Proposed Budget September Entire Book

Mayor's Proposed 2010 Budget
John W. Hickenlooper, Mayor
City and County of Denver

September 2009
This document has been printed on recycled paper

2010 Budget
For the Fiscal Year Ending

December 31, 2010
John W. Hickenlooper, Mayor
Guillermo (Bill) Vidal Manager of Public Works

Kevin Patterson Manager of Parks and Recreation
Alvin LaCabe Manager of Safety
Claude Pumilia Chief Financial Officer
Nancy Severson Manager of Environmental Health
Derek Brown Manager of General Services
Patricia Wilson Pheanious Manager of Human Services
Kim Day Manager of Aviation
Peter Park Manager of Community Planning and Development
David Fine City Attorney
City Council
District 1 Rick Garcia District 8 Carla Madison

District 2 Jeanne Faatz District 9 Judy Montero
District 3 Paul D. López District 10 Jeanne Robb
District 4 Peggy Lehmann District 11 Michael Hancock
District 5 Marcia Johnson At Large Carol Boigon
District 6 Charlie Brown At Large Doug Linkhart
District 7 Chris Nevitt
Auditor
Dennis Gallagher
2010 Budget
Department of Finance
Claude Pumilia, Chief Financial Officer
Budget and Management Office

Ed Scholz, Budget Director
Stephanie Karayannis Adams, Manager of Performance Initiatives
Brendan Hanlon, Budget and Management Supervisor
Laura Wachter, Budget and Management Supervisor
Scotty Martin, Manager of Business Process Analysis
Steven Bohn, Associate Financial Management Analyst

Milton Cherry Sr., Associate Agency Budget Analyst
Jill Cohen, Human Resources Specialist
Catherine Dockery, Associate Financial Management Analyst
Molly Duplechian, Senior Financial Management Analyst
Alyson Gawlikowski, Financial Management Specialist
Kelly Greunke, Senior Financial Management Analyst
Gretchen Hollrah, Financial Management Specialist
Laura Kane, Associate Financial Management Analyst
Xiaolin Li, Senior Information Technology Systems Analyst
Tom Migaki, Financial Management Specialist
Richard Sheehan, Senior Financial Management Analyst
Abram Sloss, Management Analyst III
Theresa Wilson, Senior Financial Management Analyst
Don Wood, Senior Financial Management Analyst
Mayor’s Proposed 2010 Budget
Table of Contents
Page
Introduction
Mayor's Budget Message............................................................................................................. i
2010 Budget in Brief ................................................................................................................... 1
Explanation of the Budget Document ......................................................................................... 10
Overview of the City’s Fund Structure ....................................................................................... 12
Budget Calendar and Process ...................................................................................................... 16
Financial Policies ........................................................................................................................ 19
Reserves ...................................................................................................................................... 29
Budget Summary
All Funds Expenditure Summary ................................................................................................ 31
Personnel Comparison................................................................................................................. 37
General Fund Summary

General Fund Budget Summary, Schedule 100........................................................................... 41
General Fund Revenue Summary, Schedule 100A ..................................................................... 43
Discussion of General Fund Revenues........................................................................................ 45
General Fund Expenditure Summary by Agency, Schedule 100B.............................................. 57
Agency Detail
Overview ..................................................................................................................................... 63
Program Inventory....................................................................................................................... 65
General Administration
Budget Summary......................................................................................................................... 83
Mayor's Office ......................................................................................................................... 84
Civic Events ......................................................................................................................... 86
Mayor's Office of Education and Children .............................................................................. 88
Denver Office of Cultural Affairs............................................................................................ 93
Office of Employee Assistance................................................................................................ 96
City Attorney ........................................................................................................................... 99
Airport Legal Services ......................................................................................................... 103
Human Services Legal Services ........................................................................................... 103
Liability Claims Transfer ..................................................................................................... 104
Board of Ethics ....................................................................................................................... 106
Excise and Licenses ................................................................................................................. 108
Office of the Independent Monitor .......................................................................................... 111
Human Rights and Community Relations ............................................................................... 114
Economic Development
Budget Summary......................................................................................................................... 119
Department Summary .............................................................................................................. 120
Office of the Director............................................................................................................... 123
Business and Community Transfer ...................................................................................... 124
Division of Business Development.......................................................................................... 126
Business and Housing Services Division................................................................................. 128
Table of Contents
Page
Small Business Advocacy and Services .................................................................................. 134
Division of Small Business Opportunity–Airport........................................................... 136
Division of Workforce Development Special Revenue Funds ................................................ 137
Employment First................................................................................................................. 138
Employer Recruitment, Training and Retention Program.................................................... 138
Summer Youth Program....................................................................................................... 138
Employer Recruitment Special Revenue Fund Transfer ...................................................... 138
Independent Agencies
Budget Summary......................................................................................................................... 143
City Council............................................................................................................................. 144
Office of Telecommunications ................................................................................................ 147
Clerk and Recorder Department Summary ................................................................................. 150
Office of the Clerk and Recorder Administration.................................................................... 153
Clerk and Recorder’s Office .................................................................................................... 155
Election Division ..................................................................................................................... 158
Career Service Authority ......................................................................................................... 161
Training Special Revenue Fund Transfer............................................................................. 166
Tuition Refund Special Revenue Fund Transfer.................................................................. 166
Alternative Transportation Special Revenue Fund Transfer ................................................ 166
Hearing Office ......................................................................................................................... 168
Board of Adjustment for Zoning Appeals ............................................................................... 170
Auditor ............................................................................................................................... 172
Airport Auditor's Services ....................................................................................................... 176
Finance
Budget Summary......................................................................................................................... 179
Office of the Chief Financial Officer....................................................................................... 186
Assessment Division................................................................................................................ 189
Treasury Division .................................................................................................................... 192
Payments to the Elderly and Disabled.................................................................................. 194
Motor Vehicle Division ........................................................................................................... 196
Budget and Management Office .............................................................................................. 198
Unemployment Compensation Insurance............................................................................. 200
General Contingency............................................................................................................ 200
Grant Development Special Revenue Fund Transfer........................................................... 200
General Government Special Revenue Fund Transfer......................................................... 200
TABOR Reserve Special Revenue Fund Transfer ............................................................... 200
Human Services Special Revenue Fund Transfer ................................................................ 200
Capital Improvements Fund Transfer................................................................................... 200
Office of the Controller............................................................................................................ 202
Hotel Tax Increment............................................................................................................. 204
Annual Rental Payments ...................................................................................................... 204
Downtown Historic District Tax Rebate .............................................................................. 204
Business Process Analysis ....................................................................................................... 206
Risk Management .................................................................................................................... 207
Risk Management Special Revenue Fund Transfer ............................................................. 208
Workers' Compensation Internal Service Fund ....................................................................... 210
Table of Contents
Page
Community Planning and Development
Budget Summary......................................................................................................................... 215
Office of the Manager.............................................................................................................. 219
Development Services ............................................................................................................. 222
Planning Services..................................................................................................................... 225
General Services
Budget Summary......................................................................................................................... 229
General Services Administration ............................................................................................. 233
Purchasing................................................................................................................................ 236
Utilities .................................................................................................................................... 239
Facilities Planning and Management Summary .......................................................................... 241
Facilities Management ............................................................................................................. 242
Central Services Internal Service Fund.................................................................................... 245
Theatres and Arenas Special Revenue Fund............................................................................ 250
Theatres and Arenas Operating Transfer ............................................................................. 254
Colorado Convention Center Transfer ................................................................................. 254
Capital Improvement Fund – Red Rocks Transfer............................................................... 254
Technology Services
Budget Summary......................................................................................................................... 257
Office of the Chief Information Officer................................................................................... 260
Technology Projects Transfer .............................................................................................. 262
Radio Replacement Transfer ................................................................................................ 262
User Component Replacement Transfer .............................................................................. 262
Infrastructure Replacement Transfer.................................................................................... 262
Operations ............................................................................................................................... 264
Applications Development ...................................................................................................... 267
Denver 8 TV ............................................................................................................................ 271
Denver 311 .............................................................................................................................. 274
Public Safety
Budget Summary......................................................................................................................... 277
Safety Budget Summary.............................................................................................................. 278
Safety Administration .............................................................................................................. 279
Collective Bargaining........................................................................................................... 282
Safety Special Revenue Fund Transfer ................................................................................ 282
Crime Prevention and Control Special Revenue Fund Transfer .......................................... 282
911 Emergency Communications ............................................................................................ 285
Safe City Office ....................................................................................................................... 288
Diversion and Youth Development Program ....................................................................... 290
Diversion and Youth Development Program Transfer......................................................... 290
Police Summary .......................................................................................................................... 292
Police Department – Administration........................................................................................ 295
Police Department – Operations .............................................................................................. 304
Photo Traffic Enforcement................................................................................................... 307
Police Recruits ..................................................................................................................... 307
Table of Contents
Page
Fire Summary .............................................................................................................................. 308
Fire Department – Administration ........................................................................................... 311
Fire Department – Operations.................................................................................................. 314
Undersheriff Summary ................................................................................................................ 316
Undersheriff – Administration................................................................................................. 318
Undersheriff – Operations ....................................................................................................... 321
Other Safety Agencies Summary ................................................................................................ 325
Civil Service Commission ....................................................................................................... 326
Denver District Attorney ......................................................................................................... 328
Denver County Court............................................................................................................... 336
Emergency Management and Homeland Security................................................................... 341
Parks and Recreation and Cultural Facilities

Parks and Recreation and Cultural Facilities Summary .............................................................. 345
Parks and Recreation Summary................................................................................................... 347
Parks and Recreation Administration ...................................................................................... 351
Recreation ................................................................................................................................ 356
Parks Division Summary............................................................................................................. 361
Parks and Planning .................................................................................................................. 362
Four Mile Historic Park Transfer........................................................................................... 366
CSU Denver Extension............................................................................................................ 367
Mountain Parks........................................................................................................................ 370
Buffalo Bill Museum ............................................................................................................... 372
Golf Enterprise Fund ............................................................................................................... 374
Cultural Facilities Budget Summary ........................................................................................... 380
Denver Public Library ............................................................................................................. 381
Denver Art Museum Transfer.................................................................................................. 389
Denver Museum of Nature and Science Transfer.................................................................... 390
Denver Botanic Gardens Transfer ........................................................................................... 391
Denver Zoological Gardens Transfer ...................................................................................... 392
Denver Municipal Band Transfer ............................................................................................ 393
Public Works
Budget Summary......................................................................................................................... 395
Administration Division Summary.............................................................................................. 401
Office of the Manager.............................................................................................................. 402
Finance and Administration..................................................................................................... 404
Policy, Planning and Communication...................................................................................... 408
Transportation Division Summary .............................................................................................. 410
Right of Way Services ............................................................................................................. 411
Highway Users Trust Fund Transfer.................................................................................... 414
Capital Projects Management...................................................................................................... 416
Traffic Engineering Services ................................................................................................... 419
School Crossing Guards....................................................................................................... 421
Street Lighting...................................................................................................................... 421
Operations Division Summary .................................................................................................... 423
Street Maintenance .................................................................................................................. 424
Solid Waste.............................................................................................................................. 428
Table of Contents
Page
Planned Fleet Replacement Special Revenue Fund ................................................................. 431
Fleet Maintenance Internal Service Fund ................................................................................ 432
Asphalt Plant Internal Service Fund ........................................................................................ 439
Wastewater Management Division Summary ............................................................................. 444
Wastewater Management Division Executive Office .............................................................. 445
Wastewater Management Division Operations........................................................................ 448
Wastewater Management Division Right of Way Services..................................................... 452
Wastewater Management Division Capital Projects Management .......................................... 455
Aviation
Budget Summary......................................................................................................................... 463
Airport Enterprise Fund ........................................................................................................... 464
Health
Budget Summary......................................................................................................................... 477
Community Health and Decision Support ............................................................................... 483
Payment for Public Health Clinical Services ....................................................................... 485
Payment for Denver C.A.R.E.S. Services ............................................................................ 485
Payment for Poison Center Services .................................................................................... 485
Payment for Medically Indigent Services ............................................................................ 485
Park Hill Clinic Financing.................................................................................................... 485
Public Health Inspection.......................................................................................................... 490
Animal Care and Control......................................................................................................... 492
Environmental Quality............................................................................................................. 494
Office of the Medical Examiner .............................................................................................. 496
Environmental Services Enterprise Fund.......................................................................... 498
Human Services
Budget Summary......................................................................................................................... 505
Operations and Administration Summary ................................................................................... 510
Administration ......................................................................................................................... 511
Legal Services ...................................................................................................................... 512
Alternative Transportation Special Revenue Fund Transfer ................................................ 513
Human Resources .................................................................................................................... 514
Business Management ............................................................................................................. 516
Family and Adult Services....................................................................................................... 518
Information Systems and Technology ..................................................................................... 521
Financial Services .................................................................................................................... 522
Performance Improvement and Accountability ....................................................................... 524
Child Support Enforcement ..................................................................................................... 526
Human Services State and Local Programs ............................................................................. 528
Aid to the Blind.................................................................................................................... 528
Aid to Needy Disabled ......................................................................................................... 528
General Assistance ............................................................................................................... 528
Development Disabilities ..................................................................................................... 528
Office of Community Impact ............................................................................................... 528
Child Welfare Summary .......................................................................................................... 530
Community and Support Services ........................................................................................... 531
Family Crisis Center ................................................................................................................ 533
Child Welfare Services ............................................................................................................ 535
Child Care................................................................................................................................ 537
Table of Contents
Page
Human Services Special Revenue Fund Summary ..................................................................... 539
Human Services Special Revenue Fund Projects .................................................................... 540
Special Revenue Funds

Special Revenue Funds Description............................................................................................ 547
Summary – Estimated Expenditures............................................................................................ 548
General Government Estimated Expenditures ............................................................................ 549
Public Safety Estimated Expenditures......................................................................................... 552
Human Services Estimated Expenditures.................................................................................... 555
Health Estimated Expenditures ................................................................................................... 559
Culture and Recreation Estimated Expenditures ......................................................................... 560
Business and Housing Services Estimated Expenditures ............................................................ 563
Economic Opportunity Estimated Expenditures ......................................................................... 565
Capital Project Funds

Capital Project Funds Overview.................................................................................................. 567
Capital Projects – All Funds by Fund ......................................................................................... 573
Capital Projects – All Funds by Department ............................................................................... 574
Winter Park Parks and Rec. Capital Fund Summary, Schedule 30001 ....................................... 576
Winter Park Parks and Recreation Capital Fund Projects........................................................ 577
Capital Improvements Fund Budget Summary, Schedule 31000................................................ 579
Capital Improvements Fund Projects....................................................................................... 585
State Conservation Trust Fund Budget Summary, Schedule 35000............................................ 594
State Conservation Trust Fund (Lottery) Projects ................................................................... 596
Entertainment and Cultural Capital Projects Fund ...................................................................... 599
Entertainment and Cultural Capital Projects Fund, Schedule 39000 .......................................... 600
Entertainment and Cultural Capital Projects............................................................................ 602
Bond Project Funds Expenditure Summary, Schedule 36000/37000.......................................... 604
Grant/Other Capital Funds Expenditure Summary, Schedule 38000.......................................... 605
Grant/Other Capital Projects.................................................................................................... 607
Debt Service Funds

Discussion of Long Term Debt ................................................................................................... 613
Debt Service Fund Schedule 2000 .............................................................................................. 618
Debt Service Fund Schedule 2500 .............................................................................................. 619
Appendices
Budget Basis................................................................................................................................ 621
Description of Major Expenditure Categories............................................................................. 623
Glossary of Terms ....................................................................................................................... 624
2010 Budget in Brief
Overview
The total 2010 operating expenditure budget for all appropriated funds is $1.3 billion, a decrease of 4.7 percent from
2009. The City's main operating fund, the General Fund, will decrease to $855.6 million or 1.14 percent from the 2009
revised budget. The operating budgets for the City's Enterprise Funds (Airport, Wastewater, Golf, and Environmental
Services) increase $8.5 million to $435 million, up 1.9 percent from 2009. The annual capital projects budget for
governmental funds is $84.3 million in 2010. The budget maintains adequate reserves in all funds according to the
City's financial policies and includes approximately $78 million in required debt service payments on outstanding
general obligation debt.
General Fund revenues are projected to decrease in 2009 by 5.6 percent from 2008 actuals and then are expected to
grow by 4.1 percent in 2010, primarily due to revenue enhancements and fee and fine adjustments that attempt to cover
a larger percentage of associated costs. When paired with normal growth in operating expenditures, the result was a
$206 million budget deficit that has been closed in 2009 and 2010 combined. $86 million was reduced through the
spring of 2009 and $120 million is being solved through this proposed budget. The deficit was closed through a
balanced plan that includes efficiencies and program savings ($75.7 million), including abolishing or holding vacant
approximately 310 positions, personnel savings ($23.3 million), including no wage increases for employees and five
furlough days, and revenue enhancements ($21 million). The result is that 2009 General Fund expenditures are
expected to be 2.8 percent lower than 2008 actuals and 2010 General Fund expenditures are projected to decrease by
1.14 percent from the current 2009 revised budget.
Reserves are being utilized appropriately as outlined in the City’s financial policies. The annual General Fund
contingency is being budgeted at 2 percent of projected expenditures ($17 million) and the Capital Improvement Fund
has $1.9 million budgeted for unexpected issues in 2010. $40 million in undesignated reserves (fund balance) in the
General Fund is being used in 2009 and 2010 to limit the budget gap to $120 million. Undesignated reserves will be
reduced to 11.5 percent of projected expenditures to help minimize the impact on core service programs. It is
anticipated that reserves will begin to be built back to 15 percent of expenditures as soon as the economy recovers.
The Housing, Workforce, and Human Services special revenue funds have also been significantly impacted by the
recession and have reduced expenditures to match declining state and federal revenues.
$84.3 million is budgeted in 2010 for capital projects from annual capital revenues and includes the capital maintenance
mill levy funding approved by the voters in 2007. The capital project budget is limited to critical maintenance and
rehabilitation projects, matching funds to state or federal dollars, legal obligations and other high-priority items such as
capital investments aimed at water or energy conservation savings. This new annual funding stream is reducing the
amount of deferred maintenance needs for existing parks, public works and building infrastructure. In addition to these
annual funds, over $139 million in one-time bond funded projects will be implemented in 2010, also approved by voters
in 2007.
1
Budget Impacts
As a result of declining revenue in 2009 and 2010, the City has been tasked with finding sustainable solutions to close a $120
million budget deficit in the development of the 2010 budget. Departments have been challenged with generating substantial
reductions while continuing to provide quality core services to citizens. The items listed below represent the most significant
General Fund changes proposed by specific departments. The amounts listed are the changes to the department’s respective
budget. Revenue increases are denoted with a “+” and expenditure decreases are denoted with a “-“. The changes listed
under “Citywide” are items that are prominent across all departments. It is important to note that the changes listed do not
constitute all of the reductions and expansions proposed.
Change to
Department
Budget
Citywide
 Abolishing or holding vacant approximately 310 General Fund positions throughout 2010. -$27,000,000
 Savings in personnel costs due to freezing wages, concessions from unions and five scheduled
-$23,300,000
furlough days in 2010.
 Reduction in overtime due to better management practices. -$721,000
 Increase the CIP transfer for labor costs to better match actual expenditures. +$1,000,000
 Deferral of vehicle replacements (Fleet Management, Police, Fire, Parks and Recreation). -$10,440,000
 Fuel savings and fuel cost projection reductions, due in part to a reduction of take home vehicles. -$1,900,000
 Training, meetings, and memberships reductions. -$500,000
 Consolidation of internal services (technology services, accounts payable, and human resources). -$6,500,000
 Elimination of the 0.5% vendor’s incentive fee for timely filing of sales and lodger’s tax returns. +$1,300,000
 Implementing a payment card system for accounts payable vendors. +$750,000
 Increased sales and lodger’s tax registration fee and implementation a new occupational privilege
+$1,955,000
tax registration fee (both biannual) to cover the costs of collecting those taxes.
General Services
 Due to the completion of the Justice Center Facility, 2010 utility costs will be reduced due to -$592,400
inmates being moved from the County Jail and PADF, which will be vacated.
 Decreased contract security costs due to better management practices. -$487,000
 Increased auction revenue due to changes to the City Code involving No Valid Drivers License
+$1,000,000
violations ("I-100") passed by voters.
 Decreased energy usage and reduction in utility rates in 2009. -$2,700,000
Theatres and Arenas

 Reduction in Colorado Convention Center operating transfer due to generated savings. -$542,000
Technology Services
 Deferment of mobile data terminals (MDTs), PCs, and Radios in 2010. -$1,545,000
 Reduction in licensing and hardware maintenance agreements. -$412,000
 Reduction in hours of operation of Denver’s customer service line (311). -$141,000
 Reduction in Denver8 programming to public meeting coverage and select programming. -$712,000
Safety Administration
 Appropriately charge additional call taker costs to the Emergency 911 fund. +$500,000
2
Police
 Elimination of all recruit classes in 2010 -$3,085,800
 Implementation of a DUI processing fee +$200,000
 Appropriately charge staff time to the new JAG grant allocation -$1,739,000
Sheriff
 Use excess jail capacity to house other jurisdiction’s inmates +$1,045,000
Fire
 Elimination of all recruit classes in 2010 -$1,200,000
 Charge non-residents for accidents on state highways +$1,134,000
Denver County Court

 Implement a web record search fee for organizations seeking information pertaining to case history on
+$1,153,000
the court’s website
 Increase the existing Failure to Appear fee and implement a new Failure to Pay fee +$577,000
Parks and Recreation

 2009 water savings as a result of the Denver area receiving above average rainfall -$400,000
 Utilize parks maintenance staff in winter months in place of contract services at DIA -$515,000
 Increase recreation fees to begin to implement task force recommendations +$220,000
 Transition Johnson, Globeville, College View, and La Alma Recreation Centers to non-profit
-$1,074,000
partnerships
Public Works
 Increase the fine for vehicle registration violations +$1,000,000
 Decrease overflow collections and reduce large item pickup to once every 10 weeks -$467,000
 Roll-out new parking meters in downtown Cost neutral
 Collect trash and recycling for Denver Public Schools +$300,000
Denver Public Library

 Reduce hours at 18 branches and the Central library -$1,198,000
 Close and sell the Byers branch library -$604,000
3
For the past several years, the budget has been guided by five high-level, continuous goals that guide service
delivery and development:
 People will say Denver is an even better place to live

 Denver City government will grow a vital economy
 Denver City government will achieve the highest customer service rating in the country
 People who work for Denver City government will say it is an even better place to work
 Denver City government will live within its means
These goals have evolved into a City-wide strategic framework with a set of clear outcomes to which an effective city
government contributes. Six of these outcomes are focused on external services provided to citizens, while the
remaining four core internal outcomes provide the foundation to support them. They are highlighted in the following
chart.
Better Place to Live &

Create Jobs
Vibrant & Dynamic People Lead Healthy & Quality Cultural &
Economy Grounded in Successful Lives Recreational Opportunities
Industries of the Future for All
Efficient, Diverse & Safer Communities Environmental Stewardship

Accessible Transportation
System
Customer Service Better Place to Work Live Within Our

Means
Highest Quality Service Motivated, Diverse & Prudent Fiscal Stewardship

Prepared Workforce
Internal Services that help

the City achieve its goals
In order to fulfill these Outcomes, the City provides programs and services through the various agencies. To better capture
the programs and services provided, the budget process included an inventory of programs and identification of the
investments made in those programs. The program inventory can be found on page 63 of the budget book. The Program
Inventory provides an opportunity to communicate “what the City does” instead of presenting information solely through
work unit and agency level detail.
4
Citizen Input
Given the challenging economic environment in which the 2010 budget was developed, the City held six community budget
meetings and one City employee budget meeting to gather feedback from citizens and collect additional feedback. The
budget meetings provided an opportunity for citizens to have important dialogue with City officials about the programs and
services that most impact them. Additionally, a survey was available for citizens during the meetings and on the City’s
website. More than 3,900 citizens responded to the survey.
The survey asked citizens about the changes they were making in their lives as a result of the economy and asked them to
select the top five potential options to help close the General Fund budget gap. The top five chosen options were:
1. Reduce Denver8 programming to coverage of City Council and other Public Meetings only
2. Implement a large item pick up fee
3. Conduct specific elections by mail ballot only
4. Alternative sentencing for non-violent offenses
5. Reduce Denver’s customer service line (311)’s hours of operation
Most of these reductions will be reflected in the 2010 Budget.

 Denver8 will be reduced by $732,757 to reduce programming to public meeting coverage only.
 Currently the City is not implementing a large item pick up fee, but will reduce costs associated with the service.
 While a mail-in ballot only election is not allowable under state statute in 2010, the fall 2009 election will be
conducted via mail-in ballot only and the City is estimated to save $150,000.
 The Crime Prevention and Control Commission (CPCC) is one of the primary agencies in implementing
alternative sentencing programs. In 2010, they will continue to implement drug court, court to community, pre-
sentence supervision and expedited pre-sentence investigations, which combined demonstrate a 181 percent
return on investment saving over $4 million in costs. In addition, new programs that will further reduce
recidivism and costs, expedite case processing, prevent crime, better manage traffic and DUI offenders, and
provide system alternatives are being vetted.
 The City’s customer service center (311) will reduce hours during the weekdays by 15 hours and on the
weekends by 12 hours. 311 will still be available from 7am – 8pm during the week and 8am -5pm on the
weekends.
Citizens were asked to make additional suggestions. Over 2,000 individual suggestions were submitted. The top categories
were:
 Increase efficiencies
 Reduce the number of City employees
 Reduce compensation for City employees
 Evaluate additional revenue opportunities
 Conserve energy and water
The City is implementing several strategies to reduce expenditures while minimizing impacts to the community. The Agency
Details section of the budget document provides additional detail regarding expenditure reduction strategies generated by
departments, many of which were also the suggestions made by citizens listed above.
5
Measuring for Results

Mayor Hickenlooper is committed to the accountability and performance measures necessary to achieve the City's goals and
outcomes. Public performance reporting improves government operations by increasing accountability, enhancing
transparency and promoting efficiency. In addition to the performance measures listed in each department’s section of the
budget used to track progress on strategic initiatives, the following data measures progress towards the five overarching goals
and Strategic Outcomes in the Strategic Framework.
Denver City government will achieve the highest customer service rating in the country
Measures: Denver resident responses to the question, "What was your impression of employees of the City of Denver
in your most recent contact"
2002 2003 2004 2005 2006 2007 2008
Knowledge 65% 67% 63% 68% 66% 76% 70%

Responsiveness 58% 54% 51% 58% 56% 63% 63%
Courtesy 60% 57% 58% 63% 60% 69% 64%
Overall impression 57% 55% 52% 60% 58% 65% 61%
Source: 2002-2008 National Citizen Survey™ (NRC) produced by the National Research Center, Boulder, CO.
Denver City government will grow a vital economy
Measure: Employment in Denver

Dec. Dec. Dec. Dec Dec Dec
2003 2004 2005 2006 2007 2008
Denver residents 283,006 292,780 290,786 300,390 301,666 298,069
employed
Net change from previous 3,279 9,774 (1,994) 9,604 1,276 (3,597)
period
Net change from June 3,279 13,053 11,059 20,663 21,939 18,342
2003
Source: Denver Office of Economic Development; Colorado Department of Labor and Employment
People will say Denver is an even better place to live
Measures: Denver resident responses to the question, "How do you rate Denver" in the categories tabulated below
2002 2003 2004 2005 2006 2007 2008
Denver as a 86% 85% 84% 84% 83% 85% 93%

place to live
Your neighborhood 73% 72% 69% 71% 68% 72% 74%
as a place to live
Denver as a place 63% 62% 62% 57% 58% 58% 68%
to raise children
Denver as a place 52% 47% 45% 48% 44% 52% 60%
to retire
Overall quality of 78% 78% 73% 76% 76% 78% 85%
life in Denver
Source: 2002-2008 National Citizen Survey™ (NRC) produced by the National Research Center, Boulder, CO.
6
People who work for Denver City government will say it is an even better place to work
Measures: Percent of employees stating that they agree or strongly agree with the statements tabulated below:
2003 2005 2006 2007 2008
Overall I feel positive about working for the 74% 71% 74% 75% 88%
City of Denver
Overall, I am very productive in my current 74% 78% 78% 77% 95%
position with the City
Overall I am motivated to do good work 63% 83% 83% 86% 94%
Overall I am satisfied with my job 71% 76% 76% 77% 85%
Overall I am committed to achieving the goals *N/A 84% 84% 88% 95%
of the City
* Commitment to Denver's goals was added to the survey in 2005.
Source: 2003-2008 Employee Attitude Surveys conducted and tabulated by Denver's Career Service Authority.
Denver City government will live within its means
Measures: General Fund undesignated fund balance as a percent of General Fund expenditures; percent change in
revenue collections; balanced budget.
2003 2004 2005 2006 2007 2008 2009
Undesignated 12.3% 15.0% 16.3% 16.4% 18.5% 16.8% 11.8%

Fund Balance
as % of total
Expenditures
Revenue % 1.12% (0.26%) 3.23% 4.82% 7.38% 2.06% (5.56%)

Increase/Decrease
from prior year
Balanced Budget Yes Yes Yes Yes Yes Yes Yes

Source: 2003-2009 City and County of Denver annual budget documents produced by Denver's Budget and Management Office.
Below you will find information on community indicators that impact citizen lives, City programs and services. The City
hopes to influence these measures, even though it does not have complete control over them, and plans its programs and
services to be responsive to them.
Vibrant and Dynamic Economy

Measure Explanation 2007 2008
Unemployment Rate The rate is the average rate for Denver County. 4.30% 5.70%
Year-to-date change in growth over previous year. Data is for Denver County.
Retail Sales Change 7.90% 5.70%
The 2008 change for the metro area was 2.3%.
Job growth
Year-to-date change in average growth over previous year. 1.70% 1%
(Denver Metro-area)
Foreclosure Rate Year-to-date change over previous year. The 2008 change for the metro area
75.50% -17%
Change over the previous year was -6.4%.
7
Quality Cultural and Recreational Opportunities

Community and Recreational Measure includes the % of citizens that rated the Community
77% 84%
Opportunities in Denver Recreational Opportunities in Denver as “excellent” or “good”.
Percent Residents Attend Percent of citizens who reported using a recreational facility
54% 54%
Recreation Centers within the previous year on the citizen survey.
Includes events at Boettcher Concert Hall, the Buell, Ellie
Attendance at Cultural
Caulkins Opera House, Red Rocks Amphitheater, and the Denver 1,863,880 1,564,039
Events
Coliseum.
Safer Communities
Change from previous year in the number of property crimes reported
Property Crimes Change -11.2% -15.2%
within Denver.
Crimes Against Persons Change from the previous year in the number of crimes against persons
-14.7% -4.4%
Change reported within Denver .
Reported Incidents of
Changes in reporting protocol increased incidences of reporting. 15,021 29,280
Graffiti
Environmental Stewardship
Percent Days Visibility Rated Visibility standard by Colorado Air Quality Control Commission for
47.5% 40.9%
Poor or Extremely Poor front range cities.
Trash Generation Rate Percent change of trash hauled to landfill from Denver residents. -1% -5%
Recycling as Percent of
Percent change in recycling as a portion of trash generation. 10.3% 11%
Total
Efficient, Diverse & Accessible Transportation System

Denver Traffic Accidents A 3.7% reduction in total traffic accidents from 2007 to 2008. 23,247 22,379
Person Trips on Regional Transit boarding increased 9.2% from 2007 to 2008. Ridership
95,329,891 104,071,339
Transit District (RTD) data is from RTD.
8
People Lead Healthy & Successful Lives

High School
Represents class of 2007 and 2008. 52% 48.6%
Graduation Rate
Data from the Colorado Department of Public Health and
2005 Data 2007 Data
Obesity Rates Environment Behavioral Risk Factor Surveillance System is
17.2% 18%
only available in odd-numbered years.
This count represents a point-in-time. Volunteers interview

Homeless Count people experiencing homelessness in the City and County of 3,954 4,172
Denver on a single day and evening in March annually.
Efficient, Effective, Transparent Service Delivery

Avg. Pothole Request
From the time a citizen calls and the time the pothole is filled. 48 hrs. 24 hrs.
Response Time
Impression of City % of citizens who have a good or excellent impression of City
65% 61%
Employees Employees.
The credit upgrade will drive down the City's cost of borrowing
Bond Rating AA+ AAA
(Standard & Poor Rating).
Data sources include: The City’s website (www.denvergov.org); the 2008 Citizen Survey, conducted by the
National Research Center; economic information from the Metro Denver Economic Development
Corporation (www.DevelopmentResearch.org/); transportation data from the RTD (www.RTD-
Denver.com/service); air quality data from the Colorado Department of Health and Environment,
(www.colorado.gov/airquality); homeless data from the Metro Denver Homeless Initiative (www.mdhi.org);
and graduation rates from Colorado Dept. of Education (www.cde.state.co.us).
9
Explanation of the Budget Document
The budget document provides detailed information about the City and County of Denver’s estimated revenues
and expenditures for the ensuing fiscal year. The document is divided into the eight sections described below.
Introduction
In addition to this explanation, the Introduction contains the Mayor’s budget message, budget in brief, an
overview of the City’s fund structure, a calendar of the budget process and the capital budget process, financial
policies, and a discussion of the City’s reserves.
Budget Summary
The Budget Summary contains exhibits and charts which summarize the entire City budget, including revenues
and expenditures for governmental funds which include the General fund, special revenue funds, debt service
funds, and capital funds; internal service funds; enterprise funds; and trust funds and other accounts.
This section also contains a personnel comparison for all funds.
The General Fund Summary section includes a discussion of the major General Fund revenue sources and the
General Fund budget. The General Fund Summary also contains three schedules: General Fund Budget
Summary (Schedule 100), which summarizes the projected change in fund balance; General Fund Revenue
Summary (Schedule 100A), which summarizes revenues by source; and General Fund Expenditure Summary
by Agency (Schedule 100B), which provides the total appropriation for each General Fund agency.
Agency Detail
The Agency Detail section explains agency budgets, which are grouped under the following headings: General
Administration; Economic Development; Independent Agencies; Finance; Community Planning and
Development; General Services; Technology Services; Public Safety; Parks, Recreation, and Cultural
Facilities; Public Works; Aviation; Health; and Human Services. The Agency Detail section also includes the
program inventory. The Program Inventory is a comprehensive list of all programs and services the City
provides to the community. Further information about a specific program or service can be found in the
corresponding agency’s budget section.
Each functional area includes all related budgets, including General Fund budgets as well as non-General Fund
budgets such as internal service funds, enterprise funds, certain special revenue funds, and trust funds.
Each section is introduced by a summary, which includes total expenditures for each General Fund and non-
General Fund agency, special revenue funds, trust funds, and capital projects.
Each agency budget is described by a budget narrative. The budget narrative provides a description of the
agency, a mission statement, recent accomplishments, strategic initiatives and performance indicators, budget
summary information, an explanation of the changes in the ensuing year’s recommended budget from the
current year appropriation, and capital equipment. A summary and description of transfers, funded projects
and special revenue funds administered by the agency follows if applicable.
10
Explanation of the Budget Document
Proprietary funds are further described by financial statements following the narrative.
If applicable, City Council amendments to the Mayor’s proposed budget are marked by shading in the text.
The full text of the amendments appears in the Appendices.
The Special Revenue Funds section provides summary information on the special revenue funds including:
General Government; Public Safety; Human Services; Health; Culture and Recreation; Housing and
Neighborhood Development; and Economic Development.
A narrative description of each program is included with the administering agency narrative.
Capital Project Funds
The Capital Project Funds section includes an overview of the City’s capital budgeting process, and presents
information on the funding of the City’s capital projects including: Winter Park Parks and Recreation Capital
Fund; Capital Improvements Fund; State Conservation Trust (Lottery) Fund; Entertainment and Cultural
Capital Projects Fund; budget summaries of bond project funds; and budget summaries of grant and other
capital funds.
Debt Service Funds
The Debt Service Funds section contains an overview of the City’s long-term debt and a schedule of general
obligation bonds.
Appendices
The Appendices include a discussion of the City and County of Denver’s budget basis; a description of major
expenditure categories; a three-year comparison of property tax levies and assessed valuation; a glossary of
terms; the full text of City Council amendments to the budget; and a community profile and trends about the
City and County of Denver.
11
Overview of the City's Fund Structure
Denver Fund
Structure Overview
Governmental Proprietary
Funds Funds
General Enterprise
Fund Funds
Special Revenue
Funds Wastewater
Management
Human Services Airport
Theatres and Golf

Arenas
Other Special Environmental

Revenue Funds Services
Capital Internal Service

Improvement Funds Funds
Capital Fleet Maintenance

Improvement Funds
Winter Park Workers'

Fund Compensation
State Conservation Central Services

Trust Fund
Entertainment and Asphalt Plant

Cultural Fund
Bond Project
Funds
Grant/Other
Capital Funds
Debt Service
Funds
12
The City and County of Denver has established a comprehensive fund plan for financial accounting in accordance
with the provisions of the City's Revised Municipal Code. Each agency or activity of the City and County of
Denver is placed in a specific fund. This plan was designed to conform to the recommendations of the National
Council on Government Accounting as outlined in their publication Government Accounting, Auditing, and
Financial Reporting (GAAFR), the standard accounting guide for local governments.
Major funds represent the significant activities of the City and basically include any funds whose revenues or
expenditures, excluding other financing sources and uses, constitute more than ten (10) percent of the revenues or
expenditures of the appropriated budget. The following is a breakdown of the City's fund structure.
Governmental Funds
Governmental funds are a group of funds that account for activities associated with the City's basic operations.
This group of funds uses a modified accrual basis of accounting and focuses on operating revenues and
expenditures.
Major Governmental Funds
General Fund
The General Fund is the main operating fund for the City and County of Denver which accounts for all general
government activity that is not accounted for in other funds. It includes most tax revenues and funds activities
traditionally associated with local government including public safety, public works, parks and recreation, health,
and administration.
Human Services Special Revenue Fund

The Human Services Special Revenue Fund accounts for and administers assistance payments and social services
to eligible residents of Denver. Specific revenue sources are state and federal funds and a dedicated local property
tax mill levy.
Non-Major Governmental Funds
Bond Project Capital Fund

This fund accounts for the resources from General Obligation Bonds and Excise Tax Bonds that have been
approved for the construction of specific capital projects. Projects in this fund are not appropriated as part of the
annual budget process.
Capital Improvement Fund

The Capital Improvement Fund is used for the acquisition and maintenance of major capital assets other than those
financed through special assessment or enterprise funds. The primary source of revenue is the property tax.
Winter Park Parks and Recreation Capital Fund

The Winter Park Parks and Recreation Capital Fund accounts for revenues received from the operators of the
Winter Park Ski resort. Revenues received are restricted to capital repair and rehabilitation of existing park and
recreation facilities.
State Conservation Trust Fund

The State Conservation Trust Fund accounts for revenues received from the State lottery program. Revenues
received are restricted to capital repair and rehabilitation of existing park and recreation facilities.
13
Entertainment and Cultural Capital Projects Fund

The Entertainment and Cultural Capital Projects Fund accounts for revenues received from surplus seat tax that is
available each year after all annual debt service payments are made on the 2003 Excise Tax Revenue Refunding
Bonds. These revenues are to be used for specific projects in the City's entertainment and cultural facilities.
Theaters and Arenas and Convention Center Special Revenue Funds

The Theaters and Arenas and Convention Center Special Revenue Funds account for revenues received from the
Theaters and Arenas venues to support the operation of theaters and arenas including the Colorado Convention
Center.
Other Special Revenue Funds

Special Revenue Funds account for revenues which are restricted by law or administrative action to expenditures
for specific purposes. Primary sources of special revenue funds are federal, state, local, and private grants.
Debt Service Fund

The Debt Service Fund is used for the payment of principle and interest on General Obligation and other long-term
debts. The major sources of revenue are the property tax and the Facilities Development Admission Tax (seat
tax).
Proprietary Funds
Proprietary funds are a group of funds that account for activities that are often seen in the private sector and are
operated in a similar manner as in the private sector. This group of funds uses a full accrual basis of accounting
and focuses on net income and capital maintenance.
Enterprise Funds
Airport Enterprise Fund

The Airport Enterprise Fund is used to operate and maintain the Denver International Airport. All revenues are
generated from business operations.
Wastewater Enterprise Fund

The Wastewater Enterprise Fund is used to manage the collection, treatment, and disposal of sanitary sewage and
manage the storm drainage and flood control system. The major source of revenue is fees for service.
Golf Enterprise Fund

The Golf Enterprise Fund is used to operate the City's golf courses and pro shops. Greens fees, concession fees
and pro shop revenues fund the City's golf operations.
Environmental Services Enterprise Fund

The Environmental Services Enterprise Fund is used to account for the operation and activity of the City's
chemical waste disposal, phase-out of hazardous materials disposal sites, and environmental protection. Revenue
is from the operation of a landfill disposal site.
Internal Service Funds
Central Services Internal Service Fund

Central Services accounts for the provision of paper and printing goods and services to City departments on a cost
reimbursement basis.
14
Fleet Maintenance Internal Service Fund

Fleet Maintenance accounts for the financing of automotive repairs and services provided to City departments on a
cost reimbursement basis.
Asphalt Plant Internal Service Fund

Asphalt Plant accounts for the expenditures and revenues of the City's Asphalt Plant that provides asphalt for the
City's street resurfacing program and other users on a cost reimbursement basis.
Workers' Compensation Internal Service Fund

Workers' Compensation accounts for the city's workers' compensation self insurance activities.
Fiduciary Funds
Fiduciary funds are trust and agency funds which account for assets held by a governmental unit in a trustee
capacity or as an agent for individuals, private organizations, other governmental units, or other funds. These
include expendable trust funds, non-expendable trust funds, pension trust funds, and agency funds.
15
The Budget Calendar and Process
March Budget and Management Office

prepares preliminary revenue
estimates
April Budget and Management Office

distributes budget directions to
agencies with operating priorities
and calendar
May
June Departments submit operating and

Capital Improvement budget
requests and Six-Year Capital
Improvement Needs Assessment
July Department budget requests

submitted to City Council
August Operating and Capital budget

analysis and recommendations are
coordinated
Operating and Capital budgets are

finalized through Department budget
reviews with the Mayor
September Mayor presents recommended

budget to City Council
Mayor/Council budget hearings held
October Mayor submits proposed budget

with changes
Public Hearing on budget at City

Council
November City Council proposes amendments
Mayor approves or vetoes

amendments
City Council adopts budget
Council enacts appropriating

ordinance
16
The annual budget process is designed to meet the requirements of the Charter of the City and County of Denver,
Subtitle B, Article VII, Part 1, Sections 7.1.2 to 7.1.6.
On or before May 1
The Mayor must prepare a budget calendar and procedures for the preparation of the budget.
April - June
City departments or agencies prepare operating proposals and long-range capital programs guided by the City-
wide strategic framework, Mayoral and Council priorities, their internal work programs, and capital
improvement priorities.
On or before July 1
On or before July 1, the following actions must take place:
 All agencies, offices, departments, boards, commissions, and other spending agencies must
prepare and submit estimates of their revenues and expenditures to the Mayor and City Council
for the ensuing fiscal year.
 The estimates of expenses must be based upon specific work programs and classified by funds,
character, and object of expenditures.
 The estimates of revenues must be classified by funds and sources of income.
 Changes in ordinances establishing taxes, fees, charges, and other types of revenues may be
proposed.
 The Chief Financial Officer must certify to the Mayor and City Council the amount of money to
be raised by taxation to pay the interest on general obligation bonded indebtedness and to
provide for the debt service fund.
July - August
The Budget and Management Office reviews the operating and capital improvements budget proposals with
each agency and makes recommendations to the Mayor. The Mayor reviews and approves the budget.
On or before September 15
The Mayor must brief the City Council on the tentative revenue and expenditure plans for the ensuing year and
any major program changes.
On or before the third Monday in October

After receiving and considering City Council's recommendations, the Mayor must submit to the City Council a
proposed budget that must include, but need not be limited to:
 A general statement describing the important features of the budget.
 Statements by funds showing estimates of expenditures, receipts, and opening and closing
balances compared with the last completed fiscal year and the current year.
17
On or before the third Monday in October (Continued)

 Statements of expenditures and work programs of the various agencies, offices, departments,
boards, commissions, and other spending agencies.
 The amount to be raised by taxation to pay interest on general obligation bonded indebtedness
and to provide for the debt service fund.
 The amounts to be expended during the ensuing year for capital improvement projects and the
sources of revenue for financing such projects.
Revenue estimates must be based on already enacted ordinances, excluding the ordinance to establish the mill
levy.
Expenditures must not exceed the estimated opening balances and anticipated income.
In the General Fund, the budget estimates must include an amount as a year-end closing balance that cannot be
expended except for emergencies. Those expenditures must be approved by a two-thirds vote of the Council.
In the General Fund, the budget estimates must include an amount not less than two percent of the total
estimated expenditures for the payment of any unforeseen contingency.
On or before the fourth Monday in October

City Council must publish a notice showing that the proposed budget is available for inspection.
The Council must hold a public hearing on the proposed budget.
On or before the first regular Council meeting in November

City Council may revise, alter, increase, or decrease any items in the Mayor's proposed budget, by majority
vote of the members of Council.
On or before noon on the Friday immediately following the first regular Council meeting held in
November
The Mayor must submit to Council a list of the amendments and the items revised, altered, increased, or
decreased, stating which of the amendments he accepts or rejects.
On or before the second regular Council meeting in November

Council may override the Mayor's rejection of any of its proposed amendments, by a vote of at least two-thirds
of its members.
Council may adopt a budget. If the City Council fails to adopt a budget by the required date, the Mayor's
proposed budget, with any amendments enacted by a two-thirds vote of the Council members, becomes the
official budget.
On or before the fourth Monday in November

City Council must enact an ordinance making appropriations for the ensuing fiscal year.
18
Financial Policies
Overview
The following financial policies are established to provide direction in the fulfilling of the duties and
responsibilities in the City and County of Denver.
Financial Planning Policies

Balanced Budget
The City Charter states, "The budget proposed by the Mayor shall not propose expenditures in excess of estimated
opening balances and anticipated income." (Sec. 7.1.4) This applies to all funds.
While the City Charter permits the City to use fund balance as a resource to balance the budget, fund balance
should not and cannot be used as a long-term approach to balancing the budget. Planned uses of fund balances
should be limited. It is appropriate to use fund balances when there is a severe economic downturn. This provides
the City additional time to make the necessary structural changes to bring the budget into alignment on a long-term
basis.
It is also appropriate to use fund balance when fund balances have increased beyond the reserve requirements due
to higher than anticipated revenues. In this circumstance, the use of fund balances will be used for one-time
expenditures, not on-going operating costs. In all circumstances, it is important to retain sufficient undesignated
fund balance for unforeseen circumstances. Refer to "Use of Reserve Accounts" for further discussion.
The executive branch is responsible for ensuring that the current year budget is in balance. Budget and
Management will advise the Mayor on year-to-date expenditures and revenues and any corrective actions that are
necessary. The City Charter prohibits use of additional fund balance during the year except for emergencies; such
use must be approved by a two-thirds vote of City Council.
Long-Range Planning
The City needs to have the ability to anticipate future challenges in revenue and expense imbalances so that
corrective action can be taken before a crisis develops. In order to provide City officials with pertinent data to
make decisions for multi-year policy direction, the Director of Budget and Management shall annually develop,
with the assistance of City agencies, a three-year General Fund revenue and expenditure forecast. This forecast
will identify changes in revenue and expenditures due to projected new development in the City, program changes,
collective bargaining agreements, and capital projects coming on-line.
Agencies are required to assess and report annually on needed capital improvement projects for the subsequent six
years. The report is then fiscally constrained for the first two years to the estimated total annual capital revenues.
During the budgeting process, all capital improvement projects are analyzed to determine if they reduce, maintain,
or increase operating and maintenance costs.
The Department of Finance participates in the evaluation of private development projects that utilize tax increment
financing to determine the long-term financial impact on the City.
Budget and Management reviews ordinance requests to determine the financial impact of requests.
Budget and Management reviews grant applications to determine whether matching funds are available and
whether the City will be responsible for funding a program after grant funding ceases.
19
Financial Policies
Asset Inventory and Condition Assessment
The City and County of Denver inventories and assesses the condition of all major capital assets. Public Works,
Parks and Recreation, Facilities Planning and Management, Libraries, and Theaters and Arenas shall maintain
inventories of all major assets including streets, bridges, traffic signals, sewers, buildings, irrigation systems, and
parks. Each department or agency shall prepare reports required to meet the GASB 34 audit requirements. In
addition, each department or agency shall develop systems and processes to assess the condition of the capital
assets that they are responsible for maintaining. This condition assessment shall be updated on an annual basis.
Revenue Policies
Revenue Diversification
The City values a diversified mix of revenue sources to mitigate the risk of volatility. The major source of revenue
for the General Fund is sales and use tax, which is over 50 percent of the total revenue. Since sales tax is a direct
function of business cycles and inflation, it is important to make every effort to improve the diversity of the City's
revenue sources.
The TABOR (Taxpayers Bill of Rights) amendment to the state constitution prohibits the City and County of
Denver from increasing any taxes without approval by a vote of the people. TABOR places further restrictions on
property tax. The City and County of Denver annually projects the allowable growth rate for property tax rate in
compliance with the TABOR amendment. If the projected revenue from assessments exceeds the TABOR limits,
the City and County of Denver will make a temporary mill levy reduction to stay within the limits.
All agency-generated revenues will be reviewed at least every three years to determine whether the current rates
are consistent with the City and County of Denver's Fees and Charges policies, which are summarized below.
Fees and Charges
The general policy of the City and County of Denver regarding fees and charges is based upon the following
considerations:
 Tax dollars should support essential City services that benefit and are available to everyone in the community
(such as parks, police, and fire protection).
 For services that largely or solely benefit individuals, the City should recover full or partial costs of service
delivery through user fees.
 A fee should not be imposed on services where the cost to collect the fee exceeds the cost of the service.
 User fees must not exceed the full cost of providing the service.
 Fee increases must be approved and implemented prior to including the revenue increase in the proposed
budget.
 User fee pricing policies should take into consideration:

 Whether the service benefits the community in general or only the individual or group receiving the service
 Whether the service is provided only by the public sector, or also by the private sector
 Whether imposing the full cost fee would pose a hardship on specific service users
 Whether imposing the full cost fee would place the City and County of Denver at an economic
disadvantage
 Whether NOT imposing a full cost fee would cause an unrealistic demand on the service.
20
Financial Policies
The full costs of providing a service shall include at least the following:
 Direct costs associated with providing the service, including:

 The cost of the time all employees spend on the service, including fringe benefits
 Other direct costs, such as supplies and materials, contractual services, or internal service fund charges
associated with the service
 Building and equipment depreciation
 Unit, section, division supervision, or clerical support, etc.
 Departmental indirect costs
 City-wide indirect costs (available through the City's Indirect Cost Allocation Plan).
Use of One-time Revenues
One-time revenues should be used only for one-time expenditures and not for ongoing expenditures. By
definition, one-time revenues cannot be relied on in future budget years. Examples of one-time revenues are
unexpected audit collections for sales tax, sales of City assets, or one-time payments to the City.
The best use of one-time revenues is to invest in projects that will result in long-term operating cost savings.
Appropriate uses of one-time revenues include early debt retirement, capital expenditures that will reduce
operating costs, information technology projects that will improve efficiency, and special projects that will not
incur on-going operating costs.
Use of Unpredictable Revenues
Sales tax revenue is a volatile source of revenue since it is a direct function of business cycles. During periods of
strong growth, sales tax revenue has increased by over 10 percent from the previous year, while during periods of
recession sales tax has actually been lower than the previous year. It is not prudent to allocate sales tax revenue
that exceeds the normal growth rate (defined as the average annual growth rate over the last ten years) to on-going
programs. Therefore, sales tax revenues that exceed the normal growth rate should be used for one-time
expenditures or to increase reserves for the inevitable economic downturns. When sales tax revenue growth is less
than the normal growth rate, it may be necessary to use reserves until appropriate expenditure reductions or other
measures can be implemented. Refer to the General Fund Reserve Policy for further discussion.
Interest income is also volatile. Any interest earnings that exceed the average annual earnings over the last ten
years should be used for one-time expenditures or to increase reserves.
The TABOR amendment to the State Constitution limits the growth of revenue to the rate of inflation plus a local
growth factor. If revenue exceeds this limitation, the City is required to reimburse the citizens or ask the citizens
to retain the revenue through voter approval. The City was successful in getting voter approval to exempt all
sources of revenue from this requirement through 2014, with the exception of property tax. As a result, the
TABOR limit applies only to property tax revenues. If property tax revenues exceed the limit in 2010 and in the
future, the City will be required to get voter approval to retain the revenue or refund the excess revenue to the
taxpayers.
21
Financial Policies
Use of Capital Improvement Fund Revenues
Capital improvements funds are used for the acquisition, repair, or rehabilitation of assets that last for 15 years or
more. A project can be considered a capital improvement project if it is for non-recurring expenses in excess of
$10,000.
The primary financial resources dedicated to the Capital Improvements Fund include a portion of the property tax
mill levy, a portion of the Highway Users Fund Transfer which is allocated to bridge repair, investment earnings
of the fund, and proceeds from the sale of City assets.
In addition, there are capital improvement funds that have specific revenue sources dedicated for specific
purposes. These include the State Conservation Trust Fund, the Winter Park Parks and Recreation Capital Fund,
and the Entertainment and Cultural Capital Projects Fund.
Expenditures from the capital improvement funds emphasize repair, rehabilitation, and upgrades to existing City
infrastructure. A lesser percentage of the total annual funds is used for new projects. High-cost new projects
should be financed with financing tools that do not significantly impact the use of annual capital funds.
Capital funds are dedicated to capital uses as defined above, as well as to capital planning studies that report on
condition and inventory of infrastructure, infrastructure concept planning, and efficiencies to current assets that
result in operating savings.
Expenditure Policies
Debt Capacity, Issuance, and Management
The key principles of the City's debt policy:
Equity Those that benefit from the item financed should pay for it.
Effectiveness Once the transaction is completed, it accomplishes its intent and the identified
revenue source for repayment is adequate to meet debt service.
Efficiency The relative cost of obtaining funds, including the costs of the financing and the
costs of collecting pledged revenues, is better than competing alternatives.
Planning and Conditions of Issuance of Obligations
The Chief Financial Officer (CFO) shall evaluate and consider the following factors in analyzing, reviewing, and
recommending the issuance of obligations:
1. Purpose and feasibility of the project

2. Public benefit of the project
3. Quantification of capital costs
4. Impact on debt ratios generally applied by rating agencies
5. Impact on the General Fund
6. Availability of appropriate revenue stream(s)
7. Requirements for and costs of a vote for approval of the financing
8. Debt Service requirements including credit implications
9. Aggregate debt burden upon the City's tax base, including other entities' tax supported debt
10. Analysis of financing and funding alternatives, including interfund borrowing and available reserves from other
City funds
22
Financial Policies
11. Opportunity costs to other capital needs and requirements

12. Political and policy implications
13. True interest cost of the proposed financing
14. Opportunity costs of City resources being deployed on the project
15. If a refinancing: the net present value savings; size of issue; absolute dollar savings; and number of years
remaining on outstanding obligations.
Types and Features of Debt
General Obligation (GO) Bonds
General Obligation Bonds are a common type of municipal bond that is secured by local government's pledge to
use legally available resources, including tax revenues, to repay bondholders.
1. No GO Bonds, including limited-tax GO Bonds, shall be issued until approved by a majority of those qualified
electors voting. The refunding of GO Bonds shall be in accordance with applicable law.
2. The issuance of GO bonds should be carefully conserved and used only for projects clearly benefiting the broad
public interest. True public projects of an essential nature and without associated revenue streams shall be the
strongest candidates for GO financing.
3. Per Section 7.5.2 of the City Charter, the City shall not become indebted for GO bonds, to any amount that shall
exceed three percent of the actual value as determined by the last final assessment of the taxable property within
the City. This limitation does not include bonds issued by the Denver Water Board.
Certificates of Participation (COPs)
COP financing for assets will be used only for expensive and long-lived assets that, if financed with cash annually,
would be disruptive to an annual capital program. In addition, the City should adhere to the following guidelines:
1. COPs may be used for capital improvements and certain eligible capital equipment.
2. Capital improvements and capital equipment financed must be for "basic" and "essential" City services.
3. As a general rule, individual minimum equipment cost should be $500,000 with a minimum useful life of seven
years.
4. The useful life of the asset(s) being financed should not be shorter than the term of the lease, but in no event
shall the maximum term of the lease exceed 20 years for real estate assets and 15 years for all other assets.
Useful life will be determined based upon industry standards and past experience with consideration given to
technological obsolescence.
5. Capital equipment must be replacement equipment for existing services, not for new service programs.
6. Capital improvements may be for new or replacement facilities.
For assets being acquired by either the General Fund or an enterprise fund, total annual certificated lease payments
should not exceed five percent of annual fund revenues.
Before proceeding with a COP financing, the City Attorney's Office should be consulted regarding issues
associated with the transaction, including cross collateralization, compulsion-to-pay, and other matters.
23
Financial Policies
Revenue Bonds
As a general rule, revenue bonds will be issued to finance assets that provide revenue that will repay the obligation
issued.
The use of revenue bonds is the favored form of obligation if direct beneficiaries of a given improvement can be
clearly identified and such beneficiaries can pay for a fair share of its costs.
New money non-enterprise fund tax revenue bonds shall not be issued unless approved by a majority of those
qualified electors voting.
Prior to issuance of enterprise fund debt, the CFO shall review the financial condition of the enterprise fund and
the contemplated debt to confirm that current and future operating income is sufficient to ensure payment of
obligations, and maintain or improve current credit ratings.
Special Districts
Local Public Improvement Districts. Pursuant to Section 7.6.1 through 7.6.19 of the Charter, the City may create
districts to enable assessing the costs of constructing local public improvements. The financing of such costs can
be accomplished through (i) the issuance of bonds or (ii) the appropriation of Revolving Fund monies.
Accordingly, the benefited properties will be assessed a proportionate share of the whole cost of the improvement
in order to repay the principal of and interest due on any such funds advanced and any costs associated thereto.
1. The improvement must enhance the value of the property against which the assessment is levied in an amount at
least equal to the amount of the assessment.
2. The term for repayment of the funds advanced should not exceed 15 years.
3. Voter authorization must be acquired to issue new money bonds. An elector is defined as a person, qualified to
register to vote in the general elections of the City, and (i) has been a resident of the district for not less than
thirty days or (ii) owns taxable real or personal property within the district—whether the person resides in the
district or not.
4. If the Revolving Fund is the financing mechanism, the rate of interest to be charged for any funds advanced
shall approximate the rate as if General Obligation bonds were issued. The expenditure of Revolving Funds
requires an appropriation by the City Council.
Tax Increment Financing Districts
The Denver Urban Renewal Authority administers Tax Increment Financing Districts. New districts are created
only upon analysis demonstrating that the future revenue benefits exceed the aggregate tax increment to be
pledged for debt service.
Interfund Borrowing
Interfund borrowing, to the extent permitted by applicable laws, will only be allowed subsequent to
predetermining a repayment schedule, including the payment of interest.
Operating/Capital Expenditure Accountability

Accounting System Budget Control Levels. No payment shall be made or obligation incurred against any
appropriation unless there is a sufficient unencumbered balance in the appropriation.
24
Financial Policies
Budget Adjustments within the Approved Appropriation. A department or agency may make budget
adjustments within the approved appropriation. No budget revision that moves budget out of the personal service
and capital equipment categories is allowed without the approval of the Director of Budget and Management.
Operating Budget Monitoring and Control. Department and agency managers have primary responsibility for
the control of budgeted expenditures, the collection of budgeted revenues, and the delivery of service in
accordance with the adopted work plan.
Agency managers are responsible for identifying significant changes in the work program, spending, or revenue
variances. They must identify the cause and recommend solutions. Agencies must notify the Budget and
Management Office of all significant changes to the budget.
The Budget and Management Office is responsible for monitoring the implementation of the City's adopted annual
budget. The Budget and Management Office will review monthly actual expenditure and revenue reports
compared to the budgeted amounts. The Budget and Management Office will also monitor department and agency
progress in completing their work program through quarterly meetings with agencies and review of performance
indicators.
When variances are identified, the Budget and Management Office will notify agencies and the Mayor's Office of
the variances and develop corrective plans.
The Budget and Management Office will work with agencies in approving mid-year budget changes. This
includes:
 Budget adjustments moving budget out of the personal service and capital equipment categories
 Budget adjustments requiring supplemental appropriations or rescissions
 Revision of the revenue budget
 Revision of the work program.
Once a recommendation is developed, the Director of Budget and Management and the agency Manager will
present the recommendation to the Mayor for approval.
Capital Budget Monitoring and Control. Capital project managers are expected to construct/implement projects
within the appropriated budgets. Project budget submittals at the time of original request should identify all the
costs and provide sufficient contingency to meet unanticipated circumstances.
There are cases, however, when supplemental funds may be needed. These are:
1. Increasing the scope of the project to do unanticipated work that is most efficiently done concurrently with the
project
2. Extraordinarily high bids and the scope of work cannot be reduced
3. A change in work program initiated or approved by the Mayor's Office
4. An unanticipated serious health or safety hazard or legal mandate
5. An unanticipated repair immediately necessary to maintain the integrity of the asset
6. Unanticipated opportunities that would be lost if the project were to wait for the next budget cycle.
Agencies will be asked to look at reducing scope or rescinding funds from other agency capital projects before
new funds will be appropriated.
25
Financial Policies
Reserve Policies
General Fund Reserve Policy
The City and County of Denver's overall objective is to achieve structural balance between operating revenues and
expenditures. Because both revenues and service demands can fluctuate without much advance notice, it is
financially prudent to have reserve funds and a policy for their use.
The City and County of Denver has several reserves in the General Fund (GF) to address unforeseen revenue
shortfalls or unanticipated expenditures. The specific reserves include:
 A contingency reserve of two percent of expected GF expenditures;

 Undesignated fund balance targeted at 15 percent of annual GF expenditures;
 The state required TABOR emergency reserve, which is three percent of all covered funds.
The three reserves provide over 20 percent of the General Fund's expected expenditures to respond to revenue
shortfalls or unanticipated expenditures. The following policy reflects a tiered approach to the use of reserves
based on the level of severity of the situation.
Contingency Reserve
The City Charter requires that the proposed budget for the General Fund shall include not less than two (2) percent of
the total estimated expenditures for the payment of any expense, the necessity of which is caused by any casualty,
accident or unforeseen contingency, after the passage of the annual appropriation ordinance. Revenues received during
the year in excess of those projected, or a beginning balance larger than projected, will automatically be added to the
contingency reserve. At year-end, any unspent contingency reserve rolls into the undesignated, unreserved fund balance.
The contingency reserve is the most flexible of the reserves addressed in this policy. The City expects that a portion of
this reserve will be used in almost every year.
The criteria for use of the contingency reserve to increase operating budgets are:
1. An unexpected event such as a natural disaster or an accident

2. Large unexpected retirement payouts or unrealized vacancy savings
3. A change in work program initiated or approved by the Mayor's Office
4. Prior year budget for a specific item that lapsed before the purchase
5. A technical correction of the original budget
6. A change in legislation creating an unfunded mandate.
After the passage of the annual appropriation ordinance, the contingency reserve is the first reserve to use for any
revenue shortfall or unanticipated expenditure. Any increase in an appropriation must be approved by City Council
ordinance.
Undesignated and Unrestricted General Fund Balance

Given the volatility of sales tax revenue and TABOR restrictions, the City has a target of maintaining a fund balance
reserve that is 15 percent of expenditures. The undesignated and unrestricted fund balance reserve amount should not go
below 10 percent of expenditures, except in response to a severe crisis, economic or otherwise.
26
Financial Policies
Use of Reserves
A. Use of fund balance reserves above 15 percent

Fund balance reserves above 15 percent can be used for one-time or capital expenditures and debt reduction.
Reserves in this sub-category are very flexible and available for use. These reserves provide an opportunity
for strategic investment and problem solving.
B. Use of fund balance reserves above 10 percent and below 15 percent

Fund balance reserves above 10 percent can be used for one-time expenditures and to stabilize the City during
normal economic cycles when revenue growth is below the historical average. Fund balance reserves can be
used when the anticipated revenue growth is below the historical average with the following considerations:
Reserves should only be used to provide a short-term solution to maintaining services until projected
revenue growth or necessary expenditure reductions are achieved to balance the budget. It is critical to
identify and address the issues that are causing the budget imbalance. The City must evaluate the length and
severity of the economic conditions and their impact on future revenue projections to determine the extent
of expenditure reductions or revenue increases that are required to achieve structural balance.
The City should first seek to offset revenue declines with expenditure reductions. Reserves should only be
used when further reductions in expenditures would impact essential City services. As a minimum
standard, any use of fund balance should be matched by equal or greater expense reductions in times of
economic downturn.
Fund balance reserves can be used very selectively to offset further service cuts when beginning an
economic recovery and projected revenues are not yet growing at the historical average, only if there is a
clear replenishment plan.
Reserves in this sub-category are not flexible and should only be used to offset revenue shortfalls or
extraordinary expenditure demands.
C. Use of fund balance reserves below 10 percent

The use of fund balance reserves below 10 percent is restricted to respond only to a severe crisis, economic or
otherwise. This category is only used in the most unusual or unexpected situations. Ideally, this reserve
category would never be used.
Reserve Replenishment
Any use of fund balance reserves below the 15 percent target should be accompanied by a replenishment plan. This is
particularly critical when reserves are below the 10 percent floor. If reserves are below the 10 percent floor, no growth
in discretionary expenditures should be allowed until the General Fund reserve is restored to 10 percent.
TABOR Reserve
The TABOR amendment to the State Constitution requires that the City establish an emergency reserve fund of three
percent of all covered funds. The funds cannot be used for economic conditions, revenue shortfalls, or salary or benefit
increases. Any use of the TABOR reserve must be replaced within one year. Because of the constitutional restrictions
and the requirement to repay this reserve by the end of the next fiscal year, use of the TABOR reserve is limited to
extreme disasters. This requirement is met through a combination of cash reserves and real estate assets in both the
General Fund and Special Revenue Funds.
27
Financial Policies
Grant Administration
Applications for Federal, State, or Private Funds
Funds from federal, state, and private sources are important resources that need to be included in the City's
financial plan. The City is committed to a City-wide coordination of grant activities among agencies and to
determine the immediate and longer term financial consequences of accepting funding. Executive Order Number
15 states that any City Department/Agency intending to apply for funding from a federal, state, or private source
shall immediately notify the Budget and Management Office of its intent. Budget and Management reviews the
notification to determine whether proposals are consistent with City priorities, ensures that proposals are
coordinated with the City's existing programs, ensures that administrative, reporting and evaluation requirements
are adequately addressed, assesses the need for a cash match, and evaluates the immediate and longer-term
financial consequences of the proposal. In accordance with Section 20-52 of the Revised Municipal Code, funds
in excess of $500,000 from the federal or state governments require the approval and authorization of City Council
acting by ordinance prior to acceptance.
Use of Grant Funds
Agencies receiving the spending authority are the primary responsible party for compliance with grant restrictions,
applicability, and reporting. All grant funds will be expended for the purposes for which they were granted and in
the time period for which they were granted. Proper accounting records will be maintained.
Use of State Conservation Trust Funds
The City will use these funds only for capital expenditures in accordance with the guidelines and restrictions
placed on those funds by the Colorado Department of Local Affairs and the State Legislature.
28
Reserves
Annual Contingency Reserves

General Fund Contingency Reserve. The City Charter requires that the proposed budget for the General Fund
shall include an amount not less than two (2) percent of the total estimated expenditures for the payment of any
expense, the necessity of which is caused by any casualty, accident or unforeseen contingency, after the passage of
the annual appropriation ordinance. In 2010, the General Fund Contingency Reserve is $17,080,000.
Capital Improvement Fund Contingency Reserve. The Capital Improvement Fund also maintains a contingency
reserve for unanticipated expenditures. In 2010, the Capital Improvement Fund contingency reserve is
$1,937,000.
Emergency Reserves and Undesignated Fund Balances

TABOR Reserve. The TABOR amendment to the State Constitution requires that the City establish an
emergency reserve fund of three percent of all covered funds. These funds cannot be used for economic
conditions, revenue shortfalls, or salary or benefit increases. In 2010, the estimated three (3) percent reserve
requirement is $32.6 million. This requirement will be met as follows:
2008 2009 2010
TABOR Reserve Special Revenue Fund $18,618,128 $18,938,626 $19,262,013

TABOR Reserve Real Estate Special Revenue Fund 11,400,000 11,400,000 11,400,000
Human Services Restricted Fund Balance 2,000,000 2,000,000 2,000,000
Total $32,072,128 $32,338,600 $32,662,000
Undesignated Fund Balance. Undesignated fund balances provide a safeguard during economic downturns and
extraordinary emergency situations, as outlined in the Financial Policies section. In 2010, the projected ending
undesignated fund balance in the General Fund is $98,372,000 or 11.5 percent of expenditures. Refer to the other
funds financial statements later in this document for a record of projected fund balances in those funds.
29
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30
All Funds Expenditure Summary
2008 2009 2010

Actual Appropriated Recommended
Mayor's Office $1,773,593 $1,881,200 $1,560,700
Civic Events 916,350 955,400 865,400
Mayor's Office for Education and Children 1,052,183 1,011,700 870,100
Office of Cultural Affairs 1,233,186 1,293,500 1,174,400
Office of Employee Assistance 425,186 443,400 424,100
City Attorney 13,610,748 13,851,100 12,296,200
Airport Legal Services 1,843,837 1,984,800 1,878,300
Human Services Legal Services 4,494,354 5,001,500 4,662,400
Board of Ethics 103,211 105,800 102,500
Excise and Licenses 1,478,010 1,576,800 1,251,600
Office of the Independent Monitor 639,602 675,900 636,400
Human Rights and Community Relations 1,075,296 1,214,200 1,044,400
General Administration Total $28,645,556 $29,995,300 $26,766,500
Office of the Director $1,671,223 $1,602,500 $1,337,000
Division of Business Development 914,139 1,001,300 705,300
Small Business Advocacy and Services 921,691 901,400 797,800
Small Business Advocacy and Services-Airport 430,021 525,300 423,500
Economic Development Total $3,937,074 $4,030,500 $3,263,600
City Council $4,240,583 $4,503,800 $4,112,900
Office of Telecommunications 303,599 330,900 322,600
Clerk and Recorder Administration 931,890 985,606 972,200
Clerk and Recorder 1,783,025 2,100,000 1,839,000
Clerk and Recorder Elections Division 6,942,774 2,976,494 5,507,700
Career Service Authority 6,186,678 6,664,900 6,322,000
Hearings Office 359,246 390,300 387,300
Board of Adjustment for Zoning Appeals 246,788 253,000 256,300
Auditor 4,385,703 5,358,300 4,837,500
Airport Auditor's Services 1,013,551 1,153,800 1,086,200
Independent Agencies Total $26,393,836 $24,717,100 $25,643,700
31
2008 2009 2010

Finance
Office of the CFO $1,036,532 $2,328,228 $2,217,400
Assessment Division 6,046,106 5,910,300 4,843,000
Treasury Division 11,686,352 12,156,662 12,198,000
Annual Rental Payments 14,739,325 14,724,600 18,511,800
Downtown Historic District Tax Rebate (5,890) 210,000 0
Payments to the Elderly and Disabled 1,088,055 1,500,000 1,500,000
Hotel Tax Increment 1,024,992 900,000 900,000
Motor Vehicle Division 3,777,691 3,898,672 3,702,700
Budget and Management Office 1,842,267 2,187,100 1,789,900
Unemployment Compensation 631,239 450,000 950,000
Office of the Controller 5,627,307 6,135,738 5,983,000
Business Process Analysis 145,020 619,700 410,100
Risk Management 3,261,385 3,821,900 3,709,700
Finance Total $50,900,381 $54,842,900 $56,715,600

Office of the Manager $2,513,602 $2,661,900 $2,418,900
Development Services 12,069,893 12,432,000 11,226,000
Planning Services 2,625,937 2,796,100 2,318,800
Community Planning & Development Total $17,209,432 $17,890,000 $15,963,700
General Services
General Services Administration $1,205,194 $1,551,600 $1,203,800
Purchasing 1,828,486 2,025,000 1,784,600
Facilities Management 15,916,898 17,647,000 15,667,000
Facil. Plan. & Mgt. Real Estate Management 633,986 0 0
Facil. Plan. & Mgt. Proj. Mgt. & Design Eng. 1,349,373 0 0
Utilities 26,639,337 30,251,200 29,548,800
General Services Total $47,573,273 $51,474,800 $48,204,200
Technology Services
Office of the CIO $2,664,808 $2,512,100 $2,308,900
Operations 16,872,525 18,359,600 17,691,400
Application Development 10,901,677 12,708,800 13,435,300
Denver 8 TV 1,726,265 1,849,600 1,079,500
Denver 311 1,500,808 1,650,200 1,611,000
Technology Services Total $33,666,083 $37,080,300 $36,126,100
32
2008 2009 2010

Safety
Safety Administration $3,776,564 $3,818,200 $2,910,900
911 Emergency Communications 9,215,779 8,942,500 8,849,600
Safe City Initiatives 1,382,778 1,327,800 1,247,900
Diversion and Youth Development 281,065 0 0
Collective Bargaining 66,261 40,000 80,000
Police
Police Administration $31,862,929 $33,418,116 $31,965,000
Police Operations 139,856,465 144,535,084 138,615,000
Police Recruits 2,574,609 3,085,800 0
Photo Traffic Enforcement 2,429,006 2,324,500 2,269,300
Police Total $176,723,009 $183,363,500 $172,849,300
Fire
Fire Administration $22,998,994 $24,167,700 $23,080,600
Fire Operations 77,723,493 77,958,400 79,769,300
Fire Total $100,722,487 $102,126,100 $102,849,900
Undersheriff
Undersheriff Administration $8,956,423 $7,444,800 $7,553,000
Undersheriff Operations 83,118,326 87,734,300 86,953,900
Undersheriff Total $92,074,748 $95,179,100 $94,506,900
Safety Total $384,242,689 $394,797,200 $383,294,500
Other Safety Agencies

Civil Service Commission $1,603,443 $1,574,600 $1,304,200
District Attorney 17,296,009 17,830,600 16,786,600
Denver County Court 20,753,461 21,775,500 20,853,200
Office of Emergency Management and Homeland Se 526,390 575,600 536,100
Other Safety Agencies Total $40,179,303 $41,756,300 $39,480,100

Parks and Recreation Administration $3,666,792 $3,196,700 $2,293,300
Recreation Division $20,479,456 $20,537,800 $18,094,400
Parks Division
Parks and Planning $24,857,835 $25,420,900 $23,708,200
CSU Cooperative Extension 150,066 250,800 156,900
Mountain Parks 901,490 968,500 882,400
Buffalo Bill Museum 320,121 363,400 361,200
Parks Division Total $26,229,512 $27,003,600 $25,108,700
Parks and Recreation Total $50,375,761 $50,738,100 $45,496,400
Cultural Facilities
Denver Public Library $31,297,823 $32,357,600 $29,176,200
Cultural Facilities Total $31,297,823 $32,357,600 $29,176,200
33
2008 2009 2010

Public Works
Public Works - Administration
Office of the Manager $788,355 $809,600 $737,300
Finance and Administration 3,437,334 3,574,900 3,336,700
Policy, Planning, & Communication 745,581 1,097,800 1,062,800
Public Works - Administration Total $4,971,270 $5,482,300 $5,136,800
Public Works - Transportation

Infrastructure Planning and Programming $1,704,768 $0 $0
Right-of-Way Services 14,575,840 15,202,500 14,294,000
Capital Projects Management 1,798,625 4,676,100 4,846,000
Traffic Engineering Services 9,627,469 11,612,500 10,282,700
Major Projects Office 1,003,414 0 0
Street Lighting 1,956,974 2,225,000 2,225,000
School Crossing Guards 90,293 92,800 92,800
Public Works - Transportation Total $30,757,383 $33,808,900 $31,740,500
Public Works - Operations

Street Maintenance $21,454,389 $21,224,200 $19,245,300
Solid Waste 23,959,771 24,774,200 22,115,900
Public Works - Operations Total $45,414,159 $45,998,400 $41,361,200
Public Works Total $81,142,812 $85,289,600 $78,238,500
Health
Environmental Health
Administration and Decision Support $1,427,847 $1,657,100 $1,882,900
Public Health Inspection 2,068,298 2,356,000 1,960,700
Animal Care and Control 2,689,228 2,942,800 2,857,500
Environmental Quality 702,830 724,700 390,200
Office of the Medical Examiner 2,501,403 2,943,400 2,721,700
Environmental Health Total $9,389,606 $10,624,000 $9,813,000
Payments to Denver Health & Hospital Authority

Payment for Public Health Clinical Services $2,266,600 $2,612,300 $2,342,600
Payment for Denver C.A.R.E.S. Services 2,995,000 3,387,200 3,317,700
Payment for Poison Center Services 96,900 96,900 96,900
Payment for Medically Indigent Services 27,542,700 27,977,300 27,977,300
Payment for Park Hill Clinic Financing 222,549 208,000 116,900
Payments to Authority Total $33,123,749 $34,281,700 $33,851,400
Health Total $42,513,355 $44,905,700 $43,664,400
General Fund Total Operations $838,077,378 $869,875,400 $832,033,500
34
2008 2009 2010

General Fund Transfers
Transfer to Liability Claims SRF 2,000,000 2,000,000 2,000,000
Transfer to Business/Comm Investment SRF 1,316,900 200,000 200,000
Transfer to Economic Opportunity SRF 455,700 455,700 455,700
Transfer to Training SRF 132,000 75,000 75,000
Transfer to Educational Refund SRF 138,900 138,900 138,900
Transfer to General Government SRF 20,951,500 1,532,588 0
Transfer to Risk Management SRF 0 100,000 100,000
Transfer to Alternative Transportation SRF 0 568,900 433,700
Transfer to Grant Development SRF 240,000 240,000 220,000
Transfer to Human Services SRF 150,000 2,862,000 2,700,000
Transfer to TABOR Reserve SRF 0 650,000 0
Transfer to Theaters and Arenas SRF 603,375 0 0
Transfer to Convention Complex SRF 3,846,400 3,642,000 3,098,700
Transfer to Public Safety SRF 67,000 261,000 67,000
Transfer to Crime Control and Prevention SRF 2,900,000 3,500,000 3,500,000
Transfer to Diversion and Youth SRF 0 272,700 247,700
Transfer to Four Mile Historic Park SRF 65,300 66,600 66,600
Transfer to Denver Art Museum SRF 1,437,700 1,466,500 1,393,200
Transfer to Museum of Nature & Science SRF 1,087,700 1,109,500 1,054,000
Transfer to Botanic Gardens SRF 1,046,100 1,067,000 1,013,600
Transfer to Zoological Gardens SRF 1,762,800 2,090,600 0
Transfer to Municipal Band SRF 48,300 48,300 48,300
Transfer to Fleet Replacement SRF 8,106,500 11,600,000 1,871,600
Transfer to Fleet Maintenance ISF 617,700 0 0
Transfer to CIP - City Council 0 2,000 0
Transfer to CIF - IT Projects 4,203,200 7,275,000 8,307,000
Transfer to CIF - Radio Replacement 500,000 1,075,000 0
Transfer to CIF - User Component Repl. 400,000 1,500,000 700,000
Transfer to CIF - Infrastructure Replacement 700,000 700,000 1,000,000
Transfer to CIF - Red Rocks 0 707,300 0
Transfer to CIF - HUTF 1,100,000 2,200,000 0
Transfer to Capital Improvements Fund 15,000 0 0
Transfers Total $53,892,075 $47,406,588 $28,691,000
General Fund Annual Appropriations $891,969,453 $917,281,988 $860,724,500
General Contingency $0 $12,996,412 $17,080,700
General Fund Total Appropriations $891,969,453 $930,278,400 $877,805,200
Appropriated Special Revenue Funds

Theatres and Arenas $18,576,451 $19,048,216 $19,809,100
Human Services Operating Funds 150,521,740 160,658,300 137,720,676
Total Appropriated Special Revenue Funds $169,098,190 $179,706,516 $157,529,776
35
2008 2009 2010

Trust Funds
Workers' Compensation Trust Fund $14,544,453 $0 $0
Internal Service Funds - Operations

Central Services $4,989,800 $4,996,800 $4,845,000
Fleet Maintenance 21,750,629 22,912,000 20,737,700
Asphalt Plant 7,581,399 8,734,500 8,756,600
Workers Compensation 12,824,820 15,630,500 14,450,200
Total Internal Service Funds $47,146,648 $52,273,800 $48,789,500
Enterprise Funds - Operations

Wastewater Management $71,950,315 $82,790,214 $92,742,705
Airport 307,790,536 328,705,400 324,647,300
Environmental Services 5,562,821 6,272,200 $5,699,400
Golf $8,616,887 $9,465,800 $11,443,500
Total Enterprise Funds $393,920,559 $427,233,614 $434,532,905
All Funds Total Operations $1,516,679,304 $1,576,495,918 $1,501,576,681
Less Duplications Budgeted (All Funds)

Internal Service and Interfund Transfers ($213,218,959) ($207,531,130) ($195,994,117)
Total Net Operations (All Funds) $1,303,460,345 $1,368,964,788 $1,305,582,564
Capital Projects Funds

Capital Improvements Funds $67,619,190
Winter Park Parks & Recreation Capital Fund 2,075,000
State Conservation Trust (Lottery) Fund 5,919,120
Entertainment & Cultural Capital Fund 4,685,520
Bond Project Funds 178,040,966
Grant/Other Capital Funds 22,786,256
Subtotal Capital Projects Funds $281,126,052
Wastewater Management Capital Improvement Funds $46,080,000

Airport Capital Improvement Funds $30,983,500
Environmental Services Capital Improvement Funds 165,000
Golf Capital Improvement Funds 681,900
Total Capital Projects Funds $359,036,452
36
Personnel
Personnel Comparison (FTE)
2008 2009 2010 2010

Budgeted Approp. Recom. Change
Agency/Department Perm Other Perm Other Perm Other Perm Other
General Fund
Mayor's Office 19.0 0.0 19.0 0.0 16.0 0.0 (3.0) 0.0
Mayor's Office for Education and Children 7.0 0.0 7.0 0.0 7.0 0.0 0.0 0.0
Denver Office of Cultural Affairs 10.5 0.0 10.0 0.0 10.5 0.0 0.5 0.0
Office of Employee Assistance 4.0 0.0 4.0 0.0 4.0 0.0 0.0 0.0
City Attorney 127.0 0.0 128.5 0.0 122.0 0.0 (6.5) 0.0
Airport Legal Services 14.0 0.0 14.0 0.0 13.0 0.0 (1.0) 0.0
Human Services Legal Services 48.5 0.0 55.5 0.0 51.5 0.0 (4.0) 0.0
Board of Ethics 1.0 0.0 1.0 0.0 1.0 0.0 0.0 0.0
Excise and Licenses 23.0 2.5 23.0 2.5 20.0 2.5 (3.0) 0.0
Office of the Independent Monitor 6.0 0.0 6.0 0.0 6.0 0.0 0.0 0.0
Human Rights and Community Relations 14.0 0.0 14.5 0.0 12.0 0.0 (2.5) 0.0
General Administration 274.0 2.5 282.5 2.5 263.0 2.5 (19.5) 0.0
Office of the Director 15.4 0.0 13.1 0.0 9.6 0.0 (3.5) 0.0
Division of Business Development 6.0 0.0 7.0 0.0 5.0 0.0 (2.0) 0.0
Small Business Advocacy and Services 12.0 0.0 12.0 0.0 11.0 0.0 (1.0) 0.0
Small Business Advocacy and Services-Airpo 7.0 0.0 6.0 0.0 6.0 0.0 0.0 0.0
Economic Development 40.4 0.0 38.1 0.0 31.6 0.0 (6.5) 0.0
City Council 44.5 0.8 46.3 0.0 44.8 0.0 (1.5) 0.0
Office of Telecommunications 3.0 0.0 3.0 0.0 3.0 0.0 0.0 0.0
Clerk and Recorder Administration 11.0 0.0 11.0 0.0 11.0 0.0 0.0 0.0
Clerk and Recorder 35.0 0.0 34.5 0.0 28.0 0.0 (6.5) 0.0
Clerk and Recorder Elections Division 16.0 37.8 16.0 26.0 16.0 66.0 0.0 40.0
Career Service Authority 73.0 0.0 71.8 0.0 75.8 0.0 4.0 0.0
Hearings Office 4.0 0.0 4.0 0.0 4.0 0.0 0.0 0.0
Board of Adjustment for Zoning Appeals 4.4 0.0 4.3 0.1 4.3 0.1 0.0 0.0
Auditor 47.0 0.0 48.0 0.0 45.8 0.0 (2.3) 0.0
Airport Auditor's Services 14.0 0.0 14.0 0.0 14.0 0.0 0.0 0.0
Independent Agencies 251.9 38.6 252.8 26.1 246.5 66.1 (6.3) 40.0
Office of the CFO 5.0 0.0 19.0 0.0 21.0 0.0 2.0 0.0
Assessment Division 81.3 1.0 70.0 0.8 60.0 0.8 (10.0) 0.0
Treasury Division 142.0 0.0 136.0 0.0 128.0 0.0 (8.0) 0.0
Motor Vehicle Division 57.0 0.0 57.0 0.0 56.0 0.0 (1.0) 0.0
Budget and Management Office 20.0 0.0 21.0 0.0 20.0 0.0 (1.0) 0.0
Office of the Controller 48.5 0.0 78.0 0.0 77.0 0.0 (1.0) 0.0
Risk Management 7.0 0.0 6.0 0.0 6.0 0.0 0.0 0.0
Business Process Analysis 4.0 0.0 1.0 0.0 3.0 0.0 2.0 0.0
Finance Department 364.8 1.0 388.0 0.8 371.0 0.8 (17.0) 0.0
37
Personnel
2008 2009 2010 2010

Office of the Manager 26.8 0.0 27.0 0.0 24.0 0.0 (3.0) 0.0
Development Services 145.0 0.0 142.5 0.0 126.5 0.0 (16.0) 0.0
Planning Services 32.0 0.0 29.9 0.0 26.0 0.0 (3.9) 0.0
Community and Devel. Services 203.8 0.0 199.4 0.0 176.5 0.0 (22.9) 0.0
General Services Administration 16.6 0.0 17.6 0.0 15.9 0.0 (1.7) 0.0
Purchasing 20.0 0.0 21.0 0.0 21.0 0.0 0.0 0.0
Facilities Management 142.0 0.0 136.0 0.0 115.0 0.0 (21.0) 0.0
Facil. Plan. & Mgt. Real Estate Mgt 6.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
Facil. Plan. & Mgt. Proj. Mgt & Des. Eng. 11.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
Utilities 4.0 0.0 4.0 0.0 4.0 0.0 0.0 0.0
General Services Department 199.6 0.0 178.6 0.0 155.9 0.0 (22.7) 0.0
Office of the CIO 22.0 0.0 22.0 0.0 22.0 0.0 0.0 0.0
Operations 118.0 0.0 116.0 0.0 111.0 0.0 (5.0) 0.0
Application Development 99.0 0.0 101.0 0.0 92.0 0.0 (9.0) 0.0
Denver 8 TV 13.0 6.0 13.0 3.0 7.0 0.0 (6.0) (3.0)
Denver 311 32.0 0.0 32.0 0.0 32.0 0.0 0.0 0.0
Technology Services 284.0 6.0 284.0 3.0 264.0 0.0 (20.0) (3.0)
Safety Administration 24.0 42.5 24.0 45.0 19.0 32.5 (5.0) (12.5)
911 Emergency Communications 136.0 0.0 131.0 0.0 131.0 0.0 0.0 0.0
Safe City Initiatives 20.5 0.0 18.5 0.0 16.0 0.0 (2.5) 0.0
Police Department
Civilian 211.0 0.0 209.0 0.0 211.0 0.0 2.0 0.0
Uniform 1,447.0 0.0 1,446.0 0.0 1,354.0 0.0 (92.0) 0.0
Photo Traffic Enforcement 14.5 0.0 14.5 0.0 14.5 0.0 0.0 0.0
Police Recruits 56.0 0.0 67.0 0.0 0.0 0.0 (67.0) 0.0
Fire Department
Civilian 42.5 0.0 41.0 0.0 40.0 0.0 (1.0) 0.0
Uniform 916.0 0.0 916.0 0.0 916.0 0.0 0.0 0.0
Undersheriff
Civilian 115.5 0.0 113.5 0.0 144.5 0.0 31.0 0.0
Uniform 760.0 0.0 767.0 0.0 736.0 0.0 (31.0) 0.0
Safety 3,743.0 42.5 3,747.5 45.0 3,582.0 32.5 (165.5) (12.5)
38
Personnel
2008 2009 2010 2010

Civil Service Commission 10.0 7.8 10.0 7.5 10.0 3.8 0.0 (3.7)
District Attorney 183.5 2.5 184.0 2.5 183.8 0.0 (0.3) (2.5)
Denver County Court 249.5 0.0 253.0 0.0 254.0 0.0 1.0 0.0
Office of Emergency Management and Home 7.0 0.0 7.0 0.0 6.5 0.0 (0.5) 0.0
Other Safety Agencies 450.0 10.3 454.0 10.0 454.3 3.8 0.3 (6.2)
Parks and Recreation Administration 41.0 4.0 36.0 0.0 25.0 0.0 (11.0) 0.0
Recreation Division 196.0 191.2 193.0 195.2 171.5 185.3 (21.5) (9.9)
Parks and Planning 243.0 78.2 253.0 72.0 229.5 77.1 (23.5) 5.0
CSU Denver Extension 3.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
Mountain Parks 11.0 4.0 11.0 4.0 11.0 4.0 0.0 0.0
Buffalo Bill Museum 4.5 0.0 5.5 0.0 5.5 0.0 0.0 0.0
Parks & Recreation Department 498.5 277.3 498.5 271.2 442.5 266.4 (56.0) (4.8)
Denver Public Library 447.3 10.5 447.3 10.5 394.0 14.8 (53.3) 4.3
Cultural Facilities 447.3 10.5 447.3 10.5 394.0 14.8 (53.3) 4.3
Office of the Manager 5.3 0.0 6.3 0.0 6.3 0.0 0.0 0.0
Finance and Administration 43.0 0.5 40.0 0.5 41.0 0.5 1.0 0.0
Policy, Planning, and Communication 10.0 0.0 10.0 0.0 10.0 0.0 0.0 0.0
Public Works - Administration 58.3 0.5 56.3 0.5 57.3 0.5 1.0 0.0
Infrastructure Planning and Programming 15.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
Right-of-Way Services 148.0 2.5 146.0 2.5 139.0 2.5 (7.0) 0.0
Capital Projects Management 17.0 0.0 38.0 0.0 47.0 0.0 9.0 0.0
Traffic Engineering Services 103.0 0.0 109.0 0.0 110.0 0.0 1.0 0.0
Major Projects Office 9.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
Public Works - Transportation 292.0 2.5 293.0 2.5 296.0 2.5 3.0 0.0
Street Maintenance 184.0 1.5 187.0 0.0 182.0 0.0 (5.0) 0.0
Solid Waste 197.0 13.8 197.0 12.8 184.0 15.3 (13.0) 2.5
Public Works - Operations 381.0 15.3 384.0 12.8 366.0 15.3 (18.0) 2.5
Public Works Department 731.3 18.3 733.3 15.8 719.3 18.3 (14.0) 2.5
Community Health and Decision Support 16.5 0.3 15.5 0.3 19.5 0.3 4.0 0.0
Public Health Inspection 27.5 0.0 29.5 0.0 27.5 0.0 (2.0) 0.0
Animal Care and Control 42.5 0.0 43.5 0.0 44.1 0.0 0.6 0.0
Environmental Quality 7.2 0.0 7.2 0.0 3.8 0.0 (3.4) 0.0
Office of the Medical Examiner 22.0 0.0 23.0 0.0 23.0 0.0 0.0 0.0
Environmental Health 115.7 0.3 118.7 0.3 117.9 0.3 (0.8) 0.0
Total General Fund 7,604.2 407.2 7,622.6 385.0 7,218.4 405.3 (404.2) 20.2
39
Personnel
2008 2009 2010 2010


Central Services Internal Service Fund 9.7 0.0 9.7 0.0 9.4 0.0 (0.3) 0.0
Fleet Maintenance Internal Service Fund 107.0 2.0 107.0 0.0 107.0 0.0 0.0 0.0
Asphalt Plant Internal Service Fund 8.0 0.0 9.0 0.0 9.0 0.0 0.0 0.0
Workers Compensation Internal Service 16.0 0.0 16.0 0.0 16.0 0.0 0.0 0.0
Fund
Total Internal Service Funds 140.7 2.0 141.7 0.0 141.4 0.0 (0.3) 0.0
Enterprise Funds
Wastewater Management Enterprise Fund 290.5 11.7 303.5 9.7 303.5 11.7 0.0 2.0
Airport Enterprise Fund 1,090.0 27.0 1,135.5 3.0 1,135.5 3.0 0.0 0.0
Environmental Services Enterprise Fund 28.3 0.0 31.3 0.0 29.5 0.0 (1.8) 0.0
Golf Enterprise Fund 49.0 69.8 52.0 63.5 51.0 74.5 (1.0) 11.0
Total Enterprise Funds 1,457.8 108.5 1,522.3 76.2 1,519.5 89.1 (2.8) 13.0

General Government 27.3 28.8 31.8 3.0
Safety 124.1 160.0 123.6 (36.4)
Human Services 1,175.0 1,239.5 975.6 (263.9)
Health 14.6 16.7 9.3 (7.4)
Culture and Recreation 165.3 158.8 156.6 (2.3)
Business and Housing Services 44.0 35.6 35.6 0.0
Economic Opportunity 228.5 249.3 222.8 (26.5)
Total Special Revenue Funds 1,778.7 1,888.6 1,555.2 (333.4)
Trust and Capital Funds

Capital Improvements Fund 2.9 0.0 1.5 0.0 1.0 0.0 (0.5) 0.0
Total Trust and Capital Funds 2.9 0.0 1.5 0.0 1.0 0.0 (0.5) 0.0
Total Personnel Complement 10,984.2 517.6 11,176.6 461.2 10,435.4 494.4 (741.2) 33.2
40
Schedule 100 General Fund Budget Summary
Schedule 100 presents a comparison of the revenue and expenditures of the General Fund to provide a picture of
the Fund's financial condition.
Financial Resources include all revenues received by the General Fund. The sources and amounts are detailed in
Schedule 100A, General Fund Actual and Estimated Revenues.
Uses of Resources summarizes the City's anticipated expenditures.
Annual Appropriations are appropriations to General Fund agencies for basic operating expenses (personnel,
supplies and materials, capital equipment, and internal service charges).
The appropriation for General Contingencies required by the City Charter is two percent of the total annual
appropriations and designated reserves, and is set aside to cover unanticipated operating costs throughout the
year.
The Unspent Agency Appropriations are subtracted from total possible expenditures to reflect the total use of
resources.
The Net Increase (Decrease) in Fund Balance is the difference between total Financial Resources and total Uses
of Resources.
The Fund Balance January 1 (Undesignated) is the prior year's ending balance. This is added to the projected
current year's Net Increase (Decrease) in Fund Balance to project the year-end fund balance.
The Fund Balance December 31 (Undesignated) is the anticipated year-end balance, which is carried into the
next budget year.
Fund Balance Reserves include the reserves for TABOR emergency, prepaid items and other reserves.
The Total Fund Balance includes the total of undesignated and reserved portions of the General Fund Balance.
41
General Fund Budget Summary
Schedule 100
($ in thousands)
2008 2009 2010 2011

Final Revised Recommended Projected
Financial Resources
Fund Revenues $835,380 $787,115 $822,927 $864,073
Transfers 30,731 30,847 29,019 30,325
Total $866,111 $817,962 $851,946 $894,398
Uses of Resources
Annual Appropriations $890,253 $917,477 $946,461 $887,363
General Contingency 12,996 17,081 17,747
Estimated Unspent Appropriations (14,000) (15,500) (15,000)
Additional Budget Reductions (51,011) (92,406)
Total $890,253 $865,462 $855,636 $890,110
Net Increase/(Decrease) in Fund Balance ($24,142) ($47,500) ($3,690) $4,288
Undesignated Fund Balance - January 1 154,774 149,562 102,062 98,372

(Increase)/Decrease in Designated Reserves 18,930
Undesignated Fund Balance - December 31 149,562 102,062 98,372 102,660
Prepaid items and other Reserves 21,887 21,000 21,000 21,000

Total Fund Balance - December 31 $171,449 $123,062 $119,372 $123,660
42
Schedule 100A General Fund Revenue Summary
Where the Money Comes From...

$855.64 Million
Sales and Use Taxes

($414.09)
Transfers ($29.02)
Property Taxes
($65.54)
General Government
($243.89)
Fund Balance ($3.69)
All Other Occupational Privilege

Intergovernmental ($24.65)
Taxes Taxes ($42.26)
($32.49)
($ in Millions)
Source: Schedule 100A
Schedule 100A provides a three-year comparison of revenues to the General Fund. The revenue
categories are explained in detail in the discussion of General Fund Revenues.
43
General Fund Revenue Summary
Schedule 100A
($ in thousands)
Source 2008 2009 2010

Actual Revised Projected
Taxes
Property $62,660 $64,572 $65,544
Sales and Use 430,928 397,132 414,090
Lodgers' 14,626 12,651 12,592
Occupational Privilege 43,041 42,094 42,263
Motor Veh Own Tax/Fee 19,514 17,077 17,100
Telecommunications 3,104 3,000 2,800
Miscellaneous Other 0 0 0
Subtotal $573,873 $536,527 $554,388
Intergovernmental
Payment In Lieu of Taxes $44 $53 $45
Highway Users 20,619 22,176 17,528
Cigarette 2,414 2,400 2,350
Miscellaneous Other 4,547 2,358 4,729
Subtotal $27,623 $26,988 $24,651
General Government
Licenses and Permits $22,170 $15,341 $16,047
Fines and Forfeits 41,792 44,039 47,324
Interest Income 9,229 4,562 6,201
Fees 54,996 50,114 53,222
Charges for Services 8,107 6,735 8,789
Use Charges 18,110 17,740 21,436
Internal Service and Indirect Cost 67,374 67,371 69,137
Investment Service 486 480 480
Cable Franchise 5,609 5,371 5,365
Subtotal $233,884 $223,602 $243,888
Transfers
Convention Center $24,715 $22,224 $20,270
Subtotal $30,731 $30,847 $29,019
Grand Total $866,111 $817,962 $851,946
44
Discussion of General Fund Revenues
Economic Overview
Numerous economic indicators point to the financial strain that Denver and the nation as a whole have experienced in
2009. Consumer confidence fell to an all-time low in February 2009, highlighting consumers’ extreme wariness about
the state of the economy. National unemployment has been climbing in 2008 and 2009, with the June unemployment
rate reaching 9.7 percent. By comparison, Denver’s June unemployment rate totaled 8.5 percent, up from 5.4 percent
last year and 4.3 percent in 2007. Occupancy rates in Denver-area lodging facilities are down significantly in 2009. The
average occupancy rate in June totaled 69 percent, compared to 77 percent in June of last year and 80 percent in June of
2007. Home prices in the Denver region have fallen, although not as sharply as they have in other parts of the country.
Denver-area home prices decreased by 3.6 percent in June, compared to an average decrease of 15.4 percent across 20
metropolitan regions nationwide. Denver’s decrease in home prices was the third lowest among the 20 metropolitan
regions monitored in the Case-Shiller Home Price Index. During the first half of 2009, the consumer price index for the
Denver-Boulder-Greeley area decreased by 0.62 percent due largely to a significant drop in gasoline prices. Finally,
residential construction activity in Denver slowed significantly in 2009, with permits for residential new construction,
repairs/alterations, and demolitions decreasing by 17 percent through June.
It is expected that Denver’s economy will remain weak through the end of 2009, contributing to significant decreases in
the City’s economically-driven revenue streams, including sales and use tax, building permit fees, and investment
income, to name a few. By 2010, the state of Denver’s economy is anticipated to gradually improve, enabling modest
growth across many of the City’s negatively impacted revenue streams.
Revised 2009 General Fund Estimate

The 2009 General Fund revenue estimate has been revised downward from $896,376,500 to $817,962,400, a decrease
of $78,414,100 or 8.7 percent. Compared to 2008 actual collections, the revised estimate represents a decrease of
$48,148,200 or 5.6 percent. The 2009 forecast has been revised downward in response to the current recession’s
significant negative impact on the City’s revenue collections. Sales and use tax collections, which makes up roughly
one-half of General Fund revenue, have experienced negative year-over-year growth for nine consecutive months
through June of 2009. Most of the projected decrease in 2009 General Fund collections is attributable to a significant
downward revision in the sales and use tax forecast, which is projected to drop by $33,796,400 or 7.8 percent from 2008
actual collections. The recession’s impact has been felt across many of the City’s other revenue streams as well.
Construction permitting and plan checking revenue have been hard-hit by the contraction of construction activity in
Denver. Lower fund balances and the decrease in the Federal funds rate have caused the City’s investment income to
fall dramatically. Lodger’s tax collections are down due to businesses and households curtailing their travel budgets.
Revenue from the Xcel franchise fee has dropped as a result of reduced business activity as well as other factors,
including gas prices dropping substantially, conservation efforts being effective in lowering energy usage, and
unseasonably mild weather reducing energy demand. These and other revenue decreases are contributing to the City’s
2009 General Fund revenue forecast being revised down to below 2007 collection levels.
Beginning 2010 General Fund Forecast

In 2010, the General Fund revenue forecast totals $851,946,000. This is an increase of $33,983,600 or 4.2 percent over
the 2009 revised estimate. A large portion of this projected revenue growth is attributable to proposed revenue increases
that agencies will work to implement in 2010, such as adjusting fees to better cover costs, eliminating vendor discounts,
entering into revenue sharing agreements, identifying functions that can be supported by funding sources outside of the
General Fund, and selling City-owned property. Projected revenue growth in 2010 is also based on expectations that the
economy will begin to recover, enabling modest increases in the City’s economically-driven revenue streams. Sales and
use tax is forecast to increase by $16,958,000 or 4.3 percent over the 2009 revised estimate. Even with this growth,
2010 sales and use tax collections are still projected to remain below 2007 levels.
45
Taxes
Property Tax
The property tax is levied on the assessed value of all real property (land and buildings), certain personal property
(property used in the production of income), and public utilities within the City. Agricultural equipment, property
used for religious or charitable purposes, and property owned by governmental entities are exempt.
According to state statute, all assessable real and personal property must be re-appraised every two years. Property
taxes collectable in 2010 are based on values established during the 2009 re-appraisal and on new construction
completed in 2010.
The Gallagher Amendment requires that residential property carry 45.0 percent of the state-wide burden of all
property taxes, with all other property owners (commercial, industrial) carrying a 55.0 percent share. To maintain
this balance, the ratio of assessment on residential property is adjusted in re-appraisal years.
Residential assessed values are established by multiplying the actual value (full market value) by the assessment
ratio, which is established in re-appraisal years by the State Division of Property Taxation and approved by the
Colorado General Assembly. The 2009 General Fund mill levy for property taxes collected in 2010 totals 5.828.
Mill levies are set in accordance with the TABOR amendment guidelines.
According to TABOR, yearly growth in property tax collections may not exceed the sum of inflation, as measured
by the Denver-Boulder-Greeley Consumer Price Index for Urban Consumers, and “local growth,” which is a
function of the change in actual value caused by additions to and deletions from taxable real property.
2009 Estimate
The 2009 estimate for property tax totals $64,572,300, representing a 3.1 percent increase over 2008 actual
property tax collections.
2010 Forecast
In 2010, property tax is projected to increase by 1.5 percent to $65,543,900. This forecast is within expected
TABOR limitations.
Property Tax Collections (in 000s)

$100,000
$80,000
$64,572 $65,544
$60,000
$40,000
$20,000
$0
2000 2001 2002 2003 2004 2005 2006 2007 2008* 2009 2010
Est. Est.
*Beginning in 2008, a portion of property tax started going directly to the Capital Improvement Projects fund instead of the General Fund.
This change was made in response to no longer diverting one-half of occupational privilege tax to the Capital Improvement Projects fund.
46
Sales and Use Tax
The sales and use tax is the principal source of revenue to the General Fund, accounting for half of all revenues.
Included in this revenue category are sales tax, use tax, aviation fuel tax, short-term car rental tax, and prepared
food and beverage tax.
The sales tax is a fixed-rate tax levied on the purchase price of tangible personal property sold at retail. Exempt
items include sales to governments and charitable organizations, cigarettes, motor fuel, food sold by grocers, and
sales to purchasers outside of the City when delivery is outside the City. Denver’s sales tax rate is 3.62 percent,
with 3.50 percent distributed to the General Fund and 0.12 percent distributed to a special revenue fund that
supports the City’s Preschool Program.
The use tax is a fixed-rate tax levied on tangible personal property that is used, stored, distributed or consumed in
the City but that is not subject to retail sales tax. Use tax is primarily imposed on construction materials and on
heavy equipment that make use of public roads but that are not registered as motor vehicles. Denver’s use tax is
3.62 percent and is distributed in the same way as sales tax.
The aviation fuel tax is imposed on the sale of airline fuel, a brokered commodity. If a licensed dealer sells the
fuel, a sales tax is levied. If an unlicensed dealer sells the fuel, the tax is paid as use tax by the airlines. The
aviation fuel tax is $0.04 per gallon with 50 percent of the proceeds going to the General Fund and 50 percent
going to the Airport Gross Revenue Fund.
The short-term car rental tax is applied when automotive vehicles are hired, rented, or leased for 30 days or less.
The tax rate is 7.25 percent and is divided among three funds: the General Fund receives 3.5 percent; the Excise
Tax Pledged Revenue Fund receives 2.0 percent for the payment of the Colorado Convention Center bonds; and
the Convention Center Expansion Fund receives 1.75 percent for the expansion of the Convention Center.
The prepared food and beverage tax applies to food or drink served by or furnished in restaurants, cafes, lunch
counters, hotels, drugstores, etc. The tax rate is 4.0 percent and is divided between two funds: the General Fund
receives 3.5 percent and the Excise Tax Pledged Revenue Fund receives 0.5 percent for the payment of the
Colorado Convention Center bonds.
2009 Estimate
The original 2009 forecast for sales and use tax has been revised downward by $51,597,000 or 11.5 percent to
$397,131,900. The revised estimate represents a 7.8 percent decrease from 2008 actual collections. Although
the original forecast assumed rising unemployment and problems in the housing and credit markets would limit
sales and use tax growth, the economy’s negative impact on Denver’s sales and use tax activity has been
significantly greater than originally anticipated. Through June of 2009, Denver has experienced nine
consecutive months of negative year-over-year core sales and use tax growth (core sales and use tax excludes
audits and aviation fuel). Year-to-date collections are hovering around 2005 levels. The 2009 revised forecast
assumes collections will continue to be down during the third quarter and then start to show slight growth in
the fourth quarter.
2010 Forecast
In 2010, sales and use tax is expected to improve but remain at below 2007 levels. The 2010 projection totals
$414,089,900, representing a 4.3 percent increase over the 2009 revised estimate. Approximately $1,075,000 of
this increase is due to the anticipated elimination of the 0.5 percent discount that vendors currently receive for
the timely remittance of their sales tax returns.
47
Sales and Use Tax Collections (in 000s)
$450,000 $414,090
$397,132
$350,000
$250,000
$150,000
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010
Est. Est.
Lodgers’ Tax
Guests staying in Denver lodging facilities for fewer than 30 consecutive days pay a lodgers’ tax on the purchase
price of their lodging. Primary exemptions include governmental, religious, and charitable organizations.
Denver’s lodgers’ tax rate is 10.75 percent. Of this, the General Fund receives 30.2 percent, the Denver Metro
Convention and Visitors Bureau receives 25.6 percent, the Excise Tax Revenue Bond Fund receives 27.9 percent
for the repayment of bonds issued to build the Colorado Convention Center, and the Convention Center Expansion
Fund receives 16.3 percent for the expansion of the Convention Center.
2009 Estimate
The original 2009 forecast of $15,220,100 has been revised downward to $12,651,400, a decrease of
$2,568,700 or 16.9 percent. Compared to 2008 actuals, the revised estimate represents a decrease of 13.5
percent. As of March, Visit Denver, the Convention and Visitor’s Bureau, was forecasting Denver lodgers’ tax
to be down between 12 and 15 percent compared to 2008. In June, their forecast was revised to reflect a more
severe decline of between 16 and 20 percent.
2010 Forecast
The 2010 lodgers’ tax forecast totals $12,591,700, which is a decrease of 0.5 percent from the 2009 revised
estimate. This decrease includes an offset of approximately $225,000 due to the anticipated elimination of the
0.5 percent discount that vendors currently receive for the timely remittance of their lodgers’ tax returns. As of
June, Visit Denver was projecting 2010 lodgers’ tax to be down between 0 and 2 percent.
Lodgers Tax Collections (in 000s)
$20,000
$15,000
$12,651 $12,592
$10,000
$5,000
$0
2000 2001 2002 2003 2004 2005* 2006 2007 2008 2009 2010
Est. Est.
*A portion of lodgers’ tax that previously went the General Fund started going to the newly-created Denver Metro Convention and
Visitor's Bureau fund beginning in 2006.
48
Occupational Privilege Tax

The occupational privilege tax is levied on any person employed within Denver city limits receiving $500 or more a
month for services performed and on any business having a fixed or transitory location within the City. Primary
exemptions include religious and charitable organizations. In these cases, employers do not pay the tax, but
employees still pay their share.
Employees pay $5.75 per month and employers pay $4.00 per month for each owner, partner, manager, or taxable
employee.
2009 Estimate
The 2009 estimate for occupational privilege tax is $42,094,100. This is a 2.1 percent drop from the original
projection and a 2.2 percent decrease from 2008 actual collections. This revenue stream was revised downward
based on local forecasts that show employment is anticipated to decrease 2.2 percent in 2009.
2010 Forecast
In 2010, occupational privilege tax is projected to increase by 0.4 percent over the 2009 revised estimate to
$42,262,500. This forecast is based on local projections that show employment is expected to grow by 0.4
percent in 2010.
Occupational Privilege Tax Collections

$50,000
$42,094 $42,263
$40,000
$30,000
$20,000
$10,000
$0
2000 2001 2002 2003 2004 2005 2006 2007 2008* 2009 2010
Est. Est.
*Beginning in 2008, one-half of OPT collections are no longer diverted to the Capital Improvement Projects fund.
Motor Vehicle Ownership Tax (Auto A & B)

The motor vehicle ownership tax (auto A & B) is levied annually on vehicle ownership and collected when new
vehicles are registered or when license plates are renewed. The tax is proportional to the age and value of the
vehicle, ranging from 0.45 percent to 2.10 percent of the vehicle’s taxable value, with older vehicles being assessed
a lower rate. Vehicles that are 10 years or older are taxed at a flat rate of $3.00. Car rental agencies can pay a tax of
2.0 percent of their gross sales in lieu of the ownership tax.
2009 Estimate
The 2009 motor vehicle ownership tax estimate was revised downward by 9.2 percent to $17,076,900. The
revised estimate is 12.5 percent below 2008 actual collections. Motor vehicle ownership tax is projected to
decrease in 2009 due to fewer new cars being sold and people registering older vehicles.
2010 Forecast
The 2010 forecast for motor vehicle ownership tax totals $17,100,000.
49
Motor Vehicle Ownership Tax Collections

$25,000
$20,000
$17,077 $17,100
$15,000
$10,000
$5,000
$0
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010
Est. Est.
Telecommunications Business Tax
The telecommunications business tax is imposed on all companies that provide local exchange telecommunication
service to Denver customers. It is a flat tax of $1.12 per account per month.
2009 Estimate
The 2009 telecommunications business tax estimate is $3,000,000, a 3.3 percent decrease from 2008 actual
collections. This revenue stream is projected to decrease in 2009 and future years as users increasingly make
use of wireless communication, which is not subject to the telecommunications business tax.
2009 Forecast
The downward trend in this revenue stream is expected to continue into 2010 with collections decreasing by
$200,000 or 6.7 percent to $2,800,000.
Telecommunications Business Tax Collections

6,000
5,000
4,000
$3,000 $2,800
3,000
2,000
1,000
0
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010
Est. Est.
50
Intergovernmental
Highway Users Trust Fund (HUTF)
The highway users tax is state-collected, locally shared revenue that is distributed monthly among the state,
counties, and municipalities. Revenue is derived from gasoline taxes, special fuel taxes, motor vehicle registration
fees, title fees, license fees, and increases in driver’s license fees, motor vehicle registration fees and certain truck
registration fees.
Each year, the City transfers from the General Fund to the Capital Improvements Fund an amount for the specific
purpose of bridge repair and rehabilitation. The amount of the transfer is calculated at 13 percent of Denver’s share
of the municipal portion of the additional fuel taxes.
2009 Estimate
Using forecasts prepared by the Colorado Municipal League and the Colorado Department of Transportation,
the 2009 estimate for Denver’s share of highway funds totals $22,176,200. This estimate is $1,672,200 or 8.2
percent higher than the original forecast and $1,557,500 or 7.6 percent higher than 2008 actual collections. The
2009 estimate is being revised upward due primarily to the passage of the State’s FASTER bill, which raises
vehicle registration fees to increase funding for road and bridge repair. The FASTER bill took effect July 1,
2009.
2010 Forecast
The forecast for 2010 is $17,527,500, reflecting a 21 percent decrease from the 2009 revised forecast. This
decrease is due primarily to a change in how highway users tax is distributed. Beginning in 2010, a portion of
highway users tax will go directly to the Capital Improvement Projects fund instead of first being deposited in
the General Fund and then transferred. In 2010, additional revenue from the FASTER bill is anticipated to
total $5.1 million and will go directly to the Capital Improvement Projects fund.
Cigarette Tax Rebate
The state levies a flat tax on cigarette sales and rebates a portion of the revenues to municipalities and counties. The
tax now equals $.84 for a 20-count pack and $1.05 for a 25-count pack. A ballot measure increased this tax to 4.2
cents per cigarette from 1 cent per cigarette in 2004. All revenues from the 3.2 cent increase go to the state tobacco
tax cash fund. However, language in the statute specifies that municipalities and counties shall be proportionately
compensated out of these additional revenues from any decrease in their rebate revenue resulting from lower
consumption.
2009 Estimate
The cigarette tax rebate estimate for 2009 is $2,400,000, down 0.6 percent from 2008 actual collections.
2010 Forecast
The 2010 forecast totals $2,350,000, which is a 2.1 percent decrease from the 2009 estimate. Decreasing
cigarette sales due to higher taxes, including the newly implemented federal tax increase, and the statewide
public smoking ban will restrict growth in this revenue stream for the foreseeable future.
51
Miscellaneous Other Intergovernmental

Miscellaneous intergovernmental revenues include indirect cost reimbursement from the State, reimbursement from
the State to the Department of Public Works for road maintenance expenditures, Denver's share of the state
severance tax, state grants to Environmental Health and the Police Department, and other collections from
governmental entities.
2009 Estimate
Miscellaneous other intergovernmental revenue is estimated to total $2,358,400 in 2009. This is a 46.3 percent
decrease from the original forecast of $4,389,300 and a 48 percent decrease from 2008 actual collections. The
downward revision is due primarily to temporarily transferring the Human Services’ countywide cost allocation
revenue to the Human Services special revenue fund in 2009.
2010 Forecast
In 2010, miscellaneous other intergovernmental revenue is forecast to increase by 100 percent to $4,728,800.
Most of this increase is attributable to adding back Human Services’ countywide cost allocation revenue.
General Government
Licenses and Permits
Revenue is derived from the sale of licenses and permits by a variety of City agencies, including contractors’
licenses, building permits, business licenses, and sales tax licenses.
2009 Estimate
The 2009 estimate for licenses and permits has been revised down by $6,241,900 or 28.9 percent from the
original forecast to $15,340,500. The revised estimate represents a 30.8 percent decrease from 2008 actual
collections. Most of the decrease is attributable to a drop in Denver’s construction activity, which has resulted
in fewer construction-related permits being issued.
2010 Forecast
In 2010, licenses and permits revenue is projected to increase by $706,200 or 4.6 percent to $16,046,700. This
increase is largely due to an anticipated increase in a licensing registration fee that is paid by vendors who are
licensed to collect sales tax and lodgers’ tax.
Fines and Forfeits
Fines are collected from persons or businesses that violate state statutes or City ordinances, and forfeits are
collected from the sale of confiscated or abandoned property.
2009 Estimate
Fines and forfeits revenue is projected to total $44,038,800 in 2009. This is $805,700 or 1.9 percent more than
was originally projected and reflects a $2,246,600 or 5.4 percent increase over 2008 actual collections. The
increase from 2008 is largely due to increased efforts to collect outstanding traffic court fine revenue.
2010 Forecast
In 2010, the forecast totals $47,324,100, an increase of $3,285,300 or 7.5 percent over the 2009 revised
estimate. Growth in fines and forfeits revenue in 2010 is partly due to the passage of Initiative 100, which is
expected to increase auction revenue from impounded vehicle sales. Other factors include Police providing
increased enforcement of commercial vehicle violations, and increasing the parking boot fee.
52
Interest Income
Revenue is derived from investing “general pool” monies in various securities. The general pool is a collection of
various cash accounts of certain City funds, including the General Fund. The earnings from these investments are
apportioned back to the individual funds based on the ratio of a fund’s average daily equity to the total equity of the
pool.
2009 Estimate
The 2009 revised interest income estimate is $4,562,100. This is a $3,226,300 or 41 percent decrease from the
original forecast and a $4,662,400 or 50.6 percent decrease from 2008 actual collections. It was necessary to
revise the 2009 estimate downward due to the credit crisis being more severe than originally anticipated. The
revised estimate assumes the federal funds rate will remain at a low 0.25 percent through the end of 2009 and
that balances will remain low, resulting in a lower average yield for the City’s invested general pool monies.
2010 Forecast
In 2010, investment income is projected to total $6,200,900, which is a $1,638,800 or 35.9 percent increase
over the 2009 revised estimate. This increase assumes the federal funds rate will increase to 1.00 percent by the
fourth quarter of 2010 and assumes the City will retain additional investment income revenue due to changing
the way banking fees are paid.
Fees
General Fund agencies charge individuals and businesses for the provision of various services. This category
includes the Xcel Franchise fee, motor vehicle license fees, docket fees, probation fees, foreclosure fees, recording
of documents fees, property tax collection fees, plan checking fees, court cost fees, zoning fees, Excise and License
application fees, copy work and certification fees, street repair fees, engineering inspection fees, animal shelter
fees, and other fees.
2009 Estimate
Fee revenue is projected to total $50,144,100 in 2009, which is $9,026,900 or 15.3 percent less than originally
projected. The 2009 revised estimate reflects a $4,739,900 or 8.6 percent decrease from 2008 actual
collections. The decrease from 2008 is due primarily to a downward revision to the Xcel franchise fee estimate.
Several factors have contributed to the decrease in Xcel franchise fee collections in 2009, including
unseasonably mild weather, the economy negatively impacting business activity, conservation efforts being
effective in reducing energy usage, and gas prices falling to low levels. Also contributing to the decrease in
2009 fee revenue is a drop in plan checking fee collections due to the slowdown in construction activity.
2010 Forecast
The forecast for fee revenue in 2010 totals $53,221,900, a $3,077,800 or 6.1 percent increase over the 2009
revised estimate. Factors contributing to this increase include implementing a new, biannual occupational
privilege tax registration fee, charging companies for name searches on the court’s web page, increasing traffic
court fees, and realizing various other increases in fee revenue.
Charges for Services

Revenue is derived from charges to individuals and businesses for services, supplies and materials. Revenue
includes towing and storage charges, charges for the care of federal and state prisoners in City facilities, charges for
recycling materials and supplies, charges for tree trimming, DUI alcohol evaluation charges, and charges for off-
duty firefighters.
53
2009 Estimate
The 2009 estimate for charges for services is being revised downward to $6,735,000, a decrease of $1,503,800
or 18.3 percent from the original projection. The 2009 revised estimate is $1,372,300 or 16.9 percent below
2008 actual collections. Part of this decrease is attributable to the passage of Initiative 100, which is causing
longer-term storage of impounded vehicles, and has resulted in fewer people paying the storage fee to reclaim
their vehicle and has forced the City to stop all towing except for vehicles involved in a crime because the
impound lot is full. Also contributing to the decrease is the expectation that charges for recycling materials and
supplies will go down in 2009.
2010 Forecast
Charges for services revenue is forecasted to increase by $2,054,200 or 30.5 percent in 2010 to $8,789,200.
Most of this increase involves reimbursement revenue to Sheriff for housing state and federal inmates at the
new Justice Center. Revenue generated from collecting trash and recycling for Denver Public Schools is also
included in the increase.
Use Charges
User fees are charges to the public for the performance of specific services that benefit the person(s) charged.
Included in this category are parking meter and parking lot charges, public phone commissions, and recreation
center and athletic field fees.
2009 Estimate
The 2009 estimate for use charges totals $17,740,100. This represents a $1,150,700 or 6.9 percent increase
from the original forecast and a $369,500 or 2.0 percent decrease from 2008 actual collections. The decrease
from 2008 is partly attributable to lower estimates for space rental and athletic league charges.
2010 Forecast
Use charges in 2010 are projected to total $21,435,900, which is a $3,695,800 or 20.8 percent increase from the
2009 revised estimate. Factors contributing to this increase include improving parking meter management
during special events, implementing improved parking meter technology, and enabling overnight on-street
parking in parts of the Central Business District.
Internal Service Charges and Indirect Cost Billings

Internal service charges result from General Fund agencies providing services and billing other City funds for these
services. Indirect cost billings are the reimbursement of all costs incurred by General Fund agencies in support of
non-General Fund activities that are not recovered through direct internal service charges.
2009 Estimate
The 2009 estimate has been revised downward by $7,454,700 or 10 percent from the original forecast to
$67,370,600. This 2009 revised estimate is flat with 2008 actual collections. Factors contributing to the
downward revision in this revenue category include lowering Police and Fire’s airport billings estimate to be
more in line with 2008 actual collections and backing out reimbursement revenue for the Democratic National
Convention that was received in 2008 instead of 2009.
2010 Forecast
The 2010 forecast is increasing $1,766,100 or 2.6 percent over the 2009 revised estimate to $69,136,700. This
increase is due to growth in billings to other funds.
54
Investment Service Fees
Investment service fees are repayment to the General Fund for services rendered and expenses incurred in the
administration, management, and investment of funds for various enterprise funds.
2009 Estimate
Estimated investment service fee revenue in 2009 is being held relatively flat with 2008 actual collections at
$480,000.
2010 Forecast
The 2009 estimate of $480,000 is being carried forward into 2010.
Cable Franchise Fee
Revenue is derived from a franchise agreement between Comcast (formerly AT&T Broadband) and the City and
County of Denver. The agreement continues until 2012.
2009 Estimate
The 2009 estimate has been revised downward to account for the recession’s anticipated negative impact on
cable usage. The 2009 revised estimate totals $5,370,500, down $321,200 or 5.6 percent from the original
forecast and down $238,200 or 4.2 percent from 2008 actual collections.
2010 Forecast
In 2010, the cable franchise fee forecast is being held relatively flat at $5,364,900.
Miscellaneous Other General Government
The miscellaneous other general government category includes revenues such as short check collection fees,
salvage item sales revenue, unclaimed monies, insurance recoveries, and various one-time revenue increases.
2009 Estimate
In 2009, the estimate for miscellaneous other general government revenue is increasing by 9.7 percent or
$1,049,800 over the original forecast. The 2009 revised estimate of $11,849,800 represents a $5,838,700 or
97.1 percent increase over 2008 actuals. The increase over 2008 is largely due to anticipating smaller,
miscellaneous revenue increases across several agencies.
2010 Forecast
The 2010 forecast is increasing by $4,037,900 or 34.1 percent over the 2009 revised estimate to $15,887,700.
Factors contributing to this increase include selling surplus land, vehicles and equipment, recovering costs
associated with Fire responding to accidents caused by non-residents on state highways, Fire entering into a
revenue agreement to provide fire services to the City of Sheridan, and a vendor payment card program being
implemented that will enable the City to enter into a revenue sharing agreement with the bank.
55
Transfers
Convention Center Transfer and Other Transfers
Revenue to the General Fund includes direct cash transfers from other City funds. The largest transfer is the
Convention Center Pledged Revenue Fund transfer, which reflects revenues from the Convention Center Excise
Tax Bond Fund in excess of the required annual debt service and capital reserve requirements.
2009 Estimate
Transfer revenue in 2009 is projected to total $30,846,700. This is $3,507,100 or 12.8 percent above the
original forecast and $115,900 or 0.4 percent over 2008 actual collections. The original forecast is being
revised upward by a net $3.5 million due to budgeting a transfer of excess revenue from the Convention Center
Hotel special revenue fund and decreasing the projection for the Convention Center Excise Tax transfer. The
downward revision in the Convention Center Excise Tax transfer estimate is largely due to the economy’s
negative impact on excise tax collections and an increase in the City’s payments for Convention Center
expansion debt in 2009.
2010 Forecast
In 2010, the transfer revenue forecast totals $29,018,700, a $1,828,000 or 5.9 percent decrease from the 2009
revised estimate. Factors contributing to this decrease include the City’s scheduled payments for Convention
Center expansion debt increasing and excise tax revenue remaining relatively flat.
56
Schedule 100B General Fund Expenditure Summary By Agency
Where the Money Goes...

$855.64 Million
Parks & Culturals Public

Recreation ($29.18) Works Health Net Other
($45.5) ($78.24) ($43.66) Reserves and
Contingencies
($-5.09)
Transfers ($28.69)
General Admin.
($26.77)
Economic Dev.
($3.26)
Independent
Agencies ($25.64)
Safety ($422.77)
Finance ($56.72)
Community
Planning ($15.96)
General Services
Technology Services ($48.2)
($36.13)
($ in Millions)
Source: Schedule 100B
Schedule 100B provides a three-year summary of General Fund agency expenditures. The information is
derived from the individual agencies' budget summary sheets in the budget document.
57
General Fund Expenditure Summary by Agency
Schedule 100B
2008 2009 2010

Mayor's Office $1,773,593 $1,881,200 $1,560,700
Civic Events 916,350 955,400 865,400
Office of Cultural Affairs 1,233,186 1,293,500 1,174,400
City Attorney 13,610,748 13,851,100 12,296,200
Board of Ethics 103,211 105,800 102,500
General Administration Total $28,645,556 $29,995,300 $26,766,500
Office of the Director $1,671,223 $1,602,500 $1,337,000
Division of Business Development 914,139 1,001,300 705,300
Small Business Advocacy and Services 921,691 901,400 797,800
Small Business Advocacy and Services-Airport 430,021 525,300 423,500
Economic Development Total $3,937,074 $4,030,500 $3,263,600
City Council $4,240,583 $4,503,800 $4,112,900
Clerk and Recorder 1,783,025 2,100,000 1,839,000
Clerk and Recorder Elections Division 6,942,774 2,976,494 5,507,700
Hearings Office 359,246 390,300 387,300
Auditor 4,385,703 5,358,300 4,837,500
Independent Agencies Total $26,393,836 $24,717,100 $25,643,700
58
Schedule 100B
2008 2009 2010

Finance
Office of the CFO $1,036,532 $2,328,228 $2,217,400
Risk Management 3,261,385 3,821,900 3,709,700
Finance Total $50,900,381 $54,842,900 $56,715,600

Community Planning & Development Total $17,209,432 $17,890,000 $15,963,700
General Services
Purchasing 1,828,486 2,025,000 1,784,600
Facil. Plan. & Mgt. Facility Management 15,916,898 17,647,000 15,667,000
Facil. Plan. & Mgt. Real Estate Management 633,986 0 0
Facil. Plan. & Mgt. Proj. Mgt. & Design Eng. 1,349,373 0 0
Utilities 26,639,337 30,251,200 29,548,800
General Services Total $47,573,273 $51,474,800 $48,204,200
Technology Services
Office of the CIO $2,664,808 $2,512,100 $2,308,900
Operations 16,872,525 18,359,600 17,691,400
Application Development 10,901,677 12,708,800 13,435,300
Denver 8 TV 1,726,265 1,849,600 1,079,500
Denver 311 1,500,808 1,650,200 1,611,000
Technology Services Total $33,666,083 $37,080,300 $36,126,100
59
Schedule 100B
2008 2009 2010

Safety
Safe City Initiatives 1,382,778 1,327,800 1,247,900
Police
Police Recruits 2,574,609 3,085,800 0
Police Total $176,723,009 $183,363,500 $172,849,300
Fire
Fire Operations 77,723,493 77,958,400 79,769,300
Fire Total $100,722,487 $102,126,100 $102,849,900
Undersheriff
Undersheriff Total $92,074,748 $95,179,100 $94,506,900
Safety Total $384,242,689 $394,797,200 $383,294,500
Other Safety Agencies

District Attorney 17,296,009 17,830,600 16,786,600
Office of Emergency Management and Homeland Se 526,390 575,600 536,100
Other Safety Agencies Total $40,179,303 $41,756,300 $39,480,100

Recreation Division $20,479,456 $20,537,800 $18,094,400
Parks Division
Mountain Parks 901,490 968,500 882,400
Parks Division Total $26,229,512 $27,003,600 $25,108,700
Parks and Recreation Total $50,375,761 $50,738,100 $45,496,400
Cultural Facilities
Cultural Facilities Total $31,297,823 $32,357,600 $29,176,200
60
Schedule 100B
2008 2009 2010

Public Works
Public Works - Administration
Policy, Planning, & Communication 745,581 1,097,800 1,062,800
Public Works - Administration Total $4,971,270 $5,482,300 $5,136,800
Public Works - Transportation

Street Lighting 1,956,974 2,225,000 2,225,000
Public Works - Transportation Total $30,757,383 $33,808,900 $31,740,500
Public Works - Operations

Solid Waste 23,959,771 24,774,200 22,115,900
Public Works - Operations Total $45,414,159 $45,998,400 $41,361,200
Public Works Total $81,142,812 $85,289,600 $78,238,500
Health
Administration and Decision Support $1,427,847 $1,657,100 $1,882,900
Environmental Health Total $9,389,606 $10,624,000 $9,813,000

Payments to Authority Total $33,123,749 $34,281,700 $33,851,400
Health Total $42,513,355 $44,905,700 $43,664,400
General Fund Total Operations $838,077,378 $869,875,400 $832,033,500
61
Schedule 100B
2008 2009 2010

General Fund Transfers
Transfer to Liability Claims SRF 2,000,000 2,000,000 2,000,000
Transfer to Business/Comm Investment SRF 1,316,900 200,000 200,000
Transfer to Economic Opportunity SRF 455,700 455,700 455,700
Transfer to Training SRF 132,000 75,000 75,000
Transfer to General Government SRF 20,951,500 1,532,588 0
Transfer to Grant Development SRF 240,000 240,000 220,000
Transfer to Theaters and Arenas SRF 603,375 0 0
Transfer to Public Safety SRF 67,000 261,000 67,000
Transfer to Crime Control and Prevention SRF 2,900,000 3,500,000 3,500,000
Transfer to Diversion and Youth SRF 0 272,700 247,700
Transfer to Four Mile Historic Park SRF 65,300 66,600 66,600
Transfer to Denver Art Museum SRF 1,437,700 1,466,500 1,393,200
Transfer to Museum of Nature & Science SRF 1,087,700 1,109,500 1,054,000
Transfer to Botanic Gardens SRF 1,046,100 1,067,000 1,013,600
Transfer to Zoological Gardens SRF 1,762,800 2,090,600 0
Transfer to Municipal Band SRF 48,300 48,300 48,300
Transfer to Fleet Replacement SRF 8,106,500 11,600,000 1,871,600
Transfer to Fleet Maintenance ISF 617,700 0 0
Transfer to CIF - IT Projects 4,203,200 7,275,000 8,307,000
Transfer to CIF - User Component Repl. 400,000 1,500,000 700,000
Transfer to CIF - Red Rocks 0 707,300 0
Transfer to CIF - HUTF 1,100,000 2,200,000 0
Transfers Total $53,892,075 $47,406,588 $28,691,000
General Fund Annual Appropriations $891,969,453 $917,281,988 $860,724,500
General Fund Total Appropriations $891,969,453 $930,278,400 $877,805,200
62
Agency Detail
Overview
The Agency Detail section contains all agency budgets. This includes three types of General Fund budgets:
operating budgets, funded projects, and transfers to other funds. It also includes non-General Fund budgets:
internal service funds, enterprise funds, and certain special revenue funds and trust funds. A new addition to the
Agency Detail section in the 2010 budget is the Program Inventory, a comprehensive list of all programs and
services the City provides to the community.
The section is organized into the following functional areas:
Finance
General Services
Technology Services
Public Safety
Parks, Recreation, and Cultural Facilities
Public Works
Aviation
Health
Human Services
Each agency budget is described by a budget narrative and financial statements where appropriate. Charter
departments and major organizational units are also described by a Departmental Summary that provides an
overview of the departmental organization and includes the Department’s mission statement, strategic initiatives
and recent accomplishments.
Budget Narrative
The budget narrative contains a number of components: Agency Description, Mission, Recent Accomplishments,
Strategic Initiatives, Performance Measures, Budget Highlights, Significant Budget Changes, and Capital
Equipment.
 The Agency Description describes the agency's purpose and the major functions within the
agency.

