over those of the prior year. Due to the materiality of personnel costs, each element of the
change is identified below. Where appropriate, additional information about the addition or transition of positions
is included in the appropriate department narratives.
%
Amount Change
($46,770) -0.13%
1,828,829 5.16%
289,154 0.82%
325,710 0.92%
15,000 0.04%
50,372 0.14%
($27,519) -0.08%
$2,434,776 6.87%

Element
Personnel Baseline Adjustment
Employee Market Adjustments
Employee Merit/Step Adjustments
Benefit Premiums
Unemployment Premiums
Full-Time Equivalent (FTE)
Seasonal, Overtime, & Extra Duty
Total

The following chart illustrates the historical personnel trends and forecasts:
Personnel
(in millions)
$39.0
$37.0
$35.0

2026 Year-End Estimate
$33.90 Million

$33.0
$31.0
$29.0
$27.0
$25.0
$23.0

2023

2024

2025

2026

2027

Budget

30.10

32.01

33.70

35.45

37.90

Actual

29.21

31.58

31.67

N/A

N/A

As shown in the chart above, personnel costs are forecast to increase by approximately 6.87% over the prior year.
As also illustrated, the organization frequently recognizes a difference between forecasted and actual personnel
costs. The personnel budget is generated using current payroll data; however, that data is designed to reflect full
occupancy of all positions. Thus, the forecast does not consider savings recognized when positions are vacated, nor
does it account for the often-reduced rate newly hired individuals earn compared to their predecessors. This
“personnel savings” is returned to the General Fund as a higher-than-anticipated ending fund balance.

28

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EXPENDITURE ASSESSMENT
Purchased Services
The purchased services category represents approximately 17% of the total expenditures. Forecasted expenditures
increased 11.3% when compared to the prior year. This category is made up of expenditures, which, by their nature,
are performed by people or firms external to the organization. While a product may or may not result from the
transaction, the primary reason for the purchase is the service provided. Expenditures which fall under this category
include administrative services, technical services, travel, training, repairs/maintenance, rentals/leases, and nonpersonnel related insurance premiums. Changes within the purchased services category are discussed within the
departmental budgets.
Purchased Services
(in millions)
$13.0
$12.0
$11.0
$10.0
$9.0
$8.0
$7.0
$6.0
$5.0
$4.0

2023
Actuals

2024
Actuals

2025
Actuals

2026 Budget

2027
Budget

8.07

9.17

8.89

11.05

12.30

Purchased Services
(in millions)

Supplies/Non-Capital Equipment
The supplies and non-capital equipment category represents approximately 6.3% of the total organizational
expenditures. Forecasted expenditures increased 7.2% from the 2026 amended budget. Expenditures in this
category are for items that are consumed, worn out, or deteriorated through use, and do not meet the requirements
of the City’s definition of capital assets. This category includes supplies, natural gas, electricity, fuel, and non-capital
equipment such as file cabinets, desks, and personal computers. Changes within the supplies/non-capital
equipment category are discussed within the departmental budgets.
Supplies/Non-Capital Equipment
(in millions)
$5.0
$4.5
$4.0
$3.5
$3.0
$2.5
$2.0
Supplies/Non-Capital Equipment
(in millions)

2023
Actuals

2024
Actuals

2025
Actuals

2026
Budget

2027
Budget

3.22

3.92

3.62

4.23

4.53

29

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EXPENDITURE ASSESSMENT
Capital Outlay
The capital outlay category makes up 21.4% of the total budgeted expenditures. Expenditures in this category
include capital equipment, typically used in support of operations, as well as capital improvement projects.
Expenditures tend to vary substantially from one year to the next based on the needs of the organization and
community. Additional details regarding the capital improvement projects can be found in the Capital Improvement
Program section of this document. Planned capital asset replacements and purchases are shown in the following
table:
Item Description

Amount

Organizational Services
Council Chambers Amplifier Replacement

$

Data Center Uninterruptible Power Supply System Battery Replacements
Total Organizational Services

15,500
13,500

$

29,000

$

164,000

$

214,000

$

529,829

Community Development
Citywide Access Control System Replacement
Critical Facilities Equipment Replacements

50,000

Total Community Development
Police
Dispatch Center Emergency Radio Console Replacements
TruNarc Delta Substance Detection

28,500

BearCat Dual-Camera Color and Thermal Lens Observation System

52,000

Total Police

$

610,329

$

63,300

Parks, Trails & Recreation
Bluegrass Mowers and Multiple Deck Replacements (3)
Utility Mower Replacement

65,000

4x4 Utility Vehicle Replacement

55,000

Total Parks, Trails & Recreation

$

183,300

Public Works
Police Vehicle Replacement (Unit 937)

$

84,000

Police Vehicle Replacement (Unit 931)

92,000

Police Vehicle Replacement (Unit 933)

90,000

Police Vehicle Replacement (Unit 915)

84,000

Police Vehicle Replacement (Unit 8502)

52,000

Police Command Post Sprinter Van

450,000

Community Development Pickup Truck

70,000

Public Works Pickup Truck Replacement (Unit 4303)

72,000

Public Works Pickup Truck Replacement (Unit 6201)

81,000

Police Command Post Sprinter Van 2

450,000

Roadway Street Light Replacements

40,000

Decorative Entrance Light Replacements

25,000

Traffic Signal Video Detection System Replacement

160,000

Traffic Signal Controller Component Replacement

17,000

Total Public Works

$

1,767,000

City-Wide Total

$

2,803,629

30

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EXPENDITURE ASSESSMENT
Debt Service
Colorado State Statute limits the total amount of General Obligation debt to three percent of the jurisdiction’s actual
value of the taxable property within the City, as determined by the County Assessor. The City’s current legal debt
limit and debt margin are as follows:
Calculation of Legal Debt Margin
2027 Actual Value*
Debt Limit – 3% of Actual Value
Outstanding Debt Applicable to Limit
Debt Margin
* Based on preliminary actual valuation

$

11,586,244,274
347,587,328
$
347,587,328

As shown in the table above, the City does not carry any debt applicable to the debt limit; however, other obligations
do exist. The following table highlights these debt obligations, which currently consist of existing and expected
equipment leases and subscription-based information technology arrangements (SBITA). Certain contracts and
agreements are still being evaluated to determine if they meet the criteria to be classified as debt obligations in
accordance with the applicable accounting standards:
2027 Activity
Obligations

Principal

Interest

Total

Remaining
Balance*

444,932

$

Organizational Services
SBITA

$

427,782

$

17,150

$

127,880

Leased Equipment

29,890

1,663

31,553

13,060

Total Organizational Services

457,672

18,813

476,485

140,940

Police
75,212

5,283

80,495

78,396

Leased Equipment

1,091,128

50,168

1,141,296

2,864,878

Total Police

1,166,340

55,451

1,221,791

2,943,274

23,195

325

23,520

-

SBITA

Public Works
SBITA
City-Wide Total
*

$1,647,207

$

74,589

$1,721,796 $3,084,214

Pending finalization of new agreements

Debt Service to Maturity
Leases

Year Ended
2028

$

952,520

Interest
$

Total

61,336

$ 1,013,856

2029

954,709

46,000

1,000,709

2030

970,709

30,000

1,000,709

$2,877,938

$ 137,336

$3,015,274

$

$

$

Total Leases
SBITA

Principal

2028
2029

124,078
82,198

$ 206,276

Total SBITA

31

Page 62

$

5,236

129,314

3,200

85,398

8,436

$ 214,712

EXPENDITURE ASSESSMENT
Miscellaneous Expenditures
Expenditure sources categorized as miscellaneous expenditures include grants, contributions, and/or rebates issued
by the City, as well as unforeseen expenditures that cannot be accurately accounted for within the above categories.
Miscellaneous expenditures account for 0.7% of the city-wide appropriation and are expected to decrease by 52.1%
from the 2026 amended budget, largely due to the reduction of anticipated obligations related to existing tax rebate
agreements.

32

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OTHER SOURCES & USES
Overview
Since governmental funds focus on near-term liquidity (current financial resources), two categories in addition to
revenues and expenditures are used in the governmental fund financial statements to classify events that do not
generate or spend near-term, liquid resources. Other Financing Sources increase the fund balance of the
government and are used to report events such as the issuance of long-term debt, sales of capital assets, and
transfers between funds. Other Financing Uses decrease the fund balance of the government and classify events
associated with long-term debt, such as the recording of original issue discounts and payments to escrow agents for
advanced refundings, as well as transfers between funds.

Interfund Transfers
To meet the ever-changing needs of the community, the City is often required to transfer non-restricted revenues
from one fund to another. In 2027, the City plans to make a single interfund transfer from the General Fund to the
Capital Projects Fund in the amount of $4.8 million to support the City's future capital improvement efforts.

Sales of Capital Assets
Each year, the City evaluates the condition, disposal, and replacement of its capital assets. The proceeds from the
disposition of worn-out assets are received and accounted for within the other sources category. In 2027, the City
anticipates that the sale of such property will generate approximately $150,000.

Lease/SBITA Proceeds
Governments must recognize a financing source, as well as an equivalent capital expenditure related to the present
value of all future payments upon commencement of a lease or subscription-based information technology
arrangement (SBITA). Given the complexity of such agreements, the City has elected to amend the budget through
the supplemental appropriation process as necessary upon execution of such arrangements.

33

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FUND BALANCE ANALYSIS
Changes in Fund Balance
Following sound financial management, the City confines the use of fund balance to items that are commonly
regarded as one-time or limited in duration. By maintaining appropriate fund balances in each of its funds, the City
can adapt to changing market conditions, capitalize on unforeseen opportunities, and maintain adequate cash
reserves, given the cyclical nature of the local economy. In some cases, funds are designed to accumulate fund
balance to finance future projects and/or purchases. As shown in the following table, 2027 revenues and other
sources are expected to minimally exceed expenditures and other uses by $308,585, resulting in a 0.5% overall
increase in fund balance.
2027 Beginning
Fund Balance
Fund
General Fund
Capital Projects Fund
Total

$
$

57,444,174
7,539,220
64,983,394

Revenues &
Other Sources
$
$

64,562,238
13,003,185
77,565,423

Expenditures &
Other Uses
$
$

64,562,238
12,694,600
77,256,838

Surplus/
(Deficits)
$
$

308,585
308,585

2027 Ending
Fund Balance
$
$

57,444,174
7,847,805
65,291,979

A discussion of the changes in fund balance for each fund is included below:
•

General Fund – Fund balance is forecasted to remain unchanged from the prior year as the anticipated annual
operating surplus of $4.8 million is earmarked for transfer to the Capital Projects Fund to support future
reinvestment in the community’s capital infrastructure.

•

Capital Projects Fund – Fund balance is forecasted to increase by 4.1% or $308,585. As designed, resources
within the Fund are systematically and intentionally accumulated for the purpose of supporting future capital
reinvestment.

34

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FUND BALANCE ANALYSIS
Restrictions, Commitments & Assignments
Due to limitations placed on the purposes for which portions of the City’s financial resources may be used, it is
necessary to classify various components of fund balance. The components are developed in such a manner as to
identify the extent to which the City is bound to the constraints and specific purposes for which amounts in the fund
can be spent.
•

Restricted Fund Balance – Describes the portion of fund balance that reflects resources that are subject to
externally enforceable legal restrictions.

•

Committed Fund Balance – Describes the portion of fund balance that represents resources that are constrained
by self-imposed limitations. Commitments of this type are made by the City Council via ordinance or resolution
and may only be abolished in the same manner.

•

Assigned Fund Balance – Describes the portion of fund balance that reflects the government’s intended use of
resources. Assignments are often made by the governing body, committee, or executive of the organization.

•

Unassigned Fund Balance – If funds are not restricted, committed, or assigned, they cannot properly be
reported in a fund other than the General Fund. As such, resources are assigned in conjunction with the overall,
non-specific purposes of the funds themselves. Therefore, only the General Fund can technically report a
positive amount of unassigned fund balance.

2027 Beginning
Fund Balance
Fund
General Fund
Capital Projects Fund
Total

$
$

57,444,174
7,539,220
64,983,394

Revenues &
Other Sources
$
$

64,562,238
13,003,185
77,565,423

Expenditures &
Other Uses

Restrictions/
Commitments/ 2027 Unassigned
Assignments
Fund Balance

$

$

$

64,562,238
12,694,600
77,256,838

$

17,362,406
7,847,805
25,210,211

$
$

40,081,768
40,081,768

As shown in the above schedule, the city-wide anticipated ending fund balance exceeds all restrictions,
commitments, and assignments of the organization by almost $40.1 million (unassigned fund balance). These funds
are available to meet the needs of the community without regard to spending limitations otherwise imposed by the
City or external agencies.
The 2027 budget provides for all externally enforceable restrictions, as well as a 25% Operating Reserve Assignment,
an Open Space Acquisition Assignment, and lastly, a Traffic Safety Assignment. The 25% Operating Reserve
Assignment is established at an amount equal to 25% of the General Fund's operating expenditures and serves to
shore up reserves and assist in meeting the organization's cash flow needs. Conversely, the Open Space Acquisition
Assignment, as well as the Traffic Safety Assignment, operate more as a savings account to accumulate reserves for
future expenditures and/or specific purposes.

35

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CITY-WIDE FINANCIAL SUMMARY

2025
Audited
Actuals
Revenue
Taxes & Assessments
Intergovernmental
Licenses & Permits
Charges & Fees
Fines & Forfeitures
Investment Earnings
Miscellaneous Revenue
Total Revenue

$

56,879,522
3,198,424
1,369,925
2,998,710
1,613,073
2,924,892
472,122
69,456,668

2026
Amended
Budget
$

56,733,000
7,481,927
1,402,000
3,190,737
1,500,000
2,165,000
734,759
73,207,423

2027
Annual
Budget
$

%
Change

58,937,070
5,400,168
1,391,000
3,180,000
1,350,000
2,165,000
178,000
72,601,238

3.88%
-27.82%
-0.78%
-0.34%
-10.00%
0.00%
-75.77%
-0.83%

Expenditures
Personnel
Purchased Services
Supplies/Non-Capital Equipment
Capital Outlay
Debt Service
Miscellaneous Expenditures
Total Expenditures

31,673,112
8,893,057
3,619,396
15,264,614
1,439,931
1,081,241
61,971,351

35,449,820
11,054,801
4,229,562
35,926,675
1,554,181
1,054,150
89,269,189

37,884,596
12,301,993
4,533,639
15,496,329
1,721,796
504,300
72,442,653

6.87%
11.28%
7.19%
-56.87%
10.78%
-52.16%
-18.85%

Excess/(Deficiency) of Revenues
Over Expenditures

7,485,317

(16,061,766)

158,585

-100.99%

199,578
56,359
6,443
262,380

150,000
150,000

150,000
150,000

0.00%
0.00%
0.00%
0.00%

Net Change in Fund Balance

7,747,697

(15,911,766)

308,585

-101.94%

Cumulative Fund Balance
Beginning Fund Balance
Ending Fund Balance

73,147,463
80,895,160

80,895,160
64,983,394

64,983,394
65,291,979

-19.67%
0.47%

2,073,000
183,708
64,084
5,624
12,307,252
1,332,029
516,275
511,461
241,108
16,270,424
3,691,334
556,553
$ 43,142,308

2,196,223
183,558
58,674
5,624
14,005,452
21,761
22,560
225,371
3,078,194
4,191,334
$ 40,994,643

2,178,037
183,058
58,674
5,624
14,937,013
71,761
197,560
225,371
2,661,779
4,691,334
$ 40,081,768

-0.83%
-0.27%
0.00%
0.00%
6.65%
229.77%
775.71%
0.00%
0.00%
-13.53%
11.93%
0.00%
-2.23%

Other Financing Sources/(Uses)
Sale of Capital Assets
SBITA Proceeds
Insurance Recovery
Total Other Financing Sources/(Uses)

Less Restrictions, Commitments, & Assignments
3% TABOR Emergency Restriction
Arts/Humanities Council Restriction
Scientific Cultural Facilities District Restriction
Federal/State Forfeiture Restriction
25% Operating Reserve Assignment
Open Space Tax Restriction
Lottery Proceeds Restriction
Stadium Tax Restriction
PW Impact Fee Restriction
Capital Project Commitment
Open Space Acquisition Assignment
Traffic Safety (PRL) Assignment
Unassigned Fund Balance

36

Page 67

CITY-WIDE REVENUE DETAIL

2025
Audited
Actuals
Taxes & Assessments
Property Tax
Specific Ownership Tax
Sales Tax
Use Tax
Building Materials Use Tax
Lodging Tax
Occupational Privilege Tax
Special Assessment Principal
Special Assessment Interest
Audit & Compliance
Total Taxes & Assessments

$

4,399,811
243,521
41,056,953
4,300,405
1,856,591
1,248,873
1,780,930
12,705
5,813
1,973,920
56,879,522

2026
Amended
Budget
$

4,275,000
265,000
41,500,000
4,275,000
2,000,000
1,500,000
1,850,000
13,000
5,000
1,050,000
56,733,000

2027
Annual
Budget
$

%
Change

4,100,000
200,000
43,870,000
4,250,000
2,199,070
1,450,000
1,800,000
13,000
5,000
1,050,000
58,937,070

-4.09%
-24.53%
5.71%
-0.58%
9.95%
-3.33%
-2.70%
0.00%
0.00%
0.00%
3.88%

Intergovernmental
Tobacco Tax
Mineral Lease/Severance Tax
District Court Proceeds
State/Federal Forfeitures
Open Space Tax
Lottery Proceeds
Road & Bridge Tax
Motor Vehicle Registration
Highway Users Tax
IGA - Operating
IGA - Capital
Grant Proceeds - Operating
Grant Proceeds - Capital
Total Intergovernmental

69,140
3,212
17,453
5,624
613,813
172,722
286,520
52,716
612,761
1,026,247
259,917
78,299
3,198,424

75,000
10,000
15,000
630,000
175,000
285,000
55,000
600,000
1,063,000
1,324,324
188,400
3,061,203
7,481,927

75,000
5,000
15,000
630,000
175,000
255,000
55,000
600,000
1,578,115
220,123
1,791,930
5,400,168

0.00%
-50.00%
0.00%
0.00%
0.00%
0.00%
-10.53%
0.00%
0.00%
48.46%
-100.00%
16.84%
-41.46%
-27.82%

Licenses & Permits
Business Licenses
Liquor Licenses
Liquor Licenses - Background
Contractor Licenses
Building Permits
Small Cell Licenses
Guard/Merch Patrol Licenses
Park Use Permits
Right-Of-Way Permits
Total Licenses & Permits

23,133
43,191
(924)
140,650
994,443
1,087
1,100
82,992
84,253
1,369,925

25,000
20,000
140,000
1,050,000
1,000
1,000
80,000
85,000
1,402,000

23,000
20,000
140,000
1,050,000
1,000
1,000
75,000
81,000
1,391,000

-8.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
-6.25%
-4.71%
-0.78%

37

Page 68

CITY-WIDE REVENUE DETAIL

Charges & Fees
Franchise Fees
Administrative Fees
Single-Use Bag Fee
Plan Review Fees
Zoning & Subdivision Fees
Elevator Inspection Fees
Activity/Use Fees
Rental/Lease Proceeds
Participant Fees
Extra Duty Service Fees
Offender Registration Fees
Impact Fees
Documents/Media
Total Charges & Fees

1,865,476
8,245
39,438
406,906
19,595
223,620
1,269
26,832
150,348
240,703
250
16,028
2,998,710

1,900,000
10,000
50,000
450,000
15,000
245,000
155,000
325,000
15,737
25,000
3,190,737

1,900,000
10,000
55,000
450,000
20,000
250,000
185,000
285,000
25,000
3,180,000

0.00%
0.00%
10.00%
0.00%
33.33%
2.04%
0.00%
0.00%
19.35%
-12.31%
0.00%
-100.00%
0.00%
-0.34%

Fines & Forfeitures
Court Costs
OJW Fee
Court Fines
Photo Red Light Fines
Court Forfeitures
Total Fines & Forfeitures

68,773
30
629,511
914,009
750
1,613,073

50,000
500,000
950,000
1,500,000

50,000
500,000
800,000
1,350,000

0.00%
0.00%
0.00%
-15.79%
0.00%
-10.00%

Investment Earnings
Investment Earnings
Increase/(Decrease) in Fair Value
Total Investment Earnings

2,561,389
363,503
2,924,892

2,165,000
2,165,000

2,165,000
2,165,000

0.00%
0.00%
0.00%

Miscellaneous Revenue
Miscellaneous Revenue
Leases
Lease Interest
Contributions - Operating
Contributions - Capital
Total Miscellaneous Revenue

41,043
42,136
1,756
59,520
327,667
472,122

65,000
70,000
2,500
46,000
551,259
734,759

50,000
99,000
3,000
26,000
178,000

-23.08%
41.43%
20.00%
-43.48%
-100.00%
-75.77%

$ 69,456,668

$ 73,207,423

$ 72,601,238

-0.83%

Total Revenue

38

Page 69

CITY-WIDE EXPENDITURE DETAIL

2025
Audited
Actuals
Personnel
Regular Wages
Seasonal/Temporary Wages
Longevity Service Award
Rate/Shift Differential
Extra Duty Assignment
Overtime Wages
Tuition Reimbursement
Clothing Allowance
Cleaning Allowance
Communication Allowance
Vehicle Allowance
Social Security
Medicare
Unemployment Insurance
Workers Compensation
FPPA Death & Disability
401a Retirement Contributions
401k Retirement Contributions
Medical Insurance
Dental Insurance
Insurance Waivers
Life/AD&D Insurance
Disability Insurance
Total Personnel
Purchased Services
Professional Services
General Services
Catering/Dining Services
Emergency Housing/Meals
Repair/Maintenance Services
Disposal/Recycling Services
Telecommunication Services
Postage/Shipping Services
Advertising/Notification Services
Printing/Publication Services
Training/Education
Dues/Memberships
Mileage/Travel
Rentals/Leases
Insurance Premium/Deductible
Total Purchased Services

$

23,250,687
194,853
135,319
181,380
383,934
470,804
24,294
26,100
35,518
25,090
20,077
979,706
347,627
17,290
214,776
233,712
1,532,342
343,232
2,990,072
104,106
52,976
66,430
42,787

2026
Amended
Budget
$

25,324,662
276,000
149,754
201,000
525,000
513,082
53,519
26,700
37,350
24,480
21,600
1,093,764
386,409
230,034
265,296
1,987,464
509,155
3,528,563
123,228
55,240
68,278
49,242

2027
Annual
Budget
$

%
Change

27,122,552
286,464
146,160
201,000
485,000
515,282
53,519
26,700
37,500
25,800
21,600
1,172,820
411,332
15,000
285,512
335,456
2,119,046
539,970
3,766,017
121,577
64,030
79,243
53,016

7.10%
3.79%
-2.40%
0.00%
-7.62%
0.43%
0.00%
0.00%
0.40%
5.39%
0.00%
7.23%
6.45%
100.00%
24.12%
26.45%
6.62%
6.05%
6.73%
-1.34%
15.91%
16.06%
7.66%

31,673,112

35,449,820

37,884,596

6.87%

1,644,830
2,113,606
152,452
332
2,203,265
992,414
423,984
82,122
9,810
135,854
331,606
219,315
9,272
32,871
541,324
8,893,057

1,998,863
2,725,053
138,218
3,750
2,990,097
1,034,612
432,220
113,725
17,000
142,126
485,375
238,412
11,300
49,050
675,000
11,054,801

2,610,799
2,716,377
181,188
3,750
3,535,980
991,287
432,540
117,925
19,000
151,269
517,928
238,470
11,300
49,180
725,000
12,301,993

30.61%
-0.32%
31.09%
0.00%
18.26%
-4.19%
0.07%
3.69%
11.76%
6.43%
6.71%
0.02%
0.00%
0.27%
7.41%
11.28%

39

Page 70

CITY-WIDE EXPENDITURE DETAIL

Supplies/Non-Capital Equipment
Office Supplies
Operating Supplies
Non-Capital Equipment
Uniforms/Safety Equipment
Gas/Electricity
Water/Sewer
Fuel/Propane
Total Supplies/Non-Capital Equipment

66,152
1,397,236
891,741
161,794
369,759
465,846
266,868
3,619,396

79,922
1,658,225
1,054,495
200,075
388,000
518,645
330,200
4,229,562

82,365
1,667,901
1,286,966
201,100
394,000
548,707
352,600
4,533,639

3.06%
0.58%
22.05%
0.51%
1.55%
5.80%
6.78%
7.19%

Capital Outlay
Capital Equipment
Capital Outlay - SBITA
Capital Improvement Projects
Total Capital Outlay