 The Mission is a brief over-arching statement of purpose; it describes why the agency provides
the services listed in the agency description.
63
Overview
 Recent Accomplishments are notable achievements by the agency or department in the most
recently completed fiscal year or early in the current year.
 The Strategic Initiatives state how the agency will achieve its outcomes for the coming year.
 The Performance Measures quantify the agency's progress toward achieving the strategic
initiatives, and report relevant workload, performance, and outcome information.
 The Budget Highlights include an Expenditures summary, a Personnel Complement summary

and a Revenue summary. The Expenditures summary compares the prior year actual
expenditures, the current year appropriation, and the ensuing year recommended budget. The
Personnel Complement summary compares the prior year budgeted full-time equivalents (FTE),
the current year appropriated FTE, and the ensuing year recommended FTE. A full-time
equivalent is based on 2,080 annual working hours per employee. The Revenue summary
compares the prior year actual revenue, the current year estimated revenue, and the ensuing year
projected revenue generated by the agency.
 The Significant Budget Changes explain the significant changes in the 2010 recommended
budget from the 2009 appropriation. The budgeted vacancy savings are indicated for each
agency; this is described in the Glossary.
 Capital Equipment lists capital items costing $50,000 or more and all vehicles. It identifies
whether the items are new or replacement items and the source of funding.
Immediately following each agency's budget narrative is a summary and narrative description of General Fund
transfers, funded projects and special revenue funds administered by the agency, if applicable.
Financial Statements
Financial Statements—Statement of Net Assets; Statements of Revenues, Expenses, and Changes in Net Assets;
and Statements of Cash Flows—are included for internal service and enterprise funds, and for certain special
revenue funds.
64
Program Inventory
The Program Inventory section contains all programs and services the City provides to the community. After the description
of the program, there is a list of the agency or agencies responsible for providing the program. The Program Inventory
facilitates prioritization during the annual budget process. For further information about a specific program or service, please
refer to the corresponding agency’s budget section.
Program Name
Administration
Provides management and policy direction, marketing/communications and public outreach functions, fiscal
management, human resource support, technology support and guidance for the entire department.
Career Service Authority
City Attorney
Denver County Court
Denver Office of Cultural Affairs
Excise & License
Fire
General Services
Human Rights and Community Relations
Human Services
Mayor's Office
Mayor's Office for Education & Children
Office of Economic Development
Office of Emergency Management and Homeland Security
Office of the Clerk & Recorder
Office of the Independent Monitor
Police
Public Works
Technology Services
Theatres and Arenas
Undersheriff
311 Operations
Provides customer service functions for City and County non-emergency services in an efficient manner by
providing access to government services through one easy-to-remember number (311).
Technology Services
911
Answers all calls for emergency service within the City and County of Denver. Calls are processed by agents and,
when appropriate, re-directed to Denver Health for medical emergencies or Denver Fire for fire-related emergencies.
65
Program Inventory
Program Name
Accounting (Citywide)
Maintains the city's ledgers and books (including debt, investments, revenues and expenditures, assets and liabilities),
processes vendor disbursements and maintains the County property tax roll.
Adult Recreation Programs
Provides recreational activities for adults. Programs include softball, flag football, tennis, soccer and kickball.
Advocacy (Enforcement & Access Rights)
Enforces specific anti-discrimination and disability access laws, investigates incidents of discrimination and
promotes the City's compliance with and implementation of the Americans with Disabilities Act (ADA).
Airport Audit Services
Performs accounting and auditing services for Denver International Airport (DIA) and is a field office for the Auditor.
Auditor's Office
Airport Legal Services
Provides legal services to the Department of Aviation and Denver International Airport.
City Attorney
Animal Care and Control
Emphasizes public and animal safety and health and encourages responsible pet ownership through enforcing
compliance with animal-related laws, caring for animals sheltered at the Denver Municipal Animal Shelter, and
providing vector control services.
Arenas
Manages two of the largest City-owned single unit performance spaces: the Denver Coliseum and the Red Rocks
Amphitheatre and Visitor Center.
Theatres and Arenas
Auditor's Office
Responsible for evaluating the operations and performance of City agencies, departments and programs to ensure the
proper and efficient use of City resources, compliance with City contracts, and compliance with the City's prevailing
wage ordinance.
Auditor's Office
Aviation
Manages the operation, maintenance, planning, and development of Denver International Airport (DIA).
Aviation
Boards and Commissions
Provides leadership in developing regional, state, and federal policies and priorities that promote Denver's growth
and stability.
Mayor's Office
66
Program Inventory
Program Name
Budgeting
Enables agencies to effectively deliver public services through strategic allocation and management of resources,
provides financial analysis consulting and business process improvement services, and oversees a performance
management system.
Buffalo Bill
Preserves and interprets the life and times of "Buffalo Bill" Cody for the benefit of residents and visitors to Denver.
The Museum collects, preserves, and displays western art and artifacts, historical documents and "Buffalo Bill" Cody
memorabilia.
Business Development
Responsible for business recruitment, retention and expansion services to businesses of any size. Program strives to
provide the right service or resource to make each Denver business successful.
Capital Projects
Development, project management, construction, and inspection of transportation and wastewater infrastructure
improvements.
Public Works
Care and Custody of Inmates
Provides security to Denver's district and county court system and homeland security as well as increased
enforcement of gang-related crime.
Undersheriff
Care and Custody of Inmates (Medical)
Contracts for routine medical care and prescriptions to detainees held at the County Jail, PADF, and Correctional
Care Medical Facility (CCMF). The CCMF also provides medical services and evaluations for detainees who need
special psychiatric care.
Undersheriff
Child Assistance
Helps families achieve and maintain financial self-sufficiency by establishing and enforcing child and medical
support services and by paying vendors and providers for the daycare of children whose parents are eligible for such
services.
Human Services
Child Welfare
Provides services to children and youth in need of protection or with disabilities, and programs for adolescents in
need of protection or who are in severe conflict with the community or their parents.
Human Services
67
Program Inventory
Program Name
City Clerk
Serves as custodian of Denver city records, such as City Council proceedings, ordinances, municipal and building
codes, and lobbyist registrations; is custodian of the Denver seal; and attests all public instruments and official
mayoral acts.
City Council
Enacts all ordinances, levies taxes, appropriates monies for all City government operations, and holds weekly public
meetings. Functions as the legislative branch of the City and is comprised of 13 elected members.
City Council
City Planning
Responsible for preparing plans and regulatory tools that guide future growth, enhancement, and preservation of the
Denver community.
City Wellness Program
Provides services to ensure a healthy, productive, and happy workforce. This program offers a full range of exercise
equipment and classes, health assessments, biometric testing, fitness challenges, and weight management courses for
employees.
Civil Court
Adjudicates civil lawsuits up to $15,000, small claims matters up to $7,500, and landlord-tenant matters; and issues
restraining orders.
Denver County Court
Code Administration and Enforcement
Inspects businesses to ensure compliance with City ordinances, investigates complaints, reviews building plans, site
plans, and urban design requirements, and administers the City's alarm ordinances.
Excise & License
Code Enforcement and Prosecution
Handles all municipal citations relating to traffic, general sessions, environmental, and juvenile offenses; nuisance
abatement matters in civil court; and involuntary commitments of persons, minor and adult.
City Attorney
Colorado State University Extension
Provides educational programs for Coloradoans in their communities. The Extension programs are supported by
local, state, and federal governments.
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Program Inventory
Program Name
Community and Economic Information
Tracks and maintains information related to the local economy, community and housing development, and
neighborhood information which provides a comparative overview of economic and development conditions in
Denver.
Community Corrections
Purchases and administers services for residential programs at halfway houses and substance abuse treatment for
diversion and transitional placements in the community.
Community Health Services
Provides assistance to those citizens affected by HIV/AIDs and works to improve Denver citizens' quality of life.
Community Relations/Outreach
Link between Denver residents and City government and among government agencies for the purpose of gaining
citizen participation on City issues, forecasting community issues and empowering people to work together to
address challenges and opportunities.
Mayor's Office
Community Resources (Safety)
Makes recommendations regarding law enforcement activities to the Mayor, City Council, the Manager of Safety,
City agencies and neighborhood groups.
Police
Community Service Programs (Safety)
Operates a Work Release Program for sentenced misdemeanants and a Community Corrections Program as an
alternative to Department of Corrections sentencing as a precursor to acceptance at a community-based program.
Undersheriff
Community Workforce Development
Provides employment, training, and employment support service programs that target the City's unemployed,
underemployed and working poor residents.
Construction Management (City Assets)
Manages the reconstruction, remodeling of City buildings and related infrastructure, provides in-house design
engineering services, and manages contracted architect and engineering services.
General Services
Public Works
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Program Inventory
Program Name
Convention Center
One of the country's largest and most successful convention, trade show, and business meeting facilities. The facility
has a significant economic impact on the region and generates substantial tax revenue and private sector employment
opportunities.
Theatres and Arenas
County Clerk (Recordings Section)
Records documents received over the counter or by mail from individuals, banks, title companies, etc (i.e. warranty
deeds, quit claim deeds, etc.)
Crime Prevention and Control Commission
Focused on reducing crime and recidivism, facilitating coordination among justice system agencies, and supporting
the development of a data-driven criminal justice system.
Criminal Court
Adjudicates state misdemeanors and hears felony cases through preliminary hearings.
Denver County Court
Cultural Development
Provides cultural experiences for the community through City-produced and supported events, direct City-wide
cultural programming, arts education initiatives at the grassroots level, and the public art program.
Cultural Economic Development
Supports creative businesses and individuals through capacity building, technical and marketing education, and
economic development initiatives.
Denver 8 TV
Provides live and repeat coverage of City Council and selected committee meetings, public hearings, news
conferences, election events, and public policy programming as the City's official television station.
Technology Services
Development Engineering
Reviews development plans for transportation, wastewater and survey issues, as well as right-of-way and wastewater
system inspections and permitting.
Public Works
DIA Security
Provides police staffing at Denver International Airport to ensure the safety of visitors and passengers who travel
through the airport.
Police
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Program Inventory
Program Name
Digital Services (Library)
Selects online resources for the Denver Public Library system as well as develops and maintains the Library's web
sites, manages the network, administers the mainframe and servers providing library applications, and provides
public access to computers.
District Attorney
Prosecutes misdemeanor, juvenile, and felony cases in County, Juvenile, and District Courts, maintains an active
community education and crime prevention program, and provides assistance to witnesses and victims of crime.
District Attorney Office
Economically Sustainable Communities
Focuses on obtaining further environmental benefits from changes in business operations, housing development, and
community projects, as well as building Denver’s green economy and developing a green workforce through training
and skills building.
Elections
Provides comprehensive election services for the City and County of Denver including voter services, election
operations, logistical support, and election administration.
Emergency Preparedness, Response & Mitigation
Ensures the City has appropriate and effective planning capabilities for large scale incidents and that City agencies
are properly exercised and coordinated in response/recovery missions to any major event (planned or not planned).
Office of Emergency Management and Homeland Security
Employee Assistance
Provides a worksite-based program designed to assist employee-clients to identify and resolve personal and/or work-
related concerns and to help agencies address productivity problems.
Office of Employee Assistance
Employee Communication
Provides City employees with critical Human Resources information in a timely fashion, responds to all media
information requests, publishes/distributes the monthly City-wide newsletter and marketing brochures addressing
programmatic and benefits topics.
Energy Management
Manages the acquisition, negotiation, monitoring, tracking and payment of utility bills for electricity, natural gas,
steam, chilled water, water and sewer consumed in selected City facilities and participates in the City’s energy
conservation efforts.
General Services
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Program Inventory
Program Name
Environmental Liability Management
Manages City environmental liability through assessment of environmental risks and by minimizing activities that
present the risk of future environmental liability. Impacts to air, land, water, and structures are addressed under this
program.
Environmental Sustainability
Implements and supports environmental sustainability activities to provide for clean air, land and water and reduce
greenhouse gas emissions through implementation of the Climate Action Plan.
Environmental Sustainablity (GreenPrint)
Program charts the city’s course over the next five years and will position the city as a national leader in a global
effort to meet the needs of the present without compromising the ability of future generations to meet their own.
Mayor's Office
Ethics
Provides ethics training to City employees and officials, publishes an ethics handbook, provides general information
regarding the Code of Ethics, and handles inquiries and complaints regarding possible violations of the Code of
Ethics.
Board of Ethics
Executive Administration
Directs all City agencies and departments except those administered by other elected officials, administers efficient
delivery of municipal services, and coordinates activities of the City to ensure that services are provided efficiently
and effectively.
Mayor's Office
Facilities Management
Repairs and maintains City-owned buildings and provides custodial and security services.
General Services
Theatres and Arenas
Family and Adult Services
Coordinates program activities with employment and support resources to assist families transition to employment, as
well as to provide adult protection, self-sufficiency services, and medical assistance to the elderly and disabled.
Human Services
Fire Prevention
Inspects existing buildings, ensures the construction of safe buildings and structures through plan review and
issuance of occupancy permits, and issues permits for pyrotechnic displays and fire protection systems.
Fire
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Program Inventory
Program Name
Fire Support
Provides training to new firefighters and tenured firefighters, dispatches personnel and equipment to fires, acquires
and maintains firefighting, safety and communication equipment, and maintains Fire Department facilities.
Fire
Fire Suppression/Emergency Response
Suppression extinguishes fires, responds to medical assistance calls, hazardous materials incidents, automobile
accidents, and other emergencies. Airport Fire and Rescue provides emergency services at the airport including
aircraft accident mitigation.
Fire
Fleet Management
Maintains approximately 1,900 vehicles and pieces of equipment for the City, manages required inventories of parts,
tools and supplies, and procures vehicles and equipment and purchases fuel for City fleets.
Public Works
Forestry
Provides comprehensive tree care encompassing all aspects of community forestry including managing trees on City
property, trees maintained by property owners through ordinance enforcement, nursery operations, and plan review.
General Session Court
Adjudicates all City Ordinance violations other than traffic violations.
Denver County Court
Golf
Operates and maintains the City's golf courses, driving range and pro shops at seven locations.
Graffiti
Educates youth to help prevent graffiti vandalism, remove existing graffiti from private and commercial property,
and the public right-of-way.
Public Works
Greenhouse
Provides support to all areas of the parks operations by providing plants, growing annuals, perennials and grasses.
Hearings
Provides due process forum for career service employees’ challenge of adverse actions under the Career Service
Rules.
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Program Inventory
Program Name
Human Resources (Civil Service)
Provides City Charter mandated services and administrative support to the Police and Fire Departments including
entry-level/promotional testing, background investigations, applicant screening, and disciplinary appeals process for
classified members.
Civil Service Commission
Human Resources (Class, Comp and Benefits)
Maintains the classification and pay plans for Career Service positions, manages the full range of employee benefits,
and oversees the Unemployment Compensation and Prevailing Wage Programs for the City.
Human Resources (Employee Relations)
Drafts and interprets CSA rules, addresses issues of importance to employees and managers, oversees the City's ADA
Program, and administers the City-wide Training Program, to provide education, growth and development
opportunities for City employees.
Human Resources (HR Operations)
Provides support for select agencies with day to day operations and core HR functions such as hiring, performance
management, and organizational development.
Human Resources (Mediation)
Provides employees and agencies free mediation for employment disputes using volunteer employee and outside
mediators, and provides training and support for mediators.
Human Resources (Workforce Management)
Identifies, attracts and places the best possible workforce for the City, focusing on mapping the City's workforce
future with succession planning, retention strategies, and an inclusiveness awareness program.
Human Services Legal Services
Provides legal advice and representation to the Department of Human Services.
City Attorney
Investigations (Safety)
Manages the investigative function of the police department, provides examination and analysis of physical evidence,
and prepares and submits cases to the District Attorney for prosecution.
Police
Liability Management/Revenue Recovery
Provides legal advice and represents and defends the City in tort litigation, civil rights litigation and employment law
appeals/litigation.
City Attorney
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Program Inventory
Program Name
Library Services
Provides access to the Denver community's largest reference and research center, popular and general books and
audiovisual materials for circulation, and programs for families.
Licensing
Processes all applications for business, liquor, special events and cabaret licenses, schedules public hearings relative
to the department, and assigns hearing officers.
Excise & License
Marketing (Citywide)
Provides expert assistances to all city departments and agencies for developing, implementing, and publicizing events
and programs serving city businesses and residents.
Medical Examiner/Coroner
Investigates all deaths reportable by statute to determine the cause/manner of death, assumes control over evidence,
provides expert consultants and witnesses, and coordinates death investigations.
Medical/Clinical Health Services
Provides support and funding for public health clinical services, treatment for Denver's medically indigent, alcohol
and substance abuse services, and information about the safe and effective use of medication.
Mobility/Operational Planning
Manages external entity coordination on long-term transportation project planning and funding as well as the creation
and management of statutory improvement districts.
Public Works
Mountain Parks
Constructs/maintains picnic areas, roadways and hiking trails; provides food and care for the bison and elk herds;
maintains historic shelter houses, emergency access forest roads, park water and septic systems; and provides forest
fire assistance.
Municipal Legal Services
Provides legal advice and representation on municipal and county matters.
City Attorney
Natural Areas
Restores, designates, and manages natural and naturalized areas as well as wildlife management.
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Program Inventory
Program Name
Park Maintenance
Provides maintenance and routine inspections for park equipment, athletic fields, irrigation systems, plantings,
playgrounds, restrooms, trails, picnic facilities, and water bodies, as well as provides trash/debris, graffiti, and snow
removal.
Park Rangers
Provides daily patrol by trained park rangers in the urban and mountain park system by foot, bicycle and vehicle and
focuses on visitor assistance, park rule and regulation education and enforcement, and protection of natural/built
resources.
Parking
Manages on-street (meters and signed parking regulations) and off-street (lots and garages) parking assets, enforces
parking regulations, and collects related fines.
Public Works
Parks Maintenance (Water Conservation)
Implements water conservation projects such as low water landscape conversions, xeriscape gardens and on-going
reuse water coordination.
Parks Permitting System
Issues permits to individuals and organizations for picnic sites, athletic fields, tennis courts, assemblies, special
events, performance stage use, and revocable vending permits.
Patrol
Provides a variety of services including uniformed patrol, crime prevention, emergency incident response, accident
investigation, ordinance and statute enforcement, nuisance and criminal investigations, and community problem-
solving and partnerships.
Police
Performing Arts Center
Provides world-renowned, state-of-the-art complex covering 12 acres that includes several venues for opera, ballet,
orchestral performances, and outdoor performances.
Theatres and Arenas
Planning, Design and Construction
Provides strategic planning, park master planning, project management, long-range planning, development review
and development of the capital improvement program for parks, natural areas, trails, and recreation facilities.
Police /Sheriff Oversight
Monitors the investigations of uniformed police and sheriff personnel and makes recommendations to the Manager of
Safety regarding disciplinary actions for uniformed personnel.
Office of the Independent Monitor
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Program Inventory
Program Name
Police Support
Provides internal support for Police Department operations including the Police Officers Wellness & Employee
Resources (POWER) Program, fleet maintenance, and administration of cadet program and volunteers.
Police
Probation
Conducts assessments and evaluations of defendants and makes sentencing recommendations to the Court. The
department monitors compliance with Court Orders for those sentenced to probation.
Denver County Court
Property Assessment
Appraises/records Denver's real and personal properties, certifies and tracks special tax districts valuations and
annual tax increments for tax increment financing (TIF) projects, maintains tax exemption records, and generates
value notices.
Public Art
Curates and maintains the City's extensive public art collection.
Public Health Assurance
Helps minimize the risk of communicable and infectious diseases and facilitates environmental protection through
inspections, investigations, complaint response, technical assistance, education, environmental assessments, and
enforcement.
Public Trustee
Processes foreclosure actions and provides foreclosure information and assistance prior to sale of properties,
conducts public auctions, deeds unredeemed property involving mortgages in default, and processes releases of deeds
of trust.
Purchasing (Citywide)
Acquires goods and services for agencies City-wide through best practices procurement methods and provides
opportunities for qualified firms to participate in the City’s procurement of goods and services.
General Services
Quantitative Analysis
Performs complex financial analysis on major projects having long term fiscal impact to the City and assesses project
viability and risk using financial and mathematical modeling to evaluate and mitigate long term financial implications
to the City.
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Program Inventory
Program Name
Real Estate Management
Performs strategic assessment of the City's real estate portfolio via an assessment of short and long term real estate
needs and maximizes asset efficiencies and financial resources available to the City for the benefit of employees and
citizens.
Records Section
Custodian of the recordings archives and repository of all of the documents received and recorded by the Clerk and
Recorder Recording Section. Searches of Denver County-recorded documents can be conducted in this section.
Recreation Centers and Pools
Operates and maintains recreation centers, outdoor and indoor swimming pools, and provides programming in
Community Recreation, Outdoor Recreation and Special Needs.
Registration and Licensing (DMV)
Titles and registers all motor vehicles owned by private and corporate residents of the City and County of Denver in
accordance with State statutes.
Risk Management
Oversees the identification, analysis and management of the City's risk and exposure to loss related to the activities of
the City and its departments, agencies and employees, and inspects City-owned facilities for safety concerns.
Safe and Secure Jail/Environment
Protects both staff and inmates in order to reduce jail violence and suicide attempts.
Undersheriff
Senior Recreation Programs
Provides fitness classes, arts and crafts classes, training and certification, and social enrichment events for seniors.
Sheriff Support
Develops, implements, and manages training programs for Denver Sheriff Department employees, performs
background checks on all deputy sheriff applicants, maintains the National Crime Information Center (NCIC), and
collects inmate processing fees.
Undersheriff
Special Needs
Provides recreational opportunities for youth, adults and seniors with disabilities as well as a variety of assistance
payments and social services to eligible residents of Denver.
Human Services
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Program Inventory
Program Name
Special Police Operations
Manages traffic enforcement and traffic investigations, air support, and the curfew program; provides security to the
Mayor, and citizen assistance and building security at the Police Administration Building.
Police
Specialized Patrol
Oversees the training and supervision of the Police Reserve Unit, which is staffed by officers specially trained to deal
with gangs, SWAT situations, and nuisance abatement.
Police
Street Maintenance
Maintains public streets and alleys, including resurfacing, pothole patching, street sweeping and snow removal.
Public Works
Tax Collection & Management (Treasury)
Collects, records, and deposits all City taxes and other revenues, manages the City's cash, investments and debt,
disburses money as required by law and enforces tax compliance.
Technology Applications
Responsible for the development and maintenance of integrated software and data solutions for City agencies.
Technology Services
Technology Customer Support
Provides phone-based computer support for desktops, laptops, and PDAs that is essential to City employees.
Services include problem resolution for password issues, software, internet access, device support, new user setup
and access, and printer setup.
Technology Services
Technology Enterprise Architecture
Consists of the development, utilization, and maintenance of the City's enterprise applications and databases,
including the enterprise resource planning suite of financial, human resources, constituent relationship management,
and web portal systems.
Technology Services
Technology Infrastructure
Provides network services essential to both City employees and citizens. Services include file and print,
email/database servers, perimeter security, secure remote access, internet support, document and storage
management, and Disaster Recovery.
Technology Services
Technology Project Management
Delivers program management, project management, and budget development assistance to City agencies for
technology projects.
Technology Services
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Program Inventory
Program Name
Telecommunications
Administers, regulates, and enforces the City's cable contracts with cable providers, manages capital funding,
administrates construction of the DIANE institutional network and monitors contractual compliance for public access
services.
Office of Telecommunication
Traffic Court
Adjudicates all moving violations that occur in the City and County of Denver.
Denver County Court
Traffic Enforcement
Provides traffic enforcement, safety and control; investigates accidents; and coordinates and supervises permitted
special events and parades.
Police
Traffic/Mobility Management
Designs, installs and maintains all traffic control systems to ensure public safety and perform special event traffic
management.
Public Works
Transfers
Revenue to the General Fund as a result of direct cash transfers from other City funds. Various programs are also
funded by internal transfers from the General Fund.
Trash Collection
Operates weekly trash collection service, bi-weekly recycling program, and large item pick-up as well as manages
special programs for yard and tree waste collection, compost training and litter removal.
Public Works
Vehicle Impound Operations
Removes and stores abandoned vehicles from the streets of Denver, collects fees and charges due on impounded
vehicles to cover City costs incurred, and maintains auto theft records, repossession and private tow logs for law
enforcement agencies.
Undersheriff
Warrants
Manages all warrants issued by the Court and processes all bonds for Denver Police and Sheriff’s Department arrests.
Denver County Court
Wastewater Operations
Maintains storm and sanitary sewer systems, manages related billing systems, and administers the City's National
Pollutant Discharge Elimination System permit.
Public Works
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Program Inventory
Program Name
Worker's Compensation
Administers the City's self-insured Workers' Compensation program, evaluates claims and authorizes payments.
Youth Programs
Promotes positive youth development through after-school programming, school readiness and academic success
programs, youth crime and violence prevention/intervention, and curfew enforcement.
Mayor's Office for Education & Children
Zoning Appeals
Provides reasonable relief from the technical requirements of the Zoning Code upon the satisfaction of Zoning Code
conditions, allowing citizens to develop and use their property in the most orderly and efficient manner.
Board of Adjustment for Zoning Appeals
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General Administration Summary
2008 2009 2010

General Fund
Agencies
Mayor's Office $1,773,593 $1,881,200 $1,560,700
Civic Events 916,350 955,400 865,400
Denver Office of Cultural Affairs 1,233,186 1,293,500 1,174,400
City Attorney 13,610,748 13,851,100 12,296,200
Board of Ethics 103,211 105,800 102,500
Subtotal Operating $28,645,556 $29,995,300 $26,766,500
Expenditures
Personnel Services $24,266,863 $25,488,882 $23,163,490
Services and Supplies 3,888,362 3,377,095 3,167,816
Capital Expenditures 2,087 0 0
Internal Services & Misc. 488,244 525,608 435,194
Budget Savings 0 603,715 0
Total $28,645,556 $29,995,300 $26,766,500
Transfers
Transfer to Liability Claims $2,000,000 $2,000,000 $2,000,000
Subtotal Transfers $2,000,000 $2,000,000 $2,000,000
Total General Fund $30,645,556 $31,995,300 $28,766,500

General Government $16,587,400 $13,269,623 $16,943,346
Culture and Recreation 471,347 596,830 83,250
Total Special Revenue Funds $17,058,747 $13,866,453 $17,026,596
Personnel Complement (Budgeted)

General Fund 276.5 285.0 265.5
Special Revenue Funds 25.3 26.8 29.8
Total Personnel Complement 301.8 311.8 295.3
Capital Improvements
Capital Improvement Funds $285,540
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Mayor's Office 01010-0101000
Agency Description
The Mayor is the chief executive officer of the City and County of Denver. The Mayor’s Office directs all City
agencies and departments except those administered by other elected officials; administers the efficient delivery of
municipal services; and develops the City’s economic base.
Mission
To provide leadership in developing regional, state and federal policies and priorities that promote Denver’s
growth and stability, and to advocate those policies and priorities on behalf of the citizens of Denver. The
Mayor’s Office coordinates the activities of the City and County government to ensure that services are provided
in an efficient and effective manner and to make Denver City government accessible to all citizens.
Recent Accomplishments
 Received an upgrade of the General Obligation bond rating to AAA from Standard and Poor’s Rating Service.
The upgrade is a strong endorsement of the City’s financial management practices, elevating Denver into an elite
group of the most creditworthy cities in the country and driving down Denver’s cost of borrowing.
 Hosted a series of community meetings asking for citizen priorities for City services and programs. The input is
being used to help guide the City as Denver faces the current economic downturn and works to emerge stronger.
 Convened a task force of civic leaders from across all sectors of our economy to develop recommendations and
strategies we can employ to increase economic activity and help restore consumer confidence.
 Secured $54 million in federal funds under the American Recovery and Reinvestment Act and successfully
created an oversight structure to manage the appropriate utilization of those funds to stimulate our local
economy.
 Accelerated the Better Denver Bond projects to put more money into the economy, putting more people to work
and obtaining better prices while costs for building materials are low.
 Participated with other regional jurisdictions in obtaining more than $100 million in grants and stimulus funds,
formed project financing and governing entities that have applied for federal loans, hired an Owner’s
Representative, negotiated a construction contract, and issued a Notice to Proceed with design and preliminary
construction at Denver Union Station, the multi-modal hub of the FasTracks project.
 In 2009, Denver received the 1st place Siemens Sustainable Community award for energy efficiency work in
communities, and the 1st place Mayor’s Climate Protection award from the U S Conference of Mayors for
FasTracks and the DNC.
 Continued to work closely with Denver Public Schools to ensure that all children have access to and receive a
high-quality education from preschool on. Worked with the Denver Scholarship Foundation, which contributed
$2.6 million to 712 scholars and helped secure $16 million in other scholarships for Denver’s children.
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Strategic Initiatives
 An over-arching focus for the Mayor’s Office continues to be on sustainability, in every regard, including a
sustainable community where economic health and environmental strength are inter-dependent; a sustainable
region in which our successes are shared and do not come at the expense of neighbors; and a sustainable vision
that leaves a legacy of opportunity, financial stability and social equity for future generations through the
Greenprint Denver programs.
 Launch a City-wide bike share program with 500-600 bicycles available for community use to increase
opportunities for safe, healthy and convenient transportation options.
 As a result of the economic recession, the Mayor’s Office primary focus will pursue efforts to revive and
strengthen the City’s economic health, including Denver Union Station and FasTracks, the Better Denver Bond
program, tourism and other economic stimulus programs while continuing to spend federal stimulus, Better
Denver Bond and other capital dollars in an efficient, transparent manner to help create jobs in this economy.
 Support the reauthorization of the 5-year federal transportation bill (SAFETEA LU) with greater emphasis on
metropolitan areas and alternative modes of transportation.
 The Mayor’s Office will continue to partner with the Police, Fire and Sheriff departments to make public safety a
top priority in the City. We will support efforts to increase the use of technology and diversion and focus on
data, crime analysis and effective patrol strategies. The Graffiti Task Force continues to be a high priority. The
City will open it’s new Justice Center in 2010, including the new detention center and courthouse.
 Highlight Denver’s innovative successes and new ideas on an international stage by hosting the inaugural
Biennial of the Americas – a “World’s Fair" of art and ideas bringing together the brightest, most talented
people from South, Central and North America.
 The Mayor’s Office will continue to look for innovative ways to improve efficiency in city government and
customer service. The creation of Development Services will continue this effort, as does the City’s 3-1-1
service. The City will continue to seek out opportunities for shared services among city agencies.
 Partner with the U.S. Census Bureau to ensure every citizen of Denver County is counted in the 2010 Census so
Denver receives our fair share of federal dollars. Campaign goals are to achieve an 80 percent return rate of
mailed surveys, reassure citizens of the confidentiality of collected information and ensure an accurate count of
all communities.
 The Mayor’s Office will continue to work closely with Denver Public Schools to ensure that all children have
access to and receive a high-quality education. For our kids this effort begins in preschool. We will also
continue to work with the Denver Scholarship Foundation. Collaborate with representatives of City agencies,
City Council, Denver Public Schools and nonprofit providers to develop a City-wide Youth Strategic Plan
focusing on education, safety and health.
 The Mayor’s Office will work to finish the first systemic overhaul of the City’s zoning code since it was first
created 53 years ago. The new code provides clarity and especially predictability to both residents and
developers to make sure new developments get going efficiently, and provides the types of facilities and service
our neighbors desire.
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Budget Highlights 2008 2009 2010 $ %

Actual Appropriated Recommended Change Change
Expenditures
Personnel Services $1,564,285 $1,664,264 $1,397,294 ($266,970) (16.0%)
Services and Supplies 144,684 60,345 97,497 37,152 61.6%
Capital Equipment 0 0 0 0 0.0%
Internal Services and Misc. 64,622 67,134 65,909 (1,225) (1.8%)
Budget Savings 0 89,457 0 (89,457) (100.0%)
$1,773,593 $1,881,200 $1,560,700 ($320,500) (17.0%)
Administration $1,773,593 $1,881,200 $1,560,700 ($320,500) (17.0%)

Administration 19.00 19.00 16.00 (3.00) (15.8%)
Significant Budget Changes

In 2009, a savings of $198,400 due to
 $18,500 for wage and benefit savings.
 $70,900 for operational savings.
 $109,000 for additional vacancy savings.
After factoring in the 2009 personnel budget savings of $18,500, the net decrease is $285,500 or 17 percent.
After factoring in the 2009 operating budget savings of $70,900, the net decrease in services and supplies is
$33,700 or 25.7 percent.
 A decrease of $170,000 and 3.0 FTE including two executive assistant II positions and one appointed position
being abolished to achieve budget savings.
 A decrease of $78,000 due to holding one appointed administrative position vacant.
 A decrease of $35,000 in supplies and services due to a decrease in management consulting.
The budgeted vacancy savings is $30, 751. The budgeted furlough savings is $23,438.
Capital Equipment
None.
Related General Fund Projects 2008 2009 2010 $ %

Expenditures
Civic Events (01010-0102000) $916,350 $955,400 $865,400 ($90,000) (-9.4%)
The Civic Events appropriation provides funding to support events of interest to the whole community; City
membership in local, state and national organizations; and payments for the City’s legislative lobbyists.
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 A decrease of $90,000 due to reductions in the legislative lobbyist contracts and membership dues.
City Membership Affiliations

2008 2009 2010
Denver Regional Council of Governments $308,800 $343,400 $343,400

Colorado Counties 80,206 77,465 76,691
Colorado Municipal League 150,117 153,117 148,662
National League of Cities 22,734 23,631 23,631
U.S. Conference of Mayors 26,216 27,002 27,002
National Association of Counties 11,093 11,090 11,090
Metro Mayors Caucus 40,582 42,700 42,700
Sister Cities International 30,000 30,000 30,000
United Veterans 7,100 7,250 7,250
Subtotal $676,848 $715,655 $710,246
Legislative Lobbyists $236,252 $239,745 $154,974
Total Budget $913,100 $955,400 $865,400
Special Revenue Fund Projects 2008 2009 2010 2010

Actual Estimated Estimated FTE
Expenditures
ARRA Energy Efficiency/Conserv. (11217-0101101) $0 $400,000 $2,800,000 1.00
City Team Week (11808-0101000) 37,003 23,000 25,000 0.00
Mayor's Office Donations (11715-0101000) 384,412 350,000 50,000 0.00
Solar America Cities (11001-0101101) 29,373 100,000 70,547 0.00
$450,788 $873,000 $2,945,547 1.00
Program Descriptions
The ARRA Energy Efficiency and Conservation Block Grant program provides funding to develop and
implement projects that will improve energy efficiency and reduce energy use and fossil fuel emissions. This is a
federal stimulus grant from the U.S. Department of Energy.
The City Team Week program provides funding for supplies and prizes for City Spirit activities including a free
City Spirit picnic, free days at various City venues, and for the purchase of T-shirts and event tickets. All revenues
to this fund come from the sale of T-shirts and event tickets.
The Mayor’s Office Donations Fund was established to receive private grants or donations in support of Mayor’s
Office sustainability initiatives. Revenue to this fund comes from private donations.
The Solar America Cities program will allow the City to capitalize on Colorado’s renewable energy potential by
reducing barriers to solar market penetration in the residential, commercial and government sectors. Revenue to
this fund is a grant from the U.S. Department of Energy.
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Mayor's Office for Education and Children 01010-0103000
Agency Description
The Mayor’s Office for Education and Children (MOEC) is committed to helping Denver children grow up with
the strengths, knowledge, and skills necessary to become confident and successful residents. The focus is on the
first two decades of life, from infancy to young adulthood. MOEC advocates for the children, youth, and families
of Denver and serves as the City’s liaison to Denver Public Schools (DPS).
Administration provides overall management, oversight, and administrative support to its programs and
coordinates efforts to ensure a comprehensive strategy for policies concerning education and children.
Administration includes Student Programs which work to advance the City’s partnership with DPS on after-
school programming, academic recognitions, and other areas to increase the academic success of DPS students;
Invest in Success, the Mayor’s initiative in early childhood education dedicated to marshalling resources to
provide high quality early childhood care and education for Denver’s children to prepare them for success in
school and close the learning gap for those at risk of school failure; and Community Partnerships which
facilitates collaboration with community organizations and businesses to focus on children becoming successful
individuals, including the 5 By 5 Project to introduce young children to arts, culture and creativity.
Programs include Child Care Initiatives, which focuses on improving the quality of child care within the City
and County of Denver, and Commission on Youth, which advocates for youth voice and using youth as resources
such as with the Mayor’s Youth Commission. Additionally, the office supports systems and community
collaborations, such as Creative Options, Metropolitan Mayors and Commissioners Youth Awards and the
Comprehensive Strategic Plan for Denver Youth. Denver’s Great Kids Head Start serves 1,083 low-income
preschool-aged children through a range of individual and family services that include early childhood education,
medical and dental health care, parent support and engagement.
Mission
The mission of the Mayor's Office for Education and Children is to strengthen and enhance the development and
education of Denver's children, youth and families.
 Investment in Youth Leadership and Student Engagement continued with 10,000 DPS students participating
in afterschool programs. Investment in Innovative Youth Programming supported high school students at
two DPS High Schools to advance them academically and encourage increased school attendance.
 The Mayor’s Youth Commission developed educational materials regarding the negative impacts of plastic
bags and sold reusable bags with educational materials attached; and facilitated a workshop on reducing the
carbon footprint at the Youth Summit.
 Launched the Health Pre-Schoolers Program (HPP), a $225,300 three-year initiative funded by the Colorado
Trust to assist children and families in navigating the complex systems necessary to obtain health insurance for
at-risk, uninsured children.
 In 2009, the Denver Great Kids Head Start program underwent its triennial Federal Head Start Review. The
results of the review were impressive with an unprecedented seven program strengths identified in the final
review report.
 Increased participation in The 5 By 5 Project by 30 percent from the previous year, with over 30,000 visits to
12 of the City’s cultural venues by Denver Head Start families.
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 Advance family literacy through the development and implementation of a City-wide strategic plan for Denver’s
Great Kids Head Start, utilizing resources from The 5 By 5 Project. (Healthy and Successful Lives)
 Create the framework for the Comprehensive Strategic Plan for Denver Youth, a City-wide youth master plan,
by gathering stakeholders to further connect agencies, programs, strategies, and resources. (Healthy and
Successful Lives)
 Advance the Healthy Preschooler Initiative by effectively advocating that children who are covered by health
insurance will more likely enter kindergarten healthy and ready to learn. (Healthy and Successful Lives)
 Improve school readiness in Denver through the City DPS Partnership by making families the primary educators
and advocates for their children, offering professional development opportunities for DPS staff and child care
providers, and by providing comprehensive services through community/school partnerships. (Healthy and
Successful Lives)
Performance Measures 2008 2009 2010

Actual Estimated Objective
Child care provider increasing quality of care:
Center- and/or home-based providers participating in a quality 50 50 25
improvement process
Providers trained in positive youth development 246 325 325
Denver neighborhoods impacted by school closures N/A 5 5
revitalized by City-wide partnership effort
Child/Youth Friendly City Initiative impacts to community N/A 50 50
partners
Head Start children improving performance1:

Head Start children receiving oral health screening 100% 100% 100%
Kindergarten-bound Head Start children with individual 100% 100% 100%
transition plans
Percent of Head Start children current on immunizations 100% 100% 100%
Percent of Head Start children receiving needed medical services follow-up N/A 90% 100%
Percent of Head Start children demonstrating developmentally appropriate
gains in:
Phonological awareness N/A 100% 100%
Book knowledge and appreciation N/A 100% 100%
Print awareness and concepts N/A 100% 100%
Numbers and operations N/A 100% 100%
Increase academic success of DPS students in after-school programs:

Percentage increase of passing CSAP rate for after school
participants as compared to non-participants
Math 7.1% 8% 9%
Reading 3.4% 4% 5%
Writing 2.7% 3% 4%
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Increase academic success of DPS students in after-school programs:
Improvement in school average daily attendance 4% 5% 5%
Rate of improvement in behavior as measured by
behavioral referrals and suspensions 5% 5% 2%
Decrease in the dropout rate for participants 5% 5% 5%
1
The Head Start regulations stipulate that all programs will work in partnership with families to ensure that all children
are screened for medical and dental; all children needing follow-up treatment receive it and all children are up to date
on immunizations.
Child care providers increasing quality of care:

Professional development opportunities to Denver-area 500 20 100
providers serving low-income children
The number of Childcare providers that will connect to N/A 30 50
Head Start resources and health insurance resources
Children and families in Head Start and childcare settings N/A 50 200
enrolled in public health insurance programs
Impact of After-School programs:

Percent of students who report feeling safe N/A 90% 95%
Percent of students who say participation helps N/A 90% 95%
school grades and overall performance

Expenditures
Personnel Services $647,396 $656,354 $674,110 $17,756 2.7%
Services and Supplies 376,394 290,903 171,927 (118,976) (40.9%)
Budget Savings 0 31,514 0 (31,514) (100.0%)
$1,052,183 $1,011,700 $870,100 ($141,600) (14.0%)
Administration $897,868 $858,491 $711,250 ($147,241) (17.2%)

Child Care Initiatives 72,522 70,186 74,719 4,533 6.5%
Commission on Youth 81,792 83,023 84,131 1,108 1.3%
$1,052,183 $1,011,700 $870,100 ($141,600) (14.0%)

Administration 5.00 5.00 5.00 0.00 0.0%
Child Care Initiatives 1.00 1.00 1.00 0.00 0.0%
Commission on Youth 1.00 1.00 1.00 0.00 0.0%
7.00 7.00 7.00 0.00 0.0%
Revenue
Misc. General Government $5,000 $0 $0 $0 0.0%
$5,000 $0 $0 $0 0.0%
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In 2009, a savings of $31,500 due to $6,200 for wage and benefit savings, and $25,300 in services and supplies.
After factoring in the 2009 personnel budget savings, the net increase is $11,500 or 2.0 percent.
After factoring in the 2009 operating budget savings, the net decrease in services and supplies is $144,300 or 46.0
percent.
 A reduction of $150,300 due to $141,800 in services and supplies and $8,500 in internal services for the Lights
On After School program reducing the number of participating schools from 89 to 50.
There is no budgeted vacancy savings in 2010. The budgeted furlough savings is $10,874.
Capital Equipment
None.

Expenditures
5-By-5 Project (11001-0103101) $0 $30,000 $0 0.00
ARRA Head Start (11217-0104101) 0 202,000 348,904 1.00
Child Care Quality Improvement (11854-0103000) 1,228,658 30,500 0 0.00
Colorado Trust - Outreach and Enrollment for Children 0 75,100 75,100 1.00
and Youth (11605-0103101)
Dropout Prevention (11605-0103101) 0 10,000 0 0.00
Drug Free Schools and Communities (11001-0103101) 0 60,000 0 0.00
Education and Advocacy Donations (11704-0103000) 43,652 28,800 15,000 0.00
Head Start (11002-0104101) 7,744,555 7,226,319 8,012,694 9.00
Head Start Comprehensive Community Needs 8,000 0 0 0.00
Assessment (11601-0104101)
Lights on After School (11848-0103000) 250,000 0 0 0.00
$9,274,865 $7,662,719 $8,451,698 11.00
ARRA Head Start grant funds are used for counseling services and playgrounds. Revenue to this fund is from a
grant from U.S. Department of Health and Hospitals.
Child Care Quality Improvement is a program to improve the quality of child care and early education in
Denver. Revenue to this fund was from a grant from the Denver Welfare Reform Board.
Colorado Trust – Outreach and Enrollment for Children and Youth program helps to reach and enroll
uninsured children who are eligible for public insurance programs and to assist families in accessing health
services. Revenue to this fund is from a grant from the Colorado Trust.
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Dropout Prevention provides funds to host a summit prior to the end of 2009 to coordinate Denver Public
School’s efforts around school engagement, truancy prevention, and drop out prevention. Revenue to this fund
comes from a grant from America’s Promise Alliance.
Drug Free Schools and Communities grant funds are used to recruit and train parent volunteers to provide
supervision before and after school and during recess and lunch, provide a peer mentor and youth leadership
program, increase fatherhood involvement and form the Far Northeast Denver Prevention Coalition. The program
targets neighborhoods including Montbello and Green Valley Ranch. Revenue to fund this program is
administered through the Department of Education.
The Education and Advocacy Donations Fund provides funding for a variety of educational and children’s
programs. All revenues to this fund come from private donations.
Denver’s Head Start program provides quality early childhood education and comprehensive services to more
than 1,000 preschool children and their families residing in Denver. This program fosters healthy development in
children living in low-income settings. Five community-based delegate agencies provide a range of individualized
services including education and early childhood development; medical, dental, and nutrition; mental health and
disabilities; and family support services. Revenue to this fund is a direct grant from the U. S. Department of
Health and Human Services.
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Denver Office of Cultural Affairs 01010-0116000
Agency Description
The Denver Office of Cultural Affairs (DOCA) leads cultural development efforts and supports economic
development for the City and County of Denver. The Office supports creative businesses and individuals through
capacity building, technical and marketing education, and economic development projects (in collaboration with
the Office of Economic Development). DOCA also provides cultural experiences for the community through
direct City-wide cultural programming; supports arts education initiatives at the grassroots level; administers the
"One Percent for the Arts" statutory public art program, which curates and maintains the City's extensive public art
collection; advances cultural and leadership development through convenings; and supports and promotes film and
television production and other special events through technical assistance as well as in-kind and monetary
assistance.
Mission
The mission of the Denver Office of Cultural Affairs is to advance the arts and culture in the City and County of
Denver, to support Denver's economy by cultivating nonprofit and commercial cultural enterprises, and to foster a
community that attracts, cultivates, and mobilizes the creative spirit.
 Implemented a pilot program to prevent graffiti vandalism in hot spot areas through the Urban Art Fund (UAF).
The UAF sponsors diversionary leadership programs and programs that transform graffiti hot spots into positive
community spaces, focusing on the reduction of graffiti vandalism as an outcome.
 Implemented a two-for-one ticket promotion for last-minute ticket buyers. The program is supported and
marketed in partnership with VisitDenver with the intent of increasing citizen access to cultural events.
 Significantly increased citizen participation in direct programming (in particular One Book One Denver and
Doors Open Denver) by redesigning the approach to programs, collaborating with private organizations, and
adopting an online promotion strategy.
 Support and foster growth in the local creative sector by increasing the number of cultural sector employees in
Denver through the Create Denver programs. (Economy)
 Incubate and launch the Denver Biennial of the Americas in June 2010 to drive cultural tourism, bolster the local
creative sector, and augment Denver’s civic and cultural image. (Economy)
 Increase affordable options for citizens to experience culture through discounted ticket programs, accessible
tours and information shared online. (Cultural and Recreational Opportunities)
 Improve the accessibility and quality of public art programs by increasing programming opportunities and
improving maintenance of collection. (Cultural and Recreational Opportunities)
 Prevent graffiti vandalism by increasing prevention efforts. (Safer Communities)
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Number of free summer concerts produced internally 2 2 2
Number of free summer concerts supported 12 12 12
Free summer concert series attendance 33,000 35,000 35,000
One Book, One Denver program participation 26,500 28,000 30,000
Public art pieces commissioned/completed 26 26 25
Percent of total event capacity used 86% 85% 85%
Percent of cultural micro-loans repaid 80% 80% 85%
Percent of start-ups and existing businesses receiving loans that 10,041 8,800 9,000
Are successful/operational one year later 60% 60% 65%
Total annual attendance at DOCA events 102,600 90,000 100,000
Website user sessions new 25,000 25,000

Expenditures
Personnel Services $829,980 $812,158 $785,093 ($27,065) (3.3%)
Budget Savings 0 16,079 0 (16,079) (100.0%)
$1,233,186 $1,293,500 $1,174,400 ($119,100) (9.2%)
Administration $1,233,186 $1,293,500 $1,174,400 ($119,100) (9.2%)

Administration 10.50 10.00 10.50 0.50 5.0%

In 2009, a savings of $16,080 in personnel services due to wage and benefit savings.
After factoring in the 2009 personnel budget savings of $16,080, the net decrease is $43,100 or 5.2 percent.
 An increase of zero dollars and 1.0 FTE administrative support assistant IV to work on art projects funded with
bond dollars.
 A decrease of $40,000 and 0.5 FTE public information officer position.
 A decrease of $25,000 to eliminate community technology initiatives.
 A decrease of $17,000 to eliminate Poetry-in-Motion and Poet Laureate programs.
 A decrease of $14,000 to eliminate the Mayor’s Awards for Artistic Excellence.
 A decrease of $6,600 in printing supplies.
The budgeted vacancy savings is $16,437. The budgeted furlough savings is $13,492.
94
Capital Equipment
None.

Expenditures
ARRA Arts Employment (15217-0116101) $0 $168,750 $81,250 0.00
Art Beinnial Donations (15720-0116000) 103,915 103,915 0 0.00
DMNS 1% for the Arts Project (11605-0116101) 125,400 125,400 0 0.00
DOCA Donations (11718-0116000) 1,540 1,540 0 0.00
Preserve America/Denver Heritage Trail (15001- 49,966 14,334 0 0.00
0116101)
Zoo 1% for the Arts Project (11605-0116101) 187,500 179,296 0 0.00
$468,321 $593,235 $81,250 0.00
The ARRA Arts Employment grant supports the preservation of jobs that are threatened by declines in
philanthropic and other support during the current economic downturn. This is a federal stimulus grant received
directly from the National Endowment for the Arts.
The Art Biennial Donations fund supports the Art Biennial that will occur in 2010. Revenue to this fund comes
from private sources.
The DMNS 1% for the Arts Project complies with the City's public art ordinance.
The DOCA Donations fund supports various City cultural programs. Revenue to this fund comes from private
donations.
The Preserve America/Denver Heritage Trail fund supports the development of the Denver Heritage Trail,
linking the City's five centrally located and significant historic sites – the Black America West Museum, the
Byers-Evans House, the Four Mile Historic Park, the Kirkland Museum, and the Molly Brown House Museum –
within the framework of a Preserve America heritage trail system. Funds are applied to the creation and
promotion of the trail, including planning and development of branding, interpretive themes, website and
promotional signage and materials. Revenue to this fund comes from a federal direct grant through the United
States Department of the Interior, National Park Service.
The Zoo 1% for the Arts Project complies with the City's public art ordinance.
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Office of Employee Assistance 01010-0113000
Agency Description
The Office of Employee Assistance (OEA) provides the City's Employee Assistance Program (EAP), a worksite-
based program designed to assist employee-clients to identify and resolve personal and/or work-related concerns
and to help agencies address productivity problems. The Office of Employee Assistance provides core services to
all City employees and their families, City retirees, and employees at Denver Health Medical Center. Core
services include assessment, referral services and short-term counseling in the following areas: drug and alcohol
abuse, psychological and health problems, stress and anger management, family information management, and
financial and legal matters. The Office also provides consultation and training to managers and supervisors in
areas such as workplace violence, aggressive behavior and bullying, discrimination and harassment, and team
building.
The Office of Employee Assistance provides other services intended to enhance the well-being and productivity of
City employees. Employee Assistance coordinates the Denver Employee Emergency Program (DEEP), which
provides financial assistance to City employees during times of personal financial crisis. DEEP is funded through
employee donations and is dependent on the sense of family unity among employees. The Office has also initiated
such programs as the Employee Assistance Work-Life Issues web site, the Cancer Buddies program, and the
annual Teddy Bear drive. The Office also performs Critical Incident Stress Management (CISM) by responding to
traumatic and/or violent incidents in the workplace and providing situation assessment, debriefing, and defusing.
Mission
To address the needs of City employees, improve their productivity at work, and improve their quality of life.
 Created a media event for the mayor and Denver Health and Hospital Authority (Cancer Buddies, Four
Networks) valued at approximately $10,000.
 Partnered with the office of Economic Development to access all sites for threat reduction and train all
employees and supervisors in management of aggressive behavior over the course of six months.
 Had zero workplace violence related injuries in 2009.
 Provided a more immediate response to employees reducing the possibility of disruption at the work site as well
as a reduction in co-payment costs and overall mental health benefits utilization for City.

Number of new clients and/or new cases 704 1,000 1,000
Total number of encounters1 2,789 2,950 3,067
Utilization rate2 25.3% 23.6% 28.0%
Percent survey returned 11% 10% 10%
Percent satisfied with core services 95% 100% 98%
Number of management consultations 180 200 200
Number of training sessions provided 63 70 70
Critical incidents 61 70 70
Executive Order 112 violations 140 100 100
Threat of violent disrupted 62 70 70
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DEEP
Amount of funds generated3 $19,956 $20,000 $25,000
Total amount awarded $22,456 $20,000 $19,000
Total number of applications received 168 170 150
Number of approved applications 113 120 130
Cancer Buddies
Number of clients 22 22 25
Percent successfully matched to volunteer 100.0% 100.0% 100.0%
1
Encounter—good or service rendered (calls, referral searches, sessions etc.)
2
Utilization rate—the number of encounters divided by the number of eligible employees. Compare to national
utilization rate of 6 - 8 percent.
3
Includes employee donations raised through DECC (payroll deductions), other donations, and funds generated
at fundraising events. Funds raised in one year are generally awarded in the following year.

Expenditures
Personnel Services $349,425 $351,595 $351,293 ($302) (0.1%)
Internal Services and Misc. 5,943 6,249 7,749 1,500 24.0%
Budget Savings 0 13,816 0 (13,816) (100.0%)
$425,186 $443,400 $424,100 ($19,300) (4.4%)
Administration $425,186 $443,400 $424,100 ($19,300) (4.4%)

Administration 4.00 4.00 4.00 0.00 0.0%
Revenue
Miscellaneous Intergovernmental $121,685 $139,400 $139,400 $0 0.0%
$121,685 $139,400 $139,400 $0 0.0%

In 2009, a savings of $13,800 due to $2,700 for wage and benefit savings and $11,100 for services and supplies.
$17,800 or 21.9 percent.
97
 A decrease of $16,800 in private lease payments during the last four months in 2010 by relocating to the City
and County building. By making adjustments in access and scheduling, the office will be able to maintain
employee confidentiality as mandated in the enabling ordinance.
No vacancy savings is budgeted for 2010. The budgeted furlough savings is $5,996.
Capital Equipment
None.
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City Attorney 01010-4511000
Agency Description
The City Attorney’s Office serves as the legal adviser to the Mayor, City Council, City Auditor, department heads,
and all City agencies; represents the City in negligence actions filed against the City; prosecutes all suits initiated
on behalf of the City and County of Denver and any of its departments and agencies; defends all cases brought
against the City and County of Denver and any of its departments and agencies; prosecutes violations of City
ordinances; and provides legal services to all City agencies, including preparing contracts and drafting ordinances.
Administration manages the financial and administrative functions of the City Attorney’s Office. In addition, the
attorneys in this section represent the City and County in complex transactional negotiations and specialized forms
of litigation arising under laws and contractual relationships particularly germane to local governments, provide
counsel to elected officials and client agencies on charter interpretation and reform, and perform other projects
related to the overall legal structure and operation of City and County government and its various branches.
Municipal Operations provides legal services regarding land use, development, parks and open space, zoning, the
acquisition and sale of land and interests therein and improvements. This section also provides legal services to
City departments and agencies that are involved in public debt, finance, revenue, taxation, TABOR, compliance
and related subjects; negotiates and drafts contracts, licenses, leases and associated ordinances, as well as
ordinances of general application for all City agencies and departments except the Airport; provides centralized
recordkeeping and tracking for those documents and associated approval ordinances. It also provides legal
services to City agencies and departments on general municipal law, contractual, public health, bankruptcy,
environmental and pollution matters.
Litigation represents the City and County of Denver in the majority of tort actions filed against the City and
County of Denver, as well as other types of civil litigation in state and federal court; and represents the City, the
third largest employer in the State, in all employment matters. These include disciplinary actions, all employment-
related litigation in the United States Supreme Court, the Colorado Supreme Court, the Colorado Court of
Appeals, the United States District Court, and State courts; personnel issues; discrimination claims; sexual
harassment claims; workers’ compensation; collective bargaining for the Denver Police Department, Sheriff
Department and Fire Department; Family Medical Leave Act (FMLA) issues; Americans with Disabilities Act
(ADA) issues; and Fair Labor Standards Act (FLSA).
Prosecution and Code Enforcement handles all municipal citations relating to traffic, general sessions,
environmental, and juvenile offenses. It also represents the Department of Excise and Licenses at hearings and
trials on licensing matters. The section also handles nuisance abatement matters in civil court as well as civil
involuntary commitments of persons, minor and adult, who either reside or are physically present within the
borders of the City and County of Denver pursuant to the State of Colorado’s mental health, alcohol, drug abuse
and developmental disability commitment statutes.
Mission
To provide the highest quality legal counsel and representation to City agencies, the Mayor, City Council, and the
City Auditor, in order to legally protect the City and its interests.
99
 Airport Legal Services provided significant assistance to the Airport on financial matters related to municipal
bond market challenges including the issuance of six series of bonds,
 Litigation provided research and legal support for the Democratic National Convention on all federal, state and
city legal issues such as First Amendment rights of protestors and citizens, security, law enforcement, and
operational matters. In addition, the ACLU’s lawsuit against the City related to the DNC was successfully
defended by this section in federal court.
 Municipal Operations assisted the Mayor’s Office and various departments with anticipate legal issues, drafted
appropriate laws and regulations, drafted necessary agreements and provided legal counsel on a variety of issues
pertaining to the Democratic National Convention, and the permitting process.
 Prosecution and Code Enforcement provided legal support to the Denver Police Department and Denver
Sheriff’s Department regarding the enforcement challenges faced during the Democratic National Convention.
 Prosecution and Code Enforcement successfully managed criminal charges that arose during the Democratic
National Convention.
 Human Services Legal Services created and presented an educational seminar to the Denver Department of
Human Services and its community partners concerning the full scope of legal representation provided by the
City Attorney’s Office.
 Focus on consistently producing well-crafted contracts and other legal documents, including updating contract and
document templates, in order to ensure that less than five percent come back to the agency with legal claims.
(Internal Processes)
 Approach all legal cases related to the Department of Human Services in accordance with the legal Code of
Professional Responsibility and in the interests of public safety such that there are no validated complaints against the
Section attorneys with the Colorado Office of Attorney Regulation. (Highest Quality Service
 Approach prosecution of all municipal code violations in accordance with the legal Code of Professional
Responsibility and in the interest of public safety by raising the percentage of criminal histories completed on all non-
domestic violence cases set for the arraignment courtroom by five percent. (Safer Communities)
 Increase the amount of continuing legal education credits earned by attorneys to improve their legal skills in handling
lawsuits against the City such that all litigation activities are conducted in a manner to achieve the best possible
outcome for the City. (Highest Quality of Service)
 Increase the efficiency and environmental awareness of the Prosecution and Code Enforcement Section by moving
away from a paper-based system to a paperless one through implementation of a software solution to interface with
the Police Department’s Records Management System. (Internal Services)
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Department-wide
Instances of money saved, recovered, preserved or averted
(minimum of $50,000 per case or program equals one instance) 67 37 37
Municipal Operations/Airport Legal

Percent of contracts produced that are not rejected for section
errors by the Auditor's Office 95.5% 96.5% 96.5%
Percent of bankruptcy matters that are analyzed thoroughly
and pursued to the fullest extent 100% 96.25% 96.75%
Human Services Legal

Percent of permanency planning hearings held within three months
after the decree of disposition (establishment of a treatment plan or
determination that no treatment plan is appropriate) 87% 88% 89%
Prosecution/Code Enforcement
Percent of viable nuisance abatement cases presented by the Police
that resulted in action being taken that temporarily prevented the use of
the property to commit illegal acts 99.5% 99% 99%
Percent of cases involving domestic violence offenses reviewed by
the grant-funded multidisciplinary triage team to determine
appropriateness of charges and to provide contact with resources
for victims 98% 97% 97%
Litigation
Percent of cases taken to trial or appealed in which the desired
outcome was achieved 87.5% 50% 50%
Percent of cases settled at an amount less than the initial demand 95% 50% 50%

Expenditures
Personnel Services $12,029,607 $12,472,603 $11,272,967 ($1,199,636) (9.6%)
Services and Supplies 1,395,138 869,397 882,697 13,300 1.5%
Capital Equipment 2,086 0 0 0 0.0%
Budget Savings 0 319,636 0 (319,636) (100.0%)
$13,610,748 $13,851,100 $12,296,200 ($1,554,900) (11.2%)
Administration $2,350,741 $2,439,958 $1,777,053 ($662,905) (27.2%)

Litigation 3,625,325 3,722,273 3,425,989 (296,284) (8.0%)
Municipal Operations 3,924,818 3,919,077 3,759,191 (159,886) (4.1%)
Prosecution and Code Enforcement 3,709,387 3,769,792 3,333,967 (435,825) (11.6%)
Mental Health 477 0 0 0 0.0%
$13,610,748 $13,851,100 $12,296,200 ($1,554,900) (11.2%)
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Administration 10.00 10.50 9.00 (1.50) (14.3%)
Litigation 38.00 38.00 36.00 (2.00) (5.3%)
Municipal Operations 38.00 38.00 37.00 (1.00) (2.6%)
Prosecution and Code Enforcement 38.00 42.00 40.00 (2.00) (4.8%)
Mental Health 3.00 0.00 0.00 0.00 0.0%
127.00 128.50 122.00 (6.50) (5.1%)
Revenue
Misc. General Government $56,790 $5,200 $100 (5,100) (98.1%)
Internal Svc & Indirect Charges 1,183,109 1,519,900 1,394,000 (125,900) (8.3%)
Fines and Forfeits 233,607 240,000 240,000 0 0.0%
Fees 644 7,500 6,900 ( 600) (8.0%)
Charges for Services 37,284 40,000 54,000 14,000 35.0%
$1,511,434 $1,812,600 $1,695,000 (117,600) (6.5%)

In 2009, a savings of $961,300 primarily due to
 $188,500 in personnel services due to wage and benefit savings
 $542,800 of increased vacancy savings
 $230,000 in operational savings
After factoring in the 2009 personnel budget savings of $188,500, the net decrease is $1,388,136 or 11.0 percent.
$117,800 or 11.8 percent
 A decrease of $1,140,700 due to the reduction of 6.0 FTE and an increase in vacancy savings.
 A decrease of $30,300 and 0.5 FTE human resource support technician; the current workload will be absorbed
by existing staff.
 An increase of $13,300 in services and supplies due to increased court reporter costs.
 A net decrease of $48,900 due to a reduction in workers’ compensation costs.
Capital Equipment
Item Quantity New/Replacement
Miscellaneous minor equipment
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Expenditures
Airport Legal Services $1,843,837 $1,984,800 $1,878,300 $(106,500) (5.37%)
(01010-4513000)
Human Services Legal Services $4,494,354 $5,001,500 $4,662,400 ($339,100) (6.78%)
(01010-4514000)

Airport Legal Services 14.00 14.00 13.00 (1.00) (7.14%)
Human Services Legal Services 48.50 55.50 51.50 (4.00) (7.21%)
Airport Legal Services provides legal services to the Department of Aviation. This fund was established to
clearly identify legal costs related to Denver International Airport. Expenditures are budgeted in the General Fund
and reimbursed by the Airport Enterprise Fund through internal billing transfers.
Human Services Legal Services provides full service legal representation to the Department of Human Services.
This fund was established to clearly identify legal costs related to the Department of Human Services.
Expenditures are budgeted in the General Fund and reimbursed by the Human Services Special Revenue Fund
through internal billing transfers.

Airport Legal Services
 A decrease of $111,600 and 1.0 FTE assistant city attorney associate due to restructuring of job duties which will
be absorbed by remaining staff.
 A net increase of $14,200 in services and supplies due to an increase in computer services.
 A net decrease of $6,400 in internal services due to a reduction in workers’ compensation.
Human Services Legal Services
 A decrease of $293,200 and 4.0 FTE which includes 2.0 assistant city attorneys and 2.0 paralegals due to the
restructuring of job duties which will be absorbed by remaining staff.
 An increase of $13,000 in services and supplies due to increased computer services costs.
 A decrease of $14,600 in internal services due to a decrease in workers’ compensation costs.
103
Capital Equipment
None.
Related General Fund Transfers 2008 2009 2010 $ %

Expenditures
Transfer to Liability Claims $2,000,000 $2,000,000 $2,000,000 $0.0 0.0%
(01010-9926000)
The Transfer to Liability Claims Special Revenue Fund constitutes the General Fund’s support for the Liability
Claims Special Revenue Fund.

Expenditures
ARRA Prosecutorial Tech. - JAG (12217-4511101) $0 $83,165 $376,556 4.00
Domestic Violence Prosec. & Training (11001-4511101) 0 23,998 0 0.00
Liability Claims (11827-4511000) 5,961,344 3,629,741 4,000,000 0.00
Lynn W. Lehmann City Attorney Human Services Legal 0 2,000 5,000 0.00
Services Donations (11717-4511000)
Municipal Surcharge - Victim Assist. (12809-4511000) 900,403 950,000 1,025,000 13.75
Prosecutorial Technology - DCJ (11001-4511101) 0 45,000 139,545 0.00
$6,861,747 $4,733,904 $5,546,101 17.75
The Prosecutorial Technology and Information Flow (American Recovery and Reinvestment Act/ Justice
Assistance G rant) grant was awarded to the City Attorney’s Office to purchase and implement an electronic
database management system. Specifically, this award includes funding for 4.0 FTE positions with benefits for 12
months (spanning part of 2010 and part of 2011); and partial funding to purchase JustWare, an American-made and
GSA-vetted and approved product. Revenue for this fund comes from stimulus grant dollars from the State of
Colorado Division of Criminal Justice.
The Domestic Violence Prosecution and Training will use STOP Violence Against Women Act funding to
dedicate a part-time specialized domestic violence prosecutor to handle domestic violence cases and serve as
alternate prosecutorial staff for the Denver “Triage” team. Revenue for this fund is a federal grant passed through
the Colorado Division of Criminal Justice.
The Liability Claims Fund provides a self-insurance program for settling claims and paying settlements and
judgments against the City involving personal injury, property damage, and other damages as provided by law.
Claims are paid after they are investigated and approved by the City Attorney’s Office. All settlements in excess of
$5,000 and all property damage claims in excess of $25,000 require approval by the Mayor and City Council before
they are paid. Revenue to this fund is from a General Fund transfer.
The Lynn W. Lehmann City Attorney-Human Services Legal Services Donations Fund was established to
accept private donations within the Human Services Legal Services division of the City Attorney’s Office to be
used to provide training opportunities for attorneys within the division. The initial funds are a private donation
from the Lynn W. Lehmann Estate.
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The Municipal Surcharge-Victim Assistance and Law Enforcement (VALE) ordinance established the victim
assistance programs in the Denver Police Department, the District Attorney’s Office, County Court and the City
Attorney’s Office. The City Attorney’s Office uses its portion of these funds to provide advocacy and support
services for all crime victims. Revenue comes from a $20.00 surcharge on all municipal ordinance violation
convictions (except parking violations). Monthly disbursements are made to the four agencies based upon a
formula recommended by the VALE board and approved by the Mayor.
The Prosecutorial Technology and Information Flow (Department of Criminal Justice JAG grant) grant was
awarded to the City Attorney’s Office to implement an electronic database management system. Specifically, this
award includes partial funding to purchase JustWare and to purchase a server. Revenue for this fund is a federal
grant passed through the State of Colorado Division of Criminal Justice.
105
Board of Ethics 01010-0135000
Agency Description
By ordinance, City Council established a five-person Denver Board of Ethics appointed by the Mayor and City
Council. The Board is empowered to issue advisory opinions or waivers to Denver elected officials, City
employees, and members of City boards and commissions. The Board is also empowered to deal with citizen
inquiries and complaints regarding possible violations of the Code of Ethics by those individuals. In addition, the
Board oversees the ethics training provided to City employees and officials, publishes an ethics handbook and
provides general information regarding the Code of Ethics.
Mission
To encourage and guide City officers, officials, and employees to adhere to high levels of ethical conduct so that
the public will have confidence that persons in positions of public responsibility are acting for the benefit of the
public.
 Worked with the Career Service Authority to increase and improve the ethics-related questions in the Employee
Survey in order to gauge the ethical climate within City departments. The results are used to improve training
and outreach where needed.
 Printed and distributed updated ethics handbooks to all City employees.
 Work with agency trainers to update, improve and make ethics training more consistent for city officers,
employees and officials by using a targeted approach based on the results of the Employee Survey. (Highest
Quality Service)
 Conduct public outreach and education sessions to improve public information about the Denver Code of Ethics.
(Highest Quality Service)

Number of formal opinions 73 65 65
Number of informal requests answered 277 240 240
Percent of responses to formal cases within 10 days after deliberation 100% 100% 100%
Percent of responses to informal inquiries within 1 day 100% 100% 100%
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Board of Ethics 01010-0135000

Expenditures
Personnel Services $95,504 $97,266 $98,237 $ 971 1.0%
Services and Supplies 1,716 1,983 2,301 318 16.0%
Budget Savings 0 3,226 0 (3,226) (100.0%)
$103,211 $105,800 $102,500 ($3,300) (3.1%)
Administration $103,211 $105,800 $102,500 ($3,300) (3.1%)

Administration 1.00 1.00 1.00 0.00 0.0%

In 2009, a savings of $2,800 in personnel services due to wage and benefit savings and an additional savings of
$400 due to a decrease in books and printing supplies and copy center charges.
After factoring in the 2009 personnel budget savings, the net decrease is $1,855 or 1.8 percent.
 A net decrease of $1,000 in internal services, primarily for printing supplies and copy center charges.
No vacancy savings is budgeted in 2010. The budgeted furlough savings is $1,785.
Capital Equipment
None.
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Excise and Licenses 01010-4001000
Agency Description
Excise and Licenses determines the qualifications of all applicants for licenses issued under City ordinances, and
determines which licenses should be issued, renewed, or suspended according to current law. The office also
collects license fees, conducts hearings to decide whether municipal codes have been violated, regulates alarms,
and serves as the City's licensing authority for administering the State's liquor code.
Administration provides administrative support, general supervision of staff and review of all violations or
disputes related to business and liquor licenses. Administration issues final decisions on license matters, handles
accounting, budgeting, and equipment purchasing.
Licensing processes and takes final action on all business license applications and renewals. Personnel assigned
to this area handle the processing of all applications for liquor, special events and cabaret licenses. All hearings
relative to the department are scheduled and assigned hearing officers by license technicians.
Code Enforcement inspects businesses to ensure compliance with City ordinances and investigates complaints. It
also administers the City's alarm ordinances, issues alarm permits to all alarm users, keeps records of all false
alarms, collects fines, processes all false alarm appeals and works to reduce the number of false alarms.
Mission
To process, issue, renew, suspend, and revoke business, liquor-related, and alarm permit licenses while abiding by
methods that are fair, consistent, and efficient so that end-users are provided excellent customer service.
Execution of this mission minimizes regulatory costs of doing business in the City of Denver, thus increasing
employment opportunities helping to fund the health, safety, and welfare of the citizens of Denver.
 Convened LoDo Task Force to generate and implement recommendations for safety issues such as underage
patron licenses and parking lots.
 Implemented recommendations provided by the Liquor Policies Task Force on new policies and procedures
related to liquor and 3.2 beer.
 Improved rapid notification to registered neighborhood organizations through email.
 Reorganized agency to better serve customers by providing a self-service area for forms and license information.
 Expanded knowledge base of alarms staff in administering alarms ordinances by cross-training on alarm
business licenses.
 Coordinate compliance activities with other agencies. (Highest Quality Service)
 Analyze existing licensing and permitting processes and requirements and provide recommendations for future
technology needs. (Highest Quality Service/Internal Processes)
 Implement a paperless filing system by scanning all documents through the Systematic Privacy Act. (Internal
Processes)
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Number of businesses visited 10,903 10,000 10,000

Percent of non-compliant businesses in compliance within 90 days 89% 90% 90%
Percent of renewals submitted on time 48% 60% 70%
Average time to process basic licenses (no ID, background check or
public hearing required) 6.5 min 6.5 min 6.5 min
Average number of days to process basic licenses requiring ID and
simple background checks 1 1 1
Average number of days to process a license requiring a public hearing 84 75 75
Average number of days to process alarm permit renewals 8 8 7
Number of alarm permit holders with 5 or more false alarms 454 400 400
False Alarms as a percent of total alarm incidents 88% 92% 95%
Number of Current Business Licenses 17,895 17,000 17,500
Delinquent Business Licenses as a percent of total 16% 15% 15%

Expenditures
Budget Savings 0 36,544 0 (36,544) (100.0%)
$1,478,010 $1,576,800 $1,251,600 ($325,200) (20.6%)
Administrative $623,136 $807,154 $287,125 ($520,029) (64.4%)

Licensing 601,320 480,324 551,876 71,552 14.9%
Code Enforcement 253,553 289,322 412,599 123,277 42.6%
$1,478,010 $1,576,800 $1,251,600 ($325,200) (20.6%)

Administrative 8.50 10.50 3.00 (7.50) (71.4%)
Licensing 11.00 9.00 11.50 2.50 27.8%
Code Enforcement 6.00 6.00 8.00 2.00 33.3%
25.50 25.50 22.50 (3.00) (11.8%)
Revenue
Misc. General Government $8,521 $6,800 $6,500 (300) (4.4%)
Licenses and Permits 2,182,620 2,406,900 2,273,200 (133,700) (5.6%)
Internal Svc & Indirect Charges 75 0 0 0 0.0%
Fines and Forfeits 235,482 232,100 240,000 7,900 3.4%
Fees 1,416,373 1,395,300 1,364,000 (31,300) (2.2%)
Charges for Services 10 0 0 0 0.0%
$3,843,081 $4,041,100 $3,883,700 (157,400) (3.9%)
109

In 2009, a savings of $142,300 due to:
 $16,500 in wage and benefit savings
 $20,000 in on-call savings
 $105,800 in additional vacancy savings.
 A decrease of $151,700 and 3.0 FTE due to the abolishment of 3.0 FTE administrative assistant positions.
 A decrease of $101,600 in personnel due to an increase in vacancy savings.
 A net increase of $700 in services and supplies due to an increase in the number of public notices.
 A net decrease of $3,900 in internal services due to decreased workers’ compensation costs.
The budgeted vacancy savings is $24,618. The budgeted furlough is $17,829.
Capital Equipment
None.
110
Office of the Independent Monitor 01010-0157000
Agency Description
The Office of the Independent Monitor actively monitors investigations of uniformed personnel in the City and
County of Denver’s Police, Sheriff and Fire Departments; makes recommendations to the Manager of Safety
regarding disciplinary actions for uniformed personnel; and makes recommendations regarding broader policy
issues.
The Citizen Oversight Board (COB) assesses the performance of the Office of the Independent Monitor, holds
public meetings to gather issues of concern to the community, and makes recommendations regarding policy and
training issues to the Police, Sheriff and Fire Departments.
Mission
The mission of the Office of the Independent Monitor is to ensure public confidence in the Denver Police, Sheriff
and Fire Departments by monitoring their disciplinary processes and internal administrative and criminal
investigations and by providing for fair and objective oversight of the uniformed personnel.
 Maintained the community-police mediation program as one of the largest in the country while maintaining high
satisfaction rates for complainants and officers.
 Supported the Manager of Safety in the implementation of a new Disciplinary Matrix for the Police Department
and in the creation of a new Disciplinary Matrix for the Sheriff’s Department.
 Provided technical support for the Police Department’s Personnel Assessment System by evaluating possible use
of arrest and citation data to identify early warnings of potential bias by police officers.
 Assisted in improving the timeliness in the imposition of discipline for the Police Department.
 Actively monitored Police and Sheriff activities during the Democratic National Convention (DNC) and
monitored all DNC related complaints and imposition of discipline.
 Followed up on recommendations made by the Police Assessment Resource Center (PARC) relating to police
deadly force policies and administrative review of critical incidents.
 Identified potential training issues regarding police entries into private residences.
 Implement recommendations of expert consultants regarding the Denver Police Department’s deadly force
policies, procedures and training, as appropriate. (Safer Communities)
 Objectively evaluate the results of community-police mediations in order to publish the results. (Internal
Processes)
 Maintain and/or improve the number of community-police mediations and satisfaction rates for involved
complainants and officers. (Highest Quality Service)
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 Further improve on the timeliness of the imposition of discipline for the Denver Police Department. (Internal
Processes)
 Further improve the Police Department’s “Personnel Assessment System” and provide technical assistance to the
Police Department’s Professional Standards Unit. (Internal Processes)
 Ensure reforms in the Sheriff Department’s internal affairs and disciplinary processes through participation in
the Manager of Safety’s Disciplinary Advisory Group. (Internal Processes)

Average number of days to close complaint cases (DPD) 42 42 40

Median number of days to close complaint cases (DPD) 29 29 29
Average number of days to close complaint cases (DSD) 36 36 34
Median number of days to close complaint cases (DSD) 18 18 18
Number of Community-Police mediations 43 45 50
Officer satisfaction with mediation process 82.7% 83% 83%
Complainant satisfaction with mediation process 84.6% 85% 85%
Number of internal criminal and administrative investigations
monitored 1,361 1,400 1,400
Number of complaints received by OIM and COB (Police) 237 240 240
Number of complaints received by OIM and COB (Sheriff) 5 5 5
Percent of City Survey respondents agreeing that the City of Denver
does a good job of controlling police officer conduct 67% 67% 67%

Expenditures
Budget Savings 0 18,066 0 (18,066) (100.0%)
$639,602 $675,900 $636,400 ($39,500) (5.8%)
Administration $639,602 $675,900 $636,400 ($39,500) (5.8%)

Administration 6.00 6.00 6.00 0.00 0.0%
112

In 2009, a savings of $18,100 due to $5,600 in wage and benefits, and $12,500 out-of-town travel, consulting fees,
and education training.
After factoring in the 2009 budget personnel savings, there is a net decrease of $14,000 or 2.3 percent.
After factoring in the 2009 budget supplies and services savings, the net decease is $20,400 or 49.5 percent.
 A decrease of $23,200 in services and supplies primarily from $10,000 professional services, $4,500 for board
stipends and $3,500 training and travel.
Capital Equipment
None.
113
Human Rights and Community Relations 01010-0150000
Agency Description
Human Rights and Community Relations (HRCR) serves as a link between Denver residents and City government
and among government agencies for the purpose of seeking out citizen participation on City issues, forecasting
community issues and empowering people to work together to address issues and opportunities within their
community. HRCR addresses the issues and opportunities of racial, ethnic and religious minorities; older adults;
women; gay, lesbian, bisexual and transgendered (GLBT) individuals; and people with disabilities.
Compliance. The Agency has the unique ability to work in both the letter of the law and the spirit of the law. The
City's responsibility to comply with federal and local law places the Denver Office of Disability Rights (DODR)
and the Denver Anti-Discrimination Office (DADO) in the position to enforce specific anti-discrimination and
disability access laws. DADO investigates incidents of discrimination in the City and County of Denver. The
responsibility of promoting the City's compliance with and implementation of the Americans with Disabilities Act
(ADA) falls to the Office of Disability Rights. Staff in this office advocate for compliance in the areas of public
access, government municipalities, employment and communication as provided by the Americans with
Disabilities Act (ADA). Both offices join with other agency staff to develop programs which educate the public in
the areas of access and equal rights.
Community Outreach. The agency does community outreach in the areas of aging issues, disability rights,
immigrant and refugee integration, anti-discrimination, and women's issues. In each of these areas, HRCR
provides resource and technical assistance to community groups and organizations in Denver. The Denver Office
on Aging works in the areas of "livable communities" and works on programs to help prepare the City for a surge
in an aging population. This office also works with community members, organizations, and City departments on
various issues and projects related to this priority. They are also the City's direct connection with the Denver
Regional Council of Governments (DRCOG), Aging Division, in compliance with federal and state requirements
for receiving and awarding dollars to various aging service agencies. The Denver Office of Community Support
(DOCS) works with the immigrant and refugee communities of the City and with a coalition to plan integration
priorities. The Denver Women's Commission (DWC) enhances the social, economic, and political quality of life
in Denver by assisting women in the attainment of equality and full opportunity. The Commission advocates for
women, and empowers women through coalition building, disseminating information and sharing community
resources. The Commission monitors and recommends legislation and proposed policy changes affecting women.
Commission Work. The agency currently houses and staffs eight (8) commissions that advise the agency and the
Mayor on the various issues and opportunities of their constituency groups. They are the Denver African
American Commission; the Denver American Indian Commission; the Denver Asian Pacific American
Commission; the Denver Commission on Aging; the Gay, Lesbian, Bisexual and Transgendered (GLBT)
Commission; the Denver Commission for People with Disabilities; the Denver Latino Commission; and the
Denver Women's Commission. The work these commissions do is a tremendous asset to the City because they are
able to communicate the status, needs and opportunities of their respective communities.
Advisory Board. The Advisory Board is comprised of representatives from each of the eight HRCR
Commissions and five at-large members. The role of the Advisory Board is to advise the Executive Director of
the agency on special or emerging issues or opportunities that may affect constituent groups and to offer input on
agency goals, priorities and objectives.
Mission
The mission of the Agency for Human Rights and Community Relations is to empower and serve the people and
communities of Denver by advocating for the rights of all people, fostering diversity, and encouraging
participation in City government.
114
 Upgraded the Disability Parking Enforcement Program (DPEP) as a result of additional funding for 2009,
increased the number of credentialed volunteers available to monitor and enforce the Denver disability parking
enforcement law by 50 percent. A formal application process and educational materials
(brochures/informational handouts) were developed, and an educational DVD was created by Channel 8 and
issued and endorsed by the Denver Police Department.
 Created the Age Matters Taskforce comprised of various city agencies and departments to identify strategies to
help the City of Denver better serve and engage the senior population and to prepare for the anticipated “age
wave” of rapidly aging baby boomers in our communities and workforces. The taskforce evaluated programs
and services provided to Denver’s older adults and made recommendations to improve the Mayor’s Age Matters
Initiative.
 Held Universal Design Conference for over 300 participants that featured and promoted architectural design
principles to simplify and standardize directional and communication symbols for people of all ages and
abilities.
 Revitalized eight Mayor’s Commissions and the Advisory Board which created policies on succession planning,
presentations and a 5-year review. The Commissions were revitalized by creating annual goals and objectives
for each of the current years.
 Make Denver a livable community for people of all ages and abilities, and better serve the senior population,
through implementing the Mayor’s Aging Matters Initiative. (Healthy and Successful Lives)
 Support immigrants and established residents in working together for strong, healthy communities through
contacts, events, referrals and implementation of the Supporting Immigrant and Refugee Families Initiative
(SIRFI). (Healthy and Successful Lives)
 Participate in the review and development of the Complete Streets Design Guidelines Initiative, an
interdepartmental project to create a comprehensive guide to right-of-ways development. (Transportation)
 Enhance safe and secure parking opportunities for the disabled by increasing the number of volunteers
credentialed to monitor parking locations, educate the public, and issue citations. Strengthening the Disability
Parking Enforcement Program (DPEP) will generate additional revenue. (Healthy and Successful Lives)
 Link the policy work of the Agency with the State Legislature’s new Economic Opportunity and Poverty Task
Force created by HB1064. The purpose of the taskforce is to create a plan and recommendation to reduce
poverty by 50 percent in ten years. (Healthy and Successful Lives)

HRCR website hits 34,974 35,000 38,000
Accessible Denver website hits 7,033 8,000 10,000
Accessibility and ADA compliance on-site evaluations 80 65 70
Accessibility enforcement site and plan reviews 62 78 89
115

Number of transit oriented development plans reviewed N/A 2 3

Curb ramp program (special requests) 36 30 48
Disability street parking signs 80 110 100
Disability Parking Program volunteers 6 12 20
Sign language interpreters and computer-aided real time captioning hours 857 875 900
Anti-discrimination cases filed 45 45 45
Respondents to Citizen Survey rate Denver as excellent or good
regarding openness and acceptance of the community toward
people of diverse backgrounds 52% 55% 55%
Supporting Immigrant & Refugee Families

Number of initiative advisory committee meetings N/A 12 12
Complete community assessments in various locations N/A 4 N/A
Civic Participation Education Workshops events N/A N/A 4
Aging Matters Initiative

Follow-up on Urban Design Conference and recommendations N/A N/A 100%
Create Age Matters Hotline N/A N/A 100%
Complete Age Matters Taskforce work N/A 50% 100%
Hold 2nd Summit on Aging N/A 50% 100%
Create cross agency relationship between Denver Human Services -
Aging Division, Denver Office on Aging and Age Matters N/A 50% 100%
Create cross agency relationship between Denver Public Works,
HRCR, and Community Planning and Development (CPD) N/A 50% 100%
Establish 5299 group N/A N/A 100%

Expenditures
Personnel Services $964,637 $1,062,998 $916,677 ($146,321) (13.8%)
Budget Savings 0 33,646 0 (33,646) (100.0%)
$1,075,296 $1,214,200 $1,044,400 ($169,800) (14.0%)
Administration and Outreach $416,728 $540,693 $372,072 ($168,621) (31.2%)

Office of Community Support 76,739 74,609 74,725 116 0.2%
Anti-Discrimination Office 86,330 89,165 84,844 (4,321) (4.8%)
Comm People With Disabilities 0 335,845 334,067 (1,778) (0.5%)
Commission on Aging 392,505 77,736 82,043 4,307 5.5%
Women's Commission 102,992 96,152 96,649 497 0.5%
$1,075,296 $1,214,200 $1,044,400 ($169,800) (14.0%)
116

Administration and Outreach 6.00 6.50 4.00 (2.50) (38.5%)
Office of Community Support 1.00 1.00 1.00 0.00 0.0%
Anti-Discrimination Office 1.00 1.00 1.00 0.00 0.0%
Comm People With Disabilities 4.00 4.00 4.00 0.00 0.0%
Commission on Aging 1.00 1.00 1.00 0.00 0.0%
Women's Commission 1.00 1.00 1.00 0.00 0.0%
14.00 14.50 12.00 ( 2.50) (17.2%)

In 2009, a savings of $33,600 due to $10,300 in wage and benefits savings and $23,350 in printing, conferences and
training, mailings, and facilitators and interpreters, and internal service charges.
After factoring in the 2009 budget personnel savings there is a net decrease of $157,000 or 14.6 percent in
personnel and a decrease of $15,200 or 14.1 percent in operating costs.
 An increase of $7,400 in supplies and services for official functions and conferences.
 An increase of $4,900 in internal services for copy and printer charges.
 A decrease of $78,700 and 1.0 FTE for an associate administrator position acting as a liaison with the Mayor’s
Office whose duties have been absorbed by the Director.
 A decrease of $48,000 and 1.0 FTE for an administrative support administrator position that impacts the ability
to translate from English to Spanish, the agency newsletter, administrative support, and reception.
 A decrease of $30,700 and 0.5 FTE due to reducing one administrative support position and one accounting
support position to ¾ time, decreasing the support to the Executive Director and processing of accounting
information.
 A decrease of $3,900 in internal services for workers’ compensation.
The budgeted vacancy savings is $20,109. The budget furlough savings is $16,481.
Capital Equipment
None.
117

Expenditures
HRCR Special Revenue Fund (15704-0150000) $3,280 $3,595 $2,000 0.00
The Human Rights and Community Relations Special Revenue Fund purchases equipment, furniture, supplies,
and services associated with programs and events provided by the individual commissions. All revenues to this
fund are private donations.
118
119
Departmental Summary
Department Description
The Office of Economic Development (OED) has a vision to be a driving force that advances economic prosperity
for the City and County of Denver, its businesses, neighborhoods and residents. Through its four constituent
divisions, OED provides coordinated planning and implementation of initiatives designed to grow and strengthen
Denver's economic base. The Office of the Director, together with the division directors, provides strategic
leadership for the organization. The Office also directly oversees operational support services, which include
executive sponsorship and leadership, political management and support, policy development, cross-functional
planning, accountability and evaluation, budgeting and fiscal management, information technology, and human
resources, marketing and communications.
Agency Description
The Office of the Director oversees the organizational support activities including budgeting and fiscal
management, contracting, human resources, and MIS, and the programs and services provided through the four
divisions; administers special projects including large public development projects; directs OED's public policy
and community partnership activities; houses the City's and OED's Marketing and Communications team; and
serves as the final authority for departmental fiscal and personnel matters.
The Business and Housing Services (BHS) Division is responsible for the business, housing and neighborhood
development programs and services. BHS staff help neighborhood businesses access technical assistance and
supports non-profit and community-based organizations to provide a rich array of services for residents and
businesses. BHS receives and programs the U.S. Department of Housing and Urban Development entitlement
grants, and leverages those funds to provide affordable housing, suitable living environments and expanded
economic opportunities to residents, especially in Denver's lower income neighborhoods.
The Small Business Advocacy and Services (SBAS) Division focuses on the needs of Denver’s small businesses
by providing training, technical assistance, and outreach and advocacy. SBAS manages Denver’s Business
Assistance Center and the disadvantaged businesses programs providing access to contracting opportunities within
the City. SBAS also provides these services in a targeted manner at Denver International Airport to assist
businesses operating at DIA.
The Division of Business Development (DBD) supports business and housing development through managing the
City’s lending programs. They oversee the Revolving Loan Fund and Neighborhood Business Revitalization Loan
programs, as well as supporting housing development support activities through financial analysis.
The Division of Workforce Development (DWD) is the recipient of U.S. Department of Labor grants, and
Temporary Assistance for Needy Families (TANF) grants passed through the Denver Department of Human
Services, to maintain a full service employment and training agency meeting the recruiting and training needs of
businesses and job seekers throughout the metro area.
Mission
To create a local environment that stimulates balanced growth through job creation, business assistance, housing
options, neighborhood redevelopment and the development of a skilled workforce.
120
 Received $2.25 million, in partnership with the Enterprise Community Partners and Urban Land Conversancy,
from the John D. and Catherine T. MacArthur Foundation to launch the Denver Transit Oriented Development
Fund. This endeavor is capitalizing more than $15 million to preserve and/or create at least 1,200 units of
affordable for sale and rental housing along Denver mass transit corridors over a ten-year period. The fund
ultimately helps ensure that select neighborhoods that are ripe for development won’t be lost to gentrification,
while providing important transit linkages connecting lower income residents to employment options and
community resources.
 Launched the City’s Neighborhood Stabilization Plan (NSP) and the Mortgage Credit Certificate Program
(MCC) to mitigate the effects of foreclosures in Denver. Through the NSP, Denver is investing approximately
$9.6 million in federal funds to acquire, rehabilitate and resell homes that have gone through foreclosure. The
MCC program is assisting approximately 180 households with an infusion of $25 million into the local
residential real estate market that will assist homeowners at risk of foreclosure with high-cost loans, and
incentivize qualified first-time homebuyers to purchase foreclosed homes.
 Assisted a number of businesses to relocate to, expand into, or grow in Denver. OED assisted several national
and international firms in their consideration of Denver as a location for their corporate or national headquarters.
These firms are still working to identify specific locations in our community. OED also helped Tony’s Meat
Market expand into a new location in the Golden Triangle. This specialized food market meets a growing need
for grocery services in this neighborhood and provides new employment opportunities for 70 Denver residents.
 Established the Greener Denver initiative, an integrated economic development strategy to reduce greenhouse
gas emissions while expanding economic opportunities for local businesses and residents. Through Greener
Denver, OED is:
o Helping to increase energy efficiency, increasing renewable energy use and expanding “smart growth”
investments by business and community.
o Increasing clean technology industry growth and green supply chain development.
o Developing Denver’s green talent pool by training the green workforce of the future while preparing
clean tech entrepreneurs.
 Developed district plans for four Denver neighborhoods through the Denver’s Neighborhood Marketplace
program. The plans will provide a roadmap for the future growth and success of these unique business
corridors. Through the Neighborhood Marketplace program, BHS staff created the City’s first ever Business
District Alliance, an important new networking forum representing the diverse group of business and property
owners’ interests in districts throughout the City.
 Implement Greener Denver’s Green Savings and Green Opportunities programs to help Denver firms increase
their competitiveness through cost reductions, energy and other environmental savings. Through the Green
Opportunities program, OED works with regional and state economic/business development partners to grow the
green economy and attract and expand businesses meeting those market opportunities.
 Investigate and attract additional private, foundation and non-profit, and public resources to leverage
increasingly limited traditional funding sources to meet the changing and growing needs in our community.
These resources may come from competitive federal grants, the American Recovery and Reinvestment Act
(“economic stimulus”), and other funding sources aimed at economic, housing and neighborhood revitalization
and development.
121
 Support the redevelopment of Denver’s neighborhoods through investments in projects and developments. OED
emphasizes the leveraging of other public investments (e.g. Denver Better Bond and FasTracks) to promote
development that is mixed-use, mixed-income and encourages transit linkages and increased density to better
return multiple benefits to businesses, homeowners and renters, employees, and residents. OED works with
other City agencies and partner organizations to pursue opportunities that combine community development,
transportation and green development.
 Continue to encourage neighborhood business outreach and support through the combined efforts of the
Neighborhood Marketplace and small business advocacy programs. Support efforts have resulted in
development of the foundations for neighborhood/area business development plans and organizational capacity.
 Lead efforts to respond to inquiries from firms to encourage business and employment growth in our
communities. Working with key business recruitment partners, efforts focus on firms bringing primary
employment opportunities and/or building Denver’s economic sustainability.
 Adjust programs to target the changing needs of Denver adult and youth workforce and metro businesses to
provide training, assessment and skills development for youth and adult job seekers. Work with businesses to
help them find trained and productive employees, provide customized training and sustain the best practices and
outcomes from the WIRED program for the on-going benefits of Denver residents and businesses.
122
Office of the Director 01010-0115000
Agency Description
The Office of the Director oversees the Divisions of Business Development, Small Business Advocacy and
Services, Workforce Development, and Business and Housing Services; administers special projects involving
large public development; directs OED's Public Policy team; houses the City's and OED's Marketing and
Communications team; and serves as the final authority for fiscal and personnel matters.
Administration provides management, communication functions, oversight of fiscal and personnel matters, and
the overall policy direction for the agency.
Policy Team conducts analytical studies for the agencies to identify strategic partnerships and establishes
benchmarks to monitor agency performance.
Marketing and Communications focuses on consolidating Denver's image with other local organizations and
marketing Denver nationally and internationally.
Human Resources provides recruitment services for the agency, advises on employee relations matters and
disciplinary actions, and administers the agency training program.
Fiscal/IT is responsible for budget management and accounting services including purchasing, accounts payable,
accounts receivable and grant management; creating and maintaining the agency cost allocation plan; and
providing technical assistance in the area of computer hardware, software and communications support.

Asset-Building and Wealth Creation Indicators
Unemployment rate 5.5% 9.2 % 9.0%
Percent of owner-occupied households 55.56% 53.23% 54.90%
Percent of renter-occupied households 44.44% 46.77% 45.10%
Percent of Denver residents living below the poverty level 17.70% 17.70 % 17.70 %
Median household income $51,705 $57,800 $61,895

Expenditures
Budget Savings 0 34,760 0 (34,760) (100.0%)
$1,671,223 $1,602,500 $1,337,000 ($265,500) (16.6%)
Administration $804,198 $816,419 $720,765 ($95,654) (11.7%)

Policy Team 123,748 150,123 107,705 (42,418) (28.3%)
Marketing and Communication 538,054 512,145 468,530 (43,615) (8.5%)
Human Resources 149,086 103,813 20,000 (83,813) (80.7%)
Fiscal/IT 56,135 20,000 20,000 0 0.0%
$1,671,223 $1,602,500 $1,337,000 ($265,500) (16.6%)
123

Administration 6.55 6.25 5.25 (1.00) (16.0%)
Policy Team 2.00 2.00 1.00 (1.00) (50.0%)
Marketing and Communication 4.89 3.89 3.39 (0.50) (12.9%)
Human Resources 1.00 1.00 0.00 (1.00) (100.0%)
Fiscal/IT 1.00 0.00 0.00 0.00 0.0%
15.44 13.14 9.64 (3.50) (26.6%)
Revenue
Use Charges $0 $183,100 $180,000 (3,100) (1.7%)
Misc. General Government 41,999 0 0 0 0.0%
$41,999 $183,100 $180,000 (3,100) (1.7%)

In 2009, a savings of $34,800 in personnel services due to $14,500 in wage and benefit savings and $20,300 in
supplies and materials reductions.
After factoring in the 2009 operating budget savings, the net decrease is $3,300 or 1.2 percent.
 An increase of $40,032 and 0.5 FTE to share a public information officer with the Denver Office of Cultural
Affairs.
 A decrease of $309,585 and 4.0 FTE; including one staff assistant, one human resources professional, one
professional occupational intern, and one marketing/public relations specialist.
A budgeted vacancy savings of $20,537. A budgeted furlough savings of $17,176.
Capital Equipment
None.

Expenditures
Transfer to Business and Community $1,316,900 $200,000 $200,000 $0 0.0%
Special Revenue Fund (01010-9911500)
The Transfer to the Business and Community Economic Investment Special Revenue Fund provides support
for companies relocating to or expanding in Denver by offering financial incentives to companies that create
significant new jobs and tax revenues, or for supporting critical redevelopment projects in targeted neighborhoods
or Urban Renewal Areas. The fund supports economic development activities by enhancing the environment for
private investment.
124
There was no General Fund transfer in 2008, as the fund had a sufficient cash balance to provide 2008 incentives.
The 2008 appropriation of $1,316,900 represents encumbrances that were closed at the end of 2007 and
reestablished in 2008 in accordance with the City's new encumbrance policy.

Expenditures
Business Incentives (11847-0114000) $376,468 $1,322,500 $539,306 0.00
Enterprise Zone (11842-0114000) 58,849 60,000 60,000 0.00
$435,3170 $1,382,5000 $599,3060 0.00
The Business Incentive Fund encourages and develops new investment programs, supports the seeding and
nurturing of emerging economic/business targets, and supports existing high economic impact businesses.
Revenue to this fund comes from a transfer from the General Fund.
The Enterprise Zone program manages the non-profit portion of Enterprise Zone activity and markets the
Enterprise Zone program. Enterprise Zones are targeted areas, whose boundaries are determined by the State, that
are eligible to receive economic incentives based on factors including poverty and unemployment rates in those
areas. Revenue to this fund comes from a percentage fee assessed to non-profit organizations that are certified as
Enterprise Zone projects in the City and County of Denver, as well as State or private contributions.
125
Division of Business Development 01010-0114000
Agency Description
The Division of Business Development (DBD), as part of the Office of Economic Development, is a business
resource agency that offers a variety of programs and services to assist in the preservation and expansion of
existing businesses and the creation of new businesses. DBD also provides loans to small businesses in target
commercial areas for job creation.
Business Development is responsible for business recruitment, retention and expansion services.
International Trade is responsible for the promotion of international trade and investment. This includes
encouraging exports and the establishment of strategic alliances and joint ventures by Denver companies,
attracting foreign companies to Denver, hosting international delegations and dignitaries, organizing international
business missions and sponsoring international events and programs.
The Business Assistance Center (BAC) is a centralized location for small and start-up businesses to access public
and private resources to help them grow. In addition, it offers a one-stop shop for City services and a team of
concierges to assist businesses in navigating through regulatory processes such as zoning, licenses, financial
assistance, and business registration.
Mission
To help nurture a healthy economic and regulatory environment where Denver businesses can start, grow, and
expand successfully.

Retention/Expansion/Entrepreneurship
Number of new full and part-time jobs DBD was 103 275 1,000
directly or indirectly involved in creating
Number of new jobs created for low-moderate 310 255 300
income households through funding small business loans
Number of businesses and entrepreneurs served 2,844 2,546 2,546
by the Business Assistance Center
Capital Formation
Dollar amount of gap financing provided for businesses 15,645,825 21,000,000 25,000,000
Leverage ratio from private debt and equity 4:1 3:1 4:1
Development Services
Number of special projects assisted 6 8 10
(In-fill and Redevelopment)
126
Division of Business Development 01010-0114000

Expenditures
Internal Services and Misc. 10,963 591 191 (400) (67.7%)
Budget Savings 0 67,936 0 (67,936) (100.0%)
$914,139 $1,001,300 $705,300 ($296,000) (29.6%)
Administration $53 $67,936 $0 ($67,936) (100.0%)

Business Development 807,212 781,261 538,061 (243,200) (31.1%)
International Trade 18,416 0 13,269 13,269 0.0%
Citywide Marketing 0 0 0 0 0.0%
Business Assistance Center 88,456 152,103 153,970 1,867 1.2%
$914,139 $1,001,300 $705,300 ($296,000) (29.6%)

Business Development 5.00 5.00 3.00 (2.00) (40.0%)
Business Assistance Center 1.00 2.00 2.00 0.00 0.0%
6.00 7.00 5.00 (2.00) (28.6%)

A 2009 savings of $67,900 due to $7,400 in wage and benefit savings and $60,500 in services and supplies
reductions.
After factoring in the 2009 budget personnel savings of $7,400, the net decrease is $208,300 or 38.7 percent. After
factoring in the 2009 budget savings for services and supplies of $60,500, the net decrease is $87,000 or 22.0 percent.
 A decrease of $52,500 and 1.0 FTE due to the transfer of a project manager to the Department of Finance.
 A decrease of $95,500 and 1.0 FTE Business Development Representative II.
 A decrease of $112,300 in personnel services due to holding one executive officer open throughout 2010.
 A reduction of $87,200 in supplies and materials.
Capital Equipment
None.
127
Business and Housing Services Division 16000-0145000
Fund Description
The Division of Business and Housing Services (BHS), formerly the Division of Housing and Neighborhood
Development Services manages U.S. Department of Housing and Urban Development (HUD) entitlement grants
for the City and County of Denver, as well as other funding for housing and neighborhood development initiatives.
The agency leverages public and private funds to provide affordable housing, promote safe and livable
neighborhoods, and stimulate economic development in Denver's lower-income neighborhoods. In addition, the
agency provides financing for housing and housing-related services for the special needs of the homeless, mentally
ill, HIV/AIDS, and at-risk youth populations.
The Housing Section allocates funding and facilitates the development of affordable housing projects. This
section also supports programs for lead-based paint abatement, HIV housing assistance, rental and single-family
housing rehabilitation, mortgage assistance, and home ownership counseling.
The Neighborhood Section allocates funding and facilitates projects that improve neighborhoods and build safe
communities. Projects include construction of public school playgrounds, alleys, new sidewalks, and
improvements to non-profit facilities and other neighborhood amenities.
The Division of Business Development supports business and housing development through managing the City’s
lending programs. The Division oversees the Revolving Loan Fund and Neighborhood Business Revitalization
Loan programs, as well as supporting housing development support activities through financial analysis.
The Compliance Section is the City's liaison with HUD and ensures compliance with both federal and local codes
and regulations. It also coordinates agency review of all contracts with developers and sub-recipients.
Mission
To facilitate the development of viable urban neighborhoods by providing quality affordable housing, suitable and
enhanced living environments, and expanded economic opportunities for persons with extremely low, very low
and moderate incomes.

Affordable Housing
Number of affordable housing units created 6 9 5
Number of single-family homes receiving funds for rehabilitation 100 93 80
Number of households receiving downpayment to buy homes 192 52 100
Number of people receiving housing support services 12,985 17,000 17,000
Number of people living with HIV/AIDS receiving support svcs. 1,201 1,590 1,590
Number of rental assistance vouchers to the homeless1 144 140 145
1
Vouchers provide rental assistance to the homeless.
Neighborhood Business Districts

Number of business districts in NMPI program 5 10 9
Neighborhood Development
Number of public facilities developed or rehabilitated 4 3 4
Number of people served by public facility improvements/public services 30,000 17,000 25,000
Number of business districts planned 0 4 1
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Expenditures
Affordable Housing Fund (16803-0145000) $212,850 $119,375 $207,877 0.00
ARRA CDBG (16217-0145101) 0 615,726 1,847,177 0.00
Brownfields - 10th and Osage (11006-0114101) 177,551 22,449 0 0.00
Brownfields (11006-0145101) 0 0 0 0.00
CDBG - Administration (16002-0145101) 2,787,615 1,790,143 1,686,566 27.00
CDBG - Economic Development (16002-0145101) 1,367,898 380,912 0 0.00
CDBG - Housing (16002-0145101) 2,168,930 0 0 0.00
CDBG - Neighborhood Development (16002-0145101) 2,890,005 16,959 0 0.00
CDBG Program (16002-0145101) 0 7,151,040 7,008,040 6.00
Clocktower Lofts/Section 108 (16005-0145101) 405,856 221,501 328,323 0.00
Colorado Ocean Journey Section 108 (16005-0145101) (156,976) 261,758 935,588 0.00
Community Development-Donation (16702-0145000) 2,193 89,750 0 0.00
DHNDS Contracts Pool Fund (16809-0145000) (4,262) 0 0 0.00
EDA Revolving Loan Fund (11814-0145000) (87,437) 0 0 0.00
EDI/ NE Park Hill Supplemental (16010-0145101) 258,118 0 0 0.00
Fannie Mae Affordable Housing (16601-0145000) 1,181,779 0 0 0.00
Fannie Mae Loan Repayments (16602-0145000) 39,619 0 0 0.00
HERA Neigh. Stab. Part I - Direct (16011-0145101) 0 350,000 5,710,170 0.00
HERA Neigh. Stab. Part I - State (16011-0145101) 0 0 3,620,175 0.00
HERA Neigh. Stab. Part II - Direct (16xxx-0145101) 0 0 9,500,000 0.00
HERA Neigh. Stab. Part II - State (16xxx-0145101) 0 0 1,500,000 0.00
HOME Program (16004-0145101) 5,219,614 2,867,539 8,530,193 0.53
HOPWA (16006-0145101) 1,491,286 1,630,581 1,865,135 0.08
Housing Incentive Program (16808-0145000) 215,252 605,000 60,500 1.00
Lead Hazard Control (16009-0145101) 637,241 0 0 0.00
NE Park Hill Section 108 - DHHA (16005-0145101) 11,066 242,539 317,963 0.00
Neighborhood First Program (16806-0145103) 64,402 16,737 55,409 0.00
Neighborhood Stabilization Program (16011-0145101) 0 2,020,056 4,040,112 1.00
Northeast Park Hill Section 108 (16005-0145101) 2,821,619 0 0 0.00
OED Line of Credit Loan Program (16603-0145000) 769,915 0 0 0.00
OED Revolving Loan Repayment (16604-0145000) (1,381,106) 0 0 0.00
Rental Rehabilitation Program (16911-0145000) (1,418) 0 0 0.00
Skyline Economic Development (11820-0145000) 121,148 120,970 0 0.00
Skyline Housing (11821-0145000) 1,571,869 769,915 0 0.00
Skyline Neighborhood Project (11822-0145000) 74,300 50,221 0 0.00
Stapleton 108 (16005-0145101) 507,587 496,214 557,033 0.00
Taxi Building III (16005-0145101) 14,986 1,046,845 4,781,124 0.00
Taxi Building III (16010-0145101) 0 358,587 1,641,413 0.00
Women's Homeless Shelter-Delores/Father Ed, 125,000 0 0 0.00
YMCA/Section 108 (16005-0145101) 204,438 173,190 257,091 0.00
$23,710,938 $21,418,007 $54,449,889 35.61
129
The Affordable Housing Fund was established in 2001 as part of the implementation of the City's Housing Plan.
The project supports the development of affordable housing for low- and moderate-income residents of the City
and County of Denver. The Affordable Housing Fund rehabilitates single-family and multi-family residences,
both owner-occupied and rental housing; develops housing for populations with special needs; and helps to fund
the removal and reduction of lead-based paint hazards. Revenue to this fund comes from a transfer from the
TABOR Excess Revenue special revenue fund.
The American Recovery and Reinvestment Act (ARRA) CDBG program was created to stimulate the economy
through measures that modernize the nation’s infrastructure, improve energy efficiency, and expand educational
opportunities and access to health care. Revenue to this fund comes from the U.S. Department of Housing and
Urban Development.
The Brownfields program remediates properties in Northeast Park Hill, Elyria/Swansea, Globeville and other
focus neighborhoods to encourage business development on the sites. Revenue for this fund is provided by the
U.S. Environmental Protection Agency.
The annual Community Development Block Grant (CDBG) provides funding for the four programs described
below. All revenues to this fund are from the U.S. Department of Housing and Urban Development. Loan
repayments and other monies generated by the projects are returned to the programs and reused.
Administration manages the CDBG and other federally funded programs. Federal regulations allow CDBG
money to fund positions that are assigned to communities whose populations' median incomes are below 80
percent of the median income for Denver.
The Economic Development component makes loans to individuals and businesses for home and business
revitalization.
The Housing programs provide rehabilitation of single-family homes and emergency home repairs; counsel
clients on foreclosure prevention; provide mortgage assistance; and fund the Elderly Housing Hotline, Denver
Housing Initiatives and Home Start programs.
The Neighborhood program provides funding to improve the facilities of non-profit and community-based
organizations; paves alleys, streets, and sidewalks; trims and removes trees; and administers the Community
Garden program and various other neighborhood projects.
Clocktower Lofts Section 108 supports the Clocktower Lofts affordable housing project. Revenue to this fund is
a loan guarantee from the U.S. Department of Housing and Urban Development.
Colorado Ocean Journey Section 108 is the repayment of loan funds to the grantor (HUD). Revenue to this fund
is based on repayment to the City from Ocean Journey.
The Community Development Donation program allows for the acceptance of funds from private sources to
implement special projects.
The DHNDS Contracts Pool Fund enabled Housing and Neighborhood Development to initiate contracts with
service providers before official federal notification is received. All expenditures from this fund were allocated to
the appropriate grants once grant notification is received and the grants are accepted by ordinance. Revenue to this
fund was from the U.S. Department of Housing and Urban Development.
130
The Economic Development Agency Revolving Loan Fund makes revitalization loans to low-income
homeowners and businesses in economic development target areas. Revenue to this fund was a one-time federal
grant. Loan payments are returned to the fund and reused.
The ED Initiative/Northeast Park Hill Supplemental program provides support for the Northeast Park Hill
affordable housing development project. Revenues to the fund are Economic Development Initiative grants and
loan guarantees from the U.S. Department of Housing and Urban Development.
The Fannie Mae Affordable Housing program grant provided loans to develop affordable housing opportunities.
Revenue for this fund was provided by the Fannie Mae Corporation.
The Fannie Mae Loan Repayments fund collected loan repayments from the Fannie Mae Affordable Housing
program. Loan repayments were sent back to Fannie Mae.
The (HERA) Housing and Economic Recovery Act of 2008 Neighborhood Stabilization (Part I) Direct
program was created for the redevelopment of abandoned and foreclosed homes and residential properties.
Revenue to this fund is from the U.S. Department of Housing and Urban Development.
The (HERA) Housing and Economic Recovery Act of 2008 Neighborhood Stabilization (Part I) State
program is identical in mission and uses pass through dollars from the State of Colorado.
The (HERA) Housing and Economic Recovery Act of 2008 Neighborhood Stabilization (Part II) Direct
program is identical in mission to part one and is the second round of federal allocations.
The (HERA) Housing and Economic Recovery Act of 2008 Neighborhood Stabilization (Part II) State
program is identical in mission to part one and is an application in conjunction with the State of Colorado as a joint
effort.
The HOME Program rehabilitates single-family and multi-family residences, both owner-occupied and rental
housing; acquires and rehabilitates vacant and boarded-up buildings; develops housing for populations with special
needs; and provides tenant rental assistance. The activities are designed to implement specific strategies outlined
in Denver's approved comprehensive Housing Affordability Strategy, with emphasis on preservation of existing
affordable housing stock through rehabilitation. The HOME project augments the existing Community
Development Block Grant and Skyline housing programs. Revenue to this program is provided by the U.S.
Department of Housing and Urban Development.
The Housing Opportunities for Persons with AIDS (HOPWA) program makes grants and loans to provide
housing assistance and support services for persons with AIDS or related diseases and their families. Funds are
used for rental assistance and grants for the development of housing for individuals with HIV. Revenue to this
program is provided by the U.S. Department of Housing and Urban Development.
The Housing Incentive Fund collects and disburses monies paid by developers in lieu of building moderately
priced dwelling units (MPDUs), and pays incentives to developers and other costs related to affordable housing
programs as provided in D.R.M.C. Section 27. Revenue to this fund comes from developer payments, other
contributions, and transfers from the General Fund.
The Lead Hazard Control program implements lead-based paint abatement in low- and moderate-income
households. Training and education is provided to the community and contractors in the assessment and removal
of lead-based paint. Revenue for this program is provided by the U.S. Department of Housing and Urban
Development.
131
The NE Park Hill Section 108 – DHHA program provides construction and construction-related services for the
Park Hill Family Health Center. Revenue for this fund is from HUD Section 108 loan guarantees. The loans will
be repaid through payments by the borrower.
The Neighborhood First program houses special projects initially allocated within the Housing & Neighborhood
Development Capital Project Fund.
Neighborhood Stabilization program addresses the effects of abandoned and foreclosed properties in the nation's
communities.
The two Northeast Park Hill Section 108 programs provide construction and construction-related services for the
renovation of the Dahlia Square Shopping Center. Revenue for this fund is from HUD Section 108 loan
guarantees. The loans will be repaid through payments by the borrower.
The OED Line of Credit Loan Program provides loans to development projects located in the City and County
of Denver to further the City's affordable housing and neighborhood revitalization goals.
The OED Revolving Loan Repayments Fund receives repayments of loans funded with the OED line of credit
and makes repayments to the original note holder.
The Rental Rehabilitation Program is a family housing rehabilitation program directed toward low-income
tenants. It repairs major systems such as electrical, plumbing, furnace, roof, doors and windows. A small amount
of the loan can be used for work such as painting, landscaping, and carpeting. The program is managed by BHS,
and the work is done by independent contractors who bid on jobs. Revenue to this program includes a one-time
federal grant through the U.S. Department of Housing and Urban Development, granted in 1984, which is
augmented by loan repayments that are returned to the project for future reuse.
The Skyline Economic Development project encourages anchor projects in Neighborhood Business
Revitalization (NBR) areas, as well as non-NBR areas, and makes business loans available through a shared risk
pool with a participating bank in a target area where conventional financing is not readily available. The purpose
of the project is to foster the revitalization of neighborhood business areas and the surrounding neighborhoods; to
generate employment for Denver residents; to increase tax revenues; and to improve the services available to
neighborhood residents.
The Skyline Housing project provides additional housing opportunities for low- and moderate-income families
and aims to revitalize neighborhoods through new housing development and the rehabilitation of existing units. It
encourages innovative housing solutions within the community; returns vacant and boarded up buildings to use by
providing funds for purchase or repair; finances the rehabilitation of rental apartment buildings and single-family
homes; finances construction of new housing; and provides grants for selected projects including housing for low-
income households.
The Skyline Neighborhood Project program assists neighborhoods in carrying out their plans. Types of projects
include, but are not limited to, urban design improvements, such as streetscaping and lighting; area studies; and,
under special circumstances, social services such as helping to expand or establish a localized housing service.
The Stapleton 108 program supports the Stapleton affordable housing project. Revenue to this fund is a loan guarantee
from the U. S. Department of Housing and Urban Development.
The Taxi Building III program provides construction and construction-related services for the Taxi Building
Development. Revenue to this fund is a direct federal grant from the U.S. Department of Housing and Urban
Development.
132
The Women's Homeless Shelter-Delores Project, Father Ed Judy House Homeless Shelter, Homeownership
Preservation Call Center FY07 program provides funding for the Women's Homeless Shelter- Delores Project.
The shelter provides housing for up to 75 single women who are homeless and/or experiencing physical or mental
disabilities, and who may have experienced domestic violence. Revenue to this program is provided by the
Colorado Department of Housing and Urban Development via CDBG funds.
YMCA Section 108 supports the YMCA affordable housing project. Revenue to this fund is a loan guarantee
from the U.S. Department of Housing and Urban Development.
133
Small Business Advocacy and Services Division 01010-0111000
Agency Description
The Small Business Advocacy and Services Division, as part of the Office of Economic Development, manages
and administers the Small Business Enterprise (SBE) Program, the Federal Disadvantaged Business Enterprise
(DBE) Program, and the Federal Airport Concession Disadvantaged Business Enterprise Program (ACDBE).
Administration manages the operations of the certification and compliance programs, both at the downtown and
airport offices.
Certification assists small and disadvantaged business enterprises in obtaining SBE, DBE, and ACDBE statuses.
The division assists businesses by certifying that they have met eligibility criteria for each status and placing
eligible businesses in applicable directories to be utilized by bidders and proposers attempting to meet SBE, DBE,
and ACDBE goals established for City contracts.
Compliance provides a monitoring process to ensure that SBE, DBE, and ACDBE firms listed for participation on
applicable City contracts are utilized. The compliance section also enforces adherence to applicable City
ordinances, Equal Employment Opportunity (EEO) regulations and federal guidelines, as well as ensures timely
payments to SBEs and DBEs performing work on City contracts.
Mission
To enhance the development and growth of small and disadvantaged business enterprises that seek to do business
with the City and County of Denver by facilitating business development, contracting, and concession
opportunities.

Policy Development
Amount awarded to SBEs bidding as prime contractors $18,624,000 $18,559,000 $18,000,000
Number of SBEs winning City contract bids 15 44 50
Advocacy
Number of outreach events 33 40 40
Program Development
Number of businesses attending professional training programs 512 540 560
Number of SBEs helped to attain Leadership in Energy and Environmental
Design (LEED) certification status N/A 2 5
Outreach
Percent of City contracts awarded to MWBEs 13% 15% 18%
Number of new firms certified 140 177 150
134

Expenditures
Budget Savings 0 12,349 0 (12,349) (100.0%)
$921,691 $901,400 $797,800 ($103,600) (11.5%)
Administration $317,276 $257,896 $183,359 ($74,537) (28.9%)

Certification 337,481 404,651 428,199 23,548 5.8%
Compliance 266,932 238,853 186,242 (52,611) (22.0%)
$921,691 $901,400 $797,800 ($103,600) (11.5%)
Personnel Complement
Administration 2.00 2.00 2.00 0.00 0.0%
Certification 7.00 6.00 6.00 0.00 0.0%
Compliance 3.00 4.00 3.00 (1.00) (25.0%)
12.00 12.00 11.00 (1.00) (8.3%)
Revenue
Fees $52,350 $70,000 $54,500 (15,500) (22.1%)
$52,350 $70,000 $54,500 (15,500) (22.1%)

In 2009, a savings of $26,300 due to $9,800 for wage and benefit savings, and $16,500 for additional vacancy
savings.
 A decrease of $94,500 and 1.0 FTE contract compliance supervisor.
 A reduction of $7,600 in supplies and services.
Capital Equipment
None.
135

Expenditures
SBAS-Airport
(01010-0112000) $430,021 $525,300 $423,500 ($101,800) (19.4%)
Personnel Complement 7.0 6.0 6.0 0.0 0.0%
Small Business Advocacy and Services (SBAS) Division -Airport administers the Disadvantaged Business
Enterprise program, which regulates construction and design contracts financed in whole or in part by the U.S.
Department of Transportation and concession leases at Denver International Airport.
 A decrease of $101,800 due to holding 1.0 FTE contract compliance technician vacant for 2010 and due to a decrease
of $41,900 in services and supplies.
There is no budgeted vacancy savings in 2010. The budgeted furlough savings is $6,554.
Capital Equipment
None.
136
Division of Workforce Development Special Revenue Funds 17000-0117000
Fund Description
The Division of Workforce Development (DWD), as part of the Office of Economic Development, manages the
City and County of Denver's employment, training, and employment support service programs that target the
City's unemployed, underemployed and working poor residents. The Division works with employers in the areas
of recruitment, retention, and training.
The Executive Team provides oversight of operations of the One-Stop Career Centers and special initiatives. The
Executive Team also plans and evaluates information technology services to ensure that demand-driven
employment and training services are delivered to employers and job seekers in the most effective and efficient
manner.
Operations administers the Workforce Centers, which provide job seekers employment and training services, and
contract with non-profit entities that carry out employment and training programs. Programs administered under
this section include Temporary Assistance for Needy Families (TANF) employment, training and education
services, Summer Youth Employment, Workforce Investment Act (WIA), and the WIRED program. Funding for
these programs comes from the federal government.
Mission
To help Denver residents find jobs and develop/advance their careers; help Denver employers find and retain
qualified workers; and build strong community partnerships to support a healthy regional economy.

Talent Development
Number of customized training programs for targeted industries 3 18 12
Number of job orders from businesses requesting services from OED 5,373 3,864 4,444
Number of youth placed in career mentorship and internship 607 494 200
Skills Assessment and Training

Number of job seekers awarded career readiness certificate (CRC) 339 450 550
Number of new employers recognizing CRC as demonstration of 14 10 16
competency
Employment Support Services

Percent of people served by workforce centers who have disabilities 4.54% 3.87% 4.0%
Percent of people served by workforce centers who are veterans 7.76% 7.31% 7.68%
Number of programs piloted in collaboration with a community-based 3 3 3
organization serving the homeless
Asset Building
Number of financial literacy courses offered to customers 65 60 75
Number of life skill workshops conducted in each city quadrant 52 52 52
Number of residents enrolled in Individual Development Accounts 16 10 25
Economic Labor Market and Policy Research

Number of strategies developed to serve targeted industries 2 6 6
137
Appropriated Projects 2008 2009 2010 $ %

Expenditures
Employment First (17401-0117200) $1,187,254 $1,000,000 $1,298,506 $298,506 29.9%
Employer Recruitment, Training and 579,428 309,500 309,500 0 0.0%
Retention (17601-0117000)
Summer Youth Program (17603-0117000) 124,443 146,200 146,200 0 0.0%
Employment First 13.0 13.0 13.0 0 0.0%
Employer Recruitment, Training and Retention 2.0 1.0 1.0 0 0.0%
Summer Youth 0.5 0.5 0.5 0 0.0%
The Employment First program provides employment services to assist recipients of food stamps in becoming
self-sufficient. Revenues to this fund are transferred from the Department of Human Services' Adult Services
program through a memorandum of understanding. The fund is appropriated annually and lapses at year-end.
The Employer Recruitment, Training and Retention Program establishes direct relationships with industry
consortiums, determines their workforce needs and develops specific recruitment, training and retention programs
to create employment opportunities for the working poor. Revenues to this program are transferred from the
General Fund.
The Summer Youth Program, transferred from the Safe City Office in 2007, provides employment opportunities
for youth interested in a government-assisted summer work experience. The program was transferred in order to
consolidate youth employment services into one agency. Revenues to this program are transferred from the
General Fund. The special revenue fund is appropriated annually and lapses at year-end.

Expenditures
Employer Recruitment SRF Transfer $455,700 $455,700 $455,700 $0 0.0%
(01010-9917000)
The Employer Recruitment SRF Transfer includes $309,500 for the Employer Recruitment, Training and
Retention Program and $146,200 for the Summer Youth Program.

Expenditures
ARRA Comm. Services Block Grant (17217-0117101) $0 $100,000 $175,000 0.50
ARRA Wagner Peyser (17217-0117101) 0 204,562 87,670 0.00
ARRA Wagner Peyser-RES (17217-0117101) 0 340,938 146,116 0.00
ARRA WIA Adult (17217-0117101) 0 828,865 355,228 3.50
ARRA WIA Dislocated Worker (17217-0117101) 0 579,443 248,333 1.50
ARRA WIA Youth (17217-0117101) 0 1,872,102 0 0.00
Denver Connection (17602-0117101) 16,390 0 0 0.00
DETA Special Projects (17904-0117000) 107,921 10,000 10,000 0.00
138

Disability Program Navigator (17xxx-0117101) 108,633 69,837 60,000 1.00
Disabled Vet's Outreach (DVOP) (17007-0117101) 15,007 25,082 23,300 0.00
Employment Support Fund (17301-0117101) 0 275,000 100,000 2.00
Local Veteran's Employment Rep (17007-0117101) 11,737 16,436 13,661 0.00
MOWD General Cost Pool (17802-0117000) 43,458 0 0 0.00
Refugee Targeted Assistance (17004-0117101) 495,077 418,585 418,000 5.00
TANF Case Mgmt/Employ/Training (17404-0117000) 187,521 0 0 0.00
TANF Case Mgmt/Employ/Training (17405-0117101) 16,725,079 17,692,342 16,809,000 140.00
Wagner-Peyser (17008-0117101) 1,370,094 2,544,343 2,276,361 22.00
Wag-Peyser 10% Summer Job Hunt (17008-0117101) 40,000 39,500 39,000 0.75
WIA 10% Bus. Outreach & Marketing (17100-0117101) 0 25,000 0 0.00
WIA 10% Credentialing (17100-0117101) 0 85,197 0 0.00
WIA 10% Disc. - Jobs for Amer Grads (17100-0117101) 25,661 0 0 0.00
WIA 10% Discretionary - PIF (17100-0117101) 51,660 28,767 34,829 0.25
WIA 10% Marketing (17100-0117101) 23,195 0 0 0.00
WIA 10% SECTRS-LMI Research (17100-0117101) 0 5,720 11,613 0.00
WIA 10% SECTRS-Planning Grant (17100-0117101) 0 71,084 0 0.00
WIA 25% Rapid Response (17100-0117101) 3,506 0 0 0.00
WIA Title I Adult (17100-0117101) 3,272,848 1,999,539 1,053,681 16.25
WIA Title I Dislocated Workers (17100-0117101) 849,971 591,470 398,071 8.00
WIA Title I Youth (17100-0117101) 2,328,212 1,664,909 869,845 4.00
WIA Youth Transition Grant (17100-0117101) 13,376 510 0 0.00
WIA/VRG - Benefit Planners (17014-0117101) 45,643 45,000 15,000 1.00
WIA/VRG - Benefit Planners (17100-0117101) 32,679 67,321 100,000 2.00
WIG - Benefit Planners (17014-0117101) 0 15,000 0 0.00
WIRED (17100-0117101) 3,826,748 5,000,000 100,000 0.50
WIRED Funds - CBER (17100-0117101) 0 20,000 0 0.00
WIRED ITAs (17100-0117101) 0 65,000 5,000 0.00
$29,594,416 $34,701,552 $23,349,708 208.25
The ARRA Community Service Block Grant will provide subsidized work experiences and assistance securing
unsubsidized employment to Denver residents with income at or below 200% of poverty, to reconnect them to
employment as rapidly as possible during the economic recovery, supporting their ability to be self sufficient.
The ARRA Wagner Peyser program provides self-directed or staff assisted services at local one-stop career centers
(workforce centers) to secure employment and workforce information thru a variety of services including: job search
assistance, skill assessment, labor market information, computer and equipment access to assist with job search.
The ARRA Wagner-Peyser RES program provides self-directed or staff assisted services at local one-stop career
centers (workforce centers) to secure employment and workforce information thru a variety of services including: job
search assistance, skill assessment, labor market information, computer and equipment access to assist with job search.
139
The ARRA WIA Adult program preserves and creates jobs; assists people most impacted by the economic
downturn. The Division of Workforce Development will focus on occupations in target industries (construction,
health care, and the green economy) with short training requirements that have a high possibility of job placement
based on labor market information, occupational data and input from local employers supports adult entry or re-
entry into the job market.
The ARRA WIA Dislocated Worker program preserves and creates jobs; assist people most impacted by the
economic downturn. The Division of Workforce Development will focus on occupations in target industries
(construction, health care, and the green economy) with short training requirements that have a high possibility of
job placement based on labor market information, occupational data and input from local employers. Eligible
Dislocated Workers should meet the following criteria: 1) terminated or laid off or received notice of the same; 2)
either eligible for or has exhausted entitlement to unemployment compensation; and 3) is unlikely to return to
previous industry or occupation.
The ARRA WIA Youth program provides employment and training services to help youth gain workforce
knowledge, skills and abilities that lead to rewarding, successful and sustainable employment for youth ages 14-24
years old.
The Denver Connection program is a Piton Foundation grant to support DWD projects to improve the success of
job seekers using DWD services.
The DETA Special Projects funds were used for special projects to further economic opportunity. Revenues to
this fund were from contributions, special donations, and a transfer from the airport.
The Disability Program Navigator program provides job-training assistance to people with disabilities. All
revenues to this fund are federal pass-through funds from the Colorado Department of Human Services.
The Disabled Veterans Outreach Program focuses on reaching out to disabled veterans, identifying those with
the most significant barriers to employment, and providing intensive, client-centered, mediated services to assist
the veteran in becoming employed. Revenues to this fund are federal pass-through funds from the Colorado
Department of Labor and Employment.
The Employment Support Fund provides labor market exchange services to employers and job seekers.
The Local Veterans Employment Representative program provides funding for employment services for all
veterans and other eligible applicants. These services include registration, counseling, referral to supportive
services, job development, labor market information, resume development, case management, job search
assistance, and referral to training. Revenues to this fund are federal pass-through funds from the Colorado
The MOWD General Cost Pool program was created to simplify Workforce Development's allocation of
personnel. This was a non-grant special revenue fund.
The Refugee Targeted Assistance program provides training assistance for refugees in the State of Colorado who
reside in Denver. All revenue to this fund is federal pass-through funds through the Colorado Department of
Human Services.
140
The two TANF Case Management, Employment and Training programs provides employment training
services and case management functions to assist TANF families in becoming self-sufficient. Revenues to this
fund are a transfer from the TANF Block Grant through a MOU with the Denver Department of Human Services.
This fund was created to appropriate program funds based on the State's fiscal year and to consolidate employment
services in one agency.
Wagner-Peyser is a year-round program for unemployed workers, which provides basic work registration and
labor exchange services. This federally funded program includes Unemployment Insurance (U.I.) claimant
services. All revenues to this fund are federal pass-through funds from the Colorado Department of Labor and
Employment.
Wagner-Peyser 10% Summer Job Hunt supports the Governor's Summer Job Hunt program and provides job
placement assistance to youth during the summer. Revenues to this fund are federal pass-through funds from the
Colorado Department of Labor and Employment.
The Workforce Investment Act (WIA) programs were authorized by Congress in 1998 to design, with states and
local communities, a revitalized workforce investment system that provides workers with the information, advice,
job search assistance, and training they need to obtain and keep good jobs and to provide employers with skilled
workers.
The WIA 10% Business Outreach & Marketing program supports marketing activities that will engage
employers in specific occupational groups and connects job seekers with training and employment opportunities
within these areas.
The WIA 10% Credentialing program supports the collaboration between three workforce regions whose
purpose is to publicize and market a pilot skills credential for jobseekers.
The WIA- 10% Discretionary Grant – Jobs for America's Graduates/Metro Denver Regional Workforce
Partnership provides enhanced employment services, training services, and skill development for staff.
Revenues to this fund are federal pass-through funds from the Colorado Department of Local Affairs.
The WIA- 10% Discretionary – Performance Incentive Funds provides enhanced employment services,
training services, and skill development for staff. Revenues to this fund are federal pass-through funds from the
Colorado Department of Local Affairs.
The WIA – 10% Marketing supports metro area workforce centers in Adams County, Denver Division of
Workforce Development, and the Tri-County and Broomfield areas with marketing and advertising functions.
The WIA – 10% SECTRS – LMI Research project develops a common method of gathering data related to
industry sectors and occupations within these sectors.
The WIA – 10% SECTRS – Planning Grant assesses the workforce capacity and challenges within the water
and wastewater industry.
The WIA-25% Rapid Response grant provides services to Trade Adjustment Act clients including registration,
counseling, referral to supportive services, job development, access to labor market information, resume
development, case management, and job search assistance. Revenues to this fund are federal pass-through funds
from the Colorado Department of Labor and Employment.
141
The WIA-Title I Adult program provides year-round training and placement for unemployed adult residents of
Denver. All revenues to this fund are federal pass-through funds from the Colorado Department of Labor and
Employment.
The WIA-Title I Dislocated Workers program provides training to people who have been laid off and require
additional training to become re-employed. All revenues to this fund are federal pass-through funds from the
Colorado Department of Labor and Employment.
The WIA-Title I Youth program provides year-round employment and training services to youth age 21 and
younger. All revenues to this fund are federal pass-through funds from the Colorado Department of Labor and
Employment.
The WIA - Youth Transition Grant ensures the development and oversight of a plan that serves to improve
and sustain transition services to youth with disabilities through utilization of an intermediary/transition team.
Revenues to this fund are federal pass-through funds from the Colorado Department of Local Affairs.
The two WIA - Benefit Planners and Vocational Rehabilitation Grant (VRG) Benefit Planners programs
provide employment and training services to people with disabilities to aid them in achieving successful
employment and independent living. Benefits counseling and planning services are provided to workforce center
customers with disabilities who are recipients or potential recipients of Social Security benefits due to a
disability. Revenues to these programs are federal pass-through funds from the Colorado Department of Local
Affairs.
The WIG Benefit Planners program provides benefit counseling and planning services to workforce center
customers with disabilities who are recipients of or potential recipients of Social Security due to disability.
The Workforce Innovation in Regional Economic Development (WIRED) Initiative is a three-year project
that supports the development of the Denver metro region's integrated approach to workforce, economic
development, and education. Revenues to this fund are federal pass-through funds from the Colorado
The Workforce Innovation in Regional Economic Development Funds – CBER program produces virtual
tour videos that convey needed skills, work-day activities, and opportunities in bioscience, energy, information
technology and/or aerospace business sectors.
The WIRED ITAs provide new and existing WIA Adult or workforce customers meeting WIA eligibility
requirement opportunities for individual training as well as incumbent worker training in the WIRED industries:
Energy, IT, Aerospace, and Bioscience industries.
142
Independent Agencies Summary
2008 2009 2010

General Fund
Agencies
City Council $4,240,583 $4,503,800 $4,112,900
Clerk and Recorder's Office 1,783,025 2,100,000 1,839,000
Clerk and Recorder Election Division 6,942,774 2,976,494 5,507,700
Hearings Office 359,246 390,300 387,300
Auditor 4,385,703 5,358,300 4,837,500
Expenditures
Total $26,393,836 $24,717,100 $25,643,700
Transfers
Transfer to Training SRF $132,000 $75,000 $75,000
Subtotal Transfers $270,900 $213,900 $213,900


General Fund 290.4 278.9 312.6
143
City Council 01010-0201000
Agency Description
The Denver City Council constitutes the legislative branch of the City and County government. As such, it enacts
all ordinances, levies taxes, appropriates monies for all City government operations, and holds weekly public
meetings.
The Denver City Council is composed of 13 elected members; eleven represent districts and two are elected at-
large. City Council activities include attendance at committee meetings and individual involvement with City
agencies, the Mayor, City residents, and civic organizations.
Legislative Services administers the City Council office and provides coordination and administrative support to
the Council members and the legislative process.
City Council Operations consists of Council members and their staff.
Mission
To give thoughtful consideration to all proposed legislation, to assist constituents with City-related issues, and to
make decisions in accordance with the best interest of the citizens and the City and County of Denver.
 Economic Development - Coordinate with City departments to strengthen economic development as well as
policy and funding decisions regarding federal stimulus money.
 Neighborhoods - Foster spirit and pride through community and neighborhood activities as well as maintain
recreation, library, park, cultural, and human services opportunities.
 Safe and Clean City - Maintain Police, Fire and Sheriff services and continue graffiti reduction efforts.
 Children and Families - Seek efficiencies and collaboration between the City and Denver Public Schools.
 Well-Planned City - Commence implementation of the new zoning code and promote multi-modal
transportation.

Expenditures
Budget Savings 0 16,437 0 (16,437) (100.0%)
$4,240,583 $4,503,800 $4,112,900 ($390,900) (8.7%)
144

Legislative Services $939,754 $993,710 $807,652 ($186,058) (18.7%)
Operations 3,300,828 3,510,090 3,305,248 (204,842) (5.8%)
$4,240,583 $4,503,800 $4,112,900 ($390,900) (8.7%)

Legislative Services 7.50 8.50 7.00 (1.50) (17.6%)
Operations 37.75 37.75 37.75 0.00 0.0%
45.25 46.25 44.75 ( 1.50) (3.2%)

In 2009, a savings of $76,400 in personnel services due to $60,000 in operational efficiencies in the City Council
District offices and $16,400 in wage and benefit savings.
 A net decrease of $87,200 and 1.25 FTE due to the reduction of the City Council front-desk positions. This
includes a decrease of $154,500 due to the abolishments of 0.5 FTE administrative support assistant, 0.75 FTE
administrative support assistant, and 1.0 FTE staff assistant offset by an increase of $67,300 for the creation of
1.0 FTE legislative assistant. The duties of these positions will be reassigned to other staff within the agency.
 A decrease of $15,800 and .25 FTE in personnel services due to reducing a program administrator position from
1.0 FTE to 0.75 FTE.
 A decrease of $130,000 in various line items in City Council District Operations. This equates to a decrease of
$10,000 in each City Council district.
 A decrease of $62,800 in various line items in City Council Legislative Services including training, travel,
meals, professional services, and dues and membership fees. This includes a decrease of $60,800 in services and
supplies and a decrease of $2,000 in internal services.
 A decrease of $6,800 in internal services due to decreased Workers’ Compensation charges.
Capital Equipment
None.
145

Expenditures
Council Districts (11701-0201103) $32,331 $32,588 $32,588 0.00
Council Districts funds are used for supplies and services and other discretionary expenditures within designated
Council districts. Revenue to the Council Districts Special Revenue Funds comes from unspent appropriation in
the City Council General Fund budget.
146
Office of Telecommunications 01010-0211000
Agency Description
The Office of Telecommunications serves as a liaison between Denver residents and the City's cable operator and
advises City Council on state and federal telecommunications policy. It administers, regulates, and enforces the
City's cable contracts with cable providers; manages capital funding and administrates construction of the Denver
Institutional Area Network Environment (DIANE); represents the City within the Greater Metro
Telecommunications Consortium; monitors contractual compliance for public access services; reviews
telecommunications agreements; audits franchise agreement payments; and represents the City in Federal
Communications Commission rulemaking proceedings.
Mission
To identify, serve, and support the cable and telecommunication needs of the City and County of Denver and its
residents.
 Participated in a dialogue with Denver congressional staff in Washington D.C. regarding legislation impacting
local cable franchising and telecommunications issues.
 Managed and coordinated various cable television and DIANE fiber infrastructure installation projects in support
of agency requirements.
 Collaborated with Denver Open Media management to improve capital equipment procurement and tracking
processes.
 Revamped and implemented a refined financial tracking and reporting system.
 Work with the federal, state and local governments to identify broadband needs and help ensure that underserved
needs within the City are addressed. (Highest Quality Service)
 Protect Denver’s cable franchise interests and revenues by continuing to follow and respond to Federal
legislative and regulatory changes. (Fiscal)
 Facilitate public access television contract compliance, by collaborating with the public access television board
of directors and executive director to establish meaningful work program activities and reporting processes.
 Research, develop, and acquire content that will improve resident access to information; assist in resolving cable
complaints; and facilitate input from cable customers. (Highest Quality Service)
 Represent the City by increasing participation in government regulator processes to protect the City’s interest in
cable television services and technology changes. (Fiscal)
147

Mandatory Public Access Television board meetings attended 10 9 12
Percent of Cable Franchise Renewal Project Complete 0% 15% 60%
Percent of annual work program fulfilled by Public Access provider 85% 85% 80%
Customer complaints received and resolved with cable provider1 65 200 150
Public access quarterly performance reports analyzed 2 3 4
1
An increase is anticipated due to Comcast's transition from analog to digital.

Expenditures
Internal Services and Misc. 3,417 7,274 7,379 105 1.4%
Budget Savings 0 14,430 0 (14,430) (100.0%)
$303,599 $330,900 $322,600 ($8,300) (2.5%)
Administration $303,599 $330,900 $322,600 ($8,300) (2.5%)

Administration 3.00 3.00 3.00 0.00 0.0%
Revenue
Cable Franchise Fees $5,608,705 $5,370,500 $5,364,900 (5,600) (0.1%)
$5,608,705 $5,370,500 $5,364,900 (5,600) (0.1%)

A 2009 savings of $14,400 including $1,900 in personnel services due to wage and benefit savings and $12,500 in
operational savings.
After factoring in the 2009 operating budget savings, there is a net decrease of $2,800 or 4.7 percent.
There are no other significant changes in the budget for 2010.
Capital Equipment
None.
148

Revenues
I-Net Special Revenue Fund (11711-0211000) $339,565 $350,000 $350,000 0.00
Public Access TV Support (11706-0211000) 1,046,859 935,000 935,000 0.00
$1,386,424 $1,285,000 $1,285,000 0.00
Comcast provides annual funding to the City, via the PEG (Public, Education, and Government) Fee, which is
divided between the Public Access TV Support and the Institutional Network (I-Net) Special Revenue funds. The
funding estimates are based on a split of the PEG Fee, with 75 percent of the Comcast funding put towards Public
Access TV Support and 25 percent of the funding put towards the I-Net fund.
The Institutional Network (I-Net) Special Revenue Fund allocates dollars to help construct and maintain the
fiber-optic DIANE network linking the PEG entities (Denver Open Media, Denver Public Schools, and Denver 8
TV) and other City-related sites. It also pays the yearly Comcast lease for rack space at the four "secondary hub
sites" which direct all DIANE voice, video, and data traffic over the network.
The Public Access TV Support Special Revenue Fund provides funds to acquire capital equipment for the
public access (Denver Open Media), education access (Denver Public Schools Distance Learning), and
government access (Denver 8 Television) cable casting operations and includes support of the mobile production
truck jointly used by all three entities.
149
Clerk and Recorder
Clerk and Recorder Departmental Summary
The Office of the Clerk and Recorder consists of three divisions: The Office of the Clerk and Recorder
Administration, the Clerk and Recorder's Office, and the Election Division.
The Office of the Clerk and Recorder Administration provides management and policy direction,
marketing/communications and public outreach functions, fiscal management, technology support, and guidance
for the entire department.
The Clerk and Recorder's Office is responsible for managing personnel and technology to collect, preserve, and
disseminate information (data and images in digital and hard copy formats) that reflect and verify ownership,
transfer, encumbrance, and foreclosure rights of all real property in the City and County of Denver; marital or
domestic partnership commitments filed in the City and County of Denver; executive authorization to formally
execute all contractual arrangements with the City and County of Denver; executive and legislative authorization
to formally implement and publish all policy, ordinances, and appointments in the City and County of Denver; and
elections, campaign finance, and lobbyist information.
The Election Division is responsible for conducting accurate, secure, and efficient elections for all Denver voters
while providing fair and full access to the voting process. The division adheres to all statutory deadlines,
maintains all voter registration records and election equipment, oversees candidate certification and ballot access
procedures, builds and certifies all Denver election ballots and coordinates state and special district elections, and
promotes public participation in the election process through a variety of formal programs including: English and
Spanish outreach, election judge recruitment and training, early voting, and mail-in voting.
Mission
To respond to each customer who has cause to interact with the department for any purpose in an efficient and
respectful manner; diligently abide by mandates prescribed by specific provisions of Title 30 of the Colorado
Revised Statutes; effectively and efficiently plan, prepare, and execute all steps necessary to fairly afford the
voting public its right to enfranchisement.
 Received and accepted an appointment to the Colorado Election Reform Commission by the Colorado Senate
President.
 Completed a records inventory and began a records conversion project, to convert all pages from film, fiche,
database, and books to a usable digitized format.
 Developed a new marriage license form in conformance with new State legislation.
 Implemented a process to automatically import fees and costs into the foreclosure database providing more
efficiencies by not having to manually input the data.
 Implemented a paperless system for new foreclosure files, eliminating the need for off-site storage, including
establishing an e-mail address where attorneys may file foreclosures electronically.
 Implemented a flat fee cost structure for copies and postage related to foreclosure filings.
150
 Conducted research on best practices used in conducting foreclosure auctions resulting in a retool of the auction
process that is now documented and available online.
 Successfully implemented a $5 fee for each additional grantor/grantee listed in recorded documents to better
reflect the workload associated with recording these documents, resulting in an increase in revenues.
 Provided more accurate and timely information regarding real estate chain of title as a result of partnering with
the Assessor’s Division regarding master property records online.
 Conducted a large elections public education campaign for voters that included informational voter brochures in
both English and Spanish; community outreach meetings to publicize the 2008 vote model; voter information
advertisements on buses; redesign of the Election Division website; re-launch of citizen advisory board for
outreach to Spanish speaking voters; and four direct mail pieces to voters that included a significant amount of
voting information.
 Documented, reviewed, and revised the organizational structure, staff responsibilities, records management
practices and business processes of the Election Division to achieve maximum effectiveness and efficiency and
to ensure that customer service exceeds customer expectations.
 Supported ACESSO, a Spanish language advisory board, in public outreach efforts encouraging the Spanish
speaking community to participate in the election process.
 Promoted training and certification of staff members by enrolling staff members in Help America Vote Act
(HAVA) training and other elections certification programs.
 Increase ease of public access to records by completing the first phase of the records conversion project and
initiating the second phase. (Highest Quality Service)
 Increase accessibility and transparency by creating a new website for Campaign Finance Reports. (Highest
Quality Service)
 Complete the redesign of the Clerk and Recorder Website. (Highest Quality Service)
 Review and redesign all the Clerk and Recorder forms to be consistent and user friendly. (Highest Quality
Service)
 Complete written procedures for the Public Trustee Division. (Internal Processes)
 Continue to promote training and certification of staff members in election official programs. (Workforce)
 Continue analysis of past elections to streamline elections processes and realize additional savings. (Internal
Processes)
 Coordinate the election facility move including design, planning, and implementation to realize cost savings.
(Fiscal)
151
 Create an enhanced reference library for elections records. (Internal Processes)
 Continue state mandated VoICE Project (statewide merge of duplicate voter records). (Highest Quality Service)
 Revise and streamline personnel business processes for recruiting and assigning election workers. (Internal
Processes)
 Enhance accessibility and transparency to voters by implementing the online Track My Ballot system. (Highest
Quality Service)
152
Office of the Clerk and Recorder Administration 01010-0711000
Agency Description
The Office of the Clerk and Recorder Administration provides management and policy direction,
marketing/communications and public outreach functions, fiscal management, technology support, and guidance
for the entire department.
Administration manages resources for the department to ensure that services are provided in an effective and
efficient manner internally, to other agencies and citizens. Administration is responsible for budget development,
operations management, cash management, and personnel management.
Technology Support provides support to all divisions of the department to enhance technology and tools that
provide quality service to customers and help staff complete work-related tasks.
Communications/Marketing is responsible for initiatives and programs designed to inform the public about
department policies and procedures, voter outreach, and other useful information that assists internal and external
customers in conducting business with the Office of the Clerk and Recorder.

Percent of employees with goal-related performance reviews 100% 100% 100%
Percent of employees satisfied (per annual employee survey) 81% 95% 95%
Percent of total website revamped 50% 50% 100%
Number of new office policy/procedure documents created 15 10 5

Expenditures
Budget Savings 0 16,906 0 (16,906) (100.0%)
$931,890 $985,606 $972,200 ($13,406) (1.4%)
Administration $377,688 $385,087 $435,051 $49,964 13.0%

Technology Support 247,219 311,802 281,143 (30,659) (9.8%)
Communications/Marketing 306,982 288,717 256,006 (32,711) (11.3%)
$931,890 $985,606 $972,200 ($13,406) (1.4%)

Administration 4.00 4.00 4.00 0.00 0.0%
Technology Support 4.00 4.00 4.00 0.00 0.0%
Communications/Marketing 3.00 3.00 3.00 0.00 0.0%
11.00 11.00 11.00 0.00 0.0%
153
Office of the Clerk and Recorder Administration 01010-0711000

After factoring in the 2009 personnel budget savings, there is a net decrease of $13,600 or 1.5 percent.
There are no other significant changes in the budget for 2010.
Capital Equipment
None.
154
Clerk and Recorder's Office 01010-0130000
Agency Description
Pursuant to Colorado law and the Charter of the City and County of Denver, the Clerk and Recorder/Public
Trustee is responsible for managing personnel and technology to collect, preserve, and disseminate information
(data and images in digital and hard copy formats) that reflect and verify ownership, transfer, encumbrance, and
foreclosure rights of all real property in the City and County of Denver; marital or domestic partnership
commitments filed in the City and County of Denver; executive authorization to formally execute all contractual
arrangements with the City and County of Denver; executive and legislative authorization to formally implement
and publish all policy, ordinances, and appointments in the City and County of Denver; and elections, campaign
finance, and lobbyist information.
Administration manages agency resources to ensure that services are provided in an effective and efficient
manner to other agencies and citizens. Administration is responsible for budget development, operations
management, cash management, personnel management, and technology support.
The County Clerk's Office is responsible for preparing, receipting, and indexing all documents presented for
recording. The digital imaging section, responsible for scanning recorded documents into the digital imaging
system and performing final quality control verification, also resides in the County Recorder's Office. Pursuant to
C.R.S. §30-10-409 (2), all documents received before 1:00 p.m. must be processed and endorsed by the end of the
day.
The Office of the Public Trustee is responsible for processing releases of deeds of trust and the administration of
all foreclosures in the City and County of Denver. This office is also responsible for withdrawals, redemptions,
cures, and foreclosure auctions. Pursuant to C.R.S. §38-38-101 (3), the Public Trustee must process a foreclosure
filing within 10 business days of receipt of the filing.
The Office of the City Clerk publishes ordinances and resolutions and maintains municipal records including all
City Council proceedings, rules and regulations, bonds and permits, contracts and official appointments. The City
Clerk is also responsible for issuing marriage licenses and committed partnership certificates. Campaign finance,
lobbyist, and bidder disclosure records are filed and maintained by the City Clerk.
Records Management is responsible for researching, copying, and verifying documents. This section also
oversees the retrieval and retention of documents stored by City agencies and requested by the public.

Document Processing time (maximum number of business days):
Recording 8 3 3
Digital imaging 2 2 2
Certification date 2 3 2
Return of recorded documents 1 3 1
Foreclosures 10 10 10
Release of deeds 111 2 2
Agency Production (per day):

Documents recorded 685 900 700
Releases processed 125 185 105
Foreclosures processed 25 30 22
Digital images processed 473 791 500
155

Number of complaints related to campaign finance 0 3 5

Total number of documents recorded (annually) 178,998 190,000 180,000
Percent of records requests responded to within 24 hours 100% 95% 100%
Total number of foreclosures processed (annually) 6,145 10,336 6,000
Total number of releases processed (annually) 31,047 31,000 24,000
Error rate of all indexed materials 2% <2% <1%

Expenditures
Budget Savings 0 25,870 0 (25,870) (100.0%)
$1,783,025 $2,100,000 $1,839,000 ($261,000) (12.4%)
Administration $269,352 $512,255 $566,576 $54,321 10.6%

County Clerk's Office 270,291 396,098 338,762 (57,336) (14.5%)
Office of the Public Trustee 723,748 714,922 520,107 (194,815) (27.2%)
Office of the City Clerk 301,725 256,555 238,354 (18,201) (7.1%)
Records Management 217,909 220,170 175,201 (44,969) (20.4%)
$1,783,025 $2,100,000 $1,839,000 ($261,000) (12.4%)

Administration 1.00 1.00 1.00 0.00 0.0%
County Clerk's Office 7.00 9.00 8.00 (1.00) (11.1%)
Office of the Public Trustee 16.00 15.50 11.00 (4.50) (29.0%)
Office of the City Clerk 6.00 5.00 5.00 0.00 0.0%
Records Management 5.00 4.00 3.00 (1.00) (25.0%)
35.00 34.50 28.00 (6.50) (18.8%)
Revenue
Fees 5,833,857 5,753,500 5,690,000 (63,500) (1.1%)
Charges for Services 4,049 4,000 4,000 0 0.0%
$5,897,794 $5,757,500 $5,694,000 (63,500) (1.1%)
156

In 2009, a savings of $83,400 in personnel services due to $25,900 in wage and benefit savings and $57,500 in
additional vacancy savings.
 A decrease of $227,400 and 6.0 FTE administrative support assistant II positions. These were limited positions
which were budgeted through the end of December 2009.
 A decrease of $21,100 and 0.5 FTE professional occupations intern, due to budget considerations.
 A net decrease of $13,500 in supplies and services due to budgeting for legal and public notices at actual
historical spending levels.
Capital Equipment
None.

Expenditures
Electronic Filing Technology (11836-0130000) $ 76,809 $170,000 $96,803 0.00
Program Description
Electronic Filing Technology fund collects revenue pursuant to State house Bill No. 02-1119 which required that
beginning September 1, 2002 the County Clerk and Recorder collect a surcharge of one dollar for each document
received for recording, and transmit fifty cents of each dollar to the State Treasurer for the State’s Electronic Filing
Technology Fund. The fifty cents retained by the county is used to defray the costs of implementing and
providing electronic filing and recording capabilities. In 2004, the law was amended authorizing counties to retain
the complete $1.00 surcharge beginning July 1, 2004 and ending July 1, 2006. In 2006, the law was amended
again with HB 06-1242, authorizing counties to retain the complete $1.00 surcharge through June 30, 2012.
Revenue to this fund comes from the document surcharge.
157
Election Division 01010-0701000
Agency Description
The Election Division of the Office of the Clerk and Recorder provides comprehensive election services for the
City and County of Denver including voter services, election operations, logistical support, and election
administration. The Elections Division is responsible for conducting fair, accurate, accessible, secure, transparent,
and efficient elections. The division maintains all voter registration records, official election records, candidate
certification records, ballot access documents, election results, and historical election documents. The division
also promotes public participation in the election process through formal programs including: community
outreach, poll worker recruitment, poll worker training, and voting education campaigns.
Administration provides management, records archiving, project management, communications support for the
division, and provides overall supervision of staff in all functional areas. This group is responsible for developing
and tracking the yearly budget and maintaining and destroying elections records according to legal mandates.
Communications functions include public outreach, relations with media and government entities, and advertising.
Operations provides voting operational support, ballot management, and precinct management. Operations is
responsible for ballot design, production, and distribution; processing mail-in ballot applications and ballots; ballot
counting; canvass and audit coordination; compilation and distribution of data for all state and federal statistical
reports; and preparation of standard and customized voter file reports and maps. This section also manages the
development and design of procedures for each voting method, and SCORE II system administration including
street file maintenance.
Logistics provides logistical support for elections, including acquisition and operation of voting locations; election
supplies management and distribution; and equipment management including voting machine programming,
maintenance, and distribution. Logistics is responsible for ensuring that voting locations are accessible and in
compliance with all applicable federal, state, and local laws including the Help America Vote Act and the
Americans with Disabilities Act.
Voter Services provides services to support the functions of elections, including customer service and personnel
coordination functions. Voter Services maintains voter registrations and records, processes and certifies candidate
and initiative petitions, and verifies provisional ballots for counting. This section also recruits, trains, manages,
and assigns all election personnel including temporary employees and poll workers.

Percent of Denver schools contacted to participate in student poll

worker program 40% 100% 100%
Number of election staff certified by the Secretary of State 3 8 12
Number of additional processes reviewed and refined 10 12 6
Number of new candidate services for local candidates 2 2 1
Number of new online services provided to the public 4 2 4
158

Expenditures
Personnel Services $3,123,904 $1,691,390 $3,080,097 $1,388,707 82.1%
Services and Supplies 3,299,694 1,151,318 2,354,053 1,202,735 104.5%
Budget Savings 0 100,886 0 (100,886) (100.0%)
$6,942,774 $2,976,494 $5,507,700 $2,531,206 85.0%
Administration $4,066,189 $1,684,485 $2,904,718 $1,220,233 72.4%

Operations 1,202,266 620,338 1,154,153 533,815 86.1%
Logistics 1,132,971 265,320 555,983 290,663 109.6%
Voter Services 541,346 406,351 892,846 486,495 119.7%
$6,942,774 $2,976,494 $5,507,700 $2,531,206 85.0%

Administration 2.00 3.00 69.00 66.00 2200.0%
Operations 9.80 6.00 3.00 (3.00) (50.0%)
Logistics 38.00 29.00 4.00 (25.00) (86.2%)
Voter Services 4.00 4.00 6.00 2.00 50.0%
53.80 42.00 82.00 40.00 95.2%
Revenue
Misc. General Government $256 $700 $100 ( 600) (85.7%)
Internal Svc & Indirect Charges 64,416 562,100 200,000 (362,100) (64.4%)
$70,608 $564,000 $203,100 (360,900) (64.0%)

 $22,900 personnel services due to wage and benefit savings.
 $18,300 increased vacancy savings.
 $77,900 operational savings.
After factoring in the 2009 personnel budget savings, the net increase is $1,365,800 or 80.0 percent.
After factoring in the budget savings, the net increase in services and supplies is $1,124,800 or 91.5 percent.
 An increase of $1,353,800 and 40.0 FTE in personnel services for on-call personnel and overtime that will be
needed for the 2010 Gubernatorial Primary and General Elections. The number of FTE for on-call personnel is
derived by totaling the cost of over 700 temporary part-time positions and dividing that number by the average
cost of a full time temporary worker.
 An increase of $1,280,000 in supplies and services for advertising, election judge fees, ballot printing and
support services, postage and mailing, and election supplies that will be needed for the 2010 Gubernatorial
Primary and General Elections.
159
 A decrease of $182,000 in services and supplies related to the Election Division’s relocation from its existing
rented location to a city-owned facility in 2010.
Capital Equipment
None.

Expenditures
Help America Vote Act Accessibility (11007-0701101) $194,719 $0 $0 0.00
The HAVA Accessibility Grant provided funds to ensure voting center access to all voters and the ability to
participate in the election process in a private and independent manner. Revenue to this fund was a federal grant
passed through the Colorado Department of State.
160
Career Service Authority 01010-0601000
Agency Description
Career Service Authority (CSA) provides human resources (HR) services for Career Service employees of the
City and County of Denver. CSA recruits, examines and certifies applicants for employment and promotion;
designs and administers the personnel rules that govern appointments, promotions, demotions, transfers, and
layoffs; and provides City-wide training for employees.
CSA Administration oversees and directs the operations of the agency in accordance with CSA rules and policies.
This office serves as the liaison to the governing Career Service Board. Staff in this unit provide payroll, accounts
payable, budgeting, contracting, scheduling, and mailing services for the agency.
The Classification, Compensation and Benefits Division is responsible for maintaining the classification and pay
plan for all City jobs excluding Police, Fire and Sheriff. This division manages the full range of benefits that
contribute to the well-being of City employees. It oversees the Unemployment Compensation and Prevailing
Wage Programs for the City. In addition, this division operates the Wellness Center and has developed a City-
wide Wellness Program. Furthermore, the division functions in a lead capacity for identifying and implementing
human resource information system upgrades and general maintenance.
The Workforce Management Division provides recruitment, retention, and talent development services for City
agencies. The Recruiting Section emphasizes a full life-cycle model in meeting the business needs of its clients.
The Workforce Planning Section focuses on succession planning and retention strategies to map out the City’s
work place future. The Diversity, Careers, and Education Refund Programs are also managed under this division.
The Employee Relations, Training and Organizational Development Division drafts, interprets and applies
CSA rules, addresses issues of importance to employees and management, and manages the City's Americans with
Disabilities Act (ADA) Program. This division administers the City-wide training program, which provides
education, growth and development opportunities for City employees. In addition, this division provides
organizational development services to City agencies. The agency's newly created Performance Management
Project is administered under this division. The division also processes, stores and retrieves personnel forms and
records for the various City agencies and departments.
The Communication and Marketing Division provides communication on topics of interest to individuals and
agencies throughout the City. This unit produces a variety of bulletins including the monthly City Insight
newsletter. Employee recognition events such as the 5281 Awards Ceremony and the annual City-Spirit picnic are
administered by this division.
The HR Operations Division was created in May 2009 to provide day-to-day support to agencies and departments
primarily in the functional areas of consultation, performance management and employee relations. This division
focuses on aligning core HR and safety functions with business practices, and facilitates the development of a
positive culture built around communication, respect, collaboration and results.
Mission
Career Service Authority upholds the merit system by providing human resource services to employees and
agencies within the City and County of Denver for the benefit of City employees and the Denver community.
161
CSA Administration
 Coordinated the 2008 mid-year re-organization within CSA. Developed a financial model that allowed the
agency to fund newly created positions within a budget-neutral framework. Drafted and processed all personnel
transactions that generated desired changes.
 Provided staff on a temporary basis to support other agency and City operations including Benefits, Recruiting,
Wellness, Elections, and Environmental Health.
 Generated all accounts payable vouchers, billings for services, salary offsets, and inter-governmental transfers in
a timely and efficient manner.
Classification, Compensation, and Benefits

 Received the 2009 IMPA-HR Western Region award for service excellence in very large organizations.
 Developed and published the Classification manual.
 Implemented the 2009 Pay Survey structure adjustments.
 Completed the Total Compensation Study and drafted initial recommendations.
 Issued a request for proposal for the 2010 Medical Plan and Flexible Spending account renewals.
 Implemented the 2009 City-wide Wellness initiative.
 Increased membership in the Wellness Center to nearly 600.
Workforce Management
 Developed and distributed a new Denver Employee Survey during the Fall 2008. The data collected from this
survey was published in detailed reports targeted to specific agencies and departments. This data will serve to
assist with workforce planning and performance management efforts across the City.
 Began mapping of the City’s workforce future by focusing on succession planning, retention strategies, and the
development of an inclusiveness awareness program.
 Implemented the Recruiting Section’s Online Hiring Center (OHC) which enhances the entire selection process
by allowing for accessing applications and related information online in a timelier manner.
 Validated test processes to ensure their relevance to jobs under recruitment. Many of the tests have been
expanded from a knowledge base to practical application which better aligns individual abilities with actual jobs.
Employee Relations, Training, and Records

 Implemented an improved employee performance evaluation form and process.
 Created several new training classes (HR development, managing performance, leadership and management,
customer service) based on needs assessment strategies and tools.
 Partnered with Workforce Development to provide organizational development support based on the 2008
Denver Employee Survey results.
 Collaborated with agencies and departments across the City to develop and implement the first formalized
background check policy.
Communication and Employee Recognition

 Developed enhanced communication methods to reach those employees who did not have regular access to
online sources of information using the City InSight newsletter and numerous program brochures.
 Redesigned the agency web site to assist employees with navigation through the system.
 Hosted the City’s annual 5281 recognition event which recognized numerous City employees for their
contributions to the City’s goals. This Section was instrumental in planning and executing the largest citywide
appreciation event, the City Spirit Picnic, for close to 5,000 employees.
162
Human Resources Operations Division

 Created a new division in May 2009 to provide HR services to participating agencies/departments across the
City. The Department of Parks & Recreation will be the initial focus of this division. Future support may be
provided to the agencies which currently do not have HR support as part of the Shared Services effort.
 Consolidated HR and Safety operations for the Department of Parks & Recreation, downsizing from 15 positions
to nine.
CSA Administration
 Develop a budgetary approach that focuses on program performance and documents needs as opposed to annual
incremental increases. (Fiscal)
 Ensure that funding and personnel resources are properly distributed to enable the agency to meet it’s goals.
(Fiscal)
Classification, Compensation and Benefits

 Initiate a Classification maintenance study of the supervisor and management classes. (Internal Processes)
 Implement Phase 1 of the Total Compensation Study recommendations. (Workforce)
 Conduct and implement the 2010 Pay Survey recommendations. (Workforce)
 Conduct and share the 2010 Market Analysis for the Deputy Sheriffs. (Workforce)
 Conduct an audit of dependents enrolled in the medical plans. (Healthy and Successful Lives)
 Implement the 2011 Medical and Dental Plan renewals. (Healthy and Successful Lives)
 Implement the 2010 City-wide Wellness Initiative. (Healthy and Successful Lives)
 Continue to enhance a recruiting strategy plan to attract, recruit, and retain the best talent in the City by
improving processes and building efficiencies into the workflow. (Workforce)
 Develop an inclusive awareness program (Diversity) as a recruitment and retention tool. (Workforce)
 Continue to develop valid and reliable employment testing methods and standards. (Workforce)
 Implement organizational charting software to pilot agencies for workforce planning. (Workforce)
Employee Relations and Organizational Effectiveness

 Develop and implement an overall employee performance evaluation strategy which promotes efficiency,
consistency, and fairness. (Workforce)
 Develop a more efficient manner of processing personnel action forms by improving workflow and better
utilizing available technology. (Internal Processes)
 Create and implement a formal needs assessment tool to be used to identify and implement organizational
development strategies to improve employee morale and productivity. (Internal Processes)
 Develop a strategy that uses technology to administer learning management for City employees, including
measuring and evaluating the impact of training on the services and the careers of employees. (Internal
Processes)

 Brand all agency communications and market new programs and services to specific audiences whenever
possible. Continue outreach to employees who do not have online access at work. (Workforce)
 Continue to work with the various agencies and departments to create and implement a more effective internal
City-wide communications program. (Internal Processes)
163

Administration
Percent of internal employees who indicate on the Administration 91% 90% 90%
Mini-Survey that they are satisfied with their service
Classification, Compensation and Benefits
Percent of employees who indicate on the customer 93% 95% 95%
survey that they are satisfied with benefits offered
Percent of pay survey recommendations approved by the CSA
Board and City Council 92% 95% 95%
Error rate in pay survey pay tables 0.5% 0.5% 0.5%
Average number of days to complete a job audit 35 days 32 days 30 days
Average cycle time to fill a position – Exempt 45 days 45 days 40 days
Average cycle time to fill a position - Non-Exempt 30 days 30 days 30 days
Percent of internal customers who indicate on the customer survey 60% 60% 60%
that they are satisfied with CSA's recruitment process
Employee Relations and Organizational Development
Number of Career Service Rules revised 9 9 9
Number of seats filled in training classes 7,878 7,000 7,000
Satisfaction with CSA training programs (On 5 Pt. Scale) 4.65 4.65 4.65
Number of personnel actions processed 24,037 24,00 24,000
Percent of employees who indicate on the customer survey that 58% 60% 65%
they are satisfied with CSA's communications
Number of articles submitted to the Insight Newsletter 80 80 80

Expenditures
Budget Savings 0 121,315 0 (121,315) (100.0%)
$6,186,678 $6,664,900 $6,322,000 ($342,900) (5.1%)
Administration $1,087,953 $1,260,182 $875,074 ($385,108) (30.6%)

Training 4,111 0 0 0 0.0%
HR Operations 0 0 1,088,328 1,088,328 0.0%
Workforce Management 1,955,899 2,113,133 1,147,193 (965,940) (45.7%)
Classification, Compensation, and 1,556,595 1,671,103 1,618,123 (52,980) (3.2%)
Benefits
Employee Relations & Org. 1,245,261 1,294,113 1,295,904 1,791 0.1%
Development
Communication and Marketing 336,856 326,369 297,378 (28,991) (8.9%)
$6,186,678 $6,664,900 $6,322,000 ($342,900) (5.1%)
164

Administration 11.00 9.00 8.00 (1.00) (11.1%)
HR Operations 0.00 0.00 16.00 16.00 0.0%
Workforce Management 24.00 24.00 12.00 (12.00) (50.0%)
Classification, Compensation, and 20.00 19.00 19.00 0.00 0.0%
Benefits
Employee Relations & Org. 15.00 16.75 17.75 1.00 6.0%
Development
Communication and Marketing 3.00 3.00 3.00 0.00 0.0%
73.00 71.75 75.75 4.00 5.6%
Revenue
Miscellaneous Intergovernmental $154,652 $168,400 $154,300 (14,100) (8.4%)
Misc. General Government 0 1,001,600 1,010,000 8,400 0.8%
Fees 2,458 0 0 0 0.0%
$157,110 $1,170,000 $1,164,300 (5,700) (0.5%)
In 2009, a savings of $121,300 in personnel services due to $96,300 in wage and benefit savings, and $25,000 in
supplies and materials reductions.
 An increase of $715,100 and 9.0 FTE transferred to the new HR Operations Division from Parks and Recreation
(0101-701000).
 A decrease of $454,400 and 5.0 FTE including two human resource specialists and three associate human
resources professionals.
 A decrease of $373,700 in personal services due to holding two human resource specialists, two senior human
resource professionals and one human resource technician vacant.
 A decrease of $105,600 in supplies and materials.
 A decrease of $31,100 in General Fund support for the City Wide Wellness program resulting in the City
splitting the cost of the program 50/50 with employees.
 A decrease of $67,694 in workers’ compensation premiums.
Capital Equipment
None.
165

Expenditure
Transfer to Training SRF
(01010-9920000) $132,000 $75,000 $75,000 $0 0.0%
Transfer to Tuition Refund SRF
(01010-9921000) $138,900 $138,900 $138,900 $0 0.0%
Transfer to Alternative Transportation*
SRF (01010-9911400) $440,000 $568,900 $433,700 ($135,200) (23.8%)
The Training Transfer represents the City's General Fund support for the Training Program, which promotes
employee development through management and skills-based training.
The Tuition Refund Transfer program helps City employees acquire education that will enhance their job
performance. The program promotes continuing education by providing partial refunds for courses that are taken
at accredited institutions. No change is recommended for 2010.
The Alternative Transportation Special Revenue Fund Transfer provides the General Fund's share of funding
for the RTD ValuePass program. For 2009, an increase of $128,900 was approved due to a projected 10 percent
increase in ridership as well as a projected four to five percent increase in RTD’s rates. For 2010, the transfer will
be decreased by $135,261. City employee’s percentage share of the total RTD ValuePass program costs will be
increased to 50 percent.
*Prior to 2009, the Alternative Transportation transfer was included within the General Government Special
Revenue Fund Transfer. Beginning in 2009, a separate transfer account was established to more clearly identify
the General Fund’s contribution to this program.
Special Revenue Fund Programs 2008 2009 2010 2010

Actual Estimated Projected FTE
Expenditures
Alternative Transportation Fund (11846-0601000) $1,396,901 $1,695,000 $1,898,000 0.00
Career Service Training (11806-0601000) 213,120 145,000 150,000 0.00
City Wellness Program (11807-0601000) 153,378 165,000 172,000 2.00
Educational Refund Program (11801-0601000) 173,623 190,000 155,000 0.00
$1,937,022 $2,195,000 $2,375,000 2.00
The Alternative Transportation Special Revenue Fund provides funding for the alternative transportation (RTD
ValuePass) program to encourage City employees to use alternative methods of transportation and reduce
automobile usage. Revenue to this fund consists of transfers from the General Fund, the Department of Human
Services, the Wastewater Management Enterprise Fund, and the Environmental Services Enterprise Fund, as well
as contributions from participating employees via payroll deductions. Expenditures from this fund are subject to
annual appropriation.
The Career Service Training Fund provides orientation and training to City employees for the purposes of job
enhancement and promotion. Revenues to this fund include a transfer from the General Fund and fees paid by
participating agencies.
166
The City Wellness Program Fund supports a fully equipped and staffed wellness center within the Webb
Municipal Building. The center provides health and wellness programs and services to all City employees. The
wellness center is funded entirely from participant fees.
The Educational Refund Program provides partial refunds for courses taken by City employees at accredited
institutions. To qualify for a refund, employees must demonstrate that the course will improve their current
performance and productivity or enhance their ability to promote within the City. Revenue to this fund is a transfer
from the General Fund.
167
Hearing Office 01010-0603000
Agency Description
The Hearing Office for the Career Service Board is the administrative forum created by Denver City Charter
§9.1.1 for employee appeals from agency actions as set forth in Career Service Rule 19-10. The Hearing Office
conducts all hearings authorized by Career Service Rule 19 and issues decisions resolving the issues raised in the
appeal, administers the Workplace Mediation Program and reports directly to the Career Service authority Board.
Mission
The Career Service Hearing Office endeavors to provide a fair, neutral and efficient process for appeals for Career
Service employees, and provides free and prompt mediation services for employment disputes of City and County
employees.
 Co-designed, with Records Custodian/Program Coordinator, uniform procedures for calendaring and monitoring
petition for review process, using Law Toolbox calendaring software and email transmission of documents.
 Implemented change from paper to flash drive storage of records on petition for review, generating cost savings
and greater ease of use by the board, parties, and attorneys.
 Achieved 74 percent settlement rate for cases referred to CSA Mediation Program for settlement.
 Trained ten new mediator volunteers employed in several large city agencies, and began program to train new
supervisors to practice active listening and informal dispute resolution in the workplace.
 Expand use of mediation by issuing updated brochure and holding meetings with employee groups and
agency decision-makers. (Internal Processes)

Percent of appeals set for hearing within 60 days of file date 95% 95% 95%
Percent of decisions issued within 45 days of close of record 94% 84% 90%
Percent of orders issued within 48 hours of response time 85% 85% 85%
168
Hearing Office 01010-0603000

Expenditures
Internal Services and Misc. 0 6,228 2,678 (3,550) (57.0%)
Budget Savings 0 14,809 0 (14,809) (100.0%)
$359,246 $390,300 $387,300 ($3,000) (0.8%)
Administration $359,246 $390,300 $387,300 ($3,000) (0.8%)

Administration 4.00 4.00 4.00 0.00 0.0%

In 2009, a savings of $7,559 in personnel services due to wage and benefit savings, $6,750 in services and supplies,
and $500 in internal service charges.
After factoring in the 2009 personnel budget savings of $7,559, the net increase is $1,050 or 0.3 percent.
After factoring in the operating budget savings of $6,750, the services and supplies budget is the same as 2009.
 A decrease of $4,000 in internal service charges due to changes in workers’ compensation charges.
Capital Equipment
None.
169
Board of Adjustment for Zoning Appeals 01010-0910000
Agency Description
The Board of Adjustment for Zoning Appeals (BOAZ) is an independent agency that hears appeals regarding
permit denials and cease and desist orders issued by the Community Planning and Development Department. The
agency is also responsible for conducting hearings to review zoning decisions. The Board is authorized by the
Denver City Charter and its exact powers and staffing are governed by the Revised Municipal Code. The Board is
comprised of five regular members and two alternate members, all of which are appointed by the Mayor. A full-
time staff of three supports and conducts day-to-day operations for the Board.
Administration processes applications for hearings relating to the City's Zoning Code. This involves docketing
cases and preparing case files for the board to review during the hearing process from inception to conclusion.
Activities include accepting and processing appeals and giving required public notice to citizens, citizens' groups
and Council members, both before and after hearings.
The Hearings section conducts the actual hearings before the five members of the Board. Hearings provide
reasonable relief from the technical requirements of the Zoning Code upon the satisfaction of Zoning Code
conditions, allowing citizens to develop and use their property in the most orderly and efficient manner possible.
Mission
To provide the citizens of Denver with fair, timely, and efficient access to the zoning appeals process set out in the
Charter and the Zoning Code of the City and County of Denver.
 Participated in the technical review of the New Zoning Code, due to be reviewed by City Council in late 2009.
 Reduced the agency’s cost of public notification signage by 40% (the amount of usable signs returned by
applicants) by utilizing recyclable notification signs.
 Reduced the agency’s amount of paper and postage usage by 75-85% through the use of electronic notice to
Registered Neighborhood Organizations.
 Improved preparation of case files, by updating the previous version of Auto CAD software, which was over 12
years old.
 Support the new Zoning Code through hearings and decisions that allow for the most efficient and orderly
development and use of citizens’ property. (Healthy & Successful Lives)
 Promote environmental and fiscal stewardship by enhancing use of e-mail, electronic forms, and recyclable
signs. (Environmental)

Total number of cases 246 250 250
Number of cases initiated via web obtained forms 40 70 90
Percent of cases initiated via web obtained forms 16% 30% 37%
Number of cases heard within 90 days 180 200 235
170
Board of Adjustment for Zoning Appeals 01010-0910000

Percent of cases heard within 90 days 70% 80% 97%
Percent of cases heard within 60 days 60% 75% 87%
Percent of notice given within 30 days 99% 99% 100%
Average number of visits to the Board’s website each day 29 60 75
Total number of website visits per year 10,937 11,000 15,000
Spanish language applications reviewed 9 10 15

Expenditures
Budget Savings 0 3,546 0 (3,546) (100.0%)
$246,788 $253,000 $256,300 $3,300 1.3%
Administration $198,404 $203,137 $208,447 $5,310 2.6%
Hearings 48,383 49,863 47,853 (2,010) (4.0%)
$246,788 $253,000 $256,300 $3,300 1.3%
Administration 3.00 3.00 3.00 0.00 0.0%
Hearings 1.35 1.35 1.35 0.00 0.0%
4.35 4.35 4.35 0.00 0.0%
Revenue
Fees $42,872 $38,200 $39,600 $1,400 3.7%
$42,872 $38,200 $39,600 $1,400 3.7%

A 2009 savings of $3,500 in personnel services due to wage and benefit savings. After factoring in the 2009
personnel budget savings, the net increase is $6,067 or 2.6 percent.
 An increase of $3,000 for bilingual pay and on-call wages to reflect actual expenditures.
 A decrease of $1,400 in supplies for the one-time purchase of replacing the previous version of auto CAD case
file preparation software.
 A decrease of $1,400 related to operational savings (education, printing, public notices, parking expenses, etc.).
Capital Equipment
None.
171
Auditor 01010-0301000
Agency Description
The Auditor is responsible for examining and evaluating the operations and performance of City agencies,
departments and programs for the purpose of ensuring the proper, efficient and effective use of City resources;
auditing compliance with City contracts; and ensuring compliance with the City's prevailing wage ordinance. The
Auditor also chairs the Audit Committee which reviews audits and other reports of the Auditor's Office. The
Committee also contracts for and oversees the external auditor that conducts the annual independent audit of the
City's finances.
Those responsibilities are fulfilled through the various divisions of the Auditor's office.
The Management Services division oversees the human resource functions of the office, administers the Auditor's
office budget, inventory, expenditures, and Auditor's office payroll. It also provides IT support to all functions of
the Auditor's Office. The Auditor countersigns all contracts entered into by the City and County of Denver. The
Contracts section reviews each contract for accuracy and compliance with all City rules, regulations and
ordinances, prior to the Auditor's signature.
The Audit Services Division is responsible for executing the audit functions entrusted to the Auditor. Effective
January 1, 2008, the citizens of the City and County of Denver requested improved governance, better controls and
enhanced accountability and transparency by overwhelmingly voting to amend the Denver Charter, thereby establishing
a unique, robust and independent internal audit model. The key attribute to the Denver model involves the significant
level of the internal audit function’s independence. The Audit Services Division has broad audit authority including
comprehensive access to all City records and employees, to develop an annual audit plan independently and to mandate
formal audit response and follow up requirements for audited entities. As a result of the creation of this unique
government audit model, the Audit Services Division is ideally positioned to meet the public mandate for greater
accountability, transparency and oversight.
Through the Audit Services Division, the Auditor conducts performance, financial and information technology
audits of City departments and contractors. These audits evaluate the effectiveness and efficiency of City
activities, services and programs including assessments of internal controls and compliance with legal
requirements and best practices. These audits are conducted in accordance with generally accepted government
audit standards promulgated by the United States Comptroller General. The Division also provides non-audit
services to City departments and agencies through a suite of advisory services including Audit Alerts and training
services.
Communication, Information, Prevailing Wage Division, and Labor Liaison. The Auditor's Office is
responsible for enforcing the City's Prevailing Wage and Living Wage Ordinance. Under the ordinance, the
Auditor is charged with ensuring that contractor employees on City projects are working within the appropriate
wage and job classification, as established by the Career Service Authority. Prevailing Wage personnel work with
contractors and workers to answer questions, provide clarification, and ensure compliance with the ordinance. In
connection with this the Division Director serves as the Labor Liaison for the Auditor.
The division also provides all communication services, both external and internal for the Auditor's Office. This
includes the production of a variety of management reports, which amalgamate information from a variety of sources
including performance audits conducted by the Audit Services Division. These reports provide informational and
management guidelines and reports and indicators (or benchmarks) to act as a catalyst to improve the performance of
various aspects government and community initiatives, programs and goals.
The division is responsible for maintaining and expanding an E-Government role for the Auditor, providing
increased functionality and access through the internet and other electronic means for the citizenry.
172
Auditor 01010-0301000
Audit Committee. The Audit Committee is chaired by the Auditor and consists of the Auditor, two appointments
each of the Auditor, the Mayor and City Council. The Committee is responsible for commissioning the annual
independent audit of the City finances, supervising the work of the external auditor, receiving the reports and
communicating the findings and recommendations of the external auditor to the Mayor, Manager of Finance, City
Council and the public. Additionally, the Committee receives the results of audits conducted by the Audit
Services Division and communicates those findings to the Mayor, Manager of Finance, City Council and the
public.
Mission
To promote open, accountable, efficient, and effective government by performing impartial reviews and other
audit services that provide objective and useful information to improve decision making by management and the
people.
We will monitor and report on recommendations and progress towards their implementation.
 Issued 18 audit reports and performed several non-audit advisory services during the year which fully supported
and helped to further the continuous improvement activities of the City and County.
 Reduced ambulance response time by nearly two minutes as a result of a keystone performance audit for the year
that examined the City’s Emergency Medical Response System. The Division presented the results of this audit
at a national professional audit conference in 2009.
 Fully automated the audit process using state of the art audit project management software (TeamMate).
 Significantly enhanced utilization of electronic audit tools including the purchase and implementation of high
powered data mining software (ACL software) and flowcharting software (Visio).
 Implemented a formal quality assessment program based on external peer review approach.
 Drafted and adopted its self-governing charter for the Audit Committee.
 Increased efficiency and reduced paper usage in processing of payroll applications in the Prevailing Wage
division. Average pay request processing time was reduced from 4.8 days in 2008 to 2.5 days as of April 2009.
 Full implementation of specialized fraud audit team. (Fiscal)
 Increase advisory services delivery particularly in the areas of control self-assessment and Audit Alerts.
(Economy and Fiscal)
 Enhance audit reporting tools. (Internal Processes)
173
Auditor 01010-0301000
 Continue implementation of the LCPTracker on-line certified payroll system in order to generate significant
time-savings in auditing payrolls and processing pay applications as well as reductions in paper usage and
storage costs related to preserving paper records. (Internal Processes)
 Increase ease and speed by which payrolls are submitted and audited as well as the shortened pay application
processing time resulting in a cost-savings that may allow contractors to reduce bid amounts for future city work
thus reducing construction costs to the city. (Internal Processes)

Audit Services
Percent of audit recommendations implemented 95% 90% 92%
Audit effectiveness survey rating 3.75 3.75 3.90
Communication, Information, Prevailing Wage Division

and Labor Liaison
Total number of invoices processed 8,088 9,490 10,439
Total dollar value of invoices processed $551.5 M $555.0 M $610.5 M

Expenditures
Services and Supplies 913,715 1,234,359 1,147,544 (86,815) (7.0%)
Internal Services and Misc. 78,124 46,685 46,412 ( 273) (0.6%)
Budget Savings 0 26,237 0 (26,237) (100.0%)
$4,385,703 $5,358,300 $4,837,500 ($520,800) (9.7%)
Management Services $1,553,319 $1,711,109 $1,089,953 ($621,156) (36.3%)

Audit Services 1,711,198 2,166,225 2,333,574 167,349 7.7%
Audit Committee 710,251 976,376 941,910 (34,466) (3.5%)
Communications, Prevailing Wage 410,934 504,590 472,063 (32,527) (6.4%)
$4,385,703 $5,358,300 $4,837,500 ($520,800) (9.7%)
Management Services 18.00 18.00 13.00 (5.00) (27.8%)
Audit Services 25.00 25.00 27.75 2.75 11.0%
Communications, Prevailing Wage 4.00 5.00 5.00 0.00 0.0%
47.00 48.00 45.75 (2.25) (4.7%)
174
Auditor 01010-0301000

 $224,500 for additional vacancy savings
 $26,200 for wage and benefit savings
 $18,100 for reducing costs of supplies and materials
 $11,000 for holding executive pay increases
 $2,500 for suspension of the inter program
After factoring in the 2009 personnel budget savings, the net decrease is $433,700 or 10.64%.
 A net increase of $8,200 and 1.75 FTE in Audit Services for the addition of one new audit team. This includes
an increase of $152,900 in personnel services and $6,300 in services and supplies for the additional staff. The
FTE increase is for 1.0 FTE internal audit supervisor, 0.5 FTE lead internal auditor to be filled in July, and 0.25
FTE senior internal auditor to be filled in November. To offset the cost of the new audit team, there is a
decrease of $151,000 including $134,800 in personnel services for holding two positions vacant throughout
2010 and $16,200 in services and supplies.
 A decrease of $236,600 in Management Services due to savings related to holding three positions vacant. This
includes a reduction of $218,000 in personnel services due to holding one contract administrator, one
administrative analyst and one agency support technician vacant and a decrease of $18,600 in services and
supplies due to the costs associated with the three vacant positions.
 A decrease of $230,300 and 4.0 FTE due to the transfer of the responsibility for maintaining the City’s financial
records from the Auditor’s Office to the Office of Controller in the Department of Finance. This includes
$159,000 and 3.0 FTE administrative support assistant, $56,100 and 1.0 FTE supervisor of administrative
support and $15,200 in services and supplies for costs associated with storage of the records.
 A decrease of $34,400 in services and supplies in the Audit Committee due to reductions to the meeting per diem
for Audit Committee Board members, official function expenses and the contract with BKD for the 2009
external audit contract.
 A decrease of $9,300 in services and supplies in Communication, Information, Prevailing Wage Division, and
Labor Liaison due to efficiencies created through changes in the process by which financial records and
contracts are stored.
Capital Equipment
None.
175
Airport Auditor's Services 01010-0302000
Agency Description
Airport Auditor's Services performs accounting and auditing services for Denver International Airport (DIA) and
is a field office for the Auditor. The General Fund is reimbursed directly by DIA for the office expenditures.
The Audit Services Division is responsible for executing the audit functions entrusted to the Auditor. Through
the Audit Services Division, the Auditor conducts performance and financial audits of City departments and
agencies, as well as revenue and expenditure contract and grant audits. These audits evaluate the effectiveness and
efficiency of City activities, services and programs including assessments of internal controls and compliance with
legal requirements and best practices. These audits are conducted in accordance with generally accepted
government audit standards promulgated by the United States Comptroller General. The Division also provides a
suite of non-audit services to City departments and agencies.
Prevailing Wage monitors and enforces prevailing wage requirements on all construction projects at Denver
International Airport, ensuring compliance with Section 20-76 of the Revised Municipal Code. This includes
disseminating prevailing wage information, approving vouchers related to prevailing wage projects and
distributing underpayments of prevailing wages to affected workers.
Mission
To promote open, accountable, efficient, and effective government by performing impartial reviews and other
audit services that provide objective and useful information to improve decision making by management and the
people.
We will monitor and report on recommendations and progress towards their implementation.
 Full implementation of specialized fraud audit team. (Fiscal)
 Increase advisory services delivery particularly in the areas of control self-assessment and Audit Alerts.
(Economy and Fiscal)
 Enhance audit-reporting tools. (Internal Processes)
 Continue implementation of the LCPTracker on-line certified payroll system in order to generate significant time
savings in auditing payrolls and processing pay applications as well as reductions in paper usage and storage
costs related to preserving all those paper records. (Internal Processes)
 Increase ease and speed by which payrolls are submitted and audited as well as the shortened pay application
processing time resulting in a cost-savings that may allow contractors to reduce bid amounts for future City
work thus reducing construction costs to the City. (Internal Processes)
176
Airport Auditor's Services 01010-0302000

Audit Services
Percent of audit recommendations implemented 95% 90% 92%
Audit effectiveness survey rating 3.75 3.75 3.90
Communication, Information, Prevailing Wage Division

and Labor Liaison
Total number of invoices processed 8,088 9,490 10,439
Total dollar value of invoices processed $551.5 M $555.0 M $610.5 M

Expenditures
Personnel Services $978,212 $1,099,312 $1,042,835 ($56,477) (5.1%)
Budget Savings 0 7,853 0 (7,853) (100.0%)
$1,013,551 $1,153,800 $1,086,200 ($67,600) (5.9%)
Audit Services $594,239 $714,771 $654,930 ($59,841) (8.4%)

Prevailing Wage 419,311 439,029 431,270 (7,759) (1.8%)
$1,013,551 $1,153,800 $1,086,200 ($67,600) (5.9%)

Audit Services 8.00 8.00 8.00 0.00 0.0%
Prevailing Wage 6.00 6.00 6.00 0.00 0.0%
14.00 14.00 14.00 0.00 0.0%
Revenue
Misc. General Government $155 $0 $0 $ 0 0.0%
Internal Svc & Indirect Charges 983,808 1,172,800 1,126,800 (46,000) (3.9%)
$983,963 $1,172,800 $1,126,800 (46,000) (3.9%)

A 2009 savings of $7,900 in personnel services due to wage and benefit savings and increased vacancy savings.
 A decrease of $67,600 to the Audit Services division including a decrease of $65,600 in personnel services due
to holding one staff internal auditor position vacant and a decrease of $2,000 in services and supplies for the
costs associated with the vacant position.
Capital Equipment
None.
177
178
Department of Finance Summary
2008 2009 2010

General Fund
Agencies
Office of the CFO $1,036,532 $2,328,228 $2,217,400
Risk Management 3,261,385 3,821,900 3,709,700
Expenditures
Internal Services & Misc. 15,338,433 15,432,161 18,130,763
Budget Savings 0 1,259,759 0
Total $50,900,381 $54,842,900 $56,715,600
Transfers
Transfer to General Government SRF $20,951,500 $1,532,588 $0
Transfer to Fleet Maint ISF 617,700 0 0
Transfer to Grant Development Fund 240,000 240,000 220,000
Other General Fund

Total $0 $12,996,412 $17,080,700

Workers' Compensation $12,824,820 $15,630,500 $14,450,200
Expenditures
179
Department of Finance Summary
2008 2009 2010

Capital Expenditures 0 0 0
Total Internal Service Fund $12,824,820 $15,630,500 $14,450,200

Trust Fund
Workers' Compensation Special Trust Fund $14,544,453 $0 $0
Expenditures
Personnel Services $535 $0 $0
Services and Supplies 11 0 0
Internal Services & Misc. 14,543,907 0 0
Total Trust Fund $14,544,453 $0 $0

General Fund 365.8 388.8 371.8
Internal Service Funds 16.0 16.0 16.0
Special Revenue Fund 0.0 0.0 0.0
Trust Funds 0.0 0.0 0.0
Capital Improvement Funds $1,609,440
Entertainment and Cultural Funds 1,998,930
Lottery Funds 863,220
Total Capital Improvements $4,471,590
180
Finance
The Chief Financial Officer performs the duties of general accountant and comptroller of the City; establishes,
maintains and enforces accounting policies, practices and procedures for the City and County; and prepares the
comprehensive annual financial report.
Agency Descriptions
The Chief Financial Officer is responsible for management of the department and represents the City on major
development projects that have a substantial fiscal impact on City operations.
Assessment locates, appraises and values all taxable real and personal property in the City and County of Denver
in accordance with State statutes and the State Constitution.
Motor Vehicle titles and registers all motor vehicles owned by private and corporate residents of the City and
County of Denver in accordance with State statutes.
Treasury collects, records, and deposits all City taxes and other revenues, manages the City’s cash, investments
and debt, disburses money as required by law and enforces tax compliance.
The Budget and Management Office prepares and oversees the implementation of the City’s budget and
develops and monitors agency generated revenue and tax forecasts. The office acts as a management consultant to
the Mayor’s Office and to department and agency heads regarding ways to improve the quality of service delivery
and control costs. In addition, it prepares and oversees the City’s capital improvements program and performance
management and accountability projects.
Business Process Analysis performs business process mapping and analysis to improve City-wide service
delivery to Denver residents and businesses. The Business Process Analysis team identifies improvement projects
that streamline business operations while embedding a culture of ongoing, customer-focused process
improvements through project delivery.
The Office of the Controller keeps the City’s ledgers and books, audits and processes all disbursements including
payroll; establishes and enforces City-wide financial policies, procedures and internal controls; produces the
financial reports including the annually audited financial statements of the City; and works with agencies to
improve financial skills.
The Risk Management Office oversees the identification, analysis and management of the City’s risk and exposure to
loss related to the activities of the City and its departments, agencies and employees. It develops and implements City-
wide safety policies and inspects City-owned facilities for safety concerns.
The Workers’ Compensation Internal Service Fund administers the City’s self-insured Workers’ Compensation
program, evaluates claims and authorizes payments.
Mission
To ensure the delivery of effective and efficient City services through sound financial management.
181
Office of the Chief Financial Officer
 The Administrative Team successfully implemented standardized Department of Finance fiscal procedures and
put into practice a department-wide FMLA process to increase legal compliance as well as human resources
support for all agencies within DOF.
 Managed negotiations and coordinated the construction process to move Environmental Health and the Elections
Division into the Permit Center Building. As a result, the Treasury Division joined the balance of DOF in the
Webb building, eliminating lease rental and operating expenses for the Elections Division in excess of $400,000
per year.
 Compiled an interim data base of City-owned and leased properties allowing for more comprehensive portfolio
analysis and strategic decision making.
Assessment
 Completed 2009 Reassessment Program ahead of mandated State deadlines and implemented “paperless”
electronic valuation protest processes allowing improved valuation analysis with earlier and more uniform
results.
 Created and staffed new Data Collector positions to offload repetitive functions from Appraisers and complete
year-round real property valuation effort with increased effectiveness and productivity.
 Rewrote Assessment’s databases to electronically verify property location and mailing addresses against master
Denver Address Database and US Postal System thereby increasing accuracy, reducing processing time and
decreasing the costs associated with undeliverable mail produced by many City agencies that rely on Assessment
data.
Budget Management Office

 Developed a Program Inventory to better track investment in programs and services and to understand resource
allocation impacts.
 Produced and distributed a Citizen Performance Report, supporting a transparent government.
 Implemented the financial strategy of the Better Denver Bond program approved in the November, 2007
election.
Business Process Analysis

 Documented new processes for NIS inspectors to proactively inspect graffiti violations with referrals to Solid
Waste Management for abatement.
 Developed and facilitated process improvement model for Development Services including the streamlining of
permitting and plan reviews.
 Supported the development of the cross-departmental Information Technology Investment Council and their
project intake function to identify new process improvement and technology projects.
 Facilitated and helped implement process improvements and related metrics for the City Attorney to effectively
manage enhanced arrest and booking information resulting from the Police Department’s new Records
Management System.
182
Controller’s Office
 Completed Phase I of the Kronos project on time and under budget. This is the foundation for future
enhancements and eliminated data entry to reallocate staff time to audit for payroll accuracy.
 Implemented numerous accounting process improvements including consolidated checks/warrants, risk based
auditing, journal workflow, credit card account and revenue postings, and others.
 Increased efficiencies in the documentation, preparation, and audit of the City’s CAFR, allowing us to issue it
earlier and spend resource time on other critical areas.
Motor Vehicle
 Received the 5281 STARS Award, a City-wide recognition award, for advancing services to the public.
 Collaborated with the State to co-locate Denver License Plate office and State Driver’s License into one location.
 Reduced overtime and comp-time by 925 hours due to restructuring office hours open to the public.
Treasury
 Selected a vendor via an RFP process and successfully negotiated the contract for implementation of the City’s
new sales tax reporting software system. This software system is responsible for assisting with the
administration of approximately 50 percent of the City’s general fund revenue.
 Completed 12 refunding transactions representing $1.8 billion of principal to reduce debt service costs
experienced by the City due to the downgrades to bond insurance companies and banks who provided credit
support to City debt instruments. While the financial markets in the United States experienced unprecedented
disruption, the City has maintained its strong credit ratings.
 Completed the Payment Card Industry (PCI) assessment to identify non-compliant components within the City
and the costs to bring them into compliance. Failure to meet the PCI standards exposes the City to risks of
significant penalties from the payment card industry.
 Actively managed the City’s investment portfolio to realize $1.6 million of gains by selling U. S. Treasury
securities and buying higher yielding U.S. Agency securities.
 Initiated the first City’s commercial paper program for the Better Denver Bond Projects financing. This
borrowing of funds, as needed at interest rates of less than 1%, saved the City about $1.5 million in interest costs
compared to the traditional methods used by the City for funding capital programs.
Risk Management
 Supported City’s 2008 Democratic National Convention efforts, including the purchase of insurance policies and
staffing at the Office of Emergency Management and Homeland Security.
 Completed an evaluation of the City’s property insurance schedule of locations and values, reducing the total
insured value by nearly $360 million. Property insurance was then marketed, resulting in a reduced rate and
enhanced coverage. By changing carriers, the City saved $429,950.
 Revised the STAR (insurance) incident type coding system to eliminate redundancies and to better describe the
types of incidents occurring within the City. This will allow for more fact-based trending reports to the
individual agencies and departments.
183
 Marketed several insurance lines resulting in significant premium reductions, including the purchase of an
extended term excess Workers’ Compensation policy with rates locked through 5/1/2011. Assuming flat
payroll, the new rate will yield $15,460 in monthly savings over the expiring program.
 Improved audit scores for State Division of Workers’ Compensation mandated service levels.
Chief Financial Officer

 Acquisition and implementation of new data base software that will become the Real Estate Division’s system of
record, providing information about the City’s use of space, cost of operating expenses per employee per
building and cost benefit analysis information for proposed capital expenditures. Database software will enable
the completion of a City-wide master plan for short term and long term space needs and projected growth
patterns across the real estate portfolio. (Internal Processes)
Assessment
 Continue as a major participant in the Metro Denver Property Tax Cooperative along with the Assessors and
Treasurers from Arapahoe, Broomfield and Jefferson Counties. Jointly acquire and implement replacement
system software and administer the property tax more uniformly and efficiently through regional cooperation
and cost sharing. (Fiscal)
 Redistribute residential real property responsibilities across appraisal teams to level work assignments and
complete all elements of the 2011 Reassessment Program sooner and with less effort. (Highest Quality Service)
 Improve year-round communications with Denver taxpayers and citizens through enhanced electronic functions
and increased use of the agency’s website and email. (Highest Quality Service)
Budget Management Office

 Further refine the Program Inventory to include performance measures. (Fiscal)
 Develop and publish a revised and updated six-year Capital Plan to facilitate discussions on future bond
programs. (Fiscal)
Business Process Analysis

 Standardize the Business Process Analysis team’s methodology and deliverables to support City-wide process
improvement efforts. (Internal Processes)
 Implement ongoing process improvements and performance metrics to more effectively deal with graffiti issues
through cross-departmental cooperation including enhanced inspections, reporting, proactive abatement, and
enforcement against graffiti across City departments. (Safer Communities)
 Support integrating additional agencies into the 311 Contact Center to improve constituent service delivery and
grow operational reporting measurements. (Highest Quality Service)
 Support implementation of the City’s cross-departmental integrated criminal justice system through business
process mapping and metrics based improvements. (Internal Processes)
184
Controller’s Office
 Complete Kronos Phase II and bring all employees, including safety (through interfaces) and the airport onto a
single platform for time and attendance. (Internal Processes)
 Develop and implement City-wide internal control framework to train, develop, and monitor fraud prevention
and detection techniques. (Internal Processes)
 Develop and provide training courses on various financial topics to enhance the skills of agency staff and
provide the tools needed to successfully account for and report the City’s financial information. (Fiscal)
Motor Vehicle
 Continue to improve accessibility and services to Denver citizens through Online Renewals, the acceptance of
credit card payment options, while restructuring branch locations through consolidation, resulting in reduced
budget costs. (Highest Quality Service)
Treasury
 Provide businesses with the ability to register for and file sales/use tax returns via the internet. (Highest Quality
Service)
 Indentify, acquire, and migrate to a centralized cashiering system capable of PCI industry compliance and
functionality to automate the recording of City revenues and replace diverse systems within the City that are
non-compliant. (Internal Processes)
Risk Management
 Continue performance and improvement of risk management site assessments and develop executive level
Enterprise Risk Management (ERM) reports for agency heads following risk management site assessments.
 Develop and implement mandated Federal Medicare claims reporting process. (Fiscal)
 Complete Job Hazard Analysis (JHA) pilot project, and roll out to Agencies. (Workforce)
 Continue evaluation and focus on City insurance programs, to identify gaps, and opportunities for cost
efficiency. (Fiscal)
185
Finance
Office of the Chief Financial Officer 01010-2501000
Agency Description
The Department of Finance, created by Charter Amendment 1B in November of 2006, unifies the City's
accounting and financial functions under the Office of the Chief Financial Officer. The department commits to the
citizens of Denver a financial structure that mirrors the best practices of both the public and private sectors. This
commitment promotes better service, enhanced performance measures, maximum accountability and improved
business procedures.
Office of the Chief Financial Officer oversees the City's financial rules and policies, creates greater efficiencies
in accounting and fiscal procedures, develops accountability and performance management programs, and is
involved in large development projects that have an impact on future City finances.
Administrative Team acts as a business partner to the DOF agencies. The Administrative division supports the
activities of the department in the areas of human resources, financial and accounting activities, communications,
and office reception. The division develops centralized policies and procedures and evaluates and assesses current
processes for efficiencies as well as consistent department-wide application.
Quantitative Strategies performs complex financial analysis on major projects having long term fiscal impact to
the City. The group assesses project viability and risk using financial and mathematical modeling to evaluate and
mitigate long term financial implications to the City. The group also interacts with major financial institutions as
well as public and private partners, and provides oversight and analysis of project financings and implementation.
Real Estate Group performs strategic assessment of the City's real estate portfolio via an assessment of the City's
short term and long term real estate needs, as well as maximizing asset efficiencies and financial resources
available to the City for the benefit of its employees and its citizens.

City's bond rating for General Obligation debt
Fitch AA+ AA+ AA+
Moody's Aa1 Aa1 Aa1
Standard and Poors AAA AAA AAA

Expenditures
Personnel Services $945,293 $1,785,129 $1,806,475 $21,346 1.2%
Budget Savings 0 133,598 0 (133,598) (100.0%)
$1,036,532 $2,328,228 $2,217,400 ($110,828) (4.8%)
Chief Financial Officer $567,428 $680,523 $549,162 ($131,361) (19.3%)

Quantitative Strategies Group 166,881 358,079 357,218 ( 861) (0.2%)
Admin Team 259,973 595,177 621,161 25,984 4.4%
Real Estate Group 42,248 694,449 689,859 (4,590) (0.7%)
$1,036,532 $2,328,228 $2,217,400 ($110,828) (4.8%)
186

Chief Financial Officer 5.00 3.00 3.00 0.00 0.0%
Quantitative Strategies Group 0.00 3.00 4.00 1.00 33.3%
Admin Team 0.00 7.00 8.00 1.00 14.3%
Real Estate Group 0.00 6.00 6.00 0.00 0.0%
5.00 19.00 21.00 2.00 10.5%

In 2009, a savings of $133,600 in personnel services due to $23,400 in wage and benefits and $110,200 in management
consulting savings.
percent.
 An increase of 1.0 FTE project manager transferred in mid-year 2009 from the Division of Business
Development to the CFO Quantitative Strategies Group; funding for the position was also transferred in 2009.
 An increase of $78,000 and 1.0 FTE due to the transfer of a human resource professional from the Motor Vehicle
Division to the Administrative Team.
 A decrease of $109,500 in services and supplies for management consulting services, reducing the ability of
department to seek outside consultation.
Capital Equipment
None.

Expenditures
DDDA - Denver Union Station Plan Development $0 $0 $0 0.00
Program (11856-2500000)
Denver Union Station Project Seed Capital (11857- 0 1,500,000 0 0.00
2501000)
$0 $1,500,000 $0 0.00
187
Both the Denver Downtown Development Authority (DDDA) and the Denver Union Station Project
Authority (DUSPA) were created to aid in the implementation of the Denver Union Station Project. The DDDA,
much like the Denver Urban Renewal Authority, has the ability to collect incremental property and sales taxes
which will then be pledged to DUSPA to support annual debt service. DUSPA is a non-profit entity created by the
City, in partnership with Regional Transportation District (RTD), Colorado Department of Transportation (CDOT)
and The Denver Regional Council of Governments (DRCOG) to oversee the financing and construction of the
Project. DUSPA will be the sole borrower of any funds necessary to complete Denver Union Station. In order to
structure and secure funding, DUSPA needed seed capital--the City joined RTD in loaning $1.5 M each to help
ensure that the most efficient source of funding could be secured to aid the Project.
188
Finance
Assessment Division 01010-2520000
Agency Description
The Assessment Division locates, appraises and records all of Denver's real and personal properties in accordance
with the Colorado Constitution, State statutes and Board of Equalization procedures. The Assessor certifies
valuations to 48 special tax districts and tracks values and annual tax increments within the City's 22 tax increment
financing (TIF) projects. The Division prepares and delivers the tax warrant to the Treasurer; maintains records on
senior citizen and other tax exemptions; generates value notices for all taxpayers; and processes written and in-
person appeals regarding valuations.
Administration manages the personnel, accounting and purchasing functions of the Assessment Division. The
section implements training, marketing, and policy development and is responsible for legal and fiscal compliance.
Real Estate Appraisal is responsible for the biennial reappraisal of approximately 213,000 parcels of real
property (land and buildings) within the City and County of Denver and updates property values in intervening
years. The section analyzes sales of property to establish market values for all other properties, inspects and
values permits for new construction, and handles property appeals filed by owners and agents.
Personal Property identifies and values the assets (furniture, fixtures, and equipment) of approximately 30,000
private businesses. About 13,000 businesses are currently exempt under State law, but still are initially valued and
subsequently tracked. Every year, this section reviews property declarations submitted by those businesses that
detail their assets and accurately values those assets for taxation purposes. Annually, section staff apply
depreciation tables provided by the State Division of Property Taxation and perform full compliance audits on
selected companies.
Information Management is responsible for maintaining official City ownership records, public files and
documents. Following property transfers in the Clerk and Recorder's Office, databases are updated in the Division
to reflect current ownership. All aspects of the electronic and paper information database are maintained by this
section for dissemination to other agencies, the State, and the public. This also includes property values,
certification of the tax roll, special district information, tax increment financing projects and receipt and
application of mill levies (tax rates).
The GIS/Ownership Division produces and updates tax parcel maps and maintains property ID (schedule
number) data. Using Geographic Information System technology, changes to land created by subdivisions and
combinations, are continuously updated on the GIS tax parcel layer for use by Division appraisers, other agencies
and the public.

Value of properties added to assessment roll from ‘desk audit’ $400,000 $250,000 $250,000
Number of personal property accounts reviewed 398 250 250
Value of backlogged newly remodeled properties added to N/A* $165 M $150 M**
assessment roll from new data collector positions
Savings in return mail fees and research costs from reducing 4.0% to 2.51% 2.51% to 2.0% 2.0% to 1.5%
returned Assessment and Treasury mailings from 4% to 1.5% $102,200 $32,800 $3,500*
*Data Collectors started March 2009

** Estimating new construction decline for 2009 and 2010
189

Expenditures
Budget Savings 0 92,258 0 (92,258) (100.0%)
$6,046,106 $5,910,300 $4,843,000 ($1,067,300) (18.1%)
Administration $624,609 $1,050,557 $846,584 ($203,973) (19.4%)

Real Estate Appraisal 3,267,071 3,225,257 2,665,679 (559,578) (17.3%)
Personal Property 1,094,540 695,843 659,656 (36,187) (5.2%)
Information Management 781,018 665,871 350,255 (315,616) (47.4%)
Technical Service 1,215 0 0 0 0.0%
GIS/Ownership 277,649 272,772 320,826 48,054 17.6%
$6,046,106 $5,910,300 $4,843,000 ($1,067,300) (18.1%)

Administration 5.00 4.00 5.00 1.00 25.0%
Real Estate Appraisal 41.33 41.75 35.75 (6.00) (14.4%)
Personal Property 18.00 10.00 10.00 0.00 0.0%
Information Management 9.00 11.00 5.00 (6.00) (54.5%)
GIS/Ownership 9.00 4.00 5.00 1.00 25.0%
82.33 70.75 60.75 (10.00) (14.1%)
Revenue
Misc. General Government $3,500 $5,000 $3,000 (2,000) (40.0%)
Charges for Services 2,183 0 0 0 0.0%
$5,683 $5,000 $3,000 (2,000) (40.0%)

In 2009, a savings of $92,300 in personnel services due to $58,300 in wage and benefits savings, and a net of
$34,000 in services and supplies and internal services.
After factoring in the operating budget savings of $34,000, the net decrease in services and supplies is $13,600 or
5.8 percent.
 A decrease of $250,700 and 4.0 FTE due to abolishing four assessment information technician positions.
 A decrease of $136,000 and 2.0 FTE due to abolishing two real property appraiser technician positions.
 A decrease of $97,000 and 1.0 FTE due to abolishing one real property appraiser specialist position.
 A decrease of $76,500 and 1.0 FTE due to abolishing one occupational supervisor position.
190
 A decrease of $51,700 and 1.0 FTE due to abolishing one executive assistant position.
 A decrease of $45,000 and 1.0 FTE due to abolishing one administrative support assistant position.
 A net increase of $20,300 due to miscellaneous supplies and materials increases.
 A decrease of $127,000 in internal services for postage, printing, and copy center charges.
 A decrease of $40,000 in personnel services due on-call reductions.
 A decrease of $26,300 in internal services for worker’s compensation.
Capital Equipment
None.
191
Finance
Treasury Division 01010-2540000
Agency Description
The Treasury Division collects, records, and deposits all City taxes and other revenues; manages the City’s cash
and investments; issues all City bonds and manages the City’s debt; enforces tax compliance; and acts as the fiscal
custodian of all funds received by the City and County of Denver.
Administration provides personnel and administrative services to all Treasury staff. The Treasurer oversees all
Treasury operations including collection, deposit, management, and investment of all taxes and other revenues.
The section also includes Treasury’s purchasing activities.
Financial Management invests all City funds, manages the City’s cash position, supervises the provision of
commercial banking services to the City, analyzes and issues new municipal debt, and performs financial and
economic analyses.
Tax Compliance/Operations is comprised of five major units. The Taxpayer Service Unit registers excise tax
accounts, issues licenses, mails property tax bills and excise tax returns and responds to taxpayer inquiries, in
person and over the phone and internet. The Special Accounts Unit collects property tax related to local
improvement and special assessment charges, delinquent real property tax, and sewer and storm drain liens.
Additionally, this section conducts the annual tax lien auction, processes property tax deed applications and
administers the City’s Payment to the Elderly and Disabled Program. The Audit and Collections Units are
responsible for collecting delinquent and unremitted taxes from businesses within the City and County of Denver
and provides education regarding Denver’s tax laws to the public. The Collection Unit works with businesses in
an effort to collect delinquent taxes and is responsible for collecting debts referred to Treasury from other City
agencies. The Audit Unit audits businesses to ensure compliance with Denver’s tax laws and when necessary
collects unremitted taxes.

Percent of General Fund revenue collected through credit 5.31% 5.54% 5.54%
card payments
Percent of excise/property tax revenues deposited through 72%/57% 75%/59% 75%/65%
lockbox
Basis points by which the City’s return on its investment portfolio +144bp +125bp +100bp
exceeds the return on the ColoTrust+ investment pool
Audit collections $29,639,607 $26,500,000 $22,500,000
Delinquent taxes $25,748,782 $19,500,000 $20,000,000
Sales tax delinquency rate 0.73% 1.27% 1.20%
Occupational privilege tax delinquency rate 2.18% 2.91% 2.77%

Expenditures
Services and Supplies 1,551,045 1,072,768 1,884,944 812,176 75.7%
Budget Savings 0 274,816 0 (274,816) (100.0%)
$11,686,352 $12,156,662 $12,198,000 $41,338 0.3%
192

Administration $625,322 $921,418 $470,469 ($450,949) (48.9%)
Accounting 200,084 0 0 0 0.0%
Financial Management 2,429,460 1,941,244 2,783,193 841,949 43.4%
Operations 1,567,931 1,670,746 1,622,859 (47,887) (2.9%)
Tax Compliance 6,863,554 7,623,254 7,321,479 (301,775) (4.0%)
$11,686,352 $12,156,662 $12,198,000 $41,338 0.3%

Administration 4.00 3.00 3.00 0.00 0.0%
Accounting 16.00 0.00 0.00 0.00 0.0%
Financial Management 18.00 19.00 21.00 2.00 10.5%
Operations 19.00 18.00 16.00 (2.00) (11.1%)
Tax Compliance 85.00 96.00 88.00 (8.00) (8.3%)
142.00 136.00 128.00 (8.00) (5.9%)
Revenue
Lodgers Tax $14,625,852 $12,651,400 $12,591,700 (59,700) (0.5%)
Cigarette Tax 2,413,939 2,400,000 2,350,000 (50,000) (2.1%)
Convention Center 24,714,831 22,224,200 20,269,700 (1,954,500) (8.8%)
Fees 24,584,125 21,626,400 22,960,500 1,334,100 6.2%
Interest Income 9,224,522 4,562,100 6,200,900 1,638,800 35.9%
Internal Svc & Indirect Charges (7,590) 0 0 0 0.0%
Licenses and Permits 201,013 200,000 755,000 555,000 277.5%
Use Charges 210 0 0 0 0.0%
Misc. General Government 262,386,928 170,000 128,300 (41,700) (24.5%)
Miscellaneous Intergovernmental 383,970 320,000 430,000 110,000 34.4%
Occupational Privilege Taxes 43,040,587 42,094,100 42,262,500 168,400 0.4%
Payment in Lieu of Taxes 43,551 53,000 45,000 (8,000) (15.1%)
Property Taxes 62,659,884 64,572,300 65,543,900 971,600 1.5%
Sales and Use Taxes 412,179,295 380,131,900 398,089,900 17,958,000 4.7%
Telecommunications Tax 3,103,965 3,000,000 2,800,000 (200,000) (6.7%)
Investment Service 486,153 480,000 480,000 0 0.0%
$860,205,995 $554,643,400 $575,065,400 $20,422,000 3.7%

In 2009, a savings of $523,414 in personnel services due to $144,244 in wages and benefits and $253,670 in vacancy
savings, and $125,500 in services and supplies.
After factoring in the 2009 personnel budget savings of $144,244, there is a net decrease of $611,100 or 6.0 percent.
After factoring in the operating budget savings of $125,500, the net decrease in services and supplies is $686,676 or 57.3
percent.
193
 An increase of $106,600 and 2.0 FTE due to transferring an administrative support assistant position and a tax
technician position from the Controller’s Office as part of the restructuring of the tax collections unit.
 A decrease of $683,000 and 10.0 FTE due to abolishing vacant positions, including three staff auditors, two
senior auditors, two tax revenue agents, one audit supervisor, one tax technician and one administrative support
assistant.
 A decrease of $119,500 due to holding vacant a manager position
 An increase of $700,000 in services and supplies for bank charges and other miscellaneous items.
 An increase of $90,000 in services and supplies for professional services and education and training.
 An increase of $25,000 in internal services for postal fees.
 A decrease of $59,000 in workers’ compensation charges.
Capital Equipment
None.

Payments-Elderly and Disabled $1,088,055 $1,500,000 $1,500,000 0 0.0%
(01010-2551000)
The Payments to the Elderly and Disabled refund program assists senior citizens and people with disabilities
who are living on fixed incomes to lower their property tax or rental payments. The program utilizes a progressive
payment system that increases payments to eligible residents in the lowest income categories. The program’s
income limits are indexed to the Social Security Cost of Living Adjustment index. It was reduced $200,000 to
better reflect historical averages and assist with budgetary savings.

Expenditures
Botanic Gardens (15803-2540000) $86,015 $0 $0 0.00
Convention Center Hotel (11835-2540000) 13,048,800 10,700,000 11,050,000 0.00
Denver Preschool Program (11851-2540000) 11,552,375 10,800,000 11,500,000 0.00
$24,687,190 $21,500,000 $22,550,000 0.00
194
The Botanic Gardens maintains and displays a permanent collection of tropical, semi-tropical and herbaceous
plants. It strives to connect people with plants, especially plants from the Rocky Mountain region, and similar
regions around the world, providing delight and enlightenment to everyone. The Botanic Gardens provide a
complete and unique garden experience to the community. Revenues in this fund are generated from a General
Fund transfer as well as admission and rental fees. In 2008, the Botanic Gardens issued Certificates of
participation for the construction of a parking garage.
The Convention Center Hotel special revenue fund was established to segregate the revenues generated from the
operation of the hotel that are not otherwise pledged for other purposes. These funds are applied to contracted
payments to the Denver Convention Center Hotel Authority in return for economic development services to be
provided by the Authority to the City. To the extent monies in the fund are not needed for such payments to the
Authority, this fund makes payments to Denver Public Schools (DPS) in lieu of property taxes, pursuant to a
revenue sharing agreement between DPS and the City. Revenue to this fund consists of use, sales, and lodger’s
tax, as well as other revenues derived from the operation of the Convention Center Hotel. This fund is subject to
annual appropriation and lapses at year-end.
The Denver Preschool Program was established in response to voter approval of a 0.12 percent sales and use tax
increase dedicated to this purpose. The program provides the opportunity for every four-year-old in Denver to
attend preschool, with tuition credits based on various factors. Revenue to this fund consists of the proceeds of the
dedicated 0.12 percent sales and use tax. This fund is subject to annual appropriation and lapses at year-end.
195
Finance
Motor Vehicle Division 01010-2530000
Agency Description
The Denver Motor Vehicle Division is authorized by State mandates to register and title vehicles in accordance
with Colorado Statutes to collect, record, and deposit all taxes and fees prescribed by state and local laws, for
vehicles owned by Denver residents, and corporate owned vehicles within the City and County of Denver.
Administration is responsible for directing all the activities and policy administration of the agency including
branch offices, financial operations, funds security and control, and revenue distribution. It is also responsible for
agency personnel administration, human resource employment, and training. Additionally, Administration
prepares and monitors the budget, ensures the safety and security of lease property locations, as well as public and
employee safety; administers policy controls and monitoring, controls license plate inventories, and accounts for
all motor vehicle transactions; provides assistance for motor vehicle legislative initiatives and policy revisions on
state-wide issues through State/County committees; coordinates efforts and/or implements automated systems and
methods to enhance processing and improve public access, such as lockbox renewal and on-line renewals; and
monitors and audits compliance with all motor vehicle legal mandates.
Branch/Processing Center serves Denver residents utilizing one of four branch offices to procure vehicle titles,
registrations and other types of motor vehicle services, and completes dealership paperwork processing. Branch
processing activities include: readying handicap placards and plates, answering phone-bank telephone calls,
overseeing and accounting for “title batching” of daily transacted businesses and ensuring the proper forwarding of
documents to the State, assisting corporate and fleet customers, processing mail-in requests, and preparing and
scanning customer checks for daily direct deposits. The Financial/Banking Services Branch reconciles the
lockbox renewals, online renewal credit cards, and bank account reconciliations; reconciles various types of
general fund accounts; monitors the budget; and performs accounts payable and purchase order processing.

Branch
Customers served at branch locations 461,189 459,498 460,000
Average time at service counter (Not Available) 8 min 8 min
Deposits collected from branches $58,484,474 $49,583,110 $49.5M
Processing Center
Dealer/Fleet/Rental/Processing 90,986 78,348 79,000
Dealer/Fleet/Rental/Deposits $18,711,398 $15,657,845 15.6M
Finance
Lockbox, mail-in renewals 110,505 118,557 118,000
Deposited through lockbox, collected through credit card $21,240,286 $14,375,348 $14.3M

Expenditures
Budget Savings 0 52,657 0 (52,657) (100.0%)
$3,777,691 $3,898,672 $3,702,700 ($195,972) (5.0%)
196
Motor Vehicle Division 01010-2530000

Administration $1,262,545 $1,436,787 $1,052,062 ($384,725) (26.8%)
Branch/Process Center 2,515,145 2,461,885 2,650,638 188,753 7.7%
$3,777,691 $3,898,672 $3,702,700 ($195,972) (5.0%)

Administration 18.00 19.00 10.00 (9.00) (47.4%)
Branch/Process Center 39.00 38.00 46.00 8.00 21.1%
57.00 57.00 56.00 (1.00) (1.8%)
Revenue
Sales and Use Taxes $18,748,957 $17,000,000 $16,000,000 (1,000,000) (5.9%)
Motor Veh Own Tax/Fee 19,514,364 17,076,900 17,100,000 23,100 0.1%
Misc. General Government (155,901) 500 0 ( 500) (100.0%)
Fees 7,022,753 6,805,000 6,335,000 (470,000) (6.9%)
$45,130,173 $40,882,400 $39,435,000 ($1,447,400) (3.5%)

In 2009, a savings of $52,657 due to wage and benefits savings.
 A decrease of $78,400 and 1.0 FTE due to a transfer of a human resource profession to the Office of the Chief
Financial Officer from the Motor Vehicle Division.
 A net decrease of $103,600 for supplies and materials including $53,000 in lease rentals, and $17,000 in
computer needs and other miscellaneous items.
 A net decrease of $14,000 for worker’s compensation and accident repair costs.
Capital Equipment
None.
197
Finance
Budget and Management Office 01010-0121000
Agency Description
The Budget and Management Office prepares and oversees the implementation of the City’s budget, evaluates
new initiatives and program proposals by City agencies and makes recommendations to the Mayor, and collects
and analyzes fiscal data related to the operation of the City and County government. The office also evaluates the
financial aspects of major policy issues and acts as a management consultant to the administration and to
department and agency heads regarding ways to improve the quality of service delivery and control costs.
Budget Operations analyzes annual budget proposals and makes recommendations to City officials, researches
best practices for specific city operations, manages communication on fiscal matters, develops revenue and
expenditures projections, manages the City-wide capital improvement program (including periodic bond
programs), manages FTE positions from a budgetary perspective, writes all fiscal-related City ordinances,
manages the City-wide grant program, and maintains the City’s budgetary software system.
Financial Analysis provides financial management consulting services to the departments in areas such as
investment returns, fee studies, financing alternatives, resource models, program evaluation, long-term financial
planning, and fiscal impact statements.
Performance Initiatives facilitates a comprehensive performance management system that initiates strategic
planning and problem solving through inventorying and evaluating programs, citizen surveying and reporting on
goal achievement, management of the City’s bonus program, and providing support for the City’s Strategic
Framework. In addition, Performance Management serves as a resource for best practices and performance
management training.

Percent of General Fund – fund balance 16.0% 13.9% 11.5%
Produce a quarterly performance management report to be posted 4 4 4
on the City’s website
Customer service survey satisfaction rating (City Internal Survey) 81% 81% 83%
Government Finance Officers Association (GFOA) Distinguished Yes Yes Yes
Budget Award

Expenditures
Budget Savings 0 72,788 0 (72,788) (100.0%)
$1,842,267 $2,187,100 $1,789,900 ($397,200) (18.2%)
198

Administration $400,992 $541,701 $299,929 ($241,772) (44.6%)
Budget (Operations) 1,204,836 1,362,173 1,293,861 (68,312) (5.0%)
Performance Management 224,519 283,226 196,110 (87,116) (30.8%)
Capital Improvement 11,919 0 0 0 0.0%
$1,842,267 $2,187,100 $1,789,900 ($397,200) (18.2%)

Administration 3.00 2.00 2.00 0.00 0.0%
Budget (Operations) 15.00 16.00 16.00 0.00 0.0%
Performance Management 0.00 3.00 2.00 (1.00) (33.3%)
Capital Improvement 2.00 0.00 0.00 0.00 0.0%
20.00 21.00 20.00 (1.00) (4.8%)
Revenue
Miscellaneous Transfers $6,016,000 $8,000,000 $8,000,000 $0 0.0%
Miscellaneous Intergovernmental 2,324,863 0 2,150,000 2,150,000 0.0%
Misc. General Government 0 5,566,000 4,000,000 (1,566,000) (28.1%)
Internal Svc & Indirect Charges 13,307,901 13,000,000 13,000,000 0 0.0%
Fines and Forfeits 5,572 0 0 0 0.0%
$21,654,336 $26,566,000 $27,150,000 $584,000 2.2%

 $30,800 in wages and benefits.
 $101,000 in vacancy savings.
 $42,000 in management consulting.
After factoring in the 2009 operating budget savings of $42,000, the net decrease is $63,500 or 38.4 percent.
 A decrease of $67,600 and 1.0 FTE for abolishing a vacant associate financial management analyst position.
 A decrease of $132,000 in personnel services due to holding one administrative officer position vacant
throughout 2010.
 A decrease of $77,700 in personnel services due to holding one specialist position vacant for part of 2010.
 A decrease of $30,000 in consulting services.
 A net increase of $8,000 in internal services for copy machine charges.
Capital Equipment
None.
199

Expenditures
Unemployment Compensation Insurance $631,239 $450,000 $950,000 $500,000 111.11%
(01010-0125100)
General Contingency (01010-0121600):*
Original Appropriation $17,269,000 $18,233,000 $17,080,700 ($1,152,300) (6.3%)
Revised Appropriation $1,994,000 $12,996,412 N/A
The Unemployment Compensation Insurance program reimburses the State of Colorado for unemployment
benefits paid by the State to former General Fund employees.
General Fund Contingency. The City Charter requires that the proposed budget for the General Fund shall
include an amount not less than two (2) percent of the total estimated expenditures for the payment of any
expense, the necessity of which is caused by any casualty, accident or unforeseen contingency, after the passage of
the annual appropriation ordinance.
*The general contingency reserve is appropriated as part of the annual budget. Each year, the initial contingency
appropriation reflects the legal requirement of two percent of total estimated expenditures. Throughout the year,
as supplemental appropriations occur, the contingency appropriation is reduced so that the remaining balance
continuously reflects the amount of reserve still available for use. The “Revised Appropriation” amount shown for
2009 above reflects the unspent contingency reserve as of the date of this publication.

Expenditures
Transfer to Grant Development SRF $240,000 $240,000 $220,000 ($20,000) (8.3%)
(01010-9902000)
Transfer to General Government SRF $11,500 $1,532,588 $0 ($1,532,588) (100.0%)
(01010-9911000)
Transfer to TABOR Reserve SRF $20,400,000 $650,000 $0 ($650,000) (100.0%)
(01010-9911600)
Transfer to Human Services SRF $150,000 $2,862,000 $2,700,000 ($162,000) (6.0%)
(01010-9913000)
Transfer to Capital Improvements Fund $15,000 $0 $0 $0 0.0%
(01010-9931000)
Grant Development Special Revenue Fund Transfer. The City contracts with a firm to pursue new grant
funding. After the first $1,000,000 in new grant awards, the City pays the contractor a percentage of additional
grant revenues it receives through the contractor’s efforts.
The General Government Special Revenue Fund Transfer accounts for General Fund monies transferred to
General Government special revenue funds as needs arise throughout the year. In 2009, the transfer included
$1,500,000 in operating funds for the Denver Union Station Project Seed Capital special revenue fund and $32,588
rescinded and transferred from the City Council operating budget and transferred to City Council special revenue
funds. The $1,500,000 will be repaid by the Denver Union Station Project Authority.
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The Transfer to TABOR Reserve Special Revenue Fund maintains the three percent emergency reserve
required by the TABOR Amendment to the Colorado State Constitution. As revenues grow each year, so must the
balance to the special revenue fund.
The Human Services Special Revenue Fund Transfer provides partial funding for a position to administer
strategic partnership functions and for a Drug Strategy program. In 2009 and 2010, the transfer includes funding
for direct child care services and locally funded community contracts related to homelessness services.

Expenditures
Grant 354943 230000 250000 0
Development Fund
(11829-0121000)
NCCI Trailblazer 8232 4268 0 0
(11605-0121101)
TABOR Reserve 0 0 0 0
(11817-0121000)
The Grant Development Fund pays for the City's contract with a firm to pursue new grant funding. After the
first $1,000,000 in new grant awards, the City pays the contractor a percentage of additional grant revenues it
receives through the contractor's efforts. This special revenue fund makes payments to the contractor. Revenue to
the fund is through a General Fund transfer.
The NCCI Trailblazer program funds an effort to incorporate citizen input and preferences into development of
an annual citizen-friendly performance report. Revenue to this fund is a private grant from the National Center for
Civic Innovation.
The TABOR Amendment Reserve Funds set aside funding for designation of the emergency reserve required by
the TABOR Amendment to the Colorado State Constitution. Revenue to these funds come from appropriations
from other funds.
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Finance
Office of the Controller 01010-0121500
Agency Description
The Office of the Controller keeps the City's ledgers and books, audits and processes all disbursements
(including payroll); establishes and enforces City-wide financial policies, procedures and internal controls;
produces the financial reports including the annually audited financial statements of the City; and works with
agencies to improve financial skills.
Administration directs the activities of the agency.
Financial Reporting produces the annually audited financial statements of the City known as the Comprehensive
Annual Financial Report (CAFR). It also produces monthly standard financial reports and develops ad hoc and
other special reports which can be run by users of the financial system. In addition, it ensures the integrity of the
City's financial information in compliance with Generally Accepted Accounting Principles (GAAP). Financial
Reporting is also responsible for policy research and coordination with the Enterprise Resource Services division
of Technology Services in support of the PeopleSoft financial system.
Accounting keeps the City's ledgers and books, processes all City vendor disbursements, maintains the city’s
financial records, and maintains the County property tax roll.
Payroll and Administrative Services verifies and disburses the City payroll and provides centralized payroll for
all City agencies. It provides tools for management to allow for better allocation of resources and strategic
planning. The Payroll unit strives to provide the highest level of customer service to the employees of the City and
County of Denver. The unit also works closely with Career Service Authority and the Enterprise Resource
Services division of Technology Services in support of the PeopleSoft Human Capital Management system.

Fiscal accountability rules adopted or revised 2 10 5
Number of audit Material Weaknesses 6 0 0
Training programs developed and provided 6 13 30
Accounting and Payroll standards written 10 15 40
Number of Payroll audit processes developed and implemented 30 15 40

Expenditures
Personnel Services $5,315,527 $5,409,547 $5,498,117 $88,570 1.6%
Budget Savings 0 160,535 0 (160,535) (100.0%)
$5,627,307 $6,135,738 $5,983,000 ($152,738) (2.5%)
Administration $399,886 $337,626 $268,173 ($69,453) (20.6%)

Financial Reporting 1,101,722 1,298,396 1,245,561 (52,835) (4.1%)
Accounting 2,059,315 2,093,139 2,054,858 (38,281) (1.8%)
HR and Payroll 2,066,381 2,406,577 2,414,408 7,831 0.3%
$5,627,307 $6,135,738 $5,983,000 ($152,738) (2.5%)
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Administration 3.00 2.00 2.00 0.00 0.0%
Financial Reporting 9.00 11.00 11.00 0.00 0.0%
Accounting 23.00 31.00 30.00 (1.00) (3.2%)
HR and Payroll 13.50 34.00 34.00 0.00 0.0%
48.50 78.00 77.00 (1.00) (1.3%)
Revenue
Use Charges $83,443 $0 $0 $0 0.0%
Miscellaneous Intergovernmental 32,598 0 0 0 0.0%
Misc. General Government 285,514 0 750,000 750,000 0.0%
Fees 33,180 28,000 41,800 13,800 49.3%
$654,428 $608,000 $1,141,800 $533,800 87.8%

 $90,600 in wage and benefits.
 $69,900 in management consulting and auditing costs.
After factoring in the 2009 operating budget savings of $70,000, the net decrease in service and supplies is
$139,900 or 29.5 percent.
 An increase of $230,100 and 4.0 FTE due to the transfer of the responsibility for maintaining the City’s financial
records from the Auditor’s Office to the Office of Controller in the Department of Finance. This includes
$159,000 and 3.0 FTE administrative support assistants, $56,100 and 1.0 FTE supervisor of administrative
support, and $15,000 in services and supplies for costs associated with storage of the records.
 An increase of $124,000 in personnel services for CSA reclassification audits for the payroll division, and an
additional $27,500 for the upgrade of an associate financial management analyst to a senior information
technology developer.
 An increase of $64,100 in personnel services to fully fund an agency support technician that was held vacant in
2009.
 An increase of $15,000 in personnel services due to restored vacancy savings.
 An increase of $9,500 for workers’ compensation and copying charges.
 A decrease of $233,700 and 3.0 FTE due to abolishing a vacant accounting assistant position, a vacant manager
position, and a vacant tax technician position.
203
 A decrease of $99,200 and 2.0 FTE due to transferring a tax technician and an administrative support position to
the Treasury Division as part of the restructuring of the tax collection unit.
 A decrease of $31,000 in services and supplies for city support payments and education and training.
 A decrease of $25,000 in internal service postage charges.
Capital Equipment
None.

Hotel Tax Increment $1,024,992 $900,000 $900,000 $0 0.0%
(01010-2553000)
Annual Rental Payments $14,739,325 $14,724,600 $18,511,800 $3,787,200 25.7%
(01010-2541000)
Downtown Historic District Tax Rebate ($5,890) $210,000 $0 ($210,000) (10.0%)
(01010-2542000)
The Hotel Tax Increment/DURA receives and distributes the Lodgers' Tax increment to the Denver Urban
Renewal Authority. The budgeted amount represents the estimated amount of General Fund Lodgers' tax to be
generated by the eligible hotels over and above the amount generated in the base year prior to the hotel's
redevelopment and expansion. This estimate is calculated by the Treasurer and the Executive Director of DURA.
A reconciliation of the actual increment to this estimated increment occurs at the conclusion of the fiscal year.
The Annual Rental Payments project consolidates General Fund Certificate of Participation and other lease
purchase payments under the Department of Finance. Centralization allows these payments to be administered
more efficiently.
The Downtown Historic District Tax Rebate provided for a partial rebate of the City portion of real property taxes
imposed on certain qualifying structures within the Downtown Denver Historic District. The qualifying structures are
those determined by the Landmark Preservation Commission to meet criteria as specified by Ordinance 970, Series of
2000. In 2008, the rebate was rescinded as part of the City’s savings program. During 2009, the City began a review of
the program to determine the effectiveness and informed property owners that there would be no rebate in 2010.
 An increase in the Hotel Tax Increment of $110,000 due to the completion of the Sheraton Hotel (formally
Adams Mark), renovations and the Executive Tower Hotel, anticipating more events and a more favorable
economy in 2010.
 A decrease of $210,000 due to the Downtown Historic Tax Credit program being suspended in 2010.
204
 An increase in the Annual Rental Payments of $3,787,200 primarily due to an increase of $1.2 million to the
graduated principal schedule and interest payments of the Webb Building’s Certificates of Participation, the
beginning of principle payments for the Convention Center garage, and additional rental payment fees associated
with the Letter of Credit.
The 2010 appropriations are as follows:
Convention Center Garage $ 1,114,050

Webb Municipal Office Building 11,281,310
African American Research Library 1,251,600
Cultural Facilities Parking Garage 1,228,695
Cherry Creek Parking Garage 485,550
Police Academy 228,520
General Fund portion of Human Services Refunding COP (2005A) 1,274,980
Information Services Building 88,160
Additional Rental Payments 1,558,935
Total $18,511,800
The total annual rental payments are currently projected at 2.04 percent of total General Fund revenue, which is
well below the debt policy limit of five percent of total revenue.
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Finance
Business Process Analysis 01010-0106000
Agency Description
Business Process Analysis delivers efficiencies and improves service delivery throughout the City by offering the
following services: program evaluation, business process improvement recommendations, change management,
process mapping, and project request evaluation.

Expenditures
Personnel Services $0 $148,840 $312,773 $163,933 110.1%
Internal Services and Misc. 0 805 805 0 0.0%
Budget Savings 0 24,360 0 (24,360) (100.0%)
$145,020 $619,700 $410,100 ($209,600) (33.8%)
Administration $145,020 $619,700 $410,100 ($209,600) (33.8%)

Administration 4.00 1.00 3.00 2.00 200.0%

In 2009, a savings of $24,361 in personnel services due to a one-time $23,200 decrease in professional services.
 In 2009, an increase of $148,900 and 1.0 FTE administrator in 2009 to establish the process analysis group. This
position was funded by transferring professional service funds to personnel.
 In 2009, an increase of $155,700 in services and supplies and materials due to 2008 encumbrances rolling
forward into 2009.
 An increase of $164,800 and 2.0 FTE management analysts to perform process analysis support and offsetting
transfer from professional services to personnel services. One of the positions will be a limited position.
 A decrease of $192,800 in professional services as a result of eliminating outside consultant services and hiring
personnel.
Capital Equipment
None.
206
Finance
Risk Management Office 01010-0127000
Agency Description
The Risk Management Office, as part of the Department of Finance, oversees the identification, analysis and
management of the City's risk and exposure to loss related to the activities of the City and its departments,
agencies and employees.
Administration provides oversight for the Safety, Risk Management and Workers' Compensation units. It
coordinates all risk management activities between the office and City agencies, sets goals and objectives for the
agency, and prepares risk management policies, procedures and objectives on a City-wide basis.
The Safety unit develops and implements city-wide policies and provides oversight of safety activities in agencies
and departments to audit compliance with the goals and objectives of the City's Occupational Safety Program.
This unit inspects city-owned facilities on a regular basis for safety or physical loss concerns, and provides advice
and consultation to agencies in a variety of risk control areas.
The Risk Assessment and Analysis unit recommends, selects and purchases all insurance necessary to sustain the
City's ability to provide services to the taxpayers. It develops and implements insurance requirements for use with
all outside contractors, vendors, consultants and other parties providing services or resources to the City. The unit
applies risk management process to the City business model; identifies, analyzes and measures the City’s risks and
applies risk management solutions.
The Workers' Compensation unit administers the City's self-insured Workers' Compensation program and
Internal Service Fund. Its primary functions are to evaluate workers' compensation claims to determine the City's
liability and act to minimize loss; to authorize payments for indemnity and medical costs of claims; and to arrange
for the return to work of workers' compensation claimants at the earliest possible date. Through claims adjusting
and management, the unit processes benefits required by the Colorado Workers' Compensation Act, §8-401-101
et.seq. C.R.S. 2002.

Amount of subrogation claims recovered $903,299 $1,000,000 $1,000,000
Percent of accident reports received in 10 days* 55% 60% 65%
Number of vehicle accidents 581 567 567
*Supervisor's Accident Reports-reports for accidents resulting in workers' compensation claims which agency
supervisors are required to turn in to Risk Management.

Expenditures
Services and Supplies 2,674,577 3,182,524 3,107,987 (74,537) (2.3%)
Budget Savings 0 33,747 0 (33,747) (100.0%)
$3,261,385 $3,821,900 $3,709,700 ($112,200) (2.9%)
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Administration $370,256 $460,610 $647,632 $187,022 40.6%
Safety 223,657 208,624 223,849 15,225 7.3%
Insurance 2,667,472 3,152,666 2,838,219 (314,447) (10.0%)
$3,261,385 $3,821,900 $3,709,700 ($112,200) (2.9%)

Administration 2.00 2.00 2.00 0.00 0.0%
Safety 2.00 2.00 2.00 0.00 0.0%
Insurance 3.00 2.00 2.00 0.00 0.0%
7.00 6.00 6.00 0.00 0.0%

In 2009, a savings of $33,747 in personnel services due to $5,637 in wages and benefits, and $28,110 in supplies and
services.
After factoring in the 2009 personnel budget savings, of $5,637 there is a net decrease of $9,814 or 1.6 percent.
After factoring in the 2009 operating budget savings of $28,110, the net decrease in services and supplies is $102,637 or
3.2 percent.
 An increase of $202,600 in additional property insurance premiums due to new buildings completed in 2010,
including, the Denver Justice Center; the Animal Shelter, the Firing Range, the Central Platte Campus, and the
Central Denver Recreation Center.
 A decrease of $303,000 as a result of renegotiating premiums for fire insurance coverage and eliminating
funding for official functions.
Capital Equipment
None.

Expenditure
Transfer to Risk Management SRF $100,000 $100,000 $100,000 $0 0.0%
(01010-9911300)
The Transfer to Risk Management Special Revenue Fund includes $100,000 for the Risk Management Special
Revenue Fund to pay insurance deductibles. Prior to 2009, the General Government Special Revenue Fund
Transfer included funding for the Risk Management Special Revenue Fund. Beginning in 2009, a separate
transfer account was established to more clearly identify the General Fund's contribution to this program. The
2009 transfer was suspended to achieve budget savings.
208

Expenditures
Risk Management Fund (11838-0127000) $734,723 $884,723 $884,723 0.00
The Risk Management Fund pays deductibles for various insurance programs in the event of a loss. It also pays
the replacement cost of City-owned vehicles involved in auto accidents. Revenue to this fund comes from General
Fund transfers, insurance reimbursements and subrogation claims.
209
Finance
Workers' Compensation Internal Service Fund 65100-0128000
The Workers’ Compensation Internal Service Fund is divided into two budgets: Administration and a claims
section. The separation distinguishes indemnity and medical claim payments from the costs of administering the
program.

Number of Workers’ Compensation claims 1,282 1,250 1,220

Total lost time (person days) due to injuries and /or accidents 14.22 22.51 22.51
Workers’ Compensation outstanding liability $33,336,000 $34,424,000 $35,595,000

Expenditures
Budget Savings 0 0 0 0 0.0%
$12,824,820 $15,630,500 $14,450,200 ($1,180,300) (7.6%)
Administration $3,884,319 $4,385,500 $3,905,200 ($480,300) (11.0%)

Indemnity and Medical 8,940,501 11,245,000 10,545,000 (700,000) (6.2%)
$12,824,820 $15,630,500 $14,450,200 ($1,180,300) (7.6%)

Administration 16.00 16.00 16.00 0.00 0.0%
Revenue
Miscellaneous Transfers $14,543,907 $0 $0 $0 0.0%
Misc. General Government 832,929 640,000 0 (640,000) (100.0%)
Internal Svc & Indirect Charges 15,868,299 16,791,500 0 (16,791,500) (100.0%)
Interest Income 661,873 600,000 0 (600,000) (100.0%)
$31,907,008 $18,031,500 $0 ($18,031,500) (100.0%)
 A decrease of $800,000 in medical and other insurance premiums payments.
 A decrease of $200,000 in personnel services due to a projected reduction in the payouts of City-wide workers’
compensation.
 A decrease of $77,000 in hospital and physician services.
210
 A decrease of $74,100 in professional, computer, and photo copying services.
 A decrease of $11,600 in conference and travel expenses.
 A decrease of $6,500 in postage, printing and copying charges.
 An increase of $10,000 in internal service charges.
Capital Equipment
None.
211
Workers' Compensation
Statement of Changes in Net Assets

($ in thousands)
2008 2009 2010
Assets Actual Estimated Recommended
Current Assets
Cash and cash equivalents $23,912 $29,529 $28,569
Accounts Receivable 149 145 145
Accrued interest 99 48 50
Due from other funds 1,101 80 80
Total Assets $25,261 $29,802 $28,844
Liabilities
Current Liabilities
Vouchers payable $314 $300 $305
Accrued liability 30 30 32
Due to other funds 129 130 135
Claims reserve 11,371 11,937 11,993
Compensated Absences 7 8 10
Total Current Liabilities $11,851 $12,405 $12,475
Other accrued liabilities $87 $109 $130

Claims reserve 21,653 22,164 23,268
Total NonCurrent Liabilities $21,740 $22,273 $23,398
Total Liabilities $33,591 $34,678 $35,873
Net Assets
Unrestricted ($8,330) ($4,876) ($7,029)
Total Net Assets ($8,330) ($4,876) ($7,029)
212
Statement of Revenues, Expenses and Changes in Fund Net Assets

($ in thousands)
2008 2009 2010
Actual Estimated Recommended
Operating Revenues
Charges for services $15,868 $16,783 $12,000
Other revenue 833 504 600
Investment Income 0 0
Total Operating Revenues $16,701 $17,287 $12,600
Operating Expenses
Personnel services $1,062 $1,150 $1,124
Contractual services 536 355 366
Services & Supplies 468 500 495
Claims payments 8,863 9,000 10,545
Other operating expenses 1,896 $2,500 $2,160
Change in claims reserve 528 1,077 1,160
Net Operating Expenses $13,353 $14,582 $15,850
Operating Income (Loss) $3,348 $2,705 ($3,250)
Nonoperating Revenues (Expenses)

Investment and interest income $1,134 $749 $1,097
Other revenue (expense)
Total Nonoperating Revenues $1,134 $749 $1,097
Income (Loss) Before Transfers $4,482 $3,454 ($2,153)
Transfers in
Transfers Out
Change in Net Assets $4,482 $3,454 ($2,153)
Net Assets - January 1 ($12,812) ($8,330) ($4,876)

Net Assets - December 31 ($8,330) ($4,876) ($7,029)
213
Statement of Cash Flows

($ in thousands)
2008 2009 2010
Cash Flows From Operating Activities
Receipts from customers $13,522 $15,308 $9,840
Payments to suppliers (796) (868) (851)
Payments to employees (1,012) (1,127) (1,099)
Claims Paid (8,758) (9,000) (10,545)
Other Receipts 541 504 600
Net cash provided (used) by $3,497 $4,817 ($2,055)
operating activities
Cash Flows From Investing Activities

Interest received $1,123 $800 $1,095
Net increase in cash and cash equivalents $4,620 $5,617 ($960)
Cash and cash equivalents - January 1 19,292 23,912 29,529
Cash and cash equivalents - December 31 $23,912 $29,529 $28,569
Reconciliation of Operating
Income (Loss) to Net Cash
Provided (Used) by Operating Activities
Operating Loss $3,348 $2,705 ($3,250)
Adjustments to reconcile operating income to net cash
provided (used) by operating activities:
Accounts receivable 302 4
Due from other funds (939) 1,021
Vouchers payable 92 (14) 5
Accrued liabilities 50 23 25
Claim Reserve 528 1,077 1,160
Net cash provided (used) by
operating activities $3,497 $4,817 ($2,055)
214
Community Planning and Development Summary
2008 2009 2010

General Fund
Agencies
Total $17,209,432 $17,890,000 $15,963,700
Expenditures
Services and Supplies 1,105,904 1,099,998 900,300

General Government $137,208 $120,000 $95,000
Total Special Revenue Funds $137,208 $120,000 $95,000

General Fund 203.8 199.4 176.5
215
The Department of Community Planning and Development (CPD) has the primary responsibility for the planning
and regulation of land use and development in Denver. CPD provides policy and planning expertise and enforces
land use, design, and construction standards to enhance and protect Denver's natural and built environments. The
Department has three primary functions: planning, permitting, and inspection.
Agency Descriptions
The Office of the Manager provides the guiding vision, administrative management, and oversight of all divisions
in the Department.
The Development Services division conducts inspections and reviews building plans, site plans, and urban design
requirements.
The Planning Services division is responsible for preparing plans and regulatory tools that guide future growth,
enhancement, and preservation of the Denver community.
Mission
To guide and promote the planning, building, and maintenance of an outstanding Denver.
 Completed and presented several drafts of the New Zoning Code and Zoning Maps to the public; conducted
numerous community workshops on the New Zoning Code.
 Created an International Code Council (ICC) certification based Combination Inspector Program that promotes a
more efficient service delivery, and an in-house training program that creates a bridge for advancement
throughout CPD.
 Increased review and permitting capabilities by cross-training staff and streamlining processes, resulting in
reduced wait times for customers.
 Enhanced the Denver Building Code, through an amended version of the 2009 ICC codes, to be submitted to
City Council for adoption in early 2010.
 Cross-trained building inspectors to perform multiple types of inspections, including zoning inspections,
enabling inspectors to complete more inspections per trip and reduce the customer wait time.
 Cross-trained Landmark Preservation and Permitting Staff to facilitate improved customer service on routine
‘like for like’ permit applications.
 Implemented business process reforms through the Development Services Initiative including the creation of a
project coordination team and implementation of electronic intake, review, and permitting for a subset of
residential and commercial permits.
216
 Collected baseline information to measure the effectiveness and relevance of review, permitting, and inspection
initiatives.
 Implemented the Denver 311/Neighborhood Inspection Services (NIS) graffiti program for handling private
property graffiti abatement requests.
 Adopted three Station Area Plans and initiated the adoption of four additional Station Area Plans and one
Neighborhood Plan.
 Co-managed Downtown Area Plan Implementation initiatives with the Downtown Denver Partnership including,
16th Street Mall Steering Committee and Technical Committee, Tremont District Plan, 14th Street Initiative, and
Northeast Downtown Area Plan.
 Secured a state grant for Phase I of a City-wide Historic Resources Survey to establish the plan and process for
conducting the survey.
 Continue cross-training staff and streamlining processes to reduce wait times for customers and to promote more
efficient service delivery. (Highest Quality Service)
 Finalize adoption and begin implementation of the enhanced Denver Building Code, based on the 2009 ICC
codes. (Healthy & Successful Lives)
 Increase efficiency and decrease process time by expanding usage of electronic intake, review, and permitting to
include all residential permits, and moderate scope commercial permits. (Highest Quality Service)
 Refine the balanced score card to enable the effective measurement of operational efficiency, customer
satisfaction, contribution to city development investment and environmental impacts. (Highest Quality Service)
 Promote the Combination Inspector Program/ICC Certification by encouraging inspectors to become cross-
trained in multiple trades; enable building inspectors to also perform building-related zoning inspections.
 Increase inspector field times by incorporating methods to electronically collect inspection results in the field
and make results available online in real-time. (Highest Quality Service)
 Support a growing economy, a sustainable environment, a diverse mix of housing, strong neighborhoods, and a
high quality of life by finalizing the New Zoning Code and Maps and present them to City Council for adoption.
(Healthy & Successful Lives)
 Support a growing economy, a sustainable environment, a diverse mix of housing, strong neighborhoods, and a
high quality of life by refining the New Zoning Code and Maps post adoption. (Healthy & Successful Lives)
 Support and promote transit-oriented development by completing and adopting three additional Station Area
Plans. (Transportation)
217
 Update the Comprehensive Plan and Blueprint Denver Plan to reflect subsequent city-wide and small area plans.
 Protect and preserve Denver’s historic sites by completing Phase I of the city-wide Historic Resources Survey.
218
Office of the Manager 01010-0141000
Agency Description
The Office of the Manager provides the Community Planning and Development Department’s guiding vision and
oversees all divisions of the Department.
Administration provides policy direction and community liaison services, establishes operational policies, and
monitors business processes to ensure the efficient and effective use of resources.
Finance/Accounting manages the departmental budget and provides contract control, purchasing, cashiering,
inventory control, accounting, revenue collection, and file maintenance for the department. This section handles
internal audits, documents employee and agency statistics, and issues contractor licenses and certifications to
individuals or companies who qualify to operate as contractors in the City and County of Denver.
Human Resources/Operations serves as a supportive partner administering human resource and City policies,
rules, procedures, and practices. The section is responsible for recruiting, hiring and management of the
department’s day-to-day operational needs including budget preparation. This section counsels and advises on
employee issues, staff development, safety initiatives, disciplinary matters and provides vision and leadership to
promote an environment that values excellence, diversity, autonomy, creativity, and productivity at all levels of the
department.

Number of customer website visits1 167,000 140,000 140,000
CPD-Customer Service Survey Results (ratings of “excellent” or “good”)
Overall satisfaction 90.25% 88% 91%
Responsiveness/timeliness 86.1% 87% 90%
Knowledge 90.3% 87% 91%
Courtesy 91% 87% 92%
Accuracy 90.5% 87% 91%
1
A decrease is expected in 2009 due to the consolidation and redesign of the CPD Website to provide an improved user
experience.

Expenditures
Budget Savings 0 45,223 0 (45,223) (100.0%)
$2,513,602 $2,661,900 $2,418,900 ($243,000) (9.1%)
Administration $1,204,119 $1,297,338 $1,287,068 ($10,270) (0.8%)

Finance/Accounting 1,012,719 1,097,306 953,683 (143,623) (13.1%)
Human Resources/Operations 296,763 267,256 178,149 (89,107) (33.3%)
$2,513,602 $2,661,900 $2,418,900 ($243,000) (9.1%)
219

Administration 6.75 6.00 6.00 0.00 0.0%
Finance/Accounting 18.00 17.00 16.00 (1.00) (5.9%)
Human Resources/Operations 2.00 4.00 2.00 (2.00) (50.0%)
26.75 27.00 24.00 (3.00) (11.1%)
Revenue
Misc. General Government $107 $0 $0 $0 0.0%
Licenses and Permits 629,415 603,400 601,000 (2,400) (0.4%)
Internal Svc & Indirect Charges 0 100 0 (100) (100.0%)
Fines and Forfeits 875 0 0 0 0.0%
Fees 20,831 1,100 1,100 0 0.0%
$1,177,665 $1,112,100 $1,109,600 ($2,500) (0.2%)

 $25,200 in personnel services due to wage and benefit savings.
After factoring in the 2009 personnel budget savings of $25,200, the net decrease is $178,500 or 9.1%.
After factoring in the operation savings of $20,000, the net decrease in services and supplies is $105,400 or 26.3%.
 A decrease of $144,300 and 3.0 FTEs, an administrative support assistant II, an administrative support assistant
IV, and a human resources support technician, being abolished for 2010.
 A decrease of $100,000 in supplies and services due to operational savings related to reduced bank service
charges and software subscription, uniform replacement, and employee development costs.
 A net increase of $40,900 in internal services due to higher costs associated with copy machine charges and
workers’ compensation reimbursements.
Capital Equipment
None.
220

Expenditures
Colorado Heritage Planning Grant (11301-0141101) $0 $50,000 $0 0.00
Downtown Denver Plan Fund (11716-0141000) 49,707 10,000 0 0.00
Energy Star for New Homes (11001-0141101) 0 25,000 0 0.00
Healthy Air for Northeast Denver (11001-0141101) 64,510 0 0 0.00
Landmark Preservation Fund (11809-0141000) 22,991 35,000 95,000 0.00
$137,208 $120,000 $95,000 0.00
The Colorado Heritage Planning Grant supports the development of a Downtown Cherry Creek Corridor plan
that incorporates smart growth principles in support of the Living Streets initiative. Revenue to this fund comes
from the Colorado Department of Local Affairs.
The Downtown Denver Plan Fund supports Community Planning and Development programs by providing
matching funds for the Downtown Denver Plan. Revenues to this fund are private grants and donations.
The Energy Star for New Homes Grant provides a permit fee credit to homebuilders and owners participating in
the ENERGY STAR for New Homes program. Revenue for this program comes from the Colorado Governor’s
Energy Office.
The Healthy Air for Northeast Denver Grant funds an initiative spearheaded by the National Park Service rivers
and trials program and Environmental Protection Agency to promote resident-driven initiatives to improve seven
neighborhoods in northeast Denver. Revenue for this grant is a federal pass-through from the Environmental
Protection Agency.
The Landmark Preservation Fund receives and accounts for fees paid by the taxpayer for review of
rehabilitation tax credit projects. Colorado statutes provide for a rehabilitation tax credit to owners of historic
landmark property. The City is appointed by the State as a reviewer of applications for the tax credit; the
appointment must be renewed annually by ordinance. Revenue to this fund consists of fees paid by historic
landmark property owners.
221
Development Services 01010-0142000
Agency Description
Development Services (previously Permit and Inspection Services) reviews building plans, site plans, and urban
design requirements and conducts inspections. These responsibilities comprise approximately 80 percent of City
functions related to the development of private land.
Permitting is responsible for the administration of the Denver Building Code and the administration of the Zoning
Ordinance. The purpose of the Denver Building Code is to provide standards to safeguard life, health, property, and
public welfare by regulating and controlling the design, construction, quality of materials, use, occupancy, location,
and maintenance of all buildings and structures within the City and County of Denver. This section reviews
construction documents, issues permits, and provides information and project direction to improve communications
and code knowledge. This section also provides information to citizens regarding zoning requirements and
procedures; reviews permit applications for compliance with ordinance requirements and other regulations; and
issues zoning permits.
Inspections is responsible for the enforcement of the Denver Building Code and the Zoning Ordinance. This section
inspects all construction for compliance with the code, including electrical, plumbing, conservation, boiler and
refrigeration, and fuel and gas codes. Inspectors respond to complaints and emergencies in existing buildings and
enforce the vacant and abandoned building provisions of the code. This section enforces the zoning and property
maintenance ordinances, provides intake services for citizen complaints, and educates the community regarding
codes and enforcement services. This section also ensures compliance with zoning and property maintenance
ordinances through inspections, investigations, neighborhood support services, and managing abatement of private
properties that are in violation of City codes. Neighborhood Inspection Services (NIS) takes enforcement action in
response to complaints.
Project Coordination provides direct customer support and ensures development projects receive active assistance
in moving through the regulatory processes of the City. This section manages the development review process from
concept through completion of work and provides a single point of contact for projects as they move through the
process. This section also provides consolidated intake of all submittals related to major projects and ensures issues
are resolved in a timely manner.

Permitting
Total number of building permits issued 45,999 51,000 32,500
Percent of one- and two-family dwelling plans reviewed within
established timeframe 85% 85% 85%
Number of one- and two-family dwelling plans reviewed same-day 2,755 2,700 2,400
Percent of Landmark Reviews handled by Residential Permitting for
like-for-like applications N/A 70% 70%
Percent of commercial project plans reviewed within established
timeframe 91% 95% 95%
Number of commercial project plans reviewed same-day 3,162 3,300 2,400
Number of development site plans reviewed 239 230 180
Number of Zoning Compliance reports completed 172 145 110
Number of Zoning-Board of Adjustment cases prepared for
City Attorney's Office 257 173 240
Number of administrative reviews performed internally
rather than going to Board of Adjustment1 120 116 96
Number of complex Use Permit reviews1 133 735 735
Number of complex Sign Permit reviews2 65 225 225
Number of Zoning applications reviewed same-day 1,899 2,700 2,700
222

Inspections
Total number of building inspections 149,401 157,000 135,000
Percent of site visits with combined inspections3 17% 17% 20%
Number of Neighborhood Inspection Services (NIS) inspections performed 57,730 58,000 59,000
Percent of proactive NIS inspections (inspector-initiated) 27% 20% 25%
Number of locations abated 395 425 425
Average number of days to receive compliance with an order/notice
issued by the City 3 3 3
Percent of complaints responded to in 3 days or less 96% 96% 96%
1
2008 actual does not represent full year of tracking, it represents late January through year-end.
2
2008 Actual does not represent a full year of tracking, it represents mid-March through year-end.
3
At least two or more inspections performed at one time.

Expenditures
Budget Savings 0 125,650 0 (125,650) (100.0%)
$12,069,893 $12,432,000 $11,226,000 ($1,206,000) (9.7%)
Zoning Development Review and $238,425 $125,650 $0 ($125,650) (100.0%)

Amendments
Permitting 3,673,590 3,581,442 5,032,731 1,451,289 40.5%
Inspections 4,129,061 4,572,961 6,192,769 1,619,808 35.4%
Zoning Permitting 1,795,775 1,814,099 0 (1,814,099) (100.0%)
Zoning and Neighborhood 2,233,039 2,337,848 0 (2,337,848) (100.0%)
Inspection (NIS)
Project Coordination 0 0 500 500 0.0%
$12,069,893 $12,432,000 $11,226,000 ($1,206,000) (9.7%)
Permitting 39.00 37.00 50.50 13.50 36.5%
Inspections 55.00 57.00 76.00 19.00 33.3%
Zoning Permitting 22.00 19.50 0.00 (19.50) (100.0%)
Zoning and Neighborhood 29.00 29.00 0.00 (29.00) (100.0%)
Inspection (NIS)
145.00 142.50 126.50 (16.00) (11.2%)
Revenue
Misc. General Government (31,278) $20,000 $20,000 $0 0.0%
Licenses and Permits 11,865,092 6,262,800 6,508,300 245,500 3.9%
Internal Svc & Indirect Charges 785,468 350,000 450,000 100,000 28.6%
Fees 4,505,448 2,643,700 2,449,700 (194,000) (7.3%)
Charges for Services 203,396 133,000 130,000 (3,000) (2.3%)
$17,328,126 $9,409,500 $9,558,000 $148,500 1.6%
223

In 2009, a savings of $736,000 in personnel services due to $125,650 in wage and benefit savings and $610,250
 A net increase of $193,300 and 2.0 FTEs due to the establishment of the Project Coordination section within
Development Services. One associate plans review technician and five project manager I positions were created
and one plans review technician and three senior development project coordinator positions were abolished to
establish the Project Coordination section.
 An increase of $0 and 1.0 FTE plans review technician due to the position being transferred to the Development
Services division. This position will be funded by the Development Services project budget in 2010.
 A decrease of $403,400 and 6.0 FTEs, one electrical inspector and five elevator inspectors, related to ending
Denver’s elevator inspection program, which is now being managed by the state.
 A decrease of $843,500 and 13.0 FTEs being abolished for 2010 due to budget considerations. They are as
follows:
 Three plans review technicians
 Two senior development project coordinators
 One project manager I
 One executive assistant I
 One plans review supervisor
 One construction inspector
 One mechanical inspector
 One electrical inspector
 One public safety inspector
 One administrative support assistant III
 A net increase of $11,700 in supplies and services due to increased education and skills training costs related to
building code changes and the new Zoning Code.
 A net decrease of $10,000 in internal services due to reduced workers’ compensation reimbursement costs.
Capital Equipment
None.
224
Planning Services 01010-0143000
Agency Description
Planning Services is responsible for preparing plans and regulatory tools that guide future growth, enhancement,
and preservation of Denver. Plans, based on broad public participation, are prepared on a City-wide basis as well
as for smaller areas such as neighborhoods, corridors, and districts. Adopted plans provide the collective
community vision for Denver's future. These plans set the stage for sustainable development that will direct
significant growth to Areas of Change and guide reinvestment and character preservation in Areas of Stability.
Implementation of adopted plans is based in the development of a clear and predictable system of regulatory tools
to serve all of our customers.
Comprehensive Planning is responsible for Denver's long-range planning activities. This section prepares and
updates City-wide and small area plans. Comprehensive Planning leads the City's Transit Oriented Development
(TOD) Initiative, Living Streets Initiative (corridor strategic planning and implementation), and Neighborhood
Planning efforts. It also maintains and monitors City data and provides GIS mapping and graphic support services
specific to planning and zoning.
Plan Implementation is responsible for Planning Services’ regulatory, investment and partnership strategies for
the implementation of adopted plans. Plan Implementation prepares and processes regulatory tools including
general development plans, zoning language and map amendments, as well as Landmark designations, which
provide the key linkage between planning visions and development permitting. This section also guides the
development and application of urban design guidelines as well as conducting Landmark design review. Plan
Implementation facilitates public process related to these responsibilities and maintains ongoing relationships with
community and business organizations to provide urban design expertise in the planning and design of public
infrastructure and civic projects. In addition, Plan Implementation staffs the Planning Board, Landmark
Commission and Lower Downtown Design Review Board.

Percent of progress toward meeting goal of completing six or more plans 17% 67% 67%
/assessments per year (over and above station area plans)
Percent of station area visioning/planning completed (of 27 stations 22% 59% 74%
or station corridors)
Percent of station area zoning and/or general development plans completed 19% 19% 63%
(of 27 stations or station corridors)
Percent of Main Street type corridors that have been zoned Main Street 20% 20% 100%
Percent of Revised Zoning Code Language adopted 10% 90% 100%
Percent of Revised Zoning Code Map adopted 5% 50% 95%
Percent of total landmark reviews approved administratively by 80% 80% 80%
Landmark Preservation staff
Percent of reviews sent to the Landmark Preservation Commission 60% 75% 80%
approved at initial hearing
225

Expenditures
Budget Savings 0 56,769 0 (56,769) (100.0%)
$2,625,937 $2,796,100 $2,318,800 ($477,300) (17.1%)
Neighborhood Inspection Services $37,257 $56,769 $0 ($56,769) (100.0%)

Office of Neighborhood Response 0 0 0 0 0.0%
Comprehensive Planning 1,466,155 1,339,780 1,141,924 (197,856) (14.8%)
Plan Implementation 1,122,524 1,399,551 1,176,876 (222,675) (15.9%)
$2,625,937 $2,796,100 $2,318,800 ($477,300) (17.1%)

Comprehensive Planning 16.00 13.00 12.00 (1.00) (7.7%)
Plan Implementation 16.00 16.92 14.00 (2.92) (17.3%)
32.00 29.92 26.00 (3.92) (13.1%)
Revenue
Licenses and Permits 115,900 40,000 35,000 (5,000) (12.5%)
Fees 52,000 2,000 0 (2,000) (100.0%)
$193,492 $43,000 $36,000 ($7,000) (16.3%)

 $29,000 for reduced software subscription fees.
After factoring in the 2009 operating budget savings of $20,000, the net decrease in service and supplies is
$145,900 or 46.6 percent.
 An increase of $2,800 and 0.08 FTE professional occupations intern related to standardizing how interns are
budgeted within Community Planning and Development.
 A decrease of $49,900 and 1.0 FTE agency support technician. This was a limited position that ended at the end
of December 2008.
226
 A decrease of $244,200 and 3.0 FTEs being abolished for 2010 due to budget considerations. They are:
 One principal city planner
 One urban design architect
 One senior city planner
 A net decrease of $145,900 in supplies and services due to reduced software subscription fees and professional
services costs related to the New Zoning Code, which is anticipated to be adopted by City Council in late 2009.
Capital Equipment
None.
227
228
General Services Summary
2008 2009 2010

General Fund
Agencies
Purchasing 1,828,486 2,025,000 1,784,600
Facilities Management 17,900,256 17,647,000 15,667,000
Utilities 26,639,337 30,251,200 29,548,800
Expenditures
Capital Expenditures 0 60,500 0
Budget Savings 0 141,025 50,000
Total $47,573,273 $51,474,800 $48,204,200
Transfers
Transfer to Theaters and Arenas SRF $603,375 $0 $0
Transfer to CIF - Red Rocks $0 $707,300 $0

Central Services $4,989,800 $4,996,800 $4,845,000
Total $4,989,800 $4,996,800 $4,845,000
Expenditures
Personnel Services $481,439 $623,056 $558,476

Culture and Recreation 39,338,293 40,044,468 40,230,860
229
General Services
2008 2009 2010


General Fund 199.6 178.6 155.9
Entertainment and Cultural Funds 2,486,590
230
General Services
The Department of General Services serves Denver and its citizens by supporting City agencies in achieving their
missions. The department is comprised of five divisions: Administration, Purchasing, Facilities Management,
Central Services, and Theatres and Arenas. The department performs a variety of functions, including facility
management, repair and remodel of City facilities, City-wide procurement of goods and services, energy
management and sustainability, printing and interoffice mail delivery, and hosting a wide array of public events in
Denver's theaters and arenas.
Agency Descriptions
Administration plans, directs and monitors the activities of the operating divisions of the Department of General
Services. Administration assists with policy formulation, personnel management, safety programs, budgeting,
accounting support, energy management and implementation of sustainability practices. Utilities has direct
responsibility for the management, acquisition, negotiation, monitoring, tracking and payment for utility services.
These services include electricity, natural gas, steam, chilled water, water, sewer and storm drainage for selected
City facilities and all streetlights and traffic signals throughout the city. Utilities is leading the way in efforts to
reduce City energy consumption one percent annually and exploring opportunities for the City to continue utilizing
sustainable energy and to achieve the goals of Greenprint Denver.
Purchasing acquires goods and services for agencies of the City through "best practice" procurement methods which
include: open market purchases, informal bidding, requests for proposals, term contracts, cooperative procurement
endeavors, emergency procurements and other methods as required.
Facilities Management is responsible for the operations, management, maintenance and improvements of City
facilities. Facilities Management is comprised of three working units: Facilities Operations and Maintenance,
Facilities Projects, and Administration, which provide support to the agency. Facilities Management is currently
responsible for 120 buildings totaling 5.5 million square feet and 208 acres, including office buildings, child care
centers, police and fire facilities, and a variety of storage and maintenance facilities.
Central Services is an internal service fund that provides office production services, including printing, bindery,
copy center services, mail processing, and copy machine acquisitions to City departments and agencies.
Theatres and Arenas is responsible for the renovation, construction, maintenance, repair, management and
operation of the City and County of Denver's public assembly facilities. These facilities are the Denver Coliseum,
Red Rocks Amphitheatre, Ellie Caulkins Opera House in the Newton Auditorium, Boettcher Concert Hall, Temple
Hoyne Buell Theatre, the Galleria, and the Sculpture Park. Theatres and Arenas is also responsible for the
oversight of all operations of the Colorado Convention Center.
Mission
To provide the highest quality and value-added support services to all our customers, internal and external, which
will result in improved levels of service and efficiency in their operations.
231
 Conducted Environmentally Preferred Purchasing Program (EPP) assessments on Bids and Request For Proposal’s
(RFP) before being published. Completed EPP assessments on 100% of proposals since January 1, 2009.
 Generated $1.5 Million in cost savings through procurements since January 1, 2009.
 Completed the implementation of a solar power generating facility on the roof of the Colorado Convention Center.
 Implemented a day cleaning program at Human Services facilities which resulted in $78,000 in energy and labor
savings.
 Developed the first municipal energy assurance plan in the country for City facilities in collaboration with
Department of Energy consultants that will be used as the blue print for other cities.
 Designed more than $5.6M of capital improvement projects.
 Developed a cost avoidance of more than $52,000 in design fees by utilizing in-house engineers to design $5.6M of
current construction activity.
 Reduce workers’ compensations costs and cases by properly preparing supervisors and employees to reduce risk and
minimize lost time due to on the job injuries. (Fiscal)
 Reinforce a strategic approach to procurement by using a proven sourcing process. (Fiscal)
 Provide safe, clean, and efficient facilities that reduce long-term costs and increase reliability by developing a facility
condition index for each managed facility. (Fiscal)
 Develop and implement progressive and effective City-wide records management policies through the
implementation of a strategic plan for records management. (Internal Processes)
 Develop a trained and recognized workforce by implementing an organizational development program that includes
recognition initiatives and provides coaching, counseling and training to employees, supervisors and managers.
(Workforce)
 Manage City facilities as sustainable buildings in all areas including operations, maintenance, improvement and
procurement by improving energy efficiency and achieving energy star status for applicable facilities. (Fiscal)
 Optimize capital planning efforts to improve the facility condition index (FCI) of managed facilities by developing
effective processes for the delivery of assigned projects. (Internal Processes)
232
General Services
General Services Administration 01010-3010000
Agency Description
General Services Administration plans, directs and monitors the activities of the operating divisions of the
Department of General Services, including Facilities Management, Purchasing, Central Services, and Theaters and
Arenas. General Services Administration assists with policy formulation, human resource management,
budgeting, accounting support and safety programs. The agency evaluates administrative and operational
functions and reviews business processes, thereby ensuring optimal use of available resources. In addition,
General Services Administration has responsibility for the acquisition, negotiation, monitoring, tracking and
payment of utility services consumed in selected City facilities.
Office of the Manager provides policy direction, establishes operational guidelines and monitors business
processes to ensure the efficient and effective use of resources. The division also provides oversight of fiscal and
personnel matters, and the overall policy direction for the agency. The Office of the Manager is also the liaison to
the Denver Metro Convention and Visitor's Bureau and provides support to the Theaters and Arena's division.
General Services Financial manages accounting, including centralized accounts payable and receivable, manages
the departmental budget and provides contract control services. The Financial section of General Services
Administration also manages energy procurement and the tracking and payment of utility bills.
Human Resources assists with recruitment and hiring and advises on employee relations matters and disciplinary
actions. The division also develops and implements safety initiatives, job related safety training, and manages
workers' compensation and the Americans with Disabilities Act activities.
Mail Delivery delivers mail to City agencies.

Percent of invoices compliant with prompt pay 98.9% 99% 99.5%
Percent of billed revenue collected 99.6% 99.6% 100%
Customer satisfaction rating of standard 98% 98% 99%
or above (internal customers)
Overhead cost to provide general services
per employee $5,187 $5,200 $5,200
Percent of natural gas purchased below tariff 57% 50% 55%

Expenditures
Budget Savings 0 20,574 0 (20,574) (100.0%)
$1,205,194 $1,551,600 $1,203,800 ($347,800) (22.4%)
233

Administration $0 $0 $99 $ 99 0.0%
Office of the Manager 506,881 708,554 474,297 (234,257) (33.1%)
Financial 293,072 363,098 253,042 (110,056) (30.3%)
Human Resources 263,506 246,190 250,178 3,988 1.6%
Mail Delivery 141,733 233,758 226,184 (7,574) (3.2%)
$1,205,194 $1,551,600 $1,203,800 ($347,800) (22.4%)

Administration 0.00 0.00 0.00 0.00 0.0%
Office of the Manager 3.25 5.25 4.25 (1.00) (19.0%)
Financial 5.35 5.35 4.65 (0.70) (13.1%)
Human Resources 4.00 3.00 3.00 0.00 0.0%
Mail Delivery 4.00 4.00 4.00 0.00 0.0%
16.60 17.60 15.90 (1.70) (9.7%)

In 2009, a savings of $81,800 in personnel services due to $20,600 in wage and benefit savings, and $61,200 in
increased vacancy savings.
 A decrease of $125,200 and 1.0 FTE to reduce administration support for Facilities Project Management which
has been consolidated into Public Works.
 A net decrease of $122,600 in personnel services due to an increase in vacancy savings.
 A decrease of $42,000 and 0.7 FTE administrative support assistant IV due to 2010 budget constraints.
 A decrease of $2,100 in supplies and services due to a reduction in conference and meeting expenses.
 A net decrease of $5,600 in internal services due to decreased workers’ compensation costs.
Capital Equipment
None.
234

Expenditures
Convention Marketing and Tourism Promo (11845- $13,730,811 $11,877,152 $11,609,913 0.00
3012000)
Program Description
The Convention Marketing and Tourism Promotion fund was established to account for the Convention and
Visitors Bureau's share of the lodgers' tax which consists of 25.6 percent of proceeds collected from the levy of the
10.75 percent lodgers' tax. The Manager of General Services makes payments according to the City's agreement
with the Denver Metro Convention and Visitors Bureau.
235
General Services
Purchasing 01010-3020000
Agency Description
The Purchasing Division acquires goods and services for agencies of the City through "best practice" procurement
methods which include direct "open market" purchases; informal (fax, phone, sealed) bidding; formal (sealed with
advertising) bidding; request for proposals; term contracts; cooperative procurement endeavors; sole source;
professional preference; emergency procurement procedures; and other methods as required. The Purchasing
Division provides opportunities to qualified, responsible firms to participate in the City's procurement of goods
and services. The Purchasing Division is also responsible for the management and disposal of the City's surplus
personal property.
Administration directs and coordinates the agency's activities, initiatives and responsibilities in a manner that
strives to improve customer service through communication, education, and dedication to implementing the most
reasonable, effective and efficient operational enhancements possible.
Procurement acquires goods and services at the best possible value for City agencies. It educates agencies and
the vendor community in purchasing processes and procedures. Procurement endeavors to provide opportunities
to all qualified and responsible vendors to participate in the City's procurement of goods and services.
Procurement also provides City-wide administration for the procurement card and travel card programs. This
includes the Denver International Airport (DIA) procurement unit which is on-site at the DIA and specializes in
aviation-specific commodities.
Surplus stores and reassigns surplus City personal property, administers the personal property donation process
for non-profits, administers and conducts the disposal of surplus personal property (includes lost, abandoned and
confiscated property) through sealed bid sales, auctions and on-site sales, and administers City towing services,
moving services, and auctioneering services.
Mission
To direct procurement activities for goods and services in the manner that most effectively achieves the City's
strategic goals.