2,456,524
67,599
12,740,491
15,264,614

2,681,194
33,245,481
35,926,675

2,803,629
12,692,700
15,496,329

4.57%
0.00%
-61.82%
-56.87%

Debt Service
Principal Payments
Interest Expense
Total Debt Service

1,356,594
83,337
1,439,931

1,479,592
74,589
1,554,181

1,647,207
74,589
1,721,796

11.33%
0.00%
10.78%

Miscellaneous Expenditures
Contributions/Donations
Community Incentives
Economic Incentives
Total Miscellaneous Expenditures

1,800
514,470
564,971
1,081,241

4,150
500,000
550,000
1,054,150

4,300
500,000
504,300

3.61%
0.00%
-100.00%
-52.16%

$ 61,971,351

$ 89,269,189

$ 72,442,653

-18.85%

Total Expenditures

40

Page 71

FUND/DEPARTMENT APPROPRIATIONS
Appropriations
All organizational expenditures are subject to appropriation by the governing board. Appropriations are adopted
annually by City Council at the fund and department level. While most appropriations lapse at the end of the fiscal
year, those for capital expenditures remain in effect until expended, amended, or repealed.
General
Fund
Department
Mayor & Council
City Manager
City Attorney
Municipal Court
City Clerk
Organizational Services
Community Development
Police
Parks, Trails, & Recreation
Public Works
Total Expenditure Appropriations

$

536,337
1,456,834
1,592,547
629,520
496,808
7,845,867
4,743,888
19,873,993
10,574,171
11,998,088
$ 59,748,053

Capital
Projects Fund
$

1,900
2,295,000
10,397,700
$ 12,694,600

City-Wide
Total
$

536,337
1,456,834
1,592,547
629,520
496,808
7,847,767
4,743,888
19,873,993
12,869,171
22,395,788
$ 72,442,653

Expenditure by Fund

Capital
Projects Fund
18%

General
Fund
82%

Expenditure by Department

Mayor & Council
1%

City Manager
2%
City Attorney
2%
Municipal Court
1%

Public Works
31%

City Clerk
1%
Organizational Services
11%
Parks, Trails, & Recreation
18%

Community Development
6%

Police
27%

41

Page 72

42

Page 73

GENERAL FUND FINANCIAL SUMMARY

2025
Audited
Actuals
Revenue
Taxes & Assessments
Intergovernmental
Licenses & Permits
Charges & Fees
Fines & Forfeitures
Investment Earnings
Miscellaneous Revenue
Total Revenue

$

53,196,733
1,381,593
1,369,925
2,998,710
1,613,073
2,062,666
144,455
62,767,155

2026
Amended
Budget
$

52,815,000
1,351,400
1,402,000
3,175,000
1,500,000
1,550,000
183,500
61,976,900

2027
Annual
Budget
$

%
Change

54,870,000
1,893,238
1,391,000
3,180,000
1,350,000
1,550,000
178,000
64,412,238

3.89%
40.09%
-0.78%
0.16%
-10.00%
0.00%
-3.00%
3.93%

Expenditures
Personnel
Purchased Services
Supplies/Non-Capital Equipment
Capital Outlay
Debt Service
Miscellaneous Expenditures
Total Expenditures

31,673,112
8,891,205
3,619,396
2,524,123
1,439,931
1,081,241
49,229,008

35,449,820
11,052,901
4,229,562
2,681,194
1,554,181
1,054,150
56,021,808

37,884,596
12,300,093
4,533,639
2,803,629
1,721,796
504,300
59,748,053

6.87%
11.28%
7.19%
4.57%
10.78%
-52.16%
6.65%

Excess/(Deficiency) of Revenues
Over Expenditures

13,538,147

5,955,092

4,664,185

-21.68%

Other Financing Sources/(Uses)
Transfers In/(Out)
Sale of Capital Assets
SBITA Proceeds
Insurance Recovery
Total Other Financing Sources/(Uses)

(8,352,180)
199,578
56,359
6,443
(8,089,800)

(6,994,409)
150,000
(6,844,409)

(4,814,185)
150,000
(4,664,185)

-31.17%
0.00%
0.00%
0.00%
-31.85%

Net Change in Fund Balance

5,448,347

(889,317)

Cumulative Fund Balance
Beginning Fund Balance
Ending Fund Balance

52,885,144
58,333,491

58,333,491
57,444,174

57,444,174
57,444,174

-1.52%
0.00%

2,073,000
183,708
64,084
5,624
12,307,252
962
556,553
$ 43,142,308

2,196,223
183,558
58,674
5,624
14,005,452
$ 40,994,643

2,178,037
183,058
58,674
5,624
14,937,013
$ 40,081,768

-0.83%
-0.27%
0.00%
0.00%
6.65%
0.00%
0.00%
-2.23%

Less Restrictions, Commitments, & Assignments
3% TABOR Emergency Restriction
Arts/Humanities Council Restriction
Scientific Cultural Facilities District Restriction
Federal/State Forfeiture Restriction
25% Operating Reserve Assignment
Stadium Tax Restriction
Traffic Safety (PRL) Assignment
Unassigned Fund Balance

43

Page 74

-

-100.00%

GENERAL FUND FINANCIAL SUMMARY

Revenue, Expenditures, & Fund Balance
Total Revenue

Total Expenditures

2025
Audited
Actuals

2026
Amended
Budget

Ending Fund Balance

$70,000,000
$60,000,000
$50,000,000
$40,000,000
$30,000,000
$20,000,000
$10,000,000
$2027
Annual
Budget

Total Revenue by Category
Intergovernmental
3%
Licenses & Permits
2%

Charges & Fees
5%

Taxes & Assessments
85%

Fines & Forfeitures
2%
Investment Earnings
3%
Miscellaneous Revenue
0%

Total Expenditure by Category

Purchased Services
20%
Supplies/NonCapital Equipment
8%

Personnel
63%

Capital Outlay
5%
Debt Service
3%
Miscellaneous Expenditures
1%

44

Page 75

GENERAL FUND REVENUE DETAIL

2025
Audited
Actuals
Taxes & Assessments
Property Tax
Specific Ownership Tax
Sales Tax
Use Tax
Lodging Tax
Audit & Compliance
Total Taxes & Assessments

$

4,399,811
243,521
41,056,953
4,300,405
1,248,873
1,947,170
53,196,733

2026
Amended
Budget
$

4,275,000
265,000
41,500,000
4,275,000
1,500,000
1,000,000
52,815,000

2027
Annual
Budget
$

%
Change

4,100,000
200,000
43,870,000
4,250,000
1,450,000
1,000,000
54,870,000

-4.09%
-24.53%
5.71%
-0.58%
-3.33%
0.00%
3.89%

Intergovernmental
Tobacco Tax
Mineral Lease/Severance Tax
District Court Proceeds
State/Federal Forfeitures
Intergovernmental Agreements - Operating
Grant Proceeds - Operating
Total Intergovernmental

69,140
3,212
17,453
5,624
1,026,247
259,917
1,381,593

75,000
10,000
15,000
1,063,000
188,400
1,351,400

75,000
5,000
15,000
1,578,115
220,123
1,893,238

0.00%
-50.00%
0.00%
0.00%
48.46%
16.84%
40.09%

Licenses & Permits
Business Licenses
Liquor Licenses
Liquor Licenses - Background
Contractor Licenses
Building Permits
Small Cell Licenses
Guard/Merch Patrol Licenses
Park Use Permits
Right-Of-Way Permits
Total Licenses & Permits

23,133
43,191
(924)
140,650
994,443
1,087
1,100
82,992
84,253
1,369,925

25,000
20,000
140,000
1,050,000
1,000
1,000
80,000
85,000
1,402,000

23,000
20,000
140,000
1,050,000
1,000
1,000
75,000
81,000
1,391,000

-8.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
-6.25%
-4.71%
-0.78%

Charges & Fees
Franchise Fees
Administrative Fees
Single-Use Bag Fee
Plan Review Fees
Zoning & Subdivision Fees
Elevator Inspection Fees
Activity/Use Fees
Rental/Lease Proceeds
Participant Fees
Extra Duty Service Fees
Offender Registration Fees
Documents/Media
Total Charges & Fees

1,865,476
8,245
39,438
406,906
19,595
223,620
1,269
26,832
150,348
240,703
250
16,028
2,998,710

1,900,000
10,000
50,000
450,000
15,000
245,000
155,000
325,000
25,000
3,175,000

1,900,000
10,000
55,000
450,000
20,000
250,000
185,000
285,000
25,000
3,180,000

0.00%
0.00%
10.00%
0.00%
33.33%
2.04%
0.00%
0.00%
19.35%
-12.31%
0.00%
0.00%
0.16%

45

Page 76

GENERAL FUND REVENUE DETAIL

Fines & Forfeitures
Court Costs
OJW Fee
Court Fines
Photo Red Light Fines
Court Forfeitures
Total Fines & Forfeitures

68,773
30
629,511
914,009
750
1,613,073

50,000
500,000
950,000
1,500,000

50,000
500,000
800,000
1,350,000

0.00%
0.00%
0.00%
-15.79%
0.00%
-10.00%

Investment Earnings
Investment Earnings
Increase/(Decrease) in Fair Value
Total Investment Earnings

1,807,347
255,319
2,062,666

1,550,000
1,550,000

1,550,000
1,550,000

0.00%
0.00%
0.00%

Miscellaneous Revenue
Miscellaneous Revenue
Leases
Lease Interest
Contributions - Operating
Total Miscellaneous Revenue

41,043
42,136
1,756
59,520
144,455

65,000
70,000
2,500
46,000
183,500

50,000
99,000
3,000
26,000
178,000

-23.08%
41.43%
20.00%
-43.48%
-3.00%

$ 62,767,155

$ 61,976,900

$ 64,412,238

3.93%

Total Revenue

46

Page 77

GENERAL FUND EXPENDITURE DETAIL

2025
Audited
Actuals
Personnel
Regular Wages
Seasonal/Temporary Wages
Longevity Service Award
Rate/Shift Differential
Extra Duty Assignment
Overtime Wages
Tuition Reimbursement
Clothing Allowance
Cleaning Allowance
Communication Allowance
Vehicle Allowance
Social Security
Medicare
Unemployment Insurance
Workers Compensation
FPPA Death & Disability
401a Retirement Contributions
401k Retirement Contributions
Medical Insurance
Dental Insurance
Insurance Waivers
Life/AD&D Insurance
Disability Insurance
Total Personnel
Purchased Services
Professional Services
General Services
Catering/Dining Services
Emergency Housing/Meals
Repair/Maintenance Services
Disposal/Recycling Services
Telecommunication Services
Postage/Shipping Services
Advertising/Notification Services
Printing/Publication Services
Training/Education
Dues/Memberships
Mileage/Travel
Rentals/Leases
Insurance Premium/Deductible
Total Purchased Services

$

23,250,687
194,853
135,319
181,380
383,934
470,804
24,294
26,100
35,518
25,090
20,077
979,706
347,627
17,290
214,776
233,712
1,532,342
343,232
2,990,072
104,106
52,976
66,430
42,787
31,673,112

1,644,830
2,111,754
152,452
332
2,203,265
992,414
423,984
82,122
9,810
135,854
331,606
219,315
9,272
32,871
541,324
8,891,205

47

Page 78

2026
Amended
Budget
$

25,324,662
276,000
149,754
201,000
525,000
513,082
53,519
26,700
37,350
24,480
21,600
1,093,764
386,409
230,034
265,296
1,987,464
509,155
3,528,563
123,228
55,240
68,278
49,242
35,449,820

1,998,863
2,723,153
138,218
3,750
2,990,097
1,034,612
432,220
113,725
17,000
142,126
485,375
238,412
11,300
49,050
675,000
11,052,901

2027
Annual
Budget
$

%
Change

27,122,552
286,464
146,160
201,000
485,000
515,282
53,519
26,700
37,500
25,800
21,600
1,172,820
411,332
15,000
285,512
335,456
2,119,046
539,970
3,766,017
121,577
64,030
79,243
53,016
37,884,596

7.10%
3.79%
-2.40%
0.00%
-7.62%
0.43%
0.00%
0.00%
0.40%
5.39%
0.00%
7.23%
6.45%
100.00%
24.12%
26.45%
6.62%
6.05%
6.73%
-1.34%
15.91%
16.06%
7.66%
6.87%

2,610,799
2,714,477
181,188
3,750
3,535,980
991,287
432,540
117,925
19,000
151,269
517,928
238,470
11,300
49,180
725,000
12,300,093

30.61%
-0.32%
31.09%
0.00%
18.26%
-4.19%
0.07%
3.69%
11.76%
6.43%
6.71%
0.02%
0.00%
0.27%
7.41%
11.28%

GENERAL FUND EXPENDITURE DETAIL

Supplies/Non-Capital Equipment
Office Supplies
Operating Supplies
Non-Capital Equipment
Uniforms/Safety Equipment
Gas/Electricity
Water/Sewer
Fuel/Propane
Total Supplies/Non-Capital Equipment

66,152
1,397,236
891,741
161,794
369,759
465,846
266,868
3,619,396

79,922
1,658,225
1,054,495
200,075
388,000
518,645
330,200
4,229,562

82,365
1,667,901
1,286,966
201,100
394,000
548,707
352,600
4,533,639

3.06%
0.58%
22.05%
0.51%
1.55%
5.80%
6.78%
7.19%

Capital Outlay
Capital Equipment
Capital Outlay - SBITA
Total Capital Outlay

2,456,524
67,599
2,524,123

2,681,194
2,681,194

2,803,629
2,803,629

4.57%
0.00%
4.57%

Debt Service
Principal Payments
Interest Expense
Total Debt Service

1,356,594
83,337
1,439,931

1,479,592
74,589
1,554,181

1,647,207
74,589
1,721,796

11.33%
0.00%
10.78%

Miscellaneous Expenditures
Contributions/Donations
Community Incentives
Economic Incentives
Total Miscellaneous Expenditures

1,800
514,470
564,971
1,081,241

4,150
500,000
550,000
1,054,150

4,300
500,000
504,300

3.61%
0.00%
-100.00%
-52.16%

$ 49,229,008

$ 56,021,808

$ 59,748,053

6.65%

Total Expenditures

48

Page 79

MAYOR & COUNCIL
Statement of Purpose
The Mayor & Council serve as the elected legislative and governing body of the City of Greenwood Village,
responsible for setting policies, adopting ordinances, approving the annual budget, and guiding the overall
strategic direction of the municipality.

Description
The City of Greenwood Village is a home-rule community consisting of a council-manager form of government
with power vested in an elected Mayor and an eight-member City Council. Elected by four separate districts on a
non-partisan basis, Council Members serve two-year terms. The Mayor is elected at large every four years. The
Mayor does not vote on issues or items before City Council unless there is a tie vote. Policy-making and legislative
authority remain the responsibility of the City Council. The City Council may act through ordinances, resolutions,
and motions. The City Council appoints the City Manager, City Attorney, Municipal Judge, as well as the
membership of various advisory boards and commissions. The City Council meets on the first and third Mondays of
each month at City Hall, 6060 South Quebec Street.

Goals/Objectives/Focus
The quality-of-life outcomes established by the City Council serve as the cornerstone for developing the annual
operating and capital improvement budget. These outcomes guide individual departments as they set goals and
objectives that support the community's overall vision and direction.

A Safe & Secure Village (Safe)
A community with little likelihood of harm or loss to people and property.
A Clean Village (Clean)
A community with well-maintained built and natural environments.
High Quality Village Appearance (Pretty)
A community that reflects high-quality aesthetics, design, and architecture.
Available Leisure and Learning Opportunities (Fun)
A community that provides opportunities for engaging in enjoyable recreation and learning activities.
High Quality Built and Natural Environments (Environment)
A community that mitigates impacts from the built environment and demonstrates responsible stewardship
of the natural environment.
A Well-Organized, Easily Traveled Village (Accessible)
A community with well-planned transportation systems that are consistent with community values.
A Sense of Community (Relationships)
A community with a shared sense of identity that provides opportunities for people to connect with others
who live, work, and play in the Village.
Organizational Excellence (Excellence)
An organization that provides excellent service through people, processes, and resources to ensure the
achievement of Village outcomes.

49

Page 80

MAYOR & COUNCIL
Personnel Summary
The governing board consists of the Mayor and eight City Council Members. As an elected body, no changes to
staffing levels or position structure are requested.
2025
Audited
Actuals
Mayor & City Council
Mayor
City Council Members
Total Mayor & City Council

2026
Amended
Budget

1.00
8.00
9.00

2027
Annual
Budget

1.00
8.00
9.00

Increase/
(Decrease)

1.00
8.00
9.00

-

Financial Summary
Annual operating expenditures are decreasing compared to the prior year, primarily due to lower personnel costs
resulting from individual benefit elections. Most elected officials elected to receive benefit waivers rather than
enroll in the medical or dental insurance plans offered by the City, resulting in a significant reduction in projected
medical and dental insurance costs. These savings offset increased purchased services, including costs associated
with the outgoing Mayor reception and other Council activities, as well as continued support for professional
services, regional memberships, legislative activities, and community engagement initiatives.
2025
Audited
Actuals
Expenditures by Category
Personnel
Purchased Services
Supplies/Non-Capital Equipment
Total Expenditures

$

202,233
254,978
1,740
458,951

$

50

Page 81

2026
Amended
Budget
$

$

274,248
281,136
2,190
557,574

2027
Annual
Budget
$

$

211,911
321,610
2,816
536,337

%
Change
-22.73%
14.40%
28.58%
-3.81%

MAYOR & COUNCIL
Expenditure Detail
2025
Audited
Actuals
Personnel
Regular Wages
Social Security
Medicare
Workers Compensation
Medical Insurance
Dental Insurance
Insurance Waivers
Life/AD&D Insurance
Disability Insurance
Total Personnel

$

185,076
11,536
2,698
102
523
2,092
125
81
202,233

Purchased Services
Professional Services
Catering/Dining Services
Postage/Shipping Services
Training/Education
Dues/Memberships
Mileage/Travel
Total Purchased Services

$

$

182,700
10,898
2,547
93
73,264
2,692
1,200
498
356
274,248

2027
Annual
Budget
$

%
Change

182,700
12,274
2,873
111
516
12,550
531
356
211,911

0.00%
12.63%
12.80%
19.35%
-100.00%
-80.83%
945.83%
6.63%
0.00%
-22.73%

84,895
17,753
17,149
7,075
127,327
779
254,978

81,000
12,650
42,800
7,000
134,186
3,500
281,136

86,000
46,670
44,500
7,250
133,690
3,500
321,610

6.17%
268.93%
3.97%
3.57%
-0.37%
0.00%
14.40%

1,740
1,740

2,190
2,190

2,816
2,816

28.58%
28.58%

536,337

-3.81%

Supplies/Non-Capital Equipment
Office Supplies
Total Supplies/Non-Capital Equipment
Total Expenditures

2026
Amended
Budget

458,951

51

Page 82

$

557,574

$

52

Page 83

CITY MANAGER
Statement of Purpose
The City Manager’s Office provides strategic leadership and direction for Greenwood Village, ensuring municipal
operations are well-coordinated, responsive, and aligned with the policy priorities established by the Mayor and City
Council. By guiding organizational performance, supporting effective decision‑making, and fostering strong
relationships with residents, businesses, and partner agencies, the City Manager’s Office strengthens the
organization’s ability to deliver high‑quality public services and maintain long‑term community vitality.

Description
The operation oversees the central functions that provide leadership, coordination, and communication across the
organization. It includes the City Manager’s Office and Community Outreach, which work collaboratively to support
transparent governance, effective service delivery, and strong civic engagement.
The City Manager’s Office provides executive oversight for all City departments and ensures that priorities
established by the Mayor and City Council are translated into clear objectives and meaningful outcomes. The team
supports policy development, organizational planning, interdepartmental coordination, and performance
management while maintaining strong relationships with businesses and regional partners. Through leadership,
collaboration, and accountability, the City Manager’s Office helps ensure that municipal operations remain efficient,
customer‑focused, and aligned with the community’s expectations.
Community Outreach informs, engages, and connects residents and community members to the values, identity,
and priorities of Greenwood Village. Through production of video content, print materials, website content, and
social media communications, Community Outreach promotes transparency, fosters civic participation, and
enhances public understanding of city initiatives and services. These efforts strengthen community trust and ensure
that information is accessible, timely, and representative of Greenwood Village’s commitment to exceptional service.

Goals/Objectives/Focus
The quality-of-life outcomes established by the City Council serve as the cornerstone for developing our annual
operating and capital improvement budget. These outcomes guide individual departments as they set goals and
objectives that support the community's overall vision and direction. By aligning our efforts with the City Council's
framework, we ensure that our initiatives are purposeful and impactful, ultimately contributing to the well-being and
prosperity of Greenwood Village.
Strengthen interdepartmental coordination to ensure timely and consistent response protocols for public
safety issues, including emerging community concerns.
Support strong relationships with key business and regional partners to support economic vitality and
strategic coordination across jurisdictions.
Lead citywide performance management by supporting departments in developing clear, measurable
objectives aligned with Council outcomes.
Enhance the accessibility, clarity, and effectiveness of public‑facing communication through expanded
digital content, refined messaging standards, and proactive storytelling about City initiatives.

Outcome Measures

Percent of performance objectives achieved by Village departments.

53

Page 84

2025
Actual
100

2026
Estimate

2027
Target

100

100

CITY MANAGER

Personnel Summary
The City Manager’s Office is currently staffed with 5.0 Full-Time Equivalent (FTE) employees and is not requesting
any changes to its staffing levels or position allocations. The existing staffing structure remains appropriately aligned
to support the efficient delivery of citywide administrative functions and to ensure effective leadership, coordination,
and oversight across the organization.
2025
Audited
Actuals

2026
Amended
Budget

2027
Annual
Budget

1.00
1.00
1.00
1.00
1.00
5.00

1.00
1.00
1.00
1.00
1.00
5.00

1.00
1.00
1.00
1.00
1.00
5.00

City Manager
City Manager
Deputy City Manager
Executive Management Assistant
Senior Management Analyst
Communications Officer
Total City Manager

Increase/
(Decrease)
-

Financial Summary
The budget for 2027 remains largely consistent with the prior year. Personnel costs are increasing due to annual
adjustments to employee compensation and benefits. Conversely, purchased services are expected to decrease
following the completion of a professional sound study conducted in 2026 in response to community concerns
regarding the impact of noise from Fiddler’s Green Amphitheater on the surrounding area. With that project now
complete, no significant new initiatives or programmatic changes are anticipated in 2027.
2025
Audited
Actuals
Expenditures by Category
Personnel
Purchased Services
Supplies/Non-Capital Equipment
Total Expenditures
Expenditures by Program Area
City Manager's Office
Community Outreach
Total Expenditures

$

$

$
$

2026
Amended
Budget

987,278
233,568
46,779
1,267,625

$

989,273
278,352
1,267,625

$

54

Page 85

$

$

2027
Annual
Budget

1,045,104
346,840
55,934
1,447,878

$

1,123,897
323,981
1,447,878

$

$

$

%
Change

1,122,903
280,815
53,116
1,456,834

7.44%
-19.04%
-5.04%
0.62%

1,117,529
339,305
1,456,834

-0.57%
4.73%
0.62%

CITY MANAGER
Expenditure Detail
2025
Audited
Actuals
Personnel
Regular Wages
Longevity Service Award
Overtime Wages
Communication Allowance
Vehicle Allowance
Social Security
Medicare
Workers Compensation
401a Retirement Contributions
401k Retirement Contributions
Medical Insurance
Dental Insurance
Insurance Waivers
Life/AD&D Insurance
Disability Insurance
Total Personnel

$

805,461
2,925
97
1,750
2,908
39,813
11,578
443
29,172
18,054
68,329
2,785
700
2,154
1,109
987,278

Purchased Services
Professional Services
Catering/Dining Services
Postage/Shipping Services
Printing/Publication Services
Training/Education
Dues/Memberships
Mileage/Travel
Total Purchased Services

$

$

841,095
3,350
1,680
3,600
39,013
12,199
437
42,056
25,233
68,194
3,121
1,200
2,280
1,646
1,045,104

2027
Annual
Budget
$

%
Change

912,770
3,275
1,680
3,600
41,812
13,255
516
45,639
27,382
64,884
2,187
1,450
2,667
1,786
1,122,903

8.52%
-2.24%
0.00%
0.00%
0.00%
7.17%
8.66%
18.08%
8.52%
8.52%
-4.85%
-29.93%
20.83%
16.97%
8.51%
7.44%

36,910
63,547
29,995
90,739
7,701
4,535
141
233,568

124,190
65,325
35,000
100,000
17,280
4,845
200
346,840

49,590
68,725
37,500
100,000
18,280
6,520
200
280,815

-60.07%
5.20%
7.14%
0.00%
5.79%
34.57%
0.00%
-19.04%

38,104
8,675
46,779

46,934
9,000
55,934

48,116
5,000
53,116

2.52%
-44.44%
-5.04%

1,267,625 $

1,447,878 $

1,456,834

0.62%

Supplies/Non-Capital Equipment
Office Supplies
Operating Supplies
Total Supplies/Non-Capital Equipment
Total Expenditures

2026
Amended
Budget

55

Page 86

56

Page 87

CITY ATTORNEY
Statement of Purpose
The City Attorney provides clear, timely, and impartial legal counsel that ensures the organization operates within
the law and upholds the highest standards of public service. By safeguarding legal compliance and supporting
informed decision‑making, the City Attorney promotes transparency, reduces risk, and strengthens the City’s ability
to deliver effective and lawful municipal services.

Description
The City Attorney delivers comprehensive legal services that support all facets of municipal operations. This includes
providing legal advice to the Mayor, City Council, City Manager, departments, and boards, researching and
interpreting laws and regulations, preparing and reviewing ordinances, resolutions, contracts, agreements, and
other legal documents, and representing the City in hearings, negotiations, and court proceedings. The office also
manages prosecution of municipal code violations, administers liquor licensing matters, coordinates with outside
counsel on specialized issues, supports compliance with state and federal laws, and assists with claims and litigation
involving the City. Through these responsibilities, the City Attorney ensures that municipal actions are legally sound,
that public interests are protected, and that City officials have the guidance needed to make informed and
responsible decisions.

Personnel Summary
The City Attorney’s Office is currently staffed with 2.63 Full-Time Equivalent (FTE) employees and is not requesting
any changes to its staffing levels or position allocations. The existing team effectively supports the City’s legal
services, ensuring timely counsel, compliance, and coordinated municipal legal operations.

City Attorney
City Attorney
Assistant City Attorney
Legal Assistant
Total City Attorney

2025
Audited
Actuals

2026
Amended
Budget

2027
Annual
Budget

1.00
1.00
2.00

1.00
1.00
0.63
2.63

1.00
1.00
0.63
2.63

Increase/
(Decrease)
-

Financial Summary
The budget anticipates a significant increase in legal and related professional service costs in 2027 as the ongoing
lawsuit concerning the State’s preemption of home-rule authority continues. Substantial expenditures related to
outside counsel and other professional services are necessary to support the City’s legal position and its continued
participation in the matter.
2025
Audited
Actuals
Expenditures by Category
Personnel
Purchased Services
Supplies/Non-Capital Equipment
Total Expenditures

$

573,038
215,248
3,856
792,142

$

57

Page 88

2026
Amended
Budget
$

$

621,823
313,700
5,123
940,646

2027
Annual
Budget
$

$

572,243
1,014,990
5,314
1,592,547

%
Change
-7.97%
223.55%
3.73%
69.30%

CITY ATTORNEY
Expenditure Detail
2025
Audited
Actuals
Personnel
Regular Wages
Longevity Service Award
Communication Allowance
Vehicle Allowance
Social Security
Medicare
Workers Compensation
401a Retirement Contributions
401k Retirement Contributions
Medical Insurance
Dental Insurance
Insurance Waivers
Life/AD&D Insurance
Disability Insurance
Total Personnel

$

470,325
1,830
910
3,600
23,068
6,752
216
17,164
10,622
34,668
1,173
906
1,237
567
573,038

Purchased Services
Professional Services
Printing/Publication Services
Training/Education
Dues/Memberships
Mileage/Travel
Total Purchased Services

$

$

495,135
1,950
840
3,600
22,476
7,176
214
24,757
14,854
46,948
1,565
1,340
968
621,823

2027
Annual
Budget
$

%
Change

461,574
840
3,600
22,958
6,704
261
23,079
12,384
36,544
1,032
1,015
1,349
903
572,243

-6.78%
-100.00%
0.00%
0.00%
2.14%
-6.58%
21.96%
-6.78%
-16.63%
-22.16%
-34.06%
100.00%
0.67%
-6.71%
-7.97%

206,618
20
5,106
3,380
124
215,248

300,000
7,800
5,450
450
313,700

1,000,000
9,030
5,510
450
1,014,990

233.33%
0.00%
15.77%
1.10%
0.00%
223.55%

3,856
3,856

5,123
5,123

5,314
5,314

3.73%
3.73%

1,592,547

69.30%

Supplies/Non-Capital Equipment
Office Supplies
Total Supplies/Non-Capital Equipment
Total Expenditures

2026
Amended
Budget

792,142

58

Page 89

$

940,646

$

MUNICIPAL COURT
Statement of Purpose
Municipal Court is responsible for the fair, impartial, and timely adjudication of cases involving violations of the City’s
municipal code while ensuring that all proceedings follow due process and applicable legal standards. The court is
committed to administering justice consistently, maintaining public trust, and delivering accessible and respectful
service to all participants in the judicial process.

Description
The Municipal Judge retains independent judicial authority and oversees all courtroom proceedings while Municipal
Court Services manages the administrative functions that support the judicial process. Together, these operations
uphold the integrity, accessibility, and accountability of the judicial system.
The Municipal Judge presides over arraignments, hearings, trials, and other judicial proceedings authorized by law.
The Judge issues rulings, adjudicates violations of the Municipal Code, and ensures proceedings are conducted in
accordance with legal requirements and principles of fairness. The Judge also provides judicial direction on matters
such as warrants, advisements, indigency determinations, and sentencing, contributing to a consistent and impartial
administration of justice.
Municipal Court Services manages the operational, administrative, and customer-service functions essential to court
efficiency. Responsibilities include case processing from filing through disposition, maintaining official records,
overseeing dockets and calendars, preparing and certifying records of proceedings, and coordinating courtroom
support activities. The Court also administers fine and fee collection, compliance monitoring, warrant processing,
jury administration, and the management of court technology systems and statutory reporting requirements.

Goals/Objectives/Focus
The quality-of-life outcomes established by the City Council serve as the cornerstone for developing our annual
operating and capital improvement budget. These outcomes guide individual departments as they set goals and
objectives that support the community's overall vision and direction. By aligning our efforts with the City Council's
framework, we ensure that our initiatives are purposeful and impactful, ultimately contributing to the well-being and
prosperity of Greenwood Village.
Strengthen operational excellence through efficient case and docket management, consistent policy
implementation, effective interdepartmental coordination, and proactive administrative oversight to ensure
compliance, accountability, and high-quality court services.
Migrate to a secure, cloud-based case management system that enables paperless workflows, electronic
document management, 24/7 online payments, improved access to court records, greater operational
efficiency, and reduced reliance on manual processes.

Outcome Measures

Percentage of bench warrants issued and recalled with 100% accuracy

59

Page 90

2025
Actual
99.7

2026
Estimate

2027
Target

99.5

100

MUNICIPAL COURT
Personnel Summary
The Municipal Court is presided over by a Judge appointed by the City Council. In the event the Judge is unavailable,
relief judges are utilized to ensure continuity of court operations. Municipal Court Services currently has 5.0 FullTime Equivalent (FTE) employees and is not requesting any changes to staffing or position assignments. The current
structure provides sufficient judicial coverage for the Court’s caseload and established service levels.
2025
Audited
Actuals

2026
Amended
Budget

2027
Annual
Budget

1.00
1.00
4.00
6.00

1.00
1.00
4.00
6.00

1.00
1.00
4.00
6.00

Municipal Court
Municipal Court Judge
Court Administrator
Court Clerk
Total Municipal Court

Increase/
(Decrease)
-

Financial Summary
Annual operating expenditures in the Municipal Court are increasing, largely due to rising costs associated with
public defense and translation services, which are essential to ensuring that defendants have meaningful access to
representation and can fully understand and participate in court proceedings. The budget also continues to
support professional development, court-related training, memberships, and the materials necessary to administer
proceedings and maintain effective court operations.
2025
Audited
Actuals
Expenditures by Category
Personnel
Purchased Services
Supplies/Non-Capital Equipment
Total Expenditures
Expenditures by Program Area
Municipal Judge
Municipal Court Services
Total Expenditures

$

$

$
$

2026
Amended
Budget

527,895
36,543
4,351
568,789

$

40,983
527,806
568,789

$

60

Page 91

$

$

2027
Annual
Budget

572,170
26,554
3,138
601,862

$

39,287
562,575
601,862

$

$

$

%
Change

577,620
48,900
3,000
629,520

0.95%
84.15%
-4.40%
4.60%

39,366
590,154
629,520

0.20%
4.90%
4.60%

MUNICIPAL COURT
Expenditure Detail
2025
Audited
Actuals
Personnel
Regular Wages
Longevity Service Award
Overtime Wages
Social Security
Medicare
Workers Compensation
401a Retirement Contributions
401k Retirement Contributions
Medical Insurance
Dental Insurance
Life/AD&D Insurance
Disability Insurance
Total Personnel

$

391,282
3,075
10,183
24,196
5,659
213
12,570
4,494
72,267
2,319
980
657
527,895

2026
Amended
Budget
$

417,212
3,320
25,263
5,908
216
19,083
11,450
85,191
2,744
1,037
746
572,170

2027
Annual
Budget
$

%
Change

432,339
2,205
26,390
6,172
243
19,839
11,904
74,506
2,082
1,163
777
577,620

3.63%
-33.58%
0.00%
4.46%
4.47%
12.50%
3.96%
3.97%
-12.54%
-24.13%
12.15%
4.16%
0.95%

Purchased Services
Professional Services
Catering/Dining Services
Printing/Publication Services
Training/Education
Dues/Memberships
Mileage/Travel
Total Purchased Services

29,175
9
4,638
2,058
200
463
36,543

20,394
200
1,240
4,320
400
26,554

40,000
750
3,500
4,250
400
48,900

96.14%
275.00%
182.26%
-1.62%
0.00%
0.00%
84.15%

Supplies/Non-Capital Equipment
Office Supplies
Non-Capital Equipment
Total Supplies/Non-Capital Equipment

3,856
495
4,351

3,138
3,138

3,000
3,000

-4.40%
0.00%
-4.40%

629,520

4.60%

Total Expenditures

$

568,789

61

Page 92

$

601,862

$

62

Page 93

CITY CLERK
Statement of Purpose
The City Clerk’s Office plays a vital role in ensuring the accuracy, accessibility, and preservation of the City’s official
records while providing dependable administrative support for legislative processes. The office is committed to
maintaining transparent public information, administering elections and public notices in accordance with legal
requirements, and upholding the standards of openness and accountability that allow residents, officials, and staff
to participate confidently in municipal governance.

Description
The City Clerk’s Office performs a broad range of administrative, legislative, and records management
responsibilities that support effective municipal operations. This includes preparing agendas, packets, and minutes
for City Council meetings, maintaining the Municipal Code and preserving the City’s legislative history, managing
municipal elections and campaign finance requirements, and administering licensing programs and public notices.
The office also oversees collection, retention, and access to official records, manages Colorado Open Records Act
requests, processes statutory filings and petitions, and provides information and guidance to residents, staff, and
elected officials. These responsibilities ensure that official information is accurate, accessible, and maintained in
accordance with legal and procedural standards.

Goals/Objectives/Focus
The quality-of-life outcomes established by the City Council serve as the cornerstone for developing our annual
operating and capital improvement budget. These outcomes guide individual departments as they set goals and
objectives that support the community's overall vision and direction. By aligning our efforts with the City Council's
framework, we ensure that our initiatives are purposeful and impactful, ultimately contributing to the well-being and
prosperity of Greenwood Village.

Implement system and process enhancements associated with the organization’s contracting and records
management workflows, increasing efficiency, consistency, accountability, and accessibility while reducing
administrative burden and risk.
Enhance and expand centralized digital records management capabilities to create a more organized and
accessible records environment that supports operational efficiency, transparency, regulatory compliance,
and long-term preservation of the City’s institutional knowledge.

Outcome Measures

Percent of respondents rating the service received from the City Clerk’s Office as
good or excellent.
Percent of public records requests completed within legal requirements.
Percent of information requests disseminated within the established service level
target.

63

Page 94

2025
Actual

2026
Estimate

2027
Target

96

100

100

100

100

100

70

98

98

CITY CLERK
Personnel Summary
The City Clerk’s Office currently has 3.0 Full-Time Equivalent (FTE) employees and is not requesting any changes to
its current staffing levels or position assignments. The existing staffing and structure provide the capacity needed to
manage statutory requirements, maintain the integrity of official records, and deliver dependable service to
residents, elected officials, and City staff.
2025
Audited
Actuals
City Clerk
City Clerk
Deputy City Clerk
Licensing Specialist
Total City Clerk

2026
Amended
Budget

1.00
1.00
1.00
3.00

2027
Annual
Budget

1.00
1.00
1.00
3.00

Increase/
(Decrease)

1.00
1.00
1.00
3.00

-

Financial Summary
Overall, the 2027 budget represents a modest increase over the prior year's budget. With the current staffing
structure unchanged, the budget focuses on maintaining the capacity needed to manage the City’s growing
records, legislative, licensing, election, and public information responsibilities. Purchased services are expected to
decrease in 2027 following the completion of a significant records management and imaging initiative in 2026 that
assisted departments in migrating documents to digital formats and implementing electronic records
management. The budget also continues to provide training and professional development, ensuring staff remain
current with evolving statutory requirements and best practices in records management, elections, licensing, and
administration.
2025
Audited
Actuals
Expenditures by Category
Personnel
Purchased Services
Supplies/Non-Capital Equipment
Total Expenditures

$

372,592
33,854
1,162
407,608

$

64

Page 95

2026
Amended
Budget
$

$

401,534
74,150
6,046
481,730

2027
Annual
Budget
$

$

444,676
45,934
6,198
496,808

%
Change
10.74%
-38.05%
2.51%
3.13%

CITY CLERK
Expenditure Detail
2025
Audited
Actuals
Personnel
Regular Wages
Longevity Service Award
Overtime Wages
Communication Allowance
Social Security
Medicare
Workers Compensation
401a Retirement Contributions
401k Retirement Contributions
Medical Insurance
Dental Insurance
Insurance Waivers
Life/AD&D Insurance
Disability Insurance
Total Personnel

$

279,163
2,325
2,354
455
17,088
3,996
153
10,519
6,513
47,353
1,076
250
820
527
372,592

2026
Amended
Budget
$

296,758
2,500
1,500
420
18,197
4,256
156
14,838
8,903
51,197
1,172
250
806
581
401,534

2027
Annual
Budget
$

%
Change

331,075
2,620
1,500
420
19,581
4,747
187
16,554
9,932
55,039
1,155
250
968
648
444,676

11.56%
4.80%
0.00%
0.00%
7.61%
11.54%
19.87%
11.56%
11.56%
7.50%
-1.45%
0.00%
20.10%
11.53%
10.74%

Purchased Services
General Services
Catering/Dining Services
Advertising/Notification Services
Printing/Publication Services
Training/Education
Dues/Memberships
Mileage/Travel
Total Purchased Services

16,303
33
4,726
10,114
1,559
1,119
33,854

54,510
1,000
4,940
12,025
1,575
100
74,150

24,088
1,000
5,323
13,825
1,598
100
45,934

-55.81%
0.00%
0.00%
7.75%
14.97%
1.46%
0.00%
-38.05%

Supplies/Non-Capital Equipment
Office Supplies
Operating Supplies
Total Supplies/Non-Capital Equipment

474
688
1,162

496
5,550
6,046

428
5,770
6,198

-13.71%
3.96%
2.51%

496,808

3.13%

Total Expenditures

$

407,608

65

Page 96

$

481,730

$

66

Page 97

ORGANIZATIONAL SERVICES
Statement of Purpose
Organizational Services plays a central role in supporting the City’s mission by managing the essential financial,
workforce, and technology activities that enable effective and accountable municipal operations. By ensuring the
responsible stewardship of public resources, cultivating a productive and inclusive work environment, and
maintaining secure and reliable systems that support service delivery, Organizational Services strengthens
organizational capacity, promotes transparency, and contributes to the long‑term sustainability and success of
Greenwood Village.

Description
Organizational Services comprises three integral operations: Human Resources, Finance, and Information
Technology. These programs work collaboratively to deliver high-quality public services, uphold regulatory
compliance, and align the City’s resources, people, and systems with organizational goals.
Finance provides comprehensive financial management services that support Greenwood Village’s fiscal integrity,
regulatory compliance, and long-term stability. It oversees financial planning, budgeting, accounting, and
administrative functions, while maintaining accurate records, ensuring transparent financial reporting, and
maintaining strong internal controls that comply with GAAP and GASB standards. The program prepares the Annual
Comprehensive Financial Report, budget documents, and audit materials to ensure that public funds are well
protected and that financial information remains reliable and accessible. Finance also administers the City’s tax
operations, including sales, use, lodging, and occupational privilege taxes, by assisting businesses with licensing,
compliance, and customer service needs. Through these combined responsibilities, Finance strengthens
accountability, builds public trust, and provides the financial foundation the City needs to achieve its strategic
objectives.
Human Resources is vital in developing and maintaining a highly skilled, motivated, and effective workforce. It
provides comprehensive human resources services, including recruitment, employee training and development,
performance management, and compensation and benefits administration. It is also responsible for maintaining a
safe and healthy work environment by managing workplace safety programs, employee wellness initiatives, and risk
management practices. Human Resources plays a key role in fostering an inclusive and supportive workplace culture,
ensuring employees are well equipped to achieve both individual and organizational success. Additionally, it
oversees employee relations, conflict resolution, and adherence to labor laws. By cultivating a positive work
environment, Human Resources helps Greenwood Village achieve its mission and meet its long-term strategic goals.
Information Technology ensures that the City’s technology systems are reliable, secure, and designed to support
organizational outcomes. This work includes planning, implementing, and maintaining hardware, software,
telecommunications systems, and network infrastructure, as well as monitoring system performance and responding
to user support needs. Responsibilities also include safeguarding data through security and privacy practices,
ensuring business continuity, managing technology replacement planning, coordinating purchases and vendor
agreements, and providing training and guidance to staff on effective use of technology. These activities support
efficient operations, strengthen cybersecurity, and help departments leverage technology to meet service delivery
goals

67

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ORGANIZATIONAL SERVICES
Goals/Objectives/Focus
The quality-of-life outcomes established by the City Council serve as the cornerstone for developing our annual
operating and capital improvement budget. These outcomes guide individual departments as they set goals and
objectives that support the community's overall vision and direction. By aligning our efforts with the City Council's
framework, we ensure that our initiatives are purposeful and impactful, ultimately contributing to the well-being and
prosperity of Greenwood Village.

Implement GASB Statement No. 103, Financial Reporting Model Improvements, to improve the clarity and
relevance of financial statements, ensuring they provide the essential information needed for informed
decision making and for assessing the City’s stewardship of public resources and accountability to
stakeholders.
Implement ACH payments for accounts payable to enhance efficiency, reduce costs, strengthen payment
security, and improve vendor satisfaction.
Implement a secure Artificial Intelligence (AI) platform to automate routine tasks, accelerate information
analysis and content creation, improve productivity, and enable faster, more consistent service delivery to
the community.
Implement a comprehensive Human Resources Information System (HRIS) to replace the existing aging
system to provide an integrated platform for recruiting, onboarding, benefits administration, timekeeping,
payroll, and employee data management while automating processes, reducing manual effort, improving
data accuracy and accessibility, and addressing limitations of the existing system.
Migrate to a secure, cloud-based case management system that enables paperless workflows, electronic
document management, 24/7 online payments, improved access to court records, greater operational
efficiency, and reduced reliance on manual processes.

68

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ORGANIZATIONAL SERVICES
Outcome Measures

Average number of days to fill a vacancy
Percent of previous year’s Safety Committee objectives met.
Number of errors/corrections discovered by the external auditors during the
previous year’s financial statement audit.
Number of errors found in the previous year’s financial reports.
Unmodified opinion received on the previous year’s Annual Comprehensive
Financial Report.
Number of post-payroll corrections required due to processing errors.
Actual audit revenues compared to annual projected audit revenues expressed as a
percentage.
Percent of audited taxpayers rating the quality of audit as Good or Excellent.
Percent of tax revenue audited.
Percent of Service Desk technology support requests resolved within established
service level targets.
Percent of time the Internet Connection was available.

2025
Actual
76
100

2026
Estimate
72
100

2027
Target
65
100

0

0

0

0

0

0

Yes

Yes

Yes

2

3

0

49

100

100

100
15

100
8

100
9

97

97

97

100

100

100

Personnel Summary
Organizational Services currently has 25.5 Full-Time Equivalent (FTE) employees and is not requesting any changes
to staffing levels or position assignments. The current staffing level continues to strike a balance between operational
efficiency and the effective delivery of high‑quality human resources, financial, and technology services across the
organization.

Organizational Services
Director of Finance
Controller
Senior Accountant
Accountant
Payroll/Accounts Payable Specialist
Finance Technician
Administrative Assistant
Revenue Manager
Senior Tax Auditor
Tax Auditor
Revenue Specialist/Auditor
Revenue Specialist
Human Resources & Risk Manager
Compensation, Benefits & HRIS Administrator
Human Resources Business Partner
Risk Management Analyst
Human Resources Technician
Information Technology Manager
Data Services Supervisor
IT Project Manager
Systems Administrator
GIS Administrator
Application Administrator
Service Desk Technician
Total Organizational Services

69

Page 100

2025
Audited
Actuals

2026
Amended
Budget

2027
Annual
Budget

1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
2.00
1.00
1.00
1.00
1.00
1.00
1.00
0.50
1.00
1.00
1.00
2.00
1.00
1.00
1.00
25.50

1.00
1.00
1.00
1.00
1.00
2.00
1.00
1.00
2.00
1.00
1.00
1.00
1.00
1.00
1.00
0.50
1.00
1.00
1.00
2.00
1.00
1.00
1.00
25.50

1.00
1.00
1.00
1.00
1.00
2.00
1.00
1.00
2.00
1.00
1.00
1.00
1.00
1.00
1.00
0.50
1.00
1.00
1.00
2.00
1.00
1.00
1.00
25.50

Increase/
(Decrease)
-

ORGANIZATIONAL SERVICES

Financial Summary
While the figures reflect a modest increase over the prior year, several notable operational and budgetary changes
are included within the 2027 budget. Premiums and deductibles for property, casualty, and liability insurance
continue to significantly increase across the marketplace. Additionally, the budget includes several technologyrelated initiatives, such as transitioning to a cloud-based municipal court system, expanding mobile capabilities,
enterprise technology upgrades (including replacing the Human Resources Information System), optimizing
workflows, and adopting emerging tools. Further investments address infrastructure reliability through the
scheduled replacement of data-center batteries and the audio amplifier located in council chambers. Conversely,
expenditures associated with economic incentive programs designed to stimulate retail sales, enhance tax
revenues, and encourage commercial development are expected to decrease considerably as the two currently
existing agreements are set to expire in 2026. The budget also includes a reduction in professional services
expenditure associated with contracted tax audit services which had previously been used to supplement
operations, as existing in-house staff now have sufficient capacity to effectively support and enforce compliance.
2025
Audited
Actuals
Expenditures by Category
Personnel
Purchased Services
Supplies/Non-Capital Equipment
Capital Outlay
Debt Service
Miscellaneous Expenditures
Total Expenditures
Expenditures by Program Area
Finance
Human Resources
Information Technology
Total Expenditures

$

$

$

$

2026
Amended
Budget

2027
Annual
Budget

%
Change

3,341,070 $
2,099,800
218,639
260,691
665,116
564,971
7,150,287 $

3,565,707 $
2,843,199
332,540
476,485
550,000
7,767,931 $

3,862,725
3,143,507
334,150
29,000
476,485
7,845,867

8.33%
10.56%
0.48%
100.00%
0.00%
-100.00%
1.00%

2,388,440 $
1,298,532
3,463,315
7,150,287 $

2,569,924 $
1,508,620
3,689,387
7,767,931 $

2,114,688
1,607,689
4,123,490
7,845,867

-17.71%
6.57%
11.77%
1.00%

70

Page 101

ORGANIZATIONAL SERVICES
Expenditure Detail
2025
Audited
Actuals
Personnel
Regular Wages
Longevity Service Award
Tuition Reimbursement
Communication Allowance
Vehicle Allowance
Social Security
Medicare
Unemployment Insurance
Workers Compensation
401a Retirement Contributions
401k Retirement Contributions
Medical Insurance
Dental Insurance
Insurance Waivers
Life/AD&D Insurance
Disability Insurance
Total Personnel
Purchased Services
Professional Services
General Services
Catering/Dining Services
Repair/Maintenance Services
Telecommunication Services
Postage/Shipping Services
Advertising/Notification Services
Printing/Publication Services
Training/Education
Dues/Memberships
Mileage/Travel
Rentals/Leases
Insurance Premium/Deductible
Total Purchased Services
Supplies/Non-Capital Equipment
Office Supplies
Operating Supplies
Non-Capital Equipment
Total Supplies/Non-Capital Equipment
Capital Outlay
Capital Equipment
Capital Outlay - SBITA
Total Capital Outlay
Debt Service
Principal Payments
Interest Expense
Total Debt Service
Miscellaneous Expenditures
Economic Incentives
Total Miscellaneous Expenditures
Total Expenditures

$

2,622,636
13,238
24,294
5,710
2,769
159,909
37,398
17,290
1,326
97,806
59,089
268,471
10,077
8,523
7,611
4,923
3,341,070

2026
Amended
Budget
$

$

%
Change

2,916,014
15,094
53,519
6,060
3,600
175,653
41,942
15,000
1,534
145,802
87,481
367,973
12,750
6,065
8,531
5,707
3,862,725

6.53%
-3.09%
0.00%
8.60%
0.00%
6.57%
5.91%
100.00%
16.04%
6.53%
6.53%
25.93%
14.44%
-35.48%
14.94%
6.53%
8.33%

214,294
82,197
7,315
714,666
423,301
24,599
2,939
2,887
55,214
26,013
452
4,599
541,324
2,099,800

330,233
79,400
3,500
1,175,200
431,500
22,625
5,000
1,200
83,970
28,701
2,350
4,520
675,000
2,843,199

309,385
80,000
4,000
1,442,702
431,700
22,625
5,000
1,500
92,670
22,925
2,350
3,650
725,000
3,143,507

-6.31%
0.76%
14.29%
22.76%
0.05%
0.00%
0.00%
25.00%
10.36%
-20.12%
0.00%
-19.25%
7.41%
10.56%

3,250
15,038
200,351
218,639

4,500
16,000
312,040
332,540

4,700
17,000
312,450
334,150

4.44%
6.25%
0.13%
0.48%

29,000
29,000

100.00%
0.00%
100.00%

193,092
67,599
260,691

$

2,737,181
15,575
53,519
5,580
3,600
164,824
39,603
1,322
136,861
82,117
292,205
11,141
9,400
7,422
5,357
3,565,707

2027
Annual
Budget

-

630,908
34,208
665,116

457,672
18,813
476,485

457,672
18,813
476,485

0.00%
0.00%
0.00%

564,971
564,971
7,150,287 $

550,000
550,000
7,767,931 $

7,845,867

-100.00%
-100.00%
1.00%

71

Page 102

72

Page 103

COMMUNITY DEVELOPMENT
Statement of Purpose
The Department of Community Development preserves and protects the desirable characteristics of the existing
built and natural environments while planning for future development and redevelopment of the City.
Description
The Department of Community Development is comprised of five programs: Administration, Planning, Building,
Neighborhood Services, and Facilities.
The Administration program provides administrative support and management oversight to assure high-quality
department outcomes. The Director provides support to the elected officials on policy-level issues and works with
the City Attorney on proposed code revisions.
The Planning program is responsible for processing development applications, planned sign programs, and
variances, as well as performing zoning reviews of building permits. The program provides support to the Board of
Adjustments and Appeals and the Planning and Zoning Commission, as well as the City Council, on updates to the
Comprehensive Plan and special studies.
The Building program assures safe and code-compliant construction in new and existing buildings through
construction plan review and inspections. The staff maintains the required knowledge of building codes and
regularly reviews and proposes updates to adopted building codes to City Council for consideration.
The Neighborhood Services program provides administrative support and sustains the high-quality appearance of
the community by assuring residential and commercial property owner compliance with use and maintenance
standards.
The Facilities program assures that Village-owned buildings and facilities are safe, clean, and comfortable through
regular maintenance and cleaning, as well as through planned upgrades and repairs to building infrastructure.