Cost Savings $4,251,612 $4,300,000 $5,000,000

Average days requisition to purchase order 6.83 6.0 5.75
Number of annual master purchase orders 504 510 525
Percent of active master purchase orders 95.27% 95.5% 98%
Unauthorized purchases 792 800 700
Percent of Spend under Management 60.20% 65.28% 70.88%
Percent of Annual Bid Spend to Total Spend 37.47% 42.10% 47.70%
236

Expenditures
Budget Savings 0 28,990 50,000 21,010 72.5%
$1,828,486 $2,025,000 $1,784,600 ($240,400) (11.9%)
Administration $311,883 $349,362 $356,655 $7,293 2.1%

Procurement 1,115,509 1,159,959 1,051,303 (108,656) (9.4%)
Surplus Property 401,093 515,679 376,642 (139,037) (27.0%)
$1,828,486 $2,025,000 $1,784,600 ($240,400) (11.9%)

Administration 3.00 3.00 3.00 0.00 0.0%
Procurement 13.00 16.00 16.00 0.00 0.0%
Surplus Property 2.00 2.00 2.00 0.00 0.0%
DIA Procurement 2.00 0.00 0.00 0.00 0.0%
20.00 21.00 21.00 0.00 0.0%
Revenue
Use Charges $2,870 $0 $0 $ 0 0.0%
Misc. General Government 927,465 1,378,000 1,045,000 (333,000) (24.2%)
Fines and Forfeits 3,381,142 3,199,500 4,233,500 1,034,000 32.3%
$4,311,477 $4,577,500 $5,278,500 $701,000 15.3%

 $81,600 in increased vacancy savings
 $75,000 in operational savings.
 A reduction of $163,100 in increased vacancy savings.
 An increase of $50,000 has been appropriated to the restricted budget account in 2010 for an additional security
contract due to implementing revisions to the “No Valid Operator License” provision in the DRMC Sections 54-
811(10)(20) and 54-813(c). At the time of the printing of this book, these revisions are pending approval.
 A net decrease of $90,400 in services and supplies due to a reduction in reimbursement, skill training and
building leases costs.
237
 A net decrease of $2,400 in internal services due to a reduction in Workers’ Compensation costs.
Capital Equipment
None.
238
General Services
Utilities 01010-3032000
Agency Description
Utilities has direct responsibility for the management acquisition, negotiation, monitoring, tracking and payment
of utility bills for electricity, natural gas (including transport), steam, chilled water, water, sewer, and storm
drainage commodities consumed in selected City facilities and supplying power to street lights and traffic signals
throughout the City. The Utilities Division investigates, identifies and implements energy conservation retrofits in
all City facilities. The Utilities Division also represents the City before the Public Utilities Commission and other
professional boards and organizations. Utilities is leading the way in efforts to reduce City energy consumption
one percent annually and in exploring opportunities for the City to use sustainable energy and to achieve the goals
of Greenprint Denver.

Expenditures
Budget Savings 0 3,446 0 (3,446) (100.0%)
$26,639,337 $30,251,200 $29,548,800 ($702,400) (2.3%)
Administration $26,639,337 $30,251,200 $29,548,800 ($702,400) (2.3%)

Administration 4.00 4.00 4.00 0.00 0.0%
Revenue
Misc. General Government $87 $0 $0 $ 0 0.0%
Internal Svc & Indirect Charges 14,553 3,010,200 3,267,100 256,900 8.5%
$23,773 $3,010,200 $3,267,100 $256,900 8.5%

In 2009, a savings of $3,189,058 due to
 $3,400 in wage and benefit savings.
 $3,000,000 in utility costs due to a reduction in energy prices.
 A net increase of $14,000 including an increase of $22,200 due to reclassification of positions, partially offset by
a decrease of $8,200 in insurance costs.
 A reduction of $99,200 due to increased in vacancy savings.
239
Utilities 01010-3032000
 A net increase of $878,300 in utility costs. This includes an increase of $1,470,700 for the Justice Center which
will open in June 2010, partially offset by a decrease of $592,400 due to the closing of the Pre-Arraignment
Detention Facility in mid-2010.
 A decrease of $1,479,400 in services and supplies primarily due to a reduction in the cost of heating gas and
electricity.
 A net decrease of $12,200 in internal services due to a reduction in inter-fund charges and utility
reimbursements.
No vacancy savings is budgeted for 2010. The budgeted furlough savings is $2,945
240
General Services
Facilities Management 01010-3080000
2008 2009 2010

General Fund
Agencies
FPM Facilities Management $15,916,898 $17,647,000 $15,667,000
FPM Real Estate Management 633,986 0 0
FPM Project Mgt and Design Engineering 1,349,373 0 0
Total $17,900,256 $17,647,000 $15,667,000
Expenditures
Note:
The recommended 2010 budget is $1,980,000
less than the 2009 appropriation.
This represents a -11.2% change from 2009.

Permanent Full-Time Equivalents 159.0 136.0 115.0
Other Full-Time Equivalents 0.0 0.0 0.0
241
General Services
Agency Description
Facilities Management is responsible for the operations, management, maintenance and improvements of City
facilities.
Prior to 2009, this agency was designated as Facilities Planning and Management (FPM) and consisted of three
budgets: Facility Management, Real Estate Management, and Project Management and Design Engineering. In
2009, Facility Management and Project Management and Design Engineering were consolidated into one unit,
and the Real Estate Management unit was transferred to the Office of the Chief Financial Officer in the
Department of Finance.
Facilities Management is comprised of three working units, Administration, Facilities Operations and
Maintenance, and Facilities Projects. This agency is currently responsible for 120 buildings totaling 5.5 million
square feet and 208 acres, including office buildings, childcare centers, police and fire facilities, and a variety of
storage and maintenance facilities. There will be 700,000 square feet of additional space assigned to Facilities
Management within the next two years, including 200 W. 14th St, the Denver Justice Center complex, and the
Police traffic operations/shooting range facility on Park Ave.
Administration operates the work-order desk based on service requests received and provides administrative,
document management and clerical support to Facilities Management staff.
Facilities Operations and Maintenance is comprised of five Facility Management teams consisting of a facility
manager, trade and custodial personnel. Teams are responsible for identifying and resolving client needs,
performing preventive maintenance, providing security and other contract services, repairing building systems and
equipment, special events set-ups, completing minor remodeling projects, providing custodial services and
developing and implementing capital improvement and maintenance plans to ensure the longevity and efficiency
of City facilities.
The five Facilities Teams include:

Team A – City and County Building and downtown buildings
Team B – Human Services facilities
Team C – Public Works facilities
Team D – Safety Department facilities
Team E – Wellington E. Webb Municipal Office Building and Minoru Yasui Plaza
Facilities Projects is comprised of Project Management (PM) and Design Engineering (DE) professional staff that
support the Facility Operations unit and manage the reconstruction, expansion and remodeling of the City's
facilities and related infrastructure. The PM staff establishes and maintains standards for the project management
of capital improvements and incorporates appropriate stakeholders to establish the scope of the project. The DE
staff provides in-house engineering services and technical expertise to project managers, facility managers, and
maintenance staff throughout the City, as well as drafts and reviews project documents, establishes design and
equipment standards and manages the oversight of system renovation and rehabilitation.

Complete assigned CIP or Mill Levy projects within year of funding 80% 85% 87%
Preventive maintenance / repair work orders completed within 72 hours 90% 95% 97%
Percentage of completed CIP/Mill/Bond projects where 55% or more of
the original budget contingency is preserved 70% 80% 88%
Preventative maintenance task orders completed within the month due 28% 40% 45%
Percentage of repair work orders completed within seven days 69% 75% 76%
Percentage of preventative maintenance completed 70% 78% 88%
242

Expenditures
Capital Equipment 0 60,500 0 (60,500) (100.0%)
Budget Savings 0 88,015 0 (88,015) (100.0%)
$15,916,898 $17,647,000 $15,667,000 ($1,980,000) (11.2%)
Administration $1,016,295 $819,761 $776,272 ($43,489) (5.3%)

Operations and Maintenance 3,979,527 15,684,379 14,890,728 (793,651) (5.1%)
Team B 2,171,530 0 0 0 0.0%
Team C 2,242,226 0 0 0 0.0%
Team D 3,045,698 0 0 0 0.0%
Team E 3,461,619 0 0 0 0.0%
Project Management 0 1,142,860 0 (1,142,860) (100.0%)
$15,916,898 $17,647,000 $15,667,000 ($1,980,000) (11.2%)

Administration 6.00 5.00 4.00 (1.00) (20.0%)
Operations and Maintenance 34.00 122.00 111.00 (11.00) (9.0%)
Team B 41.00 0.00 0.00 0.00 0.0%
Team C 18.00 0.00 0.00 0.00 0.0%
Team D 35.00 0.00 0.00 0.00 0.0%
Team E 8.00 0.00 0.00 0.00 0.0%
Project Management 0.00 9.00 0.00 (9.00) (100.0%)
142.00 136.00 115.00 (21.00) (15.4%)
Revenue
Use Charges $1,142 $0 $0 $0 0.0%
Charges for Services (40) 0 0 0 0.0%
$1,706,360 $1,700,000 $1,600,000 (100,000) (5.9%)

 $88,013 of wage and benefit savings.
 $500,180 in personnel services due to vacancy savings.
 $513,300 in services and supplies.
 $120,000 in internal service fund bill-backs to bond projects and General Services mill levy funds.
243
 An increase of $289,700 and 5.0 FTE for half year funding to staff the City and County of Denver’s Justice
Center opening in June of 2010. The following positions are added:
o 1.0 FTE operations and production supervisor;
o 1.0 FTE one multi-trades supervisor;
o 3.0 FTE master trades workers.
 A decrease of $895,200 and 16.0 FTE through abolishment of the following positions:
o 8.0 FTE custodians
o 3.0 FTE HAVC mechanics,
o 2.0 FTE carpenters,
o 1.0 FTE electrical maintenance worker,
o 1.0 FTE electrician and
o 1.0 FTE master trades worker.
 A decrease of $1,166,200 and 10.0 FTE in Facilities Project Management and Administration for the
consolidations of the project management function into Public Works.
 A decrease of $35,000 in services and supplies for the consolidation of Facilities Project Management into
Public Works.
 A decrease of $308,161 due to vacancy savings.
 A net increase of $455,300 for services and supplies to properly equip the Justice Center opening in June of
2010. This increase is partially offset by the closing of the Pre-Arraignment Detention Facility and other
miscellaneous services and supplies costs.
 A decrease of $210,367 due to a reduction in workers’ compensation and vehicle mileage charges.
 A decrease of $60,500 for one-time capital equipment purchased in 2009.
Capital Equipment
None.
244
General Services
Central Services Internal Service Fund 61010-3060000
Agency Description
Central Services is an Internal Service Fund that provides office production services, including printing, bindery
functions, copy center services, mail processing, and copy machine acquisition to other City departments and
agencies.
Administration, in conjunction with General Services Administration, manages division functions including
financial and budget planning, personnel, computer support, and the direction and coordination of activities.
The Copy Machines section provides City agencies with multifunction (copying, printing, scanning and fax)
devices and support by managing the City’s competitively bid contracts. Services include researching new copy
machine technologies, making recommendations on new machines or upgrades, verifying vendor invoices and
tracking each machine’s monthly volume for billing purposes.
The Mailroom/Postage section processes metered mail for all agencies and bills them for their usage.
The Printing Production section provides graphics, printing and bindery functions to City agencies. This
includes design, high quality printing, cutting, collating, padding, folding, punching, binding and delivery.

Customer service satisfaction rating 98% 98% 99%

Annual printing revenue $1,268,621 $1,087,000 $1,200,000
Percent of copy machines under City-wide bid 95% 98% 100%

Expenditures
$4,989,800 $4,996,800 $4,845,000 ($151,800) (3.0%)
Administration $264,064 $486,846 $321,975 ($164,871) (33.9%)

Reproduction Center 77,616 79,967 53,595 (26,372) (33.0%)
Printing Production 694,531 551,496 1,137,814 586,318 106.3%
Copy Machines 3,051,576 2,974,531 2,331,061 (643,470) (21.6%)
Mailroom/Postage 902,011 903,960 1,000,555 96,595 10.7%
$4,989,800 $4,996,800 $4,845,000 ($151,800) (3.0%)
Administration 4.65 4.65 4.35 (0.30) (6.5%)
Reproduction Center 2.00 1.00 1.00 0.00 0.0%
Printing Production 2.00 3.00 3.00 0.00 0.0%
Copy Machines 1.00 1.00 1.00 0.00 0.0%
9.65 9.65 9.35 (0.30) (3.1%)
245
In 2009, a decrease of $125,100 in professional services due to lower copy charges as the result of contract
negotiations.
 A decrease of $20,000 and .30 FTE administrative assistant support IV through abolishment due to 2010 budget
constraints.
 A decrease of $59,400 in internal services due to the final debt payment for the building located at 671 South
Jason.
 A decrease of $27,800 in services and supplies due to a reduction in postage and mailing costs.
 A decrease of $20,000 in personnel services due to a reduction in bonus pay, overtime compensation, and
insurance costs.
Capital Equipment
None.
246
General Services

($ in thousands)
2008 2009 2010
Current Assets
Cash and cash equivalents $0 $0 $0
Due from other funds 1,241 1,207 1,152
Inventory of supplies 116 100 90
Restricted Cash 14 0 0
$1,387 $1,317 $1,250
Fixed Assets
Buildings $715 $715 $715
Improvements other than buildings 0 0 0
Machinery and Equipment 828 813 813
Accumulated Depreciation (661) (790) (932)
Net Capital Assets $882 $738 $596
Total Assets $2,269 $2,055 $1,846
Liabilities
Current Liabilities
Accrued Liabilities 9 7 6
Due to other funds 1,520 1,449 1,358
Capital Lease Obligations 74 77 81
Compensated absences 11 6 5
Capital lease obligations $243 $165 $85

Net Assets
Invested in capital assets,
net of related debt $566 $496 $430
Unrestricted (680) (624) (550)
Total Net Assets ($114) ($128) ($120)
247
General Services

($ in thousands)
2008 2009 2010
Operating Revenues
Other revenue 7 4 3
Operating Expenses
Personnel services $482 $352 $373
Supplies and materials 1,076 821 809
Depreciation and amortization 137 129 142
Claims payments 0 0 0
Other operating expenses 3,145 2,931 2,554
Operating Income (Loss) ($250) $7 $26

Gain/Loss on disposal of assets $0 $0 $0
Other expense (24) (21) (18)
Total Nonoperating Revenues (Expen ($24) ($21) ($18)
Income (Loss) Before Transfers ($274) ($14) $8
Transfers in
Transfers Out
Change in Net Assets ($274) ($14) $8
Net Assets - January 1 $160 ($114) ($128)

Net Assets - December 31 ($114) ($128) ($120)
248
General Services

($ in thousands)
2008 2009 2010
Payments to suppliers (3,787) (3,621) (3,328)
Payments to employees (468) (342) (337)
Other payments 0 0 0
operating activities $175 $74 $25
Cash Flows From Capital and

Related Financing Activities
Proceeds from capital debt
Principal payments ($151) ($74) ($77)
Acquisition of capital assets 0 0 0
Gain (loss) on disposal of assets 0 0 0
Interest paid (24) (14) (11)
Net cash provided (used) by capital and
related financing activities ($175) ($88) ($88)
Net increase in cash and cash equivalents $0 ($14) $0

Cash and cash equivalents - January 1 14 14 0
Cash and cash equivalents - Decembe $14 $0 $0
Operating Income (loss) ($250) $7 $26
Depreciation 137 129 142
Decrease (increase) in receivables, net 2 6 2
Decrease (increase) in due from other funds (432) 34 55
Decrease (increase) in inventories 4 16 10
Increase (decrease) in vouchers payable 190 (26) (51)
Increase(decrease) in payroll liabilities 10 (21) 3
Increase (decrease) in due to other funds 514 (71) (162)
249
General Services
Theatres and Arenas Special Revenue Fund 15815-3050000
Theatres and Arenas is responsible for the renovation, construction, maintenance, repair, management and
operation of the City and County of Denver's public assembly facilities. These facilities are the Denver Coliseum,
Red Rocks Amphitheatre, Quigg Newton Denver Municipal Auditorium, Boettcher Concert Hall, Temple Hoyne
Buell Theatre, the Galleria, and the Sculpture Park.
Theatres and Arenas' facilities host a wide array of public events, including concerts, performing arts productions
by Denver's performing arts groups and national touring companies, other cultural activities from films to lectures,
rodeos and other sporting events, popular and family entertainment, conventions, trade shows and consumer
shows. These are high profile venues, well known regionally, nationally and internationally, that provide a
substantial, positive economic impact to the Denver metropolitan area.
Theatres and Arenas serves three customer groups – producers/promoters, performers, and patrons. Theatres and
Arenas serves those organizations, both for-profit and non-profit, that produce shows ranging from the performing
arts (choral music, jazz, symphony chamber concerts, ballets, contemporary dance, operas, musicals and dramatic
plays) to rodeos, circuses, movie festivals and popular music concerts of every genre. Theatres and Arenas also
serves those who perform on the stages of its theatres or in its arenas, and those who use the agency's technical
equipment and backstage and loading dock facilities. Members of the general public who attend performances in
its venues are also served by Theatres and Arenas.
Theatres and Arenas generates revenue primarily through the rental of its facilities, percentage commissions paid
by concessionaires on all food, beverage and merchandise sold in its buildings, parking fees generated in its
parking lots and garages, and reimbursements of stagehand, usher, and other labor costs. Emerging new sources of
revenue include funds derived from cultural tourism, corporate sponsorship, and advertising sales. The agency's
expenses are a function of its revenues in that stagehand, usher and other labor expenses increase with each event
booked in any of the agency's venues.
Agency Descriptions
Administration performs centralized administrative functions for all Theatres and Arenas facilities and divisions,
including strategic plan development, budgeting, booking and contracting events, contract administration,
accounting, personnel and purchasing, and coordination of capital improvements. Administration also oversees
the operation of the Colorado Convention Center through the administration of the City's management agreement
with a private company charged with the day-to-day running of the center.
Marketing is responsible for increasing the utilization of the facilities and generating new revenue by promoting
cultural tourism and developing corporate sponsorships. The marketing department is charged with promoting the
facilities' brand and marketing the facilities in local, regional, national and international markets.
The Arenas Division manages two of the largest City-owned, single unit performance spaces: The Denver
Coliseum and Red Rocks Amphitheatre and Visitor Center.
The historic Denver Coliseum opened in December 1951 and is used for circus shows, family entertainment
shows, concerts, motor sporting events, conventions and the National Western Stock Show and Rodeo. The
permanent seating capacity is 8,100 with maximum seating capacity of 10,474.
250
Red Rocks Amphitheatre is an acoustically perfect, critically acclaimed, natural open-air amphitheatre set in the
Rocky Mountain foothills. It hosts approximately 65 events a year including the traditional Easter Sunrise
Service, graduation ceremonies, concerts and other events. There is general admission seating for 9,450 in 69
tiered rows. The Red Rocks Visitor Center is a tourism destination with a restaurant, event space, exhibits and
gift shop. It hosts more than 500,000 visitors per year. The Trading Post at Red Rocks was recently designated
as an official Colorado Welcome Center and is expected to draw an additional 300,000 visitors per year.
The Colorado Convention Center (CCC) is one of the country's largest and most successful convention, trade
show, and business meeting facilities. The facility has a significant economic impact on the region's economy and
generates substantial lodgers' taxes, sales and use taxes, and employment opportunities in the private sector. The
facility is managed by a private company charged with the day-to-day operation of the Center. The City provides
funding for operating expenses that exceed revenues in a separate special revenue fund.
The Denver Performing Arts Complex (DPAC) is a world-renowned, state-of-the-art complex covering 12
acres. It includes the following venues:
The Quigg Newton Denver Municipal Auditorium houses the 2,225-seat Ellie Caulkins Opera House, a lyric
hall for opera and ballet; the Chambers Grant Salon, a gathering space featuring a performance stage; and the
critically acclaimed Kevin Taylor's at the Opera House, a restaurant with banquet facilities. The Ellie Caulkins
Opera House is the home of Opera Colorado and the Colorado Ballet.
Boettcher Concert Hall is the home of the Colorado Symphony Orchestra. The hall is designed in-the-round for
orchestral performances and accommodates 2,709 patrons.
The Temple Hoyne Buell Theatre is used primarily by Denver Center Attractions for Broadway touring shows
and by other promoters for musical and theatrical productions. The theatre seats 2,846.
The Galleria is the open space area within the complex, and is used for outdoor performances, festivals and civic
gatherings.
The Sculpture Park is adjacent to the complex and maintained by Theatres and Arenas. It is used for outdoor
concerts and events.
Limelight Supper Club & Lounge is the latest addition to the Denver Performing Arts Complex, offering a pre-
theatre dinner service and post-theatre bistro fare and dessert options. A joint venture between Kevin Taylor
Restaurant Group, Centerplate, and the Division of Theatres & Arenas, Limelight is at the heart of the action in
Denver's Theatre District.
DPAC also includes the Helen Bonfils Theatre Complex encompassing the Stage, Space, Jones and Ricketson
Theatres, the Seawell Ballroom and the Garner Galleria Theatre, which are located in City-owned buildings
that are under a long term lease to the Denver Center for the Performing Arts (DCPA). The DCPA, a non-profit
organization not affiliated with Theatres and Arenas, produces shows in and manages these venues.
Mission
To enhance civic life by renovating, constructing, maintaining, repairing, managing and operating, with the highest
level of customer service, premier public assembly facilities so that Denver can host public events that educate and
entertain its citizens and visitors, making Denver a better place to live and visit, and promote economic
development, creating new private sector jobs.
251
 Completed the conceptual design phase for the Boettcher Concert Hall renovation. An updated construction and
project timeline are being finalized.
 Launched a 30,000 square-foot, 300-kilowatt rooftop solar power system at the Colorado Convention Center.
The system creates 400,000 kilowatt-hours of energy annually and offsets a portion of the building’s energy bill.
 The Denver Performing Arts Complex, Colorado Convention Center, Red Rocks Amphitheatre and Denver
Coliseum became charter members of the Rocky Mountain Greener Venues Partnership.
 Improve access in and around the Denver Performing Arts Complex with the implementation of a way-finding,
event parking, and traffic plan. (Transportation)
 Continue the development of the Denver Theatre District with the construction and lighting of structured signs,
and plans to host several special events in the district including Concert for Kids and Swallow Hill’s Brews and
Bluegrass festival. (Cultural and Recreational Opportunities)
 Work closely with Visit Denver, to promote cultural tourism and local support for the performing arts,
conventions and event businesses to help Denver turn around the down economy. (Cultural and Recreational
Opportunities)
 Continue to operate our Special Revenue Fund without a General Fund Transfer. (Fiscal Stewardship)

Boettcher Concert Hall
Attendance at Boettcher 171,384 166,294 185,000
Federal development admissions tax receipts at Boettcher $415,644 $410,000 $414,100
Events held at Boettcher 126 122 122
Seat occupancy rate1 50% 50% 56%
Buell Theatre
Attendance at Buell 314,959 455,000 430,000
FDA tax receipts at Buell $1,899,508 $2,400,000 $2,300,000
Events held at Buell 158 225 215
Ellie Caulkins Opera House (ECOH)

Attendance at ECOH2 170,291 168,830 180,000
FDA tax receipts at ECOH $698,521 $580,000 $580,000
Events held at ECOH2 135 124 128
252

Red Rocks Amphitheatre
Attendance at Red Rocks3 456,787 422,633 430,000
FDA tax receipts at Red Rocks $1,957,241 $1,825,000 $1,800,000
Events held at Red Rocks3 77 70 70
Denver Coliseum
Attendance at Coliseum 450,618 574,999 575,000
FDA tax receipts at Coliseum $858,708 $900,000 $900,000
Events held at Coliseum 107 120 123
1
Seat occupancy rate is calculated by using facility seating capacity and events held at facility.
2
ECOH events do not include the Chambers Grant Salon
3
Red Rocks Amphitheatre events do not include the Welcome Center.
Note 1: Seat Occupancy Rate = attendance/ (facility seating capacity x events held at facility)
Boettcher Seating Capacity 2,709 seats
Buell Theatre Seating Capacity 2,846 seats
ECOH Seating Capacity 2,225 seats
Red Rocks Seating Capacity 9,450 seats
Denver Coliseum Seating Capacity 10,474 seats
There are frequently different configurations at each venue depending on the event.

Expenditures
Capital Equipment 174,598 131,500 179,700 48,200 36.7%
Internal Services and Misc. 2,864,670 2,313,853 2,276,920 (36,933) (1.6%)
$18,576,451 $19,048,216 $19,809,100 $760,884 4.0%
Administration $1,368,490 $1,610,122 $1,314,157 ($295,965) (18.4%)

Marketing 891,552 940,911 1,074,503 133,592 14.2%
Denver Convention Complex 0 27,822 0 (27,822) (100.0%)
Arenas 8,914,807 8,075,710 8,579,609 503,899 6.2%
Denver Performing Arts Complex 7,401,600 8,393,651 8,840,831 447,180 5.3%
$18,576,451 $19,048,216 $19,809,100 $760,884 4.0%

Administration 11.00 11.00 11.00 0.00 0.0%
Marketing 3.00 3.00 3.00 0.00 0.0%
Arenas 10.00 10.00 10.00 0.00 0.0%
Denver Performing Arts Complex 42.00 42.00 42.00 0.00 0.0%
66.00 66.00 66.00 0.00 0.0%
253

Revenue
Use Charges $18,759,724 $18,742,315 $19,790,735 $1,048,420 5.6%
Miscellaneous Transfers 603,375 0 0 0 0.0%
Misc. General Government 93,563 153,000 103,000 (50,000) (32.7%)
$19,456,662 $18,895,315 $19,893,735 $998,420 5.3%

 A net increase of $946,800 in supplies and services due to additional events and an increase in contract costs.
 A net increase of $48,200 in capital equipment purchases.
 A reduction of $162,600 in personnel services due to a decrease in bonus pay, on-call and overtime costs.
 A net decrease of $36,900 in internal services due to a reduction in workers’ compensation costs.
Budgeted vacancy savings is $88,311. The budgeted furlough is $70,498
Capital Equipment
Vehicle 1 New
Forklift 1 Replacement
Electric utility vehicle 1 Replacement
Audio/visual equipment 1 Replacement

Expenditures
Transfer to Theatres and Arenas SRF $603,375 $0 $0 $0 0.0%
(01010-9915000)
Transfer to Colorado Convention Center $3,846,400 $3,642,000 $3,098,700 ($543,300) 14.9%
SRF (01010-9915500)
Transfer to CIF – Red Rocks $0 $707,300 $0 $0 0.0%
(01010-9934500)
The Theatres and Arenas Operating Transfer provides General Fund support to the Theatres and Arenas
Special Revenue Fund for operating deficits.
The Colorado Convention Center Complex Transfer provides General Fund support to the Colorado
Convention Center Special Revenue Fund for operating deficits.
The Transfer to CIF – Red Rocks provided for the COP payment for Red Rocks Amphitheatre. Previously, the
COP payment was budgeted in the Theatres and Arenas Operating Transfer from the General Fund. Beginning in
2009, the COP payment is integrated into the Capital Improvement Program.
254
 A transfer reduction of $543,300 from the General Fund to the Colorado Convention Center due to personnel
and energy efficiencies.

Expenditures
Boettcher Donations (15719-3050000) $0 $500,000 $500,000 0.00
Botanic Gardens (15803-3052000) 942,719 0 0 0.00
Buell Theatre Donations (15718-3050000) 549,899 0 60,000 0.00
Convention Complex Payments (15607-3051000) 19,434,896 20,386,252 19,584,046 0.00
Figaro System (15822-3050000) 400,000 0 500,000 0.00
Preserve the Rocks Donations (15714-3052000) 70,673 0 0 0.00
Quigg Newton Auditorium Donations (15717-3050102) 306,375 110,000 10,000 0.00
$21,704,562 $20,996,252 $20,654,046 0.00
The Boettcher Concert Hall Donations special revenue fund was established in November 2007 to assist with the
remodel of Boettcher Concert Hall. These funds can be used for the purchase of furniture, fixtures, equipment or
other items relating to the remodel, as well as design and construction related expenses. Revenues to this fund are
private donations.
The Temple Hoyne Buell Theatre Donations special revenue fund was established in November 2007 to assist
with capital improvements at the Temple Hoyne Buell Theatre. These funds can be used for the purchase of
furniture, fixtures, equipment or other items relating to the remodel, as well as design and construction related
expenses. Revenues to this fund are private donations.
The Convention Complex Payments special revenue fund accounts for the operating expenses at the Colorado
Convention Center including the general fund transfer.
The Figaro Special Revenue Fund was established in February 2005 to pay for the annual lease / purchase of the
Figaro seat back titling system in the Ellie Caulkins Opera House and for the operating and maintenance costs
associated with the system. Revenue to this fund comes from use fees from the Ballet and Opera, private
donations and sponsorship revenues.
The Newton Auditorium Donations special revenue fund was established in February 2004 to assist with the
remodel of the Quigg Newton Auditorium and adjacent internal unfinished space behind the Buell theatre. These
funds can be used for the purchase of furniture, fixtures, equipment or other items relating to the remodel, as well
as design and construction related expenses. Revenues to this fund are private donations.
The Preserve the Rocks Fund was established in June 2002 for the purpose of preserving the Red Rocks Park and
Amphitheatre. Revenues to this fund come from private donations, contributions, project income and other private
receipts.
The Quigg Newton Auditorium Donations is a special revenue fund established for the purpose of remodeling
the Quigg Newton Auditorium, including purchasing of furniture, fixtures and equipment. Revenues to this fund
come from private donations.
255
256
Technology Services Summary
2008 2009 2010

General Fund
Agencies
Office of the CIO $2,664,808 $2,512,100 $2,308,900
Operations 16,872,525 18,359,600 17,691,400
Applications Development 10,901,677 12,708,800 13,435,300
Denver 8 TV 1,726,265 1,849,600 1,079,500
Denver 311 1,500,808 1,650,200 1,611,000
Expenditures
Capital Expenditures 241,416 65,422 0
Total $33,666,083 $37,080,300 $36,126,100
Transfers
Transfer to CIF - Information Technology Projects $4,203,200 $7,275,000 $8,307,000
Transfer to CIF - User Component Replacement 400,000 1,500,000 700,000


General Fund 290.0 287.0 264.0
257
Technology Services
Technology Services is the central information technology and telecommunications department for the Denver City
and County government. Technology Services provides enterprise architecture, project management, software
application development and support, systems analysis, data network, telephone, hardware and data center design
and support services, and electronically delivered communication services for internal and external customers.
Agency Descriptions
The Office of the Chief Information Officer (CIO) is responsible for overall policy direction, management, and
internal and external communications for Technology Services. The Office of the CIO oversees the Finance and
Administration divisions, Denver 8 TV, Denver 311 Operations, and the Deputy Chief Information Officer who is
responsible for Applications, Operations, Security, and the Project Management Office. Appointed by the Mayor,
the Chief Information Officer serves as the final authority for fiscal and personnel matters in the divisions.
Operations is responsible for the development and maintenance of City technology systems, data storage, and
networks. The functional areas of Operations include server and mainframe technology, network and
telecommunications, Helpdesk services, desktop services, cellular services, and electronic communications
services.
Applications Development is responsible for the development and maintenance of integrated software and data
solutions for City agencies. The functional areas of Applications include Enterprise Application Services, Geo
Spatial Applications, and the Safety Program Office.
Denver 8 TV operates the City's official television station which provides live and repeat coverage of Auditor’s
Public Meetings, Budget Hearings, Citizen Oversight Board Meetings, City Council Committee and Legislative
Meetings, Clerk and Recorder Meetings, Community and Public Policy Meetings, and Mayor-Council Meetings.
Denver 311 provides customer service functions for City and County non-emergency services in an efficient
manner by providing access to government services through one easy-to-remember number (311). Most calls are
answered directly by 311 agents. Complex calls beyond the scope of 311 and those requiring extensive research
and investigation are connected to the relevant department. This division also provides customer service via
Denvergov.org and a walk-in office where inquiries are received and answered by highly trained agents.
Mission
Provide superior customer service, communication, and tools, through the effective use of applied technology to
help users and the City as a whole meet business objectives.
 Completed the 2009-2014 Information Technology Investment Council (ITIC) six-year technology project
portfolio, with associated funding strategies, and enhanced the process of project and portfolio oversight to
improve the transparency and accountability of the IT investment decision process.
 Implemented the strategic improvement roadmap, including the completion of a skills assessment pilot,
evaluation of employee survey results, and supervisor focus groups.
258
 Partnered with Facilities Management in contributing to the Greenprint Denver Initiative through the greening of
our Data Centers and employee desktop computers.
 Received the top tier of a national ranking of government webcasts due to leading performance in recording,
producing, and distributing streaming media content online, for Denver 8.
 Web-streamed 24,000 programs requested by Denver 8 viewers, representing a 71 percent increase in viewer
requests over the previous year.
 Completed the Frequency Reconfiguration Agreement (radio re-frequencing project) between Nextel and the
City and County of Denver, with the City receiving reimbursement from Nextel for expenses associated with the
reprogramming of the City’s radios to new frequencies.
 Continue 311/Customer Relationship Management (CRM) Rollout supporting the City’s customer service
strategy. (Highest Quality Service)
 Complete the consolidation of technology services throughout the City and County of Denver. (Fiscal)
 Continue to implement the Strategic Improvement Roadmap to improve service delivery and support the
governance model. (Internal Processes)
 Establish an Enterprise Architecture Roadmap to support the Governance Model. (Internal Processes)
 Continue to adhere to the goal of creating reliable and available infrastructure by completing the core network
upgrade and storage area network (SAN) technology refresh projects. (Internal Processes)
 Continue to improve the Department’s communications strategy. (Internal Processes)
259
Technology Services
Office of the Chief Information Officer 01010-3070100
Agency Description
The Office of the Chief Information Officer (CIO) is responsible for overall policy direction, management, and
internal and external communications for Technology Services. The Office of the CIO oversees the Finance and
Administration divisions, Enterprise Architecture, Denver 8 TV, Denver 311 Operations. The Deputy Chief
Information Officer is responsible for Applications, Operations, Security, and the Project Management Office.
Appointed by the Mayor, the Chief Information Officer serves as the final authority for fiscal and personnel
matters in the divisions.
Administration provides leadership for the division's employees.
Accounting provides sound fiscal support and guidance to employees and customer agencies. These activities
include contract administration, petty cash, purchasing, inventory, accounts payable, customer invoicing, internal
billing services, and budgeting.
Enterprise Architecture is responsible for designing our technology roadmap and technology standards. This
section is also responsible for auditing the security architecture for Technology Services. Identity Management
authenticates users, verifies their identity, and administers rights on the network.
Human Resources and Organizational Development directs the agency's human resource and training
programs.

Percent of success in defending electronic security intrusions
harmful to City 100% 100% 100%
Customer satisfaction rate of 90% or better 98% 98% 98%

Expenditures
Budget Savings 0 36,620 0 (36,619) (100.0%)
$2,664,808 $2,512,100 $2,308,900 ($203,200) (8.1%)
CIO $1,432,761 $1,040,725 $789,329 ($251,395) (24.2%)

Budget and Revenue 658,659 593,707 595,483 1,776 0.3%
Administration
Enterprise Architecture 67,314 401,808 629,015 227,207 56.5%
Human Resources & 506,072 475,860 295,073 (180,787) (38.0%)
Organizational Develop.
$2,664,808 $2,512,100 $2,308,900 ($203,200) (8.1%)
260

CIO 9.00 8.00 6.00 (2.00) (25.0%)
Budget and Revenue 9.00 8.00 8.00 0.00 0.0%
Administration
Enterprise Architecture 1.00 4.00 6.00 2.00 50.0%
Human Resources & 3.00 2.00 2.00 0.00 0.0%
Organizational Develop.
22.00 22.00 22.00 0.00 0.0%

A 2009 savings of $65,400 due to
 $19,600 personnel services to wage and benefit savings.
After factoring in the 2009 operating savings, the net decrease to the services and supplies is $187,500 or 49.0
percent.
 An increase of $176,700 and 2.0 FTEs, one associate IT developer and one associate IT systems analyst,
transferred from the enterprise resource services section of the Applications Development division.
 A decrease of $60,600 and 1.0 FTE executive assistant I, being abolished for 2010 due to budget considerations.
 A decrease of $136,300 and 1.0 FTE information technology section manager, transferred to the program
management section of the Applications Development division.
 A net decrease of $187,500 in supplies and services related to reductions in professional services, training, and
staff development.
Capital Equipment
None.
261
Related General Fund Transfers 2008* 2009 2010 $ %

Expenditures
Transfer to CIF – IT Projects $4,203,200 $7,275,000 $8,307,000 $1,032,000 14.19 %
(01010-9934100) (9922000*)
Transfer to CIF – Radio Replacement 500,000 1,075,000 0 (1,075,000) (100.0%)
(01010-9934200) (9922200*)
Transfer to CIF – User Component 400,000 1,500,000 700,000 (800,000) (53.3%)
Replacement (01010-9934300) (9922300*)
Transfer to CIF – Infrastructure 200,000 700,000 1,000,000 300,000 42.9%
Replacement (01010-9934400) (9922400*)
The Transfer to CIF – IT Projects (formerly Information Technology projects) provides funds for information
technology projects and associated equipment in General Fund agencies.
The Transfer to CIF – Radio Replacement provides funds for replacement of obsolete 800 MHz radios in
General Fund agencies.
The Transfer to CIF – User Component Replacement (formerly PC Replacement) provides funds for the
scheduled replacement of desktop and portable personal computers and other end user components such as
monitors and printers in General Fund agencies.
The Transfer to CIF – Infrastructure Replacement (formerly Server Replacement) provides funds for the
scheduled replacement of servers, routers, and other hardware, software, and tools necessary to maintain the City's
network infrastructure in General Fund agencies.
For 2010, a net decrease of $543,000 is recommended for the transfers above due to budget considerations.
* Prior to 2008, General Fund monies were transferred to Special Revenue Funds for the projects described above.
Beginning in 2008, General Fund monies were transferred to the Capital Improvements Fund and allocated to
corresponding projects to allow greater flexibility and transparency in the tracking of expenditures.

Expenditures
Accident Report Transfer Grant (11001-3070101) $0 $79,680 $0 0.00
Aerial Photography (11839-3071000) 0 11,350 450,000 0.00
Communications Charges (11832-3072000) 2,296,727 2,200,000 2,200,000 0.00
Improve Accuracy of Crash Location Data (11001- 15,052 0 0 0.00
3070101)
Information Tech Projects (11828-3071000) 1,944,700 1,944,700 0 0.00
PC Replacement Fund (11831-3071000) 23,066 0 0 0.00
Radio Replacement Fund (11830-3071000) 41,419 0 0 0.00
Server Replacement (11843-3071000) 58,700 0 0 0.00
Technology Services Fund (11841-3070000) 20,000 15,000 15,000 0.00
$4,399,664 $4,250,730 $2,665,000 0.00
262
Aerial Photography special revenue fund provides for costs associated with aerial photography activity. Revenue
to this fund comes from City departments benefitting from the activity.
Communications Charges special revenue fund provides for monthly cell phone charges and the cost of
additions, moves, and changes to agency voice and data wiring. Revenue to this fund comes from billing the costs
back to user agencies.
Improve Accuracy of Crash Location Data grant provided funding for the improvement of the accuracy of crash
location data. Revenue to this fund came from the Colorado Department of Transportation's Office of
Transportation Safety.
Accident Report Transfer grant supports the electronic transfer of Denver accident reports to the State of
Colorado. Revenue to this fund comes from the Colorado Department of Transportation.
In 2008, the following four special revenue funds were discontinued. Funding is now transferred to corresponding
projects in the Capital Improvements Fund. A description of each project is also included in the Capital Projects
section of this document.
Information Technology Projects provided for information technology projects and associated equipment for
General Fund agencies. Revenue came from a General Fund transfer.
The Radio Replacement Fund provided for replacement of obsolete 800 MHz radios in General Fund
agencies. Revenue to this fund came from a General Fund transfer.
The PC Replacement Fund provided for the scheduled replacement of desktop and portable computers in
General Fund agencies. Revenue to this fund came from a General Fund transfer.
The Server Replacement Fund provided for the scheduled replacement of servers in General Fund agencies.
Revenue to this fund came from a General Fund transfer.
Technology Services Fund supports special projects and service opportunities based upon revenue from outside
entities that are serviced by Technology Services. Revenue to this fund comes from reimbursements for services,
contributions, donations, project incomes, other private receipts.
263
Technology Services
Operations 01010-3071000
Agency Description
Technology Services Operations is responsible for the development and maintenance of City technology systems,
data storage, and networks. Functional areas include server and mainframe technology, network and
telecommunications, helpdesk services, and electronic communication services.
Enterprise Licensing and Maintenance provides licensing and enterprise-level agreements for Technology
Services and agencies under the Mayor.
Helpdesk/Desktop Support Services provides phone-based computer support for desktops, laptops, and PDAs
that is essential to City employees. Services include problem resolution for password issues, software, internet
access, PDA and related device support, PC hardware failures, new user setup and access, and printer setup and
problem resolution.
Server Technology provides network services essential to both City employees and citizens. Services include file
and print, email and database servers, perimeter security, secure remote access, internet access and support,
document and storage management, data integrity, data availability, infrastructure support, backup and restore, and
Disaster Recovery.
Mainframe Systems and Storage provides data services and the operating system platform to City departments
and agencies. Services include 24x7x365 data and mainframe printing support, storage management that includes
the backup and vaulting of all mainframe data, Storage Area Network administration and support, and online
system security and disaster recovery.
Safety Operations-Systems provides network infrastructure, hardware, systems administration, and computer
desktop support to the agencies within the Department of Safety. This includes a secure environment to allow
interfaces with the City and County of Denver criminal justice agencies as well as other county, state, and federal
agencies.
Network and Telecommunications provides for the acquisition, delivery and maintenance of communication-
related products and services to City agencies. Services include providing support for all telephony and data
network connectivity, design and installation of data and voice systems, and management of City data centers.
Electronic Engineering Bureau (EEB) provides wireless radio and various network services. This division also
provides for the provisioning and management of cell phones and related services for City agencies.
Denver Human Services Operations provides first-call response and dispatches staff for desktop support service
calls to all of the buildings where the Department of Human Services has staff members. This unit also prints
various reports generated by the State's systems to provide updated information for Human Services staff.

Total HEAT calls logged1 88,190 90,000 92,000
Percent of Help Desk calls resolved on first contact 37% 36% 35%
Percent of service desk calls assigned same day 100% 100% 100%
Percent of priority problems resolved within three business days 88% 81% 80%
Availability of user file services during standard business hours 99% 99% 99%
Availability of core network (DIANE) 99.9% 99.9% 99.9%
264

Availability of internet access during standard business hours 99% 99% 99%
Availability of first responder network (voice) 100% 100% 99.9%
Availability of first responder network (data) 100% 99.9% 99.9%
M/A-COM Warranty Revenue² $10,490 6,930 10,000
1
HEAT is the internal City system used to log and process service requests.
²This revenue comes from radio repair services performed for other jurisdictions.

Expenditures
Capital Equipment 132,043 12,422 0 (12,422) (100.0%)
Budget Savings 0 510,681 0 (510,681) (100.0%)
$16,872,525 $18,359,600 $17,691,400 ($668,200) (3.6%)
Enterprise Licensing and $1,228,448 $2,286,606 $1,671,110 ($615,496) (26.9%)

Maintenance
Helpdesk/Desktop Support 3,231,945 3,261,699 2,939,489 (322,210) (9.9%)
Services
Server Technology 1,471,044 1,362,667 1,312,379 (50,288) (3.7%)
Mainframe Systems and Storage 1,351,187 1,439,005 1,342,230 (96,775) (6.7%)
Application Develop/Supprt 1,272 0 0 0 0.0%
Safety Operations-Systems 902,328 1,168,777 1,154,110 (14,667) (1.3%)
Electronic Engineering Bureau 2,610,686 2,598,122 2,644,535 46,413 1.8%
Network and Telecommunications 5,326,307 5,541,170 5,949,538 408,368 7.4%
Denver Human Services 749,306 701,554 678,009 (23,545) (3.4%)
Operations
$16,872,525 $18,359,600 $17,691,400 ($668,200) (3.6%)

Helpdesk/Desktop Support 43.00 42.00 40.00 (2.00) (4.8%)
Services
Server Technology 12.00 12.00 12.00 0.00 0.0%
Mainframe Systems and Storage 4.00 4.00 4.00 0.00 0.0%
Safety Operations-Systems 9.00 9.00 9.00 0.00 0.0%
Electronic Engineering Bureau 20.00 20.00 16.00 (4.00) (20.0%)
Network and Telecommunications 20.00 20.00 21.00 1.00 5.0%
Denver Human Services 10.00 9.00 9.00 0.00 0.0%
Operations
118.00 116.00 111.00 (5.00) (4.3%)
265

Revenue
Use Charges $714,974 $560,500 $720,000 $159,500 28.5%
Misc. General Government 210,003 93,000 100,000 7,000 7.5%
$2,153,609 $2,551,000 $2,366,000 (185,000) (7.3%)

 $118,800 personnel services due to wage and benefit savings
 $183,700 increased vacancy savings
 $391,900 operational savings
percent.
 A decrease of $240,000 related to holding three positions vacant for all of 2010, an associate IT technician, a
staff IT technician, and an IT technician supervisor, due to budget considerations.
 A decrease of $194,000 and 3.0 FTEs, one staff assistant and two associate IT technicians, being abolished for
2010 due to budget considerations.
 A decrease of $60,100 and 1.0 FTE associate IT technician, to correct a duplicate position that was budgeted, but
not filled, in 2009.
 A decrease of $52,400 and 1.0 FTE being abolished for 2010, related to the migration of applications off the
mainframe system and reduced support required for those applications.
 An increase of $474,000 in supplies and services due to a mid-year 2009 budget revision to transfer funds from
Operations to Applications for software maintenance and support that was not budgeted in the 2009 Applications
budget.
 An increase of $330,000 in supplies and materials for maintaining existing Safety’s Mobile Data Terminals
(MDTs) and city-wide radios, which will not be replaced in 2010, due to budget considerations.
 A decrease of $947,900 in supplies and services for operational savings related to hardware and software
maintenance and support.
 A net decrease of $4,200 in internal services due to reduced vehicle maintenance costs.
Capital Equipment
None.
266
Technology Services
Applications Development 01010-3074000
Agency Description
Applications Development is responsible for the development and maintenance of integrated software and data
solutions for City agencies. The functional areas of Applications Development include Enterprise Application
Services, GeoSpatial Applications, the Safety Program Office and Program Management.
Enterprise Application Services manages the development, utilization, and maintenance of the City's enterprise
applications and databases, including: the enterprise resource planning suite of financial, human resources,
constituent relationship management, and web portal systems; document management, tax systems, and Denver
Human Services systems. This section includes Applications Support/Solutions Development, Enterprise
Resource Services, and Denver Human Services Applications.
GeoSpatial Applications is responsible for the implementation and maintenance of a viable geographic
information system (GIS) to provide accurate, up-to-date, and readily available geographic information and
services to City agencies and the public. This section also provides programming and maintenance support for the
interactive voice response (IVR) system, mainframe, and permit related applications. This section includes
DenverGIS and Application Support/Solutions Mainframe.
Safety Applications is responsible for the development and maintenance of criminal justice software applications
and databases used by the Department of Safety and related agencies. This includes the 911 Communications
Center, Denver Police Department, Denver Fire Department, Denver Sheriff's Department, and offices under the
Manager of Safety.
Program Management delivers program management, project management, and budget development assistance
to City agencies for technology projects.

Project Completion:
Percent of Development Services Initiative complete 50% 100% N/A
Page View Requests for Development Services’ web forms N/A 6,193,658 8,200,000
Percent of Records Management System complete 70% 95% 100%
Percent of Jail Management System project complete 50% 100% N/A
Successful requests for GIS (Locate, View, Map) information 3,810,017 4,516,617 4,820,000
Page View Requests for GIS (DenverMaps) information 2,219,149 2,034,550 2,853,699
Address Web Service Validation Requests N/A 13,259,283 26,518,566
Denvergov.org Availability 99.5% 99.5% 99.5%
Enterprise Resource Planning (ERP) System Availability 99% 99% 99%
Percent of Tax Collection System (TCS) project complete N/A 100% N/A
Percent of Payment Card Industry (PCI) Remediation, Phase 1 project
complete N/A 100% N/A
Percent of PeopleSoft HR Upgrade project complete N/A 100% N/A
Percent of Denvergov.org Stabilization project complete N/A 100% N/A
267

Expenditures
Budget Savings 0 382,792 0 (382,792) (100.0%)
$10,901,677 $12,708,800 $13,435,300 $726,500 5.7%
Administration $0 $382,792 $0 ($382,792) (100.0%)

Applications Support/Solutions 433,110 421,755 978,949 557,194 132.1%
Develop.
Enterprise Resource Services 3,983,742 4,702,921 4,962,997 260,076 5.5%
DenverGIS 2,406,218 2,465,349 2,575,096 109,747 4.5%
Program Management 7,819 586,326 835,496 249,170 42.5%
Safety Applications 2,589,872 2,330,704 2,518,961 188,257 8.1%
Application Support/Solutions- 412,978 421,107 380,703 (40,404) (9.6%)
Mainframe
Denver Human Services 1,067,934 1,397,846 1,183,098 (214,748) (15.4%)
Applications
$10,901,677 $12,708,800 $13,435,300 $726,500 5.7%
Applications Support/Solutions 4.00 4.00 3.00 (1.00) (25.0%)
Develop.
Enterprise Resource Services 34.00 34.00 30.00 (4.00) (11.8%)
DenverGIS 25.00 23.00 23.00 0.00 0.0%
Program Management 0.00 5.00 7.00 2.00 40.0%
Safety Applications 18.00 18.00 17.00 (1.00) (5.6%)
Application Support/Solutions- 4.00 3.00 1.00 (2.00) (66.7%)
Mainframe
Denver Human Services 14.00 14.00 11.00 (3.00) (21.4%)
Applications
99.00 101.00 92.00 (9.00) (8.9%)
Revenue
$1,555,557 $1,705,600 $1,553,100 ($152,500) (8.9%)
268

 $99,200 in personnel services due to wage and benefit savings.
 $204,000 of increased vacancy savings.
 $283,600 in operational savings.
After factoring in the operating budget savings of $283,600, the increase in services and supplies is $1,516,700 or
61.8 percent.
 An increase of $136,300 and 1.0 FTE information technology section manager, transferred from the Office of the
Chief Information Officer.
 An increase of $0 and 1.0 FTE database administrator related to the new Tax Collection System (TCS). This is a
five-year limited position and is being funded in the TCS Project budget.
 A decrease of $336,800 and 4.0 FTEs, through abolishment of a content developer, a management analyst I, an
associate IT developer, and a senior IT developer.
 A decrease of $257,400 and 2.0 FTEs, an associate IT developer and an IT supervisor, through abolishment due
to a change in workload and systems. These positions support the Integrated Tax System (ITS), which is being
replaced by the Tax Collection System (TCS).
 A decrease of $166,100 and 3.0 FTEs due to a change in workload. These three positions were created at the
end of 2007 to support specific Denver Human Services projects, which have since been deferred for 2010 at
this time. The positions abolished are an associate IT developer, an associate IT systems analyst, and a senior IT
systems analyst.
 A decrease of $176,700 and 2.0 FTEs, an associate IT developer and an associate IT systems analyst, transferred
to the enterprise architecture section of the Office of the Chief Information Officer.
 An increase of $858,000 for increased maintenance, support, and licensing costs related to several major systems
(PeopleSoft, Kronos, Property Tax, and Jail Management System).
 An increase of $800,000 for outsourced maintenance and support of the new Tax Collection System (TCS),
which is replacing the Integrated Tax System (ITS).
 An increase of $237,000 for operating and maintenance costs associated with the Payment Card Industry (PCI)
compliance.
 An increase of $96,000 for biannual census information processing work performed within the City and County
of Denver, offset by revenues from the Denver Human Services programs.
 A decrease of $474,000 in supplies and services for software maintenance. These dollars were added to the
budget mid-year 2009 through a transfer of funds from Operations to Applications. These dollars are not
included in the 2010 recommendations.
269
 A decrease of $28,500 in supplies and services for operational savings related to computer hardware and
software purchases.
Capital Equipment
None.
270
Technology Services
Denver 8 TV 01010-3041000
Agency Description
Denver Municipal Access Television (Denver 8 TV) manages and operates television production facilities to
produce City-related television programming and creates video products for City agencies and their partners,
provides live and repeat coverage of City Council legislative and committee meetings, selected public hearings,
Mayoral news events, election coverage, public affairs events, and public policy forums; and collaborates with
regional and national partners to develop and acquire programming for cablecast. Denver 8 TV works with
Denver 311 and DenverGov.org to distribute information and messages about City and County of Denver services,
policies, initiatives and activities. Denver 8 TV reaches every cable television subscriber in the City –
approximately 125,000 households. Denver 8 TV also web streams both live and archived video programs on the
Internet, including originally produced programming, City meetings, community forums, and City-produced
programs for convenient access by Denvergov.org users 24 hours a day, seven days a week. Customer “on-
demand” television viewing requests are served through "by-request" programming on Denver 8 TV during
designated hours. Denver 8 TV also operates Channel 58, which details City information and services. The
specialized programming cablecast on Channel 58 provides hourly announcements, events, jobs, public services,
and voter information.
For 2010, there is a significant service level reduction for Denver 8. Denver 8’s service level is being reduced to a
very primary level of coverage. No additional or new content will be created outside of this primary level of
coverage, unless there is 100% outside funding. The primary level of coverage includes the following: Auditor’s
Public meetings; Budget Hearings; Citizen Oversight Board meetings; City Council Committee and legislative
meetings; Clerk and Recorder meetings; Community and Public Policy meetings and Mayor/Council meetings.
Administration provides policy direction, management, marketing and outreach for both Denver 8 TV and the
Office of Telecommunications. This section provides human resource, personnel, accounting, purchasing, and
project support services.
TV Product Development provides operational and technical resources and support to create and capture original
programming including public forums, City-sponsored events, public service announcements, documentaries, and
training and educational videos for use by City agencies and their partners.
Programming and Content Development is responsible for creating, planning, preparing, scheduling,
promoting, distributing, and acquiring programming for distribution via the City's cable television channels and
website.

Internal customer satisfaction rating 90% 90% 90%
Percent of cable customers who regularly watch Denver 8 TVbi-year 67% 67% N/A
Percent of cable customers say Denver 8 TV is helpful in evaluating the
performance of government officials N/A 77% 77%
Programs Produced
Auditor's Office Meetings 7 6 6
Budget Hearings 5 5 5
Citizen Oversight Board Meetings 4 4 4
City Club 27 24 24
City Council Committee Meetings 161 260 260
271
Denver 8 TV 01010-3041000

Programs Produced
City Council Legislative Meetings 48 48 48
Clerk and Recorder Meetings 10 12 12
Community/Public Policy Meetings 19 13 19
Council Matters1 5 6 TBD
Denver Press Club1 12 12 TBD
Denver This Week1 46 48 TBD
Denver Update1 51 48 TBD
Denver World Affairs1 4 6 TBD
Dialogue Denver DA1 12 12 TBD
Election Coverage 6 4 0
Externally Funded Projects2 14 15 15
Issues and Options1 12 12 TBD
Jobs Open 52 50 50
Johns TV1 7 12 TBD
Mayor-Council Meetings 42 48 48
Metro Voices1 4 4 TBD
Press Events 12 19 TBD
Program Interstitials3 2 8 TBD
Promos/Public Service Announcements3 28 20 TBD
Red Rocks (production services) 47 48 48
1
Programming is contingent upon resource availability and to be determined (TBD). At this time, Denver 8 TV only
has resources for meeting coverage.
2
Number of programs produced could be higher or lower based on the number of projects requested and funded.
3
Number of programs reduced to align workload and resources to match reduced budget

Expenditures
Personnel Services $1,249,869 $1,186,980 $694,296 ($492,684) (41.5%)
Budget Savings 0 67,833 0 (67,833) (100.0%)
$1,726,265 $1,849,600 $1,079,500 ($770,100) (41.6%)
Administration $443,797 $589,740 $340,970 ($248,770) (42.2%)

TV Product Development 602,676 621,368 429,919 (191,449) (30.8%)
Programming & Content 679,790 638,492 308,611 (329,881) (51.7%)
Development
$1,726,265 $1,849,600 $1,079,500 ($770,100) (41.6%)
272
Denver 8 TV 01010-3041000

Administration 3.00 3.00 1.00 (2.00) (66.7%)
TV Product Development 11.00 7.00 3.00 (4.00) (57.1%)
Programming & Content 5.00 6.00 3.00 (3.00) (50.0%)
Development
19.00 16.00 7.00 (9.00) (56.3%)
Revenue
Internal Svc & Indirect Charges $55,766 $36,000 $36,000 $0 0.0%
$55,766 $36,000 $36,000 $0 0.0%

In 2009, a savings of $67,800 in personnel services due to $21,100 in wage and benefit savings, and operating
savings of $46,700.
After factoring in the operating budget savings of $46,700, the net decrease in services and supplies is $200,600 or
35.0 percent.
 A decrease of $440,000 and 6.0 regular FTEs related to the significant service level reduction for 2010. The 6.0
FTEs being abolished as part of this reduction are:
 1.0 administrative support assistant III
 1.0 operational supervisor I
 1.0 TV and video director
 1.0 television programmer
 1.0 senior TV and video producer
 1.0 TV and video producer
 A decrease of $100,000 and 3.0 on-call FTEs related to the significant service level reduction for 2010.
 A decrease of $192,800 in supplies and services related to the significant service level reduction for 2010.
Reductions include, but are not limited to, the following: building maintenance, training and travel, professional
services related to video production and programming, advertising, computer equipment and parts, and
electronic materials and supplies.
 A decrease of $53,000 in capital equipment related to operations management software purchased in 2009. No
capital equipment is being purchased in 2010.
 A net decrease of $2,700 in internal services due to reduced cellular phone costs.
Capital Equipment
None.
273
Technology Services
Denver 311 01010-3090000
Agency Description
Denver 311 provides customer service functions for City and County non-emergency services in an efficient
manner by providing access to government services through one easy-to-remember number. 311 Operations also
include online services and a walk-in office where inquiries are received and answered directly by highly trained
customer service agents. Denver 311 receives inquiries by telephone (311), email, in-person, and self-service
information through DenverGov.org.
311 Customer Service Center provides a link for non-emergency services/communications between citizens and the
City and County of Denver by responding to citizen inquiries in a personal, timely, efficient, accurate and measurable
manner.

Percent of non-emergency calls handled by 311* 10.5% 10-12% 12-14%

Citizen and agency satisfaction rating 78% 80% 90%
Percent of calls answered within 20 seconds 73% 84% 85%
Percent of citizen inquiries resolved on 1st call 57% 55% 60%
*This percent represents the non-emergency calls that come through the police non-emergency line in error. Calls are
routed to Denver 311.

Expenditures
Internal Services and Misc. 10,175 5,462 5,450 (12) (0.2%)
Budget Savings 0 38,231 0 (38,231) (100.0%)
$1,500,808 $1,650,200 $1,611,000 ($39,200) (2.4%)
Administration $4,729 $38,231 $0 ($38,231) (100.0%)

311 Customer Service Center 1,496,079 1,611,969 1,611,000 ( 969) (0.1%)
DenverGov 0 0 0 0 0.0%
$1,500,808 $1,650,200 $1,611,000 ($39,200) (2.4%)

311 Customer Service Center 32.00 32.00 32.00 0.00 0.0%
274
Denver 311 01010-3090000

Although service hours have been reduced, there are no significant budget changes in 2010. A savings of $100,000
from reduced hours will offset future costs associated with the consolidation of customer service functions from
other agencies.
Capital Equipment
None.
275
276
Public Safety Summary
2008 2009 2010

General Fund
Safety Summary $384,242,689 $394,797,200 $383,294,500
Other Safety Agencies 40,179,303 41,756,300 39,480,100
Expenditures
Capital Expenditures 250,690 408,128 410,523
Budget Savings 0 1,429,979 400,000
Total $424,421,993 $436,553,500 $422,774,600
Transfers
Safety Transfers $2,967,000 $4,033,700 $3,814,700

Safety Summary $71,500,228 $31,902,767 $31,737,003
Other Safety Agencies 10,262,342 9,239,209 7,980,340

General Fund Civilian 1,066.8 1,060.5 1,066.6
General Fund Uniformed 3,123.0 3,129.0 3,006.0
General Fund Uniform Recruits 56.0 67.0 0.0
Total Personnel Complement 4,369.8 4,416.5 4,196.2
277
Safety Summary
2008 2009 2010

General Fund
Agencies
Safe City Office 1,382,778 1,327,800 1,247,900
Police Summary 176,723,009 183,363,500 172,849,300
Fire Summary 100,722,487 102,126,100 102,849,900
Undersheriff Summary 92,074,748 95,179,100 94,506,900
Expenditures
Budget Savings 0 1,059,322 275,000
Total $384,242,689 $394,797,200 $383,294,500
Transfers
Transfer to Public Safety SRF $67,000 $261,000 $67,000
Trans. to Crime Control & Prevention SRF 2,900,000 3,500,000 3,500,000
Transfer to Diversion/Youth SRF 0 272,700 247,700

Public Safety $71,500,228 $31,902,767 $31,737,003

General Fund Civilian 606.5 596.5 608.5
General Fund Uniformed 3,123.0 3,129.0 3,006.0
General Fund Uniform Recruits 56.0 67.0 0.0
278
Safety
Safety Administration 01010-3501000
Agency Description
Safety Administration oversees the Police, Fire, and Undersheriff Departments and the 911 Emergency
Communications Center; serves as the final authority for fiscal and personnel matters; manages the public safety
cadet program; administers the pre-trial service and home detention programs; administers the Safe City Office;
provides recruitment services for uniformed personnel; and oversees the enhanced E911 agreement.
Administration provides policy direction to the Police, Fire, and Undersheriff Departments, the 911 Emergency
Communications Center, and the pre-trial services program; supports the Computer Aided Dispatch (CAD) system
and the 800 MHz radio system; coordinates the Equal Employment Opportunity program; and oversees the Safe
City Office, Community Corrections, and Electronic Monitoring Programs.
The Safety Office of Policy Analysis conducts analytical studies for the agencies within the Department of Safety
as well as other public and governmental entities. The Office also gathers information on crime statistics,
analyzing the statistics for trends and patterns. In 2009, the Safety Office of Policy Analysis was transferred to the
Police Department.
The Public Safety Cadet Program creates part-time employment options in the safety agencies. The program
provides an opportunity for highly qualified high school graduates to work in public safety while providing
financial assistance for their college education.
The Pre-trial Services Program provides the Denver County Court with release information, recommendations,
and supervision alternatives to pre-trial incarceration.
Public Safety Recruitment provides recruitment services to the Police, Fire, and Undersheriff Departments for
uniformed personnel and coordinates recruitment-related activity with the Civil Service Commission and the
Career Service Authority.
Mission
To meet the public safety needs of the citizens of the City and County of Denver through the coordination and
direction of the Police, Fire, and Undersheriff Departments and the 911 Emergency Communications Center as
well as the development and implementation of public safety programs.
 Implemented a new Police Disciplinary System that provides a fair and just system and facilitates the delivery of
consistent penalties for misconduct as required by the rules, regulations, policies and procedures, and directives
of the Denver Police Department.
 Successfully oversaw the Democratic National Convention federal grant of $50,000,000 that included the
procurement of several legacy pieces of equipment that will be retained by the City and County of Denver,
contracting with over 50 outside law enforcement departments including multiple federal and state agencies, and
proper accounting of the Federal grant dollars.
 Enacted a Department-wide Equal Employment Opportunity policy that overhauled the individual agency
policies and rules to provide a comprehensive model policy outlining employee rights and responsibilities
concerning discrimination, harassment, and retaliation.
279
 Create a Discipline Advisory Group to develop an effective discipline system for the Denver Sheriff’s
Department. (Internal Processes)
 Oversee federal stimulus funding to the Department of Safety, including the Justice Assistance Grants, Violence
Against Women Act funding, and other competitive grants. (Fiscal)
 Continue to manage and implement the reduction in response times within the 911 emergency response systems
including 911 Emergency Center, Fire, and EMS. (Safer Communities)

Public Safety Cadet Program
Percent of cadets attaining a 3.0 GPA 60% 70% 70%
Hours of community service per cadet per year 25 25 25
Number of cadets 57 64 64
Pre-Trial Services Program

Number of background searches 6,159 5,784 6,000
Number of recommended PR bonds1 708 495 660
Number of granted PR bonds1 671 425 627
Number of jail bed days saved (Pre-trial Supervision Program) 30,097 31,000 35,000
Public Safety Recruitment

"Hits" to the recruitment website 184,985 186,880 188,700
1
PR Bonds are personal recognizance bonds

Expenditures
Budget Savings 0 24,281 0 (24,281) (100.0%)
$3,776,564 $3,818,200 $2,910,900 ($907,300) (23.8%)
Administration $1,261,378 $1,305,544 $1,236,494 ($69,050) (5.3%)

Policy Analysis 497,298 432,959 0 (432,959) (100.0%)
Cadet Program 1,365,451 1,411,817 1,062,394 (349,423) (24.7%)
Office of Safety Information 262 0 0 0 0.0%
Pre-Trial Services 457,611 443,327 417,843 (25,484) (5.7%)
Recruitment 194,560 224,553 194,169 (30,384) (13.5%)
$3,776,564 $3,818,200 $2,910,900 ($907,300) (23.8%)
280

Administration 11.00 11.00 10.00 (1.00) (9.1%)
Policy Analysis 5.00 5.00 0.00 (5.00) (100.0%)
Cadet Program 42.48 45.00 32.50 (12.50) (27.8%)
Pre-Trial Services 6.00 6.00 7.00 1.00 16.7%
Recruitment 2.00 2.00 2.00 0.00 0.0%
66.48 69.00 51.50 (17.50) (25.4%)
Revenue
Miscellaneous Transfers $0 $259,500 $369,000 $109,500 42.2%
Misc. General Government 68,791 2,000 2,000 0 0.0%
Licenses and Permits 6,750 6,400 6,400 0 0.0%
Internal Svc & Indirect Charges 0 85,000 0 (85,000) (100.0%)
Fees 2,419 2,000 2,000 0 0.0%
Charges for Services 750 0 0 0 0.0%
$78,710 $354,900 $379,400 $24,500 6.9%

In 2009, a savings $24,300 in personnel services due to wage and benefit savings.
 A decrease of $383,800 and 5.0 FTE due to the transfer of the Safety Office of Policy Analysis into the Denver
Police Department. This includes $296,900 and 4.0 FTE’s that were transferred to the Police Department and
$86,900 and 1.0 FTE research supervisor that was abolished due to efficiencies created in the transfer.
 A decrease of $299,800 in the Cadet Program, a reduction of 12.5 FTE for 14 cadet positions from the program.
 A decrease of $52,500 and 1.0 FTE executive assistant. This position was transferred to the Denver Sheriff
Department.
 A net decrease of $13,000 and an increase of 1.0 FTE staff probation officer. The budget for a probation officer
supervisor position was used to create two new staff probation officer positions. The dollar decrease is the
difference between the cost of one probation officer supervisor and two staff probation officers.
 A decrease of $88,500 in services and supplies to align budget with actual expenditures.
Capital Equipment
None.
281

Expenditures
Collective Bargaining (01010-3502000) $66,261 $40,000 $80,000 $40,000 100%
The Collective Bargaining appropriation provides labor relations and collective bargaining specialists for the
City's negotiations with the Denver Firefighters Union Local #858, the Denver Police Protective Association, and
the Fraternal Order of Police (for deputy sheriffs, deputy sheriff sergeants, and deputy sheriff captains). The
appropriation also provides funding for arbitration and advisory fact-finding hearings in the settlement of contract
disputes, as well as expert consultants when needed. This fund also pays for other expenses related to collective
bargaining, such as room and equipment rental.
The 2010 budget increases by $40,000 due to the scheduled negotiations with the Fraternal Order of Police.
Negotiations with the Denver Police Protective and the Denver Firefighter Union Local #858 are tentatively
scheduled to occur in 2011.

Expenditures
Transfer to Safety Special Revenue Fund $67,000 $261,000 $67,000 ($194,000) (74.3%)
(01010-9912000)
Transfer to Crime Prevention and Control $2,900,000 $3,500,000 $3,500,000 $0 0%
(01010-9912500)
Safety Transfer. The 2010 transfer includes $67,000 for funding the Rocky Mountain Fire Academy in
conjunction with Aurora. A decrease of $194,000 for a transfer to Safe City. This transfer is moved to the Safe
City special revenue fund.
Crime Prevention and Control Transfer. The 2010 transfer includes $3,500,000 for the Crime Prevention and
Control Commission (CPCC), which was established via Ordinance 195, Series of 2005. Funding will remain at
$3,500,000 in 2010. In 2010, CPCC will transfer $369,000 from their special revenue fund balance to the General
Fund contingency.
The CPCC funds positions in programs to reduce crime and recidivism and facilitate coordination among multiple
justice system agencies. These positions include 11.5 FTE for Drug Court: 4.0 FTE located in the District
Attorney's Office, 4.0 FTE in County Court Probation, 1.0 FTE in the Sheriff's Department, and 2.5 FTE in
District Court. Also included are 2.0 FTE in pre-trial services and 2.0 FTE serving as reentry case managers.
Other initiatives are to increase the community based mental health services, add case workers, implement a one-
stop reentry center and expedite case processing through increased Pre-trial supervision staff and Pre-sentence
investigation report writers.
282

Expenditures
Comm. Corrections Home Detention (12802-3501000) $2,120,986 $2,100,000 $2,100,000 19.50
Community Corrections (12302-3501101) 11,837,301 12,296,449 12,144,450 4.00
Crime Prevention and Control Fund (12821-3501000) 3,110,892 3,500,000 3,325,000 16.50
Democratic National Convention 2008 (12211-3501101) 42,744,271 0 0 0.00
Denver Domestic Violence Coordinated Triage 330,523 278,788 288,271 1.00
Intervention Project (VAWO) (12001-3501101)
Fire Regional Services (12804-3501000) 78,810 20,000 20,000 0.00
Police Regional Services (12805-3501000) 42,900 16,042 10,000 0.00
Prisoner Reentry (12210-3501101) 47,788 32,300 38,760 0.00
Safety Equipment Fund (12801-3501000) 12,528 1,201 0 0.00
Undersheriff Regional Services (12009-3501000) 4,029,476 5,803,211 3,636,764 12.00
Undersheriff Regional Services Projects (12099- 33,895 965,000 895,263 0.00
3501103)
$64,389,370 $25,012,991 $22,458,508 53.00
The Community Corrections Electronic Home Detention program provides for the purchase of equipment and
oversight of electronic home monitoring as a sentencing alternative for the Denver County Court. Revenue is
obtained by payment from the program participants. Participants are charged a daily rate, on a sliding scale, to be
in the program.
The Community Corrections program purchases and administers services for residential programs at halfway
houses and substance abuse treatment for diversion and transitional placements in the community. Revenue is
provided by the Colorado Department of Public Safety, Division of Criminal Justice and the Colorado Department
of Corrections. The level of funding is determined by billings for services provided and annual state
appropriations.
The Crime Prevention and Control Commission is focused on reducing crime; reducing recidivism; facilitating
coordination among justice system agencies; and supporting the development of a data-driven criminal justice
system. This includes facilitating discussions and decisions regarding effective criminal justice policy
development, jail population management, and evaluation of sanctions and programs to hold offenders
accountable. To minimize jail bed days, the Commission encourages alternatives to sentencing, where
appropriate. This program is supported by monies received from transfers from the General Fund and other
contributions, grants, donations, project incomes, interest earned, and private receipts.
The Democratic National Convention fund was set up to purchase capital equipment and to offset personnel
costs for training and event overtime, in preparation for the 2008 Democratic National Convention. This was a
direct federal grant from the U.S. Department of Justice.
The Domestic Violence Coordinated Triage Intervention program builds relationships between law
enforcement, prosecutors, and community-based victim services. This project promotes a City-wide coordinated
response to domestic violence. It provides training to officers and prosecutors, increases coordination of filing
decisions, and improves coordination of services to victims. Revenue to this fund is a direct federal grant from the
U.S. Department of Justice.
283
The Fire Regional Services program provides funds for the training of firefighters, and for construction,
remodeling, repair, maintenance, and/or financing of the joint Denver/Aurora training facility. Revenue is
obtained by payment from the Aurora Fire Department, which shares the training facility, and from other fire
jurisdictions that train their firefighters at this facility.
The Police Regional Services program provides funds for training police officers and for the purchase and
financing of equipment for the training facility and the forensic laboratory. Revenue to this fund includes
reimbursement from other jurisdictions for services such as training, crime laboratory testing, video training, film
production, and vehicle identification number inspections.
The Prisoner Reentry program is designed to develop and implement individual reentry plans for substance
abusing offenders based on a dynamic and systematic assessment of offender's risk, need, and strengths. Funding
for this program is provided by a federal pass-through from the Colorado Division of Criminal Justice.
The Safety Equipment Special Revenue Fund was established via 1985 Ordinance 684 to receive monies from
the sale of surplus and scrap equipment for the purpose of purchasing or financing safety equipment.
The Undersheriff Regional Services fund is used for the purpose of buying land and building improvements for
the proposed new Justice Center. It also funds capital improvement projects to preserve the existing jails and
funds expenditures directly related to the care and custody of inmates. Revenue is received from federal, state, and
local agencies for the room and board of inmates from various other jurisdictions held in the Denver County Jail.
The Undersheriff Regional Services Projects fund is used for capital repair and rehabilitation projects at the
Denver County Jail Facility. Revenue is received from federal, state, and local agencies for the room and board of
inmates from various other jurisdictions held in the Denver County Jail. Beginning in 2009, capital projects are
requested and budgeted in the Capital Improvement Program fund.
284
Safety
911 Emergency Communications 01010-3541000
Agency Description
The Denver 911 Emergency Communications Center is the public safety answering point for 911 telephone calls
for the City and County of Denver. Employees obtain and enter critical information into the computer-aided
dispatch (CAD) system to send the most appropriate first-responders in the least amount of time possible.
Administration is responsible for setting policy, procedures and establishing the goals for the 911 Emergency
Communications Center and managing the budget. The section manages the Human Resources and Training
Division, 911 Operations Call Takers, and Law Enforcement Dispatch Center.
Human Resources and Training is responsible for using industry best practices for staffing, scheduling,
recruitment and training. This section works with Administration to develop management policies for the
Communications Center, improving training and employee retention so that the costs of on-boarding new
employees and the cost of training new employees are reduced.
911 Call Intake Operations answers the incoming calls, determines whether the request is an emergency or non-
emergency call, and electronically routes information to the Law Enforcement Dispatcher, or transfers the caller to
the Denver Fire call-taker, the EMS call-taker or 311.
Law Enforcement Dispatch Operations receives calls electronically from 911 Call Intake Operations and
dispatches the most appropriate law enforcement emergency personnel to the incident scene.
Mission
The mission of Denver 911 Operations is to provide the vital link between citizens in need with the most
appropriate emergency service responders by utilizing the most efficient and robust operating systems available.
It is our goal to provide exceptional customer service to both internal and external customers.
 Successfully completed the planning, preparation, training, and execution of the inter-agency communications
function for the Democratic National Convention.
 Improved the speed to answer 911 calls by 90 percent.
 Reduced average 911 call waiting time from six seconds to five seconds in the past twelve months.
 Improved 911 call-taker readiness by 28 percent.
 Selected as ‘911 Center of the Year’ by the state chapter of the National Emergency Number Association
(NENA).
 Activated a 911 text pager for the deaf and hard of hearing, providing an additional media for Denver 911 to
receive emergency calls.
 Deployed a Disaster Preparedness program that includes stand-by systems for 911, non-emergency, Computer
Aided Dispatch and Public Safety Radio systems in a state-of-the-art redundant dispatch center.
285
 Reduce average 911 waiting time from 5 seconds to 4 seconds and improve the speed of answer, meeting the
city-mandated National Fire Protection Agency standards. (Safer Communities)
 Reduce 911 call processing times by 90 seconds by creating a unified 911 call-taker position. Streamline the
process by which 911 calls for service are processed and eliminate the need to manually transfer emergency
callers to call-takers at Denver Fire Dispatch and Denver Health EMS Dispatch. The unified call-taker position
would be an extension of the duties currently provided by the Denver 911 call-takers. (Safer Communities)

Average time to answer 911 calls 6 Seconds 5 Seconds 4 Seconds

Percent of 911 calls answered within 4 seconds 86.3% 93.0% 94.0%

Budget Savings 0 69,783 0 (69,783) (100.0%)
$9,215,779 $8,942,500 $8,849,600 ($92,900) (1.0%)
Administration Section $1,409,063 $1,565,745 $1,291,063 ($274,682) (17.5%)

Human Resources and Training 383,667 400,409 416,389 15,980 4.0%
911 Call Intake Operations 3,884,009 3,601,138 3,750,567 149,429 4.1%
Law Enforcement Dispatch Center 3,539,038 3,375,208 3,391,581 16,373 0.5%
$9,215,779 $8,942,500 $8,849,600 ($92,900) (1.0%)

Administration Section 2.00 14.00 14.00 0.00 0.0%
Human Resources and Training 5.00 5.00 5.00 0.00 0.0%
911 Call Intake Operations 74.00 64.00 65.00 1.00 1.6%
Law Enforcement Dispatch Center 55.00 48.00 47.00 (1.00) (2.1%)
136.00 131.00 131.00 0.00 0.0%
Revenue
Internal Svc & Indirect Charges $1,200,000 $1,215,000 $1,715,000 $500,000 41.2%
$1,200,000 $1,215,000 $1,715,000 $500,000 41.2%
286

 A decrease of $130,000 in personnel services due to policy changes and efficiencies realized through shift
changes resulting in reduced night differential and overtime costs.
 A net increase of $375,000 due to pay grade increases in the 2009 pay survey that are not reflected in the 2009
budget, and employee insurance selections at higher rates than budgeted for 2009.
 A decrease of $188,200 in internal services due to decreased Workers’ Compensation costs.
 A decrease of $10,000 in services and supplies due to a new Intranet system resulting in reduced paper and fax
machine usage.
Capital Equipment
None.
287
Safety
Safe City Office 01010-3504000
Agency Description
The Safe City Office serves as the youth crime and violence prevention/intervention arm of the Department of
Safety. This is accomplished by assisting in the development, coordination and implementation of policy and
programming designed to reduce crime and violence by and against youth; assisting in the coordination of the
City's efforts towards positive youth development and implementation of the comprehensive gang model;
coordinating with local, state, and national leaders to identify trends and address needs using research-based
practices; and engaging community stakeholders to help build capacity to help support youth.
Administration provides policy direction, oversight and supervision to all Safe City Office programs.
Specifically, the administration supervises and supports the SafeNite Curfew, Municipal Juvenile Diversion,
Restorative Justice and Gang Reduction Initiative of Denver programs.
The Municipal Juvenile Diversion/SafeNite Curfew Program, a partnership between Safe City Office, Denver
County Court, City Attorney’s Office and the Denver Police Department, diverts first-time juvenile offenders
away from the juvenile justice system. Diversion Officers complete assessment, develop issue-specific treatment
plans, monitor case progress and provide reports to 191J Municipal Court and Denver Truancy Court for youth
referred to the programs. Upon successful completion of the Diversion Program, youth are able to have their
ticket(s) dismissed. The program provides both in-house and community-based services for Diversion youth and
their parents; completes pre-sentence investigations for the City’s Municipal Juvenile Court (191J) to provide
sentencing recommendations for juvenile offenders not eligible for Diversion. Program coordinators offer
restorative justice mediation, cognitive behavior training, and community accountability boards to Diversion youth
and youth at risk of being suspended or expelled from targeted Denver Public Schools. Youth are given the
opportunity to participate in the program as an alternative to school suspension and/or being ticketed and attending
court.
The SafeNite Curfew program is staffed by Diversion Officers and Police Officers Friday thru Sunday nights from
April to September. Diversion Officers complete basic needs assessment with youth brought into the curfew site
to address any immediate needs (i.e. youth on the run). First-time offenders are given the option of participating in
the Diversion program in lieu of appearing in court. The SafeNite program creates an additional resource Police
Officers utilize when contacting youth out past curfew particularly for youth in crisis.
Mission
To promote positive youth development and provide continuous services that reduces crime and violence by and
against youth throughout the City and County of Denver.
 Partnered with the Metro Denver Gang Coalition to offer prevention and voluntary diversion services within
targeted schools and community-based settings.
 Increased the number of youth served through the Truancy Program which reduced the number of youth
appearing in truancy court and improved school attendance of participants.
 Increased the number and completion rates of the youth served in the Restorative Justice Program which resulted
in a reduction in the number of in/out of school suspensions.
 Established a partnership with the Denver Police Department’s Graffiti Unit to assist in data collection through
the identification of youth coming through municipal court with graffiti-related offenses.
288
 Incorporate overall coordination of the Gang Reduction Initiative of Denver (GRID) into Safe City’s core
programming to assist with implementation of the comprehensive gang model and build capacity for systems
and the community to address the needs of gang-involved youth through prevention and intervention services.
(Safer Communities)
 Expand Restorative Justice programming by partnering with Denver District Court Probation to develop
Community Accountability Boards (CAB’s) in additional neighborhoods and by increasing offender
accountability within their respective communities for youth involved in the municipal juvenile justice system.
(Safer Communities)
 Implement evidence-based cognitive behavior training practices to better serve high risk offenders for all Safe
City core programs. (Safer Communities)

Total youth served by Safe City Office program 3,362 3,200 3,100
Number of youth in the Restorative Justice Program 113 232 150
Number of youth in the Truancy Program 78 160 100
Pre-sentence assessments and recommendations 266 200 200
Percent of recidivism for youth referred to program 15.5% 15.5% 15.2%
Cases dismissed due to completing diversion program 1,545 1,500 1,450
Agencies providing services to at-risk and gang involved youth (GRID) N/A N/A 35
Number of agency staff attending gang-related trainings N/A N/A 300
Number of youth targeted for cross agency coordination N/A N/A 75

Expenditures
Budget Savings 0 17,771 0 (17,771) (100.0%)
$1,382,778 $1,327,800 $1,247,900 ($79,900) (6.0%)
Administration $569,247 $471,712 $454,281 ($17,431) (3.7%)

Curfew and Diversion 813,530 856,088 793,619 (62,469) (7.3%)
$1,382,778 $1,327,800 $1,247,900 ($79,900) (6.0%)

Administration 5.00 5.00 4.00 (1.00) (20.0%)
Curfew and Diversion 15.50 13.50 12.00 (1.50) (11.1%)
20.50 18.50 16.00 (2.50) (13.5%)
289

In 2009, a reduction of $17,800 in personnel services due to wage and benefit savings.
After factoring in the 2009 budgeted personnel savings, there is a net decrease of $77,600 and 6.2% in personnel
services.
 A reduction of $66,500 in personnel services and 1.0 FTE including $52,400 and .75 FTE diversion and criminal
justice officers and $14,100 and .25 FTE program administrator. These positions are being reduced from full
time positions to three-quarter time positions in 2010.
 A reduction of $65,800 and 1.0 FTE diversion and criminal justice officer. This position will be funded through
a Gang Reduction Initiative of Denver grant in 2010.
 A reduction of $18,600 and .5 FTE professional intern. This position will become a grant-funded truancy
coordinator in 2010.
Capital Equipment
None.

Expenditures
Diversion and Youth Development $281,064 $0 $0 $0 0.0%
(01010-3505000)
The Diversion and Youth Development Program was converted from an appropriation to a General Fund Transfer and
Special Revenue Fund in 2009.

Expenditures
Diversion and Youth Development Transfer $0 $272,700 $247,700 ($25,000) (9.2%)
(01010-9912200)
The Transfer to Diversion and Youth Development Special Revenue Fund constitutes the City and County of
Denver’s direct monetary support for the Diversion and Youth Development program.
Beginning in 2009 funding for the Diversion and Youth Development Program is through a general fund transfer to
a Special Revenue Fund. A decrease of $25,000 is recommended for 2010 due to a reduction in the amount of
funding for the Safe City Leadership Team.
290

Expenditures
Diversion and Youth Development (12823-3505000) $0 $349,397 $272,700 0.00
Program Description
The Diversion and Youth Development Program, formerly the Mayor's Youth Worker program, began in 1994 as
part of the City's efforts to reduce violence by and against youth. These dollars will be utilized to augment Safe
City Office's efforts in providing professional youth development services. Through effective leveraging of these
dollars, a minimum of 190 diversion and gang involved youth will be offered paid stipends or incentives for year-
round crime reduction/prevention, peer mentoring and community service efforts. Stipend sites include private,
nonprofit, and state and federal employers. The Safe City Youth Leadership Team and their annual Youth Summit
is also funded through these dollars. Revenue to this fund comes from a General Fund transfer.
291
Safety
Police Summary 01010-3510000
2008 2009 2010

General Fund
Agencies
Police Recruits 2,574,609 3,085,800 0
Total $176,723,009 $183,363,500 $172,849,300
Expenditures

Note:
This represents a 5.7% change from 2009.
Permanent Full-Time Civilian 225.5 223.5 225.5

Permanent Full-Time Uniform 1,447.0 1,446.0 1,354.0
Uniform Recruits 56.0 67.0 0.0
292
Safety
Police Departmental Summary
The Police Department is divided into two agencies: Police Administration and Police Operations.
Police Administration is responsible for the overall management, resource allocation, and strategic direction of
the Police Department. This includes the development, evaluation, and implementation of policies, procedures,
programs, community initiatives, employee training, and recruitment. This agency monitors employee
performance and ensures compliance with departmental rules and regulations. In addition, the agency makes
recommendations regarding law enforcement activities to the Mayor, City Council, the Manager of Safety, City
agencies, and neighborhood groups.
Police Operations implements and manages police services for the City and County of Denver. Police Operations
establishes staffing levels necessary to provide adequate levels of police service based upon time of day, day of
week, type and number of calls for service, and demographic area. These services are provided by uniformed
patrol and traffic officers, plainclothes and undercover detectives, and their supervisors and commanders. Police
Operations plans, staffs, and implements police response to major planned and unplanned events, natural disasters,
and major emergencies, and coordinates with other City and law enforcement agencies for such events. They also
coordinate with the same agencies during non-emergencies to provide improved service to citizens.
Mission
To deliver high quality public safety services so all people may share a safe and healthy environment.
 Met or exceeded all measurements for crime prevention and suppression outlined in the Department’s strategic
plan.
 Recovered 199 guns and made 2,279 misdemeanor arrests and 1,012 felony arrests in the Gang Bureau.
 Made 350 graffiti related arrests, many of which were made during twelve joint district and multi-agency sting
operations.
 Continued to forge partnerships in each Patrol District, which resulted in the opening of two COP Shops in 2008,
hosting an educational Crime Summit in District Three, organization of a Graffiti Task Force in District Four,
and establishing a more positive relationship with residents of Sun Valley in District One.
 Continued the mission of enhanced traffic safety through effective enforcement of traffic laws resulting in
82,789 collective number of tickets issued and 4,533 DUI arrests.
 Instituted the Photo Red Light program at four intersections in the City and County of Denver.
 Received two successful ratings for Juvenile Intake Unit after audits by the Colorado Department of Public
Safety, Division of Criminal Justice.
 Accomplished flying over 10-thousand accident free hours since the Air Support Unit’s inception in 1998.
 Successfully assisted in managing the City’s hosting of the 2008 Democratic National Convention. Collaborated
with multiple national, state, local, and non-profit agencies to provide security throughout the event.
293
Safety
Police Departmental Summary
 Led the nation in the use of DNA in property crime investigations. The Department Crime Lab completed 597
DNA assignments and submitted 652 profiles to CODIS, with 381 matches obtained.
 Arrested 156 sex offenders, 178 gang members, 217 domestic violence suspects, 70 robbery suspects, 57
suspects wanted for homicide or attempted homicide, and recovered 21 firearms.
 Provided services and assistance to approximately 2,400 people on-scene and 9,000 people through telephone
outreach and case follow-up in the Victim Assistance Unit.
 Centralize and combine the Volunteers in Policing, the Public Safety Cadet and the Explorer Cadet programs to
improve coordination and deployment of part-time and volunteer resources and assist in accomplishing the
Police mission. (Safer Communities)
 Complete full implementation of the High Activity Location Observation (HALO) program and fully integrate
the Regional Transportation District, Denver Traffic and Denver Public School monitoring systems with HALO.
(Safer Communities)
 Implement the Records Management System (RMS) to the point of full National Incident Based Reporting
System compliance as older systems are phased out. Continue full integration of the RMS and COPLINK
systems to provide multi-jurisdictional information sharing, and increase officer efficiency and reduce
environmental impact through full implementation of the RMS paperless accident reporting and traffic citation
modules. (Internal Processes)
 Streamline Records Bureau operations by automating where feasible, by using business process improvement
techniques to create better workflow, and by focusing on accuracy while using fewer resources per unit of work.
 Decrease DUI related accidents city-wide by increasing public service announcements, developing an anti-DUI
campaign, and focusing on habitual traffic offenders. (Safer Communities)
 Reduce the number of fatal and serious injury accidents among the most at-risk age group (16 to 25 year-olds) by
partnering with the Colorado State Patrol and participating in the Alive at 25 program. (Safer Communities)
 Maintain the non-compliance rate for sex offenders below nine percent. (Safer Communities)
 Process DNA profiles for a minimum four percent of reported burglaries. (Safer Communities)
 Continue to implement the Command Operations Review and Evaluation (CORE) process to identify crime
patterns and trends and assign resources to those problems as needed. (Safer Communities)
 Increase the rate of stolen vehicle recovery through the use of license plate readers and through partnering with
the Denver Public Works’ Right-of-Way Enforcement to identify stolen vehicles. (Highest Quality Service)
 Increase school zone safety by concentrating officer deployment days during the first week of semesters,
conducting school zone public service announcements, participating in the Safe Routes to School Program, and
increasing photo radar enforcement in school zones. (Safer Communities)
294
Safety
Police Department-Administration 01010-3511000
Agency Description
Police Administration is responsible for the overall management, resource allocation and strategic direction of the
Police Department. This includes the development, evaluation and implementation of policies, procedures,
programs, community initiatives, recruitment and employee training. The agency monitors employee performance
and ensures compliance with departmental rules and regulations. In addition, the agency makes recommendations
regarding law enforcement activities to the Mayor, City Council, the Manager of Safety, other city agencies and
neighborhood groups.
The Office of the Chief of Police is responsible for setting policy, procedures and goals for the Police Department.
The Office manages the Civil Liability Bureau which investigates civil claims against the department and the Public
Information/Legislative Unit which acts as a liaison with the media, maintains the department's website, and
includes the department lobbyist for legislative and City ordinance issues.
The Office of the Deputy Chief of Administration manages the Research, Training and Technology Division,
Finance Bureau, and the Human Resource Management Bureau. The Deputy Chief prepares the department's
annual budget and monitors budget performance during the year; advises the Chief and Division Chiefs on budget
and fiscal questions, policies and requests; monitors departmental grants and policy revisions; administers the
Collective Bargaining contract; chairs the Commendations, Disciplinary Review and Tactics Review Boards and
manages the Internal Affairs Bureau which investigates citizen, internal and Office of the Independent Monitor
complaints of police officer misconduct.
The Office of Research, Training, and Technology manages the bureaus that provide the services, research and
development, training, equipment, and equipment repair and maintenance that enable the Police Department to
perform its job. The Division manages the Property Management Bureau, the Training Bureau (Police Academy),
the Firearms Bureau, and Records/Identification and Data Analysis Unit
Fleet Maintenance orders, maintains, repairs and equips marked, unmarked and special use vehicles, as well as
vehicles for the Sheriff's Department, Office of the District Attorney, and County Courts. It provides vehicle
inventory control and preventative maintenance and plans vehicle replacements.

Attrition rate among recruits1 8.3% 0.0% 0.0%
Officer satisfaction in the mediation outcome 73.1% 69.2% 75.0%
Officer satisfaction in the mediation process2 82.7% 69.2% 85.0%
Citizen satisfaction in the mediation outcome2 59.6% 78.6% 80.0%
Citizen satisfaction in the mediation process2 84.6% 92.9% 95.0%
Number of police-citizen mediations 43 40 45
Number of internal complaints 186 308 200
Number of citizen complaints 605 732 700
1
There are no recruit classes scheduled for 2009 and 2010.
2
Officer and citizen satisfaction tracking has changed from the disciplinary process to the mediation process.
295

Expenditures
Internal Services and Misc. 7,642,102 8,320,202 6,562,543 (1,757,659) (21.1%)
Budget Savings 0 118,691 0 (118,691) (100.0%)
$31,862,929 $33,418,116 $31,965,000 ($1,453,116) (4.3%)
Chief's Staff $4,074,868 $6,562,358 $6,795,194 $232,836 3.5%

Administration 7,954,837 7,896,226 6,426,259 (1,469,967) (18.6%)
Technical and Support 13,431,943 12,350,247 12,772,594 422,347 3.4%
Fleet Maintenance 6,406,769 6,609,285 5,970,953 (638,332) (9.7%)
Combined Communication Center (5,489) 0 0 0 0.0%
$31,862,929 $33,418,116 $31,965,000 ($1,453,116) (4.3%)

Chief's Staff 39.00 38.00 38.00 0.00 0.0%
Administration 24.00 22.00 19.00 (3.00) (13.6%)
Technical and Support 139.00 138.00 144.00 6.00 4.3%
Fleet Maintenance 41.00 41.00 40.00 (1.00) (2.4%)
243.00 239.00 241.00 2.00 0.8%
Revenue
Use Charges $0 $18,000 $48,000 $30,000 166.7%
Miscellaneous Intergovernmental 105,031 80,000 60,000 (20,000) (25.0%)
Licenses and Permits 0 0 0 0 0.0%
Fees 392,653 401,500 401,500 0 0.0%
Charges for Services 126,817 134,100 120,000 (14,100) (10.5%)
$2,323,427 $2,381,900 $2,180,600 (201,300) (8.5%)

In 2009, a savings of $118,700 in personnel services for wage and benefit savings and $506,100 for the weapons
allowance payments that were deferred until 2010.
After factoring in 2009 budget personnel savings of $118,700, the net increase in personnel services is $348,400 or
1.6 percent.
 An increase of $224,100 and 3.0 FTE due to the transfer in of the Safety Office of Policy Analysis (SOPA) from
the Manager of Safety Office into the Data Analysis Unit in DPD’s Technical and Support Division.
 An increase of $42,400 and 1.0 FTE administrative assistant III due to the transfer from Police Operations.
296
 An increase of $506,100 in personnel services to pay back the weapons allowance deferral from 2009. In 2009,
the Union agreed to defer payment of this allowance to help with 2009 budget savings.
 An increase of $119,800 in personnel services primarily for uniform overtime, night differential, and court leave
pay to align budget with actual expenditures.
 An increase of $125,000 in capital equipment for the purchase of a DNA storage freezer for the Property Bureau,
offset by a decrease of $35,000 for one-time equipment purchases in 2009. This is mandatory due to the State’s
passage of House Bill 1397, which took effect July 1, 2008 and requires evidence custodians to preserve DNA
materials for an extended period of time.
 A decrease of $144,000 and 2.0 FTE officers due to the transfer to Police Operations.
 A decrease of $539,000 in personnel services for positions that will be transferred to grant funding. This is the
equivalent of seven uniform and civilian positions.
 A decrease of $200,000 in personnel services for leave payouts to uniform officers, due primarily to requiring
officers to take time off instead of being paid for excess sick leave accrued and to budgeting fewer anticipated
leave payouts due to less attrition.
 A decrease of $24,000 in personnel services due to suspending merit increases for uniform command staff.
 A decrease of $72,100 in services and supplies due to suspending production of “The Blue and You” programming
on Channel 8.
 A decrease of $46,500 in services and supplies that includes $25,000 for training for civilian employees; $11,500
for cancelling periodical and newspaper subscriptions; and $10,000 for professional services due to suspending
the bilingual certification contract.
 A decrease of $1,292,500 in internal services for workers’ compensation charges.
 A decrease of $228,200 in internal services for fuel and maintenance charges due to eliminating 62 take-home
vehicles.
Capital Equipment
Funding Source/Item Quantity New/Replacement
General Fund
Storage Freezer 1 New
Planned Fleet Replacement (11804-5053000)

Motorcycle leases 61 Replacement
297

Expenditures
Anti-Gang Initiative (12220-3518101) $95,578 $15,899 $0 0.00
ARRA Byrne/JAG - Direct Competitive (12217- 0 366,232 1,173,111 11.00
3518101)
ARRA Byrne/JAG - Formula (12217-3518101) 0 3,633 840,898 6.00
ARRA Byrne/JAG - State Competitive (12217-3518101) 0 59,070 641,994 0.00
ARRA Narcotic Act./Southern Border (12217-3518101) 0 0 131,431 0.00
ARRA STOP VAWA - State (12217-3518101) 0 10,600 275,723 2.00
Buffer Zone Protection (12220-3518101) 188,938 0 0 0.00
CDOT DUI Enforcement (12220-3518101) 0 42,000 0 0.00
CDOT Speed Enforcement (12220-3518101) 0 103,412 70,236 0.00
Checkpoint Colorado (12220-3518101) 0 105,821 212,761 0.00
Checkpoint High Visibility Impaired Driving Campaign 0 11,000 0 0.00
(12220-3518101)
Click It or Ticket (12220-3518101) 0 35,000 0 0.00
Comm'l Motor Carrier Safety Assist. (12220-3518101) 0 28,561 85,663 0.00
Congressionally Mandated Denver Police Department 678 222,527 222,527 1.00
Gang Bureau Enhancements (12220-3518101)
COPS Interoperable Comm. Tech. (12001-3518101) 2,368,795 197,086 0 0.00
Coverdell - Firearm Case Reduction (12220-3518101) 21,297 27,987 0 0.00
Coverdell Forensic Science Improve. (12220-3518101) 0 12,496 24,982 0.20
Denver JV Drug Court Enhancement (12001-3518101) 10,000 0 0 0.00
Denver Youth Health Connections (12001-3518101) 43,512 0 0 0.00
Denver Youth Health Connections (12220-3518101) 30,126 34,874 0 0.00
DNA Backlog Reduction (12220-3518101) 172,876 245,769 230,951 0.00
DNA Efficiency (12220-3518101) 0 46,002 92,003 1.00
DNA Expansion Demonstration (12001-3518101) 9,668 0 0 0.00
DNA Lab Capacity Enhancement (12001-3518101) 43,065 2,987 0 0.00
Enforce Underage Drinking Laws (12220-3518101) 41,234 9,371 0 0.00
Enhancing Capacity for DUI Enforce. (12220-3518101) 37,721 554 0 0.00
Forensic DNA Research & Develop. (12220-3518101) 0 0 239,000 0.00
Gang Resistance, Edu., and Training (12220-3518101) 0 0 4,680 0.00
H.I.D.T.A. (12002-3518101) 1,063,509 1,320,679 1,082,054 3.00
Homeland Security (12220-3518101) 0 99,581 329,190 0.00
Justice Assistance Grant - State (12220-3518101) 0 85,653 14,347 0.00
Justice Assistance Grant (12220-3518101) 610,532 467,450 618,943 0.00
Law Enforcement Assistance Fund (12304-3518101) 110,000 0 0 0.00
Law Enforcement Assistance Fund (12220-3518101) 0 0 100,000 0.00
Law Enforcement Terrorism Prev. (12220-3518101) 121,607 51,899 0 0.00
Law Enforcement Terrorism Prevention/Homeland 22,968 0 0 0.00
Security (12001-3518101)
Police Donations (12702-3513000) 5,074 25,000 5,000 0.00
Police Equestrian Patrol (12703-3513000) 9,541 8,500 2,500 0.00
Police K-9 Unit (12704-3513000) 15,000 8,500 5,000 0.00
Police Special Projects (12806-3513000) (75) 35,000 35,000 0.00
Project Lifesavers (12301-3518101) 7,048 345 0 0.00
Project Safe Neighborhoods (12220-3518101) 41,262 0 0 0.00
298

Secure Our Schools (12220-3518101) 29,884 170,366 0 0.00
SMART FY08 (12220-3518101) 46,087 169,921 0 0.00
Solving Cold Cases with DNA (12220-3518101) 0 0 403,567 3.00
Sperm Capture Using Aptamer Tech. (12220-3518101) 222,238 147,178 0 0.00
Super Bowl DUI Overtime (12301-3518101) 0 15,598 0 0.00
Victim Assistance Surcharge (12813-3513000) 718,461 1,001,741 1,173,690 12.00
Youth Advisory Meetings-Manual (12015-3518101) 2,000 0 0 0.00
$6,088,624 $5,188,292 $8,015,251 39.20
The Anti-Gang Initiative supports increased enforcement and prosecution of gang-related crime and enhanced outreach
by the Gang Bureau through funding officer overtime, supplies, and a partnership with Denver Probation. Revenues
come from a federal pass-through grant administered by the Division of Criminal Justice.
American Recovery and Reinvestment Act (ARRA) Byrne Memorial Grant (Direct Competitive) program focuses
on Enhancing Forensic and Crime Scene Investigations and requests grant funds for Crime Scene and Cold Case
detectives, forensic scientists, and administrative staff for the Crime Laboratory. Revenue is a direct federal award from
the U.S. Department of Justice, Bureau of Justice Assistance.
ARRA Byrne Memorial Justice Assistance Grant (JAG—Formula) program funds replace Mobile Data Terminals
for police vehicles and will retain HALO surveillance technicians. Additionally, the grant supports projects in the District
Attorney’s Office, the Sheriff Department, and Denver’s Safe City Office. Revenue is a direct federal award from the
U.S. Department of Justice, Bureau of Justice Assistance.
ARRA Byrne Memorial Justice Assistance Grant (JAG—State Competitive) funds will support the Police
Department’s Records Management System expansion. Funds are provided by a federal pass-through grant administered
by the Colorado Department of Public Safety’s Division of Criminal Justice.
ARRA State and Local Law Enforcement Assistance Program – Combating Criminal Narcotics Activity Stemming
from the Southern Border of the United States program support the purchase of a surveillance van for the Front Range
Task Force to use in narcotics investigations. Revenue is a direct federal grant from the U.S. Department of Justice,
Bureau of Justice Assistance as part of the federal stimulus package.
ARRA STOP Violence Against Women Act (VAWA) State Grant Funds enhance the Police Department’s
Victim Assistance Unit for victim assistance and provide officer overtime to implement a pilot project for more
comprehensive responses to calls for domestic violence. Funds are a federal pass-through grant administered by the
The Buffer Zone Protection Program (BZPP) provides funds to purchase equipment and supplies to protect
critical infrastructure from attacks. Support for this project comes from a federal pass-through grant that is
administered by the Governor’s Office of Homeland Security.
Colorado Department of Transportation (CDOT) DUI Enforcement program provides funds to reduce alcohol-
related fatal, injury and property damage crashes in Denver by conducting sobriety checkpoints and saturation
patrols. Funding comes from a federal pass through grant to the Colorado Department of Transportation.
299
CDOT Speed Enforcement supports the enforcement of speeding violations on I-25 through enabling officer
overtime and the purchase of supplies and a vehicle for impaired driving enforcement. This grant is a federal pass-
through that has been awarded through a competitive process to DPD from the Colorado Department of
Transportation.
Checkpoint Colorado grant funds enable DPD Traffic Operations to conduct several large-scale, high-visibility
DUI checkpoint operations during summer months. Revenue to this fund is from a federal pass-through grant
administered by the Colorado Department of Transportation.
Checkpoint High Visibility Impaired Driving Campaign (June Checkpoint) enables a high-visibility drunk
driving law enforcement period during selected weekends in June. Operations are run by off-duty officers dedicated
to this purpose. Revenue is a Federal pass-through grant administered by the Colorado Department of Public Safety,
Division of Criminal Justice, and the Colorado Regional Community Policing Institute.
Click It or Ticket enables local law enforcement operations to focus enforcement on seatbelt use by drivers to
coincide with the statewide "Click it or Ticket" awareness campaign. Revenue is a grant from the Colorado
Department of Transportation.
The Commercial Motor Carrier Safety Assistance Program (CMCSAP) supports the DPD Highway Unit to
have dedicated enforcement of commercial vehicle safety issues on Denver highways, including increased
inspections of vehicles at high-crash locations. Funds come from a federal pass-through grant, awarded to DPD by
the Colorado State Patrol. Local match is contributed through the value of DPD on-duty resources that assist in the
effort.
Congressionally Mandated Denver Police Department Gang Bureau Enhancements is a federal direct grant to
support the Denver Police Gang Bureau. Funds support a bureau crime analyst, officer overtime for targeted
enforcement, and officer training. Funds are awarded to DPD from the Bureau of Justice Assistance through a
discretionary process.
The Interoperable Communications Technology Program (COPS) provides support to enhance a regional
interoperable communications system and related supplies and equipment. Revenues to this fund have been
awarded to DPD via a federal grant from the United States Department of Justice, COPS Office (Community
Oriented Policing Services). Cash match for the project has been provided through the E-911 Special Trust Fund.
The Coverdell Firearm Case Reduction grant supports the Crime Laboratory’s Firearms Unit in its effort to reduce
backlogged cases awaiting analysis. Revenue to this fund is a federal pass-through grant awarded through a
competitive process by the Division of Criminal Justice
The Coverdell Forensic Science Improvement grant supports expansion of the Crime Laboratory’s accreditation
by funding proficiency tests, detective overtime, upgrades to software, and an accreditation audit. Funds are
awarded as a federal pass-through from the Colorado Division of Criminal Justice.
The Denver JV Drug Court program serves non-violent, post adjudicated juveniles who suffer from treatment
level substance abuse and mental health issues. This grant provides funding for two police officers to work overtime
to assist in curfew and welfare checks, and act as a liaison between the youth, the Police Department and the courts.
Revenue is a federal pass-through grant administered by the Colorado Judicial Department, Denver Juvenile Drug
Court.
300
The Denver Youth Health Connections serves non-violent, post adjudicated juveniles who suffer from treatment
level substance abuse and mental health issues. This grant provides funding for two police officers to work overtime
to assist in curfew and welfare checks. Funding is provided by the Colorado Judicial Department, Denver Juvenile
Drug Court.
The DNA Backlog Reduction Program supports forensic staff, supplies and equipment to reduce the backlog of
cases that await DNA analysis. Revenues are direct federal funds from the United States Department of Justice,
National Institute of Justice.
The DNA Unit Efficiency Improvement grant funds an Information Technology Project Manager and the purchase
of modeling software to map and evaluate efficiencies of the Crime Laboratory. Revenue is a direct federal grant
from the United States Department of Justice, National Institute of Justice.
The DNA Expansion Demonstration Program assess the utility of DNA in solving high-volume property crime
through the analysis of samples from burglary cases. These discretionary funds are awarded to the Police
Department from the National Institute of Justice.
The DNA Capacity Enhancement Program funds a forensic scientist and laboratory equipment to help reduce the
turnaround time for forensic biology in the crime laboratory. Revenue is a direct federal grant from the National
Institute of Justice.
The Enforcing Underage Drinking Laws (EUDL) grant provides funding for officer overtime and supplies to
assist with patrol operations and compliance checks focused on underage drinking. Revenue is a federal pass-
through grant awarded to DPD by the Colorado Department of Revenue, Liquor Enforcement Division.
Enhancing Capacity for DUI enforcement enables the Denver Police Department (DPD) to expand capacity to
perform DUI enforcement by funding the purchase of equipment and supplies related to DUI saturations and
checkpoints. Revenue is a federal pass-through grant administered by CDOT.
The Forensic DNA Research and Development grant funds ongoing research directed by the DPD Crime Laboratory to
develop a method for separating male and female DNA from mixed sexual assault samples. Funding is supported through
a direct federal grant from the National Institute of Justice.
Gang Resistance Education and Training (GREAT) funds training for one Gang Bureau Officer to present the
curriculum to area schools. Revenue is a direct federal grant awarded by the U.S. Department of Justice, Bureau of
Justice Assistance.
The High Intensity Drug Trafficking Area (H.I.D.T.A.) Program provides funding to upgrade the data and
information-gathering network in the Police Vice/Drug Bureau to provide improved cooperation with federal and
local agencies in the enforcement of drug offenses. Revenue to this fund is 100 percent direct federal funds from the
Office of the President.
The State Homeland Security Grant Program is administered by the state and awarded via the North Central
Region and Denver Urban Areas Security Initiative (UASI). These grant funds support COPLINK, a regional
technology projects that will allow multiple law enforcement agencies to share important information to solve
crimes. The regional collaborative (North Central Region/Denver UASI) awarded funding to two Denver police
projects that includes a bomb robot and a scanning electron microscope in the Crime Laboratory.
State Justice Assistance Grant funds support for COPLINK, a regional law enforcement information-sharing
project. Revenue is a federal pass-through grant from the United States Department of Justice and is administered
by the Colorado Department of Public Safety, Division of Criminal Justice.
301
The Byrne Memorial Justice Assistance Grant (JAG) grant supports the City’s most critical projects in law
enforcement and prosecution. These revenues are awarded annually to Denver via a federal formula grant from the
United States Department of Justice, Bureau of Justice Assistance and support projects in both the Police
Department and the District Attorney’s Office. Initiatives funded by annual JAG formula grants include the Victim
Services Network and the Community Justice Unit of the Denver District Attorney’s Office, and technology
investments for the Police Department, such as the HALO public safety surveillance system and COPLINK.
Law Enforcement Assistance Fund (LEAF) DUI Enforcement is a project supported by direct state grant funds,
awarded by the Colorado Department of Transportation. These funds are awarded to DPD two out of every three
years and support increased DUI enforcement through saturation patrols and/or checkpoints.
The Law Enforcement Terrorism Prevention Program (LETPP) provides funds for salary and benefits for one
Police captain to plan law enforcement anti-terrorist responses in a statewide coordinated effort. Funding for this
grant is a federal pass-through awarded by the Governor’s Office of Homeland Security.
Law Enforcement Terrorism Prevention/Homeland Security funds a Police captain to plan law enforcement
anti-terrorist responses in a coordinated statewide effort. Funds are a federal pass-through grant administered by the
Colorado Department of Local Affairs, Division of Emergency Management
The Police Donations Fund provides funds for investigative or enforcement operations. Donations often support a
particular function or program such as canine training, narcotics enforcement, or other special interests. Revenue is
obtained exclusively from private donations.
The Police Equestrian Patrol Program purchases horses and program equipment, provides care and veterinary
services for the horses, and provides special training for the mounted patrol. Revenue is obtained exclusively from
donations, contributions, and other private sources.
The Police K-9 Unit Program purchases dogs and program equipment, provides care and veterinary services for
the dogs, and provides special training for the canine patrol. Revenue is obtained exclusively from donations,
contributions, and other private sources.
The Police Special Projects Program is used to reimburse the General Fund for expenses incurred for police
activities in compliance with special agreements with other governmental jurisdictions. Revenue comes from other
governmental jurisdictions as a result of special agreements, typically emanating from special investigations.
The Colorado Lifesaver Program provides equipment replacement so that law enforcement agencies can operate
transmitters on the same frequency. These funds are a direct state award to the department from the Colorado
Department of Public Safety.
The Project Safe Neighborhoods (PSN) Program supports the suppression of gun violence through increased
enforcement focused on seizures of illegal firearms. Revenue to this fund is a federal pass-through grant, awarded
to the department through a competitive process from the Colorado Department of Public Safety’s Division of
Criminal Justice.
Secure Our Schools (SOS) grant funds support enhanced safety measures at selected Denver Public School
grounds through the installation of DPD wireless cameras, which are completely connected to Denver Public
Schools cameras for emergency situations. Federal funding for the project is a direct federal grant from U.S.
Department of Justice, Office of Community Oriented Policing Services (COPS); cash match for the project has
been donated by the Target Corporation's Safe City program and the Denver Police Officers Foundation.
302
The Adam Walsh Act Implementation (SMART) grant supports the department’s Sex Offender Registration Unit
to increase its capacity to comply with the Sex Offender Registration and Notification Act (SORNA) by funding
technology investments, a dedicated detective, and training and supply needs. Revenue is a direct federal award
from the United States Department of Justice, SMART (Sex Offender Monitoring, Apprehension, Registration, and
Tracking) Office.
The Solving Cold Cases with DNA grant funds support for forensic scientists to work on cold sex assault cases
and administer the DNA CODIS database and also supplies and equipment for the Crime Laboratory needed for this
purpose. Revenue is a direct federal grant from the U.S. Department of Justice, National Institute of Justice.
Sperm Capture Using Aptamer Technology provides ongoing research to develop a method for separating out
male and female DNA from mixed sexual assault samples. Revenue is a direct federal grant from the U.S.
Department of Justice, National Institute of Justice.
Super Bowl DUI Overtime funds increased police enforcement of impaired driving during Super Bowl weekend.
Revenue comes from the CDOT.
Victim Assistance-Surcharge Police – The Municipal Victim Assistance and Law Enforcement (VALE) ordinance
established victim assistance programs in the Denver Police Department, the District Attorney's Office, the City
Attorney's Office and Denver County Court. The Police Department uses its portion of these funds to provide
counseling and advocacy for domestic violence victims. Revenue comes from a $20 surcharge on municipal code
violations and can also include revenues from federal, state, or private sources for the purpose of victim assistance.
VALE funds are divided among the Police Department, City Attorney, District Attorney and County Court based
upon a formula recommended by the VALE board and approved by the Mayor.
The Line Officer Grant – Youth Advisory program supports line officers to implement community policing
projects in neighborhoods in which they work. These grant funds were awarded to the department by the Colorado
Department of Public Safety’s CRCPI (Colorado Regional Community Policing Institute). Revenues supported
community-building activities in the neighborhoods surrounding Manual High School.
303
Safety
Police Department-Operations 01010-3512000
Agency Description
Police Operations implements and manages police service for the City and County of Denver. Police Operations
establishes staffing levels necessary to provide adequate levels of police service by time of day, day of week, type
and number of calls for service, and demographic area. These services are provided by uniformed patrol and
traffic officers, plainclothes and undercover detectives, and their supervisors and commanders. Police Operations
plans, staffs and implements police response to major planned and unplanned events, natural disasters, and major
emergencies, and coordinates with other City and law enforcement agencies for such events. They also coordinate
with the same agencies during non-emergencies to provide improved service to citizens.
The Office of the Deputy Chief of Operations manages the Patrol Division, the Criminal Investigations
Division, the Special Operations Division, the Denver International Airport Police Bureau, the Crime
Analysis Unit and the CORE function. The Office is responsible for staffing, resource allocation, planning and
implementing the response to emergency or large scale events, establishing goals and objectives, requesting
adequate equipment and personnel, and evaluating police response, tactics, behavior, and programs. The Office
also monitors employee performance and makes recommendations to the Chief regarding disciplinary, policy,
procedure and training needs.
The Patrol Division manages the six patrol districts located throughout the City which are staffed by uniform
police officers who provide 24-hour police protection to the community. Patrol also has specialized officers and
detectives assigned to the Gang Bureau, Metro/SWAT Bureau and the Nuisance Abatement Unit. They also
oversee the training and supervision of the Police Reserve Unit. Each district station includes decentralized
general assignment detectives, community resource officers, High School Resource Officers (HSRO's),
Neighborhood Street Crime Attack Teams (NSCAT) and a designated district crime analyst. These units
coordinate the Problem Solving Projects and other community policing initiatives, such as Broken Windows, to
solve crime and quality of life problems, reduce repeat calls for service, provide crime prevention and reduction
strategies and improve neighborhood safety.
The Criminal Investigations Division manages the investigative function of the police department. This includes
follow up investigation of offenses reported by the patrol division officers and direct investigation of drug, vice,
and other criminal activities. The Division provides examination and analysis of physical evidence and prepares
and submits completed case investigations to the Office of the District Attorney for prosecution. The division is
divided into the Crimes Against Persons Bureau, Pattern Crimes Bureau, Vice/Drug Control Bureau and Crime
Laboratory Bureau. It also manages units with specific investigative responsibilities requiring unique skills and
training such as the Homicide Unit, Domestic Violence and Child Abuse Unit, Fugitive Unit, Sex Offender
Registration Unit, Bomb Unit, Intelligence Bureau, Special Investigations Unit and specialized narcotics teams.
The Special Operations Division manages the Traffic Operations Bureau, the Traffic Investigations Bureau, the
Juvenile Bureau, the Air Support (Helicopter) Unit, the Headquarters Security/Information Desk and the Mayor's
Executive Security Unit. The Traffic Operations Bureau is responsible for traffic enforcement, safety and control.
The Bureau also investigates accidents and coordinates and supervises permitted special events and parades. The
Traffic Investigations Bureau investigates fatal and serious bodily injury traffic accidents, hit and run accidents,
police accidents, pursuits and vehicular eluding cases. The Juvenile Bureau includes the police portion of the Safe
City Curfew Program. The Headquarters Security/Information Desk provides citizen assistance and maintains
building security at the Police Administration Building. The Mayor's Executive Security Unit staff the Mayor 24
hours-a-day, seven days per week.
The Denver International Airport Police Bureau manages the police presence at DIA, which includes uniform
patrol officers and plainclothes detectives. The Bureau also manages the officer response to airport security. This
includes the enforcement of FAA regulations, city ordinances, and state and federal statutes. It maintains and
updates emergency plans, and participates in disaster exercises.
304
Mission
To deliver high quality public safety services so all people may share a safe and healthy environment.

Measures of Disorder
All fights 7,089 6,695 6,495
Disturbance 20,601 19,981 19,381
Shots fired 4,039 3,563 3,457
Noise 12,220 12,231 11,864
Total Part 1 and Part 2 crime 36,858 35,908 34,831
Number of DUI arrests 4,533 4,228 4,364
Number of officer accidents per 100,000 miles 2,290 2,290 2,221
Number of fugitive arrests 902 1,204 1,240
Number of Property Crime DNA samples submitted 327 265 273
for analysis
Number of school zone citations 9,971 10,490 13,637
Number of Business Watch locations 177 40 45
Issuance rate on photo radar citations 61.9% 67.0% 68.0%
Number of citations for speed, 75,728 78,518 80,773
signal control and careless driving
Traffic accidents 22,379 20,332 19,633

Expenditures
Capital Equipment 84,995 54,084 26,110 (27,974) (51.7%)
Budget Savings 0 75,854 0 (75,854) (100.0%)
$139,856,465 $144,535,084 $138,615,000 ($5,920,084) (4.1%)
Support ($39,218) $1,537,145 $1,419,977 ($117,168) (7.6%)
Patrol/Districts 90,029,326 85,943,004 82,518,802 (3,424,202) (4.0%)
Special Operations Division 12,194,705 14,189,633 14,165,621 (24,012) (0.2%)
Investigations 25,207,054 29,996,722 29,286,375 (710,347) (2.4%)
Airport 12,464,596 12,868,580 11,224,224 (1,644,356) (12.8%)
$139,856,465 $144,535,084 $138,615,000 ($5,920,084) (4.1%)
Support 14.00 13.00 13.00 0.00 0.0%
Patrol/Districts 882.00 883.00 883.00 0.00 0.0%
Special Operations Division 139.00 139.00 140.00 1.00 0.7%
Investigations 279.00 280.00 279.00 (1.00) (0.4%)
Airport 101.00 101.00 101.00 0.00 0.0%
Uniform Reduction 0.00 0.00 (92.00) (92.00) 0.0%
1,415.00 1,416.00 1,324.00 (92.00) (6.5%)
305

Revenue
Miscellaneous Intergovernmental $7,496 $0 $0 $0 0.0%
Internal Svc & Indirect Charges 12,012,933 12,800,000 13,500,000 700,000 5.5%
Fines and Forfeits 80 0 0 0 0.0%
Fees 3,277 0 200,000 200,000 0.0%
$12,064,564 $12,800,000 $13,700,000 $900,000 7.0%

In 2009, a savings of $208,200 in personnel services due to $75,800 for wage and benefit savings and $132,400 in
vacancy savings.
 At the time this document was printed, The Denver Police Protective Association had defeated a proposal to
forgo a wage increase in 2010, therefore, the necessary savings of $6,165,000 in personnel services will be
realized through a reduction of 92 police officers or by requiring police officers to take the necessary number of
furlough days to achieve those savings.
 A net increase of $144,000 and 2.0 FTE uniform officers due to the net transfer from Police Administration.
 An increase of $405,000 in personnel services primarily for night differential and holiday pay to align budget
with actual expenditures.
 A decrease of $2,900,000 in personnel services for leave payouts to uniform officers, due primarily to requiring
officers to take time off instead of being paid for excess sick leave accrued and to budgeting fewer anticipated
leave payouts due to less attrition.
 A decrease of $1,200,000 in personnel services for positions that will be transferred to grant funding. This is
equivalent to fifteen uniform and civilian positions.
 A decrease of $150,000 in personnel services due to two officers taking one-year voluntary leave without pay.
 A decrease of $58,300 in personnel services due to suspending merit increases for uniform command staff.
 A decrease of $42,400 and 1.0 FTE administrative assistant due to the transfer to Police Administration.
 A net decrease of $14,100 and 1.0 FTE due to the re-organization and merger of the Manager of Safety’s Office
of Policy Analysis into Police’s new Data Analysis Unit. This change includes an increase of $118,300 and 1.0
FTE management analyst supervisor offset by a decrease of $132,400 and 2.0 FTE management analysts.
 A decrease of $473,800 in services and supplies due to grounding the helicopter unit.
 A decrease of $360,000 due to reducing leave payments due to less officer attrition in 2010.
306
 A decrease of $258,800 in services and supplies that includes $161,200 due to the expiration of a five-year
capital lease for crime lab equipment; $80,000 for police barricades; and $17,600 to suspend training for crime
lab staff.
 A net decrease of $28,000 in capital equipment that includes a decrease of $54,100 for one-time equipment
purchases in 2009 that is offset by $26,100 for the purchase of a new microscope in the Crime Lab.
A transfer of 41 police officers to DIA. These officers are in excess of the budgeted authorized strength of 1,446. These
positions are reimbursed with revenue by DIA.
Capital Equipment
General Fund
Microscope 1 Replacement

Expenditures
Photo Traffic Enforcement $2,429,006 $2,324,500 $2,269,300 ($55,200) (2.37%)
(01010-3513000)
Police Recruits $2,574,609 $3,085,800 $0 ($3,085,800) (100.0%)
(01010-3514000)
Photo Traffic Enforcement 14.50 14.50 14.50 0.00 0.00%
Police Recruits 56.00 67.00 0.00 (67.00) (100.0%)
The Photo Traffic Enforcement program consists of two components: Photo Radar and Photo Red Light. The
program endeavors to reduce speeding in neighborhoods and around schools, to increase traffic safety, and to
reduce accidents and injuries. The Photo Traffic Enforcement program is managed by the Special Operations
Division through the Traffic Operations Bureau.
The Photo Traffic Enforcement program includes Photo Red Light. This program seeks to reduce red light
violations thereby improving traffic safety. The program allows the City to detect and photographically record red
light violations on multiple lanes through signal controlled intersections. The program currently enforces four
intersections.
The Police Recruits budget funds the recruits' salary, benefits and equipment throughout the Academy and field
training.

Police Recruits
 A net decrease of $3,085,800 and 67.0 FTE officers because no academy classes are scheduled for 2010.
307
Safety
Fire Summary 01010-3520000
2008 2009 2010

General Fund
Agencies
Fire Operations 77,723,493 77,958,400 79,769,300
Total $100,722,487 $102,126,100 $102,849,900
Expenditures
Note:
The recommended 2010 budget is $723,800
more than the 2009 appropriation.

Permanent Full-Time Uniform 916.0 916.0 916.0
308
Safety
Fire Departmental Summary
The Denver Fire Department serves the needs of the Denver community and its citizens through emergency
medical and fire services. It also conducts a variety of prevention efforts and public education programs to
promote fire safety and emergency preparedness throughout the community. The Department is organized into
two sections: Fire Administration and Fire Operations and six Divisions: Administration, Fire Prevention and
Investigation, Technical Services, Safety and Training, Suppression (Operations), and Airport Fire and Rescue.
Thirty-three (33) fire stations are operated by the Department, which includes Intergovernmental Fire Service
Agreements with the City of Glendale and Skyline.
Mission
The Denver Fire Department is dedicated to providing quality, timely, and professional emergency services to
those who live in, work in, and visit the City and County of Denver; respecting each other through trust, pride,
diversity, integrity, and training; and working together to achieve the highest levels of preparedness, prevention,
and community involvement with a dedication to purpose.
 Provided exemplary services and enhanced equipment capabilities for the 2008 Democratic National Convention
(DNC) by training, credentialing, and deploying over 500 Denver Fire Department members as a result of
months of collaboration with the Secret Service, DNC Committee members, and Pepsi Center and Invesco Field
personnel to meet the demands of any possible disturbance and ensure venues met fire code regulations for the
safety of occupants.
 Secured part of a $50 million grant that resulted in the receipt of three pieces of heavy duty equipment valued at
$1.5 million, including Heavy Rescue, Collapse Rescue, and Hazardous Materials trucks.
 Reduced Operations Division overtime costs as a result of numerous changes to business practices including the
design of a staffing matrix, leveling out of the process for vacation selection, and responsibility for lost time due
to non-line of duty injuries.
 Implemented the Wellness Committee that brought together the Local 858 Union, Kaiser, Lockton, Denver
Health, and Administration to design a successful wellness program which includes an adult wellness check.
 Implemented a cost-free blood pressure awareness program called “Stop, Drop and Control” along with a cost-
free program designed by Denver Health which identifies the possibility of a stroke or heart attack occurring
within the next 10 years.
 Reduced turnaround time for construction plan reviews and achieved a 75 percent on-time rate with no increase
in staffing levels and currently are collaborating with Development Services to streamline the process of
obtaining a construction permit.
 Secured $280,000 in grants to purchase the final phase of “black bunking gear”, essential safety gear worn by
firefighters when responding to calls.
309
Fire Departmental Summary
 Complete the development of a records management system for all department personnel. (Internal Processes)
 Complete the development of an employee performance review system for Department’s civil service personnel.
(Workforce)
 Continue to research additional funding opportunities to offset Department expenditures. (Fiscal)
310
Safety
Fire Department-Administration 01010-3521000
Agency Description
The Fire Department consists of two budgets, Fire Administration and Fire Operations. Fire Administration
includes the following divisions:
Administration provides overall policy direction and management of the Fire Department. It also performs
finance/budget accounting, warehouse management, psychological services, human resources, labor relations,
public education, and media relations functions.
Fire Prevention and Investigation inspects existing buildings and ensures the construction of safe buildings and
structures through plan reviews, enforcement, and the issuance of occupancy permits. It also issues permits for
pyrotechnic displays and fire protection systems. The Investigation Division identifies the origin and cause of all
fires, collects evidence, interviews witnesses and suspects, and aids in criminal prosecution. The Hazardous
Materials section responds to and provides abatement for hazardous materials incidents.
Technical Services includes the Line Shop, Fleet Management, the Communications Center and Fire Station and
Facility Maintenance. The Line Shop maintains electrical and electronic equipment and installs and services radio
and computer technology. Fleet Management purchases and maintains all motorized equipment, miscellaneous
tools and all breathing apparatus. The Communication Center provides for all the communication activity
including dispatching and electronic records keeping. Facility maintenance is responsible for the maintenance of
all Fire Department facilities.
Safety and Training provides training to all new firefighters and continuing education to all tenured firefighters.
The Division administers curriculums, video training, annual physicals, in-service training, and a safety program.

Fire Prevention and Investigations
Number of plan reviews 7,204 8,100 8,500
Percent of plan reviews completed in 10 days 83% 90% 95%
Number of orders to comply issued by the Fire Prevention Division1 1,757 2,150 2,500
Percent of annual inspections completed 91% 93% 100%
Safety and Training

Number of recruiting sessions held 200 200 200
Number of academy classes held 2 1 0
Number of workers compensation claims 160 120 120
¹Orders to comply are issued when a business does not comply with the Fire Code.

Expenditures
Budget Savings 0 345,092 0 (345,092) (100.0%)
$22,998,994 $24,167,700 $23,080,600 ($1,087,100) (4.5%)
311

Fire Prevention/Investigation $6,299,845 $7,202,481 $6,946,630 ($255,851) (3.6%)
Technical Services 4,942,189 4,860,798 5,201,204 340,406 7.0%
Administration Services 6,376,120 6,881,389 5,937,061 (944,328) (13.7%)
Safety and Training 1,996,371 1,900,275 1,756,931 (143,344) (7.5%)
Fleet Management 3,384,467 3,322,757 3,238,774 (83,983) (2.5%)
$22,998,994 $24,167,700 $23,080,600 ($1,087,100) (4.5%)

Fire Prevention/Investigation 63.00 62.00 62.00 0.00 0.0%
Technical Services 45.00 45.00 45.00 0.00 0.0%
Administration Services 31.00 28.00 28.00 0.00 0.0%
Safety and Training 11.00 12.00 12.00 0.00 0.0%
Fleet Management 19.50 19.00 18.00 (1.00) (5.3%)
169.50 166.00 165.00 (1.00) (0.6%)
Revenue
Use Charges $40,644 $90,600 $95,400 $4,800 5.3%
Misc. General Government 1,843,281 2,147,500 5,446,500 3,299,000 153.6%
Licenses and Permits 1,214,864 1,185,000 1,195,000 10,000 0.8%
Internal Svc & Indirect Charges 387,943 325,000 325,000 0 0.0%
Fees 1,388,092 1,712,000 1,800,000 88,000 5.1%
$5,560,320 $5,910,100 $9,361,900 $3,451,800 58.4%

In 2009, a savings of $345,100 in personnel services due to $37,100 for wage and benefit savings and $308,000 for
 A savings of $500,900 would be achieved if the members of Denver Firefighters Union Local #858 approve the
current proposal before them. If the members do not approve forgoing a 4.0 percent wage increase, then the
savings will be realized through a reduction of 54 uniform firefighters between both Fire Administration and
Fire Operations or by requiring firefighters to take the necessary number of furlough days to achieve those
savings.
 An increase of $300,000 for reimbursable overtime. These expenditures are off-set by revenue.
 An increase of $145,100 in personnel services due to a rate increase in the longevity calculation per the
Collective Bargaining Agreement.
 A reduction of $341,700 in personnel services due to holding four positions vacant in 2010. This includes one
uniform recruiter position, one uniform carpenter, one uniform public information officer and one administrative
support assistant.
312
 A reduction of $38,200 and 1.0 FTE custodian position. The duties of this position were absorbed into a service
contract and the position was abolished mid-year 2009.
 A decrease of $716,400 in internal services due to decreased workers compensation costs.
 A net decrease of $184,400 in services and supplies and capital equipment due to a reduction in the amount of
capital equipment purchases in 2010.
 A decrease of $150,000 in services in supplies due to no recruit classes being scheduled in 2010. This includes
$50,000 for uniforms and $100,000 for replacement bunking gear.
 A decrease of $100,000 in services and supplies as a result of reducing the uniform allotment for uniform
firefighters.
 A decrease of $344,000 internal services due to a decrease in fuel usage and costs. This includes $90,000 as a
result of new policies and procedures and $254,000 for decreased fuel costs.
 A decrease of $82,400 in services and supplies to reflect actual expenditures.
Capital Equipment
General Fund
Radio Transmitter 2 Replacement

Expenditures
FEMA Assistance to Firefighters (12230-3521101) $35,229 $228,837 $0 0.00
Fire Prevention/Investig. Donations (12706-3521000) 78,760 80,000 80,000 0.00
Rocky Mountain Fire Academy (12819-3521000) 124,098 116,000 116,000 0.00
$238,087 $424,837 $196,000 0.00
The FEMA Assistance to Firefighters funds a partnership between the City and Denver Public Schools to
provide fire safety training to elementary students. The Federal Emergency Management Agency of the U.S.
Department of Homeland Security provides a direct grant to fund the partnership.
The Fire Prevention/Investigation Donations cover the costs for the Fire Prevention/Investigation Divisions life
safety seminars provided to Denver Public Schools, local businesses, and City residences. Funds are used for
brochures, supplies, and fire education materials. Revenue comes from contributions, donations, registration fees
from seminars and other private sources.
The Rocky Mountain Fire Academy fund pays for operation and maintenance of the Academy. The Academy is
jointly operated and maintained by the City and County of Denver and the City of Aurora. Revenue to this fund
comes from payments by the City of Aurora and transfers from the General Fund.
313
Safety
Fire Department-Operations 01010-3522000
Agency Description
The Fire Department consists of two budgets, Fire Administration and Fire Operations. Fire Operations includes
the following:
Suppression extinguishes all fires, responds to calls for medical assistance, hazardous materials incidents,
automobile accidents, and other emergencies. They can be reached at 911.
The Fire Recruits budget funds the recruits' salary, benefits and equipment throughout the Academy and field
training. In prior years, the recruits were funded through vacancy savings in the Fire Administration and
Operations budgets.
Airport Fire and Rescue provides emergency services at the airport and surrounding five-mile area. These duties
include, but are not limited to the following:
Aircraft Accident Mitigation – Evacuation, rescue, fire suppression, EMS and operations level hazardous
materials response.
Airport Structures – Fire Suppression, fire prevention, fire inspections, EMS and operations level hazardous
materials response.
Training – Federal Aviation Administration regulations Part 139 and Denver Fire Department requirements.

Total number of responses by the Department 96,251 97,000 97,000

Percent of fires contained to the room of origin 26% 30% 30%
Percent of EMS calls within 4-minute response 87% 90% 90%
Percent of front-line apparatus available at any time1 87% 87% 90%
Number of mitigation of hazardous material incidents 2,489 3,000 3,000
¹Front-line apparatus can be out for repairs and preventative maintenance.

Expenditures
Personnel Services $76,827,074 $76,939,341 $78,869,322 $1,929,981 2.5%
Budget Savings 0 410 0 (410) (100.0%)
$77,723,493 $77,958,400 $79,769,300 $1,810,900 2.3%
Suppression $67,111,745 $65,344,731 $68,010,333 $2,665,602 4.1%

Recruits 219,626 1,200,000 0 (1,200,000) (100.0%)
Airport 10,392,121 11,413,669 11,758,967 345,298 3.0%
$77,723,493 $77,958,400 $79,769,300 $1,810,900 2.3%
314
Fire Department-Operations 01010-3522000

Suppression 690.00 692.00 692.00 0.00 0.0%
Airport 99.00 99.00 99.00 0.00 0.0%
789.00 791.00 791.00 0.00 0.0%
Revenue
Misc. General Government $746,928 $650,000 $1,450,000 $800,000 123.1%
Internal Svc & Indirect Charges 10,545,605 11,000,000 12,152,500 1,152,500 10.5%
$11,292,533 $11,650,000 $13,602,500 $1,952,500 16.8%
 A savings of $2,823,100 would be achieved if the members of the Denver Firefighters Union Local #858
approve the current proposal before them. If the members do not approve forgoing a 4.0 percent increase, then
the savings will be realized through a reduction in force of 54 uniform firefighters between both Fire Operations
and Fire Administration or by requiring firefighters to take the necessary number of furlough days to achieve
those savings.
 An increase of $1,154,000 in personnel services due to a rate increase in the longevity calculation per the
Collective Bargaining Agreement.
 An increase of $646,600 for reimbursable overtime. These expenditures are off-set by revenue.
 A decrease of $1,200,000 in Recruits due to no recruit classes being scheduled in 2010.
 A decrease of $74,500 in personnel services due to suspension of the bilingual pay program in 2010. This
includes $67,500 in Suppression and $7,000 in Airport Fire and Rescue.
 A decrease of $88,000 in services in supplies due to a reduction in a Denver Health contract. Denver Health
provides training services to recruits and no recruit classes are scheduled in 2010.
No vacancy savings is budgeted in 2010. The budgeted furlough savings is $997.
Capital Equipment
General Fund
Miscellaneous minor equipment 10 Replacement
315
Safety
Undersheriff Summary 01010-3530000
2008 2009 2010

General Fund
Agencies
Total $92,074,748 $95,179,100 $94,506,900
Expenditures
Note:

Permanent Full-Time Uniform 760.0 767.0 736.0
316
Safety
Undersheriff Departmental Summary
The Undersheriff Department manages two jails and one community corrections facility, processes court-ordered
civil actions, and provides security for Denver's district and county court system. The Department is divided into
two agencies: Undersheriff Administration and Undersheriff Operations.
Undersheriff Administration is responsible for the overall management, resource allocation, and strategic
direction of the Undersheriff Department. It manages the administrative and personnel functions of the
Undersheriff, as well as the Finance, Training, and Resource Development Divisions.
Undersheriff Operations operates and maintains the County Jail, the Pre-Arraignment Detention Facility
(PADF), Court Services, and the Vehicle Impound Facility. It also oversees the contract for inmate medical
services with Denver Health Medical Center (DHMC). The State provides funding for the Sheriff Department to
operate a Community Corrections Program as an alternative to Department of Corrections sentencing and as a
precursor to acceptance at a community-based program. It also operates a Work Release Program for sentenced
misdemeanants.
Mission
To promote public confidence and provide public safety by maintaining a safe, secure environment for staff and
inmates and by meeting all established statutory requirements.
 Entered the final stages of construction for the new Justice Center and assembled a transition team to finalize the
operational procedures and training for the opening of the Justice Center in the first quarter of 2010. PADF
operations will move to the Justice Center.
 Passed the American Correctional Association (ACA) inspection with an overall score of 94.3 percent and
became accredited by the ACA.
 Implemented a new Jail Management System that captures all information necessary to process, track and release
inmates. This includes all booking numbers, charges, court dispositions and property.
 Expanded the County Jail inmate programs to include more programs such as the Women’s Life Skills Training
and Serve Safe.
 Provide a safe and secure environment for inmates and staff by maintaining American Correctional Association
accreditation and by reducing jail violence and suicide attempts. (Safer Communities)
 Reduce recidivism by providing more psychological services and expanding Inmate Life Skills Training and
reentry initiatives. (Safer Communities)
 Efficiently administer the City and County of Denver’s criminal justice services by proactively managing inmate
medical services and by improving community relations. (Fiscal)
 Implement operational changes mandated by revisions to the “No Valid Operator License” provision in the DRMC
Sections 54-811(10)(20) and 54-813(c). (Safer Communities)
317
Safety
Undersheriff-Administration 01010-3531000
Agency Description
Undersheriff Administration manages the administrative and personnel functions of the Undersheriff, as well as
the Training and Resource Development Divisions.
Administration provides overall policy direction and management of the Sheriff Department. It manages the
administrative and personnel functions of the Undersheriff, as well as the budgeting, accounting and purchasing
functions.
Training develops, implements and manages training programs for Denver Sheriff Department employees.
Resource Development performs background checks on all deputy sheriff applicants and maintains the National
Crime Information Center (NCIC). The section also performs internal and civil liabilities investigations and
manages the Relief Factor Management System (RFMS), the Department's time-keeping and scheduling system.
Mission
To promote public confidence and provide public safety by providing support for all operations of the department
and meeting all established statutory requirements.