Goals/Objectives/Focus
The quality-of-life outcomes established by the City Council serve as the cornerstone for developing our annual
operating and capital improvement budget. These outcomes guide individual departments as they set goals and
objectives that support the community's overall vision and direction. By aligning our efforts with the City Council's
framework, we ensure that our initiatives are purposeful and impactful, ultimately contributing to the well-being and
prosperity of Greenwood Village.
Maintain and enhance Village-owned buildings and facilities for the safety and comfort of the public
Complete the expanded E-Scooter Mobility Pilot Program
Enhance outreach to the community related to topics of importance within Community Development
Maintain permit and development review timeframes that are consistently faster than other municipalities

73

Page 104

COMMUNITY DEVELOPMENT
Outcome Measures

Administration:
Percent of department objectives achieved.
Building:
Percent of building permit review timeframes met or exceeded.
(Expected timeframe: 5 days, 10 days, 15 days – based on permit type)
Percent of building inspections completed the next business day.
Neighborhood Services:
Percent of code inspections completed the same day / next business day.
Percent of code violations resolved voluntarily (no abatement required).
Facilities:
Average respondent rating for cleanliness of park shelters/pavilions.
(Rating Scale from 1 to 5: Low to High)
Average respondent rating for cleanliness of park restroom facilities.
(Rating Scale from 1 to 5: Low to High)
Planning:
Percent of development review timeframes met or exceeded.
(Expected timeframe: 28 days, 21 days, 14 days – based on review type)

2025
Actual

2026
Estimate

2027
Target

100

100

100

99

99

98

97

98

98

99
99

99
99

95
99

4.5

4.75

4.5

4.45

4.65

4.5

80

95

100

Personnel Summary
Community Development currently employs 25.00 Full-Time Equivalent (FTE) employees. In 2027, staffing will
decrease to 24.00 FTEs following the transfer and reclassification of the Community Development Engineer position
to the Public Works Department. Additionally, the vacant Planning Technician role has been reclassified as an
Administrative Assistant for 2027, reflecting efforts to streamline staffing and enhance administrative support. These
strategic changes are designed to improve operational efficiency, ensure the consistent delivery of high-quality
development services, and strengthen organizational support throughout the department.

Community Development
Director of Community Development
Planning Manager
Planner II
Planner I
Planning Technician
Chief Building Official
Community Development Engineer
Plans Examiner
Electrical Inspector/Plans Examiner
Combination Building Inspector
Code Enforcement Manager
Senior Code Enforcement Officer
Code Enforcement Officer
Permit Technician
Administrative Assistant
Facilities Manager
Facility Maintenance Technician
Facility Services Worker
Total Community Development

74

Page 105

2025
Audited
Actuals

2026
Amended
Budget

2027
Annual
Budget

Increase/
(Decrease)

1.00
1.00
1.00
2.00
1.00
1.00
1.00
1.00
1.00
2.00
1.00
1.00
2.00
2.00
1.00
1.00
1.00
4.00
25.00

1.00
1.00
1.00
2.00
1.00
1.00
1.00
1.00
1.00
2.00
1.00
1.00
2.00
2.00
1.00
1.00
2.00
3.00
25.00

1.00
1.00
1.00
2.00
1.00
1.00
1.00
2.00
1.00
1.00
2.00
2.00
2.00
1.00
2.00
3.00
24.00

(1.00)
(1.00)
1.00
(1.00)

COMMUNITY DEVELOPMENT

Financial Summary
The 2027 Budget for Community Development includes changes to personnel involving the reduction of 1.0 FTE
(Community Development Engineer) and reclassification of the Planning Technician to an Administrative Assistant.
There are no other changes to department program areas or a reduction in the provision of services.
Differences in the 2027 Budget as compared to 2026 stem from decreases related to the reduction of the 1.0 FTE
Community Development Engineer (salary/benefits/training/dues/memberships/uniform), as well as increases in
other areas, including: General Services (additional cleaning of existing and newly constructed Village-owned
parks restroom facilities); and Repair and Maintenance Services (numerous projects to enhance and maintain
Village-owned buildings and facilities and replace failing equipment). Approximately $606,000 in 2027 Budget
expenditures (compared to $325,000 in 2026) are directly attributable to one-time costs for projects contained in
the Repairs and Maintenance budget (including: replacement of the second-floor rear metal walkway platform and
stairs at City Hall; replacement of the main City Hall water heater; repainting of the Emporia Street storage
building; refinishing floors in 6 different parks restrooms; replacement of the City Hall / Police Department
freestanding monument sign at the main entrance on Quebec Street; installation of a rubberized sealant on the
roof of the Maintenance Building back bays to resolve constant leaks; improvements within the Police Department
Crime Lab to replace damaged and worn fixtures and upgrade lighting; replacement of the Citywide Access
Control System; and replacement of all exterior windows at the Curtis Center for the Arts building. These projects
will result in significant improvements to the quality and performance of the Village’s various buildings and
structures and represent needed investments into critical infrastructure.
2025
Audited
Actuals
Expenditures by Category
Personnel
Purchased Services
Supplies/Non-Capital Equipment
Capital Outlay
Total Expenditures
Expenditures by Program Area
Administration
Planning
Building
Neighborhood Services
Facilities
Total Expenditures

$

$

$

$

2026
Amended
Budget

2,560,461
1,007,749
275,211
171,599
4,015,020

$

258,923
740,347
649,508
863,762
1,502,480
4,015,020

$

75

Page 106

$

$

2027
Annual
Budget

2,904,580
1,184,313
291,430
50,000
4,430,323

$

280,980
847,991
701,903
954,695
1,644,754
4,430,323

$

$

$

%
Change

2,922,029
1,264,329
343,530
214,000
4,743,888

0.60%
6.76%
17.88%
328.00%
7.08%

307,404
794,101
626,459
995,897
2,020,027
4,743,888

9.40%
-6.36%
-10.75%
4.32%
22.82%
7.08%

COMMUNITY DEVELOPMENT
Expenditure Detail
2025
Audited
Actuals
Personnel
Regular Wages
Longevity Service Award
Overtime Wages
Clothing Allowance
Communication Allowance
Vehicle Allowance
Social Security
Medicare
Workers Compensation
401a Retirement Contributions
401k Retirement Contributions
Medical Insurance
Dental Insurance
Insurance Waivers
Life/AD&D Insurance
Disability Insurance
Total Personnel

$

Purchased Services
Professional Services
General Services
Catering/Dining Services
Repair/Maintenance Services
Disposal/Recycling Services
Printing/Publication Services
Training/Education
Dues/Memberships
Mileage/Travel
Total Purchased Services

1,982,457
7,685
11,099
1,350
3,080
3,600
121,834
28,517
9,345
73,920
44,420
249,272
9,786
4,575
5,733
3,788
2,560,461

2026
Amended
Budget
$

2,201,094
7,700
13,500
1,500
3,360
3,600
133,889
31,834
10,193
110,055
66,031
294,843
11,407
5,300
5,969
4,305
2,904,580

2027
Annual
Budget
$

%
Change

2,217,577
8,895
13,500
1,500
3,360
3,600
133,707
32,109
13,388
110,880
66,526
290,266
10,599
5,300
6,485
4,337
2,922,029

0.75%
15.52%
0.00%
0.00%
0.00%
0.00%
-0.14%
0.86%
31.35%
0.75%
0.75%
-1.55%
-7.08%
0.00%
8.64%
0.74%
0.60%

307,238
112,830
7,400
534,745
592
3,821
36,553
4,102
468
1,007,749

314,550
219,000
7,700
571,100
5,000
2,400
55,450
9,113
1,184,313

267,100
219,000
7,700
702,000
5,000
2,000
53,200
8,329
1,264,329

-15.09%
0.00%
0.00%
22.92%
0.00%
-16.67%
-4.06%
-8.60%
0.00%
6.76%

Supplies/Non-Capital Equipment
Office Supplies
Operating Supplies
Non-Capital Equipment
Uniforms/Safety Equipment
Gas/Electricity
Water/Sewer
Total Supplies/Non-Capital Equipment

4,118
56,563
20,490
8,496
156,935
28,609
275,211

2,500
64,900
27,000
13,530
148,000
35,500
291,430

2,500
64,900
67,400
13,230
154,000
41,500
343,530

0.00%
0.00%
149.63%
-2.22%
4.05%
16.90%
17.88%

Capital Outlay
Capital Equipment
Total Capital Outlay

171,599
171,599

50,000
50,000

214,000
214,000

328.00%
328.00%

4,743,888

7.08%

Total Expenditures

$

4,015,020

76

Page 107

$

4,430,323

$

POLICE
Statement of Purpose
The purpose of the Police Department is to ensure a safe and secure community.

Description
The Police Department is composed of four programs, including Administration, Patrol Operations, Technical
Support Services, and Special/Support Operations.
The purpose of the Administration Program is to strategically lead the department in addressing public safety
concerns by utilizing technology, equipment, and resources to achieve high-quality safety outcomes.
The purpose of the Patrol Operations Program is to provide uniformed patrol and code enforcement services that
primarily respond to calls for police services.
The Technical Support Services Program is responsible for the 9-1-1 Communications Center, Records Management,
and Crime Analysis in dispatching calls for service and managing police records.
The Special and Support Operations Programs include School Safety, Court Security, Traffic Safety, Investigations,
Recruitment and Training/Development, Forensics and Evidence, and Emergency Management. The programs are
responsible for partnering to create safe environments in our schools, during court sessions, on our roadways,
solving criminal cases, crime scene and evidence processing, evidence management, recruitment and retention,
development, and training of all personnel, as well as being prepared to respond to identified crises and resolve
immediate public safety concerns.

Goals/Objectives/Focus
The quality-of-life outcomes established by the City Council serve as the cornerstone for developing our annual
operating and capital improvement budget. These outcomes guide individual departments as they set goals and
objectives that support the community's overall vision and direction. By aligning our efforts with the City Council's
framework, we ensure that our initiatives are purposeful and impactful, ultimately contributing to the well-being and
prosperity of Greenwood Village.
Deter, reduce or eliminate crime and traffic-related concerns through proactive, intelligence-led policing
strategies supported by the utilization of technology
Continue the “Drone as a First Responder” (DFR) pilot program and explore a Real Time Information Center
concept
Leverage interdepartmental cooperation and external partnerships to address public safety concerns such
as homeless encampments, e-moto/e-bike violations and mental health and substance abuse issues.
Build and maintain strong community partnerships through positive, daily interactions and programs such
as Citizen’s Academy, Youth Academy, National Night Out at Greenwood Village Day and more

77

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POLICE
Outcome Measures

911 Center: Average response time to priority one calls.
(Time of call received to officer arrival)
Number of deaths resulting from crime.
Number of crimes against property.
Number of crimes against persons.
Number of injury traffic accidents.
Number of non-injury traffic accidents.
Number of fatal traffic accidents.

2025
Actual

2026
Estimate

2027
Target

3:49

4:00

< 4:00

1
1,134
242
30
1,046
1

0
895
205
35
1,000
2

0
1,000
200
27
1,000
0

Personnel Summary
The Police Department currently operates with 96.38 Full-Time Equivalent (FTE) employees but is requesting the
addition of 0.37 FTE to convert a part-time Evidence Technician into a full-time Criminalist to support effective law
enforcement operations, community policing efforts, and ensure the safety and security of the community.
2025
Audited
Actuals

2026
Amended
Budget

1.00
1.00
1.00
4.00
1.00
9.00
2.00
1.00
8.00
8.00
37.00
12.00
1.00
2.00
1.00
1.00
2.00
2.00
1.00
0.75
0.63
96.38

1.00
1.00
1.00
4.00
1.00
9.00
2.00
1.00
8.00
8.00
37.00
12.00
1.00
2.00
1.00
1.00
2.00
2.00
1.00
0.75
0.63
96.38

Police
Chief of Police
Deputy Chief of Police
Assistant to Chief of Police
Police Commander
Police Communications & Records Manager
Police Sergeant
9-1-1 Center Supervisor
Records Supervisor
Police Corporal
Police Detective
Police Officer
9-1-1 Technician
Police Recruitment/Training Coordinator
Code Enforcement Officer
Senior Criminalist
Criminalist
Police Digital Media Technician
Records Technician
Court Marshal
Municipal Security Officer
Evidence Technician
Total Police

78

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2027
Annual
Budget
1.00
1.00
1.00
4.00
1.00
9.00
2.00
1.00
8.00
8.00
37.00
12.00
1.00
2.00
1.00
2.00
2.00
2.00
1.00
0.75
96.75

Increase/
(Decrease)
1.00
(0.63)
0.37

POLICE
Financial Summary
The Police Department’s overall total expenditures are increasing. The primary reason for the increase is due to
personnel compensation and benefits to support market and/or merit adjustments (+6.65%) as well as capital and
non-capital equipment needed to replace emergency communications equipment in the 911 dispatch center and
in the field. The conversion of a part-time (0.63) Evidence technician to full-time (1.0) Criminalist will result in an
increase of 0.37 FTE or +$50,000. The increase in capital equipment for the one-time replacement cost of the 911
center emergency dispatch radios is $529,829 (-$264,915 offsetting revenues) and the increase in non-capital
equipment for the one-time purchase of mobile radios for police vehicles is $347,953. Additionally, there are onetime purchases for safety equipment including ballistic shields for the SRO unit (+$32,000), a replacement narcotic
identification scanner (+$28,500) and a high-resolution, night-vision camera for the Emergency Response Team
Bearcat vehicle (+$52,000). There are also changes to professional service agreements including the addition of
two (2) photo-speed enforcement cameras (+$165,000), AllHealth Network co-responder program (+$22,856)
(+10,000 offsetting revenue grant increase) and the Braincode officer/dispatcher mental health wellness program
(+$72,000) (offsetting revenues likely with grant award). One notable decrease includes a reduction in extra duty
assignment costs (-$40,000).
2025
Audited
Actuals
Expenditures by Category
Personnel
Purchased Services
Supplies/Non-Capital Equipment
Capital Outlay
Debt Service
Total Expenditures
Expenditures by Program Area
Administration
Technical Support Services
Patrol Operations
Special Operations
Total Expenditures

2026
Amended
Budget

2027
Annual
Budget

%
Change

$

13,481,835 $
15,252,085 $
16,267,104
895,257
881,267
912,114
625,951
550,173
862,655
10,059
112,032
610,329
751,295
1,054,176
1,221,791
$ 15,764,397 $ 17,849,733 $ 19,873,993

6.65%
3.50%
56.80%
444.78%
15.90%
11.34%

$

16.82%
52.14%
4.65%
0.48%
11.34%

1,737,198 $
1,714,480 $
2,002,802
2,177,664
2,552,071
3,882,658
7,030,174
8,158,609
8,537,704
4,819,361
5,424,573
5,450,829
$ 15,764,397 $ 17,849,733 $ 19,873,993

79

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POLICE
Expenditure Detail

Personnel
Regular Wages
Longevity Service Award
Rate/Shift Differential
Extra Duty Assignment
Overtime Wages
Clothing Allowance
Cleaning Allowance
Social Security
Medicare
Workers Compensation
FPPA Death & Disability
401a Retirement Contributions
401k Retirement Contributions
Medical Insurance
Dental Insurance
Insurance Waivers
Life/AD&D Insurance
Disability Insurance
Total Personnel
Purchased Services
Professional Services
General Services
Catering/Dining Services
Emergency Housing/Meals
Repair/Maintenance Services
Telecommunication Services
Postage/Shipping Services
Printing/Publication Services
Training/Education
Dues/Memberships
Mileage/Travel
Total Purchased Services
Supplies/Non-Capital Equipment
Office Supplies
Operating Supplies
Non-Capital Equipment
Uniforms/Safety Equipment
Total Supplies/Non-Capital Equipment
Capital Outlay
Capital Equipment
Total Capital Outlay
Debt Service
Principal Payments
Interest Expense
Total Debt Service
Total Expenditures

2025
Audited
Actuals

2026
Amended
Budget

2027
Annual
Budget

9,567,192 $
54,815
146,264
383,934
257,426
12,000
35,518
138,390
146,365
129,751
233,712
1,032,000
48,755
1,190,181
42,568
17,552
27,537
17,875
13,481,835

10,509,870 $
62,805
159,000
525,000
321,000
12,000
37,350
184,364
165,630
139,708
265,296
1,257,628
71,252
1,423,959
50,687
18,025
28,180
20,331
15,252,085

11,233,953
62,160
159,000
485,000
321,000
12,000
37,500
200,240
175,245
173,788
335,456
1,335,520
71,326
1,539,371
50,193
20,500
32,855
21,997
16,267,104

6.89%
-1.03%
0.00%
-7.62%
0.00%
0.00%
0.40%
8.61%
5.81%
24.39%
26.45%
6.19%
0.10%
8.11%
-0.97%
13.73%
16.59%
8.19%
6.65%

591,834
83,938
24,255
33,289
683
663
124,834
35,813
(52)
895,257

512,996
86,610
25,193
2,250
39,561
720
800
1,386
175,940
35,511
300
881,267

528,724
87,260
26,193
2,250
40,100
840
800
1,386
185,058
39,203
300
912,114

3.07%
0.75%
3.97%
0.00%
1.36%
16.67%
0.00%
0.00%
5.18%
10.40%
0.00%
3.50%

8,364
71,899
458,422
87,266
625,951

11,041
53,082
379,760
106,290
550,173

11,491
53,731
690,868
106,565
862,655

4.08%
1.22%
81.92%
0.26%
56.80%

10,059
10,059

112,032
112,032

610,329
610,329

444.78%
444.78%

702,491
998,725
1,166,340
48,804
55,451
55,451
751,295
1,054,176
1,221,791
$ 15,764,397 $ 17,849,733 $ 19,873,993

16.78%
0.00%
15.90%
11.34%

$

80

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%
Change

PARKS, TRAILS, & RECREATION
Statement of Purpose
The Department of Parks, Trails, and Recreation assures the provision of personal enjoyment and personal
development through high-quality parks, trails, open spaces, recreation, cultural arts programs, and community
events for Greenwood Village.

Description
The Department consists of the Administration program, the Recreation program, the Cultural Arts program, the
Parks Projects and Streetscape Management program, and the Parks and Trails Maintenance programs.
The Administration Program ensures the provision of high-quality recreation programs, cultural art activities,
community events, and parks, trails, and open space experiences through the development and achievement of
annual department outcomes and collaborative planning and coordination of land acquisition and capital
improvement projects. Additionally, the Administration Program supports the Parks, Trails, and Recreation
Commission’s efforts to make sound recommendations to City Council on parks, trails and open space issues,
processes recreation reimbursements, and issues all pavilion reservations.
The Recreation Program provides recreational opportunities through preschool, youth, teen, adult, and senior
recreation programming; community special events; and assignment of athletic playing fields to local youth sports
agencies.
The Cultural Arts Program provides programming and operation of the Curtis Center for the Arts. Cultural arts
activities offered throughout the year include adult and youth art programming; art exhibits and receptions; lectures;
and performing/community art events. Additionally, the Cultural Arts Program supports the Greenwood Village Arts
and Humanities Council with fundraising events and programs benefiting public art and community art education.
The Parks Projects and Streetscape Management Program is responsible for the overall quality of parks, open
spaces, and trail facilities. Staff ensure that projects are well coordinated, include public input from residents and
appropriate stakeholders, and are designed and constructed to meet Village standards. This program also oversees
streetscapes and floral contracts.
The Parks and Trails Maintenance Program is responsible for maintaining aesthetic, clean, safe, and usable
recreational areas and snow and ice control for parks and trails. Developed Parks program includes two turf crews
and the irrigation crew for maintenance of developed parks. Park Amenities and Special Projects program includes
one crew responsible for the maintenance of park amenities and the construction of in-house projects. Open Space
and Urban Forestry program includes one crew responsible for the maintenance of all trees and horticulture, as well
as weed and pest control. Small Engine Equipment program includes the budget necessary for the procurement
and maintenance of small engine equipment. The final program is Parks and Trails Snow Removal, which covers
costs specifically for the removal of snow from the trails and sidewalks.

81

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PARKS, TRAILS, & RECREATION
Goals/Objectives/Focus
The quality-of-life outcomes established by the City Council serve as the cornerstone for developing our annual
operating and capital improvement budget. These outcomes guide individual departments as they set goals and
objectives that support the community's overall vision and direction. By aligning our efforts with the City Council's
framework, we ensure that our initiatives are purposeful and impactful, ultimately contributing to the well-being and
prosperity of Greenwood Village.
Renovate and revitalize streetscapes and park landscaping.
Complete the Curtis Center back patio community art installation.
Improve irrigation efficiencies through smart infrastructure upgrades and management.

Outcome Measures

Administrative
Percentage of department objectives achieved.
Amount of parks, trails, and recreation grant funding awarded.
Recreation
Participants in youth recreational events.
Number of youths on recreational waiting lists.
Percent of respondents rating the personal enjoyment received from youth programs
as Good or Excellent, as measured by the department survey.
Participants in adult recreational sessions.
Number of adults on recreational waiting lists.
Percent of respondents rating the personal enjoyment received from adult
recreational sessions as Good or Excellent, as measured by the department survey.
Participants in senior sessions.
Attendance at community events.
Percent of respondents rating the personal enjoyment received from community
events as Good or Excellent, as measured by the department survey.
Cultural Arts
Participants in youth art class/activity sessions.
Number of youths on the art waiting list.
Percent of respondents rating the personal enjoyment received from youth art
programs as Excellent or Good, as measured by department survey.
Participants in adult art class/activity sessions.
Number of adults on the art waiting list.
Percent of respondents rating the personal enjoyment received from adult art classes
as Excellent or Good, as measured by department survey.
Visitors to art exhibits, including opening receptions at the Curtis Center.
Attendance at community events.
Amount of cultural arts grants awarded.
*Lower enrollment due to classroom closure during patio renovation.