Percent of mandatory ACA standards met 98.5% 100% 100%
Percent of non-mandatory ACA Standards met 89.35% 93% 95%
Number of recruitment and community events attended by DSD staff 183 123 150
Recruit graduation rate 85.87% 85% 85%
Number of total training hours 19,033 22,658 24,528
Percent of staff trained – in service 74.60% 70% 80%
Number of public complaints about access to visits 14 9 15
Number of visits scheduled 49,727 45,000 47,500
Error rate for processing and filing of District Court Warrants 3.63% 4% 4%
Inmate processing fees collected $726,880 $744,900 $702,900

Expenditures
Budget Savings 0 20,383 0 (20,383) (100.0%)
$8,956,423 $7,444,800 $7,553,000 $108,200 1.5%
Administration Section $4,552,608 $4,176,936 $4,798,245 $621,309 14.9%

Training 2,574,642 1,242,019 858,108 (383,911) (30.9%)
Resource Development 1,829,171 2,025,845 1,896,647 (129,198) (6.4%)
$8,956,423 $7,444,800 $7,553,000 $108,200 1.5%
318

Administration Section 26.00 27.00 42.00 15.00 55.6%
Training 8.00 14.00 9.00 (5.00) (35.7%)
Resource Development 17.00 20.00 17.00 (3.00) (15.0%)
51.00 61.00 68.00 7.00 11.5%
Revenue
Miscellaneous Transfers $0 $363,000 $380,000 $17,000 4.7%
Fines and Forfeits 1,120 0 0 0 0.0%
Fees 1,110 29,900 30,000 100 0.3%
$7,481 $392,900 $410,000 $17,100 4.4%

 $20,400 due to wage and benefit savings
 $42,000 by converting one deputy sheriff position to a paralegal and eliminating another by utilizing the City’s
security contract at the McNichols Building. This savings is partially offset by an increase to the security
contract managed by the General Services Department.
After factoring in the 2009 personnel budget savings of $20,400, the net increase is $560,200, or 10.6 percent.
 A savings of $174,800 would be achieved if the members of the Sheriff’s Union, the Fraternal Order of Police,
reach and the membership approves an agreement to forgo a 4.5 percent wage increase in 2010. If no agreement
is reached or the agreement is not approved by the members, then savings will be realized through a reduction in
force of 45 deputy sheriffs or by requiring deputy sheriffs to take the necessary number of furlough days to
achieve those savings.
 A net increase of $434,000 and 6.0 FTE deputy sheriffs due to a transfer from Sheriff Operations.
 An increase of $66,100 and 1.0 FTE senior accountant to help implement operational changes, including the
tracking of bonds, mandated by revisions to the “No Valid Operator License” provision in the DRMC Sections
54-811(10)(20) and 54-813(c).
 An increase of $52,500 and 1.0 FTE executive administrative assistant that was transferred from Sheriff
Operations and upgraded from an administrative assistant III.
 An increase of $900 in personnel services for immunizations required to be offered to uniform personnel by the
collective bargaining agreement.
 A net increase of $41,000 in services and supplies due to the transfer of the utilization management nurse from
Sheriff Operations and then converting it to a half-time contract position.
 A decrease of $61,000 and 1.0 FTE deputy sheriff due to transferring the security function at the Treasury
Building to a contract for building security that is managed by the City’s General Services Department.
319
 A decrease of $20,000 in personnel services due to converting a deputy sheriff to a civilian paralegal position.
 A decrease of $366,600 in internal services for Workers’ Compensation charges.
 A decrease of $96,800 in internal services due to $76,300 for copy center charges and postage and $20,500 for
gas, oil and fuel.
 A decrease of $25,500 in capital equipment for the one-time purchase of radio accessories and a video training
system in 2009.
Capital Equipment
None

Expenditures
Bulletproof Vest Partnership (12001-3531101) $44,550 $41,250 $44,000 0.00
Denver County Jail Life Skills Project (12001-3531101) 232,586 0 0 0.00
Inmate Processing Fee (12822-3531000) 505,783 688,000 600,000 0.00
Prisoner Reentry (12240-3531101) 1,228 198,000 150,544 2.75
$784,147 $927,250 $794,544 2.75
The Bulletproof Vest Partnership program provides reimbursement up to 50 percent of the total cost of each
bulletproof vest. The total cost of the vest includes all attachments, carriers, shipping, handling and fitting
charges. Revenue to this fund is a federal grant offered by the Office of Justice Programs in the U.S. Department
of Justice.
The Denver County Jail Life Skills project program provides skills and training programs aimed at reducing
recidivism among inmates. The training program includes life skills, computer classes, mentoring and literacy
programs as well as resume-development and interview training. The Life Skills grant ended 9/1/2008, but the
two case managers will continue to be funded in the Crime Prevention and Control Commission. Funding was a
direct federal grant from the U.S. Department of Education.
The Inmate Processing Fee fund accounts for receipts and disbursements of the processing fee that is charged to
convicted inmates. By state statute, 60 percent of the total revenue will be transferred to the General Fund to
offset costs, 20 percent will be used for training of law enforcement personnel, and the remaining 20 percent will
be used for a community-based treatment program for the inmates. Revenue to this fund consists of the Inmate
Processing fee which is set by state statute at $30 per arrest incident.
The Prisoner Reentry Initiative – Jail Transition project provides mental health treatment for female inmates with
serious mental health needs, including pre-release assessment, medication management, work force readiness, and
transition planning. The Denver Sheriff Department is partnered with a community based organization, Denver Inner
City Parish, to provide post-release vocational and employment case management services. Funding is through a
Federal grant administered by the Colorado Division of Criminal Justice.
320
Safety
Undersheriff-Operations 01010-3532000
Agency Description
Undersheriff Operations operates and maintains the County Jail, the Pre-Arraignment Detention Facility (PADF),
Court Services and the Vehicle Impound Facility. It also oversees the contract for inmate medical services with
Denver Health Medical Center (DHMC). The State provides funding for the Sheriff Department to operate a
Community Corrections Program as an alternative to Department of Corrections sentencing and as a precursor to
acceptance at a community-based program. The Sheriff Department also operates a Work Release Program for
sentenced misdemeanants and a Juvenile Offender Work Program for juveniles.
The Denver County Jail is a detention facility for prisoners awaiting trial on felony, misdemeanor, and City
ordinance violations. Sentences on misdemeanor and City ordinance violations are served at the Denver County
Jail. Sentenced felons are transported to the State Department of Corrections.
Court Services transports incarcerated defendants to trial, provides courtroom security, transports prisoners to and
from institutions designated by the courts, extradites offenders from other jurisdictions, and executes all other
court orders, including photo radar citations.
Medical Services contracts for care to detainees being held at the County Jail, PADF, and the Correctional Care
Medical Facility (CCMF). The medical services at the County Jail and PADF provide routine medical care and
dispense prescriptions whereas the CCMF at Denver Health Medical Center (DHMC) provides medical services
and evaluations for detainees who need special psychiatric care or who need to be separated from other detainees
for medical and/or psychiatric reasons.
Pre-Arraignment Detention Facility (PADF) is the intake center for all individuals arrested in Denver.
Arrestees are booked, identified and arraigned, then either released on bond or transferred to the County Jail.
Beginning in 2010, all PADF activities will move to the new Justice Center.
The Vehicle Impound Facility (VIF) ensures a secure location for abandoned and confiscated vehicles and for
vehicles impounded by law-enforcement and other supporting agencies. VIF also removes abandoned vehicles
from the streets of Denver, collects fees and charges due on impounded vehicles to cover costs incurred by the
City, and maintains auto theft records, repossession and private tow logs for law enforcement agencies. The
Division manages the intake, storage, security, release and disposal of confiscated or abandoned property.
Mission
To promote public confidence and provide public safety by maintaining a safe, secure environment for staff and
prisoners.

Inspection ratings from Health Department 96.19% 92.5% 94%

Percent of building code violations corrected on time 91.5% 92% 92%
Number of founded inmate grievances related to access care 7 6 10
Number of assaults: inmate to inmate 88 65 65*
Number of assaults: inmate to staff 16 18 16*
Number of fights between inmates 168 180 175*
Suicide attempts (both facilities) 28 26 26
Average daily population at County Jail 2008 2046 2046*
321

Percent Capacity at County Jail 113% 125% 125%
Average daily population downtown (PADF) 265 280 280*
Percent Capacity at Downtown (PADF) 166% 177% 125%
Average processing time at PADF (hours; receiving to housing) 2.96 3.5 3.0*
Recidivism rate 69.32 69.5 69.5
Average length of stay (days) 43.71 42.32 42.32
Number of inmates involved with GED 598 450 500
Number of inmates that graduate with GED 65 60 60
Average number of days for case processing (Internal Affairs; 59.55 55 55
excluding cases referred out)
Number of designated service complaints 55 60 60
Vehicle Impound Facility revenue collected $3,082,963 $2,512,000 $2,512,900
* These measures may change once the New Justice Centers.

Expenditures
Budget Savings 0 381,145 275,000 (106,145) (27.8%)
$83,118,326 $87,734,300 $86,953,900 ($780,400) (0.9%)
County Jail $40,732,268 $43,874,530 $43,294,143 ($580,387) (1.3%)

Court Services 5,756,819 5,614,349 6,417,447 803,098 14.3%
Medical Services 15,289,549 15,695,600 15,306,424 (389,176) (2.5%)
PADF 18,816,549 19,484,534 19,053,401 (431,133) (2.2%)
Vehicle Impoundment 2,523,138 3,065,287 2,882,485 (182,802) (6.0%)
$83,118,326 $87,734,300 $86,953,900 ($780,400) (0.9%)
County Jail 486.50 480.50 479.50 (1.00) (0.2%)
Court Services 76.00 71.00 72.00 1.00 1.4%
Medical Services 0.00 1.00 5.00 4.00 400.0%
PADF 222.00 228.00 216.00 (12.00) (5.3%)
Vehicle Impoundment 40.00 39.00 40.00 1.00 2.6%
824.50 819.50 812.50 (7.00) (0.9%)
Revenue
Use Charges $49,488 $51,500 $51,500 $0 0.0%
Fees 725,911 541,300 545,000 3,700 0.7%
Charges for Services 3,810,804 3,020,100 4,345,600 1,325,500 43.9%
$5,410,839 $4,222,600 $5,576,200 $1,353,600 32.1%
322

 $468,000 in personnel services due to eliminating eleven deputy sheriff positions in April
 $75,600 in personnel savings for wage and benefit savings
 $300,000 in services and supplies due to savings anticipated by purchasing food in bulk after the new centralized
food kitchen opened.
After factoring in 2009 personnel budget savings of $75,600, the net decrease is $443,900 or 0.67 percent.
 A savings of $2,350,200 would be achieved if members of the Sheriff’s Union, the Fraternal Order of Police,
reach and the membership approves an agreement to forgo a 4.5 percent wage increase in 2010. If no agreement
is reached or the agreement is not approved by the members, then savings will be realized through a reduction in
force of 45 deputy sheriffs for both Administration and Operations or by requiring deputy sheriffs to take the
necessary number of furlough days to achieve those savings.
 Due to implementing the civilian security specialist post, there is an increase of 24 civilian positions that are
directly offset by a decrease of 24 uniform deputy sheriffs. The civilian security specialist post provides security
functions in areas that do not require interactions with inmates.
 An increase of $280,000 and 5.0 FTE deputy sheriffs positions for seven months of service to house inmates
from other jurisdictions once space at the County Jail is available after the Justice Center opens. These costs
will be offset by revenue paid to house these inmates.
 An increase of $222,200 and 5.0 FTE civilian security specialists positions to enhance monitoring of people in
custody at the Denver Health emergency room. A staffing increase for security is necessary due to the
expansion of emergency services facilities at the Denver Health Medical Center.
 An increase of $63,300 and 1.0 FTE deputy sheriff position to cover the increase of vacation benefits granted in
the collective bargaining agreement.
 An increase of $44,000 and 1.0 FTE administrative assistant III positions at the Vehicle Impound Facility for
increased workload due to operational changes mandated by revisions to the “No Valid Operator License”
provision in the DRMC Sections 54-811(10)(20) and 54-813(c).
 A decrease of $624,000 and 11.00 FTE deputy sheriff positions for full-year savings of positions that were
eliminated in 2009.
 A decrease of $424,000 and 6.0 FTE deputy sheriff positions transferring to the Sheriff Administration budget.
 A decrease of $82,000 and 1.0 FTE utilization nurse position to the utilization nurse to Sheriff Administration
budget.
 A decrease of $44,900 and 1.0 FTE administrative assistant III position transferring to the transfer to Sheriff
Administration budget.
323
 A net increase of $309,400 in services and supplies for the medical services contract with Denver Health due
primarily to wage and benefit increases for the Denver Health employees who work at the County Jail. Denver
Health will increase medical staff when the Justice Center infirmary opens. These increases will be offset by
decreases to other contracted medical services provided by Denver Health.
 An increase of $233,000 in services and supplies needed for the 2010 opening of the Justice Center.
 An increase of $14,500 in personnel services for immunizations required to be offered to uniform personnel per
the collective bargaining agreement.
 A decrease of $132,900 in personnel services due to temporarily funding one deputy sheriff position, who works
in the inmate commissary, and one chaplain position in the Inmate Welfare Fund.
 A decrease of $66,300 in personnel services due to holding one supervisor position at the Vehicle Impound
Facility vacant through 2010.
 A decrease of $26,300 in personnel services due to a policy change in the way that civilian overtime is calculated
and paid.
 A decrease of $100,000 in services and supplies for alternative housing contracts to align the budget with actual
expenditures.
 A net decrease in capital equipment of $109,300 for the purchase of a magnetic sweeper, cash registers and a
scanner for the Vehicle Impound Facility that is offset by one-time equipment purchases in 2009.
 A budget of $275,000 in the budget savings restricted account for operational changes at the Vehicle Impound
Facility due to implementing revisions to the “No Valid Operator License” provision in the DRMC Sections 54-
811(10)(20) and 54-813(c).
Capital Equipment
General Fund
324
Other Safety Agencies Summary
2008 2009 2010

General Fund
Agencies
Denver District Attorney 17,296,009 17,830,600 16,786,600
Office of Emergency Management
and Homeland Security 526,390 575,600 536,100
Total $40,179,303 $41,756,300 $39,480,100
Expenditures
Capital Expenditures (4,517) 74,325 0

Public Safety $10,262,342 $9,239,209 $7,980,340

General Fund 460.3 464.0 458.1
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Other Safety Agencies – Civil Service Commission
Civil Service Commission 01010-1100000
Agency Description
The Denver Civil Service Commission was established in 1904 by City Charter. The Commission is an
independent agency with specific rules and regulations governed by the City Charter and various court orders.
The Commission administers the testing process for entry-level and promotional classified positions within the
Denver Police and Fire Departments, working to ensure responsible, fair and impartial testing procedures. The
Commission is also responsible for contracting with independent hearing officers to hear the disciplinary appeals
of Denver police officers and firefighters.
Mission
The Commission endeavors to certify the best qualified candidates for employment and promotions that represent
the diversity of the community we serve. This enables the Commission to not only meet but exceed our
responsibilities to the Mayor, City Council, Denver Police and Fire Departments, respective unions, employee
organizations and the Citizens of Denver. This is accomplished in compliance with the City Charter, Commission
rules, equal employment opportunity and fiscal accountability standards.
 Implemented a new entry-level police written exam that provides greater attention towards interpersonal skills
assessment of applicants.
 Certified a diverse group of police and firefighter applicants for employment opportunities in academy classes.
 Implemented the new Candidate Physical Ability Test (CPAT) which promotes physical conditioning related to
the essential job functions of a firefighter.
 Converted promotional department study material for Police and Fire to electronic format which eliminated the
printing of these documents thus reducing the cost to candidates seeking promotion.
 Continue to evaluate and implement best practices for testing methods for entry-level and promotional
opportunities. (Workforce)
 Improve diversity within academy classes by providing the Department of Safety qualified applicants from the
community it serves. (Workforce)
 Continue to promote and build on the recommendations of the City Council Diversity Task Force through
community outreach and support of new ideas for improvement. (Highest Quality Service)

On-site weekend testing opportunities per year 5 2 4
On-site weekday testing opportunities per year 129 37 125
Police and Fire academy classes 4 1 0
326
Civil Service Commission 01010-1100000

Police and Fire applicants tested 1 2524 613 2400
Public Safety Cadets tested 2 357 0 360
1
Fire testing is conducted on a two-year basis, with no Fire testing being conducted in 2009. Other reductions in 2009
are attributed to no academy classes for Police and Fire as well as no new hires for the Cadet program using the 2009
test. The testing to be conducted in 2010 for Police and Fire is to establish an applicant pool for consideration in 2011.
2
The Civil Service Commission provides administrative and computer lab services for the Public Safety Cadet Program
as requested by the Department of Safety.

Expenditures
Budget Savings 0 8,597 0 (8,597) (100.0%)
$1,603,443 $1,574,600 $1,304,200 ($270,400) (17.2%)
Administration $1,603,443 $1,574,600 $1,304,200 ($270,400) (17.2%)

Administration 17.80 17.50 13.80 (3.70) (21.1%)

After factoring in the 2009 budget personnel savings, the net decrease is $191,870 or 18.0 percent. There is
additional savings of $39,400 due to holding a senior human resources professional vacant for seven months.
 A decrease of $162,600 in personnel services that includes $65,300 to hold 1.0 FTE senior human resources
professional vacant for one year and $97,300 and 3.7 on-call investigators who perform background checks on
new recruits for the Denver Police and Fire Departments. No Police or Fire academy classes are planned in
2010.
 A decrease of $71,400 in services and supplies for medical, lab and polygraph services to screen new recruits
and promotional candidates in the Denver Police and Fire Departments.
The budgeted vacancy savings is $17,564 for 2010. The budgeted furlough savings is $12,951 for 2010.
Capital Equipment
None.
327
Other Safety Agencies – Denver District Attorney
Denver District Attorney 01010-0401000
Agency Description
The Denver District Attorney’s Office prosecutes misdemeanor, juvenile, and felony cases in County,
Juvenile, and District Courts; maintains an active community education and crime prevention program; and
provides assistance to witnesses and victims of crime.
The citizens of the City and County of Denver, as the Second Judicial District, elect the District Attorney as
provided by State Statute.
Administration manages the financial functions of the District Attorney’s Office, and handles police liaison
duties and dispersal of information to the media. This division also oversees the IT and data processing
function of the office, which maintains and supports the computer network and e-mail systems, and prepares
exhibits used in court proceedings. Attorneys in this division, including the District Attorney and Assistant
District Attorney, are on-call 24 hours a day, 7 days a week to respond to police-involved shootings,
homicides and in-custody deaths. The District Attorney’s Office also provides legal training to the Denver
Police Academy on Colorado criminal statutes and Constitutional Law as well as providing ongoing in-
service and specialized training as requested by the Police Department and the Sheriff Department. These
training programs are coordinated by the Administration Unit.
The Intake Division interacts closely with the Police Department in screening and filing criminal
complaints. This division works under strict timelines and provides coverage five days a week.
The County Court Division handles approximately 22,000 cases annually, including alcohol-related traffic
offenses as well as an extensive caseload of third-degree assault and domestic violence cases. The deputy
district attorneys are responsible for prosecutions in six county court courtrooms, including four trial
courtrooms and two arraignment courtrooms.
The Juvenile Court /Juvenile Diversion Division screens and files all cases in which the suspect/defendant
is under the age of 18. First-time property offenders who admit their culpability may be diverted into the
Juvenile Diversion program. The division handles a large volume of cases involving juveniles charged with
possession of a handgun and juveniles charged with sexual offenses and may file cases directly into District
Court (violent offenders 14 and over).
The District Court Division handles all felony cases except those routed to the Family Violence Unit, Gang
Unit, Drug Court Unit or Economic Crime Unit. There are eight criminal teams in the District Court
Division. Each team’s courtroom includes three deputy attorneys, a victim advocate, an investigator, and a
legal secretary. Teams follow a case from preliminary hearing to sentencing, interacting with police
investigators and victims. All Chief Deputies and a few senior deputies rotate through a weekly 24/7 on-call
system, responding to homicide scenes, and serving in an advisory role for officers and investigators of the
Police Department. Chief Deputies provide on-call staffing for a variety of specialized legal issues including
technology warrants, animal cruelty and arson. Also within this division is the Gang Task Force, which
investigates gang-related homicides cases through the use of the Grand Jury.
The Gang Unit consists of prosecutors and investigators with special knowledge and expertise in the area of
gangs. This team typically prosecutes felony criminal cases that have gang involvement.
The Family Violence Unit (FVU) screens and prosecutes cases involving all aspects of family violence,
including spousal, intimate partner, elderly and child abuse, as well as child sexual assault. FVU staff are
on-call 24/7 to respond to child fatalities and provide assistance in investigations of child sexual assault.
328
The Economic Crime Unit (ECU) investigates and prosecutes complex financial crimes and consumer
fraud offenses, including check fraud, mortgage fraud, securities fraud, embezzlement, public corruption,
election fraud, and the financial exploitation of the elderly. The unit has emphasized prosecution of crimes
against the elderly and crimes committed by organized groups who commit identity theft, automobile theft or
other complex financial crimes. The ECU has its own intake unit and takes complaints directly from citizens
or business (approximately 10,000 to 11,000 complaints a year). The ECU also staffs, manages and utilizes
the two Denver Statutory Grand Juries, who meet on average 30 to 35 times a year each.
The Drug Court Unit/ High Intensity Drug Trafficking Area (HIDTA) screens, files and prosecutes
felony drug possession cases in which defendants are eligible for Drug Court. This unit handles
approximately 2,000 felonies annually. The Drug Court Unit has a strong treatment and supervision
component to help defendants overcome their drug habits and avoid prison. HIDTA is a collaborated multi-
metro agency effort to identify, investigate and dismantle major drug trafficking organizations operating in
the metropolitan area with an emphasis on methamphetamine and the southwest border. The assigned
deputy district attorney assists the Front Range Drug Task Force in an advisory role and assures full
prosecution of offenders.
The Appellate Division is responsible for briefing and arguing cases through the Colorado Court of Appeals
and the Colorado Supreme Court and has in the past argued cases in the United States Supreme Court. When
the Colorado legislature is in session, this division reviews the constitutionality of every proposed criminal
statute or amendment. The division also assists deputies with motions and legal argument preparation and
performs emergency research during hearings and trials. It maintains a legislative data bank and updates the
office on changes and trends in current case law.
The Confiscations Unit brings civil actions seeking either to seize assets used either in the commission of
crime or in support of criminal activities, or to abate a criminal nuisance. The staff assists in the
administration of the Confiscation Fund Board, which allocates funds seized from criminally-obtained assets
and handles the requests for the use of those funds by law enforcement. By statute, proceeds from the sale of
assets confiscated from criminals can be used for law enforcement equipment and training.
The Special Programs Unit focuses directly on crime prevention and services to victims. These programs
include:
 Victims Services Network (VSN) – A national model of collaboration that brings together multiple
agencies, both public and private, to more effectively serve victims.
 Domestic Violence Triage Program – A multi-agency program in which all domestic violence
incidents are reviewed to provide immediate intervention and resources.
 Communities Against Senior Exploitation (CASE) – A national model providing training and
resources to protect seniors from consumer fraud.
Mission
To professionally and competently prosecute crimes on behalf of the people of the State of Colorado and in
so doing, advocate victims’ rights, advise and consult in the deterrence and prevention of crime, and ensure
the open, even-handed and humane administration of justice.
329
 Developed a computerized interface with the County Court (Themis Interface). Case information is now
electronically transferred from the courts to the District Attorney’s (DA’s) office, eliminating the need for
manual data entry, saving significant staff time and providing recurring savings.
 Provided criminal case information online to the public with special access available to law enforcement
personnel. JustWare technology also provides internal uploading of transcripts and customized reports,
saving staff time and providing recurring savings.
 Spearheaded the effort for a new state law in which a person’s DNA is taken at the time of a felony arrest.
The expanded database will help to exonerate the innocent and is expected to lead to the arrest and
conviction of violent and serial predators that primarily prey on women and children.
 Collaborated with the Police Department, Denver Human Services and Denver Public Health to update the
guidelines for handling child abuse and child sexual assault cases, with the significant addition of a
protocol for handling cases involving drug-endangered children exposed to dangerous chemicals and other
hazards associated with illegal drugs.
 The Gang Task Force continued to aggressively investigate gang homicides, working closely with the
Metro Gang Task Force and federal authorities and using the resources of Denver’s Grand Jury. The work
of the combined task forces have resulted in several major indictments including indictments in the high
profile murders of a Denver Bronco and a witness.
 Provided witness protection assistance to more than 40 witnesses and their families since the inception of
the Witness Protection Program in 2008. The District Attorney’s Office is the only prosecution office in
Colorado with a dedicated full-time investigator protecting victims and witnesses from intimidation and
retaliation.
 In 2008, the Economic Crime Unit worked to get more than $17,000,000 in restitution ordered by the
Court. More than $1,000,000 in restitution was collected up front.
 Enabled Juvenile Diversion clients to create and sell art work through the Juvenile Diversion ARTT
Program to pay their restitution; collected more than $28,000 on behalf of victims.
 Became an international prosecution model by hosting two separate international delegations in 2008. A
group of 20 justice professionals representing countries from Africa, Latin America and Asia and a
separate delegation of Supreme Court justices from China came to study Denver’s criminal justice system.
Denver was selected because of a national reputation as a leader in the field of victim services.
 Continued to successfully reduce burglaries in Denver in collaboration with the Police Department’s Crime
Lab and investigators through the DNA Burglary Project. The project has resulted in the apprehension and
prosecution of more than 168 prolific burglars, which has contributed to a 33 percent reduction in property
crimes. Annual savings to citizens in Denver are estimated at more than $29 million to date.
 Continued to work with the Police Department on unsolved homicide and sexual assault cases using the
latest in DNA technology. This project is entirely grant-funded by the National Institute of Justice. Fifty-
five cases have been filed against criminals involved in murders, sexual assaults, sexual assaults on
children, kidnapping and robbery. All fifty-five defendants have at least one contact with law enforcement
for a sexual offense.
330
 Moved eligible defendants into the Drug Court program. In 2008, 798 defendants were accepted into the
Drug Court program. Of those, nearly half (396) have successfully graduated from the program.
 Pursue post-conviction DNA project. The District Attorney is seeking grant funding in conjunction with
the Colorado Attorney General’s Office to systematically apply DNA technology to past criminal
convictions to assure the District Attorney’s truth-seeking obligations are met. The project would review
qualifying cases in which DNA technology could provide exonerating evidence.
 Expand the CASE program and develop a partnership with TRIAD and grocery stores for a public
awareness “Stop putting your purse in the shopping cart” campaign and continue working with financial
institutions to help stop elder financial exploitation.
 Continue to build upon the successful DNA-based projects by seeking ways to expand upon DNA
technology in the investigation and prosecution of crimes.
 Continue to work collaboratively with the Police Department to implement an electronic case filing
system.
 Continue the work of the Gang Task Force, including the use of the Grand Jury as a tool for conducting
effective gang homicide investigations, and continue to ensure effective prosecution of these cases to the
fullest extent possible
 Continue to aggressively research and pursue appropriate grant funding to help ensure consistent, high-
quality levels of service in light of budget constraints.

Number of crime awareness presentations/seminars presented1 991 100 100
Number of misdemeanor and state traffic offenses prosecuted 21,605 24,000 23,000
Number of felony trials 142 198 150
Number of felony and drug offenses prosecuted 6,501 7,500 6,500
1
Figures are based on the number of presentations and seminars conducted locally. Prior to 2008 presentations
and seminars were conducted nationally. However, these programs were discontinued due to a decrease in grant
funding.

Expenditures
Budget Savings 0 126,959 0 (126,959) (100.0%)
$17,296,009 $17,830,600 $16,786,600 ($1,044,000) (5.9%)
331

Administration $2,251,326 $4,271,368 $4,089,499 ($181,869) (4.3%)
Appellate 524,853 559,323 526,962 (32,361) (5.8%)
Intake 307,183 292,824 297,610 4,786 1.6%
County Court 1,929,375 2,025,435 1,903,643 (121,792) (6.0%)
District Court 6,594,684 4,905,774 5,211,014 305,240 6.2%
Family Violence Unit 1,620,973 1,430,763 1,399,797 (30,966) (2.2%)
Juvenile Division/ Juvenile 1,566,864 1,593,993 1,447,291 (146,702) (9.2%)
Diversion
Economic Crime Unit 1,874,004 1,768,095 1,582,132 (185,963) (10.5%)
Gang Unit 0 934,195 0 (934,195) (100.0%)
Drug Court Unit 626,746 48,830 328,652 279,822 573.1%
$17,296,009 $17,830,600 $16,786,600 ($1,044,000) (5.9%)
Administration 28.75 29.00 27.00 (2.00) (6.9%)
Appellate 5.00 5.00 5.00 0.00 0.0%
Intake 3.75 2.75 3.00 0.25 9.1%
County Court 25.75 27.75 28.50 0.75 2.7%
District Court 54.50 54.50 61.50 7.00 12.8%
Family Violence Unit 14.75 15.50 16.00 0.50 3.2%
Juvenile Division/ Juvenile 20.75 21.00 19.00 (2.00) (9.5%)
Diversion
Economic Crime Unit 21.25 21.00 19.75 (1.25) (6.0%)
Gang Unit 9.50 9.00 0.00 (9.00) (100.0%)
Drug Court Unit 2.00 1.00 4.00 3.00 300.0%
186.00 186.50 183.75 (2.25) (1.2%)
Revenue
Miscellaneous Intergovernmental $141,206 $154,800 $167,200 $12,400 8.0%
Internal Svc & Indirect Charges 1,676 0 0 0 0.0%
Fees 344 0 0 0 0.0%
$508,970 $479,800 $492,200 $12,400 2.6%

In 2009, a savings of $286,800 in personnel services due to wage and benefits savings and increased vacancy
savings.
After factoring in the 2009 personnel budget savings of 127,000, the net decrease is $1,017,600 or 6.1
percent.
 An extension of 4.0 FTE and $378,800 to continue the Gang Task Force for a full-year funding. The
positions were to end December 2009 but have been extended through December 2010, to continue DA’s
role in the Metro Gang Task Force. The Task Force will be staffed as followed: 2.0 senior deputy district
attorneys; 1.0 senior criminal/civil investigator; and 1.0 legal secretary.
332
 An increase of $95,000 and 1.75 FTE to properly reflect number of hours actually worked.
 A decrease of $639,000 in personnel due to increased vacancy savings.
 A decrease of $361,000 and 4.5 FTE which includes 2.0 deputy district attorneys and 2.5 administrative
support assistant II’s due to limited positions expiring at the end of 2009.
 A net increase of $18,500 in internal services due to increased cell phone and Workers’ Compensation
costs.
 A decrease of $21,600 in services and supplies due to a reduction in dues and membership fees to the
Colorado Attorney’s Council.
 A decrease of $23,300 in capital equipment for a one-time purchase of a replacement vehicle in 2009.
The budgeted vacancy savings is $332,806. The budgeted furlough is $264,728
Capital Equipment
None.

Expenditures
ARRA Community Advocate (12217-0401101) $0 $11,313 $33,939 0.62
ARRA Dom. Viol. Collab. Training (12217-0401101) 0 23,486 70,439 1.00
ARRA Sex Assault Prosec. Enhance. (12217-0401101) 0 41,325 123,974 1.00
DA Victim Services Donations (12707-0401000) 111,450 141,669 144,857 2.80
Denver DA FVU Victim Advocate (12250-0401101) 50,790 50,790 50,790 1.00
Denver Integ. Cold Case DNA Demo (12001-0401101) 708,752 744,490 0 0.00
District Attorney Donations (12701-0401000) 31,206 0 0 0.00
Federal Crime Victim Compensation (12250-0401101) 1,045,000 1,530,000 1,200,000 0.00
Integrated Domestic Violence Prosec. (12250-0401101) 90,929 96,988 44,726 1.25
Juvenile Diversion ARTT/ Mentoring (12012-0401101) 143,177 125,350 113,667 1.00
NIJ Research Study - ILJ Denver Site (12001-0401101) 68,135 23,691 0 0.00
Property Confiscation Fund (12010-0405101) 825,705 1,214,100 1,000,000 0.00
Victim Assist. - DA/State Surcharge (12811-0401000) 99,746 176,000 130,900 1.50
Victim Assist. - Municipal Surcharge (12810-0401000) 270,068 210,000 272,663 3.50
$3,444,958 $4,389,202 $3,185,955 13.67
The American Recovery and Reinvestment Act (ARRA) Community Advocate will allow the District
Attorney's Office to reinstate the Community Victim Advocate Program. The CVA will assist
communication in assessing victims' of crime needs and services and then train volunteers to meet these
needs. Revenue for this fund is a federal grant passed through the Colorado Division of Criminal Justice.
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The American Recovery and Reinvestment Act (ARRA) Sexual Assault Prosecution Enhancement
grant will create a full-time sexual assault prosecutor specialist position to work closely with law
enforcement and prosecutors to improve the filing and conviction rates of sexual assaults in the City and
County of Denver. The specialist will conduct advanced sexual assault training and assist with investigation
and trial duties for law enforcement and prosecutors, based on best practices. Additionally, the specialist will
work collaboratively with organizations in underserved communities to provide culturally appropriate
trainings on the legal rights of sexual assault victims. Revenue for this fund is a federal grant passed through
the Colorado Division of Criminal Justice.
The American Recovery and Reinvestment Act (ARRA) Domestic Violence Collaboration Training
project is administered by the District Attorney's Office, on behalf of Denver's collaborative domestic
violence response partners, including the City Attorney's Office, Police Department, County Court
Probation, the Domestic Violence Coordinating Council, Safehouse, Safeguard, AMEND, Juvenile
Diversion and Juvenile Probation. The project will provide for a Training and Resource Coordinator as a
time limited position to coordinate curricula development, institutionalize training, form a community
presenters bureau and update protocols in order to support the skill and team development of the
collaborative. The grant will provide training modules, identify qualified people to deliver the trainings,
develop a schedule, materials and technolgy to deliver a spectrum of training to be utilized over time for the
Triage Team as well as the DV Center and the community. Revenue for this fund is a federal grant passed
through the Colorado Division of Criminal Justice.
The District Attorney Victim Services Donations program pays for supplies and computer support for
services to victims of crime and service providers who serve crime victims. Revenues to this fund come from
private donations.
The Denver District Attorney Family Violence Victim Unit Advocate program provides funding for a
victim advocate position to provide services to victims of domestic violence and sexual assault on children
cases filed in the Denver District Court. Revenue for this fund is a federal grant passed through the State of
Denver Integrated Cold Case DNA Unit Demonstration Model/ JAG Recovery Formula Grant is a joint
project between the District Attorney’s (DA’s) Office and the Police Department, which enables the investigation
and prosecution of cold cases using DNA technology. Funding also supports victim services. Through this
project, more DNA profiles from unsolved cases will be entered into the CODIS system, enabling repeat offenders
to be incarcerated and future crimes to be avoided. The DA‘s Office and Police Department's work on this project
has generated national recognition. This work is funded by a federal grant from the U.S. Department of Justice.
The JAG Recovery Formula Grant will continue to fund this important project when the Denver Integrated Cold
Case DNA Unit Demonstration Model funding ends.
The District Attorney Donations fund was used for the implementation of special projects to further the
goals of the agency. Revenues to this fund came from contributions, donations, project incomes or other
private sources.
The Federal Crime Victim Compensation program supports eligible victims of crime that occurs in Denver.
These are federal funds passed through to the Crime Victim Comp Program in the 2nd Judicial District.
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The Integrated Domestic Violence Prosecution Program resolves domestic violence cases by providing
swift and sure consequences for perpetrators, insuring prompt services and referrals, and maximizing system
resources. The program is a collaborated effort between the DA's Office, Police Department, City Attorney
and numerous community based non-profits. The high level of interaction between the agencies is vital to the
overall downturn in domestic violence in our community. All revenue to this program is from a federal grant
from the U.S. Department of Justice.
The Juvenile Diversion ARTT/Mentoring program assists juveniles in earning money to pay their restitution and
provides mentoring and programming to help youth participants make positive life choices. This program is
funded by a State grant.
National Institute for Justice (NIJ) Research Study-Institute for Law and Justice (ILJ) Denver Site estimates
the percent of crime scenes from which one or more types of forensic evidence are collected; describes and
catalogs the kinds of forensic evidence collected at the crime scenes; tracks the use and attrition of forensic
evidence in the criminal justice system; and identifies which forms of forensic evidence contribute most frequently
to successful case outcomes. This work is funded by federal grants from the Institute for Law and Justice (ILJ),
the National Institute for Justice, and the U.S. Department of Justice.
The Property Confiscation Fund supports activities of the Police Department and the District Attorney. By
municipal ordinance, the funds can be used for training, equipment and victim reimbursement. Funds are
derived from the sale of civil property that is seized by court order; the proceeds are deposited in the fund by
the Police Property Bureau.
Victim Assistance State Surcharge is part of the VALE program and provides counseling to victims of
crime. The surcharge also provides funding to the Victim Compensation Fund to reimburse victims for
financial losses. Revenue comes from a surcharge on state criminal convictions. The surcharge is
determined by individual judges based upon the fine or type of crime.
Victim Assistance Municipal Surcharge is part of the Municipal Victim Assistance and Law Enforcement
(VALE) ordinance, which established victim assistance programs in the Police Department, the District
Attorney's (DA) Office, County Court and the City Attorney's Office. The DA’s Office uses its portion of
these funds to provide counseling and support services for domestic violence victims. Revenue comes from
a $20 surcharge on all municipal ordinance violation convictions (except parking violations). Monthly
disbursements are made to the four agencies based upon a formula recommended by the VALE Board and
approved by the Mayor.
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Other Safety Agencies – Denver County Court
Denver County Court 01010-0501000
Agency Description
Denver County Court, both a municipal and county court, adjudicates all traffic code violations; violations of State
Statute, including misdemeanors and felonies through preliminary hearing; violations of City ordinances; civil
cases up to $15,000; and small claims up to $7,500. Denver County Court also provides probation services,
including evaluation and treatment referral services for drunk driving and domestic violence offenders.
The court is comprised of 17 judges who must be qualified Denver electors and have practiced law for at least five
years.
Administration manages County Court's financial operations and human resource functions, enabling it to better
administer justice and serve the public. This division is also responsible for the management of the major court
divisions – Traffic, Civil, Criminal and General Sessions – as well as the support functions of interpreters,
transcribers, information systems, marshals, probation, warrants and the Parking Magistrate's Office.
The Traffic Division adjudicates all City moving violation tickets.
The Civil Division adjudicates civil lawsuits up to $15,000, name changes and landlord-tenant matters. It issues
restraining orders, summonses, garnishments and transcripts of judgment as provided by State Statute. In addition,
it adjudicates small claims matters up to $7,500.
The Criminal Division adjudicates state misdemeanors. It also hears felony cases through preliminary hearings.
The General Sessions Division adjudicates City ordinance violations other than traffic. This includes general
violations, general sessions and juvenile matters.
The Probation Department is responsible for providing assessments, evaluations and recommendations to the
court. The department monitors compliance with court orders for those sentenced to probation.
The Warrants Division manages all warrants issued by Denver County Court and coordinates the transportation
and court appearances of in-custody defendants. The division provides the Police Department 24-hour verification
of county court warrants and manages the 24/7 bonding office.
Mission
To administer justice fairly, efficiently and effectively, while providing excellent customer service and a positive
work environment.
 Implemented E-Filing in the Civil Division May 1, 2009 requiring Attorneys to file cases and all related
documents electronically, saving time and paper.
 Implemented new judicial performance measurements in 2009 to assist the Court in case flow management.
 Began accepting payments for traffic related matters over the Internet on April 27, 2009.
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 Began electronically referring delinquent fine accounts to a private collection agency, Integral Recoveries. Since
March of 2009 a total of $1,000,000 has been collected.
 Implemented E-Court in the Criminal Division arraignment courtrooms in December of 2008, and the felony
preliminary hearing courtroom in March of 2009.
 Entered into an agreement with the Department of Labor to gain access to their data base to verify financial
applications for defendants who request time to pay fines and request a court appointed attorney.
 Implement electronic tickets and work towards electronic files for the Traffic, Criminal and General Sessions
Divisions. This will require creating electronic documents and utilizing electronic signature technology,
scanning paperwork received from external sources, and implementing new electronic exchanges of information
with the Department of Motor Vehicles. (Internal Processes)
 Move the Criminal, General Sessions, and Warrant Divisions into the new Justice Center scheduled to open in
July of 2010 and merge the Criminal and General Sessions Divisions into one operation. This merge will result
in improved customer service and increased efficiencies. (Highest Quality)
 Continue to redesign the efforts of the City and County Building to accommodate the Civil Division, Traffic
Division, Marshals Unit, IT Department, Presiding Judges Office and Administration. (Internal Processes)

Case filings
Criminal Division 27,967 26,500 27,000
General Sessions Division 38,362 39,000 39,000
Traffic Division 140,099 141,000 141,000
Civil Division 38,866 34,000 34,000
(2009 projections based on Jan thru April filings)
Failure-to-appear rate
Criminal Division 7% 6% 6%
General Sessions Division 15% 15% 14%
Traffic Division 11% 10% 10%
Collection rate for fees and fines 83% 87% 88%
Caseflow Management Measures

Percent of dispositions reached in 180 days 94% 94% 95%
Sentenced cases as a percentage of all cases filed 98% 98% 98%
Age of pending caseload – Criminal, General Sessions, Traffic 91%* 91% 91%
trial courtrooms
* This is 11% higher than the statewide standard of 80%.
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Expenditures
Capital Equipment (24,517) 51,000 0 (51,000) (100.0%)
Budget Savings 0 231,866 125,000 (106,866) (46.1%)
$20,753,461 $21,775,500 $20,853,200 ($922,300) (4.2%)
Administration $5,139,737 $6,488,766 $6,197,086 ($291,680) (4.5%)

Traffic Violations Bureau 3,443,106 3,315,708 3,415,282 99,574 3.0%
Civil Division 2,142,985 2,114,192 1,952,311 (161,881) (7.7%)
Criminal Division 2,884,669 2,805,836 2,669,015 (136,821) (4.9%)
General Sessions / Violations 3,374,114 3,353,430 2,964,866 (388,564) (11.6%)
Probation Department 2,385,708 2,386,719 2,386,565 ( 154) (0.0%)
Warrants Division 1,383,140 1,310,849 1,268,075 (42,774) (3.3%)
$20,753,461 $21,775,500 $20,853,200 ($922,300) (4.2%)

Administration 33.00 34.50 35.00 0.50 1.4%
Traffic Violations Bureau 54.50 55.50 57.50 2.00 3.6%
Civil Division 30.00 29.00 28.50 (0.50) (1.7%)
Criminal Division 33.00 35.00 36.00 1.00 2.9%
General Sessions / Violations 43.00 42.00 40.00 (2.00) (4.8%)
Probation Department 36.00 36.00 36.00 0.00 0.0%
Warrants Division 20.00 21.00 21.00 0.00 0.0%
249.50 253.00 254.00 1.00 0.4%
Revenue
Miscellaneous Intergovernmental $66,831 $45,000 $39,000 (6,000) (13.3%)
Fines and Forfeits 13,957,709 14,986,500 16,578,500 1,592,000 10.6%
Fees 7,379,410 8,175,300 10,343,300 2,168,000 26.5%
$22,316,878 $23,946,500 $27,659,700 $3,713,200 15.5%

 $523,300 in vacancy savings and bilingual pay
 $18,100 services and supplies.
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 An increase of $3,000 in personnel services for benefits and 1.0 FTE due to two part-time positions being
converted from on-call to permanent.
 A decrease of $655,800 in personnel services due to an increase in vacancy savings.
 A reduction of $162,700 in personnel services due to a decrease in on-call compensation, bilingual pay and night
differential.
 A net increase of $305,204 in services and supplies due to a contractual agreement with Integral Recoveries to
collect delinquent fines. This is offset by $2,372,100 in additional revenue to the General Fund in collection of
delinquent fines.
 A decrease of $51,000 in capital equipment for the one-time purchase in 2009 of a replacement vehicle and X-
ray machine.
 A decrease of $64,500 in internal services due to decreased printing and Workers’ Compensation costs.
 Additionally, an increase of $125,000 has been appropriated to the restricted budget account in 2010 for
operational changes at Denver County Court due to implementing revisions to the “No Valid Operator License”
provision in the DRMC Sections 54-811(10)(20) and 54-813(c). At the time of the printing of this book, these
revisions are pending approval.
Capital Equipment
None.

Expenditures
Break the Cycle: A Combined Court (12001-0501101) $25,692 $0 $0 0.00
Outstanding Judgments and Warrants (12807-0501000) 314,332 375,000 384,000 4.00
Probation Offender Services (12306-0501000) 52,234 76,326 76,323 0.00
Useful Public Service Program (12808-0501000) 154,715 165,000 168,000 3.00
VALE Court Child Care Center (12814-0501000) 400,690 449,000 485,000 3.00
$947,663 $1,065,326 $1,113,323 10.00
Breaking the Cycle: A Combined Court program was targeted towards mentally-ill defendants who were not
adequately served in the mainstream court system. The program funded a case manager contract position that was
responsible for coordinating all of the services needed by mentally-ill defendants, including medical,
psychological and treatment services. The funding was a federal grand passed through the State and ended in
2008.
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The Outstanding Judgments and Warrants program funds positions to upgrade and maintain County Court's
computer system. Revenue comes from a $30 administrative fee charged for each outstanding warrant on a traffic
violation. Fees are collected when drivers renew their driver's licenses and are evenly divided between the State
Motor Vehicle Division and County Court.
The Probation Offender Services Program provides payment assistance for drug treatment services and persistent
drunk driver intervention and treatment to defendants on probation. The funding comes from the State of Colorado
to support these treatment services.
The Useful Public Service Program provides for the placement of approximately 2,300 alcohol-related
defendants in public and not-for-profit organizations to perform free public service. The remaining portion is used
to cover the program's personnel costs. Revenue comes from a $75 fee paid by each person sentenced to the
program.
The Municipal Victim Assistance and Law Enforcement (VALE) ordinance established victim assistance
programs in the Police Department, the District Attorney's Office, the City Attorney's Office and County Court.
Revenue comes from a $20 surcharge on all municipal ordinance violation convictions (except parking violations).
The Court Child Care Center receives $2 of the surcharge and $1 is for discretionary spending related to other
victim assistance needs. The remaining $17 is distributed to the four agencies based upon a formula recommended
by the VALE Board and approved by the Mayor.
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Other Safety Agencies – Emergency Management
Emergency Management and Homeland Security 01010-0160000
Agency Description
The Office of Emergency Management and Homeland Security (OEMHS) manages and coordinates all activities
to ensure a comprehensive approach to providing consistent incident management and effective, efficient
interagency coordination to prepare for, respond to, and recover from natural or man-made incidents, as well as
acts of terrorism within the City and County of Denver.
The OEMHS provides City and regional multi-agency response operations and Emergency Support Function
(ESF) coordination through the City's Emergency Operation Center. This includes planning, logistics, and finance
and administration management in accordance with the National Incident Management System and Incident
Command System. OEMHS facilitates the development and implementation of a comprehensive preparedness
program through execution of multi-agency training and exercise activities and educational outreach programs
related to natural and man-made disasters to assist and prepare citizens, government agencies and private/non-
profit organizations. The Office also manages the Emergency Operations Center, procures and coordinates
resource needs during an emergency or disaster, and activates emergency warning systems. OEMHS works as an
interagency coordinator in partnership with local, state, federal, private and non-profit entities to provide
comprehensive planning, response, mitigation and recovery capabilities for all potential hazards facing the City
and County of Denver.
Mission
The mission of the Office of Emergency Management and Homeland Security is to effectively collaborate with
our stakeholders to increase the City's and the region's all-hazard protection, preparation, mitigation, response, and
recovery capabilities.
 Completed a draft annex to the City’s Emergency Operations Plan that incorporates the private sector into emergency
operations. This annex is being used as a template for the development of a state-wide private sector annex that can
be incorporated into the state’s emergency operations plan.
 Successfully assisted in managing the City’s hosting of the 2008 Democratic National Convention and compiled best
practices and lessons learned from this event to be captured in the City’s DNC After Action Report, which has been
incorporated into presentations to local, regional, and national audiences.
 Completed the first phase of the City of Denver Continuity of Government Plan per federal requirements and
guidelines.
 Collaborated with City agencies to facilitate the completion of individual agency Continuity of Operations Plans
to ensure government services can be effectively restored in the event of an emergency or disaster incident.
 Conducted exercises to prepare for the spring flood and severe weather season, to ensure all City departments were
prepared to respond in a coordinated fashion.
 Continued planning for a full scale exercise that will involve numerous local, state, and federal agencies to respond to
an incident involving the U.S. Navy Spent Fuel Program (nuclear waste).
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 Provided 19 Citizen Emergency Response Training courses during the past year to citizens, special needs populations,
businesses, faith based organizations, non-profit organizations and Denver’s governmental agencies.
 Revised the OEMHS Duty Officer program and updated the Duty Officer protocols after a thorough review with all
stakeholders, resulting in a more refined and efficient Duty Officer Response program.
 Demonstrated the Web incident management software to other City departments for use in their everyday operational
environment.
 Updated the City’s shelter location and protocols with the American Red Cross.
 Cooperatively developed site, security, traffic flow and logistics plans to support Denver Public Health per federal
requirements set forth by Center for Disease Control mass prophylaxis planning.
 Develop a critical infrastructure protection program by building interdisciplinary teams within Denver to conduct
vulnerability assessments of critical infrastructure and to record those assessments within a web-based, secure
program that allows access of information to first responders. (Safer Communities)
 Evaluate the mass notification and communication needs for the City, including public and employee
notification. As a result of this inquiry, the OEMHS will facilitate the research and identification of the best
communication system solution for all City needs. (Safer Communities)
 Continue to develop an evacuation plan for the City and County of Denver. OEMHS personnel are currently
meeting with key stakeholders to gain input into evacuation strategies, scenarios, and objectives. (Safer
Communities)
 Revise the City’s Emergency Operations Plan to include additional threat specific annexes as part of the overall
plan and partner with the private sector to develop a public/private partnership plan that will be codified in the
City’s Plan. (Safer Communities)
 Coordinate with the U.S. Department of Homeland Security to conduct immersion training for the Denver area
first responders in Israel. This training will be highlighted in an international conference the Denver Urban
Areas Homeland Security Initiative will be hosting in 2010, which will compare homeland security strategies
between the United States and Israel. (Safer Communities)

Number of training sessions 15 17 20
Number of exercises (tabletop, functional and full-scale) 20 7 10
Percentage of Base Plan reviewed and updated 90 70 70
Percentage of ESF & Support annexes reviewed and updated 90 60 70
Percentage of Incident annexes reviewed and updated 85 70 80
Percentage of SOPs completed 20 30 40
Number of job aids completed 10 10 11
Number of community preparedness classes 54 50 60
Number of trained operations personnel 160 160 160
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Expenditures
Services and Supplies 7,512 5,016 0 (5,016) (100.0%)
Internal Services and Misc. 6,662 0 0 0 0.0%
Budget Savings 0 3,235 0 (3,235) (100.0%)
$526,390 $575,600 $536,100 ($39,500) (6.9%)
Administration $526,390 $575,600 $536,100 ($39,500) (6.9%)

Administration 7.00 7.00 6.50 (0.50) (7.1%)

In 2009, a savings of $24,700 in personnel services due to wage and benefit savings and vacancy savings.
 A net increase of $20,200 in personnel services due to filling positions at a higher step than was budgeted in
2009 and increases to insurance.
 A reduction of $41,700 and 0.5 FTE emergency management coordinator and $5,000 in services and supplies
that will be temporarily funded by grants.
Capital Equipment
None.

Expenditures
Emergency Mgmt. Performance Grant (11008-0160101) $105,407 $144,284 $289,016 0.00
Emergency Mgmt. Project Fund (12818-0160000) 113,477 6,691 0 0.00
Urban Area Security Initiative (UASI) (12100-0160101) 5,650,837 3,633,706 3,392,046 5.00
$5,869,721 $3,784,681 $3,681,062 5.00
The Emergency Management Performance Grant (EMPG) program reimburses the Office of Emergency
Management and Homeland Security for eligible operational costs related to administration, emergency planning,
training, exercises, hazard mitigation, disaster response and recovery, and procurement of equipment and services.
Revenue for this program is a Homeland Security grant passed through the Colorado Department of Local
Affairs/Division of Emergency Management.
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The Emergency Management Project Fund continues emergency management programs after expiration of the
EMPG grant term. Revenue to this fund comes from unexpended balances in Emergency Management
Performance Grant programs.
The Urban Areas Homeland Security Initiative program is a multi-jurisdictional grant intended to enhance the
Denver metro area's capacity to prevent terrorist attacks. This includes funds for planning, conducting exercises,
training, and equipment. Revenue to this fund is a U. S. Department of Homeland Security grant passed through
the State of Colorado.
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Parks, Recreation, and Cultural Facilities Summary
2008 2009 2010

General Fund
Parks and Recreation $50,375,761 $50,738,100 $45,496,400
Cultural Facilities 31,297,823 32,357,600 29,176,200
Expenditures
Total $81,673,584 $83,095,700 $74,672,600
Transfers
Parks and Recreation $65,300 $66,600 $66,600
Cultural Facilities Transfers 5,382,600 5,781,900 3,509,100
Enterprise Funds
Parks and Recreation $9,378,151 $13,284,300 $12,125,400
Expenditures
Capital Projects 761,264 3,818,500 681,900
Total $9,378,151 $13,284,300 $12,125,400

Culture and Recreation $14,735,089 $13,422,145 $13,082,565
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Parks, Recreation, and Cultural Facilities Summary
2008 2009 2010

General Fund 1,233.6 1,227.4 1,117.6
Enterprise Funds 118.8 115.5 125.5
Parks and Recreation $53,654,443
Cultural Facilities 26,116,288
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p y
Parks and Recreation Summary
2008 2009 2010

General Fund
Agencies
Recreation Division 20,479,456 20,537,800 18,094,400
Parks Division 26,229,512 27,003,600 25,108,700
Expenditures
Total $50,375,761 $50,738,100 $45,496,400
Transfers
Transfer to Four Mile Historic Park $65,300 $66,600 $66,600
Enterprise Funds
Golf $9,378,151 $13,284,300 $12,125,400
Expenditures
Capital Projects 761,264 3,818,500 681,900
Total $9,378,151 $13,284,300 $12,125,400

347
p y
Parks and Recreation Summary
2008 2009 2010


General Fund 775.8 769.7 708.9
Entertainment and Cultural Funds 200,000
Lottery Funds 5,055,900
Winter Park Trust Fund 2,075,000
Grant/Other Project Funds 453,117
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The Department of Parks and Recreation provides a broad range of programs, services, facilities and park
amenities to the citizens of Denver. The City’s park system encompasses over 240 urban parks totaling over 3,700
acres, over 2,300 acres of Natural Areas, over 14,000 acres of pristine mountain parks, eight golf course locations,
24 lakes, over 80 miles of trails, six off-leash dog parks, 300 athletic fields and more than 430 acres of public
right-of-way or other City owned property. The recreation system includes 29 centers and 16 outdoor pools that
serve over one million visitors annually with programs in Arts and Culture, Outdoor Education, Aquatics, Sports
and Fitness, and Social Enrichment. In addition to recreation center offerings, the Department operates four
programs focused on outdoor education, special needs, sports leagues and partnership programs with Denver
Public Schools. As stewards of Denver’s legacy, the Department of Parks and Recreation is dedicated to customer
satisfaction and enhancing lives by providing innovative programs and safe, beautiful, sustainable places.
Agency Descriptions
Parks and Recreation Administration provides overall administration and policy planning for the department;
works with Denver residents on departmental projects and programming; provides financial, accounting, and
purchasing support services to field staff; manages the department’s permitting office; oversees all marketing,
public and media relations; and coordinates human resource and safety functions performed by other City
Agencies for the Department.
Parks and Planning is responsible for the daily operations and management of the City’s parks, parkways, trails,
natural areas, and other land and water assets. The current system includes 44 Mountain Parks with more than
14,000 acres and 240 urban parks with more than 3,700 acres. In addition, the agency maintains more than 2,300
acres of Natural Areas, approximately 60 miles of designated parkways, 80 miles of trails and more than 430 acres
of public right-of-way or other City owned property. In addition, Parks and Planning is responsible for the care
and management of the urban forest, the City greenhouse, and the tree nursery. Further, Parks and Planning
oversees the planning, design, and construction of capital improvements for the department as well as providing
strategic and master planning, development review, parkland policy guidance and long-range planning.
Recreation staffs and operates 29 recreation centers, 16 outdoor swimming pools, and 12 indoor swimming pools;
provides programming in Community Recreation, Outdoor Recreation and Special Needs; monitors boating
activities on City lakes; and administers contractual and cooperative agreements with outside agencies and
organizations. The Facility Services division is responsible for the maintenance and capital improvements of
recreation centers, park facilities and buildings, roadways and parking lots and tennis courts.
The Golf Enterprise Fund operates and maintains the City’s five 18-hole golf courses, one 27-hole golf complex,
two 9-hole par-3 courses, 54 holes of miniature golf, a driving range and five pro shops at eight golf course
locations. It also negotiates and manages the associated concession contracts.
Mission
As stewards of Denver’s legacy, the Department of Parks and Recreation is dedicated to customer satisfaction and
enhancing lives by providing innovative programs and safe, beautiful, sustainable places.
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 Completed the Future Study of Recreation Centers which developed a 5-10 year strategic plan for Recreation
Centers focusing on the equitable solutions and prioritized options to recreation services throughout the City
through the Denver Recreation Centers Task Force process.
 Implemented My Place Program, a program that provides Denver Public School students the opportunity for a
free one-year membership to their neighborhood recreation center.
 Completed the Mountain Parks Master Plan resulting in recommendations that will balance recreation needs with
preservation of natural and historic resources.
 Produced the first Denver Mountain Parks map and brochure since 1929.
 Buffalo Bill Museum and Grave ranked by the Denver Metro Convention and Visitors Bureau as Denver’s sixth
most popular paid tourist attraction in the Denver metropolitan area in 2008.
 Received a 5281 Award for Southwest District Operations for their water conservation efforts, saving over
$40,000.
 Maintained commitment of open communication with the community by organizing, presenting and managing
approximately 280 meetings for the public, reaching approximately 8,000 citizens.
 Worked with over 10,000 volunteers for a total of over 56,000 hours and a total valued savings of over $949,000.
 Worked with many organizations, including Park Creek Metro District and Police Athletic League, to plan the
new recreation center in Stapleton and build new athletic fields. These partnerships saved approximately $8.5
million in operating and capital expenditures by collaborating with our community partners.
 Received over $1.8 million in direct grants for 15 projects and garnered over $963,000 in donations and
sponsorships for a multitude of programs such as Movies in the Parks and Ruby Hill Rail Yard.
 Completed 95 percent of mill levy funded projects including the City Park Electric Fountain and Monaco
Parkway Medians. Of 132 Bond projects, 17 projects were completed worth over $2 million and an additional
18 projects worth $7 million are within six months of completion. This translates to over $9 million flowing
into the Denver economy in planning, design, construction and management contracts.
 Secure additional operating funds for completed projects in order to continue maintaining the existing Park and
Recreation system. (Cultural and Recreational Opportunities)
 Secure partnerships at all levels of our recreation system to decrease operating costs. (Cultural and Recreational
Opportunities)
 Work with our newly created Development Director position to secure sponsorships and grants at the local, state
and federal level. (Fiscal)
 Focus on intergovernmental cooperation to streamline graffiti removal processes and keep up with the increase
in graffiti, vandalism and theft of Parks and Recreation assets. (Safer Communities)
350
Parks and Recreation Administration 01010-7010000
Agency Description
Parks and Recreation Administration provides overall administration and policy planning for the department;
works with Denver residents on departmental projects and programming; provides financial, accounting, and
purchasing support services to field staff; manages the department's permitting office; oversees all marketing,
public and media relations; and coordinates human resource and safety functions performed by other City agencies
for the department.
Accounting and Finance provides accounting, financial analysis, budget preparation and monitoring, cash
handling, purchasing, contract processing and compliance monitoring, fixed asset monitoring, grant and donation
management and related support services.
The Manager's Office provides leadership and direction on overall departmental goals and objectives, especially
those that cross divisional lines; develops departmental policies; facilitates employee development training; and
directs work programs. It provides budget and management oversight and is responsible for establishing
community stewardship and facilitating community outreach. The Manager's Office oversees the department's
implementation of City-wide initiatives such as Tree by Tree – the Mile High Million and 311 and also fosters
both programmatic and fiscal partnerships.
Human Resources monitors and ensures legal compliance and supports and assists operations to meet operational
goals. Services offered include benefits administration, employee relations, performance management, training
and hiring. Human resources functions were transferred to the Career Service Authority (01010-0601000) mid-
year in 2009.
The Safety Office administers safety programs for the department personnel, including education and policy
implementation, accident prevention and investigation, workers' compensation management, determination of
exposure and liabilities, emergency preparedness, commercial driver's license administration and related record
keeping. The overall goal of the Safety Office is to minimize employee and public injury, property damage and
the associated losses. The safety office functions were transferred to the Career Service Authority (01010-
0601000) mid-year in 2009.
Marketing and Communications directs departmental marketing, public relations, community outreach and
communication initiatives. The office provides strategic communication support to the Manager's Office; provides
special event support; administers the volunteer program; manages special event facilities and oversees the
departmental corporate sponsorship program.
Permitting issues permits to individuals and organizations for picnic sites, athletic fields, tennis courts,
assemblies, special events, and performance stage use, as well as revocable vending permits. Staff interacts with
the public, department staff and other city agencies for park permits. Staff coordinates the Denver Tenant User
Liability Insurance program and provides reports for the park rangers, park district operations and police districts.

Accounting and Finance
Number of purchase requisitions processed 171 190 200
Number of invoices processed 16,940 15,000 15,000
Number of late payments 193 150 150
Percent of late payments 1.1% 1.0% 1.0%
351

Contract Compliance
Number of contracts administered 275 275 275
Completed contracts archived 50 50 50
Number of contracts initiated/amended 138 140 140
Facility inspections performed 0 6 121
1
There is a large increase in the number of facility inspections performed through contract compliance due to the duties being
shifted from Safety. In 2009, the safety duties within Parks and Recreation were transferred to the Career Service Authority.

Expenditures
Budget Savings 0 41,394 0 (41,394) (100.0%)
$3,666,792 $3,196,700 $2,293,300 ($903,400) (28.3%)
Administration $0 $0 $0 $ 0 0.0%
Accounting/Finance 959,745 1,130,606 1,122,663 (7,943) (0.7%)
Managers Office 566,680 528,101 471,266 (56,835) (10.8%)
Human Resource 663,167 457,234 0 (457,234) (100.0%)
Safety 395,345 320,621 0 (320,621) (100.0%)
Management Information Systems 212,793 0 0 0 0.0%
Ranger Program 182,494 0 0 0 0.0%
Marketing and Communications 408,661 484,389 390,024 (94,365) (19.5%)
Permitting 277,903 275,749 309,347 33,598 12.2%
$3,666,792 $3,196,700 $2,293,300 ($903,400) (28.3%)

Administration 0.00 0.00 0.00 0.00 0.0%
Accounting/Finance 9.54 12.00 12.00 0.00 0.0%
Managers Office 6.00 5.00 4.00 (1.00) (20.0%)
Human Resource 9.34 6.00 0.00 (6.00) (100.0%)
Safety 8.60 4.00 0.00 (4.00) (100.0%)
Management Information Systems 2.00 0.00 0.00 0.00 0.0%
Marketing and Communications 5.00 5.00 4.00 (1.00) (20.0%)
Permitting 4.50 4.00 5.00 1.00 25.0%
44.98 36.00 25.00 ( 11.00) (30.6%)
Revenue
Use Charges $88,757 $102,000 $86,000 (16,000) (15.7%)
Miscellaneous Intergovernmental 0 0 100,000 100,000 0.0%
Misc. General Government 673 43,400 83,800 40,400 93.1%
Fees 49 10,000 11,000 1,000 10.0%
$210,972 $155,400 $280,800 $125,400 80.7%
352

In 2009, a savings of $130,300 in personnel services due to $41,400 wage and benefit savings and $88,900 for
 An increase of $111,000 and 1.0 FTE due to the transfer of one associate administrator position from the
Mayor’s Office.
 A decrease of $746,100 and 9.0 FTE due to the transfer of the Human Resources and Safety Divisions to the
Career Service Authority. This includes $702,400 in personnel services for the reduction of 7.0 FTE in Human
Resources and 2.0 FTE in Safety and $43,700 in services and supplies for the costs associated with the positions.
 A decrease of $172,300 and 2.0 FTE in the Managers Office and Marketing and Communications as a result of
abolishing two positions, including 1.0 FTE program manager and 1.0 FTE marketing and public relations
specialist.
 A decrease of $86,300 and 1.0 FTE senior landscape architect. This position was transferred from the
Manager’s Office to the Parks and Planning Division to more accurately reflect the duties of the position.
 A decrease of $36,000 in services and supplies to align budget with actual expenditures.
Capital Equipment
None.

Expenditures
Buffalo Bill Museum SCFD Support (15601-7011101) $29,594 $36,633 $30,000 0.25
Cableland Trust Expenditures (15817-7011000) 159,172 160,000 160,500 0.00
City Park Pavilion Historic District (15961-7011000) 34,960 0 0 0.00
Citywide Sports Program (15824-7010000) 0 173,566 173,566 0.00
Denver Mountain Parks (15825-7010000) 0 0 150,000 0.00
Event Facility (15823-7011000) 39,992 40,500 41,000 0.00
Facility Rental Program (15821-7011000) 118,440 119,000 119,500 0.00
Heller/Heron Pond Natural Area (15301-7011101) 46,845 0 0 0.00
Lookout Mountain Development (15812-7011000) 36,263 37,000 38,000 0.00
Museums for Am./ Engaging Comm. (15001-7011101) 0 22,197 0 0.00
Museums for Am./Sustain. Cult. Herit. (15001-7011101) 28,605 0 0 0.00
Night Moves (15709-7011000) 5,106 129,243 0 0.00
Parks and Rec Private Donations (15710-7011000) 705,167 706,000 707,000 1.00
Parks and Rec Property Damage (15814-7011000) 512 500 500 0.00
Red Rocks Park & Amphitheatre Nomination as a 4,000 0 0 0.00
National Historic Landmark (15001-7011101)
353

Expenditures
Skatepark Maintenance (15716-7011000) 1,103 1,500 2,000 0.00

Tree Replacement (15711-7011000) 26,066 27,000 28,000 0.00
$1,235,825 $1,453,139 $1,450,066 1.25
The Buffalo Bill Museum/SCFD Support grant provides funding for general office support and operation of the
Buffalo Bill Museum. Revenue to this fund comes from grants from the Scientific and Cultural Facilities District.
The Cableland Trust Expenditures fund supports operating and maintenance of the Cableland properties that were
donated to the City and County of Denver. Revenues to this fund come from interest earned on the Cableland Trust
Fund.
The City Park Pavilion Historic District program pays for maintenance and improvements to the pavilion, band shell
and grounds within the historic district. Revenue to this fund comes from proceeds of concession license agreements in
the historic district.
The City-wide Sports program pays for expenditures related to the operation of the city-wide sports program and
tournaments. Revenue to this fund comes from city-wide sports activities and tournaments.
The Denver Mountain Parks fund provides funding for capital projects, programs, equipment, materials and staff for
and throughout the Denver Mountain Parks system. Revenues to this fund are from contributions, donations, project
income, partnerships and other revenue generated within the Denver Mountain Parks.
The Event Facility fund provides funds to operate, maintain, and improve the facilities at the Chief Hosa Lodge and
Campground, the Washington Park Boat House, the City Park Pavilion and the Montclair Civic Building. Revenues to
this fund are from fees generated at these facilities.
The Facility Rental Program allows for revenue generated from facility rentals to be deposited into this account and
related expenditures to be paid out of this account.
The Heller/Heron Pond Natural Area supports the renovation of the Heller/Heron Pond Natural Area. Revenue to
this fund is from a grant from the Colorado Department of Public Health and Environment.
The Lookout Mountain Development fund provides operating and capital improvement funds for the Buffalo Bill
Museum located on Lookout Mountain. Revenues to this fund come from on-site concessionaire payments and
donations.
The Museums for America/Engaging Communities program creates an on-line photo research database at the Buffalo
Bill Museum. This database will enable the public to view images from the Museum's photo archives online, benefiting
a range of users from students and genealogists to historical researchers and the media. Revenue to this fund is a grant
from the Institute of Museum and Library Services.
The Museums for America/Sustaining Cultural Heritage program allows the Buffalo Bill Museum to catalog and
digitize the archives and fine art collections. Revenue to this fund is a grant from the Institute of Museum and Library
Services.
The Night Moves program supports recreational programs for at-risk youth. Revenues to this fund are from Denver
Nugget contributions, donations, project incomes, or other sources of private receipts.
354
The Parks and Recreation Private Donations fund purchases equipment, furniture, supplies, and services for special
programs and events conducted by the Department of Parks and Recreation. Revenues to this fund are from private
donations and partnerships.
The Parks and Recreation Property Damage fund pays for repair of damage done to Parks and Recreation property
by outside parties. Revenue to this fund comes from permitting deposits not refunded and from direct payments from
the parties who caused the damage.
Red Rocks Park & Amphitheatre Nomination as a National Historic Landmark encourages sound stewardship of
Red Rocks as an important American cultural site. Revenue to this fund is a grant from the U.S. Department of the
Interior, National Park Service.
The Skatepark Maintenance fund pays for repairs and maintenance for the Skatepark and provides programs, special
events, and other amenities common to skateboard park facilities. Revenues to this fund are from private donations,
concessions, sponsorships and charges for special events at the Skatepark.
The Tree Replacement project removes and replaces trees lost or damaged during City and private construction
projects on street rights-of-way. Revenues to this fund are from private donations and reimbursements.
355
Recreation Division 01010-7030000
Agency Description
The Recreation Division staffs and operates 29 recreation centers, 16 outdoor swimming pools, and 12 indoor
swimming pools; provides programming City-wide in Community Recreation, Outdoor Recreation and Special
Needs; monitors boating activities on City lakes; and administers contractual and cooperative agreements with
outside agencies and organizations.
Administration plans, manages, coordinates and monitors the City's recreation services and staff; develops and
monitors budgets; and administers contractual and cooperative agreements with outside agencies and
organizations. Administration assists with the planning of Special Events including Spring Into Health and the
Mayor's Gala Ball.
Recreation Centers offer a variety of classes, activities, and programs to youth, adults, seniors and people with
disabilities. These activities and programs include recreational sports, aquatics, fitness, weight training, arts and
cultural programs, outdoor educational programs, and special events.
Community Recreation plans, implements and administers City-wide recreation programs with specific emphasis
on serving those who cannot easily access community-based recreation centers. Programs include after-school
programs for elementary and middle school-aged youth, Summer in the Parks and Summer Scholars. Community
Recreation coordinates with recreation centers, the Special Needs program and other community agencies to
deliver programming. After-school programs are currently offered in thirteen schools, and the Summer in the
Parks program includes five park sites.
Special Needs Program provides recreational opportunities for youth, adults and seniors with disabilities. Staff
participates in the planning, development, and implementation of the Department's and the City's master plan to
meet Americans with Disabilities Act guidelines. Programs include 16 Special Olympic sports, wheelchair tennis,
swimming, horseback riding, snow skiing, water skiing, arts and crafts, outdoor recreation programs, socialization
programs, fitness programs and numerous special events throughout the year. In addition, the staff provides
inclusion support for people with disabilities so they can participate in general recreation center programs.
Aquatics and Boating staffs and operates 16 outdoor pools as well as supports 12 indoor pools. Aquatics
programs include American Red Cross swimming lessons, organized recreational and competitive swimming
teams, aqua aerobic classes, parent-tot lessons, programs for residents with disabilities and special events. Boating
controls the use of boats on City lakes, conducts sales of boating permits, patrols Sloan's lake with boating rangers
from April through September and oversees lake permits for community special events.
Outdoor Education plans, markets, and coordinates the delivery of outdoor activities to youth, adults and seniors
who might otherwise not be able to experience the educational and environmental values of Colorado's natural
resources. Through interactive programs, Outdoor Education promotes public awareness of the natural
environment and the environmental values of Colorado’s natural resources. Programs and activities include Learn
to Ski & Ride, Urban Riders Snowboard Club, Ruby Hill Rail Yard, rafting, camping, backpacking, horseback
riding, biking and hiking. At the Genesee Experiential Outdoor Center, programs include the Genesee Challenge
Course, Ecology and Natural History Hikes, Camping, Rock Climbing, Orienteering and Ecoventure activities.
Facilities Services is responsible for the maintenance and repair of all park facilities and recreation centers.
Facility Services provides construction and maintenance services, supports special events held in parks, manages
the maintenance and repair of all fountains on parkland, conducts an annual preventative maintenance program,
supports the maintenance, repair and renovation of the Chief Hosa campground, the Boathouse, and the Montclair
Civic Center Building and staffs and manages the deployment of the band wagon and show wagon for festivals.
Facilities Services also manages engineering and construction for bond and CIP projects for recreation centers,
fountains, roads, parking lots, tennis courts and park structures.
356
Citywide Sports offers recreational activities to youth and adults. Programs include softball, baseball, flag
football, volleyball, tennis, basketball, sports clinics, Denver Kids Prime Time and the Hoopin' with Hickenlooper
and Hoopin' After Dark Citywide basketball tournaments.

Recreation Centers
Youth Memberships 6,756 7,094 7,448
Adult Memberships 3,788 3,977 4,175
Annual Senior and Special Population Memberships 1,513 1,589 1,668
Community Recreation
Registered T-ball/Coach Pitch participants 178 192 192
Registered Track participants 90 120 120
Registered SOAR participants 472 503 520
Registered After-School participants 804 670 670
Registered Summer in the Parks participants 227 200 225
Registered Summer Scholars participants 450 450 450
Registered Teen Adventures participants 28 30 30
Special Needs
Percent of programs at 90 percent capacity 80 85 85
Aquatics
Open swim participants 114,463 115,200 115,200
Swim team registered participants 373 373 400
Swim team season attendance 4,351 5,000 5,000
Swimming lesson registered participants 2,785 2,785 2,900
Swimming lesson season attendance 8,234 8,500 8,500
Pool pass participants 1,309 1,310 1,315
Punch card participants 86 86 100
Free Readers and 5x5 participants 365 365 380
Aqua aerobics participants 712 712 715
Memberships participants (member attendance at outdoor pools) 14,956 15,000 15,000
Boating
Boating permits 263 250 255
Outdoor Education
Registered Genesee Ropes participants 3,578 3,200 3,200
Percent of Genesee Ropes at maximum capacity 95% 90% 90%
Registered Adventure Program participants 1,230 1,500 1,500
Percent of Adventure Program at maximum capacity 74% 75% 75%
Facility Services
Numbers of completed work orders 7,041 6,900 6,900
Total CIP and Bond expenditures $1.5M $2.2M $3.2M
Percent of Preventive Maintenance Operations completed 70% 65% 65%
357

Citywide Sports
Registered Adult Softball Teams 573 650 700
Registered Adult Tennis Participants 100 120 155
Registered Youth Tennis Participants 545 600 620

Expenditures
Budget Savings 0 541,093 0 (541,093) (100.0%)
$20,479,456 $20,537,800 $18,094,400 ($2,443,400) (11.9%)
Administration $1,300,552 $1,979,754 $1,314,706 ($665,048) (33.6%)

Permitting 0 0 0 0 0.0%
Recreation Centers 11,472,514 11,621,670 10,062,715 (1,558,955) (13.4%)
Community Recreation 1,349,546 1,453,206 1,444,859 (8,347) (0.6%)
Special Needs 304,979 392,673 366,192 (26,481) (6.7%)
Aquatics 1,104,332 1,069,268 1,067,413 (1,855) (0.2%)
Outdoor Education 250,513 333,893 257,208 (76,685) (23.0%)
Facilities Services 4,256,599 3,373,138 3,250,603 (122,535) (3.6%)
City Wide Sports 440,417 314,198 330,704 16,506 5.3%
$20,479,456 $20,537,800 $18,094,400 ($2,443,400) (11.9%)

Administration 15.20 18.20 18.20 0.00 0.0%
Recreation Centers 244.26 244.26 215.81 (28.45) (11.6%)
Community Recreation 31.39 31.39 31.39 0.00 0.0%
Special Needs 7.42 7.42 7.42 0.00 0.0%
Aquatics 34.22 33.22 32.62 (0.60) (1.8%)
Outdoor Education 8.32 8.32 7.32 (1.00) (12.0%)
Facilities Services 46.34 43.34 42.02 (1.32) (3.0%)
City Wide Sports 0.00 2.00 2.00 0.00 0.0%
387.15 388.15 356.78 (31.37) (8.1%)
Revenue
Use Charges $3,221,256 $3,301,100 $3,426,700 $125,600 3.8%
Fees 4,682 4,500 4,800 300 6.7%
$3,289,906 $3,352,600 $3,480,200 $127,600 3.8%
358

In 2009, a savings of $740,700 primarily due to:
 $190,800 for holding six positions vacant for various amounts of time throughout 2009
 $81,900 for the costs associated with providing free access to Youth at the Recreation Centers and Pools which
was provided through a donation
 $75,000 for reduced professional service contracts and conducting the work in-house
 $46,500 for programmatic changes such as creating a mileage limit for field trips and changing to digital film for
recreation membership cards
 $18,700 for creating custodial teams and reducing the janitorial contracts.
$322,300 or 11.7 percent.
 A decrease of $1,085,200 and 19.8 FTE in Recreation Centers due to the transition of four recreation centers
being run by non-profit organizations. This includes $1,005,100 in personnel services for 12.5 permanent FTE
and 7.3 on-call FTE, and $80,100 in services and supplies.
 A decrease of $358,700 and 7.0 FTE in personnel services due to holding four positions vacant for various
lengths of time throughout 2010 and abolishing seven vacant positions.
 A decrease of $256,400 in personnel services due to a change in the rule that pays out night differential to
permanent and on-call staff.
 A decrease of $142,500 and 2.0 FTE in personnel services due to the abolishment of 1.0 FTE recreation
coordinator and 1.0 FTE recreation supervisor.
 A decrease of $30,000 and 1.37 on-call FTE in Facility Services. These on-call positions support the carpenter
shop and the park maintenance crew.
 A decrease of $25,000 in personnel services due to a change in timekeeping policies and procedures on how
lifeguards are paid for the various functions they perform. This results in a decrease of 1.2 on-call FTE.
 A decrease of $134,500 in services and supplies including $77,000 in Facility Services due to reduced contracts
and materials for repair work, $40,000 in Facility Services due to reducing the ornamental fountain season by
three weeks in September, $4,000 in Recreation Centers for weight room repair materials, $7,500 in Recreation
Centers for uniforms and $6,000 in Recreation Administration for training.
 A net decrease of $41,000 in services and supplies and capital equipment due to a reduction in the amount of
capital equipment purchases in 2010.
 A decrease of $20,000 in services and supplies for ski trip transportation costs. This expenditure has been
transferred to the Parks and Recreation Private Donations special revenue fund.
 A decrease of $18,700 in services and supplies for janitorial contracts. Through a reorganization custodial teams
have been created across the recreation centers, resulting in fewer costs needed for contracted janitorial services.
359
Capital Equipment
General Fund
Cardio lease 1 Replacement
360
Parks Division Summary 01010-7020000
2008 2009 2010

General Fund
Agencies
Mountain Parks 901,490 968,500 882,400
Expenditures
Total $26,229,512 $27,003,600 $25,108,700
Transfers
Transfer to Four Mile Historic Park $65,300 $66,600 $66,600
Note:
This represents a 7% change from 2009.

361
Parks and Recreation - Parks
Parks and Planning 01010-7021000
Agency Description
Parks and Planning is responsible for the daily operations and management of the City's parks, parkways, trails,
natural areas, urban forest, City greenhouse, tree nursery and other land and water assets. The City's park system
encompasses 240 urban parks totaling more than 3,700 acres, over 14,000 acres of pristine mountain parks, 2,300
acres of natural areas, seven golf courses, 24 lakes, over 80 miles of trails, approximately 60 miles of designated
parkways, six off-leash dog parks, 300 athletic fields and more than 430 acres of public right-of-way or other City
owned property. The agency is also responsible for the planning, design, and construction of capital
improvements for the department, as well as providing strategic and master planning, development review,
parkland policy guidance and long-range planning.
Administration oversees the four functional sections within the Parks Division: Parks Maintenance, Natural
Resources, Planning, Design and Construction and the Golf Enterprise Fund. Staff plans, implements, coordinates
and manages the City's park programs by introducing new technologies and policies to increase efficiencies and
create consistency throughout the parks system.
District Operations manages developed City parkland and is comprised of five districts, water conservation,
mower and maintenance repair shop and City-wide operations unit. It provides park management for turf grass,
athletic fields, irrigation systems, floral plantings, shrub and perennial plantings, playgrounds, restrooms, park
roads, trails, picnic facilities, parking lots, lakes, gulches and waterways. It provides trash, graffiti, debris and
snow removal, performs routine safety, general park inspections and equipment maintenance. Water conservation
provides on-going coordination with Denver Water including implementing projects such as low water landscape
conversions, xeriscape gardens and on-going reuse water coordination. District Operations also houses the City-
wide inspection unit responsible for utilities notification, construction and access permits, inspections, park
surveys and traffic control plans. For 2010, the mower and maintenance repair shop portion of Headquarters was
consolidated into District Operations.
Natural Resources manages the specialized areas of the Parks system. Forestry Inspection and Forestry
Operations provide comprehensive tree care encompassing all aspects of community forestry including managing
trees on City property, trees maintained by property owners through ordinance enforcement, nursery operations,
and plan review. Natural Areas is responsible for the restoration, designation, and management of natural and
naturalized areas as well as wildlife management. For 2010, the Greenhouse and a portion of Headquarters were
consolidated into Natural Resources. The Greenhouse provides support to all areas of parks operations by
providing plants, growing annuals, perennials and grasses. The 65,000 square foot Greenhouse supplies over six
acres of flowerbeds through the park system. Headquarters provides heavy equipment support to parks operations
including snow and trash removal and training heavy equipment operators. The Natural Resources section also
oversees Mountain Parks and the Buffalo Bill Museum.
Park Ranger program provides daily patrol by trained and professional park rangers in the urban and mountain
park system by foot, bicycle and vehicle. The program focuses on visitor contact and assistance, park rule and
regulation education, enforcement, protection of natural and built resources, environmental education, emergency
response and visitor safety. The Park Ranger Program works cooperatively with internal and external partners to
positively affect and influence visitor behaviors and experiences.
Planning, Design and Construction provides strategic planning, park master planning, project management,
long-range planning, development review and development of the capital improvement program for parks, natural
areas, trails, and recreation facilities.
362

Natural Resources
Trees planted 1,799 1,800 1,800
Tree education programs offered 9 9 9
General Parks
New standardized parks maintenance procedures 2 3 3
Parks converted to reuse irrigation water usage 6 4 4
Percentage of parks meeting < 30"/acre/year of irrigation 60% 70% 75%
Park Ranger Program

Parks visitors assisted through Park Ranger program 39,543 50,000 60,000
Planning, Design and Construction

Capital projects completed 17 53 421
Planning projects completed 3 3 3
1
There is a large increase in the number of capital projects completed due to the Better Denver Bond projects.

Expenditures
Budget Savings 0 1,041,429 0 (1,041,431) (100.0%)
$24,857,835 $25,420,900 $23,708,200 ($1,712,702) (6.7%)
Administration $1,646,974 $2,223,430 $1,357,829 ($865,603) (38.9%)

District Operation 12,968,670 13,029,565 15,376,793 2,347,228 18.0%
Natural Resources 7,338,573 6,790,330 5,432,739 (1,357,591) (20.0%)
Headquarters 1,010,913 992,870 0 (992,870) (100.0%)
Greenhouse 471,031 438,446 0 (438,446) (100.0%)
Ranger Program 0 289,287 294,505 5,218 1.8%
Planning, Design, and Construction 1,421,672 1,656,972 1,246,334 (410,638) (24.8%)
$24,857,835 $25,420,900 $23,708,200 ($1,712,702) (6.7%)

Administration 6.00 5.00 4.00 (1.00) (20.0%)
District Operation 226.92 191.73 190.54 (1.19) (0.6%)
Natural Resources 56.61 90.54 90.04 (0.50) (0.6%)
Headquarters 10.00 9.00 0.00 (9.00) (100.0%)
Greenhouse 6.66 6.67 0.00 (6.67) (100.0%)
Ranger Program 0.00 5.10 5.00 (0.10) (2.0%)
Planning, Design, and Construction 15.00 17.00 17.00 0.00 0.0%
321.19 325.04 306.58 (18.46) (5.7%)
363

Revenue
Use Charges $677,442 $723,000 $724,700 $1,700 0.2%
Internal Svc & Indirect Charges 477,500 695,400 695,400 0 0.0%
$1,514,360 $1,765,900 $1,775,200 $9,300 0.5%
In 2009, a savings of $1,644,300 primarily due to:

 $400,000 for water savings from above average rainfall in 2009
 $359,400 for holding eleven positions vacant for various amounts of time throughout 2009
 $153,500 for reducing to one fall application of fertilizer
 $150,000 for charging project management time related to the Better Denver Bonds to the project budgets
 $100,000 for a change in the policy for the fund that provides tree-removal assistance to include only owner-
occupied homes
 $65,500 for a reduced number of on-call FTE’s in the Greenhouse and the Rivers and Trails district
 $32,000 for decreasing the tree watering contract amount.
After factoring in the 2009 budgeted savings, there is a net decrease of $1,626,000 or 9.5 percent in personnel
services and a net increase of $383,000 or 7.0 percent in services and supplies.
 An increase of $86,300 and 1.0 FTE senior landscape architect. This position was transferred from the
Manager’s Office in Parks and Recreation Administration to more accurately reflect the duties of the position.
 An increase of $1,047,700 in services and supplies in District Operations due to increased water and sewer rates.
 An increase of $50,000 in services and supplies in Parks Administration for the maintenance contract at
Centennial Gardens.
 A decrease of $648,900 and 7.0 FTE in personnel services due to holding ten positions vacant for various
lengths of time throughout 2010 and abolishing seven vacant positions.
 A net decrease of $515,700 and 8.46 FTE due to park maintenance employees working at Denver International
Airport (DIA) during the winter months. This includes a decrease of $605,700 and 12.5 FTE for the cost of 25
part-time employees being transferred to DIA and an increase of $90,000 and 4.04 on-call FTE to temporarily
cover the duties of the positions while they are working at DIA.
 A decrease of $350,000 in personnel services in Planning, Design and Construction due to project management
time related to the Better Denver Bonds being charged to the project budget.
 A decrease of $110,100 and 2.0 FTE due to a reorganization of the administrative structure. This includes the
abolishment of 1.0 FTE management analyst and 1.0 FTE administrative support assistant.
364
 A decrease of $75,000 and 1.0 FTE due to the transfer of a trash route to the Department of Public Works. This
includes $57,900 in personnel costs and $17,100 in vehicle maintenance costs.
 A decrease of $58,900 and 1.0 FTE plans review technician in Planning, Design and Construction due to the
position being transferred to the newly created Development Services division of Community Planning and
Development.
 A decrease of $275,000 in services and supplies due to costs being transferred to the Capital Improvement
Program in 2010. This includes $153,000 for fertilizer and $122,000 for trees.
 A decrease of $218,500 in internal services including $201,700 for decreased fuel costs and $16,800 for
decreased workers’ compensation costs.
 A decrease of $150,000 in supplies and services due to a change in the policy for the fund that provides tree-
removal assistance to homeowners. This fund will now only provide assistance to owner-occupied homes.
 A decrease of $117,900 in services and supplies including $86,100 in Parks Administration for emergency
repairs, $16,000 in Natural Resources for funding of the natural area designation inventory, $7,500 in District
Operations for uniforms, $5,300 in the Greenhouse for soil mixes and pots and $3,000 in Planning, Design and
Construction for computer supplies.
 A decrease of $32,000 in services and supplies due to elimination of the tree watering contract. This work will
now be performed by in-house on-call employees.
 A decrease of $8,700 in services and supplies in the Park Ranger program due to reductions to advertising
services, uniforms, and janitorial services.
Capital Equipment
General Fund
Miscellaneous Minor Equipment

Mower 1 Replacement
Small Compactor 1 Replacement
365

Expenditures
Transfer to Four Mile Historic Park $65,300 $66,600 $66,600 $0 0.0%
(01010-9995000)
The Transfer to Four Mile Historic Park constitutes the City and County of Denver's direct monetary support
for Four Mile Historic Park. It is recommended that this transfer remain stable for 2010.

Expenditures
Four Mile Historic Park (15810-7021000) $110,300 $66,600 $66,600 0.00
The Four Mile Historic Park maintains and operates the Four Mile Historic Museum and grounds located at 715
South Forest Street in Denver. The Park collects, displays, and interprets the history of Denver and the region
through the Four Mile Historic House, its reproduced outbuildings, and the land surrounding it. Park staff
provides regular public tours as well as special activities including tours for school children, a summer Living
History Camp for children, and various special events throughout the year. Revenues to this fund come from a
General Fund transfer, admission fees, special event fees, program fees, facility rentals, and private and
governmental grants and donations.
366
Parks and Recreation–Parks
CSU Denver Extension 01010-7024000
Agency Description
Colorado State University (CSU) Denver Extension provides educational programs for Coloradoans in their
communities. The Extension programs are supported by local, state, and federal governments.
The CSU Denver Extension Office provides individual residents and industry/commercial operators with
sustainable landscape skills training, plant diagnostic services and horticulture information; brokers educational
programs in science and technology through Denver 4-H; provides broad, multi-disciplinary nutrition education,
and programs on aging, elder fraud prevention, wellness, food safety, and food preservation through the
Department of Family and Consumer Education. The CSU Denver Extension program is operated in cooperation
with Colorado State University and the U.S. Department of Agriculture. The state and federal governments pay
approximately 70 percent of the cost of these programs.
In 2009, CSU Denver Extension funding changed per a new cooperative agreement. Funding is transferred to
Colorado State University quarterly which then directly pays its own employees and office expenses. The
Extension Office supports the efforts of Denver Parks and Recreation through an annual work plan approved by
the Manager of Parks and Recreation The City also provides support to CSU Denver Extension in the form of
office space, utilities, and maintenance of IT and communications equipment.
Mission
To provide research-based educational programs to Denver residents, community agencies and
industry/commercial operators so that they can make informed decisions that positively impact their health, their
families, and Denver’s natural ecosystem.
Horticulture/Master Gardener Program
 Advance community input, idea-sharing, public education and positive behavior changes through the
Extension’s new Food Gardener Blog, workshops, presentations, website and KUSA Channel 9 Gardener
Call-in Show. (Healthy and Successful Lives)
 Expand new Master Gardener placements in community gardening ventures with emphasis on food security,
food kitchens and transitional housing units. (Healthy and Successful Lives)
 Facilitate a partnership between Denver Parks and Recreation and the CSU Jefferson County Extension Office to
implement a Native Plant Masters Program for Denver Natural Areas. (Environmental)
Youth and 4-H

 Establish fifteen new 4-H clubs, to include school enrichment, outdoor education and afterschool programming,
through Denver Public Schools and Denver Recreation Centers. (Healthy and Successful Lives)
 Re-apply for CYFAR funding (Children, Youth and Families at Risk – science and technology program) to build
on programming at St. Charles and La Alma Recreation Centers. (Healthy and Successful Lives)
 Expand youth programming through the Strengthening the Village and Denver Human Services Family-to-
Family program. (Healthy and Successful Lives)
367
Family, Consumer and Nutrition Education

 Conduct workshops in the areas of nutrition, health promotion and disease prevention, and healthy aging, with
particular focus on programs for limited income families, pregnant moms, audiences at high risk for diabetes and
heart disease, kinship caregivers and seniors. (Healthy and Successful Lives)
 Develop community workshop intensives on food preservation, to include safe food handling practices in
conjunction with Metro Area Extension offices, targeting Denver Metro’s gardening community. (Healthy and
Successful Lives)
 Pursue elder fraud prevention training programs for financial institutions. Work with core groups, including
Denver District Attorney’s Office, State Attorney General, AARP Elderwatch, Denver Office on Aging, and
CSU on implementing strategies that strengthen or enforce elder exploitation prevention statutes and strategies.
(Healthy and Successful Lives)

Horticulture/Master Gardener Program
Number of client contacts (all venues) 797,548 820,000 850,000
Number of Master Gardener website hits 2.3 million 2.5 million 2.7 million
Youth and 4-H

Number of youth served 1,047 1,100 1,300
Percentage of youth achieving knowledge in three scientific
principles through 4-H curricula and projects N/A N/A 30%
Family, Consumer and Nutrition Education

Number of client contacts (all venues) 70,843 70,800 1.2 million1
Percentage of participants demonstrating positive behavior change
in three areas of eating more nutritious meals N/A N/A 50%
1
This large increase is due to the implementation of a new elder fraud banking project which is estimated to increase
contacts by approximately 1 million through website hits.

Expenditures
Personnel Services $8,287 $0 $0 $ 0 0.0%
Budget Savings 0 12,540 0 (12,540) (100.0%)
$150,066 $250,800 $156,900 ($93,900) (37.4%)
Extension Admin. $150,066 $250,800 $156,900 ($93,900) (37.4%)

Extension Admin. 3.00 0.00 0.00 0.00 0.0%
368

After factoring in the 2009 personnel budget savings of $12,540, the net decrease is $92,100 or 37.0 percent due to
an anticipated reduction in the work plan for 2010.
 A decrease of $1,800 in internal services due to decreased workers’ compensation costs.
No vacancy savings is budgeted for 2010. No furlough savings is budgeted for 2010.
Capital Equipment
None.
369
Mountain Parks 01010-7022000
Agency Description
The Denver Mountain Parks system consists of approximately 14,141 acres of parkland in Jefferson, Douglas,
Clear Creek, and Grand counties. The agency prepares, constructs and maintains picnic areas within the parks,
including 11 permitted sites; maintains 28 miles of roadway and 16.4 miles of marked hiking trails; provides food
and care for two bison herds and one elk herd; conducts annual bison auctions; repairs and maintains historic
shelter houses, parking areas and 15 miles of emergency access forest roads; provides emergency forest fire
assistance; maintains water and septic systems; and provides trash collection and graffiti removal in the parks.
The agency contracts the management of concession sites at Echo Lake Lodge and Pahaska Teepee at Buffalo
Bill's Museum and Gravesite; assists in the operation of the Chief Hosa Lodge and Campground; coordinates with
other City agencies for the management of the Evergreen Golf Course and the Red Rocks Amphitheatre; and
assists the Buffalo Bill Museum with construction of display areas and storage facilities. Up to 400,000 Denver
area residents visit the mountain parks annually and the entire system serves approximately two million people
who visit from around the world.
Mission
Provide a safe and pleasant setting for the citizens of Denver to enjoy the mountains, lakes, streams, forests,
wildlife, and other amenities in the Denver Mountain Parks District.

Expenditures
Budget Savings 0 29,296 0 (29,296) (100.0%)
$901,490 $968,500 $882,400 ($86,100) (8.9%)
Administration $901,490 $968,500 $882,400 ($86,100) (8.9%)

Administration 15.00 15.00 15.00 0.00 0.0%
Revenue
Use Charges $18,261 $19,000 $19,000 $0 0.0%
$36,139 $35,000 $36,000 $1,000 2.9%
370
Mountain Parks 01010-7022000

 $10,000 due to reduced funding for fuel and petroleum products.
 $10,000 due to reduced funding for road maintenance in the Mountain Parks.
 $4,000 due to delayed acquisition of maintenance supplies.
After factoring in the 2009 personnel budget savings, the net decrease is $85,621 or 11.2 percent, and a no dollar
change and zero percent growth in services and supplies.
 A decrease of $53,900 in personnel services due to holding two positions vacant for various lengths of time
throughout 2010. This includes one lead park ranger and one senior utility worker.
Capital Equipment
None.
371
Buffalo Bill Museum 01010-7025000
Agency Description
The Buffalo Bill Museum preserves and interprets the life and times of “Buffalo Bill” Cody for the benefit of the
people of and visitors to Denver. The Museum collects, preserves and displays western art and artifacts, historical
documents and memorabilia relating to the life of “Buffalo Bill” Cody. The Museum is located on Lookout
Mountain and maintains the Cody gravesite and related structures in Lookout Mountain Park.
Mission
To preserve the memory of William F. “Buffalo Bill” Cody, interpret artifacts associated with “Buffalo Bill”
Cody’s life and times and record Cody’s ongoing influence on American culture.

New collections acquired 93 260 100

Museum attendance 64,041 61,000 64,000
Museum admissions revenue $137,979 $172,000 $175,000

Expenditures
Budget Savings 0 6,902 0 (6,902) (100.0%)
$320,121 $363,400 $361,200 ($2,200) (0.6%)
Administration $320,121 $363,400 $361,200 ($2,200) (0.6%)

Administration 4.50 5.50 5.50 0.00 0.0%
Revenue
Use Charges $139,592 $150,000 $150,000 $0 0.0%
Misc. General Government 620 0 0 0 0.0%
$140,212 $150,000 $150,000 $0 0.0%
372
Buffalo Bill Museum 01010-7025000

A 2009 savings of $6,900 in personnel services due to wage and benefit savings and increased vacancy savings.
After factoring in the 2009 personnel budget savings, the net decrease is $1,922 or 0.57%.
Capital Equipment
None.
373
Golf Enterprise Fund 79100-7029000
Agency Description
The Golf Enterprise Fund operates and maintains the City's five 18-hole golf courses, one 27-hole golf complex,
two 9-hole par-3 courses, 54-holes of miniature golf, a driving range and five pro shops at eight golf course
locations. It also negotiates and manages the associated concession contracts. Greens fees, concession fees and
pro shop revenues fund the City's golf operations.
Administration provides personnel, accounting, and purchasing services. It also provides concession contract
monitoring, marketing, customer relations services and tournament scheduling.
City Park, Harvard Gulch, J.F. Kennedy, Willis Case and Wellshire Golf Courses perform grounds
maintenance and nightly watering functions and provide starters and rangers for the golf courses. They also
provide a golf range and professional golf shop, as well as pull and motorized cart rental services.
Evergreen Golf Course – operations at this golf course are managed privately.
Overland Golf Course performs grounds maintenance and nightly watering functions and provides starters and
rangers for the golf courses.
Junior Golf provides fundamental golf skills development to approximately 1,700 inner-city youth, ages 5–17. It
also works with 17 Denver Public Schools to assist youth with life skills and academic improvement through golf.
Aqua Golf performs general maintenance functions and provides a golf practice range, professional golf shop, and
limited food and beverage services.
Mission
To be the standard and national leader in the golf industry regarding accessibility, diversity and building the game
for the future. Denver Golf will deliver a complete golf experience. We will provide our community with
excellent customer service, programs to grow the game for future generations and outstanding course conditions
while remaining stewards of the environment.
 Supply electric carts at all facilities within the next five years. (Environmental)
 Improve water coverage over the next five years through changing the nozzles on the irrigation heads.
(Environmental)
 Implement recycling at all facilities over the next two years. (Environmental)

Green fee revenue $6,116,837 $6,860,600 $7,032,000
Rounds of golf 371,385 375,000 375,000
374

Expenditures
Internal Services and Misc. 1,568,027 1,468,182 1,583,809 115,627 7.9%
$8,616,887 $9,465,800 $11,443,500 $1,977,700 20.9%
Administration $1,839,602 $2,197,183 $2,503,875 $306,692 14.0%
City Park 1,549,888 1,351,917 1,443,588 91,671 6.8%
Harvard Gulch 252,500 274,835 271,198 (3,637) (1.3%)
Kennedy 1,217,142 1,354,041 3,023,902 1,669,861 123.3%
Overland 839,250 819,606 760,713 (58,893) (7.2%)
Wellshire 1,475,287 1,586,834 1,485,717 (101,117) (6.4%)
Willis Case 1,245,450 1,406,629 1,517,622 110,993 7.9%
Junior Golf 164,726 219,909 220,855 946 0.4%
Aqua Golf 33,038 254,846 216,030 (38,816) (15.2%)
$8,616,887 $9,465,800 $11,443,500 $1,977,700 20.9%
Administration 9.21 9.21 9.21 0.00 0.0%
City Park 20.60 20.60 20.60 0.00 0.0%
Harvard Gulch 4.79 4.79 4.79 0.00 0.0%
Kennedy 22.56 22.56 32.53 9.97 44.2%
Overland 13.16 13.16 13.16 0.00 0.0%
Wellshire 22.24 20.77 20.77 0.00 0.0%
Willis Case 18.31 18.31 18.31 0.00 0.0%
Junior Golf 3.33 2.00 2.00 0.00 0.0%
Aqua Golf 4.62 4.10 4.10 0.00 0.0%
118.82 115.50 125.47 9.97 8.6%
Revenue
Use Charges $8,403,508 $9,540,800 $11,133,050 $1,592,250 16.7%
Investment Service (5,544) 0 0 0 0.0%
Interest Income 143,314 75,000 100,000 25,000 33.3%
Fees 246 0 0 0 0.0%
Charges for Services (8,128) 0 0 0 0.0%
$8,971,301 $9,615,800 $11,233,050 $1,617,250 16.8%
375
 An increase of $1,616,000 and 9.97 FTE due to the addition of the management of the Kennedy Pro-Shop. This
includes $381,000 in personnel services for 3.0 permanent FTE and 6.97 on-call FTE and $1,235,000 in services
and supplies. These expenditures will be offset by increased revenue.
 An increase of $205,600 in services and supplies. This includes $130,800 due to increased water costs and
$74,800 for increased fertilizer and insecticide costs.
 An increase of $133,700 in internal services due to increased costs for utilities.
No vacancy savings is budgeted in 2010. The budgeted furloughs savings is $53,098.
Golf Bond Payment (79310-7029000) $681,900
Capital Equipment
Rough mowers 1 Replacement

376
($ in thousands) 2008 2009 2010
Assets
Current Assets
Cash and cash equivalents Receivables: $4,788 $1,959 $1,600
Accounts 49 60 65
Accrued Interest 19 55 60
Interfund receivable 25
Inventories 128 145 150
Total Current Assets $5,009 $2,219 $1,875
Capital Assets
Land and land rights $4,004 $4,004 $4,004
Buildings 8,457 12,356 12,781
Improvements other than buildings 13,092 13,292 13,300
Machinery and equipment 4,223 4,822 5,282
(Accumulated depreciation) (14,263) (15,063) (15,913)
Net Capital Assets $15,513 $19,411 $19,454
Bond issue costs and other assets $182 $151 $122
Total Assets $20,704 $21,781 $21,451
Liabilities
Current Liabilities
Vouchers payable $339 $1,410 $1,481
Interfund payable 489 400 450
Deferred revenue 98 100 110
Revenue bonds payable 385 400 425
Noncurrent Liabilities
Revenue bonds payable $5,725 $5,325 $4,900
Unamortized premiums 50 41 33
Other accrued liabilities 397 410 435
Total Noncurrent Liabilities $6,172 $5,776 $5,368
Net Assets
Invested in capital assets, net of related debt $9,585 $13,686 $14,129
Unrestricted 3,293 (391) (972)
Total Net Assets $12,878 $13,295 $13,157
377
Statement of Revenues, Expenses and Changes in Net Assets

($ in thousands) 2008 2009 2010
Operating Revenues Actual Estimated Recommended
Charges for Services $8,396 $9,535 $11,129
Other revenue 3 6 4
Operating Expenses
Contractual services 257 292 1,332
Supplies and materials 1,067 1,013 1,672
Total Operating Expenses $7,954 $9,007 $11,164
Operating Income (Loss) $445 $534 ($31)

Investment and interest income $226 $165 $150
Interest expense (299) (282) (257)
Total ($73) ($117) ($107)
Income (Loss) Before Operating

Transfers $372 $417 ($138)
Change in Net Assets $372 $417 ($138)

Net Assets, January 1 $12,506 $12,878 $13,295
Net Assets, December 31 $12,878 $13,295 $13,157
378

($ in thousands) 2008 2009 2010
Cash Flow From Operating Activities

Other receipts (payments) 0 6 0
Net cash provided (used) by operating activities $144 $2,407 $1,046
Cash Flow From Capital Financing Activities

Acquisition of capital fixed assets ($2,865) ($4,099) ($373)
Principal payments (370) (385) (400)
Bond issue costs 0 0 0
Interest paid on capital debt (299) (282) (257)
Acquisition of capital equipment 0 (599) (520)
Net cash provided (used) by capital and related financin ($3,534) ($5,365) ($1,550)
Cash Flow From Investing Activities

Interest received $259 $129 $145
Net increase (decrease) in cash and cash equivalents ($3,131) ($2,829) ($359)
Reconciliation of Operating Income (Loss) to Net Cash

Operating Income (loss) $445 $534 ($31)
Accounts Receivable 13 (11) (5)
Interfund Receivable 0 25 0
Inventories 7 (17) (5)
Vouchers Payable. (1,179) 1,071 71
Unearned revenue 53 2 10
Interfund Payable 90 (89) 50
Net cash provided (used) by operating activities $144 $2,407 $1,046
Noncash Activities
Amortization of bond premium $9 $9 $8
379
Cultural Facilities Summary
2008 2009 2010

General Fund
Agencies
Expenditures
Total $31,297,823 $32,357,600 $29,176,200
Transfers
Transfer to Denver Art Museum $1,437,700 $1,466,500 $1,393,200
Transfer to Museum of Nature and Science 1,087,700 1,109,500 1,054,000
Transfer to Botanic Gardens 1,046,100 1,067,000 1,013,600
Transfer to Zoological Gardens 1,762,800 2,090,600 0
Transfer to Municipal Band 48,300 48,300 48,300


General Fund 457.8 457.8 408.8
380
Cultural Facilities
Denver Public Library 01010-0801000
Agency Description
The Denver Public Library provides information, education, and cultural enrichment services; maintains a
collection of over four million books, periodicals, government publications, and materials; provides professional
reference and research services; and maintains the public computer network at the Central Library, 22 branch
libraries, and two Bookmobiles; and participates in loan services with libraries worldwide.
Denver Public Library activities are governed by the Library Commission under the provisions of City Charter
sections A14.6 through A14.11. The Commission consists of eight commissioners appointed by the Mayor,
serving without compensation.
Administration and Support manages the administrative functions of the Denver Public Library; the City
Librarian provides executive administrative and strategic leadership; recruits and trains personnel; develops
neighborhood and long-range planning; monitors and controls revenues and expenditures; safeguards the library’s
assets and facilities, and maintains the buildings to ensure safety.
Public Services provides access to the Denver community’s largest reference and research center, including the
world renowned Western History and Genealogy Department, and provides popular and general books and
audiovisual materials for circulation through the downtown Central Library and 22 branch libraries. All locations
provide story times for children and selected locations have special after school programs or programs for families.
Cultural and life skills programs for adults including GED and English Language Acquisition (ELA) are offered at
selected locations. Library staff visits schools and early childhood education centers to promote reading through
the Read Aloud program and the Summer Reading program. 24/7 virtual reference services and homework
assistance is available through the AskColorado service on denverlibrary.org.
Collection and Technology Services selects, processes, and catalogs books, audiovisual materials and online
resources for adults and children for the Denver Public Library system. It develops and maintains the Library’s
online services, manages the network in each of the 23 locations, administers servers providing library
applications, and provides public access to computers and wireless in all locations. It also provides assistance with
technology and offers computer classes to the public.
Community Relations educates and informs the public of library services, resources, and programs. It supports
the work of the library by providing marketing, marketing research, public relations, publication design, and
promotions. This agency also works in conjunction with the Denver Public Library Friends Foundation to develop
the Library’s private fundraising efforts.
Mission
The Denver Public Library connects people with information, ideas and experiences to provide enjoyment, enrich
lives and strengthen our community.
Administration and Support
 Commenced work on infrastructure upgrades funded through the Better Denver Bond Program including
upgrades to fire alarms, electrical service, temperature controls, and windows at several branch libraries; and
upgrades to the public address system, fire alarms, and exterior limestone work at the Central Library.
 Implemented GIS mapping software to inform planning decisions.
 Developed framework for a strategic budget process.
381
Public Services
 Launched Reading Rocket bookmobile service to DPS K-8 and Elementary schools. In April 2009, Reading
Rocket # 1 circulated 7,559 books to DPS students.
 Conducted 387 After School is Cool programs from January to April 2009, with 4,359 children attending, five
days a week at Athmar, Byers, Pauline Robinson, Valdez-Perry and Westwood Branch Libraries.
 Conducted Positive Youth Development training for approximately 150 DPL staff in partnership with Assets for
Colorado Youth.
 Conducted 672 story times with 19,081 young children and parents in attendance on site and conducted 4,810
read aloud sessions off-site with 49,177 preschoolers in attendance from January to April 2009.
 Completed 7,897 AskColorado sessions from July 08 to April 09, 61 percent (over 4,800) of which were
homework assistance sessions for K-12 students.
 Provided over 100 one-on-one business research sessions as part of the BizBoost program from July 2008 to
April 2009.
 Conducted 8,505 user sessions since the launch of new Business Decisions GIS mapping software in 2008.
 Launched Job Help jobs portal on denverlibrary.org and recorded 2,666 page views in the first two weeks.
 Established “Community Learning Plazas” (multi-purpose computer labs for family literacy programs for new
immigrants) at the six Learning and Language branches.
 Completed two and a half years of activities for the Tu Biblioteca Hoy/Your Library Today IMLS National
Leadership Grant.
 Offered 114 Fresh City Life (FCL) programs with 1,539 adults in attendance from January to April 2009. FCL
is partnering with the Rocky Mountain USO to create knitted items for service men and women. So far, 10,358
helmet liners and hats have been knitted and donated to the USO.
 Completed one and a half years of the Creating Communities IMLS National Leadership Grant.
 Western History Genealogy/Blair Caldwell African American Research Library acquired archival materials from
the Rocky Mountain News including photographic print and digital files, news clippings, newspaper microfilm
and personal correspondence.
 Began work on infrastructure upgrades funded through the Better Denver Bond Program. The Decker, Park Hill
and Hampden Branch Libraries reopened mid-2009 after the completion of extensive interior renovations.
Construction documents for CR3 (Central Library Redesigned, Renewed and Reaffirmed have been completed).
Collection and Technology Services

 Created a small computer training room and launched a computer applications and job seeking curriculum.
 Added audio eBooks that are compatible with iPods and Mac computers and new EPUB format that works on
Sony Readers to our downloadable media service and witnessed a 45 percent increase in the number of eBooks,
audio eBooks and eFlicks downloaded from our site.
382
 Kicked off a multi-year RFID project tagging 19 percent of the circulating collection in the first 4 months of
2009, evaluating and selecting major vendors, and planning for rollout of 48 self checks and 2-4 automated
handling systems.
Community Relations
 Initiated new comprehensive marketing strategy for the Library and Friends Foundation to increase awareness of
DPL programs and services and increase support.
 Expanded outreach to the business community to increase support of key DPL events, programs and initiatives.
 Secured funding from Janus Foundation to purchase two new Bookmobiles to expand service to Denver Public
Schools.

 Revamp career enrichment opportunity programs for Library staff. (Motivated, Diverse and Prepared
Workforce)
 Implement online recruiting software. (Motivated, Diverse and Prepared Workforce)
 Increase training opportunities for Facilities and Security staff. (Motivated, Diverse and Prepared Workforce)
 Allocate budgets and expenses by Library vision statements. (Prudent Fiscal Stewardship)
 Pay invoices within City Prompt Payment Guidelines and develop online tutorial for staff purchasing needs.
(Prudent Fiscal Stewardship)
 Implement the time and attendance system’s job activity function to track staff time by Library vision statement.
Public Services
 Improve DPL’s story time delivery by incorporating ECRR principles. (Quality Cultural & Recreational
Opportunities)
 Plan Early Literacy Marketing Campaign. (People Lead Healthy and Successful Lives)
 Change Organizational Culture with Youth as Decision-Makers. (People Lead Healthy and Successful Lives)
 Conduct Summer of Reading Program. (Quality Cultural & Recreational Opportunities)
 Conduct After School is Cool, Author Visit and Denver Camp. (Quality Cultural & Recreational Opportunities)
 Conduct Read Aloud Program. (People Lead Healthy and Successful Lives)
 Establish effective partnerships. (Prudent Fiscal Stewardship)
 Reference librarians demonstrate Business Reference and Service Section (BRASS) competencies. (Vibrant &
Dynamic Economy)
383
 Provision of One-On-One Appointment Services. (Vibrant & Dynamic Economy)
 Business Decisions software upgrades and training. (Vibrant & Dynamic Economy)
 Provide Ask Colorado Service to K-12 Students. (People Lead Healthy and Successful Lives)
 Remodel and reorganize Central Library utilizing CR3 principles. (Internal Processes)
 Provide Community Learning Plazas at six Learning and Language branches. (People Lead Healthy and Successful
Lives)
 Provide English literacy programs for adults and youth at Learning and Language branches. (People Lead Healthy
and Successful Lives)
 Implement programming targeted to adults at Contemporary branches. (Quality Cultural & Recreational
Opportunities)
 Complete extensive renovations at Bear Valley, Montbello, Virginia Village and Valdez Perry branches. (Internal
Processes)
 Expand and enhance Western History and Blair-Caldwell African-American Research Library exhibits and tours.
(Quality Cultural & Recreational Opportunities)
 Complete preservation strategy for historical materials. (Quality Cultural & Recreational Opportunities)

 Launch a customer technology training program. (People Lead Healthy and Successful Lives)
 Implement a new Integrated Library System to improve customer and staff functionality, increase staff
productivity and provide better customer service. (Internal Processes)
 Implement RFID (radio frequency identification) with RFID tags, self checks and automated handling systems to
increase staff productivity, reduce repetitive motion injuries and increase turn-around time. (Internal Processes)
 Decrease wait time for popular materials. (Highest Quality Service)
 Implement Web 2.0 technologies to enhance interactions with customers. (Highest Quality Service)
Community Relations
 Attract new supporters to DPL. (Prudent Fiscal Stewardship)
 Deploy new marketing and brand strategy to attract new Library users. (Quality Cultural & Recreational
Opportunities)
 Expand effective partnerships. (Prudent Fiscal Stewardship)
384

Number of staff in career enrichment programs 2 2 5
Increase in efficiency of recruiting and hiring process NA NA 20%
Number of staff attending in-house CPR/first aid training NA NA 60
Non-personnel expenses recorded by vision statement NA NA 70%
Invoices paid within City Prompt Payment Guidelines 99% 99% 99%
Staff with knowledge to request materials and services NA 75% 100%
Percent of staff allocating time by vision statement NA NA 70%
Public Services
Percent increase in the number of parents and caregivers who report NA NA 20%
on DPL children's program surveys, that they read at
least 20 minutes per day to their children
Percent of marketing plan, budget and timeline completed NA NA 85%
Pre/Post surveys of staff knowledge of Positive Youth Dev Training NA 25% 25%
Summer of Reading enrollee numbers 32,280 33,500 34,000
Students and teachers report positive outcomes in surveys NA 50% 60%
Number of visits to classrooms 5,439 5,200 5,100
Reference Librarians who report comfort with BRASS resources NA 0 30%
Percent of One-on-One attendees who report session was helpful NA NA 85%
Number of K-12 Ask Colorado sessions 5,709 5,600 5,600
Customer and staff satisfaction with CR3 NA NA 85%
Community Learning Plazas participant satisfaction 66% 68% 70%
English literacy program satisfaction 70% 72% 74%
Increase in number of adults attending branch cultural programs 1,778 2,228 4,000
Renovations completed on time and within budget NA 90% 90%
Number of exhibits, displays and programs inside and outside library 670 720 775
Number of historical items preserved and made accessible 5,000 6,000 8,000

Attendees at group and individualized computer classes 404 1,044 1,375
Downtime during migration of data due to new Integrated Library Sys. N/A N/A 0%
Increase in self-service checkouts/unit 82,347 100,000 180,000
Library materials turnover rate 4.1 4.8 5.5
Online transactions 49,107,201 52,494,592 54,000,000
Community Relations
Number of new DPL supporters who donate to the Friends Foundation 278 400 500
Number of new card holders 57,492 60,000 63,000
Percent of current partnerships evaluated and determine highest NA 20% 80%
mutual benefit
385

Expenditures
Budget Savings 0 357,185 0 (357,185) (100.0%)
$31,297,823 $32,357,600 $29,176,200 ($3,181,400) (9.8%)
Administration and Support $7,083,699 $7,132,533 $6,414,511 ($718,022) (10.1%)

Public Services 17,204,040 15,122,486 13,011,045 (2,111,441) (14.0%)
Collection and Technology 6,488,956 9,380,723 9,183,676 (197,047) (2.1%)
Services
Community Relations 521,126 721,858 566,968 (154,890) (21.5%)
$31,297,823 $32,357,600 $29,176,200 ($3,181,400) (9.8%)

Administration and Support 106.11 98.33 91.68 (6.65) (6.8%)
Public Services 320.03 285.63 251.08 (34.55) (12.1%)
Collection and Technology 25.11 63.56 60.66 (2.90) (4.6%)
Services
Community Relations 6.50 10.23 5.33 (4.90) (47.9%)
457.75 457.75 408.75 (49.00) (10.7%)
Revenue
Misc. General Government (934) $0 $370,000 $370,000 0.0%
Fines and Forfeits 720,722 625,000 610,000 (15,000) (2.4%)
$719,788 $625,000 $980,000 $355,000 56.8%

In 2009, a savings of $1,237,183 due to $357,183 in wages and benefits, and $880,000 in vacancy savings.
After factoring in the 2009 personnel budget savings, the net decrease is $2,758,000 or 11.1 percent.
 A decrease of $1,198,200 and 31.0 FTE as a result of reducing hours in 18 branch libraries.
 A decrease of $604,300 and 4.0 FTE due to abolishing a senior reference librarian, an education program
assistant, a shelver, and an administrative support staff member as a result of closing the Byers Branch Library.
 A decrease of $321,500 and 6.5 FTE due to abolishing administrative support positions including an
administrator, a facility maintenance position, a biographic technician, a graphic designer, two administrative
support positions, and half of a press operator due to more efficient work processes.
 A decrease of $269,100 and 7.5 FTE due to abolishing reference librarians, administrative support, shelvers,
custodial, and security staff as a result of reducing the Central Library four hours per week.
386
 A decrease of $414,200 of additional vacancy savings due to scheduled temporary branch closure for 2007 Bond
program renovations.
 A decrease of $306,900 of book supplements and subscriptions to achieve departmental savings for 2010.
Capital Equipment
General Fund

Expenditures
Architectural Collection Archive (15301-0801101) $5,684 $28,031 $33,714 0.00
Capital Campaign Contributions (15706-0801000) 3,914 9,226 0 0.00
Creating Communities: Digitizing Denver's Historic 249,155 147,286 382,068 1.75
Neighborhoods (15001-0801101)
DPL MPP: CO's Diverse Heritage (15001-0801101) 0 42,583 7,257 0.00
DPL Special Trust Fund (15807-0801000) 2,353,498 2,618,980 2,148,965 11.30
Librarians for the 21st Century (15001-0801101) 495,762 372,320 552,744 0.00
Lincoln: the Constitution & Civil War (15001-0801101) 0 1,600 900 0.00
Mi Biblioteca, Mi Futuro (15001-0801101) 0 0 298,426 1.25
Read Aloud (15001-0801101) 19,999 0 0 0.00
Technology Empowerment Program (15001-0801101) 0 20,000 0 0.00
Tu Biblioteca Hoy (15001-0801101) 222,102 371,080 0 0.00
$3,350,114 $3,611,106 $3,424,074 14.30
The Architectural Collection Archive allows Denver Public Library to preserve and make accessible important
and rare documents associated with prominent Colorado architects through preservation, processing, digitization
and promotion. Revenue to this fund is a grant from the Colorado State Historical Society.
The Capital Campaign Contributions are used to purchase furniture, equipment, and other items. The Denver
Public Library Friends Foundation raises funds in support of capital improvements at the Denver Public Library.
Revenues to this fund are from private donations.
The Creating Communities: Digitizing Denver Neighborhoods project is a partnership with the Colorado
Alliance of Research Libraries, Denver Historical Society, University of Colorado Auraria Library, and University
of Denver Penrose Library. The project allows Denver Public Library to inventory, catalog, and digitize historic
documents of the City and County of Denver, linking them to existing information about buildings and
neighborhoods and preserving the digital files in the Alliance Digital Repository. This model of local public-
private collaboration preserves and provides access to cultural and historical materials. Revenue to this fund is a
grant from the Institute of Museum and Library Sciences.
387
The manuscript processing project Colorado’s Diverse Heritage helps ensure understanding of our nation's past
by promoting the identification, preservation, and dissemination of essential historical documentation. Seven
separate manuscript collections from prominent figures of significance in Colorado's civic history are preserved
through this project. The preserved collections represent the diverse communities that settled Colorado and the
West. Revenue to this fund is a grant from the National Historical Publication and Records Commission.
The Denver Public Library Special Trust Fund supports various collections and activities relating to library
services. Activities include acquisition and restoration of artifacts donated to the Western History Collection;
collection of overdue library fees and fines; provision of additional staffing and supplies for the summer youth
reading program and after school programs; and purchase of books and supplies for the library. Revenues to this
fund are private donations, contributions, book sales, photocopier fees, and meeting room rentals.
The Librarians for the 21st Century program works to recruit and educate the next generation of librarians; to
develop library leaders; to encourage high school and college students to consider careers in library services; and
to assist in the professional development of librarians and library staff. The program focuses on recruiting and
educating librarians with the appropriate skills to meet the needs of the communities they serve. Revenue to this
fund is a grant from the Institute of Museum and Library Services.
A grant from the National Endowment for the Humanities supports costs related to hosting the traveling exhibition
Lincoln: the Constitution & Civil War. The exhibit focuses on Abraham Lincoln's struggle to meet the political
and constitutional challenges of the Civil War, and how he used the Constitution to confront the crises of the war.
It will travel to libraries across the country from mid-2009 through 2011.
The Read Aloud program provides free early learning opportunities for educationally and economically at-risk
children ages three through five throughout Denver. Revenue to this fund is a grant from the Colorado
Department of Education.
The Technology Empowerment Program ensures that customers of the Central Library have cost-free access to
computers, computer training classes and individual assistance in support of lifelong learning for students and
adult learners. Revenue to this fund is a grant from the Colorado Department of Education.
Tu Biblioteca Hoy/Your Library Today allows Denver Public Library to invest in laptop computer labs at seven
branches and provide enhanced English acquisition, GED and life skills programs for adult learners. As part of
this program, DPL is partnering with Denver Art Museum and Museo de las Americas to enhance the literary and
cultural programs for children that run concurrently with the adult programs. Revenue to this fund is a grant from
the Institute of Museum and Library Services.
Mi Biblioteca, Mi Futuro (My Library, My Future) is a community-wide project designed to increase

opportunities for Denver’s Hispanic population. This innovative program will provide economically and
educationally underserved residents of Denver with convenient, cost-free access to quality programs and services
that will help participants reach their individual goals to communicate more effectively, handle difficult family
issues, learn crucial technology skills, seek and apply for employment, and become more successfully established
in their new community. Revenue to this fund is a grant from the Institute of Museum and Library Services.
388
Cultural Facilities
Denver Art Museum Transfer 01010-9991000

Expenditures
Transfer to Denver Art Museum $1,437,700 $1,466,500 $1,393,200 ($73,300) (5.0%)
(01010-9991000)
The Transfer to the Denver Art Museum from the General Fund is the City and County of Denver's direct
monetary support to the Art Museum. A decrease of $73,300 is recommended in 2010.

Expenditures
Art Museum (15802-1200000) $1,596,249 $1,466,500 $1,393,200 9.00
Art Museum Donations (15715-1200000) 291,872 0 0 0.00
$1,888,121 $1,466,500 $1,393,200 9.00
The Denver Art Museum strives to enrich the lives of present and future generations through the acquisition,
presentation, and preservation of works of art, supported by exemplary scholarship and public programs related
both to its permanent collections and to temporary exhibitions presented by the Museum. The Denver Art
Museum provides accessible and diverse recreational and cultural opportunities to Denver residents. Revenues to
this fund are from a City General Fund transfer.
The Art Museum Donations program pays for furniture, fixtures, equipment, and other items related to the
expansion of the Art Museum. Revenue to this fund comes from private donations.
389
Cultural Facilities
Museum of Nature and Science Transfer 01010-9992000

Expenditures
Transfer to Museum of Nature and $1,087,700 $1,109,500 $1,054,000 ($55,500) (5.0%)
Science (01010-9992000)
The Transfer to the Museum of Nature and Science from the General Fund is the City and County of Denver's
direct monetary support to the Museum of Nature and Science. A decrease of $55,500 is recommended in 2010.

Expenditures
Museum of Nature and Science (15804-1000000) $1,085,989 $1,109,500 $1,054,000 2.00
The Museum of Nature and Science collects, preserves, and exhibits natural history objects. It also operates the
Gates Planetarium and the IMAX Theater and offers lectures and educational tours. Revenues to this fund are
from a City General Fund transfer as well as private donations and contributions.
390
Cultural Facilities
Botanic Gardens Transfer 01010-9993000

Expenditures
Transfer to Botanic Gardens $1,046,100 $1,067,000 $1,013,600 ($53,400) (5.0%)
(01010-9993000)
The Transfer to the Botanic Gardens from the General Fund is the City and County of Denver's direct monetary
support to the Botanic Gardens. A decrease of $53,400 is recommended in 2010.

Expenditures
Botanic Gardens (15803-7027000) $2,074,313 $1,067,000 $1,013,600 0.00
The Botanic Gardens maintains and displays a permanent collection of tropical, semi-tropical and herbaceous
plants. It strives to connect people with plants, especially plants from the Rocky Mountain region and similar
regions around the world, providing delight and enlightenment to everyone. The Botanic Gardens provide a
complete and unique garden experience to the community. Revenues to this fund are from a City General Fund
transfer as well as admission and rental fees.
391
Cultural Facilities
Zoological Gardens Transfer 01010-9994000

Expenditures
Transfer to Zoological Gardens $1,762,800 $2,090,600 $0 ($2,090,600) (100.0%)
(01010-9994000)
The Transfer to the Zoological Gardens from the General Fund is the City and County of Denver's direct
monetary support to the Denver Zoo. A one-year temporary suspension of the transfer to the Denver Zoological
Gardens is recommended in 2010. This is offset by $2.3 million in unexpected bond premium being provided to
the Zoo.

Expenditures
Denver Zoological Foundation (15965-9915000) $93,868 $0 $0 0.00
Zoological Gardens (15806-7026000) 4,848,259 4,600,000 4,600,000 64.00
$4,942,127 $4,600,000 $4,600,000 64.00
The Zoological Gardens provides a modern zoological park for the residents of Denver and the surrounding
region. It also conducts recreation, education, conservation, and research programs. Revenues to this fund are
from the City General Fund transfer.
392
Cultural Facilities
Denver Municipal Band Transfer 01010-9996000

Expenditures
Transfer to Denver Municipal Band $48,300 $48,300 $48,300 $0 0.0%
(01010-9996000)
The Transfer to the Municipal Band from the General Fund is the City and County of Denver's direct monetary
support to the Denver Municipal Band. No change is recommended for 2010.

Expenditures
Municipal Band (15813-7011000) $48,300 $48,300 $48,300 0.00
The Municipal Band performs 15 free musical concerts in Denver parks during the summer. Expenditures are for
supplies, materials, repairs, utilities and security associated with the performances by the band. Revenues to this
fund are from a City General Fund transfer, private donations, and contributions.
393
394
Public Works Department Summary
2008 2009 2010

General Fund
Administration Division $4,971,270 $5,482,300 $5,136,800
Transportation Division 30,757,383 33,808,900 31,740,500
Operations Division 45,414,159 45,998,400 41,361,200
Expenditures
Total $81,142,812 $85,289,600 $78,238,500
Transfers
Public Works Transfers $9,206,500 $13,800,000 $1,871,600
Subotal Transfers $9,206,500 $13,800,000 $1,871,600

Fleet Maintenance $21,750,629 $22,912,000 $20,737,700
Asphalt Plant 7,581,399 8,734,500 8,756,600
Total $29,332,028 $31,646,500 $29,494,300
Expenditures
395
Public Works Department Summary
2008 2009 2010

Enterprise Funds
Wastewater Management $75,410,720 $118,606,214 $141,290,005
Total $75,410,720 $118,606,214 $141,290,005
Expenditures
Capital Expenditures 1,063,050 1,676,349 669,000
Capital Projects and Debt Payments 3,460,405 35,816,000 48,547,300


General Fund 749.5 749.0 737.5
Capital Funds 2.9 1.5 1.0
Grant/Other Capital Funds 22,333,139
396
Public Works
The Department of Public Works delivers services that help to define the quality of life in Denver. The
Department’s responsibilities include year-round road maintenance and repair; household trash and recycling
collection service to 167,500 households; graffiti abatement; design and construction management of streets,
bridges, storm and sanitary sewers, and public buildings; transportation services through its parking management,
transportation planning, and traffic engineering and operations offices; oversight and regulation of development
and use of the public right-of-way; and implementation and oversight of the Environmental Management System
(EMS). Resources in Capital Projects Management and Development Engineering Services are shared between
General Fund agencies and companion agencies in the Wastewater Management Enterprise Fund, and their costs
are allocated appropriately.
Agency Descriptions
General Fund
The Office of the Manager provides overall internal and external coordination, policy direction, management, and
communications for the Department.
Finance and Administration ensures the efficient and effective use of resources by providing financial,
accounting, purchasing, budget development and oversight, information technology, human resource, and contract
management services for all divisions of the Department.
Policy, Planning and Communication engages in review, analysis and proactive efforts to create, revise and/or
advise on major policy issues that affect the Department and City; manages transportation planning efforts and
coordinates the Public Works Capital Improvement Projects budget to support strategic Department and City-wide
initiatives; and oversees media and public relations for Public Works employees.
Right-of-Way Services ensures public safety and a livable community through the regulation of private
development in the areas of transportation and surveying, and provides oversight and management of the public
right-of-way and City’s on-street parking resources through permitting and enforcement.
Capital Projects Management provides program management, design and construction management, inspection
and surveying for federal, capital, local improvement districts and bond projects. It plans changes to the City’s
multimodal transportation systems and reviews public/private project and development plans for consistency with
applicable planning and engineering standards and the Denver Comprehensive Plan.
Traffic Engineering Services responsibilities include design, installation, inspection and maintenance of the
City’s multimodal transportation system; oversight of the City’s off-street parking assets; and operation of the
City’s Transportation Management Center.
Street Maintenance establishes the foundation for a strong transportation system through the maintenance, repair,
sweeping, and removal of snow on public streets and alleys.
Solid Waste Management provides trash collection service, large item pickup and graffiti removal; develops and
coordinates the City’s recycling program; and administers the City’s Keep Denver Beautiful program.
397
Fleet Maintenance maintains and procures vehicles and pieces of equipment for the City and County of Denver as
well as the required inventories of parts, tools, and supplies; purchases fuel for City fleets; and maintains a
specialized fleet management computer system.
Asphalt Plant produces low-cost, high-quality asphalt for resurfacing and maintaining the City’s streets and
alleys.
Wastewater Management Enterprise Fund
The Executive Office oversees all aspects of Wastewater functions and operations.
Operations maintains the sanitary and storm systems by monitoring, cleaning for water quality and uninterrupted
operation, repairing, and rehabilitating/reconstructing system components.
Right-of-Way Services manages activities associated with private development and use of the City’s street rights-
of-way as well as all issues pertaining to development-driven changes affecting stormwater conveyance, sanitary
sewer and water quality requirements.
Capital Projects Management manages projects for changes affecting stormwater conveyance, sanitary sewer
and water quality requirements. It plans, programs, designs, and implements changes to the City’s stormwater and
wastewater systems. It also reviews public/private project and development plans for consistency with applicable
planning and engineering standards.
Mission
"Protecting the Present and Building the Future" – Public Works accomplishes this through: management of basic
public services such as rights-of-way, thoroughfares and other public facilities including streets, alleys, highways,
drainage ways, sewers, trash collection, bridges, viaducts, lighting, traffic signals, street marking, signage and
parking to meet the needs of the public; planning, design, construction, operation and maintenance of public
facilities for waste management and surface transportation; enforcement of federal, state and local laws relating to
public and private property; and custody of engineering and survey documents in perpetuity.
Maintenance and Operations
 Accelerated the alley paving program in order to complete paving of unimproved alleys by the end of 2011.
Completed 228 alleys in 2008 vs. 92 in 2007.
 Denver Partners Against Graffiti continued its daily battle against graffiti in the City, removing over 4.5 million
square feet of graffiti in 2008, a 42 percent increase from 2007.
 Installed 29,925 traffic signs, an increase of 63 percent over 2007, and constructed 32 traffic signals, an increase
of 78 percent over 2007.
 Performed in a leadership role in the operational, infrastructure and transportation planning for the Democratic
National Convention. This included most of Street Maintenance Division staff becoming Hazardous Operations
certified.
398
 Built 13 voter-approved Better Denver Bond roadway projects, both below the engineer’s estimate and the bid
price and completed within the scoped timeframe. The Street Maintenance Division was predominantly
responsible for planning, designing, and managing the construction of the projects.
 Earned an estimated $2,304,500 worth of free, positive media publicity for Department initiatives and programs.
 Initiated implementation of School Zone Flashing Beacons program for 32 K-8 schools located directly adjacent
to an arterial street. Ten to be installed by start of 2009 school year, another 11 by the end of 2009, and the
remaining 11 in 2010.
Sustainability
 Selected as the #2 Green Fleet in North America by the 100 Best Fleets organization. Recognized for efforts
aimed at breaking our nation’s dependency on foreign oil and saving money through fuel locks.
 Examined every sanitary and storm cross-over in three designated storm outfalls, completed ahead of schedule
100 percent of the cleaning of the 311 and 411storm basins per the Mayor’s Greenprint program specifications,
and performed a leadership role in achieving ISO 14001 Certification.
 Launched four major marketing outreach efforts in 2008 including Street Sweeping, Bike to Work Day, Dog
Waste/Water Quality and a successful community outreach campaign for snow removal with Denver
McDonald’s restaurants as a distribution partner for brochures.
The Future
 Completed and released the Strategic Transportation Plan. Continued its use as guidance for the Six Year Capital
Improvement Plan.
 Continued development of the Solid Waste Master Plan and Strategic Parking Plan.
 Oversight of the management/implementation of the 2007 Bond/Mill Levy and accelerated advertisement of
multiple Capital Maintenance and reconstruction projects in order to achieve 2008 goals for the Better Denver
Program.
 Restructured the Public Works Modified Duty Program creating better employee relations and a more efficient
use of our injured employees by assigning them in-house to temporary assignments rather than sending them
outside of the department.
 Participated in the Mayor’s city wide development review restructuring/process improvement efforts.
 Provided on-going leadership, technical review and assessments in the planning and implementation of
FasTracks and CDOT corridors.
 Secured Federal ARRA funding of $12,250,000; $12,000,000 for Central Park Blvd. and $250,000 for Bike
Lanes.
399
Efficient, Diverse and Accessible Transportation System
 Continue implementation of the Strategic Transportation Plan.
 Continue leadership of Better Denver Bond and Mill Levy programs, Justice Center and on-going Capital
Improvement Program.
 Enhance parking options through conversion to electronic meters.
Environmental Stewardship
 Continue efforts to “green” the City’s fleet
 Continue compliance with NPDES and MS4 permit requirements.
 Complete and implement Solid Waste Master Plan.
Prudent Fiscal Stewardship

 Continue efforts to streamline and “green” contract administration processes.
 Maintain a prompt payment penalty rate of less than one percent.
 Continue efforts to leverage outside sources of money to maximize programs and services to the people of
Denver.
 Continue construction on new Central Platte Facility.
400
Public Works
Administration Division Summary 01010-5010000
2008 2009 2010

General Fund
Agencies
Policy, Planning, and Communication 745,581 1,097,800 1,062,800
Total $4,971,270 $5,482,300 $5,136,800
Expenditures
Services and Supplies 801,070 894,626 847,828
Note:

401
Public Works–Administration
Agency Description
The Office of the Manager provides overall policy direction, management, and communications for the Public Works
Department; oversees the Engineering, Operations, Finance and Administration, and Policy Planning and
Communication areas of the Department; and serves as the final authority for fiscal and personnel matters in the
Department.
Appointed by the Mayor, the Manager of Public Works is a member of the Mayor’s Cabinet and sits on the State Board
of Equalization.