82

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2025
Actual

2026
Estimate

2027
Target

100%
$510,000

100%
$1,800,000

100%
$600,000

2,077
116

2,400
150

2,450
160

93

95

95

418
1

332
0

340
0

90

95

100

725
8,066

750
7,800

760
7,850

100

95

95

275*
24

451
19

473
16

94

98

100

691

1,025

1,176

32

111

94

100

100

100

29,513
11,499
$56,320

30,000
11,700
$62,696

34,500
12,285
$50,800

PARKS, TRAILS, & RECREATION
Personnel Summary
The Parks, Trails, & Recreation Department currently operates with 51.73 Full-Time Equivalent (FTE) positions and
is not recommending any staffing changes for the upcoming year. The existing staffing configuration continues to
support the department’s ability to operate efficiently while delivering high-quality recreational and cultural
programming, park maintenance, and trail services to the community.

Parks, Trails & Recreation
Director of Parks, Trails & Recreation
Parks, Recreation, & Events Manager
Cultural Arts Manager
Senior Project Manager - Engineer
Recreation Supervisor
Parks Supervisor
Project Manager (I, II) - Landscape Architect
Recreation Coordinator
Assistant Cultural Arts Coordinator
Parks Inspector
Administrative Assistant
Arborist
Irrigation Technician
Maintenance Mechanic
Parks Maintenance Tech (I, II, & III)
Graphics/Prop Design Technician
Seasonal & Temporary Positions
Total Parks, Trails & Recreation

2025
Audited
Actuals

2026
Amended
Budget

2027
Annual
Budget

1.00
1.00
1.00
1.00
1.00
5.00
1.00
1.00
1.00
2.00
2.50
3.00
4.00
2.00
18.00
1.00
6.23
51.73

1.00
1.00
1.00
1.00
1.00
5.00
1.00
1.00
1.00
2.00
2.50
3.00
4.00
2.00
18.00
1.00
6.23
51.73

1.00
1.00
1.00
1.00
1.00
5.00
1.00
1.00
1.00
2.00
2.50
3.00
4.00
2.00
18.00
1.00
6.23
51.73

Increase/
(Decrease)
-

Financial Summary
The Parks, Trails, and Recreation Department’s budget increases by 2.88%. The increase is largely attributed to
personnel expenses, offset by a reduction from the removal of one-time purchases budgeted in 2026 that do not
move forward into 2027. The increase is also due to inflation of annual routine expenses, with the largest individual
increases being in water costs and contracted floral and streetscape maintenance.
The lightning detection system in the parks was replaced in 2026, and the previously budgeted $72,000 in noncapital expense was removed from the Administration program for 2027. The general services were increased by
$15,250 to cover the ongoing annual expense.
The Recreation program budget was increased by $14,010 for general services, rentals, and operating supplies to
maintain the same level of service to host the Fishing Derby, Greenwood Village Day, Fall Fest, and the Mayor’s
Holiday Lighting after expected service provider increases.
The Cultural Arts program removed the one-time $80,000 budget for the Carson Park public art project, resulting
in a significant decrease in professional services for 2027. Colorado Art Weekend was brought on as a partner in
coordinating the Art on the Green event. As a result, income from artist booth sales will be shared, reducing what
the Arts and Humanities Council (GVACH) will recognize as income by an estimated $19,550. Correspondingly, the
proposed budget was decreased by the same amount in general services. The categories of catering, advertising,
and printing were increased by $10,100 collectively to accommodate increased program participation.
The only significant increase to the Parks Projects and Streetscape program budget is to the streetscapes and floral
maintenance contract budget, reflecting an anticipated 4% increase totaling $35,800.

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PARKS, TRAILS, & RECREATION

The only significant increase to the Developed Park program budget is to the water budget, reflecting an
anticipated 5% increase by water purveyors in the amount of $24,062.
The Park Amenities and Special Project program has insignificant increases in general services, training, and noncapital in support of maintaining service levels amid rising costs.
The Open Space and Urban Forestry program saw an overall decrease in general services by a net of $20,000. This
was largely due to reducing High Line Canal tree truck watering to occasional winter watering, offset by additional
budget for tree pest control treatments.
The Small Engine Equipment budget is down significantly in both non-capital equipment and capital equipment
due to normal variances in replacement equipment schedules.
2025
Audited
Actuals
Expenditures by Category
Personnel
Purchased Services
Supplies/Non-Capital Equipment
Capital Outlay
Miscellaneous Expenditures
Total Expenditures
Expenditures by Program Area
Administration
Recreation
Cultural Arts
Parks Projects and Streetscape Mgmt.
Developed Parks
Park Amenities and Special Projects
Open Space & Urban Forestry
Small Engine Equipment
Parks & Trails Snow
Total Expenditures

$

$

$

$

2026
Amended
Budget

2027
Annual
Budget

%
Change

4,968,355 $
5,506,349 $
5,961,600
2,145,860
2,649,129
2,610,194
1,218,920
1,374,810
1,314,777
103,452
243,923
183,300
516,270
504,150
504,300
8,952,857 $ 10,278,361 $ 10,574,171

8.27%
-1.47%
-4.37%
-24.85%
0.03%
2.88%

1,017,772 $
1,129,670 $
1,138,751
1,030,671
1,049,717
1,091,349
597,115
786,934
740,635
1,416,201
1,516,004
1,596,660
2,875,121
3,230,562
3,495,900
742,873
848,129
915,414
913,029
1,215,337
1,173,572
335,631
457,233
377,115
24,444
44,775
44,775
8,952,857 $ 10,278,361 $ 10,574,171

0.80%
3.97%
-5.88%
5.32%
8.21%
7.93%
-3.44%
-17.52%
0.00%
2.88%

84

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PARKS, TRAILS, & RECREATION
Expenditure Detail
2025
Audited
Actuals
Personnel
Regular Wages
Seasonal/Temporary Wages
Longevity Service Award
Rate/Shift Differential
Overtime Wages
Clothing Allowance
Communication Allowance
Vehicle Allowance
Social Security
Medicare
Workers Compensation
401a Retirement Contributions
401k Retirement Contributions
Medical Insurance
Dental Insurance
Insurance Waivers
Life/AD&D Insurance
Disability Insurance
Total Personnel
Purchased Services
Professional Services
General Services
Catering/Dining Services
Repair/Maintenance Services
Disposal/Recycling Services
Postage/Shipping Services
Advertising/Notification Services
Printing/Publication Services
Training/Education
Dues/Memberships
Mileage/Travel
Rentals/Leases
Total Purchased Services
Supplies/Non-Capital Equipment
Office Supplies
Operating Supplies
Non-Capital Equipment
Uniforms/Safety Equipment
Gas/Electricity
Water/Sewer
Total Supplies/Non-Capital Equipment
Capital Outlay
Capital Equipment
Total Capital Outlay
Miscellaneous Expenditures
Contributions/Donations
Community Incentives
Total Miscellaneous Expenditures
Total Expenditures

$

$

3,389,519
194,853
24,491
12,473
144,171
7,100
6,460
3,600
224,310
52,840
36,960
126,244
77,202
627,946
17,596
6,305
9,821
6,464
4,968,355

2026
Amended
Budget
$

3,671,993
276,000
26,599
13,000
129,182
7,200
5,880
3,600
247,395
58,469
39,164
183,603
110,164
690,699
19,695
6,550
9,972
7,184
5,506,349

2027
Annual
Budget
$

%
Change

4,012,976
286,464
25,846
13,000
129,182
7,200
5,880
3,600
267,598
63,497
53,616
200,652
120,390
724,039
20,809
7,250
11,749
7,852
5,961,600

9.29%
3.79%
-2.83%
0.00%
0.00%
0.00%
0.00%
0.00%
8.17%
8.60%
36.90%
9.29%
9.28%
4.83%
5.66%
10.69%
17.82%
9.30%
8.27%

25,352
1,773,808
29,989
184,570
2,795
9,705
6,871
29,023
53,729
7,508
248
22,262
2,145,860

116,500
2,099,158
21,150
232,730
3,000
12,500
11,000
30,960
71,390
10,211
400
40,130
2,649,129

35,000
2,121,004
24,650
236,730
5,000
12,500
13,000
37,560
72,815
10,405
400
41,130
2,610,194

-69.96%
1.04%
16.55%
1.72%
66.67%
0.00%
18.18%
21.32%
2.00%
1.90%
0.00%
2.49%
-1.47%

2,296
507,254
151,975
39,657
85,669
432,069
1,218,920

3,500
544,760
205,895
49,405
90,000
481,250
1,374,810

3,500
551,160
115,400
49,405
90,000
505,312
1,314,777

0.00%
1.17%
-43.95%
0.00%
0.00%
5.00%
-4.37%

103,452
103,452

243,923
243,923

183,300
183,300

-24.85%
-24.85%

1,800
4,150
514,470
500,000
516,270
504,150
8,952,857 $ 10,278,361

4,300
500,000
504,300
$ 10,574,171

3.61%
0.00%
0.03%
2.88%

85

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86

Page 117

PUBLIC WORKS
Statement of Purpose
The Public Works Department assures safe, clean, functional, aesthetically pleasing, and environmentally wellmaintained transportation system and drainage ways; and safe, appropriate, and reliable vehicles for organizational
operations.

Description
The Public Works Department is comprised of four divisions: Administration, Engineering, Operations, and Fleet
Management.
Administration is responsible for assuring the overall effectiveness of department programs. This is achieved
through establishing and monitoring performance expectations, employee training and development, and
identifying opportunities for improved service delivery. Additionally, Administration is the first point of contact for
residents, businesses, and other departments and agencies. The division manages the administrative functions of
the department, including invoice processing, Large Item Pick-Up scheduling, trash and recycling services,
departmental communications, and right-of-way permit processing.
Engineering is responsible for the design, construction, and management of public infrastructure to assure safe,
accessible, and aesthetically pleasing infrastructure throughout the City. This includes the protection of the natural
environment through the management of water in public drainage ways, management of the City’s transportation
system and traffic signals, and management and coordination of non-City related construction in the public right-ofway through the administration of right-of-way permits. In 2027, the Engineering program will also be responsible
for engineering functions related to development review to assure compliance with development standards.
Operations ensure residents and other members of the public travel on safe, accessible, and well-maintained
roadways. The division provides maintenance operations, snow plowing, and street sweeping to 224 paved road
lane miles and eight unpaved road lane miles. Operations also maintains City drainage ways, both man-made and
natural, to achieve an aesthetically pleasing environment. Additionally, the division maintains over 4,000 traffic signs
and all pavement markings throughout the Village.
Fleet Management assures that the 286 vehicles and pieces of equipment that are utilized daily by City staff are safe,
appropriate, available, and reliable.
In addition to the operational activities of the primary service areas, the Public Works Department is also responsible
for managing a portion of the capital projects identified in the City Capital Improvement Program. Managing capital
projects entails determining project feasibility, developing project scope, facilitating public involvement, allocation
of funding, preparing project proposals, managing the bid process, project scheduling, real-property acquisition,
site preparation, design, and construction management, and assuring the completed projects meet intended
outcomes.

87

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PUBLIC WORKS
Goals/Objectives/Focus
The quality-of-life outcomes established by the City Council serve as the cornerstone for developing our annual
operating and capital improvement budget. These outcomes guide individual departments as they set goals and
objectives that support the community's overall vision and direction. By aligning our efforts with the City Council's
framework, we ensure that our initiatives are purposeful and impactful, ultimately contributing to the well-being and
prosperity of Greenwood Village.
Sweep streets a minimum of once per month and after snow events. Inspect and clean up to 12,000 linear
feet of storm infrastructure.
Continue trail rehabilitation program and natural drainage infrastructure maintenance
Provide continual traffic signal operational efficiency analysis and management as well as emergency
response support to minimize signal downtime.
Maintain a roadway pavement condition index of 80 through the annual overlay and preservation program.
Deploy new technologies and software to efficiently analyze vehicle travel patterns and determine origin
and destination locations of traveled routes.

Outcome Measures

Percent of departmental objectives achieved.
Roadway Average Network Pavement Condition Index (PCI).
Percent of time fleet vehicles are available for use.
Linear feet of stormwater assets inspected and cleaned

88

Page 119

2025
Actual
100
82.7
96

2026
Estimate

2027
Target

100
81.8
96

100
80
95

4,000

8,000

12,000

PUBLIC WORKS
Personnel Summary
Public Works is currently staffed at 44.50 Full-Time Equivalent (FTE) positions. In 2027, staffing will increase by one
FTE through the transfer and reclassification of the Community Development Engineer position, supporting the
organization’s efforts to realign engineering functions and strengthen interdepartmental collaboration. This change
expands the department’s technical capacity and improves the efficient delivery of capital projects, right‑of‑way
oversight, and infrastructure management.
2025
Audited
Actuals
Public Works
Director of Public Works
Administrative Assistant
Engineering Manager
Project Manager (I, II & Senior)
Construction Contract Supervisor
Engineering Inspector
Right-of-Way Permit Coordinator
Senior Engineering Technician
Traffic Signal Technician
Utility Locator
Operations Manager
Public Works Supervisor
Streets Maintenance Tech (I, II & III)
Fleet Manager
Fleet Supervisor
Fleet Mechanic (I & II)
Parts Coordinator
Total Public Works

1.00
1.50
1.00
5.00
1.00
6.00
1.00
1.00
1.00
1.00
1.00
4.00
13.00
1.00
1.00
4.00
1.00
44.50

89

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2026
Amended
Budget
1.00
1.50
1.00
6.00
6.00
1.00
1.00
1.00
1.00
1.00
4.00
13.00
1.00
1.00
4.00
1.00
44.50

2027
Annual
Budget
1.00
1.50
1.00
7.00
6.00
1.00
1.00
1.00
1.00
1.00
4.00
13.00
1.00
1.00
4.00
1.00
45.50

Increase/
(Decrease)
1.00
1.00

PUBLIC WORKS
Financial Summary
Overall, the Public Works budget for 2027 reflects a modest increase compared to the previous year. Personnel
costs are rising primarily due to adjustments in compensation and benefits. Additionally, the transfer of 1 FTE from
Community Development to Public Works contributes to the increase, with those personnel costs now incorporated
into the 2027 budget.
Purchased Services are expected to increase, driven by several operational needs. These include additional funding
for the cleaning and inspection of City storm drain lines, a transfer of funding from the Capital Fund to support
structural assessments of roads for annual CIP development, contracted services for cleaning drainage inlets
requiring specialized equipment, a transfer from Community Development associated with the FTE shift and related
responsibilities, and an increase for professional services to address higher demand for traffic studies. Purchased
Services also includes reduced costs resulting from the new trash and recycling service collection agreement.
Supplies and Non-Capital Equipment expenditures remain stable overall. Decreases related to prior one-time
equipment purchases are offset by anticipated higher fuel costs in 2027.
Capital Equipment costs continue to fluctuate annually, largely based on scheduled vehicle replacements consistent
with the City’s ongoing replacement plan.
Together, these adjustments ensure the department can continue delivering safe, reliable, and responsive services
that meet community expectations.
2025
Audited
Actuals
Expenditures by Category
Personnel
Purchased Services
Supplies/Non-Capital Equipment
Capital Outlay
Debt Service
Total Expenditures
Expenditures by Program Area
Administration
Engineering
Operations
Fleet Management
Total Expenditures

$

$

$

$

2026
Amended
Budget

2027
Annual
Budget

%
Change

4,658,355 $
5,306,220 $
5,941,785
1,968,348
2,452,613
2,657,700
1,222,787
1,608,178
1,608,083
1,978,322
2,275,239
1,767,000
23,520
23,520
23,520
9,851,332 $ 11,665,770 $ 11,998,088

11.98%
8.36%
-0.01%
-22.34%
0.00%
2.85%

1,799,204 $
1,838,603 $
1,840,951
2,330,948
3,338,722
3,866,928
2,239,604
2,601,706
2,785,677
3,481,576
3,886,739
3,504,532
9,851,332 $ 11,665,770 $ 11,998,088

0.13%
15.82%
7.07%
-9.83%
2.85%

90

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PUBLIC WORKS
Expenditure Detail
2025
Audited
Actuals
Personnel
Regular Wages
Longevity Service Award
Rate/Shift Differential
Overtime Wages
Clothing Allowance
Communication Allowance
Vehicle Allowance
Social Security
Medicare
Workers Compensation
401a Retirement Contributions
401k Retirement Contributions
Medical Insurance
Dental Insurance
Insurance Waivers
Life/AD&D Insurance
Disability Insurance
Total Personnel
Purchased Services
Professional Services
General Services
Catering/Dining Services
Emergency Housing/Meals
Repair/Maintenance Services
Disposal/Recycling Services
Postage/Shipping Services
Training/Education
Dues/Memberships
Mileage/Travel
Rentals/Leases
Total Purchased Services
Supplies/Non-Capital Equipment
Office Supplies
Operating Supplies
Non-Capital Equipment
Uniforms/Safety Equipment
Gas/Electricity
Water/Sewer
Fuel/Propane
Total Supplies/Non-Capital Equipment
Capital Outlay
Capital Equipment
Total Capital Outlay
Debt Service
Principal Payments
Interest Expense
Total Debt Service
Total Expenditures

$

$

3,557,576
24,935
22,643
45,474
5,650
6,725
3,600
219,562
51,824
36,267
132,947
74,083
431,585
16,203
12,073
10,412
6,796
4,658,355

2026
Amended
Budget
$

3,971,624
25,955
29,000
47,900
6,000
6,720
3,600
247,445
58,787
38,531
198,583
119,151
502,063
19,004
13,315
10,774
7,768
5,306,220

2027
Annual
Budget
$

%
Change

4,421,574
26,065
29,000
50,100
6,000
7,560
3,600
272,607
64,788
41,868
221,081
132,645
613,395
20,254
9,650
12,945
8,653
5,941,785

11.33%
0.42%
0.00%
4.59%
0.00%
12.50%
0.00%
10.17%
10.21%
8.66%
11.33%
11.33%
22.17%
6.58%
-27.53%
20.15%
11.39%
11.98%

148,514
42,678
2,151
332
735,995
989,027
11
29,222
8,878
5,530
6,010
1,968,348

199,000
184,475
2,500
1,500
971,506
1,026,612
50,200
8,420
4,000
4,400
2,452,613

295,000
183,125
2,500
1,500
1,114,448
981,287
61,550
9,890
4,000
4,400
2,657,700

48.24%
-0.73%
0.00%
0.00%
14.71%
-4.42%
0.00%
22.61%
17.46%
0.00%
0.00%
8.36%

94
737,119
60,008
26,375
127,155
5,168
266,868
1,222,787

500
964,933
129,800
30,850
150,000
1,895
330,200
1,608,178

500
970,340
100,848
31,900
150,000
1,895
352,600
1,608,083

0.00%
0.56%
-22.31%
3.40%
0.00%
0.00%
6.78%
-0.01%

1,978,322
1,978,322

2,275,239
2,275,239

1,767,000
1,767,000

-22.34%
-22.34%

23,195
23,195
325
325
23,520
23,520
9,851,332 $ 11,665,770

23,195
325
23,520
$ 11,998,088

0.00%
0.00%
0.00%
2.85%

91

Page 122

92

Page 123

CAPITAL PROJECTS FUND FINANCIAL SUMMARY

2025
Audited
Actuals
Revenue
Taxes & Assessments
Intergovernmental
Charges & Fees
Investment Earnings
Miscellaneous Revenue
Total Revenue

$

3,682,789
1,816,831
862,226
327,667
6,689,513

2026
Amended
Budget
$

3,918,000
6,130,527
15,737
615,000
551,259
11,230,523

$

2027
Annual
Budget

%
Change

4,067,070
3,506,930
615,000
8,189,000

3.80%
-42.80%
-100.00%
0.00%
-100.00%
-27.08%

Expenditures
Purchased Services
Capital Outlay
Total Expenditures

1,852
12,740,491
12,742,343

1,900
33,245,481
33,247,381

1,900
12,692,700
12,694,600

0.00%
-61.82%
-61.82%

Excess/(Deficiency) of Revenues
Over Expenditures

(6,052,830)

(22,016,858)

(4,505,600)

-79.54%

Other Financing Sources/(Uses)
Transfers In/(Out)
Total Other Financing Sources/(Uses)

8,352,180
8,352,180

6,994,409
6,994,409

4,814,185
4,814,185

-31.17%
-31.17%

Net Change in Fund Balance

2,299,350

(15,022,449)

308,585

-102.05%

Cumulative Fund Balance
Beginning Fund Balance
Ending Fund Balance

20,262,319
22,561,669

22,561,669
7,539,220

7,539,220
7,847,805

-66.58%
4.09%

1,332,029
516,275
510,499
241,108
16,270,424
3,691,334
-

21,761
22,560
225,371
3,078,194
4,191,334
-

71,761
197,560
225,371
2,661,779
4,691,334
-

229.77%
775.71%
0.00%
0.00%
-13.53%
11.93%
0.00%

Less Restrictions, Commitments, & Assignments
Open Space Tax Restriction
Lottery Proceeds Restriction
Stadium Tax Restriction
PW Impact Fee Restriction
Capital Project Commitment
Open Space Acquisition Assignment
Unassigned Fund Balance

$

93

Page 124

$

$

CAPITAL PROJECTS FUND FINANCIAL SUMMARY

Revenue, Expenditures, & Fund Balance
$40,000,000

Total Revenue

Total Expenditures

2025
Audited
Actuals

2026
Amended
Budget

Ending Fund Balance

$30,000,000
$20,000,000
$10,000,000
$2027
Annual
Budget

Total Revenue by Category
Intergovernmental
43%

Charges & Fees
0%
Investment Earnings
7%

Taxes &
Assessments
50%

Miscellaneous Revenue
0%

Total Expenditure by Category

Capital Outlay
100%

94

Page 125

CAPITAL PROJECTS FUND REVENUE DETAIL

2025
Audited
Actuals
Taxes & Assessments
Building Materials Use Tax
Occupational Privilege Tax
Special Assessment Principal
Special Assessment Interest
Audit & Compliance
Total Taxes & Assessments

$

Intergovernmental
Open Space Tax
Lottery Proceeds
Road & Bridge Tax
Motor Vehicle Registration
Highway Users Tax
Intergovernmental Agreements - Capital
Grant Proceeds - Capital
Total Intergovernmental

1,856,591
1,780,930
12,705
5,813
26,750
3,682,789

613,813
172,722
286,520
52,716
612,761
78,299
1,816,831

Charges & Fees
Impact Fees
Total Charges & Fees

-

2026
Amended
Budget
$

2,000,000
1,850,000
13,000
5,000
50,000
3,918,000

15,737
15,737

754,042
108,184
862,226

615,000
615,000

Miscellaneous Revenue
Contributions - Capital
Total Miscellaneous Revenue

327,667
327,667

551,259
551,259

6,689,513

$ 11,230,523

$

95

Page 126

$

630,000
175,000
285,000
55,000
600,000
1,324,324
3,061,203
6,130,527

Investment Earnings
Investment Earnings
Increase/(Decrease) in Fair Value
Total Investment Earnings

Total Revenue

2027
Annual
Budget
2,199,070
1,800,000
13,000
5,000
50,000
4,067,070

9.95%
-2.70%
0.00%
0.00%
0.00%
3.80%

630,000
175,000
255,000
55,000
600,000
1,791,930
3,506,930

0.00%
0.00%
-10.53%
0.00%
0.00%
-100.00%
-41.46%
-42.80%

-

615,000
615,000

$

%
Change

8,189,000

-100.00%
-100.00%

0.00%
0.00%
0.00%

-100.00%
-100.00%
-27.08%

CAPITAL PROJECTS FUND EXPENDITURE DETAIL

2025
Audited
Actuals

2026
Amended
Budget

2027
Annual
Budget

%
Change

Purchased Services
General Services
Total Purchased Services

1,852
1,852

1,900
1,900

1,900
1,900

0.00%
0.00%

Capital Outlay
Capital Improvement Projects
Total Capital Outlay

12,740,491
12,740,491

33,245,481
33,245,481

12,692,700
12,692,700

-61.82%
-61.82%

$ 12,742,343

$ 33,247,381

$ 12,694,600

-61.82%

Total Expenditures

96

Page 127

CAPITAL IMPROVEMENT PROGRAM
Introduction
The City of Greenwood Village’s Capital Improvement Program (CIP) identifies and provides a summary of all
planned capital projects and corresponding funding sources for the ensuing five-year period. The 2027 budget
includes $12.7 million in capital improvement projects. To be included in the CIP, a project must meet the following
requirements:
•
•
•

Total costs of the project are expected to meet or exceed $100,000.
The resulting project will have a useful life of more than one year.
The project will result in the creation of a new asset or significantly extend the useful life, value, and/or
operational capacity of an existing asset.