Expenditures
Services and Supplies 209,404 188,200 188,171 ( 29) (0.0%)
Budget Savings 0 4,283 0 (4,283) (100.0%)
$788,355 $809,599 $737,300 ($72,300) (8.9%)
Administration $788,355 $809,600 $737,300 ($72,300) (8.9%)

Administration 5.25 6.25 6.25 0.00 0.0%
Revenue
Highway Users Trust Fund 20,618,727 22,176,200 17,527,500 (4,648,700) (21.0%)
Fees 22,904 0 0 0 0.0%
$20,648,439 $22,176,200 $17,527,500 ($4,648,700) (21.0%)

 A decrease of $52,500 due to holding an executive assistant II vacant.
The budgeted vacancy savings is $18,392. The budgeted furlough savings is $8,857
Capital Equipment
None.
402

Expenditures
Residential/Commercial Organics Waste Diversion $0 $186,936 $0 0.00
Phase II (11301-5011101)
Living Streets (11605-5011101) 0 40,000 0 0.00
Residential/Commercial Organics Waste Diversion 30,504 184,496 0 0.00
Phase I (11301-5011101)
Solid Waste Assistance (11001-5011101) 32,990 0 0 0.00
$63,494 $411,432 $0 0.00
The Residential and Commercial Organics Waste Diversion program pilots organics recycling among
households and at Denver International Airport. Funding for both phase I and phase II provided by the Colorado
Department of Public Health and Environment.
The Living Streets Initiative (LSI) provides an education and engagement series to connect policy makers,
professionals, and the public in a dialogue about living streets and the opportunities related to how we use our
streets and the land surrounding them. Funds come from a grant from Kaiser Foundation.
The Solid Waste Assistance program established a recycling program at Red Rocks Amphitheatre. Funds came
from a grant from the U.S. Environmental Protection Agency.
Special Trust Fund Transfer 2008 2009 2010

Actual Estimated Estimated
Expenditures
Gateway Transfer to Fleet Replacement Fund SRF $0 $0 $2,509,672
(56290-9923200)
In 1998, the City’s Fleet Replacement Fund advanced $5,233,416.04 to the Gateway Regional Metropolitan
District (GRMD) for the District portion of Tower Road and 56th Avenue construction projects. At the start of
2009, $2,723,744.33 of the required repayment from GRMD had been credited to the Fleet repayment obligation.
Transfer of the remaining $2,509.671.71 from the Gateway Regional Metro District Special Trust Fund (56290) to
the City’s Fleet Replacement Fund will complete GRMD’s repayment obligation to the City.
403
Finance and Administration 01010-5012000
Agency Description
Finance and Administration supports the Department by providing financial, accounting, purchasing, information
technology, safety and personnel services; mail delivery and records management coordination; technical
assistance in telephone, radio, pager and data processing; and contract management and administration.
Administration manages the financial and administrative functions of the department. It provides direction to the
agency, budget development and oversight, mail pick-up and delivery, file maintenance and back-up secretarial
support. It also provides a centralized point of contact for cell phone, telephone and radio support for the
department and oversees and manages the City’s franchise agreement with Xcel Energy.
Accounting provides accounting services for all Public Works Agencies. These services include accounts payable
processing for over 30,000 invoices per year; accounts receivable functions, collections, and invoicing special
permit services. Our Accounting Section provides cost accounting reporting and fund reconciliation to assist
management in interpretation of accounting data. The Accounting Section conducts special accounting studies for
upper management and provides information for public inquiries.
Human Resources administers the departmental recruitment/filling vacancy process; conducts new employee
orientations; administers short-term disability and FMLA benefits; provides required and optional career
development training; consults and advises on employee relations, disciplinary actions and labor/management
issues; assists in development and administration of Departmental policies and procedures; and conducts
investigations.
Safety and Loss administers safety programs for Department personnel, including safety training; conducts
accident prevention training; conducts investigations; performs liability determination; conducts hazardous
materials training; administers Commercial Drivers License process; and administers Departmental Workers’
Compensation program.
Information Services provides technical assistance in the areas of computer hardware, software and
communications support for the Department.
Contract Administration/Procurement provides coordination, management, tracking, verification and control of

Departmental contract and purchasing needs. This includes overseeing the bidding and award process for
construction and service contracts, and processing payments to contractors throughout the life of construction and
consultant contracts. The agency also completes all purchasing functions for the department and administers the
Fleet Replacement Fund for the City.
Collections provides contract oversight, contractor payments, revenue reconciliation and write-off policies for the
City’s delinquent parking violations.

Accounting
Prompt payment penalty rate NA-new NA-new 0.4%
Number of invoices processed 27,126 26,000 26,000
Human Resources
Number of grievances/discipline letters 304 320 300
Number of position interviews 193 240 180
Number of training classes conducted 166 80 80
Number of personnel actions processed 1,875 2,450 1,850
Percent of accuracy for personnel actions 99% 98% 98%
404

Contract Administration
Average number of contract payments per month 70 120 120
Annual number of bid openings 49 40 40
Number of contracts administered 242 350 350
Contracts awarded – dollar amount $46,239,659 $121,000,000 $121,000,000
Avg. business days from bid opening to Mayor’s signature NA-new NA-new 62
Funds encumbered and expended

Capital funds $25,838,191 $51,000,000 $51,000,000
Bond funds $185,710,587 $206,000,000 $206,000,000
State and Federal funds $9,351,717 $12,500,000 $12,500,000
Safety and Loss

Number of on-the-job at-fault vehicle accidents 48 48 48
Number of on-the-job first aid injuries 116 125 125
Number of at-fault property damage claims 54 110 110
Training classes conducted* 255 125 125
Number of lost time on-the-job injuries 15 18 18
*Training position is vacant; classes conducted by existing staff

Expenditures
Budget Savings 0 32,559 0 (32,556) (100.0%)
$3,437,334 $3,574,900 $3,336,700 ($238,200) (6.7%)
Administration $436,763 $510,103 $395,873 ($114,227) (22.4%)

Accounting 1,295,656 1,254,543 1,229,755 (24,788) (2.0%)
Human Resources 555,211 503,429 482,408 (21,021) (4.2%)
Safety and Loss 172,235 223,160 159,196 (63,964) (28.7%)
Information Services 366,315 374,268 371,826 (2,442) (0.7%)
Contract Administration 279,391 309,397 307,642 (1,755) (0.6%)
Collections 331,761 400,000 390,000 (10,000) (2.5%)
$3,437,334 $3,574,900 $3,336,700 ($238,200) (6.7%)

Administration 5.50 5.50 5.50 0.00 0.0%
Accounting 20.00 19.00 19.00 0.00 0.0%
Human Resources 9.00 6.00 6.00 0.00 0.0%
Safety and Loss 3.00 3.00 3.00 0.00 0.0%
Information Services 3.00 3.00 3.00 0.00 0.0%
Contract Administration 3.00 4.00 5.00 1.00 25.0%
43.50 40.50 41.50 1.00 2.5%
405

Revenue
Use Charges (130) $0 $0 $0 0.0%
Misc. General Government (2,814) 0 0 0 0.0%
Licenses and Permits (475) 0 0 0 0.0%
$557,726 $800,000 $800,000 $0 0.0%

In 2009, a savings of $143,400 in personnel services due to $32,600 of wage and benefit savings and $110,800 for
holding two positions vacant.
After factoring in the 2009 budget personnel savings, there is a net decrease of $189,600 or 6.4 percent.
 An increase of 1.0 FTE contract compliance coordinator due to increased number of contracts as a result of the
Denver Better Bond program. This position is funded by the bond program.
 A decrease of $149,900 in personnel services due to holding two positions vacant, filling a position at a lower
step and reducing on-calls.
 A decrease of $8,800 in personnel services due to reduced overtime.
 A decrease of $33,800 in services and supplies due to reduced supplies.
Capital Equipment

Expenditures
City Neighborhood Partners Project (11702-5012000) $18,899 $50,000 $80,000 0.00
Private Use Permit Fee Fund (11810-5012000) 0 52,449 0 0.00
TRP 2000 (11708-5012000) 0 10,000 0 0.00
$18,899 $112,449 $80,000 0.00
The City Neighborhood Partners Project provides for imaginative and innovative graffiti curtailment and litter
control through education initiatives. Revenues to this fund come from private grants and donations.
406
The Private Use Permit Fee Fund expend fees generated from private use permits associated with conduit
construction, cable installation or telecommunications facilities operations in the public right-of-way. The funds
were used for street construction, maintenance, and repairs. Revenue to this fund came from private use permit
fees.
The TRP 2000 program designed and printed new bike maps. Revenue to this fund came from the sale of bike
route maps.
407
Policy, Planning and Communication 01010-5013000
Agency Description
The Policy, Planning and Communication division manages the following areas for the department:
Policy includes review, analysis and proactive efforts to improve federal, state and regional transportation policies
that affect the City, including Denver Regional Council of Governments (DRCOG) and Regional Transportation
District (RTD), as well as creation and implementation of internal City policies (e.g., sidewalks, parking, railroad
quiet zones).
Planning/Programming develops and provides policy guidance in the preparation of long-range transportation
plans including the Denver Comprehensive Plan; supplemental plans such as Blueprint Denver; various sub-area
plans; the regional Metro Vision Plan; the transportation planning and preparation for construction of other
transportation projects including FasTracks, CDOT, City and other key projects; the coordination of the Public
Works Capital Improvement Projects budget; and efforts to find, apply for and obtain outside funding support for
City projects including federal, DRCOG (Transportation Improvement Program), grants and other funding
sources.
Communication utilizes media, marketing and public relations to communicate and deliver value to citizens by
familiarizing them with specific Public Works programs and/or initiatives while managing expectations they
develop partnerships with City Council, brief Council on pending agenda items and other Public Works issues;
respond to inquiries and provide Council with information on the status of initiatives, operations and projects; and
provide analysis as needed to assist informed policy decisions. The Office develops internal communication
strategies and employee programs that support Public Works goals and objectives, delivers internal messages in
proper context to achieve full value in communications, and develops and implements strategies for
communication programs that build consensus among all employees.

National Environmental Policy Act (NEPA) Coordination On-going On-going On-going
External Revenue Coordination On-going On-going On-going
Manage Capital Improvement Projects Budget On-going On-going On-going
Manage Plans and Develop Policy On-going On-going On-going
External Communication
Value of positive media attention (compared to ad rates) $2,304,570 $2,304,600 $2,304,650
Number of public information critical situations N/A 10 10
Number of City Council communication pieces 12 12 12
Maintain website to provide best customer service in order to Yes Yes Yes
reduce support and customer service costs to PW
Internal Communication
Employees receive timely department news Yes Yes Yes
408
Policy, Planning and Communication 01010-5013000

Expenditures
Budget Savings 0 98,517 0 (98,517) (100.0%)
$745,581 $1,097,800 $1,062,800 ($35,000) (3.2%)
Administration $13,418 $98,517 $0 ($98,517) (100.0%)

Communication 231,984 362,312 372,331 10,019 2.8%
Policy and Planning 500,178 636,971 690,469 53,498 8.4%
$745,581 $1,097,800 $1,062,800 ($35,000) (3.2%)

Communication 2.00 3.00 3.00 0.00 0.0%
Policy and Planning 8.00 7.00 7.00 0.00 0.0%
10.00 10.00 10.00 0.00 0.0%

In 2009, a savings of $98,500 due to $11,900for wage and benefit savings and $86,600 for additional vacancy
savings.
 A decrease of $23,800 due holding 1.0 FTE senior city planner position vacant for part of the year.
 A decrease of $18,000 due to a reduction in supplies and materials.
Capital Equipment
None.
409
Public Works
Transportation Division Summary 01010-5030000
2008 2009 2010

General Fund
Agencies
Street Lighting 1,956,974 2,225,000 2,225,000
Expenditures
Total $30,757,383 $33,808,900 $31,740,500
Transfers
Transfer to CIF - HUTF $1,100,000 $2,200,000 $0
Subtotal Transfers $1,100,000 $2,200,000 $0
Note:

410
Public Works–Transportation
Right-of-Way Services 01010-5032000
Agency Description
In order to achieve better coordination and service delivery, and in light of the pending organizational changes due
to the creation of Development Services, the Transportation Division reviewed its structure and resource
allocation. This initiative focused on programs and services and results in reorganization of the 2010 budget.
Development Engineering Services will be renamed Right-of-Way Services to better reflect the nature of the
organization’s programs. A Project Controls Office has been established and will include the staff from Capital
Projects Management, and their associated non-personnel budget – which were allocated to Right-of-Way
Services. The Quality Control Lab, which was closed in 2009, has redeployed their staff to Survey, Project
Controls, and the Asphalt Plant.
Right-of-Way Services manages all activities associated with private development and use of the City's street
right-of-way. This office determines developer-required improvements and reviews private development plans for
regulatory compliance in the areas of transportation, survey and right-of-way management. This office also
provides inspection and permits for construction of private development projects, and in conjunction with the
private use of the City rights-of-way.
Administration provides overall managerial support and direction to the agency. It performs all activities relating
to policy interpretation and development, budget, and high-level agency coordination.
Survey administers all of the City's land surveying needs including right-of-way management and review of land
development matters. This office is responsible for maintaining surveying records as well as easements,
dedications, land survey plats and vacations.
Inspection assures construction of high quality transportation infrastructure by providing permitting and
inspection services to private developers and utility contractors. This group also manages the short-term use of the
City's right-of-way by contractors and vendors through the issuance of various permits. This office permits and
inspects the construction of private development projects in conjunction with the private use of City rights-of-way
and lines connected to the City's system.
Development Services oversees all design phase concepts and plans for conformity to the City's adopted
standards, regulations, and ordinances. This office determines developer-required improvements and reviews
private development plans for regulatory compliance in the areas of transportation, survey and right-of-way
management. Development Services reviews building plans, site plans, and urban design requirements and
conducts inspections. These responsibilities comprise approximately 80 percent of City functions related to the
development of private land. There are three service categories within Development Services: Permitting,
Inspections and Project Coordination.
Right-of-way Permitting and Enforcement manages activities associated with private development and use of
the City's right-of-way. This office determines developer-required improvements and performs initial reviews of
private development plans for regulatory compliance in the areas of transportation, wastewater, survey and right-
of-way management. This section also handles enforcement of certain right-of-way permits. The Enforcement
section issues citations for on-street, off-street and private property parking violations. It administers vehicle
booting and towing for the City, provides parking enforcement for sporting events, special events, holidays,
concerts, and after-hours university events, and performs field checks and investigations of contested tickets.
Enforcement also installs, repairs and maintains parking meters and parking pay stations in addition to collecting
the fees from the meters and pay stations. It enforces parking regulations, collects parking fines and penalties, and
administers the Residential Parking Permit and meter Cash Key programs. It also analyzes Denver's parking
ordinances and the overall parking system.
411
Project Controls provides programmatic oversight on all capital and bond related projects. The primary functions
are program integration, contract management, scheduling, budget management, cost estimating, training, and
management of the integrated design and construction contract. In addition, this office performs right-of-way and
public project plan review; and is responsible for setting Public Works’ construction, transportation and water
quality standard, and for review, approval and management of testing documentation.

Survey
Revocable permits 1 150 175 100
Vacations 37 30 35
Dedications 34 75 30
Subdivision reviews 56 70 65
Land survey plats 1,210 1,400 1,050
Rezoning 67 150 50
Site plans 309 425 200
Traffic impact studies 26 35 55
Miscellaneous transportation plans 461 575 400
Inspection
Construction permits 733 500 450
Percentage of street cuts inspected before paving 81% 80% 82%
Street occupancy permits 12,112 12,000 9,000
Parking meter sacking permits 2,118 1,900 1,900
Right-of-way Enforcement and Permit Operations

Number of customer service calls2 63,311 91,500 77,000
Community forums 0 20 20
Customized parking strategies 0 15 4
Number of residential parking permits issued3 12,925 11,000 14,000
Field investigations 1,675 1,000 3,000
Number of citations written annually for meter violations 217,109 229,000 220,000
Total number of citations written per year 620,190 636,200 680,000
Average vehicles booted per day 19 16 17
Average number of meter collections per year 180,612 700,000 120,000
Average number of pay station collections per year 2,579 5,000 550
Number of meters repaired 9,251 1,500 1,600
Total number of meters 5,664 5,600 5,100
1
Includes Utility Reviews and Easement Relinquishments
2
2008 objectives are calls received by parking violations and ROWE Dispatch
3
Includes renewals and guest permits
412

Expenditures
Budget Savings 0 438,214 0 (438,214) (100.0%)
$14,575,840 $15,202,500 $14,294,000 ($908,500) (6.0%)
Administration $456,961 $616,649 $70,617 ($546,032) (88.5%)

Survey 1,831,257 2,018,167 1,030,637 (987,530) (48.9%)
Inspection 2,020,680 1,519,192 1,264,719 (254,473) (16.8%)
Development Services 745,673 1,068,117 741,555 (326,562) (30.6%)
Right-of-Way Permitting and 9,521,266 9,980,375 10,661,130 680,755 6.8%
Enforcement
Project Control Office 0 0 525,342 525,342 0.0%
$14,575,840 $15,202,500 $14,294,000 ($908,500) (6.0%)

Survey 14.00 24.00 12.00 (12.00) (50.0%)
Inspection 26.00 18.00 19.00 1.00 5.6%
Development Services 7.00 11.00 7.00 (4.00) (36.4%)
Right-of-Way Permitting and 103.50 95.50 97.50 2.00 2.1%
Enforcement
Project Control Office 0.00 0.00 6.00 6.00 0.0%
150.50 148.50 141.50 (7.00) (4.7%)
Revenue
Use Charges $8,995,326 $8,552,700 $11,548,800 $2,996,100 35.0%
Misc. General Government 136,809 100,000 208,500 108,500 108.5%
Licenses and Permits 5,462,325 4,034,500 4,034,500 0 0.0%
Fines and Forfeits 19,474,157 19,100,000 19,257,100 157,100 0.8%
Fees 1,188,012 585,700 625,000 39,300 6.7%
$35,733,666 $32,773,900 $36,074,900 $3,301,000 10.1%

 $300,000 in reduced contracting expenses.
 $90,000 for the elimination of the Quality Control Lab.
After factoring in the 2009 personnel budget savings, the net decrease is $1,062,000 or 10.8 percent.
After factoring in the 2009 operating budget savings, the net increase in services and supplies is $250,300 or 5.3 percent.
 An increase of $162,800 and 1.0 FTE position transferred from Capital Projects Management to better reflect
actual duties.
413
 An increase of $144,800 and 1.0 FTE engineer and architect supervisor position transferred from Capital
Projects Management.
 An increase of 1.0 FTE bond-funded senior engineer position to work on bond-funded projects.
 A decrease of $445,000 due to additional vacancy savings.
 A net decrease of $362,300 and 4.0 FTE as a result of eliminating the Quality Control Lab. This includes
abolishing 4.0 FTE materials tester positions (three positions transferred to Wastewater Right-of-Way Services
and one transferred to the Asphalt Plant) and holding vacant one staff land surveyor position.
 A decrease of $303,900 and 3.0 FTE engineer positions transferred to Capital Projects Management to better
reflect actual duties.
 A decrease of $172,700 of 3.0 FTE positions through the abolishment of a vehicle boot investigator, program
administrator and a senior survey technician position.
 A decrease of $50,100 in personnel costs due to savings achieved from changes in the way overtime is
calculated.
 An increase of $1,067,000 for electronic parking meters. The expense is offset by additional revenue that will
result from the use of the new meters.
 A decrease of $26,700 due to reducing seven vehicles assigned to the Quality Control Lab.
 A decrease of $500,000 in the City’s contract for parking ticket processing.
 A decrease of $225,000 to eliminate the self-release boot program and the related contract fee.
 A decrease of $118,700 for fuel as a result of reduced prices and locked-in rates for at least half of 2010.
 A decrease of $67,000 for professional services and management consulting services.
Capital Equipment
None.

Expenditures
Transfer to CIF-HUTF $1,100,000 $2,200,000 $0 ($2,200,000) -100.0%
(01010-9924000)
The Highway Users Trust Fund (HUTF) Transfer monies are state-collected, locally-shared revenue distributed
among the State's counties and municipalities. Historically, the City's allocation was deposited into the General
Fund and then transferred to the Capital Improvement Fund (CIF) for bridge and viaduct projects that formerly
were funded directly through state grants to the CIF. Beginning in 2010, this amount will be deposited directly into
the Capital Improvements Fund.
414
415
Capital Projects Management 01010-5033000
Agency Description
Capital Projects Management provides planning, programming, design and construction, and project management
services for building and maintaining the City's infrastructure including buildings and roadways.
Administration provides policy and management support from the City Engineer for the Engineering Division
and the rest of the Department of Public Works. Administration also includes administrative support staff for the
agency.
Project Controls Office staff, and their associated non-personnel budget, moved to Right-of-Way Services
(01010-5032000).
Transportation Project Management provides planning, bridge program management, project development,
design and construction management, and inspection for federal, capital, local improvement districts and bond
projects to improve neighborhood quality and cleanliness, to improve traffic flow and to invest in the quality of
life for Denver residents. Transportation Projects Management also provides plan review, bidding, construction
management, and inspection functions for Housing and Neighborhood Development Services, and the Parks and
Recreation Department. Staff members represent the City in planning, design, and construction processes with
Colorado Department of Transportation, the Regional Transportation District and various other local jurisdictions.
Major Projects Management Office is the City and County of Denver's representative for major projects such as
the Denver Justice Center, the RTD FasTracks program, the Better Denver Bond Program, the development of the
Central Valley Public Works Maintenance facility at the old General Chemical site, and other projects. The Office
will be the representative for citizens, businesses and institutions of the City and County of Denver during the
design and construction of vertical capital projects. The Office is responsible for the resolution of issues between
the contractor or project owner and any of the various City agencies which may be impacted by the respective
projects. The Office responds to concerns raised by Denver residents and businesses and seeks to achieve
mutually agreeable solutions to their issues. The Office also provides supplemental project management support
and oversight for other City agencies such as Parks and Recreation, Environmental Health, and Theaters and
Arenas to ensure that their needs and the needs of their customers are addressed as the projects advance. This
Office is the lead for supporting the Office of Emergency Management.

Implementing the Capital Improvement and Bond projects on 92% 92% 90%
schedule and within budget
Number of projects initiated 43 30 35
Number of projects completed 27 47 40
Number/percentage of projects completed on time 24/92% 43/92% 36/90%
Number/percentage of projects completed within budget 24/92% 43/92% 37/92%
Number of completed plans or studies that include an 4 5 4
infrastructure recommendation
Percentage of non-CDOT reported structures inspected 100% 33% 100%
(3 year inspection cycle)
Percentage of vehicle damaged infrastructure repaired within 86% 90% 90%
30 days (City-owned property)
Review, revise, document and train staff on new internal processes 4 4 4
and procedures for project delivery
416

Expenditures
Budget Savings 0 641,109 0 (641,109) (100.0%)
$1,798,625 $4,676,100 $4,846,000 $169,900 3.6%
Administration $258,287 $1,571,192 $691,022 ($880,170) (56.0%)

Project Management 1,540,313 2,079,477 2,642,278 562,801 27.1%
Major Projects 24 702,825 1,512,700 809,875 115.2%
Project Controls 0 322,606 0 (322,606) (100.0%)
$1,798,625 $4,676,100 $4,846,000 $169,900 3.6%

Administration 2.00 8.00 7.00 (1.00) (12.5%)
Project Management 15.00 23.00 28.00 5.00 21.7%
Major Projects 0.00 5.00 12.00 7.00 140.0%
Project Controls 0.00 2.00 0.00 (2.00) (100.0%)
17.00 38.00 47.00 9.00 23.7%
Revenue
Miscellaneous Intergovernmental $0 $161,500 $161,500 $0 0.0%
Internal Svc & Indirect Charges 0 148,500 154,000 5,500 3.7%
$54 $310,000 $315,500 $5,500 1.8%

 $41,100 for wage and benefit savings.
 $600,000 for personnel services charged to bond projects.
 $75,000 for additional vacancy savings.
After factoring in the 2009 personnel budget savings of $41,100, the net increase is $766,623 or 20.8 percent.
 An increase of $823,000 and 7.0 FTE and operational expenses resulting from the consolidation of functions
from Facilities Project Management (01010-3082000).
 An increase of $223,000 and 3.0 FTE engineer positions into the Project Management Office, including two
positions transferred from Right-of-Way Services (5032000) and one new position to be paid by bond-funded
projects.
 A decrease of $162,800 and 1.0 FTE manager position transferred to Right-of-Way Services (5032000) to better
reflect actual duties.
 A decrease of $440,800 for personal service expenditures charged to various bond projects.
417
 A decrease of $115,000 due to additional vacancy savings.
 A net decrease of $62,400 due to offsetting transfers of one engineer in and one engineer supervisor out to Right-
of-Way Services to better reflect actual duties.
The budgeted vacancy savings is $134,775. A budgeted furlough savings of $62,871.
Capital Equipment
None.
418
Traffic Engineering Services 01010-5034000
Agency Description
Traffic Engineering Services (TES) is responsible for the design, installation, and operation of the City's system of
traffic control and off-street parking assets. The Director of TES acts as the City Traffic Engineer and provides
policy and management support to the Department of Public Works and coordinates with other transportation
division performance centers. The agency plans, designs, and implements changes to the City and County of
Denver's multimodal transportation system in conjunction with other city/local, regional, and state agencies. It is
also responsible for the operation of the City's Transportation Management Center.
Administration manages the staff of the Traffic Engineering Services offices and provides program development,
office management, leave accounting, staff recruiting, and administrative support services.
Traffic Signals/ITS designs, reviews, evaluates, implements, and maintains the traffic signal system and the
Intelligent Transportation System (ITS). This section collaborates and supports other agencies to provide and
implement mobility modifications and improvements to the City and County of Denver. It also responds to
requests from customers for transportation system-related modifications and, in particular, traffic signal timing
improvements for corridors and individual intersections.
Signs and Pavement Marking unit designs, installs, and maintains all traffic signs and pavement markings. This
includes all regulatory, warning signs, vehicle lane lines, bike lanes, pedestrian crosswalks, symbols, and messages
to ensure safe and efficient travel for all modes of mobility. Markings also are installed for other City agencies.
This group develops concepts for and reviews, evaluates, implements, and supports the design of transportation
system signing and pavement marking improvements. It also fabricates signs for use in its work programs and for
many other City agencies.
Neighborhood Transportation Management and Safety program responsibilities have been distributed among
the other sections within this division.
Parking Operations oversees all City-owned parking lots and garages (except the Colorado Convention Center
garage and the Denver Human Services garage) and performs research and analysis on the City's parking resources
and functions. The division designs and conducts parking surveys and operational studies intended to garner
feedback and increase the effectiveness of Denver's parking system. The analysis section provides placement
strategies for meters, pay stations, loading zones, and residential parking restrictions.
Transportation Management Center (TMC) provides AM and PM peak hour traffic monitoring for quick
response to changing traffic conditions. The TMC supports special events, emergency response and road
construction activities by implementing and maintaining Variable Message Signs, Highway Advisory Radios and a
Blankout Sign System thus supporting the creation and implementation of incident management plans and special
event traffic signal timing plans. It provides information to roadway customers by publishing camera views and
traffic information on the City of Denver website. The TMC designs, develops, and implements Intelligent
Transportation System (ITS) and communications in order to reduce delays and congestion for roadway
customers.
Mission
Denver Traffic Engineering Services’ mission is to plan, design, install, inspect, operate, and maintain traffic
control devices, systems, and facilities that optimize safety for public travel and efficiently manage City-controlled
parking assets. Denver Traffic Engineering Services provides a positive work environment for its employees
where agency standards are consistently applied, pride is taken in the successful completion of work program
goals, and innovation is encouraged and supported.
419

Emergency signal maintenance calls 4,197 4,000 3,925
Traffic signalized intersections 1,259 1,248 1,249
Total traffic signal controller cabinets replaced 69 100 100
Schools completed in Pavement Marking program 188 188 188
Traffic signals receiving preventative maintenance 56% 50% 50%
Number of traffic signals re-timed 62 200 175

Total signs installed 29,945 20,000 30,000
RPP added to new block faces 0 4 4
Peak traffic hours covered by TMC 2,080 4,160 4,160
Number of event hours covered by TMC 1,731 980 980

Expenditures
Budget Savings 0 319,749 0 (319,749) (100.0%)
$9,627,469 $11,612,500 $10,282,700 ($1,329,800) (11.5%)
Administration $1,767,872 $2,575,538 $1,762,648 ($812,890) (31.6%)

Traffic Signals/ITS 2,515,732 2,833,031 2,531,922 (301,109) (10.6%)
Signs and Pavement Marking 3,653,766 3,803,750 3,672,563 (131,187) (3.4%)
Safety/Neighborhood Traffic 28,586 0 0 0 0.0%
Management
Parking Operations 1,254,762 1,905,023 1,711,547 (193,476) (10.2%)
Transportation Management Center 406,748 495,158 604,020 108,862 22.0%
$9,627,469 $11,612,500 $10,282,700 ($1,329,800) (11.5%)

Administration 8.00 11.00 8.00 (3.00) (27.3%)
Traffic Signals/ITS 34.00 34.00 35.00 1.00 2.9%
Signs and Pavement Marking 52.00 52.00 53.00 1.00 1.9%
Safety/Neighborhood Traffic 0.00 0.00 0.00 0.00 0.0%
Management
Parking Operations 4.00 7.00 7.00 0.00 0.0%
Transportation Management Center 5.00 5.00 7.00 2.00 40.0%
103.00 109.00 110.00 1.00 0.9%
Revenue
Use Charges $3,674,441 $3,842,200 $4,172,000 $329,800 8.6%
$4,459,175 $4,649,500 $5,010,000 $360,500 7.8%
420

reduction in the traffic signal and sign work programs.
percent.
 An increase of $131,500 for 1.0 FTE senior engineer due to increased workload in annual maintenance programs that
resulted from the passage of the mill levy in 2007.
 A net decrease of $450,000 in pavement marking materials and signal materials cost and shifting a portion of those
costs to the Capital Improvement Fund.
 A decrease of $282,300 due to holding seven positions vacant.
 A decrease of $175,000 in contracted parking garage management fees. These services will be provided internally by
existing City staff.
 A decrease of $146,000 in capital equipment expenditures.
 A decrease of $65,000 in expenditures for workers’ compensation insurance.
 A decrease of $58,700 in personnel due to a change in overtime policy.
 A decrease of $45,000 in fuel expenses due to reduced fuel rates and a rate lock in 2010.
 A decrease of $41,000 in services and supplies.
Capital Equipment
None.

Expenditures
School Crossing Guards $90,293 $92,800 $92,800 $0 0.0%
(01010-5039000)
Street Lighting $1,956,974 $2,225,000 $2,225,000 $0 0.0%
(01010-5038000)
School Crossing Guards Program provides funding for the Intergovernmental Agreement with Denver Public
Schools for the School Crossing Guards program.
421
Street Lighting reimburses the local energy company for installation of new street lights and repair of existing street
lights. Street Lighting construction is managed by the Traffic Engineering Services section of Public Works. Other
Excel franchise issues are managed by Finance and Administration.
Program Changes
School Crossing Guards
None.
Street Lighting
None.
422
Public Works
Operations Division Summary 01010-5050000
2008 2009 2010

General Fund
Agencies
Solid Waste 23,959,771 24,774,200 22,115,900
Expenditures
Total $45,414,159 $45,998,400 $41,361,200
Transfers
Transfer to Fleet Replacement SRF $8,106,500 $11,600,000 $1,871,600
Note:

423
Public Works–Operations
Street Maintenance 01010-5051000
Agency Description
Street Maintenance is responsible for maintenance, sweeping, and snow removal on public streets and alleys.
Maintenance of the City's 1,879 centerline miles (5,658 lane miles) of streets and 5,135 alleys is performed by
either City staff or contractors to deliver budgeted levels of service for pavement maintenance, including pothole
patching, paving and grading of unimproved streets and alleys, curb and gutter, and curb ramps. Street and alley
sweeping is performed at frequencies established to maintain equitable levels of cleanliness throughout the City.
Designated snow routes are cleared during winter snow events to maintain mobility and ensure safety. In addition,
Street Maintenance responds to emergencies and special events.
Administration coordinates all Street Maintenance activities, manages infrastructure assets, establishes goals and
objectives for the agency, allocates resources to work programs, monitors compliance with environmental
regulations and performs various support functions.
Customer Service works with the 311 Call Center to respond to inquiries related to agency activities, including
creation and monitoring of work orders, and performs other administrative duties.
Street Resurfacing and Reconstruction implements recommendations from the agency's infrastructure
management program by performing resurfacing and reconstruction of asphalt streets to extend the life of streets
and provide a serviceable transportation network. Work is performed by agency workforce and contractors on a
seasonal basis; contracted work and materials are funded from the Capital Improvements Fund. Work under this
program includes the reconstruction of asphalt pavements that cannot be repaired with routine pothole patching.
Most resurfacing activities are performed seasonally, with reconstruction occurring year-round in response to
failed pavements and street cave-ins.
Pothole Patching repairs potholes to reduce the impact of poor pavement condition on vehicles and to extend the
serviceability of streets and alleys. Pothole patching is performed on a year-round basis.
Alley Paving and Grading implements the Unimproved Alley Paving Program initiated in 2005. This program
was developed to pave the 1,069 unimproved (dirt and gravel) public alleys remaining in the City with a
maintenance course of asphalt pavement, improving mobility and service level of alleys. Paving of these alleys
also reduces degradation of water quality runoff and helps control dust from the alleys. This program also
performs seasonal grading of unimproved alleys that have not been surfaced with asphalt or concrete pavement.
Street and Alley Sweeping cleans public streets and alleys by removing dirt, leaves, and debris. This reduces air
and water pollution, keeps sediment and litter from entering the storm drainage system, and provides for a clean
environment in the City. Sweeping after snow removal operations removes residual de-icing materials from
streets before they enter the storm drainage system or are dispersed into the air. Sweeping is performed on a year-
round basis.
Concrete Repair and Construction responds to work order requests and implements recommendations from the
agency's infrastructure management program by performing repairs to existing concrete infrastructure including
curb and gutter, curb ramps, and concrete streets and alleys. Work is performed year-round, weather permitting,
by agency staff and contractors.
Snow Removal Program removes snow and ice from designated snow routes during and after snowstorms in
order to maintain mobility, improve motorist safety, and facilitate runoff of snowmelt into the storm drainage
system. The agency uses liquid and dry de-icers as an alternative to sand to reduce air pollution and water
pollution in snow runoff.
424

Of total potholes, percent patched based on external requests .92% 1.0% 1.0%
Average pothole request response time (days) .95 .95 1
Total lane miles swept 92,245 100,000 100,000
Total cubic yards of debris collected 39,535 36,000 40,000
Cubic yards of debris collected per mile .43 .42 .40
Percent of curb ramps constructed 66.7% 65% 68%
Percent of streets in satisfactory or better condition 62% 70% 70%
Average pavement condition index (PCI) of network 72 80 80
Number of unpaved alleys 379 253 127

Expenditures
Budget Savings 0 2,086,729 0 (2,086,729) (100.0%)
$21,454,389 $21,224,200 $19,245,300 ($1,978,900) (9.3%)
Administration $7,708,517 $4,644,771 $7,310,419 $2,665,648 57.4%

Customer Service 222,457 220,512 79,697 (140,815) (63.9%)
Street Resurfacing and 5,532,646 2,747,933 2,963,016 215,083 7.8%
Reconstruction
Pothole Patching 1,705,969 1,162,588 721,185 (441,403) (38.0%)
Alley Paving and Grading 33,994 1,669,169 914,969 (754,200) (45.2%)
Street and Alley Sweeping 2,933,118 4,298,190 2,161,241 (2,136,949) (49.7%)
Concrete Repair and Construction 1,251,303 961,404 980,420 19,016 2.0%
Snow Removal 2,066,381 5,519,633 4,114,353 (1,405,280) (25.5%)
$21,454,389 $21,224,200 $19,245,300 ($1,978,900) (9.3%)

Administration 12.95 12.76 12.76 0.00 0.0%
Customer Service 4.00 4.00 4.00 0.00 0.0%
Street Resurfacing and 52.86 53.12 51.76 (1.36) (2.6%)
Reconstruction
Pothole Patching 14.78 14.40 12.80 (1.60) (11.1%)
Alley Paving and Grading 14.91 14.72 14.08 (0.64) (4.3%)
Street and Alley Sweeping 36.00 36.00 35.20 (0.80) (2.2%)
Concrete Repair and Construction 15.60 17.60 18.20 0.60 3.4%
Snow Removal 34.40 34.40 33.20 (1.20) (3.5%)
185.50 187.00 182.00 (5.00) (2.7%)
425

Revenue
Use Charges $0 $4,000 $0 (4,000) (100.0%)
Misc. General Government 73 0 456,300 456,300 0.0%
Internal Svc & Indirect Charges 5,014,776 5,191,000 5,973,100 782,100 15.1%
$5,141,565 $5,405,000 $6,644,400 $1,239,400 22.9%

 $1,300,000 in personnel costs charged to bond and mill levy projects.
 $600,000 in materials charged to bond and mill levy projects.
 $100,000 of additional vacancy savings.
 $570,000 in fuel savings.
After factoring in the 2009 personnel budget savings of $1,586,700, the net decrease is $979,300 or 7.9 percent.
After factoring in the operating budget savings, the net decrease in services and supplies is $923,582 or 30.7
percent.
 An increase of $60,600 and 1.0FTE senior utility worker added to the snow program in 2009.
 A decrease of $227,200 and 4.0 FTE equipment operator positions in the hauling program. Related hauling
expenditures will shift to the Capital Improvement Fund.
 A decrease of $114,000 and 2.0 FTE equipment operator positions in the patching program.
 A decrease of $200,000 for personnel costs charged to capital projects.
 A decrease of $185,000 for overtime and standby pay.
 A decrease of $150,000 additional vacancy savings.
 A decrease of $431,900 in fuel savings due to reduced fuel prices and the ability of the City to lock-in fuel prices
in 2010.
 A decrease of $232,700 for various services and supplies including chip seal material.
 A decrease of $165,000 for services and supplies charged to various capital projects.
426
Capital Equipment

Loader lease payments 2 Replacement
Sweepers 2 Replacement
Tandem dump trucks 2 Replacement
Dump truck lease 1 Replacement
Tandem plow leases 8 Replacement
Hybrid vehicle leases 1 Replacement
Various vehicle leases Replacement
427
Public Works–Operations
Solid Waste 01010-5052000
Agency Description
Solid Waste Management provides weekly trash collection service and large item pickup (LIP) on a routine and
request basis. It also provides graffiti removal from public right-of-ways and approved private and commercial
property, develops and coordinates the City's recycling program, and administers the City's Keep Denver Beautiful
program.
Administration provides overall management, client contact and clerical support for the agency.
Trash Collection provides weekly trash collection for Denver households, operates a transfer station, and repairs
and repaints dumpsters. Collection methods include manual, automated barrel and automated dumpster systems.
Large Item Pickup collects oversized articles, such as furniture, on a five-week rotation and assists in civic
special event cleanup. We contract the collection of all appliances, including appliances containing freon, which
are delivered to an approved vendor for federally mandated freon recovery. This section is also responsible for the
complaint special collection truck, night route, and snow removal of designated viaduct sidewalks following
snowstorms.
Denver Recycles provides bi-weekly residential recycling collection and other services aimed at reducing the
volume and toxicity of Denver's residential waste. It reduces waste by continuing the Leaf Drop and Treecycle
programs, master composter training program and compost training classes, and helps develop the market for
recycled products by encouraging City purchase of such items. In addition, it works with Wastewater
Management in administering the curbside household hazardous waste program.
Denver Partners Against Graffiti removes graffiti, with property owner permission, from private and
commercial property, as well as on public rights-of-way; and coordinates graffiti removal projects by providing
the initiative and in some cases labor and equipment.
Keep Denver Beautiful provides support and direction to neighborhood organizations in maintaining the
aesthetics of the City; educates the public on how to best abate graffiti; coordinates volunteer litter and graffiti
removal activities; and solicits cash and in-kind contributions to promote neighborhood clean-up projects and litter
reduction practices.

Administration
Number of residents serviced 167,500 169,000 170,000
Tons of trash collected 219,675 242,000 230,000
Tons per work-hour for trash collection 1.24 1.3 1.3
Average cost-per-ton for solid waste disposed 14.74 15.47 15.95
Number of rotations for large item collection 10 10 10
Denver Recycles
Recycling tons collected 28,134 30,000 32,000
Recycling as a percentage of waste stream 11.3% 11% 13%
Tons per work-hour for curbside recycling collection 1.11 1.2 1.25
Service subscription rate 52% 52% 55%
428

Denver Partners Against Graffiti
Square feet of graffiti removed per work-hour 186.94 120 120
Square feet of graffiti removed 4,533,737 3.5M 3.6M
Average days to complete work orders 1.54 2 2

Expenditures
Budget Savings 0 527,094 0 (527,094) (100.0%)
$23,959,771 $24,774,200 $22,115,900 ($2,658,300) (10.7%)
Administration $7,658,195 $8,271,018 $1,896,185 ($6,374,833) (77.1%)

Trash Collection 11,088,178 11,471,379 14,522,077 3,050,698 26.6%
Large Item Pickup 1,329,621 1,426,997 1,604,580 177,583 12.4%
Recycling 2,408,623 2,209,316 2,611,031 401,715 18.2%
Graffiti Program 1,363,985 1,286,926 1,375,371 88,445 6.9%
Keep Denver Beautiful 111,165 108,564 106,656 (1,908) (1.8%)
$23,959,771 $24,774,200 $22,115,900 ($2,658,300) (10.7%)

Administration 12.33 11.00 11.00 0.00 0.0%
Trash Collection 138.70 128.75 123.25 (5.50) (4.3%)
Large Item Pickup 22.00 25.00 21.00 (4.00) (16.0%)
Recycling 18.00 24.00 24.00 0.00 0.0%
Graffiti Program 17.72 20.00 19.00 (1.00) (5.0%)
Keep Denver Beautiful 2.00 1.00 1.00 0.00 0.0%
210.75 209.75 199.25 (10.50) (5.0%)
Revenue
Misc. General Government $5,400 $0 $208,800 $208,800 0.0%
Charges for Services 1,233,366 1,000,000 1,308,000 308,000 30.8%
$1,238,766 $1,000,000 $1,516,800 $516,800 51.7%

 $192,000 of wage and benefit savings.
 $135,000 reduced contracts.
 $200,000 reduced tipping fees.
After factoring in the 2009 budget personnel savings, there is a net decrease of $1,327,800 or 11.1 percent.
429
 An increase of $70,900 and 2.5 FTE due to adding on-call utility workers. One and a half utility workers will be
assigned to the overflow collection program and one will be assigned to the Large-Item Pickup (LIP) program in
exchange for the reduction in staff (below).
 A decrease of $425,000 in personnel due to additional vacancy savings.
 A decrease of $245,700 and 5.0 FTE senior utility worker positions by scaling back the overflow collection
program.
 A decrease of $252,400 and 4.0 FTE due to scaling back the large-item pickup (LIP) program, including
$189,100 for abolishing two senior utility workers and two equipment operator positions and $63,300 in reduced
operating expenses for two vehicles.
 A decrease of $272,800 and 4.0 FTE due to routing efficiencies including $192,300 for abolishing two
equipment operators and two senior utility worker positions and $80,500 in reduced operating expenses for
vehicles.
 A decrease of $146,700 in personnel services because of a reduction of $118,700 in overtime pay due to a policy
change in the calculation and a decrease of $28,000 in stand-by pay.
 A decrease of $508,700 in internal services for fuel savings as a result of reduced prices and a rate lock for at
least half of 2010.
 A decrease of $237,300 in workers’ compensation insurance.
 A decrease of $175,000 in tipping fees resulting from reduced tonnage deposited at the landfill.
 A decrease of $150,000 in barrel materials by deferring the conversion of some manual and dumpster routes.
Capital Equipment

Heavy vehicles 2 Replacement
430
Public Works
Planned Fleet Replacement Special Revenue Fund
Related General Fund Transfer 2008 2009 2010 $ %

Expenditures
Transfer to Fleet Replacement SRF $8,106,500 $11,600,000 $1,871,600 ($9,728,400) (83.9%)
(01010-9923000)
The Transfer to the Fleet Replacement SRF from the General Fund provides funding for the Planned Fleet
Replacement Special Revenue Fund. All fleet vehicles for General Fund agencies, except for those associated with
approved 2010 expansions, are purchased out of this fund. A 2009 savings of $7,177,000 resulted from the
lease/purchase of some of the 2009 vehicles. After factoring in the 2009 budget savings, the net decrease is
$2,551,400 or 58.0 percent for 2010.

Expenditures
Planned Fleet Replacement $13,181,743 $4,423,000 $4,381,244 0.00%
(11804-5053000)
The Planned Fleet Replacement Fund provides funding for fleet replacement on a periodic cycle. Revenues to
this fund come from a General Fund transfer and interest income.
431
Public Works
Fleet Maintenance Internal Service Fund 63001-5053000
Agency Description
The Fleet Maintenance Division maintains approximately 1,900 vehicles and pieces of equipment for the City and
County of Denver and the required inventories of parts, tools and supplies. It procures vehicles and equipment and
purchases fuel for City fleets. Fleet Maintenance reviews equipment usage, identifies vehicles eligible for
retirement and prepares specifications for the purchase of new equipment. It also operates a Motor Center that
provides employees with vehicles to use when carrying out City business. The division maintains a specialized
fleet management computer system and database.
Administration manages the internal service fund including strategic planning, billing, computer operations, rate
analysis and budgeting. It manages capital equipment requirements and all warranty-related issues for
vehicles/equipment purchased by the division.
Maintenance Operations repairs and maintains fleet equipment. It operates seven maintenance and repair
locations providing comprehensive scheduled maintenance and repair service to light, heavy and off-road
equipment.
Materials Handling audits, inventories, orders, issues and receives all materials. It provides obsolescence control
and new product research and acquires capital equipment for use by Fleet Maintenance as well as for other City
agencies. It also maintains an inventory of parts, materials and consumable goods for distribution at seven repair
locations and the warehouse.
Equipment Replacement determines agency equipment applications and then ensures specification requirements
are developed to procure the best piece of equipment for the intended application.
Mission
To provide quality vehicle and equipment maintenance and repair services, fueling capability and equipment
specifications for City agencies so that vehicles and equipment are operationally ready for use.
 Selected #2 Fleet in North America and #9 Green Fleet in North America by the 100 Best Fleets organization.
Recognized for efforts aimed at breaking our nation’s foreign dependency on oil and saving money through fuel
locks.
 Reduced hazardous waste generation at our 5440 Roslyn facility, allowing the City to benefit from a reduction in
regulatory status from Large Quantity Generator to Small Quantity Generator, and implemented a program of
using environmentally-friendly automotive paint to reduce harmful emissions.
 Initiated and completed a process review in our parts section to improve customer service while streamlining
work flow.
Administration
 Increase the assistance Fleet Maintenance provides to City agencies in evaluating their fleets by providing
detailed and meaningful utilization reports to more agencies prior to development of their budgets. (Prudent
Fiscal Stewardship)
432
 Make Denver and the Fleet Maintenance Division a better place to work through the development of an
employee association so that employees can raise funds to recognize co-worker’s accomplishments and other
major life-changing events. (Motivated, Diverse and Prepared Workforce)
Operations
 Develop the skill levels of fleet employees in the areas of safety, computers and automotive repair technology by
increasing staff training hours another three percent to support the delivery of City services. (Motivated, Diverse
and Prepared Workforce)
 Support the City’s sustainability efforts by increasing the size of the hybrid fleet. (Environmental Stewardship)
 Support the City’s sustainability efforts by increasing the percentage of alternative fuel vehicles in the fleet.
(Environmental Stewardship)
Materials Handling
 Support the City’s sustainability efforts by continuing to reduce the amount of hazardous waste produced by
Fleet Maintenance by incorporating more environmentally-sound waste reduction practices. (Environmental
Stewardship)

Administration
Percent of agencies provided with utilization 100% 100% 100%
reports prior to development of their budgets
Participation in Fleet Maintenance Employee 84% 84% 84%
Association
Operations
Hours of staff training received 1,581 1,605 1,653
Percent of vehicles that are hybrid1 4.4% 4.7% 5%
Percent of alternative fuel units1 44% 45% 46%
Materials Handling
Pounds of hazardous waste produced 715 715 685
Inventory turnover rate 4.06 3.70 3.75
Percent of fuel that is alternative 49% 49% 49%
1
Includes hybrids maintained by both Public Works and Safety Departments (the count for the latter is supplied by the
Safety agencies).

Expenditures
Services and Supplies 14,023,250 14,673,287 12,802,215 (1,871,072) (12.8%)
$21,750,629 $22,912,000 $20,737,700 ($2,174,300) (9.5%)
433

Administration $1,696,093 $1,790,147 $1,779,270 ($10,877) (0.6%)
Maintenance 14,632,126 16,008,015 14,146,944 (1,861,071) (11.6%)
Materials Handling 5,049,238 4,734,128 4,692,766 (41,362) (0.9%)
Replacement 373,170 379,710 118,720 (260,990) (68.7%)
$21,750,629 $22,912,000 $20,737,700 ($2,174,300) (9.5%)

Administration 17.00 17.00 17.00 0.00 0.0%
Maintenance 80.00 78.00 78.00 0.00 0.0%
Materials Handling 11.00 11.00 11.00 0.00 0.0%
Replacement 1.00 1.00 1.00 0.00 0.0%
109.00 107.00 107.00 0.00 0.0%
Revenue
Use Charges $5,182 $0 $0 $0 0.0%
Miscellaneous Transfers 50,252 0 0 0 0.0%
Internal Svc & Indirect Charges 20,953,816 19,373,300 21,052,654 1,679,354 8.7%
$22,379,074 $19,373,300 $21,052,654 $1,679,354 8.7%
 A decrease of $130,000 due to no bonus program being funded for 2010.
 A net decrease of $1,861,100 in fuel expenditures due to reduced fuel rates and the ability of the Fleet
Maintenance division to lock-in fuel prices through mid-year 2010.
Capital Equipment
Parallelogram lift 2 Replacement
434
Public Works

($ in thousands)
2008 2009 2010
Current Assets
Due from other funds 1,911 1,794 1,740
Inventory of supplies 2,141 1,700 1,650
Subtotal $6,313 $7,078 $6,801
Fixed Assets
Buildings $0 $0 $0
Machinery and Equipment 6,528 6,280 6,967
Accumulated Depreciation (5,301) (5,314) (5,730)
Net Capital Assets $1,242 $981 $1,252
Total Assets $7,555 $8,059 $8,053
Liabilities
Current Liabilities
Advances - capital replacement 0 0 0
Total Current Liabilities $794 $858 $1,092
Compensated Absences $716 $692 $704
Net Assets
net of related debt $1,242 $981 $1,252
Unrestricted 4,803 5,528 5,005
Total Net Assets $6,045 $6,509 $6,257
435
Public Works

($ in thousands)
2008 2009 2010
Operating Revenues
Operating Expenses
Other operating expenses 480 445 234
Operating Income (Loss) $181 $464 ($252)

Interest expense $0 $0 $0
Other expense
Total Nonoperating Revenues (Expenses) $0 $0 $0
Income (Loss) Before Transfers $181 $464 ($252)
Transfers in 50 0 0
Transfers Out 0 0 0
Change in Net Assets $231 $464 ($252)
Net Assets - January 1 $5,814 $6,045 $6,509

Net Assets - December 31 $6,045 $6,509 $6,257
436
Public Works
Statement of Cash Flows 2008 2009 2010

($ in thousands) Actual Estimated Recommended

Sale of Salvage 0 0 0
operating activities $683 $1,938 $505
Cash Flow From Noncapital Financing Activities

Operating transfers in 50 0 0
Operating transfers out 0 0 0
Residual equity transfer
Net cash provided (used) by noncapital financing a $50 $0 $0

Principal payments $0 $0 $0
Acquisition of capital assets (257) (384)
Loss on disposal of assets 207 (350) (294)
Interest paid
related financing activities $207 ($607) ($678)
Net increase in cash and cash equivalents $940 $1,381 ($173)

437
Public Works
2008 2009 2010

Operating Income (loss) $181 $464 ($252)
Decrease (increase) in receivables, net (27) 58 0
Decrease (increase) in due from other funds 262 117 54
Decrease (increase) in inventories (234) 441 50
Increase (decrease) in vouchers payable 15 33 0
Increase(decrease) in payroll liabilities 481 29
Increase(decrease) in accrued liabilities 80 30 234
Increase (decrease) in due to other funds (7) 0
operating activities $683 $1,988 $505
438
Public Works
Asphalt Plant Internal Service Fund 67100-5054000
Agency Description
The Asphalt Plant produces asphalt for resurfacing and maintaining the City’s streets and alleys. The Internal
Service Fund invoices City agencies monthly for purchased asphalt.
Administration orders materials for asphalt production and ensures compliance with local, state, and federal air
emissions standards as well as OSHA requirements in a production facility. It coordinates production with Street
Maintenance's annual paving program.
Production produces asphalt to meet Street Maintenance’s annual paving program schedule, hot-in-place
recycling contract, and special projects. It also produces asphalt for internal sales to other City agencies including
the Parks and Recreation Department and Denver International Airport.
Mission
To produce low cost, high quality asphalt that meets all environmental and quality specifications for the City and
County of Denver and other customers.
 Installed a third silo that enables the plant to produce two mix designs at one time.
 Produced 30 percent of all asphalt utilizing recycled asphalt (RAP) in the mix to meet sustainability goals.
 Produce asphalt needed for Street Maintenance’s annual rotomill and overlay program, patching program, annual
hot-in-place recycling contract, special projects and other City and County of Denver projects. (Efficient,
Diverse and Accessible Transportation System)

Tons of asphalt produced 1 159,966 240,000 240,000
Percent of savings over outside vendor 27% 8% 7%
Cost-per-ton of asphalt produced $32.72 $36.002 $30.00
1
The asphalt plant was shut down for 7 weeks in 2008 due to the inability to get asphalt binder from the supplier.
(Supplier went through bankruptcy reorganization.)
2
The increase is due to the high cost of oil in the fall of 2008.
439

Expenditures
$7,581,399 $8,734,500 $8,756,600 $22,100 0.3%
Administration $634,777 $212,409 $239,227 $26,818 12.6%

Production 6,946,621 8,522,091 8,517,373 (4,718) (0.1%)
$7,581,399 $8,734,500 $8,756,600 $22,100 0.3%

Administration 1.00 1.00 1.00 0.00 0.0%
Production 7.00 8.00 8.00 0.00 0.0%
8.00 9.00 9.00 0.00 0.0%
Revenue
Internal Svc & Indirect Charges 8,361,692 8,700,000 8,700,000 0 0.0%
Charges for Services (7,645) 0 0 0 0.0%
$8,383,430 $8,700,000 $8,700,000 $0 0.0%

None.
No vacancy savings is budgeted in 2010.
Capital Equipment
Loader 1 Replacement
Forklift 1 Replacement
440
Public Works

($ in thousands)
2008 2009 2010
Current Assets
Due from other funds 13 13 13
Inventory of supplies 402 150 150
Prepaid expenses 0 0 0
Subtotal $2,704 $2,615 $2,589
Fixed Assets
Buildings $3,392 $3,392 $3,392
Machinery and Equipment 957 1,370 1,755
Accumulated Depreciation (3,405) (3,717) (4,054)
Total Assets $3,715 $3,727 $3,749
Liabilities
Current Liabilities
Capital Lease Obligations 0 0 0
Advances - capital replacement 0 0 0
Total Current Liabilities $122 $67 $67
Capital lease obligations $0 $0 $0
Other accrued liabilities 41 40 40
Claims reserve
Total Liabilities $163 $107 $107
Net Assets
net of related debt $1,011 $1,112 $1,160
Unrestricted 2,541 2,508 2,482
Total Net Assets $3,552 $3,620 $3,642
441
Public Works

($ in thousands)
2008 2009 2010
Operating Revenues
Other revenue 1
Operating Expenses
Personnel services $514 $637 $664
Other operating expenses 532 856 853
Change in claims reserve
Operating Income (Loss) $563 $68 $22
Income (Loss) Before Transfers $563 $68 $22
Transfers in
Transfers Out
Change in Net Assets $563 $68 $22
Net Assets - January 1 $2,989 $3,552 $3,620

Net Assets - December 31 $3,552 $3,620 $3,642
442
Public Works

($ in thousands)
2008 2009 2010
Payments to employees (515) (639) (664)

Principal payments $0 $0 $0
Acquisition of capital assets (29) (413) (385)
Interest paid 0 0 0
related financing activities ($29) ($413) ($385)
Net increase in cash and cash equivalents $573 $163 ($26)

Operating Income (loss) $563 $68 $22
Decrease (increase) in due from other funds 36 0 0
Decrease (increase) in inventories (322) 252 0
Increase (decrease) in vouchers payable 80 (54) 0
Increase(decrease) in payroll liabilities (1) (2) 0
Increase (decrease) in due to other funds (2) 0 0
443
Public Works Department
Wastewater Division Summary 72100-5060000
2008 2009 2010

Enterprise Fund
Agencies
Executive Office $11,251,399 $13,219,669 $14,163,400
Operations 38,430,843 46,095,842 47,959,900
Storm Operations 13,646,416 14,861,000 22,196,300
Infrastructure Planning and Programming 1,161,697 0 0
Major Projects Office 77,710 0 0
Expenditures
Capital Expenditures 1,063,050 1,676,349 669,000
Total $71,935,815 $82,771,414 $92,717,500
Transfers
Transfer to Alternative Transportation SRF $14,500 $18,800 $25,205
Sanitary Capital Improvements (72400-5061102) ($186,756) $10,250,000 $10,250,000
Storm Capital Improvements (72700-5061102) 2,385,588 23,111,000 35,830,000
Subtotal Capital Improvements $2,198,832 $33,361,000 $46,080,000
Debt Payments
Storm Bond Payment (72900-5060000) $1,261,573 $2,455,000 $2,467,300
Subtotal Debt Payments $1,261,573 $2,455,000 $2,467,300
Total Enterprise Fund $75,410,720 $118,606,214 $141,290,005
Note:
more than the 2009 appropriation.

444
Public Works – Wastewater Management Enterprise Fund
Executive Office 72100-5061000
Agency Description
The Executive Office oversees all aspects of Wastewater functions and operations. It formulates and implements
policies and maintains a revenue base sufficient to support operational requirements and capital improvement
programs while emphasizing cost controls in operating units.
Executive Office provides administrative and policy direction to the division.
Administration/HR manages personnel functions for the division.
Administrative Services provides office support services including division administration, clerical services,
office supply and microfilming.
Finance oversees accounting, information services and customer services for the division.
Information Services provides data processing services including system development and documentation, data
entry, equipment maintenance and operations support. It also provides support for the Wastewater communication
systems.
Accounting Services manages the cashier, inventory and stockroom functions; provides general accounting
services and purchasing; and performs contracting and lien functions.
Customer Services reviews adjustments to billings and responds to customer inquiries. It determines storm
billing rates by measuring the impervious area on land parcels through aerial photography and field inspections.
Support Services manages the Wastewater Management Division headquarters and motor pool.
Safety provides investigations and training in employee safety.

Average number of days to complete sanitary sewer account
reviews/work-ups 33.4 days 45 days 45 days
Average number of days to complete storm drainage account
reviews/work-ups 16 days 15 days 15 days

Expenditures
$11,251,399 $13,219,669 $14,163,400 $943,731 7.1%
445

Executive Office $425,533 $420,440 $394,225 ($26,215) (6.2%)
Administration/HR 647,668 486,150 390,262 (95,888) (19.7%)
Administrative Services 456,400 430,532 455,770 25,238 5.9%
Finance 145,151 185,640 147,360 (38,280) (20.6%)
Information Services 1,545,667 1,773,967 1,608,884 (165,083) (9.3%)
Accounting Services 4,203,651 4,932,655 7,164,025 2,231,370 45.2%
Customer Services 1,493,800 2,639,324 1,611,666 (1,027,658) (38.9%)
Support Services 2,027,073 2,014,570 1,995,740 (18,830) (0.9%)
Safety 306,453 336,391 395,468 59,077 17.6%
$11,251,399 $13,219,669 $14,163,400 $943,731 7.1%

Executive Office 4.00 4.00 4.00 0.00 0.0%
Administration/HR 6.43 5.00 4.00 (1.00) (20.0%)
Administrative Services 6.00 5.00 6.00 1.00 20.0%
Finance 3.89 4.25 4.25 0.00 0.0%
Information Services 9.00 9.00 9.00 0.00 0.0%
Accounting Services 21.93 22.00 22.00 0.00 0.0%
Customer Services 19.00 19.00 19.00 0.00 0.0%
Support Services 8.00 8.00 8.00 0.00 0.0%
Safety 3.00 3.00 4.00 1.00 33.3%
81.25 79.25 80.25 1.00 1.3%
Revenue
Property Taxes $28,766 $0 $0 $0 0.0%
Miscellaneous Transfers 6,520,000 6,520,000 15,967,300 9,447,300 144.9%
Misc. General Government 1,279,178 0 0 0 0.0%
Investment Service (21,114) 0 0 0 0.0%
Interest Income 568,444 400,000 100,000 (300,000) (75.0%)
Fees 0 100,000 100,000 0 0.0%
Charges for Services 46,182,900 44,852,000 46,400,000 1,548,000 3.5%
$55,071,864 $52,472,000 $63,067,300 $10,595,300 20.2%
 An increase of $40,700 and 1.0 FTE administrative support assistant II transferred from Operations (72100-
5062500) to better reflect actual practices.
 A decrease of $96,400 in personnel due to the bonus program not being in effect for 2010.
 An increase of $1,328,200 for sanitary sewer billings paid to Denver Water for Wastewater’s portion of a new
billing processing system.
 An increase of $150,000 in controlled assets for office furniture.
446
 A decrease of $177,000 in reduced expenditures for worker’ compensation insurance.
 A decrease of $167,000 in capital equipment expenditures.
The budgeted vacancy savings is $116,381. A budgeted furlough savings of $93,045.
Capital Equipment
Funding Source/Item
Wastewater Fund
Related Transfer 2008 2009 2010 $ %

Expenditures
Alternative Transportation SRF Transfer
(72100-9911400) $14,500 $18,800 $25,205 $6,400 34.1%
The Alternative Transportation Special Revenue Fund Transfer provides Wastewater Management's share of
funding for the alternative transportation program.
447
Agency Description
The Operations Division maintains the sanitary and storm systems by monitoring, cleaning, repairing and
rehabilitating/reconstructing system components.
Director of Operations provides oversight and direction for the agency.
Systems Maintenance cleans lines by rodding, jetting and flushing approximately 2,000 miles of sanitary and
storm sewer systems.
Television Crews televise sanitary and storm sewer systems to identify existing and potential problem areas as
well as to assist planning engineers with their long-range sewer rehabilitation projects. Televising is done on all
new sewer installations for acceptance and in support of water quality.
Quality Control enforces City ordinances and rules and regulations concerning pretreatment devices,
disconnected taps and illicit discharges to the sewer systems. It obtains samples of industrial discharges to assess
industrial waste surcharges, monitors sources of pollution entering the storm system, and meters categorical
industries.
Water Quality administers and coordinates the City's National Pollutant Discharge Elimination System (NPDES)
permit.
Laboratory performs chemical analyses on water, wastewater and solid samples to verify compliance with
existing codes and regulations.
Construction Operations repairs, rebuilds and constructs small storm sewer systems and concrete structures. It
repairs manholes and adjacent structures. It also cleans channels and unimproved ditches and runs bucket
machines to clean sewer lines.

Average response time to repair plugged main:
Weekend 52.5min 1hour 1hour
Weekday 24.7min 30min 30min
Linear feet of sanitary and storm sewer line inspected 1,818,446 2,000,000 2,100,000
Linear feet of unimproved gulches and ditches maintained 16,785 15,000 20,000
Number of manhole adjustments 2,354 2,000 2,200
Number of point repairs 153 120 125
Linear feet of sanitary and storm sewer pipe installed 2,549 3,500 2,000
Concrete structure repairs 212 212 200

Expenditures
Capital Equipment 215,445 1,393,021 570,000 (823,021) (59.1%)
$38,430,843 $46,095,842 $47,959,900 $1,864,058 4.0%
448

Director of Operations $26,552,511 $31,394,076 $34,873,602 $3,479,526 11.1%
Systems Maintenance 4,829,332 6,561,500 5,639,230 (922,270) (14.1%)
Television Crews 958,558 1,540,064 1,648,064 108,000 7.0%
Quality Control 1,274,393 1,162,840 1,009,643 (153,197) (13.2%)
Laboratory 539,048 618,729 546,637 (72,092) (11.7%)
Construction Operations 3,538,037 3,782,582 2,987,910 (794,672) (21.0%)
NPDES 738,961 1,036,051 1,254,814 218,763 21.1%
$38,430,843 $46,095,842 $47,959,900 $1,864,058 4.0%

Director of Operations 8.40 7.40 7.40 0.00 0.0%
Systems Maintenance 64.00 71.00 73.00 2.00 2.8%
Television Crews 16.00 20.00 20.00 0.00 0.0%
Quality Control 15.00 15.00 14.00 (1.00) (6.7%)
Laboratory 6.00 7.00 6.00 (1.00) (14.3%)
Construction Operations 27.00 27.00 24.00 (3.00) (11.1%)
NPDES 5.00 5.00 7.00 2.00 40.0%
141.40 152.40 151.40 (1.00) (0.7%)
Revenue
Misc. General Government (12,726,750) $0 $0 $0 0.0%

 An increase of $3,500,000 for annual treatment fees paid to Metro Wastewater Reclamation District resulting in
an 11 percent increase over 2009.
 An increase of $140,700 and 1.0 FTE senior engineer position transferred from Wastewater Capital project
management to better reflect actual duties.
 A decrease of $238,300 in personnel services due to $145,700 in relinquished bonus pay and $92,600 in
insurance costs.
 A decrease of $71,700 and 1.0 FTE management analyst position transferred to Wastewater Right-of-Way
Services to reflect actual practices.
 A decrease of $51,300 and 1.0 FTE senior engineering aide abolished to offset the increase of one materials
tester position in Capital Projects Management.
 A decrease of $106,000 in supplies and services for a reduction in disposal expenditures.
 A decrease of $355,000 in construction materials.
 A decrease of $798,200 in capital equipment purchases.
The budgeted vacancy savings is $166,379. The budgeted furlough savings is $144,100
449
72400-5061102 Sanitary Capital Improvements
PA80010_131 WW 50th and Washington Interceptor 3,000,000

PZ72610_128 WW Annual Sanitary Sewer Improvements 2,700,000
PZ71810_126 WW Critical Sanitary Sewer Lining 250,000
PZ71810_170 WW Critical Sanitary Sewer Replacement 750,000
PZ72610_129 WW Large Pipe Inspection and Rehabilitation 500,000
PZ72610_130 WW Manhole Rehabilitation 300,000
PG71210_169 WW Montbello Sanitary Sewer Improvements 2,000,000
PZ72610_908 WW Sanitary Master Plan Updates and Studies 250,000
PZ72610_172 WW Water Quality Sewer Lining 500,000
Total for Sanitary Capital Improvements $10,250,000
72700-5061102 Storm Capital Improvements
PA77610_313 WW 11th Ave. - Elm to Holly 1,000,000

PF70610_373 WW 38th Avenue Underpass Drainage Improvements 1,300,000
PH72510_316 WW Asbury Outfall 6,750,000
PH71810_348 WW Bayaud Outfall (CCE) 1,400,000
PC70710_701 WW Citywide Curb & Gutter & Cross Pan 2,000,000
PC70810_366 WW Denver Union Station - Extension 1,900,000
PC70810_324 WW Denver Union Station - Upgrade 1,700,000
PC70810_333 WW General Storm Drainage Projects 2,500,000
PH72510_314 WW Glenbrook Detention Basin 1,000,000
PH71810_334 WW Hampden Heights, Phase II-Girard 1,600,000
PH72510_362 WW I-25 Center Avenue Outfall 500,000
PA77610_315 WW Jackson Street System 500,000
PH71810_347 WW N. University Outfall (CCN) 1,200,000
PA77610_323 WW Parkhill Storm, Phase IV 3,300,000
PH71810_363 WW S. Holly & Pacific Place outfall to Goldsmith G 1,000,000
PH72510_905 WW South Broadway Storm (Match) 500,000
PH71810_372 WW South Forest Street Outfall 3,000,000
PH72510_355 WW South Lowell Blvd. Outfall & Mullen 1,975,000
PC70810_908 WW Storm Drainage Master Plan Update 250,000
PC70810_904 WW Storm Drainage Master Plan Implementation 250,000
PC70710_702 WW Unimproved Alley Program 875,000
PH72510_906 WW Upper North Marston OSP Update 80,000
PH72510_914 WW West Harvard Gulch at Zuni (match UDFCD) 250,000
PH71810_371 WW Yale Outfall (Colorado to Birch) - PH71810_371 1,000,000
Total of Storm Capital Improvements $35,830,000
Grand Total of Capital Improvements: $46,080,000
Storm Operations (72300-5060000) $22,196,300
Storm Bond Payment (72900-5060000) $2,467,300
450
The Storm Operations budget includes $13,500,000 in reimbursements to Sanitary Operations (72100-5062000) for
costs of labor and materials expended for stormwater operations and $2,467,300 in payments on storm bonds. A total
of $6,229,000 is included for costs billed by Public Works – Street Maintenance ($5,534,100) and Parks and Recreation
–Parks and Planning ($695,000) for maintenance costs related to stormwater-related facilities in streets, alleys, and
parks. The amount billed is $343,000 more than for 2009.
Capital Equipment
Jetting unit 2 Replacement

Television trucks 2 Replacement
451
Agency Description
In order to achieve better coordination and service delivery, and in light of the pending organizational changes due
to the creation of Development Services, Wastewater reviewed its structure and resource allocation. Development
Engineering Services has been renamed to Right-of-Way Services to better reflect the nature of the organization’s
programs. A Project Controls Office has been established in Right-of-Way Services and will include the staff
from Capital Projects Management (72100-5065000) and its associated non-personnel budget. The Quality
Control Lab was closed in 2009 and its staff has redeployed to Surveying, Project Controls and the Asphalt Plant
(67100-5054000).
Right-of-Way Services manages all activities associated with private development and use of the City's street
right-of-ways, as well as all issues pertaining to development-driven changes affecting stormwater conveyance,
sanitary sewer and water quality requirements per applicable policies, rules and regulations and statutes. This
office determines developer-required improvements and reviews private development plans for regulatory
compliance in the areas of transportation, wastewater, survey and right-of-way management.
Administration provides overall managerial support and direction to the section. Administration performs all
activities relating to policy interpretation and development, budget and high-level agency coordination.
Surveying and the City Surveyor, administer all of the City's land surveying needs including right-of-way
management and review of land development matters. This office is responsible for maintaining surveying
records as well as easements, dedication, land survey plats and vacations.
Inspection assures construction of high quality infrastructure by providing permitting and inspection services to
private developers and utility contractors. This section manages the short-term use of the City's right-of-way by
contractors and vendors through the issuance of various permits. Additionally, the office permits and inspects
private development projects in conjunction with the private use of wastewater lines connected to the City's
system.
Development Services reviews all design phase concepts and plans for conformity to the City's adopted standards,
regulations, and ordinances. This office determines developer-required improvements and reviews private
development plans for regulatory compliance in the areas of transportation and wastewater.
Right-of-Way Permitting and Enforcement manages all activities associated with private development and use
of the City's right-of-way. This office determines developer-required improvements and reviews private
development plans for regulatory compliance in the areas of wastewater management.
Project Controls provides programmatic oversight on all capital and bond-related projects. The primary functions are
program integration, contract management, scheduling, budget management, cost estimating, training, and management
of the integrated design and construction contract. In addition, this office performs right-of-way and public project
plan review; sets Public Works’ construction, transportation and water quality standards; and reviews, approves and
manages testing documentation.

Survey
Vacations 37 30 35
Dedications 34 75 30
Subdivision reviews 56 70 65
Land survey plats 1,210 1,400 1,050
452

Rezoning 67 150 50
Site plans (i.e. PBG, PUD, MPUD, GDP, GSP) 309 425 200
Sanitary studies 55 48 50
Sanitary plans 51 44 60
Drainage studies 115 110 115
Drainage plans 106 100 105
Combination drainage/sanitary plans 24 25 25
Inspection
Construction permits 511 500 500

Expenditures
$3,890,793 $4,307,802 $4,191,300 ($116,502) (2.7%)
Administration $140,947 $158,444 $220,374 $61,930 39.1%

Survey 1,923,450 2,040,760 769,834 (1,270,926) (62.3%)
Inspection 1,324,504 1,486,148 1,251,575 (234,573) (15.8%)
Development Services 18,545 148,725 1,020,611 871,886 586.2%
Right-of-Way Permitting & 483,346 473,725 530,727 57,002 12.0%
Enforcement
Project Control Office 0 0 398,179 398,179 0.0%
$3,890,793 $4,307,802 $4,191,300 ($116,502) (2.7%)

Administration 1.00 1.00 2.00 1.00 100.0%
Survey 10.00 19.50 9.00 (10.50) (53.8%)
Inspection 11.00 15.00 13.00 (2.00) (13.3%)
Development Services 9.50 0.00 8.50 8.50 0.0%
Right-of-Way Permitting & 9.00 7.00 8.00 1.00 14.3%
Enforcement
Project Control Office 0.00 0.00 4.00 4.00 0.0%
40.50 42.50 44.50 2.00 4.7%
453
 An increase of $246,600 and 3.0 FTE engineer positions to the Project Controls Office that transferred from
Wastewater Capital Projects Management (72100-5065000) to better coordinate the management of the capital
projects.
 An increase of $71,700 and 1.0 FTE management analyst position transferred from Wastewater Operations
(5062000) to reflect actual practices.
 A net increase of $19,700 and 0.0 FTE that includes the addition of two material tester positions that transferred
from Right-of-Way Services (01010-5032000) and the abolishment of a construction survey engineer and a
senior engineering aide.
 Decrease of $140,700 and 1.0 FTE senior engineer transferred to Wastewater Operations to better reflect actual
duties.
 A decrease of $85,000 and 1.0 FTE staff engineer position that transferred to Wastewater Capital Projects
Management (72100-5065000) to better reflect actual practice.
 A decrease of $52,050 that resulted from downgrading 1.0 FTE engineer to staff land surveyor to better reflect
actual duties.
 A decrease of $68,400 in personnel services due to relinquished bonus pay.
 A decrease of $34,000 in fuel expenditures due to reduced prices and a rate lock until mid-2010.
The budgeted vacancy saving is $61,217. The budgeted furlough savings is $65,284.
Capital Equipment
None.
454
Agency Description
Capital Projects Management provides planning, programming, design and construction, and project management
services for the City's wastewater infrastructure. In order to achieve better coordination and service delivery, and
in light of the pending organizational changes due to the creation of Development Services, the Project Controls
Office staff and associated non-personnel budget were allocated to Right-of-Way Services (72100-5064000).
Administration provides the overall management and direction of Capital Projects Management. Administration
also includes administrative support staff for the agency.
Wastewater Project Management provides planning, storm and sanitary sewer program management, project
development, design and construction management, and inspection for federal, capital, and bond projects to
improve neighborhood quality, service levels, and to invest in the quality of life for Denver residents. The office
also reviews public/private project and development plans for consistency with applicable planning and
engineering standards, and addresses issues pertaining to development-driven changes affecting storm water
conveyance, sanitary sewer and water quality requirements per applicable policies, rules and regulations and
statutes. Senior staff currently represent the City in planning, design, and construction processes with the Urban
Drainage and Flood Control District, and Metro Wastewater Reclamation District, and various local jurisdictions.
Major Projects Management Office is the City and County of Denver's representative for major projects such as
the Denver Justice Center, the RTD FasTracks program, the Better Denver Bond Program, the development of the
Central Valley Public Works Maintenance facility at the old General Chemical site, and other projects. The office
represents citizens, businesses and institutions of the City and County of Denver during the design and
construction of vertical capital projects, and is responsible for the resolution of issues between the contractor or
project owner and any of the various City agencies which may be impacted by the respective projects. The office
responds to concerns raised by Denver residents and businesses and seeks to achieve mutually agreeable solutions
to issues. The office also provides supplemental support and oversight for other city agencies such as Parks and
Recreation, Environmental Health, and Theatres and Arenas to assure that their needs and the needs of their
customers are addressed as projects advance; and is the lead for supporting the Office of Emergency Management
with Emergency Support Functions 1, 3 and 12 (Transportation, Infrastructure, and Energy).

Wastewater Project Management
Design and Construction
Implementing the Capital Improvement Program (CIP) and Bond 93% 92% 92%
projects on schedule and within budget
Number of projects initiated 28 30 30
Number of projects completed 28 32 32
Number/percentage of projects completed on time 27/96% 29/95% 29/95%
Number/percentage of projects completed within budget 28/100% 29/95% 29/95%
Number of completed plans or studies that include an infrastructure 4 4 4
recommendation
455

Expenditures
$3,476,958 $4,287,100 $4,206,600 ($80,500) (1.9%)
Administration $1,099,726 $444,122 $483,225 $39,103 8.8%
Project Management 2,377,231 3,246,479 3,517,322 270,843 8.3%
Major Projects 0 213,354 206,053 (7,301) (3.4%)
Project Controls 0 383,145 0 (383,145) (100.0%)
$3,476,958 $4,287,100 $4,206,600 ($80,500) (1.9%)
Administration 4.00 4.00 4.00 0.00 0.0%
Project Management 29.00 31.00 34.00 3.00 9.7%
Major Projects 0.00 1.00 1.00 0.00 0.0%
Project Controls 0.00 3.00 0.00 (3.00) (100.0%)
33.00 39.00 39.00 0.00 0.0%
 An increase of $147,700 and 1.0 FTE engineer/architect supervisor position created as a result of increase in
capital projects.
 An increase of $85,000 and 1.0 FTE staff engineer position that transferred from Wastewater Right-of-Way
Services (72100-5064000) to better reflect actual practice.
 An increase of $73,300 and 1.0 FTE materials tester position that transferred from Right-of-Way Services
(01010-5032000).
 A decrease of $246,600 and 3.0 FTE engineer positions to the wastewater Right-of-Way Services (72100-
5064000) Project Controls Office that transferred from Wastewater Capital Projects Management (72100-
5065000) to better coordinate the management of the capital projects.
The budgeted vacancy savings is $79,491. The budgeted savings from furloughs is $64,853.
Capital Equipment
456
Public Works
Wastewater Management Enterprise Fund 72000-5060000
Statement of Net Assets

($ in thousands)
2008 2009 2010
Assets
Current Assets
Investments 24,992 18,806 0
Receivables (net of allowances)
Accounts 11,058 9,843 9,204
Inventories 301 291 305
Capital Assets
Land and construction in progress $30,479 $22,778 $22,778
Buildings and improvements 14,207 14,207 14,207
Improvements other than buildings 639,588 645,404 673,791
(Accumulated depreciation) (209,613) (223,458) (237,301)
Construction in progress 0 27,237 14,683
Bond issue costs and other assets, net 274 254 234
Total Assets $539,461 $534,903 $519,497
457
Public Works

($ in thousands)
2008 2009 2010
Liabilities
Current Liabilities
Vouchers payable $1,210 $850 $616
Construction payable 1,847 3,695 3,671
Bonds payable 1,235 1,300 1,365
Due to other funds 3,187 3,819 3,454
Deferred revenue 13,402 10,402 8,530
Payable to Metropolitan Wastewater 748 728 750
Bonds payable 23,015 21,778 20,408
Other accrued liabilities 1,829 1,996 2,070
Net Assets
Invested in capital assets, net of related debt $462,857 $474,221 $477,368
Unrestricted 28,703 14,604 (5)
Total Net Assets $491,560 $488,825 $477,363
458
Public Works

($ in thousands)
2008 2009 2010
Operating Revenues
Operating Expenses
Contractual services 14,515 16,903 17,530
Depreciation and amortization 12,603 13,845 13,843
Metropolitan Wastewater Reclamation District 25,995 29,316 34,615
Operating income (loss) $1,444 ($7,316) ($13,937)

Investment and interest income $1,966 $691 $205
Disposition of assets 6 (15) 0
Interest expense 0 0 0
Other revenue (expense) 0 0 0
Total Nonoperating Revenues (Expenses) $1,972 $676 $205
Income (loss) before contributions

and operating transfers $3,416 ($6,640) ($13,732)
Capital grants and contributions 7,690 3,924 2,295

Transfers out (15) (19) (25)
Change in net assets $11,091 ($2,735) ($11,462)
Net Assets, January 1 $480,469 $491,560 $488,825
Net Assets, December 31 $491,560 $488,825 $477,363
459
Public Works

($ in thousands)
2008 2009 2010
Interfund activity payments to other funds (6,603) 632 632
Net cash provided (used) by operating activiti $12,327 $5,337 ($2,876)
Cash Flow From Noncapital

Financing Activities
Transfers in
Transfers out ($14) ($19) ($25)
Net cash provided (used) by noncapital
financing activities ($14) ($19) ($25)
Cash Flow From Capital and Related

Financing Activities
Principal payments ($1,180) ($1,235) ($1,300)
Payments on capital assets acquired through con (7,212) (1,847) (3,695)
Acquisition and construction of capital assets (20,895) (20,918) (10,782)
Sale of capital assets 5 (15) 0
Interest paid (1,250) (1,209) (1,208)
Contributions and advances 1,932 3,924 2,295
related financing activities ($28,600) ($21,300) ($14,690)

Purchases of investments ($22,222) ($12,373) ($37,613)
Proceeds from sale of investments 42,966 18,559 56,418
Interest received 2,504 702 248
Net cash provided (used) by investing activitie $23,248 $6,888 $19,053
Net increase (decrease) in cash and cash

equivalents $6,961 ($9,094) $1,462
460
Public Works

($ in thousands)
2008 2009 2010
Reconciliation of Operating Income (Loss)

to Net Cash Provided (Used) by Operating Activities
Operating Income (loss) $1,444 ($7,316) ($13,937)
Adjustments to reconcile operating income

to net cash provided by operating activities:
Receivable, net of allowance (305) 1,215 639
Decrease (increase) in due from other funds 663 13 (793)
Decrease (increase) in inventories 0 10 (14)
Decrease (increase) in prepaid items 19
Increase (decrease) in vouchers payable 561 (360) (234)
Increase (decrease) in deferred revenue (264) (3,000) (1,872)
Other liabilities 96 77 (167)
Increase (decrease) in due to other funds (2,490) 632 (365)
Increase(decrease) in payable to Metro 0 (20) 22
Increase(decrease) in compensated absences 0 242 0
Net cash provided (used) by operating activities $12,327 $5,338 ($2,878)
Noncash Activities
Assets acquired through capital contributions $5,757
Unrealized gain (loss) on investments 268
Capital assets acquired through accounts paya 1,847
461
462
Aviation Summary
2008 2009 2010

Agency Actual Appropriated Recommended
Enterprise Funds
Aviation Department Summary $306,790,536 $327,705,400 $323,647,300
Total $306,790,536 $327,705,400 $323,647,300
Expenditures

Aviation Department Summary 1,117.0 1,138.5 1,138.5
Capital Equipment and Improvements

Capital Equipment $3,863,800 $2,957,100 $3,858,500
Capital Improvements 42,178,000 41,178,000 27,125,000
Total Capital Equipment and Improvements $46,041,800 $44,135,100 $30,983,500
Debt Service Funds

Airport Interest and Replacement $280,704,834 $292,939,560 $292,481,573
Subordinate Debt Service 7,463,574 4,250,000 4,250,000
Total Debt Service Funds $288,168,408 $297,189,560 $296,731,573
Passenger Facility Charges Projects Fund

Passenger Facility charges $13,000,000 $13,000,000 $0
Total Passenger Facility Charges Projects Fund $13,000,000 $13,000,000 $0
Worldport
Worldport $1,000,000 $1,000,000 $1,000,000
Total Worldport Fund $1,000,000 $1,000,000 $1,000,000
Total Aviation $655,000,744 $683,030,060 $652,362,373
463
Aviation
Airport Enterprise Fund 73810-6000000
Agency Description
The Airport Enterprise Fund manages the operation, maintenance, planning, and development of Denver
International Airport (DIA).
The Executive Office is comprised of the Manager of Aviation, Community Partnership, Organizational
Effectiveness, Government Affairs and Employee Services.
The Public Relations and Marketing Division provides air service development, DIA customer service, media
relations, crisis communications, marketing, promotion, advertising, tours, and the educational and volunteer
Ambassador program.
The Finance and Administration Division provides accounting, financial planning, debt administration, CIP
planning, contract administration, materials management, risk management, Kronos administration, office
services, wellness services, and purchasing.
The Airport Operations Division has overall responsibility for the safe and efficient day-to-day operation of
DIA's Airport Operations and Public Safety and Security activities.
Airfield Operations is responsible for maintaining integrity of the airfield at DIA. The Communications
Center and Ramp Tower are part of Airfield Operations. Airport Operations coordinates airfield activities with
national and international transportation systems. These activities include airfield construction, maintenance,
snow removal activities and aircraft deice activities. Airport Operations Managers perform inspections of all
airside and landside facilities, and conduct Emergency Planning and Emergency Exercises for the airport in
order to maintain the airport's Federal Certificate of Operation. The Airport Operations Ramp Tower controls
aircraft traffic on the ramp. Airfield Operations includes the Airport Fire section which is responsible for fire
prevention and fire fighting operations at the airport. The Airport Operations Manager on duty acts as Incident
Commander for all airport emergencies.
Public Safety and Security has overall responsibility for the safety and security of the Airport. It includes
Airport Security, Terminal Operations, and Denver Police. Airport Security manages the Airport Security
Program, employee and visitor badging, vehicle permits, perimeter security, contract security guards, and
security training and violation notice program for all 32,000 airport employees. Terminal Operations manages
passenger and baggage screening, passenger screening queue management, employee screening, airline
operations including ticket counters, baggage make-up areas, skycaps and electric carts, and the International
Arrival facility and processing of international passengers. Terminal Operations also provides oversight of the
Denver Health Paramedics and the ambulance service. Public Safety and Security serves as the primary liaison
to all law enforcement agencies at the airport, such as TSA, FBI, CBP, ICE, DEA, Secret Service, Department
of State, etc.
The Planning and Development Division provides the management, planning, design and construction of the
most efficient, functional, cost-effective, environmentally sound and aesthetically pleasing facilities possible.
The Construction Section is responsible for project management of airfield and roadway projects, construction
management of Airport projects, project controls and site development/survey. This section is responsible for a
comprehensive pavement management plan that is used to plan pavement replacement.
The Design and Structures Group includes management of airport project design, project management of airport
structures, tenant development, project coordination and the Art Program. They establish the architectural and
engineering standards that will be met for all airport facilities, review all design for compliance, and assist in
facilitating the structural and design needs of the Art Program.
464
The Environmental Group is responsible for environmental compliance for the airport. These compliance
programs involve air permitting and air quality, water permitting and water quality, waste management, storage tank
management, training, storm water inspections, tenant compliance, and coordination with regulatory agencies. The
Environmental Group also participates in the review of new capital projects to identify and mitigate potential
environmental impacts and provides environmental services to DIA’s business partners to ensure environmental
compliance as well as to assist in the mitigation of potential issues.
The Planning & Noise Group assists in the identification, analysis of alternatives and definition of new capital
projects to ensure that DIA is developed in a timely, efficient, safe and orderly manner consistent with the Airport
Business Plan and FAA regulations, and handle records management and CADD/GIS. The Noise Office operates a
state-of-the-art noise data collection and monitoring system to monitor noise, airport abatement and document noise
complaints resulting from DIA aircraft as required by the intergovernmental agreement between Denver and Adams
County. The Airport Noise Office provides information and briefings to community groups and public officials, and
supports national aviation noise research projects.
The Technologies Division is comprised of five interdependent sections. Their objective is to support airport
customer needs and the Department of Aviation’s mission and strategic goals. The Business Management Section
oversees the business, administrative, budget and accounting processes of the Division. Five subordinate units
specialize in Fiscal, Vendor, Human Resource, Contract and Telecomm Tenant Service (TTS) matters. The
Program Management Section serves as the gateway for new services and products and works together with
customers to understand their business requirements, design effective solutions, manage the projects, and develop
new applications. The Information Technology Operations Section deals with the software applications and
server/PC hardware of the various information systems. They support the servers, desktops, storage, and major
applications. The Service Desk is the starting point for all customer requests for new services and to report/track
service/maintenance events. The Information Assurance Section is responsible for logical security at DIA.
Telecommunications essentially operates as a small telephone company for the entire airport and delivers voice,
data, and video circuits to City, airlines, tenants, and primarily work with “transport” technologies. They also
maintain all the data communication equipment and devices and is responsible for the operations and maintenance
of the airport’s public safety radio system, radio frequency interference studies, vehicle radio installations and the
public/private Wi-Fi system.
The Maintenance Division provides a well-maintained, clean airport at the most economical cost possible. The
primary function of the Maintenance Group is to provide safe and well-maintained airport for the traveling public,
tenants, and employees. This is accomplished through the supervision of maintenance contracts, the repair and
maintenance of Airport facilities, Aeronautical Operations Areas, Landside Areas, and the computerized
communications, electrical and information systems.
The Revenue Management and Business Development Division provides concessions management, properties
management, landside services and shuttle bus operations. Concessions Management oversees all airport
concessions including all aspects of concessions merchandising planning, awarding of spaces, and concession
contract administration. Properties Management provides oversight of all other airport properties including airline
leases, rental cars, land development, oil and gas wells, and farming. Landside Services provides surface and
garage parking, all ground transportation functions, and the lost and found office. Transportation provides all
shuttle bus service for both the public and employee parking lots.
The Other Division includes City services such as City Attorney's, City Auditor's, the Division of Small Business
Opportunity, and the Division of Workforce Development. These are City agencies that provide specific services
relating to the operation of the airport.
465
Mission
To accomplish our vision, together we soar, we will:
 Operate to the highest standards of safety and security
 Consistently deliver outstanding, unparalleled service – to our customers, partners and each other – that delights,
inspires, eases the pressures of travel and demonstrates that we’re always looking out for each other
 Retain, develop and hire high-performing individuals who live the vision, execute brilliantly, operate ethically,
and who continually contribute to the long-term success of the airport
 Provide members of our team the resources they need, including an outstanding management team, an
organization that demonstrates leadership and entrepreneurialism, and training to broaden and deepen key skills
and competencies
 Grow our business and our facility in a clean, green and economically-sustainable manner that enhances the
vitality of the region
 Continually reevaluate ways of doing things, always pushing the envelope to develop new approaches to
improve our operations and our ability to respond to and to anticipate changes in our dynamic industry
 Work to better understand our partners and our passengers so that we can make sound decisions to accommodate
their needs both today and in the future, and,
 Balance these essential elements to provide a competitive, vibrant and robust air service environment, one that is
the envy of the industry.
 Opened a number of new, local concessions: La Casita, Kazoo and Company, Rock Bottom Brewery, and
Denver Chop House.
 Received two stimulus grants from the FAA – Began construction on both (RW 17L/35R pavement replacement
and the concourse apron drainage program). Completion is expected this calendar year.
 Refinanced approximately $1.1B in debt.
 Held the first ever State of the Airport program
 Aligned the budget with the strategic plan
 Implemented a Master Plan for aeronautical facilities and outreach process
466
Increase Collaboration with Our Communities and Business Partners by (Economy):
 Developing practical solutions to the changing operating and business needs of our airline business partners
 Implementing outreach efforts, including the development of publications, to promote information regarding
DIA’s new vision, mission, strategic plan, and master plan update
 Finding new opportunities to increase non-airline revenue by leveraging the unique aspects at DIA through a
master plan for development along the Pena corridor to the Terminal
Use Our Space More Effectively to Increase Customer Satisfaction and Drive Economic Growth by (Economy):
 Improving the passenger screening function
 Expanding more self-service options and developing a gate management policy that will maximize utilization of
gates and related terminal facilities
 Investing in a technology to minimize aircraft taxi time, increase airfield efficiency, track aircraft movements,
and minimize delays
 Implementing remote ticket and baggage check-in options
Enhance Safety and Security by (Safer Communities):
 Developing proactive, coordinated runway closure and airfield maintenance plans
 Investing in a technology to reduce runway incursions, as well as maintain and enhance our training and
certification process
Reduce DIA's Impact on the Environment by (Environmental):
 Initiating recommendations from the Master Energy study that will reduce electricity usage and reduce green
house gas emissions, including investigation into new alternative energy source products
 Making changes to DIA’s waste management and recycling programs that will increase recycling and reduce the
amount of waste going to landfills
 Incorporating sustainability design criteria in all new construction
Improve the Customer Experience by (Highest Quality Service):
 Implementing upgrades to DIA’s web site, www.flydenver.com, to proactively meet customer needs, including
translations into foreign languages
467
Create a High Efficiency, Top Performing Organization by (Internal Processes):
 Re-aligning reporting relationships and processes for capital budgeting and project delivery to insure an
effective, coordinated effort across the Airport
 Completing DIA’s Strategic Plan including development of performance measures, and use this plan as the basis
for the 2011 DIA Operating Budget and Capital Improvement Program
Ensure a motivated, diverse and prepared workforce by (Workforce):
 developing both internal and external communication plans to engage employees in discussion and inform
stakeholders about progress on key initiatives
Performance Measures 2008 1st qtr 2009 2010

Actual Objective
Airfield Efficiency and Safety: Maintain airfield efficiency and safety to allow airlines to achieve optimum on-time
departures.
Resolve FAR part 139 certification discrepancies within 48 hours 98.5% 100% 95%
95 percent of the time**
Keep percentage of total delayed arrival minutes attributed to 11.5% 3.57% below 20%
closed runways below 20 percent
Achieve an average of 25 minutes for snow removal on active 25 min 21 min 25 min
runways during peak traffic periods
Divert 50 percent of noise critical aircraft contacted by B Tower 82% 85% above 50%
to preferred runways
Achieve a reliability rate of 85 percent on all airfield snow 90% 95% 85%
equipment during snow season
**FAR Part 139 is the regulation that governs certification of airports for scheduled air service.
Lead Division: Airport Operations and Maintenance and Engineering
Safety and Security: Enhance the Airport Security Program to exceed Federal standards, using technology,
consistent security enforcement and innovative ideas.
Replace all restricted access pads with biometric scanners Completed Main terminal Install biometric
starting in 2009 testing elevators readers at 1st
readers point of entry
Notify the Transportation Security Administration (TSA) of all No No No
security conditions within the time set by the appropriate Violations Violations Violations
regulations
Initiate one pilot project with TSA and airline partners to help 1 project completed 1 project underway N/A
limit screening line wait times
Areas under DIA control at security screening checkpoints will >1% 2% 2%
see improved wait times. Waits in excess of 20 min. will be
reduced from 3 percent to 2 percent at recorded data points
468
Performance Measures 2008 1st Qtr 2009 2010

Actual Objective
Environmental Management: Continue DIA's record of achievement in environmental stewardship.
Maintain ISO 14001 Environmental Management System Certification Certification Certification

certification
Use less then 539 gallons of gasoline per vehicle in DIA's fleet 770 534 534
Use less than 5.06 kWh per passenger of electricity 4.33 5.01 5.01
Generate less than .42 pounds of total disposed solid waste per .445 .42 .40
passenger
Generate less then 26 pounds of hazardous waste per million passengers 19.4 25.8 25.8
Maintain a ratio of pounds of glycol captured to total pounds of 69% 69% 69%
glycol used of 69 percent
Customer Service and Marketing: Ensure timely and efficient customer flows and processes to improve customer
satisfaction.
Achieve an average customer service score from the Airports 4.13 4.21 3.95
Council International (ACI) quarterly survey of 3.95
Spend 25 hours of face-to-face contact with airlines that currently 35 hrs N/A 25 hrs
service DIA
Spend 25 hours of face-to-face contact with potential airlines that 25 hrs N/A 25 hrs
could service DIA
Achieve a print media power rating of $1 million $2.1 M N/A $1 M
Achieve an average score of 4.0 on the DIA parking survey 3.8 4.0 4.0
Achieve a score of 3.95 for washroom cleanliness as measured 4.02 4.10 3.95
by the ACI survey
Financial Performance: Grow net revenue while living within the budget.
Maintain current bond ratings of A+/A1 A+/A1 A+/A1 A+/A1

Increase gross concession revenue per enplaned passenger to $9.82 $10.2 $10.2
$10.20 or greater
Achieve a ratio of non-airline revenue to O&M expense to 75 percent 72% 75% 75%
Maintain a cost per enplaned passenger of $12.50 or lower $10.95 $11.61 Lower then
preliminary $12.50
Generate net revenue to be split with airlines of $40.0 million or greater $80.0M N/A $45.0M
Employee Satisfaction: Increase overall employee satisfaction as measured by the 2007 City-wide employee survey.
Maintain participation in employee survey at 45% or greater 40% N/A 45%

Respond to three key action areas identified by employees in
the 2008 survey
PEP 30% exceptional; New PEPR Implement new

87% approved as submitted form PEPR form
Health Wellness Exceed goals for employee health New weight N/A
management
program
Compensation Survey Completed N/A N/A
469

Expenditures
Personal Services $ 87,550,939 $ 92,535,997 $ 91,042,257 ($1,493,740) (1.6%)
Supplies and Materials 180,456,971 190,782,082 187,321,884 (3,460,198) (1.8%)
$306,790,536 $327,705,400 $323,647,300 ($4,058,100) (1.2%)
Executive Office $ 4,433,332 $ 4,274,300 $ 4,684,200 $409,900 9.6%

Public Relations & Marketing 7,625,212 7,687,800 7,095,100 (592,700) (7.7%)
Finance and Administration 14,627,983 16,027,300 15,639,100 (388,200) (2.4%)
Airport Operations 51,976,524 53,961,490 53,983,800 22,310 0.0%
Planning and Development 16,094,330 32,634,900 33,295,400 660,500 2.0%
Technologies 14,828,212 15,993,500 16,257,100 263,600 1.6%
Maintenance 149,673,108 123,357,510 120,225,600 (3,131,910) (2.5%)
Revenue Management & Business
Development 24,760,276 44,429,800 45,290,000 860,200 1.9%
Other 22,771,559 29,338,800 27,177,000 (2,161,800) (7.4%)
$306,790,536 $327,705,400 $323,647,300 ($4,058,100) (1.2%)

Executive Office 56.0 51.5 45.5 (6.0) (11.7%)
Public Relations & Mktg. 72.5 75.5 70.5 (5.0) (6.6%)
Finance and Administration 103.5 108.5 116.5 8.0 7.4%
Airport Operations 158.5 160.5 138.5 (22.0) (13.7%)
Planning and Development 75.0 82.0 85.0 3.0 3.7%
Technologies 73.0 76.0 79.0 3.0 3.8%
Maintenance 468.5 471.5 489.5 18.0 5.7%
Revenue Management & Business
Development 103.0 110.0 111.0 1.0 0.9%
Other 7.0 3.0 3.0 0.0 0.0%
1117.0 1138.5 1138.5 0.0 0.0%
Revenue
The major sources of operating revenue for the Airport Enterprise Fund are:
2008 2009 2010

($ in thousands) Actuals Projected Projected
Operating Revenues
Landing Fees $ 94,480 $ 99,467 $ 99,467
Facility Rentals 198,138 218,395 230,697
Concessions 207,199 194,110 197,197
Aviation Fuel Tax 27,012 14,000 14,400
Other 13,931 11,316 11,428
Total Operating $ 540,760 $ 537,288 $ 553,189
470
2008 2009 2010

($ in thousands) Actuals Projected Projected
Non-Operating
Interest $ 86,177 $ 61,583 $ 61,706
Stapleton Capital Fund 1,306 200 200
Worldport 0 874 652
Passenger Facility Charge 96,786 97,754 98,732
Other 8,683 1,350 1,106
Total Non-Operating $ 192,952 $ 161,761 $ 162,396
Grand Total $ 733,712 $ 699,049 $ 715,585
Landing fees are charged per 1,000-pound unit of aircraft landed weight and are calculated to cover airfield operating
expenses net of non-airline airfield revenue. Fees are adjusted annually.
Facility rentals include revenue from the terminal, hangars, ramps, and other buildings. Rates are based on cost
recovery of land, construction and associated indirect costs.
Concessions revenue includes car rental, parking, food and beverages, and merchandise.
Aviation Fuel Tax includes State and City Fuel Tax. The City Aviation Fuel Tax is two-cents per gallon of fuel sold at
DIA. The City's General Fund also collects two cents per gallon.
Passenger Facility Charge is $4.50 per enplaned passenger. Revenues are used for debt-service and capital projects
that must be in accordance with FAA guidelines.
 A decrease of $1.5 million in personnel costs including an increase of $1.5 million in other personnel costs and
benefits, a decrease of $1.5 million for the employee bonus, and a decrease of $1.5 million in vacancy savings
created by holding over 30 positions vacant.
 A decrease of $3.5 million in contracts, supplies and materials consisting of an increase of $2.98 million in
commercial chemicals (snow), an increase of $1.2 million in shuttle bus operations, an increase of $1.1 million
in the professional services for land development, an increase in the AGTS train maintenance of $697,000, an
increase of $270,000 in fuels, a decrease of $3.8 million in janitorial and related services, a decrease of $2
million in snow contracts, a decrease of $1.4 million in the parking contract, a decrease of $782,000 in guard
services, a decrease of $417,000 in airfield pavement, a decrease of $381,000 in remarketing fees, a decrease of
$270,000 in janitorial and cleaning supplies, and a decrease of $697,000 in other contracts and supplies.
 An increase of $896,000 in internal services including an increase of $240,000 in indirect costs, an increase of
$650,000 in medical services, an increase of $462,000 in Fire personnel costs, an increase of $138,000 in the
City Attorneys personnel, a decrease of $168,000 in Police personnel costs, a decrease of $203,000 in the
Division of Small Business Opportunity personnel costs, and a decrease of $223,000 in other internal services.
471
Debt Service
Debt Service Requirements 2008 2009 2010
73820-6000000 Airport Interest & Replacement $280,704,834 $292,939,560 $292,481,573
73050-6000000 Subordinate Debt Service 7,463,574 4,250,000 4,250,000
Total Debt Service $288,168,408 $297,189,560 $296,731,573
Passenger Facility Charges (PFC):

2008 2009 2010
73760-6000000 Passenger Facility Charges Projects Fund $13,000,000 $13,000,000 $ 0
The PFC Projects Fund will fund Capital Improvement Projects authorized by the Federal Aviation Administration.
Worldport:
2008 2009 2010
73910-6000000 $1,000,000 $1,000,000 $1,000,000
The Worldport Fund is for the operation and maintenance of the Worldport investment property purchased by the Airport in
2008.
Capital Equipment and Improvements – 73850-6000000

Capital Equipment and Improvements Fund 2008 2009 2010
Capital Equipment $ 3,863,800 $ 2,957,100 $ 3,858,500
Capital Improvements:
Net Revenue Deposit for Capital Improvements 40,000,000 40,000,000 27,000,000
Noise Penalty 553,000 553,000 0
Route Incentive 1,500,000 500,000 0
Stapleton Operations Costs 125,000 125,000 125,000
Total Capital Equipment and Improvements $ 46,041,800 $ 44,135,100 $ 30,983,500
The 2010 Aviation Capital Equipment and Improvements Fund includes $ 3,858,500 in equipment purchases,
$27,000,000 estimated net revenue deposit for capital improvements, and $125,000 of operating costs at the former
Stapleton Airport site.
Capital Equipment
X-ray Machines 3 New

Software 2 New
Paint Truck 1 New
Excavator 1 Replacement
Striping Truck 1 Replacement
Sweepers 5 Replacement
472
Aviation
Statements of Net Assets

($ in thousands)
2008 2009 2010
Assets
Current Assets:
Investments, at cost 155,233 145,386 150,309
Accounts Receivable, Net of Allowance 53,151 46,188 49,670
Allowance for doubtful accounts (Memo entry only) (1,702) (1,677) (1,689)
Accrued interest receivable 6,041 5,132 5,142
Other receivable 1,030 3,723 2,876
Inventories 10,054 8,356 9,205
Prepaid expenses and other 622 365 493
Total Current Unrestricted Assets $320,948 $309,228 $300,877
Current Restricted Assets:

Investments 142,453 180,121 161,287
Accrued interest receivable 2,152 1,614 1,883
Prepaid expenses and other 5,467 4,288 7,778
Other receivable 18,052 17,912 17,982
Total Current Restricted Assets $386,568 $434,496 $380,568
Investments - unrestricted $170,301 $146,872 $158,086

Capital Assets:
Buildings $1,990,255 $1,981,430 $1,985,843
Improvements other than buildings 2,130,486 2,072,355 2,101,420
Less accumulated depreciation (1,746,589) (1,858,972) (1,977,839)
Land and Construction in progress 342,510 404,263 373,386
Total capital assets $3,400,133 $3,312,547 $3,226,281
Long-term receivables (net of allowances) $2,000 $1,000 $0

Investments - restricted 642,222 591,907 617,065
Assets held for disposition 13,073 12,052 11,031
Bond Issue Costs, net of accumulated amortization 52,205 55,920 54,062
Deferred loss on swap 19,857 42,246 38,477
Total Assets $5,007,307 $4,906,268 $4,786,447
473
Aviation
Statements of Net Assets

($ in thousands)
2008 2009 2010
Liabilities and Net Assets Actual Estimated Recommended
Current Liabilities:
Vouchers payable $35,307 $33,874 $34,591
Due to other City Agencies 18,073 19,339 21,123
Compensated absences payable 2,098 2,157 2,200
Revenue credit payable 23,843 23,833 23,838
Other liabilities 43,051 35,945 31,498
Current Liabilities Payable from restricted assets

Vouchers payable $13,642 $19,198 $16,420
Accrued interest and matured coupons 24,241 22,879 23,560
Retainages payable 22,459 23,448 22,953
Notes Payable 15,611 15,934 13,750
Other accrued liabilities 23,711 18,710 21,210
Revenue bonds 100,785 102,308 101,547
Total current liabilities payable from restricted assets $200,449 $202,477 $199,440
Long-term Debt:
Revenue bonds, net of current portion $3,998,990 $3,896,681 $3,795,135
Less: Deferred loss on bond refundings (295,180) (287,237) (279,295)
Unamoritized premium 63,519 60,970 62,244
Total long-term debt $3,767,329 $3,670,414 $3,578,084
Note Payable $69,137 $53,203 $39,453

Compensated absences 5,720 5,882 5,998
Total Liabilities $4,165,007 $4,047,124 $3,936,225
Net Assets:
Invested in Capital assets, net of debt ($213,290) ($172,515) ($192,902)
Restricted For:
Capital Projects 22,164 20,468 21,316
Debt Service 657,618 657,558 657,588
Unrestricted (deficit) 375,808 352,633 364,220
Total Net Assets $842,300 $858,144 $850,222
Total liabilities and net assets $5,007,307 $4,905,268 $4,786,447
474
Aviation

($ in thousands)
2008 2009 2010
Operating Revenues: Charge for Services (need to be breakdown)
Facility rentals $198,138 $218,395 $230,697
Concession revenues 42,297 46,553 47,875
Parking revenues 119,284 110,278 112,043
Car Rentals 45,618 37,279 37,279
Landing Fees 94,480 99,467 99,467
Aviation fuel tax 27,012 14,000 14,400
Other revenues 13,931 11,316 11,428
Operating Expenses:
Maintenance, supplies and materials 25,505 21,458 25,759
Total operating expenses $373,829 $350,137 $387,802
Operating Income before depreciation & amortization $166,931 $187,151 $165,387
Depreciation and amortization $168,026 $168,540 $176,216

Impairment losses 0 0 0
Operating Income (Loss) ($1,095) $18,611 ($10,829)
Non-operating Revenues (Expenses)

Interest revenue $87,483 $61,583 $61,706
Interest expense (238,643) (170,954) (173,847)
Passenger facility charges 96,786 97,754 98,732
Grants 703 513 608
Other revenue 8,683 (72) 4,306
Total non-operating expenses, net ($44,988) ($11,176) ($8,495)
Change in net assets before capital contribution ($46,083) $7,435 ($19,324)
Capital contributions
Capital Grants $14,393 $8,409 $11,401
Capital Passenger facility charges 0 0 0
Change in net assets ($31,690) $15,844 ($7,923)
Net Assets, beginning of year $873,990 $842,300 $858,144
Net Assets, end of year $842,300 $858,144 $850,221
475
Aviation
Statements of Cash Flows
($ in thousands)
2008 2009 2010
Interfund activity payments to other funds (13,131) (13,274) (13,203)
Net cash provided by operating activities $177,735 $181,876 $168,153

Operating grants received $67 $225 $146
Net cash used by noncapital financing activities $67 $225 $146
Cash Flow From Capital and Related Financing Activities
Proceeds from capital debt $16,833 $248,491 $132,662
Proceeds from note payable 15,295 7,648 11,472
Principal payments (113,055) (101,025) (101,025)
Interest paid (234,071) (191,875) (191,875)
Bond issue costs (7,334) (4,916) (6,125)
Passenger Facility Charge Receipts 99,898 97,754 98,732
Payments on capital assets acquired through construction pay (36,720) (38,195) (37,458)
Payments to escrow for current refunding of debt (13,813) (13,060) (13,437)
Proceeds from sale of capital assets 218 360 289
Acquisition and construction of capital assets (55,483) (94,308) (74,895)
Contributions and advances 11,239 9,749 10,494
Net cash used by capital & related financing activities ($316,994) ($79,377) ($171,166)

Purchases of investments ($5,813,322) ($7,021,506) ($7,054,508)
Proceeds from sales and maturities of investments 5,743,315 6,896,708 6,963,304
Payments to maintain assets held for disposition (25,126) (24,800) (24,963)
Insurance proceeds from Stapleton remediation 20,490 0 0
Interest and dividends on investments 62,177 64,250 63,214
Net cash provided (used) by investing activities ($12,466) ($85,348) ($52,953)
Net increase (decrease) in cash and cash equivalents ($151,659) $17,379 ($55,819)
Cash and cash equivalents - beginning of year 464,920 313,260 330,639
Cash and cash equivalents - end of year $313,260 $330,639 $274,820

Provided (Used) by Operating Activities:
Operating income (loss) ($1,095) $18,610 ($10,827)
Adjustments to reconcile operating income (loss)
to net cash provided by operating activities:
Miscellaneous revenue 3,114 4,932 4,021
Change in assets and liabilities:
Receivables, net of allowances 13,716 690 7,203
Inventories (3,396) (2,258) (2,827)
Prepaid expenses and other (1,752) (586) (1,169)
Accrued Expenses (3,597) (10,552) (7,074)
Vouchers and other payables 2,866 2,067 2,467
Due to other City agencies (168) 443 138
Unearned revenue 21 (10) 5
Net cash provided by operating activities $177,735 $181,876 $168,153
476
Health Summary
2008 2009 2010

General Fund
Agencies
Community Health and Decision Support $1,427,847 $1,657,100 $1,882,900
Expenditures
Services and Supplies 846,015 1,078,893 1,011,196
Total $9,389,606 $10,624,000 $9,813,000

Subtotal Payments $33,123,749 $34,281,700 $33,851,400
Enterprise Funds
Environmental Services $6,745,912 $6,789,200 $5,864,400
Total $6,745,912 $6,789,200 $5,864,400
Expenditures
Services and Supplies 950,097 1,616,798 1,224,960
Capital Projects 1,183,091 517,000 165,000
477
Health Summary
2008 2009 2010


Health $9,457,433 $8,502,804 $9,067,618

General Fund 116.0 119.0 118.1
478
Health – Environmental Health
Denver’s local public health agency is a cooperative operation between the City and County of Denver
Department of Environmental Health (DEH), providing the regulatory and environmental public health services,
and Denver Health and Hospital Authority’s public health department, Denver Public Health (DPH), providing the
medically-oriented public health services. Together these agencies promote the health and well-being of Denver
residents and provide environmental and public health services for the Denver community. DEH is comprised of
five divisions: Community Health and Decision Support; Public Health Inspections; Animal Care and Control;
Environmental Quality; and the Office of Medical Examiner. The Department’s programs are funded from many
sources, including the General Fund, Special Revenue Funds received from state and federal grants, contracts,
donations, and the Environmental Services Enterprise Fund.
Agency Descriptions
Community Health and Decision Support has three core functions. The division has the overall responsibility
for management of the Department of Environmental Health, providing financial, technological and management
support services to all divisions and the Board of Environmental Health. The division also oversees a number of
the department’s responsibilities under the City’s Operating Agreement with the Denver Health and Hospital
Authority (DHHA) and coordinates with other City departments that retain services from DHHA under the
Operating Agreement. Secondly, the division provides programs that help improve Denver’s quality of life
through community-oriented public health services. These programs include the Denver Office of HIV Resources
and the Denver Healthy People 2010 program. The division also provides the third function of emergency
preparedness and response for emergencies or natural disasters resulting in environmental and/or public health
impacts.
Public Health Inspection enforces compliance with regulations to minimize the risk of communicable and
infectious diseases by conducting inspections, investigations, technical assistance, education and enforcement
actions in regulated facilities. Regulated facilities include commercial food service operations, child care facilities,
and residential housing. The division also provides inspections of all food-related venues for citywide events,
such as the People’s Fair and the Taste of Colorado, as well as inspections of mobile food vendors.
Animal Care and Control emphasizes public and animal safety and health and encourages responsible pet
ownership through enforcing compliance with the animal-related municipal code, caring for animals sheltered at
the Denver Municipal Animal Shelter, and providing vector control services. In addition to enforcing Denver’s
leash, pet waste, pet licensing, rabies vaccination, and spay/neuter laws, the field services unit investigates animal
bites, cruelty and neglect claims, and barking dog disturbances. The division also operates the Denver Municipal
Animal Shelter, including managing volunteers, providing veterinary care for animals at the shelter, issuing pet
licenses, and providing vaccinations and microchips. The shelter focuses on securing redemptions of lost pets and
pet adoptions for animals housed at the shelter, with a goal of minimizing euthanasia. Additionally, the division
inspects pet shops and kennels and provides essential vector control and animal-borne infectious disease
surveillance.
Environmental Quality addresses environmental health and sustainability by improving air, land, and water
quality and supporting sustainability activities. The division provides environmental benefits through assessment,
policy development, service assurance, and stewardship initiatives for both private sector and city operations.
Areas addressed include air quality, greenhouse gases, solid and hazardous waste management, water quality,
noise inspection, environmental lead, development review, and outreach and technical assistance. Environmental
Quality also manages the city-wide Environmental Management System (EMS) and oversees the Environmental
Services Enterprise Fund.
479
Environmental Services Enterprise Fund operates within the Environmental Quality (EQ) division to manage City
environmental liability and address environmental health and sustainability by improving air, land, and water quality
and supporting sustainability activities. The division provides environmental benefits through assessment,
policy development, service assurance, and stewardship initiatives, for both private sector and City operations.
Areas addressed include air quality, greenhouse gases, solid and /hazardous waste management, water quality, site
assessment and cleanup, development review, outreach, technical assistance, and the City’s EMS.
Office of the Medical Examiner provides the statutorily mandated coroner services and investigates all deaths
reportable by statute to determine the cause and manner of death. The Office of the Medical Examiner also
assumes control over evidence, provides expert consultants and witnesses, and coordinates death investigations
with various agencies.
Mission
Promote healthy communities by protecting Denver's environment and, with our partner Denver Public Health,
providing essential public health services for Denver's residents.
 Developed and implemented a city-wide Environmental Management System (EMS) to better manage
environmental operations and reduce environmental impacts. Denver received ISO 14001 Certification in
December 2008, becoming the first city in the United States to voluntarily certify multiple departments.
Environmental Quality (EQ) continues to add city agencies to the EMS program and ISO 14001 Certification.
 Reduced vehicle idling by implementing the Engines Off! Program. Pilot results at the Colorado Convention
Center reduced idling by 45 percent. The program is expanding to three metro area schools and is being adopted
by other venues, such as the Pepsi Center and Invesco Field.
 Began operation of a 3.2 megawatt Landfill Gas to Energy Facility, located at the Denver Arapahoe Disposal
Site, which will provide energy for 3,000 homes.
 Responded to the Animal Services Consultation Program Report from the Humane Society of the United States
(HSUS) regarding the operations of the Animal Care and Control (ACC) division. The Report recommended
over 1,000 operational improvements which were prioritized by the Animal Care and Control Advisory
Committee’s task force, who identified 171 recommendations as high priority. Examples of recommendations
completed by the division to date include changing shelter hours to better serve customers, implementing new
vaccination protocols, training Animal Control Officers through the National Animal Control Officers
Association, providing People Care training to improve customer service, and more fully utilizing technology.
 Reduced dog euthanasia by 41 percent in the past two years as a result of increasing pet adoptions at the Denver
Municipal Animal Shelter and effectively utilizing partnerships with other area shelters for animal transfers.
Additionally, cat euthanasia was reduced by 19 percent over the past two years, with an overall 30 percent
reduction at the shelter in euthanasia over two years.
 The Office of the Medical Examiner (OME) received accreditation from the Accreditation Council for Graduate
Medical Education (ACGME) for a forensic pathology fellowship sponsored by the University of Colorado
Denver School of Medicine.
480
 In preparation for any mass fatality emergency, OME created a volunteer workforce known as the Medical
Examiner Reserve Corps, trained to assist with the recovery of human remains and death scene investigations
during any mass fatality event. The Reserve Corps was first utilized when historic human remains were
unearthed during recent construction activities at the Denver Botanic Gardens. In November 2008, OME
conducted a response action to locate, excavate and rebury the remains.
 Established a community-based coalition in eight West Denver neighborhoods to assess the community’s needs
for environmental health and to develop a plan for addressing those needs.
 With community partners, opened the Park Hill Bike Depot, a community program designed to increase active
living and healthy eating opportunities in underserved communities. The Depot offers classes and opportunities
for residents to “earn” a bike. As a result, more than 500 bikes have been earned in the first year of operation.
 Achieved the Uniform Inspection Program Food Safety Credential, making the Public Health Inspection division
one of the top ten most Food & Drug Administration (FDA) credentialed food safety programs in the country.
 In partnership with Denver Public Health, responded to the H1N1 flu outbreak and distributed the Strategic
National Stockpile of anti-viral medications to Denver area acute care medical facilities.
 Implement civil penalties for violations of the animal, air and noise codes, including creating an integrated
system to manage the administrative process, appeals, and accounts receivable to improve compliance with
Denver’s ordinances related to animals, public health and the environment. (Healthy and Successful Lives)
 Collaborate with Denver Public Health to develop a public health improvement plan for Denver pursuant to the
Colorado Public Health Revitalization Act of 2008 and consistent with the national public health accreditation
standards. (Healthy and Successful Lives)
 Ensure emergency preparedness and readiness to respond effectively and promptly to emergency or natural
disaster events by fully developing Essential Support Function plans, continuing staff training and exercises,
maintaining equipment resources and by assigning incident command to the Community Development and
Decision Support Division. (Safer Communities)
 Expand the citywide Environmental Management System to additional City departments, which will enable the
City to achieve ISO 14001 certification for all its departments and operations, thus assuring high quality
environmental stewardship by the City and improving environmental performance. (Environmental Stewardship)
 Improve operations at the Denver Municipal Animal Shelter, including field services, by implementing high-
prioritized recommendations of the Humane Society of the United States and continuing transition planning and
preparation for the move to the new animal shelter, which will open in 2011. (Safer Communities; Healthy and
Successful Lives)
 Increase patrols by the special compliance team in city parks in order to encourage responsible pet ownership
and to improve compliance with the leash ordinance, pet licensing, pet waste pick-up, rabies vaccination, and
spay/neuter requirements. (Safer Communities)
481
 Prepare for an accreditation inspection to maintain Office of the Medical Examiner’s National Association of
Medical Examiners accreditation. (Highest Quality Service)
 Manage the City’s environmental liability by achieving significant progress on the cleanup of the Vasquez
Boulevard Operable Unit II Superfund site and by minimizing the City’s natural resource damages costs at the
Lowry Landfill Superfund site. (Environmental Stewardship)
 Continue to implement Denver’s Climate Action Plan by developing and implementing strategies to reduce
residential and commercial energy usage and promote the use of alternative fuels. (Environmental Stewardship)
 Make Denver a healthier place to live, work and play by improving the City’s ability to conduct health impact
assessments and by ensuring that environmental health considerations are included in the City’s planning and
development review process. (Healthy and Successful Lives)
482
Community Health and Decision Support 01010-6501000
Agency Description
Community Health and Decision Support has three core functions. The division has the overall responsibility
for management of the Department of Environmental Health, providing financial, technological and management
support services to all divisions and the Board of Environmental Health. The division also oversees the
department’s responsibilities under the City's operating agreement with the Denver Health and Hospital Authority
(DHHA) and coordinates with other City departments that retain services from DHHA under the operating
agreement. Secondly, the division provides programs that help improve Denver's quality of life through
community-oriented public health services. These programs include the Denver Office of HIV Resources and the
Denver Healthy People 2010 program. Thirdly, the division provides emergency preparedness and response for
emergencies or natural disasters resulting in environmental and public health impacts.

Denver's health report card grade (based on the Colorado Health C- C- C

Report Card)1
Number of clients accessing HIV services 4,029 3,942 4,761
Percent of customers satisfied with HIV services 98% 97% 97%
Percent of customers satisfied with Denver Healthy People 90% 92% 94%
1
Denver's desired health report card grade is an A by year 2020.

Expenditures
Budget Savings 0 25,927 0 (25,927) (100.0%)
$1,427,847 $1,657,100 $1,882,900 $225,800 13.6%
Administration $1,427,847 $1,657,100 $1,882,900 $225,800 13.6%

Administration 16.75 15.75 19.75 4.00 25.4%
Revenue
Licenses and Permits 0 17,500 0 (17,500) (100.0%)
$713,877 $802,300 $874,700 $72,400 9.0%
483

 $2,000 for out of town transportation and lodging.
After factoring the 2009 budget personnel savings of $23,900, the net increase is $256,800 or 17.4 percent.
 An increase of $99,300 and 1.0 FTE environmental public health analyst that was transferred from the
Environmental Quality division to assist with the Department’s administrative citation and civil penalties
process.
 A net increase of $105,000 that includes an increase of $115,300 and 1.0 FTE environmental public health
analyst (EPHA) II and $76,400 and 0.57 FTE environmental public health manager to transfer the Emergency
Response and Preparedness Program from the Environmental Services Enterprise Fund (ESEF). This increase is
offset by a decrease of $86,700 in personnel services due to transferring some of the cost of the EPHA II to grant
funds.
 An increase of $53,800 and 0.43 FTE to transfer the remaining allocation of the environmental public health
manager from the Environmental Quality Division in the General Fund. This increase is offset by $109,300 in
revenue from the ESEF for administrative support.
 A increase of $45,500 and 1.0 FTE administrative assistant that was transferred from the Public Health
Inspection division to assist with implementation of the Department’s administrative citation and civil penalties
process.
 A decrease of $19,500 in services and supplies for training and travel.
Capital Equipment
None.
484
The following project/services are provided by Denver Health and Hospital Authority (DHHA) and are funded through
an Operating agreement between the City and DHHA.

Expenditures
Public Health Clinical Services $2,666,600 $2,613,300 $2,342,600 ($269,700) (10.3%)
(01010-6511000)
Denver C.A.R.E.S. Services $2,995,000 $3,387,200 $3,317,700 (69,500) (2.1%)
(01010-6513000)
Poison Center Services $96,900 $96,900 $96,900 $0 0.0%
(01010-6514000)
Medically Indigent Services $27,542,700 $27,977,300 $27,977,300 $0 0.0%
(01010-6515000)
Park Hill Clinic Financing $222,549 $208,000 $116,900 (91,100) (43.8%)
(01010-6517000)
Public Health Clinical Services is the City's contractual payment to DHHA to support the medical investigations
and clinical and epidemiological disease control services provided by DHHA's Public Health Department (DPH)
in support of the City's public health responsibilities. This agency reports on communicable diseases; maintains
vital statistics; runs clinics for patients with infectious diseases including HIV and AIDS, tuberculosis, and
sexually transmitted diseases; and provides immunizations to the public.
Denver C.A.R.E.S. Services is the City's contractual payment to DHHA to support the medical investigations and
clinical and epidemiological Denver Comprehensive Addiction Rehabilitation Evaluation Service. This service
provides non-hospital detoxification of public inebriates; conducts outpatient alcohol counseling services for self-
or court-referred patients; makes assessments, evaluations, treatments, and referrals based on individual needs; and
provides police-dispatched emergency transportation for persons publicly intoxicated from alcohol or other
substances.
Poison Center Services is the City's contractual payment to DHHA for drug consultation services provided to
Denver citizens. Citizens may receive comprehensive answers to questions about the safe and effective use of
over-the-counter and prescription medications, as well as other drug, poison and chemical information.
Medically Indigent Services is the City's contractual payment to DHHA for treatment of medically indigent
Denver residents at Denver Health Medical Center and its outpatient clinics. Funding for Medically Indigent
Services is based on the payment mechanism outlined in the Patient Care Services appendix of the Denver Health
Operating Agreement.
Park Hill Clinic Financing is the City's contractual payment to DHHA to finance the new Park Hill Health Clinic
located on Dahlia Street. Funding for the Park Hill Clinic is based on the payment mechanism outlined in the Park
Hill Clinic appendix of the Denver Health Operating Agreement.
485
Program Changes
 Public Health Clinical Services. A decrease of $269,700 primarily due to wage and benefit savings and
 Denver C.A.R.E.S. Services. A net decrease of $69,500 that includes a decrease of $109,000 to defer the
replacement of the Emergency Services Patrol (ESP) van and $157,400 and 3.5 emergency medical technicians
that results in one less ESP van shift; a decrease of $40,600 for 1.0 nurse, $39,600 for 1.0 clerical support,
$28,000 for 1.0 custodian, and $5,700 in additional vacancy savings. These decreases are offset by increases to
wage and benefits and decreases to revenue.
 Park Hill clinic Financing. A decrease of $91,100 primarily due to one-time equipment purchases in 2009.

Expenditures
Air Pollution Control (14301-6501101) $122,126 $141,986 $144,750 1.00
ARRA Clean Diesel Campaign (14001-6504101) 0 175,000 525,000 0.00
CO Violent Death Reporting System (14001-6501101) 2,550 3,000 3,000 0.00
Congestion Mitigation and Air Quality - Anti-Idling 32,042 67,958 0 0.00
Campaign (14001-6504101)
Denver Brownfields Assessment (14001-6504101) 22,196 150,000 25,373 0.15
E-Coli Source Tracking (14001-6504101) 6,845 2,200 0 0.00
Emergency Prep./Resp. - PHI/ACC (14001-6504101) 0 50,000 0 0.00
Environmental Health and Safety (14801-6504000) 3,533 46,000 5,000 0.00
Environmental Health Donations (14702-6501000) 22,620 3,000 1,900 0.00
Kaiser Thriving Comm./Park Hill (14601-6501101) 340,066 29,167 0 0.00
Lead Poisoning Prevention - CUSP (14601-6504101) 0 12,500 37,500 0.00
LPHA Emergency Preparedness Core (14001-6504101) 75,000 0 0 0.00
Minority AIDS Initiative (14002-6501101) 265,771 422,678 262,746 0.00
National Clean Diesel Funding Assist. (14001-6504101) 0 200,000 0 0.00
Park Hill Thriving Comm. Live Well (14601-6501101) 0 229,166 135,416 1.20
Paving the Way to Cleaner Air (14001-6504101) 125,000 0 0 0.00
Public Health Emergency Prep./Resp. (14001-6504101) 77,421 76,278 86,600 1.00
Ryan White Title I (14002-6501101) 8,003,892 6,791,407 7,733,333 4.25
Safe Routes to School (14001-6501101) 37,166 14,234 0 0.00
Stormwater Inspection (14301-6504101) 6,700 1,920 0 0.00
Vasquez Boulevard/I-70 Superfund Site Phase II 256,914 16,908 0 0.00
Community Health (14001-6504101)
West Denver CARE (14001-6504101) 57,591 62,402 100,000 1.71
West Nile Virus Surveillance, Education/Outreach 0 7,000 7,000 0.00
(14001-6501101)
$9,457,433 $8,502,804 $9,067,618 9.31
486
The Air Pollution Control program supports air quality monitoring and inspections. Under the terms of the
contract with the State, the City inspects permitted air emission sources, conducts asbestos inspections, issues
notices of violation and compliance orders, investigates specific air contaminant sources upon receiving a
complaint, conducts surveillance of any stationary sources observable during field activity, issues or denies
permits for open burning, and performs various other administrative duties. This program is funded by a contract
from the Colorado Department of Public Health and Environment.
America Recovery and Reinvestment Act (ARRA) Clean Diesel Campaign supports a partnership between
DEH, Public Works Fleet, Denver International Airport, and Denver Water to install emissions reductions
technologies on vehicles and equipment with heavy-duty diesel engines and to purchase biodiesel for a
demonstration project. Funds are a direct grant from the Environmental Protection Agency.
The Colorado Violent Death Reporting System provides funding for the Medical Examiner to collect data on
violent deaths. The data is included in a national database created by the Centers for Disease Control and
Prevention to help provide a more complete understanding of when, where and how violent deaths occur.
Revenue to this fund is a federal pass-through via a purchase order from the State of Colorado.
Congestion Mitigation and Air Quality – Anti-Idling Campaign is a program to bring awareness and behavior
changes to Denver motorists through an anti-idling campaign intended to lower smog-forming emissions, reduce
auto thefts, and conserve petroleum products. Funding is a federal grant passed through the Colorado Department
of Transportation.
The Revitalizing Denver's Brownfields program provides funding for community-wide environmental
assessments of brownfield properties and corresponding clean-up plans. This program also supports the creation
of transit-oriented development (TOD) centers in low-income neighborhoods or other priority locations needing an
infusion of population, economic activity and redevelopment. Revenue for this program is a direct grant from the
U.S. Environmental Protection Agency.
The E-coli Source Tracking program conducts a bacterial source tracking study on dry weather discharges from
City-owned storm sewers. Funding is a federal grant passed through the Colorado Department of Public Health
and Environment.
The Emergency Preparedness and Response program supports emergency preparedness and response planning
projects for Public Health Inspection and Animal Care and Control. Revenue is a federal grant passed through the
Denver Health and Hospital Authority.
The Environmental Health Donations fund was established in 2002 to accept private donations for
environmental health purposes.
The Environmental Health and Safety fund designs and implements new programs and improves existing programs
to protect and improve Denver's environment for the health and safety of its citizens. Revenue consists of
unexpended balances from other Health grants and contracts.
The Kaiser Thriving Communities/Park Hill program supports implementation of a community-specific

action plan for achieving sustainable environmental public policy and organizational changes that are necessary to
help Park Hill community members achieve healthy lifestyles through improved physical activity and nutrition.
Revenue is a private grant from the Kaiser Foundation.
487
The Lead Poisoning Prevention program provides funding to conduct lead poisoning prevention activities,
including testing and database development. Revenue is a private grant from the U.S. Council of Mayor’s and
DuPont.
Local Public Health Agency (LPHA) Emergency Preparedness Core Task Oder is federal pass-through funds
from Denver Health and Hospital Authority to support public health emergency response training.
The Minority AIDS Initiative is a program to strengthen organizational capacity and expand HIV-related services
in minority communities. Funding supports mental health services, outpatient substance abuse services, and case
management of medical and nonmedical services. Funds are a direct federal grant from the U.S. Department of
Health and Human Services.
The National Clean Diesel Funding Assistance program funds the purchase and installation of retrofit
technology on heavy-duty vehicles in the City's fleet to eliminate the need for intermittent and prolonged idling of
these vehicles. Revenue is a direct federal grant from the Environmental Protection Agency.
The Park Hill Thriving Communities (Live Well) program helps fund the implementation of a community-
specific action plan for achieving sustainable environmental public policy and organizational changes that are
necessary to help Park Hill community members achieve healthy lifestyles through improved physical activity and
nutrition. Funding for this program is a private grant from the Live Well Colorado, comprised of a consortium of
funders including Kaiser Permanente and the Colorado Health Foundation.
The Paving the Way to Cleaner Air in Focus Neighborhoods program provided funding for retrofit equipment
and biodiesel fuel for paving equipment operating in Denver's Focus Neighborhoods. Funding for this program
was a direct grant from the U.S. Environmental Protection Agency.
The Public Health Emergency Preparation and Response program provides support for public health
emergency preparedness efforts, including funding for a regional emergency preparedness planner position. Funds
are a federal pass through grant from the Colorado Department of Public Health and Environment.
The Ryan White/HIV Emergency Relief Formula grant provides emergency assistance to localities that are
disproportionately affected by HIV/AIDS. The grant funds the development and implementation of systems to
deliver services to individuals and families with HIV. Using a competitive process, funds are made available to
organizations that provide direct services to people affected by HIV/AIDS. Revenue is provided by the Health
Resources and Services Administration, a division of the U.S. Department of Health and Human Services.
Approximately two-thirds are direct from the federal government, and one-third is federal funding passed through
the State.
The Safe Routes to School provides education about safe routes to school to students and families at the following
three schools: Bromwell Elementary, Cory Elementary, and Steck Elementary. Revenue is a federal pass-through
grant administered by the Colorado Department of Transportation.
The Stormwater Inspection program conducts field inspections for industrial compliance with stormwater control
requirements. The Colorado Department of Public Health and Environment funds this program out of revenue
obtained from stormwater permit fees paid to the State
The Vasquez Boulevard/I-70 Superfund Site Community Health Program (CHP) program funds the
development of a community health education and outreach plan to protect residents from exposure to arsenic and
lead in soil and to reduce children's exposure to other sources of lead. Funding for this program is a grant from the
U. S. Environmental Protection Agency.
488
The EPA West Denver Community Action for a Renewed Environment (CARE) Grant provides funds to
conduct a needs assessment related to the public health needs within the West Denver CARE target
neighborhoods, as defined in the EPA CARE contract (Barnum, Barnum West, Sun Valley, Valverde, Villa Park,
West Colfax, Auraria/Lincoln Park and Baker neighborhoods). For those public health issues identified, potential
community solutions will be identified for integration into a community action plan. Revenue is a direct federal
grant from the Environmental Protection Agency.
The Collection and Identification of Vector Mosquitoes and West Nile Virus Surveillance programs fund the
purchase of traps and equipment for surveillance of mosquito-borne disease, assessment of public health risk, and
to provide information and education on preparedness and treatment. Revenue to these programs is from purchase
orders from the Colorado Department of Public Health and Environment.
489
Public Health Inspection 01010-6502000
Agency Description
Public Health Inspection enforces compliance with regulations to minimize the risk of communicable and
infectious diseases by conducting inspections, investigations, technical assistance, education and enforcement
actions in regulated facilities. Regulated facilities include commercial food service operations, child care
facilities, and residential housing. The division also provides inspections of all food-related venues for City-wide
events, such as the People’s Fair and the Taste of Colorado, as well as inspections of mobile food vendors.
Mission
Protect the health and safety of individuals by reducing the risk of food-borne illness and communicable and
infectious disease.

Number of FDA standards met1 5 5 7
Number of inspections
Retail Food 9,003 8,000 8,000
Child Care 1,067 816 1,000
Residential Health and Housing 1,340 1,000 1,000
Number of complaint investigations

Retail Food (food-borne illness) 83 100 100
Retail Food (general) 409 300 300
Child Care 100 124 125
Residential Health and Housing 1,740 1,288 1,500
Other PHI Performance Measures

Number of licensing/rule orientations for child care providers 12 12 12
Number of food safety classes 39 40 40
Number of on-site demonstrations in food safety 618 550 650
Reported food-borne infections per 10,000 people2 3.91 3.06 3.06
1
Ten FDA standards need to be met in order to receive best practices credentials. This is a cumulative measure
beginning in 2006. DEH anticipates meeting seven of the applicable standards by 2010.
2
The National Healthy People population-based goal for Denver is 2.65 by year 2020.

Expenditures
Budget Savings 0 39,447 0 (39,447) (100.0%)
$2,068,298 $2,356,000 $1,960,700 ($395,300) (16.8%)
490
Public Health Inspection 01010-6502000

Administration $2,068,298 $2,356,000 $1,960,700 ($395,300) (16.8%)
Administration 27.50 29.50 27.50 (2.00) (6.8%)
Revenue
Miscellaneous Intergovernmental $294,983 $297,000 $299,400 $2,400 0.8%
Fines and Forfeits 106,562 100,700 60,000 (40,700) (40.4%)
Fees 75 200 200 0 0.0%
Charges for Services 610 0 104,000 104,000 0.0%
$402,429 $397,900 $463,600 $65,700 16.5%

 A reduction of $165,300 in personnel services due to holding two and a half positions vacant for various lengths
of time throughout 2010.
 A decrease of $96,900 in personnel services and 1.0 FTE environmental public health investigator II due to a
reduction in inspections to group homes and body art facilities in the Public Health Assurance program.
 A decrease of $45,500 and 1.0 FTE administrative assistant that was transferred to the Community Health and
Decision Support division to assist with implementation of the department’s administrative citation and civil
penalties process.
 A decrease of $6,000 in services and supplies due to eliminating the Emergency Medical Vehicles inspection
contract.
 A decrease of $2,000 in services and supplies for training.
 A decrease of $6,800 in services for workers’ compensation charges.
Capital Equipment
None.
491
Animal Care and Control 01010-6503000
Agency Description
The Animal Care and Control division emphasizes public and animal safety and health and encourages responsible
pet ownership through enforcing compliance with the animal-related municipal code, caring for animals sheltered
at the Denver Municipal Animal Shelter, and providing vector control services. In addition to enforcing Denver’s
leash, pet waste, pet licensing, rabies vaccination, and spay/neuter laws, the field services unit investigates animal
bites, cruelty and neglect claims, and barking dog disturbances. The division operates the Denver Municipal
Animal Shelter, including managing volunteers, providing veterinary care for animals at the shelter, issuing pet
licenses, and providing vaccinations and microchips. The shelter focuses on securing redemptions of lost pets and
pet adoptions for animals housed at the shelter, with a goal of minimizing euthanasia. Additionally, the division
inspects pet shops and kennels and provides essential vector control and animal-borne infectious disease
surveillance.
Mission
Provide exceptional service to people and animals by emphasizing effective public health and safety services,
ensuring and encouraging compliance with animal-related laws and regulations, and pursuing all opportunities to
maximize save and adoption rates.

Animals sheltered 8,087 8,100 8,280

Dog and cat licenses issued 18,640 20,000 22,000
Active volunteers at year end 115 140 150
Volunteer hours worked annually 4,028 4,900 5,300
Dogs and cats adopted 1,619 1,530 1,675
Dogs and cats reunited with their owners 1,669 1,580 1,725
Dogs and cats transferred to other animal care entities 1,299 1,375 1,425
Dog and cat save rate 67% 70% 73%
Dog and cat vaccinations given 4,518 4,600 4,700
Active volunteers at year end 115 140 150
Volunteer hours worked annually 4,028 4,900 5,300
Dispatched field service calls 24,369 30,500 31,000

Expenditures
Budget Savings 0 27,412 0 (27,412) (100.0%)
$2,689,228 $2,942,800 $2,857,500 ($85,300) (2.9%)
492
Animal Care and Control 01010-6503000

Administration $2,689,228 $2,942,800 $2,857,500 ($85,300) (2.9%)

Administration 42.50 43.50 44.13 0.63 1.4%
Revenue
Fees 250,941 269,000 300,000 31,000 11.5%
Charges for Services 0 80,500 320,000 239,500 297.5%
$507,199 $681,500 $1,002,000 $320,500 47.0%

 A net increase of 0.63 FTE and net decrease of $5,700 in personnel services that is the result of reallocating
$78,400 and 1.0 senior animal control officer supervisor to create three half-time animal care attendants and one
half-time veterinarian, who will start in October 2010.
 A decrease of $10,300 in internal services for workers’ compensation charges.
 A decrease of $8,000 in internal services for fuel and maintenance charges due to eliminating one vehicle.
Capital Equipment
None.
493
Environmental Quality 01010-6504000
Agency Description
Environmental Quality addresses environmental health and sustainability by improving air, land, and water
policy development, service assurance, and stewardship initiatives for both private sector and city operations.
Areas addressed include air quality, greenhouse gases, solid and hazardous waste management, water quality,
noise inspection, environmental lead, development review, and outreach and technical assistance. Environmental
Quality also manages the Environmental Management System (EMS) and oversees the Environmental Services
Enterprise Fund.
Mission
Protect, restore and enhance public health and environmental quality through assessment, policy, and service
assurance for residents, workers, and businesses.

Greenhouse gas per capita emissions (tons)1 24.2 23.9 23.7

Percent of assessed streams safe for recreational use2 66% 63% 63%
Number of summer days ozone levels exceed current and future
ozone standards (rolling 3 year average)3 11/45% 10/37% 8/33%
Percent of days with good or fair visibility4 53% 55% 56%
Number of noise investigations and percent closed within 45 days5 N/A 325/80% 325/85%
1
The Greenprint Denver goal is to reduce greenhouse gas emissions to 22.7 tons by 2011.
2
The National Healthy People goal for Denver is that 55 percent of assessed streams will be fishable/swimmable by year
2010.
3
The ozone standard is health based and is currently 84 ppb. The standard will be reduced in 2013 to 75 ppb. Due to
large variations in annual data, the rolling three-year average is used to determine compliance with the air quality
standard.
4
This measure is based on data measured by the Colorado Department of Public Health and Environment at the DESCI
site in downtown Denver.
5
Includes responses to complaints and requests for service.

Expenditures
Budget Savings 0 28,179 0 (28,179) (100.0%)
$702,830 $724,700 $390,200 ($334,500) (46.2%)
Administration $702,830 $724,700 $390,200 ($334,500) (46.2%)

$702,830 $724,700 $390,200 ($334,500) (46.2%)
494
Environmental Quality 01010-6504000

Administration 7.20 7.20 3.77 (3.43) (47.6%)
Revenue
Fees 87 0 0 0 0.0%
Charges for Services 0 0 10,000 10,000 0.0%
$18,251 $0 $10,000 $10,000 0.0%

 $36,200 for additional vacancy savings and transferring positions to grant funds
 $8,400 in internal services for interfund charges.
After factoring in 2009 budget savings of $8,400, the net decrease for internal services is $11,300 or 34.6 percent.
 An increase of $9,300 to reallocate 0.08 FTE environmental public health manager from the Environmental
Services Enterprise Fund.
 A decrease of $103,300 and 1.23 FTE to transfer 1.0 environmental public health investigator to a grant fund and
reallocate 0.23 of its supervisor, an environmental health manager, to the enterprise fund.
 A decrease of $99,300 to transfer 1.0 FTE environmental public health analyst to the Community Health and
Decision Support division.
 A decrease of $53,800 to transfer 0.43 FTE environmental public health manager to the Community Health and
Decision Support division.
 A decrease $49,500 that includes $37,500 to transfer 0.35 FTE environmental health analyst to the enterprise
fund and a reduction of $12,000 in services and supplies due to a reduction of the meth lab clean-up program.
 A decrease of $29,900 and 0.5 FTE administrative assistant IV due to eliminating the smoking vehicles program.
 A decrease of $8,300 in services and supplies due primarily to training and travel expenses.
 A decrease of $8,900 in internal services due primarily to workers’ compensation and other interfund charges.
Capital Equipment
None.
495
Office of the Medical Examiner 01010-6505000
Agency Description
The Office of the Medical Examiner provides the statutorily mandated coroner services and investigates all deaths
reportable by statute to determine the cause and manner of death. The Office of Medical Examiner also assumes
control over evidence, provides expert consultants and witnesses, and coordinates death investigations with
various agencies.
Mission
Investigate and certify reportable deaths for the citizens of Denver so that the safety and health of the City is
enhanced.

Percent of cases with next of kin notified within 24 hours 81% 82% 90%
Percent of bodies ready for release to a mortuary 87% 90% 90%
within 48 hours
Percent of cases released for organ/tissue donation when requested 100% 99% 100%
Percent of autopsy reports completed within 1 month 27% 40% 50%
Percent non-autopsy cause and manner of death 76% 80% 85%
certifications provided within 10 days

Expenditures
Budget Savings 0 63,826 0 (63,826) (100.0%)
$2,501,403 $2,943,400 $2,721,700 ($221,700) (7.5%)
Administration $2,501,403 $2,943,400 $2,721,700 ($221,700) (7.5%)

Administration 22.00 23.00 23.00 0.00 0.0%
Revenue
Misc. General Government (10) $0 $0 $0 0.0%
Fees 14,612 12,000 15,000 3,000 25.0%
$14,602 $12,000 $15,000 $3,000 25.0%
496
Office of the Medical Examiner 01010-6505000

 $25,000 in personnel services for wage and benefit savings
 $32,800 in services and supplies primarily due to decreases in radiology, medical and lab supplies
 $6,000 for vehicle rental charges.
After factoring in the 2009 personnel budget savings of $57,800, the net decrease is $65,000 or 3.1%.
After factoring in the 2009 budget savings, the net decrease in services and supplies is $52,700 or 7.7%.
 A decrease of $58,800 in services and supplies that includes $54,000 for radiology medical and lab supplies,
$3,800 due to a decrease in routine toxicology and histology testing, and $1,000 for training.
 A decrease of $88,800 in capital equipment due to the purchase of an x-ray machine in 2009.
 A net decrease of $14,100 in internal service charges that includes $8,100 for workers’ compensation charges
and $6,000 for vehicle rental charges.
Capital Equipment
None.
497
Environmental Services Enterprise Fund 78100-6506000
Agency Description
The Environmental Services Enterprise Fund operates within the Environmental Quality (EQ) division to manage
city environmental liability and address environmental health and sustainability by improving air, land, and water
policy development, service assurance, and stewardship initiatives, for both private sector and City operations.
Areas addressed include air quality, greenhouse gases, solid and hazardous waste management, water quality, site
assessment and cleanup, development review, outreach, technical assistance and the City’s Environmental
Management System (EMS).
Mission
Protect, restore and enhance public health and environmental quality through assessment, policy, and service
assurance for residents, workers, businesses, and the City itself.

Greenhouse gas per capita emissions (tons)1 24.2 23.9 23.7
Percent of assessed streams safe for recreational use2 66% 63% 63%
Number of summer days ozone levels exceed current and 11/45 10/37 8/33
future ozone standards (rolling three year average)3
Percent of days with good or fair visibility4 53% 55% 56%
Number of City agencies with EMS in place/and 6/50% 15/50% 25/50%
percent of EMS objectives/targets that are achieved within
6 months of establishment
Percent of targeted businesses adopting pollution prevention N/A 20% 20%
recommendation(s) and reducing materials usage or waste generation
1
The Greenprint Denver goal is to reduce greenhouse gas emissions to 22.7 tons by 2011.
2
The National Healthy People goal for Denver is that 55 percent of assessed streams will be fishable/swimmable by
year 2010.
3
The ozone standard is health based and is currently 84 ppb. The standard will be reduced in 2013 to 75 ppb. Due to
large variations in annual data, the rolling three-year average is used to determine compliance with the air quality
standard.
4
This measure is based on data measured by the Colorado Department of Public Health and Environment at the DESCI
site in downtown Denver.

Expenditures
$5,312,821 $6,022,200 $5,449,400 ($572,800) (9.5%)
498

Administration $5,312,821 $6,022,200 $5,449,400 ($572,800) (9.5%)

Administration 28.30 31.30 29.48 (1.82) (5.8%)
Revenue
Use Charges $5,217,638 $4,622,000 $2,551,600 (2,070,400) (44.8%)
Miscellaneous Transfers 1,393,800 659,500 1,243,200 583,700 88.5%
Investment Service (6,741) (1,500) (7,055) (5,555) 370.3%
Internal Svc & Indirect Charges 500 50,000 46,000 (4,000) (8.0%)
Interest Income 172,548 184,300 180,500 (3,800) (2.1%)
Fees 40 0 0 0 0.0%
$7,093,903 $5,829,300 $4,280,245 ($1,549,055) (26.6%)
 An increase of $52,300 and 0.75 FTE program administrator due to the transfer of the Green House Gas program
from the Seed Capital Fund grant in April 2010.
 An increase of $37,500 and 0.35 FTE environmental public health analyst II that was reallocated from the
Environmental Quality division due to changes to the meth lab clean-up program.
 A net increase of $16,400 and 0.15 FTE environmental public health managers that have been reallocated from
the Environmental Quality Division due to the reallocation of employees and their workload within programs
that are funded by both the General Fund and Enterprise Fund.
 An increase of $311,700 in internal services for payments to the General Fund for the Full Cost Recovery due to
adding depreciation of the Webb building to this charge.
 A decrease of $191,700 and 1.0 FTE environmental public health analyst II and 0.57 FTE environmental public
health manager to transfer the Emergency Response and Preparedness Program to the Community Health and
Decision Support (CHDS) division. This savings is offset by an increase of $199,300 in internal services for
payments to CHDS for administrative support.
 A decrease of $100,200 and 1.0 FTE limited program administrator and 0.5 FTE limited professional
occupational intern that expired in 2009; these positions worked on sustainability projects.
 A decrease of $316,000 in services and supplies for architectural and engineering services due to transferring
work, including environmental site assessments and inspections, abatement and management of asbestos-
containing materials within city properties, from contracts to in-house.
499
 A decrease of $399,000 in internal services for transfers to the Seed Capital Fund due to reductions in the Seed
Capital Program.
 A decrease of $39,300 in services and supplies that includes $29,300 for computer services and maintenance
agreements and $10,000 for auditing services.
Capital Equipment
Related Enterprise Fund Transfers 2008 2009 2010 $ %

Expenditures
Transfer to Alternative Transportation SRF
(78100-9911000) $250,000 $250,000 $250,000 $0 0.0%
The Transfer to Alternative Transportation Special Revenue Fund provides partial funding for the RTD Value
Pass program to encourage City employees to use alternative methods of transportation and reduce automobile
usage.
78500-6506103-EZ500 Seed Capital Project Fund $165,000
500
Environmental Services 78000-6506000
($ in thousands)
2008 2009 2010
Current Assets
Accounts Receivable 1,136 1,250 980
Prepaid expenses 0 0 0
Subtotal $15,064 $17,657 $16,605
Restricted Assets
Cash and cash equivalents $1,184 $80 $32
Accounts receivable 415 300 232
Subtotal $1,610 $383 $268
Capital Assets
Land and land rights $3,168 $3,168 $3,168
Buildings 672 672 672
Machinery and equipment 163 163 163
Accumulated depreciation (901) (922) (937)
Subtotal $3,233 $3,212 $3,197
Total Assets $19,907 $21,252 $20,070
501
($ in thousands)
2008 2009 2010
Liabilities Actual Estimated Recommended
Current Liabilities
Due to other funds 1,118 820 750
Vouchers payable (restricted assets) 123 133 175
Subtotal $2,012 $1,770 $2,000
Noncurrent Liabilities
Compensated Absences $218 $190 $195
Subtotal $218 $190 $195
Net Assets
Investment in capital assets $3,233 $3,212 $3,197
Unrestricted 12,963 16,080 14,676
Restricted 1,481 0 0
Total Net Assets $17,677 $19,292 $17,873
502
($ in thousands)
2008 2009 2010
Operating Revenues
Consulting Services 66 70 66
Operating Expenses
Supplies and materials 69 73 53
Operating Income (Loss) $1,201 $826 ($2,488)

Interest revenue 604 426 269
Gain on disposition of assets
Total non operating revenues (expenses) $604 $426 $269
Income (Loss) Before Transfers $1,805 $1,252 ($2,219)
Transfers in 0 363 800

Transfers Out (250) 0 0
Change in Net Assets $1,555 $1,615 ($1,419)
Net Assets - January 1 16,122 17,677 19,292

Total Net Assets - December 31 $17,677 $19,292 $17,873
503
($ in thousands)
2008 2009 2010
Other payments (1,485) (298) (70)
Net cash provided (used) by operating activities $94 $585 ($1,902)

Operating transfers in $0 $363 $800
Operating transfers out (250) 0 0
Net cash provided (used) by noncapital financing ac ($250) $363 $800
Cash Flow From Capital and Related Financing Activities

Acquisition of fixed assets (26) 0 0
Proceeds from sale of fixed assets
Net cash provided (used) by capital and related fina ($26) $0 $0
Interest received 638 401 285

Net cash provided (used) by investing activities $638 $401 $285
Net increase (decrease) in cash and cash equivalents $456 $1,349 ($817)
Cash, December 31 $15,056 $16,405 $15,588

Operating Income (loss) $1,201 $826 ($2,488)
Increase (decrease) in vouchers payable (1,628) (242) 230
Increase(decrease) in compensated absences 52 (28) 5
Decrease (increase) in prepaid expenses 0 0 0
Decrease (increase) in due to other funds 0 0 0
0 0 0
Net cash provided (used) by operating activities $94 $584 ($1,902)
504
Human Services
2008 2009 2010


Programs
Service Delivery and Administration - Summary $91,263,821 $98,299,000 $76,670,433
Aid to the Blind 0 1,000 0
Aid To the Needy Disabled 443,235 1,150,000 1,150,000
General Assistance 1,323,471 1,450,000 1,495,600
Office of Community Impact 3,892,997 2,823,200 6,610,179
Community Centered Board for
Developmental Disabilities 8,718,600 8,762,200 11,358,000
Child Welfare Summary 40,356,854 43,836,500 37,178,447
Family and Adult Services 0 0 48,954
Child Care 4,479,662 4,261,400 3,134,013
Expenditures
Total $150,478,640 $160,583,300 $137,645,626
Transfers
Transfer to Alternative Transportation SRF $43,100 $75,000 $75,050
Total Human Services SRF $150,521,740 $160,658,300 $137,720,676
Other Special Revenue Funds $12,094,327 $17,533,767 $18,120,745

Special Revenue Funds 1,175.0 1,239.5 975.6
Total Personnel Complement 1,175.0 1,239.5 975.6
505
Human Services
Overview
In 2007, the Denver Department of Human Services (DDHS), in collaboration with the Board of Human Services
and with extensive community and provider input, completed a five-year strategic plan. Through this process, the
department adopted a new vision statement: “The Denver Department of Human Services' vision is to partner
with our community to protect those in harms way and to help all people in need.” Utilizing available federal,
state and local financial resources, coupled with a caring and dedicated workforce, the Department is committed to
weaving a safety net that extends beyond just those individuals and families that meet state and federal eligibility
guidelines, with the goal of providing assistance to everyone who pass through its doors. While the department
continues to be committed to achieving this vision, it has had to address significant budget challenges this past
year which limited the degree to which certain non-mandated services could be provided. The department has
recommitted to provide the variety of core services that the community has come to rely on, while more carefully
considering the sustainability of any non-core services.
Denver Department of Human Services provides a variety of assistance payments and social services to eligible
residents of Denver. Nearly all of the programs administered by the department are state and/or federally
mandated, with the greatest share of funding coming from state and federal sources. The local source of revenue
supporting the programs is a dedicated property tax mill levy, which remains relatively stable over time and is
used to meet required federal and state matching funds. In contrast to the stability of the property tax revenues, the
state and federal funding allocations, which Denver receives on a fiscal year beginning July 1st of each year, have
experienced some fluctuations from year to year. Because DDHS operates its programs based upon the state fiscal
year, the spending authority requested in the City's budget for 2010 is a continuation from state and federal
funding that began July 1st. While past years’ increases in funding from the state allowed the department to
increase staffing in targeted areas supporting Food Stamps and Medicaid eligibility, those increases have not
continued to any measurable degree. State funding has been severely constrained as a result of the downturn in the
global economy. At the same time, the caseload demands are at historically high levels, with nearly 90,000
individuals in Denver receiving Food Stamps each month through the summer of 2009. By contrast, fewer than
60,000 individuals were receiving Food Stamps just two years earlier.
During Calendar Year 2009, in order to bring spending into alignment with resources, the department had to
implement a number of cost cutting measures. The effects were felt by those in the community who receive
assistance from the department, as well as across the department’s workforce, and with its community partners. A
temporary freeze was placed on the low income child care assistance program. Reductions were made to a number
of contracts with community based organizations. The department reintegrated into its workforce child care
eligibility services that had, for a number of years, been provided by a contractor. A hiring freeze, put into place
in December 2008, resulted in a seven percent drop in the workforce in the first eight months in which it was in
effect. With all of the measures taken to date, the department still has fallen short of its targeted reduction and will
be required to have a forced workforce reduction of 83.5 FTE and 1 on-call in the fourth quarter of 2009. In
developing its workforce reduction plan, the department focused on retaining case-carrying and revenue
generating positions, while focusing on a vision of the future.
Strategic Overview
The strategic plan identified six broad-based department goals, each of which has a number of associated program-
specific goals, strategies and action steps. Following are some of the highlights from the plan:
506
Temporary Assistance to Needy Families (TANF) Work Participation Rate (Funding in the amount of $36.7
million requested for 2010) – The strategic plan goal is to achieve a work participation rate of 50 percent in 2010.
With the federal reauthorization of the TANF Program, a much greater emphasis was placed on meeting the
federally established work participation rates. As of June 2010, the department, working in collaboration with the
Office of Economic Development, Division of Workforce Development, had achieved a work participation rate of
53.3%, and had exceeded the 50% threshold for each of the previous six months. Prior to December 2008, the
department had never met the 50% threshold. In an effort to better link the case management and workforce
development efforts, effective July 2006, the Department transferred the TANF case management functions and
family support program contracts to the Office of Economic Development, Division of Workforce Development.
The 2010 work plan includes integrating the refugee services participants into the TANF program.
Child Care Enrollment and Retention - The strategic plan goal, beginning in July 2007, was to increase
enrollment in the Child Care Assistance Program by ten percent per year, from 1,775 cases receiving subsidies in
June 2007, to 1,910 cases receiving assistance in 2008. The strategic plan includes the use of community and
media resources, outreach staff to assist in the recruitment efforts, state waivers to help in simplifying the
application process for eligible families, and the provision of incentives and supports to help build and sustain
quality services for early childhood education and care. The department greatly exceeded its targeted increase in
caseload. By February 2009, the number of cases receiving child care assistance was more than 2,663, exceeding
its Year 2011 goal of 2,542 paid cases, and beyond a level which the department could sustain. The department
instituted a number of measures to reduce spending, including placing a freeze on the program. The receipt of
federal child care stimulus funds, as well as transfers from the City’s General Fund, allowed for the department to
begin processing new applications. The department’s goal for 2010 is to closely monitor the caseload size, and
manage the waiting list, with the intent of stabilizing the caseload at a sustainable level.
Medicaid and Food Stamps Application Processing – The strategic goal is to improve the percent of Medicaid
and Food Stamps applications processed within federal standards from 84 percent in 2006 to 94 percent by 2010.
The timely issuing of benefits assumes continued improvements to the state computer system, the Colorado
Benefits Management System, and a stable caseload. The state will be implementing a web-based pre-screening
application in the fourth quarter of 2009 that will allow individuals contemplating applying for benefits to
determine whether they are eligible before submitting an application. This is expected to reduce the number of
applications the department is required to process. The department has experienced a significant growth in
caseload, which has challenged its ability to meet the timely processing goal in the current year.
Medical Support Court Orders – The Child Support Enforcement Division is well on the way to meeting its goal
of increasing the share of children in open child support cases enrolled in health insurance from 27 percent in 2006
to 38 percent in 2009. While many support orders do not stipulate which parent is responsible for providing health
insurance for the children, in those instances where the assignment of responsibility is specific, the department will
improve its effectiveness in enforcement by evaluating its current training content and modifying as needed; and
by conducting ongoing monthly supervisory case reviews to assure that the processes taught through the training
are being followed in practice. The goal for 2010 is to further increase the share of children enrolled in health
insurance to 40 percent.
Team Decision Making – The Child Welfare Divisions have been utilizing the Team Decision Making (“TDM”)
process as a means of involving a greater number of family members, community resources, schools and
professionals in child welfare decisions related to child removal, placement, and permanency. In 2006, less than
90 percent of such decisions involved the TDM Process. For 2009, the department had set the goal of expanding
the use of TDM's, with the goal of conducting the meetings in more than 93 percent of cases prior to removing or
changing a child's placement and, as a convenience to the family members, with more than 65 percent of the
meetings being held in community locations. The department fell well short of meeting the goals, in part due to
unfilled staff vacancies resulting from the hiring freeze in effect the entire year. The department has restructured
its contractors with community based organizations to provide specific funding for team decision making to be
held in the community.
507
Adult Protective Services – The goal is to increase awareness of Adult Protection and to better coordinate
services for at-risk adults. Specific action steps to address this need include conducting two annual training
sessions regarding the referral process, making presentations to raise awareness of at-risk adults at community
events, and convening meetings with community representatives with the intent of creating a multidisciplinary
team for enhanced service delivery.
Maintain adequate fund balance – The goal is to maintain a minimum of $13.38 million in the department’s
fund balance. The department’s appointed advisory goal had established $13.38 million as a safe threshold for the
fund balance. At the end of 2007, the department’s fund balance was nearly $21 million. By the end 2008, the
balance had dropped to $8.4 million, and is projected to drop further by the close of 2009. The department
continues to work exhaustively to align spending with resources, and to rebuild its fund balance to appropriate
levels.
Agency Descriptions
Administration (13008-5511000) provides leadership and professional management to the Human Services
Department to assure the delivery of quality human services for the Denver community through the effective use
of resources and community coordination.
Legal Services (13008-5514000) pays for legal services which are provided by the City Attorney's Office, Human
Services Legal Services section.
Human Resources (13008-5512000) manages staff development and provides overall policy for training,
affirmative action and employee assistance, and designs and implements training programs that promote the
professional and personal development of the Department's employees.
Business Management (13008-5513000) monitors program accountability, allotment of funds, and the disclosure
of financial data; initiates contracts and ordinances.
Family and Adult Services (13008-5521000) coordinates program activities with employment and support
resources to assist families' transition to employment, assists families who are eligible for food stamps, provides
adult protection and self-sufficiency services to the elderly, and provides financial and medical assistance to the
elderly and disabled.
Information Systems and Technology (13008-5515000) accesses, develops, and manages the automated
resources of the Department of Human Services in coordination with City Technology Services.
Financial Services (13008-5516000) provides accounting and payroll services for all programs operated by the
agency. This includes accounts receivable, cash management, client payrolls, provider payrolls, and employee
payrolls. It also directs the Revenue Generation Unit seeking additional funding for children in the Department's
custody through the assessment of parental fees and other revenue reimbursement sources. It is also responsible
for reporting expenditures to state and federal agencies for reimbursement and making all cash drawdowns.
Program Improvement and Accountability (13008-5517000) consolidates complementary efforts of quality

assurance, internal controls, document and data management and fraud detection and recovery.
508
Child Support Enforcement (13008-5522000) provides children who no longer live with both natural parents the
financial support necessary to meet their needs for food, clothing, shelter and other living expenses. This is
accomplished by establishing paternity and obtaining child support, as well as medical insurance, from the child's
absent parent or parents. The program efforts help recover or avoids cost in the TANF, Medicaid and Foster Care
programs.
Child Welfare Services (13005-5530000; 13005-5531000; 13005-5532000; 13005-5533000) provides services to

children in need of protection or with disabilities; provides programs for adolescents in need of protection or who
are in severe conflict with the community or their parents; and provides protection and/or out-of-home placement
of young children who have been abused, neglected, and/or abandoned, and permanency planning options for
children who cannot be returned to their homes.
Child Care (13017-5524000) pays vendors and providers for the day care of children whose parent(s) meet the
eligibility requirements of the program.
Other State and Local Programs (13302-5543000; 13303-5541000; 13305-5551000; 13306-5552000; 13304-
5553000) include programs designed to provide financial assistance to eligible recipients of state-mandated
programs for adults with mental, physical or visual disabilities, as well as local funding for people with
developmental disabilities. Also included is funding for emergency food, shelter, supportive and outreach services
for homeless individuals and families and funding for burial assistance for eligible individuals.
Mission/Vision
Partnering with our community to protect those in harm's way and to help all people in need.
509
Human Services
Operations and Administration 13008-5510000
2008 2009 2010


Programs
Administration $3,522,327 $1,728,000 $1,625,370
Legal Services 4,745,621 5,349,100 5,146,557
Human Resources 4,549,557 5,547,500 4,059,618
Business Management 9,115,086 9,867,400 9,652,377
Family and Adult Services 51,924,223 56,041,500 40,736,721
Information Systems and Technology 2,482,610 2,756,600 2,200,400
Financial Services 3,195,631 3,695,700 3,013,266
Performance Improvement and Accountability 4,277,183 5,255,000 3,268,619
Child Support Enforcement 7,451,582 8,058,200 6,967,505
Total $91,263,821 $98,299,000 $76,670,433
Expenditures


510
Human Services
Administration 13008-5511000
Agency Description
Administration provides leadership and professional management to the Human Services Department to assure the
delivery of high quality human services for the Denver community through the effective use of resources and
community coordination.
Office of the Manager manages and directs each of the divisions to accomplish the overall leadership and
management of the department. It provides leadership in developing new policy alternatives and recommends to
the Mayor alternative service delivery systems to meet Denver's human service needs. Responsibilities include
coordination with other departments within the City as well as with the State Departments of Human Services and
Health Care Policy and Financing (Medicaid).
Community Services provides technical assistance to community groups and provides liaisons between the
department, the media, and the public.
 Implement the Denver Department of Human Services’ Strategic Plan. (Internal Processes)
 Provide leadership and professional management to the Denver Department of Human Services to assure the
delivery of quality human services for the Denver community through the effective use of resources and
community coordination. (Highest Quality Service)
 Ensure that Denver Department of Human Services is prepared to resume business after any major disaster either
internal or external. (Highest Quality Service)

Respond to 95% of calls within 24 hours, emails within 48 hours, 96.8% 99.8% > 95%
and letters within seven days

Expenditures
Services and Supplies 1,869,935 239,916 118,750 (121,166) (50.5%)
Internal Services and Misc. 143,130 1,500 500 (1,000) (66.7%)
$3,522,327 $1,728,000 $1,625,370 ($102,630) (5.9%)
511

Office of the Manager $3,025,311 $1,320,818 $1,416,065 $95,247 7.2%
Community Services 299,635 407,182 209,305 (197,877) (48.6%)
Financial Services 21,771 0 0 0 0.0%
Security 175,527 0 0 0 0.0%
Contract Unit 81 0 0 0 0.0%
$3,522,327 $1,728,000 $1,625,370 ($102,630) (5.9%)

Office of the Manager 11.50 12.00 13.00 1.00 8.3%
Community Services 9.00 4.00 2.00 (2.00) (50.0%)
Security 12.00 0.00 0.00 0.00 0.0%
32.50 16.00 15.00 (1.00) (6.3%)
 A net increase of $19,500 and a net decrease of 1.0 FTE due to the elimination of six filled positions and department’s
reorganization as follows: 1.0 FTE deputy manager, 1.0 FTE executive assistant, 1.0 FTE legislative liaison, 1.0 FTE
information technology liaison, 3.0 FTE policy writers, and 1.0 policy writer supervisor were transferred from
Business Management Division; and 1.0 FTE director of Office of Strategic Partnership, 1.0 FTE program
administrator, 1.0 FTE executive assistant were transferred to the Office of Community Impact Division.
 A decrease of $121,200 in supplies and services due to various reductions in advertising, conference and meeting
expenses, dues, and official function expenses.
 The budgeted furlough savings is $26,366.
Capital Equipment
None.
Related Project 2008 2009 2010 $ %

Expenditures
Legal Services (13008-5514000) $4,745,621 $5,349,100 $5,146,557 ($202,543) (3.8%)
Legal Services reimburses the General Fund for legal services which are provided by the City Attorney's Office
Human Services Legal Services section.
512
 A net decrease of $235,600 due to the elimination of 4.0 FTE positions in the Human Services Legal Services budget,
offset by merit and health insurance increases. The eliminated 4.0 FTE eliminated were budgeted, but vacant.
 A decrease of $117,000 in supplies and services as a result of aligning budget to actual spending.
Capital Equipment
None
Related Special Revenue Fund 2008 2009 2010 $ %

Transfer Actual Appropriated Recommended Change Change
Expenditures
Alternative Transportation SRF Transfer
(13008-9911000) $43,100 $75,000 $75,050 $50 (0.06%)
The Alternative Transportation Special Revenue Fund Transfer provides the Human Services Department's
share of funding for the alternative transportation program.
513
Human Services
Human Resources 13008-5512000
Agency Description
Human Resources provides overall support and policy in employee relations; designs and implements training
programs for staff that promote professional development; oversees security and facility needs for the Department.
Administration develops departmental policy for selection, retention, employee records, safety, staff
development, diversity, security, facilities and employee relations.
Human Services Division provides training to employees; designs and implements programs that promote staff in
both professional and personal development areas.
Staff Development provides training to employees; designs and implements programs that promote staff in both
professional and personal development areas as well as managing workplace safety.
Security provides security for employees, clients, and visitors at the DHS facilities and the parking garage;
coordinates facilities upkeep for all sites; manages space planning needs for staff and customers.
Mailroom processes all outgoing and incoming mail, and copies and distributes written rule changes from the
State of Colorado.
 Increase overall customer service ratings in the areas of human resources, security and mailroom services.
 Increase employee participation in developmental training by providing high quality and relevant training and
career development opportunities. (Workforce)
 Increase employee morale by continuing to enact a positive culture shift. (Workforce)

Human Resources customer survey rating 93.7% 96.5% 95%
Security customer service survey rating 84.7% 92.4% 85%
Mailroom customer service survey rating 97.5% 100% 80%
Training class evaluation average 100% 99% 98%
Morale rating on attitude survey 88% 81% 82%

Expenditures
$4,549,557 $5,547,500 $4,059,618 ($1,487,882) (26.8%)
514
Human Resources 13008-5512000

Administration $1,569,555 $1,892,584 $1,597,230 ($295,354) (15.6%)
Human Resource Division 652,983 848,357 382,861 (465,496) (54.9%)
Staff Development 548,886 596,264 365,679 (230,585) (38.7%)
Security 1,084,575 1,582,770 962,258 (620,512) (39.2%)
Mail Room 693,557 627,525 751,590 124,065 19.8%
$4,549,557 $5,547,500 $4,059,618 ($1,487,882) (26.8%)

Administration 3.00 4.00 1.00 (3.00) (75.0%)
Human Resource Division 8.00 9.00 5.00 (4.00) (44.4%)
Staff Development 7.00 6.00 4.00 (2.00) (33.3%)
Security 0.00 11.00 7.00 (4.00) (36.4%)
Mail Room 0.00 6.00 5.00 (1.00) (16.7%)
18.00 36.00 22.00 (14.00) (38.9%)
 A net decrease of $937,800 and 14.0 FTE due to the elimination of 9.0 vacant positions, 4.0 filled positions and
1.0 FTE project coordinator transferred to Child Care Program, offset by $200,000 budget increase in
unemployment costs.
 A net decrease of $43,300 in supplies and services due to a decrease of $179,000 for security services contract
and a $82,287 reduction on various budget items including conferences and meeting expenses, professional
services contract, and ergonomic furniture and equipments; offset by an increase of $65,000 for disposal services
transferred from the Business Management Division budget, $43,000 in legal services, $50,000 for postage and
$60,000 for printing due to expected increased spending in these areas.
 A decrease of $116,000 for one-time capital equipments purchased in 2009.
 A decrease of $115,000 in internal services for security services provided by the Denver Police Department
Officers at Castro and Family Crisis Center buildings; a decrease of $475,800 due to less anticipated spending
on worker’ compensation premium.
The budgeted furlough savings is $24,829.
Capital Equipment
None.
515
Human Services
Business Management 13008-5513000
Agency Description
Business Management monitors program accountability, allotment of funds and the disclosure of financial data;
and initiates contracts and processes them through completion.
Administration develops and monitors the budget, directs fiscal policy, analyzes fiscal trends, and initiates
ordinances.
Contracting Services consolidates efforts that have been dispersed across the program areas, with the intent of
improving customer service and providing consistency, accountability, and evaluation for contracting services.
 Maintain an adequate reserve fund balance. (Fiscal)
 Improve the length of time required to execute a contract. (Highest Quality Service)

Number of days to execute a contract 56.2 48.8 < 59

Expenditures
Services and Supplies 970,852 1,118,532 1,821,230 702,698 62.8%
$9,115,086 $9,867,400 $9,652,377 ($215,023) (2.2%)
Administration $5,328,522 $8,874,637 $8,914,989 $40,352 0.5%

Mailroom 1,018 0 0 0 0.0%
Building Maintenance 2,237,944 0 0 0 0.0%
Purchasing 668,705 0 0 0 0.0%
Contracting Services 878,894 992,763 737,388 (255,375) (25.7%)
$9,115,086 $9,867,400 $9,652,377 ($215,023) (2.2%)

Administration 6.00 10.00 2.00 (8.00) (80.0%)
Contracting Services 13.00 13.00 10.00 (3.00) (23.1%)
19.00 23.00 12.00 (11.00) (47.8%)
516
Business Management 13008-5513000
 A net decrease of $903,100 and 11.0 FTE due to the elimination of 1.0 FTE vacant position, 2.0 filled positions
and transfer of 1.0 FTE deputy manager, 1.0 FTE executive assistant, 1.0 FTE legislative liaison, 1.0 FTE
information technology Liaison, 3.0 FTE policy writers, and 1.0 FTE policy writer supervisor to the
Administration Division as part of the department’s reorganization.
 A net increase of $702,700 in supplies and services primarily due to an increase of $1,015,000 in professional
services, offset by a decrease of $225,000 audit cost transferred to the General Fund and various budget
reductions in the amount of $87,300 for supplies, conferences, meeting expenses, building maintenance, and
disposal services transferred to the Human Resources Division.
Capital Equipment
None.
517
Human Services
Family and Adult Services 13008-5521000
Agency Description
Family and Adult Services coordinates program activities with employment and support resources to assist
families' transition to employment, assist families who are eligible for food stamps, provide adult protection and
self-sufficiency services to the elderly, and provide financial, nutritional, and medical assistance to the elderly and
disabled.
Administration develops program strategies to help families and adults become self sufficient and provides
program and staff oversight.
Customer Support provides clerical, administrative and lobby reception assistance for activities serving
individuals and families when those activities are not specifically associated with one of the program components
under the division.
Adult Services determines eligibility for financial and medical assistance to the elderly and disabled adults.
Community Support and Food Stamps determines eligibility for clients seeking food stamps and energy
assistance, and coordinates with the Division of Workforce Development training and work activities for those
food stamp recipients who are required to participate in the Employment First program.
Family Services uses Temporary Assistance for Needy Families (TANF) and other funds to coordinate program
activities with employment and support resources to assist families who are transitioning into employment and assure
that the federal work participation rates are met. Beginning July 1, 2006, the TANF case management services were
transferred to the Division of Workforce Development. The Division of Workforce Development provides training and
educational services and is reimbursed by Family and Adult Services. Family Services also provides cash assistance
through the General Assistance budget (13305-5551000) and other payments, including TANF assistance, the Cash
Assistance/State Diversion programs, and the Colorado Refugee Assistance Program. A Medicaid Unit provides
medical eligibility determination and other eligibility functions for clients whose needs do not always fall within the
TANF program. These programs include services for clients who are not eligible for cash assistance through TANF but
still meet the guidelines for Medicaid.
Adult Protection provides adult protection services to adults determined through the judicial process to need
protection from abuse and neglect.
 Increase the number of people receiving assistance in Low Income Energy Assistance Program (LIEAP),
Medicaid, Adult Financial Assistance and Food Stamps. (Highest Quality Service)
 Increase the percent of TANF adults placed with employment for which employment is a goal. (Highest Quality
Service)
 Expand LIEAP Program to serve an additional 500 families. (Highest Quality Service)
518

Number of applications processed for assistance 74,980 83,760 91,760

Average TANF work participation rate 38% 52% 55%

Expenditures
Internal Services and Misc. 21,061,426 21,869,240 17,766,200 (4,103,040) (18.8%)
$51,924,223 $56,041,500 $40,736,721 ($15,304,779) (27.3%)
Administration $2,385,641 $11,316,591 $3,071,223 ($8,245,368) (72.9%)

Customer Support 4,645,503 3,428,446 2,619,117 (809,329) (23.6%)
Adult Services 4,296,021 4,881,593 3,664,928 (1,216,665) (24.9%)
Community Support and Food 5,885,685 6,569,981 5,783,411 (786,570) (12.0%)
Stamps
Family Services 32,924,106 27,979,544 24,145,455 (3,834,089) (13.7%)
Adult Protective Services 1,787,264 1,865,345 1,452,587 (412,758) (22.1%)
$51,924,223 $56,041,500 $40,736,721 ($15,304,779) (27.3%)

Administration 8.00 14.00 5.00 (9.00) (64.3%)
Customer Support 66.00 64.00 49.00 (15.00) (23.4%)
Adult Services 80.50 80.50 60.50 (20.00) (24.8%)
Community Support and Food 97.00 101.00 89.00 (12.00) (11.9%)
Stamps
Family Services 145.50 118.50 82.50 (36.00) (30.4%)
Adult Protective Services 26.00 25.00 20.00 (5.00) (20.0%)
423.00 403.00 306.00 (97.00) (24.1%)
 A net decrease of $5,563,500 in personal services as a result of 70.5 vacant positions and 26.5 filled positions
being eliminated, 1.0 FTE administrative support assistant II and 2.0 FTE case management coordinators being
transferred to Child Care Program, offset by 2.0 FTE case management coordinators being transferred from
Office of Community Impact, and 1.0 FTE administrative support assistant III being transferred from
Performance Improvement and Accountability Division.
 A net decrease of $5,638,200 in supplies and services primarily due to a number of Temporary Assistance for
Needy Families Fund funded contracts being eliminated. In addition, there were various budget reductions in
space remodel, computer software maintenance, postage, conferences, meeting expenses; partially offset by an
anticipated increase of $615,000 for the county match cost to the State.
519
 A decrease of $4,103,000 in internal service charges primarily due to the department no longer funding youth
programs in Parks and Recreation and the Mayor’s Office for Education and Children.
 A reduction of $2,093,700 in the allocation to the Office of Economic Development for workforce programs.
Capital Equipment
520
Human Services
Information Systems and Technology 13008-5515000
Agency Description
Information Systems and Technology (IST) manages and coordinates the development and use of information
technology resources throughout the Department of Human Services. Staff are budgeted in the General Fund
Technology Services agency which will continue to provide information services to Human Services.
Administration assesses the needs of the Department and identifies priorities for software development. It acts as
a liaison between the Department and the State to provide input on State projects and system modifications. It also
provides direction and training to Department staff on the use of computers and standard office automation
software.
Planning and Development works with the various divisions of the Department to design and implement new
software systems to meet identified automation needs. It is responsible for the local area network (LAN) and wide
area networks (WAN) and telephone and cell phone systems used by the Department, and manages the 911
connections to the City and Statewide area networks. It also dispatches staff for service calls in the Department.
Ensure that Human Services has the technology and support needed to provide efficient, effective and quality
services to internal and external clients. (Internal Processes)

Expenditures
Personal Services $0 $0 $0 $0 0.0%
Internal Services and Misc. 1,849,531 1,985,000 1,687,000 (298,000 (15.01%)
$2,482,610 $2,756,600 $2,200,400 ($556,200) (20.18%)
Administration $2,398,029 $771,600 $513,400 ($258,200) (33.46%)

Computer Operations 1,970 0 0 0 0.00%
Planning and Development 82,612 1,985,000 1,687,000 ($298,000) (15.01%)
42,482,610 $2,756,600 $2,200,400 ($556,200) (20.18%)

 A net decrease of $208,200 primarily due to the elimination of document management project and less anticipated
cost on software maintenances.
 A decrease of $50,000 in capital equipment due to one-time equipment purchases for data warehouse project.
 A decrease of $298,000 in internal service charges from Technology Services department is primarily due to less
anticipated new technology projects.
There are no furlough savings for 2010.
Capital Equipment
None.
521
Human Services
Financial Services 13008-5516000
Agency Description
Financial Services provides accounting and payroll services for all programs operated by the agency. This
includes accounts receivable, cash management, client payrolls, provider payrolls, and employee payrolls. It also
directs the Revenue Generation Unit seeking additional funding for children in the Department's custody. It is also
responsible for reporting expenditures to state and federal agencies for reimbursement and making all cash
drawdowns.
Administration manages, directs and coordinates all accounting and financial reporting functions for the
Department.
Accounting and State Reporting provides accounts payable, cash management, and internal accounting services.
It is also responsible for reporting all expenditures to the State for reimbursement, and for booking related
revenues and maintaining accurate expenditure information in City, State, and internal automated systems.
Other Financial Operations provides accounts receivable services, accounts payable services for Child Care and
Child Welfare, purchasing services, and reconciliations for all programs.
Grants Management provides accounting, fiscal reporting, and drawdown functions for all federal and private
grants. Also provides internal program reporting for selected state grants.
Revenue Generation Services directs the Revenue Generation Units, which seek additional funding for children
who are in the Department’s custody, through the determination of eligibility for Title IVE, Supplemental Security
Income, and TANF Maintenance of Effort, and through the establishment and enforcement of Foster Care parent
fee orders.
 Maximize incentives available to Human Services from federal/state programs. (Fiscal)
 Improve accuracy and timeliness in all accounting and reporting functions. (Fiscal)
 Improve service level for each group of clients, customers and community partners. (Highest Quality Services)

Percent of Child Welfare cases receiving SSI 11% 12% 13%

Percent of vendor payments made on-time 99.5% 99.8% 99.9%
Foster care parent fee collections $333,603 $404,246 $475,000
522
Financial Services 13008-5516000

Expenditures
Internal Services and Misc. 55 1,200 500 ( 700) (58.3%)
$3,195,631 $3,695,700 $3,013,266 ($682,434) (18.5%)
Administration $482,768 $644,282 $266,321 ($377,961) (58.7%)

Accounting and State Reporting 1,834,027 2,129,845 571,451 (1,558,394) (73.2%)
Other Financial Operations 878,836 921,573 1,136,280 214,707 23.3%
Grants Management 0 0 255,929 255,929 0.0%
Revenue Generation Services 0 0 783,285 783,285 0.0%
$3,195,631 $3,695,700 $3,013,266 ($682,434) (18.5%)

Administration 5.00 5.00 2.00 (3.00) (60.0%)
Accounting and State Reporting 42.00 34.00 9.00 (25.00) (73.5%)
Other Financial Operations 15.00 15.00 18.00 3.00 20.0%
Grants Management 0.00 0.00 3.00 3.00 0.0%
Revenue Generation Services 0.00 0.00 12.00 12.00 0.0%
62.00 54.00 44.00 ( 10.00) (18.5%)
 A net decrease of $618,100 and 10.0 FTE due to the abolishment of 6.0 vacant positions and 4.0 filled positions.
 A decrease of $63,600 in supplies and services primarily due to a reduction in scanning machine leases and
supplies.
Capital Equipment
None.
523
Human Services
Performance Improvement and Accountability 13008-5517000
Agency Description
The Division of Program Improvement and Accountability was created in 2007 with the intent of consolidating
complementary efforts of quality assurance, internal controls, document and data management, and fraud detection
and recovery that had existed within the department, but in a decentralized structure.
Administration manages, directs and coordinates the activities of each of the sections in the division to
accomplish the overall goals of the Division. It provides leadership in developing new policy alternatives and
recommends process improvements to the executive and senior management staff.
Quality Improvement provides ongoing, impartial and independent case and compliance reviews for all programs
and performs tests to assure that adequate internal controls are in place. It coordinates all program-related audits
conducted in the Department and monitors sub-recipients for program compliance.
Data Management aggregates and analyzes data and reports on case activities across all programs administered
through Denver Human Services. It also serves as the liaison with Technology Services in developing software
applications and managing enterprise projects. It evaluates workflows and recommends process improvements.
Document Management oversees the case records storage, retrieval and retention practices and also serves as the
Custodian of Record for the Department.
Fraud Control and Recovery investigates fraud allegations and establishes claims for overpayment for child
care, food stamps and other assistance programs and, in coordination with the City Attorney's Office, arranges for
the collection of any founded claims for overpayment.
 Reduce the number of audit findings under the department's control. (Internal Processes)
 Increase the number of completed fraud investigations. (Highest Quality Service)
 Utilize data to monitor and improve performance. (Internal Processes)
 Increase collections on fraudulently obtained Human Services financial aid. (Highest Quality Service)
 Improve processes with best practice techniques. (Internal Processes)

Number of repeat finding from single audit FY07 – 12 FY08 – 12 FY09 - 10

Collections on fraudulently obtained assistance $2.6 Million $2.4 Million $2.0 Million
Completed fraud investigations 845 850 900
Number of process improvement projects 4 4 4
524
Performance Improvement and Accountability 13008-5517000

Expenditures
Internal Services and Misc. 0 1,500 1,500 0 0.0%
$4,277,183 $5,255,000 $3,268,619 ($1,986,381) (37.8%)
Administration $437,660 $1,018,278 $185,338 ($832,940) (81.8%)

Quality Improvement 1,231,222 1,500,930 931,238 (569,692) (38.0%)
Data Management 821,894 883,139 1,015,832 132,693 15.0%
Document Management 583,565 676,049 483,865 (192,184) (28.4%)
Fraud Control and Recovery 1,202,840 1,176,604 652,346 (524,258) (44.6%)
$4,277,183 $5,255,000 $3,268,619 ($1,986,381) (37.8%)

Administration 7.00 4.00 1.00 (3.00) (75.0%)
Quality Improvement 20.00 22.00 13.00 (9.00) (40.9%)
Data Management 14.00 10.00 11.00 1.00 10.0%
Document Management 12.00 12.00 8.00 (4.00) (33.3%)
Fraud Control and Recovery 19.00 16.00 8.00 (8.00) (50.0%)
72.00 64.00 41.00 (23.00) (35.9%)
 A reduction of $1,408,900 and 23.0 FTE due to the elimination of 8.0 vacant positions, 14 filled positions and
1.0 FTE administrative support assistant III transferred to Family and Adult Services.
 A decrease of $577,500 in supplies and services primarily due to an anticipated decrease in professional service
contracts for technology related projects.
Capital Equipment
None.
525
Human Services
Child Support Enforcement 13008-5522000
Agency Description
Child Support Enforcement helps families achieve and maintain financial self-sufficiency by establishing and
enforcing child and medical support services.
Administration plans and directs activities of the division to effectively recover support from absent parents.
Child Support Enforcement provides paternity and child support order establishment, enforcement services to
both TANF, non-TANF, interstate and Denver families.
 Increase the percent of cases with court orders. (Internal Processes)
 Increase percent of cases with current support paid. (Internal Processes)
 Increase the total amount of child support collections. (Internal Processes)

Percent of cases with court orders 90.4% 89-90% 89-90%

Percent of cases with current support paid 55.7% 57.5% 58.5%
Total child support collections (in millions) $42,234 $40,939 $41,523

Expenditures
Services and Supplies 1,023,267 957,477 788,792 (168,685) (17.6%)
$7,451,582 $8,058,200 $6,967,505 ($1,090,695) (13.5%)
Administration $1,465,199 $1,652,481 $1,342,776 ($309,705) (18.7%)

Child Support Enforcement 5,986,383 6,405,719 5,624,729 (780,990) (12.2%)
$7,451,582 $8,058,200 $6,967,505 ($1,090,695) (13.5%)

Administration 8.00 7.00 6.00 (1.00) (14.3%)
Child Support Enforcement 107.00 105.00 92.00 (13.00) (12.4%)
115.00 112.00 98.00 (14.00) (12.5%)
526
Child Support Enforcement 13008-5522000
 A net decrease of $920,000 in personnel services as a result of a decrease of $820,900 due to the elimination of
9.0 vacant positions and 5.0 filled positions, a decrease of $50,000 for overtime compensation as the document
management project is completed, and a decrease of $49,100 for the Spanish interpreter contract position which
was moved to the professional services budget.
 A net decrease of $168,700 in supplies and services primarily due to a reduction in professional services
contracted for the call center, computer software and supplies and conference expenses; partially offset by an
increase in software and hardware maintenance for the document management system.
Capital Equipment
None.
527
Human Services
Human Services State and Local Programs
Other State and Local Programs 2008 2009 2010 2010

Actual Appropriated Recommended FTE
Expenditures
Aid to the Blind (13302-5543000) $0 $1,000 $0 0.00
Aid to the Needy Disabled (13303-5541000) 443,235 1,150,000 1,150,000 0.00
General Assistance (13305-5551000) 1,323,471 1,450,000 1,495,600 0.00
Developmental Disabilities (13304-5553000) 8,718,600 8,762,200 11,358,000 0.00
Office of Community Impact (13306-5552000) 3,323,471 2,823,200 6,610,179 22.67
Total $13,808,777 $14,186,400 $20,613,779 22.67
Program Description
The Aid to the Blind program provides financial and medical benefits to eligible blind resident applicants, as well
as occasionally providing medical treatment. The State of Colorado funds 80 percent of actual grant payments,
which are paid directly to clients.
The Aid to the Needy Disabled program provides assistance to people who are unemployed due to mental or
physical disability and who do not have sufficient income or resources to meet their basic living requirements. In
some circumstances, these funds supplement federal benefits; in others, the funds provide interim assistance while
federal benefit applications are being reviewed to determine eligibility. The State of Colorado funds 80 percent of
actual grant payments, which are paid directly to clients.
The General Assistance program assists clients needing food or shelter. These funds can be used for one to three
months by individuals who have a temporary need of shelter or food assistance. Needy Denver residents may be
assisted with funeral and burial expenses based on available income and resources of the applicants and the
deceased. This program is fully funded by the City and County of Denver.
The Community Centered Board for Developmental Disabilities provides funding, including matching funds
for State-funded programs, for children and adults served by the Community Centered Board for Developmental
Disabilities. These programs include temporary emergency housing, case management services, day program
services, residential services, transportation services and administrative support. City and County funds are from a
dedicated mill levy.
Office of Community Impact formerly Locally Funded Community Services, provides a network of support
services such as shelter for the homeless, victim assistance protection from domestic violence, and services to
seniors. The Human Services Department determines within each program area whether the service should be a
contract provider or operated by the Department or another City agency. These programs are fully funded by the
City and County of Denver.
Program Changes
 Aid to the Blind: There are no significant program changes for 2010.
 Aid to the Needy Disabled: There are no significant program changes for 2010.
 General Assistance: There are no significant program changes for 2010.
 The Community Centered Board for Developmental Disabilities: An increase of $2,593,800 due to
projected growth in the mill levy.
528
Human Services
Human Services State and Local Programs
 Office of Community Impact:
 A net decrease of $449,021 in personnel services due to the elimination of 2.33 vacant positions, 5.0 filled
positions and department’s reorganization including; 1.0 FTE director of Office of Strategic Partnership, 1.0
FTE program administrator, and 1.0 FTE executive assistant were moved from the Administration Division,
and 2.0 FTE case management coordinators were transferred to the Family and Adult Division.
 A net increase of $3,436,000 in supplies and services primarily due to the budget transfer of Denver Road
Home’s contracts and revenue from Homeless Donation fund budget to the division, partially offset by
various budget reductions on auto mileage reimbursement, conferences, and meeting expenses.
Capital Equipment
None.
529
Human Services
Child Welfare Summary 13005-5530000
2008 2009 2010


Agencies
Community and Support Services $35,054,977 $38,066,000 $6,744,980
Family Crisis Center 5,301,877 5,770,500 5,401,013
Child Welfare Services 0 0 25,032,454
Total $40,356,854 $43,836,500 $37,178,447
Expenditures
Note:
This represents a -15.2% change from 2009.

530
Human Services
Community and Support Services 13005-5531000
Agency Description
The Community and Support Division provides support services to the Child Welfare Services Division and the
Community based Family to Family sites. These services support clients who are involved in the child welfare system,
and monitor the TRAIL system contracts. This division also supports caseworkers around code filing, billing
information, updating the child welfare data system, as well as assisting workers with matching clients with the
providers that can best meet their needs and oversee the Family Crisis Center Treatment Center.
Administration provides administrative and staff support to the caseworkers in the various Child Welfare units.
Advocacy Program provides secondary support to caseworkers through supervised visitation, transportation,
advocacy and in-home life skills services, a part of treatment planning with families who are at risk or have had
children removed from their homes.
Team Decision Making (TDM) facilitates Team Decision Making meetings involving the Department, the
identified client, their extended family, community supports and all others that are part of an integrated Treatment
Plan. The Goal of TDM is to develop a plan that will keep children safe without removing them from their homes
or moving them from one placement to another. When it is not possible to keep a child in their home, TDM will
attempt to find extended family members to place the children in while authorizing support services.
Utilization Management assists caseworkers to find placement for foster children within Child Placement
Agencies (CPA) or place children in the Treatment Residential Child Care Facility program if necessary.
Core Services provide a continuum of services required by the Child Welfare Settlement Agreement to prevent a
child from being taken into County custody or enable a child to leave County custody. These services include
mental health services, substance abuse treatment, family preservation, family therapy, crisis counseling, and day
treatment.
Special Circumstance Child Care provides protective child care and respite care to families served by Child
Welfare in lieu of out-of-home placement.
Business Office compiles information specific to child welfare cases. It reviews cases to ensure compliance with
the State Case Services Monitoring requirements.
Case Services purchases service for children and families involved in the child welfare system that fall outside of
an out-of-home placement vendor's normal rate.
 Develop processes to support the improvement of child welfare outcomes. (Internal Processes)
 Utilize Case Planning/Team Decision-Making (TDM’s) meetings for all children prior to removal/placement,
change of placement, and/or the filing of a Dependency and Neglect petition in permanency planning, utilizing
community resources.

TDM's prior to removal and/or change of placement 74.6% 63% >92%

TDM's in community locations 50.7% 51% >60%
531
Community and Support Services 13005-5531000

Expenditures
$35,054,977 $38,066,000 $6,744,980 ($31,321,020) (82.3%)
Administration $4,777,114 $4,017,596 $1,604,024 ($2,413,572) (60.1%)
Advocacy Program 7,249,729 8,352,022 1,282,217 (7,069,805) (84.6%)
Tearm Decision Making 4,388,594 4,971,422 546,507 (4,424,915) (89.0%)
Permanency Planning and 8,116,072 10,508,111 0 (10,508,111) (100.0%)
Adoption
Utilization Management 4,348,974 4,800,000 993,422 (3,806,578) (79.3%)
Core Services 3,442,484 2,379,632 1,131,708 (1,247,924) (52.4%)
Special Circumstance Child Care 129,581 175,000 175,000 0 0.0%
Subsidized Adoption 1,756,388 1,950,000 0 (1,950,000) (100.0%)
Business Office 857,680 907,217 1,007,102 99,885 11.0%
Case Services (11,643) 5,000 5,000 0 0.0%
$35,054,977 $38,066,000 $6,744,980 ($31,321,020) (82.3%)
Administration 29.00 43.00 10.92 (32.08) (74.6%)
Advocacy Program 122.00 132.00 25.00 (107.00) (81.1%)
Tearm Decision Making 68.00 68.00 4.00 (64.00) (94.1%)
Permanency Planning and 82.50 107.50 0.00 (107.50) (100.0%)
Adoption
Utilization Management 0.00 0.00 14.00 14.00 0.0%
Core Services 22.00 22.00 3.00 (19.00) (86.4%)
Business Office 18.00 18.00 18.00 0.00 0.0%
341.50 390.50 74.92 ( 315.58) (80.8%)
 A decrease of $20,112,000 in personnel services due to the elimination of 71.08 vacant positions, 14.0 filled
positions and transfer of 230.5 positions to the Child Welfare Services Division which was created in 2008.
 A decrease of $11,193,300 in supplies and services primarily due to the elimination of several professional
services contracts and transfer of the $10,014,200 budget to the Child Welfare Services Division.
Capital Equipment
None.
532
Human Services
Family Crisis Center 13005-5532000
Agency Description
The Family Crisis Center provides short-term therapeutic shelter and residential care for children removed from
their homes due to reported severe physical or sexual abuse, or due to being behaviorally beyond the control of
their caretakers. It is licensed to serve up to 64 youth.
Administration oversees the daily operation of the Family Crisis Center. It is responsible for ensuring that all
legal and fiscal requirements are met.
School provides four on-site special education classrooms for children staying at the Family Crisis Center.
Residential provides therapeutic shelter and residential care for children removed from their homes due to
reported severe physical or sexual abuse or due to being behaviorally beyond the control of their caretakers.
 Increase daily utilization of the shelter and successful exits to permanency. (Highest Quality Service)
 Develop a comprehensive quality assurance and improvement program to utilize data to monitor and improve
performance. (Internal Processes)
 Improve safety and programmatic opportunities for Family Crisis Center residents and increase family involvement in
the program. (Highest Quality Services)

Daily Family Crisis Center census 46 48.3 50.7
Average number of family therapy sessions (monthly) 62.5 63.75 65
Number of runs per 100 bed days <1.71 <1.71 <1.71

Expenditures
$5,301,877 $5,770,500 $5,401,013 ($369,487) (6.4%)
Crisis Center - Admin. $676,821 $655,706 $1,995,584 $1,339,878 204.3%

Crisis Center - School 597,979 702,891 718,622 15,731 2.2%
Crisis Center - Residential 4,027,075 4,411,903 2,686,807 (1,725,096) (39.1%)
$5,301,877 $5,770,500 $5,401,013 ($369,487) (6.4%)
533
Family Crisis Center 13005-5532000

Crisis Center - Admin. 2.00 5.00 5.00 0.00 0.0%
Crisis Center - School 8.00 10.00 11.00 1.00 10.0%
Crisis Center - Residential 55.50 45.50 40.50 (5.00) (11.0%)
65.50 60.50 56.50 (4.00) (6.6%)
 A net decrease of $203,400 in personnel services primarily due to the elimination of 1.0 FTE social case worker
supervisor position and 3.0 FTE positions.
 A decrease of $169,200 in supplies and services primarily due to a reduction in professional services for the
Denver Health Medical Center contract. It has been over-budgeted by the offset amount that Denver Health
received for Medicaid reimbursement.
Capital Equipment
None.
534
Human Services
Child Welfare Services 13005-5533000
Agency Description
Child Welfare Services provides services to children and youth in need of protection or with disabilities; provides
programs for adolescents in need of protection or who are in severe conflict with the community or their parents;
provides protection and/or out-of-home placement of young children who have been abused, neglected, and/or
abandoned; and develops permanency planning options for children who cannot be returned to their homes.
Administration provides administrative and staff support to the caseworkers in the various Child Welfare units.
Child Protection provides treatment, crisis planning, support services, and familial alternatives to foster care,
avoiding out-of-home placement whenever possible for children 11 years old and younger.
Youth Services provides diagnostic assessment, in-home treatment and out-of-home placement services to youth
ages 12 to 21 years who are abused, neglected, abandoned, delinquent, status offenders, and/or beyond parental
control while trying to identify and address problems and maintain or reunite the family.
Permanency Planning and Adoption provides either an appropriate adoptive home or a foster care setting for
any child who cannot be returned to his/her natural family because parental rights have been relinquished or
terminated.
Out of Home Placement pays for the various treatment alternatives for families receiving services through the
Child Welfare system.
Child Services provides diagnostic assessment, in-home treatment and out-of-home placement services to youth
ages 0 to 12 years who are abused, neglected, abandoned, delinquent, status offenders, and/or beyond parental
control while trying to identify and address problems and maintain or reunite the family.
Subsidized Adoption pays for adoption for children receiving services through the Child Welfare system.
 Provide child protection and permanency services to all at risk children and families. (Highest Quality Service)
 Provide safe placement options for children in need of foster care services. (Highest Quality Service)
 Provide one on one, group and external training hours to develop staff skills and capacity. (Workforce)

Percent of children subjected to re-abuse or neglect 4% 2.6% <2.6%

Percent of children seen through face to face contact monthly 91.2% 95% 95%
Total number of foster/kinship homes available 237 309 330
Percent of staff receiving required training hours 100 100 100
535
Child Welfare Services 13005-5533000

Expenditures
Personnel Services $0 $0 $15,010,072 $15,010,072 0.0%
Services and Supplies 0 0 10,014,230 10,014,230 0.0%
Internal Services and Misc. 0 0 8,152 8,152 0.0%
$0 $0 $25,032,454 $25,032,454 0.0%
Administration $0 $0 $2,362,715 $2,362,715 0.0%
Child Protection 0 0 3,879,917 3,879,917 0.0%
Youth Services 0 0 4,091,980 4,091,980 0.0%
Permanency Planning and 0 0 3,629,334 3,629,334 0.0%
Adoption
Out of Home Placement 0 0 4,800,000 4,800,000 0.0%
Child Services 0 0 4,232,977 4,232,977 0.0%
Subsidized Adoption 0 0 2,035,531 2,035,531 0.0%
$0 $0 $25,032,454 $25,032,454 0.0%
Administration 0.00 0.00 7.00 7.00 0.0%
Child Protection 0.00 0.00 61.00 61.00 0.0%
Youth Services 0.00 0.00 62.00 62.00 0.0%
Permanency Planning and 0.00 0.00 31.50 31.50 0.0%
Adoption
Child Services 0.00 0.00 68.00 68.00 0.0%
Subsidized Adoption 0.00 0.00 1.00 1.00 0.0%
0.00 0.00 230.50 230.50 0.0%
 An increase of $15,010,100 due to 230.5 positions transferred from the Community and Support Division as a
result of the department reorganization.
 An increase of $10,014,200 in supplies and services primarily due to the budget transfer from the Community
and Support to Child Welfare Services Division.
Capital Equipment
None.
536
Human Services
Child Care 13017-5524000
Agency Description
The Child Care program pays vendors and providers for the day care of children whose eligible parent(s) meet one
of the following criteria: they are eligible for benefits under the Temporary Assistance to Needy Families (TANF)
program and are enrolled in an approved education or training program; they are employed and meet County set
income guidelines; they need assistance in caring for their special needs handicapped children; or they are in a
transitional period after having become ineligible for TANF assistance payments.
Administration plans and directs activities of the division to effectively administer the child care program
functions and funding. In 2009, the Department brought back the function of determining eligibility of families
seeking child care assistance, which had been contracted out since 2006.
 Implement a one-out-one-in enrollment process for children eligible for child care assistance. (Internal
Processes)

Number of children in subsidized care 5,234 4,500 4,000

Expenditures
Personnel Services $97,084 $884,002 $1,401,263 $517,261 58.5%
Internal Services and Misc. 817,599 1,242,350 2,000 (1,240,350) (99.8%)
$4,479,662 $4,261,400 $3,134,013 ($1,127,387) (26.5%)
Administration $4,479,662 $4,211,975 $3,134,013 ($1,077,962) (25.6%)

Child Care Eligibility 0 49,425 0 (49,425) (100.0%)
$4,479,662 $4,261,400 $3,134,013 ($1,127,387) (26.5%)

Administration 1.00 1.00 26.00 25.00 2500.0%
Child Care Eligibility 0.00 1.00 0.00 (1.00) (100.0%)
1.00 2.00 26.00 24.00 1200.0%
537
Child Care 13017-5524000
 An increase of $517,300 in personal services as a result of 3.0 FTE being transferred from Family and Adult
Services Division, 1.0 FTE from Human Resources, and also by adding another 4.0 FTE Case Management
Coordinator II to balance the caseload to staff ratio. In mid 2009, there was a transfer of $750,000 from
professional services to the personal services budget which equates to 16 positions. The 16 positions were not
reflected in the budget book for the calendar year 2009.
 A net decrease of $404,300 primarily due to the reduction of the contract budget, that provides funding for the
Child Care eligibility function. The reduction was partially offset by various operating budget increases as a
result of the eligibility function now provided in-house.
 A decrease of $1,240,300 as a result of the department no longer funding the Child Care Quality Initiative
administered through the Mayor’s Office of Education and Children.
Capital Equipment
None.
538
Human Services Special Revenue Fund Summary
Statement of Revenues, Expenditures, and Fund Balance

($ in thousands)
2008 2009 2010

Revenues:
County Property Taxes

Human Services Programs $46,176 $46,406 $46,639
Total Property Taxes $46,176 $46,406 $46,639
Reimbursements:
Intergovernmental Revenues $80,388 $91,970 $85,905
Charges for Services 2,655 2,761 2,872
Other Revenues/COP Proceeds * 1,857 2,000 2,000
Total Service Delivery and Administration $84,900 $96,731 $90,777
Grants:
Grant Revenues $12,094 $17,534 $18,121
Total Revenues $143,170 $160,671 $155,537
Expenditures:
Human Services Programs ** $143,756 $148,151 $137,725
Grants 12,094 17,534 18,121
Total Expenditures $155,850 $165,685 $155,846
Other Financing Sources

Transfer In $150 $2,662 $2,700
Transfer out (43) (75)
Insurance recoveries 6 3
Revenue Over (Under)
Expenditures ($12,567) ($2,424) $2,391
539
Human Services
Special Revenue Fund Projects

Expenditures
2010 Census (13810-5511000) $0 $250,000 $250,000 1.50
Adoption Incentive Mini-Grant (13001-5511101) 1,451 0 0 0.00
Adoptive Families Initiative (13001-5511101) 30,859 23,551 0 0.00
Adult Drug Court Implementation (13001-5511101) (5,197) 0 0 0.00
AmeriCorps Donations (13701-5511000) 37,696 40,000 40,000 0.00
ARRA STIM AmeriCorps Program (13217-5511101) 0 50,000 100,000 0.00
ARRA STIM Community Partnership for Youth in 0 50,000 125,231 0.00
Transition (Americorp) (13217-5511101)
ARRA STIM Community Service Block Grant (CSBG) 0 685,041 1,027,561 2.00
(13217-5511101)
ARRA STIM EFSP - Homeless Prevention/Motel 0 20,000 30,000 0.00
Vouchers (13217-5511101)
ARRA STIM Emergency Shelter (13217-5511101) 0 753,852 2,261,555 2.00
ARRA STIM Food Stamp Admin. (13217-5511101) 0 273,633 0 1.50
ARRA STIM Transitional Housing (13217-5511101) 0 50,000 350,000 0.00
Casey Family Programs (13601-5511101) 500,000 450,000 500,000 4.50
Child Enforcement Division Special Improvement 2,208 147,492 99,800 1.50
Projects (13001-5511101)
Child Support Holding (13013-5511000) 924 0 0 0.00
Colorado Adoption Incentive Grant (13001-5511101) 0 33,900 0 0.00
Colorado Prevention Partners Program (13001-5511101) 195,063 120,598 0 0.00
Community Partnership for Youth in Transition 279,849 170,023 0 0.00
(Americorps) (13001-5511101)
Community Services Block Grant (13007-5511101) 881,276 997,292 986,901 2.00
County Vet Srvcs Officers Outreach (13501-5511101) 2,065 28,695 10,000 0.00
C-SIMI (13001-5511101) 223,640 266,609 187,500 0.50
Denver-Kempe Trauma Collaboration (13001-5511101) 336,254 381,827 400,000 0.50
Diligent Recruitment of Families for Children in the 2,865 493,519 397,107 0.50
Foster Care System (13001-5511101)
Drug Free Communities (13001-5511101) 112,068 76,300 0 0.00
EFFECT (13001-5511101) 1,055,890 821,263 608,721 0.50
Emergency Food and Shelter (13001-5511101) 0 20,000 20,000 0.00
Emergency Food and Shelter (13007-5511101) 18,000 0 0 0.00
Emergency Shelter (13009-5511101) 394,712 400,000 400,000 1.00
Energy Assistance (13808-5511000) 1,799,427 2,100,000 2,100,000 0.00
Excess Federal Title IV-E Reimb. (13809-5511101) 615,435 224,246 149,498 0.00
Family Crisis Project (13802-5511000) 9,819 10,000 10,000 0.00
Family to Family (13601-5511101) 308,329 200,000 0 0.00
Food Stamp Program Participation (13001-5511101) 0 352,798 352,798 0.00
Homeless Services Donations (13704-5511000) 1,435,327 2,800,000 2,800,000 0.00
Homeless Veterans Per Diem (13001-5511101) 225,078 225,078 225,078 0.00
Homeless Veterans Reintegration (13019-5511101) 348,996 411,627 299,622 4.00
Integrated Care Mgmt. Incentives (13502-5511000) 281,853 318,538 300,000 0.00
JABG Violence Prev. Skills for Youth (13001-5511101) 3,574 16,081 0 0.00
JAG - Stepping Out and Rebounding (13001-5511101) 13,922 105,456 133,135 2.00
Parental Fee Incentive (13301-5511000) 17,600 20,000 20,000 0.00
Parents are the Power (13601-5511101) 19,215 0 0 0.00
540

Parents are the Power (13602-5511000) 3,304 0 0 0.00
Project With Industry (13001-5511101) 0 427,101 341,681 1.00
Promoting Safe and Stable Families (13001-5511101) 425,564 411,576 403,751 2.00
RAFT Sub-grant Eligible Facilities (13001-5511101) 2,420 0 0 0.00
Safe at Home (13001-5511101) 75,015 44,560 133,680 0.00
SPC Chronically Mentally Ill Homeless (13012- 629,167 896,870 848,970 0.00
5511101)
SPC Chronically Mentally Ill Women (13012-5511101) 251,013 330,257 346,368 0.00
SPC Collaborative Initiative to Help End Chronic 534,765 149,740 0 0.00
Homelessness (13012-5511101)
SPC Dave's Place (13012-5511101) 38,439 79,677 66,672 0.00
SPC Durkin Project (13012-5511101) 143,890 284,936 301,812 0.00
SPC Emerson Street Project (13012-5511101) 37,483 95,080 95,080 0.00
SPC Ex-Offenders (13012-5511101) (9,567) 41,670 83,340 0.00
SPC Housing First (13012-5511101) 0 631,863 842,484 0.00
SPC Rowan Gardens (13012-5511101) 49,562 175,942 152,064 0.00
SPC Seniors (13012-5511101) 94,295 187,879 168,960 0.00
SPC Starting Treat. & Recov. (STAR) (13012-5511101) 75,260 111,999 101,376 0.00
Title IV Incentives (13015-5511101) 81,931 0 0 0.00
Title Three Older Americans Act (13308-5511101) 467,730 212,198 0 0.00
Treatment Assess. & Outpatient Treat. (13601-5511101) 0 20,000 5,000 0.00
Youth Transitional Housing (13806-5511000) 45,858 45,000 45,000 0.00
$12,094,327 $17,533,767 $18,120,745 27.00
2010 Census project will fund, track, and monitor activities related to preparing Denver for the 2010 Census in
order to ensure an accurate census count. Funding is primarily a transfer from the General Fund but may also
include transfers from the Department of Human Services and donations through fund-raising efforts from sources
such as local business, non-profits, and other jurisdictions from around the Denver-metro area.
Adoption Incentive Mini-Grant provides identification of permanent connections/adoptive homes for Denver
County’s older adoptive children.
Adoptive Families Initiative provides post-adoptive services to families who have adopted through the child
welfare system. All revenues to this program are federal pass-through funds distributed by the Colorado Coalition
of Adoptive Families.
Adult Drug Court Implementation provides monitoring and treatment services to 200 women with substance
abuse issues who were arrested for prostitution.
AmeriCorps Donations provides a cash match for the AmeriCorps grant. All revenues to this fund are from
private donations.
ARRA STIM AmeriCorps Program provides one on one mentoring and life skills training to youth transitioning
out of the system of care.
541
ARRA STIM Community Partnership for Youth in Transition expands the current AmeriCorps youth
mentoring program that provides one-on-one counseling and support to youth between the ages of 16 and 21 years
old.
ARRA STIM Community Service Block Grant provides aid to those struggling with unemployment and the
problems related to job loss by giving money to projects through grant agencies.
ARRA STIM EFSP Homeless Prevention/Motel Vouchers will provide aid to people who have been severely
impacted by job loss: to provide assistance quickly, with as few barriers as possible
ARRA STIM Emergency Shelter Grant (ESG) Program provides homelessness prevention assistance for
households who would otherwise become homeless and rapid re-housing assistance for persons who are homeless.
ARRA STIM Food Stamps will be used to improve timeliness of both new and redetermination application for
Food Assistance Program. The funding for this grant ends September 30, 2010.
ARRA STIM Transitional Housing provides transitional housing services to victims of domestic violence in the
City and County of Denver who may also be victims of dating violence, sexual assault and stalking.
Casey Family Program supports the Child Welfare Initiative. All revenues to this fund are from a private grant
donated by the Casey Child Welfare Initiative.
Child Enforcement Division support special improvement projects in Denver Human Services' Child Support
Enforcement Division. Projects will support marketing and media campaigns to special populations that are
currently not being reached for child support payments. All revenues to this fund are a direct federal grant from
the U.S. Department of Health and Human Services Administration for Children and Families.
Child Support Holding is a temporary deposit place for the over-the-counter child support payments. The funds
can be used for child support payments needed to be issued by DHS temporarily.
Colorado Adoption Incentive Grant will identify and support permanent connections/adoptive homes for
Denver County’s older adoptive children.
Colorado Prevention Partners Program enhances local prevention systems by building prevention capacity,
infrastructure, and reduces substance abuse, including underage drinking and substance abuse-related problems.
All revenues to this program are federal pass-through funds distributed by the Colorado Department of Human
Services, Alcohol and Drug Abuse Division.
Community Partnership for Youth in Transition (AmeriCorps) mentors youth in transition from foster care to
independence. All revenues to this program are federal pass-through funds distributed by the Colorado Governor's
Commission on Community Service.
Community Services Block Grant funds programs designed to reduce the effects of poverty. This grant funds
education and training programs, battered women's shelters, senior programs and other self-sufficiency efforts.
All revenues to this grant are federal pass-through funds from the U.S. Department of Health and Human Services
and are distributed by the Colorado Department of Local Affairs to the counties.
542
County Veterans Services Officers Outreach increase reimbursements to County Veteran Service Officers
(CVSO) who aid veterans in attaining benefits. This program is expected to reduce CVSO turnover, increase
veteran participation in the benefit enrollment process, and in turn, help increase economic prosperity in Denver
and statewide. All revenues to this fund are provided by the Colorado Department of Military and Veteran
Affairs.
C-SIMI (Colorado Systems Integration Model for Infants) develops best practice approaches from the child
welfare, drug treatment, legal and health care systems involved with substance-exposed infants and their families.
Particular emphasis is placed on identified underserved minority populations. All revenues to this program are
funded through a direct federal grant from the U.S. Department of Health and Human Services, Administration for
Children and Families.
Denver-Kempe Trauma Collaboration helps abused and neglected infants and toddlers and their families who
are involved with the children welfare system. The revenues to this fund are a direct federal grant from the U.S.
Department of Health and Human Services.
Diligent Recruitment of Families for Children in the Foster Care System implements comprehensive multi-
faceted diligent recruitment programs for resource families, including kinship, foster, concurrent and adoptive
families for children and youth served by public child welfare agencies as a means of improving permanency
outcomes. The revenues to this fund are a direct federal grant from the U.S. Department of Health and Human
Services.
Drug Free Community Support program goals are to change attitudes and perceptions about youth substance use
behaviors, increasing Task Force capability to impact substance abuse issues, and enhancing community efforts to
promote and deliver effective substance abuse strategies. Revenues to this fund are a direct federal grant from the
U.S. Health and Human Services Substance Abuse and Mental Health Services Administration (SAMHSA).
EFFECT (Denver Entire Family Focused Comprehensive Treatment) implements a regional partnership
between the Family and Children's Division of Human Services and two divisions within the CO Dept of Human
Services. This partnership will create a family-centered system of care to improve the safety, well-being and
permanency of children living in Denver who are at risk of or in out-of-home placement as a result of
parent/primary caregiver's substance abuse, with a focus on methamphetamine. All revenues for this program are
funded through a direct federal grant from the U.S. Department of Health and Human Services.
Emergency Food and Shelter provides rent and mortgage assistance to individuals in need. All revenues to this
program are federal pass-through funds distributed by the Metro Denver Emergency Food and Shelter Board.
Emergency Shelter is a program which supplements funding to various homeless shelters and homeless service
providers. The program is funded through a direct federal grant from the U.S. Department of Housing and Urban
Development.
Energy Assistance program provides funds for low-income energy assistance, including energy efficiency and
conservation projects. Revenues come from a dedicated portion of the Xcel Energy Franchise fee.
Excess Federal Title IV-E Reimbursements provide funding for staff who determines children's eligibility for
the federal IV-E program (reimbursements for foster care). All revenues to this fund are from the State of
Colorado distributed by the Colorado Department of Human Services.
Family Crisis Project supports special projects in the Family Crisis Center. All revenues to this program are
from donations.
543
Family to Family funds the development of community responses to child abuse and neglect with the intent of
minimizing disruption to affected children and families. All revenues to this fund are from a private grant donated
by the Annie E. Casey Foundation.
Food Stamp Program Participation implements a system technology upgrade to improve processing of food
stamp applications. The program is funded through a direct federal grant from the U.S. Department of
Agriculture.
Homeless Services Donations is a fund established for donations and private awards made for the provision of
services for the homeless. Revenues to this fund are private donations.
Homeless Veterans Per Diem supports Denver Health's Denver CARES program. Funds are distributed based on
a per diem formula for each eligible veteran who resides in and receives services from Denver CARES. Revenues
to this fund are a direct federal grant from the U.S. Department of Veteran Affairs.
Homeless Veterans Reintegration is a program which provides job training placement and housing assistance to
homeless veterans. The revenues to this fund are a direct federal grant from the U.S. Department of Labor.
Integrated Care Management Incentives provides funds for family re-stabilization services such as twenty-four-
hour respite care, in-home services such as kinship care and counseling, and other services that assist families to
reintegrate following separation or out-of-home placement. Revenues are provided by the Colorado Department
of Human Services.
JABG Violence Prevention Skills for Youth has a contract with The Conflict Center (TCC) to continue their
work with youth, ages 11-18, who are identified and referred through Denver juvenile justice systems and social
services. All revenues to this grant are federal pass-through funds distributed by the Colorado Division of
Criminal Justice.
Justice Assistance Grant - Stepping Out and Rebounding (SOR) is a program to broaden therapeutic
recreational activities at the Family Crisis Center. All revenues to this grant are federal pass-through funds
distributed by the Colorado Division of Criminal Justice.
Parental Fee Incentives are funds earned through the collection of fees assesses on parents of children in out-of-
home placement, which can then be used discretionarily in ways to help in the prevention of out-of-home
placement.
Parents are the Power supports a drug prevention campaign for adolescents.
Project With Industry provides job training and structured employment opportunities in the hospitality industry
to the homeless, formerly homeless, and supportive-housing industries. The revenues to this fund are a direct
federal grant from the U.S. Department of Education.
Promoting Safe and Stable Families promotes and supports, time-limited reunification, and strengthens families
through individualized family service plans. All revenues to this program are federal pass-through funds
distributed from the State of Colorado, Department of Human Services, and Division of Child Welfare.
RAFT Sub-grant Eligible Facilities supports professional development for teachers at the Family Crisis Center
and cover some supplies for teachers. All revenues to this program are a federal pass-through funds distributed
from the Colorado Department of Education.
544
Safe at Home provides victim-centered transitional housing for victims of domestic violence. The revenues for
this fund are a federal direct grant from the U.S. Department of Justice, Office of Programs, and the Office of the
Comptroller.
Shelter Plus Care Chronically Mentally Ill Homeless - Anchor grant provides housing assistance for
chronically mentally ill people.
Shelter Plus Care Chronically Mentally Ill Homeless Individual (Xenia) provides rental assistance for
chronically mentally ill homeless individuals.
Shelter Plus Care Chronically Mentally Ill Women's project provides rental assistance for chronically mentally
ill homeless women.
Shelter Plus Care Collaborative Initiative to Help End Chronic Homelessness provides rental assistance for
chronically homeless men with substance abuse, mental illness, or coexisting disorders.
Shelter Plus Care_ Dave's Place is a program which provides housing for homeless persons with HIV.
Shelter Plus Care_ Durkin provides rental assistance for substance abusing homeless men.
Shelter Plus Care Emerson Street Project (Mariposa) supports 15 PRA/SRO units on Emerson Street and
Franklin Street.
Shelter Plus Care_ Ex-Offenders program provides rental assistance to homeless ex-offenders transitioning back
into society.
Shelter Plus Care_ Housing First provides rental assistance for chronically homeless men with substance abuse,
mental illness, or co-existing disorders.
Shelter Plus Care_ Rowan provides rental assistance to chronically mentally ill homeless individuals.
Shelter Plus Care_ Seniors provides rental assistance to homeless seniors age 55 and older and to homeless
veterans.
Shelter Plus Care_ Starting Transitions and Recovery (STAR) grant provides assistance for youth in substance
abuse recovery.
Title IV Incentives provided enhanced funding for child protection efforts. Revenues were based on incentives
the Department earns for providing child protection services to families who also receive cash assistance. All
revenues to this fund were federal pass-through funds from the U.S. Department of Health and Human Services.
Title III Older Americans Act (Medicaid Transportation) provides transportation services to elderly Medicaid
residents to attend medical appointments and nutritional sites. Revenues are federal and/or state grants that are
passed through the Denver Regional Council of Governments (DRCOG).
Treatment Assessments and Outpatient Treatment provides additional resources for assessments and outpatient
treatments to respond to the treatment gap and improve access to substance abuse treatment for underserved
populations.
Youth Transitional Housing provides housing for youth transitioning to adulthood who are at risk of
homelessness and are responsible for being employed and paying rent. All revenues to this fund are from rental
payments from program participants.
545
546
Special Revenue Funds account for the proceeds of revenue sources that are restricted by law or
administrative action to expenditures for specific purposes. Primary sources of revenue are federal, state,
local and private grants.
General Government
General Government, Fund 11000, is a special revenue fund for general government special purposes or
activities not covered by other funds. The Mayor, his designees, or other authorized officials are the
expending authorities.
Public Safety
Public Safety, Fund 12000, is a special revenue fund for public safety purposes or activities. The Mayor
or his designees, in particular the Manager of Safety, and the District Attorney, are the expending
authorities.
Human Services
Human Services, Fund 13000, is Denver's largest special revenue fund. Its purpose is the administration
of all forms of public assistance in the City. The Manager of Human Services is the expending authority.
Health
Health, Fund 14000, is a special revenue fund for health purposes and activities. The Manager of
Environmental Health is the expending authority.
Culture and Recreation
Culture and Recreation, Fund 15000, is a special revenue fund for culture and recreation purposes or
activities. The Mayor or his designees, in particular the Manager of Parks and Recreation, and the
directors of the Denver Public Library and other cultural facilities, are the expending authorities.
Community Development
Community Development, Fund 16000, is a special revenue fund for community development special
purposes or activities. The Mayor or his designees, in particular the Director of the Office of Economic
Development, are the expending authorities.
Economic Opportunity
Economic Opportunity, Fund 17000, is a special revenue fund for economic opportunity special purposes
or activities. The Mayor or his designees, in particular the Director of the Office of Economic
Development, are the expending authorities.
547
Summary - Estimated Expenditures
2008 2009 2010 2008 2009 2010

FTE FTE FTE Actual Estimated Estimated
General Government
Career Service Authority 2.00 2.00 2.00 $1,937,022 $2,195,000 $2,375,000
City Attorney 13.75 14.25 17.75 6,861,747 4,733,904 5,546,101
City Council 0.00 0.00 0.00 32,331 32,588 32,588
Clerk and Recorder 0.00 0.00 0.00 271,528 170,000 96,803
Community Planning and Development 0.00 0.00 0.00 137,208 120,000 95,000
Finance 0.00 0.00 0.00 25,699,073 24,118,991 23,684,723
General Services 0.00 0.00 0.00 13,730,811 11,877,152 11,609,913
Mayor's Office 1.50 1.50 1.00 450,788 873,000 2,945,547
Mayor's Office of Education and Children 10.00 11.00 11.00 9,274,865 7,662,719 8,451,698
Office of Telecommunications 0.00 0.00 0.00 1,386,424 1,285,000 1,285,000
Public Works 0.00 0.00 0.00 13,264,136 4,946,881 4,461,244
Technology Services 0.00 0.00 0.00 4,399,664 4,171,050 2,665,000
Subtotal 27.25 28.75 31.75 $77,445,597 $62,186,285 $63,248,617
Public Safety
County Court 11.00 10.00 10.00 $947,663 $1,065,326 $1,113,323
District Attorney 23.15 25.02 13.67 3,444,958 4,389,202 3,185,955
Fire 0.00 0.00 0.00 238,087 424,837 196,000
Office of Emergency Management & Homelan 4.00 4.50 5.00 5,869,721 3,784,681 3,681,062
Police 25.66 48.23 39.20 6,088,624 5,188,292 8,015,251
Safe City Office 0.00 0.00 0.00 0 349,397 272,700
Safety Administration 55.50 69.50 53.00 64,389,370 25,012,991 22,458,508
Undersheriff 4.75 2.75 2.75 784,147 927,250 794,544
Subtotal 124.06 160.00 123.62 $81,762,570 $41,141,976 $39,717,343
Human Services
Human Services 1175.00 1239.50 975.59 $162,617,466 $178,192,067 $155,841,421
Subtotal 1175.00 1239.50 975.59 $162,617,466 $178,192,067 $155,841,421
Health
Environmental Health 14.60 16.66 9.31 $9,457,433 $8,502,804 $9,067,618
Subtotal 14.60 16.66 9.31 $9,457,433 $8,502,804 $9,067,618
Culture and Recreation

Culture 80.00 76.00 75.00 $9,896,682 $8,243,000 $8,093,525
Denver Office of Cultural Affairs 0.00 0.00 0.00 468,321 593,235 81,250
Human Rights and Community Relations 0.00 0.00 0.00 3,026 3,595 2,000
Library 18.00 15.30 14.30 3,350,114 3,611,106 3,424,074
Parks and Recreation 1.25 1.50 1.25 1,488,293 1,568,039 1,564,966
Theatres and Arenas 66.00 66.00 66.00 39,338,293 40,044,468 40,463,146
Subtotal 165.25 158.80 156.55 $54,544,729 $54,063,443 $53,628,961
Business and Housing Services

Business and Housing Services 44.00 35.61 35.61 $23,710,938 $21,418,007 $54,449,889
Subtotal 44.00 35.61 35.61 $23,710,938 $21,418,007 $54,449,889
Office of Economic Development 228.50 249.25 222.00 $31,920,858 $37,539,752 $25,703,220
Subtotal 228.50 249.25 222.00 $31,920,858 $37,539,752 $25,703,220
Total 1778.66 1888.57 1554.43 $441,459,590 $403,044,334 $401,657,069
548
General Government Special Revenue Funds
Estimated Expenditures
2008 2009 2010 2008 2009 2010

Fund Org Grant Name FTE FTE FTE Actual Estimated Estimated
11846 0601000 Alternative Transportation Fund 0.00 0.00 0.00 $1,396,901 $1,695,000 $1,898,000
11806 0601000 Career Service Training 0.00 0.00 0.00 213,120 145,000 150,000
11807 0601000 City Wellness Program 2.00 2.00 2.00 153,378 165,000 172,000
11801 0601000 Educational Refund Program 0.00 0.00 0.00 173,623 190,000 155,000
Subtotal 2.00 2.00 2.00 $1,937,022 $2,195,000 $2,375,000
City Attorney
12217 4511101 N2xxx ARRA Prosecutorial Tech. - JAG 0.00 0.00 4.00 $0 $83,165 $376,556
11001 4511101 N2001 DV Prosec.-STOP VAWA FY09 0.00 0.50 0.00 0 23,998 0
11001 4511101 N2xxx Prosecutorial Technology - DCJ 0.00 0.00 0.00 0 45,000 139,545
11827 4511000 Liability Claims 0.00 0.00 0.00 5,961,344 3,629,741 4,000,000
11717 4511000 Lynn W. Lehmann CA/HS Donat. 0.00 0.00 0.00 0 2,000 5,000
12809 4511000 Muni. Surcharge - Victim Assist. 13.75 13.75 13.75 900,403 950,000 1,025,000
Subtotal 13.75 14.25 17.75 $6,861,747 $4,733,904 $5,546,101
City Council
11701 0201103 C_DIST02 Council District 2 0.00 0.00 0.00 $6,132 $4,900 $4,900
11701 0201103 C_DIST03 Council District 3 0.00 0.00 0.00 0 2,500 2,500
11701 0201103 C_DIST04 Council District 4 0.00 0.00 0.00 2,943 0 0
11701 0201103 C_DIST05 Council District 5 0.00 0.00 0.00 3,119 5,500 5,500
11701 0201103 C_DIST06 Council District 6 0.00 0.00 0.00 0 0 0
11701 0201103 C_DIST11 Council District 11 0.00 0.00 0.00 969 0 0
Subtotal 0.00 0.00 0.00 $32,331 $32,588 $32,588
Clerk and Recorder

11007 0701101 K2001 HAVA Accessibility 0.00 0.00 0.00 $128,575 $0 $0
11007 0701101 K2002 HAVA Accessibility FY06 0.00 0.00 0.00 17,047 0 0
11007 0701101 K2003 HAVA Accessibility FY08 0.00 0.00 0.00 16,921 0 0
11007 0701101 K2004 HAVA ADA FY08 0.00 0.00 0.00 32,176 0 0
11836 0130000 Electronic Filing Technology 0.00 0.00 0.00 76,809 170,000 96,803
Subtotal 0.00 0.00 0.00 $271,528 $170,000 $96,803

11301 0141101 Z3001 Colorado Heritage Planning 0.00 0.00 0.00 $0 $50,000 $0
11001 0141101 Z2003 Energy Star-New Homes FY09 0.00 0.00 0.00 0 25,000 0
11001 0141101 Z2001 Healthy Air for NE Denver 0.00 0.00 0.00 64,510 0 0
11716 0141101 Downtown Denver Plan Fund 0.00 0.00 0.00 49,707 10,000 0
11809 0141000 Landmark Preservation Fund 0.00 0.00 0.00 22,991 35,000 95,000
Subtotal 0.00 0.00 0.00 $137,208 $120,000 $95,000
549
2008 2009 2010 2008 2009 2010

Finance
11605 0121101 M4012 NCCI Trailblazer FY07-08 0.00 0.00 0.00 $8,232 $4,268 $0
11835 2540000 Convention Center Hotel 0.00 0.00 0.00 13,048,800 10,700,000 11,050,000
11856 2500000 DDDA - Denver Union Staion 0.00 0.00 0.00 0 0 0
11851 2540000 Denver Preschool Program 0.00 0.00 0.00 11,552,375 10,800,000 11,500,000
11857 2501000 Denver Union Station Seed Cap. 0.00 0.00 0.00 0 1,500,000 0
11829 0121000 Grant Development Fund 0.00 0.00 0.00 354,943 230,000 250,000
11838 0127000 Risk Management Fund 0.00 0.00 0.00 734,723 884,723 884,723
11817 0121000 TABOR Amendment Reserve 0.00 0.00 0.00 0 0 0
Subtotal 0.00 0.00 0.00 $25,699,073 $24,118,991 $23,684,723
General Services
11845 3012000 Conv. Marketing/Tourism Promo 0.00 0.00 0.00 $13,730,811 $11,877,152 $11,609,913
Subtotal 0.00 0.00 0.00 $13,730,811 $11,877,152 $11,609,913
Mayor's Office
11217 0101101 M1xxx ARRA Energy Efficiency/Cons. 0.00 0.00 1.00 $0 $400,000 $2,800,000
11001 0101101 M1065 Solar America Cities 2008 0.00 0.00 0.00 29,373 100,000 70,547
11808 0101000 City Team Week 0.00 0.00 0.00 37,003 23,000 25,000
11715 0101000 Mayor's Office Donations 1.50 1.50 0.00 384,412 350,000 50,000
Subtotal 1.50 1.50 1.00 $450,788 $873,000 $2,945,547
Mayor's Office of Education and Children

11217 0104101 M1073 ARRA Head Start 0.00 1.00 1.00 $0 $202,000 $348,904
11605 0103101 M4017 Colorado Trust-Outreach/Enroll. 0.00 1.00 1.00 0 75,100 75,100
11605 0103101 M4018 Dropout Prevention 0.00 0.00 0.00 0 10,000 0
11001 0103101 M2169 Drug Free Schools/Comm. 0.00 0.00 0.00 0 60,000 0
11002 0104101 M1054 Head Start FY07-08 9.00 0.00 0.00 3,964,152 0 0
11002 0104101 M1062 Head Start FY08-09 0.00 9.00 0.00 3,780,403 4,022,319 0
11002 0104101 M1068 Head Start FY09-10 0.00 0.00 0.00 0 3,204,000 4,808,694
11002 0104101 M1xxx Head Start FY10-11 0.00 0.00 9.00 0 0 3,204,000
11601 0104101 M4014 Head Start Needs Asses. FY07 0.00 0.00 0.00 8,000 0 0
11001 0103101 M2180 5 By 5 Project FY09 0.00 0.00 0.00 0 30,000 0
11844 0103000 Child Care Quality Impr. FY05-07 0.00 0.00 0.00 54,470 30,500 0
11850 0103000 Child Care Quality Impr. FY06-07 0.00 0.00 0.00 (139) 0 0
11854 0103000 Child Care Quality Impr. FY08 1.00 0.00 0.00 1,174,327 0 0
11704 0103000 Edu. and Advocacy Donations 0.00 0.00 0.00 43,652 28,800 15,000
11848 0103000 Lights on After School FY06 0.00 0.00 0.00 250,000 0 0
Subtotal 10.00 11.00 11.00 $9,274,865 $7,662,719 $8,451,698
Office of Telecommunications
11711 0211000 I-Net Special Revenue Fund 0.00 0.00 0.00 $339,565 $350,000 $350,000
11706 0211000 Public Access TV Support 0.00 0.00 0.00 1,046,859 935,000 935,000
Subtotal 0.00 0.00 0.00 $1,386,424 $1,285,000 $1,285,000
550
2008 2009 2010 2008 2009 2010

Public Works
11301 5011101 P3004 Incr. Res. Organics Waste Div. 0.00 0.00 0.00 $0 $186,936 $0
11605 5011101 P4001 Living Streets 0.00 0.00 0.00 0 40,000 0
11301 5011101 P3003 Res/Comm'l Organics Waste Div. 0.00 0.00 0.00 30,504 184,496 0
11001 5011101 P1001 Solid Waste Assist. FY06-07 0.00 0.00 0.00 32,990 0 0
11702 5012000 City Neighborhood Partners 0.00 0.00 0.00 18,899 50,000 80,000
11804 5053000 Planned Fleet Replacement 0.00 0.00 0.00 13,181,743 4,423,000 4,381,244
11810 5012000 Private Use Permit Fee Fund 0.00 0.00 0.00 0 52,449 0
11708 5012000 TRP 2000 0.00 0.00 0.00 0 10,000 0
Subtotal 0.00 0.00 0.00 $13,264,136 $4,946,881 $4,461,244
Technology Services
11001 3070101 M2xxx Accident Report Transfer Grant 0.00 0.00 0.00 $0 $79,680 $0
11001 3070101 M2147 Improve Accur. Crash Loc. Data 0.00 0.00 0.00 15,052 0 0
11839 3071000 Aerial Photography 0.00 0.00 0.00 0 11,350 450,000
11832 3072000 Communications Charges 0.00 0.00 0.00 2,296,727 2,200,000 2,200,000
11828 3071000 Information Tech Projects 0.00 0.00 0.00 1,944,700 1,944,700 0
11831 3071000 PC Replacement Fund 0.00 0.00 0.00 23,066 0 0
11830 3071000 Radio Replacement Fund 0.00 0.00 0.00 41,419 0 0
11843 3071000 Server Replacement 0.00 0.00 0.00 58,700 0 0
11841 3070000 Technology Services Fund 0.00 0.00 0.00 20,000 15,000 15,000
Subtotal 0.00 0.00 0.00 $4,399,664 $4,250,730 $2,665,000
Total 27.25 28.75 31.75 $77,445,597 $62,265,965 $63,248,617
Note: For ongoing state and federal grant programs that overlap the City's calendar fiscal year, FTE counts are only shown in a single calendar
year (to avoid double-counting FTE).
551
Public Safety Special Revenue Funds
2008 2009 2010 2008 2009 2010

County Court
12001 0501101 B2002 Breaking the Cycle FY06-07 1.00 0.00 0.00 $25,692 $0 $0
12807 0501000 Outstanding Judg. and Warrants 4.00 4.00 4.00 314,332 375,000 384,000
12306 0501000 Probation Offender Services 0.00 0.00 0.00 52,234 76,326 76,323
12808 0501000 Useful Public Service Program 3.00 3.00 3.00 154,715 165,000 168,000
12814 0501000 VALE Court Child Care Center 3.00 3.00 3.00 400,690 449,000 485,000
Subtotal 11.00 10.00 10.00 $947,663 $1,065,326 $1,113,323
District Attorney
12217 0401101 U2050 ARRA Community Advocate 0.00 0.62 0.62 $0 $11,313 $33,939
12217 0401101 U2051 ARRA Dom. Viol. Collab. Training 0.00 1.00 1.00 0 23,486 70,439
12217 0401101 U2052 ARRA Sex Assault Prosec. Enh. 0.00 1.00 1.00 0 41,325 123,974
12250 0401101 U2045 Denver DA FVU Vict. Ad. FY08 1.25 0.00 0.00 50,790 0 0
12250 0401101 U2048 Denver DA FVU Vict. Ad. FY09 0.00 1.00 0.00 0 50,790 0
12250 0401101 U2xxx Denver DA FVU Vict. Ad. FY10 0.00 0.00 1.00 0 0 50,790
12001 0401101 U2044 Denver Integ. Cold Case DNA 11.00 11.00 0.00 708,752 744,490 0
12250 0401101 U2043 Fed. Crime Victim Comp. FY08 0.00 0.00 0.00 675,000 0 0
12250 0401101 U2047 Fed. Crime Victim Comp. FY09 0.00 0.00 0.00 370,000 1,160,000 0
12250 0401101 U2xxx Fed. Crime Victim Comp. FY10 0.00 0.00 0.00 0 370,000 1,000,000
12250 0401101 U2xxx Fed. Crime Victim Comp. FY11 0.00 0.00 0.00 0 0 200,000
12250 0401101 U2041 Fed. Crime Victim Comp. FY07 0.00 0.00 0.00 0 0 0
12250 0401101 U2040 Integrated DV Prosec. FY07-08 0.00 0.00 0.00 53,740 0 0
12250 0401101 U2046 Integrated DV Prosec. FY08-09 1.25 0.00 0.00 37,189 52,262 0
12250 0401101 U2049 Integrated DV Prosec. FY09 0.00 1.25 0.00 0 44,726 0
12250 0401101 U2xxx Integrated DV Prosec. FY10 0.00 0.00 1.25 0 0 44,726
12012 0401101 U3010 Juvenile Diversion ARTT FY07-08 1.50 0.00 0.00 112,915 0 0
12012 0401101 U3011 Juvenile Diversion ARTT FY08-09 0.00 1.00 0.00 30,262 68,383 0
12012 0401101 U3012 Juvenile Diversion ARTT FY09-10 0.00 0.00 1.00 0 56,967 56,967
12012 0401101 U3xxx Juvenile Diversion ARTT FY10-11 0.00 0.00 0.00 0 0 56,700
12001 0401101 U2042 NIJ Research Study - ILJ Denver 0.35 0.35 0.00 68,135 23,691 0
12010 0405101 S1027 Property Confiscation Fund 0.00 0.00 0.00 825,705 1,214,100 1,000,000
12707 0401000 DA Victim Services Donations 2.80 2.80 2.80 111,450 141,669 144,857
12701 0401000 District Attorney Donations 0.00 0.00 0.00 31,206 0 0
12811 0401000 Victim Assist.-DA/St. Surcharge 1.50 1.50 1.50 99,746 176,000 130,900
12810 0401000 Victim Assist.-Muni. Surcharge 3.50 3.50 3.50 270,068 210,000 272,663
Subtotal 23.15 25.02 13.67 $3,444,958 $4,389,202 $3,185,955
Fire
12230 3521101 S1086 FEMA Assist. Firefighters FY07 0.00 0.00 0.00 $35,229 $0 $0
12230 3521101 S1097 FEMA 2008-09 0.00 0.00 0.00 0 228,837 0
12706 3521000 Fire Prevent./Investig. Donations 0.00 0.00 0.00 78,760 80,000 80,000
12819 3521000 Rocky Mountain Fire Academy 0.00 0.00 0.00 124,098 116,000 116,000
Subtotal 0.00 0.00 0.00 $238,087 $424,837 $196,000
Office of Emergency Management & Homeland Security
11008 0160101 M2115 EMPG FY2006 0.00 0.00 0.00 $105,407 $144,284 $0
11008 0160101 M2172 EMPG FY2009 0.00 0.00 0.00 0 0 142,000
11008 0160101 M2xxx EMPG FY2010 0.00 0.00 0.00 0 0 147,016
12100 0160101 S2046 UASI FY05-06 0.00 0.00 0.00 286,244 0 0
12100 0160101 S2061 UASI FY06-07 4.00 0.00 0.00 1,115,679 0 0
12100 0160101 S2070 UASI FY07-09 0.00 4.50 0.00 4,248,914 1,501,646 0
12100 0160101 S2084 UASI FY09-11 0.00 0.00 5.00 0 2,132,060 3,392,046
12818 0160000 Emergency Manage. Proj. Fund 0.00 0.00 0.00 113,477 6,691 0
Subtotal 4.00 4.50 5.00 $5,869,721 $3,784,681 $3,681,062
552
2008 2009 2010 2008 2009 2010

Police
12217 3518101 S1xxx ARRA Byrne/JAG-Direct Comp. 0.00 11.00 11.00 $0 $366,232 $1,173,111
12217 3518101 S1099 ARRA Byrne/JAG-Formula 0.00 6.00 6.00 0 3,633 840,898
12217 3518101 S2xxx ARRA Byrne/JAG-State Comp. 0.00 0.00 0.00 0 59,070 641,994
12217 3518101 S1xxx ARRA Narcotic/Southern Border 0.00 0.00 0.00 0 0 131,431
12217 3518101 S2090 ARRA STOP VAWA - State 0.00 0.50 2.00 0 10,600 275,723
12301 3518101 S3032 2007 Project Lifesavers 0.00 0.00 0.00 7,048 345 0
12220 3518101 S2077 Anti-Gang Initiative FY08-09 0.00 0.00 0.00 75,449 15,899 0
12220 3518101 S2071 Buffer Zone Protection FY06 0.00 0.00 0.00 188,938 0 0
12220 3518101 S2091 Buffer Zone Protection FY09 0.00 0.00 0.00 0 0 0
12220 3518101 S2086 CDOT DUI Enforcement 0.00 0.00 0.00 0 42,000 0
12220 3518101 S2085 CDOT Speed Enforce. FY08-09 0.00 0.00 0.00 0 80,000 0
12220 3518101 S2xxx CDOT Speed Enforce. FY09-10 0.00 0.00 0.00 0 23,412 70,236
12220 3518101 S2xxx Checkpoint Colorado 2009 0.00 0.00 0.00 0 70,921 212,761
12220 3518101 S2088 Checkpoint Colorado FY09 0.00 0.00 0.00 0 34,900 0
12220 3518101 S2089 Checkpoint High Visibility 6/09 0.00 0.00 0.00 0 11,000 0
12220 3518101 S2087 Click It or Ticket 0.00 0.00 0.00 0 35,000 0
12220 3518101 S2xxx Comm'l Motor Carrier Safety 0.00 0.00 0.00 0 28,561 85,663
12001 3518101 S1068 COPS Interop. Comm. FY04-05 0.00 0.00 0.00 2,368,795 197,086 0
12220 3518101 S2xxx Coverdell Forensic Sci. Improv. 0.00 0.20 0.20 0 12,496 24,982
12220 3518101 S2072 Coverdell-Firearm Redux FY07 0.00 1.00 0.00 21,297 27,987 0
12001 3518101 S2067 Den. Youth Healthy Conn. FY07 0.00 0.00 0.00 43,512 0 0
12220 3518101 S2081 Den. Youth Healthy Conn. FY07 0.00 0.00 0.00 30,126 34,874 0
12220 3518101 S2065 Denver Anti-Gang Part. FY07-08 0.00 0.00 0.00 20,129 0 0
12001 3518101 S2038 Denver JV Drug Crt Enh. FY03 0.00 0.00 0.00 10,000 0 0
12220 3518101 S1084 DNA Backlog Reduction FY06 1.00 0.00 0.00 45,054 7,710 0
12220 3518101 S1088 DNA Backlog Reduction FY07 0.20 0.20 0.00 119,275 28,971 0
12220 3518101 S1096 DNA Backlog Reduction FY08 0.00 3.00 0.00 8,547 144,113 36,028
12220 3518101 S1xxx DNA Backlog Reduction FY09 0.00 0.00 0.00 0 64,975 194,923
12220 3518101 S1xxx DNA Efficiency FY09-11 0.00 1.00 1.00 0 46,002 92,003
12001 3518101 S1072 DNA Expansion Demo. FY05-07 0.00 0.00 0.00 9,668 0 0
12001 3518101 S1076 DNA Lab Enhance. FY05-06 0.00 0.00 0.00 211 0 0
12001 3518101 S1085 DNA Lab Enhance. FY06-07 1.00 1.00 0.00 42,854 2,987 0
12220 3518101 S1095 DPD Gang Bureau Enhan. FY08 0.00 1.00 1.00 678 222,527 222,527
12220 3518101 S2080 Enhanc. Capacity-DUI Enforce. 0.00 0.00 0.00 37,721 554 0
12220 3518101 S2064 EUDL FY06-08 0.00 0.00 0.00 10,441 0 0
12220 3518101 S2069 EUDLFY07-09 0.00 0.00 0.00 30,793 9,371 0
12220 3518101 S1xxx Forensic DNA R&D FY09-10 0.00 0.00 0.00 0 0 239,000
12220 3518101 S1xxx Gang Resistance, Edu., & Train. 0.00 0.00 0.00 0 0 4,680
12002 3518101 S1058 H.I.D.T.A. FY03 0.00 0.00 0.00 53,724 70,907 0
12002 3518101 S1061 H.I.D.T.A. FY04 0.00 0.00 0.00 37,852 1,504 0
12002 3518101 S1069 H.I.D.T.A. FY05 0.00 0.00 0.00 165,572 19,856 0
12002 3518101 S1078 H.I.D.T.A. FY06 0.00 0.00 0.00 10,694 0 0
12002 3518101 S1081 H.I.D.T.A. FY07 0.00 0.00 0.00 (237,853) 277,645 0
12002 3518101 S1091 H.I.D.T.A. FY08 4.66 0.00 0.00 1,033,520 41,277 0
12002 3518101 S1098 H.I.D.T.A. FY09 0.00 4.33 0.00 0 909,490 101,054
12002 3518101 S1xxx H.I.D.T.A. FY10 0.00 0.00 3.00 0 0 981,000
12220 3518101 S3xxx Homeland Security FY09-10 0.00 0.00 0.00 0 99,581 149,371
12220 3518101 S3xxx Homeland Security FY10-11 0.00 0.00 0.00 0 0 179,819
12220 3518101 S1073 JAG FY05 - Tech/Ops Improv. 0.00 0.00 0.00 341,197 0 0
12220 3518101 S1082 JAG FY06-Camera Sur./DA CJU 0.00 0.00 0.00 63,700 36,396 0
12220 3518101 S1094 JAG FY08 - COPLINK/DA VSN 0.00 0.00 0.00 0 80,597 80,597
12220 3518101 S1087 JAGFY07-HALO/DA CJU 0.00 0.00 0.00 205,635 265,687 199,265
12220 3518101 S2xxx Justice Assistance Grant - State 0.00 0.00 0.00 0 85,653 14,347
553
2008 2009 2010 2008 2009 2010

12220 3518101 S1xxx Justice Assistance Grant FY09 0.00 0.00 0.00 $0 $84,770 $339,081
12304 3518101 S3021 LEAF FY08 0.00 0.00 0.00 110,000 0 0
12220 3518101 S3xxx LEAF FY2010 0.00 0.00 0.00 0 0 100,000
12220 3518101 S2073 LETPP 2007 0.00 0.00 0.00 69,594 51,899 0
12220 3518101 S2066 LETPP FY07-08 0.00 0.00 0.00 52,013 0 0
12001 3518101 S2055 LETPP/Homeland Security FY05 0.00 0.00 0.00 22,968 0 0
12220 3518101 S2078 Project Safe Neighbor. 2008 0.00 0.00 0.00 41,262 0 0
12220 3518101 S1090 Secure Our Schools 5.80 5.80 0.00 29,884 170,366 0
12220 3518101 S1093 SMART FY08 1.00 1.00 0.00 46,087 169,921 0
12220 3518101 S1xxx Solving Cold Cases with DNA 0.00 0.00 3.00 0 0 403,567
12220 3518101 S1089 Sperm Capture FY07-09 0.00 0.20 0.00 222,238 147,178 0
12301 3518101 S3033 Super Bowl DUI Overtime FY09 0.00 0.00 0.00 0 15,598 0
12015 3518101 S2076 Youth Advisory Meetings 0.00 0.00 0.00 2,000 0 0
12702 3513000 Police Donations 0.00 0.00 0.00 5,074 25,000 5,000
12703 3513000 Police Equestrian Patrol 0.00 0.00 0.00 9,541 8,500 2,500
12704 3513000 Police K-9 Unit 0.00 0.00 0.00 15,000 8,500 5,000
12806 3513000 Police Special Projects 0.00 0.00 0.00 (75) 35,000 35,000
12813 3513000 Victim Assistance Surcharge 12.00 12.00 12.00 718,461 1,001,741 1,173,690
Subtotal 25.66 48.23 39.20 $6,088,624 $5,188,292 $8,015,251
Safe City Office

12823 3505000 Diversion/Youth Development 0.00 0.00 0.00 $0 $349,397 $272,700
Subtotal 0.00 0.00 0.00 0 349,397 272,700
12302 3501101 S3029 Community Corrections FY06-07 0.00 0.00 0.00 $36,812 $0 $0
12302 3501101 S3030 Community Corrections FY07-08 0.00 0.00 0.00 5,831,550 0 0
12302 3501101 S3031 Community Corrections FY08-09 4.00 0.00 0.00 5,968,939 6,131,754 0
12302 3501101 S3034 Community Corrections FY09-10 0.00 4.00 0.00 0 6,164,695 6,164,695
12302 3501101 S3xxx Community Corrections FY10-11 0.00 0.00 4.00 0 0 5,979,755
12001 3501101 S1074 Denver DV Coord. Triage-VAWO 1.00 1.00 1.00 330,523 278,788 288,271
12210 3501101 S2079 Denver Prisoner Reentry FY08 0.00 0.00 0.00 47,788 32,300 38,760
12211 3501101 S1092 DNC 2008 0.00 0.00 0.00 42,744,271 0 0
12099 3501103 S_DCJ Undersheriff Reg. Srv. Projects 0.00 0.00 0.00 33,895 965,000 895,263
12802 3501000 Community Corr. Home Detent. 20.00 20.00 19.50 2,120,986 2,100,000 2,100,000
12821 3501000 Crime Prev. and Control Fund 21.50 22.50 16.50 3,110,892 3,500,000 3,325,000
12804 3501000 Fire Regional Services 0.00 0.00 0.00 78,810 20,000 20,000
12805 3501000 Police Regional Services 0.00 0.00 0.00 42,900 16,042 10,000
12801 3501000 Safety Equipment Fund 0.00 0.00 0.00 12,528 1,201 0
12009 3501000 Undersheriff Regional Services 9.00 22.00 12.00 4,029,476 5,803,211 3,636,764
Subtotal 55.50 69.50 53.00 $64,389,370 $25,012,991 $22,458,508
Undersheriff
12001 3531101 S1079 Bulletproof Vest Partnership 0.00 0.00 0.00 $44,550 $41,250 $44,000
12001 3531101 S1083 Denver Jail Life Skills FY06 2.00 0.00 0.00 232,586 0 0
12240 3531101 S2082 Prisoner Reentry FY09-10 2.75 2.75 2.75 1,228 198,000 150,544
12822 3531000 Inmate Processing Fee 0.00 0.00 0.00 505,783 688,000 600,000
Subtotal 4.75 2.75 2.75 $784,147 $927,250 $794,544
Total 124.06 160.00 123.62 $81,762,570 $41,141,976 $39,717,343
554
Human Services Special Revenue Funds
2008 2009 2010 2008 2009 2010

Special Revenue Funds Appropriated in the Long Bill

13008 5510000 Operations and Administration 741.50 708.00 538.00 $91,263,821 $98,299,000 $76,670,433
13302 5543000 Aid to Blind 0.00 0.00 0.00 0 1,000 0
13303 5541000 Aid to Needy Disabled 0.00 0.00 0.00 443,235 1,150,000 1,150,000
13305 5551000 General Assistance 0.00 0.00 0.00 1,323,471 1,450,000 1,495,600
13306 5552000 Office of Community Impact 2.00 30.00 22.67 3,892,997 2,823,200 6,610,179
13304 5553000 Board for Develop. Disabilities 0.00 0.00 0.00 8,718,600 8,762,200 11,358,000
13005 5531000 Community and Support Services 341.50 390.50 74.92 35,054,452 38,066,000 6,744,980
13005 5532000 Family Crisis Center 65.50 74.00 56.50 5,303,801 5,770,500 5,401,013
13005 5533000 Child Welfare Services 0.00 0.00 230.50 0 0 25,032,454
13017 5521000 Family and Adult Services 0.00 0.00 0.00 0 0 48,954
13017 5524000 Child Care 1.00 2.00 26.00 4,479,662 4,261,400 3,134,013
13008 9911000 Transfer-Alt.Transportation SRF 0.00 0.00 0.00 43,100 75,000 75,050
Subtotal 1151.50 1204.50 948.59 $150,523,139 $160,658,300 $137,720,676
Other Special Revenue Funds/Grants

13217 5511101 H2xxx ARRA STIM AmeriCorps 0.00 0.00 0.00 $0 $50,000 $100,000
13217 5511101 H2112 ARRA STIM Comm. Part. - Youth 0.00 0.00 0.00 0 50,000 125,231
13217 5511101 H2xxx ARRA STIM CSBG 0.00 2.00 2.00 0 685,041 1,027,561
13217 5511101 H2110 ARRA STIM EFSP - Homeless 0.00 0.00 0.00 0 20,000 30,000
13217 5511101 H2xxx ARRA STIM Emer. Shelter (ESG) 0.00 2.00 2.00 0 753,852 2,261,555
13217 5511101 H2109 ARRA STIM Food Stamp Admin. 0.00 1.00 1.50 0 273,633 0
13217 5511101 H2xxx ARRA STIM Transitional Housing 0.00 0.00 0.00 0 50,000 350,000
13001 5511101 H2076 Adoption Incent. Mini FY05 0.00 0.00 0.00 1,451 0 0
13001 5511101 H2094 Adoptive Fam. Initiative FY07-08 0.00 0.00 0.00 24,410 0 0
13001 5511101 H2102 Adoptive Fam. Initiative FY08-09 0.00 0.00 0.00 6,449 23,551 0
13001 5511101 H1040 Adult Drug Court Imp. FY04-07 0.00 0.00 0.00 (5,197) 0 0
13601 5511101 H4005 Casey Child Welfare Init. FY08 4.00 0.00 0.00 500,000 0 0
13601 5511101 H4xxx Casey Child Welfare Init. FY09 0.00 4.50 0.00 0 450,000 0
13601 5511101 H4xxx Casey Child Welfare Init. FY10 0.00 0.00 4.50 0 0 500,000
13001 5511101 H1091 Child Enforce. Div. SIPs FY08-09 0.50 0.00 0.00 2,208 97,592 0
13001 5511101 H1xxx Child Enforce. Div. SIPs FY09-10 0.00 1.00 0.00 0 49,900 49,900
13001 5511101 H1xxx Child Enforce. Div. SIPs FY10-11 0.00 0.00 1.50 0 0 49,900
13001 5511101 H2107 Colorado Adoption Incentive 0.00 0.00 0.00 0 33,900 0
13001 5511101 H2089 Colorado Prev. Part. FY06-07 0.00 0.00 0.00 (400) 0 0
13001 5511101 H2089 Colorado Prev. Part. FY07-08 1.00 0.00 0.00 166,061 0 0
13001 5511101 H2089 Colorado Prev. Part. FY08-09 0.00 1.00 0.00 29,402 120,598 0
13001 5511101 H2093 Comm. Partner. Youth FY07-08 1.00 0.00 0.00 196,779 0 0
13001 5511101 H2101 Comm. Partner. Youth FY08-09 0.00 1.00 0.00 83,070 170,023 0
13501 5511101 H3013 County Vet. Officers FY08-09 0.00 0.00 0.00 2,065 18,695 0
13501 5511101 H3014 County Vet. Officers FY09-10 0.00 0.00 0.00 0 10,000 10,000
13007 5511101 H2091 CSBG FY07-08 0.00 0.00 0.00 79,077 0 0
13007 5511101 H2096 CSBG FY08-09 2.00 0.00 0.00 802,199 257,116 0
13007 5511101 H2106 CSBG FY09-10 0.00 1.50 0.00 0 740,176 246,725
13007 5511101 H2xxx CSBG FY10-11 0.00 0.00 2.00 0 0 740,176
13001 5511101 H1064 C-SIMI FY06-07 0.00 0.00 0.00 (16,315) 0 0
13001 5511101 H1064 C-SIMI FY07-08 1.00 0.00 0.00 194,064 0 0
13001 5511101 H1099 C-SIMI FY08-09 0.00 1.00 0.00 45,891 204,109 0
13001 5511101 H1xxx C-SIMI FY09-10 0.00 0.00 0.50 0 62,500 187,500
13001 5511101 H1079 Denver EFFECT FY07-08 0.50 0.00 0.00 862,618 0 0
13001 5511101 H1097 Denver EFFECT FY08-09 0.00 1.00 0.00 $193,272 $618,356 $0
555
2008 2009 2010 2008 2009 2010

13001 5511101 H1xxx Denver EFFECT FY09-10 0.00 0.00 0.50 0 202,907 608,721
13001 5511101 H1077 Denver-Kempe Trauma FY07-08 0.50 0.00 0.00 218,081 0 0
13001 5511101 H1088 Denver-Kempe Trauma FY08-09 0.00 0.50 0.00 118,173 281,827 0
13001 5511101 H1108 Denver-Kempe Trauma FY09-10 0.00 0.00 0.50 0 100,000 300,000
13001 5511101 H1xxx Denver-Kempe Trauma FY10-11 0.00 0.00 0.00 0 0 100,000
13001 5511101 H1098 Diligent Recr. Foster Care FY08 0.00 1.00 0.00 2,865 394,242 0
13001 5511101 H1xxx Diligent Recr. Foster Care FY09 0.00 0.00 0.50 0 99,277 297,830
13001 5511101 H1xxx Diligent Recr. Foster Care FY10 0.00 0.00 0.00 0 0 99,277
13001 5511101 H1066 Drug Free Communities FY06-07 0.00 0.00 0.00 (216) 0 0
13001 5511101 H1078 Drug Free Communities FY07-08 0.50 0.00 0.00 89,415 0 0
13001 5511101 H1095 Drug Free Communities FY08-09 0.00 1.00 0.00 22,869 76,300 0
13007 5511101 H2098 Emergency Food & Shelter FY08 0.00 0.00 0.00 18,000 0 0
13001 5511101 H2108 Emergency Food & Shelter FY09 0.00 0.00 0.00 0 20,000 0
13001 5511101 H2xxx Emergency Food & Shelter FY10 0.00 0.00 0.00 0 0 20,000
13009 5511101 H1058 Emergency Shelter FY06 0.00 0.00 0.00 (1,065) 0 0
13009 5511101 H1067 Emergency Shelter FY07 0.00 0.00 0.00 4,565 0 0
13009 5511101 H1081 Emergency Shelter FY08 0.50 0.00 0.00 391,212 0 0
13009 5511101 H1101 Emergency Shelter FY09 0.00 0.50 0.00 0 400,000 0
13009 5511101 H1xxx Emergency Shelter FY10 0.00 0.00 1.00 0 0 400,000
13809 5511101 H3010 Excess Fed IV-E Reimb. FY07 0.00 0.00 0.00 615,435 0 0
13809 5511101 H3xxx Excess Fed. IV-E Reimb. FY08 0.00 0.00 0.00 0 149,497 0
13809 5511101 H3xxx Excess Fed. IV-E Reimb. FY09 0.00 0.00 0.00 0 74,749 74,749
13809 5511101 H3xxx Excess Fed. IV-E Reimb. FY10 0.00 0.00 0.00 0 0 74,749
13601 5511101 H4004 Family to Family FY2007 0.00 0.00 0.00 136,623 0 0
13601 5511101 H4006 Family to Family FY2008 5.00 0.00 0.00 171,706 0 0
13601 5511101 H4xxx Family to Family FY2009 0.00 5.00 0.00 0 200,000 0
13001 5511101 H1100 Food Stamp Program Partic. 0.00 0.00 0.00 0 352,798 352,798
13019 5511101 H1074 Homeless Vet. Reinteg. FY07-08 5.00 0.00 0.00 161,379 0 0
13019 5511101 H1092 Homeless Vet. Reinteg. FY08-09 0.00 5.00 0.00 187,617 112,005 0
13019 5511101 H1109 Homeless Vet. Reinteg. FY09-10 0.00 0.00 4.00 0 149,811 149,811
13019 5511101 H1xxx Homeless Vet. Reinteg. FY10-11 0.00 0.00 0.00 0 149,811 149,811
13001 5511101 H1080 Homeless Veterans Per Diem 0.00 0.00 0.00 225,078 225,078 225,078
13501 5511101 H3012 Housing Choice Voucher FY09 0.00 0.00 0.00 0 0 0
13001 5511101 H2105 JABG Viol. Prev. Skills-Yth FY08 0.00 0.00 0.00 3,574 16,081 0
13001 5511101 H2103 JAG - SOR FY08-09 0.00 2.00 0.00 13,922 61,078 0
13001 5511101 H2xxx JAG - SOR FY09-10 0.00 0.00 2.00 0 44,378 133,135
13601 5511101 H4003 Parents are the Power FY07 0.00 0.00 0.00 19,215 0 0
13001 5511101 H1096 Project With Industry FY08-09 0.00 1.00 0.00 0 341,681 0
13001 5511101 H1xxx Project With Industry FY09-10 0.00 0.00 1.00 0 85,420 256,261
13001 5511101 H1xxx Project With Industry FY10-11 0.00 0.00 0.00 0 0 85,420
13001 5511101 H2088 Promot. Safe/Stable Fam. FY07 2.00 0.00 0.00 332,452 0 0
13001 5511101 H2104 Promot. Safe/Stable Fam. FY08 0.00 2.00 0.00 93,112 310,638 0
13001 5511101 H2xxx Promot. Safe/Stable Fam. FY09 0.00 0.00 2.00 0 100,938 302,813
13001 5511101 H2xxx Promot. Safe/Stable Fam. FY10 0.00 0.00 0.00 0 0 100,938
13001 5511101 H2099 RAFT Sub-grant Eligible Facilities 0.00 0.00 0.00 2,420 0 0
13001 5511101 H2097 Rent Subsidies - 1548 Ogden 0.00 0.00 0.00 0 0 0
13001 5511101 H1076 Safe at Home FY07-10 0.00 0.00 0.00 75,015 44,560 133,680
13012 5511101 H1060 SPC Anchor Community PY06-07 0.00 0.00 0.00 (18,756) 0 0
13012 5511101 H1103 SPC Anchor Project FY09-10 0.00 0.00 0.00 0 66,636 22,212
13012 5511101 H1032 SPC Chronic Homeless FY04-09 0.00 0.00 0.00 $534,765 $149,740 $0
13012 5511101 H1082 SPC Dave's Place FY08-09 0.00 0.00 0.00 38,439 29,673 0
556
2008 2009 2010 2008 2009 2010

13012 5511101 H1102 SPC Dave's Place FY09-10 0.00 0.00 0.00 0 50,004 16,668
13012 5511101 H1xxx SPC Dave's Place FY10-11 0.00 0.00 0.00 0 0 50,004
13012 5511101 H1062 SPC Durkin Project FY06-07 0.00 0.00 0.00 (38,795) 0 0
13012 5511101 H1070 SPC Durkin Project FY07-08 0.00 0.00 0.00 169,877 0 0
13012 5511101 H1094 SPC Durkin Project FY08-09 0.00 0.00 0.00 12,808 284,936 0
13012 5511101 H1xxx SPC Durkin Project FY09-10 0.00 0.00 0.00 0 0 301,812
13012 5511101 H1069 SPC Emerson Street FY07-12 0.00 0.00 0.00 37,483 95,080 95,080
13012 5511101 H1007 SPC FY95 0.00 0.00 0.00 0 0 0
13012 5511101 H1104 SPC Housing First FY09-10 0.00 0.00 0.00 0 631,863 210,621
13012 5511101 H1xxx SPC Housing First FY10-11 0.00 0.00 0.00 0 0 631,863
13012 5511101 H1090 SPC Rent Assist.-Scatter. FY08 0.00 0.00 0.00 27,886 387,842 0
13012 5511101 H1xxx SPC Rent Assist.-Scatter. FY09 0.00 0.00 0.00 0 0 422,928
13012 5511101 H1086 SPC Rowan Gardens FY08-09 0.00 0.00 0.00 49,562 99,910 0
13012 5511101 H1105 SPC Rowan Gardens FY09-10 0.00 0.00 0.00 0 76,032 76,032
13012 5511101 H1xxx SPC Rowan Gardens FY10-11 0.00 0.00 0.00 0 0 76,032
13012 5511101 H1075 SPC Scat./Hmls Vet. FY07-12 0.00 0.00 0.00 5,788 13,422 13,422
13012 5511101 H1072 SPC Scattered Sites FY07-08 0.00 0.00 0.00 341,758 0 0
13012 5511101 H1085 SPC Senior Project FY08-09 0.00 0.00 0.00 62,681 103,399 0
13012 5511101 H1107 SPC Senior Project FY09-10 0.00 0.00 0.00 0 84,480 84,480
13012 5511101 H1xxx SPC Senior Project FY10-11 0.00 0.00 0.00 0 0 84,480
13012 5511101 H1071 SPC St. Francis/Anchor FY07 0.00 0.00 0.00 34,043 0 0
13012 5511101 H1083 SPC St. Francis/Anchor FY08 0.00 0.00 0.00 45,178 42,230 0
13012 5511101 H1xxx SPC St. Francis/Anchor FY10 0.00 0.00 0.00 0 0 66,636
13012 5511101 H1024 SPC STAR 0.00 0.00 0.00 36,923 0 0
13012 5511101 H1084 SPC STAR 0.00 0.00 0.00 38,337 61,311 0
13012 5511101 H1106 SPC STAR FY09-10 0.00 0.00 0.00 0 50,688 50,688
13012 5511101 H1xxx SPC STAR FY10-11 0.00 0.00 0.00 0 0 50,688
13012 5511101 H1061 SPC Women's Project FY06-07 0.00 0.00 0.00 (20,007) 0 0
13012 5511101 H1068 SPC Women's Project FY07-08 0.00 0.00 0.00 250,133 0 0
13012 5511101 H1093 SPC Women's Project FY08-09 0.00 0.00 0.00 20,887 330,257 0
13012 5511101 H1xxx SPC Women's Project FY09-10 0.00 0.00 0.00 0 0 346,368
13012 5511101 H1073 SPC Xenia Project FY07-08 0.00 0.00 0.00 99,740 0 0
13012 5511101 H1087 SPC Xenia Project FY08-09 0.00 0.00 0.00 93,530 224,854 0
13012 5511101 H1xxx SPC Xenia Project FY09-10 0.00 0.00 0.00 0 161,886 161,886
13012 5511101 H1xxx SPC Xenia Project FY10-11 0.00 0.00 0.00 0 0 161,886
13012 5511101 H1xxx SPC-Ex-Offenders FY09-10 0.00 0.00 0.00 0 41,670 41,670
13012 5511101 H1xxx SPC-Ex-Offenders FY10-11 0.00 0.00 0.00 0 0 41,670
13012 5511101 H1006 SPC-Ex-Offenders FY97 0.00 0.00 0.00 (9,567) 0 0
13012 5511101 H1005 SPC-Seniors 0.00 0.00 0.00 31,614 0 0
13308 5511101 H3011 Title III Older Am. FY07-State 0.00 0.00 0.00 270,053 0 0
13308 5511101 H2100 Title III Older Am. FY08-Federal 0.00 0.00 0.00 197,677 212,198 0
13015 5511101 H2003 Title IV Incentives 0.00 0.00 0.00 81,931 0 0
13601 5511101 H4007 Treatment Assess. & Outpatient 0.00 0.00 0.00 0 20,000 5,000
13810 5511000 2010 Census 0.00 1.00 1.50 0 250,000 250,000
13701 5511000 AmeriCorps Donations 0.00 0.00 0.00 37,696 40,000 40,000
13013 5511000 Child Support Holding 0.00 0.00 0.00 924 0 0
13808 5511000 Energy Assistance 0.00 0.00 0.00 1,799,427 2,100,000 2,100,000
13802 5511000 Family Crisis Project 0.00 0.00 0.00 9,819 10,000 10,000
13704 5511000 Homeless Services Donations 0.00 0.00 0.00 $1,435,327 $2,800,000 $2,800,000
13502 5511000 Integrated Care Manage. Incent. 0.00 0.00 0.00 281,853 318,538 300,000
13301 5511000 Parental Fee Incentive 0.00 0.00 0.00 17,600 20,000 20,000
557
2008 2009 2010 2008 2009 2010

13602 5511000 Parents are the Power FY06 0.00 0.00 0.00 3,304 0 0
13806 5511000 Youth Transitional Housing 0.00 0.00 0.00 45,858 45,000 45,000
Subtotal 23.50 35.00 27.00 $12,094,327 $17,533,767 $18,120,745
Total 1,175.00 1,239.50 975.59 $162,617,466 $178,192,067 $155,841,421
Note: For ongoing state and federal grant programs that overlap the City's calendar fiscal year, FTE counts are only shown in a single calendar year (to
avoid double-counting FTE).
558
Health Special Revenue Funds
2008 2009 2010 2008 2009 2010