Capital improvement projects are funded through a variety of
sources, including restricted, committed, and assigned
revenues, debt financing, grant awards, proceeds from
intergovernmental agreements, and surplus operating
revenues. All available current and estimated future resources
were considered when identifying planned capital
improvements. The forecasted costs of each capital project
meet, but do not exceed, the limitations of the identified
funding sources.
The following pages provide a summary of the capital
improvement plan, a listing of capital projects, and, lastly,
individual project worksheets. The project worksheets describe
the project and identify all costs associated with it, including any
anticipated ongoing operating expenditures.
Operational & Maintenance Impacts
Costs related to a capital project that may impact current and/or future operating budgets include additional staff,
maintenance, or contractor operations. The City assesses the expected operational impact of each capital
improvement project. Such assessments are established via the following key and are included in the individual
project details provided in this document.
Positive – The project will either generate some revenue to offset expenses or reduce continued operating costs.
Negligible – The impact on operating expenditures is considered immaterial. It will generate less than $5,000
annually in increased operating expenditures. Ongoing operations and maintenance can be managed with existing
resources.
Slight – The impact on operating expenditures will fall between $5,001 and $20,000 annually. Additional overtime,
seasonal staff, purchased services, and/or equipment upgrades may be required to operate and maintain the capital
assets once completed.
Moderate – The impact on operating expenditures will fall between $20,001 and $50,000 annually. An additional
staff member and/or equipment may be required to operate and maintain the resulting capital assets.
High – The impact on operating expenditures will exceed $50,000 annually. Additional staff, large pieces of
equipment, and/or purchased services may be required to operate and maintain the resulting capital assets.

97

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FIVE-YEAR CAPITAL PROJECT SUMMARY

2027
Budget

2028
Estimate

2029
Estimate

2030
Estimate

2031
Estimate

Streets & Transportation Projects
Orchard/DTC/Yosemite Eastbound Turn Lane

140,770

-

-

-

-

Orchard/DTC/Yosemite Eastbound Turn Lane (HSIP)

1,266,930

-

-

-

-

Yosemite Bridge Rail and Fencing

1,200,000

-

-

-

-

Orchard Road Trail Reconstruction

350,000

-

-

-

-

Fairfax and Silver Fox Ped Enhancements

50,000

-

-

-

-

Franklin St Traffic Improvements

100,000

-

-

-

Orchard Rd Trail Reconstruction (DTC to Goldsmith)

100,000

-

-

-

450,000

Yosemite at Peakview Intersection Improvements

-

-

-

Yosemite at Peakview Intersection Improvements (Impact Fees)

-

-

-

-

119,401

Quebec at Fire Station Signal Replacement

-

-

-

75,000

275,000

Pavement Rehabilitation Program

175,000

1,680,599

2,750,000

3,700,000

4,450,000

4,450,000

4,500,000

315,000

325,000

335,000

345,000

355,000

Concrete Replacement Program

1,725,000

1,550,000

1,500,000

1,550,000

1,600,000

Pavement Preservation Program

1,050,000

1,100,000

950,000

910,000

930,000

9,047,700

7,125,000

7,235,000

7,505,000

9,460,000

Trail Rehabilitation Program

Total Streets & Transportation Projects
Drainage Projects
Cattail Park Storm Drain Improvements
Total Drainage Projects

200,000

-

-

-

-

200,000

-

-

-

-

98

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FIVE-YEAR CAPITAL PROJECT SUMMARY

2027
Budget

2028
Estimate

2029
Estimate

2030
Estimate

2031
Estimate

-

-

-

-

-

-

-

-

-

-

-

-

Recreation Projects
High Line Canal Tree Planting

250,000

Green Oaks Playground Equipment (CTF)
Sundance Hills Playground Equipment (CTF)

250,000

250,000
-

Hoffman Park Playground Equipment (CTF)

-

-

Francis Williams Playground Equipment (CTF)

-

430,000

350,000
-

350,000

-

Village Greens Entrance Booster Station

70,000

-

-

-

Orchard Undercrossing Repairs

200,000

-

-

-

-

Irrigation Controller Upgrade

150,000

-

-

-

-

Silo Park Entrance Landscaping

35,000

-

-

-

-

Tommy Davis Park Landscaping

150,000

-

-

-

-

Castlewood Park Landscaping

45,000

-

-

-

-

Westlands Park Landscaping

50,000

-

-

-

250,000

Westlands Ponds Concrete Inlets

75,000

400,000

-

-

Westlands Northern Pond Renovation

100,000

750,000

-

-

Skatepark Renovation

50,000

Orchard Streetscapes - University to Long Ln

65,000

Belleview Streetscapes - Washington to University

75,000

Arapahoe Station Restrooms

700,000

Arapahoe Station Pickleball Courts Noise Curtains

30,000

Total Recreation Projects

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

1,000,000

2,295,000

1,930,000

1,500,000

350,000

-

Citywide Noise Wall Rehabilitation Project

1,150,000

1,200,000

1,250,000

1,300,000

1,350,000

Total Miscellaneous Projects

1,150,000

1,200,000

1,250,000

1,300,000

1,350,000

$ 12,692,700

$ 10,255,000

$ 9,985,000

Miscellaneous Projects

City-Wide Total

99

Page 130

$ 9,155,000 $ 10,810,000

PROJECT DETAILS
Project Name: Orchard Road & DTC Boulevard Eastbound Left Turn Lane
District: 2 & 3
Category: Streets
Operating/Maintenance Impact: Negligible
Overview
Extend the existing eastbound left turn lanes at the intersection to prevent
them from spilling back into the through travel lanes during the peak
periods. Staff has also identified crash problems at the intersection, with
the eastbound and northbound turning vehicles experiencing a high crash
rate. Staff applied for and received a grant from CDOT to install new traffic
signal heads to operate the left turn movements as protected only during
peak periods. Additionally, the channelized right turn for eastbound to
southbound will be redesigned to improve pedestrian and vehicular
safety. Turn lane design complete. Design of the signal head
modifications in 2026 with construction in 2027 to align with grant funding
availability.

Financial Summary
Prior
Funding
Expenditures
Planning & Design
Construction
Total Expenditures
Funding Sources
City Resources
Federal Grant
Total Funding

2027
Budget

2028
Estimate

2029
Estimate

2030
Estimate

2031
Estimate

Total
Funding

$

178,103
178,103

$

1,407,700
1,407,700

$

-

$

-

$

-

$

-

$

178,103
1,407,700
1,585,803

$

88,103
90,000
178,103

$

140,770
1,266,930
1,407,700

$

-

$

-

$

-

$

-

$

228,873
1,356,930
1,585,803

100

Page 131

PROJECT DETAILS

Project Name: Yosemite Street Bridge Rail and Fencing
District: 2 & 3
Category: Streets
Operating/Maintenance Impact: Negligible
Overview
The recent project for replacement of the barriers along Yosemite Street
adjacent to the bridge over I-25 did not include replacement of the barriers
over I-25. During construction, deterioration of the barriers over I-25
prevented the planned installation of pedestrian fencing along the south
side. This project will consist of the replacement of the barrier rails on the
south side of the structure and installation of the pedestrian fence.

Financial Summary
Prior
Funding
Expenditures
Planning & Design
Construction
Total Expenditures
Funding Sources
City Resources
Total Funding

2027
Budget

2028
Estimate

2029
Estimate

2030
Estimate

2031
Estimate

Total
Funding

$

150,000
150,000

$

1,200,000
1,200,000

$

-

$

-

$

-

$

-

$

150,000
1,200,000
1,350,000

$

150,000
150,000

$

1,200,000
1,200,000

$

-

$

-

$

-

$

-

$

1,350,000
1,350,000

101

Page 132

PROJECT DETAILS
Project Name: Orchard Road Trail Reconstruction
District: 2
Category: Streets and Transportation
Operating/Maintenance Impact: Negligible
Overview
Reconstruct the trail located on the north side of Orchard Road between
Orchard Drive and Monaco Street. Reconstruction is necessary due to the
condition of the trail.
The project will include minor drainage
improvements and grading to properly tie-in to existing residential
driveways.

Financial Summary
Prior
Funding
Expenditures
Planning & Design
Construction
Total Expenditures
Funding Sources
City Resources
Total Funding

$

$

2027
Budget

100,000
100,000
100,000
100,000

2028
Estimate

350,000
350,000

2030
Estimate

2031
Estimate

Total
Funding

$

-

$

-

$

-

$

-

$

100,000
350,000
450,000

$

-

$

-

$

-

$

-

$

450,000
450,000

350,000
350,000
$

2029
Estimate

102

Page 133

PROJECT DETAILS
Project Name: Fairfax and Silver Fox Pedestrian Enhancements
District: 1
Category: Streets and Transportation
Operating/Maintenance Impact: Negligible
Overview
Construction of a formal pedestrian crossing at the Fairfax / Blue Heron /
Silver Fox intersection to increase pedestrian safety. Construction will
coincide with planned project by the Bateleur HOA to remove decorative
pavers in the intersection.

Financial Summary
Prior
Funding
Expenditures
Construction
Total Expenditures
Funding Sources
City Resources
Total Funding

2027
Budget

-

$

-

2028
Estimate

2029
Estimate

2030
Estimate

2031
Estimate

-

-

-

-

50,000
50,000

$

50,000
50,000

$

-

103

Page 134

$

-

$

-

$

-

Total
Funding
50,000
50,000

$

50,000
50,000

PROJECT DETAILS
Project Name: Franklin Street Traffic Improvements
District: 1
Category: Streets and Transportation
Operating/Maintenance Impact: Negligible
Overview
Study options for traffic calming on S Franklin St from E Belleview Ave to
Cherryville Rd including public involvement.

Financial Summary
Prior
Funding

2027
Budget

Expenditures
Planning & Design
Total Expenditures

$

-

$

100,000
100,000

Funding Sources
City Resources
Total Funding

$

-

$

100,000
100,000

2028
Estimate
$

-

-

104

Page 135

2029
Estimate

2030
Estimate

2031
Estimate

Total
Funding

$

-

$

-

$

-

$

100,000
100,000

$

-

$

-

$

-

$

100,000
100,000

PROJECT DETAILS
Project Name: Orchard Trail Reconstruction – DTC to Goldsmith
District: 3
Category: Streets and Transportation
Operating/Maintenance Impact: Negligible
Overview
Reconstruct the trail located on the north side of Orchard Road between
DTC Boulevard and Goldsmith Drive. Reconstruction is necessary due to
the condition of the trail. The project will include minor drainage
improvements and grading.

Financial Summary
Prior
Funding
Expenditures
Planning & Design
Construction
Total Expenditures
Funding Sources
City Resources
Total Funding

$

-

2027
Budget
$

-

$

-

100,000

2028
Estimate
$

100,000

$

100,000
100,000

$

450,000
450,000

450,000
450,000

105

Page 136

2029
Estimate
$

-

2030
Estimate

Total
Funding

$

-

$

-

$

100,000
450,000
550,000

$

-

$

-

$

550,000
550,000

-

-

2031
Estimate

PROJECT DETAILS
Project Name: Yosemite Street and Peakview Avenue Improvements
District: 2 & 3
Category: Streets and Transportation
Operating/Maintenance Impact: Negligible
Overview
Project to construct dual eastbound left turn lanes from E Peakview
Avenue to S Yosemite St to improve signal operations and to align with
roadway improvements on Peakview east of Yosemite that are to be
completed as part an adjacent development. The project also includes
the construction of a raised median on S Yosemite St from E Peakview Ave
to S Yosemite Circle, restricting access from uncontrolled driveways that
impact the efficiency of the roadway.

Financial Summary
Prior
Funding
Expenditures
Planning & Design
Construction
Total Expenditures
Funding Sources
City Resources
Impact Fee/Other
Total Funding

$

$

2027
Budget

-

$

-

$

-

$

-

$

2028
Estimate

2029
Estimate

-

-

-

106

Page 137

2030
Estimate
$

$

-

175,000

2031
Estimate
$

1,800,000
1,800,000

$

175,000
1,800,000
1,975,000

$

1,680,599
119,401
1,800,000

$

1,855,599
119,401
1,975,000

175,000

$

175,000
175,000

Total
Funding

PROJECT DETAILS

Project Name: Quebec at Fire Station Signal Replacement
District: 2
Category: Streets and Transportation
Operating/Maintenance Impact: Negligible
Overview
As part of the annual signal structural inspection program, extensive
corrosion of the signal poles for the emergency access signals on S
Quebec St south of Orchard Road has been identified. The project
consists of replacement of the existing signal poles.

Financial Summary

Expenditures
Construction
Total Expenditures
Funding Sources
City Resources
Total Funding

$

Prior
Funding

2027
Budget

2028
Estimate

2029
Estimate

-

-

-

-

75,000
75,000

275,000
275,000

-

75,000
75,000

275,000
275,000

-

$

-

$

-

107

Page 138

$

2030
Estimate

2031
Estimate

Total
Funding
350,000
350,000

$

350,000
350,000

PROJECT DETAILS
Project Name: Pavement Rehabilitation Program
District: Citywide
Category: Streets
Operating/Maintenance Impact: Negligible
Overview
This project provides for the ongoing repair of asphalt streets throughout
the Village in accordance with the recommendations of the Pavement
Management System and established goals to provide the public with
high-quality streets.

Financial Summary
Prior
Funding
Expenditures
Construction
Total Expenditures

2027
Budget

2028
Estimate

2029
Estimate

2030
Estimate

2031
Estimate

Total
Funding

N/A

2,750,000

3,700,000

4,450,000

4,450,000

4,500,000

N/A

N/A

2,750,000

3,700,000

4,450,000

4,450,000

4,500,000

N/A

Funding Sources
City Resources

N/A

Total Funding

N/A

$

2,750,000
2,750,000

$

3,700,000

4,450,000

3,700,000

4,450,000

108

Page 139

$

4,450,000
4,450,000

$

4,500,000

N/A

4,500,000

N/A

PROJECT DETAILS
Project Name: Trail Rehabilitation Program
District: Citywide
Category: Streets
Operating/Maintenance Impact: Negligible
Overview
This program provides for the structural repairs, resurfacing, and
rehabilitation of trails throughout the Village. The projects included in this
program also typically include drainage improvements and regrading of
areas adjacent to the trails.

Financial Summary
Prior
Funding
Expenditures
Construction
Total Expenditures

N/A
N/A

Funding Sources
City Resources
Total Funding

N/A
N/A

2027
Budget

2028
Estimate

315,000
315,000

$

315,000
315,000

2029
Estimate

325,000
325,000

$

325,000
325,000

109

Page 140

2030
Estimate

335,000
335,000

$

335,000
335,000

2031
Estimate

345,000
345,000

$

345,000
345,000

$

Total
Funding

355,000
355,000

N/A
N/A

355,000
355,000

N/A
N/A

PROJECT DETAILS
Project Name: Concrete Rehabilitation Program
District: Citywide
Category: Streets
Operating/Maintenance Impact: Negligible
Overview
This program provides for the rehabilitation of concrete facilities
throughout the Village, including curb and gutter, cross pans, and on
street drainage structures. Also included in the program funding are
concrete improvements to address ADA requirements and funding to
respond to isolated concrete repair requests.

Financial Summary
Prior
Funding

2027
Budget

2028
Estimate

2029
Estimate

2030
Estimate

2031
Estimate

Total
Funding

Expenditures
Construction
Total Expenditures

N/A

1,725,000

1,550,000

1,500,000

1,550,000

1,600,000

N/A

N/A

1,725,000

1,550,000

1,500,000

1,550,000

1,600,000

N/A

1,600,000

N/A

1,600,000

N/A

Funding Sources
City Resources
Total Funding

N/A
N/A

$

1,725,000
1,725,000

$

1,550,000
1,550,000

110

Page 141

$

1,500,000
1,500,000

$

1,550,000
1,550,000

$

PROJECT DETAILS
Project Name: Pavement Preservation Program
District: Citywide
Category: Streets
Operating/Maintenance Impact: Negligible
Overview
This project provides for the ongoing preservation of asphalt streets
throughout the Village in accordance with recommendations of the
Pavement Management System and established goals to provide the
public with high-quality streets.

Financial Summary
Prior
Funding

2027
Budget

2028
Estimate

Expenditures
Construction
Total Expenditures

N/A
N/A

1,050,000
1,050,000

1,100,000
1,100,000

Funding Sources
City Resources
Total Funding

N/A
N/A

$

1,050,000
1,050,000

$

1,100,000
1,100,000

111

Page 142

2029
Estimate

2030
Estimate

950,000
950,000

$

950,000
950,000

2031
Estimate

910,000
910,000

$

910,000
910,000

$

Total
Funding

930,000
930,000

N/A
N/A

930,000
930,000

N/A
N/A

PROJECT DETAILS
Project Name: Cattail Park Storm Drain Improvements
District: 2
Category: Drainage
Operating/Maintenance Impact: Negligible
Overview
This project aims to rehabilitate several existing culverts that outfall into
Cattail Park, extending their service life, improving hydraulic performance,
and reducing ongoing maintenance needs. It will also address the
deterioration and erosion of the storm system outfalls.

Financial Summary
Prior
Funding
Expenditures
Planning & Design
Construction
Total Expenditures
Funding Sources
City Resources
Total Funding

2027
Budget

2028
Estimate

2029
Estimate

2030
Estimate

2031
Estimate

Total
Funding

$

75,000
75,000

$

200,000
200,000

$

-

$

-

$

-

$

-

$

75,000
200,000
275,000

$

75,000
75,000

$

200,000
200,000

$

-

$

-

$

-

$

-

$

275,000
275,000

112

Page 143

PROJECT DETAILS
Project Name: High Line Canal Tree Planting
District: 1
Category: Recreation
Operating/Maintenance Impact: Slight
Overview
With the initial 250 tree planting initiative complete, additional
funding in 2027 would add approximately 200 trees along with the
necessary irrigation system modifications.

Financial Summary
Prior
Funding

2027
Budget

Expenditures
Construction
Total Expenditures

360,758
360,758

Funding Sources
City Resources
Total Funding

360,758
360,758

2028
Estimate

2029
Estimate

2030
Estimate

2031
Estimate

Total
Funding

250,000
250,000

-

-

-

610,758
610,758

250,000
250,000

-

-

-

610,758
610,758

113

Page 144

PROJECT DETAILS
Project Name: Green Oaks Playground Equipment
District: 4
Category: Recreation
Operating/Maintenance Impact: Negligible
Overview
Replacement of the playground equipment at Green Oaks Park that was
installed in 1997.

Financial Summary
Prior
Prior
Funding
Funding

2027
2027
Budget
Budget

2028
Estimate

2029
Estimate

2030
2030
Estimate
Estimate

2031
2031
Estimate
Estimate

Total
Total
Funding
Funding

Expenditures
Expenditures
Construction
Construction
Total
Total
Expenditures
Expenditures

$$

- - -

$$

- - -

$$

250,000
250,000 $ $
250,000
250,000

---

$$

---

$$

---

$$

250,000
250,000
250,000
250,000

Funding
Funding
Sources
Sources
Lottery
City Resources
Proceeds
Total
Total
Funding
Funding

$$

- - -

$$

- - -

$$

250,000
250,000 $ $
250,000
250,000

---

$$

---

$$

---

$$

250,000
250,000
250,000
250,000

114

Page 145

PROJECT DETAILS
Project Name: Sundance Hills Playground Equipment
District: 3
Category: Recreation
Operating/Maintenance Impact: Negligible
Overview
Replacement of the playground equipment at Sundance Hills Park that
was installed in 1995.

Financial Summary
Prior
Funding

2027
Budget

2028
Estimate

2029
Estimate

2030
Estimate

2031
Estimate

Total
Funding

Expenditures
Construction
Total Expenditures

$

-

$

250,000
250,000

$

-

$

-

$

-

$

-

$

250,000
250,000

Funding Sources
City Resources
Total Funding

$

-

$

250,000
250,000

$

-

$

-

$

-

$

-

$

250,000
250,000

115

Page 146

PROJECT DETAILS
Project Name: Hoffman Park Playground Equipment
District: 4
Category: Recreation
Operating/Maintenance Impact: Negligible
Overview
Replacement of the playground equipment at Hoffman Park that was
installed in 2008.

Financial Summary
Prior
Funding
Expenditures
Construction
Total Expenditures

$

-

Funding Sources
City Resources
Total Funding

$

-

2027
Budget
$

-

2028
Estimate

2029
Estimate

2030
Estimate

2031
Estimate

Total
Funding

$

-

350,000
350,000

$

-

$

-

350,000
350,000

$

-

350,000
350,000

$

-

$

-

350,000
350,000

-

116

Page 147

PROJECT DETAILS
Project Name: Francis Williams Playground Equipment
District: 4
Category: Recreation
Operating/Maintenance Impact: Negligible
Overview
Replacement of the playground equipment at Francis Williams Park that
was installed in 2002.

Financial Summary
Prior
Funding

2027
Budget

2028
Estimate

2029
Estimate

2030
Estimate

2031
Estimate

Total
Funding

Expenditures
Construction
Total Expenditures

$

-

$

-

$

-

-

$

350,000
350,000

$

-

350,000
350,000

Funding Sources
Lottery Proceeds
Total Funding

$

-

$

-

$

-

-

$

350,000
350,000

$

-

350,000
350,000

117

Page 148

PROJECT DETAILS
Project Name: Village Greens Booster Station
District: 4
Category: Recreation
Operating/Maintenance Impact: Negligible
Overview
The booster station at the entrance to Village Greens Park allows for the
existing potable tap to be distributed to the athletic fields. Over time, the
buildings and the equipment have deteriorated and need replacement.
This project would replace the interior equipment and replace the two
existing buildings with a single, more visually appealing building.

Financial Summary
Prior
Funding
Expenditures
Planning & Design
Construction
Total Expenditures
Funding Sources
City Resources
Total Funding

2027
Budget

2028
Estimate

2029
Estimate

2030
Estimate

2031
Estimate

Total
Funding

$

-

$

70,000
70,000

$

430,000
430,000

$

-

$

-

$

-

$

70,000
430,000
500,000

$

-

$

70,000
70,000

$

430,000
430,000

$

-

$

-

$

-

$

500,000
500,000

118

Page 149

PROJECT DETAILS
Project Name: Orchard Undercrossing Repairs
District: 3
Category: Recreation
Operating/Maintenance Impact: Negligible
Overview
The Orchard Road pedestrian undercrossing between Tommy Davis Park and
Orchard Hills Park was built in 2010. There has been shifting of the concrete
trail on the north side of the box culvert that creates a vertical separation in the
trail surface. While there has been some superficial fixing of the concrete
surfaces, the sustainable approach to correcting the problem is to remove the
concrete elements and reconstruct them.

Financial Summary
Prior
Funding

2027
Budget

2028
Estimate

2029
Estimate

2030
Estimate

2031
Estimate

Total
Funding

Expenditures
Construction
Total Expenditures

$

-

$

200,000
200,000

$

-

$

-

$

-

$

-

$

200,000
200,000

Funding Sources
City Resources
Total Funding

$

-

$

200,000
200,000

$

-

$

-

$

-

$

-

$

200,000
200,000

119

Page 150

PROJECT DETAILS
Project Name: Irrigation Controller Upgrade
District: 1, 2, 3, 4
Category: Recreation
Operating/Maintenance Impact: Slight
Overview
The City’s irrigation system consists of 113 controllers throughout the
park and streetscapes. The 18 park locations maintained by full time City
personnel, are all on “smart” controllers that allows programming to be
monitored and adjusted remotely through a central control. However,
only a select few of the 95 streetscape controllers under contractor
management, have this capability. This at times leads to uncertainties and
unexpected high-water bills. This project would work to get the majority,
if not all, of the controls upgraded and on central control.

Financial Summary
Prior
Funding

2027
Budget

2028
Estimate

2029
Estimate

2030
Estimate

2031
Estimate

Total
Funding

Expenditures
Construction
Total Expenditures

$

-

$

150,000
150,000

$

-

$

-

$

-

$

-

$

150,000
150,000

Funding Sources
Open Space Tax
Total Funding

$

-

$

150,000
150,000

$

-

$

-

$

-

$

-

$

150,000
150,000

120

Page 151

PROJECT DETAILS
Project Name: Silo Park Entrance Landscaping
District: 3
Category: Recreation
Operating/Maintenance Impact: Negligible
Overview
Improvements to the entrance landscaping at Silo Park to improve
aesthetics.