14001 6504101 E1xxx ARRA Clean Diesel Campaign 0.00 0.00 0.00 $0 $175,000 $525,000
14301 6501101 E3020 Air Pollution Control FY2008 1.00 0.00 0.00 57,975 0 0
14301 6501101 E3021 Air Pollution Control FY2009 0.00 1.00 0.00 64,151 67,236 0
14301 6501101 E3023 Air Pollution Control FY2010 0.00 0.00 1.00 0 74,750 74,750
14301 6501101 E3xxx Air Pollution Control FY2011 0.00 0.00 0.00 0 0 70,000
14001 6504101 E2043 CMAQ - Anti-Idling Campaign 1.00 1.00 0.00 32,042 67,958 0
14001 6501101 E2045 Colorado Viol. Death Rep. FY08 0.00 0.00 0.00 2,550 0 0
14001 6501101 E2048 Colorado Viol. Death Rep.FY09-10 0.00 0.00 0.00 0 3,000 0
14001 6501101 E2xxx Colorado Viol. Death Rep.FY10-11 0.00 0.00 0.00 0 0 3,000
14001 6504101 E1029 Denver Brownfields FY06-09 0.25 0.15 0.15 22,196 150,000 25,373
14001 6504101 E2028 E-Coli Source Tracking FY07-08 0.02 0.02 0.00 6,845 2,200 0
14001 6504101 E2049 Emerg. Prep./Resp. - PHI/ACC 0.00 1.00 0.00 0 50,000 0
14601 6501101 E4002 KaiserThriving Comm./Park Hill 3.50 0.00 0.00 340,066 29,167 0
14601 6504101 Exxxx Lead Poisoning Prevent. - CUSP 0.00 0.00 0.00 0 12,500 37,500
14001 6504101 E2047 LPHA Emerg. Prepared. Core 0.00 0.00 0.00 75,000 0 0
14002 6501101 E1032 Minority AIDS Initiative FY07-08 0.00 0.00 0.00 265,771 0 0
14002 6501101 E1034 Minority AIDS Initiative FY08-09 0.00 0.00 0.00 0 284,932 0
14002 6501101 E1xxx Minority AIDS Initiative FY09-10 0.00 0.00 0.00 0 137,746 137,746
14002 6501101 E1xxx Minority AIDS Initiative FY10-11 0.00 0.00 0.00 0 0 125,000
14001 6504101 E1035 National Clean Diesel 0.00 0.00 0.00 0 200,000 0
14601 6501101 E4003 Park Hill Thriv. Live Well FY09 0.00 1.80 0.00 0 229,166 20,833
14601 6501101 E4xxx Park Hill Thriv. Live Well FY10 0.00 0.00 1.20 0 0 114,583
14001 6504101 E1027 Paving the Way to Cleaner Air 0.00 0.00 0.00 125,000 0 0
14001 6504101 E2044 PH Emerg. Prep./Planning FY08 0.67 0.00 0.00 30,122 49,878 0
14001 6504101 E2042 PH Emerg. Prep./Resp. FY07-08 0.00 0.00 0.00 47,299 0 0
14001 6504101 E2xxx PH Emerg. Prep./Resp. FY09-10 0.00 0.67 0.67 0 26,400 53,600
14001 6504101 E2xxx PH Emerg. Prep./Resp. FY10-11 0.00 0.00 0.33 0 0 33,000
14002 6501101 E1030 Ryan White Title I FY07-08 0.75 0.00 0.00 1,927,811 0 0
14002 6501101 E1033 Ryan White Title I FY08-09 3.50 0.75 0.00 6,076,081 937,630 0
14002 6501101 E1036 Ryan White Title I FY09-10 0.00 3.50 0.75 0 5,853,777 1,900,000
14002 6501101 E1xxx Ryan White Title I FY10-11 0.00 0.00 3.50 0 0 5,833,333
14001 6501101 E2041 Safe Routes to School FY07-08 0.00 0.00 0.00 37,166 14,234 0
14301 6504101 E3019 Stormwater Inspection FY07-08 0.06 0.00 0.00 6,700 0 0
14301 6504101 E3022 Stormwater Inspection FY08-09 0.00 0.06 0.00 0 1,920 0
14001 6504101 E1024 Vasquez Boulevard/I-70 II 3.00 5.00 0.00 256,914 16,908 0
14001 6504101 E1031 West Denver CARE FY07-08 0.85 1.28 0.00 57,591 45,735 0
14001 6504101 E1xxx West Denver CARE FY09-10 0.00 0.43 1.28 0 16,667 83,333
14001 6504101 E1xxx West Denver CARE FY10-11 0.00 0.00 0.43 1 0 16,667
14001 6501101 E2xxx West Nile Virus Surveill. FY09 0.00 0.00 0.00 0 7,000 0
14001 6501101 E2xxx West Nile Virus Surveill. FY10 0.00 0.00 0.00 0 0 7,000
14801 6504000 Environmental Health and Safety 0.00 0.00 0.00 3,533 46,000 5,000
14702 6501000 Environmental Health Donations 0.00 0.00 0.00 22,620 3,000 1,900
Total 14.60 16.66 9.31 $9,457,434 $8,502,804 $9,067,618
559
Culture and Recreation Special Revenue Funds
2008 2009 2010 2008 2009 2010

Culture
15802 1200000 Art Museum 11.00 10.00 9.00 $1,596,249 $1,466,500 $1,393,500
15715 1200000 Art Museum Donations 0.00 0.00 0.00 291,872 0 0
15803 2540000 Botanic Gardens 0.00 0.00 0.00 86,015 0 0
15803 3052000 Botanic Gardens 0.00 0.00 0.00 942,719 0 0
15803 7027000 Botanic Gardens 0.00 0.00 0.00 1,045,579 1,067,000 1,046,000
15804 1000000 Museum of Nature and Science 2.00 2.00 2.00 1,085,989 1,109,500 1,054,025
15806 7026000 Zoological Gardens 67.00 64.00 64.00 4,848,259 4,600,000 4,600,000
Subtotal 80.00 76.00 75.00 $9,896,682 $8,243,000 $8,093,525

15217 0116101 M1075 ARRA Arts Employment 0.00 0.00 0.00 $0 $168,750 $81,250
15001 0116101 M1055 Pres. Am./Denv. Heritage Trail 0.00 0.00 0.00 49,966 14,334 0
11605 0116101 M4015 Zoo 1% for the Arts Project 0.00 0.00 0.00 187,500 179,296 0
11605 0116101 M4016 DMNS 1% for the Arts Project 0.00 0.00 0.00 125,400 125,400 0
15720 0116101 Art Beinnial Donations 0.00 0.00 0.00 103,915 103,915 0
11718 0116101 DOCA Donations 0.00 0.00 0.00 1,540 1,540 0
Subtotal 0.00 0.00 0.00 $468,321 $593,235 $81,250

15704 0151000 Human Rights/Comm. Relations 0.00 0.00 0.00 $3,026 $3,595 $2,000
Subtotal 0.00 0.00 0.00 $3,026 $3,595 $2,000
Library
15001 0801101 L1006 Librarians 21st Cent. FY05-08 0.00 0.00 0.00 $184,105 $0 $0
15001 0801101 L1007 Tu Biblioteca Hoy FY06-09 0.50 0.75 0.00 222,102 371,080 0
15001 0801101 L1008 Librarians 21st Cent. FY07-10 0.00 0.00 0.00 311,657 372,320 304,541
15001 0801101 L1009 Creating Communities 3.50 1.75 1.75 249,155 147,286 382,068
15001 0801101 L1010 DPL Manuscript Processing 0.00 0.00 0.00 0 42,583 7,257
15001 0801101 L1011 Lincoln: the Constit. & Civil War 0.00 0.00 0.00 0 1,600 900
15001 0801101 L1012 Librarians 21st Cent. FY09-12 0.00 0.00 0.00 0 0 248,203
15001 0801101 L1xxx Mi Biblioteca, Mi Futuro 0.00 0.00 1.25 0 0 298,426
15001 0801101 L2004 Read Aloud FY07-08 0.00 0.00 0.00 19,999 0 0
15001 0801101 L2005 Technology Empowerment 0.00 0.00 0.00 0 20,000 0
15301 0801101 L3018 Architectural Coll. Archive FY08 0.00 0.00 0.00 5,684 28,031 33,714
15706 0801000 Capital Campaign Contributions 0.00 0.00 0.00 3,914 9,226 0
15807 0801000 DPL Special Trust Fund 14.00 12.80 11.30 2,353,498 2,618,980 2,148,965
Subtotal 18.00 15.30 14.30 $3,350,114 $3,611,106 $3,424,074
15001 7011101 R1007 Mus. for Am. Sust. Cult. Herit. 0.00 0.00 0.00 $28,605 $0 $0
15001 7011101 R1008 Red Rocks Park & Amphitheatre 0.00 0.00 0.00 4,000 0 0
15001 7011101 R1009 Engaging Communities 0.00 0.25 0.00 0 22,197 0
15301 7011101 R3003 Heller/Heron Pond Natural Area 0.00 0.00 0.00 46,845 0 0
15601 7011101 R4004 Buffalo Bill Museum SCFD Supp. 0.25 0.25 0.25 29,594 36,633 30,000
15817 7011000 Cableland Trust Expenditures 0.00 0.00 0.00 159,172 160,000 160,500
15961 7011000 City Park Pavilion Historic District 0.00 0.00 0.00 34,960 0 0
15824 7010000 Citywide Sports Program 0.00 0.00 0.00 0 173,566 173,566
15825 7010000 Denver Mountain Parks 0.00 0.00 0.00 0 0 150,000
15965 9915000 Denver Zoological Foundation 0.00 0.00 0.00 93,868 0 0
15823 7011000 Event Facility 0.00 0.00 0.00 39,992 40,500 41,000
15821 7011000 Facility Rental Program 0.00 0.00 0.00 118,440 119,000 119,500
560
Culture and Recreation Special Revenue Funds
2008 2009 2010 2008 2009 2010

15810 7021000 Four Mile Historic Park 0.00 0.00 0.00 $110,300 $66,600 $66,600
15812 7011000 Lookout Mountain Development 0.00 0.00 0.00 36,263 37,000 38,000
15813 7011000 Municipal Band 0.00 0.00 0.00 48,300 48,300 48,300
15709 7011000 Night Moves 0.00 0.00 0.00 5,106 129,243 0
15710 7011000 Parks and Rec Private Donations 1.00 1.00 1.00 705,167 706,000 707,000
15814 7011000 Parks and Rec Property Damage 0.00 0.00 0.00 512 500 500
15716 7011000 Skatepark Maintenance 0.00 0.00 0.00 1,103 1,500 2,000
15711 7011000 Tree Replacement 0.00 0.00 0.00 26,066 27,000 28,000
Subtotal 1.25 1.50 1.25 $1,488,293 $1,568,039 $1,564,966
Theatres and Arenas

15607 3051000 Convention Complex Payments 0.00 0.00 0.00 $19,434,896 $20,386,252 $19,584,046
15714 3052000 Preserve the Rocks Donations 0.00 0.00 0.00 70,673 0 0
15717 3050102 GC002 Quigg Newton Auditorium Donat. 0.00 0.00 0.00 306,375 110,000 10,000
15718 3050000 Buell Theatre Donations 0.00 0.00 0.00 549,899 0 60,000
15719 3050000 Boettcher Donations 0.00 0.00 0.00 0 500,000 500,000
15815 3050000 Theatres and Arenas 66.00 66.00 66.00 18,576,450 19,048,216 19,809,100
15822 3050000 Figaro System 0.00 0.00 0.00 400,000 0 500,000
Subtotal 66.00 66.00 66.00 $39,338,293 $40,044,468 $40,463,146
Total 165.25 158.80 156.55 $54,544,729 $54,063,443 $53,628,961
Note: For ongoing state and federal grant programs that overlap the City's calendar fiscal year, FTE counts are only shown in a single calendar yea
(to avoid double-counting FTE).
561
562
Business and Housing Services Special Revenue Funds
2008 2009 2010 2008 2009 2010

Business and Housing Services

16217 0145101 Mxxxx ARRA Comm. Dev. Block Grant 0.00 0.00 0.00 $0 $615,726 $1,847,177
11006 0145101 M1030 Brownfields 1.00 0.00 0.00 0 0 0
11006 0114101 M1066 Brownfields - 10th and Osage 0.00 0.00 0.00 177,551 22,449 0
16010 0145101 M1064 Brownfields EDI/TAXI Building 0.00 0.00 0.00 0 358,587 1,641,413
16002 0145101 M1018 CDBG - Administration 0.00 0.00 0.00 630,138 2,383 0
16002 0145101 M1056 CDBG - Administration FY08 43.00 0.00 0.00 2,157,477 0 0
16002 0145101 M1069 CDBG - Administration FY09 0.00 27.00 0.00 0 1,787,760 0
16002 0145101 M1xxx CDBG - Administration FY10 0.00 0.00 27.00 0 0 1,686,566
16002 0145101 M1059 CDBG - Economic Dev. FY08 0.00 0.00 0.00 1,488,294 0 0
16002 0145101 M1020 CDBG - Economic Development 0.00 0.00 0.00 (120,396) 380,912 0
16002 0145101 M1019 CDBG - Housing 0.00 0.00 0.00 80,048 0 0
16002 0145101 M1057 CDBG - Housing FY08 0.00 0.00 0.00 2,088,882 0 0
16002 0145101 M1058 CDBG - Neighbor. Dev. FY08 0.00 0.00 0.00 1,870,036 0 0
16002 0145101 M1017 CDBG - Neighborhood Develop. 0.00 0.00 0.00 1,019,969 16,959 0
16002 0145101 M1070 CDBG Program FY09 0.00 6.00 0.00 0 7,151,040 0
16002 0145101 M1xxx CDBG Program FY10 0.00 0.00 6.00 0 0 7,008,040
16005 0145101 M1033 Clocktower Lofts/Section 108 0.00 0.00 0.00 405,856 221,501 328,323
16005 0145101 M1006 Colorado Ocean Jour. Sec. 108 0.00 0.00 0.00 (156,976) 261,758 935,588
16010 0145101 M1039 EDI/ Northeast Park Hill Supp. 0.00 0.00 0.00 258,118 0 0
16011 0145101 M1xxx HERA NSP Part I - Direct 0.00 0.00 0.00 0 350,000 5,710,170
16011 0145101 M2xxx HERA NSP Part I - State 0.00 0.00 0.00 0 0 3,620,175
16xxx 0145101 M1xxx HERA NSP Part II - Direct 0.00 0.00 0.00 0 0 9,500,000
16xxx 0145101 M2xxx HERA NSP Part II - State 0.00 0.00 0.00 0 0 1,500,000
16004 0145101 M1013 HOME Program 0.00 0.00 0.00 2,515,257 1,441,471 0
16004 0145101 M1071 HOME Program FY09 0.00 0.53 0.00 0 1,426,068 2,958,405
16004 0145101 M1xxx HOME Program FY10 0.00 0.00 0.53 0 0 5,571,788
16004 0145101 M1052 HOME/Am. Drm Downpay. FY07 0.00 0.00 0.00 2,009,700 0 0
16004 0145101 M1060 HOME/Am. Drm Downpay. FY08 0.00 0.00 0.00 694,657 0 0
16006 0145101 M1008 HOPWA 0.00 0.00 0.00 0 0 0
16006 0145101 M1053 HOPWA 0.00 0.00 0.00 556,907 179,365 0
16006 0145101 M1061 HOPWA 0.00 0.00 0.00 934,379 365,000 0
16006 0145101 M1072 HOPWA 0.00 0.08 0.00 0 1,086,216 369,174
16006 0145101 M1xxx HOPWA 0.00 0.00 0.08 0 0 1,495,961
16009 0145101 M1050 Lead Hazard Control FY06-08 0.00 0.00 0.00 637,241 0 0
16005 0145101 M8002 NE Park Hill Sec. 108 - DHHA 0.00 0.00 0.00 11,066 242,539 317,963
16005 0145101 M8001 NE Park Hill Section 108 0.00 0.00 0.00 2,821,619 0 0
16011 0145101 M1067 Neighbhorhood Stabilization 0.00 1.00 1.00 0 2,020,056 4,040,112
16806 0145103 Z_FNF Neighborhood First Program 0.00 0.00 0.00 64,402 16,737 55,409
16005 0145101 M1010 Stapleton 108 0.00 0.00 0.00 507,587 496,214 557,033
16005 0145101 M1063 Taxi Building III 0.00 0.00 0.00 14,986 1,046,845 4,781,124
16002 0145101 M2125 Women's Homeless Shelt. FY07 0.00 0.00 0.00 125,000 0 0
16005 0145101 M1034 YMCA/Section 108 0.00 0.00 0.00 204,438 173,190 257,091
16803 0145000 Affordable Housing Fund 0.00 0.00 0.00 212,850 119,375 207,877
16702 0145000 Community Dev.-Donation 0.00 0.00 0.00 2,193 89,750 0
16809 0145000 DHNDS Contracts Pool Fund 0.00 0.00 0.00 (4,262) 0 0
11814 0145000 EDA Revolving Loan Fund 0.00 0.00 0.00 (87,437) 0 0
16601 0145000 Fannie Mae Affordable Housing 0.00 0.00 0.00 1,181,779 0 0
16602 0145000 Fannie Mae Loan Repayments 0.00 0.00 0.00 39,619 0 0
16808 0145000 Housing Incentive Program 0.00 1.00 1.00 215,252 605,000 60,500
563
Business and Housing Services Special Revenue Funds
2008 2009 2010 2008 2009 2010

16603 0145000 OED Line of Credit Loan 0.00 0.00 0.00 $769,915 $0 $0
16604 0145000 OED Revolving Loan Repayment 0.00 0.00 0.00 (1,381,106) 0 0
16911 0145000 Rental Rehabilitation Program 0.00 0.00 0.00 (1,418) 0 0
11820 0145000 Skyline Economic Development 0.00 0.00 0.00 121,148 120,970 0
11821 0145000 Skyline Housing 0.00 0.00 0.00 1,571,869 769,915 0
11822 0145000 Skyline Neighborhood Project 0.00 0.00 0.00 74,300 50,221 0
Total 44.00 35.61 35.61 $23,710,938 $21,418,007 $54,449,889
564
Economic Development Special Revenue Funds
2008 2009 2010 2008 2009 2010


17217 0117101 M2xxx ARRA Comm. Srvc. Block PY08 0.00 0.50 0.50 $0 $100,000 $175,000
17217 0117101 M2176 ARRA Wag. Peyser-RES PY08 0.00 5.00 0.00 0 340,938 146,116
17217 0117101 M2177 ARRA Wagner Peyser PY08 0.00 2.00 0.00 0 204,562 87,670
17217 0117101 M2173 ARRA WIA Adult PY08 0.00 3.50 3.50 0 828,865 355,228
17217 0117101 M2175 ARRA WIA Disloc. Worker PY08 0.00 1.50 1.50 0 579,443 248,333
17217 0117101 M2174 ARRA WIA Youth PY08 0.00 1.50 0.00 0 1,872,102 0
17602 0117101 M4013 Denver Connection FY07-09 0.00 0.00 0.00 16,390 0 0
17014 0117101 M2138 Disability Prog. Nav. FY07-12 0.00 0.00 0.00 27,700 0 0
17014 0117101 M2188 Disability Prog. Navigator FY09 0.00 1.00 0.00 0 30,000 30,000
17xxx 0117101 M2xxx Disability Prog. Navigator FY10 0.00 0.00 1.00 0 0 30,000
17015 0117101 M2145 Disability Prog. Navig. FY07-WIG 2.00 0.00 0.00 29,100 0 0
17100 0117101 M2163 Disab. Prog. Navig. PY08-WIA 0.00 2.00 0.00 51,833 39,837 0
17007 0117101 M2152 DVOP FY08 0.00 0.00 0.00 10,589 0 0
17007 0117101 M2161 DVOP FY09 0.00 0.00 0.00 4,418 17,082 0
17007 0117101 M2xxx DVOP FY10 0.00 0.00 0.00 0 8,000 15,300
17007 0117101 M2xxx DVOP FY11 0.00 0.00 0.00 0 0 8,000
17301 0117101 M3009 Employment Support Fund PY08 0.00 2.00 0.00 0 175,000 0
17301 0117101 M3xxx Employment Support Fund PY09 0.00 0.00 2.00 0 100,000 100,000
17007 0117101 M2151 LVER FY08 0.00 0.00 0.00 7,919 0 0
17007 0117101 M2160 LVER FY09 0.00 0.00 0.00 3,818 11,882 0
17007 0117101 M2xxx LVER FY10 0.00 0.00 0.00 0 4,554 13,661
17004 0117101 M2126 Refugee Targeted Assist. FY07 3.00 0.00 0.00 495,077 0 0
17004 0117101 M2165 Refugee Targeted Assist. FY09 0.00 3.00 5.00 0 418,585 418,000
17405 0117101 M2139 TANF FY07-08 150.00 0.00 0.00 8,449,719 0 0
17405 0117101 M2155 TANF FY08-09 0.00 150.00 0.00 8,275,360 9,383,342 0
17405 0117101 M2181 TANF FY09-10 0.00 0.00 0.00 0 8,309,000 8,309,000
17405 0117101 M2xxx TANF FY10-11 0.00 0.00 140.00 0 0 8,500,000
17014 0117101 M2xxx VRG - Benefit Planners FY09-10 0.00 1.00 1.00 0 45,000 15,000
17014 0117101 M2144 VRG-Benefit Planners FY07-08 2.00 0.00 0.00 45,643 0 0
17008 0117101 M2142 Wagner-Peyser PY07 0.00 0.00 0.00 688,357 0 0
17008 0117101 M2159 Wagner-Peyser PY08 18.25 0.00 0.00 681,737 1,517,982 0
17008 0117101 M2186 Wagner-Peyser PY09 0.00 20.00 0.00 0 1,026,361 1,026,361
17008 0117101 M2xxx Wagner-Peyser PY10 0.00 0.00 22.00 0 0 1,250,000
17100 0117101 M2168 WIA 10% Bus, Out/Market. FY09 0.00 0.00 0.00 0 25,000 0
17100 0117101 M2179 WIA 10% Credentialing FY09 0.00 0.00 0.00 0 45,197 0
17100 0117101 M2167 WIA 10% Credentialing PY08 0.00 0.00 0.00 0 40,000 0
17100 0117101 M2153 WIA 10% Discretionary PI PY07 0.50 0.00 0.00 51,660 0 0
17100 0117101 M2166 WIA 10% Discretionary PI PY08 0.00 0.25 0.00 0 28,767 12,329
17100 0117101 M2xxx WIA 10% Discretionary PI PY09 0.00 0.00 0.25 0 0 11,250
17100 0117101 M2xxx WIA 10% Discretionary PI PY10 0.00 0.00 0.00 0 0 11,250
17100 0117101 M2146 WIA 10% Marketing FY07-08 0.00 0.00 0.00 23,195 0 0
17100 0117101 M2182 WIA 10% SECTRS FY08-09 0.00 0.25 0.00 0 71,084 0
17100 0117101 M2178 WIA 10% SECTRS-LMI PY07 0.00 0.00 0.00 0 5,720 11,613
17100 0117101 M2135 WIA 25% Rapid Response FY07 0.00 0.00 0.00 3,506 0 0
17100 0117101 M2162 WIA Benefit Planners FY08-09 0.00 0.00 0.00 32,679 17,321 0
17100 0117101 M2xxx WIA Benefit Planners FY09-10 0.00 2.00 0.00 0 50,000 50,000
17100 0117101 M2xxx WIA Benefit Planners FY10-11 0.00 0.00 2.00 0 0 50,000
17100 0117101 M2148 WIA Jobs for Am.'s Grads FY07 0.00 0.00 0.00 25,661 0 0
17100 0117101 M2117 WIA Title I Adult PY06/FY07 16.25 0.00 0.00 120,000 0 0
17100 0117101 M2140 WIA Title I Adult PY07/FY08 0.00 16.25 0.00 2,127,007 247,493 0
565
Economic Development Special Revenue Funds
2008 2009 2010 2008 2009 2010

17100 0117101 M2156 WIA Title I Adult PY08/FY09 0.00 0.00 16.25 $1,025,841 $889,943 $0
17100 0117101 M2183 WIA Title I Adult PY09/FY10 0.00 0.00 0.00 0 862,103 1,053,681
17100 0117101 M2119 WIA Title I Disloc. Workers PY06 0.00 0.00 0.00 162,664 0 0
17100 0117101 M2150 WIA Title I Disloc. Workers PY07 8.00 0.00 0.00 237,777 0 0
17100 0117101 M2158 WIA Title I Disloc. Workers PY08 0.00 8.00 0.00 449,530 265,776 0
17100 0117101 M2185 WIA Title I Disloc. Workers PY09 0.00 0.00 8.00 0 325,694 398,071
17100 0117101 M2118 WIA Title I Youth PY06 0.00 0.00 0.00 460,993 0 0
17100 0117101 M2141 WIA Title I Youth PY07 4.00 0.00 0.00 1,143,531 95,370 0
17100 0117101 M2157 WIA Title I Youth PY08 0.00 4.00 0.00 723,688 857,848 0
17100 0117101 M2184 WIA Title I Youth PY09 0.00 0.00 4.00 0 711,691 869,845
17014 0117101 M2164 WIG - Benefit Planners FY08-09 1.00 2.00 0.00 0 15,000 0
17100 0117101 M2187 WIRED Funds - CBER PY06 0.00 0.00 0.00 0 20,000 0
17100 0117101 M2116 WIRED FY06-09 5.00 5.00 0.50 3,826,748 5,000,000 100,000
17100 0117101 M2171 WIRED ITAs FY07 0.00 0.00 0.00 0 65,000 5,000
17008 0117101 M2154 WP 10% Summer Job Hunt PY07 3.00 0.00 0.00 40,000 0 0
17008 0117101 M2170 WP 10% Summer Job Hunt PY08 0.00 3.00 0.75 0 39,500 39,000
17100 0117101 M2149 Youth Transition Grant FY07-08 0.00 1.00 0.00 13,376 510 0
11847 0114000 Business Incentives 0.00 0.00 0.00 376,468 1,322,500 539,306
17904 0117000 DETA Special Projects 0.00 0.00 0.00 107,921 10,000 10,000
17601 0117000 Employer Recruitment/Retention 2.00 1.00 1.00 579,428 309,500 309,500
17401 0117200 Employment First 13.00 13.00 13.00 1,187,254 1,000,000 1,298,506
11842 0114000 Enterprise Zone 0.00 0.00 0.00 58,849 60,000 60,000
17802 0117000 MOWD General Cost Pool 0.00 0.00 0.00 43,458 0 0
17603 0117000 Summer Youth Program 0.50 0.50 0.50 124,443 146,200 146,200
17404 0117000 TANF Case Mgmt/Employ/Train. 0.00 0.00 0.00 187,521 0 0
Total 228.50 249.25 222.75 $31,920,858 $37,539,752 $25,703,220
566
Capital Projects
Capital Project Funds Overview
Introduction
Denver is a great City because each generation of Denverites has enhanced our public realm with significant civic
investments. From our City Beautiful monuments to Denver’s Mountain Parks, from a world-class parks and
recreation system to our best-in-the-nation library system and cultural facilities, each generation has made a
contribution to Denver’s beauty, gracefulness, and greatness as a City. Collectively, these layers of civic assets
make Denver the place we love and choose where to live.
In 2007, the citizens of Denver recognized the urgent necessity of ongoing maintenance and repair of major capital
assets, and the critical value of civic infrastructure to the economic, aesthetic, and functional viability of the City.
In that year, they voted to dedicate 2.5 mills in increased property taxes annually to repair infrastructure as it
deteriorates. This, along with the $550 million in bonds that were also passed and the previously existing capital
revenues, is allowing the City to reverse the backlog of deferred maintenance and begin a pay-as-you-go basis for
capital maintenance.
These capital funding revenues are required to effectively manage Denver’s existing asset base. The City owns
over 300 buildings throughout Denver, ranging from Denver International Airport and the Denver Center for the
Performing Arts to neighborhood fire stations, branch libraries, recreation centers, maintenance facilities, police
stations, jails, and court facilities. There are 1,900 center lane miles of paved streets in the City (the distance from
Denver to Rhode Island); 560 bridges; over 3,000 miles of water and sewer mains; 5,100 acres of dedicated urban
parks; and 13,800 acres of mountain parks. Each year the City replaces, maintains, and adds to these assets.
The funding sources to install, maintain, and upgrade these capital improvements are diverse and include general
obligation and revenue bonds; tax increment financing; federal and state grants; certificates of participation; local
improvement districts; metropolitan districts; annual appropriations from the Winter Park, Capital Improvements,
State Conservation Trust, and Entertainment and Cultural Facilities funds; revenue from Special Revenue and
Enterprise Funds; private donations; and the new dedicated mill levy for capital maintenance.
In 2009, a major emphasis for the City capital program was timely use of new maintenance mill levy funding to
address needed level-of-service improvements. A second major point of emphasis was coordination of annually
funded capital projects and maintenance programs with the ongoing 2007 Better Denver Bond program. These
efforts will continue through 2010 and beyond.
Capital Planning and Criteria

The City charter mandates a six-year capital planning process. City agencies identify initiatives or objectives to be
accomplished within the six years and list priority projects which support those objectives. This information is
published in a document called “Denver's Six Year Capital Program”. It is the responsibility of Budget and
Management, the Mayor’s Office, and City Council to identify funding and select projects that can be undertaken
within the funds available, as well as to identify critical needs that are not currently funded and to develop plans to
address those needs.
For 2010 capital budget planning, the City leaders implemented an improved Capital Improvement Program (CIP)
process, to select both 2010 funded projects and determine a six-year plan for future project funding. The intent of
the changes is to make the capital planning process a more meaningful tool for budget planning and decision-
making—both within agencies and City-wide. Agencies continue to manage an internal process to develop
maintenance needs and discretionary project requests for submittal (including outreach to City Council), and the
Six-Year Plan continues to be fiscally constrained. However, the CIP process changes are an attempt to:
567
 Improve the transparency and communication of expected City-wide capital revenues;

 Improve the transparency and communication of the allocation of capital funds for expenditures;
 Streamline the planning and decision-making for routine annual capital maintenance while maintaining
accountability;
 Align capital discretionary spending with Cit-wide strategic goals and initiatives;
 Highlight critical initiatives that are outside the capability of annual funding and need other funding strategies.
To develop six-year capital funding recommendations, requests from all City departments are grouped into the
following three expenditure categories:
1) Contractual Payments
Payments include contractual obligations, local matches for federally funded projects, certificate of participation
(COP) financing for capital project work, ongoing partnerships, and internal budget transfers. Approximately 14
percent of current available capital revenue is committed to existing payments.
2) Annual Capital Maintenance Programs

Annual maintenance programs comprise the majority of the annual Capital Program, with the goal of maintaining
or improving current levels-of-service in all City capital assets. In each budget year, City departments make
decisions on how to allocate spending across asset categories, to meet an overall target level for maintenance
expenditures. This approach allows flexibility for Departments on how to best utilize maintenance funding across
individual asset programs, to manage service delivery. Every six years the City will assesses the capital
maintenance standards and the cost to maintain the City’s assets at an acceptable level, and adjust funding plans to
meet the revised standards. Approximately 71 percent of current available capital revenue is committed to the
City’s annual maintenance programs.
3) Discretionary Projects
Once City commitments to ongoing payments and annual maintenance are fulfilled each year, remaining capital
revenue can be directed towards “discretionary” projects (projects funded through the remaining revenue).
Approximately 15 percent of current available capital revenue is available for priority capital projects with
“discretionary” capital funds.
Budget requests for discretionary capital projects are brought to the City’s Investment Committee, representing
City-wide departmental senior management. The role of the Investment Committee is to give a broader
perspective to capital budgeting and align the capital budget with important City initiatives. Meetings occur year-
round, with a focus on the annual capital budget development in June and July. The Investment Committee is
comprised of representation from the Mayor’s Office and the following agencies: Finance, Public Works, DIA,
Parks and Recreation, General Services, Office of Economic Development, Community Planning and
Development, Department of Law, and the Denver Urban Renewal Authority (DURA).
The benefits of Investment Committee capital budget review and recommendations include:
 City-wide look at available resources and investment priorities
 Coordination with non-implementing departments and agencies (e.g. Community Planning and Development)
 Coordination with departments and agencies who implement capital projects outside of the funding typically
included in the CIP (e.g. Community Development Block Grant funding administered by the City’s Office of
Economic Development).
568
The Investment Committee uses the following criteria to prioritize projects that:
 Complete a project (or meaningful project phase)
 Leverage non-City funding
 Implement multi-departmental major plan (or plan component)
 Facilitate partnerships with regional or local jurisdictions
 Move measures (implements City-wide strategies to meet priority outcomes)
 Address one-time significant structural need or maintenance supplemental to meet minimum level-of-service.
Investment Committee recommendations are forwarded to City Council as part of the annual budget approval
process. This process includes City Council budget hearings in September of each year, and adoption of the City’s
annual budget in November.
As noted above, implementation of departmental capital plans is one criterion that Investment Committee uses to
prioritize capital project recommendations. The cornerstone of these plans is the 2000 Comprehensive Plan.
Blueprint Denver, in 2002, added the land use/transportation component for the City. In the same year, Parks
prepared The Game Plan as a strategic guide in Parks and Recreation. In 2006, Denver produced Greenprint
Denver, which identifies programs which will contribute to a more sustainable and healthy environment. Public
Works completed the City’s Strategic Transportation Plan in 2008, which refines the Blueprint plan into strategic
implementation priorities.
In addition to these large City-wide plans, City staff develop smaller condition assessments and facility plans such
as the Recreation Master Plan, Playground Master Plan, the Irrigation Study and Implementation Plan, the Parks
Restroom Master Plan, the Pavement Management Program, the Parking Master Plan, the Facility Condition Index
(in development), the Pedestrian Master Plan and the Bicycle Master Plan. These assessment studies inform
implementation programs and provide another filter for looking at capital needs.
2010 Capital Program

The City’s 2010 capital program has several components:
 Previously-appropriated capital funds. Since capital appropriations do not lapse at the end of the year but roll
forward, there will be capital expenditures in 2010 for projects authorized in previous years in many capital
funds. These rollover capital expenditures only appear in the City’s accounting system and are not detailed in
this book. The projects that are completed are closed out, and any remaining funds are rescinded and returned
to fund balance.
 Bonds and Grants. An estimate of expenditures for the remaining bond projects, along with projects funded in
the Grant/Other Capital Funds are listed in this section, along with a brief description.
 Capital appropriations from enterprise funds and internal service funds. These appropriations are shown in
the respective Agency Detail section in the operating budgets in this book and are not in this capital section.
 Proposed new annual appropriations. Project appropriations from the Winter Park, Capital Improvement,
State Conservation Trust, and Entertainment and Cultural Facilities funds are described on the following
pages, along with a financial statement on each fund. Mill levy for capital maintenance funds are identified in
the revenue schedule for the Capital Improvement Fund, and the expenditures are separately identified using
funds 34991 to 34995.
569
Overview of Capital Revenues

Annual Capital Revenues. Total base annual revenues for the following funds for 2010 are estimated to be $60.1
million. In addition, the proposed 2010 budget relies on the following one-time sources: $4.0 million in use of
fund balance; $250,000 in land sales/reimbursements; $1.9 million in investment earnings; $7.3 million from the
Highway Users Trust Fund; and $14.6 million transferred from other funds (including $4.7 million Surplus Seat
Tax, as described below). The total source of funds amounts to $88.1 million.
Winter Park Fund. Under a revised agreement, the Winter Park Ski Area will provide for annual revenues to the
City of approximately $2.0 million through 2012, after which year the annual revenues will be based on a formula.
In 2010, approximately $45,000 in investment earnings is also anticipated. Winter Park revenues must be spent on
parks and recreation projects.
Capital Improvement Fund (CIF). The sources of revenue for the Capital Improvements Fund are general
property tax, a dedicated mill for capital maintenance, interest earnings, a portion of the Highway Users Trust
Fund (HUTF), transfers from other funds (on occasion), the sales of assets, and reimbursements. The 2010
projected amount available for appropriation is $73.4 million. This represents $24.1 million in general property
tax; $28.1 million dedicated mill levy for maintenance; $7.3 million in HUTF; $2.3 million use of fund balance;
$1.5 million in investment earnings; $9.9 million in transfer from the General Fund for Technology Services; and
$250,000 in reimbursements and real estate sales.
State Conservation Trust Fund (SCTF). The City receives a share of the lottery funds generated by the state.
Based on Denver’s population, the City should receive approximately $5.8 million from the State in 2010,
according to estimates made by the Colorado Division of Local Government. Additionally, the fund will earn
approximately $240,000 in interest. The 2010 appropriations from this fund also rely on use of $183,000 in fund
balance. These revenues must be spent on parks and recreation projects.
Entertainment and Cultural Capital Facilities Fund. This fund, alternatively known as the Surplus Seat Tax
Fund, derives its revenue from a transfer of seat taxes that are in excess of the annual debt service payments. A
seat tax of 10 percent is charged on tickets at the following facilities: the Coliseum, Red Rocks, Denver Arts
Complex, Denver Botanic Gardens, and the Convention Complex. Revenues are first applied to the retirement of
Excise Tax Debt on the Buell Theatre. Anticipated net revenues for 2010 are $4.7 million.
Highlights of Annually Appropriated Capital Projects
Capital Repair and Rehabilitation
 The third year of funding from the Capital Maintenance Mill Levy will provide $28.1 million, augmenting the
regular capital asset maintenance programs, such as recreation center rehabilitation, street repaving, traffic
signal reconstruction, faded signs replacement, and public art restoration. Major park project rehabilitations in
2010 funded through the maintenance mill levy include Washington Park Ditch erosion repair and Eisenhower
Park irrigation replacement.
 For public buildings, continuing to concentrate repair monies on systems that are critical to the integrity of
buildings and facilities, such as boilers, mechanical systems, electrical systems, roofs, structural features, pool
filters, and life safety including the facilities at the Zoo, Art Museum, Botanic Gardens, and Museum of
Nature and Science. In 2010, annual capital funds will also be used for major building rehabilitation at the
McNichols Building and City and County Building.
 Making a significant appropriation to repairing or rehabilitating walkways in the City’s parks.
 Continued funding for the unimproved alley program, towards completion of the 10-year program.
570
Infrastructure to support economic development, neighborhoods, and cultural/entertainment venues.
 Construction of Munroe Elementary sidewalk improvements.
 City contributions to construction of the Union Bridge and Yale/Syracuse improvements.
 Implementation of the Swansea Park Master Plan Improvements
 Upgrades to existing dog parks
 Red Rocks Circulation Study and Roadway improvements.
 Design and study for future transportation improvements, including I-25/Broadway access improvements,
Federal Blvd. reconstruction (5th to Alameda), Downtown Circulator build-out associated with FasTracks,
River North road and park improvements, Evans Station pedestrian and bicycle accessibility improvements,
and Cherry Creek neighborhood traffic planning.
 Design for future parks improvements, including City Park Destination Playground Design.
Infrastructure supporting sustainability.
 Continuing to make changes in infrastructure that favor multi-modal options for citizens, such as construction
of a pedestrian bridge on the Bear Creek trail, and construction of the Colorado Center bicycle/pedestrian
bridge.
 Continued funding for Energy Conservation programs in General Services and Parks, which target inefficient
systems for replacement with energy-saving improvements (including HVAC and lighting).
 Funding for a Denver Zoo Re-Use Pump Station, to distribute Denver Water recycled water.
 Funding for City-wide parks water conservation program.
Bond-Funded Capital Improvement Projects
Work commenced in 2008 on the Better Denver bond program, and has progressed steadily through 2009. Of the
215 total bond projects, 46 projects were in planning stages, 64 were in design, 36 were under construction, and 18
had been completed as of April 2009. Projects underway include the new animal shelter, crime lab, and police
traffic operations center and firing range, and Stapleton and Green Valley Ranch libraries. Several large pavement
replacement and rehabilitation projects are completed, and renovation of the Permit Center will be completed in
2009. Over $70 million of the $550 million is projected to be spent in 2009 and $148 million is planned to be
spent in 2010.
The Justice Center is under construction, using 2005 bonds. The downtown justice center campus will be
completed by 2010. The second phase (housing at the Smith Road facility) is scheduled for completion in 2012.
In 2009, the remaining $26.5 million of the 1999 bond authorization for the Denver Zoo was issued as a portion of
the 2009A General Obligation bonds. The proceeds were transferred to the Denver Zoo.
571
Of the 139 projects in the 1998 bond program, all except the Vanderbilt Park rehabilitation (to be done in
conjunction with Cherokee Development) and a 1% for art roadway project will have been completed at the end of
2009.
The convention center roof over the old section was replaced in 2008 using maintenance reserves from the 1989
convention center excise tax bonds.
Schedule 36000 and 37000 lists each of the major bond projects and shows 2007 actual expenses, 2008 estimated
expenditures, and 2009 projected expenditures.
Grant/Other Capital Projects
The capital projects budgeted in the Grant/Other Capital fund are for that portion of a project which is funded by
State funds, private monies, and/or Federal grants. Proceeds coming directly to the City from a sale/lease-back
certificate of participation are also assigned to this fund series. These projects are authorized by ordinance as
needed throughout the year and are not included in the annual budgeting process. A list of currently budgeted
projects–with their 2008 actual expenditures, 2009 estimated expenditures, and 2010 projected expenditures–is
included in this section in Schedule 38000, followed by a narrative description of each project.
572
Capital Projects - All Funds
Capital Projects Expenditure Summary By Fund
$281.13 Million
Grant/Other Capital Funds ($22.79) Winter Park Capital Fund ($2.08)

Capital Improvements State Conservation Trust (Lottery)
Fund ($67.62) Funds ($5.92)
Entertainment and Cultural

Capital Projects Funds
($4.69)
Bond Project Funds ($178.04)
($ in Millions)
Source: Capital Projects - Schedules 30001, 31000, 350001, 36000, 37000, 38000, 39000
573
Capital Projects - All Funds
Capital Projects Expenditure Summary By Department
$281.13 Million
Cultural ($26.12)
Parks & Recreation
($53.65)
General
Government Public Works
($46.22) ($153.8)
Health & Human

Services ($1.34)
($ in Millions)
Source: Capital Projects - Schedules 30001, 31000, 35000, 36000, 37000, 38000, 39000
574
Capital Projects Summary
Excluding Grant/Other Capital and Bond Project Funds
($ in thousands)
Revenues, Expenditures, and Changes in Fund Balance

(For Budgetary Purposes Only)
2008 2009 2010

Actual Revised Recommended
Financial Resources
Property Tax $22,783 $23,722 $24,126
Property Tax for Maintenance 24,926 25,236 28,100
Highway Users Trust Fund 1,100 2,200 7,300
Colorado State Grant 5,818 5,471 5,800
Investment Earnings (interest) 2,987 1,578 1,869
Winter Park Payments 2,028 2,028 2,028
Reimbursements/ Sales 3,047 2,702 250
Transfers 12,726 16,268 14,692
Total $75,415 $79,205 $84,165
Uses of Resources
Expenditures/Appropriations $47,272 $52,025 $51,380
Exp/Approp for Property Tax Mtce 25,139 25,537 28,920
Supplementals/Rescissions (1,916) 776 0
Pending Rescissions-Property Tax 0 (1,048) 0
Pending Rescissions-Mtce Prop Tax 0 (820) 0
Transfers (labor) 3,000 3,000 4,000
Appropriation Transfers 1,188 0 0
Contingency 0 500 1,937
Total $74,683 $79,970 $86,237
Net Increase (Decrease) in

Fund Balance $732 ($765) ($2,072)
575
Winter Park Parks and Rec Capital Fund Summary
Schedule 30001
($ in thousands)

2008 2009 2010

Financial Resources
Winter Park Payments $2,028 $2,028 $2,028
Investment Earnings (interest) 106 42 45
Other Transfers 0 0 0
Total $2,134 $2,070 $2,073
Uses of Resources
Supplementals/Rescissions (9) (50) 0
Contingency 0 0 0
Total $2,236 $2,075 $2,075

Fund Balance ($102) ($5) ($2)
Fund Balance (Unreserved) January 1 $133 $31 $26
Fund Balance (Unreserved)

December 31 $31 $26 $24
576
Capital Projects
Winter Park Parks and Recreation Capital Fund Projects
2010
Projects Recommended
Department of Parks and Recreation
30110-7011102 Community Parks Projects $800,000

RJ002 Swansea Park Improvements $500,000
RK002 Cranmer Park Sundial Plaza Restoration 300,000
30040-7011102 Mountain Parks Projects $825,000
RC454 Mtn. Parks Improvement Projects $475,000
RK454 Red Rocks Circulation Study & Improvements 350,000
30125-7011102 Parkways/Streetscapes $100,000
RK006 Historic Speer Median Maintenance/Safety Plan $100,000
30035-7011102 Trail Projects $50,000
RJ008 Citywide Bridges $50,000
30015-7011102 Parks Debt Payments/Partnerships $300,000
RZ048 City Park Electric Fountain Restoration Payment $300,000
Total Department of Parks and Recreation $2,075,000
Total Winter Park Projects $2,075,000
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Winter Park Projects
Project Description by Agency
Under a 2002 agreement with Intrawest, the operators of the Winter Park Ski Resort, the City receives $2 million
annually from the resort. After 2011, the City will be eligible to receive additional participation royalties.
All funds received into the Winter Park Parks and Recreation Capital Fund are restricted to capital repair and
rehabilitation of existing park and recreation facilities.
Community Parks Projects

Swansea Park Improvements. Funding will be used for Phase 1 rehabilitation and park improvements at the south
end of the park (including playground replacement), as recommended in the recently completed Swansea Park
Master Plan.
Cranmer Park Sundial Plaza Restoration. The project includes stabilizing the plaza foundation, new masonry,
repairs to the Sundial, and reconstruction of the terrazzo panorama panel. This City funding is intended to leverage
grant and private funds.
Mountain Parks Projects

Mountain Parks Improvement Projects. Funding will be used for repair and maintenance of Denver Mountain
Parks facilities, including installation of a fire suppression system and ADA compliant restroom at Pahaska Teepee
and water supply improvements at Daniels Park.
Red Rocks Circulation Study & Improvements. Funding will be utilized to repave approximately half (2.5 miles)
of the park roads and complete a comprehensive plan for trails in Red Rocks Park, including access and parking
adjacent to the trails.
Parkways/Streetscapes
Historic Speer Median Maintenance/Safety Plan. Funding will be used to conduct a historic study that will
evaluate critical landmark status and major maintenance issues, as well as set design standards and guidelines.
Trail Projects
City-wide Bridges. Funding will be used for routine annual City-wide maintenance and repairs on bridges located
in parks and City-wide trails.
Parks Debt Payments/Partnerships

City Park Electric Fountain Restoration. This is the final repayment to the Department of Public Works
Wastewater Management Division for funding utilized to complete restoration of City Park’s Electric Fountain in
2008. Total amount of reimbursement to Public Works is $500,000.
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Capital Improvements Fund Budget Summary
Schedule 31000
($ in thousands)

2008 2009 2010

Financial Resources
Property Tax $22,783 $23,722 $24,126
Property Tax for Maintenance 24,926 25,236 28,100
Investment Earnings 2,304 1,205 1,460
Other (Reimbursements/ Sales) 3,047 2,702 250
Highway Users Trust Fund 1,100 2,200 7,300
Transfer from GF for Tech Services 5,803 10,550 10,007
Other Transfers 214 1,101 0
Total $60,177 $66,716 $71,243
Uses of Resources
Exp/Approp for Property Tax Mtce 25,139 25,537 28,920
Supplementals/Rescissions (2,019) 623 0
Pending Rescissions-Property Tax 0 (1,048) 0
Pending Rescissions-Mtce Property Tax 0 (820) 0
Contingency 0 500 1,937
Transfers (labor) 3,000 3,000 4,000
Other Transfers 1,188 0 0
Total $59,092 $64,572 $73,557

Fund Balance $1,085 $2,144 ($2,314)

January 1 ($915) $170 $2,314

December 31 $170 $2,314 $0
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Capital Projects
Capital Improvements Fund Projects
2010
Art Museum
34070-1200102 Art Museum Capital Projects $150,000
ZG100 Replace Glass Doors and Windows $150,000
34995-1200102 Art Museum Capital Rehabilitation Mill Levy Projects $150,000
ZG100 Art Museum Maintenance $150,000
Total Art Museum $300,000
Museum of Nature and Science

34030-1000102 Museum of Nature and Science Capital Projects $200,000
ZF100 Museum of Nature and Science Maintenance $200,000
Total Museum of Nature and Science $200,000
Denver Zoo
34080-7011102 Denver Zoo Capital Projects $188,000
ZZ303 Zoo Re-Use Pump Station $188,000
34995-7011102 Zoo Capital Rehabilitation Mill Levy Projects $150,000
ZZ303 Zoo Repairs $150,000
Total Denver Zoo $338,000

34050-0116102 DOCA Capital Projects $135,540
ZZ401 Public Art Maintenance $100,000
ZK100 Police Administration Building Art Completion 35,540
34995-0116102 DOCA Capital Rehabilitation Mill Levy Projects $150,000
ZZ401 Public Art Maintenance $150,000
Total Denver Office of Cultural Affairs $285,540
Finance, Department of
33080-2540102 Treasury Capital Project Rental Payments $1,164,040
ZC930 Parkfield Fire Station Payment $471,780
ZC931 Park Avenue Service Center Payment 235,890
ZC932 Museum of Nature and Science Garage Payment 400,000
ZC935 Lowry Child Care Center Payment 56,370
34060-2501102 Real Estate $445,400
ZJ100 Property Planning & Evaluation $150,000
ZK100 Election Division Tenant Finishes - Permit Center 295,400
Total Department of Finance $1,609,440
33020-6506102 Environmental Health Capital Projects $1,341,460
EI100 Denver Health Clinic Remodel $220,000
EK100 Denver CARES Holding Cell Doors 65,400
EK100 Radium Streets Repayment 1,056,060
Total Environmental Health $1,341,460
580
Capital Projects
2010
Projects (Continued) Recommended
Public Works, Department of

31015-5011102 Public Works Payments $1,191,000
PK021 Yale/Syracuse Improvements $425,000
PH035 56th Avenue/Quebec St. Improvements 766,000
31020-5011102 Public Works Matching Funds $2,400,000
PJ009 Colorado Center Bike/Pedestrian Bridge $1,600,000
PK009 TREX: Union Bridge Completion Match 500,000
PZ027 Traffic Signal Federal Match - SHO/SHE/HES 200,000
PZ029 Signal System/ITS Match 100,000
31025-5011102 Public Works Annual Programs $12,700,000
PA002 Street Name Signs $300,000
PA066 Signal System Conduit, Cable, Electronics 400,000
PC022 Intersection Safety Improvements 200,000
PH008 Parking Garage Maintenance 150,000
PZ034 Bridge Programmed Maintenance/Replacement 1,000,000
PZ035 Bridge and Viaduct Emergency Repairs 350,000
PZ036 Concrete Street and Alley Repair Program 300,000
PZ037 Traffic Signal Reconstruction/New Construction 3,200,000
PZ038 Curb and Gutter 1,000,000
PZ041 Street Rotomill and Overlay Program 4,350,000
PZ043 Curb Ramps 750,000
PZ045 Faded Signs 300,000
PZ047 Traffic Signal Loop Reconstruction 50,000
PZ128 Transportation Management Center Program 150,000
PH005 Parking - Neighborhood Transition Improvements 50,000
PJ080 Pavement Management Program 150,000
34993-5011102 Public Works Capital Rehabilitation Mill Levy Projects $20,000,000
PH008 Parking Garage Maintenance $150,000
PZ034 Bridge Programmed Maintenance/Replacement 2,000,000
PZ037 Traffic Signal Reconstruction/New Construction 3,100,000
PZ038 Curb and Gutter 1,000,000
PZ041 Street Rotomill and Overlay Program 8,000,000
PF033 Unimproved Alley Program 2,100,000
PZ043 Curb Ramps 750,000
PZ045 Faded Signs 1,200,000
PI008 Pavement Markings 1,600,000
PZ047 Traffic Signal Loop Reconstruction 50,000
PZ128 Transportation Management Center Program 50,000
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Capital Projects
2010
31035-5011102 Public Works Studies/Implementation Projects $5,549,000

PK002 I-25/Broadway Access Improvements $3,000,000
PK003 Federal Blvd. (5th Ave. to Holden Place) 1,500,000
PK007 Downtown Circulator Enhancements Concept Design 250,000
PK008 River North Conceptual Design Study 150,000
PK010 Evans Station Ped/Bike Enhancement Study 165,000
PK014 Munroe Elementary Sidewalk/Safety Improvements 134,000
PK022 Cherry Creek Transportation Study 50,000
PJ073 Project Development - FasTracks 150,000
PJ075 Project Development - Strategic Plans & Studies 150,000
Total Department of Public Works $41,840,000
General Services, Department of

Facility Planning and Management, Division of
34991-3080102 Structures and Grounds Capital Rehabilitation Mill Levy Projects
GJ401 Structures and Grounds Annual Program $1,568,620
Arie P. Taylor Building Stair Repair/Replace $71,250
Broadway Branch Library Parking Lot Restoration 73,200
Central Library Roof Replacement 440,000
DPAC Garage Trench Drain 78,370
Fire Station Concrete Repair 100,000
PAB Concrete/Parking Structure Repair 210,000
Miscellaneous Minor Projects 595,800
34991-3080102 Building Systems Capital Rehabilitation Mill Levy Projects
GJ402 Building Systems Annual Program $1,218,630
City-wide Fire Panel Replacement $80,000
City-wide Garage Door Replacment 100,000
DPAC Garage Fire Sprinkler 130,630
Fire Station Mechanical Facilities 107,630
DPD District 6 Station Video Surveillance System 83,600
Cherry Creek Transfer Station Hotline Panels 83,600
33064-3080102 Building Interiors Capital Projects
GJ403 Building Interiors Annual Program $35,390
Miscellaneous Minor Projects $35,390
34991-3080102 Building Interiors Capital Rehabilitation Mill Levy Projects
GJ403 Building Interiors Annual Program $416,360
Fire Station Shower, Kitchen & Bathroom Remodel $71,250
Webb Building Capital Repairs 200,000
582
Capital Projects
2010
33067-3080102 Other General Repairs/Rehabilitation $1,900,000

GJ300 City and County Building Space Reallocation $1,800,000
GJ406 Reserve for Emergency Projects 100,000
34991-3080102 Other General Repairs/Rehabilitation Mill Levy Projects $1,341,000
GK411 City and County Building Maintenance 841,000
GK412 McNichols Building Demolition and Stabilization 500,000
33068-3080102 Studies and Capital Planning $220,000
GK407 County Jail Facility Assessment $20,000
GJ408 Energy Conservation Projects 200,000
Total Facilities Planning and Management $6,700,000
Theatres and Arenas, Division of

34080-3050102 Theatres and Arenas Capital Projects $345,000
GJ804 Auditorium Structure and System Improvements $150,000
GJ807 Convention Center Interior Improvements 195,000
34995-3050102 Theatres and Arenas Capital Rehabilitation Mill Levy Projects $695,000
GJ801 DPAC Capital Projects
Structure and System Improvements $350,000
Signage/Wayfinding Improvements 100,000
GJ803 Buell Theatre Capital Projects
Building Structure and Systems Improvements $200,000
Building Interior Improvements 45,000
34090-3050102 Theatres and Arenas Debt Payments $702,750
GJ001 Red Rocks Payment $702,750
Total Theatres and Arenas $1,742,750
Parks & Recreation, Department of

34992-7011102 Parks & Recreation Capital Rehabilitation Mill Levy Projects
RJ010 Parks & Recreation Mill Levy Program $3,230,000
City-wide Park Walks Rehabilitation $602,000
City-wide Recreation Center Rehabilitation 790,000
City-wide Turf Restoration 253,000
City-wide Median Rehabilitation 250,000
City-wide Parks Rehabilitation 260,000
City-wide Asphalt/Concrete Repairs 75,000
City-wide Furnishings 50,000
RI026 Washington Park Ditch Erosion Repair 400,000
RK002 Eisenhower Irrigation Replacement 550,000
Total Parks and Recreation $3,230,000
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Capital Projects
2010
Community Planning & Development, Department of

34030-1000102 Community Planning & Development Capital Projects $25,000
ZA901 Demolish Hazardous Structures $25,000
Total Community Planning & Development $25,000
Technology Services
34080-3070102 Technology Services Capital Projects $10,007,000
ZI902 Technology-related Improvement Projects $8,307,000
ZI904 Replacement of User Components 700,000
ZI905 Replacement of Infrastructure and Network Components 1,000,000
Total Technology Services $10,007,000
Subtotal of Capital Improvements Fund Appropriations $67,619,190
Transfers from CIP $4,000,000

31000-9901000 CIP Project Management Transfer -Parks & Rec $1,000,000
31000-9901000 CIP Project Management Transfer 3,000,000
Subtotal of CIP Transfers $4,000,000
Total of Appropriations and Transfers from CIP $71,619,190
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Art Museum
Art Museum Capital Projects
Replace Glass Doors and Windows. Funds will be used towards replacement of single pane windows original to
the building, to decrease condensation resulting from the Museum's humidity requirements for its collection.
Art Museum Capital Rehabilitation Mill Levy Projects
Art Museum Maintenance. Funds will be used for ongoing maintenance and rehabilitation projects, including
North Building roofing repairs and third floor remodeling.
Museum of Nature and Science

Museum of Nature and Science Capital Projects
Museum of Nature and Science Maintenance. Funds will be used for ongoing maintenance and rehabilitation
projects, including skylight replacement in the northeast atrium and lighting upgrades in the parking garage and
boiler building.
Denver Zoo
Zoo Capital Rehabilitation Mill Levy Projects
Zoo Re-Use Pump Station. Funding will be used to install one pump station and approximately 2,500 linear feet of
pipe for the distribution of Denver Water recycled water.
Zoo Repairs. Funds will be used for maintenance and rehabilitation projects at the Denver Zoo, including perimeter
fence replacement, roof repairs and irrigation system replacement.
DOCA Capital Projects

Public Art Maintenance. Funds will be used to perform on-going maintenance for the City's art collection.
Police Administration Building Art Completion. Funds will be used to fulfill Public Art Program requirements
for a past project for the Police Administrative Building (PAB). Funds will be spent on an integrated art project in
the vicinity of the PAB plaza or adjacent public buildings on the site.
DOCA Capital Rehabilitation Mill Levy Projects

Public Art Maintenance (see description above).
Treasury Capital Project Rental Payments
Parkfield Fire Station Payment. This funding provides for the annual base rental payment for the Certificate of
Participation that funded the construction of the new fire station at Parkfield, in northeast Denver, and two apparatus.
585
Park Avenue Service Center Payment. This funding provides the annual base rental payment for the remodel cost
for the Park Avenue Service Center.
Museum of Nature and Science Garage/City Payment. This funding will be used to supplement the annual rental
payment on the Museum's garage. These funds will be repaid in future years.
Lowry Child Care Center Payment. This funding is for the annual base rental payment for the remodel of the
Lowry Child Care Center.
Real Estate
Property Planning and Evaluation. This funding is for initial property planning and evaluation work for
acquisition or disposition decisions.
Election Division Tenant Finishes – Permit Center. Funds will be used to complete tenant-specific requirements
at the newly renovated building, including fixtures, furniture and equipment.
Denver Health Clinic Remodel. Funding is the final of three payments for the City's contribution to renovate the
HIV/AIDS Clinic on the fifth floor of Pavilion H.
Denver CARES Holding Cell Doors. Funds will be used for the installation of detention grade doors on twelve
isolation cells/quiet rooms used to house combative intoxicated persons.
Radium Streets Repayment. Funds will be used for the first of two repayments to the Department of
Environmental Health Enterprise Fund for management of hazardous materials associated with street reconstruction
on York St. and 23rd St.
Public Works
Public Works Payments
Yale/Syracuse Improvements. This is the City’s required share of construction funding for Yale and Syracuse
improvements and a study of Yale Avenue, as related to the Wabash Bridge under construction by Araphahoe
County and due to open in 2011.
56th Avenue/Quebec St. Improvements. Funds will be used towards the City's scheduled reimbursements to
Commerce City for improvements at the 56th Avenue/Quebec St. intersection, which were completed in 2007 to
coordinate with construction of the new Dick's Sporting Goods Park.
Public Works Matching Funds

Colorado Center Bike/Pedestrian Bridge. Funding will be used towards construction of a bicycle/pedestrian
bridge across I-25 near the Colorado Light Rail Station on the Southeast Rail Corridor.
TREX: Union Bridge Completion Match. This is a portion of the City’s $700,000 contribution to the design and
construction of auxiliary bus-only lanes and vertical pedestrian access features to enhance RTD’s bus service
connections to and from Union Avenue and the Belleview Light Rail Station. The total project cost is $9.1 million.
586
Traffic Signal Federal Match - SHO/SHE/HES. Funding will provide sufficient funds to match federal program
for traffic signal improvements.
Signal System/ITS Match. Project provides regular funding (20 percent local match) for the DRCOG
Transportation Improvement (TIP) ITS projects.
Public Works Annual Programs

Street Name Signs. This funding continues the City-wide program to replace the old, smaller street name signs
with larger signs with greater night time reflectivity.
Signal System Conduit, Cable, Electronics. Funding will be used to furnish materials that connect traffic signal
installations to the "Icons" traffic signal control system.
Intersection Safety Improvements. Funding will be used to improve intersection safety and operation efficiency.
Parking Garage Maintenance. Funding will be used to upgrade revenue control equipment and security systems
(such as gates, card readers, CCTV and computers) in City-owned parking garages. Work may also include HVAC
for attendant booths.
Bridge Programmed Maintenance/Replacement. Funds will be used to provide replacement or major

rehabilitation of existing structures. The program encompasses all structures on a programmed basis.
Bridge and Viaduct Emergency Repairs. This program uses funds for bridge/structure emergency repair and
replacement. The program encompasses all structures on an as-needed, programmed, or planned basis.
Concrete Street and Alley Repair Program. This is an annual program for necessary repairs of concrete streets
and alleys.
Traffic Signal Reconstruction/New Construction. This City-wide, annual program is to reconstruct, replace, and
upgrade traffic signals. The work program is based on the number of new, warranted signals, accidents, and
maintenance data.
Curb and Gutter. This is an annual program for the replacement of curbs and gutters City-wide.
Street Rotomill and Overlay Program. Funding is for the City-wide street rotomill and overlay program. This
annual program to maintain streets is based on optimized overlay levels determined by the Pavement Management
Program.
Curb Ramps. This annual program funds the installation of curb ramps in locations as requested and programmed
by the Commission for the Disabled.
Faded Signs. This is an annual program to replace and repair existing faded or damaged traffic and street signs.
Funds will be used to provide maintenance in a programmatic and cost effective manner.
Traffic Signal Loop Reconstruction. This is an annual program for the replacement of all loops affected by the
rotomill program.
Transportation Management Center Program. This program continues the installation of equipment for the
operation of the Intelligent Transportation Systems (ITS) and the Transportation Management Center (TMC). The
TMC handles emergency operations, event management, and congestion management.
587
Parking - Neighborhood Transition Improvements. This project will fund the study and implementation of
parking improvements for neighborhoods in transition. These improvements may include traffic control signs,
parking permit operations and public information programs.
Pavement Management Program. This is an ongoing program used to develop and prioritize street resurfacing,
maintenance, and reconstruction work programs. Key components include inventory, condition assessment, and
optimization analysis. Funding is used for consultant services, hardware and software maintenance and upgrades,
and biannual data collection and conversion.
Public Works Capital Rehabilitation Mill Levy Projects
Unimproved Alley Program. This program funds subgrade preparation and paving of unimproved alleys with a
maintenance surface (typically, 4 inch asphalt) to address existing drainage and serviceability issues in unimproved
alleys. This program is not intended as a replacement for construction of new concrete alleys as the City standard.
Pavement Markings. This annual program provides installation of permanent pavement markings compliant with
the Manual on Uniform Traffic Control Devices (MUTCD).
Mill levy funding will also be allocated to the following programs (see descriptions above):
 Parking Garage Maintenance

 Bridge Programmed Maintenance/Replacement
 Traffic Signal Reconstruction/New Construction
 Curb and Gutter
 Street Rotomill and Overlay Program
 Curb Ramps
 Faded Signs
 Traffic Signal Loop Reconstruction
 Transportation Management Center Program
Public Works Studies/Implementation Projects

I-25/Broadway Access Improvements. Funds will be used for concept design of a recently completed environmental
impact study for infrastructure improvements near redevelopment of the Gates property. The total project is envisioned
to construct new ramps at the I-25 and Broadway interchange, provide multi-modal access to the Broadway Light Rail
Station, and reconstruct portions of Mississippi Avenue.
Federal Blvd (5th Ave. to Holden Place). Funds will be used towards development of a design-build Plan
Specifications & Engineers Estimate (PSE) required to move forward to acquire necessary right-of-way and future
construction. This project continues north from the Federal Boulevard Reconstruction Project (Alameda to 5th
Avenue) currently underway.
Downtown Circulator Enhancements Concept Design. Funds will be used for a concept design study required to
determine the scope of work, cost, alignment, ridership and design and construction timelines to expand the existing
downtown shuttle service to include Bus Rapid Transit lanes on 18th and 19th streets (from Broadway to Denver
Union Station) and construct a new turnaround and station facility at 12th and Acoma.
588
River North Conceptual Design Study. Funds will be towards a conceptual design study for future improvements
along the South Platte River, as specified in the River North Greenway Master Plan. Funding will also allow for the
exploration of the relocation and design of Arkins Court and the conceptual design of the potential new parkland
adjacent to the proposed relocation.
Evans Station Pedestrian/Bike Enhancement Study. Funds will be used to complete a feasibility study of
potential alternatives to improve pedestrian and bicycle connectivity between the Platte River Greenway Trail, the
Evans Light Rail Station on the Southwest Corridor, and the upcoming federally funded project at the intersection of
Evans Avenue and Broadway (including sidewalk improvements from Broadway to Delaware Street).
Munroe Elementary Sidewalk/Safety Improvements. Funds will be used to widen existing sidewalks, construct
new sidewalks, and install pedestrian ramps in the vicinity of Munroe Elementary to improve pedestrian safety and
access to the school.
Cherry Creek Transportation Study. Funds will be used for a transportation study to assess the impacts of traffic
to and through the Cherry Creek neighborhood in a larger context. The study will be coordinated with the Cherry
Creek Neighborhood Plan update currently underway.
Project Development - FasTracks. This funding is for mid-year programming needs arising from planning and
implementation of the FasTracks system, including corridor alignment and transit station traffic/parking issues. In
2010, funding will be used to complete the City’s $300,000 commitment to the 16th Street Plan.
Project Development – Strategic Plans and Studies. This funding will be used for mid-year programming
needs for strategic plans, corridor studies, and master plans.
General Services
Facilities Planning and Management
Structures and Grounds Capital Rehabilitation Mill Levy Projects
Arie P. Taylor Building Stair Repair/Replace. Funds will be used to repair and replace both the main and side
stairs, to address foundation issues.
Broadway Branch Library Parking Lot Restoration. Funds will be used to repave and repair curbing of the
Broadway Branch Library parking lot.
Central Library Roof Replacement. Funds will be used to replace over 12,000 square feet of roofing on six roof
sections of Central Library, including Energy Star reflective and R-30 insulation.
DPAC Garage Trench Drain. Funds will be used to add a trench drain with grate on the 7th level of the DPAC
garage at the bottom of the pedestrian walk island to help divert water on the walkway.
Fire Station Concrete Repair. Funds will be used to repair paved or concrete surfaces at fire stations, including
aprons, public sidewalks and right of ways, including Fire Stations 3, 8, 12, and 30.
PAB Concrete/Parking Structure Repair. Funds will be used to continue phased structural repair of the
underground parking structure and approximately 213,000 square feet of plaza concrete.
589
Miscellaneous Minor Projects. Scheduled projects include Arie P. Taylor roof ballast, Castro Building exterior
caulking of building and windows, repair of sidewalks, curb and gutters at the Edna Oliver building, fire station
asphalt replacement and roof repair, Webb Building sidewalk and skylight repair, Permit Center sidewalk repair,
County Jail underground storage tank repair, Northeast Montessori sidewalk repair, Osage facility hotline upgrade,
PAB lighting improvements, and structures and grounds contingent funding for other needed projects.
Building Systems Capital Rehabilitation Mill Levy Projects
City-wide Fire Panel Replacement. Funds will be used to replace fire panels that have reached the end of their
four year lifecycle, as required by the Denver Fire Department.
City-wide Garage Door Replacement. Funds will be used to replace garage doors on maintenance facilities based
on a 10-12 year plan on door replacements.
DPAC Garage Fire Sprinkler. Funds will be used to reconfigure fire sprinkler piping and install new smaller
clapper valves to accommodate the installation of backflow preventers.
Fire Station Mechanical Facilities. Funds will be used to replace older boilers and add radiant heat to Fire
Stations 8, 19, and 27, and other stations as needed.
DPD District 6 Station Video Surveillance System. Funds will be used to replace the video surveillance and
recording security system.
Cherry Creek Transfer Station Hotline Panels. Funds will be used to refeed hotline panels for 110
volts, to accommodate new trucks equipped with 110V block heaters.
Miscellaneous Minor Projects. Scheduled projects include Arie P. Taylor Building electrical service, Denver
Performing Arts Complex fire sprinkler reconfiguration and replacement of emergency lighting, Roslyn Complex
Building 5 fire panel replacement, replacement of the MUA unit, fire alarm horns and strobes at the Roslyn
Complex, Roslyn Complex Building G heating upgrade, Denver Police District 6 access control system, entrance
modifications at the Webb Building, and building systems contingent funding for other needed projects.
Building Interiors Capital Projects

Miscellaneous Minor Projects. Scheduled projects include Webb Customer Service Improvements and building
interiors contingent funding for other needed projects.
Building Interiors Capital Rehabilitation Mill Levy Projects

Fire Station Shower, Kitchen and Bathroom Remodel. Funds will be used to rehabilitate Fire Department
shower facilities, kitchens and bathrooms in Stations 4, 8 and 28, and other locations as needed.
Webb Building Capital Repairs. Funds will be used for capital repairs including life safety repairs or
improvements, elevator upgrades, refurbishment of stone, and repairs to common areas.
Miscellaneous Minor Projects. Scheduled projects include the County Jail maintenance pit lift, replacement of fire
station carpet and floor covering, and building interiors contingent funding for other needed projects.
590
Other General Repairs/Rehabilitation
City and County Building Space Reallocation. Funds will be used for the relocation, allocation and
reconfiguration of customer service, offices, courts, and storage space in the City and County Building once courts
relocate from the City and County Building to the Justice Center.
Reserve for Emergency Projects. Funding is reserved as contingency for major unprogrammed emergency issues
or building needs.
Other General Repairs/Rehabilitation Mill Levy Projects
City and County Building Maintenance. Funds will be used for ongoing repair and rehabilitation, including
electrical repairs, replacement of steam pipes and valves, replacement of HVAC systems, property maintenance of
common areas, enhancement of the camera and video monitoring system, and other capital maintenance, as needed.
McNichols Building Demolition and Stabilization. Funds will be used for demolition of interior partitions and
ceilings, associated abatement, and construction of the building to a stabilized condition to prepare for future
building uses.
Studies and Capital Planning
County Jail Facility Assessment. Funding will be used to produce an assessment and prioritization of capital
maintenance and rehabilitation needs at the County Jail.
Energy Conservation Projects. In support of the City's goal to conserve energy, funds will be used to target
inefficient systems for replacement. The goal is to allow the City to achieve a one percent savings annually for a
five percent annual savings over five years. Projects may include HVAC improvements, lighting, automatic door
closures and other behavior related modifications.
Theatres and Arenas, Division of
Theatres and Arenas Capital Projects
Auditorium Structure and Systems Improvements. Funding will be used for annual stage and theatrical
improvements (including rigging systems, stage flooring, curtains, lights, orchestra pit and pit elevator), tenant
finishes for office and rehearsal space, and unanticipated repair work to the building structure and systems.
Convention Center Interior Improvements. Funds will be used to install brushes on escalators for code
compliance, to install ADA phones and provide structural support for elevators in the building, to provide ongoing
maintenance of door thresholds, and for electrical and lighting efficiency upgrades.
Theatres and Arenas Capital Rehabilitation Mill Levy Projects
DPAC Structure and Systems Improvements. Funds will be used to replace the Galleria flagstone surface with a
new material able to bear heavy equipment loads. Funds will also be used for annual roof and gutter maintenance in
all DPAC venues.
591
DPAC Signage/Wayfinding Improvements. Funds will be used to purchase and install new signage throughout
the DPAC to comply with all relevant building codes, ADA requirements, and facility patron emergency
management policies and procedures, as outlined in the Communication Arts study completed in 2008.
Buell Theatre Building Structure and Systems Improvements. Funds will be used to maintain and replace
theatrical equipment to meet Broadway performance standards, upgrade passenger elevator interior finishes,
maintain existing HVAC systems, maintain the exterior of the theatre and for structural improvements as needed.
Buell Theatre Building Interior Improvements. Funds will be used to replace existing lights with LED lighting
throughout the building, and for ongoing maintenance and repairs to the dressing rooms and back stage area.
Theatres and Arenas Debt Payments

Red Rocks Payment. Funding provides the annual payment for the Certificates of Participation (COP) for Red
Rocks Amphitheatre.

Parks & Recreation Capital Rehabilitation Mill Levy Projects
City-wide Park Walks Rehabilitation. Funding will be used for replacement of walkways throughout the park
system to improve safety and enhance accessibility.
City-wide Recreation Center Rehabilitation. Funding is used for annual repair and maintenance of recreation
center facilities.
City-wide Turf Restoration. Funding is for routine turf restoration and replacement in parks throughout the City-
wide park system.
City-wide Median Rehabilitation. Funding is for routine repair and maintenance of medians, including turf
replacement and irrigation repairs.
City-wide Parks Rehabilitation. Funding will be used throughout the year for unforeseen Parks projects that need
immediate attention.
City-wide Asphalt/Concrete Repairs. Funding will be used for routine annual repairs and maintenance of park
roads, parking lots, and paths City-wide.
City-wide Furnishings. Funding will be used for replacement of deteriorated or damaged park furnishings,
including benches and trash receptacles.
Washington Park Ditch Erosion Repair. Funds will be used to address critical erosion-related repairs to the City
Ditch in Washington Park.
Eisenhower Irrigation Replacement. Funds will be used to design and construct a full rehabilitation of the
Eisenhower Park irrigation system, to improve maintenance and operations.
592
Department of Community Planning & Development
Demolish Hazardous Structures. Funds will be used for the demolition of vacant, derelict, or abandoned property
that pose a hazard to the general population of the City and County of Denver, in accordance with Chapter 33, Section
3303 of the current building code.
Technology Services
Technology-related Improvement Projects. Funding provides for information technology projects and
associated equipment, software, and professional services for General Fund agencies. Revenue for this program
comes from a General Fund transfer.
Replacement of User Components. Funding provides for the scheduled replacement of desktop and laptop
computers as well as other end user components such as monitors and printers for General Fund agencies.
Revenue for this program comes from a General Fund transfer.
Replacement of Infrastructure and Network Components. Funding provides for the replacement of servers,
routers and other hardware, software and tools necessary to maintain the City's network infrastructure. Revenue
for this program comes from a General Fund transfer.
Transfers from CIP

CIP Project Management Transfer. Salaries for project staff in Public Works Capital Project Management and
Facilities Planning and Management, as well as Parks Planning, are budgeted in the General Fund. To better account
for the true cost of a project, the City allocates the cost of those salaries to the capital fund. The total project staff
costs for capital projects are estimated on an annual basis and transferred from CIP to the General Fund. Only
Enterprise Fund projects and projects that are financed (bonds and certificates of participation) are actually billed for
planning and project management services.
593
State Conservation Trust Fund Budget Summary
Schedule 35000
($ in thousands)

2008 2009 2010

Financial Resources
Colorado State Grant $5,818 $5,471 $5,800
Investment Earnings (interest) 380 214 240
Other 0 0 0
Total $6,198 $5,685 $6,040
Uses of Resources
Supplementals/Rescissions (38) 203 0
Contingency 0 0 0
Total $6,097 $6,525 $5,919

Fund Balance $101 ($840) $121
Fund Balance (Unreserved) January 1 $922 $1,023 $183

December 31 $1,023 $183 $304
594
Capital Projects
State Conservation Trust Fund (Lottery) Projects
2010
Parks and Recreation, Department of
35015-7011102 Parks Debt Payments/Partnerships $585,900
RZ037 Parks Maintenance Headquarters Payment $126,900
RJ007 UDFCD Trail Development/Drainage Projects 100,000
RJ007 Sand Creek Greenway 25,000
RH054 Gates Tennis Center Reconstruction Payment 334,000
35035-7011102 Trail Projects $560,000
RK008 Bear Creek Pedestrian Bridge $250,000
RJ008 City-wide General Trail Improvements 310,000
35105-7011102 Regional Parks Projects $175,000
RK001 City Park Destination Playground Design $100,000
RK001 Civic Center Irrigation Design 75,000
35110-7011102 Community Parks Projects $250,000
RJ002 Gulch Park Improvements $250,000
35120-7011102 Natural Areas Projects $375,000
RJ004 City-wide Natural Areas Improvements $375,000
35130-7011102 Parks Facilities Projects $2,115,000
RJ009 City-wide Structure Rehabilitation $500,000
RJ009 City-wide Fountains Repairs 100,000
RJ009 City-wide Courts Rehabilitation 100,000
RJ009 City-wide General Pool Rehabilitation 575,000
RK090 City-wide Playground Rehabilitation 390,000
RK009 Existing Dog Park Upgrades 200,000
RK009 Park Maintenance Headquarters Improvements 250,000
35135-7011102 Parks Infrastructure Response Programs $845,000
RJ010 City-wide ADA Upgrades $25,000
RJ010 City-wide Athletic Fields 200,000
RJ010 City-wide Signage Program 65,000
RJ010 City-wide Sustainability 75,000
RJ010 City-wide Tree Program 200,000
RJ010 City-wide Water Conservation 280,000
35055-7011102 Parks Cultural Institution Projects $150,000
ZZ303 Zoo Repairs $150,000
Total Department of Parks and Recreation $5,055,900
35015-2450102 Parks Debt Payments $863,220
RZ083 Commons Park Land Payment $863,220
Total Department of Finance $863,220
Total Lottery Projects $5,919,120
595
State Conservation Trust Fund (Lottery) Projects
Parks Debt Payments/Partnerships
Parks Maintenance Headquarters Payment. Funds are for annual base rental payment for the purchase of the
Jason Street maintenance facility. The City will acquire full ownership at the end of the lease/purchase term.
UDFCD Trail Development/Drainage Projects. Funds will be used for annual match with Urban Drainage &
Flood Control District (UDFCD) for repairs and improvements to drainageways and adjacent trail systems City-
wide.
Sand Creek Greenway. Funding is for annual multi-jurisdictional investment for Sand Creek Greenway
maintenance and improvements managed by Sand Creek Greenway Foundation.
Gates Tennis Center Reconstruction Payment. This is the final payment for reimbursement to the Gates Family
Foundation for the reconstruction of the Gates Tennis Center. The total reimbursement is $1 million.
Trail Projects
Bear Creek Pedestrian Bridge. Funding will be used for the construction of a bridge to improve pedestrian
circulation on one of Denver’s most heavily used regional trails.
City-wide General Trail Improvements. Funding is for routine trail maintenance and repairs throughout the City-
wide trail system, including the Creekfront Plaza, and concrete step repairs and replacement of railroad bridge
decking on Cherry Creek Trail.
Regional Parks Projects
City Park Destination Playground Design. Funding will be used for the design of a new destination playground
to replace the existing Dustin Redd playground in City Park, which is approaching the end of its useful lifecycle.
This project is being coordinated in partnership with the Denver Zoo, the Denver Museum of Nature and Science,
and The Park People.
Civic Center Irrigation Design. Funding will complete design for full rehabilitation of Civic Center’s irrigation
system, to improve maintenance and operations.
Community Parks Projects
Gulch Park Improvements. Funding will be used to continue implementation of recommendations in the Gulch
Master Plan, including land acquisition and landscape restoration.
Natural Area Projects
City-wide Natural Areas Improvements. Funds are for necessary maintenance and improvements of the City's
expanding natural areas system, including ongoing natural area establishment at Bear Creek, Bear Valley, Hentzel
and Parkfield Parks.
596
Parks Facilities Projects
City-wide Structure Rehabilitation. Funding is for repairs and maintenance to buildings throughout the City's
park system that require immediate attention, including park maintenance headquarters.
City-wide Fountains Repairs. Funding is for annual maintenance and repairs for the park system's 15 fountains,
now including Stapleton's Central Park.
City-wide Courts Rehabilitation. Funding is for routine maintenance of basketball and tennis courts throughout
the park system.
City-wide General Pool Rehabilitation. Funding is used for capital improvements and maintenance at existing
City-wide pool facilities.
City-wide Playground Rehabilitation. Funding will be used for routine annual repair and maintenance throughout
the City's playground system, including necessary playground rehabilitation projects at Sloan’s Lake (north
playground) and Green Valley East Playground.
Existing Dog Park Upgrades. Funding will be used to upgrade existing dog park facilities, including restoration of
ground treatments and improvements to fencing, shade structures and water facilities.
Park Maintenance Headquarters Improvements. Funds are for new and upgraded facility space for Parks district
headquarters maintenance and operations staff. This project is the initial phase of an initiative to improve workplace
health, safety, security and efficiency for buildings and exterior storage areas.
Parks Infrastructure Response Programs
City-wide ADA Upgrades. Funding will be used for repairs and upgrades to park infrastructure for compliance
with ADA regulations.
City-wide Athletic Fields. Funding will be used for annual capital repairs and maintenance of athletic fields City-
wide, including sod replacement, bleacher replacement, shade structures and other minor and major replacement and
improvements on permitted athletic fields.
City-wide Signage Program. Funding will be used to provide new interpretive and regulatory signs, replace
deteriorated signage and maintain existing signs throughout the City's park system.
City-wide Sustainability. Funding will be used for grant matches and pilot programs to utilize 'green' and
sustainable methods and technology in capital projects throughout the City's park system to advance the mission of
the City's Greenprint Denver Initiative.
City-wide Tree Program. Funding is for purchase of new replacement trees to maintain and refurbish Denver's
tree canopy and to meet program objectives of the City's Greenprint Denver Initiative.
City-wide Water Conservation. Funding will be used to continue implementation of water conservation
techniques to meet program objectives of the City's Greenprint Denver Initiative. Additionally, these funds will be
utilized by in-house irrigation repair crews to rapidly respond to irrigation problems.
597
Parks Cultural Institution Projects
Denver Zoo
Zoo Repairs. Funding will be used for maintenance and rehabilitation projects at the Denver Zoo, including
perimeter fence replacement, roof repairs and irrigation system replacement.
Parks Debt Payments
Commons Park Land Payment. Funding will be used to repay certificates of participation on Commons Park.
598
Capital Projects
Entertainment and Cultural Capital Projects

For Information Only
The manager of the Department of Finance determines the amount of surplus seat tax that is available each year
after all annual debt service payments are made on the 2003 Excise Tax Revenue Refunding Bonds. After the
Excise Tax debt service payments are made, excess seat taxes are transferred to this capital fund to be used for
specific projects at the City's entertainment and cultural facilities. These facilities include the Convention
Complex, Coliseum, Red Rocks, and the Denver Arts Complex. Annual lease payments for the portion of the
2003B Certificates of Participation attributed to the financing of the Quigg Newton Auditorium Theatre
Improvement Project are paid from this fund.
599
Schedule 39000
($ in thousands)

2008 2009 2010

Financial Resources
Transfers $6,709 $4,617 $4,685
Interest 197 117 124
Other 0 0 0
Total $6,906 $4,734 $4,809
Uses of Resources
Supplementals/Rescissions 150 0 0
Appropriation Transfer 0 0 0
Total $7,258 $6,798 $4,686

Fund Balance ($352) ($2,064) $123

January 1 $3,934 $3,582 $1,518

December 31 $3,582 $1,518 $1,641
600
Capital Projects
2010
General Services, Department of
39010-3050102 Theaters and Arenas Capital Projects
Convention Center
GJ807 Convention Center Capital Projects $1,105,000
Building Structure and Systems Improvements $1,030,000
Grounds and Landscaping Improvements 75,000
Auditorium
GJ804 Auditorium Capital Projects $100,000
Building Interior Improvements $100,000
Coliseum
GJ805 Coliseum Capital Projects $450,000
Building Interior Improvements $450,000
DCPA
GI008 Bonfils Theatre Complex Capital Projects $526,590
Miscellaneous Capital Improvements $526,590
Red Rocks
GJ806 Red Rocks Capital Projects $305,000
Building Structure and Systems Improvements $225,000
Electrical and Lighting Improvements 25,000
Road and Parking Improvements 55,000
Total Department of General Services $2,486,590
Finance, Department of
39010-2540102 Theaters and Arenas Capital Projects $1,998,930
Quigg Newton Municipal Auditorium
GE008 Auditorium Lease Payment $1,998,930
Total Department of Finance $1,998,930
Parks and Recreation, Department of

39010-7011102 Denver Botanic Gardens $200,000
ZG200 Infrastructure Repairs $200,000
Total Parks and Recreation Department $200,000
Total Entertainment and Cultural Projects $4,685,520
601
General Services
Theatres and Arenas
Convention Center
Building Structure and Systems Improvements. Funds will be used to install variable frequency drives at all fan
room locations and integrate to the upgraded EMS system. Funds will also be used to replace control devices and
electronics for the existing HVAC system, and to replace meeting room space lighting control equipment and
electronics to allow integration with the new lighting control system.
Grounds and Landscaping Improvements. Funds will be used to remove landscape and signage at the corner of
14th and Welton Street, to prepare for updated wayfinding. Funds will also be used for irrigation upgrades along
Welton and Champa Streets.
Auditorium
Building Interior Improvements. Funds will be used for service improvements at the Ellie Caulkins Opera House
in partnership with a capital grant from Centerplate, including two new permanent bars on 14th Street (to replace the
existing portable carts) and lower floor restaurant improvements.
Coliseum
Building Interior Improvements. Funds will be used for interior repair and rehabilitation at the Coliseum,
including wall surfaces, floor surfaces, catering kitchen, and dressing rooms.
Denver Center for Performing Arts (DCPA)

Bonfils Theatre Complex Capital Projects. Seat tax revenues from shows at the Bonfils Theatre Complex will be
used for capital improvements at the Bonfils Theatre Company.
Red Rocks
Building Structure and Systems Improvements. Funds will be used for annual repair and replacement needs,
including repair of handrails, masonry and flagstone, restrooms, tower roofing, and Visitor Center improvements.
Funding will also be used to begin implementation of recommendations in a recently commissioned Red Rocks
Amphitheatre master water and sewer plan.
Electrical and Lighting Improvements. Funds will be used for the annual repair or replacement of electrical
components or systems. This funding also supports annual as-needed lighting improvements, including lighting of
trails, walkways, stairways and natural formations.
Road and Parking Improvements. This funding supports the collaboration between Parks and Recreation and
Public Works on major roadway improvement projects within the Amphitheatre. The funds will be used to make
improvements to the parking lot, for patching and repairing of roadway, and other ancillary improvements to
roadways, shoulders and gates.
602
Quigg Newton Municipal Auditorium
Auditorium Lease Payment. This represents the payment on the certificates of participation, the proceeds from
which were used to remodel the Ellie Caulkins Opera House.
Denver Botanic Gardens
Infrastructure Repairs. Funds will be used to continue replacement of Conservatory Plexiglas, to maintain proper
temperature control for plant collections and energy efficiency.
603
Bond Project Funds Expenditure Summary
Schedule 36000 and 37000
2008 2009 2010
Actual Estimated Projected
Projects
Excise Tax Bonds
36080-3050102 Convention Center Expansion $580,166 $800,000 $0
1998 General Obligation Bonds
37021-7011102 General Parks Improvements $3,247 $39,988 $549,067 (a)

37023-7011102 Playground Improvements 12,925 0 0
37025-3031102 Community Center Improvements 9,000 0 0
37026-0122102 Community Center Construction 400 0 0
37034-5011102 Streetscaping 37,909 791,947 0
37037-5011102 Alley Construction 39,093 96,203 0
37040-5011102 Street Improvements 6,600 76,749 14,800 (b)

37045-1200102 Art Museum Expansion $442,679 $0 $125,230 (c)
37049-7011102 Denver Zoo 0 26,500,000 0 (d)

37072-5011102 Justice Center $2,884,887 $10,349,333 $5,572,081
37073-5011102 Justice Center 38,825,530 52,730,549 20,046,011
37074-5011102 Justice Center 4,572,287 244,915 0
37075-5011102 Justice Center 101,273,761 76,034,264 3,430,686

37105-3080102 Refurbish Existing Buildings $953,697 $2,861,303 $3,866,165
37110-3050102 Refurbish Cultural Buildings 4,599,178 15,227,803 19,753,058
37115-3080102 Health & Human Services 2,061,084 7,921,469 16,631,073
37120-7011102 Parks and Recreation Centers 3,459,936 16,292,778 42,091,359
37125-5011102 Public Safety 1,415,031 5,214,053 10,887,767
37130-5011102 Streets,Transportation, & Public Works 10,549,383 12,238,595 34,710,889
37135-5011102 Libraries 1,943,644 9,239,960 14,962,780
37140-3050102 Expansion of Cultural Facilities 728,885 3,564,174 5,400,000
$174,399,323 $240,224,085 $178,040,966
(a) Vanderbilt Park improvements were to be cost-shared with Cherokee Development. The developer's delay
on the adjacent private project has delayed this project as well. The City will proceed as soon as is practical.
(b) Art component of Quincy Ave Project
(c) In escrow pending claim
(d) New traunch in 2009 completes the electoral authorization relating to the Zoo project.
604
Grant/Other Capital Funds Expenditure Summary
Schedule 38000
2008 2009 2010
Projects Actual Estimated Projected
Theatres and Arenas

38180-3050102 GC002 Auditorium Theatre Grant $0 $99,800 $0
38186-3050102 GC002 Auditorium Theatre Grant 0 505,553 0
Facilities Planning & Management

38221-3080102 GG401 Fire Station 11 Windows $0 $84,750 $0

38081-5011102 PZ112 Local Improvement District Construction $0 $250,000 $660,000
38101-5011102 PA003 Holly Street Bridge Reconstruction 389,399 0 0
38116-5011102 PB027 State Highway 33 Improvements 9,423 178,489 572,037
38137-5011102 PB014 I-25 Slip Ramps 441,536 0 0
38140-5011102 PA018 16th Street Bridge over I-25 0 94,973 0
38144-5011102 PD003 Federal Blvd - Jewell to Louisiana 1,940,438 183 0
38147-5011102 PA058 Federal/Speer Intersection Improvement 8,899 125,098 0
38155-5011102 PD025 Traffic Signal Equipment 133,351 13,972 75,358
38168-5011102 PE008 Stapleton Capital Projects 119,476 367,452 68,502
38168-5011102 PE009 Stapleton Salary Reimbursement & Contracts 163,126 158,240 163,702
38170-5011102 PE007 Leetsdale Drive/Mississippi Ave Improvements 220,418 380,977 0
38173-5011102 PD021 I-70/SH95 (Sheridan ) Signals 14,482 0 0
38185-5011102 PZ029 North Denver Metro ITS Improvements 135,366 22,853 224,173
38187-5011102 PD005 Quincy Avenue Bikeway Improvements 291,740 308,259 0
38188-5011102 PF037 Smart Sign 16,512 12,922 0
38189-5011102 PZ029 Traffic Signal Upgrade Phase Xb 39,597 296,608 0
38190-5011102 PZ029 Traffic Signal Upgrade Phase Xa 126,112 0 0
38191-5011102 PZ027 SH30/SH40 Signals 2005-10 TIP 567,898 51,909 0
38192-5011102 PA774 Storm Detention Pond and Drainage 2,371,557 628,443 0
38196-5011102 PF500 Justice Center (Non-Bond Funding) 5,997,870 37,128 0
38197-5011102 PD007 Cherry Creek Trail/12th Ave Ramp 46,955 0 0
38203-5011102 PH018 Station Area Planning Sheridan and Decatur 31,984 791 0
38204-5011102 PH020 Station Area Planning 40th/40th 35,486 39,514 0
38205-5011102 PH019 Station Area Planning 10th & Osage 78,248 21,752 0
38206-5011102 PH021 Station Area Planning 38th Ave and Inca 41,529 13,206 0
38208-5011102 PH002 Bear Creek Trail Fenton - Lamar 0 0 475,000
38211-5011102 PH001 Colfax, Tremont, 13th, Delaware 50,976 300,000 447,522
38212-5011102 PF024 S Broadway Reconstruction - Arizona to Iowa 49,674 2,800,000 1,803,501
38213-5011102 PB018 S Broadway Yale to Wesley 374,987 55,734 82,378
38215-5011102 PH003 56th Ave Quebec to Havana 909,294 819,260 2,103,610
38216-5011102 PZ029 Traffic Signal Upgrade Phase XI 280,700 306,797 0
38223-5011102 PH046 TOD Studies and Market Analysis 20,659 0 0
38224-5011102 PH042 14th Street Initiative 39,876 0 0
38225-5011102 PH048 Station Area Planning Auraria Station 45,668 4,332 0
38225-5011102 PH047 Station Area Planning Evans Station 0 0 50,000
38228-5011102 PG100 Mitchell Elementary - Safe Routes to School 15,322 4,394 17,095
38229-5011102 PG100 Valdez Elementary - Safe Routes to School 33,971 2,842 0
605
Grant/Other Capital Funds Expenditure Summary
Schedule 38000
2008 2009 2010
Projects Actual Estimated Projected
38230-5011102 PG100 University Park Elementary - Safe Routes to School $55,487 $12,751 $0
38231-5011102 PC024 47th Ave and York Street Bike/Ped Crossing 43,805 54,024 168,821
38233-5011102 PI006 Traffic Signal Improvements (2008 SHE Program) 46,353 150,000 1,454,549
38234-5011102 PH032 Streetscape Improvements - California 0 358,000 17,000
38235-5011102 PZ029 Traffic Signal System Lower Core 0 393,850 306,150
38236-5011102 PZ029 Traffic Signal System Monaco 402,160 208,596 229,244
38237-5011102 PZ029 Traffic Signal System Design Fund 45,886 50,000 48,114
38242-5011102 PH022 I-70 and Central Park Blvd Interchange 131,378 2,304,619 1,244,138
38243-5011102 PH038 Central Platte Service Center 0 2,281,275 9,718,725
38244-5011102 PI009 CBD Traffic Signal Retiming 0 50,000 250,000
38247-5011102 PG100 Ashley Elementary - Safe Routes to School 0 0 85,061
38248-5011102 PG100 Swansea Elementary - Safe Routes to School 0 0 134,640
38252-5011102 PZ029 Traffic Signal System - Cheesman (TSSIP) 0 563,037 411,963
38255-5011102 PJ006 Colfax/Welton/Galapago 0 34,000 892,688
38256-5011102 PZ029 North Denver Metro ITS Improvement 0 284,500 284,500
38257-5011102 PJ004 South Broadway Reconstruction Asbury 0 250,000 226,273
38258-5011102 PJ005 Broadway to Evans LRT Station 0 125,000 118,395
Parks Department
38103-7011102 RZ200 City Park Electric Fountain $126,722 $0 $0
38194-7011102 RC160 Cheesman Park Assessment 4,898 0 0
38201-7011102 RC209 City-wide Playground Master Plan 23,958 0 0
38214-7011102 RZ008 Daniels Park Barn 42,800 0 0
38220-5011102 RH054 Gates Tennis Club and Court Replacement 475,605 96,706 0
38241-7011102 RA115 City Park Accessibility & Walk 112,976 64,137 0
38245-7011102 RB056 Oneida Street Bicycle Trail Ramps 0 0 350,000
38246-7011102 RJ005 Summit Lake Park 140,159 35,212 0
38249-7011102 RI180 Cherry Creek Greenway 0 725,000 0
38250-7011102 RI807 Cherry Creek Greenway (UD&FCD) 0 125,000 0
38253-7011102 RJ005 Colorado State Trails Grant 0 96,883 103,117
38254-7011102 RJ005 Scenic Byways - Summit Lake Park 0 39,200 0
Total $16,694,716 $16,288,021 $22,786,256
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Grant/Other Capital Funds
Program Description by Agency
Theatres and Arenas

Auditorium Theatre Grant. Denver received a $2 million grant from the Chambers Foundation to help fund the
renovation of this historical structure.
Facilities Planning and Management Division

Fire Station 11 Windows. The Colorado Historical Society granted the City funds to replace windows in this fire
station.

Local Improvement District Construction. Funds were used in 2007 from the LID revolving loan fund to construct
local improvement district infrastructure.
Holly Street Bridge Reconstruction. Federal bridge funds are being used to reconstruct the Holly Street Bridge over
Cherry Creek.
State Highway 33 Improvements. CDOT provided $4,124,000 for the improvement and ongoing maintenance of
State Highway 33, which was abandoned by the state and turned over to the City.
I-25 Slip Ramps. The Metropolitan Football Stadium District provided $1,400,000 to be combined with City funds to
construct slip ramps as an alternative to stadium traffic needing to go through the Jefferson Park neighborhood.
16th Street Pedestrian Bridge Over I-25. This represents $800,000 in RTD participation for the construction of the
16th Street pedestrian bridge over I-25. This is set up as a separate fund number for accounting purposes.
Federal Boulevard – Jewell to Louisiana. This is a CDOT grant for reconstruction of Federal from Jewell to
Louisiana.
Federal/Speer Intersection Improvements. This is a federal grant for improvements at this intersection.
Traffic Signal Equipment. DRCOG is participating in traffic signalization to improve traffic flows in Denver.
Studies have shown that effective signalization only reduce air pollution but also eliminate the need for building
additional lanes to increase capacity.
Stapleton Projects. Funds received from DURA tax increment financing were used to fund the new fire station at
Stapleton and for improvements to the Police Academy.
Stapleton Salaries and Contracts. Funds received from DURA can be used to reimburse the City for certain
employees involved in planning for Stapleton.
Leetsdale Drive/Mississippi Avenue Improvements. This funds improvements at this intersection that include
enhancement of pedestrian and Highline Canal trail crossing signal activation and markings.
I-70/SH 95 (Sheridan) Signals. This funds construction of five signals: Sheridan Boulevard at 44th Avenue, 17th
Avenue, and Cedar Avenue; and I-70 and Peoria Street, both north and south ramps.
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North Denver Metro ITS Improvements. CDOT funds for deployment information technology field devices and
communications infrastructure to improve data collection, traveler information dissemination, and inter-agency
communications. This will assist in managing traffic problems resulting from daily commuting, incidents and special
events.
Quincy Avenue Bike Improvements. CDOT funds for construction of a new 10-foot wide concrete bikeway from the
roadway adjacent to the northern right-of-way line of Quincy Avenue, from approximately 1,000 feet west of Sheridan
Boulevard to Pierce Street.
Smart Sign. CDOT provided three years of operating funds for a sign which advises passing drivers of their emission
readings as they exit I-25 southbound to Speer Boulevard or 6th Avenue eastbound.
Traffic Signals Upgrade Phase Xb. CDOT funds for signal system improvements along Federal Boulevard,
Dartmouth to 54th Avenues.
Traffic Signals Upgrade Phase Xa. CDOT funds for signal system improvements along Yosemite Street, Chenango
to Mansfield Avenues; Union Avenue, Monaco Street to DTC Boulevard; Ulster Street, from Union to Quincy
Avenues; Happy Canyon Road to Tamarac Drive; Tufts Avenue, Ulster Street to DTC Boulevard; and at the I-225
north ramps and Tamarac Drive.
State Highway 30/SH40 Signals 2005-10 TIP. CDOT funds for a Safety Hazard Elimination Program to improve
roadway safety by improving traffic signals along State Highway 30 –Hampden Avenue at Florence, Akron and Poplar
Streets and on State Highway 40/Colfax Avenue at Krameria and Glenarm/Fox Streets.
Storm Detention Pond and Drainage. These Pre-Disaster Mitigation Funds from FEMA provide for the construction
of a 35 acre-foot detention pond adjacent to the District 2 Police Station located at 38th and Holly as well as an outfall
storm drain conduit that will mitigate flooding of properties and roadways in the basin north of 28th Avenue.
Justice Center (non-bond funding). This fund was established to accept and spend monies that are received outside
of the Denver Justice Center General Obligation Bonds.
Cherry Creek Trail/12th Avenue Ramp. This is a $315,000 grant from CDOT to provide ADA access ramps for
bikes and pedestrians.
Station Area Planning Sheridan and Decatur. These federal funds support the master planning efforts at the
Sheridan and Decatur light rail stations.
Station Area Planning 40th and 40th. These federal funds support the master planning efforts at the 40th Avenue and
40th Street rail station.
Station Area Planning 10th and Osage. These federal funds support the master planning efforts at the 10th Avenue
and Osage Street rail station.
Station Area Planning 38th Avenue and Inca. These federal funds support the master planning efforts at the 38th
Avenue and Inca Street rail station.
Bear Creek Trail Fenton – Lamar. Federal funds for the construction of the Bear Creek Trail from Fenton to Lamar
Streets.
Colfax, Tremont, 13th and Delaware. Federal funds are contributing to the reconfiguration of this intersection.
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South Broadway Reconstruction – Arizona to Iowa. Federal funds are being used to complete reconstruction of
South Broadway along this section to provide system connectivity with the improvements that Englewood has made
south of this area.
South Broadway-Yale to Wesley. CDOT funds for the reconstruction of Broadway, Yale to Wesley Avenues.
56th Avenue Quebec to Havana. Federal funds will be used for improvements to 56th Avenue including
environmental assessment, public meetings, the preliminary engineering and final engineering portions for the
expansion of 56th Avenue from Quebec Street to Pena Boulevard.
Traffic Signal upgrade phase XI. CDOT funds to implement signal system improvements in an area bounded by
Grant and York Streets and 6th and 14th Avenues.
TOD Studies and Market Analysis. Funds from RTD used to support the various station area plans being conducted.
14th Street Initiative. Funds are from Denver Civic Ventures to assist in the 14th Street planning.
Station Area Planning – Auraria Station. Federal funds to support the master planning efforts around the station
area plan at the Auraria Station.
Station Area Planning – Evans Station. These federal funds support the master planning efforts around the station
area plan at the Evans Station.
Mitchell Elementary – Safe Routes to School. Federal funds used to assist in the planning and improvements for the
Safe Routes to School program at Mitchell Elementary School.
Valdez Elementary – Safe Routes to School. Federal funds used to assist in the planning and improvements for the
Safe Routes to School program at Valdez Elementary School.
University Park Elementary – Safe Routes to School. Federal funds used to assist in the planning and improvements
for the Safe Routes to School program at University Park Elementary School.
47th Avenue and York Street Bike/Pedestrian Crossing. CDOT funds used for bike/pedestrian crossing
improvements.
Traffic Signal Improvements (2008 SHE Program). Federal funds used for signal upgrades at 13th and Josephine,
Zuni and Tejon, Holly and US 285, and at Roslyn and Galena.
Streetscape Improvements – California. DURA is contributing $375,000 to sidewalk and streetscape improvements
on this downtown street.
Traffic Signal System, Lower Core. This $700,000 grant from CDOT provides signal system improvements at the
signalized intersections not already on system along Logan Street from 1st Avenue to Exposition Avenue, along
Washington Street from 1st Avenue to Arizona Avenue, along Emerson and Downing Streets from 1st Avenue to
Louisiana Avenue and other lower core intersections.
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Traffic Signal System, Monaco. This $840,000 grant from CDOT improves the signalized intersections not already
on system along Monaco Boulevard from Virginia Avenue north to 35th Avenue, and on Martin Luther King Boulevard
at Holly and Dahlia Streets. It includes the signalized intersections not already on system along 17th Avenue from York
Street to Steele Street, and along York Street from 18th Avenue to 23rd Avenue. Intersections may be added or
subtracted based on design issues, other projects in the project area, or budget issues.
Traffic Signal System Design Fund. A $144,000 grant from CDOT and DRCOG to expand signal system control by
implementing signal system improvements within the City and County of Denver.
I-70 and Central Park Boulevard Interchange. Federal funds for design of a new interchange at
I-70 and Central Park Boulevard in Stapleton.
Central Platte Service Center. This is funding from RTD for a total of $12 million over four years for purchase of
the City’s maintenance facility at Decatur Street.
CBD Traffic Signal Retiming. A $300,000 CDOT grant to retime the signal system in Denver’s Central Business
District to address signal timing issues brought about by changes in mass transit, redevelopment of Union Station
transit hub, and changes in vehicle travel patterns.
Ashley Elementary – Safe Routes to School. Federal funds used to assist in the planning and improvements for the
Safe Routes to School program at Ashley Elementary School.
Swansea Elementary – Safe Routes to School. Federal funds used to assist in the planning and improvements for the
Safe Routes to School program at Swansea Elementary School.
Traffic Signal Improvement – Cheesman. CDOT funds to implement traffic signal system improvements in the area
bounded by Grant and Jackson Streets, 6th to 12th Avenues, and the intersection of 1st Avenue and Garfield Street.
Colfax/Welton/Galapago Intersection Reconstruction. DRCOG funds for design and environmental work to
reconstruct the intersection of Colfax/Welton/Galapago Streets.
North Denver Metro ITS. Implementation of DRCOG Intelligent Traffic System Pool Project.
South Broadway/Asbury/Wesley Reconstruction. DRCOG funds for design and environmental analysis for the
reconstruction of South Broadway, Asbury to Wesley Avenues.
Evans Avenue, Broadway – Evans LRT Station. DRCOG funds for design and environmental analysis for the
reconstruction of Evans Avenue from Broadway to Delaware Street.

City Park Electric Fountain. Denver Water provided $278,905 for restoration work, which renovated the pump
house and allowed water to flow once more from this historic fountain.
Cheesman Park Assessment. The City received $60,000 from the Colorado State Historical Society to prepare a
park-wide historic landscape assessment that evaluates long-term preservation and contemporary use needs.
City-wide Playground Master Plan. Great Outdoors Colorado (GOCO) provided funding to the City to update the
Playground Master Plan.
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Daniels Park Barn. The City received $83,000 from the Colorado State historical Society to restore the Daniels Park
Barn.
Gates Clubhouse and Court Replacement. The City received $4,300,000 from The Parks People to fund the
replacement of the Gates Tennis Center clubhouse and courts.
City Park Accessibility and Walk. This GOCO grant will improve the Mile High Loop in City Park.
Oneida Street Bicycle Trail Ramp. Funding from Denver Water, in the amount of $350,000 adds to City funding to
build two ramps along the High Line Canal Trail. One will be in line with Oneida and the other in line with Iliff
Avenue.
Summit Lake Park. This fund captures U.S. Forest Service revenues that pass to the City for use at mountain parks.
Cherry Creek Greenway. This is a Great Outdoors Colorado (GOCO) grant for $725,000 and Urban Drainage and
Flood Control District (UD&FCD) grant for $125,000 for construction of a new trail from Holly to Oneida. The
Greenway Foundation will construct the trail, and the overall project costs are $1.6 million.
Colorado State Trails Grant. Restore and rebuild the overlook trail, trailhead, and parking lot at Summit Lake Park.
Scenic Byways – Summit Lake Park. Idaho Springs Historical Society is funding restroom reconstruction work at
Summit Lake Park.
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Debt Service Funds
Long-Term Debt and Lease Obligations
Provided herein is an overview of long-term debt and lease obligations which address the methods used by the
City and County of Denver to finance certain capital projects including property and equipment. Included in this
overview is information about general obligation and revenue bonds, and lease purchase agreements including
certificates of participation.
Unless otherwise stated, all information in this section is dated as of December 31, 2009. Accordingly, the
amounts are estimated and unaudited.
Debt Administration
Rating agencies have attributed the City's credit strength to its ability to balance operations during periods of slow
revenue growth while simultaneously maintaining satisfactory reserves. The City’s conservative debt management
practices were cited as a strength by the rating agencies. The City’s net direct debt ratio is rated slightly above
average.
General Obligation Bonds
Definition
General obligation bonds are backed by the full faith and credit of the City and are payable from ad valorem
property taxes and other general revenues. Except for refunding bonds issued to achieve savings, Denver voters
must approve general obligation debt prior to issuance.
Debt Limitations
The City Charter limits general obligation bonded debt, excluding self-supporting water bonds, to three percent of
the actual value of taxable property within the City.
The following schedule sets forth the computation of the general obligation debt margin of the City as of
August 31, 2009.
Computation of the General Obligation Debt Margin

($ in thousands)
TOTAL ESTIMATED ACTUAL PROPERTY VALUATION $80,955,703
Maximum general obligation debt allowed (3 percent of total valuation) $2,428,671

Outstanding bonds chargeable to limit 616,209
Less amount reserved for long-term debt in fund balance 21,751
Net chargeable to bond limit 594,458
LEGAL DEBT MARGIN $1,834,213
Percent of Charter limit 24.48%
In June 2009, the City issued $104,500,000 and $14,415,000 of the Series 2009A and Series 2009B General
Obligations bonds, respectively. The Series 2009A bonds provided the remaining $26,500,000 authorized for the
Denver Zoo in November, 1999, retired $53 million in commercial paper that was originally issued to fund the
Better Denver Bond Projects (“BDBP”), and provided $25 million in new money for the BDBP. The proceeds of
the Series 2009B General Obligation bonds refunded the remaining outstanding Series 2000 General Obligation
Bonds. As of June 30, 2009, the City had $471,730,000 authorized but unissued general obligation bonds from the
November 2007 authorization for the BDBP.
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Existing Debt
The City's outstanding general obligation debt as of December 31, 2009 is expected to consist of the following:
Final Maturity Amount

Date Outstanding
1999A Various Purpose (Mini-Bonds) 2014 $ *3,133,500

2002 Art Museum 2017 32,155,000
2003A Auditorium Theatre/Zoo Bonds 2018 6,610,000
2003B Medical Facilities 2018 97,025,000
2005 Justice System Facilities and Zoo Bonds 2025 63,795,000
2006 Justice System Facilities 2026 120,080,000
2007 Justice System Facilities (Mini-Bonds) 2022 *8,860,500
2008 Justice System Facilities 2025 165,635,000
2009A Better Denver and Zoo Bonds 2025 104,500,000
2009B Various Purpose Bonds 2015 14,415,000
Total General Obligation Bonds $616,209,000
*Amount outstanding does not include compound interest of $ 2,042,290 on the 1999A Mini-Bonds and
$1,191,893 on the 2007 Mini-Bonds.
Although the City currently has no outstanding commercial paper, the intent is to continue to issue commercial
paper to fund the Better Denver Bonds Projects and, based on needs and market conditions, to periodically issue
general obligation bonds to redeem the commercial paper and provide new money for the projects.
Indicators Related to General Obligation Debt Burden
Outstanding general obligation debt $616,209,000
Total Estimated Actual Value $80,955,702,700
Net Assessed Value $11,342,383,002
Population (2007 Denver Regional Council of Governments) 592,052
Ratio of net direct general obligation debt to actual value 0.76%
Ratio of net direct general obligation debt to net assessed value 5.43%
Net direct general obligation debt per capita $1,041
Revenue Bonds
Definition
Revenue Bonds are payable from a specific, dedicated source of revenue which does not pledge the full faith and
credit of the City. Other than the debt described below, Denver's only other revenue bonds are supported by the
Denver International Airport Enterprise Fund. There are no City Charter limitations stipulating maximum revenue
bond debt.
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Description of Outstanding Debt
The majority of Denver's non-airport revenue bond issues are backed by certain excise taxes (Sales, Occupational
Privilege, Facilities Development Admission, and Lodgers' taxes). The City's outstanding excise tax bonds as of
December 31, 2009, will consist of the following:
Date Outstanding
2001 Excise Tax Revenue Bonds Series A 2020 $ 7,255,000

2003 Excise Tax Revenue Refunding 2015 14,840,000
2005 Excise Tax Revenue Refunding 2020 148,785,000
2009 Excise Tax Revenue Refunding Series A 2023 73,630,000
2009 Excise Tax Revenue Refunding Series B 2014 33,940,000
Total Excise Tax Bonds $278,450,000
The Series 2009A Excise Tax Revenue Refunding Bonds were issued in May 2009, to refinance the Series 2001B
Excise Tax Bonds, which, in addition to the Series 2001A Excise Tax Revenue Bonds, were originally issued to
finance expansion and improvements to the Colorado Convention Center. A portion of the 2001A Series bonds
were refinanced by the Series 2005 Excise Tax Revenue Refunding Bonds. The 2009B Excise Tax Revenue
Bonds refinanced the remaining outstanding Series 1999 Excise Tax Revenue Bonds that were issued to refinance
at a lower interest rate certain excise tax bonds which had been issued initially to construct the Colorado
Convention Center. The Series 2003 Excise Tax Revenue Refunding Bonds refinanced at a lower interest rate all
of the outstanding excise tax revenue bonds that were issued in 1985 for capital improvements for cultural
facilities.
Wastewater Revenue Bonds
In April 2002, the City issued $30,700,000 of Wastewater Revenue Bonds on behalf of the Wastewater
Management Enterprise Fund of the City's Department of Public Works to finance improvements to the City's
Storm Drainage Facilities. The bonds are payable solely from revenues derived by the City from the operation of
its storm drainage and sanitary sewerage facilities. The bonds mature in 2022, and as of December 31, 2009,
$23,015,000 of the 2002 issue will remain outstanding.
Golf Enterprise Revenue Bonds
In March 2006, on behalf of the Golf Enterprise of the City's Department of Parks and Recreation, the City issued
$7,365,000 of Golf Enterprise Revenue Bonds. The bonds are payable solely from revenues derived by the City
from the operation of its golf facilities. The bonds mature in 2020, and as of December 31, 2009 the outstanding
principal on the bonds will be $5,725,000.
Other Financings
Lease Purchase Agreements
Generally. The City has used lease purchase agreements to facilitate the financing of certain public capital
projects and capital equipment. The leases are of one-year, renewable terms and do not constitute a general
obligation or other indebtedness of the City within the meaning of any constitutional, statutory, or Charter debt
limitations. The City's obligation to make payments relating to its various leases is contingent upon the City
appropriating the rental payments for the then-current fiscal year. In the event of non-appropriation, the lease
terminates. As of December 31, 2008 the minimum lease payments are estimated at $435,306,000.
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Certificated Lease Purchase Agreements. Certificates of participation have been executed and delivered in
conjunction with various lease purchase agreements discussed in the paragraph above. Anticipated Principal
outstanding on these transactions as of December 31, 2009 is summarized below.

Lease Purchase Agreements Date Outstanding
Series 1995A IS Office Building 2014 295,000
Series 2001A 2000 West Third Ave. Property 2017 9,950,000
Series 2001B Roslyn Property 2016 16,570,000
Series 2001C Blair-Caldwell Research Library 2021 11,550,000
Series 2002A&B Cultural Ctr. Parking Garage Project 2021 11,890,000
Series 2003A Cherry Creek North Parking 2017 3,310,000
Series 2003B Buell/Jail Dorm Properties 2023 46,455,000
Series 2005A Human Services Center 2020 40,650,000
Series 2008A1-3 Wellington E. Webb Office Bldg. 2029-31 259,255,000
Series 2008B Denver Botanic Gardens 2028 17,735,000
TOTAL $417,660,000
The payments for all certificated lease purchase agreements for 2009 are approximately $31,200,000. Of the total
payments approximately $21,500,000 is paid from the General Fund or Capital Improvements Fund, $7,300,000
from special revenue funds or non-General Fund/capital fund sources, and $2,400,000 from sources outside the
City. The $21,500,000 in payments from General Fund and Capital improvement funds represents approximately
2.34 percent of the combined revenues for those funds. Payments for the Webb Municipal Office Building are
partially offset by reductions in leased space costs.
Debt Policies
The City has a debt policy to guide its financial decision-making. The key principles of this policy are:
(1) Debt should be used to finance assets with substantial economic life.
(2) The term of new debt should not exceed the economic life of the assets financed.
(3) The "user pay" principle should be adhered to whenever financially feasible.
(4) General obligation debt should be used as the "debt of last resort."
(5) A high degree of credit worthiness should be maintained consistent with the need to finance projects.
(6) Active competition (through public sale or proposal process) should be promoted in the provision of financial
services associated with bond issuance.
Policies governing the City's lease purchase program include the following:
(1) The City will follow the provisions set forth in C.R.S. 29-1-103 through 29-1-106, most particularly
concerning budget issues and certificate term restrictions.
(2) Capital improvements and certain capital equipment will be eligible for financing.
(3) Capital improvements and capital equipment financed must be for "basic" and "essential" City services.
616
(4) Financing will be limited to land and depreciable assets.
(5) Financing for capital equipment will be used only for expensive and long-lived equipment that, if financed
with cash annually, would be extremely disruptive to an annual capital program: as a general rule, minimum
equipment cost should be $500,000 with a minimum useful life of five years.
(6) The maximum term of the lease will be 20 years for real estate assets and 15 years for all other assets.
(7) Capital equipment must be replacement equipment for existing services, not for new service programs.
(8) Capital improvements may be for new or replacement facilities.
(9) The useful life of the asset(s) being financed must not be shorter than the term of the lease: useful life will be
determined based upon industry standards and past experience with consideration given to technological
obsolescence.
(10) Non-rated lease purchase certificates will not be used.
(11) Total annual lease payments for assets being acquired by General Fund agencies shall not exceed five percent
of annual General Fund revenues. Total annual lease payments for assets being acquired by an enterprise
fund shall not exceed five percent of the annual revenues of that enterprise fund.
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Debt Service Fund General Obligation Bonds
Schedule 20000
($ in thousands)

2008 2009 2010

Financial Resources
Property Taxes $83,879 $76,748 $85,459
Interest Income 2,254 1,535 1,709
Total $86,133 $78,283 $87,168
Uses of Resources
Bond Principal Payments $45,380 $38,335 $45,745
Bond Interest Payments 33,127 29,279 32,407
Contribution to refunding debt 2,363
Total $78,507 $69,977 $78,152
Excess of Revenues Over (under) Expenditures $7,626 $8,306 $9,016
Other Financing Sources(Uses)

Transfer Out ($5,520) $0 $0
Total ($5,520) $0 $0

Fund Balance $2,106 $8,306 $9,016
Fund Balance January 1 39,380 41,486 49,792
Fund Balance December 31 $41,486 $49,792 $58,808
618
Debt Service Fund Excise Tax Revenue Bonds
Schedule 25000
($ in thousands)

2008 2009 2010

Financial Resources
Facilties Development Admissions Tax $3,056 $3,054 $2,558
Sales Tax $25,197 $23,232 $24,161
Lodgers Tax $23,760 $20,552 $20,080
Interest Income $986 $510 $385
Total $52,999 $47,348 $47,184
Uses of Resources
Bond Principal Payments $13,175 $9,105 $11,810
Bond Interest Payments $13,850 $15,723 $14,774
Bond Issue Costs
Total $27,025 $24,828 $26,584
Excess of Revenues Over (under) Expenditures $25,974 $22,520 $20,600
Other Financing Sources(Uses)

Transfers In
Excise Tax Bonds Issued $0 $107,570
Bond Premium 0 7,616
Payment to Refunding Escrow 0 (108,729)
Costs of Issuance - Bonds 0 (2,469)
Transfers Out (24,715) (22,224) (20,270)
Total ($24,715) ($18,236) ($20,270)

Fund Balance $1,259 $4,284 $330
Fund Balance January 1 $17,678 $18,937 $23,221
Fund Balance December 31 $18,937 $23,221 $23,551
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Appendices
Budget Basis
Annual Appropriation Ordinance

A single appropriation ordinance, known as the Annual Appropriation Ordinance, is enacted by City Council not
later than the fourth Monday of November. This ordinance makes appropriations and authorizes expenditures for
the ensuing fiscal year.
Basis of Budgeting
The City's accounts are organized on the basis of fund and account groups, each of which is considered a separate
entity. The operations of each fund are accounted for with a separate set of self-balancing accounts that comprise
its assets, liabilities, fund equity, revenues, and expenses.
Governmental Funds (General Fund, Special Revenue, Debt Service, and Capital Projects Funds), use the
modified accrual basis of budgeting and accounting. Revenues are recognized in the accounting period in which
they become available and measurable. Expenditures are recognized in the accounting period in which the
liabilities are incurred.
Proprietary Funds (Enterprise and Internal Service Funds) are budgeted on a modified accrual basis which does
not include depreciation or compensated absences. Each fund's financial statements, which are included in the
budget document, are reported on a full accrual basis. In the accrual basis of accounting, revenues are recognized
in the accounting period in which they are earned. Expenses are recognized in the accounting period in which they
occur. This is consistent with the Comprehensive Annual Financial Report.
Changes to the Adopted Budget

Budget Increases
Funds are expected to confine spending to amounts appropriated during the budget process. In certain cases,
however, appropriations may be increased during the budget year in the following circumstances:
 Carryover Encumbrances—If a department has open purchase orders or contractual obligations at year-end,
the encumbrances are closed and reestablished in the ensuing year's budget, and the appropriation may be
increased if needed to cover the actual expense when it occurs.
 Unanticipated Revenue—If a fund receives revenue during the year from a source that was not anticipated
or projected in the budget, such as a grant or a bond issue, such revenue may be appropriated by Council for
expenditure in the year received.
 Reserves—In cases where a fund's reserves are greater than required by policies, Council may appropriate
amounts from reserves to fund supplemental requests which were not included in the adopted budget.
Budget Decreases
When financial circumstances dictate, budgets may be decreased during the year to levels below adopted
appropriations. Such decreases are accomplished by Council ordinances, to rescind a portion of an appropriation;
or administratively, to restrict use of an appropriation.
Level of Control and Budget Transfers
Control of expenditures is exercised at the budget level. Fund and agency managers are responsible for all
expenditures made against appropriations within their fund or agency appropriation.
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Budget Basis
There are two general types of budget transfers:
 Within Fund
Intra-appropriation transfers are transfers between line items within an appropriation, and require
approval of the Budget Director.
Inter-appropriation transfers are transfers between appropriation levels within a fund, and require
approval of the Mayor, and Council approval by ordinance.
 Between Funds—This type of transfer requires approval of the Mayor and Council approval by ordinance.
Lapsing of Appropriations
Any appropriations which are unspent at the end of the year lapse into fund balance, where they cannot be spent
unless appropriated by Council, with the following exceptions:
 Capital Projects—Appropriations for capital projects do not lapse until the project is completed and closed
out.
 Special Revenue Funds—Appropriations funded by federal or state grant or other special sources do not
lapse until the funding expires or the project for which the funds were received is completed and closed out.
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Description of Major Expenditure Categories
Expenditure budgets are divided into categories of expenditures. Each category is assigned a code in the City's
financial management information system. The major categories are:
Code Category Description
500000 Personnel Services Salaries and fringe benefits for all unlimited
(permanent) and limited (temporary and on-call)
employees and individual contracts.
600000 Services and Charges Purchase of professional and technical services

(contract), utilities, repair and maintenance services,
travel, printing and other services and charges.
700000 Supplies and Materials Purchase of supplies and materials including office
supplies, building materials, health supplies, food,
automotive parts, and certain controlled assets.
The 600000 and 700000 categories are grouped into one total, named “Services and Supplies.”
800000 Capital Equipment Purchase of fixed assets costing $5,000 or more.
900000 Internal Services Charges for services or materials from one City
agency to another. Payments are made through an
internal billing transfer.
980000 Budget Savings Restriction of a portion of an appropriation.

Effectively reduces an agencys available budget
without rescinding it by Council action.
623
Glossary of Terms
Accrual Basis The basis of accounting under which transactions are recognized when they
occur, regardless of the timing of related cash flows. This is opposed to the
cash basis of accounting under which transactions are recognized only when the
cash changes hands.
Agency A department, division, section, bureau, commission, board or other

organizational unit established by law as a part of the City.
Annual Appropriating An ordinance passed by City Council making appropriations to various

Ordinance agencies. The appropriations contained in the ordinance must match the budget
as amended and adopted by City Council. The annual appropriating ordinance
is approved concurrently with the tax levy ordinances necessary to support the
adopted budget.
Appropriated Funds All funds except debt service funds and except special revenue funds whose
authorized expenditures are based upon cash or grants received.
Appropriation An authorization, by ordinance, to a specified agency, program, project, or

transfer fund to incur obligations and to expend from public money or
anticipated public money. An appropriation is a specified sum of money from a
specified fund, or, if not specified, the General Fund, for a specific purpose.
Assets Resources owned or held by a government that have monetary value.
Balance Sheet See Statement of Net Assets.
Balanced Budget As defined by Denver City Charter, “The budget…shall not propose
expenditures in excess of estimated opening balances and anticipated income;
however, in estimating, the Mayor may reduce the anticipated income from
property taxes by an amount for uncollectible taxes. In the general fund the
budget estimates for the ensuing year shall include an amount as a year-end
closing balance which amount shall not be expended except for emergencies
approved by a two-thirds vote of Council, within the fiscal year to which the
proposed budget applies but may be considered as income available for
expenditures in preparation of the proposed budget for the following year.
Bond A written promise to pay a specified sum of money, called the face value or
principal amount, at a specified date or dates in the future, called the maturity
date, together with periodic interest at a specified rate.
Budget A plan of financial operation embodying an estimate of proposed expenditures

for a given period and the proposed means of financing them.
Budget Calendar The schedule for completion of the various phases in the preparation of the
budget; the calendar begins with the issuance of the budget forms and ends with
filing the allotments with the Auditor.
624
Glossary of Terms
Budget Document A document prepared by the Mayor which must include but is not limited to: a
general statement describing the important features of the budget; statements by
funds showing estimates of expenditures, receipts, opening and closing balances
compared with the previous and current fiscal years; statements of expenditures
and work programs of the various agencies; the amount to be raised by taxation
to pay interest on general obligation bonded indebtedness, and to provide for the
debt service fund; and the amounts to be expended for capital improvement
projects and the sources of revenue for financing such projects. City Council
adopts the Budget by motion; however, Council may revise or alter the Budget
prior to adoption by a two-thirds vote.
Budget Savings A portion of an agency's budget set aside and unavailable for expenditure. These
savings represent budget reductions imposed as a result of revenue shortfalls.
Capital Budget A plan of proposed expenditures that results in the acquisition of or addition to
fixed assets, and the means for financing these expenditures.
Capital Equipment Major – Chattels that have a useful life of more than one year and a unit cost of
at least $50,000.
Minor – Nonrecurring items having a useful life of more than one year and a
unit price of less than $50,000 but at least $500.
Capital Project Funds Funds used for the acquisition and maintenance of major capital assets other
than those financed through special assessment or enterprise funds.
Certificate of Participation A form of financing which allows the purchase of an asset over time and
requires
(COP) City Council approval (but not voter approval). Certificates are sold to
investors, and the proceeds are used by the lessor (an outside party) to acquire a
capital asset on behalf of the City. The asset becomes the collateral for the
certificates, and the City assumes ownership of the asset at the end of paying the
full amount of the lease. Payments are subject to annual appropriation and do
not constitute a long-term obligation under TABOR.
Contingency Reserve As defined by the City Charter, the proposed budget for the general fund shall
include an amount, not less than two (2) percent of the total estimated
expenditures set forth in the general fund for the ensuing year, for the payment
of any expense, the necessity of which is caused by any casualty, accident or
unforeseen contingency, after the passage of the annual appropriation ordinance.
Revenues received during the year in excess of those projected, or an opening
balance larger than projected, will automatically be added to the contingency
reserve.
Contributed Capital An equity account that shows the amount of permanent fund capital contributed
to that fund.
Current Assets Those assets that are available or can be made readily available to finance
current operations or to pay current liabilities.
Current Liabilities Financial obligations that are payable within one year.
625
Glossary of Terms
Debt Service Funds Funds used for the payment of principal and interest on General Obligation and
other long-term debts.
Depreciation The process of allocating the total cost of fixed assets over each period of their
usefulness to the entity.
Encumbrance The commitment of appropriated funds to purchase an item or service. To

encumber funds means to set aside or commit funds for a specified future
expenditure. Purchase orders, contracts, and/or other commitments require a
reservation of appropriation. These commitments cease to be encumbrances
when paid or when cancelled.
Enterprise Fund A fund established to account for operations that are financed and operated in a
manner similar to private business enterprises where the intent of the governing
body is that the costs (expenses, including depreciation) of providing goods or
services to the general public on a continuing basis be financed or recovered
primarily through user charges.
Fiduciary Funds Trust and agency funds that account for assets held by a governmental unit in a
trustee capacity or as an agent for individuals, private organizations, other
governmental units, and/or other funds. These include expendable trust funds,
non-expendable trust funds, pension trust funds, and agency funds.
Fixed Asset A specific piece of real or personal property which is tangible in nature
(possessing physical substance) and has an expected useful life longer than one
year. The items are acquired through outright purchase, construction, lease
purchase agreements, installment purchase contracts, tax or special assessment
foreclosure, eminent domain, donations or gifts.
Fringe Benefits Fringe benefits include the City's contribution to life insurance, retirement,
health and dental insurance, and Social Security programs.
Fund A fiscal and accounting entity, created by charter, ordinance, or applicable state
law, consisting of a balanced set of accounts in which cash and other assets,
related liabilities, residual balances, and changes therein, are recorded and
segregated. Funds, excepting the General Fund, have specific sources of
receipts and specific purposes of expenditures.
Fund Balance The difference between fund assets and fund liabilities of governmental funds.
Funded Project A generally funded appropriation for a specific purpose such as Street Lighting.
General Fund The largest and most important of the City's funds. It includes all resources not
restricted legally to a specific use. The major source of revenue for the General
Fund is the sales tax, which accounts for approximately fifty percent of the fund
revenue. Local property tax and the lodgers' tax also support the General Fund,
as well as revenue derived from fees for services and materials, licenses,
permits, and fines.
626
Glossary of Terms
Governmental Funds A group of funds that account for activities associated with the City's basic
operations. Types of governmental funds are the General Fund, special revenue
funds, capital project funds, and debt service funds. This group of funds uses a
modified accrual basis of accounting and focuses on operating revenues and
expenditures.
Internal Services Services or materials provided by one City agency to another. Payments are
made through an internal billing transfer.
Internal Service Fund A fund used to account for the financing of goods or services provided by one
department or agency to other departments or agencies of a government, or to
other governments, on a cost reimbursement basis.
Lapsing Fund A fund in which appropriated amounts that the agency does not or cannot spend
by the end of the fiscal year lapse or come to an end and are not carried forward
into the next fiscal year. The budget is liquidated at the end of the budget
period for all non-encumbered budget balances. All General Fund
appropriations and enterprise funds are lapsing funds, as are some special
revenue funds.
Major Equipment Chattels with a useful life of more than one year and costing $50,000 or more.
Mill Levy The rate used in calculating taxes based on the value of property, expressed in
mills per dollar of property value. A mill is 1/1000 of a dollar.
Minor Equipment Chattels with a useful life of one year and costing $500 or more up to $50,000.
Net Income The excess of all revenues over the total of all expenses.
Non-Lapsing Fund A fund in which any remaining unspent appropriation at the end of the fiscal
year rolls forward into the next fiscal year, allowing its continued use.
Operating Budget Plan of current expenditures and the proposed means of financing them.
Operating Expenses Fund expenses which are directly related to the fund's primary service activities.
Operating Income The excess of operating revenues over operating expenses.
Operating Revenue Fund revenues which are directly related to the fund's primary service activities.
They consist primarily of user charges for services.
Personal Services Salaries and fringe benefits for all unlimited (permanent) and limited
(temporary) employees and individual contracts.
Program inventory All programs and services the City provides to the community. The inventory
facilitates prioritization during the annual budget process.
Position The aggregate of duties and responsibilities performed by one person. A

position may be unlimited, limited, or on-call, and may be filled or vacant.
627
Glossary of Terms
Proprietary Funds A group of funds that account for activities that are often seen in the private
sector and are operated in a similar manner as in the private sector. This group
of funds uses a full accrual basis of accounting, and focuses on net income and
capital maintenance. Enterprise and internal service funds belong to this group.
Reserve for Contingencies See Contingency Reserve.
Retained Earnings An equity account reflecting the accumulated earnings of an Enterprise or

Internal Service Fund.
Revenue Total inflow of net assets. (Revenue is NOT the amount of cash receipts).
Services and Charges Purchase of professional and technical services (contract), utilities, repair and
maintenance services, travel, printing and other services and charges.
Special Revenue Fund Any fund which must be devoted to some special use in accordance with
specific regulations and restrictions.
Statement of Cash Flows The basic financial statement which presents information on the sources and
uses of cash during an accounting period.
Statement of Revenues, The basic financial operating statement that presents increases and decreases in
Expenses and Changes in an entity’s net current assets.
Net Fund Assets
Statement of Net Assets The basic financial statement that shows the financial position of an entity at a
specific date. Assets are the economic resources of the entity. Net assets are
total assets less liabilities (debt).
Supplies and Materials These include office supplies, building materials, health supplies, food, and
automotive parts.
Tax Increment Financing TIF is a method of facilitating development or redevelopment of defined areas
(TIF) of property by utilizing future tax revenues to pay for some of the necessary
public improvements. TIF allows local officials to designate an area as a “TIF
District” for improvement and then earmark any future growth in property tax
revenues in that District to pay for the predetermined development.
Taxpayers Bill of Rights A 1992 amendment to the Colorado Constitution that limits the government’s
(TABOR) ability to raise and spend revenue. TABOR applies to all levels of government
in Colorado and requires voter approval to increase tax revenue; limits revenue
collections by prescribing a formula for growth in spending; and limits spending
to not more than a given percent.
Temporary Assistance for The federally funded block grant program that provides monthly cash
assistance,
Needy Families (TANF) work opportunities and job training to families with children under age 18.
628
Glossary of Terms
Transfer The movement of cash from one City fund to another by journal voucher.
Transfers must be authorized by ordinance.
Vacancy Savings An estimate of the savings occurring from the time a position becomes vacant
until it can be refilled. For agencies with 10-29 employees, vacancy savings is
two percent of the total personnel costs. For agencies with 30 of more
employees, vacancy savings is three percent of the total personnel costs. No
vacancy savings is budgeted for agencies with less than ten employees.
Working Capital The excess of current assets over current liabilities, used to indicate the relative
liquidity of an enterprise or internal service fund.
629

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Proposed Budget September Entire Book

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Mayor's Proposed 2010 Budget

John W. Hickenlooper, Mayor

City and County of Denver

This document has been printed on recycled paper

For the Fiscal Year Ending

John W. Hickenlooper, Mayor

Guillermo (Bill) Vidal Manager of Public Works

District 1 Rick Garcia District 8 Carla Madison

Budget and Management Office

Steven Bohn, Associate Financial Management Analyst

General Fund Summary

Parks and Recreation and Cultural Facilities

Special Revenue Funds

Capital Project Funds

Debt Service Funds

Theatres and Arenas

Denver County Court

Parks and Recreation

Denver Public Library

 People will say Denver is an even better place to live

Better Place to Live &

Efficient, Diverse & Safer Communities Environmental Stewardship

Customer Service Better Place to Work Live Within Our

Highest Quality Service Motivated, Diverse & Prudent Fiscal Stewardship

Internal Services that help

Most of these reductions will be reflected in the 2010 Budget.

Measuring for Results

Knowledge 65% 67% 63% 68% 66% 76% 70%

Denver City government will grow a vital economy

Measure: Employment in Denver

People will say Denver is an even better place to live

Denver as a 86% 85% 84% 84% 83% 85% 93%

Denver City government will live within its means

Undesignated 12.3% 15.0% 16.3% 16.4% 18.5% 16.8% 11.8%

Revenue % 1.12% (0.26%) 3.23% 4.82% 7.38% 2.06% (5.56%)

Balanced Budget Yes Yes Yes Yes Yes Yes Yes

Vibrant and Dynamic Economy

Quality Cultural and Recreational Opportunities

Efficient, Diverse & Accessible Transportation System

People Lead Healthy & Successful Lives

This count represents a point-in-time. Volunteers interview

Efficient, Effective, Transparent Service Delivery

This section also contains a personnel comparison for all funds.

General Fund Summary

Special Revenue Funds

Capital Project Funds

Debt Service Funds

Human Services Airport

Theatres and Golf

Other Special Environmental

Capital Internal Service

Capital Fleet Maintenance

Winter Park Workers'

State Conservation Central Services

Entertainment and Asphalt Plant

Major Governmental Funds

Human Services Special Revenue Fund

Non-Major Governmental Funds

Bond Project Capital Fund

Capital Improvement Fund

Winter Park Parks and Recreation Capital Fund

State Conservation Trust Fund

Entertainment and Cultural Capital Projects Fund