Financial Summary
Prior
Funding

2027
Budget

2028
Estimate

2029
Estimate

2030
Estimate

2031
Estimate

Total
Funding

Expenditures
Construction
Total Expenditures

$

-

$

35,000
35,000

$

-

$

-

$

-

$

-

$

35,000
35,000

Funding Sources
Open Space Tax
Total Funding

$

-

$

35,000
35,000

$

-

$

-

$

-

$

-

$

35,000
35,000

121

Page 152

PROJECT DETAILS
Project Name: Tommy Davis Park Landscaping
District: 3
Category: Recreation
Operating/Maintenance Impact: Negligible
Overview
Improvements to Tommy Davis Park landscaping in primarily the area west of the
ballfield to improve functionality of the trail and seating areas, reduce washouts and
improve aesthetics.

Financial Summary
Prior
Funding

2027
Budget

2028
Estimate

2029
Estimate

2030
Estimate

2031
Estimate

Total
Funding

Expenditures
Construction
Total Expenditures

$

-

$

150,000
150,000

$

-

$

-

$

-

$

-

$

150,000
150,000

Funding Sources
Open Space Tax
Total Funding

$

-

$

150,000
150,000

$

-

$

-

$

-

$

-

$

150,000
150,000

122

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PROJECT DETAILS
Project Name: Castlewood Park Landscaping
District: 2
Category: Recreation
Operating/Maintenance Impact: Negligible
Overview
Improvements to the landscaping at Castlewood Park, including the replacement of the
keystone blocks and bollards along the parking lot as well as planting in the entrance mulch
bed.

Financial Summary
Prior
Funding

2027
Budget

2028
Estimate

2029
Estimate

2030
Estimate

2031
Estimate

Total
Funding

Expenditures
Construction
Total Expenditures

$

-

$

45,000
45,000

$

-

$

-

$

-

$

-

$

45,000
45,000

Funding Sources
Open Space Tax
Total Funding

$

-

$

45,000
45,000

$

-

$

-

$

-

$

-

$

45,000
45,000

123

Page 154

PROJECT DETAILS
Project Name: Westlands Park Landscaping
District: 2
Category: Recreation
Operating/Maintenance Impact: Negligible
Overview
Improvements to the landscaping beds throughout Westlands Park, including
necessary retaining walls to shore up steep slopes to the north of the park entry, and
redesigning the beds north of the pickleball courts.

Financial Summary
Prior
Funding
Expenditures
Planning & Design
Construction
Total Expenditures
Funding Sources
Open Space Tax
Total Funding

2027
Budget

2028
Estimate

2029
Estimate

2030
Estimate

2031
Estimate

Total
Funding

$

-

$

50,000
50,000

$

250,000
250,000

$

-

$

-

$

-

$

50,000
250,000
300,000

$

-

$

50,000
50,000

$

250,000
250,000

$

-

$

-

$

-

$

300,000
300,000

124

Page 155

PROJECT DETAILS
Project Name: Westlands Park Concrete Inlets
District: 2
Category: Recreation
Operating/Maintenance Impact: Negligible
Overview
The concrete inlet structures at the top of the two primary ponds at Westlands Park have
deteriorated and warrant replacement to some extent. The bottom sections function as a
grade control into the ponds and the surrounding grouted riprap has become
undermined and will need to be redesigned. The design would occur in 2027 and
construction in 2029 to allow for a more accurate budget determination.

Financial Summary
Prior
Funding
Expenditures
Planning & Design
Construction
Total Expenditures
Funding Sources
City Resources
Total Funding

2027
Budget

2028
Estimate

2029
Estimate

2030
Estimate

2031
Estimate

Total
Funding

$

-

$

75,000
75,000

$

-

$

400,000
400,000

$

-

$

-

$

75,000
400,000
475,000

$

-

$

75,000
75,000

$

-

$

400,000
400,000

$

-

$

-

$

475,000
475,000

125

Page 156

PROJECT DETAILS
Project Name: Westlands Northern Pond Renovations
District: 2
Category: Recreation
Operating/Maintenance Impact: Negligible
Overview
The northernmost pond at Westlands Park is surrounded by Russian Olive trees and a chain
link fence. The proposed project would explore designs in 2027 with construction in 2029 to
improve the banks of the pond and transform the area from restricted to a park amenity.

Financial Summary
Prior
Funding
Expenditures
Planning & Design
Construction
Total Expenditures
Funding Sources
Open Space Tax
Total Funding

$

$

2027
Budget

-

$

-

$

100,000

2028
Estimate
$

-

100,000

100,000
100,000

2029
Estimate

$

-

126

Page 157

2030
Estimate

750,000
750,000

Total
Funding

$

-

$

-

$

100,000
750,000
850,000

$

-

$

-

$

850,000
850,000

750,000
750,000

$

2031
Estimate

PROJECT DETAILS
Project Name: Skatepark Renovation
District: 2
Category: Recreation
Operating/Maintenance Impact: Negligible
Overview
Minor modification to the original portion of the Carson Park skatepark to improve
user experience and safety.

Financial Summary
Prior
Funding

2027
Budget

2028
Estimate

2029
Estimate

2030
Estimate

2031
Estimate

Total
Funding

Expenditures
Construction
Total Expenditures

$

-

$

50,000
50,000

$

-

$

-

$

-

$

-

$

50,000
50,000

Funding Sources
Open Space Tax
Total Funding

$

-

$

50,000
50,000

$

-

$

-

$

-

$

-

$

50,000
50,000

127

Page 158

PROJECT DETAILS
Project Name: Orchard Streetscape – University Blvd. to Long Ln.
District: 1
Category: Recreation
Operating/Maintenance Impact: Negligible
Overview
Improvements to landscaping on the north side of Orchard Rd. to include
cobble, mulch and plantings.

Financial Summary
Prior
Funding

2027
Budget

2028
Estimate

2029
Estimate

2030
Estimate

2031
Estimate

Total
Funding

Expenditures
Construction
Total Expenditures

$

-

$

65,000
65,000

$

-

$

-

$

-

$

-

$

65,000
65,000

Funding Sources
City Resources
Total Funding

$

-

$

65,000
65,000

$

-

$

-

$

-

$

-

$

65,000
65,000

128

Page 159

PROJECT DETAILS
Project Name: Belleview Streetscapes – Washington St. to University Blvd.
District: 1
Category: Recreation
Operating/Maintenance Impact: Negligible
Overview
The cobble strip along the south curbline has become
unsightly with sediment. In some locations, it is a 3-foot
width that may be better served with a concrete splash
apron. In other locations, more extensive replacement of
the cobble and plantings are necessary. Design is
proposed for 2027 and construction in 2028.

Financial Summary
Prior
Funding
Expenditures
Planning & Design

$

Construction
Total Expenditures
Funding Sources
City Resources
Total Funding

-

2027
Budget
$

-

$

-

2028
Estimate

75,000

$

75,000

$

75,000
75,000

2029
Estimate

1,000,000
1,000,000

$

1,000,000
1,000,000

129

Page 160

-

2030
Estimate
$

-

$

-

-

2031
Estimate
$

-

$

-

-

Total
Funding
$

-

$

-

75,000
1,000,000
1,075,000

$

1,075,000
1,075,000

PROJECT DETAILS
Project Name: Arapahoe Station Restrooms
District: 3
Category: Recreation
Operating/Maintenance Impact: Slight
Overview
This project would add plumbed restrooms at the Greenwood
Village open space at Arapahoe Station in support of the new
pickleball courts. Funding would include 75% provided by an
Arapahoe County Open Space grant and 25% City matching
funds.

Financial Summary
Prior
Funding
Expenditures
Planning & Design
Construction
Total Expenditures
Funding Sources
City Resources
Open Space Grant
Total Funding

2027
Budget

2028
Estimate

2029
Estimate

2030
Estimate

2031
Estimate

Total
Funding

$

-

$

100,000
600,000
700,000

$

-

$

-

$

-

$

-

$

100,000
600,000
700,000

$

-

$

175,000
525,000
700,000

$

-

$

-

$

-

$

-

$

175,000
525,000
700,000

130

Page 161

PROJECT DETAILS
Project Name: Arapahoe Station Pickleball Court Noise Curtains
District: 3
Category: Recreation
Operating/Maintenance Impact: Negligible
Overview
The site-specific noise study performed for the newly proposed
pickleball courts at Arapahoe Station estimated that the sound
transmitted to the residential property to the northeast could be
slightly over the limit allowed by Colorado State Statute. Funding
will cover the installation of noise curtains on the north and east
perimeter fences of the courts if necessary.

Financial Summary
Prior
Funding

2027
Budget

2028
Estimate

2029
Estimate

2030
Estimate

2031
Estimate

Total
Funding

Expenditures
Construction
Total Expenditures

$

-

$

30,000
30,000

$

-

$

-

$

-

$

-

$

30,000
30,000

Funding Sources
City Resources
Total Funding

$

-

$

30,000
30,000

$

-

$

-

$

-

$

-

$

30,000
30,000

131

Page 162

PROJECT DETAILS
Project Name: Citywide Noise Wall Rehabilitation
District: Citywide
Category: Miscellaneous
Operating/Maintenance Impact: Negligible
Overview
As identified in 2019, city-owned noise walls throughout the City need
various repairs. Based on a 2019 study and a 2024 reassessment, repairs
are continuing. Staff has modified the repair strategy to facilitate a faster
program completion, as discussed with City Council in the spring of 2025.

Financial Summary
Prior
Funding

2027
Budget

2028
Estimate

2029
Estimate

2030
Estimate

2031
Estimate

Total
Funding

Expenditures
Construction
Total Expenditures

N/A

1,150,000

1,200,000

1,250,000

1,300,000

1,350,000

N/A

N/A

1,150,000

1,200,000

1,250,000

1,300,000

1,350,000

N/A

1,350,000

N/A

1,350,000

N/A

Funding Sources
City Resources
Total Funding

N/A
N/A

$

1,150,000
1,150,000

$

1,200,000
1,200,000

132

Page 163

$

1,250,000
1,250,000

$

1,300,000
1,300,000

$

LONG-RANGE FINANCIAL PLANNING
Overview
Although the City legally appropriates its budget on an annual basis, the process includes discussions regarding
multi-year financial planning based on the City’s Comprehensive Plan, Transportation Plan, Master Regional
Drainage Plan, individual Park Development Master Plans, and Capital Improvement Plan. Such plans assess the City
of Greenwood Village’s short and long-term infrastructure needs and strategic priorities. Where appropriate, the
recommendations and initiatives provided in these plans have been incorporated into the planning and
development of the annual budget and long-range financial forecasts.
The purpose of the long-range financial outlook is two-fold. First, it provides a forward-looking view of the operating
and capital improvement budgets, allowing City officials and others to evaluate the long-term sustainability of the
organization. Additionally, it provides a starting point for future decision-making regarding the budget by identifying
the balance between potential spending needs and the projected revenue outlook, making it a crucial tool for
financial planning.
The tables attached to this document are updated each year as the revenue and spending outlook becomes clearer.
The City uses this information as part of a package of tools that:
•
•
•
•
•

Identify preliminary spending priorities for future years;
Incorporate necessary budget adjustments into the long-range financial projections;
Ensure that both additions and reductions to the budget are sustainable;
Maintain options to deal with unexpected contingencies; and
Continue advance planning to anticipate factors affecting revenues and service needs.

Assumptions
The long-range financial plans presented are based on numerous assumptions regarding revenues and
expenditures for 2027 and subsequent years. These assumptions provide a reasonable starting point for estimating
the City's long-term financial status, though actual results will inevitably vary. It should be noted that, consistent with
the City’s conservative budgeting philosophy, revenue estimates for 2027 and all subsequent years have been
prepared cautiously, a practice that has historically resulted in actual collections surpassing projections. Similarly,
the City employs a prudent approach to expenditure budgeting, which has consistently resulted in actual spending
falling below the appropriated levels. These conservative practices together help safeguard the City’s long-term
financial stability.
The organization will continue to closely monitor financial trends and adjust as needed to maintain this stability. It is
important to recognize that the assumptions and resulting projections will evolve over time. Even minor changes in
key variables can significantly alter the long-term outlook. For example, a 1% change in annual revenue could result
in a shift of more than $500,000 in that year and in subsequent years. All estimates presented in this document reflect
the best information available at the time of development, with the understanding that revisions are both expected
and necessary as conditions change.

133

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GENERAL FUND LONG-RANGE FINANCIAL PLAN
2025
Audited
Actuals
Revenue
Taxes & Assessments
Intergovernmental
Licenses & Permits
Charges & Fees
Fines & Forfeitures
Investment Earnings
Miscellaneous Revenue
Total Revenue
Expenditures
Personnel
Purchased Services
Supplies/Non-Capital Equipment
Capital Outlay
Debt Service
Miscellaneous Expenditures
Total Expenditures
Excess/(Deficiency) of Revenues
Over Expenditures
Other Financing Sources/(Uses)
Transfers In/(Out)
Sale of Capital Assets
SBITA Proceeds
Insurance Recovery
Total Other Financing Sources/(Uses)
Net Change in Fund Balance
Cumulative Fund Balance
Beginning Fund Balance
Ending Fund Balance
Less Restrictions, Commitments, & Assignments
3% TABOR Emergency Restriction
Arts/Humanities Council Restriction
Scientific Cultural Facilities District Restriction
Federal/State Forfeiture Restriction
25% Operating Reserve Assignment
Stadium Tax Restriction
Traffic Safety (PRL) Assignment
Unassigned Fund Balance

$

53,196,733
1,381,593
1,369,925
2,998,710
1,613,073
2,062,666
144,455
62,767,155

2026
Amended
Budget
$

2027
Annual
Budget

52,815,000
1,351,400
1,402,000
3,175,000
1,500,000
1,550,000
183,500
61,976,900

$

54,870,000
1,893,238
1,391,000
3,180,000
1,350,000
1,550,000
178,000
64,412,238

2028
Forecast
$

57,323,000
1,978,000
1,453,000
3,321,000
1,410,000
1,619,000
185,000
67,289,000

2029
Forecast
$

59,885,000
2,066,000
1,518,000
3,470,000
1,472,000
1,691,000
193,000
70,295,000

2030
Forecast
$

62,562,000
2,159,000
1,586,000
3,625,000
1,537,000
1,767,000
201,000
73,437,000

2031
Forecast
$

65,359,000
2,255,000
1,657,000
3,787,000
1,606,000
1,846,000
210,000
76,720,000

31,673,112
8,891,205
3,619,396
2,524,123
1,439,931
1,081,241
49,229,008

35,449,820
11,052,901
4,229,562
2,681,194
1,554,181
1,054,150
56,021,808

37,884,596
12,300,093
4,533,639
2,803,629
1,721,796
504,300
59,748,053

39,515,000
13,045,000
4,808,000
2,974,000
1,826,000
535,000
62,703,000

41,214,000
13,838,000
5,099,000
3,155,000
1,937,000
567,000
65,810,000

42,985,000
14,677,000
5,409,000
3,347,000
2,054,000
601,000
69,073,000

44,833,000
15,568,000
5,739,000
3,550,000
2,178,000
637,000
72,505,000

13,538,147

5,955,092

4,664,185

4,586,000

4,485,000

4,364,000

4,215,000

(8,352,180)
199,578
56,359
6,443
(8,089,800)
5,448,347

(6,994,409)
150,000
(6,844,409)
(889,317)

(4,814,185)
150,000
(4,664,185)
-

(4,743,000)
157,000
(4,586,000)
-

(4,649,000)
164,000
(4,485,000)
-

(4,535,000)
171,000
(4,364,000)
-

(4,394,000)
179,000
(4,215,000)
-

52,885,144
58,333,491

58,333,491
57,444,174

57,444,174
57,444,174

57,444,174
57,444,174

57,444,174
57,444,174

57,444,174
57,444,174

57,444,174
57,444,174

2,073,000
183,708
64,084
5,624
12,307,252
962
556,553
$ 43,142,308

2,196,223
183,558
58,674
5,624
14,005,452
$ 40,994,643

2,178,037
183,058
58,674
5,624
14,937,013
$ 40,081,768

2,018,670
183,058
58,674
15,675,750
11,540
$ 39,496,482

2,108,850
183,058
58,674
16,452,500
60,080
$ 38,581,012

2,203,110
183,058
58,674
17,268,250
147,620
$ 37,583,462

2,301,600
183,058
58,674
18,126,250
276,160
$ 36,498,432

134

Page 165

GENERAL FUND LONG-RANGE FINANCIAL PLAN

General Fund 10-Year
Revenue & Expenditure Extended Long-Range Budgetary Forecast
(in millions)

$105.0

105.00%

$100.0

100.00%

$95.0

95.00%

$90.0

90.00%

$85.0

85.00%

$80.0

80.00%

$75.0

75.00%

$70.0

70.00%

$65.0

65.00%

$60.0

60.00%

$55.0

55.00%

$50.0

50.00%

$45.0

45.00%

$40.0

40.00%

$35.0

35.00%

$30.0

30.00%

$25.0

25.00%

$20.0

20.00%

$15.0

15.00%

$10.0

10.00%

$5.0

5.00%

$0.0

0.00%
2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036
Personnel

Non-Personnel

Revenues

Spending Rate (Percentage)

The above assumptions provide a reasonable basis for estimating the City’s long-term financial status. However, it should be noted that, consistent with its conservative budgeting
philosophy, revenue and expenditure estimates for 2027 and all subsequent years have been prepared cautiously. This practice has consistently yielded collections that exceed
projections and spending that remains below the appropriated levels. Together, these practices help safeguard the City’s long-term financial stability.

135

Page 166

CAPITAL PROJECTS FUND LONG-RANGE FINANCIAL PLAN

2026
Amended
Budget
Revenue
Taxes & Assessments
Intergovernmental
Charges & Fees
Investment Earnings
Miscellaneous Revenue
Total Revenue

$

3,918,000
6,130,527
15,737
615,000
551,259
11,230,523

2027
Annual
Budget
$

4,067,070
3,506,930
615,000
8,189,000

2028
Forecast
$

4,108,000
1,733,000
621,000
6,462,000

2029
Forecast
$

4,149,000
1,751,000
627,000
6,527,000

2030
Forecast
$

4,192,000
1,769,000
633,000
6,594,000

2031
Forecast
$

4,235,000
1,788,000
639,000
6,662,000

Expenditures
Purchased Services
Capital Outlay
Total Expenditures

1,900
33,245,481
33,247,381

1,900
12,692,700
12,694,600

1,900
10,255,000
10,256,900

1,900
9,985,000
9,986,900

1,900
9,155,000
9,156,900

1,900
10,810,000
10,811,900

Excess/(Deficiency) of Revenues
Over Expenditures

(22,016,858)

(4,505,600)

(3,794,900)

(3,459,900)

(2,562,900)

(4,149,900)

6,994,409
6,994,409

4,814,185
4,814,185

4,743,000
4,743,000

4,649,000
4,649,000

4,535,000
4,535,000

4,394,000
4,394,000

Net Change in Fund Balance

(15,022,449)

308,585

948,100

1,189,100

1,972,100

244,100

Cumulative Fund Balance
Beginning Fund Balance
Ending Fund Balance

22,561,669
7,539,220

7,539,220
7,847,805

7,847,805
8,795,905

8,795,905
9,985,005

9,985,005
11,957,105

11,957,105
12,201,205

21,761
22,560
225,371
3,078,194
4,191,334
-

71,761
197,560
225,371
2,661,779
4,691,334
-

457,761
124,560
225,371
2,796,879
5,191,334
-

349,761
303,560
225,371
3,414,979
5,691,334
-

397,761
134,560
225,371
5,008,079
6,191,334
-

1,052,761
317,560
105,970
4,033,580
6,691,334
-

Other Financing Sources/(Uses)
Transfers In/(Out)
Total Other Financing Sources/(Uses)

Less Restrictions, Commitments, & Assignments
Open Space Tax Restriction
Lottery Proceeds Restriction
Stadium Tax Restriction
PW Impact Fee Restriction
Capital Project Commitment
Open Space Acquisition Assignment
Unassigned Fund Balance

$

$

136

Page 167

$

$

$

$

PERSONNEL SUMMARY
Full-Time Equivalency

2025
Audited
Actuals
Mayor & City Council
Mayor
City Council Members
Total Mayor & City Council

1.00
8.00
9.00

2026
Amended
Budget
1.00
8.00
9.00

2027
Annual
Budget
1.00
8.00
9.00

Increase/
(Decrease)
-

City Manager
City Manager
Deputy City Manager
Executive Management Assistant
Senior Management Analyst
Communications Officer
Total City Manager

1.00
1.00
1.00
1.00
1.00
5.00

1.00
1.00
1.00
1.00
1.00
5.00

1.00
1.00
1.00
1.00
1.00
5.00

-

City Attorney
City Attorney
Assistant City Attorney
Legal Assistant
Total City Attorney

1.00
1.00
2.00

1.00
1.00
0.63
2.63

1.00
1.00
0.63
2.63

-

Municipal Court
Municipal Court Judge
Court Administrator
Court Clerk
Total Municipal Court

1.00
1.00
4.00
6.00

1.00
1.00
4.00
6.00

1.00
1.00
4.00
6.00

-

City Clerk
City Clerk
Deputy City Clerk
Licensing Specialist
Total City Clerk

1.00
1.00
1.00
3.00

1.00
1.00
1.00
3.00

1.00
1.00
1.00
3.00

-

137

Page 168

PERSONNEL SUMMARY

2025
Audited
Actuals

2026
Amended
Budget

2027
Annual
Budget

Organizational Services
Director of Finance
Controller
Senior Accountant
Accountant
Payroll/Accounts Payable Specialist
Finance Technician
Administrative Assistant
Revenue Manager
Senior Tax Auditor
Tax Auditor
Revenue Specialist/Auditor
Revenue Specialist
Human Resources & Risk Manager
Compensation, Benefits & HRIS Administrator
Human Resources Business Partner
Risk Management Analyst
Human Resources Technician
IT Manager
Data Services Supervisor
IT Project Manager
Systems Administrator
GIS Administrator
Application Administrator
Service Desk Technician
Total Organizational Services

1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
2.00
1.00
1.00
1.00
1.00
1.00
1.00
0.50
1.00
1.00
1.00
2.00
1.00
1.00
1.00
25.50

1.00
1.00
1.00
1.00
1.00
2.00
1.00
1.00
2.00
1.00
1.00
1.00
1.00
1.00
1.00
0.50
1.00
1.00
1.00
2.00
1.00
1.00
1.00
25.50

1.00
1.00
1.00
1.00
1.00
2.00
1.00
1.00
2.00
1.00
1.00
1.00
1.00
1.00
1.00
0.50
1.00
1.00
1.00
2.00
1.00
1.00
1.00
25.50

-

Community Development
Director of Community Development
Planning Manager
Planner II
Planner I
Planning Technician
Chief Building Official
Community Development Engineer
Plans Examiner
Electrical Inspector/Plans Examiner
Combination Building Inspector
Code Enforcement Manager
Senior Code Enforcement Officer
Code Enforcement Officer
Permit Technician
Administrative Assistant
Facilities Manager
Facility Maintenance Technician
Facility Services Worker
Total Community Development

1.00
1.00
1.00
2.00
1.00
1.00
1.00
1.00
1.00
2.00
1.00
1.00
2.00
2.00
1.00
1.00
1.00
4.00
25.00

1.00
1.00
1.00
2.00
1.00
1.00
1.00
1.00
1.00
2.00
1.00
1.00
2.00
2.00
1.00
1.00
2.00
3.00
25.00

1.00
1.00
1.00
2.00
1.00
1.00
1.00
2.00
1.00
1.00
2.00
2.00
2.00
1.00
2.00
3.00
24.00

(1.00)
(1.00)
1.00
(1.00)

138

Page 169

Increase/
(Decrease)

PERSONNEL SUMMARY

2025
Audited
Actuals

2026
Amended
Budget

2027
Annual
Budget

Increase/
(Decrease)

Police
Chief of Police
Deputy Chief of Police
Assistant to Chief of Police
Police Commander
Police Communications & Records Manager
Police Sergeant
9-1-1 Center Supervisor
Records Supervisor
Police Corporal
Police Detective
Police Officer
9-1-1 Technician
Police Recruitment/Training Coordinator
Code Enforcement Officer
Senior Criminalist
Criminalist
Police Digital Media Technician
Records Technician
Court Marshal
Municipal Security Officer
Evidence Technician
Total Police

1.00
1.00
1.00
4.00
1.00
9.00
2.00
1.00
8.00
8.00
37.00
12.00
1.00
2.00
1.00
1.00
2.00
2.00
1.00
0.75
0.63
96.38

1.00
1.00
1.00
4.00
1.00
9.00
2.00
1.00
8.00
8.00
37.00
12.00
1.00
2.00
1.00
1.00
2.00
2.00
1.00
0.75
0.63
96.38

1.00
1.00
1.00
4.00
1.00
9.00
2.00
1.00
8.00
8.00
37.00
12.00
1.00
2.00
1.00
2.00
2.00
2.00
1.00
0.75
96.75

1.00
(0.63)
0.37

Parks, Trails & Recreation
Director of Parks, Trails & Recreation
Parks, Recreation, & Events Manager
Cultural Arts Manager
Senior Project Manager - Engineer
Recreation Supervisor
Parks Supervisor
Project Manager (I, II) - Landscape Architect
Recreation Coordinator
Assistant Cultural Arts Coordinator
Parks Inspector
Administrative Assistant
Arborist
Irrigation Technician
Equipment Mechanic
Parks Maintenance Tech (I, II, & III)
Graphics/Prop Design Technician
Seasonal & Temporary Positions
Total Parks, Trails & Recreation

1.00
1.00
1.00
1.00
1.00
5.00
1.00
1.00
1.00
2.00
2.50
3.00
4.00
2.00
18.00
1.00
6.23
51.73

1.00
1.00
1.00
1.00
1.00
5.00
1.00
1.00
1.00
2.00
2.50
3.00
4.00
2.00
18.00
1.00
6.23
51.73

1.00
1.00
1.00
1.00
1.00
5.00
1.00
1.00
1.00
2.00
2.50
3.00
4.00
2.00
18.00
1.00
6.23
51.73

-

139

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PERSONNEL SUMMARY

Public Works
Director of Public Works
Administrative Assistant
Engineering Manager
Project Manager (I, II & Senior)
Construction Contract Supervisor
Engineering Inspector
Right-of-Way Permit Coordinator
Senior Engineering Technician
Traffic Signal Technician
Utility Locator
Operations Manager
Public Works Supervisor
Streets Maintenance Tech (I, II & III)
Fleet Manager
Fleet Supervisor
Fleet Mechanic (I & II)
Parts Coordinator
Total Public Works
City-Wide Total

140

Page 171

2025
Audited
Actuals

2026
Amended
Budget

2027
Annual
Budget

Increase/
(Decrease)

1.00
1.50
1.00
5.00
1.00
6.00
1.00
1.00
1.00
1.00
1.00
4.00
13.00
1.00
1.00
4.00
1.00
44.50

1.00
1.50
1.00
6.00
6.00
1.00
1.00
1.00
1.00
1.00
4.00
13.00
1.00
1.00
4.00
1.00
44.50

1.00
1.50
1.00
7.00
6.00
1.00
1.00
1.00
1.00
1.00
4.00
13.00
1.00
1.00
4.00
1.00
45.50

1.00
1.00

268.11

268.74

269.11

0.37

FINANCIAL POLICIES
The City of Greenwood Village financial policies set forth the basic framework for the overall financial management of
the City. These policies support the City Council's decision-making process and provide guidelines for evaluating
both current activities and proposals for future programs.

General Policies
•
•
•
•
•
•

Prepare an annual operating and capital budget, submit it to Council for approval, and publicly issue a budget
document.
Identify costs and funding sources before recommending approval of capital and operating budgets.
Provide for sound financial planning and adequate working capital in all funds.
Take measures to protect against catastrophic losses through a combination of insurance and cash reserves.
View the budget as a dynamic rather than static plan that requires periodic adjustment as circumstances
change.
Approval of City Council is required for increases in total fund budgets and uses of contingency
appropriations.

Operating Budget Policies
•
•
•

Pay for all current year operating expenses with current year revenues.
Establish and monitor performance indicators and productivity indicators associated with operating expenses.
Attempt to maintain and improve present service levels for all services.

Capital Budget Policies
•
•

Update capital expenditure projections for the budget year plus five years.
Evaluate the relative merit of each capital project according to Council’s goals and priorities.

Revenue Management Policies
•
•
•
•

Impose taxes, fees, and rates at appropriate levels to fund their intended purposes.
Estimate annual revenues using an objective, analytical process.
Update revenue projections for the budget year plus four years.
Review new sources of revenue to fund operating and capital costs consistent with the Council’s goals and
priorities.

Investment Management Policies
•
•
•
•
•
•

Schedule disbursements, collection, and deposit of all funds to ensure cash availability.
Deposit funds only in financial institutions that are insured by the Federal Deposit Insurance Corporation or
are approved for full collateralization by the Public Deposit Protection Act or other State Statutes and
government-backed securities.
Use pooled cash from all legally permitted funds for investment purposes.
Maximize the investment rate of return.
Adhere to lawful investments with safety of the principal as the dominant requirement, followed by sufficient
liquidity to meet operating requirements, and then yield.
Place custody of the City’s investment securities with a third-party financial institution for the purpose of
safekeeping of securities.

141

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FINANCIAL POLICIES
Debt Management Policies
•
•
•
•
•

Confine long-term borrowing to major capital improvements that cannot be financed from current revenues.
Repay debt within the expected useful life of the project or sooner.
Do not use long-term debt for operating expenses.
Issue debt that is relative to payback ability. Borrowing must not overburden future taxpayers.
Review debt at least annually for repayment or refinance opportunities. A repayment strategy shall be a part
of all recommended bond issues.

Procurement Policies
•
•
•
•

Obtain the highest quality in supplies and contractual services at the least expense to the City.
Discourage uniform bidding and endeavor to obtain as open competition as possible.
Acquire the highest quality product and service for the City.
Utilize vendors which are competent, consistent, reliable, and timely.

Accounting, Auditing & Reporting Policies
The City’s managerial staff is responsible for establishing and maintaining an internal control structure. This structure
is designed to ensure that City assets are protected from loss, theft, or misuse.
•
•
•
•
•
•
•

Provide regular information concerning cash position and investment performance through its accounting
system.
Establish and maintain a high degree of accounting competency. Financial accounting and reporting shall be
done in accordance with methods prescribed by the Governmental Accounting Standards Board and the
Government Finance Officers Association, or their equivalents.
Present quarterly and annual reports to City Council summarizing financial activity for all governmental funds.
Maintain financial systems to monitor expenditures, revenues, and performance of all municipal programs on
an ongoing basis.
Provide full disclosure in annual financial statements and bond representations.
Use an independent public accounting firm to perform an annual audit.
Publicly issue an Annual Comprehensive Financial Report.

Fund Accounting
Fund accounting is used throughout the City, for both budgeting and the recording of financial transactions. Under
this system, money is segregated into separate accounts rather than held in a single central account. Each fund has
been established for a specific purpose and is somewhat like a separate bank account.

Fund Types
The City currently uses only two types of governmental funds, the General Fund and a Capital Projects Fund.
•

•

The General Fund includes most City services. Mayor and Council; City Management; City Attorney; Municipal
Judge; Finance & Human Resources; Community Development; Police; Parks, Trails, and Recreation; and
Public Works are included.
Sales tax, use tax, property tax, user fees, fines, permits, licenses,
intergovernmental revenue, investment income, internal transfers, and various other revenues are the sources
of General Fund revenues.
The Capital Projects Fund is used to account for the financing of long-term capital improvements for the City.

142

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FINANCIAL POLICIES
Interfund Transfers
The City of Greenwood Village’s transfers are considered operating transfers. This represents the transfer from one
fund to another fund for operational purposes without the expectation of any support services in return. Also, this
type of transfer includes moving funds from one fund to another for capital outlays.

Budget
A balanced budget is defined as a budget in which expenditures and provisions of contingencies in the budget do
not exceed the total estimated available resources.

Budget Amendments
Expenditures may not exceed the amounts appropriated in any given year. The City, however, may need to amend
the budget during the year. To enact any of the following, the amendment must be publicized, and the
resolution/ordinance must be adopted at a public meeting by a majority vote of the City Council.
•
•
•
•

Carryover Encumbrances and Projects. If a department has open purchase orders or uncompleted projects at
the end of a fiscal year, those appropriations can be carried over to the next year to cover the actual expenses
when they occur. This carryover must be approved by City Council through a budget amendment.
Prior Year Reserves or Uses of Fund Balance. Uses of prior years’ fund balances may be needed to adjust
appropriations due to unanticipated costs which were not budgeted.
Departmental and Inter-Fund Transfers. If necessary, the City may transfer appropriated monies between
departments, within a fund, or from one fund to another fund.
Contingencies. For emergencies that could not reasonably have been foreseen at the time of budget
adoption, such as a revenue shortfall or unanticipated expenses, the City Council can authorize a portion of
the reserve for contingencies to be spent in that year.

143

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GLOSSARY OF TERMS
Acronyms
CIP:
FTE:
GAAP:
GFOA:
GASB:
PRL:
SBITA:
TABOR:

Capital Improvement Program
Full-Time Equivalent/Equivalency
Generally Accepted Accounting Principles
Government Finance Officers Association
Governmental Accounting Standards Board
Photo Red Light
Subscription-Based Information Technology Arrangement
Taxpayer’s Bill of Rights

Definitions
Accrual Basis

A basis of accounting in which transactions are recognized at the time they are
incurred, as opposed to when cash is received or spent.

Accounting Period

A period at the end of which and for which financial statements are prepared.

Accounting System

The total structure of records and procedures that discover, record, classify,
summarize, and report information on the financial position and results of operations
of a government or any of its funds, or organizational components.

Accounts Payable

Amounts owed to persons or organizations for goods and services received by the
City but not yet paid for.

Accounts Receivable

Amounts owed from persons or organizations for goods and services furnished by
the City but not yet paid for.

Accrual Basis of Accounting

The method of accounting under which revenues are recorded when they are
earned and become measurable (whether cash is received at that time), and
expenditures are recorded when goods and services are received (whether cash
disbursements are made at that time).

Accumulated Depreciation

Accumulated costs associated with the expiration of the estimated service life of
capital assets.

Activity

Departmental efforts that contribute to the achievement of a specific set of program
objectives, the smallest unit of the program budget.

Ad Valorem Taxes

Commonly referred to as property taxes, are levied on both real and personal
property according to the property’s valuation and the tax rate.

Amortization

The reduction of debt by payments of principal and interest sufficient to retire the
debt by maturity.

Appropriation

A legal authorization to incur obligations and to make expenditures for specific
purposes.

Assessed Valuation

The valuation set upon real estate and certain personal property by the County
Assessor as a basis for levying property taxes.

Asset

Resources owned or held by a government that have monetary value.

144

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GLOSSARY OF TERMS
Assigned Fund Balance

The portion of the fund balance of a governmental fund that represents the
resources set aside (earmarked) by the government for a particular purpose.

Audit

A comprehensive examination of the way the government’s resources were utilized.
A financial audit is a review of the accounting system and financial information to
determine how government funds were spent and whether expenditures complied
with the legislative body’s appropriations. A performance audit consists of a review
of how well the government met its stated goals.

Available Fund Balance

This refers to the funds remaining from the prior year, which are available for
appropriation and expenditure in the current year.

Balanced Budget

A balanced budget is defined as a budget in which proposed expenditures and
provisions of contingencies in the budget do not exceed the total estimated
revenues, including surpluses from prior years.

Budget

A plan of financial activity for a specified period, indicating all planned revenues and
expenses for the budget period.

Budgetary Basis

This refers to the basis of accounting used to estimate financing sources and uses in
the budget. This generally takes one of three forms: GAAP, cash, or modified
accrual.

Budget Calendar

The schedule of key dates which a government follows in the preparation and
adoption of the budget.

Budgetary Control

The control or management of a government in accordance with the approved
budget for the purpose of keeping expenditures within the limitations of available
appropriations and resources.

Capital Assets

Assets of long-term character that are intended to continue to be held or used, such
as land, buildings, machinery, furniture, and other equipment.

Capital Budget

The appropriation of bonds or operating revenue for improvements to facilities and
other infrastructure.

Capital Improvements

Expenditures related to the acquisition, expansion, or rehabilitation of an element of
the government’s physical plant; sometimes referred to as infrastructure.

Capital Improvement Program A plan for capital outlay to be incurred each year over a fixed number of years to
meet capital needs arising from the government’s long-term needs.
Capital Outlay

Capital assets which have a useful economic lifetime of more than one year and an
initial value of $25,000 or more for capital equipment and artwork, $50,000 or more
for leased equipment and SBITAs, and $100,000 or more for land, land
improvements, water rights, buildings, and infrastructure.

Capital Project

Major construction, acquisition, or renovation activities that add value to a
government’s physical assets or significantly increase their useful life. Also called
capital improvements.

Certificates of Participation

Long-term assignments of interest in rights to receive payments pursuant to a lease
purchase agreement between a financing authority and a governmental entity.

145

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GLOSSARY OF TERMS

Contingency

A budgetary reserve set aside for emergencies or unforeseen expenditures not
otherwise budgeted.

Contractual Services

Services rendered to a government by private firms, individuals, or other
governmental agencies. Examples include utilities, rent, maintenance agreements,
and professional consulting services.

Committed Fund Balance

The portion of the fund balance of a governmental fund that represents resources
whose use is subject to a legally binding constraint that is imposed by the
government itself at its highest level of decision-making authority and that remains
legally binding unless removed in the same manner.

Debt Service

The cost of paying principal and interest on borrowed money according to a
predetermined payment schedule.

Department

The basic organizational unit of government, which is functionally unique in its
delivery of services.

Development-Related Fees

Fees and charges generated by building, development, and growth in a community.
Included are building and street permits, development review fees, and zoning,
platting, and subdivision fees.

Disbursement

The expenditures of monies from an account.

Employee Benefits

Contributions made by a government to meet commitments or obligations for
employee fringe benefits. Included are the government’s share of costs for Social
Security and the various pension, medical, and life insurance plans.

Encumbrance

The commitment of appropriated funds to purchase an item or service. To encumber
funds means to set aside or commit.

Expenditure

The payment of cash on the transfer of property or services for the purpose of
acquiring an asset, service, or settling a loss.

Expense

Charges incurred (whether paid immediately or unpaid) for operations,
maintenance, interest, or other charges.

Fiscal Policy

A government’s policies with respect to revenues, spending, and debt management
as these relate to government services, programs, and capital investments. Fiscal
policy provides an agreed-upon set of principles for the planning and programming
of government budgets and their funding.

Fiscal Year

A twelve-month period designated as the operating year for accounting and
budgeting purposes in an organization.

Full-time Equivalent Position

A part-time position converted to the decimal equivalent of a full-time position
based on 2080 hours per year. For example, a part-time administrative assistant
working 20 hours per week would be the equivalent of 0.5 of a full-time position.

Fund

A fiscal entity with revenues and expenses that are segregated for the purpose of
carrying out a specific purpose or activity.

146

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GLOSSARY OF TERMS
Fund Balance

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

GAAP

Generally Accepted Accounting Principles (Uniform minimum standards for financial
accounting and recording, encompassing the conventions, rules, and procedures
that define accepted accounting principles.

Infrastructure

The physical assets of a government (e.g., streets, water, sewer, public buildings,
and parks).

Interfund Transfers

The movement of monies between funds of the same governmental entity.

Intergovernmental Revenue

Funds received from federal, state, and other local government sources in the form
of grants, shared revenues, and payments in lieu of taxes.

Levy

To impose taxes for the support of government activities.

Long-term Debt

Debt with a maturity of more than one year after the date of issuance.

Mill

The property tax rate which is based on the valuation of property. A tax rate of one
mill produces one dollar of taxes on each $1,000 of assessed property valuation.

Net Budget

The legally adopted budget less all interfund transfers and interdepartmental
charges.

Objective

Something to be accomplished in specific, well-defined, and measurable terms and
that is achievable within a specific time frame.

Obligations

Amounts which a government may be legally required to meet out of its resources.
They include not only actual liabilities, but also encumbrances not yet paid.

Operating Revenue

Funds that the government receives as income to pay for ongoing operations. It
includes such items as taxes, fees from specific services, interest earnings, and grant
revenues. Operating revenues are used to pay for day-to-day services.

Operating Expenses

The cost for personnel, materials, and equipment required for a department to
function.

Ordinance

Generally used to designate a local law of a municipal corporation, duly enacted by
the proper authorities that prescribe general, uniform, and permanent rules of
action, relating to the legislative affairs of the municipality.

Performance Budget

A budget wherein expenditures are based primarily upon measurable performance
of activities and work programs.

Performance Indicators

Specific quantitative and qualitative measures of work performed as an objective of
specific departments or programs.

Performance Measure

Data collected to determine how effective or efficient a program is in achieving its
objectives.

Personal Services

Expenditures for salaries, wages, and fringe benefits of a government’s employees.

147

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GLOSSARY OF TERMS
Program

A group of related activities performed by one or more organizational units for the
purpose of accomplishing a function for which the government is responsible.

Program Budget

A budget that allocates money to the functions or activities of a government rather
than to specific items of cost or to specific departments.

Resolution

A special or temporary order of a legislative body; an order of a legislative body
requiring less legal formality than an ordinance or statute.

Resources

Total amounts available for appropriation, including estimated revenues, fund
transfers, and beginning balances.

Restricted Fund Balance

The portion of the fund balance of a governmental fund that represents resources
subject to externally enforceable constraints.

Revenue

Sources of income, financing the operations of the government.

Service Level

Services or products that comprise the actual or expected output of a given
program. Focus is on results, not measures of workload.

Source of Revenue

Revenues are classified according to their source or point of origin.

SBITA

An arrangement that provides a government with the right to use a vendor’s
information technology (IT) software and related tangible capital assets for
subscription payments without granting the government a perpetual license or title
to the IT software and related assets.

Supplemental Appropriation

An additional appropriation made by the governing body after the budget year has
started.

Supplemental Requests

Programs and services which departments would like to have added (in priority
order) over their target budget, or if revenue received is greater than anticipated.

Taxes

Compulsory charges levied by a government for the purpose of financing services
performed for the common benefit of the people. This term does not include specific
charges made against persons or property for current or permanent benefit, such as
special assessments.

Transfers In/Out

Amounts transferred from one fund to another to assist in financing the services for
the recipient fund.

Unencumbered Balance

The amount of an appropriation that is neither expended nor encumbered. It is
essentially the amount of money still available for future purposes.

Unassigned Fund Balance

The portion of the fund balance of a governmental fund that is not restricted for a
specific purpose and is available for general appropriation.

148

Page 179

Staff Report
File # 2026-250

6060 South Quebec Street
Greenwood Village, CO
80111

Agenda
Date: 10/19/2026

Ordinance No. 13-26: First Reading: An Ordinance Fixing the Mill Levies of the City of
Greenwood Village, Colorado, for the Purpose of Ad Valorem Taxes in the 2026 Fiscal Year
(Barnacle)
To:
Through:
From:

Honorable Mayor and City Council
John Jackson, City Manager
Shawn Cordsen, Deputy City Manager
Sarah Geiger, City Attorney
Christine Hart, Finance Director

Executive Summary:
In accordance with state law, property taxing entities are required to certify their levies to the appropriate
county no later than December 15th of each year. Staff has prepared and attached an ordinance fixing
(certifying) the 2026 mill levies of the City of Greenwood Village for collection in 2027.

Recommendation:
Staff recommends approval of the attached ordinance as presented.

Attachments:
1.

Ordinance 13-26 - Mill Levies

Discussion
Property taxes are generated via a mill levy on the assessed real and personal property located within the
City. The city-wide mill levy consists of 2.932 mills used to support the general operating activities of the
City. In 2027, property tax collections are expected to total $4.1 million, making up approximately 5.7% of
the City’s total revenue. The amount represents a 4.1% decrease compared to the prior year’s amended
budget, due to anticipated decreases in the city-wide valuation as well as changes in the state-imposed
assessment rates.
The County Assessor is responsible for identifying, classifying, and valuing all property in the County. The
Assessor’s goal is to establish accurate values of all property located within the County, which in turn
ensures that the tax burden is distributed fairly and equitably among all property owners. Real property is
revalued every odd-numbered year, while personal property is revalued every year. The table below shows
the current and historical assessed valuation of all real and personal property located within the City.
Year

Assessed
Valuation

%
Change

2023
2024
2025
2026
2027*

1,375,884,188
1,542,442,925
1,528,107,126
1,437,407,477
1,404,808,346

-1.21%
12.11%
-0.93%
-5.94%
-2.27%

* Represents preliminary assessed valuation

Page 180

Staff Report

Page 181

6060 South Quebec Street
Greenwood Village, CO
80111

A Bill for an Ordinance
Ordinance No. 13

Series of 2026

Introduced by: Mayor Pro Tem Barnacle
An Ordinance Fixing the Mill Levies of the City of Greenwood Village,
Colorado, for the Purpose of Ad Valorem Taxes in the 2026 Fiscal Year
Whereas, the City Council has adopted an ordinance which adopts budgets and provides
annual appropriations for the City of Greenwood Village, Colorado, for the 2027 fiscal year;
Whereas, Section 11.08 of the Home Rule Charter requires that the City Council annually fix
the amount of tax levy which shall be assessed upon each dollar of assessed valuation of all taxable
property within the corporate limits of the City and that said amount be certified to Arapahoe
County;
Whereas, the following mill levies are required to raise the revenue as specified in said
budgets:
City of Greenwood Village General Fund Mill Levy

2.932 mills

Now, therefore, the City Council of the City of Greenwood Village,
Colorado, ordains:
Section 1.
The mill levy for the ad valorem taxes for the City of Greenwood Village,
Colorado for the year 2026 is as follows:
General Fund
Section 2.

2.932 mills
The General Fund mill levy is entirely for general operations of the City.

Section 3.
The City Clerk is directed to certify the mill levies specified in Sections 1
hereof to the Board of County Commissioners of Arapahoe County, Colorado.
Section 4.
The City Clerk is directed to prepare a certified copy of this Ordinance and to
cause the same to be filed with Division of Local Government of the State of Colorado.
Introduced and approved on first reading on the ___ day of ________,
2026, and ordered published.

_______________________________
George E. Lantz, Mayor
Attest:
_______________________________
Susan M. Ortiz, MMC, City Clerk

Page 182

Introduced and approved on second reading on the _____ day of
_________, 2026, and ordered published.
_______________________________
George E. Lantz, Mayor
Attest:
_______________________________
Susan M. Ortiz, MMC, City Clerk
Effective:

Page 183

Staff Report
File # 2026-328

6060 South Quebec Street
Greenwood Village, CO
80111

Agenda
Date: 11/2/2026

Resolution 32-26: A Resolution Reappointing Paul Wilson to the Greenwood Village Boards of
Adjustments and Appeals and Establishing an Expiration Date of His Term
To:
Through:
From:

Honorable Mayor and City Council
Sarah Geiger, City Attorney
Shawn Cordsen, Deputy City Manager
John Jackson, City Manager
Erin Joiner, Deputy City Clerk

Executive Summary:
District 1 Councilmembers are recommending the reappointment of Paul Wilson to the Greenwood Village
Board of Adjustments and Appeals. This would be his second term if reappointed, and this term would expire
on November 4, 2028.

Recommendation:
City Council discretion.

Attachments:
1.

Reso 32-26 - Reappoint Paul Wilson to BOAA

Discussion

Page 184

Resolution No. 32

Series of 2026

Introduced by: Councilmembers Nelson and Wiesner
A Resolution Reappointing Paul Wilson to the Greenwood
Village Board of Adjustments and Appeals and
Establishing an Expiration Date of His Term
Be it resolved by the City Council of Greenwood Village, Colorado, that:
Paul Wilson, be and he hereby is reappointed to the Greenwood Village Board of
Adjustments and Appeals for the District 1 position, for a term of office to expire November 4,
2028.
Introduced and approved this __ day of November 2026.

__________________________________
George E. Lantz
Mayor
Attest:
_____________________________
Susan M. Ortiz, MMC
City Clerk

Page 185

Staff Report
File # 2026-336

6060 South Quebec Street
Greenwood Village, CO
80111

Agenda
Date: 11/2/2026

Resolution 34-26: A Resolution Reappointing Deborah Tolley to the Greenwood Village Arts
and Humanities Council and Establishing an Expiration Date of Her Term
To:
Through:
From:

Honorable Mayor and City Council
Sarah Geiger, City Attorney
Shawn Cordsen, Deputy City Manager
John Jackson, City Manager
Erin Joiner, Deputy City Clerk

Executive Summary:
District 1 Councilmembers are recommending the reappointment of Deborah Tolley to the Greenwood Village
Arts and Humanities Council. This would be her third term if reappointed, and this term would expire on
October 1, 2028.

Recommendation:
City Council discretion.

Attachments:
1.

Reso 34-26 - Reappoint Deborah Tolley to A&HC

Discussion

Page 186

Resolution No. 34

Series of 2026

Introduced by: Councilmembers Wiesner and Nelson
A Resolution Reappointing Deborah Tolley to the
Greenwood Village Arts and Humanities Council and
Establishing an Expiration Date of Her Term
Be it resolved by the City Council of Greenwood Village, Colorado, that:
Deborah Tolley, be and she hereby is reappointed to the Greenwood Village Arts and
Humanities Council for the District 1 position, for a term of office to expire October 1, 2028.
Introduced and approved this __ day of November 2026.

__________________________________
George E. Lantz
Mayor
Attest:
_____________________________
Susan M. Ortiz, MMC
City Clerk

Page 187